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New Channels, New Powers: Are You Up to Speed with Customer Communications? (By Tushar Vashnavi)

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Customer Communication

Consumers have more power than ever, and businesses will need to accept and embrace this to attract and, more importantly, retain them

DURBAN, South Africa, June 22, 2023/APO Group/ — 

By Tushar Vashnavi, Director of Strategic Planning, Canon EMEA

Not all the changes of the past two years are here to stay. But one area that has transformed is customer communications.

Every output from every customer communications management system is a customer experience, and each of those experiences is part of a customer journey – and that journey has changed. A digital-first, personalised approach is expected, and the ‘new’ ways of working are no longer new. Consumers have more power than ever, and businesses will need to accept and embrace this to attract and, more importantly, retain them.

Not only that, much of the digital transformation that took place at the beginning of the pandemic were short-term measures. In a world of unpredictability, businesses now need to look at removing these sticking plasters and replacing them with future-proofed solutions. 

Digital first, not digital only

The circumstances surrounding the pandemic prompted a digitisation of business processes, including customer communications. Indeed, digital transformation was accelerated by several years[1]. Customers accepted a digital-first approach and now expect it, along with a high level of personalisation; both consumers and B2B buyers have an expectation that businesses know their specific needs[2].

Essential to personalisation is channel preference. There was a massive shift of communications spend to digital in the two years pre-pandemic[3], but that potentially overlooks the power of print. Studies have found that print is the most highly trusted medium available to marketers today, while website advertising, particularly through social channels, is the least trusted[4].

When planning their customer communications strategy, businesses should also bear in mind generational differences. Younger generations typically prefer digital-first methods such as text and live chat to phone and have embraced self-service and chatbots[5]. The pandemic has pushed older generations towards digital too, but organisations should be supportive and understanding of these new adopters as well as those who remain offline. In England, for example, this is nearly half of those aged over 75[6] – a significant proportion of a potential customer base who risk being lost via a digital-only strategy.

It’s not just missing the mark in terms of channel that could lose an organisation customer. Research by Quadient, a specialist in customer experience management software, found that 70 per cent of UK consumers would blacklist a company for failures in their customer communication, ranging from basic personal information errors, to using the pandemic as an excuse for delivering poor customer service, to sending spam[7]. One-third said they have stayed with businesses which offered poor customer service during the pandemic but will be moving to competitors when things return to normal.

Futureproofing for success

So, the customer communications landscape has changed, consumers have newfound power and organisations need to get up to speed quickly. But how do they adapt and achieve cut-through?

The key is a strategic, holistic approach that spans every line of business, ensuring each element is customer centric. Budgetary silos can mean organisations are not aligned across departments, resulting in a failure to meet expectations. For instance, if a customer calls the billing department to report a change of address, they will assume that change would be made across marketing and sales too. If it isn’t, they could be switching to a competitor. Customer communications solutions that do not replicate changes throughout the data flow, or do not automate such tasks, have the potential to create more problems than they solve.

Many organisations who made knee-jerk purchases prompted by the pandemic are now finding they are not fit for purpose long-term. Businesses may need to reconfigure or entirely replace them – otherwise they are simply a stopgap solution that could ultimately fail.

To be fully future-proofed, look also to the cloud. Traditionally customer communications solutions have been on-premises, but businesses should invest in a solution that is both on-site and accessible via the cloud with the ability to switch from one to the other – an approach that meets the needs of a hybrid workforce.

Hybrid working is now the norm across many parts of the globe[8]. It’s clear that for staff to complete customer communications work efficiently and effectively they need seamless access wherever they are located. As well as affecting customer relations, mistakes here could risk losing employees. ‘The Great Resignation’ reflects a greater ability for people to leave jobs which don’t meet their personal needs[9], or where they encounter obstacles to their productivity in their chosen location.

The uncertain future

Customer communications solutions typically have a lifespan of ten, and in some cases, up to 20 years. That’s a weighty consideration for anyone charged with the responsibility of making such investments. And, if the pandemic has shown us anything, it’s that nothing is certain.

However, we can make some forecasts. Quadient predicts customer services will continue to fragment and multiply in volume and reiterates that meeting fast-evolving customer expectations isn’t possible unless organisations are joined up internally from a process and technology perspective[10]. Lines of business need to work together and consolidate data from different stages of the customer journey, making every aspect customer centric.

With that in mind, organisations should look at the changes that need to be made now. How can accurate personalisation be assured? How can departments work more efficiently together? What are the issues in the current workflow? Answer those questions today to invest in a successful tomorrow.

[1] https://apo-opa.info/3NIsOMI  

[2] https://apo-opa.info/46jRhyU

[3] Canon Insights report 2020 ’Creating Customer Value’

[4] https://apo-opa.info/3PqhGFu  

[5] https://apo-opa.info/46i1H1Z

[6] https://apo-opa.info/4454Ws4  

[7] https://apo-opa.info/3JOFLST  

[8] https://apo-opa.info/3NFx9jG  

[9] https://apo-opa.info/3CJ3Lma  

[10] https://apo-opa.info/3CJnPVu  

Distributed by APO Group on behalf of Canon Central and North Africa (CCNA).

