This article is part of our Service Series — reflections and lessons on how service is designed, delivered, and experienced, from Frontline conversations to leadership choices.
“Prejudice is a burden that confuses the past, threatens the future and renders the present inaccessible.” — Maya Angelou
Mystery Shopper Research for an Indian Airline
In a Mystery Shopper program for an Indian airline, our Shoppers evaluated every touchpoint in the journey — from curbside drop-off through to luggage collection at the destination.
The standards and scoring framework — developed with airline leadership — were clear, aligned, and designed to support the research objectives.
But what surfaced in the subjective feedback from our Shoppers — a service bias — was something the airline hadn’t anticipated.
Our Shoppers Had Some Feedback
Several Shoppers shared that when they wore western-style business suits, they felt they received better service.
But when they dressed in traditional regional clothing, the service felt noticeably less attentive.
Our program design didn’t specify what Shoppers should wear, and the Client hadn’t considered attire an intentional variable in the study.
These insights came up only during the post-experience debriefs — the structured conversations our program managers have with Shoppers to capture the human thoughts and feelings behind the interaction.
And they shared their perception of a service bias — based on what they had worn.
Because while Mystery Shoppers aren’t real Customers, they are real human beings reacting in real moments.
Airline Leadership Moved Quickly
Airline leadership recognized that subtle service bias in staff behavior contradicted the airline’s stated brand values.
To their credit, they didn’t push back.
Instead, they moved quickly to address the finding — updating orientation, coaching, and internal language to reinforce respect for every passenger, regardless of dress or background.
The Magic 20% in Action
What our Shoppers shared here is a classic example of The Magic 20% — the unexpected insights that emerge outside the numerical score.
In some programs, the Magic 20% becomes the Magic 50% — where subjective insights reveal the most meaningful improvement opportunities.
At the outset of any Mystery Shopper program, we don’t know what this qualitative layer will reveal.
But we know it matters.
That’s why we make the effort to listen for it.
It Helps to Remember
Scoring in Mystery Shopper is important — and it needs to be well defined and consistently executed.
That’s a given.
Still, it helps to remember that Customers don’t just show up as scores.
They show up as human beings.
Related reading:
- Mystery Shopper Research: Scenarios and The Magic 20%
- When 100% Still Fails the Customer: A Mystery Shopper Lesson
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 on our site.
Daniel Ord
[email protected]
www.omnitouchinternational.com
Banner Image: Ryoji Iwata on Unsplash
