How actively do your sales associates conduct follow-through selling? Mystery shopping can help you objectively assess compliance with selling guidelines, utilizing trained shoppers to visit your stores and observe how guidelines are followed. Shoppers are sent into your stores with a list of observables (cleanliness of the store, attitude of the sales associates, etc.) and a list of actions (approached by an associate, had additional merchandise suggested, etc.). After shopping your store, these professionals accurately document their experience and the extent to which they saw each observable and received each action.

Increase Sales By Improving the Customer Experience

Sales strategies and selling themes developed at the corporate level are often not executed at the store level. Most chain executives are so busy and immersed in their jobs that they fail to objectively audit the real customer experience delivered at the store. Sometimes headquarters personnel do not have enough time to conduct store visits and, if they do, it is rare that they actually experience a visit the same way customers do. It is astounding how little most retailers spend on measuring and managing how customers really feel while shopping in their stores.

How Does It Feel To Be Your Customer?
Customer satisfaction surveys provide an accurate view of the customer’s perspective. Satisfaction surveys are conducted by interviewing a sample of your customers to determine their perceptions of your stores and sales associates. Rather than compliance (mystery shopping’s realm) customer satisfaction identifies perceptions – how your customer feels.

The result of a properly conducted and implemented customer satisfaction program is a store-level action plan defining the key drivers of your business – what most needs to be improved to increase your sales.

And that’s how you define the true customer experience.

Is cost keeping you from collecting information that leads to higher conversions? Information programs can cost much less than you’d expect– in some cases, as little as $35 per store.

Consider the following two cases:

Case 1. A national retailer recently increased its budget for an audit of its customer experience, moving from quarterly to monthly measurements because it was able to see definitive ROI from the insights it gained. Spending just $35 per store per month on its mystery shopping program turned out to be “peanuts” when information gathered allowed associate performance and sales to be improved.

$420 a year per store to increase sales turned out to be a bargain. Compare the costs of new fixtures or carpeting. What payback do they offer in comparison? Consider the cost of the 82% of your customers who walk out without making a purchase.>
Unfortunately, too many CFOs look at expenditures from a direct-cost basis without considering the net cost. They fail to see that dollars spent to improve the customer experience drive their top and bottom lines. Expenditures on improving the customer experience are investment dollars, not expense dollars.

Case 2. Another national retailer is stepping up to the plate, even in these uncertain times, by implementing customer and employee feedback systems. The retailer’s objective is to improve their shoppers’ experiences by listening to reactions from actual customers and sales associates. The retailer has commissioned an IVR-driven customer satisfaction program and a web-based employee feedback program. The cost for both of these feedback systems is less than $800 per location annually.

Combining all programs from these two retailers (mystery shopping, customer satisfaction, and employee feedback) totals about $1,200 a year per store, and gives the retailer a 360° business view, providing dramatic payback potential in the toughest retail economic climate in 15 years.

The message couldn’t be clearer. Reductions in programs and information systems leave today’s retailers vulnerable to competition and prevent an understanding of the more demanding mindset of customers. What’s needed is an aggressive commitment to continued information programs, along with complementary data services to fortify retailers for the long haul. Cutting auditing and feedback programs to shore up the bottom line will ultimately have the opposite effect. Partnering with an organization that assists you in communicating the information and in building action plans to foster system-wide improvements, as well as asking the right questions, will deliver the best experience for your customers.

Even in today’s marketplace, customers still have money, but they will become more selective – and will spend that money with retailers who offer them the better experience, no matter what.

Financial institutions wishing to ensure compliance with new industry regulations are partly responsible for the growth of the mystery shopping industry. As more regulations are implemented, evaluating employee performance is quickly taking a back seat to regulatory compliance as the most important reason for implementing mystery shopping programs. In fact, three new trends seem to be emerging.

1) Online mystery shopping will continue to grow as more customers access financial products and services via the Internet. A secure and easily navigatable web site is crucial. Comprehensive product and service descriptions, and ease of interacting with bank representatives is also vital to ensure the optimum online customer experience.

