Contact

Are you a client? You should contact your private banker. 
You are not a client but would like to have more information about Societe Generale Private Banking ? Please fill in the form below.

Local contacts

France : +33 (0) 1 42 14 20 00 (9am - 5pm)
Luxembourg : +352 47 93 11 1 (8:30am - 6pm)
Monaco : +377 97 97 58 00 (9/12am - 2/5pm)
Switzerland : Geneva +41 22 819 02 02
& Zurich +41 44 218 56 11 (8:30am - 5:30pm)

You would like to contact about the protection of your personal data ?

Please contact the Data Protection Officer of Societe Generale Private Banking France by sending an email to the following address : protectiondesdonnees@societegenerale.fr.

Please contact Bieneke Russon, the Data Protection Officer of Societe Generale Bank & Trust Luxembourg by phone : +352-47.93.93.11.5046 or by sending an email to the following address : lux.dpooffice@socgen.com.

Please contact Roman Janecek, the Data Protection Officer of Societe Generale Private Banking Monaco by sending an email to the following address : MONPrivmonaco-DPO@socgen.com.

Please contact Omar Otmani, the Data Protection Officer of Societe Generale Private Banking Switzerland by sending an email to the following address : sgpb-gdpr.ch@socgen.com.

You need to make a claim ?

 Any claim addressed to Societe Generale Private Banking France should be sent by e-mail to the following address : FR-SGPB-Relations-Clients@socgen.com or by mail to : 

Société Générale Private Banking France
Direction Commerciale
29 boulevard Haussmann CS 614
75421 Paris Cedex 9

The Bank will acknowledge your request within 10 days after receipt and provide a response to your claim within 60 days of receipt. If your request requires additional processing time (e.g. if it involves complex researches…), the Bank will inform you by mail. 

In the event that the response you receive does not meet your expectations, we suggest to contact : 

 

The Societe Generale Group’s Ombudsman

The Societe Generale Group’s Ombudsman can be contacted by the following website : mediateur.societegenerale.fr  or by mail :

Le Médiateur auprès de Société Générale
17 Cours Valmy 
92987 PARIS LA DEFENSE CEDEX 7
France

In reviewing any matter, the Ombudsman undertakes the consideration of both the client’s and the bank’s point of view, evaluates arguments from each of the parties and makes a decision in all fairness.

The Group’s Ombudsman will respond to you directly within two months of receipt of the written submissions of the parties relating to the claim.

 

The Ombudsman of the AMF

The Ombudsman of the Autorité des Marchés Financiers (AMF) can be contacted at the following address :

Médiateur de l'AMF, Autorité des Marchés Financier
17 place de la Bourse
75082 PARIS CEDEX 02
FRANCE


The Insurance Ombudsman

Please contact the Insurance Ombudsman : contact details must be mentioned in your insurance contract.

To ensure that your requests are handled effectively, any claim addressed to Societe Generale Bank & Trust should be sent to:

Private banking Claims department
11, Avenue Emile Reuter
L-2420 Luxembourg

The Bank will acknowledge your request within 10 days and provide a response to your claim within 30 days of receipt. If your request requires additional processing time (e.g. if it involves complex research), the Bank will inform you of this situation within the same 30-day timeframe.

In the event that the response you receive does not meet your expectations, we suggest the following :

Initially, you may wish to contact the SGBT Division responsible for handling claims, at the following address:

Corporate Secretariat of Societe Generale Bank & Trust
11, Avenue Emile Reuter
L-2420 Luxembourg

If the response from the Division responsible for claims does not resolve the claim, you may wish to contact Societe Generale Bank & Trust's supervisory authority, the Commission de Surveillance du Secteur Financier (Financial Sector Supervisory Commission) :

By mail: 283, Route d’Arlon L-1150 Luxembourg
By e-mail:direction@cssf.lu

 Any claim addressed to Societe Generale Private Banking Monaco should be sent by e-mail to the following address : reclamation.privmonaco@socgen.com or by mail to our dedicated department : 

Societe Generale Private Banking Monaco
Middle Office – Service Réclamation 
13,15 Boulevard des Moulins 
98000 Monaco

The Bank will acknowledge your request within 2 days after receipt and provide a response to your claim within 10 days of receipt. If your request requires additional processing time (e.g. if it involves complex researches…), the Bank will inform you of this situation within the same 30-day timeframe. 

