The life cycles of large corporations are rapidly becoming shorter. In the past, such corporations were primarily companies with a strong position in the sector and years of experience under their belts. Now, operators that no one had heard of a few short years ago, and that may have originally operated in a totally different sector, are joining this group of industry leaders. The platform economy and digitalisation are reshaping companies’ operating environments.

Knowledge is power. This is not a new phenomenon. What is new, though, is the popularity of mobile devices, which has opened up new avenues through efficient data gathering processes and easier access to information-based services. Now, companies are competing to create services that best meet the customer’s needs and to scale them. The resulting brand and customer base can in turn be utilised to create new opportunities. With the data compiled, companies can design more services and even expand their operations to new sectors.

Meeting a customer need is not the same thing as selling an existing service or product to the customer. Instead of, for example, offering customers a taxi service, we could design a novel transport service that meets their needs reliably and without hassle. The average customer is not willing to expend extra energy to gain access to a service or to put it together from various components. But if the threshold to using a new service is low and the cost is reasonable, customers are happy to adopt it and use their time and energy on something that is more important to them.

But what does all this have to do with construction?

As a resource-intensive and strictly regulated sector, we have been sheltered from the digital storm. In day-to-day design work, digital advances manifest themselves as more efficient work processes, and the use of information models, whereas construction processes and stages have changed very little from the days of sketching with paper and pencils. Even though companies continuously develop their processes in this area, the advances mainly involve fine-tuning practices and instructions.

In its blind trust in the appropriateness of the regulations and practices in place, the sector is like a shipbuilder tweaking its sailboat, totally oblivious of the imminent arrival of engine-powered vessels that will revolutionise seafaring. You don’t have time to see what’s happening around you when you are focused on trimming your sails. Our sector will experience a wake-up call in the not-too-distant future, either from within or outside the field. With construction companies no longer tied to their region and the burden of over-regulation being acknowledged, the sector is ready to break new ground.

Construction companies are no longer tied to their region and the burden of over-regulation is being acknowledged.

The strategy of AINS Group is to build success together.

On the basis of our experience, we know that success is not achieved by scribbling plans in isolation. Our investments in cooperative working methods have helped us to identify customer value and have benefited our customers in the form of more efficient production of the services they need. Changes are taking place, which is also reflected in our customer satisfaction ratings going from strength to strength. Breaking all previous records, our Net Promoter Score (NPS) reached 55 earlier this year. In customer interviews, our operating methods emerged as our main stand-out quality.

To be prepared to face future challenges, a company must have a good understanding of its customers, as this is the only way for it to channel its technological investments correctly. For a customer-oriented company, the digital revolution is more like a breath of fresh air than a storm. Rather than drifting at the mercy of winds, we at AINS Group are steering our ship towards success with our customers.

Rather than drifting at the mercy of winds, we at AINS Group are steering our ship towards success with our customers.