How Can I Sign Illinois Banking Form

How can i industry sign banking illinois form online

you [Music] [Music] you hello everyone thanks for joining us today my name is raka and at SME 10-x we are very pleased to introduce this exclusive webinar series in partnership with SAV for those of you who joined our last session you know that we talked about a very important and relevant subject which was around ecommerce and today we're back and we're talking about an equally important subject something that's on top of every business owners mind which is experience management in the banking sector we do realize now that this is a very technical subject and that's the reason why we've planned an agenda that's a mix of case studies demos presentations and of course the much-awaited interactive Q&A session at the very end so I hope you all sit back enjoy and take home some insights from today's session so let's get started I'd like to introduce the first speaker for today Kashyap al Aziz who is the regional leader of financial services at sa P Kashyap over to you [Music] hello everyone thank you for joining us really appreciated so my name is Kashyap Aziz and I am the leader for financial services for southern Europe and Middle Eastern Africa at SVP and skinny please pull the slide back on so today we are going to talk about experience management in banking and and really I'm glad and thrilled to have some of my colleagues and as well as partner and our customer joining in today from back Muscat and sharing their experiences as to what they have gone through in terms of implementing and and and and transforming their organization when it comes to experience management but before I do that I just wanted to set the stage and provide you some perspective that these folks are going to be talking about today next slide please so if you look at if you look at sa P in a nutshell sa P has been has been around for the last three to four decades in banking or 12,000 customers globally and and and and across 140 some countries but what's really important is the transaction volume that we carry for our customers in the support that we give to our customers in terms of executing their transactions and the price that we have is not only are we supporting the top-tier organizations across the globe but we're really supporting niche specific market unit leader than a niche players and sort of calendar events as well and the breadth of solutions that we have cover across retail banking commercial capital market central banks and of course more recently we've started to work a lot with fintechs across the globe next slide please and when we look at Qualtrics that is by in itself is a powerhouse itself where it's a market leader for experience management not only on a global level but also in the Middle East and and you can see from the logos there and about we're running about 700 programs with Qualtrics in MSI at the moment so so clearly a solution that is recognized for its experienced management expertise so next slide please so this brings - as to why we are all really here well when we ask a very simple question using our own tools and our benchmarking and using the tools that we have from Qualtrics CEOs as to are they providing premiere services to their to their customers 80% of the CEOs agreed that they are they're providing what are the best services that they can well when we ask the same question with the customers their customers the gap is really significant as you can see and most of these customers believe that the nature of their of their of their relationship with the bank it's primarily transaction well that's really the the gap that we wanted to sort of address it it next slide please so if you look at if you look at buyer this gap probably exists is is because the journey is really complicated and the journey is different for every customer every segment it has different and multiple touchpoints and that the real challenge for banks is to constantly change and match the face of that customer expectation and innovate and provide newer and modified services along the way next file please so when we look at how we address this kind of challenge we really look at it in two formats we look at the operational data which is on the right hand side and that is something that we are all accustomed to thinking it's something that we live by a whisper by me most of our decisions is based on or based on this data but really what we're looking at from the on the other side is really the experience it and that's not really that's not really coming out from the operational data is it so so that's really the the bulk of the matter is it is all about how is the crispy the customer the partners the employees experiencing the product using the services and their perception of your brand and even your services next slide please so if I go a little deeper on the list on the left-hand side we're pretty familiar with when a product segment is not performing in a market category or in a region or when the new account openings are not decline in a particular region but what's really able to understand to offer services or to improve services for a bank is to understand why is this happening is the customer getting a better offer is it a price point issue is it a comprehensiveness of the solution is it as a customer sack and that really sort of seals the the right level of cross-sell and upsell improving processes improving product and really pre-empting those issues they are coming in and the customer journey next file updates so if you look at a typical journey right into it we talked about touch points in the previous slide so there are multiple touch points you you might you might start off on on an email front go on to a mobile application but then eventually as you are going throughout the processes of mine the product or or buying a service from the length all the way to recommending hopefully your you're going to go through multiple variable channels you're going to go through multiple experiences you can you will have different experiences along the way and the idea is to measure not only from an operational