For over 120 years, ExxonMobil has been a trusted name in Egypt, offering high-quality lubricants and fuels through a vast network of more than 400 service stations and 250 Mobile One Centers. But as customer expectations evolve and convenience becomes king, ExxonMobil Egypt is leaning into customer loyalty as a competitive differentiator—transforming service stations from utilitarian fueling points into lifestyle destinations.
In this edition of Loyalty360’s Leaders in Customer Loyalty: Brand Stories, we speak with Karim Nour, Egypt Loyalty Head at ExxonMobil. Karim takes us inside the strategy behind Exxon Mobil Rewards+ program, shares insights on reaching digitally underserved segments, and explains why trust—not transactions—is the foundation of long-term loyalty in the Egyptian market.
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Episode Transcript
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Speaker 1 (00:03):
It's Thursday, so it's time for another edition of
our Leaders in Customer Loyaltyseries, the Brand Stories.
In today's episode, we're goingto be hearing from Kareem Noor.
He is the Egypt Loyalty Head atExxonMobil.
Exxonmobil is known fordelivering innovative solutions
and strong partnerships acrossindustries that bring value to
their customers.
Exxonmobil was also recentlyawarded a bronze category winner
(00:27):
in the B2B customer loyaltycategory at the 2025 Loyalty
Expo.
It's a testament to theircommitment to building lasting
value and driving customerloyalty with their business
customer relationships.
Kareem joins us to discuss theExxonMobil Reward Plus program
and how ExxonMobil continueswardPlus program and how ExxonMobil
continues to go above andbeyond for their customers.
(00:49):
Looking forward to thediscussion, Kareem, thank you
very much for joining us today.
How are you All good?
Thank you Great.
Well, thank you for taking timeagain.
For those who may not befamiliar, can you give us a
brief introduction to ExxonMobiland how was the company started
?
Why was the company started?
Speaker 2 (01:10):
Fair enough.
Well, first of all, I'd like tothank you for giving me the
time to explain more about ourloyalty program in Egypt for
ExxonMobil Egypt.
First of all, a mobile brandhas been presented in Egypt for
over 120 years.
Exxonmobil Egypt is a leadingprovider of high quality of
lubricant and fuels in theEgyptian market, having more
than 400 service stations aroundEgypt and around 250 loops bay
(01:34):
under the name and the flag ofMobile One Center and Mobile
Auto Care.
Moreover, that we have morethan 55 convenience stores under
the flag of on the run and wayto go, serving the Egyptian
market.
This is in a brief about theExxonMobil Egypt and history of
operating inside the Egyptianmarket.
Speaker 1 (01:55):
That's awesome.
Well, the convenience storesthen.
It allows you to have both afront court and a back court
offering.
It's something that we'vebecome quite familiar with in
the US and the fuel brands thatwe have To get a completely
integrated program.
Having a front court and theback court becomes essential,
correct.
Speaker 2 (02:10):
Yeah, yeah, it's now becoming a lifestyle, because
the service station now isconsidered to be a hub for the
service, food and even digitalengagement.
It's a one-stop shop concept,as they said, so, uh, so, having
both the forecourt and thebackcourt, giving the customers
(02:30):
a great experience and, as well,trust, that provide us with an
edge in the egyptian market,mainly okay, you know exxon
mobil amazing brand uh usuallyviewed as more of an upscale uh
brand.
Speaker 1 (02:42):
You know what has led to its amazing success.
Speaker 2 (02:47):
Well, there is a lot.
Example the innovation, becausewe are a pioneer in the
technology diversity.
But one main thing that Ibelieve is leading to success
mainly in the Egyptian market.
Exxonmobil success in theEgyptian market is the trust,
Because in Egypt we're only notbuilding or expanding volume or
(03:07):
footprint, we are building abrand affinity and that's very
important.
We provide solution for our endconsumer.
As I said that, we have theforecourt and the backcourt and
we are changing the experienceto the customer.
It's only not for the fuelingor lubricants, it's a lifestyle.
We or lubricants, it's alifestyle.
(03:32):
We are trying to meet theexpectation and the needs of end
consumer and making it much funand a lucrative experience
inside our service station orour territories where we sell
our products.
So it's not about selling theproduct, it's about building the
relationship and the trust withend consumer Mainly.
If we don't have this trust, wewon't be able to survive 120
years in the shipping market.
That's awesome.
Speaker 1 (03:46):
When you look at your role in charge of the global
head of the loyalty program.
How did you get into the rolethat you currently are?
Have you been in customerloyalty for your whole life?
We'd love to know a little bitmore about your current role and
how did you get into the role.
Speaker 2 (04:00):
Well, now I'm currently the Egypt loyalty head
for the lubricant business.
My journey started in 2005.
I started as a fuels customeroperation, then moving to the
terminal fuels operation, thenhaving some positions in the
sales fuels and sales loops andfinally joining the marketing
(04:20):
team, as currently the loyaltyhead Egypt Loyalty Head.
Joining the marketing team, asas current, is a loyalty hat
egypt loyalty hat for sure,offering a unique experience and
a unique understanding for thecustomer, for our company
strategy and how to increasemore our end consumers
engagement to, to the brand, tothe mobile brand okay, you know.
Speaker 1 (04:40):
When you look at your role, obviously, uh, being the
loyalty head of the lubricantdivision is a big job, lots of
responsibility.
Uh, when you look at your role,obviously being the loyalty
head of a lubricant division isa big job, lots of
responsibility.
When you look at some of thechallenges or opportunities you
face within the position, youknow what are they.
What keeps you up at night?
Speaker 2 (04:55):
Well, mainly, I can focus on mainly three main parts
, which is regarding the loyaltypart.
I mean here Reachability,awareness and digital engagement
.
What I mean here, mark, mainlygiving the fact that we have a
large number of lube oil shopsand traders, which is considered
(05:16):
to be an opportunity, well, butit's still a challenge to reach
these all lube oil shops.
We have around 40,000 lube oilshops across Egypt, which make
it challenging to reach to allthese loop oil shops or even to
be engaged in this.
But we capitalize on a number ofthings.
For example, we have themerchandiser, our arm in the
(05:36):
field, and geotagging theservices of these loop oil shops
in order to be engaged.
That enables us to have thereachability to this club oil
shop over when in support of ourabove the line and the below
the line campaigns and thecommunication and effective
communication, hammering on theimportance and the strengths of
mob brand in the egyptian marketand how it provides solutions
(05:59):
and build the trust to ourthesesloop oil shops.
Finally, managing or attractingZsloop oil shop digitally was
challenging.
