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Why we must choose digital

Digital services promote self-confidence and esteem among tenants, says Catriona Simons of The Guinness Partnership

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I’m passionate about making our services available to customers online. 

I believe that giving customers access to information and services whenever and wherever they want is one of the most important things we can do to improve their experience – by empowering them. Across the sector we’re in different places in terms of our digital offering. Guinness isn’t there yet with a full-service offer, but it’s a top priority for the year ahead.

There has been a lot written about the business benefits of digitalisation.

“Online services empower individuals by giving them personal choice and control.”

It responds well to the efficiency agenda. 

Modernising has become a financial imperative as well as an aspiration, and that is driving more investment in online services and other technologies to enable us to change the way we do things. 

There is a wealth of research that demonstrates the financial benefits of ‘going digital’ – reduced transaction costs, improved data quality and so on. 

But this shouldn’t dominate the discussion.

A defining moment in my recent career was seeing another housing association’s new online repairs booking in use. I felt an extraordinary excitement. Not about the costs that might be eliminated from the business, but about the potential for a fundamentally different customer experience.

As a sector we have always been committed to customer engagement and empowerment, and there are many wonderful examples of how we’ve involved customers in shaping services, making decisions and governance. But in the main those examples involve small groups of customers working on behalf of customers collectively. 

Online services empower individuals by giving them personal choice and control – every single time they use them. And these things promote self confidence and self esteem. Which is why I think this matters so much. 

In many ways housing associations are restricted in the choices we can offer. There is huge demand for our homes, and access is based on strict eligibility criteria. 

And the services we offer are quite tightly defined because we have to prioritise finite resources. 

We do offer our customers choice, but often this is connected with ‘once-in-a-lifetime’ events, such as choosing a new kitchen, or selecting a contractor. 

“As a sector, we’ve been slower than others to develop our online offer.” 

For example, enabling a customer to view their rent account or make a repairs booking when it’s convenient for them may be small things. Being able to see and select a convenient appointment time for that repair to be carried out may be a small thing, too. 

But these are meaningful ways of exercising choice, and they aren’t once in a lifetime. They give our customers control over day-to-day decisions.  

Importantly, this doesn’t depend on financial means, a factor which inevitably restricts many of our customers in other spheres of their lives. And it empowers people in the sphere we all believe matters most – the home. 

As a sector, we’ve been slower than others to develop our online offer. 

There are good reasons for this. 

The technology and process complexities require significant investments in people, time and money. 

There was a time when many of our customers were digitally excluded, so the business case for this wasn’t yet compelling. But things have moved on. 

We estimate that 57% of Guinness’ customers are ready and willing to access our services online. Our channel shift debate, ‘nudge or push’, is probably irrelevant – it’s our customers who are calling for Guinness to go online, not the other way round. It’s a rather trite comment, but they want us to be as easy to do business with as their bank or favourite online store.

I’ve focused on our customers, but there is a compelling argument that great online services will contribute to a better employee experience, too.  Roles that are varied are generally seen as the most interesting and fulfilling. Online services have the potential to remove a lot of the more routine and rather repetitive tasks our colleagues currently perform, allowing us to create roles and focus resources on engaging with customers on more complex or more sensitive issues.

When we asked our people at Guinness what motivates them about working here, and in particular about delivering customer service, they said they enjoy solving problems for customers, and they like having the opportunity to show they care. If we can liberate them from more routine interactions, we can ensure that more people have more rewarding jobs.

Of course if the basic services aren’t in place and don’t operate as they should, the best online functionality in the world won’t empower customers or liberate employees. Online services are not in themselves a panacea.

For me, empowerment is central to the case for online services. But if choice is important, by implication people should be able to choose not to go online too, if it isn’t for them. Some of our customers don’t have access to technology, or aren’t confident using it. Some simply need the social contact provided by a quick chat on the phone. 

We must ensure that in extending the choice for many, we don’t limit it for others.

Catriona Simons, chief executive, The Guinness Partnership


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We need to adopt a more customer-centric approachWe need to adopt a more customer-centric approach

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