An email. A real answer.
Send an invitation your customer can reply to directly. The conversation starts in the inbox they already use.
A better way to listen
Customers remember moments, not categories. Give them room to tell you what really happened.
Send an invitation your customer can reply to directly. The conversation starts in the inbox they already use.
Place a QR code on the counter, table or receipt. Capture the experience while the details are still fresh.
Our AI organizes praise, complaints and priorities. Find the patterns and open the responses behind each indicator.
From words to understanding
A great score can hide a bad moment. Oppinion helps you see both the big picture and the details that need attention.
Separate praise, complaints and urgent situations, with the customer’s words close at hand.
Go from a department’s indicator to the responses that contributed to it. No guessing where the number came from.
Managers can review classifications and record why they changed them. Human judgment remains part of the process.
How it works
Bring your customer list and choose who you want to hear from in this campaign.
Draft a simple email. Oppinion sends your question to the contacts you selected.
Customers reply to the email in their own words. AI organizes their feedback by topic, department and sentiment, then creates the reports.
Get alerts, assign each case to the right person and follow what your team does next.
A closer look
Explore the workspace your team will use. Clear indicators, real comments and the next steps in one place.
Follow daily responses and compare alerts, praise and complaints by department.
Get started Actual Oppinion screens · illustrative dataFilter feedback and read the evidence. Keep the full context when deciding what to improve.
Get started Actual Oppinion screens · illustrative dataPrioritize the right cases, assign someone on your team and follow the internal history.
Get started Actual Oppinion screens · illustrative dataMore than a report
A dashboard is useful. A team that knows what to do with it is better.
Give colleagues access to the campaigns they work on and manage their permissions.
Choose which severity levels reach the alert center for each campaign. Adjust them as your priorities change.
Link related responses to an action. Set an owner, a due date and follow the progress.
Duplicate a campaign as a draft, reuse approved texts and compare equivalent periods.
Room to grow
Choose from the plans currently available. Your campaign goals stay at the center.
For larger operations, growing teams and specific needs.
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What that could look like for your team
“The useful part is opening a score and reading the comments behind it. We finally know what to discuss in the team meeting.”
“A late delivery and a kind attendant used to become one average score. Now we can see both stories.”
“We stopped passing screenshots around. Each issue has an owner and a record of what we did.”
Illustrative testimonials · fictional people and scenarios
A few good questions
No. They can reply to the invitation email or open the campaign’s QR code page. The person sharing feedback does not need an Oppinion login.
You can use NPS alongside open responses. The score shows one part of the experience; the customer’s words help explain it.
Internal follow-up is available in every plan. Email ticketing, when included and configured, lets your team reply to its own customers inside Oppinion. Opening a ticket never sends an automatic message.
Yes. For each campaign, you can enable the alert center and select the severity levels you want to track, including while the campaign is running.
Yes. An authorized manager can correct the sentiment, department or severity and record a reason. Current indicators are recalculated, while published report versions are preserved.
The Oppinion journal
Practical ideas for listening to customers and making their feedback count.
When the form decides what matters, the customer’s real story can get lost. There is another way to listen.
Read the articleAverages are useful, but they can hide very different experiences. Connect every indicator to the words behind it.
Read the articleTurn a useful observation into a clear responsibility, a practical deadline and a record of what happened next.
Read the articleYour customers have something to say.
Start with one question. Find your next improvement.
Customer experience
When the form decides what matters, the customer’s real story can get lost. There is another way to listen.
Think about the last time someone asked how your day went. You probably told a story. You didn’t select a department, calculate a score and tick three boxes. Customers have stories too.
A structured survey is useful when you need to measure a specific thing consistently. But it also draws a boundary: this is what we thought to ask about. A customer may have loved your product, struggled with delivery and appreciated a colleague who helped. One overall rating leaves much of that story outside the frame.
Adding more questions is not always the answer. It asks for more time and still depends on the company predicting every relevant experience. An open invitation makes room for details you did not know you needed.
