eBook: Customer Experience Measurement

This eBook explores methodologies and approaches for measuring customer experience in multi-location businesses. We look at pros and cons based on our experience with hundreds of client programs that address the needs of large and complex Fortune 10 brands with thousands of locations, to emerging brands with 100 or fewer locations.

 

 

 

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The Future of CX: Identifying and Driving Financial ROI

The customer experience industry is evolving, and with it, a need to evolve the approach to helping organizations protect their brands, delight customers and make more money. The days of simply putting in measurement systems and reporting on results just don’t deliver enough value.  Best-in-class organizations are leveraging multiple customer experience measures, including mystery shopping, customer surveys, contact center services, and social media review tracking, among others. In addition, those same industry-leading companies are integrating these measures and linking them to financial performance at the location level. Market Force refers to this approach as “Better Together” and it remains a key differentiator of our approach. With these integrated measures, multi-location businesses are then able to apply analytics and location segmentation to figure out exactly what to do and where to invest in CX for the highest ROI. Forrester recognized Market Force Information in 2107 as a Break Out Vendor for these kinds of capabilities.

A case in point is one of Market Force’s fast casual clients. They had a dilemma. Although the majority of their stores were seeing positive comps, 31% were seeing negative sales trends. The chain wanted to understand how they could increase same-store sales growth across the system. They collected mystery shopping, customer surveys and provided their customers with a guest recovery contact center service.  Our PhD statisticians and data scientists linked those results to same-store sales and growth by store to develop what we refer to as a “Criticality Index,” that short list of attributes or behaviors that when executed, in combination, drives the KPI in question, in this case, same-store sales.

Using different measures of CX gave a fuller picture of the drivers that impacted financial performance. Interestingly, this brand’s Criticality Index showed that there was one unique driver across each of the three measurement methods. Mystery shopping highlighted speed of service and whether a store delivered food within the pre-defined time frame. Customer surveys uncovered a driver of how often a store received a top box score for food quality according to guest feedback. The contact center driver was connected to the store’s ability to minimize the number of guests that called to complain about food quality. So the analysis showed that food quality and speed of service were most important to guests. It was not location, cleanliness, staff interaction issues, or the plethora of other issues that a store needs to consider. It was not to say they weren’t important, it was just that they did not specifically contribute to same store sales growth based on the model that was developed with their CX data.

What was most important for this analysis was the store segmentation work that accompanied the insight. The analysis showed that stores that executed at a high level on all three had 7% greater same-store sales growth than those that did not. Bear in mind, that the stores in the upper quadrant weren’t perfect.  They didn’t get perfect mystery shop scores and not every guest survey was a home run. The key is that this brand was given specific attributes on which to focus that were shown to drive sales a statistically significant level.

To further emphasize the value of these attributes, these measures were communicated to the field and performance on them was tracked.  What was most compelling about the insight was that for those stores that worked the hardest on these qualities and drove improvement, their same-store sales growth was 11% higher than those stores that did not. Now that is CX insight that you can take to the bank! The key to any good CX program is that it helps a business  i) understand what matters most to guests, ii) identify where gaps exist, and iii) determine the financial ROI of driving change. Click below to learn how we are helping companies do just that.

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Brad Christian is the Chief Customer Officer at Market Force and has been with the company for 12 years consulting with leading brands on how best to implement customer experience programs that provide insight into strategic investment decision-making that helps them protect their brands, delight their customers and make more money. 

 

Harnessing the Explosion of Data in a SaaS World

We all know how important data is to any business. In today’s world we are collecting and storing more data than ever before. In fact, in the last two years we have generated 90% of the world’s data.

This has been fuelled by the breakneck speed of the technology sector. Innovative startups and a highly competitive landscape constantly driving new and exciting technologies—all leading to the data explosion we see today. This pace however, has had a flip side; In order to keep pace businesses have welcomed the Software as a Service (SaaS) model from many, if not all, of their third-party technology providers. The result? Data silos. Data silos have never been more prevalent within businesses than they are today with the problem further exacerbated by both the multiple formats the data is stored in (structured, unstructured) and the multiple databases we are storing this data in (SQL, NoSql, NewSql).

These silos are preventing many businesses from unlocking the true power of their data. Analytics and machine learning algorithms are more powerful than ever before, offering the savvy business unparalleled insights into their customers, strategies and financial levers. What are these insights and levers? The businesses leading this analytical revolution are able to answer questions and manage strategic decisions predictively; If I improve on this metric (whether CX or operational) my YoY sales will increase by X%. At a brand level this is an important tool, but what if I told you that you probably already hold the data to understand this at the location level. Building, evolving and growing a successful business is ensuring you are focusing on:

  • What matter’s most?
  • Where are the opportunities?
  • What is the ROI?