That's why we set a priority byputting it in phases by
starting the campaign, startingthe program with an SMS in the
(06:20):
first, then upgrading to aportal and, finally, through an
app, through our digitalplatform, in order to engage
this loop oil shop digitally andunderstanding their needs and
wants and, accordingly, havingthe commercial authority which,
at the end, increase our shelfshare inside these loop oil
(06:40):
shops.
Speaker 1 (06:41):
Okay, exxonmobil being an amazing, large,
significant global brand andhaving a global presence, what
are some of the challenges youface when building and scaling a
loyalty program acrossinternational markets?
Speaker 2 (06:57):
As I said, how to reach this or how to, because
most of the Z-slope oil shopsare not digitally aware of the
the new era of the technology.
So, in order to change thebehavior of these people and
understanding the lucrativity ofhow to be engaged digitally and
what is and how this willsupport their earnings or
(07:20):
support their sales andperformance, need to have more
educating the market.
So one of the challenges thatwe need to educate the market
toward the digital era.
So that's what Mobilao did, bythe way, because we focused on
three main aspects Mainly wasthe brand investment.
We invest in the brand.
What I mean here in the brand,by building relationships,
(07:41):
building a relationship with theoil shop, understanding the
needs and the wants where theyredeem the points, where they
accumulate the points, whatproduct they need for their
day-to-day operation, forexample.
This all data were capturedthrough our digital platform,
which is the Mobility or theloyalty program.
Through this digital platform,I can see and have a direct
contact and direct link with ZipOil Shop and end consumer and
(08:04):
see how they purchase, thepurchase behavior, how they
redeem the points, from wherethey accumulate the points, what
type of product they accumulatethe points.
Accordingly, this have a directeffect on our commercial
authority in the Egyptian market.
By understanding these needsand wants, I start to tailor an
experience for every lube oilshop and every end consumer
(08:25):
according for their needs andwants.
Speaker 1 (08:28):
Excellent.
When you look at the, you knowthe retail and convenience store
sectors.
It's undergoing a significantamount of change, transformation
.
You talked about becoming alifestyle brand for your
customers.
You know.
When you look at ExxonMobil,you know how is the fuel retail
industry changing and how areyou adapting to the customers as
they change as well.
Speaker 2 (08:50):
Well, as I said, in the past it was only for coming
for the service station to fueland go away and that's it, or
having the lubricant and finishthe whole process.
But nowadays it's becoming alifestyle, especially having the
convenience store inside theservice station become a
lifestyle hub.
As I said, I'm just notoffering fuels or lubricants.
(09:10):
We are offering a differentexperience for the end consumer
the one-stop shop concept havinga convenience store, having a
car wash, having a lightmechanic, whatever.
So we have expanded at oneplace all these needs and wants
regarding his vehicle and aswell as upgrading his lifestyle,
(09:31):
because it's becoming more andmore here I mean here in the
Egyptian market it's more andmore as a trendy part.
This is part.
The other part was mainlyregarding the changes of the
price which affect thecustomer's loyalty and the
customer experience.
So we need to make theexperience more tailored to the
consumer, meaning that having asimple and easy way in order to
(09:56):
attract the customer.
Because I believe in one thingthat customer's loyalty is not
earned by single transaction ordiscount, for example.
I believe it's built based ontrust.
So when he has trust on thebrand and what is providing him,
so accordingly he will make theusual purchase and another
purchase as well as the word ofmouth.
(10:17):
Finally, we have a nice quotehere in Egypt for mobile that is
being known for the last 20years that mobile moves billions
in the Egyptian market.
So it's being trended that themobile, the convenience of all
service stations and all theservices being included in the
service station.
So we were able, or we were theleader in the egyptian market,
(10:39):
to change the lifestyle and theconcept of the fuel service
station to be a lifestyle hubfor our end consumer you
discussed, you uh at least youmentioned uh kind of raising, uh
the rise prices right right nowthere's a little bit of
inflation.
Speaker 1 (10:53):
There's some challenging economic,
macroeconomic trends andbehavioral trends that are out
there.
You know, how are you likelooking at those trends?
Are those something you have aconcern with?
And, you know, are you usingthe customer loyalty program as
a mechanism to address thoseengagement opportunities?
Speaker 2 (11:12):
Yeah, I believe these factors regarding the increase
of the price of the fuel or themacroeconomics, the inflation,
have a direct effect on thecustomer loyalty and the
purchase power of the customers.
Accordingly, we capitalizemainly on one of our tools was
(11:32):
on the loyalty program.
In order to have a directconnection with these end
consumers, we need to understand, as I said, their needs and
wants and how to provide themwith a lucrative value
proposition versus competitionin order to be able to come to
the service station.
This is number one.
This is number one.
The number two it has to be aneasy and simple process, not a
(11:56):
complicated process, meaningthat we need to have our
customers or our end consumerengaged and excited and
motivated.
It's not about just a program toset and forget program.
We need to have a program thatmotivates people and to make use
of it all the time and all overthe 24 hours.
We have an edge over thecompetition that we are only the
(12:18):
one, that having a 24-7operation in the Egyptian market
, for example.
That's why we did this that byunderstanding the needs and the
wants, because Egypt, forexample, and Cairo specific, is
a city that never sleeps.
Accordingly, we tolerate theoperation at the egyptian market
to be 24 7 in order to fulfillthe needs of the customers.
That have a huge effect on thetrust that we are offering, that
(12:39):
we are aside with the endconsumer whenever he need us and
whenever he wants us excellentand you talked about, uh,
keeping the program simplebecoming a lifestyle hobby.
Speaker 1 (12:50):
That can be a big challenge for many brands who
have customer loyalty programsis making sure the program is
simple and understands and, mostimportantly, resonates with the
customer.
How do you do that, especiallywith some of the macroeconomic
challenges that are kind ofcurrent in today's environment?
Speaker 2 (13:06):
Yeah, that's a good question.
Well, one of the main thingbecause we believe in something,
because we are still uh, frommy side that we are still young
in the loyalty, because we'rejust only four years in the
egyptian market in the loyaltyprogram.
We're still young, but webelieve in one thing that we
have a great opportunity ofgrowth and improvement in the
egyptian market for the endconsumer.
(13:26):
So we focus on the things, orwe pinpoint on the things that
no other focus on it.
For example, I give you anexample one of the challenges
that happen in the egyptianmarket for the end consumer is
the health care.
There is no health care.
So, accordingly, when we asexomobile one of the strongest
brand, we just joined anactivity with with one of the
main provider of health careprojects with offering a
(13:49):
discount of 70 percent for theloyal customer or mob mobile
customers when they engage toour program, with discounts on
the doctors and the medicaltreatments, this is one thing.
The other thing we arecapitalizing on our merchants,
because our program is built onaccumulating points when the
purchase of our product andredeem it in our merchants.
