Automation is the work nobody planned and that still comes up every single day. This subject area covers both together: recurring processes that tie up time, and AI systems that can take over tasks without the control being lost.
In a shop this affects more areas than most expect. Product data is created and checked, orders are handed to warehouse and accounting, recurring customer questions are recognised, metrics are merged from several systems. Every one of these activities can be split: into steps that need a rule and steps that need a decision. Only the second part is a case for AI.
The subject area is growing. It starts with AI Automation for Shops: the path from a process that costs time to a system that takes it over — with data checks, a metric, a switch-off option and a named responsible person. Further courses on agents, on AI in service and data, and on governance will follow and be added here.
Intended for shop owners whose team is tied to routine tasks, and for owners who want to use AI without giving up control.
Where to begin
Split one process before you choose a tool. Take the activity that recurs most in your team and write it down in steps. Mark which steps need a rule and which need a decision. The first part is automation, the second a case for AI — and the two are steered differently.
How you know it holds
An automated process needs four things, otherwise it can later be neither explained nor proven: a named responsible person, a metric with a threshold, a switch-off option and a settled way of handling personal data.
How a seminar runs
Every seminar consists of two days on site or live online and an accompanying self-learning track. You work on your own process, not on a model operation. For live online you need a device with a stable connection, audio and video if possible.
At the end you receive the AEI certificate of attendance with course title and subject area; it remains available in your account.
Frequently asked questions
Automation in online retail means having a system perform recurring activities instead of doing them by hand. That covers creating and checking product data, handing orders over to warehouse and accounting, pre-sorting recurring customer questions and bringing figures from several systems together.
A process suits automation when it repeats, can be described and has a clear outcome. What matters is that it is stable enough to break into steps, trigger and result. Tasks that run differently in every case and need a lot of judgement are poor candidates, regardless of which tools are available.
A fixed rule is enough when the conditions are known and complete, for instance with tax rates, shipping cost or availability. AI becomes sensible where language, images or unstructured content have to be processed, such as descriptions or customer enquiries. A model does not replace a rule where a rule is the more reliable option.
Governance defines who is accountable for a system and how it is measured. In practice that is four points: a named responsible person per system, a metric with a threshold, a way to switch it off and a rule on handling personal data. Without those four points a result stays inexplicable.
Not for the seminars on this level. We work with process descriptions and tool classes. If you later have an interface built, you should still understand what happens in your name and which data leaves the house in the process.
Every process needs an answer to three questions: how is a failure detected, who is notified and how can the process be switched off. Those three answers are part of the design, not an afterthought. If one is missing, the process is not ready for production.
