An Exploratory Study on the Impact

of Self-Service Technology

on Restaurant Operations

Clark S. Kincaid

Seyhmus Baloglu

ABSTRACT. The introduction of self-service technology (SST) into the casual dining segment is looming upon the horizon. This paper ex- amines the involvement of customers in the service process, SSTs in the retail industry, and finally SSTs in the casual dining segment and the response of customers to an alpha SST location in the casual dining segment. The findings indicate the most frequently liked features were convenience, easy to use, and fast service. Multiple correspondence analysis showed that customer preferences and suggestions vary by their demographic characteristics, which imply that system features should be customized to targeted markets. Practical implications are discussed.

INTRODUCTION

The challenges facing foodservice operators continue to escalate daily. Increases in the minimum wage, declining quality of available workers, and rising demands of consumers are but a few of these chal- lenges. Findings from a study conducted on customer satisfaction with self-service technologies (Meuter, Ostrom, Roundtree, amp; Bitner, 2000) were consistent with general perceptions of declining customer service. In response to these challenges, foodservice operators are leveraging technology to improve customer service and operational efficiencies (Kontoghiorghes, 2005). Evidence of this trend is the introduction of self-service technology (SST) in the casual dining segment.

In this paper we discuss the evolution of SSTs, the benefits, and challenges. We also report results from the first pilot testing of etab International regarding customer perceptions of the system. The pilot test focused largely on qualitative evaluations from the customers in terms of what they liked about the system and their suggestions for future improvements. The variations in responses due to their demographics are also examined.

REVIEW OF LITERATURE

Involving the customer as a participant in the production of the guest experience is not a new concept (Ford amp; Heaton, 2001; Halbesleben amp; Buckley, 2004; Johnson amp; Jones, 2004; Lovelock amp; Young, 1979; Schier, 2004; Slywotzky amp; Morrison, 2001). Customer inclusion in the service process within the food service industry has taken different forms such as assisting in producing the product (salad bars and self- service beverage stations), marketing (sharing stories of positive experiences), and supplying the organization with beneficial information (purchase records) (Bettencourt, 1997).

Customer participation in the service experience can be substantial. Customers replace labor that the organization would otherwise have to pay to perform the same task. Additionally, customers often improve the quality of their experience (Ford amp; Heaton, 2000). In discussing the inclusion of customers in the service production process Ford, Heaton, and Brown (2001) identify a number of organizational benefits. First, anything customers do for themselves, the organization does not have to do for them. Second, the more the customer participates in the service experience, the greater the likelihood the experience will meet the customers own expectations. Third, organizations may gain loyalty from participating customers who regard themselves as part of the organizationrsquo;s “family.”

Researchers have recognized the importance of blending technology with the personal aspects of service delivery (Berry, 1999). What is not clear to researchers is what influence the introduction of technology-based interactions will have on satisfaction, perception of service quality, and intentions for the consumer to remain as a customer of the organization.

Technology is profoundly changing how services are delivered, and it is enabling both customers and employees to get and provide better, more efficient, customized services. The technological revolution of the past two decades has created increasing opportunities for organizations to put systems into place allowing customers to do for themselves and provide their own service. These self-service technologies enable customers to perform services on their own without direct assistance from employees (Bitner, Ostrom, amp; Meuter, 2000).

Preference for self-service transactions has been attributed to the intrinsic motivations received by doing things for ones self (Bateson, 1983). Dabholkar (1996) suggests that speed, control, reliability, ease of use, and enjoyment are all contributing factors for consumers in evaluating and using SSTs.

SSTs exist across all industries today. Examples include telephone- based information lines, banking by telephone and computer, ATMs, pay-at-the-pump gas terminals, movie ticket kiosks and purchases via the internet, and automated hotel check-out. While this list of SSTs is not exhaustive, it does serve to indicate the range and variations in types that ex- ist. The proliferation of SSTs has come about for a variety of reasons including cost reduction (the greatest reason in most cases), customer demand, and a desire to increase customer satisfaction (Bitner, Ostrom amp; Meuter, 2000).

Dabholkar, Bobbitt, and Lee (2003) examined consumer motivation and behaviors related to self-scanning in the retail industry and reveal many interesting findings. Speed, control, reliability, ease of use, and enjoyment were all found to be important to consumers. Demographic factors such as age, gender, and education had no influence on the use of self-scanning. An interesting finding in their study was the intent of consumers to use self-scanning to avoid interactions with employees.