perspective which is the revenue that is coming in the the call center issue resolution the consumption of the services and really the status of the customer but more in terms of what is the motivation of the customer to buy across a particular channel or or based on the journey what is the value that the product is bringing in to the customer what delight when the customer goes through when using the product and of course the impact that is has on the customers daily life which eventually results into loyalty which is net promoting score next slide please so if you look at typical use cases that we've been looking at with our with our banking customers across the bull really branch experience in contact center is something that was really important but in today's times where we're all dealing with the pandemic crisis the digital experience the brand tracking the product experience in the refinement of the product is where customers are coming to us and that's the most important topic of the agenda these days and we're going to talk more about will into dialogue with our customer today next slide please so I just wanted to give before I pass around the codeine and and and ramming I just wanted to cover brief anecdotes and on why you know we believe that experience management is the breakthrough for transformation for any event so when we look at the first part that's that's a no-brainer right that's the that in today's society and in today's times especially the predicting and the responding the customer changing customer needs is absolutely important and and that really goes into into the crux of the assessment of constantly listening from a personalization and product perspective we need to go beyond offering products but actually crafting products for customers in the in segments I think that's important the third part is important because it needs to go through at the entire lifecycle of the organization from onboarding of a customer all the way to disbursement of a loan or a term deposit for that matter right and really the fourth part is really interesting where a you know the experience data and the culmination of combined with operational data can help organizations like banks figure out newer partnership models newer segments like SMEs in today's world right so that you can listen in to the customer but also look at the partners and how you can combine forces content aggregators insurance context to name a few right and last certainly not least thanks have always been the purveyors of of data it's the time to monetize that they are effectively by unifying it with experience data next slide please so Qualtrics is a trial across the solution as I as I mentioned these are some of the some of the testimonials from our customers and a favorite kind is imagine see is amazing in terms of less than three months in terms of really gauging your eye moving on to your customer last client please so with that I'm gonna for I fasten onto Rami and and codeine just a quick perspective on what we're doing today in light of the Corbett 19 crisis and some of these offerings is what we believe can help our customers and we're offering through your charge and and you're more than welcome to to look at this this link which will be shared and then you can you can have a look further is really three aspects one is it's the frontline listening to our employees that are at the front line what's working what's not working and cost an assessment the second is actually having an the pulse of the customer to understand what do they need what do they expect in today's time from a bank and really accelerating transfer transformation in assuring some of the customers were in the digital world and reducing over-the-counter transaction which is which seems to be the biggest challenge of for banks today and last certainly not least is that digital door which is always open to hear back and get feedback from partners from agents from wanted providers from customers and employees to further refine and build that resilience so with that I'll pass around to Rami and poutine please take it away so hey everyone thank you for joining today so I'm Romney I'm experienced management consultant with new metrics I focused on both customer and employee experience and I'm very happy to have codine here today which is one of my favorite clients where he will be discussing his journey working with Bank Muscat which is one of the leading flagship the financial institutions in the Middle East so codeine can you briefly introduce yourself hello everyone we're happy to be here Thank You Rami and Kashi for having me today and welcome to all our guests I am pretty sure that we have a pretty good number of practitioners all around the region my name is coding Khadija I am having the customer experience function for a largest financial institution in Oman and in the next 20 minutes we'll go through the journey the journey of the customer experience transformation for Bank mustard so let us thank you thank you codeine so can we start with the slides and codeine can you just tell me initially why what is the reason that made you go into a cut and to end customer experience transformation I know it's not a short journey so could you tell us a bit more what was the driver and if you can start looking at the slice that would also be great basically the answer would be very straightforward we have the largest bank here in Oman so theoretically we have enough market share and comfort and so on but historically we realized that dinosaurs disappeared we are not dinosaur size wise we are more like a overweighted elephant so the new medical team decided that it's high time to make this overweighted elephant start dancing and ideally start dancing in an easily breakable environment surrounded by glass that was the that was the trigger market share is not enough growth options are limited so let's focus on actual retention and cross-sell amazing Thank You Kadena I think it's a very nice analogy so if we go to the next slide can you just tell me a bit so what what was the end operating model that you would want that you wanted to achieve to check the