Is self-ordering really the future?
Sarah Charles
December 19, 2025
51% of customers spend more when ordering via kiosks – a clear win for operators
84% prefer self-ordering, but that doesn’t mean they want screens everywhere
As Starbucks’ recent automation rollback shows, efficiency sells, but in a loneliness epidemic, connection still matters more than ever
THE act of placing an order, once a key human connection point, is increasingly mediated by a screen. Self-ordering kiosks, smartphone apps and QR-based menus have proliferated as labour costs balloon and margins tighten.
Operators enjoy clear upsides: chains installing self-ordering systems regularly report increased average transaction values and more efficient throughput, which are attractive to both managers and investors seeking scalable returns on technology investment.
A suite of recent industry data underscores how swiftly this trend is being embedded. One industry report suggested that 51% of consumers spend more per visit when using self-ordering kiosks, and that 84% of Gen Z buyers prefer kiosks to face-to-face ordering.
Academic literature reinforces this view: customers tend to perceive the convenience and control offered by self-ordering as positives, and that “successful use of self-checkout may ‘tie’ consumers to a provider, representing a feature that differentiates a retailer from competitors.”
From a business perspective, self-ordering represents a rational response to structural pressures. Labour shortages and wage inflation – a mixed picture post-pandemic, with nominal wages rising significantly but often lagging behind high inflation – especially in developed economies, drive automation adoption.
Self-ordering systems can reduce routine tasks and allow staff to focus on preparation and service issues where human input is essential.
“Automation brings consistency and speed when cafés are under real pressure, helping teams manage staffing and training challenges,” says Camilla Morgan, UK Sales Director at Eversys. “What risks being lost is subtler: attunement – the ability to read a moment and make someone feel noticed, not processed. Hospitality is about presence, not just efficiency. Technology isn’t the problem; losing intention is.”
Furthermore, in places where foot traffic is heavy – central London or Midtown Manhattan, for example – screens and mobile orders can ease bottlenecks and shorten queues, raising throughput and potentially customer satisfaction simultaneously.
“Measurable value, for the coffee operator, is speed & efficiency,” says Elliot Shore, Senior Sales Executive at Nespresso UK and Director of MIKAEL Consulting. “With self-ordering machines, you’re essentially running multiple tills without the staff cost. Orders move faster. The human touch comes at the handoff – latte art and a brief interaction that still feels personal.”
But this technological embrace has not been uncritical. The podcast “The Future of Self-Ordering” frames the question not merely as efficiency versus tradition, but whether the promise of self-service aligns with underlying human desires for connection and meaningful service.
“Self-ordering delivers its clearest returns in high-volume settings, where speed matters and kiosks can lift throughput and average ticket size through built-in upselling,” says Buhra Uckan, Managing Director at Max Brenner Türkiye and F&B Operations Executive. “In more experience-led formats, the gains are less certain, and self-ordering works best when it supports service rather than replaces it.”
Do consumers really want screens over service?
On paper, the consumer case for self-ordering looks persuasive. Self-service options allow individuals to browse menus at their own pace, customise orders with precision and avoid miscommunication with frontline staff — features that resonate especially with digital natives.
These benefits seem starkest in contexts where speed is valued: fast food queues, lunch rushes, or commuters needing a caffeine fix on the move.
Yet experience and research both suggest that convenience alone isn’t a universal consumer magnet. Studies of self-service kiosks highlight a nuanced reality: while many customers appreciate self-ordering, satisfaction and intention to reuse are tied to system quality, reliability and ease of use. Frustration with poorly designed interfaces can dampen enthusiasm and even reduce loyalty.
“Self-ordering works best when it removes friction in moments where speed and clarity matter most,” says Buhra. “In hospitality-led cafés, the risk comes when it replaces interaction instead of supporting it, eroding the guidance and sense of welcome that guests often value.”
Indeed, managers at Starbucks have recently grappled with the unintended consequences of digital ordering. Mobile orders – a form of self-service – became so dominant in some stores that they interfered with the fulfilment of in-person orders, prompting leadership to recalibrate priority systems in an effort to balance speed, employee workflow and customer experience. Customers also reportedly felt that the coffee shop experience provided was not aligned with the high price they were being charged. Starbucks addressed this by rolling back automation – deciding to focus on improving in-person service and experience to retain rather than lowering prices.
