Printing Kiosk Self-Service Technology in Retail Essay Example

all resin sales, with 95 percent of online orders directly going into the information management system without human intervention. Hsieh (2005) describes four primary types of self-service technology (SST): 1.

Telephone; Interactive Voice Response (IVR) Systems: IVR systems are widely used by companies for various customer-related tasks like order placement, billing inquiries, and conducting surveys. Banks, insurance companies, credit card companies, and pizza restaurants are among the businesses that utilize IVR services to provide round-the-clock operations.

Interactive Freestanding Kiosks: These kiosks can be found both indoors and outdoors in malls and retail outlets. They assist customers by providing information on product availability and guiding them within the facility. Additionally, airports and hotels have kiosks that enable quick checkouts, printing of airline tickets, and receipt generation.

The digital print photo kiosk that will be discussed later belongs to the category of on-line connection systems. In Singapore, ATM's and AXS machines are two widely used examples of on-line technologies. There are over 750 AXS machines in Singapore, which consumers use for various purposes such as paying bills and fines, accessing on-line information, e-commerce, payment services, and telecommunications services. Additionally, package delivery services now offer 24/7 package tracking.

. Video/DVD/CD based technologies are frequently used for educational purposes and are also utilized by corporate organizations for training employees and introducing new products to consumers, as well as familiarizing sales representatives with new products. When firms decide to implement Self-Service Technologies (SST) into their business, they aim to achieve at least one of three primary goals. These goals include improving customer service by utilizing technology to save costs and also providing multi-channel outlets for customers, such as online troubleshooting systems. Additionally, SST can

enable direct transactions where customers can order, purchase, and exchange resources with the firm without any need for direct interaction with employees.

These forms of self-service technology (SST) include: online shopping, automated kiosks like the Photo Kiosk, online stock trading, and online movie ticket purchases on Goldenvillage.com. Additionally, educational SST enables customers to educate and train themselves through phone-based automated information hotlines and informational websites.

For instance, informational videos found on AXS machines are an example of the technology-based alternatives that organizations are embracing at a rapid pace. These self-service technologies (SSTs) offer several advantages for organizations. One significant advantage is the reduction of labor costs. Compared to hiring human personnel for the job, having an IVR system complete an entire call is more cost-effective in the long run, with the installation of the SST being the only costly part. SSTs also contribute to increased customer satisfaction and loyalty. In some cases, customers specifically demand these technology-based alternatives and may choose to go to a competitor if they are not provided. Additionally, if the new technology solution is perceived as better than previous interpersonal alternatives, customer satisfaction may actually increase. SSTs also allow for targeting new consumer segments. By implementing multi-channel retailing through SSTs, companies can expand their customer base globally instead of being limited to specific geographic regions.

According to Marcel, De yong and Ruyter (2006), it is proven that consumers appreciate having multiple channels available in retailing. Implementing self-service technology (SST) in retailing has numerous advantages, but companies must take note of several factors before successfully introducing SST to their consumers. These considerations include the quality of products, services offered by organizations, cost of the product,

presentation of services, design of the SST, the ability of the SST for service recovery (even if caused by the customer), how the firm promotes/advertises the SST, how the firm manages and prevents SST failures, alternate choices for the same service (offered by the firm or competitors), and the firm's ability to keep the SST updated and continuously improve it. Not all products can be replaced with SST channels. Some products, especially high involvement goods, are best purchased through interpersonal selling in physical stores because consumers need to physically experience them before making a decision. Customers appreciate SSTs that provide immediate solutions or assistance, such as when a single parent with a sleeping child in the car needs to get gas and money for work the following morning.

While the child continues to sleep, the parent can conveniently use a pay-at-the-pump gas machine and a drive-up ATM without having to leave the child. These self-service technologies (SSTs) are preferred over interacting with a person. Customers greatly appreciate SSTs that save them time or money, or offer easy access, as they are superior to traditional personal service. This applies to various retail, banking, and information websites on the Internet.

Customers can do their banking, shopping, and healthcare research at any time, even at midnight if they desire. In fact, these online transactions are often completed faster compared to in-person or telephone transactions. They truly are effective! Some customers still find themselves amazed by the capabilities of technology. For instance, one customer shared with us their astonishment when they received the cheese they ordered from a Wisconsin website exactly as promised and were accurately billed for it. It's remarkable

how even something as mundane as this can leave a lasting impression. However, customers are displeased and tend to avoid self-service technologies (SSTs) when they encounter failures.

During our research, numerous instances of failure to perform came to light. The majority of negative stories we encountered were due to the SST's failure. Machines were malfunctioning, websites were inaccessible, personal identification numbers did not function correctly, and promised items were not delivered.

Customer dissatisfaction can arise from both the initial use of self-service technologies (SSTs) and any subsequent service delivery failures. Despite the convenience and accessibility offered by SSTs, their malfunctioning can render these advantages meaningless, prompting customers to return to traditional service options. The complex and unfriendly design of SSTs is frequently criticized, causing frustration even when they operate correctly.

According to our research, customers frequently find poorly designed technologies not worth the effort and instead choose traditional delivery methods. Nonetheless, we discovered that certain customers are prepared to take accountability for any errors made when using self-service technologies.

According to our research, customers often attribute issues they encounter with self-service technology (SST) to the firm. These issues can range from losing pin numbers and passwords to failing to provide requested information. Even if the customers themselves are at fault, they still hold the firm accountable and may decide not to use SSTs in the future. A notable finding from our study is that there is a lack of service recovery systems for SSTs. When either the process or technology fails, customers usually cannot immediately resolve the problem and are instead compelled to call or visit in person for assistance. This frustration arises as it undermines the purpose of

utilizing SSTs.

