Mystery shopping to change behaviour
8 likes5,447 views
Three core activities for changing behavior are mystery shopping, training, and social media. Data from these activities is analyzed to identify key issues, correlations with performance metrics like sales, and the effect of service on customer mood. Changes are implemented through benchmarking, coaching and mentoring programs, rewards linked to mystery shopping scores, training managers to use results, and operational changes informed by the analysis. The complete picture shows how these various tools work together to drive behavior change.
Mystery shopping to change behaviour
- 1. Using Mystery Shopping to Change Behaviour Steven Di Pietro
- 2. Three core activities for changing behaviour !"#$%&"'"()* +/01(* +(#,-$.$*
- 3. Core tools for change !"#$%&"'()*++,-.' /&0,-,-.' 1)0-.%' 9&,:%&#' 1*223-,$"'4(*5,06' 90$0' !%7,08'
- 4. A combined picture Mystery Shopping Training Social media Dashboard Social media Telephone Skills attainment Complaints Monitor Conference In-Store Mystery Shopping keynotes Franchisee Completion Rates Staff Survey Measurement Internet Staff Engagement Franchisee survey Clients Sales Metrics Customer Customer survey Engagement Mystery Shopping Review Effect of Service on Customer Mood correlations Effectiveness Sales Analysis Key operational Interrelationships issues Key personnel Benchmarks issues Feedback loop to Benchmarking Engagement Rewards Mystery Shopping Workshops Face- Operational Rewards program Priority Setting to-Face solutions Coaching and Workshops On-Line KPI setting Change Mentoring mechanism Training Managers Mentoring to use the results Operational Newsletter changes
- 5. Mystery Shopping Training Social media Dashboard Social media Telephone Skills attainment Complaints Monitor Conference In-Store Mystery Shopping keynotes Franchisee Completion Rates Staff Survey Measurement Internet Staff Engagement Franchisee survey Clients Sales Metrics Customer Customer survey Engagement Mystery Shopping Review Effect of Service on correlations Key operational Effectiveness Focusing on Customer Mood Sales Analysis issues Key personnel Mystery Shopping Interrelationships Benchmarks issues Feedback loop to Benchmarking Engagement Rewards Mystery Shopping Workshops Face- Operational Rewards program Priority Setting to-Face solutions Coaching and Workshops On-Line KPI setting Change Mentoring mechanism Training Managers Mentoring to use the results Operational Newsletter changes
- 6. Mystery Shopping Purpose Educational? - find out what’s going on General? - as a management tool Strategic? - to implement a strategic imperative such as cross- selling.
- 7. Analysis • Identify people issues • Identify any operational issues • Identify links to performance (sales)
- 8. Identify People Issues • Performance by Region - management issues • Performance by Store - rewards
- 9. Analysis • Identify people issues • Identify any operational issues • Identify links to performance (sales)
- 10. Identify Operational Issues • Performance over time • Performance at different trading times (e.g. am v pm) • System-wide issues - e.g. delivery time,
- 11. Analysis • Identify people issues • Identify any operational issues • Identify links to performance (sales)
- 12. Identify links to performance • Correlate Mystery Shop scores to Customer Satisfaction • Correlate Mystery Shop scores to Sales
- 13. Effect on Sales Correlate Mystery Shop results to Sales 100% Use to communicate service message to Mystery Shop Score 75% staff 50% 25% Understand financial impact on non- 0% 90 105 120 135 150 compliance $ Sales
- 14. Action - Change Mechanisms 1. Benchmarking 2. Coaching and Mentoring 3. Rewards program 4. Training managers to use results 5. Operational changes
- 15. 1) Benchmarking • Set ‘appropriate targets’ based on past performance and financial imperative. • May have different benchmarks for different people. e.g. stores only benchmarked on ‘their’ controllable areas whereas companywide benchmarks include everything. • Utilise Mystery Shopping industry comparisons.
- 16. 2) Rewards program • Financial and non-financial. • Link Mystery Shop scores to rewards. • Consider fulfilling rewards externally for independence. • Fulfil non-financial rewards internally (e.g. personal letters of thanks).
- 17. 3) Coaching • Specific action plans based on results. • Specific action plans for high performers. • External phone coaching for independence, and to ensure the coaching is implemented. • Coaching program for Regional
- 18. 4) Mentoring • Mentor poor performers by becoming more prescriptive. • Consider external mentors: 1) Non-competitive 2) Ensure follow through
- 19. 5) Implement Operational Changes • Changes to policies and procedures which impact on operations e.g.: • Queuing times (lines) • Product availability • Ticketing • Training
- 20. The complete picture of how we change behaviour Mystery Shopping Training Social media Dashboard Social media Telephone Skills attainment Complaints Monitor Conference In-Store Mystery Shopping keynotes Franchisee Completion Rates Staff Survey Measurement Internet Staff Engagement Franchisee survey Clients Sales Metrics Customer Customer survey Engagement Mystery Shopping Review Effect of Service on Customer Mood correlations Effectiveness Sales Analysis Key operational Interrelationships issues Key personnel Benchmarks issues Feedback loop to Benchmarking Engagement Rewards Mystery Shopping Workshops Face- Operational Rewards program Priority Setting to-Face solutions Coaching and Workshops On-Line KPI setting Change Mentoring mechanism Training Managers Mentoring to use the results Operational Newsletter changes
- 21. Summary • Measurement in itself ‘can’ lead to change. • Measurement with action ‘will’ lead to change.
- 22. www.servicewithpurpose.net www.serviceintegrity.com.au Steven Di Pietro [email protected] Mystery Shopping or [email protected] Personal