The data many businesses already collect and hold whether internally or with third-party SaaS providers already holds the answers to these questions. Don’t look horizontally, look forwards, unlock the power of the data you have and join the businesses at the forefront of the data revolution.

At Market Force Information we strategically partner with our clients to not just collect data but to bring it together onto our integrated data and reporting platform KnowledgeForce®. KnowledgeForce disseminates information in real time throughout our clients’ businesses ensuring teams are focused on what matters most — business success is measured in ROI, not NPS® (Net Promoter Scores).

To learn more about how are we are helping businesses harness the power of their data, schedule a briefing below.

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Zachary Faruque is Vice President of Client Strategy in Market Force’s UK office and serves and consults our European client base.

5 Best Practices for CX Success

Having worked in the CX space for 14 years across a variety of multi-location brands, I have seen a common thread in customer experience programs that are successful in improving customer satisfaction and driving business results. Not coincidentally, these programs follow recommended best practices:

  1. Strategy: The program is aligned to strategic objectives
  2. Multiple Lenses: Various performance measures (mystery shop, audits, customer surveys, employee surveys, etc.) are used to provide an understanding of location-level and brand performance
  3. Predicative Analytics: Data modeling is employed to identify what matters most to customers
  4. Technology Reporting: Tech stacks are simplified and amplified by integrating multiple performance measures and internal data into a single platform
  5. Accountability: Key stakeholders are responsible for both monitoring and taking action on program results

Many times—after much time and money is spent on strategy development, launching services and technology—there are shortfalls in setting accountability and taking action on results. The fifth best practice is often the hardest.

Assign ownership and accountability  An essential component of any measurement program is establishing who has responsibility for monitoring and taking action on results. Just having a metric in place won’t make your customers more satisfied, and it won’t make your business magically improve. As we have often seen, just knowing the score does not change the score. You have to be purposeful in assigning ownership and accountability for results.   

In setting accountability, we have found that organizations that communicate the “Ws” (and one “H”) perform best in driving true business performance improvement:

  • Establish and document who is accountable for monitoring the results
  • Tell them the why behind your CX program, so they understand the mission and goals of the program and the organization
  • Explain how satisfaction is factored into various corporate objectives as well as MBOs and WIGs
  • Tell them what they should be doing with results,
  • Teach them where results can be found,
  • Define when they should be reviewing results and taking action

Monitor results  Whatever you chose as your satisfaction metric, you will have a score. Knowing your score is good, but the score isn’t actually the be-all end-all. You need to understand how your score changes over time. Is customer satisfaction improving or declining?  Is a low score one month just a blip on the radar, or, is there a downward trend in customer satisfaction? In either case, what is driving that change in score? Does your program help you understand that?  

Understand what impacts customer satisfaction  A key success factor to improving customer satisfaction is your ability to identify the things that are most important to your customer’s satisfaction. This may take a bit of work, and you may not have an in-house analyst who can model your data. Your CX partner should be able to provide these insights to you. It is well worth the investment to know which behaviors are most impactful to your customers’ satisfaction. 

Take action  Once you know the behaviors that result in delighted customers, look back at your performance to understand how you are doing in those areas, and take action – train your employees, create incentive plans, hold store staff accountable, and change policies that don’t work for customers—to gain improvements. 

The process doesn’t stop; keep monitoring results and taking action. Customer satisfaction isn’t a one and done proposition. You have to be dedicated to making it an integral part of your business. Lucky for you there are proven best practices for success.

If you would like to learn more about these best practices and how industry-leading organizations are leveraging them to drive improvements in their business, please click here for more information on a powerful decision support system called Success Playbook.

  Success Playbook

Alicia Picard is a Senior Strategy Director and has been with Market Force for 14 years.  She consults with clients across a variety of industries to help them protect their brands, delight customers and make more money.  

Traditional Banks Losing Ground in the Battle for Customer Loyalty

The results of Market Force Information’s 2017 Customer Experiences and Competitive Benchmarks Study should serve as a call to action for banks across the country. Despite the best of intentions and millions of dollars invested for customer experience improvements, customer loyalty scores at traditional banks have declined across the board. And not surprisingly, the percentage of consumers who say they intend on switching banks in the next 6 months has edged up to 14% in 2017.  

