We’ve re-platformed the Co-op Legal Services website

We’ve moved Co-op Legal Services website from a content management system (CMS) managed by a third-party supplier to a new CMS – managed and controlled by our internal Digital team. 

The reason for the change wasn’t because we wanted to re-design the site – it was because the old CMS was costly to maintain and would soon be ‘out of support’ which meant it would no longer receive security updates.  

Screen shot of the Co-op Legal Services homepage

The new website is part of a shared platform used by Co-op Food and Co-op Funeralcare making it cost effective and easier to maintain because we are sharing best practice and development across all our business areas.  

Balancing our 2 competing priorities 

The biggest risk to the project was losing traffic because of a dip in our Google rankings (our ‘SEO’). There was a very reasonable assumption that any loss of traffic would result in loss of sales. 

At the same time if we didn’t change the design and code to match Co-op’s design system it would make the site costly to build and maintain.  

This meant we had 2 competing priorities: 

  1. Maintaining SEO. 
  2. Reducing cost.

By changing the design and content, we’d risk SEO, however if we didn’t change the design we wouldn’t reduce the costs.  

Maintaining SEO was the main tool we used to decide any technical or design decisions. The compromise for the project was to ensure we migrated all the pages with the same URL structure, meta description, links and content but presented that content in a different way using the standard Co-op shared components which are used on our other major websites across the Co-op business areas. 

Testing the UX 

Changing the visual design of any site means it may affect important goal completions for the website. The key metrics for the Legal website are the number of: 

  • calls 
  • callback requests  
  • services started online, for example creating a will 

To ensure we were comfortable with the visual changes we A / B tested some of the smaller visual changes on the old site. 

For the larger design changes we sent 50% of organic users to our beta site and 50% of users stayed on the live website. We then measured how the KPIs compared.  

This test is slightly different to other tests we might usually do. Normally we are trying to make improvements to UX but the goal was to ensure the changes we were about to make to the site didn’t adversely affect our KPIs. It wasn’t necessarily about making improvements but maintaining the status quo. 

Testing SEO  

Unfortunately, it’s difficult to tell what Google will do when you make a change to a website.  

However, we prepared as best as we could by: 

  • removing over 1,300 critical SEO errors  
  • ensuring no 404 errors (missing pages) encountered after the switch   

What we’ve seen 

The new co-oplegalservices.co.uk went live 30 September. 

Website re-indexation in search engines including Google often takes time when changes to websites are made – sometimes it can take weeks for the full effect to become apparent. Enough time has passed now that we can confidently say the site replatform was a success at maintaining SEO.  

Here’s what we’ve seen so far: 

  1. The year-on-year comparison returns an 8 to 14% uplift on most days since migration.  
  1. There are individual keywords fluctuations. The number of featured snippets (the top result that appears in a box below the adverts in a Google search) is higher than pre-migration (from 80 to 96 today).  
  1. The total visibility of our tracked ranking keywords have dropped by 3% since the migration.  However, the impact on core business areas is negligible.  
  1. Enquiries coming through the website are comparable to before the website go-live, all show favourable figures in terms of overall enquiry volume and conversion rates.  

We are still at the stabilising phase but so far the results are looking good.  

We can now say with a high degree of certainty the re-platform has improved the website’s conversion rates and number of enquiries it generates from existing traffic sources. This provides a strong platform to start future optimisation and testing to further improve the site. 

So not only have we reduced the sites running costs and made considerable savings, we’ve maintained SEO and improved our conversion rates.  

What we might do  

Throughout the project there was a massive temptation to make improvements to the content and structure of the site. We didn’t want to change too much at the same time – that wouldn’t  have been a good way to observe the impact on our Google ranking. However, now the site is live and we are happy the replatform has been a success we can start making changes to the content and layout. We’ve already started conducting a number of A / B tests on the new site to start iterating on what we’ve already created. 

We’ll keep you posted. 

Peter Brumby

Product manager

2019 highlights: there’s a lot to be proud of

Today the Co-op Digital team came together at our Christmas conference to share and celebrate our successes from 2019.

This year hasn’t been without its challenges but it’s important to reflect on what we’ve achieved thanks to talented and conscientious delivery teams, communities of practice, and individuals. Their commitment to meeting colleague, member and customer needs is unfaltering.

Here’s to many more victories in 2020.

