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Issue 3: Sept-Nov 2010

Iron Sharpens Iron An interview with the PS, Ministry of East African Community in Rwanda, Mr. Robert Ssali

Impamvu Zitera Kwakira Nabi Abakiriya En avant pour nos droits de consommateurs

!

EW N

k

“Customer care is about efficieny

As

CEO, Banque Populaire du Rwanda

An

BEN KALKMAN

sw O er u s r to L le a ga w li y ss e ue r s

Motivate Your Team


Imikorere yawe niko gaciro kawe

Ubupfura bwawe burangwa n’imikorere yawe Twese dushima umugenzo mwiza w’ubupfura ndetse tukubaha abatuboneye izuba: ababyeyi n’abakurambere bacu baranzwe n’umuco mwiza w’ubupfura. Dushima kandi imigenzo myiza n’indangagaciro z’ umuco nyarwanda byaduhesheje ishema ry’ubunyarwanda ubu tukaba duharanira gukomeza uwo murage. Harageze rero ngo imvugo ibe ingiro: ubupfura, ubutwari n’ubunyangamugayo biturange mu mikorere yacu, bityo biduheshe ishema mu murimo wacu. Ubupfura bugaragarira mu buryo twitwara, ibikorwa dukora, ndetse n’uburyo tubikora.

2 | The SERVICEMAG September - November 2010


PUBLISHER’S NOTE

R

wanda is a dynamic country with many positive things happening. Since July 1st 2010 for instance, Rwanda together with Kenya, Uganda, Tanzania, Burundi have embarked on the Common Market Protocol that will bring free movement of labor, capital, goods and services within the region. While some are afraid of the competition that this will create, many other people in the business community appreciate the fact that this will avail greater opportunities for trade in goods and services; employment opportunities for people in the East African Community member states. Our focus this issue is the East Africa Community Common Market Protocol with an interview with Robert Ssali, Permanent Secretary of the Ministry of East African Community in Rwanda. Banque Populaire is another example of the dynamism in the Rwandan economy. What used to be a cooperative some years ago has embarked on a dynamic process and has become a commercial bank. Read the personality profile of Mr Ben Kalkman, the CEO of this Bank and know what he and his team are doing in improving the bank’s image by offering better services. If you were at the launch of the second issue of The ServiceMag three months ago at the Laico Hotel in Kigali, then you were lucky to be part of our gracious audience that evening. Many have asked why we organize events with the release of each issue of The ServiceMag. The main purpose is to bring together people in the service industry to discuss their challenges, share best practices and of course network. In this third edition, we are adding a new column called “Ask our Lawyer” to answer

our readers’ questions from a legal aspect. Send any legal question on the services you receive and Katia Maniakirazi, our legal expert will be happy to answer them. Again, we want to thank you all for your numerous comments/feedback/ suggestions. Thanks again to the contributors and sponsors. It is because of you that we continue to publish. Dear reader, reading helps in developing your mental capacity. Reading stimulates the brain, instructs, informs, entertains, motivates and inspires. Reading is a powerful way of upgrading one’s knowledge and that is why I encourage you to read not only the entire ServiceMag but also books, newspapers and even material via the internet. If you don’t read you are definitely missing out on a great way of learning as well as a wonderful way of improving your life and business. One of the most basic foundations of power in business comes from having access to information and controlling it. Develop the habit of reading. Resolve to never let a day go by without reading something and you will see the effect. Remember knowledge is power! Enjoy the reading

If you don’t read you are definitely missing out on a great way of learning as well as a wonderful way of improving your life and business.

Published By Shei & Enz Consulting P.O.Box 3425 Kigali Rwanda www.sheiconsulting.com The opinions expressed in The ServiceMag and The ServiceMag Online do not necessarily reflect those of the editor, publishers or their agents.

Sandra Idossou Publisher

*Articles and contributions are welcome. If you would like to share your customer service experience please send it to editor@servicemag.com

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CONTENTS FEATURES

42

06 08 10 14 16 18 19 20 21

Back to Our Good Values & Traditions Environmental Awareness Bank Populaire du Rwanda En Avant pour nos Droits It Pays to look Good The Philosophy of Inclusion Ikimenya mu Gutanga Servisi Building a Successful Sale personality The Customer is King

FOR THE MANAGER 30 33 36

Design & Layout Edward Matovu merik@studiom.ug Editor English Aryantungyisa Otiti aryantu@yahoo.com Editor French Diana Ramarohetra diana@theservicemag.com Kinyarwanda Editor Gaspard Habarurema gaspardhaburema@gmail.com Kinyarwanda Translator Aime Munyanganzo munyaime@yahoo.fr Photographer Paul Snijders paul@macuser.nl

Leadership Personnel Impanvu Umunani Zitera Kwakira Nabi Abakiriya Motivate Your Staff

Cartoonist Dolph Banza banzadolph@gmail.com

HAVE YOUR SAY 44 48 49

Publisher Sandra Idossou sidossou@theservicemag.com

Mu Banyarwanda, kwakira neza abakugana byari umuko Excellent Service at the Post Office Se Faire Belle à l’Egyptienne

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Contributors Abena Amoako-Tuffour, Berna Namata, Hermine da Silva, Efua Hagan, Gloria A. Iribagiza, Theoneste Sebihogo, Awambeng René, Kelvin Odoobo, Bea Umwiza, K. Ezéchiel Ouedraogo, Eva Gara, Katia Manirakiza, Olivier Ntaganzwa, Hubert Rutage Ruzibiza, Dalia Farag, Mafoya, Ezrah Ranjato, Paradis Winslet SPONSORS

INTERVIEWS

Diamond Ministry of East African Community Banque Populaire du Rwanda Rwanda Development Board

06 Ben Kalkman 08 Robert Ssali

PLUS 42 56 58 04

08

Ask Our Lawyer Pictorial Cartoon Your Mail

COVER PHOTOGRAPHY BY Paul Snijders. 4 | The SERVICEMAG September - November 2010

Platinum Ecobank RwandAir Kenya Airways - KLM Gold The Manor Hotel Rwanda Directorate General of Immigration and Emigration Ujenge Iposita Silver Fina Bank Intersec Datapro Bronze Expand www.theservicemag.com


Your M@il I loved the article “10 Things for Effective Customer Service Training”. I have been working for the last 8 years and was privileged three months ago to attend a training session on Customer Service. I learnt to be proactive, to smile and think outside the box. Before the training, I believed that customer care was not “Rwandan”. I was happy to learn that with a positive attitude one can satisfy customers. Today I feel empowered and I really wish all managers would understand the importance of training employees. Training us is an investment, I must admit; but an investment that will boost our professionalism and positively affect the results of our company.

— Amanda Doyle

— Ignace Kaliza

Congratulation on coming up with such an educative project as the Service Mag is. I am a career advisor at Kigali Institute Management. Our focus in career advisory education is to produce students who are employable, have the necessary skills, are competent in their sphere of work and increase overall corporate effectiveness and efficiency. I have used your magazine in my classes to highlight a number of issues. The students appreciated the issues that you raised and even wanted to read the magazine themselves. Please include the Kigali Institute of Management on your distribution list both for our students and faculty members.

Thank you for your contribution to customer care services in Rwanda. I have read your magazine and learnt how to receive my clients. I encourage all people offering services to read this magazine and learn from it. I also appreciate the sponsors and would like to encourage other businesses and investors to take part in sponsoring.

Bonjour, je suis tombé sur vous récemment. Je dois dire que j’ai beaucoup apprécié l’esprit même de votre magazine. L’article sur « Qu’es-ce qui tue votre image ? » m’a fait particulièrement mourir de rire. Je dois dire que je me suis reconnu dans quelques remarques. En tout cas, merci pour les conseils, cela va me permettre d’améliorer mon image. — Imasy Jamison

— Paul Shumbusho

Je voudrais vous suggérer de prendre un historien ou sociologue qui pourrait écrire plus d’article sur nos traditions ou nos coutumes rwandaises par rapport à la notion du service. Il doit bien y avoir des explications historiques sur les causes de la méfiance que nous remarquons chez certains vendeurs. En comprenant mieux notre histoire du passé, on peut mieux aborder le présent et se préparer davtange à l’avenir. Merci encore pour le boulot excellent que vous faites dans cette éducation de la population.

Nikundiye ikinyamakuru cyanyu ku buryo butangaje ubu nyine nyotewe no kuzabona nimero ikurikira. Mu byukuri gisa neza, cyanditse neza kandi kirashimishije ku buryo usanga gitanga inama zubaka. Nifuzaga rwose mbikuye ku mutima ko Leta yacu n’ibigo bikorera hano byagufasha kugira ngo iki kinyamakuru kijye gisohoka buri kwezi kandi n’inyandiko nyinshi zikaba ziri mu Kinyarwanda. Ndahamya ntashidikanya ko uko kigenda kirushaho gusomwa abantu bakiga ibindi bintu bishya ari na ko kizagenda kigira uruhare rugaragara mu gutuma hatangwa serivisi inoze izatuma igihugu cyacu kigera ku iterambere. Numva mfite ubushobozi bwo kubafasha nabikora rwose ntitangiriye itama. Ntucike intege komeza inzira watangiye. Imana izagufasha kuko iki ni igikurwa kiguhesha agaciro kikanagahesha ikipe mukorana n’igihugu cyacu. Imana ibahe umugisha kandi ibakomeze.

— Jean Baptiste Izimana

— Byanditswe na Cyriaque Nkurunziza

— Beatrice Madya

I think the subject matter of the magazine is fantastic since this is an area Rwandans need to improve. I commend the magazine in selecting certain thought-provoking and helpful topics. I especially found ‘Customer Service:  Root Causes Verses Symptoms’; and ‘Give It Time!’ very interesting. However I would like to advise the magazine to avoid emotional and caustic articles which lead to offense rather than offering constructive criticism.

J’ai toujours aimé votre magazine. Je me suis dit que je voulais moi aussi y participer mais je n’ai pas encore eu le temps d’écrire un article. Le service au Rwanda et surtout à l’interieur du pays a vraiment besoin de telle initiative pour avancer. Puis-je vous suggérer d’avoir plus d’articles sur le service publique tels que la Police, les hôpitaux et les districts. — Elise G.

Write to us e-Mail letters@theservicemag.com www.theservicemag.com Connect with us on

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PHOTO BY Paul Snijders.

FEATURE

6 | The SERVICEMAG September - November 2010


Back to Our Good Values and Traditions By Sandra Idossou

A

few months ago I was travelling with some colleagues in a village called Nkungu near Cyangugu. We got hungry and decided to buy some biscuits in a small village shop. The shop attendant, a woman of about 60 was chatting with a friend. She stopped her conversation immediately and offered me such a friendly and warm smile that made me forget about my hunger. Although we were faced with the language barrier, this woman tried her best to assist me. She showed me two different types of biscuits. I was so overwhelmed with her attitude that I decided to buy all her stock of biscuits. Why can’t we get this type of service in Kigali and other big cities? I have been in several shops in Kigali and in other cities in Rwanda but had never experienced such warmth from a sales person. How I wish my banker, my insurance company, my telecom provider, my restaurant, the cashier at my grocery shop and the so many service providers I deal with could learn good customer care from this old village woman. Is customer care in villages better than it is in big cities? Are people in villages better equipped with good manners than those in town? Are we so “civilized” or “westernized” in cities that we have forgotten the good manners we were taught in our traditions? As Africans, we have many values that go hand in hand with good customer care practices. We are taught right from

Are we so “civilized” or “westernized” in cities that we have forgotten the good manners we were taught in our traditions?

our childhood to be nice to visitors, to show appreciation to people, to greet or thank people, to honor our promises, to be diligent with our work, to be courteous and so many other values. The first time I saw Rwandans greeting each other with the big hugs I was deeply touched. I found this so beautiful and could not understand why people in offices and businesses were so cold. Why can’t we see the same warmth in our offices? Why have we left our good traditions and culture at home? Why are we completely different when we are working? Why do our smiling faces disappear just when we enter our shops? The good customer care attitudes portrayed by the old woman were natural to her. I’m sure she has never gone through any formal training on customer care; neither does she read any of

the customer care articles in the New Times but deep inside her, she knows exactly what it takes to touch customers’ emotions. She just understands that being available and nice to customers is a requisite for every sustainable business. Customer service is the set of behaviors undertaken by any person in business during an interaction with customers. It is simply being able to provide assistance, care, respect and attention to customers. Customer care has always been a competitive advantage even in our traditions as it entails all the little things we do to build excellent rapport with each and every customer. As Africans, we can be proud of our rich traditions and values on hospitality, caring, loyalty, responsibility, selflessness, solidarity, perseverance, sociability, honesty, courtesy, respect and even on dress code and so many other more. “A people without culture are not a people at all”. Let’s then reinforce our traditional values for our own future and destiny as these cultural values and attitudes will shape our economic success. No matter the type of business you are into, behave in a manner that causes your customers to become loyal to you. Your own destiny is in your hands and in your words. Let’s decide to go back today to our values and traditions and we will be able to create a better emotional relationship with people we deal with. TSM sidossou@theservicemag.com

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FEATURES

Environmental Awareness in the Service Industry By Abena Amoako-Tuffour

F

or some the link between the service industry and environmental sustainability may not be obvious but there is a very important connection. Environmental sustainability is using the earth’s resources carefully so that they are not permanently depleted or destroyed for future generations. An example of sustainable forestry is to cut down some trees but to leave enough to prevent serious soil erosion and the permanent destruction of the local wildlife habitat. It would then be sustainable to plant more trees to replace the ones you cut down. Consider the daily activities of airports, restaurants, hotels, car rentals, business centers, grocery stores, and the public sector. Though they offer different

services, they all consume and affect the earth’s resources. For example, they all use large quantities of water; many use paper and most if not all use vehicles to carry out day-to-day activities which mean consuming fossil fuels and emitting carbon dioxide into the atmosphere. In addition, all of these service providers cater to large quantities of people from tens to thousands of people a day. This means that by simply existing as a business or institution, you have a significant impact on the environment. And depending on your awareness and concern for the environment, this impact is either positive or negative. As the world’s population increases and lifestyles evolve, our relationship with the earth can affect the health of

8 | The SERVICEMAG September - November 2010

other people, plants, and animals and determine whether they live or die. According to a 2002 United Nations Environment Program press release, climate change, and the pollution from cars and industries are two of the emerging threats Africa will face over the next three decades. And environmental conservation is receiving more attention around the world. Rwanda’s Kwita Izina (baby gorilla naming ceremony) event is an effort to promote environmental awareness and to protect the diverse wildlife and habitats of Rwanda and neighboring countries. In Rwanda, many in the service industry have some environmentally-friendly practices although they may not be aware of it. For instance the absence


of packaging for food in markets and restaurants requires people to bring reusable bags and containers. This means that very little waste is being produced. While some western countries are trying hard to promote the use of reusable bags for shopping, many Rwandans use them because nothing else is available or because it’s cheaper than having to buy envelopes every time they shop. One business center in Remera uses minimal amounts of paper. Besides the occasional large order, they use on average 10 pages a day for printing and photocopying. . “We recycle paper- for example if we print out too many copies by mistake, instead of throwing it away, we use it as scrap paper ” says Sharon, who works there. These are good

examples of environmentally friendly behavior, but people must be aware of the environmental impacts of their behavior in order to keep up these good practices. Being environmentally friendly not only shows respect for the planet and others living on it, human or non-human, it can also save time, money and foster creativity as well. For instance, workers in Mexico and Peru make handbags from discarded candy wrappers! The service industry has a large impact on the environment and has the opportunity to be leaders in environmental sustainability. There are many different ways to work on being environmentally sustainable: Sell coffee? Buy coffee beans grown with natural fertilizers instead of artificial ones that destroy other

plants, are harmful to human health; Sell or serve food? Use reusable food containers instead of disposable ones. Use a lot of paper? Think of alternatives such as e-mail, erasable whiteboard. Also print double-sided when you can and reuse paper for scrap. Avoid wasting power, turn off your lights, your television, your computer when they are not being used. The possibilities are endless but the earth’s resources are not. Think of how you can play your part for a thriving and sustainable service industry. TSM aatuffour@gmail.com

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PHOTO BY Paul Snijders

“Being environmentally friendly does not only show respect for the planet and others living on it but it can also save time and money”


BANQUE POPULAIRE The Rising Phoenix By Berna Namata 

Kigali while restructuring was done of all layers of management at Head Office and in the branch network. “We had more than 400 people leave the bank for various reasons, for example corruption, fraud, incompetence. Others were opposed to change, but we had a lot of good people coming in too and we conducted training for them (staff),” Kalkman says. While the Bank took serious write-offs over 2009, Kalkman points out that long term development of the financial institution is more paramount than profitability. Last year the Bank was forced to write off approximately Rwf1billion from its balance sheet which dated as far as 10 years. According to the CEO, Rabo Development’s mission is to help financial institutions to evolve into fully fledged financially sustainable retail banks with an agricultural and rural orientation.  “This is why it is called “Rabo Development, every where we are - we think in terms of at least 10 years. The first two years have been about taking control and cleaning up the balance sheet.” However Kalkman also points out that improved service delivery has enabled the bank to comfortably increase its market share.

