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Best Practices for Self-Service Kiosks

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Interactive Customer Experience (ICX) Summit 2019 will feature a breakout session titled “Best Practices for Self-Service Kiosks” We asked the panelists for that session to answer this question:

In what ways has self-service kiosks helped to alleviate customer pain points? What steps were necessary for implementation?

Mark Garcia
Director, Operations Systems |
AMC Theatres

The self-service kiosks help our guests manage their own purchases and provide additional information around the products they might select. By having our full menu scrollable and easy to see, the guest can shop a bit more and feel comfortable about our offerings. With our theatres adding more food options in addition to popcorn, drinks, and candy, our kiosks help us share that enhanced menu with the guests.

Steps for implementation include proper site selection, consideration of layout that contemplates crowd flow, development of Best Practices/Training, and site level engagement. With a various theatre layouts, being sure about placement in our lobbies as they relate to guest flow is very important. We want create enough disruption without disabling guest flow. Best Practices and Training are standard in theory, but specific in implementation depending on theatre layout. This is why the engagement of theatre leadership is so important. We rely on them to translate theory to practice.

Monica Minford
Senior Director of Digital Marketing
HuHot Mongolian Grill

We’re looking at download rates to ensure our restaurants are communicating the benefits of the HuHot Rewards app, and then measuring incremental sales from the personalized campaigns we push out to app users.

Rachel Layton
VP of Marketing + Growth
Taziki’s Mediterranean Cafe

While there is a myriad of metrics to gauge the success of a mobile loyalty program, there are three key KPIs that must be analyzed. Enrollment rate, frequency and spend. The ability to drive a healthy loyalty program rests on the ability to enroll guests and keep them engaged. This must be done by effectively communicating the value proposition to the consumers considering the loyalty program fatigue that exists today, as well as crew members that may be tasked with enrolling the consumers. A successful member count will also fuel a substantial sample size for mining consumer data (the real capital of a loyalty program) which should be used to improve the loyalty program and inform universal business decisions.

The loyalty program should also serve to encourage a behavioral shift to drive incremental frequency and spend. A baseline should be measured in order to gauge the increase in these two metrics. Ideally, this can be tracked down to the individual level in order to identify consumer behavior before joining the program and after joining the program. Metrics demonstrating the behavioral differences between members and non-members should also be tracked as the delta between the two serves as a strong case for the value of the program.

Experiencing success in these metrics serve as the recipe for a strong and motivating mobile loyalty program

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