The Current Situation:

Customer loyalty among the nation’s largest retail banks declined an average of 6.5% as measured by Market Force Information's Customer Loyalty Index (CLI) over the last year.   

This decline in customer loyalty is evident in the deterioration of the two underlying metrics that comprise the CLI: satisfaction with one’s primary bank and the likelihood for a consumer to recommend their primary bank to a friend or colleague. 

In 2016, 1 in 10 consumers were dissatisfied with their primary bank. In 2017, that figure has increased substantially to 1 in 5 consumers who now say they are dissatisfied with their primary bank. Similarly, in 2016, 1 in 5 consumers would not recommend their primary bank. In 2017, that figure has increased to 1 in 4 consumers who say they would not recommend their primary bank. 

Of course, we would intuitively assume that there is a direct relationship between a consumer’s level of satisfaction with their primary bank and the likelihood that they would recommend that bank to friends and colleagues. But what many are not aware of is the significance of that relationship.  

Market Force Information's data scientists have quantified the relationship between those two metrics and found that a customer who is delighted (i.e. gives their primary bank a 5 on a 5-point satisfaction scale) with their primary bank is 4.4 times more likely to recommend their primary bank than a customer who is merely satisfied (i.e. gives their primary bank a 4 on a 5-point scale).

What can be done to stop the decline?

To answer this question, banks must study the broader experience of consumers as they interact with non-traditional financial services and non-financial services providers (e.g., Apple, Amazon, Nordstrom, PayPal, Navy Federal Credit Union, USAA, Venmo, and Zelle). Not only are there lessons to be learned from these customer experience leaders, but opportunities for partnerships or acquisitions as well.       

Traditional banks must also take time out to thoroughly evaluate the state of their current customer experience program. In speaking with dozens of major banks across North America, I have observed that most banks have an abundance of data and enthusiasm paired with inconsistent or, in some cases, practically non-existent execution. A sign hanging in the office of the head of customer experience at one of the largest banks in North America said it best, “Data, data everywhere and not a thought to think.”

Despite the best of intentions and millions of dollars of investment in technology, many banks struggle with understanding and effectively communicating what’s most important, identifying which opportunities for improvement exist and isolating which opportunities will deliver the greatest ROI. Even fewer banks have done a good job of having a consistent, technology-enabled process of conducting insight-driven action planning and driving transparency and accountability for execution throughout the organization.

This lack of execution has not gone unnoticed by their customers. In fact, when asked about their primary bank’s performance on several key satisfaction drivers, a third of consumers said their primary bank did not perform any of them well. Had these banks performed well on all of the satisfaction drivers, they would have experienced a 90% lift in customer satisfaction according to advanced predictive modeling performed by Market Force’s industry leading analytics team.  

If the issues cited above sound all too familiar, Market Force can help. To find out more about how you can improve customer experience, loyalty, and financial performance, or simply learn more about the 2017 Customer Experiences and Competitive Benchmark Study, please schedule a briefing

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Chuck Rogers is the Financial Services Practice Leader for Market Force. By leveraging Market Force Information’s customer experience best practices framework, Chuck enables clients to improve their ability to attract, grow and retain customer revenue streams by providing a unique blend of customer experience thought leadership, research-based consulting and industry expertise.

eMarketer on What Makes Consumers Shop for Groceries Digitally

31 October 2017 — The adoption of mobile banking apps is moving steadily ahead, according to new data from customer experience management firm Market Force. The company’s August 2017 poll of US internet users revealed that nearly 80% of respondents had downloaded their primary bank’s mobile app. But just because the app had been downloaded doesn’t mean it was used by most people with any regularity. The poll revealed that only about four in 10 respondents used their banking app on a daily basis, while 45% did so weekly. 

Date: Tuesday, October 31, 2017
Bank Innovation logo

26 October 2017 — Digital wallet adoption is slowly on the rise, and payments provider PayPal seems to be the most popular choice for users. Users of the PayPal digital wallet far extend users of its closest competition, Apple Pay, according to a Market Force Banking Study released yesterday. The study, which polled about 6,500 banking customers in August 2017, found that 67% of customers are using PayPal, while 39% are using Apple Pay.

