Asianet Pakistan Private Limited

Revenue collections by the Kenya Revenue Authority (KRA) at border points hit a monthly record of Sh85.15 billion in September, the agency announced on Wednesday, attributing the milestone to reforms that have sealed loopholes and accelerated cargo clearance.

The historic performance shattered the previous record of Sh82.55 billion set in January this year.

Forty years ago, an idea came to Nazir Noordin and Raju Patel while working in office furniture and equipment spaces. They realised that investors in those businesses had adopted a trading perspective; no after-sales support, and customers could not always buy a new photocopying machine whenever theirs broke down.

A simple market survey showed that no company was offering such services, and Mr Noordin and Mr Patel decided to pick it up, marking the birth of Copy Cat Group. Their sole aim was to maximise the longevity of machines through the provision of technical expertise and spare parts.

Every October, Customer Service Week reminds us that service isn’t just about processes – it’s about people. This year’s theme, Mission: Possible, speaks directly to our reality: every customer interaction is a chance to build trust, loyalty, and long-term value.

The customer of today is different. They don’t buy products or subscriptions; they buy experiences. A flight is judged not just by time of arrival, but by the warmth of check-in and how staff handle disruptions.

A TV subscription isn’t only about channels – it’s about how simple it is to sign up, how smooth the payment feels, and how quickly help comes when needed. That’s why service can’t be treated as a department. It’s a culture. It’s the heartbeat of every touchpoint, from a WhatsApp chat to how we respond when a customer is frustrated. The companies which win are those where everyone – from the CEO to the newest intern – sees themselves as custodians of the customer.

Digitalisation has made service faster and smarter, but speed alone doesn’t equal satisfaction. When a customer is worried or upset, nothing replaces human empathy. The future lies in hybrid service: technology to handle the predictable, and people to handle the emotional.

Complaints aren’t problems to brush aside – they’re roadmaps to improvement. Every time a customer points out a broken journey, they give us insight to redesign better. The most forward-looking businesses are already using data to fix issues before the customer even notices.

This shift is visible everywhere. Service centres now focus less on routine transactions (which are now online) and more on solving complex issues and guiding customers.

Our frontline is no longer just transactional – they are brand ambassadors, educators, and problem-solvers. To succeed, we must continue investing in their training, tools, and empowerment. Loyalty today is earned through relevance. Customers expect to be seen, understood, and remembered. The boldest companies are already moving from personalisation to predictive service – experiences that feel effortless and intuitive.

In a tough economy, customer experience is not a ‘nice-to-have.’ It is the strategy. A delighted customer not only returns but becomes your loudest advocate.

Exceptional service sparks word-of-mouth marketing you can’t buy. And it starts with a culture that treats every challenge as a mission worth solving.

As we celebrate Customer Service Week under the banner Mission: Possible, let’s remember, this isn’t just a slogan. It’s a mindset. With the right culture, tools, and attitude, every interaction can be transformed into a moment of truth.

Because customer experience isn’t the next frontier of business success. It is the frontier.

Investors in Kenya’s $1.5 billion (Sh193.8 billion) Eurobond issued last week were given a discount of Sh4.3 billion on the face value of the securities as the government sought to keep the interest rate on the securities below the initial levels demanded by investors.

A discount on a bond represents the additional return an investor will get on redemption of the security, assuming the paper is held to maturity.

An agricultural export promotion agency of the Indian government has lost its bid to stop a Kenyan trading company from branding its imported rice as ‘Basmati Rice’.

The Agricultural and Processed Food Products Export Development Authority (APEDA) wanted the Court of Appeal in Nairobi to overturn a decision by the High Court that allowed Krish Commodities Limited to register six trademarks bearing the word Basmati.

Did you know government bonds can give you a pay cheque every month? While the Treasury papers typically pay out interest just twice a year, smart investors use the bond laddering strategy for steady income each month.

In this episode, we’re climbing the ‘bond ladder’ with financial advisor and founder of Azara Wealth, Belinda Kiplimo. She breaks down how to build a bond portfolio – a ‘ladder’- where each step brings in reliable cash flow all year round.

Make Money, a podcast series, hosted by Kepha Muiruri, from Business Daily Africa unravels ways to be financially savvy. Get practical tips and advice on how to increase your income, build wealth, and achieve financial freedom in Kenya. Whether you’re just starting out or a seasoned investor, we’ve got something for everyone.

Billionaire businessman and Equity Bank founder Peter Munga has won a long-running court dispute after the High Court dismissed a Sh150million against him by a long-time associate on claims of a botched TransCentury Limited (TCL) shares purchase deal.

