Flagship Programmes
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從以上功用看來，神秘顧客在推動優質服務
上的確是有其效用價值，但環顧周遭不少商
業機構，雖然有使用以上系統，卻往往覺得
不如期望中的效果。綜合筆者實際經驗，大
概可歸納於下列幾個原因︰
1.
前綫員工及前綫管理者對系統不認同︰
由
於成本關係，很多時企業每月只能在每個
店鋪巡查
1
至
2
次，很多時員工認為次數太
少而不足以作參考，所以也聯想到結果對
他們並不公平。
2.
企業管理層執行系統並不透徹︰
神秘顧客
評審變得“例行公事＂，雖然可和獎懲有
所掛鈎，但管理者並沒有就評審所獲得的
數據進行分析或跟進，例如讓員工了解其
不足之處，並加以培訓。
3.
企業管理者未能善用神秘顧客評審的功能︰
這一點相當重要，大概可分為兩方面。一
方面不少企業所僱用之神秘顧客公司的水
準欠理想，以致得出的評審結果參考價值
大跌。另外，有些評審報告使管理者難以
理解，只是純粹一堆數字，不懂得分析和
好好加以運用，未能發揮數據應有功能。
基於以上原因，筆者建議各企業管理者在推
行神秘顧客評審時，可採取以下方案﹕
首先最重要的是對有關系統建立正面價值
性，令前綫同事認同及支持此系統是能協
助提升服務的有效工具。無論巡查店鋪次
數多少，亦應該有其參考價值。並鼓勵前
綫管理者善用神秘顧客評審報告作為服務
加強及跟進之工具。
再者，企業管理者更應以身作則，經常閱
讀及研究調查公司所遞交之評審報告，將
重點向前綫員工講解，並進行培訓教育。
定期以調查公司的神秘顧客評審報告跟進
討論，以確保此系統能真正發揮推動優質
顧客服務之功效，致令投資成本有真正
回報。
除了上述各項，最關鍵還是要坐言起行，盡
快尋求改善方法。
In view of the above functions, mystery shoppers are undoubtedly worthy of their
practical value in promoting excellent services. Despite having adopted the above
system, however, many commercial organizations always viewed the results achieved
falling short of their expectations. Based on my practical experiences, the reasons may
be as follows:
1.
The system is perceived differently by frontline retail staff and frontline
managers:
Due to cost concerns, some retailers may visit their retail shops only
once or twice per month. More often than not, retail staff will view that the
number of visits is just too few to be used as a reference, so they may consider such
results are unfair to them.
2.
Management fails to fully utilize the system:
The mystery shopper
assessments have become "routines". Despite linking the assessments to rewards
and punishments, managers do not analyze or follow up on the data collected
from the assessments by, for example, letting their staff members understand their
own weaknesses, and providing them with trainings.
3.
Managers fail to make full use of the functions of mystery shopper
assessments:
This point is very critical and can be viewed from two perspectives.
First, many businesses have engaged inferior mystery shopper companies which
generated assessment results with low value for reference. Second, some
assessment reports just show a heap of figures hardly comprehensible to managers.
These data thus cannot be fully put in play if the managers do not know how to
analyze and use them.
Given the above reasons, the following plans are proposed to managers who are
implementing the mystery shopper assessment:
The foremost matter is to set up a positive value for the system in order to gain
recognition and support from frontline retail colleagues, making them believe
that this system is an effective tool to enhance services. Also, the number of shop
visits, irrespective of visit frequency, should have its value for reference. In addition,
frontline managers should be encouraged to make full use of mystery shopper
assessment reports as a means to improve service and take follow-up actions.
Furthermore, managers should also set a good example by reading and studying
the assessment reports submitted by research companies on a regular basis. They
should explain the main points to the frontline staff and offer them training and
education.
Managers should discuss and follow up on a regular basis on the mystery shopper
assessment reports prepared by research companies, ensuring to bring into full play
the system's role of promoting excellent services. This thus generates real returns
on investment.
Last but not least, let's act and seek ways for improvement now.
Information is provided by Mr. Paul Ma of Kar Consultants Company Limited.
資料由加域顧問有限公司馬永基先生提供。
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