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Adopting self-service technology to do more with less

Toni Hilton (Westminster Business School, University of Westminster, London, UK)
Tim Hughes (Bristol Business School, University of the West of England, Bristol, UK)
Ed Little (Bristol Business School, University of the West of England, Bristol, UK)
Ebi Marandi (Bristol Business School, University of the West of England, Bristol, UK)

Journal of Services Marketing

ISSN: 0887-6045

Article publication date: 22 February 2013

9650

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 co-production 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+ 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.

Keywords

Citation

Hilton, T., Hughes, T., Little, E. and Marandi, E. (2013), "Adopting self-service technology to do more with less", Journal of Services Marketing, Vol. 27 No. 1, pp. 3-12. https://doi.org/10.1108/08876041311296338

Publisher

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Emerald Group Publishing Limited

Copyright © 2013, Emerald Group Publishing Limited

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