Satisfaction survey on the store TV: a QR code per department — and why a reward is allowed here

Two pieces, two sets of rules

A store owner knows the rating the business has on Google. What they almost never know is what customers thought of the butcher counter, the bakery, the produce section and the checkout queue — separately. Those are two different pieces of information, collected by two different pieces of content, and each has its own rule. Treat them as one and you get it wrong in one direction or the other: you offer a reward where you may not, or you fail to offer one where you could.

So the ban on rewards has an owner and an address. The Google policy deals with what is published on Maps — it opens by saying that "contributions to Google Maps should reflect a genuine experience at a place or business". A form owned by the store, whose answers nobody publishes anywhere, is not a contribution to Maps. We read the policy again on 9 October 2026 to write this article; the public half of the subject, with the official wording and the restrictions a profile can face, is in Google reviews from the TV: there the rule is Google's, and a reward in return is not allowed.

The confusion is not limited to store operators. On 9 October 2026 we searched Google in Portuguese for "pesquisa de satisfação qr code loja" (satisfaction survey QR code store): all eight related searches the page suggested were about Google reviews, none about satisfaction surveys (collected with a logged-in account, in Brazil; results vary from person to person). They are two subjects with opposite rules, and it pays not to mix them.

What to ask: by department, and not much

The question "what did you think of the supermarket?" returns an answer that points nowhere. The one management can use is the department one. The Café & Tech episode behind this article puts its finger on it:

"Which supermarket do you know, from a big chain, that has feedback on the butcher counter, the bakery, the produce section and the checkout? You have nothing of the sort. You have general feedback."Café & Tech Podcast, December 2024 episode (translated from Portuguese)

In practice, each department gets its own form and its own QR code. Whoever answers on the butcher counter screen is already talking about the butcher counter, and the first question of the questionnaire — "which department are you talking about?" — is no longer needed. It is the same logic of splitting the store into zones that we use for content in Indoor TV by store zone; here the segmentation serves the question, not the offer.

And the questions are few. The episode's phrase is "quick little questions", and our editorial recommendation is three or four per department, answered in under a minute, standing, with a trolley in hand. A script that fits:

1. A score for the department, on a simple scale (0 to 10, or "poor" to "great").
2. A closed question about the department's critical point: waiting time at the butcher counter; whether the bread was warm at the bakery; freshness in produce; the queue at the checkout.
3. "Was there anything you were looking for and did not find?" — the answer that becomes a shopping list for the store's buyer.
4. An optional open field: "what can we improve here?".

If the score runs from 0 to 10 with the question "would you recommend this department?", you have an NPS per department to compare month by month. But the most valuable question on the list is the fourth, precisely the one that does not turn into a number.

One point from the episode explains why an anonymous form works better than asking in person: "feedback from people you know […] is good for nothing. People are wary of answering you." Nobody tells the butcher, to his face, that the meat was badly cut. On a phone, with no name, they do.

Where the piece goes: the QR code on each department's Indoor TV

The department's screen carries the department's QR code. It sounds obvious, and it is what separates the survey that gets answered from the one that stays on the wall: the customer is standing in the butcher queue, with time, looking at the screen — and the question is about what they are living through that very minute. The episode recommends deciding where screens go by walking the customer journey inside the store; for a survey, the best point of the journey is where the customer waits.

• A large QR code. The customer is two or three metres from the screen. The rule of thumb we use in operations is for the QR code to take up at least a third of the screen height, with a clear margin around it and no image underneath.
• One QR code per piece. Two codes on the same artwork make the phone camera hesitate and the customer give up.
• One sentence stating the time and the reward. For example: "Tell us how the butcher counter was today. It takes 30 seconds and you get a coffee at the checkout." Little text, large type.
• Enough screen time to aim a phone. The piece must stay up long enough for someone to take the phone out, open the camera and frame the code. How to fit that in without taking space from the pieces that sell is in how long the Indoor TV loop should be.
• Only in the department's busiest time slot. The survey does not need to run all day: late afternoon at the bakery; Saturday morning at the butcher counter. The automatic schedule is in scheduling Indoor TV by time of day.
• A QR code from the form's direct link. Avoid an intermediate link shortener: if it expires or changes, the piece stays on air pointing at nothing.

