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The evolution of self service environments and their potential business impact
Abstract
This paper will explore the growth in self service environments. It looks at: key business drivers; how these environments have evolved; the types of functionality present; how they fit with a customer relationship management (CRM) strategy; the business opportunity they present; and the critical success factors.
... Moreover, the development of such technologies theoretically allows for the reduction of costs associated with brick-and-mortar units (Kimes and Collier, 2015) and self-service platforms may attract more customers who wish to avoid interaction with shop workers (Doyle, 2006). This appears to present a win-win for shop owners who benefit through the technology's dual cost-saving and accessibility benefits. ...
... On the other hand, the SSBT owes its increased productivity to its unique situational characteristics in relation to land-based sports betting. Self-service technology offers an alternative platform for customers with a higher degree of technology readiness (Liljander et al., 2006;Doyle, 2006). The SSBT is a specific example of technology which 39 gives the customer a choice of carrying out a transaction as opposed to an interaction, with increased comfort for customers who wish to avoid staff interaction and keep their betting as a private activity. ...
... It enables a broader spectrum of the general public to come into retail (P17)". 151 Technology readiness is a factor upon which the omnichannel continuum is reliant (Hickman et al., 2020) and this view presented the concept of consumptive labour as a positive aspect, where customers are given the choice to interact with technology as long if they prefer transaction over interaction (Doyle, 2006 P30 felt that this was the future modus operandi for betting shops, as Jones (2019) warns. ...
This qualitative study critically evaluates the development of platform gambling – the network of fixed odds betting terminals, self-service betting terminals and online gambling – within the United Kingdom’s land-based betting industry. The study specifically explores if platform gambling can be perceived as exacerbating the view that the industry relocates capital to its owners. The study’s Marxist, theoretical lens through which data are analysed consists of class antagonisms between the owners of betting shops and their customers and employees, whilst adopting platform capitalism as an extension of Marxism. In accordance with a Critical Realist methodological approach, themes which were explicated from semi-structured interviews with thirty-five shop owners, customers and employees were firstly aggregated according to analytical generalisations, demonstrating the emergence of two mechanisms of platform gambling: the productivity of data and the omnipresence of platform gambling. These mechanisms were then theoretically redescribed through the theoretical lens, exploring how they interact to produce the industry’s class antagonisms. Finally, the study retroductively analysed emergent data to objectively explore the structure brought about by the development of platform gambling within betting shops. The structure’s key mechanism, the productivity of platform gambling, allows owners to deploy the situational and structural characteristics of platform gambling, alongside shop loyalty schemes, in order to co-ordinate shop and immaterial labour towards profitability. The retroductive structure was also contextualised against an external stratification of Marxist ontology, confirming the relationship between Marxism and the development of platform gambling. The study consequently makes three theoretical contributions. Firstly, it contributes a Marxist understanding of the land-based industry whilst also demonstrating a perceived, detrimental socio-economic impact brought by an information system. Secondly, platform gambling is understood through the perceived affordances offered to its owners by its primary commodity, data. The study thirdly contributes a Critical Realist analysis of perceptions from within the land-based industry.
... This was evident through the introduction of the automated banking machine (ABM) and more recently, online banking. The drivers that are unique to self serve environments such as online banking include reduction in customer service costs, opportunities to drive incremental revenue, and personalized real time cross-sell and upsell (Doyle, 2006). Eliminating costly overhead to conduct banking transactions such as employee salaries while maintaining the same capabilities that personal banking employees would otherwise bring, results in a highly beneficial cost reduction measure to the FI's. ...
... Nath et al. (2001) point out that electronic bill presentment costs 40% lower than paper delivery. By making the method in which these kinds of activities can be executed exclusively online via either the branch or website, it allows FI's the benefit of reducing per customer service costs through a self-service environment (Doyle, 2006). It is a substantially cheaper proposition to use one delivery method exclusively to facilitate transactions in two distribution channels rather than offer two different ways to handle the same banking activity. ...
Over the last decade there has been rapid growth of Online Banking. This research
examines the benefits of Online Banking and how Canadian Banks accommodate
various financial activates through different service channels, including Online, telephone, ABM
and in
-
branch. A Framework is introduced for categorizing the most common
activities by their need for physical interaction and assistance and to align activities with
their ideal service channel. This research is concluded with the presentation of strate
gies
for integrating these different customer channels.
... 38% reduction in operational costs through proper configuration of automated support channels[11].The technical implementation involves configuring dynamic form components, establishing validation rules, and implementing guided help features. For instance, when implementing employee self-service portals, organizations must configure role-based access controls, implement custom search components, and establish proper content delivery rules. ...
