Connect with us
Advertisement

The Workplace Paradigm Shift in African Financial Services

Face Masks required

As the economy deals with the effects of the disruptions caused by the Coronavirus pandemic, decisive strategies are required to gear up businesses for the future and make them agile enough to survive the challenging times.

Companies have suffered from retrenchments, revenue losses and cash flow declines which have forced them to revisit their strategies and prioritise business resilience more than ever. Both the local and global uncertain economic conditions will still persist long after the pandemic is over; however, it’s the businesses and sectors that respond swiftly and in a sustainable manner that will come out strong on the other side.

The Coronavirus pandemic has changed the way we do things. The little things we took for granted, such as chats in the common areas and the last-minute brainstorms to solve a crisis had to be limited and to some extent were completely absent. As the world continues to deal with the spread of the virus, stringent regulations will remain for the short-term, resulting in restricted movement even within the workplace. Given where we find ourselves at the moment, industries have been initiating conversations on what the future of the workplace will look like in the short to medium-term.

Changing the way we do business as a sector is, therefore, not only an opportunity but an inevitable necessity. Companies are recognising the increasing importance of workplace innovation as the shape and form of the prescribed workplace are starting to change. The Pandemic has demonstrated that work can occur anywhere, as long as employees are capacitated with the appropriate equipment, infrastructure and support. Business leaders who do not adapt to this change will find themselves out of the loop as workplace culture rapidly changes course. But this change will require a paradigm shift in terms of workplace dynamics while prioritising the wellbeing of employees.

As businesses figure out what the new workplace will be, it is vital for them to strive for a balance of seeking optimal outcomes from their employees as they work from home while remaining human in a technologically driven work environment. During the last few months, businesses discovered that technological advancements are not the enemy but rather the biggest barrier is the difficulty of integrating employees with these technologies. As such, human capital departments will find themselves evaluating how people adapt, behave and work within these newly formed ecosystems while ensuring meaningful, connected interactions still occur in the workplace.

In order to successfully and efficiently implement remote workplace strategies, all businesses from the smallest to the largest corporates would have to consider several challenges:

  • As working remotely has not been a normal concept for many people, structural changes may have to take place. Setting up a home workstation and ensuring stable connection is now paramount.
  • Organisations need to assess if all employees are able to create a conducive environment, especially where employees are living with extended family and may encounter various distractions.
  • Leaders will need to adjust to a new way of managing employees that does not require monitoring. This is an opportunity for growth of employees as businesses foster more independence.
  • With independence comes great responsibility. Employees will have to discipline themselves to avoid temptations inherent to working remotely, such as waking up and getting ready to ensure productivity rather than lounging in pyjamas all day.
  • Communication is now more important than ever. Employees and managers need to adjust their expectations and communicate them efficiently. Providing clear, frequent communication and is also crucial to keep up morale.
  • Clear Human Capital guidelines have to be put in place, adapting to remote working practices. It is important for employees to understand that working remotely is still working and should be treated as such.

Working during a global pandemic is a new experience for everyone, and it has added an extra layer of stress for most people. As industries continue to invest money, time and efforts to ensure the equipment and infrastructure are efficient, what remains critical is how they show up to for their people; therefore, one cannot overlook the need for empathy, especially during the tough times. While employees continue to play their part in ensuring the success of the business, management needs to extend themselves and create an environment where employees are able to communicate any challenges they may be facing and know that they will be afforded the necessary opportunity to deal with off-duty obligations, as well as get sufficient rest and recovery. Businesses need to be clear and deliberate in their approach to promoting employee well-being, as the health and well-being of their people are and will always be crucial to the success of the business.

The Coronavirus pandemic will have a lasting impact and shape how we see the workplace in the future, be it working remotely, flexible working hours or integrating more virtual engagements instead of face-face. Due to the current market condition, it’s imperative for business leaders to evaluate their organisation’s operations and strategic goals in order to determine how they adapt to the changes that have been brought about by the pandemic but also, how they continue to thrive and achieve long-term sustainability.

Human Capital Department, BancABC.

Continue Reading

Corporate

Customer-centric Banking Solutions Are Essential to Maintain Market Relevance

19th December 2020
shutterstock_1149916751

The reimagined banking experience

2020 has brought with it many changes to different industries, and all propelled by the Covid-19 pandemic. Recent reports show that – banks, like most companies, face an urgent imperative to reimagine themselves, with the pandemic accelerating consumer behaviour shifts and causing significant earnings challenges given, the tough macroeconomic environment and extensive risk of financial distress for both consumers and businesses.

As consumer behaviour continues to shift, this will push banks all over the globe to rapidly develop and implement continuous improvements to their customer value proposition in order to remain as agile as possible.

