1997 - FIGURES
WHAT'S NEWS Issue 3 March 1998
know-how exchange
15
Santiago de Cbile based Fernando de Araya
nergized by the course
an in-depth analysis of the customer's
particular situation and business needs
before writing a case study. This part of
the assignment must be completed before
module II commences. Part two of the
project is to generate an analysis of the
customer's financial needs and our
capabilities to meet those needs. Any
capabilities we lack should be charted and
developed. This part of the assignment
must be ready for presentation with
recommendations for appropriate
responses and action at module III.
NETWORK TALKING
The project targets themselves are still
under wraps at present, but the teams
have clearly been busy. 'Distance is
:rtainly a constraint in the sense of where
our target cliënt is located rather than our
inter-network communication,' says
Fernando. 'We couldn't have done this as
easily if the electronic mail system hadn't
been in place.' The project assignment
suggests at least one face-to-face meeting
of team members and Philippe's colleagues
will see each other at our Antwerp office
to discuss progress. 'I think it's working
well,' Betty says. 'We're doing most of our
talking by e-mail, but conference calling is
also proving a real option.' Global
business manager F&A Peter Greenberg
continues: 'Internal networking a la APFT
is a key success factor for us in terms of
our ability to generate cliënt intimacy.
And, to a large extent, that is what this
program is all about.'
REAL-LIFE SITUATIONS
Besides the practicalities of the course and
its concrete know-how transfer, it also
aspires to contributing to a change in our
actual mindset. According to Gerrit
Broeksma, professor of organizational
behaviour and one of the architects of the
course, the aim is to engineer a bottom-up
change in attitudes inspired by changes in
behaviour. Do our people feel their
attitudes have changed? 'As yet, I haven't
experienced any change in mindset,' says
Philippe, 'but I do think the teaching
method is ideal for "students" like us who
are used to "real-life" situations.' His two
co-workers agree, although Fernando
adds: 'I'd rather answer this one at the end
of the course.'
MORE FOCUS
What everyone is eager to answer is what
they gained from the first module. 'Super
networking,' says Betty enthusiastically. 'I
learned so much about other markets and
sectors, but also about how cultural
aspects play such an important role in
business decisions.' Fernando found he
was energized by the whole event. For
Philippe, the intense interaction with
colleagues from all over the world meant
'I've gained a more global view of the
sectors I work on.' At the same time, he
questions the fact that most relationship
managers (including himself) cover so
many sectors, 'three, four, five, and more
sometimes,' he says. 'FIow can we
realistically be expected to be expert in all
of them? We're focused. But we're not
always focused enough. If we're really
going to distinguish RI from the
(continued from page 1)
Among the records broken and milestones
achieved by the whole organization in
1997 are balance sheet total, which passed
the NLG 400 billion barrier and came out
at NLG 423 (335.1billion. Lending to
both corporates and personal consumers
shot past the NLG 250 billion level to
stand at NLG 254.1 against 219.7 billion
the previous year. Mortgage lending also
had a record year - the local member
bank's portfolio exceeded the NLG 100
billion mark for the first time.
RI - BIG SCORE
The whole organization picked up kudos
for performance. RI is no exception.
Rabobank International's credit portfolio
grew NLG 8.1 (7.1) billion to NLG 51.9
(43.8) billion. This increase represents a
rise of 18.6 (19.8)% shift. The
international network also expanded
through new operations such as the
Ukraine and Canada - expansion which
competition, we will have to take our
existing know-how further and really
become industry experts.'
GREAT EXPECTATIONS
Now they have experienced the first part
of the course, our special correspondents
are looking forward to the next modules -
the second will be held at North Western
University in the US. The Kellogg Institute
at North Western ranks among the top
five business schools in this field. 'My
expectations on the networking side are
pretty high,' Fernando believes. 'I'm
hoping to build up contacts especially
with product managers and investment
bankers.' Betty is also looking to improve
her existing network as well as meet up
with her project team-mates. 'In an
institution the size of RI,' she notes,
'networking is the key. And if we can
share know-how, then I know our
customers will benefit from that shared
expertise, whether it he in M&A, fiscal
structures, and so on.' Philippe thinks the
group will be in a position to develop
ideas on how RI can work up high value-
added products because what will have
changed in his perception is the
introduction of a new point of departure -
a good understanding of the customer's
strategies and needs.
Look out for our next report on module II in
our June issue.
along with increasing investment banking
activity was in part responsible for an
increase in expenses for the whole
organization (up by 20.7%). At the end of
the reporting year, international network
comprised 112 (87) offices in 35 (32)
countries.
GREAT RESULTS
For the whole Rabobank group, pre-tax
operating results rose to 20.8 (13.9)% to
NLG 2,856 (2,365) million. The fiscal
burden increased to NLG 871 (706)
million. Third party interests increased to
NLG 78 (27) million as a consequence of
the acquisition of a 50% stake in the
Robeco Group in early 1997 and a 51%
interest in Agricredit Acceptance
Corporation by De Lage Landen at the
end of 1996. Net profit is calculated at
NLG 1,907 1,632) million, an increase of
16.9 (14.4)%. Except for: well done
everyone, need we say more?