weight the core piece here is a full understanding of the end to end value chain it's basically how we make money and how we make money just in a sustainable way so we put together an overall framework that we will go through it in in the next minutes looking from the moment we design our products and services how we market our products and services how we sell them and how we manage the after-sales interactions with our customers the customer service the customer engagement moments in same time we realized that we need as much as possible data it's a paradox because as a bank we operate with huge amount of data but the meaning that you get from this data can be very tricky and if you don't aggregate these sources in a meaningful story in inland to transform the data and information into actionable insights it's it's useless so we is that the the core feat of the business strategy should rely on voice of the customer the voice of our employees what's going on in the world the market factors and the benchmarks in the regional or globally if you allow me codeine but I know it's quite it was a very big challenge so I'm I'd like to ask you so what are the different organizational building blocks that you you targeted and how did you go forward in your transformation so where did you start from so if we can move on to the next slide I think that would be helpful I'll start I'll start with that with the strategy because there is something I would like to clarify for everybody from from the beginning you hear all the time not only in the banking sector but across industries that you have a digital strategy you have a customer experience strategy you have a marketing strategy for us there are not such things as strategies you have a core strategy which is the business strategy which fundamentally is addressing two questions where to play and how to win and you align the whole company around the answers to these two questions that means you need to have governance in place you need to have a specific organizational culture that is defining how you want your company to look like you will need to have some measurements in place a robust KPI system to know if you are closer or too far from your targets and you you need to have this framework which is building capabilities at all the levels so in a nutshell we talked about this six blocks strategy culture data and measurement system and sorry I think you're you're talking about 3,800 employees and Bank muscat so that's quite a lot of employees a lot of departments so where was the starting point in order to start get all this transformation running to get this visibility so if we can go to the next slide please yeah basically the Third Point was in a way you have this two approaches classical two approaches top-down or bottom-up in our case was a bit of both actually because definitely the from top management that was an awareness that we need to have something different in place and this is where actually the overall government started to to be shaved but in the same time we realized that we need to build on the capabilities of all our people starting from the front lines so we said let's go and see which are our top customer journeys how we are making money from both retail or corporate business sides a conventional or Islamic divisions but let's look and select the top five key customer journeys in both business segments but let's analyze them end to end and this is where all tricks was actually extremely helpful and we'll we'll detail you will show some details a bit later because it was for the first time in the bank to provide end-to-end visibility what is going on in this journeys touch point by touch point having all the stakeholders in the same room with the data on the table and following certain methodology in order to make sense around this whole data getting some initial measurements in terms of how we know how we were we knew how we were doing from the internal efficiency and the whole KPI system perspective but frankly speakin our customers they don't know and they don't care about our internal KPIs and this is fundamentally mindSHIFT internally you look at products you look at processes and you look at technology the customer for us as customers of any company in the world we look at outcome what we get we look at effort how much time and energy we spent in order to get that outcome okay and we look at the overall emotion how we feel during this journey so as long as people are aware more and more at all levels okay what actually we should focus on what is the successful outcome that customer is looking to pay the money for it's becoming much easier not to be dragged around by your day to day activities I imagine this is purely this data was was being a you were you were provided by this data by utilizing leveraging the cortex technology so being able to overlay the operation data which is there the data that you have in your existing systems with the experience data that you're collecting from Qualtrics so I think you you touched on something which is very interesting where you talked about governance and so if we move two slides ahead could you tell me a bit so what was the governance that you've adopted in the bank why did you adopt this governance and what were the barriers that you were trying to overcome so if we can just move two slides forward basically the governance had in mind different levels we all know banks are organized in in a very silo approach the era he's pretty visible and straightforward so in order to tackle bottom-up and top-down in the same time we had first of all we're the number one decision group is the executive management committee that was getting regular updates about what is going on across this end-to-end journeys and part of this governance the conversation started around what are the customer centric API is that we need to have it as top management team and how to cascade that was one part of the conversation and then you have something that we called customer customer experience governance groups which were built around the key sponsors and the key stakeholders around these journeys where you