10 | The SERVICEMAG September - November 2010

PHOTOS BY Paul Snijders

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ith the largest number of branches - 189 branches countrywide and a major market share, Banque Populaire du Rwanda (BPR) is steadily setting the pace to become a leading retail bank in the country. Yet it is only two years since the bank changed from being a cooperative to a corporate structure after Rabo Development from Netherlands bought a minority stake - 35 percent in the bank.   Despite turning into a fully fledged commercial bank, it has remained true to its cooperative roots by retaining its widespread shareholder base of clients from throughout the country.   True to its name “Banki Y’abaturage” - (the people’s bank), BPR now features approximately over 574,624 small shareholders and one major one — albeit a minority shareholder- in Rabo Development. “Our target is the lower segment of the population where we have over 1 million clients. We are not going to compete head-on with the other banks for the corporate market,” says Ben Kalkman, a Dutch national who has been the Chief Executive Officer (CEO) of BPR since 2008. The Bank has a mission to offer a full range of financial services in the urban and rural areas in a market driven and financially sustainable way. It is based on cooperative characteristics with special attention given to farmers, agribusiness enterprises, private individuals and micro as well as small and medium enterprises. Kalkman also points out that as minority shareholders; Rabo Development only comes to provide technical support to the Rwandan team.  BPR has a Shareholders Agreement as well as a Technical Assistance Agreement in place. As from mid 2008 a whole new management team was established in

According to Konde Bugingo, the Head of Operations at BPR, the bank is working around the clock to improve service delivery by connecting all its 188 branches in the country into one network to facilitate clients’ access to their accounts everywhere in Rwanda. So far, 38 branches of 188 branches have been connected and the process will continue until 2011, though the official says delays are expected in most of rural areas due to lack of electricity and internet connectivity. Bugingo also points out that the Bank has invested both human and capital resources to improve service delivery. “Improving the way people work and deliver services is important – people have to realize that any delay in their work


COVER INTERVIEW

Apart from the mobile banking, the Bank is planning to increase its Automated Teller Machines (ATMs) network to at least 50 machines from the current 25 machines to ease the long queues

is actually affecting a certain customer who is actually paying their salary,” he says. As part of the wider efforts to improve service turnovers within the Bank, Bugingo says the BPR has rolled out a state of the art Mobile Banking service to its clients. “Our mobile banking facility will go beyond what is currently offered to the market –SMS banking,” he says. With this product, Bugingo says clients will be able to access banking and financial services on their mobile phones, transfer between accounts, buy electricity, purchase airtime, Pay bills such as DSTV, Startimes, MTN/Tigo postpaid etc. Richard Ndahiro, the Marketing and Product Development Manager at the Bank also points out that with

the innovation - BPR mobile Banking, the Bank is positioning itself to be the leading retail bank in the country. “BPR’s bright future is undisputable. We see ourselves as the leading retail bank in a short period from now. We have the most valuable asset to make this happen--a huge client base and a large branch network,” Ndahiro says. But the Bank is far from exhaustion as far as product development is concerned, Ndahiro points out.  Apart from the mobile banking, the Bank is planning to increase its Automated Teller Machines (ATMs) network to at least 50 machines from the current 25 machines to ease the long queues at the Bank’s branches across the country. “For the most frequent and basic banking

transactions--clients won’t need to storm the branch any more--but use their phones or ATM. Clients will only come to the branch to get other services like loans. This gives us more room to better cater for those who come to our branches,” Ndahiro says.  BPR is the 6th partner bank of Rabo Development following successful partnerships in Tanzania (National Microfinance Bank), China (United Rural Co-operative Bank of Hangzhou), Zambia (Zambia National Commercial Bank), Mozambique (Banco Terra) and Paraguay (Banco Regional). TSM bernanamata@gmail.com

The SERVICEMAG September - November 2010 | 11


COVER INTERVIEW PHOTO BY Paul Snijders.

In an exclusive interview with The ServiceMag, Ben Kalkman, Chief Executive Officer of Banque Populaire Du Rwanda (BPR) notes that while the task has been challenging, he remains enthusiastic and optimistic as the bank is making great strides. Below are the exerpts The Service Mag (TSM): Almost three years down the road, how have you been able to convert a large microfinance network of cooperatives into a commercial bank? Ben Kalkman (BK): It is a long journey and it is not over yet because what we inherited was something that was non- existent; we did not inherit a bank.  We had to create a bank out of 140 independent Saving and Credit Cooperatives (SACCOs) of which many were either technically bankrupt or not functioning.  Now we have 189 branches.  We have a management structure like European banks have. This means everything had to change. We had to step up everything from scratch – we also had to clean the balance sheet and the credit portfolio. The first thing we had to do was take control; even if there was a due diligence performed it was kind of a “hopeless quest” because every branch operated with a different policy, different personnel, different board, different credit policy. We eventually had to find means of creating one balance sheet and of course there are other issues – personnel, staff training, Information Technology, network - that is about everything.  It is actually more complicated than just starting from scratch and building a new bank.   TSM: How would you describe the impact of Rabo Development so far?   BK: The expectations were unrealistic in many ways; people expect that since an international bank has come in then within a year everything will be fixed.  We are slowly building it up with many Rabo expatriates even though Rabo

Ben Kalkman 12 | The SERVICEMAG September - November 2010

“Customer care is about efficiency”


Development only has 35 percent with a management contract.  The majority shares are owned by members of the independent SACCOs who became shareholders of the bank when we took over. Rabo Development came in with an investment of more than 6 million Euros in addition to 4 million Euros from the Dutch government.  We have not more than seven Rabo Bank staff offering temporary assistance from Rabo in Holland and other Rabo partner banks on the Continent; the rest of the staff is local or from the region. Basically the team we have on the ground is very small which is essentially because Bank Populaire is and has to remain a Rwandan bank.   It is a huge task – the first year 2008 was all about taking control and 2009 was a big clean up year; cleaning up our balance sheet. The first year we made more than Rwf2 billion in profits. Last year we took a drastic approach to go deep into the credit portfolio and reclassify all of the assets. This pushed up our Non Performing loans (NPLs) ratio but at least this was a real picture of what the real situation was. We have written off more than Rwf1billion from the balance sheet which dates back as far as 10 years.   I can safely say that the figures before 2008 were not so reliable to say the least.  We have cleaned up the whole portfolio and put in place a completely new banking general ledger system including installing new banking software (T24) – state of the art, expanded the branch network (189 branches now ), rolled out a new human resource management structure with job descriptions, targets and appraisals that allows staff to receive bonuses. We are connecting as many branches as possible (currently 36 branches are connected) but we are hampered by what MTN, Rwandatel and Tigo can offer.  We are even considering satellite technology because the more branches you have connected, the more control you have over the network. This reduces the risk of fraud and greatly increases customer care service to clients.   TSM: Poor customer service is still a huge challenge in both public and private sectors in this country, how is the Bank tackling this issue? BK: In the past we did not even have a customer care department. So we set it

up and trained customer care officers. We also train all our commercial people in customer care actually explaining what true service delivery is and making them live up to it because service levels in general in the banking industry were extremely low for a variety of reasons. This is not just a Bank Populaire initiative, but that of the whole banking industry through the RBA (Rwandan Bankers Association).  We are working on reducing the queues, rolling out more electronic products like mobile banking, expanding our ATM network; we are doing almost everything to increase service levels to the client. This is nationwide effort. TSM: The misconception about customer care has been that many people think it has got more to do with courtesy (smiling, greeting a customer), yet customers or clients are always looking for value for money.  What is your view? BK: Customer care is about efficiency.  It is about understanding the concept and making sure that the customer gets the service that he/she needs and you must be able to deliver it. And you can only deliver it only if you have the right tools such as good automation, the right organization, good structure and the right mentality.  Rwanda is not a very service minded society – you see this when you go to the supermarket or the banks, but it is changing rapidly. I just renewed my work permit – it was amazing; state of the art automation, very fast and efficient. I think a lot of the improvement has to do with the establishment of the East African Community because service delivery levels in Kenya, Tanzania or Uganda are higher.  This is a very promising development. We are doing our best, this is not a fast process, but by the end of next year we will have something like 100 ATMS. In one month’s time we will roll out mobile banking for approximately 300,000 and these clients will not have to come to the bank any more for transactions.  Watch this space; you will not recognize this bank in three years time. TSM: What is the major challenge affecting service delivery in the financial sector? BK: Shortage of skills in the industry; the

“... we are doing almost everything to increase service levels to the client. This is nationwide effort. “ level of people that we are hiring from cashiers to junior staff is still low because they have not been properly trained. We have to train all the people ourselves and then they get “stolen” by the other banks and we have to train again and again. We (Bankers) are setting up a Banker’s institute under the Bankers Association where we are going to train our own people to give them certificates as cashiers, credit officers etc. This will lead to much higher professionalization of the industry.  TSM: Future plans; what big plans or projects are in the pipeline?  BK: We are restructuring all our branches ; we have already done 10 branches – totally redone and not just repainting -  a new customer client guiding system – electronic , customer care , reception ,commercial officers etc. These branches offer a much better “look & feel”. That combined with full ATM service and full model banking; this is a radical change across the board We have just set up a call centre with international expertise to facilitate our clients.    TSM: On a lighter note, who is Ben Kalkman? BK: I am Dutch. I grew up in Caribbean and South America.  I have 18 years experience in international banking in ten different countries. Rwanda is my first job in Africa.  My work style is probably too egalitarian for Rwandan standards. We work in management teams; I do not like to take decisions alone.  There is a senior management team and we do many things in committees. I believe in leading by example – so what we expect from people we have to demonstrate ourselves and of course delegate and train at the same time. TSM

The SERVICEMAG September - November 2010 | 13


C

En Avant Pour Nos Droits De Consommateur! Par Hermine da SILVA

PHOTOGRAPHY BY Mark Sebukima

ourses au supermarché, déjeuner au restaurant, réparation de chaussures chez le cordonnier, achat de pagnes au marché, déplacement en taxi, ces actes on les fait tous les jours. Mais saviez-vous qu’en accomplissant ces actes, en retour, vous avez des

droits? Eh oui, ces différents faits font de nous des consommateurs vu que nous faisons usage des biens et services divers pour répondre à nos différents besoins … Mais il n’est pas sûr que, nous soyons tous des consommateurs au même degré et au même niveau. Il y a évidemment un grand écart entre le consommateur rwandais, sénégalais, africain et le consommateur français ou américain. Qui dit droit, dit obligation bien évidemment. Mais alors, qu’est-ce qu’on entend par droit quand on est consommateur ? A t-on réellement des droits ? Etre consommateur en Afrique

“Le consommateur a le droit d’avoir toutes les informations dont il a besoin sur un produit ou service.”

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donne t-il des droits à part s’entendre dire qu’on est roi ??? Sachez mesdames et messieurs, que faire ses courses (acheter son pain, ou réparer sa chaussure) n’est pas si anodin que cela. En remplissant vos paniers, vous faites partie du droit sans le savoir ! Exemple : en faisant vos courses, vous vous êtes blessé en glissant sur le sol, la vendeuse refuse votre billet de 1000 francs sous prétexte qu’il est déchiré, le vigile du magasin a exigé de fouiller votre sac? Ces situations, on les vit tous les jours. Leur bien fondé ? On se le pose souvent.


Et les réponses qu’on trouve relèvent surtout du bon sens me diriez-vous. En effet, le droit des consommateurs peut être défini comme étant un juste milieu avec ce qui est juste, ou bien.

les ingrédients qu’elle a utilisés pour les préparer sans qu’elle m’en demande la raison. Si je signe un contrat pour prendre un crédit, je suis en droit de demander des informations détaillées du contrat.

QUELS SONT ALORS LES DROITS DES CONSOMMATEURS

Le droit de choisir Les consommateurs doivent insister sur une variété de produits et de marchandises à choisir en fonction des goûts personnels, de la qualité ou du prix. Si le supermarché du coin me propose une seule variété de mangues, je peux insister pour qu’elle m’en propose d’autres. La concurrence sur le marché nous permet d’acheter ce qui répond le plus à nos goûts et désirs.

Un consommateur a des droits et comme celui d’un employé, il relève de la responsabilité de la société, de la commerçante ou du mécanicien de s’assurer que les droits de son client soient respectés en tout temps. Les plus élémentaires de ces droits sont recensés comme suit: Le droit d’être entendu Le revendeur, le plombier, la vendeuse de pagne ou toute autre personne impliquée doit écouter le consommateur quand il se plaint. Le droit à la sécurité Le consommateur doit être protégé contre les contrefaçons, les défauts ou tous les dangers cachés dans les produits ou services qu’il achète. Il a le droit également à la sécurité physique au cours de ses achats. Si le commerçant exerce son activité dans une zone à risques où pullulent les bandits, il doit assurer la sécurité du consommateur, de son client. Le droit à réparation Lorsque on vous vend un produit ou un service de qualité inférieure, vous avez le droit de retourner au vendeur et demander un échange ou un remboursement. Dans certains cas, ce droit est protégé par la loi et les consommateurs peuvent porter leurs cas devant les tribunaux et exiger leur droit à réparation. Le droit à un environnement sain Le consommateur a droit à un environnement physique qui permettra d’améliorer sa qualité de vie. Le droit d’être informé Le consommateur a le droit d’avoir toutes les informations dont il a besoin sur un produit ou service. Par exemple, en tant qu’acheteur, j’ai absolument le droit de demander à une vendeuse de beignets,

Le droit à l’éducation des consommateurs Les consommateurs ont droit à être éduqués dans un cadre de consommation. En tant que consommateur, on a le droit d’être éduqué sur comment consommer tout simplement. Mais cela relève surtout de la responsabilité de l’État et des sociétés privées qui se doivent de les mettre en pratique. Partout dans le monde aujourd’hui, les entreprises ont commencé, continué ou essayent d’améliorer leurs diverses pratiques pour chouchouter leurs clients à travers les droits des consommateurs. Vous constaterez qu’on vous sollicite, par exemple, pour savoir si vous êtes contents de tel ou tel produit. Tout ceci avec pour objectif de permettre aux sociétés de pouvoir rapidement remédier à des défaillances de leur service, de s’assurer que leurs produits ou services sont de qualité, en veillant à ce que le client puisse justement prétendre à ses droits. LE CAS AFRICAIN En Afrique, certains produits de consommation sont préparés et vendus dans de mauvaises conditions d’hygiène. Les dates de péremption des produits sont rarement respectées. Des publicités « mensongères » à la télévision et à la radio vantent des produits (savons en poudre, boissons sucrées, lait,…) dont les qualités ne sont pas vérifiées. C’est vrai, des organisations et associations de défense des consommateurs ont fait leur apparition depuis peu dans certains de nos pays.

Mais leur actions sont tellement minimes qu’il n’y a pas encore de répercussion sur nos vies de consommateurs de tous les jours. Le consommateur africain d’une manière général, ne dispose pas encore d’une conscience de consommateur, s’identifiant comme un sujet de droit et de devoir. Chacun se retrouve balancé entre les brimades et les répressions subies en tant que consommateur parce qu’on ne connaît pas nos droits. Parfois même, le vendeur n’est absolument pas conscient de ses obligations envers nous. Combien n’ont pas piaffé de colère parce que nous n’avons pas d’informations sur un produit et que le commerçant ne daignait même pas nous répondre parce qu’il est excédé par nos questions? Combien de fois on s’est fait « jeté » dehors par un magasin parce qu’on a ramené un matériel, acheté la veille, qui n’est pas identique à la publicité vue à la télé? Combien de fois n’a t-on pas osé crier à l’arnaque quand on s’est fait berné sur le prix d’un produit ? Tant de questions qui ont leur réponse dans le droit mais qui ne s’applique pas encore chez nous. DROIT ÉQUIVAUT AUSSI À DEVOIR Il est temps aussi que le consommateur, bien qu’ayant des droits, comprenne également que prétendre à des droits signifie avoir des devoirs. Le devoir de prendre sur soi et de s’informer sur les produits qu’on souhaite acheter avant d’aller au magasin, par exemple. Ceci éviterait bien des désagréments. Car en se disant Roi, il arrive malheureusement qu’on se comporte mal (non respect du commerçant et des produits, arrogance) Autant d’éléments qui conduisent le commerçant à bafouer nos droits. Pour que vive le commerce, faisons en sorte de respecter nos droits envers les consommateurs. Et nous consommateurs, respectons nos devoirs. Il y va surtout de notre économie et du développement de notre pays. TSM hdsilva23@gmail.com

The SERVICEMAG September - November 2010 | 15


FEATURES

It Pays to Look Good By Efua Hagan

T

he way you groom yourself in the corporate world is important. It determines the first impression you make on clients, investors and customers. You should therefore always aim to impress through your physical appearance. In this day and age, it literally does pay to look good, no matter whether you are a man or a woman.

