Survey Reveals Guests Will Reuse Towels, Use Recycle Bins and Even Bulk Amenities, if Offered These Choices

NORCROSS, Ga. (November 12, 2007) Ever wonder how energy- and environmentally conscious the hotel guests next door are? According to a recent survey, they are likely reusing their towels, turning off the lights when they leave and recycling, if given the chance. The nationwide survey of 701 people was conducted by A Closer Look, Inc., an Atlanta-based market research company focused on the hospitality industry.

“Seventy-five percent of survey respondents said it is important to them that the hotel where they stay follows ‘green practices,’ and those surveyed are more than willing to do their part,” said David McAleese, CEO of A Closer Look. “In recent years, Americans have become more environmentally aware, and thus have changed their behavior and the expectations of businesses they support.”

The majority of respondents are happy to reuse towels during part of their stay and say hotels could be doing more to help the environment. Many hotels have long been offering the option of reusing towels during a guest’s stay, and 69% of people interviewed said they were given the option during their most recent hotel stay. Of those who were offered the option of reusing towels, 40% reused their towels for one day, 24% reused them for two or more days and 19% reused some of the towels and requested replacement of the rest. Only 16% of respondents said they requested new towels daily.

Recycling has become a way of life for many Americans at home and work, but hotels have been slow to adopt the practice in guest rooms. A whopping 94% of those surveyed said they have never stayed in a hotel that offered guestroom recycle bins. If made available, 69% said they would use them all the time, and 21% said they would use them sometimes. Only 10% of respondents thought they would be a nuisance.

Take a walk through a hotel corridor early in the morning and you are likely to see papers propped up against nearly every door. One sometimes wonders if they are going to waste, but the survey revealed they are not. Nearly two-thirds of respondents say they read the paper the majority of the time, and another 22% say they read it sometimes.

The one environmentally friendly practice that is being met with some resistance is the practice of offering bulk amenities (soap, shampoo and lotion) instead of individually packaged ones. Fifty-three percent of respondents prefer individually packaged amenities, and only 14 percent say they prefer bulk amenities. One-third of respondents indicated they don’t care.

When questioned which environmentally friendly practice they are least likely to engage in, 60% said using bulk soap and amenities, 12% said reusing the towels and 17% said using guestroom recycle bins.

In recent years, the demand for organic and eco-friendly food has been growing, and it is becoming important to hotel guests. Thirty-nine percent of respondents said that it is “important” or “somewhat important” to them that the hotel where they stay offers organic or eco-friendly food; however only six percent of respondents said it was offered during their last hotel stay. Fifty-seven percent of respondents said the hotel restaurant did not offer organic choices and 37% didn’t know.

“Feedback is a powerful tool,” said McAleese. “If you see a hotel is making an effort to be environmentally conscious, let the management know that it’s appreciated, and if you observe the hotel is falling short in one or more areas, be sure to communicate that too.”

Since opening in 1994, A Closer Look Inc. has provided guest feedback solutions for thousands of restaurants and hotels throughout the United States and Canada. It has established a database of more than 130,000 qualified field associates and regularly conducts market research (including web surveys and mystery shopping) for companies such as Hilton Hotels, Coca-Cola, P.F. Chang’s China Bistro, Houlihan’s Restaurants, The Capital Grille, Buckhead Life Restaurant Group, and the House of Blues, among others.

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Vacationers Love a “Free Breakfast” and Seek Out Restaurants with Local Flavor

ATLANTA, Ga. (May 24, 2007) In a recent survey, nearly half of those people polled (48 percent) said that when they are on vacation, they eat the free breakfast, if offered, but dine elsewhere for other meals. Only five percent of respondents say they do not eat any meals at a hotel. Thirty-six percent report eating one meal at the hotel restaurant or restaurants and six percent say they eat two or more meals a day at the hotel. Six percent of respondents said they order room service at least once, but rarely eat in the restaurant.

The nationwide survey of 735 people (age 21 and older) was conducted in May 2007 by A Closer Look Inc., an Atlanta-based market research company focused on the hospitality industry.

While on vacation this summer, 53 percent of the respondents said they plan to eat dinner at casual dining restaurants, and 30 percent said they will seek out upscale casual dining concepts. Eight percent of respondents plan to eat dinner at quick-service restaurants; five percent will seek out fine dining restaurants; and four percent will eat at a friend’s home or prepare food in the hotel room.

When seeking a restaurant option outside of the hotel, most of the respondents (26 percent) say they opt for an independent restaurant with local flavor. Twenty-four percent of respondents rely heavily on recommendations of the concierge or front desk; 21 percent seek out a familiar brand or concept, and another 21 percent say proximity to the hotel is the key factor in their decision. Only eight percent of respondents said they are most influenced by in-room menus and flyers.

Since opening in 1994, A Closer Look Inc. has provided guest feedback solutions for thousands of restaurants and hotels throughout the United States and Canada. It has established a database of more than 130,000 qualified field associates and regularly conducts market research (including web surveys and mystery shopping) for companies such as Hilton Hotels, Coca-Cola, P.F. Chang’s China Bistro, Houlihan’s Restaurants, The Capital Grille, Buckhead Life Restaurant Group, and the House of Blues, among others.

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Survey Reveals People Would Rather Skimp on Hotel than Change Destination

ATLANTA, Ga. (May 23, 2007) Record-setting gas prices will affect vacation travel this year, but not in a way that one would expect. Less than one-third of respondents (30 percent) say that a tight budget will motivate them to stay closer to home. Forty-two percent say that they will opt to stay in a less expensive hotel, and 28 percent said they will dine in less expensive restaurants or bring more food from home.

The nationwide survey of 735 people (age 21 and older) was conducted in May 2007 by A Closer Look Inc., an Atlanta-based market research company focused on the hospitality industry.

When selecting a hotel, those people surveyed said location and price are the most important considerations, each claiming 38 percent of the vote. The availability of amenities (pool, gym, etc.) is the top consideration for 11 percent of the respondents; the hotel name brand is most important to seven percent of the respondents; and meal incentives (free meals for kids under 12, free breakfast, etc.) ranked first with six percent of the respondents.

The average hotel stay this summer for most respondents (44 percent) will be 3 – 5 days. Thirty-seven percent will spend one week or more in a hotel on vacation this summer, and 19 percent will spend 1 – 2 nights in a hotel.