have senior management representatives but also lower levels very important is to give voice to the people who are actually executing things in these journeys because fundamentally they were the co-creators of all the improvement solutions and we allowed them to present the outcomes of different workshops and different sessions in front of the senior management we basically shifted the silos to a transversal view there is also another exercise happening in terms of reviewing the organizational structure to try to be more customer centric and to plug together different units that has have something to do across this value chain so in the beginning the challenge was how and it was a learning curve how to actually make all these people to come and work together so we step out of the office we organize a series of workshops in the hotels and in the first couple of them we realized it's good to have somebody from the top management initially in the room to give a direction and to speak about the overall scope and vision and so on but later on people became a bit uncomfortable to speak about ten points because that was the the overall discussion in the in a workshop what are our pain points in front they were a bit reluctant to stick in front of the big guys so we change the video approach we said okay let's let's let's get rid of the big guys you know after one hour and let's let the energy and the thoughts to flow around in the room and that proved to be extremely impactful because people felt at ease and they were extremely helpful and creative to come up with different ideas and then we group them we'll go ahead later on explain a little bit how we did this I think again again this governance is working in we started to instill a pace every two weeks this is the outcome from an workshop these are where the problems these are the solutions this is this is the priority and this is how we move forward so initially every two weeks later on every two months and the line was to implement in one year a huge number of initiatives if you're not talking and if you focus you can do so I think you've the governance was a key component of the transformation it allowed for alignment across so reduction of the silos across departments creating cross-functional teams of different seniority levels and also empowering the more junior people who actually know what is happening inside the bank right so if we move three slides ahead you you mentioned that you've implemented quite a lot of initiatives by empowering these people so could you tell me a bit more on how many initiatives you've implemented what was the impact as well of these initiatives and just give me some a couple of examples of like short medium and long term initiatives yeah as I was mentioning we tackled initially the top ten end to end customer journeys the most critical ones and during the brainstorming sessions we realized that we have plenty of pain points we lose we utilize simple simple tools like you have it in all the lean toolboxes like an effort effect metrics so how much effort you you put to implement something and what will be the impact and the team's actually they made their own prioritization presented in the in the CX governance groups to get the blessing from from the senior management to align these initiatives in the overall other projects because we are a big company and we are running a lot of projects so I'll give you a few examples on both initiatives focusing on customers but also initiatives focusing on on our employee experience so one of the common things we realized across the journeys was that the customers were expecting to receive regular status updates about what's going on after they applied for a product or service and the way they prefer this is to have the notification in a very simple SMS message and this was a principle translated in all the journeys we set expectations about the overall turnaround time we set expectations about what we gonna happen next so the target was to reduce the effort because the customers initially were approaching us what happened calling the branch is falling back the call centers what's going on what's going on which is extremely painful and annoying the the moment we shifted this you start you start you start seeing some results on the other side of the story internally we realized our employees were very much complaining about complexity and big number of products and services that we have it was very hard for them to learn them properly and to give the key information about these products and services to the customers so we created an internal portal which we like to call it our internal internal Google with structuring this information for the main products and services in a very simple and meaningful way because we wanted to not only to preach customer centricity but to apply it accordingly also with our employees we went to the end users and asking them guys how you would like this information to be shown on the screen what type of questions are you receiving from your customers so we can design the layout of these products and services on the screen based on your input so we ended up and we surely remember as well you were a part in the beginning of that amazing journey we created few simple prototypes we invited in the room personal bankers with different different levels of experience also new joiners also experienced people and they voted actually for the final layout and that was rolled out and implemented and currently we have over there more than 50 products and services available at the distance amazing so I see the amount of insights that you you were able to collect from the voice of customer from your voice of customer program and translating these insights into actions so if we move to the next slide I know it's a spoiler alert but let's or the one after that just to communicate what was the impact that you've managed to achieve and what what is the level of maturity that you currently are at right now yeah so in a nutshell we were basically having some customer sensitivity of classical business segments and so on we build customer centricity maturity model