Unfortunately, whether we like it or not people are going to judge us based on the way we dress and we have no control over this, the reality is that well dressed people are taken more seriously. A person’s professional appearance needs to support his/her professional accomplishments; therefore the way you dress should reflect your services. For instance, if you want to tell people that you provide professional services, then you will need to reflect this by dressing in a professional manner. Showing that you care about your personal appearance conveys to the person you are meeting with that they are important to you. Pay attention to the details Personal grooming for the business world doesn’t just involve choosing the right outfit; it should also consist of, having neat nails, shaving, moderate make-up and hair, clean and appropriate clothing, good hygiene. Whether you are a man or woman, the trick is to pay attention to the details. Paying attention to the details of your appearance sends a message to others that you will also pay close attention to business details, and the needs of your customers and clients. For women, hair should be neat and conservative, with appropriate jewelry that isn’t too loud. . Since men can’t

PHOTOGRAPHY from GettyImages.

Dress code matters

In this day and age, it literally does pay to look good, no matter whether you are a man or a woman.

wear makeup, a clean shave is at the top of their list for grooming to look professional. Hygiene shouldn’t be overlooked Now that we have established that our physical appearance counts volumes, what about that not so pleasant topic of body odor? Let’s face it, it’s a major put off if you have to be stuck in a meeting with

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someone with a terrible body odor. Sweating is the main cause of body odors it contains organic substances which are broken down into acids by the bacteria present on the skin surface. Overactive bacteria present in the underarms causes the odor. So what is the solution to bad odor? Regular showers and daily use of deodorant/antiperspirant is sure to keep you smelling fresh. If you perspire more than usual, consider carrying deodorant around with you in your bag, and touch up every now and again. Since personal grooming plays an enormous role in determining how others perceive us, you would do well to ensure that you look well kept in your day to day business encounters. In addition, personal grooming will make you look better and become more confident about yourself as you deal with clients. TSM ms.efuahagan@gmail.com


PHOTO by George Baryamwisaki

Ikimenyane Mu Gutanga Serivisi

B

imaze kugaragara ko aho Leta ishyiriye ingufu mu gushishikariza Abanyarwanda ku bijyanye no gutanga serivise nziza, inoze kandi yihuse, hari byinshi bitangiye guhinduka. Gusa haracyagaragara ikibazo muri iyo mitangire ya serivise. Mperutse kunyarukira kuri imwe mu mabanki y’ubucuruzi ngiye kubikuza udufaranga ariko ibyo nahaboneye byatumye nibaza byinshi. Twari ku murongo twese dutegereje ko batwakira ngiye kubona mbona umwe mu bakozi ba banki araje asuhuza umukiriya twari kumwe ku murongo dutegereje ko batwakira n’ubwo uwagombaga kutwakira yari yibereye kuri telefoni; aba amwatse sheki aragenda mu kanya aba amuzaniye amafaranga nuko arigendera. Mukandi kanya mbona haje Umuzungu ajya ku murongo nk’abandi na we mukanya umwe mubakozi aba araje amubaza mu cyongereza niba hari icyo yamufasha nuko amukura mu murongo aragenda amubikuriza amafaranga nawe arigendera. Uwagombaga kutwakira aho aviriye kuri telefoni aratangira aratwakira. Ntibyatinze haza undi mukobwa wavugaga icyongereza cyinshi nuko ahita nawe amwakira kandi atari ku murongo nk’abandi bose. Nyuma ni bwo natangiye kwibaza niba tugomba guhindura ururimi tukajya twivugira icyongereza mu gihe tugiye

Byanditswe na Theoneste Sebihogo gushaka serivise n’uko ikinyarwanda tukacyihorera, cyangwa se niba serivise nziza igomba guhabwa abanyamahanga kuruta abanyarwanda bavuga ikinyarwanda gusa. Na none ndibaza niba ugomba kumenyana n’umwe mu bakozi b’aho ugiye gushaka serivise kugira ngo ukunde uhabwe serivise nziza. Ndagira ngo nibutse abakora muri banki ko amafaranga y’abakiriya ari yo atuma banki ikomeza gukora kandi ko umukiriya atakagombye kubona serivise nk’aho ayikuye mu “menyo ya rubamba” icyakora baca umugani ngo “ikinyoni kigurutse kitavuze bacyita icyana” nahise njya kureba uyoboye abakozi kuri za gishe mpita mubwira ko serivise bampaye ntayishimiye na gato kandi ko nibatisubiraho ngo babwire abakozi ko batagomba gukora ivangura iryo ari ryo ryose, tuzigendera mu yandi ma banki.

Agashimwe gahabwa umuseriveri Bimenyerewe ko muri Hoteli cyangwa Resitora, umuco wo gutanga agashimwe gahabwa umuseriveri watanze serivisi nziza ntaho gahuriye n’ikiguzi cya serivise. Ikimaze kugaragara ni uko igihe udahaye umuseriveri ako gashimwe iyo ugarutse ubutaha agerageza gukambya agahanga ndetse ntanakwiteho bikagaragara ko ugomba

gutanga ako gashimwe kugira ngo ubutaha uzahabwe serivise; ibyo njye mbigereranya na ruswa ari na yo mpamvu usanga abanyamahanga (abazungu) bitaweho kabone n’iyo batatanga ako gashimwe kuko burya abazungu bose si ko batanga agashimwe cyane cyane iyo bamaze kumenya ko kuva kwa Rubangura kugera Cyimironko ari 180 frw asanga bya biceri agomba kubitegesha bisi kuko burya Abazungu bagira imibare myinshi si nkatwe twumva ko utatanga agashimwe ka 200frw ariko burya na yo ni menshi iyo wibutse ko ashobora kukugeza i Remera. Icyo ngamije kwerekezaho ni uko ako gashimwe katagomba gufatwa nka ruswa cyangwa se ikimenyane oya! Wenda ushobora kutayihabwa kubera ko serivisi yawe itabaye nziza kandi sinangombwa ko uhabwa amafaranga burya no kugushimira ngo URAKOZE birahagije. Ariko rero bantu mujya ku kabari cg resitora mujye mwibuka ko gutanga agashimwe gahabwa umuseriveri ari umuco mwiza kandi mwibuke gushimira nubwo umutwaro uremereye muri kamere ya muntu ari Ugushima. Nawe muntu ukora muri Hoteri, resitora, akabari ntukumve ko kuba utahawe agashimwe n’umukiriya ugomba kurya karungu nkaho ryari ideni. TSM tsebihogo@yahoo.com

The SERVICEMAG September - November 2010 | 17


FEATURES

The Philosophy of Inclusion and Service Delivery in Rwanda By Gloria A. Iribagiza

S

ervice delivery in Rwanda is still on the low. In spite of the numerous customer care awareness campaigns meant to bring life to this business sector, the practice of providing swift, smooth and satisfactory service is still painfully inconsistent. Without being too negative, this issue definitely trickles down to the mindset of employees and the standards set by the companies, organizations or businesses they work for. There is no way a business is jump-started with the sole purpose of making losses– everyone wants to make money, improve their standard of living and become more comfortable. Without this in mind, business owners stand a higher risk of incurring vast losses because they allow the gaping loopholes in service delivery to eat away at their companies. Losses mainly result from the failure to impress, satisfy and maintain customers when delivering a service. Many service providers do not view the customer as the pace setter of a business that he is. One Sunday afternoon, I was starving having missed breakfast and the previous night’s supper due to a crazy work errand. I went to a popular eat-out I had grown addicted to, sat and waited to give my order; a waiter arrived in a flash with a big smile. Being the first hungry looking customer in that section, I made a simple French fries and Fanta order to save time. Impressed, I beamed as the waiter returned with my Fanta almost immediately. I swallowed it in an instant and waited. Some more lighter looking customers arrived and filled up the vacant tables,

he took their orders and proceeded to the kitchen. In less than fifteen minutes, the waiter was back with their orders; they started munching away as I watched hungrily. I reminded him and I waited some more, he returned with another customer’s order and walked away. “There must be some mistake,” I thought, prompting me to walk to the counter to politely remind him of my order. “I got it, it will be there in a moment,” he said. Fortyfive minutes later I watched as the other customers left. My time was up and I had to rush to work to beat a deadline. I called the waiter and politely requested that he pack my order. He agreed and 30 minutes later it arrived in a big brown envelope. I paid my dues and walked away. Back at work, I opened the envelope and I was welcomed by flimsy cold French fries peeping out of a shattered aluminum foil, and scattered all over the envelope, there were no serviettes either! The sight of the food was very disappointing; I wasn’t sure I could eat this food although

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I had waited so long for it. The dustbin had its fill that day. Hurt and broken from that experience, I said goodbye to the eating place and got comfortable eating tasteless food from the usual places so that I wouldn’t die of hunger. I was previously impressed and satisfied with the popular eat out however one terrible experience where I was carelessly excluded, marginalized and ignored drove me away. The same philosophy of customer inclusion applies to all other service providers in telecommunication, hospitality, health, education and all other sectors of the economy. It’s time for Rwanda’s service providers to anticipate and apply the philosophy of inclusion whereby they see what their customers see, feel what they feel in terms of service delivery. Seizing and igniting the opportunity to deliver an excellent service to any category of customers will only be achieved through investing in capacity building through customer care training and through instilling the willingness to alter rigid mindsets towards good customer service delivery. Luckily in life, there is always room for redemption. Five months later I missed the damn juicy burgers! So I went back to the popular eat-out, just in case. The ambience was the same, the service seemed good but the feeling was gone. I have since become an eat-out rogue, venturing into different restaurants single-mindedly searching for a lighter to rekindle and ignite the burnt out flame that was destroyed by a sorry example of customer care delivery. TSM glo.irie@gmail.com


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The SERVICEMAG September - November 2010 | 19


FEATURES

BUILDING A SUCCESSFUL SALES PERSONALITY

PHOTO BY Adam Scotti

By René Awambeng

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A

good salesman should posses certain qualities in order to be successful. A person may not have all essential qualities of a sales person but he has to strive in order to compensate the lacking. A good sales personality can be improved by making an effort to develop more positive traits. Physical Traits Here are some positive physical traits one can work on to improve their sales personality: good health, breath, posture, articulacy and appearance. Good health is necessary for all to be able to get their work done and achieve their targets. Offensive breath must be avoided because it may repel the customers. It may be caused by defective teeth or some disorders from the stomach but it can be easily detected and a solution be found. Good posture considerably enhances the appearance and personality of the sale person. Good posture doesn’t mean a straight and rigid posture. It means unnecessary tension of muscles should be avoided. A good salesperson’s voice should be very expressive, pleasant and should appeal to the customers. It should not be high pitched, hoarse or monotonous. A neat and pleasing appearance is essential for a salesperson in any walk of life. A good appearance of a sales person will give him confidence in presenting his arguments in a convincing manner without being distracted by fear of his own appearance. Appropriate dress also plays a key role in appearance; clothes should be clean and fit well. The salesperson

Gira Ubupfura

“The ability to make friends and to get along with people is one of the most valuable assets to sales.”

should always attempt to smile; a good natural smile enhances one’s appearance. Mental Traits In addition to physical traits, there are mental traits which include accuracy, alertness, imagination, initiative, observation, and self-confidence. The salesman should be alert, ready to find out ways and means of serving the customers. Alertness will cause the customers to place confidence in the sales person. Customers do not normally like hurried salespersons nor do they like slow ones. A salesman with an imaginative capacity will visualize the articles required by the customer and the customer will be grateful for suggestions and ideas given by the salesperson. The salesperson should be able to think and decide for himself instead of having to be told everything, he should be self-reliant. Another important quality of a good salesperson is the ego drive, which makes him want to make the sale, he must remain enthusiastic. The salesperson needs to have the ability to assist the wavering customers to make buying decisions using gentle means like leading questions and suggestions. The salesperson should be a keen observer. This attribute will help the salesperson find solutions to problems as fast as possible. The salesman must be interested in his work and strive to learn all the duties of the different phases. He must pay close attention and know the customers, the product he sells, and the enterprise he works for. Self-confidence springs from

“Alertness will cause the customers to place confidence in the sales person.” this knowledge. Therefore he should acquire thorough knowledge of the goods he sells and the type of customers he deals with. Social Traits The ability to make friends and to get along with people is one of the most valuable assets to sales. Social traits are therefore necessary. These include ability to meet the public and speak about the product he wants to sell them confidently and in a friendly manner. He is also required to overcome considerable resistance, deal with the strangers in his selling activity and open up new territories. The salesman should always be polite addressing customers in a friendly way to the customers; he should not be late for appointments and should not lose his temper. Salespersons working together should cooperate and help one another to make their working conditions as pleasant as they can. Character traits are some of the most important attributes in creating a successful salesperson. These include honesty and reliability, enthusiasm, industry and persistence. Although one may not have all the traits mentioned above, a constant attempt to learn more and become better will lead to success as a salesperson. TSM rawambeng@ecobank.com

Umurava n’ubuziranenge mu byo nkora. Ni bwo bupfura bundanga. Twese dushima umugenzo mwiza w’ubupfura ndetse tukubaha abatuboneye izuba: ababyeyi n’abakurambere bacu baranzwe n’umuco mwiza w’ubupfura. Dushima kandi imigenzo myiza n’indangagaciro z’ umuco nyarwanda byaduhesheje ishema ry’ubunyarwanda ubu tukaba duharanira gukomeza uwo murage. Harageze rero ngo imvugo ibe ingiro: ubupfura, ubutwari n’ubunyangamugayo biturange mu mikorere yacu, bityo biduheshe ishema mu murimo wacu. Ubupfura bugaragarira mu buryo twitwara, ibikorwa dukora, ndetse n’uburyo tubikora.

The SERVICEMAG September - November 2010 | 21


FEATURES

IS THE CUSTOMER

REALLY KING?

PHOTO from GoogleImages

By Kelvin Odoobo

T

he guy who sits atop the corporate hierarchy is often known as the boss because he calls the shots and pays the salaries. However this is far from the truth. The ‘boss’ can afford the chair he sits on and the car he drives because someone else exists. That other someone actually calls the shots, pays the salaries, makes everyone’s day and in a good year funds the bonuses. Everyone in the corporate chain, from the managing director to the tea boy, the company driver to the storekeeper should keep in mind that they are what they are because of this someone. Career ambitions, the much soughtafter promotion, the desired additional perk or even record sales turnover can only turn from a figment of imagination

into reality if the actual boss is treated well. That boss happens to be the person who walks into your premises to buy goods or pay for services. That boss may decide to like your product and return again and again. They might even decide to throw your company name into their ignorant chatter in the salon or the bar. This will hand you numerous new fellows paying your business premises a visit; not to check your product out because they are already into your product without you doing anything about it. It should be pretty obvious to anyone by now, that the customer is really the king. This age-old adage, customer is king, might appear obvious to everybody, but the devil is really in the details. Many

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business people bid the customer to care about their goods or services but forget to do the tiny but very important things. The deal is only sweet while we wait to get our hands on the client’s money, and when money changes hands, the client becomes history. We treat an after-sales service as an unnecessary cost instead of a valuable tool to increase customer loyalty and repeat business. We are quick to judge customers by how they dress, segregating wealthylooking ones from those who do not put too much emphasis on their looks. In agri-business, for example, that is the number one death to potential transactions with first time clients. During one agricultural show in an East African country, a semi-illiterate


farmer approached a small truck sales person to inquire about a pick-up, barely getting any attention. A few minutes latter, wads of notes carried in the most unorthodox of ways, in pockets, socks, pants etc, found their way into the salesman’s hands. The segregative salesperson would never have thought in the wildest of dreams that they would land a cash transaction for a vehicle from a ragged-looking farmer, but so is business. He was just lucky that there was no competitor nearby to take advantage of his poor customer service and teach him an unforgettable lesson! A customer is like a baby. At first they are young and have little information and at that time may not make you the star salesperson or the most respected company but the time invested in genuinely taking care of them irrespective of the depth of their pockets will pay off in future. Small time customers are the ones who grow into big time clients. Instead of waiting for them to come to you when they are big, you are safer growing with the customers. That way it is almost impossible to make them have product shifts, such that even when they have a complaint about your product they will not dump you instantly based on the mutual trust developed over the years. When they grow up and can afford

to buy even when they do not need, they will pay back your patience and trust with loyalty and understanding. In any business, a loyal client is worth a million francs in repeat sales and referrals. That is why businesses should look beyond the notes and coins in a customer’s wallet or purse when they walk in for their dear first time. Businesses should look at that customer like an opportunity to define their financial future, not a chance just to empty their pockets today. The crux of the matter is if the customer feels that he is valued he will try to validate himself by giving gratitude for that value and taking care of his accounts without unnecessary inconvenience to the business. That said, the customer is truly king; a king does not request for care, we owe it to them. More importantly, it might benefit them, but definitely as subjects do from kings, the business will benefit more from serving the customer well. TSM kelviod@yahoo.com

JUST A SMILE By Paradis Winslet

PHOTO by Sefa Nkansa

... the customer is truly king; a king does not request for care, we owe it to them.