:tada: :raised_hands::skin-tone-3:

‘One web’ platform

In 2019, we’ve increased the number of websites, products and services on the coop.co.uk platform from 3 to 10. Between May and October this year we had over 4 million visitors – that’s an increase of over 200% for the same months in 2018.

Next year we’ll continue to replatform our business sites – we re-platformed Co-op Food and most of Funeralcare this year and in 2020 we’ll be prioritising Co-op Legal services and Insurance. The aim is to give teams autonomy over their own sites so they’ll be able to update content themselves and use the Design system as a guide to improve brand familiarity.

Rebekah Barry, Content designer

Funeralcare customer-facing work 

This year we got involved in the customer journey after focusing on colleagues for so long. 

photograph of team standing in front of a white board of post it notes and sheets of paper on the floor listening to tom speaking

In February, we created the ‘service map of a death’, which shows everything people do after a death. 

It includes the touchpoints with our service, pain points and opportunity. The map formed the basis for a year of digital working on the customer journey and played a part in building the exec’s confidence in our ability to deliver a great customer experience that would help Co-op Funeralcare meet its goal: increase funeral numbers.

We created ‘After party’ – how we’d disrupt recommendation and consideration in the Funeralcare market. It showed the problem isn’t around which tool people use to plan for their funeral, but how Co-op Funeralcare can motivate people to plan theirs. This piece of work stopped the exec simply buying a later life planning tool and gave them the confidence to ask us to work on the Funeralcare website. We were also commissioned to create the new visual design and do discovery into priority areas, ready to start creating new features in 2020. 

So many highlights, so little space. But Rae, Tom, Helen and Gail have smashed it out of the park all year.

Hannah Horton, Principal designer

Digital Skills team

We help teams in the wider Co-op adopt digital culture and agile ways of working. In 2019:

  • 457 people attended one of our agile masterclasses
  • we coached 22 teams in agile ways of working
  • 450 people attended a training session or workshop
  • we’ve partnered with teams on 2 discoveries

Our highlight of the year was collaborating with members of the People team on a discovery to understand how colleagues experience and understand their benefits package.

Thanks you card. It says: Thank you for all you've done through the discovery, for enlightening us on new tools and techniques and for helping us understand how we can make a difference to our colleagues. from paul and team.

Above is a thank you card – we’re very proud to have influenced ways of working and helping the team become more user-centric.

Vicki Riley, User researcher

Guardian plans

Guardian plans is part of Co-op Funeralcare and aims to improve the experience of creating a pre-paid funeral plan. Traditionally, a colleague filled in paper forms, posted them to head office and the information was typed into our system. The new site allows colleagues to add information during a meeting with a client which means it’s recorded instantly – it used to take up to 7 days. It has also improved accuracy.

This year, we tested the site in 2 regions, learnt lots, iterated and scaled up. Now, over 90% of pre-paid funeral plans from over 1000 funeral homes come through Guardian plans.

Liam Cross, Product manager

Shifts

In 2019 we’ve iterated, researched, and iterated again on the Shifts’ ‘exceptions’ feature which helps managers make sure colleagues are paid correctly for extra hours they’ve worked. We ran 2 trials involving 130 or our 2661 stores (around 5%) and now around 15% of all exceptions are managed through Shifts.

Here’s some of the feedback:

Screenshot 2019-12-11 at 15.33.39.png

Screenshot 2019-12-11 at 15.53.29

We’ve also helped reduce the most common type of payroll error by almost 49% and colleagues have praised how Shifts helps stores find cover for shifts at short notice.

In the last half of 2019 we averaged 4 releases a month (around twice as many as in the first half).

Thank you to subject matter expert Julie Haselden at head office – she’s been so generous in sharing her knowledge.

Robyn Golding, Delivery manager 

Tech ops

In 2019, the Tech ops team completed:

  • 1,065 changes (as of 10 Dec) with a change success rate of 98.21%
  • 1,127 service requests such as new starters, Leavers and access requests
  • 27 stories and 118 sub tasks since we changed to 3-weekly sprints in September

Steven Allcock, Digital service manager

Pay in aisle, Visit and SmartGap (Operational Innovation Store team)

Our team looks after 3 services used in Co-op Food stores. Here are our 2019 highlights:

  1. Pay in aisle – lets customers skip queues by paying for items on your phone. Trial in 32 stores with a significantly improved, frictionless user experience, reaching up to 1% of transactions across particularly engaged stores.
  2. SmartGap – removes a cumbersome, time-consuming daily paper process. We’ve gone from prototype, to alpha and beta within 9 months, it is now rolling out to all stores to save colleagues time, and over 20 million sheets of paper and better product availability for customers. visit-on-till-screen
  3. Visit (as shown above) – replaced the need for a signing in book with a digital sign-in on till screens. Saving colleague time, and meaning we are more compliant with asbestos and fire safety, and can better track our contractors.

