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content-generation habits of that environment. Travel fi rms are also using social media for
advertising rather than for engagement, thereby seriously underestimating the potential of online
communities (Frary 2005; Hvass and Munar 2012).
Developing a framework
The concepts of self-service technologies and customer relationship building are both complex
and complementary. Customers tend to prefer face-to-face contacts when dealing with
organizations, although this is changing as people become more familiar with the benefi ts and
rewards of SSTs. Those who are reluctant to engage with technology can be supported and
encouraged through design features, FAQs and, in the case of physically located SSTs, with
helpful staff. Effective action by employees can contribute to the development of long-term
relationships despite the seeming disconnect of promoting self-service activity in customers.
Benefi ts for all stakeholders are enhanced when organizations implement strategies to enhance
customers' acceptance of SSTs.
The constructs of customer relationship development identifi ed in this chapter are given in
Table 28.1 together with a summary of the factors related to those constructs. These are expanded
in the suggestions that are included in the table and relate the literature to the development of
appropriate strategies for enhancing customer relationships within the context of an organization.
The constructs are inter-dependent and all of them infl uence the ability to develop longer-term
relationships. For example, design factors affect both the design of the website and associated
social media use as well as the level of technical sophistication required from customers in
using the SST. Effective design minimizes errors in self-service and encourages repeat use that
allows for relationship building through identifi cation of customer segments and reciprocal
communication that will ultimately encourage development of trust and loyalty. Effective design
also affects the ability of the organization to gather appropriate and extensive data from customer
interactions that can compensate for the lack of face-to-face activity.
Another feature of SSTs that has yet to be fully explored is the change in the role of the
customer. Where customers are accepting of their role as active agents in their travel searches
and bookings they have a greater perception of empowerment and involvement. This is
underpinned by the enhanced levels of interactivity promoted by social media and leads to a
shift from passive recipient of service to active participant in meeting customer (i.e. their own)
requirements (Morgan and Chan 2011). The role of customer as partner in co-production
of value enhances engagement and encourages loyalty and trust (Payne and Frow 2005).
Recognition of the customer in co-production is becoming a key attribute for relationship
building in the self-service environment.
As a contributor to the organization-customer dynamic, SSTs invoke a co-production role
that aligns the customer to an organization's culture. This in turn enhances the relationship, and
supports the perception of friendship, loyalty and status, thereby strengthening emotional bonds
(Richard and Zhang 2012). Additionally, effective communication practices reinforce customers'
identifi cation with the organization and encourage further commitment to the relationship.
Figure 28.1 provides a framework to support the management of customer relationships in an
SST environment. The combined constructs of customer relationship development and SST
provision require an organization to contribute effi cient communications, the perception of
friendship, loyalty and status to the target customer in order to manage the customer relationship.
Benefi ts are indicated as part of the contribution to the customer, although it should be noted
that these are largely intangible such as increased perception of control, empowerment and self-
effi cacy. Direct, tangible benefi ts in the form of discounts or lower prices are less effective than
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