Date: Thursday, October 26, 2017
Banking Consumer Study 2016

Digital wallet adoption sees sharp increase, although Google Wallet and Apple Pay lose ground

Louisville, Colo., Oct. 25, 2017 — A new nationwide study by Market Force Information® (Market Force), a worldwide leader in customer experience management, found that over one-fifth of banking customers are not satisfied with their current bank, and more are considering switching bank brands, compared to a year ago. The study also ranked Capital One as consumers’ favorite retail bank.

More than 6,500 bank customers were polled for the study, which also provides insights into banking trends, bank technology adoption and credit card usage.

Capital One Ranks No. 1

Capital One ranked as customers’ favorite bank out of the traditional banks included in the study. It earned a 48% score on Market Force’s Composite Loyalty Index, which represents an average of how satisfied consumers were with their last banking experience and how likely they’d be to recommend the bank to others. Regions Bank and US Bank tied for a close second with 47%, while PNC bank – last year’s leader – ranked third with 46%. All of the bank brands lost ground compared to 2016, with Wells Fargo dropping a sizable 13 percentage points as it seeks to bounce back from last year’s fraud incident.

Graph 1: Favorite National Retail Banks

Market Force also asked participants to rank the top banks based on attributes that drive satisfaction. Regions Bank, which didn’t earn enough votes to qualify for last year’s rankings, took the top spot in most categories, such as reputation, ease of transactions and fair rates. US Bank ranked highest for trust. Bank of America and Wells Fargo trailed in every category.

Graph 2: Retail Banks Ranked by Attributes

 

With Satisfaction Down, Banks Risk Losing Market Share

Satisfaction levels have dropped considerably this year – 23% report being dissatisfied with their current bank relationship, compared to just 15% in 2016. This underlying dissatisfaction also means fewer people are likely to recommend their banks and more are considering switching banks. Fourteen percent of all banking customers are considering switching banks in the next six months (a 2% increase) and, of those, the highest percentage are considering switching from Wells Fargo to another brand. [See Graph 3].

Graph 3: Considering Switching Banks by Brand

“Loyalty to traditional banks is wavering in the face of rapidly evolving consumer preferences, the proliferation of digital bank alternatives and fintech companies that are more adept at providing a superior digital customer experience,” said Chuck Rogers, financial services practice leader for Market Force. “Building trust is as important as ever, but our research finds there are other areas where bank brands can make inroads with their existing and new customer bases, including demonstrating that they’re invested in their customers’ financial well-being and customizing services to fit their needs.”

Mobile Apps Hold Steady, Digital Wallets See Spike

Technology is a bright point for major bank brands, with usage on the rise. The majority (79%) of customers have downloaded their bank’s mobile app, and 84% report using it at least weekly. Checking balances, checking statement and payment history, and making deposits are the most popular app uses.

For those who aren’t using their bank’s app, security remains an impediment to adoption, cited as a reason by 31% of those who have not downloaded their bank’s mobile app. About one in five – skewing largely toward males – said they see no benefit in using a phone for banking. 

Graph 4:  Reasons Why Not Using Bank’s App

While app usage is slowly and steadily increasing, digital wallets and e-wallets have seen an upward spike across all generations. The study found 23% of consumers are using digital wallets, compared to just 14% who reported doing so in 2016. PayPal is the most popular by a wide margin, while Google Wallet saw a significant drop in usage, and Apple Pay also lost ground. [See Graph 5]. Most are using them to make payments and to send and receive money.

Graph 5: Digital Wallet Adoption Rates

Branches Still Relevant, Well Visited

Despite the uptick in technology use, customers continue to visit their banks’ physical locations. Twelve percent go to a branch at least weekly to complete a teller transaction. Additionally, more than one in five visit a personal banker at least monthly, but primarily for help resolving problems, rather than to seek information or advice. Regions Bank’s and Chase’s personal bankers are the highest rated, earning top scores in areas such as asking questions, providing clear and relevant information and offering solutions. Bank of America ranked lowest in all of these categories. 

Graph 6: Performance of Personal Bankers by Brand

 

Credit Card Use

Of the 82% who use a credit card, most reported using cards issued by Capital One, Chase and Discover. About three in four use their credit card’s website, mainly to see statements and make payments. Additionally, 46% use their credit card’s mobile app, and they are most satisfied with apps from PNC and American Express.

Survey Demographics

The survey was conducted online in August 2017 across the United States. The pool of 6,518 U.S. banking customers represented a cross-section of the four Census regions and reflected a broad spectrum of income levels, with 51% reporting household incomes of more than $50,000 a year. Respondents’ ages ranged from 18 to over 65. Approximately 74% were female, 25% were male and 1% preferred not to answer.