Just a smile, Just a smile, It does not ask much, And does not cost a thing, Just a smile, as you sell me more, Just a smile to persuade me, Just a smile to gain my trust, You might not have the experience, But you have the will to learn, As you light up that face with a smile, Just a smile to show hospitality, kindness, care, As it comes from the heart, Not from the books, Without this simple, single little beautiful smile, Souls are darkened, others frightened, Customers shoved away, I like it better when you wear your beautiful smile, It makes you even more beautiful and makes me open up, And buy even more than I intended. For your warm welcoming smile, As you show that you care with that beautiful smile, I come back again and again. Just smile and the magic streams, Just smile, that’s all it takes, Just a smile! winparadis@yahoo.fr

The SERVICEMAG September - November 2010 | 23


INTERVIEW

IRON SHARPENS

I R O N

The essence of good neighbourliness “Integration will only make us better” An interview with the Permanent Secretary Ministry of East African Community, Mr. Robert Ssali

By A. K. Otiti

The ServiceMag (TSM): What has Rwanda benefited from being a member of the East African Community? Permanent Secretary (PS): Rwanda’s joining the EAC is part of the fulfillment of our Vision 20/20 so it is an achievement. Secondly, being part of a community of five member states means we are a stronger force economically, politically, culturally and in terms of security. Rwanda has a population of 11 million people, the region on the other hand has a total of more than 126 million people; being part of the EAC means that economically we are now part of a wider market which is good for consumers, manufacturers and investors. More so, we have a number of students in Kenya and Uganda and under the terms of integration, students now pay the same fees as nationals; they are not treated as foreigners When it comes to employment we can get human resource from Kenya and Uganda as we build our own labour base. Our fresh graduates are able to learn from more experienced people and therefore be better equipped to participate in the development of Rwanda. Skilled and trained Rwandans can also have access to a wider job market and offer services outside Rwanda.

TSM: When you talk about the wider market, isn’t there a danger of promoting the biggest and the best and stifling the small and upcoming enterprises? PS: That danger could be there but the advantages outweigh the disadvantages. Rwanda is a landlocked country so whether as part of EAC or not, we will always import and export through our neighbouring ports. Being members of the EAC we are able to benefit from the protocols such as the Customs Union and Common Market that make doing business in the region easier. Rwandan business owners therefore have an opportunity to think beyond their present businesses and consider how they can fit into the bigger market. Rwanda’s strategic position is also a good thing, we are in the East and in the Central and as neighbours of the Congo, we can utilize our position to create business opportunities with the Eastern Congo. Of course whether we like it or not there will be some businesses which will have to fold but that only means that we have to rethink and engage in other profitable projects. It is up to the business community to see how best they can exploit the opportunities the government has put in place for them and be creative.

24 | The SERVICEMAG September - November 2010

TSM: How would you advise your day to day business owner who wants to survive in this wider market? PS: First of all, be knowledgeable, as the saying goes, knowledge is power; know what integration offers, what are the pillars the EAC is built on, what is the Common Market for example and then how you can do business and fit in. I would also encourage partnership not only private public partnership but public private-private partnership if you are in manufacturing here in Rwanda, for example, why not partner with another manufacturer of the same product and have a recognizable market. Development, training, capacity building are all vital. Every business owner needs to think how best to benefit from competition- be able to compete positively and consider quality of products and speed of service. TSM: What strategies have you as a Ministry put in place to educate people on EAC, common market and customs union? PS: It is government’s obligation to educate all and increase the level of awareness of citizens on benefits, advantages and challenges of integration. The Ministry has carried out an intensive awareness campaign since January targeting all sectors – media, executives – ministers, Permanent Secretaries, local authorities – governors, mayors and Parliamentarians. In the rural areas we have educated local authorities from the district level down; we have covered 28 districts so far. We also worked with the Private Sector Federation to educate business people in the rural area through the Business Development Services (BDS). We have also visited institutions of higher learning. We have a fund with EU which will target secondary schools and we have drawn a programme to have this done from July and December 2010. The primary teachers will follow and for the primary pupils we shall organize competitions to begin to create awareness at that level. Other than that we are


“

competition is good for the Rwandans to wake up those who are giving poor service and to encourage those who are hard working ...

PHOTO by Paul Snijders

�

The SERVICEMAG September - November 2010 | 25


PHOTO by Malik Shaffy

“If we consistently accept poor service we will continually be offered poor service and there will be no change.”

participating in events such as Expo and seizing every opportunity to meet and talk to people. TSM: Apart from knowledge, attitude plays a very big part in facilitating change. How do you gauge the people’s attitude as you educate them? Do you feel they are confident or do sentiments such as ‘people will come and take our jobs’ exist? PS: That is not visible in Rwanda, we joined the EAC ten years after applying and during this time, there was plenty of education and explanation of Vision 20/20. I believe Rwandans have realized over the years that integration is good for Rwanda. There are of course some people who think negatively and as individuals but I would advise those to see the value of acting collectively. The whole idea of integration is about good neighborliness and that has an impact on your own home.

TSM: So far, are you happy with the progress being made on establishing the common market? Are you meeting the targets? What challenges are you facing? PS: As far as this stage of integration is concerned, we are happy. The common market is just a few months old but before that protocol came into force, a lot of work was done and accomplished. First of all, the negotiation, the ratification and everything that brought it into force was under the Chairmanship of Rwanda and we did very well, and member states appreciated. In regard to implementation, it has only been a few months since 1st July 2010. We have completed some Annexes we needed to complete. There are still some to negotiate but already more development partners are attracted to the region for business and other development issues. There are challenges, as I had mentioned, there is awareness which we are trying to tackle. Since the focus is on a vibrant private sector, there is a need for knowledge in order for it to be truly vibrant. The other challenge we face is the non tariff barriers especially corruption. There is corruption in the region. The leadership in Rwanda has adopted a policy of zero tolerance to corruption and the mechanisms we have put in place here would be beneficial for our sister states. We need good governance throughout the region. The other challenge we all face is energy. None of the five partner states has sufficient energy to boost the manufacturing industry or any sector that requires energy. The cost of energy is too high and even accessibility is a problem. In this age where energy is vital to develop the agro based industries, add value to our products, we need to find a solution to our energy needs. Our Infrastructure – roads, railways is still wanting and that is why plans are underway to establish the East African Development Fund to address infrastructural problems. We also realize the need to focus on ICT capacity in order to reduce the cost of doing business in the region. The East African Broad Band is one of the projects being implemented to take care of this need. We are in the process of rethinking what we can do to

26 | The SERVICEMAG September - November 2010

make this region a better place to live in and do business. Being able to identify our challenges however means that we are able to manage; we know where to focus our energies and strive to find solutions. TSM: What are your suggestions for improving customer care in Rwanda? PM: I believe Rwanda is truly a beautiful country but we have to be able to sell it and the pace and the way we offer services has a lot to do with this. I think business owners need to encourage and appreciate good work by offering incentives so that those who do a good job are encouraged and those who do not are encouraged to do better to earn this incentive. As our President often says, the onus is on the customer also. If we consistently accept poor service we will continually be offered poor service and there will be no change. As consumers or customers, we must refuse poor service and demand that we be given value for our money. We as customers also need to appreciate good service when we chance upon it. If you go to a hotel and you find a diligent waiter, give them a tip, but do not tip when you have not been served well. I am also of the view that business owners should hire people who are capable to deliver and not just offer jobs to their untrained relatives who have no commitment to their work or to providing a good service to the customer. TSM: Do you think competition will help us improve the service industry – customer care in Rwanda? PS: One of the key principles of the common market is non discrimination based on nationality. That means that Tanzanians, Kenyans, Burundians and Ugandans will be able to come to Rwanda and set up businesses and offer services here. Therefore competition is good for the Rwandans to wake up those who are giving poor service and to encourage those who are hard working and will need to improve to find out what they can do better. However there is a lot of good in Rwanda which I would encourage Rwandans to keep up, for example the honesty in business and good quality of products. TSM


PHOTO courtesy of the EAC

EAC Background

T

he East African Community (EAC) is the regional intergovernmental organization of the Republics of Rwanda, Burundi, Kenya, Uganda and the United Republic of Tanzania. Its headquarters are based in Arusha – Tanzania. The Treaty for Establishment of the EAC was signed on the 30th November, 1999, and came into force on 7th July, 2000 following its ratification by the three original Partner States – Kenya, Uganda and Tanzania. The Republic of Rwanda and Burundi acceded to the EAC Treaty on the 18th June, 2007, and become full members of the Community effective 1st July, 2007.

EAC Vision

A Prosperous, Secure and Politically United East African Community

Aims and Objectives

The EAC aims at widening and deepening co-operation among the Partner States in, among others, political, economic and social fields for their mutual benefit. To this extent the EAC countries established a Customs Union in 2005; Rwanda and Burundi joined the Common Market in July 2009 and the Common Market was established in 2010, subsequently a Monetary Union and ultimately a Political Federation of the East African States.

Enlargement of the Community The realization of a large regional economic bloc encompassing Burundi, Kenya, Rwanda, Tanzania and Uganda with a combined population of more than 126 million people, land area of 1.82 million sq kilometers and a combined Gross Domestic Product of $60 billion (2008*), bears great strategic and geopolitical significance and prospects of a renewed and reinvigorated East African Community.

confirmed the crucial role of the private sector and civil society: the principles that govern the objectives of the community shall be “people-centred and marketdriven” (Article 7 of the EAC Treaty). The regional co-operation and integration envisaged in the East African Community is wide ranging, involving co-operation in political, economic, social and cultural fields, research, technology and skills development, defense, security and legal affairs for mutual and equitable development in the region.

What are the Pillars of Integration?

EAC Quick Figures: Surface area (incl. water):

1.82 million sq. km

Population:

126.2 million

GDP:

$60 billion

Av. GDP per capita:

$424

Av. GDP growth:

6.8%

What are the areas of cooperation between the Partner States? In contrast to the first attempt at an East African Community, which was predominantly government-driven and collapsed in 1977, the new EAC expressly

The road map of the EAC foresees the gradual progress from a Customs Union towards a Common Market and Monetary Union, finally culminating in a Political Federation. The Customs Union was established in 2005 and the Protocol for the establishment of a Common Market was signed in 2009, on time for its final launching in 2010. Subsequently a Monetary Union will enter into force by 2012, and the ultimate goal will be a future Political Federation of East Africa.

The SERVICEMAG September - November 2010 | 27


Roadmap to East African Integration 1. Organs and Institutions of the EAC a) Chairmanship The EAC Chairmanship is under a one year rotation among the Partner States and is currently held by the United Republic of Tanzania (with the exception of Rwanda which held it for one and a half years). b) Organs of the Community • The Summit comprising of Heads of Governmentof Partner States gives general direction towards the realisation of the goal and objectives of the Community. • The Council of Ministers is the main decision-making institution. It is made up of Ministers from the Partner States responsible for EAC affairs. • The Co-ordinating Committee consists of permanent secretaries and reports to the council. It is responsible for EAC affairs and coordinates the activities of the sectoral committees. • Sectoral Committees conceptualise programmes and monitor their implementation. Council establishes the committees on recommendation of the respective co-ordinating committee. • The East African Court of Justice ensures that Community law is interpreted and implemented in line with the Treaty. • The East African Legislative Assembly provides a democratic forum for debate. It has a watchdog function and also plays a part in the

legislative process. The Secretariat is the Executive organ of the Community. As the guardian of the Treaty, it ensures that regulations and directives adopted by the Council are properly implemented.

Structure of Secretariat • Secretary General (5 year rotational among Partner States: currently Tanzania); • 4 Deputy Secretary Generals from the countries not currently holding the Secretary General position (3 year political appointees; 1 Director General of Customs and Trade); • Directors; • Professional Staff and • General Staff. c) Autonomous Institutions of the EAC Lake Victoria Basin Commission (LVBC) The Lake Victoria Basin Commission oversees the management and development of Lake Victoria Basin and serves as a centre for promotion of investments and information sharing among the various stakeholders. It also takes care of environmental issues related to Lake Victoria Basin. Its headquarters are situated in Kisumu, Kenya. Roadmap to East African Intergration

Customs Unions

28 | The SERVICEMAG September - November 2010

2005-2010

Common Market

2010 onwards

Lake Victoria Fisheries Organisation (LVFO) LVFO coordinates fishery issues in Lake Victoria to ensure that fish and fish products are available in East Africa and have access to international markets. Inter-University Council of East Africa (IUCEA) IUCEA encourages and develops mutually beneficial collaboration between member universities and Governments and other public and private organisations. East African Development Bank (EADB) EADB was established in 1967 to redress the development disparities between the member states of the former East African Community. EADB has a critical role to play, among others, in terms of mobilising external lendable resources for development in the East African region. Civil Aviation Safety and Security Oversight Agency (CASSOA) CASSOA is a specialised agency of the East Community responsible for ensuring the development of safe and secure civil aviation system in the region. The main objectives of the Agency are to ensure coordinated development of an effective and sustainable civil aviation safety and security oversight infrastructure in the Community.

Monetary Union

2012 onwards

Political Federation

After 2012


INTERVIEWS

PHOTOS courtesy of the EAC

Evolvement of the EAC d) What are the Benefits and Opportunities of joining the EAC for Rwanda? 2. A wider market through a combination of markets, attract investors (over 126 million people); 3. Stronger bargaining power on regional and international level (Strong voice in global trade negotiations (WTO, EPAs, AGOA, etc); 4. Promotion of inter-regional trade due to free trade; 5. Exploitation of economies of scale by firms; 6. Efficiency and gains in production; 7. Specialization and comparative advantage by Partner States; 8. Elimination of various forms of discrimination between countries; 9. Peaceful co-existence and good neighbourliness; 10. Peaceful settlement of disputes; 11. Best practices in developing Business Environment; 12. Joint partnership in developing infrastructure and cutting the cost of doing business in the region; 13. Joint ventures and expansion of investment by business people; 14. Landlocked to land linked economy; 15. Lower transaction costs for businesses (e.g. bureaucracy, exchange rate fluctuation); 16. Improved competitiveness, lower cost, higher profitability; 17. Cheaper, better goods and services, more choice and innovation, price convergence; 18. Longer term shift in economic activity – outsourcing, off-shoring; 19. Overall net effect: growth and jobs but scale of impact is disputed; 20. Rising sales and profits for the most cost-effective producers; 21. Reduction in consumer prices; 22. Increase in GDP and employment; 23. Bring down the cost of transportation; 24. Wider skill base in the region; 25. Expansion of investments through joint ventures; 26. Removal of tariff and non tariff barriers to trade;

1900: Mombasa a Customs Collection Centre for Uganda and Kenya; 1905 to 1966: East African Currency Board; 1917: Customs Union between Kenya, Uganda; Tanganyika joined in 1922; 1948: High Commission of East Africa was established; 1961: Common Services Organisation established ‘EA Posts and Telecommunication, EA Railways and Harbours, EA Airways, EA Air Aviation Services, EADB); 1967: The Treaty establishing the community was signed; 1977: The EAC collapsed; 1991: The Heads of State Kenya, Uganda and Tanzania agreed to revive cooperation; 1993: The Permanent Tripartite Commission for EA Cooperation was signed; 1996: The Secretariat for the EA Cooperation was launched in Arusha; 1999: The Treaty establishing EAC was signed; 2005: Customs Union between Tanzania, Uganda and Kenya became effective; 2007: Rwanda and Burundi joined the EAC and Rwanda held Chirmanship from June 2008 to November 2009; 1st July 2009: Rwanda and Burundi launched the Customs Union; 20th Nov 2009: The EAC Common Market Protocol was signed during the Head of State Summit. 1st July 2010: Common Market Protocol became effective.

• • • • • •

Multiple charges and levies at intra-EAC border crossing points Cumbersome customs administration procedures Restrictive licensing practices Road block Weigh bridges New NTBs implemented to compensate for the elimination of tariffs under the CU

e) What are Challenges for Rwanda in the EAC Integration Processes? 1. Low level of awareness by some stakeholders; 2. The level of involvement by some institutions is not satisfactory; 3. Limited capacity for implementation of the Treaty and other legal instruments; 4. The involvement of the private sector as a driving force of integration is not effective; 5. The harmonization of policies and laws remains a challenge; 6. Lack of coordination at national level for integration activities in a global picture; 7. Transitional measures and support to private sector to maximize on the benefits of integration are not well ensured; 8. Building up the analytical and negotiating capacity to play an active role in integration process; 9. Temporary revenue losses arising from elimination of internal tariffs and application of EAC Common External Tariffs (CET); 10. Creative destruction of production structures (the marginalization and eventual elimination of less competitive producers in the context of stiffening competition within the enlarged market) leads to risks of closing some businesses; 11. Overlapping membership with other regional bodies; 12. Weak skills base; 13. Identification of new NTBs; 14. Insufficient equipment of Bureaus of Standards to conduct modern standards examination; 15. Limited funds to the EAC projects and programmes.