Charles Burdett, Designer

Co-operate

We’ve had loads to celebrate this year but we’ve pulled these points out as our highlights of 2019. We’re proud because:

  • 12% of people are returning to Co-operate
  • feedback about the platform has been positive – for example: “How fantastic that Co-op are empowering communities!”
  • the community has added over 300 events to our ‘What’s happening’ page since July
  • there were 1,600 page views in 2 weeks for our ‘How to organise a community event’ guides
  • … and the feedback on them was good too, for example: “A really useful guide for organising community events!”, “This is great, really useful” and “Love this, what a great idea!”

Special shout out to Natalie Evans, our community subject matter expert and resident Member Pioneer. Her energy and focus have been incredible.

Ben Rieveley and Jen Bowden-Smith, Product managers   

Food Ecommerce

This year we’ve replaced the proof of concept third-party front end with our own. When the 2 were running side by side, the performance stats from 12 to 24 November showed:

  • for London traffic on mobile conversion rate increased from 3.3% to 5.15% (a 56% percent increase)
  • A 22% decrease in bounce rate on mobile

Regular workshops and working transparently have helped us create valuable relationships with the wider Co-op Food Ecommerce team. We’ve also been able to show value in our approach and have started to change the way some of the business team interact with us for guidance, as opposed to just delivery.

A great team to work with. Challenging (in the right way!). Always pushing us to think of the customer first and to be different when the easiest thing is to stick with the familiar.

Gary Kisby, Head of Web Operations

Sophia Ridge, Product manager

Digital newsletter

The newsletter gently pokes the organisation to look at future digital opportunities and threats, and it helps show public readers what we’re thinking.

48_65_94_132_small

Subscriber growth is around 170% year on year and the open rate is approximately 50%. Big thanks to beloved readers, Richard Sullivan, Jack Fletcher, Linda Humphries and everyone else who has sent stories to the #newsletter Slack channel.

Rod McLaren

Co-op Digital blog

In 2019 we published 32 posts, by 41 authors – 22 of these identify as female, 19 as male. We’ve heard from a range of seniorities but a less balanced mix of disciplines – 7 posts from researchers; 3 posts about product decisions and the same number about delivery; but only 1 post by an engineer. We’ve gained 169 subscribers – some internal, many from orgs like Citizen’s Advice and the fin tech sector.

My highlight was working with the Design team on a series of posts to support their 90 minute show and tell which explained the benefits of being a design-led business to our stakeholders.

The posts are something to point at when stakeholders would like to know more about our ways of working.

Amy McNichol

Customer and member

We’ve made a lot of improvements for customers and members this year. Here we are looking at our screens and the big screen.

mx0YD

Here are our top 10 in no particular order.

  1. We’ve made 339 changes to date with 98% success rate and 99.5% availability.
  2. We launched the Co-op app and it’s had nearly 200,000 downloads.
  3. We’ve built a single place to sign into Co-op online services (500,000 API calls a day).
  4. Fought off constant bot army attacks. :robot_face:
  5. We launched digital offers and members are making around 656,000 offer selections a month.
  6. Local causes pay out supported (£17M paid out!).
  7. This year was the first time we’ve launched with 3 new local causes in every community. This was made easier at least in part because we helped with changes to remove the need for the charities aid foundation vetting and paying out to causes.
  8. All new systems were built with serverless technology.
  9. Reduced AWS cost by more than £5,200 per month.

Paul D’Ambra, Principal software engineer

Co-op Insurance

Co-op Insurance design team won Best in Digital – Direct to Customer at the Insurance Times ‘Tech and Innovation’ awards.

insurance

The judges were impressed with our customer and metric-focused approach, alongside the lengths we go to benchmarking ourselves against competitors and better understanding the challenges customers face, now and in the future.

Azra Keely, Optimisation consultant 

Legal services

We are a new team working on a series of alphas to test if we can increase sales and product mix by using a conversational tool.