While on vacation, 53 percent of the respondents said they plan to eat dinner at casual dining restaurants (Applebee’s, TGI Friday’s, Chili’s, etc.), and 30 percent said they will seek out upscale casual dining restaurants (P.F. Chang’s China Bistro, Houston’s, Cheesecake Factory, etc.). Eight percent of respondents plan to eat dinner at quick-service restaurants (McDonald’s, Burger King, Wendy’s, etc.); five percent will seek out fine dining restaurants; and four percent will eat at a friend’s home or prepare food in the hotel room.

Since opening in 1994, A Closer Look Inc. has provided guest feedback solutions for thousands of restaurants and hotels throughout the United States and Canada. It has established a database of more than 130,000 qualified field associates and regularly conducts market research (including web surveys and mystery shopping) for companies such as Hilton Hotels, Coca-Cola, P.F. Chang’s China Bistro, Houlihan’s Restaurants, The Capital Grille, Buckhead Life Restaurant Group, and the House of Blues, among others.

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(February 2007) Since opening in Cambridge, Mass., in 1992, the House of Blues® has become part of American culture. Today, there are venues throughout the country where people dine on southern-inspired cuisine and listen to live music in an environment filled with signature folk art.

To maintain its reputation as one of the premier restaurant and entertainment venues in the country, the House of Blues relies on mystery shoppers. For the past three years, A Closer Look has been the mystery shopping company of record for the House of Blues.

“Within three to six months of working with A Closer Look, we began seeing results,” said Joe Marcus, senior vice president of operations for House of Blues Clubs/Live Nation. “The main reason we saw results so quickly is that David McAleese and the rest of the team at A Closer Look took the time to really understand our business.”

McAleese adds, “It is extremely important for us to learn everything we can about each client’s business, and that’s just the beginning. We qualify our shoppers through a series of online tests and provide background information to them to ensure they are well-prepared and focused on the aspects of service that the management team considers vital.”

Clients such as House of Blues rely on mystery shoppers to provide quality feedback to help increase the number of customer recommendations and repeat visits.

“The shoppers give us great input on everything from point-of-purchase to the all-important Hospitality Zone,” said Marcus. “As a direct result of their feedback, we have changed our sequence of service, bar staffing and even the dress code.”

Shopper feedback has had a direct impact on the company’s financial performance as well.

“House of Blues has seen great EBIDTA increases year over year, and A Closer Look’s shopper reports are a large part of that,” added Marcus.

Marcus attributes the great feedback to the dedication of the shoppers. “For the most part, they invest their time to learn our unique culture.”

He adds that the reports submitted by A Closer Look shoppers are very timely. As a result, action can be taken immediately after every visit.

In addition to using shopper reports for honing business acumen and for corrective actions, the House of Blues uses the feedback to recognize and reward outstanding employees.

A Closer Look is not the first mystery shopping company The House of Blues has used. “Our previous company was not as timely, critical or focused as A Closer Look,” said Marcus. “We enjoy working with the team at A Closer Look. They are very responsive in a hospitable way, and their reports are extremely thorough.”

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(October 2006) Month after month, A Closer Look shoppers scrutinize the details of various client locations, prompting both recognition and action by management. The shoppers take pride in a job well done and are motivated by the fact that their reports provide insights to help an establishment thrive.

Susan A., who has been conducting mystery shops for A Closer Look for 1 1/2 years, explains, “Industry insiders see things very differently than the public, and I believe my reports can be a client’s link with how their establishment is perceived by an average customer.”

Susan is one of 110,000 shoppers in A Closer Look’s database. Like other shoppers, she had to pass a pre-qualification test to be accepted as an entry-level shopper. All shopper reports are assigned a grade based on their quality and content. Following each submission, shoppers are coached to hone their reporting skills.

There is much more to mystery shopping than just enjoying the shopping process. Attention to detail, excellent grammar skills, objectivity, reliability and the ability to express oneself clearly and succinctly are absolutely critical.

“In addition to possessing excellent grammar skills, the top shoppers are observant, organized, perceptive, focused and detail-oriented,” adds David McAleese, CEO of A Closer Look.

Shoppers who possess these qualities are truly an asset to clients of A Closer Look. They can draw attention to outstanding service as well as alert management to an issue before it becomes a problem.

“A 100% perfect report is rare,” says Debbie S., who has shopped for A Closer Look for more than a decade. “In my experience, even the five-star restaurants have room for improvement. I think clients want real answers and expect the reports to give them an accurate picture of the day-to-day service they are providing to their customers.”

She adds, “It would be a compliment to me and the report I submitted to know that even just one thing that I reported was used to improve or change something at the location.”

Elaine M., who has shopped for A Closer Look for five years, agrees. “When I write on a report that the back part of the dining room was too dimly lit, and then return several months later to find that the lighting has been brightened, it provides a sense of worth. I am not only helping the client, I am helping all of the customers that frequent that location.”

A Closer Look approaches its shoppers like clients. The company maintains an open line of communication with shoppers, responding to their recommendations and requests in a timely manner.

“A Closer Look is one of my favorite mystery shopping companies because of their professional staff, plus their willingness to communicate with shoppers,” explains Elaine. “We’re thought of as ‘people’ and not numbers.”

McAleese adds, “We know our reputation rides on the quality of our shoppers, so we work hard to maintain an excellent relationship with them. One of our primary goals is to continue attracting and retaining the best shoppers in the business.”

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(March 2006) Rib City Grill knows a thing or two about cooking baby back ribs. Their tagline “The Ribs That Legends are Made of” suits the restaurant perfectly. Today, there are 20 Rib City Grill restaurants located in Alabama, Colorado, Florida and Washington. By the end of this year, new locations will open in Ohio and Utah.

The first Rib City Grill opened in Ft. Myers, Fla., in 1989. As the number of restaurants multiplied, the management team began doing informal shops themselves but recognized that their experience likely differs from that of a customer not known by the staff.

In 1998, the management team decided to formalize the mystery shopping program. After talking to three firms, Rib City Grill Director of Marketing Beth Watson selected A Closer Look.

“David [McAleese] was familiar with our restaurant properties and struck me as the right individual to do the work we needed to do,” said Watson. “In addition, A Closer Look was willing to take their restaurant form and customize it to what we needed, whereas some of the other companies I talked to had a standard restaurant form that they were not willing to customize.”

Rib City Grill uses mystery shop reports to reward the staff as well as identify areas that need retraining in the 14 corporately owned restaurants as well as the six franchise locations. Watson said the mystery shopping program is not part of the franchise agreement, but management highly recommends it to the owners, all of which have incorporated it.

