How can response time be optimized in customer satisfaction surveys in the company to improve data collection efficiency?
For the company, customer satisfaction surveys have become an indispensable tool for evaluating the performance of the services offered, as well as for identifying areas for improvement and guiding decision-making to achieve customer satisfaction.
The company is dedicated to offering inspection and rework services, recognizing the importance of having the necessary information about its customers' perceptions of these services. However, analysis has revealed a problem that affects the efficiency of data collection from satisfaction surveys, as the response time from customers is often somewhat lengthy. This situation causes delays in obtaining the necessary information, which limits the company's ability to respond to customer needs and expectations.
This is where the project comes in, analyzing the current survey application process to identify the factors that influence response delays and propose strategies to reduce this time. The main purpose of this project is to contribute to making this internal process more agile and practical. In general, the aim is to generate proposals that will serve as a basis for future improvements within the company.
TABLE OF CONTENTS
DEDICATIONS
ACKNOWLEDGMENTS
SCHEDULE OF ACTIVITIES
INTRODUCTION
CHAPTER I. RESEARCH BASIS
1.1 Statement of the problem
1.2 Research question
1.3 Hypothesis
1.4 Study variables
1.5 Justification
1.6 General objective
1.7 Specific objectives
CHAPTER II. THEORETICAL FRAMEWORK
2.1 Customer satisfaction
2.1.1 Definition of customer satisfaction
2.1.2 Importance of satisfaction in business management
2.1.3 Factors influencing customer perception
2.1.4 Relationship between satisfaction, loyalty, and competitiveness
2.2 Measuring customer satisfaction
2.2.1 Measurement tools
2.2.2 Designing effective surveys
2.3 Process optimization in business management
2.3.1 Concept of process optimization
2.4 Measuring customer satisfaction
2.5 Quality management and customer feedback
CHAPTER III. CONTEXTUAL FRAMEWORK
3.1 Companies in the professional services, scientific, and technical consulting sector
3.2 Types of activities in Mexico
3.3 Classification of activities in Aguascalientes
3.4 The company
CHAPTER IV. METHODOLOGY
4.1 Type of research
4.2 Population
4.3 Sample
4.4 Instrument
4.5 Data collection procedures
4.6 Data processing
CHAPTER V. RESULTS
5.1 Analysis of the current process
5.2 Factors influencing response time
5.3 Proposal for time optimization
5.4 Projection results
CHAPTER VI. CONCLUSIONS
CHAPTER VI. RECOMMENDATIONS
BIBLIOGRAPHICAL REFERENCES
APPENDICES
INDEX OF TABLES
Table 1. Activities of the sector in Aguascalientes
INDEX OF ILLUSTRATIONS
Illustration 1. Schedule of activities
Illustration 2. PDCA cycle (Plan, Do, Check, Act)
Illustration 3. Administrative organization chart of the company
Illustration 4. Current response time situation
Illustration 5. Percentage of factors causing customer delays
Illustration 6. Percentage of responses regarding actions to reduce response time.
Illustration 7. Percentage of responses regarding clarity and understanding
Illustration 8. Percentage of responses from digital platforms
Illustration 9. Percentage of responses on reducing decision-making time
Illustration 10. Percentage of responses regarding time given to customers
Illustration 11. Percentage of responses regarding follow-up
Illustration 12. First section of the current questionnaire
Illustration 13. Second section of the current questionnaire
Illustration 14. Simulation of automated email
Illustration 15. Current process vs. proposed process
Illustration 16. Estimated situation
Illustration 17. Current situation vs. proposed situation
Illustration 18. Evidence 1 of the questions in the questionnaire used
Illustration 19. Evidence 2 of the questions in the questionnaire used
Illustration 20. Evidence 3 of the questions in the questionnaire used
Illustration 21. Evidence 4 of the questions in the questionnaire administered
DEDICATIONS
This project is dedicated to each and every one of the people who were there to accompany me along this path full of challenges and lessons. First and foremost, to my parents, who were always there to lend me a hand and offer their support when I needed it most. For showing me that I am capable of achieving anything I set my mind to by working with dedication and honesty. They have truly been my greatest inspiration in helping me achieve each of my goals. I hope they are proud to see me accomplish yet another achievement.
To my sister and brother, for motivating me and making me smile at the right moments. Thank you for all your support, your words of encouragement, and for being there for me at all times. To my partner, for your patience and companionship. Thank you for being by my side throughout this journey, for always motivating me to keep going and not give up, and also for celebrating every little achievement. Your company has always given me strength.
To my teachers and advisors, for the lessons you taught me. Thank you for sharing your knowledge, for guiding me, and for instilling in me the desire to learn and improve every day. To my classmates and friends, for each and every moment we shared both inside and outside the classroom, for your support, and for making this experience more bearable. Your company has been an important part of this great journey.
And finally, I dedicate this achievement to myself. For not giving up, for learning from every challenge that came my way, for never saying I can't, and for proving to myself that I am capable of achieving my goals.
ACKNOWLEDGMENTS
I would like to express my sincere gratitude to all the people and institutions that made this project a reality.
To the automotive company for giving me the opportunity to complete my professional residencies and teaching me things that will enrich my future. Thank you for allowing me to be part of your team and for trusting in my abilities during this time.
To my academic advisors, for their dedication. Their experience was important in guiding me through each stage of this project, helping to strengthen my knowledge and skills. To my teachers, for sharing their knowledge, which will always accompany me throughout my life, both personally and professionally.
To my family, for being my greatest inspiration, my support, and the motivation I needed in moments when I doubted myself. To my parents, for all their love, for teaching me to fight for my goals, and for being there for me at all times. To my siblings, for always being there for everything and for believing in me. To my partner, for motivating me to keep going without giving up and for celebrating every small achievement.
To my colleagues and friends, for sharing this stage with me and for making this experience unique and meaningful. And especially to the Aguascalientes Institute of Technology, for providing me with the tools I need to face the challenges of the professional world. Thank you for being the place where I have learned and formed my identity.
To each and every one of you, thank you for being part of this achievement. Without your support, this project would not be the same. This project represents more than just academic significance to me; it also shows me all the love I have received along the way.