In the event that the response you receive does not meet your expectations, we suggest to contact the Societe Generale Private Banking Direction that handles the claims by mail at the following address : 

Secrétariat Général de Societe Generale Private Banking Monaco 
13,15 Boulevard des Moulins 
98000 Monaco

Any claim addressed to the Bank can be sent by email to: sgpb-reclamations.ch@socgen.com
Clients may also contact the Swiss Banking Ombudsman : www.bankingombudsman.ch

Shopping, an alliance of the real and the virtual

Is the development of e-commerce a threat to physical stores ? In China as in the West, the jury is still out, according to two experts questioned about the structural changes to our shopping habits. (by Catherine Veglio)
Vivien Cheung

is the Director of Market Development in China at Yext, an American company specialising in Digital Knowledge Management*. She's based in Shanghai.

(*) Digital Knowledge Management is the management of information available online about companies.

Philippe Moati

is Professor of Economics at the Université Paris-Diderot and co-founder of OBSoCo, the Observatoire société et consommation, created in Paris to analyse changes in consumer shopping patterns.

How are shopping patterns and consumer expectations changing?

Vivien Cheung : In China, the specific factor now defining shopping is the decisive role of the smartphone. The country has 800 million Internet users*, 98% of whom access the Internet via a mobile device. And, with only 58% of the Chinese population connected, the potential for Internet development is enormous. The growth of the mobile Internet is shaping and changing consumer behaviours. Digital payment has become the focus, whether it's paying for jianbing (traditional Chinese food like pancakes) at a street vendor, buying groceries online, or sharing a meal bill with friends on the WeChat social network. By 2019, 86% of China's population is expected to use mobile payments, the highest penetration rate in the world. For many Chinese, the mobile phone is their first computer. And social networks like WeChat (more than a billion active daily users), Douyin (short video app) or Xiaohongshu (life style app integrated with the Taobao online store) have become catalysts for commerce.

Looking to Western markets, what major developments will shape future shopping patterns?

Philippe Moati : The key topic for the future is the unsustainable nature of our consumer model from an environmental point of view. Currently, mature consumer societies are entering “Season 3". After the “Season 1”, characterised by post- WW2 economic growth in Europe, with the democratisation of access to comfort, “Season 2”, based on the stimulation of the desire to consume by focusing on emotional stimuli, is reaching saturation. The hypermarket crisis, the decline in use of shopping malls and clothing stores are all signs of trouble to come.

(*) 1,397 billion inhabitants in 2019.

How is this “Season 3” of consumer society to be characterised ?

P.M.: It translates into a change in the relation to consumerism, fuelled by two engines: the environment and mistrust. A critical posture is gradually spreading through consumers, and “the most informed” consumers are changing their behaviour. This development is obvious in the food industry, with the growth of small, local and organic producers. The feeling of being “manipulated” is pervasive. 91% of French people denounce planned obsolescence1, for example, believing that their purchasing power is being deliberately squandered. At ObSoCo, our more optimistic hypothesis is that “Season 3” will promote “good consumerism”: environmentally sustainable, offering clear guarantees and giving the individual the means to live well, whilst striving towards a “good life”2.

In this context, what will be the impact of e-commerce on changes to consumerism ?

P.M.: The e-commerce revolution is already 20 years old, and future change will come from the deployment of artificial intelligence (AI) and the so-called "Internet of Things". One can imagine that these technologies might restore some effectiveness to the endangered “Season 2” model. This is the case with applications that promise the immediate satisfaction of our slightest desires.

(1) An industrial strategy to program a limited lifetime into a non-consumable product, with the aim of increasing the frequency of replacement. - (2) The concept of “good life” is defined as the possession, pursuit or exercise of property (whether contemplation, wealth, wisdom or virtue).