“We take the mystery shopper program very seriously and don’t keep the contents of the shop a secret,” said Watson. “We have 10 steps of service, and if a server hits those, they’ve done everything they are supposed to do for us and for the shop. It’s the same for the kitchen staff, manager and host -- they know what they’ll be rated on.”

Shopper reports are sent directly to Watson’s computer, typically within 48 hours, and she shares copies with the district manager and general manager. Part of the company’s bonus program is based on mystery shopper results, so the management staff takes the reports very seriously.

When a perfect score is achieved, a cash bonus is awarded to the manager, kitchen manager, server and host. Rib City Grill achieves a perfect score four to five times per month, an incredible feat according to McAleese.

Watson has been pleased with the results she’s seen from the mystery shopping program and likes that past shops and reports are easily accessible via the Web site.

“The site is very customer friendly,” she commented.

In addition, Watson says the A Closer Look staff is good at generating ideas and making recommendations.

She added, “They are knowledgeable about the restaurant industry. They are not a retail mystery shopping company that is trying to please a restaurant customer.”

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(February 3–9, 2006) As many as four times a month, Jocks & Jills Inc. sends mystery shoppers to order meals at each of its seven Atlanta restaurants and one Charlotte, N.C. location, said Steve Todd, area supervisor for the Atlanta-based chain.

“You can only be in so many places so often,” Todd said. “Mystery shopping is a great way to get organized feedback on ticket times, food quality, customer perception of value and all the service points you are trying to hit.”

More and more of Atlanta’s well-known restaurants and hotels are utilizing a secret weapon when it comes to monitoring service levels and detecting trends – mystery shoppers, who critique every detail of their customer experience.

The mystery shopping industry overall had an estimated value of nearly $600 million in the United States in 2004, according to a 2005 study commissioned by the Dallas-based Mystery Shopping Providers Association (MSPA), an industry trade association. Companies that participated in the report experience on average revenue growth of 11.1 percent from 2003 to 2004, compared with an average growth in the number of shops over that same time period.

One reason mystery shopping is on the rise is to stay on top of the competition, said Chuck Paul, president of A Closer Look Inc., a Norcross-based professional firm that provides mystery shoppers to the hospitality industry, and an MSPA board member.

Another reason for the industry’s growth is the increased speed of information exchange via the Internet between the mystery shoppers and their clients, he added.

“[Shoppers] can now go to a restaurant, have dinner, go home, get online, fill out the report, and then they are done,” he said.

In the past, when survey results had to be faxed or mailed, days might pass before a client got input and by that time the waitress evaluated may no longer work for the company, Paul said.

Mystery shopping also eliminates the bias that can occur when people evaluate co-workers with whom they work on a daily basis, Todd said.

However, he added he does not see mystery shopping as a way to slap wrists as much as to reward excellence and as a learning tool to identify areas of improvement. Shopping results are often a factor in calculating manager bonuses.

Buckhead Life Restaurant Group Inc. also uses mystery shoppers to reward outstanding staff, said Niko Karatassos, director of human resources.

All of Buckhead Life’s establishments are mystery-shopped a minimum of once a month, and if an individual employee receives a perfect score of 100, he is rewarded with a letter of recognition, which is read to the entire staff, and a restaurant gift certificate.

“We even created a 100 club,” Karatassos said. “If a [restaurant] is able to achieve 100 in all categories, it receives a plaque, so it becomes a challenge and a pride factor to achieve the perfect score.”

Buckhead Life also utilizes mystery shoppers to follow up on its training programs.

“I don’t think it’s a 100 percent necessity to use mystery shoppers, but it’s an added benefit if you’re always looking to make improvements to your business and to deliver great service,” Karatassos said. “It’s a tool that can help you succeed.”

For The Ritz-Carlton Hotel Company LLC, mystery shoppers help guarantee constant five-star ratings in the Mobil and AAA travel guides, said Otto Svensson, vice president and area general manager, The Ritz-Carlton, Buckhead.

The hotel uses an outside firm to hire shoppers, but they come armed with questionnaires that are as close to those used by Mobil and AAA staff to assess hotel stays as possible, he added.

“Over the years, we have collected significant data on the questions asked during shops and what inspectors look for,” Svensson said.

Shoppers assess every aspect of the hotel stay, from the telephone call for reservations to the restaurant dining experience, room service and other amenities, he said.

“We stepped up [mystery shopping] over the last four years to be really on top of the game,” Svensson said. “A lot of people call themselves a luxury product, but we believe it’s not just about the product but the service.”

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(November 11–17, 2005) With new attractions and an influx of convention and meeting business in the post-Katrina environment, hospitality leaders say a key component is ensuring that new visitors receive high-caliber service that leave them wanting more of Atlanta.

Good customer service, from the airlines to the taxi drivers to the hotels, restaurants and attractions, is crucial in positioning Atlanta as a destination city, said Vicki Escarra, chairperson of the Atlanta Convention and Visitors Bureau and chairperson of Brand Atlanta campaign’s marketing committee.

“It’s unbelievably important because there really is not an absolute divide between purely leisure and business,” she said. “All those things are points of the customer experience. They will remember the product, but they also will remember the graciousness and hospitality of the people.”

One technique is the use of “mystery shoppers” who critique their experience at a hotel or restaurant.

“It’s unbiased, honest, gut-level feedback that they normally don’t get from their guests until it comes time to make a decision whether they want to come back to the hotel or restaurant,” said David McAleese, CEO of Norcross-based A Closer Look, Inc., a mystery shopping company that specializes in the hospitality industry.

The firm has seen an increase in interest from local operators, particularly restaurants, since more New Orleans-bound conventions have announced plans to meet in Atlanta, he said.

Reviewers evaluate every aspect, including their experience booking a reservation, the cleanliness of the establishment, the food and caliber of service, food quality, the ambience and even the temperature, the lighting and the music.

“They’re little things, but when you add them all up they’re huge, huge things in helping create an environment where people look forward to coming back to visit,” McAleese said.

Niko Karatassos of Buckhead Life Restaurant Group Inc. said their use of mystery shoppers provides a good report card for managers to take back to their staffs.

“When using a report, it does give us a great opportunity to really give recognition to employees who are doing an excellent job,” he said.

He agrees that providing a high caliber of service is a top priority, especially with the influx of convention attendees coming to Atlanta over the next few months.

“Their word-of-mouth advertising is very important,” he said. “When they decide where they’re going to have a convention, hospitality plays a very important role in their experience with the convention. It’s very important that we give them great service.”

Service is key to convincing business travelers to stay after the conferences are over, and even bring their families.