Agentforce represents a transformative enterprise support solution built on Salesforce Service Cloud, demonstrating how systematic implementation of AI-driven automation, structured workflow management, and intelligent collaboration tools revolutionizes service operations. The platform's comprehensive technical framework encompasses sophisticated Einstein AI capabilities, automated workflow management, intelligent knowledge discovery, and collaborative problem-solving tools, enabling organizations to achieve substantial improvements in operational efficiency through proper configuration and implementation. Through a detailed analysis of implementation methodologies and configuration best practices across critical components, this study presents organizations with a structured framework for optimizing their support infrastructure. The platform's ability to scale globally while maintaining consistent performance through properly configured integration points and automated workflows positions it as a foundational solution for modern enterprises. As organizations navigate increasingly complex support requirements and hybrid work environments, Agentforce's comprehensive technical architecture, combined with proper implementation of AI-driven insights and automated process flows, provides a clear pathway for sustainable operational excellence. This article offers organizations detailed implementation guidance and configuration best practices to maximize platform capabilities and adapt their support strategies for future operational demands, establishing new standards for enterprise service management in the digital age.
... Firstly, they can be framed according to the benefits to customers who may prefer transaction over OTC interaction. To this end, self-service technology offers an alternative means of purchase for those with a degree of technology readiness (Doyle, 2006). This also allows the opportunity for terminal owners to reduce labour costs (Kimes and Collier, 2015), giving rise to the second argument, characterised by the replacement of the cashier within the production process by the customer themselves. ...
Previous work by Jones et al (2020) within the International Journal of Management Cases has examined the impact of the changing environment faced by betting shops due to the continuously evolving legislative and technological landscapes in which they are located. Drawing on the theoretical approach developed during the author's previous research, this paper explores the impact on betting shops brought by their digital transformation, specifically arguing that betting shops benefit from an omnichannel network of platforms (fixed odds betting terminals, self-service betting terminals, online gambling and over-the-counter betting) before examining how such a network may theoretically impact betting shop labour. The paper firstly outlines each of the digital platforms in turn before evaluating their synergistic network against the definitions of multichannel and omnichannel management. The theoretical impact upon shop labour is then explored through the potential outsourcing of shop labour to digital platforms as well as the coordination of labour towards platform maintenance. The paper finally evaluates how lockdowns associated with Covid-19 may detrimentally impact betting shop labour by facilitating further migration to digital channels. In doing so, the paper contributes to the debate around the evolution of betting shops, and the future of betting shop labour.
In Bangladesh, the expansion of Internet banking is beset with several infrastructural, institutional, and regulatory constraints. Despite the constraints, efforts by the Bangladesh Bank in modernizing the country's payment system and commitment by the government in building 'Digital Bangladesh' have brought competition among the scheduled banks to improve banking services and rapidly adopt Internet banking on a wider scale. However, several opinion polls have revealed that many clients are found reluctant in adopting banking via the Internet because of their concerns about the privacy of the personal information they provide to online. Using the theory of planned behaviour as its theoretical basis, this study examined the relationships among beliefs about Internet privacy and trust, along with beliefs about perceived behavioural control and the expectations of important others and online banking behaviour. Data were collected from 327 university students. Analysis of the data indicates that beliefs about trust and privacy positively affect attitudes toward Internet banking, but attitude is found not to significantly affect Internet banking behaviour. Normative beliefs positively affect subjective norms which in turn affect Internet banking behaviour. Similarly, beliefs about self-efficacy regarding Internet banking positively affect perceived behavioural control, which in turn affects actual online banking behaviour.
With the rapidly growing development of electronic commerce, global competition and changing customer needs, traditional business operating strategies have totally changed. Companies have to reconsider and re-engineer their business processes for customer satisfaction, and the efficiency of production and services from the viewpoint of customer relationship management. In this research, the authors discuss the relationship of information technology (IT), organisational contingency, business process re-engineering and organisation performance in the Taiwanese manufacturing industry. The 800 companies surveyed in this study belong to Taiwan's manufacturing industry and are listed on the Taiwan Stock Exchange 2005. Using canonical correlation tests and a multi-regression approach, the results present a significant positive relationship between organisation performance and the factors of IT-route integration, information sharing, supply chain integration, decentralisation and coordination, and business extension. The results show a positive interaction between IT and organisational contingency; and IT and business process, organisational contingency and business process.
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