The first alpha is to help recommend the type of will someone should get. Wills are challenging to understand and research has told us they’re not at the forefront of people’s minds. We want to educate people about what wills can protect against and which will might be right for their circumstances. We are working closely with our stakeholders and we’re really pleased they’re attending our user research sessions showing they are bought in to listening to user needs.

Liam Cross, Product manager

Guardian

Last year, we completed the rollout of Guardian to all Co-op funeral homes across the UK (over 1000!). In 2019, our focus has been continued iteration and improvement.

25% of users responded to a National Promoter Score (NPS) style survey we sent out and the average rating was 7.5 out of 10 – positive but still room for improvement. We worked closely with our 2 least satisfied groups of users, to design solutions to their problems.

We developed 8 new features, eradicated 3 bits of time-consuming paperwork and simplified workflows to save over 100 hours of time to-date. We got some excellent feedback from colleagues about the changes we made. One said:

Hi Guardian Team, just wanted to say thank you for all the previous changes done recently. From a Funeral service operative point of view it has helped amazingly.

We’ve also done lots of work to increase the stability and resilience of Guardian, with some major missions to improve our release process, our backups and re-work some legacy features to keep them fit for the future.

Daniel Owen, Product manager

Co-op Health app

In May we launched the Co-op Health app. In the app you can order your repeat medication and choose how to get it – either collect it from your chosen pharmacy, or get it delivered to your door for free.  

Health Blog Post

Different GP surgeries use different systems to manage their patient’s prescription. Since launching the app we’ve integrated with more of these systems, meaning patients from 99% of surgeries in England can use our app.

In October we were also the first service in the UK to offer ‘NHS login’. This means people can choose how they register for Co-op Health – either by visiting their GP surgery or completely online (using NHS login)Around 20% of new customers choose to register using NHS login.  

Being the first organisation to use NHS login is a massive coup for Co-op. We’ve worked closely with NHS Digital, sharing designs and feedback. Massive credit to Jack Fletcher, Dan Cork, Catherine Malpass, Ben Dale, Ayub Malik, Andrew Bailey, Stephen Gatenby, Alex Potter and the rest of the Health team for making this happen.  

So far, we’ve delivered 12,447 prescriptions to customers and have a 4.1* rating in the Google Play and Apple app store. 

Joanne Schofield, Content designer

Explaining the tech behind the new ‘one Co-op’ site

We talked about our work to bring each Co-op business area under the coop.co.uk url in our post One Co-op, one website. In it we explained why we’re doing this and our progress so far. To recap: in the past, having completely different websites for Co-op Food, Insurance, Funeralcare, Electricals, Ventures and Legal has worked ok for the business. However as the Co-op changes we’re finding this inefficient as well as expensive, and the online experience for customers and members is visually inconsistent.

The thinking behind our work isn’t revolutionary but the cultural shift is.

This post explains the technical reasons why moving to a single url will help save time, energy and money. Plus it describes how we’re doing it.

Slow to build, expensive to run

Before we could start designing the pages people see and the content people read when they visit a Co-op website, we knew we needed to build a sturdy infrastructure.

We looked at what we already had in place and found that our many individual sites were:

1.Slow to build

When building websites, it’s standard practice to create different ‘environments’ for the team to test new content and new features on before making the website available to the public. Most teams will use 4 of them (development, testing, staging and production) and each one of these takes time to build. As it was, we had 5 sites, all with 4 environments. This meant that not only was our infrastructure slow to build, it was also expensive in terms of colleagues’ time.

2.Expensive to run

Aside from the environments, the costs include hosting (where each website lives on the web), and subcontracting third parties to maintain the sites (writing copy, adding it to the site, updating it as well as looking after site security). In most instances, Co-op colleagues didn’t have access or permission to make changes themselves.

We needed to find something more sustainable – something cheaper, quicker and easier to update.

The solution: what we’ve done

When we’ve been explaining what we’ve done to non-technical people at our show and tells, we’ve borrowed an analogy from Docker – industry leaders in this kind of work. I’ll paraphrase.

Let’s think about the most sustainable infrastructure we could build for the content across our businesses to ‘live’ in.

At the moment, many websites from across the Co-op business exist on their own – so let’s say the content on them lives in ‘houses’. Houses are self-contained. They have their own infrastructure, for example, plumbing, heating, electricity and security. A lot of time and cost is involved in building and setting up all of those things.