These improvements include establishing and growing digital banking platforms, constant and relevant engagements with customers and providing the appropriate and personalised offering to corporate and commercial banking clients. And done right, this will ensure customer retention and acquisition of new clients, every bank’s ultimate objective.

Bolstering customer value proposition through digital banking platforms

While branch networks will remain a crucial part of the banking industry’s value-chain, a continuous redefinition of the digital banking journey has now become the driving force in ensuring a customer-centric approach and addressing customers’ current banking needs.

Investing in the bank’s digital capability is imperative, in that it warrants streamlined operational and decision-making processes. Additionally, it ensures that banks enjoy extended industry reach and higher brand authority as well as allowing for better and more frequent B2B partnership opportunities.

Ensuring retention and acquisition of customers

As a new market entrant, acquiring new clients is always the primary goal, however for emerging industry players, success lies in the level of retention rates. As customer needs are constantly evolving, banks not only have to adapt to meet these needs but also navigate uncharted territory due to the Covid-19 pandemic, while also understanding that customers are struggling financially as a result of the current subdued economic environment.

Banks have had to come to the fore and secure customer loyalty by offering financial aid in the form of payment holidays, extending loan tenures as well as providing additional support to SMEs and retail customers in unfavourable economic conditions.

 

Ensure appropriate conversations with customers

Having conversations that are not only beneficial to the bank but to the customer as well, demonstrates a customer-centric approach that focuses on providing a positive customer experience. Therefore, in order to succeed in a market dominated by ongoing cost pressures, stringent regulatory requirements, and increasing competition between ‘new-born digital’ entrants, like fintech and digital banks, and established market leaders – the only thing that will set you apart and ensure competitor advantage is excellent customer service. A well-executed customer-centric strategy will assist in building trust in the brand and ultimately ensure an overall positive reputation.

Enhancing the corporate and commercial banking offering

Early 2020 reports showed that rising customer expectations, disruptive competitors, new technologies and increased regulation are just a few of the ongoing pressures forcing commercial banks to reimagine and evolve their business and operating models.

Aggressive investments to drive efficiency and enhance the client and employee experience will keep them in the lead. 2020 is seen as the year commercial banks went from digitisation to digital by building on these investments and truly unlocking the power of their data. Here are some trends that are due to take centre stage into the future:

  • Relationship managers are poised to grow revenues and customer satisfaction with vastly improved, digitally driven business insights
  • Market leaders are increasingly implementing AI and predictive analytics solutions, growing their businesses with real-time decisions at higher returns
  • Legacy systems can be reliable but stall change efforts. Innovation will kick-start migration towards full digital transformation
  • Data and integration options in Open Banking (banks providing greater financial transparency options for account holders ranging from open data to private data) enable a rich ecosystem to help banks differentiate products and provide customer-centric services

Customer-centricity is about more than just asking customers what they want and making good on it. It requires banks to re-evaluate what they know about customers with the aim to understand who their customers are, what interests them, what they value, and what drives them.

It’s about building a relationship that is more meaningful than the transactional one banks traditionally have with their customers — a relationship that looks more like a partnership, and that is attuned to the customer’s needs.

Addressing customer needs also encompasses digital transformation within the banking industry. The emergence of a reimagined customer-centric banking experience has proven that digital is key at every level of the banking value chain. The banking industry should thus keep adapting and repurposing itself in order to ensure it stays ahead of the curve and continues to innovatively meet customer needs.

BancABC, Retail Department

Continue Reading

Corporate

The BancABC Customer First-hand Experience

26th November 2020
Thatayotlhe

In the past six months, entrepreneurs all over Botswana have rushed into the sanitizer market. However, Kutz & Tutz Hygiene founder and Executive Director Thatayotlhe Mmereki spotted the need – and acted – more than eleven years ago.

She explains how the business grew from its humble beginnings. ‘In 2009, I left my job because I had a vision. We were determined to bring Purell hand sanitizers to Botswana. While studying in Canada, we discovered the product and knew that our fellow citizens would love it, too. We started by going door to door, searching for companies who could be our first customers,’ she says.

‘There were a lot of rejections. But I was determined. And I’ve never been a big believer in the word no,’ she laughs. Sure enough, after months of focus and persistence, Kutz & Tutz Hygiene had its first two corporate clients. ‘Those first clients gave us what we needed at the time, which was a little bit of regular income,’ explains Thatayotlhe. ‘After a while however, we noticed their needs evolving.

Soon they were asking us for hand soap, paper towels — even mobile toilets. The business was suddenly diversified and booming.’ ‘There are a lot of sanitizer salespeople out there,’ she smiles. ‘But that’s not us. We are a passion driven portfolio. We exist to raise awareness. We are compelled by a sense of cleanliness: to give our clients a better, healthier environment in which to live and work,’ she explains. ‘We are here to elevate their state of being.’