SUMMARY
This is a company dedicated to inspection and rework. It currently faces delays in collecting data generated from customer satisfaction surveys due to long response times from customers, which leads to delayed decision-making and affects the company's competitiveness. The main objective of this research was to optimize response times in surveys by implementing strategies that streamline the current process and improve efficiency. A survey was conducted using Google Forms among the staff responsible for conducting satisfaction surveys, which is the marketing and sales department, consisting of the manager and three assistants. Likert scale and multiple-choice questions were used to identify areas of opportunity through the analysis of responses. The results show that there is little interest in the customer and that the design of the current questionnaire needs to be improved. These were the most critical factors that were identified. It is recommended that the current questionnaire be digitized and that digital tools be used to facilitate and speed up response times. It is concluded that the aforementioned actions should be implemented, as they were not carried out throughout this project, but their application would help reduce response times, improve the efficiency of the current process, and strengthen the relationship between the company and its customers, thereby increasing the company's competitiveness and positioning it at higher levels.
Keywords: Optimization, response time, satisfaction surveys, digitization, continuous improvement.
SUMMARY Is a company dedicated to inspection and rework. It currently faces delays in collecting data generated from customer satisfaction surveys due to long response times from customers. This leads to delayed decision-making and affects the company's competitiveness. The main objective of this research was to optimize response times in surveys by implementing strategies that streamline the current process and improve efficiency. A survey was conducted using Google Forms among the staff responsible for administering satisfaction surveys, which is the marketing and sales department, consisting of the manager and three assistants. Likert scale and multiple-choice questions were used to identify areas of opportunity through the analysis of responses. The results show that there is little interest in the customer and that the design of the current questionnaire needs to be improved. These were the most critical factors that were identified. It is recommended that the current questionnaire be digitized and that digital tools be used to facilitate and speed up response times. It is concluded that the aforementioned actions should be implemented, as they were not carried out throughout this project, but their application would help reduce response times, improve the efficiency of the current process, and strengthen the relationship between the company and its customers, thereby increasing the company's competitiveness and positioning it at higher levels.
Keywords: Optimization, response time, satisfaction surveys, digitization, continuous improvement .
SCHEDULE OF ACTIVITIES
Illustrations are not included in the reading sample
Illustration 1. Schedule of activities.
Source: Prepared by the author (2025).
INTRODUCTION
For the company, customer satisfaction surveys have become an indispensable tool for evaluating the performance of the services offered, as well as for identifying areas for improvement and guiding decision-making to achieve customer satisfaction.
The company is dedicated to offering inspection and rework services, recognizing the importance of having the necessary information about its customers' perceptions of these services. However, analysis has revealed a problem that affects the efficiency of data collection from satisfaction surveys, as the response time from customers is often somewhat lengthy. This situation causes delays in obtaining the necessary information, which limits the company's ability to respond to customer needs and expectations.
This is where the project comes in, analyzing the current survey application process to identify the factors that influence response delays and propose strategies to reduce this time. The main purpose of this project is to contribute to making this internal process more agile and practical. In general, the aim is to generate proposals that will serve as a basis for future improvements within the company.
CHAPTER I. RESEARCH BASIS
1.1 Statement of the problem
At the company, customer satisfaction surveys are an indispensable tool for evaluating the quality of the service offered and identifying areas for improvement.
This survey is conducted quarterly and only applies to active customers who have generated more than 50 hours during the corresponding quarter for the customer satisfaction survey to be sent. However, analysis has identified that customer response times are lengthy, as they often exceed the established response time, which affects the efficiency of data collection and delays decision-making. This situation limits the company's ability to respond to customer needs, compromising its commitment and competitiveness. Therefore, there is a need to optimize this response time through strategies that facilitate and streamline customer participation.
1.2 Research question
How can response time be optimized in customer satisfaction surveys in the company to improve data collection efficiency?
1.3 Hypothesis
Ho: The proposed strategies do not have a significant effect on the response time of customer satisfaction surveys in the company.
H1: The proposed strategies have a significant effect on reducing the response time of customer satisfaction surveys in the company.
1.4 Study variables
• Independent variable: Optimization strategies in survey design and implementation.
• Dependent variable: Response time of customers to satisfaction surveys.
1.5 Justification
This project is very important because it will allow the company to identify opportunities for improvement in the way it manages the quality of the services it offers. Reducing the response time to customer surveys will speed up the collection of the data needed to make decisions in response to emerging needs. It will also strengthen customer relationships by generating positive experiences and promoting the positive growth of the company.
1.6 General objective
Optimize response times to customer satisfaction surveys in the company.
1.7 Specific objectives
1. Analyze the current process of administering customer satisfaction surveys in the company.
2. Identify the factors that influence customer response time.
3. Propose optimization strategies to reduce response time and improve process efficiency.
CHAPTER II. THEORETICAL FRAMEWORK
2.1 Customer satisfaction
2.1.1 Definition of customer satisfaction
Customer satisfaction has been defined by several authors as a unique assessment made by the customer or consumer of a product or service received. According to Zeithaml et al., cited in Guere Carbajal & Yangali Vicente (2023, p.138), "customer satisfaction is the customer's evaluation of a product or service based on whether that product or service has met the customer's needs and expectations." This definition highlights the importance of the expectations that the customer creates, giving them a relevant factor for evaluating their experience.
In addition, it has also been mentioned that "satisfaction is a higher-order construct and perceptions of service quality affect feelings of satisfaction, which in turn influence future purchasing behavior." This means that satisfaction as such not only has immediate effects, but also generates an impact on the customer's future decision-making, whether it be repurchasing or recommending a service.
Both perspectives show that the idea of customer satisfaction must be managed strategically so that it directly impacts the customer and ensures their loyalty, thereby contributing to the competitiveness of the company as a whole. For this reason, it is necessary for companies to pay much more attention not only to the results of the services they offer, but also to take into account the overall customer experience during their interaction with the company.
2.1.2 Importance of satisfaction in business management
It is well known that customer satisfaction is linked to business management. When a company meets the expectations that the customer generates as a consumer, the relationship between the two is strengthened, thereby increasing factors such as loyalty and improving profitability. As Silva Trevino et al. (2021, p.86) state, "when a company meets customer expectations, customer satisfaction is consolidated, which generates loyalty and increases profitability."