According, we capitalize on ourmerchants as well to provide
(14:13):
specific offers through deal ofthe month, for example, and one
of the final things that we arejust working on it nowadays is
Fintech.
The Fintech is now hugelyexpanding in Egypt.
What I mean here in Fintech ispurchase now and pay later Buy
now and pay later concept.
So it's being financed, notthrough the banks, but through
(14:33):
small fintech solutions thatenable the end consumer to
purchase whatever their product.
Accordingly, we're providingwith them with extra, for
example, a cash back, lucrativecash back, in order to be
engaged through our program.
Accordingly, we are focusing onthe things that no other people
focusing on it, especially thehealth care part and the deal of
(14:53):
the month that every time, as Isaid, need to be motivated and
excited, making the customermotivated and excited.
So, accordingly, every daythere is something new.
You have to get to the app andto understand what is going on
in order to be able to beengaged.
That's how to engage, becauseit's not about loops and fields
only, it's a lifestyle, as Isaid, and you mentioned
leveraging your promotionalpartners.
Speaker 1 (15:14):
engage, because it's not about lubes and fuels only,
it's a lifestyle, as I said.
And you mentioned leveragingyour promotional partners, your
suppliers, your chip companiesM&M, m&m, mars Lays, whatever it
may be, coke, pepsi thatthere's a big push for value
right now from the customer'sperspective you talked about it
earlier the rising prices andbeing able to help them afford
fuel or lube opportunities withtheir vehicles right.
(15:36):
So, when you look at this pushto value, is that something
you're seeing, and how does thatshape the rewards and offers
and the overall customerexperience that you're putting
forth to help your customers.
Speaker 2 (15:51):
As I said, the main thing is to the customer see the
value proposition and thelucidity of what he's earning.
For example, being simple andeasy by understanding the points
that he accumulate and redeemis very important in order to
understand how he can accumulateand how he can redeem.
This is one thing thing.
This is the the valueproposition versus the
(16:15):
competition.
So everyone has to compare whatis offering from this company
versus the other companies.
So we need ongoing to have avalue proposition compared or
the competition and above thecompetition mainly.
So the value proposition hereis through understanding again
the need and the wants, whatthey love and what they
recommend.
For example, in the Egyptianmarket, one of the top things
(16:37):
that the customers accumulate,redeem their points, is a coffee
, a cup of coffee, and we havein our store, in our convenience
store on the run, best coffeein town with a 24-7 operation.
Accordingly, whatever heredeemed in the product is more
lucrative that when he redeemedone of the product, whether it's
(16:58):
fuels or lubricant, he will beable to have a cup of coffee.
This is one example.
So we focus on how lucrativityit is for our end consumer and
how it's convenient for him inorder to redeem it in-house at
our site.
The other thing we arecapitalizing and we are only the
program that will offer thispackage.
We are all in Egypt.
I mean here that you can withyour points.
(17:19):
You can't redeem free productsor fueling, which is not well
known here in the Egyptianmarket.
So we are capitalizing on ourassets for more than 400 service
stations in the Egyptian marketwhere they can redeem in-house
with their products.
Finally, and this is alsoconsidered to be a new thing in
the Egyptian market, the onlineintegration how to online
(17:42):
integrate with Amazon using yourpoints in order to integrate
with Amazon or Amazon Prime inorder to redeem these points in
the purchase of whatever productthat you need Amazon Prime in
order to redeem these points inthe purchase of whatever product
that you need.
So, the value propositionmainly, it's a value proposition
of your program that beingcompared with other program and
have to be revised because it'sa dynamic market.
(18:02):
Every day there is a new thing,so you need to update with
whatever new and to understandthe gaps and the needs and the
wants of your end consumer andtraders.
Speaker 1 (18:10):
By the way, Excellent the ones of your end consumer
and traders, by the way,excellent.
Since launching the ExxonMobilRewards Plus program, what have
been some of the significant,most significant updates or
enhancements that you've made tothe program?
Speaker 2 (18:22):
Well, as you know, we have two types of programs here
loyalty program.
We have one for the trader orloophole shop, and other for end
consumer.
I will talk here about the forthe trader because it was one of
the game changer, I believe, inthe Egyptian market.
Well, keeping our leadingposition as a number one loyalty
(18:42):
program for traders in theEgyptian market, it was
challenging because thecompetition start to see the
importance of your program andhow it's paying back in terms of
volume and in terms ofengagement.
So it was time to take it tothe next level.
What I mean at the text level.
Here we implement or introducethe new thing in the egyptian
market, which is the t-ring orthe trader segmentation.
(19:03):
The trader segmentation.
It was a new and a game changerin the egyptian market which
has a direct effect in thevolume and the engagement for
the Lube Oil Shop.
Why?
Because we focused on threemain aspects.
First was the look and feel.
The look and feel of the app.
We have to make it moreuser-friendly.
Even the name of the tiers.
We have been reflecting titlesof empowerment like the king or
(19:28):
the legend, because this, in theEgyptian market, make them more
competing with each other as aloop oil shop Also, as well, as
in order to move from one tierto another, which have a
different pointing system anddifferent value proposition, you
need to have a specific productmix and amount of purchase from
our products in the Egyptianmarket.
(19:48):
So the second thing was thesegmentation based on the NSR,
which is the amount paid for thepurchase of our products, and
on the product mix.
The more flagship products ormore premium products, the more
that you can lack money and youwill be able to redeem, as well
as having a different vouchertype, an e-voucher type from
strong merchants likeelectronics, because it's one of
(20:09):
the things that's expandinghere.
Finally, revamping theexperience, meaning revamping
the experience that wefacilitate on these loop oil
shops or the traders to betterunderstand how much they
purchase and how much isremaining in order to maintain
their level or to move to thenext level.
So, in summary, one of thethings that have a direct effect
(20:30):
or have increased ourperformance or something new in
the market was the tradersegmentation.
Speaker 1 (20:36):
Okay, when you look at customer loyalty, we get the
privilege of speaking withindividuals like yourself who
lead market leading programsacross the world in customer
loyalty, and we love to know howthey define customer loyalty.
So what does customer loyaltymean to you and to ExxonMobil?
Speaker 2 (20:52):
Well, from my side, I believe loyalty is being.
What I mean here is how tobuild the trust and
understanding the customer.
Because in the past, to behonest, five years ago, we
didn't have any direct link withthe end consumer or the traders
.
We didn't understand anything,we didn't see anything.
We didn't see anything, wedon't see where he purchased,
what type of product hepurchased.
(21:14):
So, from my part, is building along-term relationship with
this customer, because if youare not close to your customer,
you won't be able to build forthem.