The reward: what is simple and what needs authorisation

With nothing in return, almost nobody answers. The episode says so bluntly:

"'Oh, but I'll just put a QR code up there for people to vote — everyone will walk past and not vote.' Of course they won't. Did you give them anything to vote? You want the person to stop, give up their time, take out their phone, stand looking at the TV and type, without you helping them?"Café & Tech Podcast, December 2024 episode (translated from Portuguese)

In an internal survey that exchange is legitimate: the store is paying for the customer's time, not buying a public opinion. What remains is which reward, because the formats are not all equal before the law.

The simple format: the same benefit for everyone who answers

A coffee, a cheese bread, a discount on today's purchase, an item from the store. Whoever answered gets it — no luck involved. Two points of care:

• The benefit is for the answer, not for the score. Those who praised and those who complained get the same. If customers understand that only kind words earn the coffee, you have paid to hear what you wanted.
• What the screen promises, the store delivers. Article 30 of Brazil's Consumer Defence Code says that sufficiently precise information or advertising binds the supplier who has it published (our translation). If the piece says "get a coffee", the checkout needs to know — and the condition (one per customer, valid today) has to be on the piece itself. The full reasoning is in what the screen announces binds the store, and it applies equally to a discount promised in return for an answer.

If the reward is a product, a natural candidate is the item the store already needs to move, within its shelf life — the care with the date and what the screen can do for that product are in selling food close to its expiry date on the supermarket TV.

The format that calls for attention: a prize draw

"Answer and enter the draw for a hamper" looks cheaper than giving everyone a coffee. But in Brazil prize draws have a law of their own. Article 1 of Law 5,768 of 1971, in the updated text published by the Chamber of Deputies, says:

Drawing a prize among those who answered is distribution of a prize by means of a draw, and the law makes that conditional on prior authorisation. That is why this article recommends the same benefit for everyone. The law speaks of a draw, gift voucher, contest or similar operation: if your mechanic involves luck, a lucky number or "find it and win", first consult the Ministry of Finance's commercial promotions system or your accountant. This article quotes the law; it does not replace that consultation.

How to hand over the reward without asking for an ID number

The less data a survey asks for, the fewer problems it creates — and the more people answer. The episode touches on this from the customer's side: "I can't even be bothered to give my CPF [the Brazilian taxpayer number]. I don't give my CPF anywhere any more."

On the legal side, Brazil's General Data Protection Law (LGPD, Law 13,709/2018) deals with personal data, and defines it in article 5, item I, as information relating to an identified or identifiable natural person. Article 12 adds that anonymised data is not considered personal data for the purposes of the law, unless the anonymisation process can be reversed (our translation in both cases). A survey that asks for no name, phone, e-mail or document, and whose answers do not allow the respondent to be identified, collects no personal data.

The no-collection route is this:

1. The form asks for no identification at all. Mind one technical detail: a form set up to collect e-mail addresses is no longer anonymous. In Google Forms, check that the setting that collects respondents' email addresses is switched off.
2. The form's final screen is the coupon: a message such as "Thank you! Show this screen at the checkout and get your coffee".
3. The customer shows the screen at the checkout, and the cashier hands over the benefit. Nobody typed anything about themselves.

Someone may show the screen twice, or pass a screenshot to the next person in the queue. They may. That is the cost of identifying nobody, and for a coffee it tends to be lower than the cost of demanding a sign-up and losing the answer. Changing the word or the colour of the final screen every week already reduces reuse.

If the store decides to ask for a WhatsApp number

Then the survey starts processing personal data, and the LGPD applies. Three principles from article 6 weigh directly: purpose (legitimate, specific and explicit purposes made known to the data subject), adequacy and necessity (processing limited to the minimum needed for its purposes). Article 7, item I, allows processing with the data subject's consent, and article 5, item XII, defines consent as a free, informed and unambiguous statement for a specific purpose.