Gardella et al. (2025, p. 4) reinforce this idea by stating that "customer satisfaction is essential to the success of any company," which basically means that all companies must focus and strive for continuous improvement in their processes and services in order to maintain high levels of satisfaction.
On the quality side, Bustamante (2022, p. 27) mentions that "measuring the satisfaction we produce in our customers or consumers with a service or product is a task that must be carried out following a methodology and plan." This implies that satisfaction should not only be treated as just another basic concept, but as an indicator that measures and also manages and helps to gain an in-depth understanding of the quality of the service or product being offered.
2.1.3 Factors that influence customer perception
The perception that the customer generates based on the quality of the service is determined by several factors. Silva Trevino et al. (2021, p.86) explain that "service quality is understood as the gap between customer expectations (what they want) and their perceptions (what they get) after receiving a service." This means that the gap referred to by the above authors can be either negative or positive, depending on whether the service received exceeds, meets, or falls short of consumer expectations.
Other factors that can influence perception include the dimensions of service quality. According to Guere Carbajal & Yangali Vicente (2023, p.137), "Parasuraman, Zeithaml, and Berry (1988) define the following dimensions: tangible elements, reliability, responsiveness, assurance, and empathy." These dimensions have previously been studied in models such as , such as SERVQUAL, which allows for a better evaluation of the customer experience in a much more professional and structured way.
Similarly, Silva Trevino et al. (2021, p.87) complement the above view or idea by mentioning that "service quality consists of five dimensions: tangibles, reliability, responsibility, trust, and empathy." To reinforce this, they state that it has been shown that "tangible aspects have an 83% impact on the perception of customer satisfaction" (Silva Trevino et al., 2021, p.92), which demonstrates the importance of paying attention to every detail in interactions with customers or consumers.
2.1.4 Relationship between satisfaction, loyalty, and competitiveness
Customer satisfaction not only has an immediate impact on the consumer experience, but also influences the customer's future behavior. As Guere Carbajal & Yangali Vicente (2023, p.132) state in a previous study, they conclude that "there is a good and positive relationship (Spearman's correlation coefficient r=0.738) between perceived service quality and customer satisfaction," which indicates that there is a significant association between the two.
This relationship can translate into loyalty, meaning that the customer is willing to repeat the purchase or recommend the service. The authors Amasifen et al. (2022, p.17) mention that "organizations must focus on the quality of the products and services provided, as they represent competitive advantages." In this context, it shows us that customer satisfaction can become a strategy that allows companies in general to differentiate themselves from others in the market and thus maintain a strong position against the competition.
Speaking briefly about quality, it can be said that it is not only an operational objective, so to speak, but also a very useful tool that helps position the company. As Guere Carbajal & Yangali Vicente (2023, p.133) mention, "quality is vital for the organization because it generates a competitive advantage, which leads to continuous improvement to meet customer demands and requirements."
2.2 Measuring customer satisfaction
2.2.1 Measurement tools
To measure customer satisfaction, instruments are needed that allow for a good evaluation in order to have greater control over the customer's perception of the services received. As Silvia Trevino et al. (2021, p.87) explain, "the Servperf model is made up of the same items and dimensions used by Servqual, but eliminates the part that refers to customer expectations, focusing on the measurement and evaluation of customer perception." This model helps to gain a clearer perception of what customers think based on what the company offers them.
Likewise, Bustamante (p. 30) points out that "the common method for obtaining information is the survey. Thanks to it, we can obtain specific, concrete, and actionable information about what customers think." This reaffirms the strong role that surveys play as a fundamental tool for data collection in a satisfaction study.
Baquero Guilarte et al. (2020, p. 4) reinforce this view by commenting that "it is not possible to obtain an accurate assessment of the quality of a service without considering the satisfaction of the customer who requested it." This reinforces the need to use these types of instruments, which support a more direct collection of customer experience.
2.2.2 Designing effective surveys
For survey design to be effective, the questions must be clear and the topics addressed must be simple and understandable for the customer, as well as having a structure that facilitates subsequent analysis. As Silva Treviño et al. (2021, p.89) mention, "the second and third sections of the questionnaire were constructed using a Likert scale, which consists of 5 points to measure customer perception." The Likert scale is a very essential tool for questionnaires as it allows for good analysis based on data collection. To reinforce this concept, authors Taherdoost and Madanchian (2025, p.1) also mention that "response rates in academic surveys [...] have shown a clear downward trend over the last two decades," which allows us to understand that clarity, brevity, and surveys tailored to the relevant individuals do compromise the quality of the results.
Therefore, to increase customer participation, it is recommended to have an optimal survey design, send personalized reminders, guarantee anonymity, and use multiple channels (Taherdoost & Madanchian, 2025, p.2).
In addition, Lugo González and Pérez Bautista (2025, p.79) mention and explain that "digital surveys allow for more efficient and accessible data collection, reducing costs and errors in information capture." These platforms now offer highly advanced features such as logic, visual customization, the integration of illustrations and multimedia, and the option of automated analysis. They provide practical support when applying this type of questionnaire, help improve the experience of the person being surveyed, and increase the quality of the data obtained.
2.3 Process optimization in business management
2.3.1 Concept of process optimization
Process optimization is essentially about improving efficiency, reducing costs, and ensuring quality by identifying and eliminating unnecessary or inefficient activities. Gardella et al. (2025, p. 2) mention that "the optimization of quality strategies has a positive influence on customer satisfaction [...] demonstrating that continuous improvement and attention to customer needs are fundamental to ensuring competitiveness." This means that it is not only a question of reducing times but also of ensuring that each of the processes are working together to meet the company's objectives.
Similarly, according to Tello Cóndor et al. (2025, p.71), they mention that "the purpose of the research was to increase productivity [...] by identifying inefficiencies such as unproductive times and delays [...] improvements were implemented that included the elimination and combination of unnecessary activities." This shows that process optimization can have a very direct impact on productivity and, likewise, on the quality of the service offered.
In addition, Hidalgo Pozzi et al. (2024, p.3) comment that "time is one of the keys to success, and coordinating, leveraging, and optimizing it is the most strategic approach for organizations [...] this research proposal may include implementing truly effective practices that optimize time and revenue." Taking into account what the authors mention above, we understand that, in the case of the company, optimizing response times in the surveys that are applied will allow for much more effective and agile management of customer satisfaction.