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African Development Bank, Pandemic Fund sign agreement to leverage resources for pandemic preparedness

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African Development Bank

The Pandemic Fund is a partnership among donor countries, co-investors, foundations and civil society organizations hosted by the World Bank

ABIDJAN, Ivory Coast, February 28, 2025/APO Group/ –The African Development Bank (www.AfDB.org) Group has signed an agreement to become an implementing entity of the Pandemic Fund (https://apo-opa.co/4h0TQu3). This enables the Bank to coordinate financing of the Fund’s approved projects in Africa, as well as to participate in a call for proposals for financing investments scheduled to launch next month.

The financial procedures agreement, signed in January with the World Bank Group (the International Bank for Reconstruction and Development acted as a trustee for the Pandemic Fund), qualifies the African Development Bank to participate in a share of $500 million in Fund Secretariat financing for proposals for pandemic-related programs, projects and policies, with a focus on low and middle-income countries.

The Pandemic Fund is a partnership among donor countries, co-investors, foundations and civil society organizations hosted by the World Bank. The World Health Organization acts as the technical lead. The Fund assists countries and regions to strengthen their health systems and increase their investments, enabling them to boost pandemic prevention, preparedness and response capacities.

“There is growing demand from African countries for support to overcome gaps in national health infrastructure exposed by the Covid-19 pandemic and other health crises. As a Pandemic Fund implementing entity, the African Development Bank is capitalizing on our experience combining infrastructure financing with complementary support to improve the quality of life for the people of Africa,” said Dr. Beth Dunford, Bank Vice President for Agriculture, Human and Social Development.

The Fund’s call for proposals will be in phases: the first phase will be open to single and multi-country proposals in March 2025; the second phase launches in June 2025 for regional proposals.

There is growing demand from African countries for support to overcome gaps in national health infrastructure exposed by the Covid-19 pandemic

To date, the Pandemic Fund has financed two calls for proposals and approved 47 projects impacting 75 countries in six regions across the globe. On average, 43 percent of its resources have been allocated for countries in sub-Saharan Africa, the region with the highest demand for Pandemic Fund grants. Under the second call for proposals, more than half of the funds awarded went to sub-Saharan Africa.

As an implementing entity, the African Development Bank will also play an oversight role, providing implementation support to beneficiary implementing organisations, as well as providing financial and progress reports to the Fund’s Governing Board.

The Bank’s collaboration with the Pandemic Fund aligns with its Strategy for Quality Health Infrastructure in Africa that seeks to enhance healthcare infrastructure and improve health outcomes in Africa.

In June 2023, the Bank approved approximately $124 million in financing for healthcare access expansion in Morocco. The country’s “Program to Support Inclusive Access to Healthcare Infrastructure” inboosts the country’s specialized healthcare services in women and children’s centers, supports building and equipping hospitals, and equips remote sites with telemedicine and teleconsultation facilities.

Dunford says continued collaborating with the Pandemic Fund can help more Africans experience the benefits of strengthened healthcare systems.

“As Africa’s premier financial institution, we are ready to provide relevant support to beneficiary implementing organisations, the Bank’s regional member countries, and regional economic communities in the Pandemic Fund’s third call for proposals. The Bank will leverage resources from the Fund, alongside our funding instruments, for bigger and better results,” she added.

The Pandemic Fund was established in September 2022 with the Bank participating as an observer and formally announced two months later at the Group of 20 (G20) meetings in Bali, Indonesia.

Distributed by APO Group on behalf of African Development Bank Group (AfDB).

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African Development Bank Presidency Candidate Amadou Hott Unveils Vision for Enhanced Private Sector Engagement

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Amadou Hott

In a recent interview with CNBC Africa, Hott presented one of the key pillars of his proposed action plan: the creation of a dedicated Bank complex for private sector operations

CAPE TOWN, South Africa, February 28, 2025/APO Group/ –In a recent interview (https://apo-opa.co/3QYQmxL) with CNBC Africa, Amadou Hott (www.AmadouHott.com), a leading candidate for the presidency of the African Development Bank (AfDB), has outlined a comprehensive strategy to revolutionize the Bank’s interaction with the private sector, recognizing its pivotal role in driving African development and African integration.

Hott presented one of the key pillars of his proposed action plan: the creation of a dedicated Bank complex, at vice presidency level, for private sector operations. This innovative approach aims to streamline and enhance the AfDB’s engagement with businesses operating across the continent, from small and medium-sized enterprises (SMEs) to large conglomerates. Currently, the Bank’s non-sovereign operations represent roughly 20% of the overall volume of its operations.

