You really have to understand how the newer generations are communicating

Every industry is rapidly changing and adapting to emerging technologies and customer preferences. Being nimble throughout these changes is critical when thinking about attracting new customers and even keeping existing ones. Fara Haron recently sat down with TheCustomer to discuss the ins and outs of how Majorel achieves success on behalf of its clients.

TheCustomer: If the scope and requirements of customer service were in flux a few years ago, the pandemic threw all those requirements into hyper-speed. The shifts in consumer habits and expectations meant that literally every aspect of consumer/brand interaction had to be re-thought. How does a company such as Majorel cope with and excel with this kind of upheaval?

Fara Haron: When you couldn’t go into stores, how could you interact with companies? Customer interaction and the services that we provided became important to be the basis of that brand. That’s just one element of what we do and that’s the typical customer service tech support, but then we also do a lot of things specific to different industries. From a business process standpoint, we help our banking clients come up with new digital platforms and determine how to integrate that overall customer experience. Of course, everybody likes to talk about AI and robotic process automation, but we do have some tech services. It’s really about how to incorporate those things into getting the best customer experience – not really just trying to automate everything, but to integrate that in a very personal way. I think that’s what’s really unique about Majorel. We really like to combine the human element as well as the technology element, because at the end of the day, we’re all people and we’re sort of very people driven business.

Could you give us a snapshot overview of the portfolio of services that Majorel offers because, as I’ve been through it, there’s an awful lot there. What does the portfolio look like?

The first focus is on customer interaction and that’s really the entire lifecycle of a customer. When you first acquire a customer, retain one, sell to one, or just maintain that connection – we use a lot of customer insights that we get from talking to you.
We really look at the entire customer lifecycle as one of the key things that we do. Then we look at our business processes. We do a lot of work in the content services space and content moderation. We work with companies that are advertising online and decipher all the data to figure out what keywords are useful for them.

We also look through sensitive material making sure that stays safe – a lot of different policies and things that take place as well. We’re big in that sector. I mentioned we do a lot of consulting services on how to improve your customer experience.
In China, we have quite a large marketing services component. They use a lot of different technology that we use, let’s say in North America. We have a very unique proposition in China where we’re doing a lot of e-commerce support, looking at branding and marketing for international brands, but only for the Chinese market. Our global reach really allows us to maintain a global consistency, but having a real local flavor for all the customers that we’re supporting.

If you could look ahead two to five years down the road and anticipate the challenges that brands are going to face, then what would you see? Or put another way – what advice would you give to C-level executives now so they can get ahead of whatever shifts may be coming down the road.

I think you really have to understand how the newer generations are communicating. I’m not that old, but I can definitely see when I have my friends’ kids who are 10 and under. They’re definitely using technology and communication skills in a different way. If you’re not able to capture that and sort of distill the way that we know today, you’re going to lose certain demographics.

This interview was originally published in TheCustomer