2.3.2 Strategies for managing operational efficiency
There are various strategies that can be implemented within a company to achieve operational efficiency, some of which include automating processes, providing ongoing training for staff, using technical tools such as the Ishikawa diagram, and implementing methodologies for improving business processes (own elaboration).
Gardella et al. (2025, p.5) point out that "as an initial diagnosis, the current situation was analyzed using the Ishikawa diagram, and strategies such as staff training, process optimization, and equipment upgrades were implemented." Each and every one of the strategies mentioned above provides help in finding the root causes of problems that arise, so that we can then know how to deal with them and seek safe and effective solutions that help to stop the problem.
Authors such as Hidalgo Pozzi et al. (2024, p.6) comment that "the implementation of automation tools in business processes can help organizations manage processes more quickly and with fewer errors, resulting in more efficient use of resources, time savings, cost minimization, and improved competitiveness and efficiency of the organization or company." Giving a more accurate context to this research, applying automation when sending and receiving surveys could be a very important strategy for achieving the goal of reducing response time.
Likewise, implementing slightly more basic tools such as brainstorming, Pareto diagrams, SWOT analysis, and checklists help to complement and enable continuous improvement in processes. As mentioned by Montesinos González et al. (2020, p.1863), "various basic continuous improvement tools were used, such as brainstorming, cause-and-effect diagrams, checklists, Pareto charts, bar charts, and strengths and weaknesses," which indicates that the use of these tools does provide support in quality management.
2.3.3 Application of the PDCA cycle
The PDCA cycle, which stands for plan, do, check, and act, is also known by other names such as the Deming cycle or PDCA. This is essentially a methodology that deals precisely with continuous improvement, which is widely used in business management as it provides a structure of actions to be taken to improve in a much more orderly and sustainable manner.
Some authors, such as Gorostiza Vélez and Romero Vélez (2021), mention that "based on the ISO 9001:2015 standard, a process-based approach is used, incorporating the Plan-Do-Check-Act (PDCA) cycle and risk- based thinking." As mentioned above, this methodology is very useful, especially for generating and ensuring that the proposed improvements can be implemented effectively and maintained over time.
In the case of this research, the application of the PDCA cycle to the satisfaction survey procedure will make it possible to identify current problems and then implement solutions, such as digitizing the questionnaire, to subsequently evaluate the results obtained and thus adjust the strategies according to the findings obtained through data collection (own elaboration).
According to Montesinos González et al. (2020), "the application of Deming's Continuous Improvement Cycle in the area of inventories made it possible to identify the company's needs and problems, proposing actions, strategies, and tools to meet requirements." They practically indicate that there is an impact on effectiveness in different organizational contexts.
Figure 2 shows the four phases of the Deming cycle and mentions its main activities:
• Plan: Internal audit, devise strategies, define objectives and goals, ensure feasibility.
• Do: Execute plans designed based on what was planned.
• Check: Measurement and monitoring, data analysis.
• Act: Continuous improvement actions, both preventive and corrective.
This cycle is repetitive, which means that once each phase is completed, it restarts to ensure continuous improvement within the processes.
Illustrations are not included in the reading sample
Illustration 2. PDCA cycle (Plan, Do, Check, Act).
Source: Deming (1989), referenced in Montesinos González et al. (2020).
2.4 Measuring customer satisfaction
2.4.1 Digital platforms for surveys
There are some digital platforms, such as Google Forms, which are among the best known and most widely used today for administering questionnaires. These tools have been very helpful for data collection as they are simple and effective to use. These platforms can be used to generate or design well-structured questionnaires, facilitating the collection of information in real time. This has led to a decline in the traditional use of paper surveys (own elaboration).
The authors Olmedo Torres et al. (2025, p. 3) comment that "for data collection, the survey was used as the main technique. A structured questionnaire was designed, which was shortened and completed using Google Forms." These authors show us an example of how digitization facilitates the survey application process , as well as benefiting other aspects such as cost and time reduction.
As mentioned in previous sections, process automation could be useful in reducing errors and streamlining operational management (Hidalgo Pozzi et al., 2024). In the case of this research, it would be very practical to administer the surveys digitally, as this would be an advantage for the data collection process, making the work faster and more efficient.
2.4.2 Feedback processes
Feedback is a fundamental part of the survey process, as it is the final stage where communication between the company and the customer is closed. For example, in the study conducted by Olmedo Torres et al. (2025, p.6), they state that "teachers identify several obstacles to implementing formative feedback: high number of students, lack of time, lack of adequate training, and student resistance." This example clearly speaks from an educational point of view, but it indicates what problems may also arise in business environments, as the factors are very similar, ranging from workload to lack of resources, which hinder feedback.
Similarly, personalizing feedback is key to achieving good results. Returning to the previous case study by Olmedo Torres et al. (2025, p.10), they explain that "Most respondents recognize that students have different learning needs and contexts and that feedback must be tailored to be truly effective." In the case of satisfaction surveys, adapting to the responses and needs of customers can strengthen the relationship between the company and the customer, giving a better perception of quality.
In addition, Arana Salazar et al. (2020, p.361) mention that "feedback has a moderate relationship with employee performance, accepting the significant impact of this strategy within organizations ." This means that the feedback process is not only beneficial for the customer, but also creates support for the internal staff responsible for this process, as it generates opportunities for improvement.
2.4.3 . Impact of digitization on efficiency and response time
As has been observed, the digitization of processes has a direct impact on operational efficiency and also on reducing times. Speaking from the context of customer satisfaction surveys, the use of digital tools or platforms allows surveys to be sent immediately, the data collection process to be fast, and supports data analysis with greater agility.
Returning to Hidalgo Pozzi, who refers to time as one of the keys to success and that making the most of it is a good strategy for companies. This is very important and useful information because it emphasizes the objective of this research, which is to reduce response times in customer satisfaction surveys in the company.