Apartments, however, are built around shared infrastructure. The plumbing, heating and electricity is shared and there’s a communal door to keep the inhabitants safe and secure. Sharing these things means that building websites is quicker and that running them is cheaper.

We’re trying to bring the content from across the business to the same place – so instead of leaving it and trying to maintain it all in self-contained websites (houses), we’re beginning to house it together in ‘containers’ (flats) under one roof in a ‘cluster’ (an apartment building).

containers-jpeg

You can see the full blog post ‘Containers are not VMs’.

Benefits we’re seeing right now

Moving everything to the single coop.co.uk url is a work in progress. However, we’re already starting to see benefits. Since we started using containers, it’s taken just 50 minutes to create the environments we need to test and deploy to – this used to take up to 4 weeks.

We’re also saving 57% on platform costs a year. As it was, we were paying Amazon to host 5 sites, all with 4 environments. As we move everything across to our own single platform we estimate the saving will reach 70% on what we were paying out.

Benefits we expect to see shortly

There’ll be more benefits to come too. For example:

  • our costs will reduce dramatically when Co-op colleagues can design, write content, publish and maintain our sites ourselves rather than paying third parties to do it for us
  • our costs will decrease when we can host our sites ourselves and look after security internally
  • our engineers will be able to make changes or ‘deploy’ more quickly
  • we’ll be able to build in and manage security and resilience from the start for all new sites
  • we’ll save time when we fix things or add new features because we’ll make one change rather than the same change in 20 different places because our new site will use the same architecture

How we got here

This piece of work is truly transformative in the way that it will, and already is, improving things for any Co-op colleague who has involvement with a Co-op website; the Co-op as a business as well as Co-op customers and members who’ll benefit from a much more joined up online experience.

We’ve come a long way. There’s still a long way to go. We’ll keep you updated on the blog.

Graham Thompson
Principal engineer

One Co-op, one website

The Co-op is an organisation made up of several business areas. There’s Food, Insurance, Funeralcare, Electricals, Ventures and Legal and at the moment each one has its own website that sits separately to the rest of the organisation. Historically, this has worked because each site serves a very different purpose, but as the Co-op changes we’re finding this inefficient as well as expensive.

One site will mean more familiarity

At the moment, our sites are maintained and hosted by various external companies. Moving them onto one platform that we manage ourselves makes sense financially and it also gives us more autonomy to maintain and update content which will be better for our customers and members.

Bringing the businesses together on to one, internally-maintained platform will mean there are more visual similarities too. Each business area will use our Co-op design system which will reinforce the Co-op feel – something that’s difficult to do when each site is looked after by external companies.  

Better for customers, better for business

Co-op Digital’s role has always been to make things simpler, faster, more efficient for our users (that’s our customers, members and our colleagues too). We spoke to users to find out if we can improve their online experience with us and find out what their expectations might be. Expectations and needs can, of course, be very different.

The research told us that members expect to see all their interactions with the Co-op in one place. For example, if they’d visited our Membership site to find out about their rewards, there’s no easy way to move from there to another Co-op service. At the moment, users tend to leave whichever one of our sites they came to, to go search again for another one of our sites. Users felt that having everything in one place would improve their online experience with us.

It also makes sense from a business point of view. Unsurprisingly, analytics tells us we only see 1% of traffic from our Food site go through to our Electrical business, however, having everything together gives us more of a presence and helps remind customers we do more than just the thing they came to the site for.

We’re starting small

This is a big job and it’ll take a significant amount of time to bring everything together. We’ll be checking in with our users along the way and testing what we’ve built with them to make sure the information architecture works for them.

As always, we’ve started small. Coop.co.uk is the homepage for the Co-op and today we’ve put Co-op recipes live under the coop.co.uk/recipes url. The recipes used to live on dinner4tonight.com – but taking ownership of the content under a url that’s more obviously related to us is important.

Working closely with our business area experts

Co-op Digital has been working alongside subject matter experts from different business areas. Without their knowledge and expertise, it’d be impossible to design and build the right things for our customers.

