Frequently asked questions

GestorCX is a customer experience and operations consulting service. We work with companies to diagnose their operations, define standards, train teams, conduct audits and track results using our own methodology and tools.

GestorCX offers operational and experience diagnostics, CX Audits, Mystery Shopping, standards development, continuous improvement programs, corporate training through GestorCX Academy, franchise audits and qualitative research such as Focus Groups. The scope is defined based on the needs and stage of each organization.

GestorCX combines consulting, fieldwork and proprietary technology. The platform is used to manage information, standards, training, assessments and results within the implemented services.

GestorCX works on projects throughout Latin America. The specific coverage depends on the service, the cities involved and the characteristics of each project.

We primarily work with organizations where the experience depends on the daily execution of people and processes: retail, franchises, healthcare, food service, hospitality, gas stations and service companies, among others.

Yes. Projects can be structured by branch, zone, region, store format or other operational units. This allows identifying execution differences and comparing results using common criteria.

Yes. A project can start with a specific diagnosis or audit and also develop into a periodic program of measurement, training and follow-up. The format depends on the objective and how frequently intervention is needed.

A CX Audit evaluates specific points of the experience and operations using previously defined criteria. It allows observing aspects such as service, process compliance, communication, sales, timing, presentation and execution of standards.

A CX Audit is a broader concept of experience and operations evaluation. Mystery Shopping is a specific methodology where an evaluator acts as a real customer to observe what happens during an interaction without altering the team's normal behavior.

Criteria depend on each operation. They may include reception, needs identification, knowledge, communication, sales process, upselling, checkout, query resolution, closing, image, order, timing and procedure compliance.

A diagnosis breaks the experience into observable stages and criteria to identify where the main gaps occur. This makes it possible to distinguish, for example, issues with reception, needs identification, knowledge, process execution, closing or consistency across locations.

It is a structured first assessment of how service and operations are currently being executed. Its objective is to establish a baseline, identify strengths and gaps and determine what actions make sense before implementing changes.

The number is defined based on the number of service points, operational variability and the study objective. The design seeks to obtain sufficient observations to detect patterns without turning the initial diagnosis into a permanent audit program.

Yes. When locations are evaluated using the same criteria and methodology, the results allow analyzing compliance differences across service points and detecting common or specific patterns.

Results serve to define concrete actions. Depending on the finding, it may be appropriate to adjust a procedure, formalize a standard, address a gap through training, conduct follow-up or carry out a new measurement.

Mystery shopping is an evaluation methodology where a person conducts an interaction as a real customer following a previously defined scenario. They then record evidence and evaluate the experience according to established criteria.

A survey collects perceived feedback from real customers. Mystery shopping observes specific behaviors, processes and situations through a controlled scenario. Both methodologies answer different questions and can be used in a complementary way.

First, objectives, scenario and evaluation criteria are defined. The evaluator conducts the interaction naturally and then completes the corresponding instrument with their observations and evidence. Results are analyzed to identify compliance, gaps and improvement opportunities.

Yes. The methodology can be applied in physical locations, calls, WhatsApp, forms, digital channels and other touchpoints, depending on the journey to be evaluated.

It applies in operations where interactions or processes can be observed and compared against defined criteria. It is common in retail, food service, hospitality, healthcare, franchises, gas stations and service companies.

Observable behaviors and processes can be evaluated: greeting, needs identification, information provided, knowledge, timing, procedure compliance, sales, query resolution, checkout, farewell and service point conditions, among others.

The form is built based on the project objectives and what the organization expects to happen during the experience. Criteria must be observable, understandable for the evaluator and precise enough to compare results.

A CX Standard concretely defines what behaviors, processes and criteria an organization expects at specific points of the experience. It serves as a reference for communicating expectations, training, supervising and subsequently evaluating compliance.

It establishes a common reference for how service should be delivered. This facilitates training, reduces different interpretations across people or locations and provides concrete criteria for follow-up.

It starts from the experience the organization wants to deliver, existing processes and real operational conditions. From there, stages, expected behaviors, responsibilities and criteria that can be taught and observed are defined.

A protocol usually indicates a sequence or way of acting in a specific situation. A standard establishes the criteria expected to be met during the experience and can encompass behaviors, processes, responsibilities and observable results.

Consistency requires that the standard be clearly defined, that people know what is expected of their role and that follow-up exists. Training, supervision and measurement help identify where execution differences appear.

The first step is to establish which differences are context-specific and which correspond to aspects that should be executed in a common way. From that definition, a standard can be built, teams trained and its application subsequently measured.

Yes. Sales staff, managers, supervisors, receptionists or other positions may be involved in different stages of the experience and have different responsibilities. Standards can be defined according to each role.

The affected criteria are reviewed and a new version of the standard is created. Then it is necessary to communicate the change, update related materials and train the people affected by the modification.

GestorCX Academy is a corporate academy for managing ongoing training within an organization. Content is developed from its standards, procedures, processes and internal knowledge and organized into programs, modules, assessments and role-based paths.

The company has an environment branded with its identity and organizes the people who will participate in the programs. GestorCX develops the content and the organization can assign paths, track progress, review assessments and manage the status of certifications.

Academy is implemented as a permanent training environment for the organization. Content is built from its own standards and processes and can be updated as needs, roles or internal procedures change.

GestorCX uses the company's standards, manuals, procedures, protocols and other necessary information as a foundation to structure each program. From that material, courses, modules, resources and assessments are developed according to the defined objective.

Yes. Existing manuals, procedures and standards can be used as source material. GestorCX organizes and transforms them into training content and assessments for the corresponding roles.