“If you don’t exceed the expectation that your guests have, then they’re going to look elsewhere,” said Bob Schuler, vice president of sales for ACVB.

The ACVB frequently surveys convention attendees about all aspects of their experience, from their hotel stays to whether there is enough to do in Atlanta. Schuler said the service category already consistently ranks high in those surveys and in feedback from customer advisory boards.

A bigger issue, he said, is getting the information about what Atlanta has to offer in front of the visitor and convention attendee early on so they’re informed before they get here so they can extend their stay.

Atlanta is in a wonderful position because of the new groups whose plans were diverted because of Katrina, said Debra Cannon, director of the Cecil B. Day School of Hospitality and Management at Georgia State University.

“We have an opportunity to wow them and to show them what Atlanta is all about. That will lead to return business,” she said. “Whether an individual, party of two or a party of 60,000…everyone has the potential to become a loyal group, or a loyal customer.”
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(August 2005) Eat With Us Restaurants, based in Columbus, Miss., operates five concepts in the Southeast, from fast-casual to fine dining. The concepts include: Harvey’s, The Grill, Bulldog Deli, Sweet Peppers Deli and Park Heights. As the number of concepts and locations expanded, the Eat With Us management team felt the need to conduct mystery shops to regularly monitor the food, service and cleanliness in all of its locations.

At first, the group attempted to do their own mystery shops, but Bernard Bean, director of operations for Eat With Us, said the program was too hard to manage.

In 2004, A Closer Look conducted a trial mystery shop for Eat With Us. Bean said he was impressed by the thoroughness and professionalism of the report. After checking references, Bean hired A Closer Look to conduct mystery shops for the company’s various concepts.

Guest Checks Up $2.50 per person
Bean expected the shop reports to provide the management team “Great information with regard to a guest’s entire dining experience; however, the most valuable thing we have gotten from the reports is higher check averages,” commented Bean. Bean reports that check averages have increased in their full-service operations by $2.50 per person. He attributes the increase to scripting the servers’ sequence, giving them specific items to sell, and testing their follow-through via shop reports.

“Our shop questionnaire doesn’t ask if the server tried to sell an appetizer, rather, it asks ‘Did the server try and sell the Spinach & Artichoke Dip?’” said Bean. He added that the Spinach Artichoke Dip was selected because it is an easy item to get out of the kitchen quickly, does not slow down table turns and provides a good profit margin.

The servers are also scripted in how they take drink orders, steering patrons away from tap water. At lunch, servers ask, “May I get you a sweet tea or Coke?” and at dinner “Would you care for a cold beer, glass of wine or a margarita?” As a result, Bean said tap water consumption has dropped 5% and bar sales have increased 2%.

Management Attune to Standards
In addition to the increase in guest check averages, Bean claims that “Management awareness of our standards has increased tremendously due to our mystery shopping program.”

He notes that Eat With Us uses report results as a basis for the company’s management bonus program. Also, at employee meetings, the best reports are read in an effort to praise great performance. In the case where an improvement needs to be made, management reviews the reports privately with employees.

Overall, Bean said Eat With Us has been extremely pleased with the mystery shopping program. He says A Closer Look really understands the restaurant industry and has helped the chain tailor the shopper reports to meet their needs.

“I’ve had other mystery shopping companies approach us, but we have not changed because I have been so pleased with the service A Closer Look provides,” said Bean.

If you would like A Closer Look to conduct a trial shop for your company, contact David McAleese or Chuck Paul at 888.446.5665 or info@a-closer-look.com.

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NORCROSS, Ga. (August 1, 2005) Eighty six percent of mystery shoppers surveyed said service improved in locations that they consistently visited between 2004 and 2005. The poll of professional shoppers was conducted during the Mystery Shopping Providers Association (MSPA) Educational Conference for Shoppers held July 15-17 in Anaheim, Calif.

“Customer service is one of the most scrutinized sections of the evaluation forms our shoppers use to rate their experiences,” said Chuck Paul, president of Norcross-based mystery shopping company A Closer Look, whose clients include Buckhead Life Restaurant Group, P.F. Chang’s China Bistro, Hilton Hotels and Waffle House, among others.

Forty-four percent of shoppers said employee courtesy is the one element they see consistently during their shops, topping the list of elements measured. Other elements mentioned were store cleanliness (28 percent) and employee knowledge (18 percent).

“Atlanta is a particularly competitive restaurant market, with so many locations offering innovative, flavorful food in a distinctive atmosphere,” added Paul. “As a result, traits such as employee friendliness and attentiveness really play a major role in a patron’s decision to return.”

Up-selling was the biggest area where companies seem to be lacking. Nearly 41 percent of mystery shoppers said up-selling is the element in which they most often see businesses fall short.

The nearly 150 mystery shoppers who participated in the MSPA survey spend a combined 5,400 hours each month conducting more than 4,000 shops across the country.

The MSPA is the largest professional trade association dedicated to improving service quality through the use of mystery shoppers.

About the MSPA
With more than 180 member companies worldwide, the Mystery Shopping Providers Association has a diverse membership, including marketing research and merchandising companies, private investigation firms, training organizations and companies that specialize in providing mystery shopping services. Its goals are to establish professional standards and ethics for the industry, educate providers, clients and shoppers to improve quality of service, improve the image of the industry and promote the membership to other industry associations and prospect clients. For more information, visit www.mysteryshop.org.

About A Closer Look
Since opening in 1994, Atlanta-based A Closer Look has conducted thousands of mystery shops for restaurants and hotels throughout the United States and Canada. It has established a database of more than 85,000 qualified shoppers and regularly conducts mystery shops for companies such as P.F. Chang’s China Bistro, Gordon Biersch Restaurants, The Capital Grille, Buckhead Life Restaurant Group, Waffle House and Hilton Hotels, among others.

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(April 2005) Founded in 1988, Gordon Biersch has established itself as an upscale, casual dining restaurant with a lively bar atmosphere. Today, there are 24 restaurants across the country that serve fresh beer, premium beverages and food made from scratch.

For the past four years, Gordon Biersch has relied on A Closer Look to provide mystery shopping services, giving the management team quick feedback on its servers, food, beverages and atmosphere. Robert Werk, senior vice president of operations at Gordon Biersch Brewery Restaurant Group, said the company interviewed many different mystery shopping companies and selected A Closer Look based on its impressive client list and the company’s ability to customize shopper reports.

Werk said it was important to the Gordon Biersch management team to have the ability to tailor shopper reports to meet their needs since they use the results to track various aspects of the chain’s training program. He explains, “We share all report results with the staff to reinforce what they are doing well and correct things that need improvement.”