2) As use of mystery shopping programs grows, there may be some unexpected benefits. For example, professional mystery shoppers sent to evaluate a company’s regulatory compliance may uncover problems in employee behavior or store operations. This allows others departments, such as sales and marketing, to benefit from the mystery shopping program, even though that wasn’t the plan.

3) Expect the number and variety of organizations using mystery shopping programs to increase, as mystery shopping moves from the expected retail sector to financial institutions, health care, and other less traditional organizations.

Today’s savvy financial organizations use mystery shopping to gather competitive intelligence. Federal regulators, third-party suppliers and watchdogs use mystery shopping to verify bank branches are selling their financial products properly. As the pressure of competition increases globally for all kinds of companies, mystery shopping will continue to be the best way to find out what you really need to know to continue to compete.

In good times and bad, retailers’ sales are related to several basic conditions:
• Store locations
• Merchandise offered
• Inventory
• Proximity to competition
• Staffing

Beyond these basics are three additional, service-oriented ways to improve sales:

1. Increasing Conversions
Typically, 82 out of 100 people who walk into a store leave without making a single purchase. That’s a retail conversion rate of only 18%. While this is a statistic begging for understanding, in harder economic times it makes even more sense to know why shoppers leave your stores without making a purchase.

ICC Decision Services offers a sales calculator that easily helps you determine the lift in sales you would receive from an incremental improvement in your conversion rate. As an example, increasing conversion from the benchmark 18% to 25% results in a yearly additional $115K in sales per store! Contact ICC Decision Services to obtain this valuable calculator.

2. Understanding Why Shoppers Leave Without Purchasing
Now we know 82 out of 100 people leave your store without purchasing. But do we know why? Consider conducting customer exit interviews in select locations to uncover the reasons. Exit interviews are conducted on premise, just as customers leave your stores. Trained interviewers intercept these customers, asking them a series of questions that explore exactly why they did not make a purchase. Exit interviews often dispel intuitive explanations. For example, one, big-box retailer discovered they were losing sales not because of inventory outages, but because shoppers could not find the merchandise they wanted.

3. Improve Suggestive Selling To Increase Sales
Our studies show that improving suggestive selling can increase the bottom-line by millions. To effectively increase suggestive selling, provide sales staff with real reasons customers should buy your merchandise, helping staff to reinforce the customer’s decision process.

Of course, you need assurance that sales associates are following through with each and every customer. You can further expand your suggestive sales programs by increasing sales through accessories and related products. Obviously, the more merchandise the customer is exposed to, the greater the likelihood that they will buy something. This means active selling, not passive assistance. Sales associates need to be reminded to actively sell and need motivation follow through.

Many times, market research departments are put in charge of finding a mystery shopping vendor. Marketing often requires extensive reporting, because they look at things from their viewpoint. However, in the end, it is the stores and the store management team
(the District & Regional Managers) who have to use the information. Report overkill can actually hinder their effectiveness.

Having 100 reports to choose from, and access to a big bank of data you can slice and dice a million ways, might seem like it would be helpful. But at the end of the day, is that really going to change staff behaviors and drive results at the store level?

My suggestion is to keep things simple. A few targeted reports with meaningful, useable data (like basic trending and top opportunities) is enough for most management levels. If market research needs multiple reports, it can certainly be accomplished. But be careful not to get so bogged down in gathering data that the rest of the organization is hindered.

“Less is More’ is the buzzword when it comes to reporting. Gathering lots of different data might seem useful, but in the end, things can get messy and the ability to use data to effect any real frontline staff change is minimized. If marketing wants reports, they can have them. Help managers do their very best on the floor by providing the targeted data they really need.

When it comes to measuring the Customer Experience, many organizations have preconceived ideas about what does and doesn’t work. Let’s look at some of these common Customer Experience Management problems and learn how each one can present a unique set of issues to the retailer.

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