How do shopping centers measure customer satisfaction?

Shopping centers handle thousands of visitors every day. They welcome varied populations with different needs and operate in a market where competition between retailers and digital channels is fierce. Customer satisfaction is no longer a “nice‑to‑have” indicator: it is a condition for generating regular traffic, membership and revenue for retailers. Studies show that a satisfied customer comes back more often, spends more and recommends their experience to loved ones, which promotes reputation and attendance. Conversely, an isolated incident can cause a brand change for 54% of consumers. Measuring and improving customer satisfaction is therefore a strategic lever for the marketing departments of shopping centers and store networks.

This article offers a complete overview of methods for measuring satisfaction, indicators to monitor and actions to be implemented. The recommendations are based on recent sources and on concrete cases observed in the sector.

Why measure customer satisfaction in a shopping center?

Retain and value visitors

Shopping center marketing aims to attract, but above all to retain visitors. Communication operations and events only make sense if the experience lives up to expectations. According to a study cited by Digilor, 70% of customers agree to leave a review when asked, and 86% are willing to pay more for a well-rated service. It is therefore essential to gather this feedback in order to understand what people like and what needs to be improved.

Improving the offer and services

Major real estate companies (Unibail‑Rodamco‑Westfield, Klépierre, Mercialys, etc.) invest in differentiating services: relaxation areas, children's areas, lockers, phone recharges, loyalty programs, loyalty programs, loyalty programs, click‑and‑collect tools... To arbitrate and optimize these investments, marketing departments need concrete indicators. The Plug'Heur article recalls that customer feedback makes it possible to adjust the offer according to the services most used, to measure the time spent, the frequency of visits and to analyze the complaint rate.

Justify your budgets to donors and retailers

Landlords monitor the flow of visitors, the turnover of shops and the performance of events. In France and abroad, retailers are asking for tangible figures to assess the relevance of rents and marketing investments. By combining satisfaction measurement with the analysis of attendance data (people counters, Wi‑Fi data, purchases, etc.), shopping centers can demonstrate that a pleasant environment and adapted services generate regular traffic, higher average baskets and stronger recommendations. Center managers can thus justify their budgets to owners and retailers while showcasing their expertise.

Key satisfaction indicators you need to know

CSAT: the satisfaction barometer

The Customer Satisfaction Score (CSAT) is the most commonly used indicator. It is based on a simple question asking visitors to rate their satisfaction on a scale (for example, from 0 to 10). The score corresponds to the percentage of positive responses (for example, scores of 9 or 10) in relation to the total number of responses. The CSAT is easy to understand and makes it possible to monitor the evolution of satisfaction on specific points: reception, cleanliness of the sanitary facilities, waiting time at the checkout, atmosphere, etc. It is a relevant indicator for measuring a specific moment (for example after a visit), but it does not necessarily reflect long-term attachment to the brand.

NPS: the recommendation as a sign of loyalty

The Net Promoter Score (NPS) Measures the probability that a customer will recommend the brand or shopping center to those around them. Respondents give a score of 0 to 10; those who give 9 or 10 are considered promoters, those who give 0 to 6 as detractors, and neutrals are those who give 7 or 8. The NPS is calculated by subtracting the percentage of detractors from the percentage of promoters. A good NPS is generally over 50%. In 2023, the Klépierre group achieved an NPS of 62 and a Google score of 4.3/5, attesting to a good match between its offer and the expectations of visitors. The NPS is useful for comparing centers with each other and monitoring the evolution of loyalty over time.

CES, NES, and Likert scales: measuring effort and emotions

The Customer Effort Score (CES) measures the effort required to perform an action (find a store, park, use a service). Respondents rate the level of effort on a scale of 1 to 5 and then an average is calculated. This indicator is relevant for identifying customer journey irritants and simplifying the experience. The Net Emotion Score (NES) assesses the emotional tone of verbatims (positive or negative) and helps to understand the emotional impact of a service. Finally, the Likert scales allow you to measure opinion on a subject by offering balanced answers (from “very satisfied” to “very dissatisfied”), which makes it possible to obtain more nuanced data.

Other indicators specific to shopping centers

In addition to satisfaction scores, some indicators are particularly suited to the retail and shopping center sector:

• Complaint rate and resolution : tracking the proportion of visitors who filed a complaint and the processing time helps to identify sensitive areas and demonstrate the effectiveness of customer service.
  
  
• Frequency of visit and time spent : the repetition of visits and the average time spent in the center measure the overall attractiveness and serve as a basis for negotiating rents. Modern people counters make it possible to precisely measure the number of entries, the duration of visits and the size of groups.
  
