There is an interesting pattern in our work. People rarely contact us and say: "I have a problem." Usually, the conversation starts in a completely different way. "I want a kiosk." "I want a self-service system." "I want a solution that will reduce staff." "I want a machine that does everything."
Over time, we realized that this is completely normal. When a person starts to be interested in automation, they already have some idea of what the solution looks like. The real question, however, is different - what problem are they actually trying to solve? In our opinion, this is where every good automation begins.
In our practice, we have seen many interesting ideas. Some time ago, a person came to us who wanted to build a universal self-service device for mini office services - printing, scanning, and similar activities. Technologically, such a solution was completely possible. However, the conversation gradually took another direction. We started talking about location costs, equipment security, connectivity, maintenance, and expected turnover. Little by little, it became clear that the question was not whether such a device could be made. The question was whether there was a good enough business logic behind it.
This is one of the first truths we learned in the world of automation. Not everything that can be done should be done.
We have also had conversations with people who are convinced that a self-service kiosk will automatically solve the staff problem. One such project aimed to almost completely eliminate the need for cashiers. After a few conversations, expectations began to change. Because a cashier rarely just accepts payments. They help customers, guide them, react to problems, and resolve situations that are difficult to anticipate in advance.
This does not mean that automation cannot optimize a business's operations. On the contrary. In certain formats, it can reduce the need for certain positions and take on a large part of repetitive processes. But this only happens when the environment, customers, and the business process itself allow it.
Over time, we started to notice something interesting. People rarely look for a kiosk as an end result. They are looking for solutions to entirely different problems. Most often, these are a lack of staff, team overload, long queues, the need for better process control, or a desire to reduce errors in daily work.
Technology comes after that.
Sometimes the right solution is a self-service kiosk. Sometimes it's a vending system. Sometimes it's a software integration. Sometimes it's automation of only one part of the process. And sometimes the honest answer is that at this stage, automation will not solve the specific problem.
Perhaps this is where we see one of the most common mistakes. Not to question the idea. Not to play out the entire process from start to finish. Not to look at the situation through the eyes of the customer and the people who will be working with the system.
What happens if the customer doesn't understand what to do? What happens if the device stops working? How will staff know there's a new order? How will non-standard situations be handled? How will all this look during the busiest time of day?
In our observations, these questions are much more important than the technical specifications of the device itself. Because a system can be modern, fast, and functional, but if it doesn't work well in a real environment, it will hardly achieve its goal.
Perhaps that's why we always start our conversations in the same way. We don't ask what device you want. We ask what prevents you from working the way you would like. Where do you waste time? Where are employees overloaded? Where do customers wait longer than they should? Where can the process be improved?
When these questions receive an honest answer, the choice of technology becomes much easier.
At SelfService.bg, we believe that good automation doesn't start with the device. It doesn't start with the kiosk, the software, or the latest trendy technology. Good automation starts with understanding the problem and the desire to solve it the right way.
Because the best automations are rarely the most complex. They are the ones that save time, make people's work easier, and create a better customer experience. They don't exist to impress with their technology, but to do their job so well that people barely think about them.
And if there's one conclusion we've drawn from all the conversations, meetings, and projects so far, it's simple. Good automation doesn't start with the question "What should we buy?". It starts with the question: "What problem are we actually trying to solve?"