Likewise, other studies on automation and the use of methodologies such as Business Process Improvement (BPI) have shown significant results in reducing time, as in the study by Hidalgo Pozzi et al. (2024, p.7), which states that " Brawjaya University showed a significant improvement in the efficiency of the recruitment process in 17 days, 20 hours, and 45 minutes." This example shows the potential of digital platforms or tools to optimize processes that are often complex.
To conclude this topic, the implementation of digital supports for data analysis and graphical representation of the results obtained should be considered a fundamental part of business. As Hidalgo Pozzi et al. (2024, p.4) explain, "Questioning the doubts that interact in processes and involve personal in areas of better results and commitment. Relying on digital tools that allow statistics to be represented and processes to be graphed [...] should be part of the organizational culture." This is a very important aspect because it mentions that implementing digital platforms could have a positive impact on the entire data collection process and thus generate a good analysis of the data obtained.
2.5 Quality management and customer feedback
2.5.1 Quality management system
A quality management system (QMS) could be defined as a set of processes and procedures to be followed in order to plan and execute quality-oriented activities. This system shows us a direct path to continuous improvement and customer satisfaction, which has an impact mainly on efficiency and also on reducing response time (Own elaboration).
As authors Amasifén et al. (2022, p.16) comment, "the ISO 9001:2015 standard promotes a process-based approach, ensuring the continuous improvement of organizations." This means that this approach ensures that each of the activities are working in conjunction with the objectives that have already been established so that greater priority is given to customer satisfaction as an important element.
In addition, quality adds great value to the company, making it more competitive with other companies. As mentioned above, organizations must consider the quality of the products and services they provide, as these represent competitive advantages in the market (Amasifén et al., 2022, p. 17). For the company, this means that reducing response times in the surveys they conduct not only improves the customer experience, but also generates a better market position for the company.
2.5.2 Principles of the Quality Management System (QMS)
The principles of the Quality Management System (QMS) mentioned in the ISO 9001:2015 standard are based on achieving and ensuring continuous improvement and taking customer satisfaction for granted. These principles are as follows:
• Customer focus: Understanding and satisfying customer needs.
• Leadership: Establishing a clear vision to generate greater commitment.
• Employee involvement: Involving all levels of the company to drive continuous improvement.
• Process approach: Improving the management of activities and processes that are interrelated.
• Continuous improvement: Constantly seeking opportunities to optimize processes.
• Evidence-based decision-making: Using data to make strategic decisions.
• Relationship management: Maintain existing links with stakeholders.
Each of the above principles can be adjusted to design a much more agile, data- driven, and customer-oriented survey procedure. As Reyes Chacón, Cadena López, and Rivera González (2022, p. 217) explain, "the quality management principles established in ISO 9001:2015 form the basis for ensuring continuous improvement and customer satisfaction, enabling organizations to adapt to changing environments and maintain competitive advantages." This refers to what has been mentioned above, namely that these principles enable the company to be competitive with other companies in the market by adding greater value.
2.5.3 ISO 9001 standards and their relationship to customer satisfaction
The ISO 9001:2015 standard is the most common and internationally recognized standard, meaning that it is applied worldwide. Implementing this standard within organizations creates advantages that make the organization better, improves internal communication, and helps to make employee responsibilities much clearer (own elaboration).
As explained by Gorostiza Velez and Romero Velez (2021, pp. 276-277), these authors mention that "the ISO 9001 standard has great advantages [...] such as better operational structure, better communication, clear definition of responsibilities, and consumer satisfaction." In addition, this standard also focuses on the PDCA cycle, which stands for plan, do, check, and act, and includes risk-based thinking, which allows for greater dynamic quality management.
For this project, applying the principles of the ISO 9001 standard in the survey procedure will reduce time, make the data reliable, and ensure that improvement strategies meet customer expectations.
2.5.4 Integrating feedback into continuous improvement
Customer feedback is a very important and essential factor for continuous improvement, as it allows critical points and opportunities for improvement to be identified, thereby enabling improvement actions to be designed. Baquero Guilarte et al. (2020, p. 3) emphasize that "it is not possible to obtain an accurate assessment of the quality of a service without considering the satisfaction of the customer who requested it." This means that the involvement of the customer's opinion and perspective must be a fundamental part of the quality system.
Likewise, feedback plays a strategic role in decision-making, generating overall company performance, as stated by Arana Salazar et al. (2020, p. 361): "Feedback has a moderate relationship with employees' h y performance, accepting the significant impact of this strategy within organizations." In the case of the company, applying feedback will help reduce response time in customer satisfaction surveys, as well as contribute to the company's improvement in terms of quality.
Tools such as the SERVPERF model are valuable because they are useful for evaluating customer perceptions of the quality of services offered by the company. As authors Baquero Guilarte et al. (2020, p. 11) mention in a previous study, "The SERVPERF score was 19.53, while the current service quality (SQ) was 1.24." These are some indicators that show and allow us to classify the level of satisfaction and thus define the necessary opportunities for improvement.
Finally, it is said that feedback should be personalized and organized. Abad Lezama et al. (2022, p. 169) mention in their study that "formative feedback and remote collaborative work [...] become meaningful, systemic, and holistic strategies." This indicates that each of the actions resulting from the surveys must respond to each of the customer's needs.
CHAPTER III. CONTEXTUAL FRAMEWORK
3.1 Companies in the professional services, scientific and technical consulting sector.
According to the National Statistical Directory of Economic Units (DENUE), companies engaged in scientific and technical consulting services are those that provide specialized advice to improve production processes and ensure quality and resource optimization in different industrial sectors.
These organizations play a very important role as they add value to the implementation of international standards and the application of continuous process improvement. That is why customer satisfaction is very important for these companies that offer different types of services.
3.2 Types of activities in Mexico.
In Mexico, companies engaged in this sector of activity are registered under classification 541690, which corresponds to "other professional services, scientific and technical consulting." In total, there are around 37 activities that make up this sector, based on services such as management consulting, accounting, engineering, scientific research, scientific and technical services, veterinary services, among others. The following list shows some of the most notable types of activities that make up this sector:
1. Law firms
2. Graphic design
3. Testing laboratories
4. Notary publics
5. Other scientific and technical consulting services
6. Support services for legal procedures
7. Architectural services
8. Management consulting services
9. Environmental consulting services
10. Accounting and auditing services
11. Computer design services and related services
12. Photography and videography services
13. Engineering services
14. Signage and other advertising services
15. Veterinary services for pets provided by the private sector
16. Other activities.
3.3 Classification of activities in Aguascalientes.
In Aguascalientes, this sector has grown significantly due to demand in the state from the automotive and manufacturing industries. Table 1 shows the most prominent activities in Aguascalientes, as well as the quantities of each:
Illustrations are not included in the reading sample
Table 1. Activities in the sector in Aguascalientes.
