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  3. You can save money, increase revenues and generate loyalty when you let customers help themselves. But only if you do it right.

You can save money, increase revenues and generate loyalty when you let customers help themselves. But only if you do it right.

admin2022-12-18  53
问题     You can save money, increase revenues and generate loyalty when you let customers help themselves. But only if you do it right.
    The reality is that although some self-service projects pay off handsomely, the ROI (Return on Investment) from such projects can be elusive. Francie Mendelsohn, president of Summit Research Associates, estimates that 15 percent to 20 percent of all self-service kiosk projects ultimately fail. Success with kiosks and self-checkout systems is often tricky to achieve because so many things can go wrong. Such systems won’t work if customers have no incentive to use them. If kiosks are too complex, customers get confused and give up in frustration. Sometimes, self-service fails for the simple reason that customers don’t know it’s an option or are wary of trying it on their own.
    Some companies that have done well with self-service succeed by following simple rules, which they derived from their own and others’ mistakes. Learn from them, and you can fix what ails your own self-service systems—or even get them right the first time.
    【B11】 PROVIDE A BENEFIT TO CUSTOMERS
    Self-service has to make something faster, cheaper or better for customers, says Sam Israelit, a Bain & Co. partner and retail IT strategy expert. "If it doesn’t do one of those three," he says, "you’re wasting your money."
    【B12】 MAKE TRANSACTIONS INTUITIVE
    The simpler the transaction, the easier it’s translated into an intuitive self-service process. "The secret of self-service is four words: don’t make me think," Mendelsohn says. "If the interface is confusing, people are not going to stand there and figure it out. They’re just gone."
    【B13】 SHOW CUSTOMERS WHAT TO DO
    Ideally kiosks should be so intuitive that customers can figure out how to use them on their own. But just because you’re offering self-service doesn’t mean you should leave customers to do entirely for themselves, especially when you launch a new system.
    【B14】 CHOOSE THE RIGHT LOCATIONS
    The location of a kiosk can have a lot to do with its success.
    【B15】 TAKE A TEST-DRIVE
    No matter how much confidence you have in your system, you still need to take a test drive to find problems you wouldn’t imagine unless you run it.
    Ultimately, success with self-service comes down to understanding your customers and designing systems that meet their needs as well as yours. If they value such benefits as shorter lines or more control over their transactions, letting customers serve themselves could benefit your company as well.
    A ) Hilton Hotel had unsuccessfully piloted a self check-in kiosk in its hotels in 1997. Before trying again in 2004, Robert Machen, vice president of corporate and brand solutions made simplicity their guiding principle. "The fewer things on the screen, the better," says Machen. Hilton’s kiosk replicates the steps of the familiar hotel check-in process so that the self-service version seems logical to guests.
    B ) At the Pittsburgh-based Giant Eagle grocery chain, a pay station attendant monitors the self-checkout, helps customers with problems and watches for fraud.
    C) For instance, kiosks that the Mayo Clinic once installed in Target stores were intended to sell books, newsletters and a CD for kids. Yet instead of setting up the kiosk to demonstrate the CD or let consumers swipe their cards to order one, Mayo just displayed the CDs and books on a rack. Meanwhile, the clinic squandered the kiosk screen: set up to provide health information to customers, it spewed out too much data. The "coughs and colds" entry, for instance, included a 12-page, single-spaced list of over-the-counter and prescription medications.
    D ) Following this logic, Hilton Hotel has installed a kiosk in the Honolulu airport so that guests can check themselves in while they wait for their baggage. Hilton’s IT department monitors and supports that kiosk remotely over the Web. Someone from Hilton also makes sure the Honolulu airport kiosk is stocked with paper and room key cards.
    E ) Hilton Hotel’s first attempt to introduce kiosks failed in part because of integration problems. The kiosks were connected to Hilton’s proprietary property management system, which stores information on reservations and occupancy. As a result, the kiosks sometimes had trouble communicating with the property system and had limited ability to resolve reservation or room selection issues. Because of this, more than 30 percent of the time customers were forced back to the check-in line.
    F ) Having pilots in several locations also gave the U.S. Postal Service’s (USPS) staff a chance to learn, for instance, that they needed to rethink the process. (USPS) CTO Robert Otto recalls when customers first began using the postal service’s APC kiosks, and it was possible for them to get their fingers caught in the heavy door to the package drop. This problem was identified during the pilot phase and the USPS modified the door before rolling out to its first 2,500 locations.
【B11】
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答案C
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