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Hottest information about 10th Annual Customer Experience Management Summit

14 August 2019

STEVEN JACOBS

Area Director Retail Banking
HSBC

3 Questions For Steven Jacobs

With mobile being primary channel for customer engagement do we say goodbye to traditional platforms completely?

People could literally do everything they want from their living room without ever having to leave it, yet they do. There is a need for human beings to engage with each other face to face and this need results in traditional platforms still having a place in the world. Traditional platforms are under pressure to transform in order to meet ever changing customer expectations. Digitalisation is an enabler of this transformation and companies are under pressure to have a digital strategy that embraces both the people that work for them as well as the customers they serve. Customers like to engage with traditional platforms but don’t want a ‘traditional’ experience.

How to capitalise on the needs of different generations and manage the customer experience strategy?

The customers will determine the type of experience they want and this can be generalised based on their age, however, there will be some who buck the trend. Thus, you could have a person who is in early twenties and refuses to do banking over the internet and only uses traditional bank branches. A company must be careful not to push its customers to a particular channel as this may violate the principle that customers want to be in control of the choices they make. Customer experience strategy should be defined by the principles of what a customer would want when dealing with a specific channel and this would cut across all generations. As an example, if 18-year-old and 78-year-old walk into a traditional banking branch and they have to wait for an hour to be seen, they would more likely both be annoyed. If a company understands what the GENERAL (the core that cuts across age) expectation is, then they can build their customer strategy around it.

Where or how do you see future of customer experience in 5 years’ time?

Switching to a competitor will become even easier for customers than it is right now. This will result in more pressure being applied to large organisations to be able to be as nimble as new entrants in spite of their legacy issues. Customer experience expectations will increase and they will also continue to use different channels as it fulfils their need for choice. Traditional channels will be under pressure to digitise in order to meet these rising expectations. Companies will be under pressure to create synergy between time, quality and cost in order to meet these rising demands.

Steven Jacobs is presently the Area Director for HSBC Oxford. He has extensive banking experience, having worked in South Africa, Ghana, Nigeria and England. He has led large teams for the past 14 years in the Retail environment and been through many shifts in how banks engage with their customers. In an ever changing world it is Steven’s passion to ensure that colleagues are the heartbeat of change. Steven has an MBA through Oxford Brookes University and has written a leadership book that was voted as a top 6 business book in South Africa (2016).

2 July 2019

MAI LE

Head of Customer Obsession Engineering
Uber

3 Questions For Mai Le

With mobile being primary channel for customer engagement do we say goodbye to traditional platforms completely?

Absolutely not, we cannot assume this. Channel offering should be for the customers, serving their needs and not for the company’s convenience.

How to capitalise on the needs of different generations and manage the customer experience strategy?

Need to review Omni Channel strategy and how it caters to all customers, their needs, preferences. Review analytics to understand value and uncover opportunities.

Where or how do you see future of customer experience in 5 years’ time?

Automation and AI for customer speed, convenience, personalised. Agents will be for risky/high complex/new businesses.

Mai is an accomplished leader with proven track record of driving transformational and profitable growth at high-growth startups, Fortune 100 and Fortune 500 companies. Expertise in creating organisational vision and strategy; leading global teams; launching highly-scaled platforms and products with billions of global users generating billions in revenue. Mai is a Board of Director member for Siembra, and a Board Advisor to OmniLife.ai.

Mai leads Customer Obsession that powers Uber in 600+ cities across 6 continents. Mai sponsored and led the design of the nextGen Customer Care product and platform, driving top-line growth while delivering bottom-line savings of $xxxM+. In the past 3+ years, Mai led 25+ teams as Head of Business Platforms, the foundation that enables Uber to operate at scale. With her help, Uber went from 2B to 10+B rides, Eats grew to operate in 350+ cities. She was instrumental in enabling the launch of new businesses – Enterprise, Freight, Transit.

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