  
• Use of services and activation rates of loyalty programs : analyzing the proportion of visitors who use charging stations, instructions or the mobile application provides information on the relevance of the services offered and makes it possible to measure the return on investment of innovations.
  
  

Methods for collecting feedback in shopping centers

1. Multi-channel hot surveys

Les Hot surveys consist in questioning the visitor just after their visit, when they maintain a fresh perception of their experience. Shopping centers use QR codes displayed in common areas, links sent by SMS after checking out or via the center's app, and post-visit emailing. This approach makes it possible to reach a large number of visitors and to obtain quick answers. The Plug'Heur article recommends integrating short and targeted questions to maximize the response rate and combining several channels (QR, SMS, email) to reach different generations.

Advice: segment the surveys according to profiles (leisure shopping, catering, services) and personalize the questions. A person who came for the movies does not have the same expectations as a family who came to do the shopping. Thinking about offering a reward (free parking, loyalty points) also increases the participation rate.

2. Satisfaction terminals and “smileys” terminals

Les Smiley terminals are physical devices placed at the exit of the toilet, near escalators or parking lots. They allow visitors to choose a face (green, yellow, orange, red) to express their satisfaction (green, yellow, orange, red). These terminals are based on the Likert scale and allow numerous opinions to be collected quickly. However, they provide little qualitative information and may be biased (for example by children or bystanders). More advanced digital versions offer additional questions and free text. The company Neotess describes customizable touch terminals that capture feedback in real time and provide detailed statistics; their fun aspect encourages 97% of visitors to respond.

In recent years, these devices have been integrating artificial intelligence to analyze emotions and adapt questions according to the visitor's profile. These terminals are placed in strategic locations (entrances, alleys, toilets) and allow instant customer feedback to be collected anonymously. The data is immediately sent back to management to trigger corrective actions. The article highlights that anonymity encourages sincerity and that the adoption of AI paves the way for predictive analytics.

Discover also: 7 examples of hot customer satisfaction surveys

Advice: choose relevant locations and change the question regularly to avoid fatigue. Cross responses with attendance data (date, time, flow) to identify critical moments (for example, Saturday afternoon) and adjust resources (security guards, cleaning, entertainment).

3. Analysis of attendance and mobility

Les Counts of people (people counting) provide another perspective on the customer experience. Sensors installed at the entrances, in the corridors or in front of each store measure the number of visitors, the size of the groups, the length of visit and the time spent in front of each window. This data makes it possible to calculate the conversion rate (ratio between the number of entrances to a store and the number of passers-by), to locate hot and cold areas and to adapt the signage, layout or activities. They also make it possible to regulate traffic (for example, by avoiding the saturation of car parks) and to offer contextual services (promotion in areas that are not very busy).

Advice: combine attendance data with satisfaction surveys to understand why certain areas are less popular (lack of comfort, cleanliness, light) and test improvements (music, decoration, pop-up stores). When you set up a new service (click‑and‑collect, connected locker), monitor its use and its impact on visit time.

4. Loyalty programs and mobile applications

Loyalty cards and shopping center apps are valuable sources of data. They make it possible to identify regular visitors, to track their purchases and their journeys, and to send targeted surveys. The collection of reviews can be integrated into the application, for example by offering a questionnaire after using the car park or after checking out. By analyzing the frequency of visits and the average basket, marketing teams can detect signs of dissatisfaction (drop in attendance) and react quickly. Apps also make it easy to send personalized notifications to thank customers or invite them to share a review.

Advice: Value your loyalty program data by building segments (families, students, tourists, VIP customers) and analyzing satisfaction by segment. Use metrics like app activation rate, number of monthly active users, and games/entertainment participation to measure engagement.

5. Mystery investigations and quality audits

Satisfaction surveys are often combined with anonymous audits carried out by Mystery shoppers. Intouch Insight shows that when mystery shoppers rate the cleanliness and friendliness of the staff positively, satisfaction scores increase significantly in customer surveys: clean, well-stocked bathrooms increase ratings by 8% and a warm welcome increases reviews by nearly 15%. The same study indicates that a reduced wait at the cash register improves the score by 16.4%. Mystery visits make it possible to identify invisible irritants (queues, efficiency of security agents, availability of charging stations) and to assess the application of service standards.

Advice: schedule mystery visits regularly (for example every quarter) and cross the results with the satisfaction scores. Put in place an action plan to correct the weaknesses (training of security guards, maintenance of elevators, organization of queues). Share success stories to motivate teams.