The SERVICEMAG September - November 2010 | 29


FOR THE MANAGER

L

a vie interroge chaque personne, et chaque personne ne peut répondre à la vie qu’en répondant de sa vie. A la vie on ne peut répondre qu’en se montrant responsable” Frankl Etre responsable, c’est l’habileté à trouver des réponses, donc des solutions. Etre responsable de sa vie, c’est donc l’habileté à trouver des solutions pour sa vie. En effet, il y’a une différence fondamentale entre Exister et Vivre, loin de toute considération métaphysique ou religieuse, nous devons mettre de la vie à nos existences respectives. “Il ne faut pas chercher à rajouter des années à sa vie, mais plutôt essayer de rajouter de la vie à ses années.” disait John F. Kennedy Pour animer son existence, il faut prendre la responsabilité de sa vie, c’està-dire être leader de sa propre vie, c’est le leadership personnel. Une caractéristique principale du leadership est l’influence. Exercer son leadership revient à exercer une certaine influence, apporter un changement grâce à une vision. Beaucoup de personnes aspirent à être des leaders, pour conduire les autres, pour être devant. Ils confondent ainsi, être leader et occuper une position de leadership. Il apparaît pourtant clair que les leaders qui ont un impact durable et profond sont ceux qui commencent par être leader de leur propre vie d’abord. Car une des ressources les plus importantes du leader, c’est l’exemple. Ainsi pour être de vrais leaders, capables de définir une vision, de donner de l’espoir aux autres et de les conduire

“ “

à la réalisation de cette vision, il faut d’abord avoir une vision de sa propre vie, croire en son potentiel et surtout amener son potentiel à manifestation. Etre leader de sa propre vie c’est donc tout simplement être responsable de sa vie, c’est-à-dire répondre de sa vie. On parle normalement du leadership, de la vision, de la mission et des objectifs stratégiques dans le monde des organisations et des entreprises. Mais c’est l’idée que ma vie, sans prétention, est plus importante que n’importe quelle organisation qui m’a poussé à donner une grande importance au leadership personnel. De plus, je ne peux mener quoi que ce soit si je ne suis pas capable de mener d’abord ma propre vie. Le leadership personnel se définit donc à travers une vision, des missions et des valeurs. La vision: c’est le but de notre vie, la réalisation ultime que nous poursuivons. Les missions: ce sont nos contributions majeures, les activités qui nous permettrons de réaliser le but de notre vie.

Leadership PERSONNEL Par K. Ezéchiel OUEDRAOGO PHOTO from GettyImages

30 | The SERVICEMAG September - November 2010


Les valeurs: ce sont les principes qui nous guident et qui constituent le socle inébranlable soutenant notre vision. Quand on regarde de très près, il y a souvent trois groupes d’obstacles qui nous empêchent souvent de réussir : • Obstacle « moi »: je suis né comme cela, je ne sais pas sourire, je ne suis pas capable, les Rwandais sont comme cela, les Africains sont comme cela, les personnes de petite taille ou de grande taille sont comme cela. • Obstacle « vous »: Vous ne voulez pas que je réussisse, les blancs sont contre nous, les Occidentaux ne veulent pas que les Africains se développent, vous m’avez provoqué, le gouvernement ne fait rien, mon patron est contre moi, mes collègues sont contre moi, ma famille est contre moi. • Obstacle « ça »: c’est ça l’Afrique, c’est ça la vie, on n’a pas le choix, on ne peut rien contre le sort contre la volonté divine, c’est la crise économique, c’est le sousdéveloppement, c’est la fatalité, c’est le destin.

environnement immédiat, notre pays, notre continent. Oui, un leader c’est un homme ou un femme responsable quelque soit la position occupée. La clé de la réussite à mon sens est la capacité pour chaque être humain de trouver l’accord parfait entre ses aspirations et ses actions, c’est la cohérence personnelle et le leadership personnel est le pré-requis de la cohérence personnelle. TSM

“Personne n’a jamais fait faillite parce qu’il dépensait trop en formation” —Tom Peters

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Mais quand on considère vraiment ces obstacles, ils ressemblent beaucoup plus à des excuses. Il est aisé, voire même confortable d’accuser les autres, d’accuser le passé, d’accuser les gouvernements, d’accuser même Dieu. Mais si chacun s’arrêtait un instant et examinait comment il peut agir à son niveau, comment il peut être responsable à son niveau, comment il peut apporter des solutions, à son niveau, alors chacun serait devenu un leader. Oui, nous devons changer de perception. La perception que nous avons de nous-mêmes, afin de changer de croyances car nos croyances erronées nous limitent. Et si nous changeons de croyances alors, nous changerons d’attitudes pour être positif et cela changera nos comportements afin de booster nos performances pour révolutionner positivement notre vie. Le leadership personnel commence donc par la vision, la vision de notre propre vie. C’est cette vision qui nous permettra de libérer nos talents et rayonner afin d’avoir un impact sur notre

The SERVICEMAG September - November 2010 | 31


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32 | The SERVICEMAG September - November 2010


FOR THE MANAGER

Impamvu umunani zitera Kwakira Nabi Abakiriya

badahagije, abahari bashobora kutihanganira imvune zikabije. Ingaruka zabyo ni uko abakozi bazajya bafasha umukiriya bya nyirarureshwa baharanira gukora ibyo babonye kugira ngo abave imbere , mu gihe abandi noneho bazajya banabura rwose uwakira abakiriya.

Byanditswe na Sandra Idossou

PHOTO by Paul Snijders

6. Ibikoresho bijyanye n’akazi bidahagije Bitewe no kugabanya ingengo y’imari cyangwa amafaranga ikigo gisohora, hari igihe ikigo cyirengagiza kugura ibikoresho bishya bigezweho noneho ibyo bigatuma imirimo ikorerwa abakiriya irushaho kudindira bidaturutse ku ikosa ry’ushinzwe kubakira no kubafasha. Igihe cyo gutonda cyangwa gutegereza kiba kinini, amabwiriza yatanzwe ntiyubahirizwe n’indi mikorere mibi ikavuka bitewe no kubura ibikoresho byabugenewe bishya kandi bigezweho.

Aho kwica Gitera uzice ikibimutera, dore zimwe mu mpamvu zitera imitangire mibi ya serivisi: 1. Gutanga akazi ku buryo budahwitse Abayobozi benshi bapfa gutanga akazi batitegereje neza abo bagahaye. Mu gihe wifuza abakira abantu,abatanga ibiribwa cyangwa ibinyobwa, abakira amafaranga, n’ibindi, twakugira inama yo gushaka abantu bahorana icyizere muri bo kandi biteguye guhora bivugurura. Gerageza ushake abakozi bakunda guseka kandi bahorana umucyo ndetse n’umurava. 2. Kuba abantu bataratojwe umuco wo gufasha abandi. Twese turazi ko ku mpamvu zitandukanye habaho ibihe twumva tutishimye kandi biroroshye guhita dutura umujinya ku wo tubonye kabone n’iyo ntaho yaba ahuriye na byo.Hamwe na hamwe, umukozi waramutse nabi uwo munsi ashobora kwangiza ibyo yari gutunganyiriza umukiriya. 3. Kudahembwa neza cyangwa kubura uduhimbazamusyi Imihemberwe y’abantu bakira ku

buryo butaziguye abakiriya ikunda kuba hasi ndetse nta n’utundi duhimbazamusyi bagenerwa cyangwa ikindi cyiyongera mu bijyanye n’akazi kabo. Ingaruka z’ibyo ni imikorere itanoze. Igihe cyose ibigo bizajya bishimishwa no gukoresha abantu bahembwa intica ntikize, birumvikana ko akazi ubwako katazajya gatuma abakozi bagira umutima mwiza ndetse n’ikinyabupfura gikwiye. 4. Kutamenyerezwa neza ku bakozi bashya Akenshi abakozi bashya ni bo birwanaho kugira ngo basobanukirwe neza inshingano zabo. Abakozi bashya ntibamenyerezwa ngo bategurwe bikwiye.Abakozi bashya bakwiye kumenyerezwa neza mu bijyanye n’inshingano zabo. Bakwiye guhabwa icyerekezo. Bakwiye kwerekwa neza inshingano zabo atari mu nzandiko gusa ahubwo bakanasobanurirwa. 5. Umubare muke w’abakozi Imikorere mibi mu kwakira abakiriya ikunze guterwa n’umubare muke w’abakozi mu mirimo. Igihe abakozi

7

7. Kudahugurwa Ibigo bikunda kwirengagiza guhugura abakozi bashya, cyane cyane mu gihe baje byari bibakeneye cyane.Umukozi udahuguwe bihagije arangwa no guhuzagurika bigaragarira mu gusaba ubufasha kenshi. Nta cyizere yigirira mu gihe ahamagariwe gukemurira ibibazo abamugana, ubwoba aterwa n’ubumenyi buke bumutera kwirinda kugira aho ahurira n’icyo yasabwa gufasha abagana ikigo.

8

Imiyoborere mibi cyangwa se idasobanutse Abakozi bakwiye gusobanukirwa gufata neza ababagana bahereye no ku rugero bahabwa n’ababayobora. Ikibazo ni uko abayobozi na bo ubwabo bagira imyitwarire itandukanye n’ibyo bigisha abakozi, ubwabo nta rugero rwiza batanga, ndetse n’abakozi iyo babitegereje basanga nta cyo babiganaho na busa. Ingaruka zo gufata abakozi nabi, ni ugufata abakiriya nabi. TSM

sidossou@theservicemag.com

The SERVICEMAG September - November 2010 | 33


FOR THE MANAGER

The Role of a PHOTO from GettyImages

Customer Service

e c i v r e Manager S r e m Custo By Bea Umwiza

• • • • • •

C

ustomer service managers ensure that the organization they work for satisfies its customers’ needs. They may work at various levels, from head office to the front end of the business. Work might include: • helping to develop a customer service policy for an entire organization; • managing a team of customer service staff; • handling face-to-face enquiries from customers. Possible roles vary widely with a range of job titles such as customer care manager, corporate services manager, customer relationship manager and customer operations manager. Whatever you are called, customer service managers are expected to understand and satisfy their customers’ requirements and exceed their expectations if possible. Although the work varies, depending on the type and size of the employing organization, the main aim of a customer service manager is to provide excellent

“customer service people should put themselves in their customers’ shoes.” customer service. Typical activities are likely to include some or all of the following: • providing help and advice to customers on using your organization’s products or services; • communicating courteously with customers by telephone, email, letter and face to face; • handling customer complaints or any major incidents • issuing refunds or compensation to customers; • analyzing statistics or other data to determine the level of customer service your organization is providing;

34 | The SERVICEMAG September - November 2010

• • •

writing reports analyzing the customer service that your organization provides; visiting customers to provide a oneto-one service; developing feedback procedures for customers to use; developing customer service procedures, policies and standards for your organization or department; meeting with other managers to discuss possible improvements to customer service; training staff to deliver a high standard of customer service; leading or supervising a team of customer service staff; learning about your organization’s products or services and keeping up to date with changes and Keeping ahead of developments in customer service by reading relevant journals, going to meetings and attending courses.

  The customer service manager must be professional, enthusiastic, a good communicator and have listening and problem solving skills. In customer service we create more repeat customers when we “Are On”.  The challenge is, how do we get to our goal emotion when prospects are objecting; customers are screaming and others are complaining about bad service. As the customer service manager it is our role to identify the problem and solve it.  It’s our job to make customers feel happy, not the other way around.  In order to do that, we must change how we feel towards customers (our attitude).   A customer service manager should know how emotions are created and how


she or he can actually control them. This applies to all businesses from the hospital, banks, prisons, government entities, transport and even in personal life. Offering service is like selling emotions; service is intangible but shows its results at the end of the service. That is when a customer votes with his feet to either walk away or return. The customer service manager therefore needs to develop rapport. Rapport is not a relationship.  Relationships are deeper.  Rapport is a feeling of comfort, trust, likeability.  We can definitely close sales and create repeat business by having a good rapport with prospects and customers.  It is the role of the customer service manager to identify among his team those who are customer service oriented, who present well and also who can communicate. People like people who are like themselves. So customer service people should put themselves in customer’s shoes to understand them. The fastest way to gain rapport and the greatest display of respect for another person is to cross over into their world and become like them. TSM bumwiza5@yahoo.fr

Remember Me? I’m the person who asks: “How long is the wait?” You tell me ten minutes...but it gets very late I’m the person who sees when the whole staff loiters But nobody does anything to take my order. I’m the person who says: “That’s not what I ordered...but it’s OK I’ll use it anyway.” I’m the person who calls to see if my lost item was found And all I get is a run-around. I’m the person who leaves with a slight frown Cause the manager is nowhere to be found. I’m the person who should write a negative letter But feel it wouldn’t make anything better. Yes, you might say that I’m a good guy, That I understand that you kind of try. Yes, maybe ... But, There’s another side of me.

Read The ServiceMag Online

www.theservicemag.com “Knowledge is Power”

I’m the person who NEVER comes back!

The SERVICEMAG September - November 2010 | 35


FOR THE MANAGER

MOTIVATE YOUR

TEAM By Sandra Idossou

I

am sure we have all experienced this time and again…entering a shop or an office only to find staff chatting with colleagues or carrying on with unending personal phone conversations while we wait. We have found products displayed in the most unimaginative manner and employees are just there with no expression of enthusiasm and unable to even look up or smile at the customer. All this shows a staff that lacks motivation. Keeping contact

“Managing a team implies that you are also able to credit your employees whenever they have done a good job.” staff enthused and motivated is one of the challenges organizations face; whether big, retail, public or private. No matter how good your company’s strategies, products, services, values etc may be, your success or failure is decided by your employees’ contact with clients or customers. Motivation is even harder when employees find themselves in jobs they do not particularly enjoy or jobs they are not well trained to do. However with some motivation on the employer’s part, even these can be made to

36 | The SERVICEMAG September - November 2010

understand they are directly responsible to create a positive customer relationship. Hard as it may be, motivating one’s team is one of the most important parts of the manager’s job. In every organization, building high employee motivation and morale is challenging and yet supremely simple. Contrary to what many people think, motivation is not only monetary. If you need your team to remain motivated, this will require that you pay attention every day to profoundly meaningful aspects such as the following:

1.

Your arrival at work sets the tone for the day

Picture a supervisor or manager who arrives at work with a frown on his face. His body language telegraphs “overworked”, “unhappy” or “bored”. He moves slowly and treats the first person who approaches him


abruptly. It will take only a few minutes for the entire team to get the word. Stay away from “Mr. Stressed-Out”. “He is not in his good mood”. And this will undeniably have a negative impact on the morale of your team. Your arrival and the first moments you spend with your staff each day have an immeasurable impact on positive employee motivation and morale. Start the day right. Smile. Walk tall and confidently. Walk around your workplace and greet people.

2.

Let your People Know exactly what you are Expecting from them

In some organizations, there are weekly meetings or daily briefings that help in setting targets for the team. If you are a manager or a supervisor, you need to share the goals and expectations of your team. Take time to train and explain clearly what management expects. When it is necessary, do certain things yourself so that team members can learn from you. Setting objectives might not be enough. Supervisors think they have clearly stated work objectives, report deadlines and requirements, but the employees may have received a different message.

3.

Be an example to your employees

If you are a manager or a supervisor, you have a great impact on your employee. By your words and actions, you can be for your team either a source of motivation or the contrary. If you want them to welcome customers in a certain specific way, do it yourself and let them learn from you. They will learn faster by seeing you do it rather than by written procedures. Be part of the team and be approachable. This will boost the morale of your team.

4.

Find out what motivates your team and use it

I remember while working with a hospitality group some time back, we appreciated what the company did at each employee’s birthday. There was always a well wrapped cake that was offered. I remember this used to be such a great

motivation. Not necessarily because of the cake but because management remembered it. A simple afternoon tea invitation, watching football matches together as a team, jogging or doing sports activities, sending card when there is a birth in your employees’ family, visiting your sick staff member doing an excursion or partying together. All these can do wonders in boosting morale.

5.

Get feedback from employees

Once in a while, organize a meeting and discuss progress on the job with your employees. Before putting in place a new product or service, consult them. Ask their opinions. Remember they are directly in contact with customers and sometimes understand better what needs to be done to improve on service. Besides, asking for their input will make them feel important. In certain organizations, annual appraisals are necessarily not only to evaluate employees but also to get feedback from the employee on the job. Such appraisals should be conducted in a relaxed atmosphere so that employees feel free to discuss certain issues.

6.

Encourage fun in the workplace

All work and no play made Jack a dull boy, the saying goes. Having fun at work can be a real way of boosting staff morale. It helps create a conducive working environment where people will not be afraid to express themselves. Do not be too uptight, all you achieve is fear amongst your staff and not respect.

7.

Always praise a job well done.

Managing a team implies that you are also able to credit your employees whenever they have done a good job. Learn to show appreciation for a good job done. Praise them and acknowledge those who deserve it. Whenever you have feedback from customers on any of your employees, share it with the team. Look for opportunities to acknowledge staff in a way they appreciate. While some want public acknowledgment, others want more responsibility, others like bonuses of

lunch invitations or tickets to a concert in town. Use powerful, motivational words to demonstrate you value your people. Say “please” and “thank you” and “you’re doing a good job.” These might be simple words but they are a powerful way of motivating your team. These simple words can make their day.

8.