The management team at Gordon Biersch appreciates the efficiency at which A Closer Look shoppers file their reports. Gordon Biersch typically receives online reports within 24 hours of a shop, enabling the managers to commend the staff or make necessary changes in a timely fashion.

Shopper reports provide unbiased guest feedback that Werk believes motivates the staff. He explains, “Our employees want to do a great job, and ‘employee attitude’ scores are looked at as the most important in every shopper report.”

In addition to monitoring elements of the restaurant’s training program, Werk said reports from mystery shoppers are an important component of the chain’s bonus program for managers. Among other factors, bonuses are awarded to managers whose restaurants maintain a certain overall score. In addition, managers’ bonuses are directly linked to shopper responses to three questions relating the overall experience, intent to return and the probability of recommending the restaurant to a friend.

Another benefit Werk cites from the shopper results is the ability to identify and track trends. He said the quantitative results from the reports enable the management team to compare scores month-to-month or even year-to-year, giving them insight into what people like and what needs changing.

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(January 2005) Customer service ranks supreme at Hilton Hotels Focused Service Division Managed Hotel Operations, nested under the umbrella of one of the most recognizable and trusted brand names in the world. Rick Schultz, senior vice president of operations and a twenty-year Hilton veteran, says the hotel chain uses a variety of tools to measure a guest’s experience; however, he notes mystery shopping generates quick feedback that can be reviewed and measured almost immediately.

Schultz says, “Getting results approximately 24 hours after a guest’s visit empowers us to make more immediate improvements as well as immediately recognize team members who are doing a great job.”

The Focused Service Division has been a client of A Closer Look’s since 1994. Prior to partnering with the mystery shopping company, Schultz and his team investigated options the hotel could incorporate to enhance customer service measurements. Based on recommendations from industry colleagues, Schultz began exploring mystery shopping companies. After analyzing several companies, Schultz selected A Closer Look.

He explains, “We wanted a partner that would provide us customer feedback in real time. A Closer Look makes its shopper reports available online, generally within 24 hours.”

Schultz and the rest of the Focused Service Division management team take the shopper report results very seriously. Schultz reviews every shopper report and is quick to act, whether it’s recognizing and rewarding team members for a job well done, or identifying and helping to improve an area that falls below Hilton’s high standard.

“When A Closer Look began shopping for the Focused Service Division, the scores averaged in the 80s,” said Schultz. “Now, I’m disappointed if they are not in the low 90s.”

David McAleese, CEO of A Closer Look, says Hilton’s Focused Service Division Managed Hotel Operations consistently has top scores because Schultz and his team of managers have made reviewing results of shopper reports a priority.

“Mystery shopping really pays off for companies such as Hilton that view the shopper reports as a real-time measurement tool that requires immediate action, both positive and negative,” says McAleese. “Less than desirable report results help a company to take corrective action before an issue becomes a problem, and good report results definitely motivate team members.”

Schultz concurs. “In addition to improving service at the hotels overall, the reports serve as an incentive to the guest service agents and team members at each property. They know excellent reports produce monetary rewards.”

As for the team at A Closer Look, Schultz says they exemplify the first-class customer service approach Hilton’s Focused Service Division has set for itself.

“A Closer Look is filling a big need for us right now, and they do such a thorough job,” says Schultz. “They’re easy to work with and very responsive to our on-going needs, which is refreshing in business today.”

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FOX 29 Philadelphia (WTXF-TV)
December 1, 2004

(Story excerpt)
Chuck Paul –There are sites out there that tell people they can make a whole lot of money mystery shopping if they just put down their $39.95 to apply. There is no reason for them to do such a thing because they can register for free on almost anybody’s Web site who is a member of the Mystery Shoppers Providers Association.

Joyce Evans (reporter) –Chuck Paul of A Closer Look is a long time member of the Mystery Shoppers Providers Association. It’s like a regulatory agency. A Closer Look’s clients are hotels and restaurants. He’s planted secret shoppers all over the world.

Chuck Paul –We send shoppers the training materials and guidelines that tell them what time of the day to visit a restaurant and what to order.

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Company Name:  A Closer Look
Industry:  Mystery Shopping
Location: Norcross, Georgia
Officers: Chuck Paul, President and Co-Founder
                David McAleese, CEO and Co-Founder
                George A. Petrick, Executive Vice President and CIO

Company History:  Hospitality veterans Chuck Paul and David McAleese opened A Closer Look in 1994. Today, the mystery shopping company is the premier provider of mystery shopping services. The firm trains and uses mystery shoppers who perform various tasks according to the needs of each particular client. Mystery shoppers are used to evaluate the performance of employees, to ensure compliance with governmental regulations, to minimize theft, to monitor pricing and product quality, to keep an eye on the competition and to ascertain employee skill levels. Once the data is obtained and analyzed, a detailed report is then distributed to the client company. Some of their corporate clients include: P.F. Chang’s China Bistro, Applebee’s, Hilton Hotels, Houlihan’s, Gordon Biersch, The Buckhead Life Group, House of Blues, Suburban Hotels and Waffle House. The company contracts with over 75,000 qualified mystery shoppers nationwide.

Industry Impact:  Since its creation, A Closer Look has set the standard for mystery shopping. The company is a founding member of the Mystery Shopping Providers Association (MSPA), with Chuck Paul serving as a current board member. It is the largest professional trade association in the mystery shopping industry, amassing a total of 150 member companies.

Community Impact:  Every year since 1994, A Closer Look has entered a company team into the National Multiple Sclerosis Society’s Annual Walk. The team is organized by company President Chuck Paul and has been recognized several times as one of Georgia’s Top 10 fundraisers. In 2004, team finished third, its highest ranking ever.

Company Contact:  If you are a business and would like to find out how mystery shopping can benefit you, contact Chuck Paul or David McAleese at 770.446.0590; via email at info@a-closer-look.com; or visit their Web site at www.a-closer.look.com. If you are interested in becoming a mystery shopper, or would like to find out more about the Mystery Shopping Providers Association, visit www.mysteryshop.org for more information.

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(September 2004) Apple Metro, Inc., the Applebee’s franchise partner in New York, is known for its responsiveness to guests and the community. The company operates 23 Applebee’s restaurants in the metro New York area, including the three busiest restaurants in the franchise system. In addition to Applebee’s, Apple Metro also owns and operates three Chevy’s Fresh Mex restaurants and two Zanaro’s Italian restaurants.