So, not understanding what theyare focusing or what they are
looking for, or even tellingtheir experience, you won't be
able to have the trust.
Accordingly, you won't be ableto survive in this dynamic
(21:35):
market and even the competitionsoffering versus what we are
offering.
So, from my side, I believeit's building trust and
understanding customers.
Partnership forever that's whatI mean.
It's partnership for life.
Speaker 1 (21:49):
Excellent.
When you look at emotionalloyalty, it's uh very important
for brands understanding if theyhave customers who are
emotionally loyal.
Uh, obviously, everyone knowsthe great benefits a higher
share of wallet, less likely toleave.
They're going to be advocatesfor the brands.
Do you feel exxon mobil hasemotionally loyal customers and,
if so, you know how do youmeasure that emotional loyalty?
Speaker 2 (22:10):
well, yeah, asia is a is a emotional market, mainly
for, yeah, yes, we have itbecause, otherwise, because, um,
as I said in the beginning thatwe have been 120 years under 20
years, built on trust andemotion.
Because, because the egyptianmarket is more emotionally to
the purchase and it's being donethrough, it's a heritage I mean
(22:35):
here from families thatrecommend mobile, go to a mobile
service station, change mobileone, for example, oil and so
forth.
But, regarding how we measureit, I believe it's through
studies.
We have marketing studies thatprovide us with the number of
engagement, how emotionallythey're being changed or being
linked.
Also, as well, we measureregarding the advertising,
(22:57):
because most of the ads that wehave in the TV is regarding the
emotion, how to reflect this onthe customer, and being measured
through the agencies andprovide us how much engagement
and it's being reflected on thesuccess of the program.
To be honest, about regardinghow many, how many people being
engaged to the program and howmany people are being uh, uh
(23:17):
trying our program versus thecompetition excellent, you know,
very successful program uh,market leading winning awards.
Speaker 1 (23:25):
What's next for your customer loyalty, customer
experience efforts?
Speaker 2 (23:29):
well, uh, as I said, we have a great opportunity for
the customer because we still uhI believe we still uh having a
great opportunity of growth inthe customer loyalty program
versus the trader one.
So I believe we will start onthe segmentation as well for the
end consumer, by tailoring andpersonalizing the experience
(23:51):
based on the purchase.
So what we are working on, twoprojects mainly.
First one is the segmentationfor the end consumers I believe
it will have a game changer inthe Egyptian market and the
second part is how to merge theFintech inside our loyalty
program, because we are juststill in the first phase of
(24:11):
testing the concept, the proofof concept, regarding the
financing process.
So we need to embed it insideour loyalty program to have more
value proposition to ourconsumers.
Speaker 1 (24:23):
Excellent when you look at your customer loyalty
efforts, the program, the greatsuccess you have.
What are two or three thingsthat you're most proud of?
Speaker 2 (24:31):
Well, first of all things, because our backbone for
any program is controls.
So I'm sure one of the thingsthat I'm proud of that we have
very strong controls regardingthe loyalty program, that being
reviewed with our advisors andcontrollers on a weekly basis in
order to avoid any frauds orany any theft regarding this
(24:52):
program, which is one of theimportant things.
So I'm very proud regardingthis part.
The second one was the the movefrom the sms based program to
the app program, meaning thateducating the market, which is
one of the uh one of the uh, Ibelieve, one of the milestones
that being done in the Egyptianmarket to educate your traders
(25:13):
to the digital era concept andto be linked to your program so
you have understanding what theythink of and look at the needs
and the wants for these tradersand consumers.
And, finally, the tradersegmentation.
The trader segmentation is oneof a kind project that I'm proud
(25:33):
to be part of the team thatimplemented in the Egyptian
market, because it has a supereffect on everything on the
performance in the engagement ofthe shelf share versus the
competition and the sales volumeas well.
Excellent.
Speaker 1 (25:47):
And last question, a little bit self-serving what can
Loyalty360 do to help you andyour team with your customer
loyalty efforts?
Speaker 2 (25:53):
Well, I believe a lot .
One of the things to provide uswith the industrial benchmark
and insight, because I believe,as I said, we are just new in
the loyalty era or loyaltyprogram in Egypt, as ExxonMobil,
as oil and gas loyalty program,so still, we have a lot of
things to learn from your side.
(26:15):
For sure, regarding this part.
There is a lot to understand,as I said, the benchmark and
insights regarding the industryof the loyalty, whether for the
B2B or to B2C, to betterunderstand and better improve
our program going on.
And what's new for sure, what'snew in the market, how to
(26:36):
improve the engagement for ourend consumer mainly.
What, what can be done more inorder to improve and enhance?
Speaker 1 (26:46):
excellent.
Yeah, we actually are in theprocess of working on our third
annual metric study.
We had about 45 brands take itthe first year, close to 80 last
year.
We're going to get 100 peopleto take it.
It's a member only thing, butwe'd love to get you guys
involved in that because thelack of metrics is pretty
consistent.
It's very challenging.
We worked hard the last year todefine 24 different metrics.
(27:09):
We worked with the advisoryboard and our committees to
define what they actually meanand come up with a timeframe of
comparison.
But, yeah, we can definitelygive you information about that
and would love to get you andyour team more involved.
For sure, fair, fair, excellent.
Well, now we have our quick firequestion segment, which we like
to keep the responses to oneword or a quick phrase.
(27:29):
The first question we have iswhat's your least favorite word?
Impossible.
What's your favorite word whenexcellent?
What excites you at work?
Gross.
What do you find tiresome athome or at work?
Slow, okay.
(27:49):
Is there a book that you haveread, or you read once or maybe
a number of times, that you'dlike to recommend to your
colleagues?
Yeah, think Fast and Low.
Oh, yeah, daniel Kahneman.
What profession other than theone you currently have.
Would you maybe like to try?
Speaker 2 (28:08):
Political leader Okay .
Speaker 1 (28:13):
What do you enjoy doing that often you don't get
time to do?
Playing football Soccer Perfect.
Who inspired you to become theperson you are today?
My father.
Okay, what do you typicallythink about at the end?
Speaker 2 (28:27):
of the day.
The accomplishments and thechallenges that we overcome
during the day?
Speaker 1 (28:35):
Excellent, and how do you want to be remembered by
your friends and family?
A caring person, maybe?
Okay, excellent.
Well, karim, thank you verymuch for taking the time to
speak with us today.
It was great getting to knowyou and, obviously, getting to
know more about the ExxonMobilReward Plus program and how you
developed it and how you arelooking into the future to make
sure the program is going tocontinue to be a market leading
program.
So it was great getting thatupdate.
(28:56):
So, thank you very much.
Speaker 2 (28:58):
Thank you.