6. Actively listening to reviews online and on social networks

Beyond internal tools, customers share their thoughts on Google Maps, Facebook, Instagram, X (Twitter), or TripAdvisor. Online reviews strongly influence the reputation of a shopping center, as many visitors check the Google rating before going there. For example, Klépierre's high NPS is supported by an average score of 4.3/5 on Google. Marketing departments must therefore monitor these opinions, respond to them and integrate them into internal indicators. Social listening tools allow you to analyze thousands of comments, detect trends, and measure customer sentiment. They help to identify peaks of dissatisfaction related to an event (work, security incident) and to adjust communication.

Advice: Set up a daily monitoring of Google reviews and social networks. Respond publicly to comments (positive and negative) to show that you are attentive and responsive. Analyze recurring keywords to identify irritants and suggest corrective actions. Remember to thank happy customers and encourage others to leave a review.

Data interpretation and action plan

Collecting data is only useful if you use it to improve the experience. Here are some principles for interpreting and acting on the results:

1. Centralize and cross-reference data : import data from live surveys, satisfaction terminals, loyalty programs, and attendance analyses into a common dashboard. This allows you to have a 360° view of the route and to identify correlations (for example: low satisfaction of families with the cleanliness of the toilets on Saturdays → need to reinforce cleaning).
   
   
2. Segmenting and prioritizing : satisfaction varies according to segments (families, young people, seniors, tourists). Prioritize actions that have the greatest impact on the majority of visitors (cleanliness, signage, waiting times) and customize improvements for key segments (e.g. playground for families, nursing room, coworking area for remote workers).
   
   
3. Establishing a continuous improvement cycle : test initiatives (animations, services, communication campaigns) and measure their impact via the CSAT and the NPS. Adjust based on results and communicate progress internally. The addition of fun devices (connected charging stations, game tables, immersive spaces) can increase satisfaction, but it is necessary to check their use and their contribution to attendance.
   
   
4. Forming teams : the competence and friendliness of employees are essential. The Intouch Insight study shows that a warm welcome improves satisfaction by 15%. Invest in the training of hosts and cleaning agents (communication, incident management, orientation), and recognize successful teams.
   
   
5. Involve retailers : share the results with tenants and co-build actions (e.g. improving the in-store experience, cross-promotions). Retailers need to feel involved to spread a culture of satisfaction. A good NPS or CSAT is an argument for attracting new brands.
   
   

Concrete actions to improve satisfaction and loyalty

To end this article, here is a list of actions that marketing departments can implement based on the data collected:

• Focus on cleanliness and comfort : reinforce the cleaning of sanitary facilities and catering areas, regularly check relaxation areas. Customers value clean spaces, which directly improves satisfaction ratings.
  
  
• Reducing wait times : set up automatic cash registers or virtual queues, inform in real time about the availability of car parks, optimize the flow in the elevators. Reduced waiting time at the checkout improves the satisfaction score by 16.4%.
  
  
• Deploy useful services : charging stations for smartphones, connected lockers, children's areas, children's areas, water points, massage chairs... Measure the use and satisfaction rate of each service to reallocate budgets to the most popular ones.
  
  
• Animate and surprise : organize events (local markets, exhibitions, concerts), offer pop-up stores or thematic corners. Animation reinforces attachment and recommendation. Gather on-the-spot feedback to measure the impact of events.
  
  
• Simplifying the digital journey : offer an ergonomic website and mobile application, allow the reservation of services (parking, click‑and‑collect), offer real-time information on attendance and promotions, integrate a chat or customer support.
  
  
• Communicate and value opinions : Display NPS scores and Google reviews to reassure visitors, thank customers who have reviewed, and encourage others to share their experience. Respond publicly to negative reviews and explain corrective actions.
  
  

Conclusion

Measuring customer satisfaction in shopping centers is not a formality, it is a strategic lever for retaining visitors and attracting retailers. Marketing departments now have a multitude of tools at their disposal: hot surveys, interactive terminals, loyalty programs, traffic analysis, mystery audits and listening to social networks. By combining this data and implementing a continuous improvement plan, shopping centers can transform customer feedback into concrete actions, improve the experience and strengthen their competitive position. The numbers speak for themselves: a high NPS and positive Google reviews are powerful arguments to appeal to brands and consumers.

By adopting a structured approach to measurement and improvement, shopping centers transform customer satisfaction into a competitive advantage. Marketing departments thus gain a valuable tool to guide their decisions, secure their budgets and build shopping places that make you want to come back.