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A COMUNICAÇÃO EMPRESARIAL COMO FERRAMENTA DE GESTÃO NO PÓS-VENDA E NA COBRANÇA.

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Bibliographic Details
Title: A COMUNICAÇÃO EMPRESARIAL COMO FERRAMENTA DE GESTÃO NO PÓS-VENDA E NA COBRANÇA.
Alternate Title: BUSINESS COMMUNICATION AS A MANAGEMENT TOOL IN AFTERSALES AND COLLECTIONS.
Authors: Almeida, Mariana Aparecida de1, Benetelli Geron, Regina Elaine2
Source: Revista Gênero e Interdisciplinaridade. 2025, Vol. 6 Issue 6, p14-26. 13p.
Subject Terms: *Business communication, Customer loyalty, Organizational performance, Customer relationship management software, Invoices, Customer feedback, Customer relationship management, Performance management
Abstract (English): This study set out to examine business communication as a management tool in aftersales and collection activities. The research was bibliographic and qualitative in nature, drawing on classical authors, recent academic contributions and market reports on organizational relationship practices. The analysis highlighted recurring challenges, such as the lack of structured follow-up after sales, the difficulty in obtaining customer feedback, misalignment among internal areas, and ineffective or overly rigid collection approaches. These shortcomings were found to compromise customer loyalty, generate operational inefficiencies and weaken corporate image. On the other hand, the literature and practical cases pointed to effective alternatives, including the adoption of standardized communication protocols, the use of CRM systems, continuous training of teams, closer integration across departments and the definition of performance indicators. Well-known examples, such as Magazine Luiza, Amazon, Nubank and Itaú Unibanco, illustrate how structured and empathetic communication strategies can lead to greater customer satisfaction, stronger loyalty and improved process efficiency. Therefore, it is concluded that business communication, when strategically applied, represents a competitive advantage capable of strengthening relationships, reducing failures and supporting the financial sustainability of organizations. [ABSTRACT FROM AUTHOR]
Abstract (Portuguese): Este artigo teve como propósito analisar a comunicação empresarial como instrumento de gestão nos processos de pós-venda e cobrança. A pesquisa desenvolvida foi de caráter bibliográfico e qualitativo, apoiada em autores consagrados, estudos recentes e relatórios de mercado que descrevem práticas de relacionamento organizacional. Constatou-se que os principais entraves enfrentados pelas empresas concentram-se na falta de acompanhamento adequado após a venda, na dificuldade em obter retorno dos clientes, nos ruídos de comunicação entre áreas internas e em abordagens pouco eficazes durante a cobrança. Tais falhas comprometem a fidelização e afetam a imagem institucional, refletindo em prejuízos operacionais e financeiros. Em contrapartida, verificou-se que a adoção de protocolos de comunicação, o uso de sistemas de CRM, a capacitação contínua das equipes, a integração entre setores e a definição de indicadores de desempenho se apresentam como soluções eficazes para mitigar esses problemas. Casos de sucesso, como os do Magazine Luiza, Amazon, Nubank e Itaú Unibanco, ilustram que estratégias de comunicação estruturada e empática resultaram em maior satisfação dos clientes, fidelização e eficiência nos processos. Conclui-se, portanto, que a comunicação empresarial, quando aplicada de forma estratégica, constitui um diferencial competitivo capaz de fortalecer relações, reduzir falhas e sustentar a saúde financeira das organizações. [ABSTRACT FROM AUTHOR]
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Database: Education Research Complete
Description
Abstract:This study set out to examine business communication as a management tool in aftersales and collection activities. The research was bibliographic and qualitative in nature, drawing on classical authors, recent academic contributions and market reports on organizational relationship practices. The analysis highlighted recurring challenges, such as the lack of structured follow-up after sales, the difficulty in obtaining customer feedback, misalignment among internal areas, and ineffective or overly rigid collection approaches. These shortcomings were found to compromise customer loyalty, generate operational inefficiencies and weaken corporate image. On the other hand, the literature and practical cases pointed to effective alternatives, including the adoption of standardized communication protocols, the use of CRM systems, continuous training of teams, closer integration across departments and the definition of performance indicators. Well-known examples, such as Magazine Luiza, Amazon, Nubank and Itaú Unibanco, illustrate how structured and empathetic communication strategies can lead to greater customer satisfaction, stronger loyalty and improved process efficiency. Therefore, it is concluded that business communication, when strategically applied, represents a competitive advantage capable of strengthening relationships, reducing failures and supporting the financial sustainability of organizations. [ABSTRACT FROM AUTHOR]