Thank you, Mark, for your timeand thank you for giving me the
chance to take you through thejourney of our loyalty program
in Egypt here.
Speaker 1 (29:05):
Absolutely.
It's definitely been a pleasureand thank you everyone else for
taking the time to join ustoday and make sure you join us
back every Thursday foradditional episodes of our
Leavers and CustomersMultiseries.
And until then, have awonderful day, thank you, thank
you.
It's Thursday, so it's time for another edition of
our Leaders in Customer Loyaltyseries, the Brand Stories.
In today's episode, we're goingto be hearing from Kareem Noor.
He is the Egypt Loyalty Head atExxonMobil.
Exxonmobil is known fordelivering innovative solutions
and strong partnerships acrossindustries that bring value to
their customers.
Exxonmobil was also recentlyawarded a bronze category winner
(00:27):
in the B2B customer loyaltycategory at the 2025 Loyalty
Expo.
It's a testament to theircommitment to building lasting
value and driving customerloyalty with their business
customer relationships.
Kareem joins us to discuss theExxonMobil Reward Plus program
and how ExxonMobil continueswardPlus program and how ExxonMobil
continues to go above andbeyond for their customers.
(00:49):
Looking forward to thediscussion, Kareem, thank you
very much for joining us today.
How are you All good?
Thank you Great.
Well, thank you for taking timeagain.
For those who may not befamiliar, can you give us a
brief introduction to ExxonMobiland how was the company started
?
Why was the company started?
Speaker 2 (01:10):
Fair enough.
Well, first of all, I'd like tothank you for giving me the
time to explain more about ourloyalty program in Egypt for
ExxonMobil Egypt.
First of all, a mobile brandhas been presented in Egypt for
over 120 years.
Exxonmobil Egypt is a leadingprovider of high quality of
lubricant and fuels in theEgyptian market, having more
than 400 service stations aroundEgypt and around 250 loops bay
(01:34):
under the name and the flag ofMobile One Center and Mobile
Auto Care.
Moreover, that we have morethan 55 convenience stores under
the flag of on the run and wayto go, serving the Egyptian
market.
This is in a brief about theExxonMobil Egypt and history of
operating inside the Egyptianmarket.
Speaker 1 (01:55):
That's awesome.
Well, the convenience storesthen.
It allows you to have both afront court and a back court
offering.
It's something that we'vebecome quite familiar with in
the US and the fuel brands thatwe have To get a completely
integrated program.
Having a front court and theback court becomes essential,
correct.
Speaker 2 (02:10):
Yeah, yeah, it's now becoming a lifestyle, because
the service station now isconsidered to be a hub for the
service, food and even digitalengagement.
It's a one-stop shop concept,as they said, so, uh, so, having
both the forecourt and thebackcourt, giving the customers
(02:30):
a great experience and, as well,trust, that provide us with an
edge in the egyptian market,mainly okay, you know exxon
mobil amazing brand uh usuallyviewed as more of an upscale uh
brand.
Speaker 1 (02:42):
You know what has led to its amazing success.
Speaker 2 (02:47):
Well, there is a lot.
Example the innovation, becausewe are a pioneer in the
technology diversity.
But one main thing that Ibelieve is leading to success
mainly in the Egyptian market.
Exxonmobil success in theEgyptian market is the trust,
Because in Egypt we're only notbuilding or expanding volume or
(03:07):
footprint, we are building abrand affinity and that's very
important.
We provide solution for our endconsumer.
As I said that, we have theforecourt and the backcourt and
we are changing the experienceto the customer.
It's only not for the fuelingor lubricants, it's a lifestyle.
We or lubricants, it's alifestyle.
(03:32):
We are trying to meet theexpectation and the needs of end
consumer and making it much funand a lucrative experience
inside our service station orour territories where we sell
our products.
So it's not about selling theproduct, it's about building the
relationship and the trust withend consumer Mainly.
If we don't have this trust, wewon't be able to survive 120
years in the shipping market.
That's awesome.
Speaker 1 (03:46):
When you look at your role in charge of the global
head of the loyalty program.
How did you get into the rolethat you currently are?
Have you been in customerloyalty for your whole life?
We'd love to know a little bitmore about your current role and
how did you get into the role.
Speaker 2 (04:00):
Well, now I'm currently the Egypt loyalty head
for the lubricant business.
My journey started in 2005.
I started as a fuels customeroperation, then moving to the
terminal fuels operation, thenhaving some positions in the
sales fuels and sales loops andfinally joining the marketing
(04:20):
team, as currently the loyaltyhead Egypt Loyalty Head.
Joining the marketing team, asas current, is a loyalty hat
egypt loyalty hat for sure,offering a unique experience and
a unique understanding for thecustomer, for our company
strategy and how to increasemore our end consumers
engagement to, to the brand, tothe mobile brand okay, you know.
Speaker 1 (04:40):
When you look at your role, obviously, uh, being the
loyalty head of the lubricantdivision is a big job, lots of
responsibility.
Uh, when you look at your role,obviously being the loyalty
head of a lubricant division isa big job, lots of
responsibility.
When you look at some of thechallenges or opportunities you
face within the position, youknow what are they.
What keeps you up at night?
Speaker 2 (04:55):
Well, mainly, I can focus on mainly three main parts
, which is regarding the loyaltypart.
I mean here Reachability,awareness and digital engagement
.
What I mean here, mark, mainlygiving the fact that we have a
large number of lube oil shopsand traders, which is considered
(05:16):
to be an opportunity, well, butit's still a challenge to reach
these all lube oil shops.
We have around 40,000 lube oilshops across Egypt, which make
it challenging to reach to allthese loop oil shops or even to
be engaged in this.
But we capitalize on a number ofthings.
For example, we have themerchandiser, our arm in the
(05:36):
field, and geotagging theservices of these loop oil shops
in order to be engaged.
That enables us to have thereachability to this club oil
shop over when in support of ourabove the line and the below
the line campaigns and thecommunication and effective
communication, hammering on theimportance and the strengths of
mob brand in the egyptian marketand how it provides solutions
(05:59):
and build the trust to ourthesesloop oil shops.
Finally, managing or attractingZsloop oil shop digitally was
challenging.
That's why we set a priority byputting it in phases by
starting the campaign, startingthe program with an SMS in the
(06:20):
first, then upgrading to aportal and, finally, through an
app, through our digitalplatform, in order to engage
this loop oil shop digitally andunderstanding their needs and
wants and, accordingly, havingthe commercial authority which,
at the end, increase our shelfshare inside these loop oil
(06:40):
shops.
Speaker 1 (06:41):
Okay, exxonmobil being an amazing, large,
significant global brand andhaving a global presence, what
are some of the challenges youface when building and scaling a
loyalty program acrossinternational markets?
