s
8
luxembourg
WHAT's NewS Issue 1 January 1997
Personal banking: from left to right: Erika Verkoeijen, Elugues
Donneaux, Marcel Hagendoorn, Ed Schaeken, llona Heussen,
Stéphanie Jacquemotte and Betty Lejeune.
the hall certainly have very
high net worth individuals in
their cliënt portfolios.'
RELATIONSHIP
BUILDING
The Luxembourg branch
approaches clients according
to needs. As a result, it is
structured into private
banking, personal banking,
product specialists and, of
course, operations. In contrast
to the Zurich operation,
'private banking' refers to the
department, rather than the
people who staff it. 'What's in
a name?' grins relationship
manager Hans Hensen. 'The
reason we have opted for the
relationship manager
designation has everything to
do with our strategy and
getting that strategy across to
clients.'Until 1995,
Luxembourg was very much in
the building stage. It had a lot
of clients and was extremely
successful in attracting more,
but their assets were managed
Relationship
management: left
to right: André
Philips, Guy
Vanhuysse and
Diane Anno.
on a rather remote basis. 'We
were doing well,' confirms Van
Keymeulen, 'but we didn't
have the specialized personnel
to really focus on relationship
building. In the past couple of
years, we've been able to
expand our staff so that they
can concentrate on a much
more proactive service.'
introduced what we call an
advisory service of the
personal clients,' confirms
account manager Erica
Verkoeijen. 'We looked very
carefully at all our clients and
have tried to define their needs
accordingly. As a result, we
started contacting them on a
regular basis. So our clients
Relationship management: left to right: Hans Hensen, Margie
Boekhout and Kathleen Tbeyssens.
PROACTIVE APPROACH
Deputy general manager
Philippe Deltomme and head
of private banking Edward
Vermeer are jointly responsible
for that development. 'If you
look at our organigram, you'll
see that each section has its
specific cliënt focus,' he says,
'but we're all very closely
linked. Communication is
essential between the personal
bankers, the relationship
managers and the product
specialists. We had clients
whose accounts were pretty
much dormant. We were doing
a good job for them in terms
of return, but there simply
wasn't the capacity to be
proactive. The structure we've
had in place since late 1995
has changed that.' But it is not
only the very high net worth
individuals who now receive
personalized attention. The
personal bankers also pursue a
much more active relationship
with their clients. 'We've
now have their own direct
contact person in the advisory
team. The response from them
has been really positive.'
BEST RETURNS
Tight interaction between the
personal bankers, relationship
managers and product
specialists is vital for the
success of Luxembourg's cliënt
focus. As the revamped
structure took shape from
GROEIENDE ACTIVITEITEN
Kantoor Luxemburg heeft de activiteiten verdeeld in private banking, personal banking, product specialisten en operations.
Ondanks deze indeling wordt binnen het kantoor nauw samengewerkt. De focus is gericht op de klanten en iedereen binnen het
kantoor werkt mee om deze zo goed mogelijk te bedienen. Over individuele klanten wordt niet gesproken. Private betekent uitdrukkelijk private bij
onze Luxemburgse collega's. Het kantoor heeft een grote groei doorgemaakt, het personeelsbestand bestaat nu uit ca. 90 mensen. Het gebouw puilt
inmiddels uit en verlangend wordt uitgezien naar het nieuwe kantoor dat aan de overkant van de straat gebouwd wordt.