As the team’s got bigger, we’ve split into 4 streams to focus our work. They are:

  • strategy – based on research, decide on and build new things with business units
  • iterate – improve the designs by testing with users and looking at metrics
  • content – creating and managing content and working with the wider organisation to align it
  • ‘engine’ – the technical team that develops and maintains the platform that hosts the site as well as builds reusable back-end components to make it easier to create and scale sites quickly

Gradual and iterative improvement

We’re now working on adding wines and Christmas products to the site in a similar way we did recipes. They’re just a small part of what the Co-op offers but we need to bring everything together gradually while we test our work with users to check we’re making customer-centred decisions.

Over the next year, we hope to bring more of the Co-op businesses under the same same coop.co.uk/ url.

Nate Langley
Lead product designer

What we’ve learnt since coop.co.uk went live

Users come to coop.co.uk to find whatever Co-op thing they’re looking for. The site’s been live for almost 3 weeks now.

To help us design the new site, we looked at how customers and members were using the old one. For example, we ordered the content so the most popular things appear first. We’ve been looking carefully at the data to monitor traffic and see if any user journeys are broken and so far, everything’s looking good.

Thorough prep paid off

We changed the old site for a few reasons: the content management system was difficult for us to develop and improve; the performance was slow and some sections of the site weren’t responsive.

The old site had been up and running for 8 years and the team that was working on it wasn’t the same as the one that set it up. Over the years, documenting different parts of the site had got messy and complicated but we knew that and planned for the problems we thought we’d face.

Positive results from our biggest change

The biggest change we’ve made is improving the search function. We stopped it searching old content so that it didn’t return results that were out of date and for the first time searches can find food stores.

Since then, we’ve seen the number of searches increase by 28% (admittedly, this could be seen as a positive or negative thing) but the number of search refinements has dropped by 13%. That’s when a user’s first search didn’t return a result they were looking for so they search again using different terms. This means people are finding the results they want, quicker.

We’re still learning though

Five days after we launched we added a feedback box on the search results page. A recurring piece of feedback that we’ve had through it is that users are struggling to add points to their Membership card.

“I went shopping and forgot my Membership card. I’m just trying to add my points. ”

“I forgot to take my Membership card. I have my receipts, can I add my points.”

We’ve now created a ‘Forgotten card. Add your Co-op rewards’ page in response to those comments.

Making things better and quicker

To help make the site quicker and potentially save on server costs we’ve been making improvements to our codebase. We’re halfway through refactoring the backend which should more than double the server response time and add improved resilience under load.

Looking at the analytics

As part of the piece work, we also looked at our old urls. I blogged back in January 2016 about why we got rid of 20 websites to improve the quality of our content. We’ve got rid of lots more since then. We took down 400 pages of information on Co-op estates and we’ve put in lots of redirects from searches. The most notable one is when people search for our funeral homes we direct them to the new Funeralcare branch finder.

Despite the cull, there hasn’t been a massive drop in the number of page views. The blue line is the new site and the orange is the old site.

Screen Shot 2017-04-11 at 15.40.45

All this is just the latest chunk of work we’ve been doing – we know there’s still a long way to go. As always, we want to improve the site so if you have feedback, we’re keen to hear it.

Peter Brumby
Digital Channels Manager

Co-op Finder Alpha Update

In my previous post I talked about the work we’re doing to improve our store and branch locator. We’ve continued to improve our new Co-op Finder Alpha and added a page for each store.

All the updates have come from:

  • user feedback from the form on the page
  • user research sessions
  • comments on the blog
  • messages on Twitter

So, if you gave us some feedback, thanks very much. You’ve helped to shape our service for colleagues, members and customers.

Design

Here’s a couple of the design changes we made.

We improved the text input box and how we show the ‘use my location’ option. This was because our users were confused when we tested it out:

image 1

We have reduced the space taken up by the list and map tabs. It was pushing the most important information too far down the screen:

image-2

Local pages

Users asked us to show facilities and services for each store. We’ve added a link to more information that goes to a page about each store. These pages are essential for helping people find stores more easily on search sites. They give us a great opportunity to test new features about a store and its local community.

Information accuracy

Most of the feedback we received was about:

  • opening hours
  • the accuracy of where the pin appears on the map 
  • the need to quickly update information about stores that have closed or changed ownership

The good news is that we’ve improved the accuracy of the location coordinates from 17% to around 88%. That’s around 3,500 stores now with an accurate pin on the map.

There are lots more improvements in the pipeline and we’ll keep you updated here.

Our show and tell is every Wednesday, 10th Floor, 1 Angel Square in Manchester at 10.15-10.45. All colleagues and Member Council members are welcome.