About Market Force Information

Market Force Information is a customer experience (CX) management company that provides location-level measurement solutions that help businesses protect their brand reputation, delight customers and make more money. Solutions include customer experience surveys, employee engagement surveys, mystery shopping, on-site audits, contact center services and social media review tracking, which are all integrated into one technology and analytics platform, KnowledgeForce®. Founded in 2005, Market Force has a growing global presence, with offices in the United States, Canada, United Kingdom, France and Spain. It serves over 200 clients that operate multi-location businesses, including major retailers, restaurants, grocery and drug stores, petro/convenience operators, banking and financial services providers as well as the entertainment industry. The company was recognized in 2017 as one of the top 50 market research organizations in the AMA Gold Report and by Forrester as a Breakout Vendor. For more information, visit www.marketforce.com.

 

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Date: Wednesday, October 25, 2017

Retail is not Dead: Suggestive Sell Index

We continue to be told that brick and mortar stores are going the way of the dinosaur, that they will all be gone before long and that Amazon will be the one-stop shop for all purchases that we make. And to look at the number of retail store closings for 2017, there is certainly strong evidence to support that conclusion.

Source: "There's one major thing everyone gets wrong about Amazon and the retail apocalypse," Hayley Peterson, Business Insider, July 22, 2017.

And while it is true that certain retail store formats are struggling, the truth is others are thriving. One example is Ace Hardware. Ace Hardware just came in first place for customer satisfaction and loyalty in Market Force Information’s annual Home Improvement Study. They placed well in the study largely because of their focus on in-store selling. As they say, “Ace is the place with the helpful hardware folks.” It is true that sales floor associates at Ace Hardware are just better at greeting customers, engaging them as to why they came in, assessing that need, making the appropriate recommendation and then asking for the sale. Simple, right?

Well, unfortunately a good number of retail brands don’t execute on this simple set of behaviors as effectively as they could. Some companies feel like asking customers for the sale feels like pestering and they worry about coming across as high pressure so they counsel their retail teams to avoid it. And even those brands that do share a sales process with their store personnel have difficulty sometimes ensuring that the process is followed consistently. As a result, retailers are leaving sales on the floor. Sales that could drive revenue. Sales that could help turn comps positive for a change.

Another large retail brand that works with Market Force absolutely gets it. In our research of their customer experience survey data, we found that those customers who received a product recommendation during their visit were more satisfied with their experience and showed a higher likelihood to recommend the brand after the visit. So we learned that upselling in this retail store drives customer experience and loyalty to the brand. This is counterintuitive to some people, but true nonetheless. This same brand was able to capitalize on this insight by measuring and improving in-store behaviors. After implementing a store-based training initiative, they were able to increase the percentage of times store staff engaged customers on the sales floor by 6% (from 71% to 77%) over the course of one quarter. During those 77% of customer visits where the customers were engaged, they reported 96% of the time a specific recommendation was made. And of those recommendations, the customer reported making that purchase 50% of the time, which translated to $32M in sales for the quarter.

Most retailers absolutely have the opportunity to capitalize on this aspect of in-store selling, including home improvement, home furnishings, wireless retail, fashion apparel and many others.  Collaborating with brands in these segments and recognizing the importance of upsell to customer perception and financial success, Market Force has developed the Suggestive Sell Index - a way of reporting on in-store effectiveness and the corresponding lift to retail sales that it produces. A white paper on the topic can be downloaded here. Brands can optimize their Suggestive Sell Index by following three simple steps:

  • Assess customer’s needs  Each team member that interacts with customers need to ask thoughtful questions about the customer and what they are seeking. Even a simple greeting followed by “what brought you in today?” can uncover critical insight into how best to serve that customer.
  • Make a recommendation  If the team member has been able to strike an authentic, not forced or robotic, conversation with the customer, they should have a general understanding of their need and be in a position to make a recommendation that most closely aligns with their need and helps them make a decision.
  • Ask for the sale  It is important that once the team member has made the recommendation that they follow through. ABC – always be closing. Simply asking, “Can I ring this up for you?” or “Can I put this in your cart for you?” helps move the conversation from an interaction to a transaction.

Brands that can effectively train their staff on these behaviors and then put measurement processes in place to ensure that they are being followed show higher customer satisfaction scores, better brand loyalty and increased financial performance. If you have retail stores or you are thinking about opening them, you would be wise to invest in the team members that you staff them with and ensure that they are following a best practices sales process. It is a truly strategic way to protect your brand, delight customers and drive powerful financial results. I can think of no better focus to have. 