and we are assessing this maturity level now every every year breaking down the maturity on several dimensions and measuring how how we are doing for each dimension so right now we started to become much more customer driven narrowing the projects narrowing the initiatives and focusing more which actually is helping everyone including IT very important to mention the agile methodology that helped us to speed up basically to to speed up the implementation and the effectiveness of utilizing IT resources there is something called our CX stripe when small IT initiatives are plugged and delivered in maximum one to two months bottom line results improving the NPS for five points in a year the relational NPS score and increasing the non-interest income revenues well by by nine percent we realized that our digital channels are the main areas of delight and this is what the customers are pointing out and I'd like to add one more thing for all the banks not only the banks in the region we need to move slowly slowly to realize what actually are the businesses that we are in because you hear a lot about products products and we are in the credit card business or we are in the loan business now where we are not in these businesses we are actually in the business of creating and providing solutions for different customer needs and problems we are the business of providing education for for somebody's kid we are here to provide solutions for the health of somebody's family and probably the key the key direction is to create as many as possible across industries partnerships ships so I think's banks are in the system of providing experiences that are changing and shaping people's lives I imagine so I think thank you codeine for for your insights and for sharing your story I know you have a long way to go now so without further ado I think we'll pass it to your life who will be sharing with us the a demo of Qualtrics and showcasing how banks actually leverage the experience data [Music] hi everybody my name is Ella and I lead a team of solution consultants at Qualtrics covering both the European and Middle East markets I been with Qualtrics for five years so I've worked with a lot of our biggest customers in the Middle East and today we're gonna show you a very brief demo of the Qualtrics experience management platform I'm going to give a brief demonstration of how the Qualtrics platform is typically used by our banking customers both in the context of measuring your customer experience but also how Qualtrics can be used for your entire experience management program the Qualtrics capabilities are typically broken into three core areas the first is the ability to listen to customers across all the different channels that they interact with you this can range from transferring money using a mobile app contacting support via whatsapp or leaving feedback about a branch on Google reviews the second is understanding their feedback and sharing it across the organization Qualtrics has tons of analytics tools such as text IQ to analyze the open text that is coming from different sources or stats like you to run deep statistical analysis on all that data combined with operational data this simplifies and makes recommendations of the areas that will have the most business impact to our frontline staff thirdly Qualtrics provides the ability to act not only on individual pieces of feedback but also create strategic initiatives that impact the company bottom line in the current climate there is a big shift towards digital experience customers who previously went into branches are now going online for a lot of banks this is not a primary method of interaction with customers on screen you can see an example of how we can collect feedback from there from your customers as they use your website by clicking on the feedback button the customer can leave feedback about their banking experience along with their response Qualtrics will also record the customer behavior and how they got to the website in the current climate you need to be able to adapt quickly in this real example from one of our customers they are measuring how the mortgage experience is for first-time buyers given current difficulties this market is having switching to mobile you will see the exact same experience on the mobile version of the website we can target customers who are going to leave the website typically when a new customer leaves you don't know who they are or why they've left your website however what Qualtrics your customers will tell you why they didn't complete a transaction this will increase your conversion rate the same goes for your existing customers who use your app you can measure all parts of the customer journey as shown here this can be extended across other channels as well for instance the trend for a lot of banks is to move towards more digital support channels if I choose what's up as Mike's support Channel then the best way to get feedback about my experience is on whatsapp as well in this example you can see a chat bot asking questions on whatsapp channels like this will dramatically increase your response rates your frontline staff will get notified in real time when your customers have had a negative experience so that they can close the loop you can see on screen that as a manager a ticket has been created for me and I can manage the ticket on my mobile phone when I go into the ticket I can see exactly what the customer says and I have access to the customer profile and transaction information the full closed-loop process can be man here qualtrix dashboards can be used to analyze and act on all the data that has been collected this isn't just data from all the different listening-posts this includes operational data reputation data and voice analytics industry benchmarks text analytics response rate data closer loop analysis and so on and the platform allows you to create different views for different levels of the organization on the left hand side you can see reports for executives branch managers support agents and digital managers among others looking at the dashboard that's up on screen the executive does not just