“It is only by working with the private sector that we can address debt vulnerability, enable job creation, and take the African Development Fund to the market. This dedicated vice-presidency could also become an ally in supporting countries’ endeavors to transform informal segments of their economies,” Hott told CNBC Africa’s Fifi Peters on the sidelines of the Finance in Common Summit in Cape Town this week.

It is only by working with the private sector that we can address debt vulnerability, enable job creation, and take the African Development Fund to the market

By establishing this specialized complex, Hott aims to facilitate more efficient collaboration between the Bank and private businesses, and to develop tailored credit lines and guarantees towards African banks. These collaborations are aimed at supporting job creation and the growth of Africa’s private sector.

The proposed vice-presidency for private sector operations reflects Hott’s deep understanding of both African development challenges and the inner workings of the African Development Bank Group. His resume speaks to his extensive experience working at and with the Bank:

  • He served as the first Vice-President of the African Development Bank Group’s complex dedicated to the energy sector, climate, and green growth.
  • He was Governor of the Bank while serving as Senegal’s Minister of Economy, Planning and Cooperation.
  • He served as Special Envoy for Climate and for the Alliance for Green Infrastructure in Africa.

Additional Key Pillars of Hott’s Strategy 

Amadou Hott’s visionary approach to leading the African Development Bank promises to usher in a new era of collaboration between the public and private sectors, potentially catalyzing unprecedented economic growth and development across the African continent. Hott’s comprehensive plan for the AfDB extends beyond private sector engagement, encompassing several other critical areas. These include fast-tracking the delivery of projects related to universal energy access, enhancing resource mobilization through hybrid capital, and improving institutional capacity building by strengthening the Bank’s internal capabilities to better serve its member countries.

Senegal’s Amadou Hott pitches for AfDB presidency: https://apo-opa.co/3QYQmxL

Distributed by APO Group on behalf of Amadou Hott, Candidate for the Presidency of the African

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Beyond Finance, Afreximbank’s Impact Stories series spotlights Africa’s growth and economic potential

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Afreximbank

Filmed across six countries and sectors, the inaugural season consists of six episodes that showcase some of Afreximbank’s development impact through inspiring short documentary-style films

CAIRO, Egypt, February 28, 2025/APO Group/ –Afreximbank (www.Afreximbank.com) is pleased to announce the launch of its new documentary series titled – Impact Stories, which aims to showcase the development impact of the Bank’s interventions across various sectors and countries on the continent and in the diaspora. Season One of the series consists of six episodes which went on air on Afreximbank TV (https://apo-opa.co/43aD48x) on 27th February 2025.

Produced by the Afreximbank TV team and CNN’s Create Studio services, the series aims to spotlight the Bank’s interventions, incorporating multi-faceted narratives that bring the Bank’s initiatives to life. Through testimonials of individuals, businesses, communities and economies that have been positively impacted by the interventions, the series creates an emotional connection, and a shared commitment of an African vision focused on transforming trade and economic self-determination.

Afreximbank was founded to drive Africa’s economic independence through trade and trade-enabling infrastructure

Filmed across six countries and sectors, the inaugural season consists of six episodes that showcase some of Afreximbank’s development impact through inspiring short documentary-style films. The episodes feature the Zimborders Beitbridge project which involves the expansion, upgrade and improvement of Beitbridge Border Post in Zimbabwe, exploring the transformative effect of Afreximbank’s investment in modernising the border post, and showing how improved infrastructure is addressing trade inefficiencies, fostering intra-African trade and driving regional growth.

Other episodes include the Glo-Djigbé Industrial Zone (GDIZ) in Benin, a project led by Afreximbank investee company, Arise Integrated Industrial Platform (Arise IIP) focused on driving industrialisation, job creation and end-to-end production on the continent; an episode on Oando PLC, showcasing their successful acquisition in a key Nigerian oil sector joint venture and its transformative impact on local content and economic prosperity, as well as other episodes focused on Eva’s Coffee in Kenya, an SME business driving export development and local value chain expansion; Reine Ablaa – a rising music star and alumni of Afreximbank’s CANEX Music factory initiative and an episode on the ongoing success of the Bank’s Pan African Payments and Settlement System (PAPSS).

Mrs. Anne Ezeh, Director of Communications and Events at Afreximbank emphasised the Bank’s transformative role stating: “Afreximbank was founded to drive Africa’s economic independence through trade and trade-enabling infrastructure. For the past thirty-two years, we have consistently translated that mandate into impactful projects and initiatives across the continent. The Impact Stories series represents an avenue to showcase the tangible progress we are making to transform the economic fortunes of the African people while reminding us of the development challenges that remain.”

Impact storytelling goes beyond traditional creative metrics; it’s about people and economies whose everyday realities have been positively impacted by projects and developmental interventions. Compelling impact storytelling combines data, evidence, and personal stories, making them potent tools for advocating positive shifts and motivating others to champion a cause.

The first episode went on air on February 27th on Afreximbank TV, and new episodes will be released weekly.

Distributed by APO Group on behalf of Afreximbank.

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