Speaker 2 (06:57):
As I said, how to reach this or how to, because
most of the Z-slope oil shopsare not digitally aware of the
the new era of the technology.
So, in order to change thebehavior of these people and
understanding the lucrativity ofhow to be engaged digitally and
what is and how this willsupport their earnings or
(07:20):
support their sales andperformance, need to have more
educating the market.
So one of the challenges thatwe need to educate the market
toward the digital era.
So that's what Mobilao did, bythe way, because we focused on
three main aspects Mainly wasthe brand investment.
We invest in the brand.
What I mean here in the brand,by building relationships,
(07:41):
building a relationship with theoil shop, understanding the
needs and the wants where theyredeem the points, where they
accumulate the points, whatproduct they need for their
day-to-day operation, forexample.
This all data were capturedthrough our digital platform,
which is the Mobility or theloyalty program.
Through this digital platform,I can see and have a direct
contact and direct link with ZipOil Shop and end consumer and
(08:04):
see how they purchase, thepurchase behavior, how they
redeem the points, from wherethey accumulate the points, what
type of product they accumulatethe points.
Accordingly, this have a directeffect on our commercial
authority in the Egyptian market.
By understanding these needsand wants, I start to tailor an
experience for every lube oilshop and every end consumer
(08:25):
according for their needs andwants.
Speaker 1 (08:28):
Excellent.
When you look at the, you knowthe retail and convenience store
sectors.
It's undergoing a significantamount of change, transformation
.
You talked about becoming alifestyle brand for your
customers.
You know.
When you look at ExxonMobil,you know how is the fuel retail
industry changing and how areyou adapting to the customers as
they change as well.
Speaker 2 (08:50):
Well, as I said, in the past it was only for coming
for the service station to fueland go away and that's it, or
having the lubricant and finishthe whole process.
But nowadays it's becoming alifestyle, especially having the
convenience store inside theservice station become a
lifestyle hub.
As I said, I'm just notoffering fuels or lubricants.
(09:10):
We are offering a differentexperience for the end consumer
the one-stop shop concept havinga convenience store, having a
car wash, having a lightmechanic, whatever.
So we have expanded at oneplace all these needs and wants
regarding his vehicle and aswell as upgrading his lifestyle,
(09:31):
because it's becoming more andmore here I mean here in the
Egyptian market it's more andmore as a trendy part.
This is part.
The other part was mainlyregarding the changes of the
price which affect thecustomer's loyalty and the
customer experience.
So we need to make theexperience more tailored to the
consumer, meaning that having asimple and easy way in order to
(09:56):
attract the customer.
Because I believe in one thingthat customer's loyalty is not
earned by single transaction ordiscount, for example.
I believe it's built based ontrust.
So when he has trust on thebrand and what is providing him,
so accordingly he will make theusual purchase and another
purchase as well as the word ofmouth.
(10:17):
Finally, we have a nice quotehere in Egypt for mobile that is
being known for the last 20years that mobile moves billions
in the Egyptian market.
So it's being trended that themobile, the convenience of all
service stations and all theservices being included in the
service station.
So we were able, or we were theleader in the egyptian market,
(10:39):
to change the lifestyle and theconcept of the fuel service
station to be a lifestyle hubfor our end consumer you
discussed, you uh at least youmentioned uh kind of raising, uh
the rise prices right right nowthere's a little bit of
inflation.
Speaker 1 (10:53):
There's some challenging economic,
macroeconomic trends andbehavioral trends that are out
there.
You know, how are you likelooking at those trends?
Are those something you have aconcern with?
And, you know, are you usingthe customer loyalty program as
a mechanism to address thoseengagement opportunities?
Speaker 2 (11:12):
Yeah, I believe these factors regarding the increase
of the price of the fuel or themacroeconomics, the inflation,
have a direct effect on thecustomer loyalty and the
purchase power of the customers.
Accordingly, we capitalizemainly on one of our tools was
(11:32):
on the loyalty program.
In order to have a directconnection with these end
consumers, we need to understand, as I said, their needs and
wants and how to provide themwith a lucrative value
proposition versus competitionin order to be able to come to
the service station.
This is number one.
This is number one.
The number two it has to be aneasy and simple process, not a
(11:56):
complicated process, meaningthat we need to have our
customers or our end consumerengaged and excited and
motivated.
It's not about just a program toset and forget program.
We need to have a program thatmotivates people and to make use
of it all the time and all overthe 24 hours.
We have an edge over thecompetition that we are only the
(12:18):
one, that having a 24-7operation in the Egyptian market
, for example.
That's why we did this that byunderstanding the needs and the
wants, because Egypt, forexample, and Cairo specific, is
a city that never sleeps.
Accordingly, we tolerate theoperation at the egyptian market
to be 24 7 in order to fulfillthe needs of the customers.
That have a huge effect on thetrust that we are offering, that
(12:39):
we are aside with the endconsumer whenever he need us and
whenever he wants us excellentand you talked about, uh,
keeping the program simplebecoming a lifestyle hobby.
Speaker 1 (12:50):
That can be a big challenge for many brands who
have customer loyalty programsis making sure the program is
simple and understands and, mostimportantly, resonates with the
customer.
How do you do that, especiallywith some of the macroeconomic
challenges that are kind ofcurrent in today's environment?
Speaker 2 (13:06):
Yeah, that's a good question.
Well, one of the main thingbecause we believe in something,
because we are still uh, frommy side that we are still young
in the loyalty, because we'rejust only four years in the
egyptian market in the loyaltyprogram.
We're still young, but webelieve in one thing that we
have a great opportunity ofgrowth and improvement in the
egyptian market for the endconsumer.
(13:26):
So we focus on the things, orwe pinpoint on the things that
no other focus on it.
For example, I give you anexample one of the challenges
that happen in the egyptianmarket for the end consumer is
the health care.
There is no health care.
So, accordingly, when we asexomobile one of the strongest
brand, we just joined anactivity with with one of the
main provider of health careprojects with offering a
(13:49):
discount of 70 percent for theloyal customer or mob mobile
customers when they engage toour program, with discounts on
the doctors and the medicaltreatments, this is one thing.
The other thing we arecapitalizing on our merchants,
because our program is built onaccumulating points when the
purchase of our product andredeem it in our merchants.
According, we capitalize on ourmerchants as well to provide
(14:13):
specific offers through deal ofthe month, for example, and one
of the final things that we arejust working on it nowadays is
Fintech.
The Fintech is now hugelyexpanding in Egypt.
What I mean here in Fintech ispurchase now and pay later Buy
now and pay later concept.