Show them some dignity in front of customers

Remember your employees are human beings with feelings and emotions like any other person. Treat them with dignity. In front of customers, do not belittle them. Make it a rule never to reprimand an employee in public, in front of their colleagues, clients or customers. A manager must possess self control. When there are issues, take charge of them as a manager and deal with the employee later. Feeling valued by their supervisor in the workplace is key to high employee motivation and morale.

9.

Reward in cash and kind

Let’s face it. Everybody likes cash! Offer regular incentives, salary increment when possible, review salary on an annual basis and discuss with your staff the performance. Consider a bonus for exceptional performance, for meeting tight deadlines or working overtime. When offering incentives, make sure they are based on meeting your organization’s mission, goals, and values. Be timely, fair, and public with those incentives. Keeping staff motivated is not only a matter of having structured processes or procedures, neither does it only concern the provision of handbooks, checklists and even trainings. You need more than that to keep your staff motivated. I hope the tips above will help you and with highly motivated employees and happy customers, your organization will succeed. TSM sidossou@theservicemag.com

The SERVICEMAG September - November 2010 | 37


Achieving Outstanding Service in Your RESTAURANT By Sandra Idossou

38 | The SERVICEMAG September - November 2010

PHOTOS BY Select Restaurant

FOR THE MANAGER


I

admit I enjoy going to restaurants. Going to restaurants has become my way of relaxing with my friends here. Unfortunately, when we go to most of the restaurants in town, good customer service is not always consistent. There are days we have a “Wow” experience depending on the staff we meet but most of the time, we have the impression that we have come to disturb the staff. So we decided sometime back to create ourselves the restaurant ambiance we desire by going to friends who like cooking. I love cooking and love receiving friends at home but, when we host in our homes, it is definitely a loss of money for most restaurants in town. If you own a restaurant and would like to see many more customers come back, you might want to try these tips: 1. Customer service starts with a clean establishment, inside and outside Make sure the tables are wiped at regular intervals and that customers do

In addition, make sure the rest rooms are kept sparkling and don’t forget to provide hand washing soap at all times.

not have to stop and ask your staff to do it. Please make sure that the mops used are clean and look good and smell good too. In addition, make sure the rest rooms are kept sparkling and don’t forget to provide hand washing soap at all times. A dirty rest room can undo the highest quality and friendliest waiting staff. The cleanliness of your washrooms shows the good hygienic condition in your kitchen. A clean restaurant gives a customer confidence that they are not putting their health at risk but taking food that may not be handled and prepared to the required hygienic standards. 2. Make sure staff smile when they receive customers in your restaurant A simple smile will make customers feel welcome and recognized. Sometimes waiters look at customers as though they have come to bother them by bringing them more work. A smile will show a customer that you appreciate that they have decided to come and spend their money in your restaurant and not in the one next door. Your smile makes customers feel welcome. Even though you and I may only communicate with each other for a minute or so, that’s time enough to leave a memorable impression with the customer that may cause them to start some positive word-of-mouth about your business.

3. Be flexible enough to be able to fix things When you realize an order is not available, communicate to the customer as fast as you can and give them possible options. Be flexible enough to try and offer something to make the customer as comfortable as they can be. Do not run away from the problem when things go wrong. When you are able to fix something that went wrong, you can be sure that the customer will become a loyal one. As Donald Porter (V.P British Airways) said, “Customers don’t expect you to be perfect. They do, however, expect you to fix things when they go wrong.” 4. Do not compromise on quality People go to restaurants to eat and drink and they expect delicious meals. The food must be prepared to perfection or the friendly staff will not be sufficient to get customers back. Remember people tell about negative experiences more easily than they do positive ones. 5. Finally, bring the bill quickly and thank the customer even if there is no tip Tipping is not a compulsory thing. The prices we pay for our meals already comprise the service charge and you are paid to offer a good service. A customer deserves appreciation even if they do not leave a tip. McDonald´s has a saying: “Quality, Service, Cleanliness, and Value.” A restaurant must have all these qualities to attract customers to return. TSM sidossou@theservicemag.com

The SERVICEMAG September - November 2010 | 39


p e i ng e K d n a g n o t m s i u e r C t s r t u o e Y G

FOR THE MANAGER

By Eva Gara

Y

PHOTO from GettyImages

ou need to keep as many people as possible coming back to your business. Be it a shop, hospital, airline or school the happier the customer is the bigger your profits. In most businesses eighty per cent of your customers are those that return again and again. The other 20 percent are those passing through or just checking you out. That is why it is extremely important to make and keep your customer coming back. I am going to tell you about two friends’ experiences while shopping in Kigali.

Penu walked in a store to buy milk. The cashier was on a phone and the other two attendants were having a heated argument about football. She walked to one end of the shop and picked up a couple of items. She took the items to the cashier who was still on the phone. Penu waited as she finished her call. The cashier then reached for the items as if she was greatly inconvenienced. One of the items did not have a price and she called out to one of the attendants. By now Penu’s foot was tapping and she was using all her strength to hold back the anger that was fast building up. When the price was called out, the cashier called back saying it was not the right one. Penu walked out of that shop never to return and of course would never recommend it to anyone. Duta on the other hand went to buy milk at a corner store near her new residence. When she got there the cashier stood up with a smile and asked what it is she would like. When it was discovered that the milk had run out, she apologised and asked if she could send for some from the next door neighbour. The attendant run out and within minutes she had the milk at no extra cost. The smile, warm welcome and willingness to help won her over. She was sold. She would always shop in there and would recommend it to her friends too. A happy customer recommends your business to others. Its amazing how much word of mouth advertising will enhance your business. Churches although not a

40 | The SERVICEMAG September - November 2010

“Pampering a customer whenever you can, thanking him for his patronage every time he comes in is a sure way to keep him. Invest in your customers and they will make your business grow!”

business do very well in attracting new members. When you walk in a church there is usually some one to greet you and show you your seat. A chance is given to new members to introduce themselves and if the church is well organised someone will be at hand to personally make you feel you welcome. If on the other hand nobody welcomes you or talks to you at the end of a service, chances are you wont return. Knowing your customers’ likes and dislikes is a great way to get and keep them. A friend of mine owns a boutique, and she knows what each of her customers needs from her. Her items are not cheap but her shop is always overflowing with buyers. She knows almost all her customers by name, and remembers to ask about their lives and families. They feel she cares. So they keep coming! I have heard that being graceful in our culture is important and one should not be rushed around. This may be true, but not in business. A customer wants to feel that he receives utmost attention. Pampering a customer whenever you can, thanking him for his patronage every time he comes in is a sure way to keep him. Invest in your customers and they will make your business grow! TSM evagara@yahoo.com


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The SERVICEMAG September - November 2010 | 41


Ask Our Lawyer

TRIBUNE LIBRE : petits soucis, grands tracas … Défaillance, plainte, protection du consommateur, procédure administrative … notre consultante légale Katia Manirakiza répond à vos questions

Comment protéger mon enseigne? Bonjour, je suis propriétaire d’un restaurant à Kigali qui a une bonne réputation. La fois passée, des amis m’ont dit qu’en se promenant à l’intérieur du pays, ils ont découvert un petit restaurant portant le même nom ! Je n’ai pas de crainte pour le restaurant en dehors de Kigali, mais je n’aimerai pas que cela arrive à Kigali. Pourriez-vous me donner quelques conseils à ce sujet ? Tout d’abord merci pour cette question qui fait appel à des notions de propriété intellectuelle et qu’il est très important de pouvoir évoquer. La loi sur la propriété intellectuelle en vigueur et récemment modifiée offre à toute personne le droit d’enregistrer soit le nom de sa société, soit le logo de sa société ou même d’enregistrer un concept ou une idée. Cela signifie que lorsque l’on enregistre son nom, son logo ou son idée, les tiers ne peuvent plus utiliser ou copier ce qui vous appartient. Cela signifie également qu’en cas de copie, vous pouvez intenter une action en justice contre le « copieur » et dans tous les cas, il ne sera plus autorisé d’utiliser votre nom et devra vous payer des dommages et intérêts. De manière concrète, l’enregistrement se fait au Rwanda Development Board, plus précisément dans le bureau du Registre Général (Office of the Registrar General). Le personnel de la RDB est bien outillé à ce sujet et se fera un plaisir de vous aider.

Nakora iki kugirango nyirinzu ayisane? Muraho nitwa Irene. Inzu nakodesheje nyirayo yanze kuyisana. Naramuhamagaye kenshi ariko yakomeje kumbwira ko azaza kubitunganya. Namaze kumwishyura avansi y’amezi 6 kandi maze kumaramo igihe cy’amezi 2 gusa. Nakora iki kugirango nyirinzu ayisane? Irene, ndababajwe cyane n’icyo kibazo urimo. Ndakeka ko ntawujya ashimishwa no kuba mu nzu igikeneye gukorwa. Icyambere ukwiye gukora ni ugushyira byose mu nyandiko. Nizeye ko uzi aho nyirinzu atuye cyangwa se akora. Uzamuhe ibaruwa ikubiyemo ibikwiye gukorwa byose mu nzu yaguhaye, ndetse utanga n’igihe bikwiye gukorerwamo.Nyirinzu (ashobora no kuba umugore we cyangwa umukozi) azaguha icyemezo cy’uko yakiriye ibaruwa yawe. Ntuzibagirwe kugenera kopi abayobozi b’inzego z’ibanze,kuko bizatuma nyirinzu abona ko ikibazo wakimenyesheje n’abayobozi. Aramutse atagize icyo akora kubyo wamusabye muri yabaruwa, uzashake uko uhura nawe muri kumwe n’abo mu nzego z’ibanze. Ubusanzwe inyuma y’ibaruwa, nyirinzu yakabaye yahise agira icyo akora cyangwa se agusubiza. Iyo bitabaye birtyo, ushobora kwikorera imirimo wamusabye, maze amafaranga wakoresheje ukayakura ku bukode bw’inzu wakamwishyuye. Na none urasabwa kwitwararika kujya umumenyesha byose mu nyandiko kandi unamenyesha abayobozi b’inzego z’ibanze. Mugihe utazaba ushoboye kwishyura imirimo y’isana ku bwawe, nta kundi n’ugutanga ikirego. Ubu nibwo buryo bwa nyuma ndetse budashimishije ariko nta kundi kuko bushobora gutuma byibura yikubita agashyi. Nkwifurije amahirwe Byashyizwe mu Kinyarwanda na Aimé MUNYANGANZO.

Should NGOs Pay Tax? I am the manager of a consulting company and my main client is a NGO to which I supply services. This NGO does not want a tax (VAT) inclusive invoice because they claim that are not registered for VAT. What should I do? An NGO is considered as a “privileged person”; this implies that NGOs have a particular tax status. If however your company is VAT registered, you have the legal obligation to add VAT on all your invoices. Anytime you are supply a service (or a good), it is considered a taxable supply. In case an assessment is conducted on your company’s activities, you have a serious risk of paying penalties and interests for late payment on the amounts that have not been declared. However, you can inform your client that he has the right to claim refunds of the VAT paid. The claim should be made in writing; there is a form to fill and a list of documents to provide. Before starting the refund procedure, the NGO can ask for information and I am sure any Rwanda Revenue Authority agent in charge of that will be happy to assist them.

If you have legal issues, write to: askourlawyer@theservicemag.com or kmanirakiza@hotmail.com

42 | The SERVICEMAG September - November 2010


The SERVICEMAG September - November 2010 | 43


HAVE YOUR SAY

Mu Banyarwanda, kwakira neza abakugana byari umuco

PHOTO by Paul Snijders

Byanditswe na Olivier Ntaganzwa

Mu biranga umuco w’abanyarwanda n’abanyafurika muri rusange, harimo no kwakira abakugana, baba bato n’abakuru, abo uzi n’abo utazi. Kera umuntu yafataga urugendo rurerure, bikaba ngombwa ko aho ageze bwije ahasaba icumbi. Icyo gihe yarakirwaga, bakamufungurira bakamuha n’aho kuryama bwacya agakomeza urugendo, bwakongera kwira akiri mu nzira agacumbika mu rundi rugo akenshi rw’abantu bataziranye. Kwakira umuntu ntibyari ukumuha icumbi gusa, kuko hari n’igihe ku manywa y’ihangu yicirwaga n’inyota mu nzira akanyura ku rugo abonye bakamuha amata cyangwa inzoga agahembuka, byaba ngombwa agahabwa impamba n’itabi agashyira nzira agakomeza urugendo. Uwabaga afite ibibazo we bamuhaga umwana cyangwa umugaragu wo kumuherekeza.

Icyagaragaraga ni uko iyo winjiraga mu rugo urwo ari rwo rwose, n’iyo rwaba urw’umwami barabanzaga bakakwakira mbere y’uko unavuga ikikuzanye. Si nk’uko ubu winjira mu rugo ugasuhuza, ugahita ubaza ngo “kanaka arahari?” Oya si ko byagendaga, barabanzaga bakaguha icyo kunywa bakabona kukubaza ikikugenza. Uwo muco wo kwakira neza abakugana nta nyungu n’imwe wabaga ugamije, ariko watumaga abantu bamenyana, ndetse ikaba n’intandaro y’ubucuti bukomeye, bikanarangira bahanye inka n’abageni, ubyaye agahembwa, ugize ibyago agatabarwa. Ubwo bucuti bwageraga no ku bana, ugasanga bitumye abantu babana neza, na sosiyete muri rusange igakomera.

iva kuri uko kwitwara nabi n’ubwo tutayivuga ngo tuyirangize. Uwangaga kwakira uwabaga amugannye kandi nawe yaragawaga, agafatwa nk’umuntu w’ubupfura buke. Kuri ubu n’ubwo uwo muco wo kwakira neza buri wese ukugana utakigaragara cyane, mu Rwanda birazwi ko twakira neza abanyamahanga baza batugana, ku buryo bataha batuvuga imyato. Ariko umwe mu bami b’u Rwanda ariwe Mibambwe Sekarongoro Mutabazi yigeze kuvuga ati “ujya gutera uburezi arabwibanza.” Kuki twakwakira neza abanyamahanga, twe tukakirana nabi hagati yacu? Ubu se abakurambere bagarutse badushima cyangwa batugaya? Tubyibazeho. TSM

Iyo umuntu yakirwaga neza akitwara nabi yitwaga umunyamusozi cyangwa ingayi. Hari n’imigani myinshi yagiye

olintagz@igihe.com

44 | The SERVICEMAG September - November 2010


Abakiriya Na Bo Bakwiriye Kugira Ikinyabupfura Imbere Y’abo Bagana Byanditswe na Hubert Rutage Ruzibiza

PHOTO from GettyImages

N

akomeje kugenda nibaza ku byabaye uwo munsi. Birashoboka ko uwo mukiriya yaba yari afite ikindi ikibazo kimukomereye icyo gihe! Uwo munsi ni umwe mu minsi niyumvagamo umurava, umunezero ndetse n’ubwuzu bwo kwitanga birimo n’icyizere gituma wumva ko nta cya kunanira rwose mbese icyo gihe numvaga ari nk’aho isi yose yabaye iyanjye.. Mu gihe nari maze kwakira abakiriya batari bake,ndetse benshi muri bo bananshimira cyane bitewe n’uko nabaga nabakiriye, bari bishimye cyane kuko bari barafashwe nabi ahandi. Mu gihe nari ndimo nsuzuma zimwe mu nzandiko zabo, undi yaje nk’iya gatera: Hari amapawundi yanjye nohererejwe avuye mu Bwongereza kandi agera ku bihumbi bitatu (3000), hari ayaba yageze hano? Bishoboka bite ko nta n’iripfusha mbona kuri konti yanjye? Hashize igihe gito bayanyohererejee!!! Uko ni ko mukora, nta mwuga wanyu muzi rwose, ndashaka amafaranga yanjye none aha ngaha!!!! “Ayo magambo yari ameze nk’igisasu kintewe mu maso dore ko uwo mukiriya atabanje no kunsuhuza, byongeyeho ko ntari nzi n’ibyo yavugaga,mu gihe atashakaga no kumpa akanya ko kuvuga, yashimangiraga n’ umujinya ko ntazi akazi nkora nabusa, aka ni akaga!Rwose uyu ni nde unteye atya!!” “Nagerageje kwitonda no kubahisha umwuga wanjye, ngerageza gufata neza uwo mukiriya, dore ko twigishijwe ko umukiriya ahorana ukuri buri gihe.” Muraho, mushobora kumpa nimero za konti yanyu kugira ngo mbarebere niba nta mafaranga yanyu yagezemo?