Ben Rieveley
Product Manager, Location Services

We’ve officially moved to coop.co.uk

Since launching our brand in May, the web address we’ve promoted and printed on things has been coop.co.uk. For those of you paying close attention you’ll have noticed coop.co.uk just redirected to co-operative.coop – but not anymore.

All 11,647 co-operative.coop pages and pdf links now use our new web address.

coop.co.uk

Why coop.co.uk?

We need to acknowledge how our members refer to us and search for us. Most people call us the Co-op and search for us without the hyphen (83% of users). You can find out more in Nick’s post ‘Why we’ve moved to coop.co.uk’.

No lost links

Changing your web address is very similar to moving house. To make sure people continue to visit, you need to tell them you’ve moved.

Google and Bing are the most important people to tell. If we didn’t do this correctly our site would be a lot harder to find.

We also made sure our old URL co-operative.coop and our even older URL co-op.co.uk 301 redirected to our new web address.

So if you typed:

co-op.co.uk/about-us

Or

co-operative.coop/about-us

It would go to coop.co.uk/about-us

Was it a success?

Making any change to your URL is risky and will normally see a drop in visitors coming to your site via search. We predicted our website would take up to two months to recover.

It’s still too early to tell how successful the change has been and we’ll continue to monitor, but a good indication is how quickly Google and Bing has recognised the change. This can take several weeks but only took a week.

More changes to come

We’re building a new version of coop.co.uk which you can take a look at.

We’ve also started to change all our other website addresses to be subdomains of coop.co.uk. Subdomains let us add a word before our URL. For example our jobs site is now jobs.coop.co.uk. Any link we promote in TV, print and so on will start coop.co.uk. So for the jobs site we would promote it as coop.co.uk/jobs.

I’ll be explaining more about URL strategy soon but if you have any questions or comments let me know.

Peter Brumby
Digital Channels Manager

Co-op Finder Alpha

Co-op-Finder-Alpha
Co-op Finder Alpha – list results view

We’ve made live our Co-op Finder Alpha. Have a look https://alpha.coop.co.uk/finder.

If you’ve ever used our old store locator, you’ll see there are lots of things that aren’t in the new one. There’s a reason for that. We don’t know whether it was useful or not, in fact there’s a lot we don’t know. 

We’ll use our Co-op Finder Alpha to learn more.

We do know a lot of people choose to come to our website to use our store locator to see whether we are open, usually around those times when opening hours in general are not obvious, like Sunday evenings and national holidays.

We also know that the next most common thing customers need, is to know where the nearest Co-op is to a specific location. 

We’ve kept a few obvious elements, like telephone numbers and links to get directions, but other than that we’ve removed anything that we don’t have an evidenced user need for.

There are two opportunities for users to provide feedback on the experience itself and whether the information is correct, through this and further user research we will understand better what needs to be there.

We’ve already learnt a lot and have some solid improvements in the pipeline that we’ll make live shortly.

Our show & tell is part of the coop.co.uk session every Wednesday, 10th Floor, 10.15-10.45 – all colleagues and Council members welcome.

Please let us know what you think.

Ben Rieveley
Product Manager

Why we’ve moved to coop.co.uk

We recently announced that we were changing our web address to become coop.co.uk. We wanted to let you know why.

Image with coop.co.uk

Why Coop?

In the digital space it makes sense as it mirrors the new brand identity. It’s how the majority of our users find us when searching on the web. It’s also more user friendly when using mobile and touchscreen devices. Additionally, some social platforms do not support punctuation in a hashtag, so the “-” becomes problematic. For consistency we felt that it was better to remove it.

Why .co.uk?

We’ve found that .coop is relatively unknown to typical customers. Most are more familiar with .co.uk and .com.

Currently, we have many different web addresses and this presents a confusing picture. We felt the need to adopt a better strategy. That is consistent, sustainable, supports the brand and is easy for customers to understand. Moving to coop.co.uk gives us this opportunity. We will transition current and new sites into this url format in the coming months. It will allow us to better function as a group online. It will join up our businesses in a more logical manner and provide a better experience.

If you have any questions about this approach then please get in touch. Also for any council members or colleagues there is an open invitation to join us at our show and tell, every Wednesday at 10.15 – 10.45, on the 10th floor of 1 Angel Square in Manchester.

Nick Gallon