see experience metrics like MPs and CSAT they can also see operational data in this example we see revenue and customer lifetime value predict IQ is also showing the executive a prediction on how many customers will churn scrolling down the executive will probably want to see the data broken out by key customer segments like country by clicking on Saudi Arabia the data automatically filters and we can now see the feedback for all the regions in that country from all the different sources across the entire customer journey to show another example I'm going to switch to a branch manager view these are role-based dashboards so the store manager for Riyadh automatically sees their own data they can see that sisa has dropped and this is linked to a drop in staff engagement for that store scrolling down we see that the branch is performing worse than others this is a sign that the fall and CSAT is a local issue the mistake a lot of organizations make is to focus on the area with the worst score however key driver analysis shows us both the score and the statistical correlation of MPs to each of the driver in this example we can see that availability of staff is having the biggest impact on the customer experience this is highlighted by our focus areas capability that shows us that in branch availability of staff is the biggest weakness of the branch and an action needs to be taken Tech's IQ can be used analyze this further we see that a there is a large number of people talking about availability of staff and the sentiment is typically negative the most important thing is that I take action once Qualtrics has identified the area for me to focus on I can click on create action plan here and I can do this directly within the dashboard you all right thank you everyone for your insights I thin that was quite a comprehensive session so thank you all for joining us and bringing all that content together so while you guys were presenting managed to round up some questions coming in through the website and our social media channels and because we have so many of you here today we have an entire panel I'm just going to make sure I'm kind of throwing the right questions at the right person so I think the first question that I'd like to start with cohdon perhaps this is something that you'd like to jump in too I have a question that that came in that asks how do you how would you suggest in light of the current situations situation banks with legacy systems need to in order to get to digitally transform themselves and how long do you think it's gonna take right now digital transformation we need to be a bit where it's also becoming a buzzword the solution is not the technology itself but the you need to start from understanding exactly what are the problems that you want to solve and technology can technology can help so for instance digitizing an existing journey that it's having a lot of issues across the touchpoints doesn't make sense because you will just replicate the current mess at an exponential scale and that's another definition of curves so you really need to go down to pick up the top critical problems that you want to solve and then look around what can help you to solve that problem and the technology can be a change in current policies [Music] the drive of the the digital transformation it's also depending very much on regulations you need to actively engage the central bank and hearing the region I think we have different examples I worked five years in Saudi Arabia and the central bank over there was highly proactive and deployed the sandbox for different banks to play when they are testing new technologies which was extend and providing a policy around how to deploy these new products and services how long it will take it depends very much on the maturity level where you are right now on average I wouldn't say it it can go below below three years great cohdon I think you I think what you said was really interesting it's not just about the technology right and I have a question that's actually building on to that that talks about mindset of banks so perhaps maybe Rami and cache of between you guys you can take this one I have Mita who's asking this question on our LinkedIn page how difficult is it to change the mindset of banks and convincing them to adopt such new technology to enable this customer experience management systems so in your experience of working with banks talk a little bit about how how do you help them to adopt your mindset so cash if they do if you don't mind I'll I'll take this question so the it actually depends quite a lot from who your customer is so you have some banks which have a different maturity than other banks some banks perceive the retail the retail network as being the the primary value proposition and then they desist into digitization and focusing on their digital channels how do we go forward in convincing the leadership of such organizations to go more and to digital and adopting state-of-the-art technology it's mainly through voice of customer data so from the experience data once you have a reliable sort of source of data you can go and tell your CEO listen this is what your customer is saying if you don't have not invest in your digital channels then this would this would be the repercussion because data doesn't fly at the end of the day gosh if do you want to build on that do you have anything to add yeah so so Robbie is absolutely right the best way to actually convince or have a dialog have a meaningful dialogue with the with our customers is actually using the tool by itself so when and we're not just using it for for a particular product or any service that a bank is providing we're actually doing it across market segments so as ap were actually looking at SMEs as a segment and looking at SMEs across different countries in the region and and asking them through the tool as to what do they expect from financial services what is it because there is a there seems to be a huge gap especially in SME in our Manor region for example and even Africa for that matter as to the definition of SME and how do you cater to SMEs in when it comes to financial