256649, nakubwiye ko atarageramo! Murakoze. Maze kureba muri konti nasanze afite ukuri, kuko nta mafaranga yari arimo. Mushobora kumpa ibindi byamfasha kubona uko amafaranga yoherejwe? “Dore, sinzi impamvu unyaka ibyo byose,bikomeje gushimangira gusa ko utazi icyo gukora. Ariko niba ubishaka, nimero ni TRF 56669555.Dore mbese icyo gicucu”! “Nizera ntagushidikanya ko ntumvise nabi ijambo igicucu, nyuma yo kunyuka inabi, yongeyeho no kuntuka.” “Nariruhukije ndahumeka, kuko nagombaga gucisha make kugira ngo ntagaragaza umujinya. Nuko mera nkaho nta cyo nigeze numva.” Murakoze. Gira vuba ariko ndihuta!!! Nkwemereye ko nihuta rwose uko nshoboye. Naguye mu kantu maze kubona muri mudasobwa ko ntacyamugezeho koko!! Kuko ntari nzi impamvu y’icyo kibazo, namusabye ibiranga banki y’uwamwoherereje amafaranga arabimpa. Nuko mpamagara banki y’i Londoni yagombaga kohereza ayo mafaranga. Ndashimira Imana yampaye icyo gitekerezo, nuko nahise nkora telefoni ku buryo uwo mukiriya aza kumva ibyo

turibuvugane byose. Muraho, mushobora kudufasha kumenya ibijyanye n’amafaranga mwatwoherereje ko tutashoboye kuyabona? mwakwifashisha nimero TRF5666955 Yego koko, uwari yadusabye kuyoherereza umukiriya wanyu ntabwo yari ayafite kuri konti, byabaye ngombwa ko tubimumenyesha nuko ahita ayashyiraho. Birumvikana ko byahise bitindaho, kuko twayohereje mu masaha abiri ashize, birashoboka noneho ko yagera ku mukiriya wanyu mu masaha atanu ari imbere. Nagize ibyishimo byinshi aho mariye kubona ko byibura amakosa atari ayacu. Wa mukiriya yarandebye maze agwa mu kantu, nuko ahita agenda adasezeye yewe atanasabye imbabazi. Icyo yakoze yarivugiye ati:”Nzagaruka ejo kandi nizeye ko noneho nzayabona!!! Rimwe na rimwe abakiriya bakwiye na bo gusobanukirwa uko bafata ababakira nk’abantu, bakirinda kubakomeretsa. Ikindi, iyo witegereje neza, kwakira umukiriya neza bisaba ubufatanye bw’abakira n’abakirwa. Nimureke rero duhe icyubahiro gikwiye abashinzwe kutwakira mu nzego zinyuranye. TSM rutage@hotmail.com

The SERVICEMAG September - November 2010 | 45


HAVE YOUR SAY

La Qualité Se Conjugue Aussi Au Culturel Par Diana Ramarohetra

Lorsqu’on évoque culture, la majorité pense automatiquement “loisir” et “divertissement”. Que cela soit dans le privé ou le publique, la perception de ce monde est souvent farfelue. Pourtant, le service culturel implique qualité et préparation.

Mais attention, les biens et les services culturels sont beaucoup plus complexes qu’il n’y paraissent. A l’image du débat au sein de l’OMC régissant les échanges des biens culturels. Et même si tout le monde se voit en haut de l’affiche, n’est pas artiste tout le monde qui sait pousser la chansonnette. Pour cette édition, The Service Mag décrypte un des services culturels les plus en vogue : le concert.

PHOTO BY Gael R. Vande Weghe

Comment juger une prestation scénique ?

46 | The SERVICEMAG September - November 2010

La musique. Un artiste est une musique, des paroles, une mélodie mais aussi une recherche musicale et surtout un arrangement. Une basse très discrète qui apporte une volupté, une batterie qui donne le rythme, quelques notes de piano bien posées donnant la tonalité, le tout saupoudré de la voix de l’artiste. L’un ne va pas sans l’autre. Cet ensemble musical est un des critères de jugement lorsque l’on est emmené à offrir son opinion. Hélas, avec l’évolution de la technologie, de nombreux artistes préfèrent jouer sur l’électronique. Pire, à chanter en play-back sur scène. Pendant que d’autres voyagent avec matériels au complet (instruments, ampli, câbles, etc) certains artistes se suffisent à euxseuls, emportant simplement leur CD


dans leur bagage. Pour eux, un simple « Play » et le tour est joué. Mais la qualité acoustique est loin d’être la même. Attention toutefois à la preparation avant d’entrer sur scène. Le check sound se fait 2 heures avant! Le service culturel se base justement sur ce critère de qualité musicale où chaque break compte. Tout est agencé de manière à avoir une harmonie, et pour cela la complicité des musiciens et chanteurs est vitale. Le répertoire, il doit aller en crescendo pour permettre au public de garder le rythme. Faire monter l’ambiance, laisser le public se reposer un peu et reprendre de plus belle et ainsi faire une sortie de scène mémorable. La prestation. Le concert est un plaisir de l’ouie et de la vue. Attirer l’œil du public, capter son attention vers la scène. Comme la définition du mot, en faire un spectacle ! Et non un simple tour de chants. Car cela chacun peut le faire au détour de sa douche. Ce spectacle passe par la tenue, les lumières, la prestance de l’artiste, par la chorégraphie. Le but du jeu? Créer une magie où le public se retrouve emporté dans une euphorie enfantine et en ressort ébloui. Pour cela, chaque jeu de lumière n’est point choisi au hasard, la chorégraphie entraîne le public. Ici aucun temps mort n’est autorisé. Autre chose, même si les spectacles se suivent, ils ne doivent en aucun cas se

Car il n’y a rien de plus déplorable que de voir deux ou trois concerts et d’avoir la sensation d’en avoir fait le tour.

ressembler. Toujours trouver la bonne parade pour inter changer un peu même si le répertoire est identique. Car il n’y a rien de plus déplorable que de voir deux ou trois concerts et d’avoir la sensation d’en avoir fait le tour. Innover ! C’est le mot d’ordre. Prestation veut aussi dire, sympathie, sourire, accessibilité. Vous êtes conscients de votre notoriété et le public vous adore. Un sourire ne vous coûtera rien, à part faire tomber les jeunes filles sous votre charme et les faire revenir pour votre prochaine apparition sur scène. Etre beau et sexy à souhait, sans pour autant se dévoiler. Un minimum de décence tout de même!

Iwacu umukiriya ahora ari umwami Byanditswe na Rucogoza wo muri Damas Trading

D

La communion. Un artiste n’est rien sans son public. Et cela est valable pour tout. Le concert par conséquent, doit se préoccuper avant tout de son auditoire. Interpeller le public, lui parler, le faire danser avec soi, le regarder. Et non pas, être égoïste et jouir de la scène seul. Se satisfaire de son petit pas de danse et de ne pas se demander ce que le public attend et encore moins répondre à ses attentes. Avec ce genre de comportement, vous ne serez qu’un artiste éphémère. Célèbre certes mais jamais dans l’éternité comme Mickael Jackson. Car le public a payé et attend un rapprochement avec son idole, son chouchou. Il veut être important à ses yeux et … il devrait l’être. Cette communion doit être cultivée de manière à susciter l’envie permanente du public à venir vous voir sur scène. Et qui dit consommer des concerts, dit rentabilité pour vous. Et c’est un des objectifs de la culture, en faire une source de revenus. Mais si vous, artiste, vous ne vous donnez pas cette importance, personne ne le fera à votre place. Alors avant de vous lancer dans la machine, et accuser les autres du manque de rendement, vous aussi, essayez d’offrir à ce public, un concert digne de ce nom! TSM

ukorera muri quartier mateus igihe cyose dushakisha ibishyashya twifuza guha abakiriya bacu ibintu bishya kandi bimeze neza bifite ubuziranenge. Dufungura akazi mu gitondo saa moya (7h00) tugatunganya ibyo duha abakiriya bacu, igihe cyose umikiriya wacu tumukorera ibyo yifuza byose n’iyo hari ibyo tudafite tumurangira aho biri. Si byiza ko umukiriya ubuze ikintu umubwira ko byabuze si byo. Dutanga serivisi yihuse nubwo dukorera mu mazu mato, igihe cyose tuzabona aho dukorera heza tuzongeraho serivise ibe nziza kandi yihute ibintu byacu bise neza kurushaho. Dukora ibishoboka byose ngo tuganirize umukiriya wacu nk’umuvandimwe kuko aza atugana adukunze, kandi ahita aba inshuti yacu igihe cyose. Dufasha umukiriya wacu tumuha icyizere ko atabura ibintu yaguze n’ibyo yaguze ahandi. Isaha yose turamubikira n’iyo aduhamagaye igihe cyose turaza tugafungura tukamuha ibyo akeneye. Buri gihe ndetse na nijoro. Dukeneye ko ubucuruzi bw’u Rwanda butera imbere kurushaho muri Afurika y’iburasirazuba n’indi miryango ikagira ingufu kugira ngo tubone ibicuruzwa byinshi kandi byiza tukava mu gucuruza tukageregeza gukora inganda ntoya ndetse n’inini. Dufite icyizere ko iki kinyamakuru cyanyu kizakomera kandi kikagera ku bantu bose, kandi muri serivisi zose. Mukomeze mutange inama nziza murakoze. TSM

rhd_communication@yahoo.com

ngabo17@yahoo.fr

The SERVICEMAG September - November 2010 | 47


HAVE YOUR SAY

Excellent Service at Post Office! Signage doesn’t cost that much but goes a long way in making the customer feel welcomed right from the entrance.

PHOTOS by Mark Sebukima

I

’m not really a post office person. I think I last visited one about 5 or 6 years ago in France and the service wasn’t all that welcoming. The postal staff there displayed such hostility. So when I received a note to pick up a parcel at the post office in Kigali, I told almost everyone about my misfortune of being obliged to go to a post office. Of course, all I remembered was my last experience in France. Unfortunately, I had no alternative and had to go myself to IPOSITA located at the KCB roundabout in Kigali. The first things that strikes one upon arriving there is the signage. All the services offered were very well indicated. This is a simple detail that many organizations often neglect. Signage doesn’t cost that much but goes a long way in making the customer feel welcomed right from the entrance. The primary purpose of signage is to direct customers and visitors to the different departments and services available. There were three people in the queue at the counter and I patiently waited behind them. While waiting, I took time to look round the hall as this was my first visit to a post office in Rwanda. The place was very clean and everything was branded with the Iposita blue and yellow colors. The first impression was “Wow”, this has nothing to do with the opinion I previously held on this public service. Another important detail that baffled me was the dress code of all the staff. They had the company’s tee shirts with a scarf on. They looked smart and professional. There are not many government institutions that have uniforms for their employees, customers are never sure if they are speaking to a customer or an employee. Again in the hall, I noted many inscriptions on the walls. Many were on the importance of the customer. One

48 | The SERVICEMAG September - November 2010

read;” Our Customers are important to our business. They are the reason why we are here. We are not doing them a favor but rather they are doing us a favor by letting us serve them.” Another read, ” We are here to serve you because you pay our salaries. Our customer is not dependent on us, we are dependent on him. You are not an interruption of our work but rather the purpose for it.” No way, this can’t be a post office or public service, I thought. I really had the impression that everything was simply at the right place. I was contemplating all these inscriptions when my turn finally came. The lady who served me might have received some good news that morning or been awarded a salary bonus as she was simply too friendly. She served me very professionally. Throughout the interaction, she remained pleasant and cheery. I’m sharing this experience with you because I really think it is high time we started receiving such excellent customer service in all public institutions. Hospitals, schools, district departments, the electricity company and all those government institutions we go to because we need them. I really think civil servants should start seeing taxpayers as customers as they contribute to their salaries through their taxes. Citizens deserve the same level of service as at this post office or as from any other commercial or private company. Bravo to The Iposita Management and to the entire team for showing clearly that customer service is more of a will than any other thing. Keep it up and I sincerely hope all those who come to the post office will benefit from this same level of service as the one I experienced. TSM sidossou@theservicemag.com


Et ailleurs ...

Se Faire Belle à l’Egyptienne Par Diana RAMAROHETRA

Il faut souffrir pour etre belle « Bienvenue, je m’appelle Rania et je serai chargée de vous pour les prochaines heures à venir. » me dit une jeune femme dans un anglais parfait et avec un grand sourire. En un rien de temps, je me retrouve installée sur la table de l’esthéticienne. Devant moi, une tonne de produits dont Rania m’explique les vertus de chacun. Je vais dormir moins bête ce soir. Les yeux fermés, bien allongée, je n’ai d’autres choix que de me laisser faire

belle. Vapeur, crème, massage faciale et j’en passe. Le tout avec pour fond une douce musique arabe. Il faut dire que tout est fait pour relaxer la cliente. Rien à voir avec les autres salons où c’est la radio à fond et ses tubes de l’été qui me tapent sur le système. « Désolée mais je vais devoir vous faire un peu mal » m’avertit Rania. C’est vraiment gentil de me prévenir, me dis-je. Mais cela ne m’empêchera pas de pleurer à chaudes larmes.

Un service tout sourire Un peu plus tard, face à un immense miroir, Rania s’occupe de mes cheveux. Affairée, elle ne cesse de me faire la conversation mais intervient parfois dans les discussions de ses concitoyennes : une épouse fatiguée, une jeune fille amoureuse, etc. N’y comprenant rien, elle me fait parfois la traduction et me fait le résumé des malheurs des unes et des autres. Mes cheveux terminés, j’essaie de demander mes lunettes et partir. Mais c’est sans compter la persévérance de mon hôtesse du jour. « Vous allez où comme ça, ce n’est pas encore fini. » Ce n’est pas possible, me dis-je dans ma tête. Les autres femmes semblant comprendre ma préoccupation m’expliquent en anglais arabisé qu’il reste la touche finale. Ne voulant point contrarier, je suis encore une fois Rania. Assise dans une salle bien plus petite aux tons rouges, j’attends. Fil à la bouche, minuscule peigne et tout petit ciseau à la main, Rania ré-apparaît. « Inclinez votre tête en arrière, s’il vous plaît ». Les yeux fixés sur mes sourcils, la jeune femme effectue des tours de

PHOTO from Che By Feline Cosmetics

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tes-vous déjà entré dans un salon de beauté dans un pays arabe ? Croyez-moi, cela vaut le détour. Ton pastel, avec quelques touches de noir, de grandes affiches représentants de belles femmes maquillées, parfois voilées, c’est le décor très tendance de ce salon de beauté situé à Alexandrie. « Si vous voulez, nous pouvons vous rendre tout aussi belle qu’elle, madame ! » me lance un homme. Surprise par la réflexion, je me retourne pour apercevoir le gérant attablé à l’accueil. « Pour 200 pounds (ndrl : environ 40 USD), nous vous offrons soins du visage et soins des cheveux. » continue t-il avec un grand sourire. Avec un tel argument, et une telle offensive commerciale, je ne tarde pas à céder à la tentation. Bienvenue dans l’antre de la beauté égyptienne ! Après avoir traversée deux portes, je me retrouve dans une salle adjacente au salon de coiffure. Pas un seul homme en vue. Autour de moi, des femmes de tout âge, cigarette à la main, discutent à bâtons rompus.

passe-passe avec le fil à sa bouche. Un coup de peigne et de ciseau plus tard, elle m’annonce fièrement avec un très grand sourire, « Cette fois, nous avons fini. » La gentillesse de la jeune femme me fait oublier les petits picotements au visage mais aussi tout mon temps passé ici. Une chose est sûre, le service est des plus sympathiques. Reste à savoir le résultat et son coût. Je m’avance vers le comptoir en ayant une petite appréhension sur la facture vu toutes les étapes que je viens de passer. « Cela vous fera 200 pounds, madame. J’espère que vous avez profité de ce moment privilégié des femmes » plaisante le gérant en me rendant mes lunettes. Cette fois, je vais pouvoir le résultat. Dehors, le ciel est sombre, un vent frais souffle sur la place Mohamed Naguib. Après 3 heures, je dois dire que le gérant n’a pas menti, même sans maquillage, je me sens aussi belle que ces femmes placardées dans son salon de beauté. TSM rhd_communication@yahoo.com

The SERVICEMAG September - November 2010 | 49


HAVE YOUR SAY

Rwandatel…please compensate your customers for long internet breakdowns Two months ago, my business suffered a lot because of the internet breakdown of Rwandatel. From what we read in the newspapers, the problem was caused by the Seacom undersea cable and we had no internet for more than 2 weeks. When I went this morning to pay my bills. I realized that the amount on the bill was the same as with other months with full connection. I really do not understand why I should pay when I had no internet for most of the month. Rwandatel should rather look for ways of compensating customers for the losses we incur with such long breakdowns. When crises like these arise, companies should learn to compensate. I am really looking forward for a day there will be a consumer’s association that will help in protect us against these types of ‘abuses’. Thanks A loyal customer

Customer Service outside Kigali By Dalia Farag

Having lived in Rwanda for over two years now, I am ashamed to say that I have only recently discovered what a great day trip Huye (previously known as Butare) is. The king’s place in Nyanza (The Museum of Rwandan Ancient History) is only 30 min away, the museum of Huye (Institute of National Museums of Rwanda) just as you enter the city and the tin factory down the road to Nyungwe Forest, all places of great interest where we were greeted with professional, well presented, friendly, multilingual and competent staff. Moreover I was taken back by the charm of Ibis hotel/restaurant on the main street in Huye with its spacious patio on looking the busy street and the beautiful giant local masks hanging on its pillars. At lunch time we were happy to observe the mix of local and expatriate crowd filling up the place with a nice atmosphere. In addition we were delighted to see a clear menu with so many options to choose from. We were again pleased to be served by a very nice waiter whose smile made us feel really welcome. He was also very helpful and competent in helping us choose a meal for our child companion. The service was relatively fast and the food was very well presented and delicious. Our bill did take some time but we didn’t mind much as we were enjoying our time on the patio. Quite reasonable prices and clean restrooms were also a plus. dmfarag@yahoo.com

Quotes If we don’t take care of our customers, someone else will. — Unknown

Although your customers won’t love you if you give bad service, your competitors will. — Kate Zabriskie

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Our current activities cover all provinces of Rwanda. In additional to provision of armed and unarmed guard services, cash in transit, event security, we sell and install electronic security systems: • Automatic gates • CCTV services • Electronic security fences • Access control systems • Home & office security services • Automatic alarm systems • Car tracking services

• IP access control and video surveillance system • Wireless SMS interactive • Metal detectors We provide also Security consultancy and do provide a 24/24 armed rapid intervention backup to our esteemed customers. The alert guards and highly quality services are linked/intengrated with a guard monitoring system.


