Ipsos Loyalty Presents: Making Mystery Shopping Smarter, By Design
Ipsos Loyalty Presents: Making Mystery Shopping Smarter, By Design A Webinar About Mystery Shop Design Optimization 1 2016 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may not be disclosed or reproduced without the prior written consent of Ipsos.
Welcome! 2016 Ipsos John Flesta Nick Mercurio Vice President of CX Senior Vice President, Mystery Shopping John.Flesta@ipsos.com Nicholas.Mercurio@ipsos.com (973) 658-2163 (425) 586-5570 2
Mystery Shopping should be: 3 2016 Ipsos. 3
Mystery Shopping common challenges: Poor Execution Poor Design 4 Too many questions Shoppers get recognized The wrong questions Queries can be frivolous The wrong locations Quality and coverage issues 2016 Ipsos. Low Impact Too much emphasis on one measure Locations are scored the same way Reporting doesn’t reach the right people
Why Design is so important: 5 2016 Ipsos. 5
Our 7 best practices: 1 2 Design with Customer in Mind Start with Strategy 4 5 Design a Sound Survey Instrument Realistic Shopper Scenarios & Materials 3 Define Shop & Shopper Requirements 6 Formulate Smart & Strategic Sample Plan 7 Design Analytical Plan 6 2016 Ipsos. 6
Ipsos Mystery Shopping at a glance: 1M 1.2 Certified Ipsos Mystery Shoppers Countries With Ipsos Offices Countries Where We Conduct Mystery Shopping Million mystery shops conducted annually mystery 100 Dedicated shopping professionals 1,000 Clients around the world Better Design Execution Our Promise: Better Better Impact 7 2016 Ipsos. 7
What is Mystery Shopping? 8 2016 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may not be disclosed or reproduced without the prior written consent of Ipsos.
What is Mystery Shopping? 1 Objective feedback from a “Trained Customer” 9 3 2 Measurement on how a brand delivers against their promises 2016 Ipsos. Details on how staff and locations are performing 4 Ensures consistent delivery of brand and customer experience standards
When to deploy Mystery Shopping: Measuring Sales and Customer Service Effectiveness Introducing New Products Implementing New Training Programs Collecting Competitive Intelligence Ensuring Brand/Advertising Standards and Promises Rewarding and Recognizing Associates Auditing Merchandising Displays and Promotions 10 2016 Ipsos. Understanding Environmental Factors
When to deploy Mystery Shopping: 2 1 Strategic Insights One-time, ad-hoc studies Aimed at solving specific business issue Ongoing tracking programs (monthly, quarterly, etc.) Competitive intelligence, pre/post measurement, etc. Regular measurement of brand, training and customer experience standards Integrated into incentive structures and used for employee coaching 11 2016 Ipsos. Performance Management
Mystery Shopping is Omni-channel: Brick and Mortar Shops: Mail and E-mail Shops: Mystery mail and e-mails, sent or received, to a brand’s physical locations or contact centers Banks, automotive dealerships, mail carriers, retailers, restaurants, B2B Physical or Digital Mail Mystery Shopping In-store mystery shops at a brand’s physical locations/outlets Retailers, restaurants, banks, hotels, automotive dealerships, etc. Traditional (written) or Video Shops Mystery Mailing Online and Mobile Shops: Telephone Shops: Mystery Calling 12 2016 Ipsos. Mystery calls to a brand’s physical locations or contact centers Retailers, restaurants, banks, hotels, automotive dealerships, B2B Traditional (written) or Audio Recorded Shops Mystery Clicking Digital mystery shops conducted via a brand’s website or mobile application Retailers, restaurants, banks, hotels, automotive dealerships, B2B Customer Experience, Checkout, Fulfillment, Support/Chat
Making Mystery Shopping Smarter, By Design 13 2016 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may not be disclosed or reproduced without the prior written consent of Ipsos.
