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Since the government published its lifetime homes strategy this year, the focus has shifted to home improvement agencies (HIAs) to help find (some) of the answers to housing an ageing population. In this first article, Malcolm Ramsay, Policy, Communications and Research Manager for Foundations, the national coordinating body for HIAs in England, describes what the future may look like for the sector.

What sort of information and advice do older people want to access and to what extent can national services work together with local statutory and voluntary services? Malcolm Ramsay examines the market in relation to housing information and advice and reports on new initiatives to draw these different elements together.

Malcolm Ramsay's article looked at the empowerment of older people through good advice and information. Continuing this theme in our next article, Carol Munn‐Giddings et al describe a unique project that has equipped older people with the necessary research skills to go after the information themselves and is giving them the confidence to directly shape local services. Providers and commissioners ‐ beware!

Since the Government published its lifetime homes strategy this year, the focus has shifted to home improvement agencies (HIAs) to help find (some) of the answers to housing an ageing population. The article describes what the future might look like for the HIA sector.

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Examines the activities of a regional bank in Australia and follows Hart and Smith examining customer profitability and Ramsay and Smith examining customer channel preferences. Examines the customer database to identify those at risk of leaving; specifically this study looks at the retention of customers with savings accounts and strategies that might be adopted to secure their retention. In Australian banking, the funding pool is insufficient to support current lending activities. This has generated intense competition within the banking industry for customers purchasing savings products, making the retention of existing customers imperative. Fornell identifies two strategies for increasing an organisation’s market penetration: the offensive strategy, which focuses on generating new customers, and the defensive strategy which focuses on preserving the current customers. Although these strategies can be successful all customers are not retained as a consequence and organisations need to identify those customers at risk of leaving in order to reduce defections. Expands on the findings of Ainslie and Pitt and Hamilton and Howcroft in database marketing to develop, with considerable success, a model of customers at risk of leaving the bank.