 

 

 

 

In China, where e-commerce is very developed, what are the innovations to come and what will their influence reach the West ?

V.C.: Excellence in e-commerce is a major challenge for many companies in China. Whether it's integrated payment systems, real-time customer service or fast delivery, Chinese consumers expect a high degree of ease of use in online transactions. As more and more Chinese travel abroad, Western merchants are given the opportunity to offer them the shopping experience they have become accustomed to. Swiss company Global Blue, for example, introduced instant VAT refunds on Alipay and WeChat accounts in April 2019.
Chinese payment systems like Alipay and UnionPay are beginning to be accepted in the West. Some Western companies are undertaking promotions on Chinese apps like Dianping (online commerce) and Ctrip (online travel agency) to attract new customers. In doing so, they may contribute to an ever wider adoption of these Chinese services in the West.

“The boundaries between online and offline commerce are increasingly blurred.”

VIVIEN CHEUNG

Does the ongoing development of e-commerce mark the end of physical commerce ?

V.C.: Most retail sales are still offline. Physical stores and hypermarkets play an important role in omnichannel trade1 and are an essential part of new retail2. In the luxury sector, in particular, boutiques remain a place modelled around a very "offline" experience. The RoPo approach (Research online, Purchase offline) remains a dominant purchasing route. The boundaries between online and offline commerce are increasingly blurred. The urban supermarkets of Alibaba's Hema Fresh subsidiary serve as shipping centres for online orders delivered within 30 minutes to major cities. In turn, the data from these orders helps determine inventory in physical stores. Collaboration between virtual and physical stores offers enormous opportunities for mutual benefit.
P.M.: Indeed, the jury is still out: in the United States, e-commerce accounts for about 15% of consumption and 10% in France. Physical commerce has good days ahead, provided it extends its range of services, both in store and online. Because consumers do not distinguish between virtual and real in their interactions with brands. The physical store will have to be rethought as a link in a chain and be more polymorphic, with large showrooms, demonstration spaces, customer contact and advice points... The real risk for conventional distributors would be that consumer markets come under the umbrella of a small number of players, such as Amazon, Alibaba, even Google. Hence the urgency of exploring the various business models of “Season 3” of the consumer society.

(1) Omnichannel commerce refers to a practice of simultaneously using physical point-of-sale distribution and e-commerce. - (2) Developed by the Chinese e-commerce giant Alibaba, the new retail concept aims to eliminate the frontier between online and offline commerce, offering the customer a new and unified shopping experience.

Focus: Auchan's response to new consumer expectations

 

While large retailers are losing more and more customers each year, some retailers are relying on new concepts. This is the case for Auchan in Luxembourg, which in May 2019 opened a brand new store with the express aim of completely reworking the typical hypermarket shopping experience. Across the 12,000 square meters of this new generation store we can find fresh products “home-made” on site, but also a set of services that facilitate and improve the time spent in these spaces, generally considered too large and stressful by a majority of consumers. Concerts, restaurant, beauty centre, sports classes and activities for children at competitive prices... the brand is pursuing an ambition to restore the pleasure of going shopping.

Buying experience and brand engagement: new consumer expectations

 

Globalisation and digital growth have profoundly disrupted the relationship between customers and brands. On the form, above all. Today's consumers are particularly demanding and expect their shopping experience to be simple, efficient and fast. The purchase time needs to be shortened and the payment options multiplied. Because they have become "omnichannel", the consumer also wants to switch easily between website, app and store. As a result, improving collaboration between physical and virtual teams becomes a key issue for brands. But meeting expectations about form is not enough. At a time when the distrust of businesses is growing, the consumer is becoming a “consumer actor”. Better informed than ever, they favour genuine brands: 60% of consumers expect them to be more transparent. 75% of consumers want brands that are involved and contribute to their quality of life* by making commitments to health, solidarity and the environment... beyond just making and selling products. While Lacoste is mobilising to protect endangered animals, Coca-Cola is fighting homophobia in Brazil. And the new key to attracting and retaining consumers? A strong, connected identity that is based on solid values.

(*) Havas Meaningful brands, 2017.