Try: “In your own words, tell us about your experience with us.” If you have a specific goal, make it explicit: “How was the delivery of your order?” A useful question is easy to understand, neutral and connected to a real moment.
Oppinion lets customers reply directly to an email or share feedback through a QR code. The route changes, but the principle stays the same: fewer obstacles between having an experience and telling you about it.
Open feedback only becomes useful if the team can work with it. Oppinion groups themes, identifies sentiment and brings important situations into view. The original response remains available so that a classification never has to replace the customer’s words.
This is our change to the survey model: move the effort of organizing feedback away from the customer. Your team gets a clearer starting point, while managers can review classifications when context demands it.
Choose one recent customer moment, one audience and one objective. Send a short invitation. Read the responses behind the indicators and discuss one concrete improvement with the team.
The goal is not to collect the longest answer or the most attractive chart. It is to discover something you can use to make the next customer’s experience better.
Ready to hear the whole story?
Get startedInsights & evidence
Averages are useful, but they can hide very different experiences. Connect every indicator to the words behind it.
“The product is great. Delivery took too long, but the support team was excellent.” Is that a good experience or a bad one? The honest answer is that it contains both.
The product team has something to celebrate. Logistics has something to investigate. Customer support may have prevented a difficult moment from becoming a lost relationship. Flattening that account into a single label makes it harder to see what each team can learn.
An overall score is a starting point, not a diagnosis. It becomes more useful when you can separate the areas mentioned and examine the evidence for each one.
In Oppinion, open-response indicators and NPS answer different questions. NPS comes from the customer’s numeric rating. Sentiment indicators summarize classified feedback. They should not be treated as interchangeable measurements.
Praise and complaint charts count mentions associated with departments. One response can mention several departments, so those totals need not match the number of respondents. A clear dashboard should make that distinction visible.
Open a department’s indicator, filter the contributing responses and read the relevant excerpts. Are several customers describing the same failure? Is the issue concentrated in a specific period? Is a positive comment being interpreted out of context?
Managers can correct a classification and record the reason. Current indicators then reflect that review, while published report versions retain their history. This makes a correction part of the evidence rather than an invisible edit.
When comparing periods, align the campaign goal and the metric definition. Show how many responses support each result. A change based on a handful of comments deserves a different level of confidence from a consistent pattern across many responses.
A higher score after a team action is worth investigating. By itself, it does not prove that the action caused the improvement. Good reporting helps you ask the next question, not skip it.
Ready to hear the whole story?
Get startedTeam & operations
Turn a useful observation into a clear responsibility, a practical deadline and a record of what happened next.
A report can make a problem visible. It cannot, on its own, make someone responsible for solving it. The gap between those two things is where valuable feedback often disappears.
A customer describing a serious incident may need prompt personal attention. Ten customers mentioning confusing exchange instructions point to a process that needs improvement. Both matter, but they need different kinds of follow-up.
Oppinion’s alert center helps the team organize individual cases. Action plans can connect several responses around a common cause. This keeps a broader improvement from getting lost inside one ticket.
“Improve delivery” is an intention. “Review the delivery confirmation message, with Ana responsible and a deadline next Friday” is a task someone can act on. Add the relevant responses so that the person doing the work understands the problem.
You can create an action from a report recommendation, assign an owner and follow its progress. A short history of updates gives the manager context without asking everyone to rebuild the story in a meeting.
More notifications do not necessarily mean more attention. Start by choosing which severity levels should enter the alert center for each campaign. Simple assignment and first-action rules can then help the right person see the right case.
Internal follow-up is available in every plan. Email ticketing, when included and configured, lets your team reply to its own customers inside Oppinion. Opening a ticket never sends an automatic message.
At the next review, look at the actions taken and the feedback that followed. Compare equivalent periods and read fresh comments about the same subject. Closing a task is evidence of work; a better customer experience is the outcome you are trying to understand.
Start small: one recurring issue, one owner and one check-in date. A reliable habit of following through is more valuable than a long list of recommendations nobody revisits.
Ready to hear the whole story?
Get started