How to use Mystery Shopping to change staff behaviour. It's more than just measurement.

1. Using Mystery
Shopping to Change
Behaviour
Steven Di Pietro

2. Three core activities for changing behaviour
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3. Core tools for change
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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
sdipietro@serviceintegrity.com.au Mystery Shopping
or
steven@dipietro.com.au Personal