Case Study 1:

A leading chain of elite salon services wanted to train their Customer Experience Managers on the following attributes

1. Cash Management & Compliance

2. Accountability & Ownership

3. Customer Centricity

As a part of my dip –stick study, I proposed a mystery shopping intervention to determine the as-is-situation as well as inspire game-changing innovation, and change the competitive landscape. The idea was to also learn from a consumer’s point of view which areas of service and product quality are most important and what areas need improvement.

7 different salon outlets across Mumbai, Pune and Delhi were zeroed upon to conduct this mystery shopping in which many different real-life scenarios were put across by me and my associates posing as a customer, prospective vendor, and interviewee and so on…

Here are some of the findings of the mystery shopping which acted as key-inputs for me to conduct a customized 4 days training program for all their managerial staff across locations.

1.        The managers needed to have a better understanding of their role

2.        The knowledge of their brand competition was missing

3.        Planning leaves and vacation for their team was a challenge

4.        Lack of understanding of the corporate policies

5.        Urge to create a wow! Customer experience was missing

I am happy to state here that the results of my mystery shopping were used for developmental and reward purposes and not for punishment.

Case Study 2:

A family owned language Translations Company wanted to engage my Organizational Behavior& HR Development services. This organization is in business for almost 5 decades. The young directors had given me a full support so that they could achieve their target of churning 10x revenue by the end of the year.

Here, my mystery shopping services came in very handy as my team and I were able to get a sound understanding of their employee recruitment process, their customer on-boarding process, vendor management system and so on…

Here are some of the quick findings

1.        The employees were not in alignment to the corporate vision, mission and values

2.        The roles and departments had to be clearly defined with specific KRA’s.

3.        The management had a ‘media shy’ approach

4.        HR was not announced as a separate function

5.        Employee experience did not have a significant importance.

To fix these challenges, my team and I had a 6 months learning & development intervention that included training, coaching & mentoring across functions such as Marketing & Sales, Service Delivery, Vendor Management and so on…