  Download White Paper

Brad Christian is a Managing Director at Market Force and has been with the company for 11 years consulting retail brands on how best to implement customer experience programs that provide insight into strategic investment decision-making that helps them protect their brands, delight their customers and make more money. 

Creating a CX Measurement Program That Works: It’s Not About the Score!

A Common Mistake—Focusing on the Wrong Target

When I was a franchise operator, the franchisor was excited about creating a successful new CX survey program. After using the system for a few months, the executives reviewed their progress and identified five key drivers of satisfaction. They believed that if all of their locations would focus on the five drivers, CX scores and revenues would naturally increase. They were so confident this would happen that they decided to set a target score and incentivize the employees so they would hit the target. The incentive was a $.25 per hour raise for every month their restaurant hit the target score.

The program was a success…kind of…well, not really. Yes, all of the locations hit or exceeded the target score and received a $.25 per hour increase in pay (which is highly unlikely and should have raised red flags for all of us).

Determining the drivers. What we should have been doing was figuring out exactly what factors needed to change to deliver an excellent customer experience. We should have been tying both the operational measures that we had collected through either audits or mystery shops and aligned that with what our customers had to say about us via our survey program. This is no trivial exercise. It requires a specific modeling process to understand the linkages between behaviors and perceptions. We just didn’t have the Ph.D. statisticians and data scientists on staff that could help us draw those conclusions—the specific on-site behaviors, that when executed in combination, drive the highest levels of overall satisfaction with our customers—or delighting them.

Tying to financials. My new firm, Market Force Information, leverages just this type of talent and modeling process to help brands understand three things, i) what matters most to its clients' customers, ii) where operational deficiencies exist, and iii) what the specific financial ROI would be for implementing various targeted improvements. This is made possible by incorporating financial measures in the analysis such as same store sales or same store sales growth. It is this kind of analytics that truly provide the strategic insight required to make sound business decisions as to which stores to invest in and what focus that investment should take. I would have loved to have had this available to us.

Focusing on the score. In the case of my company, the big mistake we made was to focus on just the score as opposed to focusing on the behaviors that drove the score. Understanding the importance of "please" and "thank you" or what the specific speed of service needed to be in order to avoid frustrating customers is critical to charting what matters and focusing action plans on how to address them.

Gaming the system. As a result, by incentivizing the employees based on achieving a score, the goal changed from “delivering an amazing customer experience” to “gaming the system so they can make more money.” (Yes, we have seen instances where staff or friends of staff filled out favorable surveys.)

Measuring execution objectively. In order to minimize the problem of gaming the system and to ensure that the survey data that you collect is accurate, you need sufficient fraud protection and detection capabilities as well as other measures of restaurant performance besides just a survey. Having other measures like social media review tracking or mystery shopping ensures that you are getting a much more holistic view of the customer experience. These measures can be aligned with your survey scores to provide assurances that what you are learning in your survey is factual. 

Measuring to improve each location. By leveraging multiple measures and reporting on each key behavior uncovered in the analytics objectively, you’ll be able to see exactly what a restaurant needs to improve upon. All restaurants are not equal. Typically a handful of restaurants consistently execute at a high level, while others are abysmal and reflect poorly on the brand, and most are somewhere in the middle. The challenge is let each location know exactly where they need to improve.

Does this make sense? In the case of my company, it would have been immediately apparent that something was awry if the higher scores did not translate into increased revenues. Our analytics practice has repeatedly seen clear correlations between high scores on both surveys and mystery shops and increased same-store sales performance.

A better way. My learning here was that we should have focused on behaviors instead of scores. In upcoming posts I will offer up exactly how brands can focus on those behaviors that drive change, as well as how to effectively drive change down to the individual restaurant level.

Learn about our Analytics

Troy Mott is a Director of Sales at Market Force and works with restaurant clients to help them understand what matters most to their customers, where they have operational gaps in execution and what specific financial ROI can be derived by implementing specific initiatives.  His experience in working in restaurants and with restaurant executives makes him a sought after resource for operations measurement, customer experience and growth initiatives.

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To discuss your needs for improving performance for your multi-location brand, give us a call. We’d be happy to discuss best practices for measuring the customer experience and compliance to brand standards, using analytics to understand what matters most and the ROI for change, and technology solutions that integrate large quantities of data on one single platform. We look forward to a great discussion!

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