Bagages Et Cargo ... Attente Infinie Par Mafoya J’avais des affaires à expédier par cargo du Rwanda vers l’Afrique Centrale et me suis donc adressé aux deux compagnies qui desservent ma destination et qui sont présentes à Kigali à savoir Kenyan Airways Cargo et Ethiopian Cargo. Je signale que je n’avais que trois jours pour organiser cette expédition.

J

’ai pu avoir les contacts des responsables de ces deux compagnies directement en m’adressant à leur bureaux en ville et m’en vais vous raconter mon aventure …plutôt mésaventure avec ces deux compagnies. Jour 1 Pour Kenyan Airways Cargo, le responsable que j’ai contacté par téléphone le Jour 1 m’a succinctement donné les informations générales sur le fret et m’a orienté vers leur site internet pour collecter leur adresse mail et leur adresser ma requête par écrit. Je le fis et sa réponse par mail m’est parvenu le même Jour 1 avec tous les détails et calcul pour le poids que j’avais demandé. Ce même jour 1 j’ai essayé en vain de joindre le responsable de Ethiopian Cargo, et pour aller au plus vite, je décidais d’aller sur leur site internet où j’ai pu trouver une adresse mail pour Kigali. Malheureusement, l’adresse affichée sur le site étant erronée, je n’ai eu que des retours d’échec de message. Rassurezvous, même les numéros de téléphone trouvés sur leur site ne passaient pas non plus. Jour 2 J’ai insisté le Jour 2 avec Ethiopian Cargo et ai finalement eu un Monsieur au téléphone qui m’a informé que le Cargo de Ethiopian était géré par SDV. Il me donna leur numéro de téléphone mais hélas, encore une fois, ce numéro ne fonctionnait pas non plus. Il a fallu m’y reprendre à plusieurs fois avant de trouver le bon numéro de l’agent SDV qui gère leur propre cargo. Lorsque j’ai exprimé ma demande de fret, l’agent m’a simplement demandé de venir les voir avec toutes les affaires que j’avais à expédier !!! Il m’a fallu garder mon calme pour lui expliquer

que ce serait mieux d’avoir toutes les informations nécessaires avant de me décider. C’est alors qu’il chercha un moment, toujours au téléphone, pour finir par me répondre que les tarifs pour ma destination ne figurent pas sur son listing de prix. Je lui ai proposé de lui envoyer un mail avec ma requête pour qu’il se renseigne auprès d’Addis Abeba. Ce que je fis l’après midi même du Jour 2 et mon interlocuteur me promit une réponse pour le Jour 3 à la première heure. Malheureusement j’attends encore sa réponse, au jour 5, où j’ai commencé par écrire cet article…… Jour 3 Vous comprendrez donc qu’au Jour 3 j’ai directement été voir Kenyan Airways Cargo pour expédier mon matériel, malheureusement avec pour seul comparatif la qualité de service, juste au niveau information, de ces deux compagnies. Si seulement les sociétés de service pouvaient se rendre compte des clients qu’ils perdent tous les jours, juste pour faute d’informations correctes ou de manque de dynamisme et de réactivité de leur personnel… Votre personnel au niveau du contact (accueil, standardiste, etc) est franchement celui qui vous fait gagner ou perdre des clients. Assurez-vous qu’ils ont toutes les informations et sont en mesure de donner un service prompt et efficace.

Jour 12 Je décide d’envoyer un mail à Nairobi car ni le départ ni l’arrivée n’ont pu localiser mon matériel. Même le siège de KQ Cargo n’a pas répondu, pour vous dire ... Je décide de suivre avec le service KQ à l’arrivée. Ce dernier n’arrêtait pas de me donner de fausses dates. Jour 26 KQ à l’arrivée me garantit que mon matériel est sur le vol de ce jour et à ma grande surprise seulement la moitié de mon envoi est arrivée. Jour 28 Enfin, je reçois la totalité de mon matériel. Un envoi qui était prévu ne prendre que 5 jours a pris 23 jours. Je vous laisse juger de la performance de nos prestataires et le préjudice que j’ai subi tout ce temps. Je devrais être heureux, il parait, de les avoir tous reçus info@theservicemag.com

Jour 7 KQ Cargo ne m’a toujours pas envoyé mes documents de voyage pour faire le suivi à l’arrivée. A ma demande, je les reçois par mail et découvre que mon matériel a embarqué le Jour 5 et arrivent le Jour 7. « Super ! » me suis-je dit. Je contacte donc KQ à l’arrivée qui … n’a rien reçu !

The SERVICEMAG September - November 2010 | 51


PHOTO from GoogleImages

WHERE WE HAVE BEEN

Good Customer Care Accentutes the Own a hotel? Here is what excellent service means! By Sandra Idossou

T

he first time I was in Dubai was six years ago. I loved Dubai, I guess like many women would, because of its numerous shopping malls. When my husband asked me to accompany him on a business trip this year, I was more than excited. We booked a room at the Radisson Dubai Creek Deira over the internet and were impressed by the rate for a Deluxe Room in a 5-star hotel only 10 minutes

drive from the airport. The Radisson Blue Hotel was one of the first 5 star hotels built in 1975 as an Intercontinental but is very well maintained. Although we arrived at the hotel at 2am, we felt important and special right from the bell boys at the entrance. Checkin was fast. When the receptionist got to know that we were in this hotel for the first time, she took time to explain the different services the hotel had to offer.

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We stayed in the Royal Club Class on the 8th Floor and this was an excellent choice. The room was spacious and luxurious with a comfortable bed and linen. It had a private balcony overlooking the pool and the Creek. Everything was exclusively well designed. The breakfast the next morning was served on the club lounge on the 10th floor with a fantastic view of the Dubai Creek and the city. Breakfast was fabulous


The most impressive thing about this hotel is the Staff. They are remarkably professional and warm. We felt pampered by the staff we were in contact with. and had everything you could possibly want for breakfast including camel milk! Afternoon tea and evening snacks and drinks were complimentary to the Royal Club room too The hotel is located in the true heart of Dubai with a beautiful view of the Creek. It is within walking distance of the gold and spice souqs, and other sites of interest in Dubai. With the new Dubai Metro stop about a block away across from the hotel, traveling to Burj Khalifa, Burj al Arab and the Mall of the Emirates was a breeze. The most impressive thing about this hotel is the Staff. They are remarkably professional and warm. We felt pampered by the staff we were in contact with, courteous and helpful to make us as comfortable as possible. Throughout the 4 nights stay, we felt very important ALL the time. Even though the hotel is a busy one; we never felt rushed. The best part of this hotel is the variety of restaurants available at the hotel. There are about 10; a Persian, Italian, Iranian, Japanese, Chinese etc… Each time we ate in one of the restaurants; we were impressed with the service and the quality. Even though the prices were a bit on the higher side; because of the kind of service we received, we did not mind paying. The public spaces of the hotel were big and luxuriously decorated, creating a good feeling. The outdoor pool area was first-class with a pool attendant constantly checking if one needed something. There were free newspapers every morning, broadband and wifi in the lobby. The sauna, steam bath and the gym were all functional and so for the first two days; I didn’t even need to go out of this

oasis to keep in touch with business back home. For the first time in my life I felt like staying indoors was better than going out shopping and for two days I enjoyed every service the hotel had to offer. The staff was always helpful and very courteous even though most of them were foreigners. I think there were approximately 20 different nationalities all working together for the satisfaction of customers. I wonder how the management trained them all to become so friendly and professional. Service was

unbelievably excellent. The entire staff made our Dubai experience brilliant and unforgettable. It was a most memorable experience not just because of the facility but the staff made it even more. Would I stay here again the next time I come to Dubai? Yes, most definitely. And I recommend it to everyone – excellent service, excellent value for money indeed! sidossou@theservicemag.com

5,000 COPIES 3 LANGUAGES... ALSO AVAILABLE ONLINE

BOOK YOUR AD SPACE NOW +250 788 781 562 +250 785 161 834 advert@theservicemag.com www.theservicemag.com

The SERVICEMAG September - November 2010 | 53


WHERE WE HAVE BEEN

Surprise, Stress et Panique à l`Aéroport

PHOTO by Adam Scotti

Par Ezrah RANJATO

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près cinq heures de vol, fatiguée, en manque de sommeil, j’atterrie enfin à Kigali. Premières minutes au Rwanda et déjà trois mots me viennent à l’esprit : surprise, stress et panique. On est vendredi après-midi lorsque j’arrive à l’aéroport de Kigali. Coiffée de mon chapeau de paille et encombrée de mon gros sac, j’entre dans le hall d’arrivée et là ... surprise ou plutôt la gifle que je me prends. Car rien ne m’avait présagée d’un tel choc. L’endroit est très ordonné, calme et propre. Il faut croire qu’entre Madagascar et le Rwanda, à part le décalage horaire, il y a aussi l’écart de développement. Tout autour, le personnel de l’aéroport veille au grain, le visage sérieux. S’en suit une longue queue au bureau de l’immigration. 30 minutes plus tard, je reçois enfin un premier sourire suivi d’un « Bienvenue au Rwanda » de la part de l’agent de l’immigration. Avec un grand sourire, il a même la gentillesse de m’indiquer le chemin pour descendre et récupérer ma valise. Devant les dizaines de valises qui défilent, point de valise rouge en vue,

en l’occurrence la mienne. Le stress commence à monter et au bout de 20 minutes d’attente, je panique et m’énerve contre le service de l’aéroport. Comment ont-ils pu perdre mes bagages ? Sans broncher, un agent m’observe comme si j’étais en faute d’être dans cet état. Et dans un calme impérieux, il me montre le bureau chargé des bagages. Installée dans le bureau des bagages perdus, j’arrive à peine à parler, d’abord à cause de l’inquiétude et surtout à cause de mon bas niveau en anglais. Fort heureusement, la dame est compréhensive et m’offre un verre d’eau pour me calmer tout en m’expliquant le comment du pourquoi. Finalement, au bout de 30 autres minutes, on réussit à se comprendre. Et le soir même, j’ai pu récupérer ma valise. En tout cas, je peux dire que ces quelques heures passées à l’aéroport ont changé ma vision sur le Rwanda et m’ont donnée un avant-goût de ce que j’allais découvrir pendant mon séjour à Kigali. ranjatoezrah@yahoo.fr

My ordeal with a Bus Driver By Nax Rukatsi I just love traveling… And the fact that I am now a paraplegic hasn’t stopped me from doing it whenever I get the chance. I must say that until some months ago, I never even used to think twice about it. I don’t have the use of my legs, so what? Just the other day I decided to go to Uganda. It takes a maximum of 10 hours form Kigali to Kampala by bus, depending on how much time you spend at the border. All I had to do was make sure I got someone to help me with the passport stamping once we get there. Everything went on smoothly until we got back to Kigali. Before getting to Kigali, I called some people to pick me up. Unfortunately, for the first time, they were stuck in traffic. After everyone left the bus, the bus driver turned to me and angrily asked what I was still doing on his bus. I was shocked! I tried to explain to him that my ride was running late but he just exploded. He said that was the very reason he didn’t like taking people like me on his bus. We always caused trouble one way or the other. He said he didn’t care how I got off just as long as I got off his bus. He asked the guy who was offloading to take my things out of his bus because he wanted to go to Kinamba. I just stared at him because I was so shocked by his curses and insults. He then started the engine and drove off leaving my belongings in the middle of the parking lot. When we got to Kinamba, he took his things and got off the bus. When the cleaners asked him if they should wait for me to get off he said that wasn’t their problem, they should just do their job. Before I knew, soapy water was flooding from everywhere and my feet were soaked! At that time I didn’t know whether to cry or scream. I just sat there feeling hopeless and humiliated. Life indoors is no life for a human being. Think about it… people living with disabilities are people too and part of our society. Treat them the way you would want someone to treat you if you were in their shoes. After all, they are also your customers and deserve good treatment. narukatsi@yahoo.fr

54 | The SERVICEMAG September - November 2010


Service Delivered

SERVICES

TIME FRAME*

COST**

Single entry visa (15-days)

3 - 20 minutes

US$60

Visitor’s Visa (VVO)

2 working days

25,000

Extended Visitor’s Visa (VVP)

2 working days

25,000

Ordinary Work Visa / Permit (VTO)

3 working days

50,000

Extended Work Visa / Permit (VTP)

3 working days

50,000

Religious & Student Visas

3 working days

50,000

Diplomatic Visa

2 hours

Free

Service Visa

1 working day

Free

Permanent Visa

3 working days

200,000

Resident & Work Visa / Permit

4 working days

50,000

Extended Resident Visa

3 working days

50,000

Foreigner Identity Card

2 working days

5,000

Temporary Resident Permit (for Refugees) 7 working days

Free

Exit Permit (for Refugees)

5 working days

Free

Emergency Travel Document (Foreigners) 2 working days

50,000

NATIONALITY Application

3 months

5,000

Certificate of Nationality for naturalisation 3 months

100,000

Certificate for a Foreigner born on Rwandan territory

3 months

20,000

Certificate for a foreigner married to a Rwandan

3 months

20,000

NGO REGISTRATION Registration Certificate for International NGOs 7 working days

Free

(INGOs) * Time frame considered is after submitting all the required documents ** Prices in Rwandan Francs unless otherwise indicated

Working Hours: Submission 07.00 - 12.00 Collection 13.00 - 17.00

We value your opinions and views please call +250 788 152 222 or write to info@migration.gov.rw

The SERVICEMAG September - November 2010 | 55


PICTORIAL

Entre Ciel et Terre Par Diana RAMAROHETRA

Pour ceux qui se plaignent du calme de Kigali, juillet et août leur ont prouvé que la Capitale des Mille Collines avait plus d’un événement dans son sac. Focus sur quelques uns.

7ème FESPAD, 24 au 31 Juillet

Quand 11 pays venus du monde entier rivalisent de talent dans leurs plus beaux atours traditionnels, cela donne une magie de couleurs et d’émotions. Le tout rehaussée par des artistes de renom tels que D’Banj, Chameleone, Lauryn Hill, Mike-E. (Photos Gael R. Vande Weghe)

Vous aussi faites partie de notre prochain “Pictorial”. Faites-nous part de vos nouveautés sur: diana@theservicemag.com

56 | The SERVICEMAG September - November 2010


Plus de service avec Ecobank

Encore une fois, la plus grande banque panafricaine, Ecobank innove avec son nouveau service « Rapid Transfer ». Un moyen rapide, pratique et fiable pour envoyer de l’argent à travers son réseau regroupant plus de 750 agences présentes dans 30 pays. Un service qui ouvre encore plus l’horizon financier du continent en général et du Rwanda en particulier. (Photos Ecobank)

De nouvelles ailes chez RwandAir

Il était attendu avec impatience. Son fuselage parfait frappé de bleu et jaune n’est guère passé inaperçu à l’aéroport de Kigali. Il, c’est le nouveau boeing 737-500 de la compagnie aérienne RwandAir. Accueilli en grandes pompes, le 9XR-WE desservira Kigali-Mombasa-Dubai à partir du 1er octobre 2010 En attendant le prochain embarquement, on vous souhaite un bon vol et au prochain numéro de The Service Mag. (Photos RwandAir)

The SERVICEMAG September - November 2010 | 57


Sha ndabyibushye kuri iyi foto rwose yikureho hataragira uyibona

Ndashaka...

bureste gato cheri, har’umuntu unshaka hano

Diregiteri arahar...

!

wimvugiramo, shaka aho wicara ndangize kuvuga

ariko uri muzima cyangwa? Iyo ntebe wicayeho ntago ari nzima

N’iki ko numvise induru ?

Habaye akabazo k’intebe patro

Nyuma ho gato...

Hey! John wahageze mbese!

! 58 | The SERVICEMAG September - November 2010 Niteguye gutangira rwose

Uyu mugabo mubona yitwa John, kuva uno munsi niwe uhagarariye ishami rishinzwe abakozi, mubyo azaba ashinzwe harimo kugenzura customer care mu kigo cyacu.


The SERVICEMAG September - November 2010 | 59



The ServiceMag Issue 3