Vision, proper roadmap and delivery for the transformation of the…
Customer experience should align with the company’s internal business processes instead of being a stand-alone operation
What changes should be brought to the forefront to improve the partnerships between the FinTechs and the banks?
Changing regulations require the bank huge investment in open API to adopt for the market dynamics & agility, which will support growth and cost optimization initiatives. At the same time, this will enable integration with emerging technologies at scale. This requires a shift from IT spending on maintenance of systems / Platforms to building the capability to run a scalable agile business model and the ability to integrate new financial technologies e.g. via the use of API’s including Processes enhancement, Payment acceptance, AML, etc… Accordingly, Banks have to increase the in-house development of financial technologies and digital service offerings via innovation centres and labs, to be distributed via their own- or third-party platforms.
Do you consider today’s retail banking products to fit the modern world? What should be changed in the near future?
Now the essence of business sustainability & growth in the market relies on big data & data mining which will be backing the segmentation, system management, customer base management and properly bundling several products to track user experience data and spot avenues for improvements.
It is not any more about changing the core product – it is the positioning of the product, Processes, communication channel & Response, for instance, Digital KYC instead of Physical, Online Loan request instead of Physical documents, Digital Card or Virtual cards for payments, soft POSs instead Physical POSs for payment acceptance,
How crucial the right data is to create a successful product and provide the best customer experience?
The current competition sets a high bar for user experience delivery, and companies now focus deeply on improving customer experience (CX). To this end, businesses and startups fine-tune the consumer’s journey and interaction with their product, from discovery to conversion.
However, managing the customer experience should align with every company’s internal business processes instead of being a stand-alone operation.
Ihab DORRA is a Chief Consumer Banking&Digital Payments Officer at Banque Misr. He was appointed as the Head of Retail Banking at Banque Misr in February 2017, later named the Head of Branches and Retail Banking. Ihab is responsible for leading global performance and strategic delivery of a broad range of personal banking products and services with a focus on new banking technology, innovative and digital banking trends, and online payment and e-banking channels.
This is in addition to driving Banque Misr’s strategy in retail business banking segments to maximize customer and shareholder value and achieve market-leading business growth. Prior to joining Banque Misr, Ihab was the Head of Retail Banking at Bank Audi Egypt, where he built the platform for a full-fledged retail arm, including Audi Première Service and Branch Model Optimization.
In 2008, Ihab joined Barclays as Cluster Head, managing a region of 15 branches constituting over 50% of the bank’s liabilities portfolio. Ihab Dorra also worked in Citibank in 2001, where he spent eight years in different positions ranging from Auto Loan Sales Manager and Auto Loan Product and Sales Manager to Branch Manager and Branch Area Head. He is a Certified Trainer at the Egyptian Banking Institute (EBI), and received a number of certificates and diplomas in retail banking, which enriched his area of expertise. He received a Banking Diploma from the University of Madison in Wisconsin, the USA in 2016, in addition to holding an MBA from the Operational Unit for Development Assistance (OUDA).