Artificial Intelligence and Robotics in Marketing

This chapter illustrates the role of artificial intelligence (AI) and robotics in marketing and will help managers develop a deeper understanding of its potential to revolutionize the service experience. We summarize the use of AI and robots in practice and show that the adoption of AI predominantly occurs at the task level rather than the job level, implying that AI takes over some tasks that are part of a job and not the entire job. Based on these insights, we discuss opportunities and drawbacks of AI and robots and reflect on whether service robots will complement or substitute human employees. Moreover, we explain why many consumers are still reluctant to engage with these new technologies and which conditions should be met in order to benefit from using service robots

Robots do not judge: service robots can alleviate embarrassment in service encounters

Although robots are increasingly used in service provision, research cautions that consumers are reluctant to accept service robots. Five lab, field, and online studies reveal an important boundary condition to earlier work and demonstrate that consumers perceive robots less negatively when human social presence is the source of discomfort. We show that consumers feel less judged by a robot (vs. a human) when having to engage in an embarrassing service encounter, such as when acquiring medication to treat a sexually transmitted disease or being confronted with one’s own mistakes by a frontline employee. As a consequence, consumers prefer being served by a robot instead of a human when having to acquire an embarrassing product, and a robot helps consumers to overcome their reluctance to accept the service provider’s offering when the situation becomes embarrassing. However, robot anthropomorphism moderates the effect as consumers ascribe a higher automated social presence to a highly human-like robot (vs. machine-like robot), making consumers feel more socially judged

Organizational frontlines in the digital age: The consumer–autonomous technology–worker (CAW) framework

While organizational frontlines in the digital age involve complex interactions between consumers, autonomous technology (AT), and frontline workers, research so far largely focuses on the effect of AT on either the consumer or the worker. Bridging the fields of marketing and organizational behavior, we develop the Consumer–Autonomous Technology–Worker (CAW) framework, which reflects the implications of consumer–worker–AT interactions. We consider that AT can be consumer-facing, such as service robots, or worker-facing, such as AT-enabled knowledge-based systems supporting a worker’s decision-making. Drawing on illustrative interviews in hospitality contexts with workers who co-work with robots and the consumers served, we develop research propositions that highlight avenues for future research. We expect consumer–worker relations to strengthen when AT augments instead of replaces the worker. Human leadership is critical for consumers’ and workers’ acceptance of AT, while AT anthropomorphism is less critical in the presence of a human worker.The authors wish to convey their appreciation to the special issue editors Nicolai Fabian, Evert de Haan, and in particular thank Arnd Vomberg as the editor of this paper for his insightful and valuable inputs and constructive feedback during the entire review process. Addition ally, the authors also want to express their gratitude to the three anonymous reviewers whose thoughtful engagement, encouragement and helpful suggestions strengthened the paper. The article further benefited from discussions at the Thought Leader-Conference “Digital Knowledge Engineering for Strategy Development” and support from the Groningen Digital Business Center. Furthermore, the authors thank Sandra Nijgh for tremendous help with the data collection