Customer experience is often discussed as a “soft” topic. Something important, but hard to quantify. Something that supports the business, but does not directly drive it. In reality, measuring customer experience is one of the most practical business investments a company can make. When CX is measured well, it improves decision-making, reduces waste, and protects revenue.
Customer acquisition costs (CAC) continue to rise across industries, making efficient growth one of the biggest strategic priorities for brands today. Many organizations respond by shifting spend, channels, or targeting, yet still struggle to bring CAC down in a sustainable way. What they often overlook is the experience customers encounter once they arrive. CX audits expose hidden experience gaps that drive drop-off, churn, and wasted acquisition spend. By fixing these issues, brands can reduce CAC without increasing budget.
The Global Success Review Magazine featured Jason Bare, President of BARE International, in their special edition “The Most Inspiring Business Minds Elevating Global Industries to Watch.”
In a business landscape increasingly defined by data, speed, and disruption, true leadership is no longer measured solely by growth metrics or market reach. It is measured by clarity of purpose, consistency of values, and the ability to balance insight with empathy. Few leaders embody this balance as authentically as Jason Bare, President of BARE International.
Most retailers know their stores perform differently, but few truly understand why. One location consistently converts, another struggles. One team upsells confidently, another hesitates. These differences are rarely accidental. They are the result of behaviors, habits, and execution gaps that mystery shopping is uniquely positioned to reveal and correct.
Retail moves quickly, staffing changes weekly, promotions rotate monthly, and customer expectations shift constantly. Yet many retailers still measure the customer experience once or twice a year. In an environment where execution changes daily, that gap is costly. Monthly mystery shopping is no longer excessive, it is essential.
Pricing has long been treated as the primary lever for driving revenue. When sales slow, discounts appear. When competition intensifies, prices are adjusted. Yet in many industries today, pricing power is shrinking while customer expectations continue to rise. Increasingly, it is customer satisfaction, not price, that determines whether revenue grows or erodes.
Many brands believe they understand customer loyalty because repeat purchases look stable and satisfaction scores remain strong. However, loyalty has changed significantly. It is no longer driven by habit or familiarity alone, but by consistently delivered experiences that earn trust over time. In this environment, assuming loyalty exists is risky. Measuring it accurately has become essential.
Customer experience is entering a new phase. What worked even two years ago is no longer enough, and brands that fail to adapt will feel the impact quickly. In 2026, CX will be less about intention and more about execution, less about promises and more about proof. The brands that understand this shift now will be the ones that stay ahead.
Over the past year, ESG has quietly moved from ambition to action in customer experience. The real progress didn’t come from sweeping promises, but from everyday moments where responsibility showed up in simple, meaningful ways.
Some brands grow steadily year after year, even in crowded markets. Others stall, despite strong products and heavy investment. The difference is rarely luck. It is visibility. Brands that grow faster tend to see their customer experience more clearly and act on it sooner. Mystery shopping plays a much bigger role in that advantage than most organizations realize.