81 Kellogg Insight for itself where it wants to inject variation and where it wants to stan - dardize or automate that variation away.” In other words, where do the benefits of an in-person interaction have the potential to outweigh the costs? Know Your Brand Shapiro recommends companies determine how each model of customer experience fits into its brand identity. For example, Oregon-based Dutch Bros. Coffee, known for its “bro-istas”—men and women who memorize customer preferences and dole out free coffee to down-on-their-luck patrons, leans toward personalization. Domino’s, on the other hand, has reemerged as a U.S. pizza-market leader by automating customer orders through its mobile app. “Automation, done well, can be highly efficient. Most places would say that when they fulfill orders, they’re okay with standardizing or auto - mating to be quick and accurate,” Shapiro says. “But there are other ele - ments of that customer journey that might merit a lack of automation.” It also depends on a company’s desire to give up consistency in favor of a personal touch. Shapiro appreciates that many chain hotels now offer automated check-in service. But he also understands why others would want a front-desk clerk handling that job. “It could be important for them to establish a relationship,” he says. “For example, me chatting with the nice Midwesterner behind the counter of the Hilton hotel where I’m stay - ing might be a really important part of their brand.” That personal touch comes at a cost in staffing, of course. And, if those Based on insights from Joel K. Shapiro