Best Practice #1: Start with Strategy Issues: Commonly missed first step in program design Leads to diluted programs attempting to please all stakeholders and don’t deliver strategic value 14 2016 Ipsos. Look to organizational strategy for inspiration Define clear objectives that align with strategic initiatives Ensure objectives inform each step of program design Ipsos Solution: Stakeholder kickoff meetings a necessity
Best Practice #2: Design with the Customer in Mind Issues: Companies design based on what is important to them, not the customer Program does not drive important outcomes like reducing customer churn and increasing satisfaction 15 2016 Ipsos. The customer is KING Compliance to brand, customer and legal standards Use customer and secondary data to inform Ipsos Solution: Ideal Customer Experience (ICE) methodology
Best Practice #3: Define Shop and Shopper Requirements Issues: Companies rarely think of this in advance Can bias results in some instances Can add additional unnecessary cost in others 16 2016 Ipsos. Identify typical shopper profile (demographic and psychographic) Identify shop and shopper requirements Caution against over complicating Ipsos Solution: Pre-screen shopper panel for requirements
Best Practice #4: Design a Sound Survey Instrument Issues: Too many questions The wrong questions The wrong type of questions Questions that are irrelevant, redundant, subjective and not actionable 17 2016 Ipsos. Keep the survey objective (vs. subjective) Keep it short (as possible) and tie to program objectives Design survey score/weighting scheme Ipsos Solution: The 30/30 rule for surveys
Best Practice #5: Create Realistic Shopper Scenarios and Briefing Materials Issues: Companies design scenarios that reveal shoppers, bias results or don’t derive insight Shopper briefing is too long or complicated for shoppers to recall 18 2016 Ipsos. Place proper emphasis on the shopper “scenario” Keep simple but structured enough to return quality insights Design engaging and digestible briefing materials Ipsos Solution: Calibration shops, video briefing materials and shopper certification tests.
Best Practice #6: Formulate Smart and Strategic Sampling Plan Issues: Companies do not think about sampling strategically Over/under sample certain stores Overspend on mystery shopping 19 2016 Ipsos. Revisit shop objectives (strategic insights vs. performance management) Think about sales, geography, CSAT and other sources of performance Develop data focused & statistically backed sample plan Ipsos Solution: SmartSampling approach
Best Practice #7: Design Analytical Plan Issues: Companies rush to field without proper thought to insight creation Results come back that are not actionable or tied to program objectives/business outcomes 20 2016 Ipsos. Develop analytic plan before launch Formulate hypotheses to test or refute Identify data cuts, offline and online reporting needs Ipsos Solution: Start with objectives. End with them.
Design Diagnostic Worksheet
Thank you! Nick Mercurio John Flesta Senior Vice President, Mystery Shopping Vice President of CX Nicholas.Mercurio@ipsos.com John.Flesta@ipsos.com (425) 586-5570 (973) 658-2163 2016 Ipsos 22
Digital mystery shops conducted via a brand's website or mobile application Retailers, restaurants, banks, hotels, automotive dealerships, B2B Customer Experience, Checkout, Fulfillment, Support/Chat Mystery Shopping is Omni-channel: Mystery Shopping Mystery Calling Mystery Mailing Mystery Clicking
The expansion of loyalty programs has led to changes in the loyalty of customers: according to Yi and Jeon (2003) there are now two different kind of loyalty: program loyalty and brand loyalty. Similarly, others researchers such as Evanschitzky et al. (2011) differentiate loyalty to the program itself and the loyalty to the company.
Sep 11, 2017 · Reuters/Ipsos/UVA Center for Politics Race Poll Reuters/Ipsos poll conducted in conjunction with the University of Virginia Center for Politics 9.11.2017 These are findings from an Ipsos poll conducted August 21 – September 5, 2017 on behalf of Thomson Reuters and the Uni
Siebel Loyalty Administration Guide Version 8.1/8.2 7 Creating Goals and Assumptions for Loyalty Promotions 336 Adding Expenses and Line Items to Loyalty Promotions 337 Adding Purchase Requests to Loyalty Promotions 338 Adding Market Development Fund Requests to Loyalty Promotions 339 Associating Loyalty Members with Marketing Campaigns 339
Last Shot: A Final Four Mystery (2005) Vanishing Act: Mystery at the U.S. Open (2006) Cover-Up: Mystery at the Super Bowl (2007) Change-Up: Mystery at the World Series (2009) The Rivalry: Mystery at the Army-Navy Game (2010) Rush for the Gold: Mystery at the Olympic Games (2012) The Triple Threat The Walk On (2014) The Sixth Man (2015)
understand what mystery shopping is not: It is not a way to "spy" on employees to catch them in the act of doing wrong. It is not a replacement for voice of the customer (VOC) measurement or other forms of direct customer feedback. (Neither is VOC) a replacement for mystery shopping). Lastly, mystery shopping is not limited to
customers in the stores, and assisting in the card application process. Keywords: customer relationship management, loyalty, customer loyalty pro- gram . 3 . the loyalty program and to receive an understandable picture about the current situation of customer loyalty
3. Now the card details are entered and payment is verified, the customer is a loyalty member of your cinema! Of course, customers can also sign up to your loyalty program at POS. (page 25) How customers purchase a Loyalty ticket online Now that your customer is a loyalty member, here's how they make
An introduction to the digital agenda and plans for implementation Authors Matthew Honeyman Phoebe Dunn Helen McKenna September 2016. A digital NHS? Key messages 1 Key messages Digital technology has the potential to transform the way patients engage with services, improve the efficiency and co-ordination of care, and support people to manage their health and wellbeing. Previous .