Today, Thatayotlhe finds herself at the top of an entire group of companies under the Kutz & Tutz Hygiene umbrella, employing 60 people. ‘The hygiene industry is very broad and as time has gone by we have recognized the opportunity to expand into different areas of the value chain.

We don’t just supply personal hygiene products, we also run an innovative contract cleaning and disinfection business as well as a clinical waste portfolio where we do collection, treatment and disposal. From our offices in Gaborone, Francistown and Maun, we service clients all over the country.’

She encourages SMEs in Botswana to get their priorities right. ‘Our business grows because we are not led by money. Customer relationships come first, every day. As a result, the money follows us.’ ‘The onset of COVID-19 simply reinforced what our company has been saying since 2009: healthy hands save lives.  ‘Demand for our products and services continued to grow consistently before, during and after the Lockdowns. But we faced our own cash flow challenges: that’s when BancABC rose to the occasion.’ ‘

Our biggest clients were struggling to pay us on time. Many were months behind. Our relationship manager at BancABC came to us with a perfect solution. They anticipated our need for cash, reached out to us and offered us the overdraft facility we needed to stay afloat— before we even asked for it. Amazing.’ ‘Because of this assistance, we’ve been able to make significant progress in a very uncertain time. I love BancABC. They understand us.’ Thatayotlhe says she has regional expansion plans for Kutz & Tutz Hygiene, with the next chapter of growth already mapped out. Today, her eyes are fixed on the African market.

Business Banking, BancABC.

Continue Reading

Corporate

JSE lifts Choppies trading suspension

16th November 2020
Ramachandaran

The founding directors of Botswana and JSE-listed retailer, Choppies Enterprises Limited (“Choppies” or “the Company” or “the Group”) backed the Group’s turn-around strategy to the tune of just over P11,000,000.00 million recently.

Messrs. Ramachandran Ottapathu and Ismail Farouk acquired 18 597 724 shares on the open market at an average price of approximately 63 thebe per share on the Botswana Stock Exchange in a slew of transactions at the end of October.

“As a management team, we faced numerous challenges during the past number of years. The retail environment continues to experience headwinds, exacerbated by the coronavirus pandemic. As a significant shareholder and director, I am confident that the worst is behind Choppies and that we’re close to the bottom of the cycle. “Our investment strongly aligns us with shareholders as we now focus on further improving corporate governance and growing profitability,” comments Chief Executive Officer Ramachandran Ottapathu.

The founding directors are currently involved in litigation against the Company’s former auditor and audit partner for delaying the publication of the Company’s audited results following breaches of independence and unlawful changes to the scope of the audit. This resulted in the suspension of trade in the Company’s shares on both the Botswana Stock Exchange (“BSE”) where it holds a primary listing as well as on the JSE Limited (“JSE”).

The JSE lifted the suspension of trade in the Company’s shares, following a similar decision by the BSE in July this year. Botswana based Kwabena Antwi from Kgori Capital says that shareholders will take courage from the fact that the Group is now current on its financial statements, following the BSE’s lifting of the trading suspension.

“Shareholder confidence is usually linked with shareholders returns. Getting Choppies back to an overall profitable position, where they are capable of paying dividends will go a long way in shoring up shareholder confidence. The next phase will focus on implementing governance structures throughout the Group. Some progress has been made, but there is still more to be rolled out,” he says.

At the presentation of the audited financial results for the year ended 30 June 2020, the Company said it has discontinued or disposed of its lossmaking operations in South Africa, Kenya, Tanzania, and Mozambique. This resulted in a once-off loss of approximately P371 million from discontinued operations and an increase in negative equity to P467 million for the financial year ended 30 June 2020.

“The board of Choppies considered the 2021 budgets, detailed cash flow forecasts that were stress tested, as prepared by management, banking facilities and covenants, undertakings of financial support by the founder shareholders, the economic outlook of the countries in which it operates as well as the possible future impact of the Covid-19 pandemic.

“Based on the evidence provided by management, the Board concluded that the Group has already taken the necessary steps to remedy the past situation by discontinuing loss making operations the Company and the Group should be a going concern for the foreseeable future.

“As founder shareholders we remain committed to the turn-around strategy of Choppies, and confident of growing profitability in the short to medium term,” says Ottapathu.

The turnaround at Choppies follows implantation of turnaround strategy to improve corporate governance and exit of underperforming operations in South Africa, Mozambique, Kenya and Tanzania

Continue Reading
Do NOT follow this link or you will be banned from the site!