“Good hospitality still comes down to how someone feels,” says Camilla. “Technology works best when it quietly reduces stress and creates clarity in the background. Its real value is giving staff the space to be more present when it matters. Screens should support care, not replace it – when systems dominate, hospitality becomes transactional; when designed with intent, they leave room for warmth.”
The narrow convenience gain can mask deeper emotional and social values. For some, especially in hospitality contexts that trade on ambience and human connection, efficiency might be less prized than experience – as Starbucks shows. Research across retail suggests that automated interactions can feel transactional and impersonal, an issue that has spurred some brands to reinvest in more traditional formats or hybrid approaches.
“Don’t lean on AI or automation,” says Elliot. “It’s a tool – you’re still the captain of the ship. Too many businesses strip away who they are by implementing systems blindly. My rule is simple: get rid of the rubbish. Remove what doesn’t work, keep what does, and use automation to handle the bad jobs – not the parts that make you who you are.”
self-service kiosk
Cultural and generational cracks in the “tech-driven future”
Beyond considering the true long-term economic benefits lie broader cultural shifts that may temper the trajectory of self-ordering.
The enthusiasm for automation seen among Gen Z and millennials — who are generally comfortable with digital interfaces — is not uniform across all demographics. While younger consumers often appreciate ease and autonomy, older consumers may be less inclined toward self-service if interfaces feel opaque or intimidating.
Even within tech-savvy groups, priorities fluctuate. Gen Z, increasingly burdened by economic uncertainty and attuned to wellbeing, often values experiential qualities – human interaction, ambience, a sense of community – as integral to dining out. They’re even bringing back communal dining, a paradox for a generation that also prizes the convenience and efficiency of self service technology.
This partly explains recent strategic shifts among major brands. Starbucks’ recent rollback of some “grab-and-go” and mobile-only formats in favour of reinvigorated cafés is aimed at fostering in-person connection, pushing back against the purely transactional model.
“If indifference is the risk, then design becomes a responsibility,” says Camilla. “Brands must deliberately protect the moments where human connection matters, not optimise them away. When care is built into values and experience design, it can coexist with efficiency. The future of hospitality depends less on resisting technology than on paying attention to how progress feels.”
Another notable trend is the return of “analogue” experiences – sales of printed books, vinyl records, instant film cameras and other analogue media are on the rise. This also applies to hospitality circles, where chalkboard menus, baristas who remember your drink, and servers who recommend specials can act as a counterpoint to digital saturation.
Even where technology is appreciated, there is a distinction between functional use and emotional preference. Reports consistently show high adoption rates for self-service systems, but not necessarily an overwhelming desire for them over human interaction when given a choice.
“What we should be seeing is better customer service, not worse,” says Elliot. “Yes, automating is implemented, but that leaves more room for personality and creative expression from the staff. The companies and operators that will do well are those who embrace and intricate technology well. Don’t lean too heavily on your tech, you might fall.”
Self-ordering is not a fad; it’s a reflection of broader shifts in consumer behaviour, labour economics and technological capability. The data are clear that self-ordering systems can drive higher ticket sizes, streamline operations and cater to a segment of customers that prizes autonomy and speed. Yet the notion that screens will wholly supplant human service is overstated.
“While digital efficiency is increasingly important, companies need to prioritise genuine human interaction.” says Marisa Vrona, Senior Client Engagement Director at Catena Solutions. “It’s tempting to focus on automation’s benefits – labour savings, sales lifts and smarter operations – but those gains mean little if guests lose the warmth of hospitality they expect, even in fast-casual settings.”
“That puts the spotlight on staffing and training. Foodservice businesses must invest in upskilling teams to work with new technology, not just use it. This means human-centred implementation, proper training and change management, and redesigned roles where needed. Automation is a long-term play, and its success depends on how well people are supported through the transition.”
This leaves room for a future that will likely be hybrid – with screens and apps for convenience, and humans for connection.
Coffee Intelligence