New German Alliance Food and agri- business in focus Ready for Mexico Banking on progress INTERNATIONAL Charity begins at home General managers around the table ZOOMIT gets the go ahead CAM in action FOOD FESTWf» Staff communication magazine for the Rabobank Groun Rabobank has signed a cooperative agreement with four major German banks - the GENO and DG Banks of Frankfurt, the SGZ of Stuttgart and WGZ of Dusseldorf. What makes a foreign bank the right alliance partner for Rabobank? And what does cooperation mean for both organizations? See page 4. Rabobank international strat- egy is designed to make the or- ganization the number one glo- bal food and agribusiness bank. Intense cooperation and networking between offices all over the world backed by solid support from Utrecht is seen as instrumental in achieving this goal. See page 3. Frits P.M. Mönking, food and agribusiness team coördinator in Rotterdam, has been de- signated general manager of the representative office to be opened in Mexico city in the summer of 1993. 'It's a great challenge as Mexico is virtually virgin territory,' says Mönking. Zurich-based Raboinvest Management Company wili be applying to the Swiss author- ities for permission to become a fully-fledged bank and wili change its name to Rabobank Schweiz in the very near future. The change of status is design ed to strengthen Rabobank's image as an international private banking organization. Issue 13/December 14,1992 The old saying has taken on a new meaning at the New York office as every year around Christmas time staff prepare specialty dishes at home which are subsequently sold to colleagues for a dollar a taste. The proceeds of this lunch-with-a-difference are donated to charities for the homeless in the Big Apple. 'We've been doing it for so long, I can't actually remember when it start- ed', says assistant treasurer Mia van de Ven. The New York office has a staff of over 140 and many come originally from places all over the world. 'That means we get to try a wide variety of local and regional dishes', explains Van de Ven, 'and as the number of personnel increases, we have more and more tasters eagre to sample the food for a good cause. The more tastes we sell, the more money we raise for the less fortunate in the city.' A special meeting of the gen eral managers of Rabobank's offices worldwide was convened in Utrecht at the end of Novem ber to reassess the bank's strat- egies in the light of bleak prog noses for the world economy. The main point on the agenda of this special meeting was the consequences of the present worsening of the global econ omy on the bank's budget and aims for 1993 and later. In view of uncertain development world wide, the conclusions were that policy should be aimed at piacing greater emphasis on quality ratherthan growth in the near future. Ways to improve quality were seen as continual creative focus on clients, mar kets, products and procedures. Following pilot projects in- volving Singapore, London, New York, Curacao and Utrecht, a new E-Mail system, ZOOMIT, wili be introduced in all foreign offices early in 1993. 'The advantages of the new sys tem are two-fold,' says Steve Barnes, who has been monitor- ing ZOOMIT in London. 'First, it's going to make communica- tion with other offices far more efficiënt, and, secondly, it's de- finitely cost effective.' Alex Bok in Singapore agrees. 'We've had a number of teething troubles here, but now the software has been fine-tuned to suit our Contined on page 2. At the end of January, 35 coordinating account man agers (CAMs) from offices all over the world wili meet to dis- cuss further implementation of the new service concept de signed to streamline service to major international clients. The bank often serves the same cliënt in different loca- tions worldwide. CAM has been set up in response to cliënt de- mand for coordinated service, and to channel the bank's mar keting efforts. In the initial sta ges, CAM teams wili be created to service 75 large clients. 'Captain' of the team wili be a senior account manager in the country where the specific cliënt has its residence, and he or she can draw on expertise within the bank when required. in addition to improving cliënt service, the aim of the CAM strategy is to promote sales of a wide range of banking prod ucts, such as corporate and trade finance on a much wider scale. f G00t> \y zfe?)-Jflril RSso l UT' o NJX MyW} WÖ8LDWIDE CööPPRAT/rt\i SE"MF AN 'NT£RNAT°NAL, \ToP-A6Rl BUSINESS BA N

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blad 'Raboband International' (EN) | 1992 | | pagina 1