Source: Own elaboration, (2025).
3.4 THE COMPANY
The company was founded in 2009 in the state of Aguascalientes as a company specializing in inspection, rework, and quality assurance. It is derived from the experience of another organization that was created in 1990. From its inception, it has focused on offering solutions for the automotive and metalworking industries, ensuring compliance with international standards and implementing continuous improvement in the company's production processes.
In 2012, the company obtained its first ISO 9001:2008 certification, and in 2019, it upgraded to ISO 9001:2015, confirming its commitment to quality. With more than 16 years of experience and a proven track record, the company has a presence in several cities in Mexico and has plans for international expansion.
It currently has more than 500 clients and stands out as a leader in innovation, inclusion, and talent development, each of which has positioned it as a benchmark in scientific and technical consulting services.
Illustrations are not included in the reading sample
Illustration 3. Administrative organization chart of the company.
Source: Own elaboration (2025).
CHAPTER IV. METHODOLOGY.
4.1 Type of research.
This research is qualitative in nature with a descriptive and propositional approach, as it seeks to analyze the process of applying customer satisfaction surveys in the marketing and sales area within the company, identifying the factors that influence response time and proposing strategies to optimize it.
The main purpose is to understand how the current survey application process is carried out, what the limitations are, and what improvements could be implemented to reduce the prolonged response time in the surveys.
The unit of analysis corresponds mainly to the process of applying surveys within the quality management system, and the subjects of study are internal marketing and sales personnel.
4.2 . Population.
The target population for this research is the internal marketing and sales staff, as they are the personnel involved in administering and following up on customer satisfaction surveys in the company. Currently, this area is made up of four people: the manager and the assistant.
4.3 Sample.
Since the sample is very small, a census sample will be used, which means that both employees responsible for the marketing and sales process will be included. This will provide valuable information that will help to learn much more about the activities, times, and difficulties involved in conducting the surveys.
4.4 Instrument.
The instrument that will be applied (Annex 1) is created on a platform called Google Forms and is aimed at marketing and sales staff, specifically the manager and assistants in the area. The following list shows the characteristics of the questionnaire in question:
• The questionnaire consists of 10 questions
-» Eight questions with a Likert scale (Strongly disagree, Disagree, Neutral, Agree, Strongly agree) focusing on evaluating the procedure currently in place, follow-up, the tools used, and the general perception of how response times could be improved.
-» Similarly, there are two multiple-choice questions aimed at identifying the factors that can cause delays and the actions suggested to reduce response times.
4.5 Data collection procedures.
Data collection was carried out by sending the questionnaire via Google Forms to the responsible collaborators, accompanied by a brief explanation of the purpose of the study. Respondents were asked to answer completely and honestly within five business days.
4.6 Data processing.
The data obtained from the employees' responses was analyzed using the Google Forms tool, which automatically generates graphs and percentages for each of the questions in the questionnaire. These results identified the main factors that influence response time and the corrective actions suggested by employees to optimize response time in the application of surveys.
CHAPTER V. RESULTS
This chapter presents the most notable results obtained from the questionnaire administered to personnel in the marketing and sales department. The results shown below are the perceptions that personnel have about the current procedure and the factors that influence response time, highlighting those that are areas of opportunity for improvement. The results are based on the specific objectives established at the outset.
5.1 Analysis of the current process.
Analyze the current process of conducting customer satisfaction surveys in the company.
Result: According to internal records of the marketing and sales process, the average response time from customers is 15 business days, which shows us that there is a 50% delay with respect to the deadline established in the procedure, which is 10 business days. Therefore, this behavior is evidence of the need to optimize the process time to meet the deadlines that have already been defined. Figure 4 shows the current values for the average customer response time.
Illustrations are not included in the reading sample
Figure 4. Current response time situation.
Source: Own elaboration, (2025).
5.2 Factors influencing response time.
Identify the factors that influence customer response time.
Results: Based on the questionnaire administered to the staff responsible for the application process, we were able to identify some key factors and areas of opportunity, which are as follows:
Illustrations are not included in the reading sample
Illustration 5. Percentage of factors that cause customer delays.
Source: Prepared by Google Forms, (2025).
Illustration 5 shows that 100% of staff believe that the current delay is due to a lack of interest on the part of the customer. This indicates that strategies should focus on motivation and effective reminders.
Illustrations are not included in the reading sample
Illustration 6. Percentage of responses regarding actions to reduce time.
Source: Prepared by Google Forms, (2025).
Figure 6 shows that 100% of the staff surveyed mentioned that the design of the questionnaire should be improved to optimize it and make it much more attractive and easier to answer, which would increase customer participation and reduce delays.
Illustrations are not included in the reading sample
Figure 7. Percentage of responses regarding clarity and understanding.
Source: Prepared by Google Forms, (2025).
Figure 7 shows that 50% of respondents agreed, 25% strongly agreed, and 25% responded neutrally. The majority consider the current questionnaire to be clear, but the neutral response indicates an opportunity for improvement in the simplicity of the questionnaire to avoid delays due to a lack of understanding of the questions.
Illustrations are not included in the reading sample
Figure 8. Percentage of responses from digital platforms.
Source: Prepared by Google Forms, (2025).
In Figure 8, 50% of respondents agree, 25% strongly agree, and the other 25% responded that they were neutral. This indicates that digital platforms can increase customer participation, although there is some doubt. It also shows us that digitization could be an option for establishing a strategy.
Illustrations are not included in the reading sample
Figure 9. Percentage of responses regarding the reduction of decision-making time.
Source: Prepared by Google Forms, (2025).
Illustration 9 shows how 50% of the staff surveyed believe that reducing response times would speed up decision-making, while a minority of 25% do not perceive this impact.