Following the 9/11 tragedy, Apple Metro suffered damage to two of its restaurants, an Applebee’s and a Chevy’s Fresh Mex. Badly hit, but not destroyed, Chevy’s became the temporary command center for the New York Police Department in the weeks following the attacks.

One year later, both the Chevy’s Fresh Mex and Applebee’s locations re-opened, but to a different demographic. The locations that once served primarily a business crowd now play host to mainly tourists visiting the area. Although this change is easy to recognize, not all changes are quite as obvious.

“We feel we need a mystery shopping company to be another set of eyes,” said Joe Bertha, director of operations for Apple Metro. “It’s the way we can consistently get a guest’s perspective about our restaurants and make any necessary changes.”

Apple Metro began working with A Closer Look six years ago. Bertha says the company uses results from the shopper reports to identify areas that need re-training as well as to reward a job well done. Servers and hostesses who receive an excellent score are treated to a Yankees game, movie tickets or a cash bonus.

In recent years, Apple Metro began focusing more attention on its front-of-house people. During training sessions, the company emphasizes friendliness, eye contact and personality so that when a guest enters one of the company’s restaurants they immediately feel welcome.

“We know that the hostess stand is an important area to Apple Metro, so we tailored their shopper report to measure the various aspects of this position that are emphasized during training,” said David McAleese, CEO of A Closer Look.

Bertha appreciates both the flexibility and responsiveness of A Closer Look.

He remarked, “The owners are very reachable guys. If we have a concern or just want to get advice, it’s very easy to get a hold of David or Chuck.”

Like many franchises, Applebee’s offers its partners an interactive voice response (IVR) program, which Apple Metro began participating in at the beginning of this year. Bertha said the IVR program works in tandem with the mystery shopping program.

The management team matches the results from the IVR reports against the mystery shopper reports, which helps them to more readily identify a potential problem and resolve it.

“We like the mystery shopping program because servers know the shoppers are random and could be anyone at any time. They don’t know who or when, which helps to keep them on their toes,” explained Bertha.

He concluded, “On the whole, the mystery shopper reports have helped improve overall guest satisfaction in terms of better front-of-the-house skills and quicker delivery of food from the kitchen.”

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Perfect Score!
A well-earned congratulations goes to the staffs of Veni Vidi Vici and Bluepointe for earning a perfect score on their recent formal service evaluations! This spring, the restaurants earned top honors by earning a score of 100 on rigorous mystery shopping evaluations.

What is mystery shopping? It’s one of the ways Buckhead Life Restaurant Group evaluates guest satisfaction and staff performance. Through Atlanta-based A Closer Look, we send mystery shoppers to visit our restaurants. These shoppers, who visit as incognito guests, are trained to scrutinize every detail of the dining experience based upon a 100-point checklist, from the moment they make the call to make a reservation until the valet bids farewell. “A score of 100,” according to CEO David McAleese of A Closer Look, “is extremely rare.”

We’re always interested in hearing from you, whether by mail, email, phone or through formal evaluations. Around the clock, you’re invited to let us know how we’re doing with our online feedback form at buckheadrestaurants.com. Or, for more information on mystery shopping, visit www.a-closer.look.com.

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(April 2004) Service is the top priority of Houston-based Vista Host Hotel Management company, from Chairman and CEO Michael Harrell to the housekeepers in each of the chain’s 36 properties throughout the country.

Even though some of the chains under the Vista Host banner conduct their own surveys, the company sees the benefits of teaming up with A Closer Look. Joe Viglietta, regional director of operations for Vista Host, says the results of the mystery shopper reports in collaboration with the hotel brand service scores provide a true measure of the type of service that is being provided in each of the hotels.

Vista Host partnered with A Closer Look in 1999. Today, A Closer Look shops each of the management company’s properties a minimum of twice per quarter.

Viglietta says the shopper reports are taken very seriously. He explains, “Shopper reports are analyzed and scrutinized just as closely as our financial statements – that’s how important service is to Vista Host.”

Viglietta says one of the advantages of using A Closer Look is its ability to customize shopper evaluations. He explains, “We can customize the evaluation based upon what we think is truly important. We can weigh more heavily the hot buttons that we believe are conducive to providing an extraordinary guest experience.”

The shopper reports are used as criteria for the company’s incentive programs as well as used to alert management to areas for improvement. Every time a report is received, it is reviewed during a staff meeting and posted in the hotel.

The bonuses of general managers, hotel service coaches, guest services managers and executive housekeepers are tied to shop results.

At the time the newly created position of hotel service coach was introduced, so was the “Top-Gun Challenge,” which will recognize the top performing hotel service coach in the company at the end of 2004. Half of the total score used to rank the coaches will be determined by the results of A Closer Look’s mystery shopper reports. The other half of the score will be determined by bookings and a reservations shopping service. The Top Gun will win a Caribbean cruise for two and $1,000 cash.

Viglietta says that in addition to the monetary reward staff members receive from good reports, there is kind of an intangible sense of satisfaction from performing well on a shop.

“Seeing a good score on a shop shows the guest obviously enjoyed their stay and that in itself is motivation for the staff to continue providing superior service,” says Viglietta.

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(October 2003) During these challenging economic times, many restaurants are turning to mystery shopping companies to help evaluate both staff performance and food quality in an effort to improve operations and drive revenue.

One mystery shopping company that has provided feedback to thousands of client locations across the country is A Closer Look, headquartered in Atlanta. Its clients include The Capital Grille, a concept of RARE Hospitality International, Inc. and P.F. Chang’s China Bistro.

John Martin, vice president of operations for The Capital Grille, says one of the keys to the continued success of the classic steak house is its relationship with A Closer Look. The Capital Grille has been using the reports generated by A Closer Look to measure its restaurants’ performance for the past five years.

P.F. Chang’s China Bistro has been a client of A Closer Look since its opening in 1993. Rick Federico, CEO of P.F. Chang’s China Bistro, credits the mystery shopper reports with helping to refine the service in the high-energy restaurant environment.

Selecting a Mystery Shopping Company
Federico acknowledges that there are a lot of mystery shopping companies and says it is important to select the right one.

“A good company attracts shoppers that are consistent with a restaurant’s clientele, which can be challenging in a fine dining environment,” says Federico. “If you don’t have the right shoppers, you are going to get skewed information.”

A Closer Look has thousands of shoppers in its database, all of whom had to pass a screening process to become eligible shoppers. Shoppers qualify by taking a test that measures their ability to provide constructive feedback and express themselves in a clear, concise way.