So it's being financed, notthrough the banks, but through
(14:33):
small fintech solutions thatenable the end consumer to
purchase whatever their product.
Accordingly, we're providingwith them with extra, for
example, a cash back, lucrativecash back, in order to be
engaged through our program.
Accordingly, we are focusing onthe things that no other people
focusing on it, especially thehealth care part and the deal of
(14:53):
the month that every time, as Isaid, need to be motivated and
excited, making the customermotivated and excited.
So, accordingly, every daythere is something new.
You have to get to the app andto understand what is going on
in order to be able to beengaged.
That's how to engage, becauseit's not about loops and fields
only, it's a lifestyle, as Isaid, and you mentioned
leveraging your promotionalpartners.
Speaker 1 (15:14):
engage, because it's not about lubes and fuels only,
it's a lifestyle, as I said.
And you mentioned leveragingyour promotional partners, your
suppliers, your chip companiesM&M, m&m, mars Lays, whatever it
may be, coke, pepsi thatthere's a big push for value
right now from the customer'sperspective you talked about it
earlier the rising prices andbeing able to help them afford
fuel or lube opportunities withtheir vehicles right.
(15:36):
So, when you look at this pushto value, is that something
you're seeing, and how does thatshape the rewards and offers
and the overall customerexperience that you're putting
forth to help your customers.
Speaker 2 (15:51):
As I said, the main thing is to the customer see the
value proposition and thelucidity of what he's earning.
For example, being simple andeasy by understanding the points
that he accumulate and redeemis very important in order to
understand how he can accumulateand how he can redeem.
This is one thing thing.
This is the the valueproposition versus the
(16:15):
competition.
So everyone has to compare whatis offering from this company
versus the other companies.
So we need ongoing to have avalue proposition compared or
the competition and above thecompetition mainly.
So the value proposition hereis through understanding again
the need and the wants, whatthey love and what they
recommend.
For example, in the Egyptianmarket, one of the top things
(16:37):
that the customers accumulate,redeem their points, is a coffee
, a cup of coffee, and we havein our store, in our convenience
store on the run, best coffeein town with a 24-7 operation.
Accordingly, whatever heredeemed in the product is more
lucrative that when he redeemedone of the product, whether it's
(16:58):
fuels or lubricant, he will beable to have a cup of coffee.
This is one example.
So we focus on how lucrativityit is for our end consumer and
how it's convenient for him inorder to redeem it in-house at
our site.
The other thing we arecapitalizing and we are only the
program that will offer thispackage.
We are all in Egypt.
I mean here that you can withyour points.
(17:19):
You can't redeem free productsor fueling, which is not well
known here in the Egyptianmarket.
So we are capitalizing on ourassets for more than 400 service
stations in the Egyptian marketwhere they can redeem in-house
with their products.
Finally, and this is alsoconsidered to be a new thing in
the Egyptian market, the onlineintegration how to online
(17:42):
integrate with Amazon using yourpoints in order to integrate
with Amazon or Amazon Prime inorder to redeem these points in
the purchase of whatever productthat you need Amazon Prime in
order to redeem these points inthe purchase of whatever product
that you need.
So, the value propositionmainly, it's a value proposition
of your program that beingcompared with other program and
have to be revised because it'sa dynamic market.
(18:02):
Every day there is a new thing,so you need to update with
whatever new and to understandthe gaps and the needs and the
wants of your end consumer andtraders.
Speaker 1 (18:10):
By the way, Excellent the ones of your end consumer
and traders, by the way,excellent.
Since launching the ExxonMobilRewards Plus program, what have
been some of the significant,most significant updates or
enhancements that you've made tothe program?
Speaker 2 (18:22):
Well, as you know, we have two types of programs here
loyalty program.
We have one for the trader orloophole shop, and other for end
consumer.
I will talk here about the forthe trader because it was one of
the game changer, I believe, inthe Egyptian market.
Well, keeping our leadingposition as a number one loyalty
(18:42):
program for traders in theEgyptian market, it was
challenging because thecompetition start to see the
importance of your program andhow it's paying back in terms of
volume and in terms ofengagement.
So it was time to take it tothe next level.
What I mean at the text level.
Here we implement or introducethe new thing in the egyptian
market, which is the t-ring orthe trader segmentation.
(19:03):
The trader segmentation.
It was a new and a game changerin the egyptian market which
has a direct effect in thevolume and the engagement for
the Lube Oil Shop.
Why?
Because we focused on threemain aspects.
First was the look and feel.
The look and feel of the app.
We have to make it moreuser-friendly.
Even the name of the tiers.
We have been reflecting titlesof empowerment like the king or
(19:28):
the legend, because this, in theEgyptian market, make them more
competing with each other as aloop oil shop Also, as well, as
in order to move from one tierto another, which have a
different pointing system anddifferent value proposition, you
need to have a specific productmix and amount of purchase from
our products in the Egyptianmarket.
(19:48):
So the second thing was thesegmentation based on the NSR,
which is the amount paid for thepurchase of our products, and
on the product mix.
The more flagship products ormore premium products, the more
that you can lack money and youwill be able to redeem, as well
as having a different vouchertype, an e-voucher type from
strong merchants likeelectronics, because it's one of
(20:09):
the things that's expandinghere.
Finally, revamping theexperience, meaning revamping
the experience that wefacilitate on these loop oil
shops or the traders to betterunderstand how much they
purchase and how much isremaining in order to maintain
their level or to move to thenext level.
So, in summary, one of thethings that have a direct effect
(20:30):
or have increased ourperformance or something new in
the market was the tradersegmentation.
Speaker 1 (20:36):
Okay, when you look at customer loyalty, we get the
privilege of speaking withindividuals like yourself who
lead market leading programsacross the world in customer
loyalty, and we love to know howthey define customer loyalty.
So what does customer loyaltymean to you and to ExxonMobil?
Speaker 2 (20:52):
Well, from my side, I believe loyalty is being.
What I mean here is how tobuild the trust and
understanding the customer.
Because in the past, to behonest, five years ago, we
didn't have any direct link withthe end consumer or the traders
.
We didn't understand anything,we didn't see anything.
We didn't see anything, wedon't see where he purchased,
what type of product hepurchased.
(21:14):
So, from my part, is building along-term relationship with
this customer, because if youare not close to your customer,
you won't be able to build forthem.
So, not understanding what theyare focusing or what they are
looking for, or even tellingtheir experience, you won't be
able to have the trust.
Accordingly, you won't be ableto survive in this dynamic
(21:35):
market and even the competitionsoffering versus what we are
offering.
So, from my side, I believeit's building trust and
understanding customers.
Partnership forever that's whatI mean.
It's partnership for life.
Speaker 1 (21:49):
Excellent.