Illustrations are not included in the reading sample
Illustration 10. Percentage of responses regarding the time given to customers.
Source: Prepared by Google Forms, (2025).
Figure 10 shows that the time allocated is considered adequate, with 50% strongly agreeing and 50% agreeing. Staff consider that 10 working days is adequate, with no negative perceptions.
Illustrations are not included in the reading sample
Illustration 11. Percentage of responses regarding follow-up.
Source: Prepared by Google Forms, (2025).
In Figure 11, 75% mention that they strongly agree and at least 25% agree. This shows that there is a positive perception of follow-up, although it is not unanimous. This suggests that the follow-up currently provided is relatively good, but could be much stronger to ensure faster responses.
5.2 Proposal for time optimization.
Propose optimization strategies to reduce response time and improve process efficiency.
Results: Proposals were generated based on the areas of opportunity identified in previous diagnoses. Therefore, the implementation of digital platforms for the survey, the automation of reminders with AI support, and a slight reduction in the questionnaire to make it easier for customers were taken into account. The current questions were retained as they provide valuable information to the company.
Figures 12 and 13 show the prototype of the new questionnaire that would be administered to customers. It is complemented by two sections: the first contains
Illustrations are not included in the reading sample
customer data ( ) and the second contains questions to learn about their perspective on the services ( ).
Figure 12. First section of the current questionnaire.
Source: Prepared by the author using Google Forms, (2025).
Illustrations are not included in the reading sample
Illustration 13. Second section of the current questionnaire.
Source: Prepared by the author using Google Forms, (2025).
Illustrations are not included in the reading sample
Illustration 14. Simulation of automated email.
Source: Own creation, (2025).
Illustration 14 shows a simulation of the email that will be sent to customers who do not
Illustrations are not included in the reading sample
Illustration 15. Current process vs. proposed process.
Source: Own elaboration, (2025).
Illustration 15 shows a flowchart comparing the current process, most of whose steps are very manual, with the optimized proposal, in which the process is digitized through the use of Google Forms for the application of surveys, which also incorporate automated reminders managed by AI, thus eliminating the need for manual follow-up. This reduces waiting times and increases the efficiency of the process, ensuring much more accurate follow-up.
5.4 Projected results.
With the implementation of the suggested proposal, it is expected that the average time will be reduced from 15 days to 8 business days, eliminating the delay in obtaining responses and improving the efficiency of the process. The following illustration shows a comparison of the current situation with the projection.
Illustrations are not included in the reading sample
Illustration 16. Estimated situation.
Source: Own elaboration, (2025).
Illustration 16 shows the estimated reduction in the average response time for customers, from 15 days to 8 days, maintaining the established deadline given to customers of 10 days and eliminating the delay from 50% to 0%.
Illustrations are not included in the reading sample
Illustration 17. Current situation vs. proposal.
Source: Own elaboration, (2025).
The results show that the proposal will allow the deadline established in the current procedure to be met and will be optimized through the implementation of digital tools, which will have a significant positive impact on customer satisfaction. Although the proposal was not implemented as such during the development of the project, the expected projections show that the improvement would be significant in terms of the efficiency of the customer satisfaction survey process.
CHAPTER VI. CONCLUSIONS
The overall objective of this research was to optimize the response time to customer satisfaction surveys within the company. This objective was partially achieved, as it was possible to analyze the current survey application process, identify the factors that influence response delays, and propose the most viable strategies for reducing response times. Although the improvements were not implemented as such, the study provided a very strong basis for the company to consider and apply the recommendations and thus achieve a significant reduction in response times.
With regard to the specific objectives established at the outset, the analysis of the current procedure was completed, with an emphasis on the 10 days given to customers to respond. This time frame is considered adequate by the staff in charge of this procedure. Similarly, low customer interest and the design of the questionnaire are critical factors. Some proposals were made using digital tools to improve the design of the questionnaire and implementing automated reminders to streamline the current process and respond to customer needs more quickly.
Regarding the hypothesis that was proposed from the outset, the alternative hypothesis, H1, is considered, which states that the proposed strategies have a significant effect on reducing the response time of customer satisfaction surveys in the company, since the recommended strategies are based on current evidence and previous studies. Although the results were not applied in practice, the review supports the viability of the project. Therefore, its acceptance is justified by digitization, questionnaire redesign, and the use of reminders as the strategies most recognized by various authors as effective in improving customer participation in surveys and reducing process times.
The results obtained are supported by the following authors: Hidalgo Pozzi et al. (2024) point out that time optimization is key to competitiveness and that digitization streamlines processes and reduces errors. Similarly, Lugo González and Pérez (2025) mention that digitized surveys allow for efficient and more accessible data collection, which has an impact on reducing costs and time. According to Taherdoost and Madanchian (2025), clear design and reminders increase response rates in surveys. Gardella et al (2025) mention that continuous improvement, together with attention to customer needs, is essential to guaranteeing the competitiveness of the company. Finally, Olmedo Torres et al. (2025) mention that obstacles such as lack of time and resistance to change can limit the effectiveness of the proposed strategies if they are not accompanied by complementary actions.
In conclusion, this simple research fulfills the purpose established at the outset by offering a clear diagnosis and generating proposals to optimize response times in customer satisfaction surveys. The implementation of these strategies will allow the company to improve the efficiency of its current survey procedures and application, resulting in a stronger relationship with its customers and a more competitive and better-positioned company.
CHAPTER VII. RECOMMENDATIONS
Based on the results found and obtained in this research, the following recommendations are proposed so that the company can optimize response times in customer satisfaction surveys and, likewise, generate a positive impact on its quality management system:
1. Redesign of the current satisfaction questionnaire:
It is important to simplify the questionnaire and make its structure much more attractive, using clear and precise questions that are customer-friendly. Similarly, we recommend integrating a Likert scale to measure and improve understanding and reduce response time.
2. Implementation of digital platforms:
It is recommended that the application process switch to digital tools such as Google Forms, as these platforms provide enormous support in terms of sending and collecting data, as well as generating reports in real time. This will help reduce long response times and improve the efficiency of the process.
3. Use of personalized reminders for customers:
To increase customer participation in survey responses, it is advisable to send personalized reminders from time to time via email or direct messages. These strategies will keep the customer interested and avoid delays in responses.