services so we're actually being proactive in an NS a pian and gathering that data and then demoing it to our customers across different countries to say this is what the demand is from the market and we have done suggestions as to how do you want to proceed ahead you know cash it so you know speaking of SAS amis we do have I I know we do have a few business owners joining us today watching this session how do you see the expectations of a business owner or an SME owner changing host the current situation when it comes to choosing their banking partner so so that's a great question so now actually is more than ever obviously they say it's because they have been better once told me the biggest problem with the SMEs is that they don't know how to ask for money so so that's that you know you take that exam into a segment were SMEs tend to tend to look at the bank that has that they have been working with on a personal level and they they go and start working with them on the business level I think the SFA's ought to demand the right level of products and above all the flexibility of services to front of X that's the most important factor you cannot simply fit a standard product that is working that has been working for a long time for a large SME for a micro recipient for a micro SME the products will be very different how do they it's not about payroll for them it's about business productivity it's about empowerment of maintaining their books in a in a profound manner so to me I would if I am an SME I will go to a bank that has the right level of flexibility to proper to cater to my knees and wrapping around products to fit me super so jumping on to the next question I have Oh Jay who's asking us online what would you advise we can do with regards to managing customer experience during the current times where the contact center capacity is very limited obviously due to the lockdown and the current restrictions and customers in some cases on being responded to very quickly again perhaps yeah I'll pick up this one is it's a very good and very valid question nowadays a very simple first of all you need to identify what are the key services that people are asking these days and enable as many of them as a as a self service so for instance you can add a couple of services to idea so you don't need actually to spend a long time in the queue if you still need to spend some some time to talk to an actual agent set up the expectation to your customers by providing instantly what is the average waiting time if you are still willing to talk to an agent also be careful when you reach to that touch point a customer talking to an agent the agent should be able to solve that problem on the spots not to actually reroute the problem to to a separate department so those agents should be fully empowered to to check out the core services I would say these are the couple of things self service setting expectations and empowering the call center people to do more on the spot great another question that I'd like to open this to the entire team here we haven't I don't think we touched upon security and privacy this is a big conversation across the globe right now particularly you know within the banking and the financial sector what are your thoughts on that cash ships maybe you'd like to start and jump in yeah I mean from a from from a compliance perspective or from our security and privacy perspective that's absolutely important that's always been very important for for banks as well as well as for us in terms of the solutions that we provide to our customers and and so be that way from a regulatory perspective or even a GP are driven perspective which might not be admissible in our region as much but nevertheless that is something that we are we take very seriously when when we when we're looking at solutions and a browser or banking husband to jump in there I guess from a technology perspective and Qualtrics is used globally so so we used having to deal with different regulations and in different countries and there are a lot of simple to within the platform things like GDP or compliance contact frequency updates etc and it's worth mentioning this we work with a lot of banks and telcos in particular not just in the Middle East but also if you pick Russia as an example and also banks in Germany etc so we've been through a lot of rigorous and I reviews with a lot of organizations and we're very comfortable with how we kind of deal with at PII and so usually it's not a big challenge with with Qualtrics platform I can't afford it I can add there as well on on this one because internally when we started the implementation of Qualtrics and because we are we are running so many surveys and the central bank here has very strict regulations in terms of the data privacy and security we worked closely with our risk and compliance people and going to the central bank and showing them from different angles what are the key actions that we are putting in place you will talk about specific fields to be to be shared in the cloud you talk about encryption encryption levels so having on board from day one compliance and risk people specialists in IT security definitely it's helping a lot this is applicable to all industries as well so from banking to telco to healthcare so it's very important as well to understand the regulations early on great alright thank you guys thank you for all that information and all the insights I see we're approaching the one hour mark so we've gone slightly overboard in terms of time but the good news is that we've managed to answer all questions that have come in but to everyone everyone that's watching just in case we've missed a question that you asked we weren't able to address your question correctly we will be sharing details of our experts here on the screen today and you can you can get in touch with us at any time for any questions or queries that you have once again thank you everyone thank you all thank you all for joining us today and we hope you have an enjoyable session thank you guys thank you thank you thanks ed I like stay safe everyone by way you [Music] you you you [Music]