In plain terms: a phone number requested "to send the coupon" does not, by itself, authorise adding that number to the promotions list. If that is the idea, the question has to be asked in those words, in a separate and optional field. We read the text of the law to write this section — not an opinion or guidance from the Brazilian data protection authority on satisfaction surveys — and it is not legal advice for your case.

What to do with the bad answer — and what not to do

The bad answer is the one that matters. The episode is emphatic:

"Good feedback, the kind that helps the company, is not positive feedback. It makes you comfortable; it is dangerous. […] The feedback that moves the business forward is negative feedback. And it is the feedback that hurts."Café & Tech Podcast, December 2024 episode (translated from Portuguese)

The internal survey is where the complaint reaches the store before it becomes a public star rating. For that to happen, someone has to read: every week, by department, with one person responsible per department. Three complaints about the butcher queue on Saturday are a work roster to review, not a difficult customer.

Independent and apart on screen. This part is a JMV Indoor operating recommendation, not a written Google requirement: the survey piece (with a reward) and the Google piece (with nothing) do not share the same artwork, do not run one after the other and, preferably, do not share the same time slot or the same screen. The survey goes on the department screen, in its busiest slot; the Google invitation, if the store uses one, goes on another screen or in another slot. The reason is simple: "give your opinion and get a coffee" followed by "review us on Google" is read by the customer as a single promotion.

For the same reason, the form's final screen hands over the coupon and ends there. It does not tack on "now review us on Google". And on the Google piece there is no reward of any kind — not a "spontaneous" one, not one for the next visit.

What it costs

There are two bills: the reward and the screen.

The reward. In the episode, the host gives an order-of-magnitude example: releasing, once a month, a budget of around R$ 300 to R$ 400 in rewards and collecting about a hundred pieces of feedback. It is his example, said in December 2024 and in Brazilian reais, not a market benchmark: your figure is the cost of the benefit you chose multiplied by the number of answers you want to collect in the month. A hundred answers at one coffee each are a hundred coffees. This article does not promise what those answers will do for revenue; it only promises you will know what customers thought of each department, which today you probably do not.

The screen. JMV Indoor plan prices change and are always up to date in the plans table — never take a price mentioned in an old video as a reference. The form is third-party: the episode suggests Google Forms; check the terms of use on Google's own page.

How to start: one screen, one department, one month

1. Pick one department — the one that generates the most aisle complaints, or the one you know least about.
2. Build one form with three or four questions, no identification field, and the final screen acting as the coupon.
3. Define the benefit, the same for everyone, and tell the checkout.
4. Make a single piece, with a large QR code and the sentence about time and reward.
5. Schedule it on the department screen, in its busiest slot.
6. Read the answers every week for a month. At the end, decide whether the survey moves on to the next department.

JMV Indoor has a 30-day free trial — exactly the length of that first month. If you would rather talk about your case first, there is a contact form on the home page.

The excerpts from the episode, in full

The lines quoted in this article come from the episode "TV Indoor no Varejo: Soluções Inovadoras para Sua Loja" (Indoor TV in Retail: Innovative Solutions for Your Store) of the Café & Tech Podcast, published on 12 December 2024, with Mário Sérgio, solutions consultant at JMV Technology, and Josimar Machado. The article covers about 13 minutes of a one-hour conversation. The episode is in Portuguese; the excerpts below are our translation of the automatic transcript, cleaned up and punctuated. Anything in square brackets is a transcription fix or a cut, not added content. Times refer to the video.

The full episode, 1h00min06s long and in Portuguese, is on the JMV Technology channel: TV Indoor no Varejo: Soluções Inovadoras para Sua Loja — Café & Tech Podcast. It is worth watching in full if you are planning the store's screens: the satisfaction survey is one stretch of a conversation that also covers the customer journey, promotions and year-end sales.

In the end, the rule fits in two lines. On Google, ask everyone and give nothing. In your own survey, ask little, by department, give the same thing to everyone who answers — and read the answers that hurt first.