4. Training of involved personnel:
It is important that internal marketing and sales staff receive ongoing training in the use of digital tools and modern techniques for effective follow-up. This will ensure that the strategies implemented are applied correctly and that the objectives of the improvements are achieved.
5. Constant monitoring and feedback:
Similarly, it is recommended that the company establish a system for monitoring and analyzing response times, as there is currently no such record. Likewise, feedback should be generated for both customers and company staff. This monitoring will allow areas of opportunity to be identified and strategies to be adjusted according to the results obtained.
BIBLIOGRAPHICAL REFERENCES
A. G. Amasifén, L. M. Sánchez, M. A. Valles, J. R. Navarro, and L. Pinedo. Quality Management System based on ISO 9001:2015 and its influence on the satisfaction of the services of a Peruvian automotive company, Entre Ciencia e Ingeniería, vol. 16, no. 32, pp. 16-21, July-December 2022. DOI: https://doi.org/10.31908/19098367.2692.
Abad Lezama, I. R., Pantigoso Leython, N., Colina Ysea, F. J., Chávez Campó, S. M., Zulueta Sánchez, Y. G., Tapia Rodríguez, L. M., & Valenzuela Vargas, T. (2022). Formative feedback and remote collaborative work in initial teacher training in the context of Covid-19. Alpha Centauri Journal of Scientific and Technological Research, 3(3), 163-170. https://doi.org/10.47422/ac.v3i3.108
Arana-Salazar, B. Y., Ordoñez-Guayllasaca, B. A., Tapia-Espinoza, N. J., & Pacheco-Molina, A. M. (2020). Study of the feedback strategy through the measurement of work performance in SMEs. 593 Digital Publisher CEIT, 5(61), 360-376. https:ZZdoi.org/10.33386/593dp.2020.6-1.434
Baquero Guilarte, R., Moreno Pino, M. R., & Tapia Claro, I. I. (2020). Procedure for measuring and improving customer satisfaction. Application in the company Seguridad Integral Sucursal SEISA Holguín. Journal of Sustainable Development, Business, Entrepreneurship, and Education RILCO DS, (5). https://www. eumed.net/rev/rilcoDS/05/seisa-holguin.htm l
Bustamante Lazcano, J. A. (2020). Methods of collecting information for the analysis of customer satisfaction. Ixmati, 7(8), 27-34. ISSN 2683-197X.
Gardella Cerna, L. M., Ticliahuanga Coba, Y. A., Lozano Vega, F. A., & Garnica Games, C. A. (2025). Optimization of quality strategies to improve customer satisfaction in a fishing company in Chimbote. SciELO Preprints. https://doi.org/10.1590/SciELOPreprints. 10901
Gorotiza-Vélez, G. L., & Romero-Vélez, E. M. (2021). The ISO 9001:2015 quality management system as a strategy for improving processes at
Comercializadora ITM. Polo del Conocimiento, 6(4), 270-294. https://doi.org/10.23857/pc.v6i4.2561
Güere-Carbajal, C. V., & Yangali-Vicente, J. S. (2023). Perceived service quality and customer satisfaction at Caja Municipal de Sullana. Innova research journal, 8(1), 132-152.
Hidalgo-Pozzi, R. H., Alamo-Larrañaga, K., Rojas-Vela, J., Ruiz-Correa, S., Gonzáles-Alegría, L., & Reátegui-Reátegui, M. (2024). Process optimization in the organizational structure of business models. Systematic review. Revista Bibliotecas. Research Annals, 20(2), 1-12.
Lugo-González, I. V., & Pérez-Bautista, Y. Y. (2025). Digital tools for surveys and evaluations. In R. Sánchez Medina & C. R. Rosales Piña (Eds.), Psychology and digital research: applications, challenges, and perspectives (pp. 76-97). National Autonomous University of Mexico, Iztacala Faculty of Higher Studies.
Montesinos González, S., Vázquez Cid de León, C., Maya Espinoza, I., & Gracida Gracida, E. B. (2020). Continuous improvement in a company in Mexico: a study based on the Deming cycle. Venezuelan Journal of Management, 25(92), 1863-1883.
Olmedo Torres, C. N., González Bonoso, A. del C., Bonoso Conforme, E. A., Sabando Manzaba, Z. M., & González Sabando, K. S. (2025). The role of formative feedback in improving academic performance. INVECOM Journal, 5(1).
Silva-Treviño, J. G., Macías-Hernández, B. A., Tello-Leal, E., & Delgado-Rivas, J. G. (2021). The relationship between service quality, customer satisfaction, and customer loyalty: a case study of a commercial company in Mexico. CienciaUAT, 15(2), 85-101. https:ZZdoi.org/10.29059/cienciauat.v15i2.1369
Taherdoost, H., & Madanchian, M. (2025). Improving survey participation in academic research: strategies, challenges, and a framework for optimal response rates. In Proceedings of the 24th European Conference on Research Methodology in Business and Management Studies (ECRM 2025).
Tello Cóndor, A. M., Tenelema Chillo, A. L., & Travez Sandoval, J. M. (2025). Analysis and optimization of business production management. Minerva Journal, 6(16), 60-72. https://doi.org/10.47460/minerva.v6i16.187
APPENDICES
Appendix 1. Survey administered to internal marketing and sales staff.
Illustrations are not included in the reading sample
Illustration 18. Evidence 1 of the questions in the questionnaire.
Source: Prepared using Google Forms, (2025)
Illustrations are not included in the reading sample
Illustration 19. Evidence 2 of the questions in the questionnaire administered.
Source: Prepared using Google Forms, (2025)
Illustrations are not included in the reading sample
Illustration 20. Evidence 3 of the questions in the questionnaire administered.
Source: Prepared using Google Forms, (2025)
Illustrations are not included in the reading sample
Illustration 21. Evidence 4 of the questions in the questionnaire administered.
Source: Prepared using Google Forms, (2025)
[...]
Acheter maintenant
- Citation du texte
- Stephanie Guzmán Cázarez (Auteur), 2025, Proposal to optimize response time in customer satisfaction surveys in the marketing and sales department of an automotive company, Munich, GRIN Verlag, https://www.grin.com/document/1682592
