How organisations hit the right note as competition heats up

The numbers underscore why this shift is significant. With globalisation and exposure to shared experiences, many clients now have a global outlook and compare their in-country experiences to those abroad. For institutions therefore, the real differentiator lies in intertwining experiences with products or solutions.

In East Africa, weaving cultural capital into client relationships matters. For instance, a seat at a Kenny G performance, offered through a private invitation, signals recognition and appreciation in a way that standard reports or statements never can.

By drawing intersections between work, culture, and leisure, brands are better positioned to leave an impression that deepens loyalty far more than a quarterly statement ever could. The creative industry, which often evokes a sense of belonging and cultural appreciation, can enable this.

The creative economy offers a natural platform for this shift. Kenya’s film industry already contributes about $130 million (Sh20 billion) annually to gross domestic product (GDP), with potential to reach $260 million (Sh40 billion).

Policymakers aim to double the sector’s share of GDP to 10 percent by 2025. Tanzania’s arts and entertainment sector grew by 17.7 percent in 2023, making it the fastest-expanding industry in the country.

Uganda’s film festivals are gaining continental recognition, while Rwanda’s fashion sector is attracting international partnerships. These industries remain underfunded and underexposed.

When organisations underwrite performances, festivals, and exhibitions, they not only delight clients but also strengthen sectors that create jobs and shape national identity.

The benefit flows both ways. Sponsoring cultural events enhances reputation, associating institutions with sophistication, creativity, and global ambition. It demonstrates that living joyfully is not just personal, but collective.

By celebrating the arts, organisations help communities thrive, create spaces of pride and inspiration, and show that progress can be measured in both prosperity and joy.

This approach also responds to a growing risk. Clients who feel unrecognised can easily switch to international firms or move onto digital platforms that provide global access and concierge-style services.

Local institutions risk losing not only deposits but also reputation if they fail to adapt. The cost of inaction is therefore rising in step with the expectations of clients who have more choices than ever before.

Competition in East Africa is heating up. Financial institutions, consultants, and multinational firms are all chasing the same circle of decision makers and entrepreneurs.

Those who move beyond traditional hospitality to offer meaningful cultural connections stand out. They do not just manage finances but also enrich the lives of those who create them.

As Kenny G’s saxophone filled the Nairobi night, the real message was not in the performance but in what it represented.

Organisations that design distinctive experiences across the region, from Nairobi to Dar es Salaam, Kampala to Kigali, will capture and retain clients who define East Africa’s future and help them live joyfully and share that joy widely.

The writer is Head of Personal and Private Banking at Stanbic Bank Kenya.