Yes. Programs can be organized according to the functions and responsibilities of each group. A sales associate, a manager and a supervisor can have different paths and requirements within the same company.

Modules can include text, video, PDF documents, links and other support resources. They can also incorporate assessments to verify understanding of the content.

Programs can include exams with automatic grading and defined passing requirements for each path. The platform records results and the number of attempts made.

Yes. When a person meets the requirements established for a certification, Academy can automatically issue a digital certificate linked to their record.

Each certificate has a unique code and a QR code that provides access to public verification. The query allows confirming the data associated with the certificate issued by the platform.

Yes. Validity can be configured in months when the program requires periodic updates. Certificates without an expiration date can also exist.

Yes. Academy allows managing activities such as workshops, roleplay or coaching, recording attendance and keeping the corresponding assessment within the training path.

Yes. Authorized administrative users can consult the progress, results, attempts and status of training assigned to people in their organization.

Yes. Onboarding paths can be created that bring together the standards, procedures and knowledge a person needs for their role, with progress tracked within the path.

Yes. When a standard or procedure changes, the corresponding content can be updated and used to retrain the people affected by that change.

Yes. Academy is designed to maintain training programs over time: onboarding, procedure updates, role-based development, new needs and retraining.

GestorCX develops and maintains the standards, courses, modules, assessments and certification requirements. The company manages its employees, organizational structure, assignments and tracking within Academy.

Common criteria are defined and their execution is evaluated at the different points in the network. Audits allow comparing results, identifying gaps and determining which aspects require follow-up, operational adjustment or training.

It is a structured evaluation of compliance with criteria defined by the brand at its franchised locations. It can cover image, service, processes, commercial execution and other operational aspects relevant to the network.

Locations must be evaluated using common criteria and scales. This allows obtaining comparable indicators and analyzing results by store, zone, period or evaluated dimension.

A common reference is needed that can be communicated, taught and measured. The combination of defined standards, role-based training, supervision and periodic audits allows managing network consistency.

A corporate academy allows assigning common content and paths to people located at different points of the operation. The organization can track individual progress and organize users according to its internal structure.

Audits conducted under the same methodology allow comparing behaviors and processes across locations. Results show which aspects remain consistent and where the main gaps are concentrated.

Yes. A program can use audits to identify gaps, training to address specific knowledge or behavioral issues and new measurements to subsequently observe field execution.

It is a periodic scheme of measurement, analysis and follow-up aimed at working on specific aspects of experience and operations. Results from each cycle serve to define priorities and observe their evolution in subsequent measurements.

The finding is analyzed to determine its origin and the appropriate action. Depending on the case, it may require clarifying a standard, adjusting a process, providing training, reinforcing a practice or conducting follow-up.

Frequency depends on the size of the operation, expected variability and the program objective. An initial measurement can establish the baseline and, based on its results, an appropriate periodicity for follow-up can be defined.

Through comparable measurements conducted across different periods. Maintaining consistent criteria allows observing evolution and detecting whether a change is sustained or the same gap reappears.

The cause of the gap determines the intervention. When people need to acquire or reinforce knowledge and behavioral criteria, training may be appropriate. When the procedure itself generates difficulties or inconsistencies, the process should be reviewed first.

The standard establishes what is expected, training allows people to learn and understand those criteria and the audit subsequently observes how they are executed in operations. Each instance provides different information.

Standard criteria can be converted into observable indicators and used in audits, supervisory visits or other control instances. This allows comparing what was defined with what actually happens at service points.

A Focus Group is a qualitative technique where a group of participants discusses defined topics under the coordination of a moderator. It allows exploring perceptions, experiences, expectations and reasons behind certain opinions or behaviors.

It is useful when an organization needs to understand more deeply how its customers, users or stakeholders think or interpret a particular topic. It can be used to explore experiences, concepts, products, services or changes before making decisions.

A survey collects structured responses from a sample and analyzes them quantitatively. A Focus Group explores arguments, associations, perceptions and experiences through a moderated conversation.

It can explore expectations, perceptions about an experience, reasons for choice, difficulties, language used by customers, reactions to proposals and reasons that help interpret behaviors observed through other means.

The first step is to understand the objective, the operation involved and the problem the organization needs to address. With that information, the initial scope, methodology, points to evaluate or develop and follow-up approach are defined.

GestorCX can work both with existing documentation and with organizations that need to organize and formalize their operational criteria. The current state of that documentation helps define the project starting point.

The scope can begin with part of the operation and expand later. The initial number is defined considering the objective, diversity of formats and information needed to obtain a useful first reading.

Yes. A diagnosis allows establishing a baseline before deciding which actions to implement. It is especially useful when there are several possible causes behind a problem or when it is still unclear where to intervene first.

It depends on the service, number of locations involved, available material and agreed scope. A one-time audit, standards development and the implementation of a corporate academy each require different processes and timelines, which are defined when establishing the scope.

Yes. Depending on the project, HR, Operations, Commercial, Customer Experience, Quality, Marketing or other area managers related to the evaluated or developed processes may participate.

Yes. Common criteria can be maintained at a regional level while adapting scenarios, language and operational aspects where differences exist between countries. The territorial scope is defined for each project.

Interested individuals can register through GestorCX's evaluator application channel. Profile information is used to consider candidates when projects are compatible with their location and characteristics.

The profile depends on the project. In general, observational skills, attention to detail, ability to follow instructions, good writing and the ability to act naturally during the evaluated interaction are required.

Yes. Conditions are established based on the type of evaluation, location, complexity and requirements of each project. When the visit includes authorized purchases or expenses, their conditions are communicated as part of the assignment.