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Process Improvement
Published in James William Martin, Lean Six Sigma for the Office, 2021
There are proven best practices to sustain improvements. Automation is a first choice depending on solution implementation timing and investment costs. Automation through either information technology (IT) investment or by smaller scope software algorithms, i.e., Robotic Process Automation (RPA), ensures work tasks are done the same way every time by a virtual worker or algorithm. The cost after implementation is essentially zero, and the work is error-free. Upfront automation properly designed will enhance the customer experience. It also provides an opportunity for self-service, which increases operational efficiency. Self-service provides differentiated experiences to meet the needs of customer personas and use cases. Examples include interactive voice response for customer decisions and accessing portals to review and update their personal data. End-to-end documentation is another best practice. A process playbook is an example. This reference document includes policies, process maps, stakeholder contact information, references (embedded files) for procedures, and other information. In other words, everything is in one place to provide an easily accessible reference for answering customer or internal operational questions.
Customer Experience
Published in James William Martin, Operational Excellence, 2021
Customer experience is rapidly evolving. There was time when market research was the only way to gather the voice of the customer (VOC). In today's environment, many forms of listening posts have been created to gather the VOC from different perspectives. In addition, customers are not waiting to tell organizations what they think. They are becoming increasingly comfortable with self-service using automation to obtain goods and services rather than relying on others. Self-service provides more user control of the experience. Not all customers want this ability, but many do. Automation can also provide a very deep customer experience because it uses previous purchase decisions to build predictive models to mimic the customer's purchasing behavior. The result is that they are presented with information, products, and services that coincide with historical preferences. This promotes customer satisfaction.
Airline services, internal marketing, and human resources management
Published in Scott Ambrose, Blaise Waguespack, Fundamentals of Airline Marketing, 2021
Scott Ambrose, Blaise Waguespack
More and more, airlines are using technology to manage many of these service touch-points, which limits the human interaction. Use of the airline website or mobile application allows for customer self-service activities such as check-in, seat selection, or flight rebooking. Moreover, airlines in many airports have started to utilize self-boarding gates with facial recognition technologies freeing airline stafffrom such activities. Many customers welcome such technology, for they view such systems as reducing travel friction and allowing for more self-control over the flying experience (Dickinson, 2018). However, not all customers will be as technolog ically adept or able to access such systems. Despite the associated health concerns, airline service personnel are still needed in several circumstances and many customers still require the human interaction for assistance.
Factors Affecting Coproduction Resentment within a Self-checkout Environment
Published in Journal of Computer Information Systems, 2021
Vess L. Johnson, Angelina Kiser, Richard W. Woolridge
Self-service technologies can be broadly defined as technologies that enable consumers to take advantage of services without the need of service employee involvement.1 Self-service technology (SST) allows the organization to shift work to the consumer and create a coproduction environment where the consumer contributes time and effort in the delivery of a service that they ultimately consume. SSTs can have advantages for both the organization and the consumer. For the organization, SSTs can streamline operations, reduce costs, and increase revenue, for the consumer, SSTs provide more control over the service process, greater satisfaction, and increased efficiency.2,3 However, consumers are often reluctant or resistant to accept the new technology. Overcoming these barriers to usage and encouraging the transition to the new SST can present challenges for organizations.4,5
Self-service technologies (SSTs) streamlining consumer experience in the fashion retail stores: The role of perceived interactivity
Published in Journal of Global Fashion Marketing, 2018
Self-service technologies primarily give a fertile opportunity to provide services that are more convenient to users, as well as to optimize the cost for service management (Giebelhausen, Robinson, Sirianni, & Brady, 2014; Meuter et al., 2000; Park & Kim, 2011). For consumers, it is opted to perceive SSTs as better alternatives of service encounters in terms of ease to use, saved time or money, and so on (Meuter et al., 2000). Previous studies suggest that technology-based encounter is significantly related to service outcomes such as service quality, customer satisfaction, and customer retentions (Beatson, Lee, & Coote, 2007; Kim, 2017; Meuter et al., 2000; Salomonson, Allwood, Lind, & Alm, 2013). In particular, the nature of interactivity in SSTs is essential to maintain a customer relationship by providing personalized services. It is imperative that fashion retailers comprehensively understand how SSTs can reinvent customer shopping experiences at the stores. Therefore, it is expected that the SSTs are a crux of delivering better services and streamline in-store shopping experiences, elevating fashion retailers at the forefront among their competitors. Nevertheless, there is a limited evidence of a linkage between interactivity of SSTs and consumer experience in the context of retail stores.