When you look at emotionalloyalty, it's uh very important
for brands understanding if theyhave customers who are
emotionally loyal.
Uh, obviously, everyone knowsthe great benefits a higher
share of wallet, less likely toleave.
They're going to be advocatesfor the brands.
Do you feel exxon mobil hasemotionally loyal customers and,
if so, you know how do youmeasure that emotional loyalty?
Speaker 2 (22:10):
well, yeah, asia is a is a emotional market, mainly
for, yeah, yes, we have itbecause, otherwise, because, um,
as I said in the beginning thatwe have been 120 years under 20
years, built on trust andemotion.
Because, because the egyptianmarket is more emotionally to
the purchase and it's being donethrough, it's a heritage I mean
(22:35):
here from families thatrecommend mobile, go to a mobile
service station, change mobileone, for example, oil and so
forth.
But, regarding how we measureit, I believe it's through
studies.
We have marketing studies thatprovide us with the number of
engagement, how emotionallythey're being changed or being
linked.
Also, as well, we measureregarding the advertising,
(22:57):
because most of the ads that wehave in the TV is regarding the
emotion, how to reflect this onthe customer, and being measured
through the agencies andprovide us how much engagement
and it's being reflected on thesuccess of the program.
To be honest, about regardinghow many, how many people being
engaged to the program and howmany people are being uh, uh
(23:17):
trying our program versus thecompetition excellent, you know,
very successful program uh,market leading winning awards.
Speaker 1 (23:25):
What's next for your customer loyalty, customer
experience efforts?
Speaker 2 (23:29):
well, uh, as I said, we have a great opportunity for
the customer because we still uhI believe we still uh having a
great opportunity of growth inthe customer loyalty program
versus the trader one.
So I believe we will start onthe segmentation as well for the
end consumer, by tailoring andpersonalizing the experience
(23:51):
based on the purchase.
So what we are working on, twoprojects mainly.
First one is the segmentationfor the end consumers I believe
it will have a game changer inthe Egyptian market and the
second part is how to merge theFintech inside our loyalty
program, because we are juststill in the first phase of
(24:11):
testing the concept, the proofof concept, regarding the
financing process.
So we need to embed it insideour loyalty program to have more
value proposition to ourconsumers.
Speaker 1 (24:23):
Excellent when you look at your customer loyalty
efforts, the program, the greatsuccess you have.
What are two or three thingsthat you're most proud of?
Speaker 2 (24:31):
Well, first of all things, because our backbone for
any program is controls.
So I'm sure one of the thingsthat I'm proud of that we have
very strong controls regardingthe loyalty program, that being
reviewed with our advisors andcontrollers on a weekly basis in
order to avoid any frauds orany any theft regarding this
(24:52):
program, which is one of theimportant things.
So I'm very proud regardingthis part.
The second one was the the movefrom the sms based program to
the app program, meaning thateducating the market, which is
one of the uh one of the uh, Ibelieve, one of the milestones
that being done in the Egyptianmarket to educate your traders
(25:13):
to the digital era concept andto be linked to your program so
you have understanding what theythink of and look at the needs
and the wants for these tradersand consumers.
And, finally, the tradersegmentation.
The trader segmentation is oneof a kind project that I'm proud
(25:33):
to be part of the team thatimplemented in the Egyptian
market, because it has a supereffect on everything on the
performance in the engagement ofthe shelf share versus the
competition and the sales volumeas well.
Excellent.
Speaker 1 (25:47):
And last question, a little bit self-serving what can
Loyalty360 do to help you andyour team with your customer
loyalty efforts?
Speaker 2 (25:53):
Well, I believe a lot .
One of the things to provide uswith the industrial benchmark
and insight, because I believe,as I said, we are just new in
the loyalty era or loyaltyprogram in Egypt, as ExxonMobil,
as oil and gas loyalty program,so still, we have a lot of
things to learn from your side.
(26:15):
For sure, regarding this part.
There is a lot to understand,as I said, the benchmark and
insights regarding the industryof the loyalty, whether for the
B2B or to B2C, to betterunderstand and better improve
our program going on.
And what's new for sure, what'snew in the market, how to
(26:36):
improve the engagement for ourend consumer mainly.
What, what can be done more inorder to improve and enhance?
Speaker 1 (26:46):
excellent.
Yeah, we actually are in theprocess of working on our third
annual metric study.
We had about 45 brands take itthe first year, close to 80 last
year.
We're going to get 100 peopleto take it.
It's a member only thing, butwe'd love to get you guys
involved in that because thelack of metrics is pretty
consistent.
It's very challenging.
We worked hard the last year todefine 24 different metrics.
(27:09):
We worked with the advisoryboard and our committees to
define what they actually meanand come up with a timeframe of
comparison.
But, yeah, we can definitelygive you information about that
and would love to get you andyour team more involved.
For sure, fair, fair, excellent.
Well, now we have our quick firequestion segment, which we like
to keep the responses to oneword or a quick phrase.
(27:29):
The first question we have iswhat's your least favorite word?
Impossible.
What's your favorite word whenexcellent?
What excites you at work?
Gross.
What do you find tiresome athome or at work?
Slow, okay.
(27:49):
Is there a book that you haveread, or you read once or maybe
a number of times, that you'dlike to recommend to your
colleagues?
Yeah, think Fast and Low.
Oh, yeah, daniel Kahneman.
What profession other than theone you currently have.
Would you maybe like to try?
Speaker 2 (28:08):
Political leader Okay .
Speaker 1 (28:13):
What do you enjoy doing that often you don't get
time to do?
Playing football Soccer Perfect.
Who inspired you to become theperson you are today?
My father.
Okay, what do you typicallythink about at the end?
Speaker 2 (28:27):
of the day.
The accomplishments and thechallenges that we overcome
during the day?
Speaker 1 (28:35):
Excellent, and how do you want to be remembered by
your friends and family?
A caring person, maybe?
Okay, excellent.
Well, karim, thank you verymuch for taking the time to
speak with us today.
It was great getting to knowyou and, obviously, getting to
know more about the ExxonMobilReward Plus program and how you
developed it and how you arelooking into the future to make
sure the program is going tocontinue to be a market leading
program.
So it was great getting thatupdate.
(28:56):
So, thank you very much.
Speaker 2 (28:58):
Thank you.
Thank you, Mark, for your timeand thank you for giving me the
chance to take you through thejourney of our loyalty program
in Egypt here.
Speaker 1 (29:05):
Absolutely.
It's definitely been a pleasureand thank you everyone else for
taking the time to join ustoday and make sure you join us
back every Thursday foradditional episodes of our
Leavers and CustomersMultiseries.
And until then, have awonderful day, thank you, thank
you.
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