David McAleese of A Closer Look explains, “We understand that our reports are only as good as the mystery shoppers we assign. Our shoppers are communicative and detail-oriented as well as regular patrons of the type of restaurant they are shopping.”

Establishing an Effective Measurement Tool
For each new client, A Closer Look meets with operations and marketing management to review the restaurant’s objectives. The results of these planning meetings become the foundation for the questionnaire grading system.

“It is important that the questionnaire match the service standards taught during staff training,” notes Chuck Paul of A Closer Look. “Without this correlation, it is difficult to establish a benchmark against which a company can properly measure its performance based on shopper feedback.”

After developing the questionnaire, A Closer Look begins sending mystery shoppers to evaluate all aspects of a restaurant on a regular basis. The frequency can range anywhere from three times a week to once a month.

Shoppers provide both qualitative and quantitative feedback in a variety of areas, from the friendliness of the hostess to the cleanliness of the restrooms. Shoppers must answer a series of questions, rating their observations and experience on a sliding scale.

In addition, shoppers are required to provide details about their experience and explain their ratings, particularly those instances in which they assigned a below-average score.

After a mystery shopper visits a restaurant, A Closer Look requires them to submit their report online with 24 hours. This requirement sets A Closer Look apart from other mystery shopping companies that can take as long as a week to process reports.

A Closer Look can revise the questionnaire at any time to hone in on a particular area of interest or concern.

“As we’ve grown, our requirements have changed,” says Federico. “The reports are flexible, which allows us to change, at any time, the areas we want to test.”

Shopper Feedback Pays Off
Since mystery shopper reports give feedback from the most important source – the patron, it gives a restaurant a sample of what it is doing on a daily basis.

Shopper reports help management identify areas needing re-training. Shopper reports can also serve as the basis for rewarding superior service. Many of A Closer Look’s clients award bonuses and special recognition to outstanding staff members as a result of great feedback from a mystery shopper.

Clearly, clients such as The Capital Grille and P.F. Chang’s China Bistro consider mystery shopping a valuable investment in their business, which has yielded measurable returns in the way of customer loyalty and solid growth.

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NORCROSS, Ga. (January 18, 2007) Norcross, Ga.-based mystery shopping company A Closer Look announces it has hired Justin Pepe as director of scheduling/recruitment.

In his new position, Mr. Pepe will implement initiatives to improve efficiency and productivity of shopper scheduling for the company’s national database of more than 120,000 shoppers. He will also spearhead recruiting efforts for A Closer Look. To better understand the industry and its shoppers, Mr. Pepe recently became a Gold Certified shopper through a program offered by the Mystery Shopping Providers Association (MSPA).

Prior to joining A Closer Look, Mr. Pepe was a special events assistant for the Atlanta Braves. He is an avid runner who has completed numerous races for charity. In addition, Mr. Pepe regularly volunteers for several organizations around Atlanta, including: Cure Autism Now, the Atlanta Community Food Bank and the Atlanta Children’s Shelter. A graduate of Georgia State University, Mr. Pepe holds a bachelor of arts degree in philosophy.

Since opening in 1994, A Closer Look has conducted thousands of mystery shops for restaurants and hotels throughout the United States and Canada. It has established a database of more than 120,000 qualified shoppers and regularly conducts mystery shops for companies such as P.F. Chang’s China Bistro, Gordon Biersh Restaurants, The Capital Grille, Buckhead Life Group House and Hilton Hotels, among others.

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NORCROSS, Ga. (November 7, 2006) The Mystery Shopping Providers Association (MSPA), North America, the largest trade association dedicated to improving service quality through the use of mystery shoppers, announced its 2006-2007 North America board of directors at its annual North America Conference in New York City, Oct. 8-10. The new board takes office immediately.

Elected by the membership, the MSPA North America board consists of 13 directors, four of whom are annually elected officers – president, vice president, treasurer and secretary. Directors serve three-year terms. The board also includes the president of MSPA Europe.

Chuck Paul, president of A Closer Look, based in Norcross, Ga., is returning as a director. Chuck has worked in the hospitality industry for more than 30 years. Prior to starting A Closer Look with partner David McAleese in 1994, Chuck worked in operations for several top restaurant and hotel chains, including: Steak and Ale, Houlihan’s, Grady’s American Grille and Holiday Inn. Chuck is passionate about the value of mystery shopping and has been involved in the MSPA since its inception in 1997.

Other returning directors include: David Rich, president of ICC/Decision Services (New York); Susan Seiler, president of SG Marketing Group (Arnold, Calif.); Ross Thomas, co-founder of Reality Check Mystery Shoppers (Seattle); and Ron Welty, president of IntelliShop (Perrysburg, Ohio). Newly elected directors include: Renee DeSantis, president of Mystery Shoppers, Inc. and Game Film Consultants (Austin, Texas), and Arcadio Roselli, with Service Evaluation Concepts (Woodbury, N.Y.).

Elected officers include President Tom Mills, CEO of Howard Services Inc (Boston); Vice President Christopher Warzynski, vice president of Beyond Hello (Madison, Wis.); Treasurer Judi Hess, owner of Customer Perspectives (Hooksett, N.H.); and Secretary Reb Henry, president of Feedback Plus (Dallas).

About the MSPA
With more than 200 member companies worldwide, the MSPA (www.mysteryshop.org) has a diverse membership, including marketing research and merchandising companies, private investigation firms, training organizations and companies that specialize in providing mystery shopping services. Its goals are to establish professional standards and ethics for the industry, educate providers, clients and shoppers to improve quality of service, improve the image of the industry and promote the membership to other industry associations and prospect clients.

About A Closer Look
Since opening in 1994, A Closer Look has conducted thousands of mystery shops for restaurants and hotels throughout the United States and Canada. It has established a database of more than 115,000 qualified shoppers and regularly conducts mystery shops for companies such as P.F. Chang’s China Bistro, Gordon Biersch Restaurants, The Capital Grille, Buckhead Life Restaurant Group, Houlihan’s, House of Blues and Hilton Hotels, among others.

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NORCROSS, Ga. (July 8, 2006) Chuck Paul, president of mystery shopping company A Closer Look, raised $15,202 for National Multiple Sclerosis (MS) Society’s annual walk, finishing No. 1 in individual fundraising for the state of Georgia. The A Closer Look team finished 8th in the state. The walk was held in Atlanta’s Piedmont Park on Sat., April 22.

“Every year we gain more and more momentum,” said Paul. “I am so thankful to the many employees and friends who gave so generously this year. Every year, we set the goal higher, and we’ll continue to do so until researchers find a cure for this debilitating disease.”