The fast-food industry has been testing a kiosk version of SST for several years with great success. People do not

剩余内容已隐藏，支付完成后下载完整资料

An Exploratory Study on the Impact

of Self-Service Technology

on Restaurant Operations

Clark S. Kincaid

Seyhmus Baloglu

ABSTRACT. The introduction of self-service technology (SST) into the casual dining segment is looming upon the horizon. This paper ex- amines the involvement of customers in the service process, SSTs in the retail industry, and finally SSTs in the casual dining segment and the response of customers to an alpha SST location in the casual dining segment. The findings indicate the most frequently liked features were convenience, easy to use, and fast service. Multiple correspondence analysis showed that customer preferences and suggestions vary by their demographic characteristics, which imply that system features should be customized to targeted markets. Practical implications are discussed.

INTRODUCTION

The challenges facing foodservice operators continue to escalate daily. Increases in the minimum wage, declining quality of available workers, and rising demands of consumers are but a few of these chal- lenges. Findings from a study conducted on customer satisfaction with self-service technologies (Meuter, Ostrom, Roundtree, amp; Bitner, 2000) were consistent with general perceptions of declining customer service. In response to these challenges, foodservice operators are leveraging technology to improve customer service and operational efficiencies (Kontoghiorghes, 2005). Evidence of this trend is the introduction of self-service technology (SST) in the casual dining segment.

In this paper we discuss the evolution of SSTs, the benefits, and challenges. We also report results from the first pilot testing of etab International regarding customer perceptions of the system. The pilot test focused largely on qualitative evaluations from the customers in terms of what they liked about the system and their suggestions for future improvements. The variations in responses due to their demographics are also examined.

REVIEW OF LITERATURE

Involving the customer as a participant in the production of the guest experience is not a new concept (Ford amp; Heaton, 2001; Halbesleben amp; Buckley, 2004; Johnson amp; Jones, 2004; Lovelock amp; Young, 1979; Schier, 2004; Slywotzky amp; Morrison, 2001). Customer inclusion in the service process within the food service industry has taken different forms such as assisting in producing the product (salad bars and self- service beverage stations), marketing (sharing stories of positive experiences), and supplying the organization with beneficial information (purchase records) (Bettencourt, 1997).

Customer participation in the service experience can be substantial. Customers replace labor that the organization would otherwise have to pay to perform the same task. Additionally, customers often improve the quality of their experience (Ford amp; Heaton, 2000). In discussing the inclusion of customers in the service production process Ford, Heaton, and Brown (2001) identify a number of organizational benefits. First, anything customers do for themselves, the organization does not have to do for them. Second, the more the customer participates in the service experience, the greater the likelihood the experience will meet the customers own expectations. Third, organizations may gain loyalty from participating customers who regard themselves as part of the organizationrsquo;s “family.”

Researchers have recognized the importance of blending technology with the personal aspects of service delivery (Berry, 1999). What is not clear to researchers is what influence the introduction of technology-based interactions will have on satisfaction, perception of service quality, and intentions for the consumer to remain as a customer of the organization.

Technology is profoundly changing how services are delivered, and it is enabling both customers and employees to get and provide better, more efficient, customized services. The technological revolution of the past two decades has created increasing opportunities for organizations to put systems into place allowing customers to do for themselves and provide their own service. These self-service technologies enable customers to perform services on their own without direct assistance from employees (Bitner, Ostrom, amp; Meuter, 2000).

Preference for self-service transactions has been attributed to the intrinsic motivations received by doing things for ones self (Bateson, 1983). Dabholkar (1996) suggests that speed, control, reliability, ease of use, and enjoyment are all contributing factors for consumers in evaluating and using SSTs.

SSTs exist across all industries today. Examples include telephone- based information lines, banking by telephone and computer, ATMs, pay-at-the-pump gas terminals, movie ticket kiosks and purchases via the internet, and automated hotel check-out. While this list of SSTs is not exhaustive, it does serve to indicate the range and variations in types that ex- ist. The proliferation of SSTs has come about for a variety of reasons including cost reduction (the greatest reason in most cases), customer demand, and a desire to increase customer satisfaction (Bitner, Ostrom amp; Meuter, 2000).

Dabholkar, Bobbitt, and Lee (2003) examined consumer motivation and behaviors related to self-scanning in the retail industry and reveal many interesting findings. Speed, control, reliability, ease of use, and enjoyment were all found to be important to consumers. Demographic factors such as age, gender, and education had no influence on the use of self-scanning. An interesting finding in their study was the intent of consumers to use self-scanning to avoid interactions with employees.

The fast-food industry has been testing a kiosk version of SST for several years with great success. People do not

剩余内容已隐藏，支付完成后下载完整资料

资料编号：[258089]，资料为PDF文档或Word文档，PDF文档可免费转换为Word