How you can quantify the return on investment from your mystery shopping programme

Bottom line performance can be influenced by many factors, so quantifying the financial return on investment of any new initiative can be difficult. The change in performance and behaviour of frontline staff can be easily measured through PAN’s mystery shopping programmes. For example, if mystery shopping reveals that only 30% of staff members make an attempt to close a sale, then interim steps can be taken to ensure that employees understand what is expected of them in terms of winning new business.

Subsequent mystery shopping may reveal that now 75% of staff members make an attempt to close the sale. The return on investment is that the performance and behaviour of staff in terms of attempting to close sales has increased by 45%. The financial value of this may be hard to quantify exactly, but it safe to say that the increased proportion of attempted closes on a day-to-day basis will clearly generate new revenue and business growth.

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