){kind=link}
Welcome to Part 2 of our Mystery Shopper Research Series — the definition and value of Mystery Shopper Research.
This article is part of our Mystery Shopper Research Series — practical insights on designing, running, and learning from Mystery Shopper programs.
In Part 2 we:
- Define Mystery Shopper Research
- Explain its value — especially how it reveals what Customers actually go through
- Show where its findings fit in the CX metrics architecture
- Differentiate it from Customer Satisfaction surveys — and show how the two methods work together
Our Definition of Mystery Shopper Research
Mystery Shopper Research is a qualitative research method that employs trained Mystery Shoppers to execute pre-planned scenarios across pre-selected journeys and touchpoints.
Each program is guided by a clearly defined goal and set of objectives.
Mystery Shoppers capture objective scores on pre-defined performance standards and provide subjective feedback on their experience.
Both the objective scores and subjective feedback are validated by a dedicated Quality Assurance Team and prepared for analysis and presentation.
I’ll break down each element of this definition as we progress through the series.
The CX Metrics ‘Layer Cake’
In CX Metrics architecture, three layers combine to tell the Customer story:
- What actually happened to the Customer — Descriptive metrics
- How they perceived what happened — Perception metrics
- What they did as a result of their perception — Outcome metrics
The CX Metrics Layer Cake Examples
In the examples below, take in how the three layers are different but connected.
For each example we’ve given an event, shared how the Customer felt and describe what the Customer did as a result of their feelings.
Delivery delay → Descriptive: the building materials arrived late.
Perception: the Construction Manager felt frustrated.
Outcome: the Construction Manager began searching for alternate suppliers.No email reply → Descriptive: the Customer received no response.
Perception: the Customer felt ignored.
Outcome: the Customer posted a negative social media comment.Airline upgrade → Descriptive: the Passenger was upgraded to business class.
Perception: the Passenger felt appreciated.
Outcome: the Passenger told his colleagues to consider this airline.
The Three Layers Defined
1) Descriptive metrics (what actually happened)
This data comes from the company’s internal systems, financials and operations. Examples: how long it took a call to be answered, delivery status, incorrect invoice sent.
2) Perception metrics (how it felt to the Customer)
This data comes directly from Customers via surveys. Examples: CSAT 4/5, NPS 8. It is a metric because a number is attached. Remember: all Customers have perceptions, whether they respond to surveys or not.
3) Outcome metrics (what the Customer did as a result of their perception)
What Customers do ties to business results: repeat purchase, willingness to try new products, word of mouth, tenure, cost impacts, even resilience (forgiving trusted brands after mistakes) are examples of outcomes that CEOs care about.
Where Mystery Shopper Fits into the CX Metrics Architecture
Answer this question: Across the three metrics categories, Descriptive, Perception, and Outcome where do Mystery Shopper results fit best?
If you said Descriptive metrics – what actually happened to the Customer – you’d be right. That’s what Mystery Shopper Research excels at.
Examples of ‘actually’ questions that Mystery Shopper Research answers:
- Did the online application actually work end-to-end?
- Did the email tone actually reflect the brand?
- Did the Sales Advisor actually explain when the first bill would arrive?
- Were theme-park staff actually in character at the ride?
- Were the pillows actually changed after the Guest complained?
- Were the steps actually followed to identify a vulnerable Customer?
- Did the chatbot actually answer the question?
‘Actually’ is a useful mental model.
It checks assumptions — especially those held by senior or functional leaders — against observed reality.
Mystery Shopper ≠ Customer Satisfaction Surveys
When you want to know what real Customers think or feel, ask real Customers.
- Customer Satisfaction/VoC surveys ask real Customers how they felt (Perception).
When you want to know what actually happens, consider how Mystery Shopper Research might help.
- Mystery Shoppers stand in for Customers to document what actually happened. They’re trained to follow a pre-defined process, and are paid to do so . Don’t think of them as ‘real Customers’ — that’s not their role.
How Mystery Shopper and VoC Work Can Work Together
These different methods can complement each other:
- You receive low CSAT/NPS scores on a Journey or Touchpoint → so you employ Mystery Shopper to study what actually happens.
- VoC qualitative comments can highlight broken processes → so you can design scenarios to validate how the process actually works.
- Shopper narratives often surface ideas to improve a Journey or Touchpoint → so you can implement new ideas and measure the impact on Customer Perception and Outcomes.
Where You Are in This Series
In this Part 2 article we:
- Defined Mystery Shopper Research
- Explained its value — especially how it reveals what Customers actually go through
- Showed where its findings fit in the CX metrics architecture
- Differentiated it from Customer Satisfaction surveys — and show how the two methods work together
In our Part 3 article we will:
- Add the term current state to our descriptive data
- Introduce our 7-Step Design Process for a Mystery Shopper Program
- Work through Step 1: “What do I want to learn?” with examples
- Introduce triangulation — using multiple research methods to examine the same issue
Thank you for reading!
I regularly share stories, strategies, and insights from our work across Contact Centers, Customer Service, and Customer Experience. If this resonates, I’d love to stay connected.
You can drop me a line anytime, or subscribe via our website.
Daniel Ord
[email protected]
www.omnitouchinternational.com