Mr Munga had been accused of taking possession of TCL shares from a former friend-turned foe, Joseph Muturi Kamau but failing to pay for them.

Gulf Energy has submitted a revised plan on how it intends to commercially tap oil in South Lokichar, Turkana with the State racing to ensure that it approves it by end of December this year.

Mr Daniel Kiptoo, the Director General of the Energy and Petroleum Regulatory Authority (Epra), said Gulf presented a slightly amended Field Development Plan (FDP) on September 30, 2025.

Kenya is expected to continue its push for a new funded programme from the International Monetary Fund (IMF) at the lender’s annual meetings in Washington next week.

The Central Bank of Kenya (CBK) has retained optimism of unlocking new financing from the multilateral lender despite doubts from various market participants, who point to the termination of a previous arrangement in March and the near exhaustion of Kenya’s borrowing limit at the fund.

Despite ongoing investments in technology and steady premium growth, insurance penetration in Kenya remains low, stuck between 2.3 and 2.4 percent of gross domestic product. These figures point to deeper structural issues that continue to hinder the sector’s development.

One of the most visible symptoms of these underlying problems is growing customer dissatisfaction.

Delayed or rejected claims are becoming increasingly common, often due to technicalities such as late premium payments or incomplete documentation. Even when claims are paid, policyholders frequently describe the process as slow, opaque, and difficult to navigate. As a result, many still view insurance as an expensive product that fails to deliver on its promises. If these patterns persist, the industry risks losing further ground, not only with consumers but also with regulators.

Addressing this challenge requires, for starters, a fundamental shift in how claims are handled.

The first step is to move away from manual, paper-based processes. In today’s environment, a modern insurance system must be digital by default. Claims should be submitted electronically, tracked in real time, and settled quickly whenever possible.

Technologies such as artificial intelligence and automation can play a critical role, streamlining fraud detection and verifying documentation, while allowing genuine claims to move through the system more efficiently. This kind of transformation reduces operational costs and enhances the customer experience, all without compromising due diligence.

But improving the process is also about clarity as well as speed.

Language remains a major barrier, with most policyholders not speaking the language of ‘indemnity clauses’ and ‘force majeure’ exclusions. To build trust, insurers must adopt plain, accessible communication that clearly explains terms, conditions, and procedures.

Where technical language is unavoidable, explanatory tools and responsive customer support should be readily available to guide users.

It is only when customers understand what they are buying and what to expect when something goes wrong that insurance can fulfil its promise of protection. Personalisation is another crucial piece of the puzzle as different customers have different needs, requiring the industry to adapt accordingly. Insurers should offer multiple channels for claims reporting and assistance, accommodating policyholders who prefer to interact through WhatsApp, mobile apps, or call centres. Data analytics can help tailor support to each situation.

For example, sending proactive messages following a rainstorm to check on the customer and offer help can act as empathetic outreach that builds long-term loyalty and strengthens the insurer-customer relationship.

Equally important is the need to reframe how the claims process itself is perceived. Too often, customers experience it as an adversarial negotiation rather than a collaborative engagement. This dynamic breeds mistrust and adds unnecessary friction. A better approach treats the process as a partnership.

Claims handlers should be trained in technical procedures as well as empathy and conflict resolution. Embedding the treating customers fairly framework, long championed by the regulator, into everyday operations is essential and must move from a theoretical ideal to a lived reality.

Of course, fraud detection remains critical, but it should not come at the expense of genuine claims. With the right technology, insurers can differentiate between high-risk and low-risk claims, allowing them to focus investigative resources where they are most needed.

A system that assumes dishonesty by default only alienates honest customers and delays legitimate settlements. Instead, balanced risk management can protect the insurer and insured, while fostering trust rather than suspicion.

Finally, inclusion must also be at the forefront of any strategy to revitalise the sector. Most informal workers and low-income households in Kenya remain uninsured, often perceiving insurance as a product designed for the wealthy or formal sector employees.

Changing this perception requires targeted innovation. Insurers should invest in community-based distribution channels and micro-insurance products tailored to underserved populations. Crucially, the associated claims processes must be just as accessible, because a product is only valuable if customers can use it when it matters most.

Ultimately, the future of insurance claims in Kenya will not be secured by introducing new jargon or complex tools. Instead, it depends on a renewed focus on simplicity, fairness, and accessibility.

If insurers can stop treating claims as battles to be won and begin viewing them as opportunities to deliver value, they can rebuild public trust and unlock meaningful growth.