This marks the 12th consecutive year that Paul has encouraged employees, families and friends of the company to participate in the MS Walk. Paul’s dedication to MS and the annual walk stems from his close relationship with Phil Morrow of Rockford, Ill., a fraternity brother and classmate at Southern Methodist University in Dallas, who was stricken with Chronic Progressive MS in 1988.

Since opening in 1994, A Closer Look has conducted thousands of mystery shops for restaurants and hotels throughout the United States and Canada. It has established a database of more than 100,000 qualified shoppers and regularly conducts mystery shops for companies such as P.F. Chang’s China Bistro, Gordon Biersch Restaurants, The Capital Grille, Buckhead Life Restaurant Group, Houlihan’s, House of Blues and Hilton Hotels, among others.

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NORCROSS, Ga. (March 16, 2006) Norcross, Ga.-based A Closer Look Inc. announces it will provide mystery shopping services to four restaurant companies throughout the Midwest and Southeast. The new clients include: Here to Serve Restaurants in Atlanta, Cameron Mitchell Restaurants in Columbus, Ohio, Charleston’s Restaurant in Norman, Okla., and KRM Restaurant Group in Kansas City, Mo.

Here to Serve Restaurants owns and manages several of Atlanta’s hippest restaurants, including Twist, Shout, Prime, Noche, Goldfish, Ola and Strip. Cameron Mitchell Restaurants LLC operates nine different concepts encompassing 27 restaurants in Florida, Illinois, Indiana, Kentucky, Michigan Ohio, Pennsylvania and Rhode Island. KRM Restaurant Group operates Jeremiah Johnson’s and nine locations of the 54th Street Grill.

“Our business continues to grow due to the actionable results we provide clients,” said David McAleese, CEO of A Closer Look. “Our mystery shoppers evaluate a number of factors, including: staff hospitality, service flow, food quality, restaurant cleanliness and overall perceived value. All of these elements are essential in establishing loyal customers in a very competitive and ever-changing industry.”

Since opening in 1994, A Closer Look has conducted thousands of mystery shops for restaurants and hotels throughout the United States and Canada. It has established a database of more than 100,000 qualified shoppers and regularly conducts mystery shops for companies such as P.F. Chang’s China Bistro, Gordon Biersch Restaurants, The Capital Grille, Buckhead Life Restaurant Group, Waffle House and Hilton Hotels, among others.

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NORCROSS, Ga. (November 18, 2005) A Closer Look, a mystery shopping company located in Norcross, Ga., and its shoppers donated $3,000 to the American Red Cross to benefit Hurricane Victims throughout the country. The company asked its shoppers to donate $5 from their reimbursement checks during September to aid the victims. Those funds were matched by A Closer Look.

Since opening in 1994, Atlanta-based A Closer Look has conducted thousands of mystery shops for restaurants and hotels throughout the United States and Canada. It has established a database of more than 100,000 qualified shoppers and regularly conducts mystery shops for companies such as P.F. Chang’s China Bistro, Gordon Biersch Restaurants, The Capital Grille, Buckhead Life Restaurant Group, Waffle House and Hilton Hotels, among others.

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NORCROSS, Ga. (August 16, 2005) Norcross, Ga.-based A Closer Look Inc. announces it will be providing mystery shopping services to five new clients throughout the Southeast. The new clients include: Chow Baby in Atlanta; Frontera/Don Taco in Atlanta; Jock’s and Jill’s in Atlanta; Kahuna Grill in Orlando, Fla. and Ker’s Winghouse in Largo, Fla.

“Most of these concepts are full-service restaurants, where patrons expect great food, caring service and lively atmosphere,” said David McAleese, CEO of A Closer Look Inc. “Our mystery shoppers will regularly evaluate these elements along with monitoring service flow and efficiency, staff hospitality, restaurant cleanliness and overall perceived value.

Since opening in 1994, Atlanta-based A Closer Look has conducted thousands of mystery shops for restaurants and hotels throughout the United States and Canada. It has established a database of more than 85,000 qualified shoppers and regularly conducts mystery shops for companies such as P.F. Chang’s China Bistro, Hilton Hotels, House of Blues, Gordon Biersch Restaurants, The Capital Grille, Buckhead Life Restaurant Group and Waffle House, among others.

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ATLANTA (April 29, 2004) – For the 10th straight year, employees, friends and family of Atlanta-based mystery shopping company A Closer Look took part in the National Multiple Sclerosis (MS) Society’s annual walk held April 17. Captain Chuck Paul, president of A Closer Look, reported the team raised more than $11,000 for the National MS Society this year, nearly double the amount of money the team collected in 2003. Preliminary results indicate A Closer Look will be recognized as a Top 10 contributor in Georgia this year.

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ATLANTA (January 5, 2004) – A Closer Look, a professional mystery shopping services company headquartered in Atlanta, announces it has hired George A. Petrick as Executive Vice President & CIO.

Petrick previously was founder and owner of Response Services Corporation, a software development company. Petrick created the database program that A Closer Look adopted in 1995.

Petrick has spent the majority of his 25-year career providing information technology solutions to a variety of service-oriented companies including: Jameson Inns (Kitchin Hospitality, LLC), Innovative Restaurant Concepts, the Home Depot, Deloitte & Touche Consulting and the Georgia Dental Association.

Since opening in 1994, Atlanta-based A Closer Look has conducted thousands of shops for restaurants, hotels and retail stores throughout the United States and Canada. It has established a database of more than 40,000 qualified shoppers and regularly conducts mystery shops for companies such as P.F. Chang’s China Bistro, Gordon Biersh Restaurants, Waffle House and Hilton Hotels, among others. For more information about the company, check out www.a-closer-look.com.

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ATLANTA (December 3, 2003) – A Closer Look, a professional mystery shopping services company headquartered in Atlanta, announces the promotion of David McAleese to CEO. Previously McAleese held the role of Executive Vice President at A Closer Look, a company he founded with President Chuck Paul in 1994.

McAleese has spent more than 20 years working in the customer service arena and has held senior management positions at JC Penney's, Bennigan's and Ruby Tuesday's.

Since opening in 1994, Atlanta-based A Closer Look has conducted thousands of shops for restaurants, hotels and retail stores throughout the United States and Canada. It has established a database of more than 40,000 qualified shoppers and regularly conducts mystery shops for companies such as P.F. Chang’s China Bistro, Gordon Biersh Restaurants, Waffle House and Hilton Hotels, among others. For more information about the company, check out www.a-closer-look.com.

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