Self-service technology, such as self-service kiosks, allows retailers to offer fast and personalized services, leading to convenient shopping experiences (Meuter et al., 2000; Walker et al., 2002). Additionally, customers can access pre-ordered medication via kiosks even when stores are closed.

Customers at a supermarket have the choice to utilize self-checkout kiosks, which provide the convenience of paying for purchases without enduring lengthy queues. Similarly, restaurant patrons can use table kiosks to directly place their food and drink orders. At a deli store, customers receive a text message notification on their cell phone when their order is prepared for pickup. These kiosks also furnish valuable product information including images, prices, availability, and location. Furthermore, they supply details regarding the store's location and operating hours.

Some kiosks utilize information retrieval systems with keywords or criteria (Murphy, 2008). Stand-alone kiosks in supermarkets can provide unique information, such as health content and recipes (Murphy, 2007). However, the adoption of kiosks does not always lead to a positive outcome. Issues such as discomfort towards technology, lack of human interaction, potential service failures, and employee resentment are often mentioned as drawbacks of self-service technologies (SSTs) (Curran et al. 2003). These problems may be the reason why only approximately half of consumers express satisfaction with self-service experiences (Alcock and Millard, 2006).

The inclination of individuals to adopt new technology plays a crucial role in determining their behavioral intentions towards self-service technologies (Lin and Hsieh, 2006). Additionally, the absence of human interaction poses a problem for self-service technologies, particularly in businesses like hotels which heavily rely on high levels of service. Guests staying at hotels perceived kiosks as being useful, but they still considered employee

service to be of greater importance (Beatson et al., 2006). This preference may stem from the desire for personal contact when addressing room conditions or seeking assistance. Surprisingly, only a small percentage of hotel guests (ranging from 10 to 25%) actually utilize kiosks for check-in or check-out purposes when these options are available (Stellin, 2006).

The use of self check-out kiosks in a supermarket relies on employees’ support (Anitsal and Paige, 2006). Coordinated human interactions are crucial for the successful operation of retail kiosks (Rowley, 1995). Well-trained employees can offer prompt and efficient assistance to customers experiencing issues with kiosks. This helps retailers minimize potential service failures in kiosk usage. Kodak's Digital Print photo kiosks are mainly found in photo printing outlets and are commonly located in retail shopping centres.

They provide instant printing of lab-quality photos from digital camera memory cards, USB drives, and Bluetooth-enabled cell phones with image capture capabilities. Their user-friendly touch screen allows customers to preview, select, and print desired digital images. Additionally, customers can enhance their pictures by zooming, cropping, adjusting brightness, and reducing red-eye for exceptional borderless 4x6-inch prints in seconds. The kiosks also offer the option for customers to save their digital images and create "digital negatives" on a KODAK Picture CD. Furthermore, there are plans to introduce the capability of printing photos and movies onto DVDs in the future. This convenient service can replace traditional human interactions as it can be automated. However, if assistance is required, the kiosks are conveniently located in photo printing retail outlets where staff can provide help when needed. With the rise in popularity of digital cameras, these kiosks have become essential in expediting

the photo printing process.

In 2011, Kodak introduced social network connectivity at their kiosks. Since then, consumers have embraced this new feature and retailers worldwide are quickly connecting their Kodak Picture Kiosks to this medium. According to the release, by the end of the year, over 30,000 Kodak Picture Kiosks globally will have this capability.

Kodak is hosting Free Kodak Prints Week from October 17th-23rd. During this time, customers can print photos directly from their Facebook accounts for free using a Kodak Picture Kiosk.

In summary, retail self-service technologies are on the rise and Kodak has adopted photo kiosks to enhance customer service.

Bitner, Ostrom, and Neuter (2002) suggest that the success of retail kiosks can be attributed to several factors. These include an efficient and user-friendly interface design, convenient placement for easy access, the presence of motivated and trained employees to assist with technological difficulties, and ensuring prompt delivery without errors.

“Implementing Successful Self-service Technologies,” Academy of Management Executive, November, Vol. 16 Issue 4, pp. 96-109. Bitner, Mary (2001) “Self-Service Technologies: What Do Customer's Expect? ” Marketing Management, Spring, Vol. 10 Issue 1, pp.

The text includes the titles and sources of two articles:
1. "Implementing Successful Self-service Technologies" from the Academy of Management Executive, November, Vol. 16 Issue 4, pp. 96-109.
2. "Self-Service Technologies: What Do Customer's Expect?" by Mary Bitner from Marketing Management, Spring, Vol. 10 Issue 1, pp.

10-11. Neuter, Hatthew L.; Ostrom, Amy L.; Roundtree, Robert I.

, and Bitner, Mary. (2000). "Self-Service Technologies: Understanding Customer Satisfaction with Technology-Based Service Encounters," Journal of Marketing, July, Vol. 64, Issue 3, pp. 50-64.

Curran, James; Meuter, Matthew; and Surprenant, Carol (2003) “Intentions to Use Self-Service Technologies: A Confluence of Multiple Attitudes,”

Journal of Service Research, February, Vol. 5 Issue 3, pp. 209-224. Parasuraman, A. (2002), “Technology Readiness Index (TRI): A Multi-Item Scale to Measure Readiness to Embrace New Technologies”, Journal of Service Research, 2 (4), 307-320.

The Journal of Marketing, Vol. 69, No. 2 (Apr., 2005), published a study titled "Choosing among Alternative Service Delivery Modes: An Investigation of Customer Trial of Self-Service Technologies" by Bitner, Mary; Ostrom, Amy; and Neuter, Natthew (2005). The study focuses on customer trials of self-service technologies and explores different service delivery modes.

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