Adopting self-service technology to do more with less

Abstract

Purpose -Employees have traditionally played a major role in the customer's service experience. Yet self-service technology (SST) replaces the customer-service employee experience with a customer-technology experience. This paper seeks to use a service-dominant logic lens to gain fresh insight into the consumer experience of SST. In particular, it aims to consider the resources that are integrated when consumers use SSTs, their coproduction role and what might constitute value. Design/methodology/approach -The paper presents findings from 24 semi-structured interviews that focus on the everyday experiences of consumers in using SST. Both genders and all socio-economic categories within all adult age groups from 18 to 65 þ were included. Findings -There is a danger that organizations embrace SST as an economic and efficient mechanism to "co-create" value with consumers when they are merely shifting responsibility for service production. The paper identifies risks when customers become partial employees and concludes that customers should perceive the value they gain from using SST to be at least commensurate with their co-production role.Research limitations/implications -The qualitative study was confined to the consumer perspective. Future research within organizations and among employees who support consumers using SST would extend understanding, as would research within the business-to-business (B2B) context. Quantitative studies could measure the frequency and extent of the phenomena the authors report and assist with market segmentation strategies. Practical implications -The application of service-dominant logic highlights potential risks and managerial challenges as self-service, and consequent value co-creation, relies on the operant resources of customers, who lack the tacit knowledge of employees and are less easy to manage. There is also the need to manage a new employee role: "self-service education, support and recovery". Originality/value -The paper draws attention to managerial challenges for organizations to ensure that SST adoption enhances and does not destroy value. Additionally, it highlights the importance of distinguishing between co-production and co-creation.

The effect of self-checkout quality on customer satisfaction and repatronage in a retail context

“…Usage frequency should be relevant, because the more consumers interact with SSTs, the more skilled and less anxious they become with their role (Beatson et al 2007;Wang et al 2013). Since frequent users are also more experienced and knowledgeable, they will feel fewer barriers to adopting SST (Rodie and Kleine 2000;Hilton et al 2013). Customers who usually use selfscanning checkouts are likely to consider all of the above attributes important and familiarity with SST systems affects their satisfaction levels ).…”

“…As SSTs increasingly replace service employees, customers are increasingly performing the service task or producing the service by themselves (Hilton and Hughes 2013). Though this participation is critical for providers, the loss of the social bond element and of the interpersonal aspect of service encounters may have an impact on consumer satisfaction and retention (Beatson et al 2007).…”

“…The use of SSTs may be considered as a source of fun by consumers who derive pleasure from interacting with machines (Childers et al 2001), reflecting the hedonistic aspect of using SST (Weijters et al 2007). Novelty (Rodie and Kleine 2000;Hilton and Hughes 2013) or the mere fascination with SST capabilities (Meuter et al 2000) may also motivate customers to participate. Although from a utilitarian perspective customers are mainly concerned with performing their task in an efficient and timely manner, they may still enjoy the process of performing the activity itself (Oghazi et al 2012).…”

“…However, it is less clear why customers would prefer to consume selfservices (Walker and Johnson 2006;Oghazi et al 2012). Since provider-client interaction is an essential feature of service delivery, implementing technologybased self-service can be challenging Hilton et al 2013). Customers are invited to play an active role in service co-creation through selfservice, but this may only be achieved if consumers are willing to participate (Rodie and Kleine 2000;Anitsal and Schumann 2007).…”

“…SSTs are defined as technological interfaces that enable customers to produce a service that is free from direct service employee involvement Zhu et al 2013). SSTs lead to active customer participation in the co-production of service (Vargo and Lusch 2008;Hilton and Hughes 2013), which is a component of value cocreation (Lusch and Vargo 2006). This participation is critical for providers, with consumers making an important contribution to service productivity.…”