Balancing local and global identity
marketing
As Rabobank International (Rl) organizes its global activities more and more
along functional lines - with a growing emphasis on standardized systems and
procedures to better serve customers and market demands - the marketing
operation is naturally following suit. Building a consistent worldwide image, our
marketing activities will henceforth be specifically conceived, structured, and
executed with global priorities uppermost in mind. While professionalism and
local initiative will be encouraged throughout the network, the guiding principle
is that Rl must present a consistent and recognizable face to the world.
Local sensitivity
Marketing guidelines
Cooperative campaigns
What'sNewS Issue 4' April 1999
Ir is clear that global product and
business managers are assuming a more
strategie role in management. While they
oversee the broad lines of our
development, the general managers are
now more integrated in a global network
which shares this consistent
worldwide strategy. Their task,
increasingly, is to act as content
organizers. They need to promote
networking, to bring people and
disciplines together in pursuit of
value-adding deals, and to act as
storehouses of essential local
understanding and know-how.
According to Roel van Veggel,
head of marketing Rl, this is
precisely the kind of relationship
that should emerge between head
office marketing professionals
and those placed throughout the
office network. The reason is
clear and inescapable: 'The key
task is to project the image of a
unified international bank that is
well positioned to meet its customers'
equally international needs. Since the
marketing operation conditions
perceptions of what Rl stands for, and
what kind of products and financial
solutions we are best-placed to sell, we
need a unified global structure, and a
team in which every player is clear about
his or her role.'
Van Veggel's head office operation, which
in addition to support staff includes
Vincent Pijpers and Laurens Masereeuw,
is now in the process of reorienting itself
according to these principles. For
example, each of the head office
professionals will be responsible for the
global marketing activities of a business
line, as well as play an important role
for an assigned region, namely that of
firsr contact consultant. While strategy
and overall management will continue to
be exercised at head office level by a
core team globally responsible for the
marketing product, local staff will serve
an indispensable function as content
The team from left to right: Van Veggel, Pijpers, Masereeuw
organizers, networkers, and 'ears' for
local trends and developments. 'There is
a growing recognition of the importance
of having a consistent marketing strategy
and, accordingly, of the need to raise the
Standard of professionalism throughout
the network,' Pijpers says. 'People
appreciate that we need to present
ourselves on the market as a knowledge-
driven, client-focused bank operating in
three core sectors. But, while being
global, we also need to approach the
market with a sensitivity to local
relativities. We need to recognize and
accommodate these realities. Our aim is
not to centralize every single detail. On
the contrary. We need to strike a
balance. The key is to encourage a
continuous dialogue between head office
and a network of dedicated and
professional local marketing staff.'
As an essential first step towards
reconfiguring the marketing operations,
the marketing Rl team is now in the
advanced phases of preparing a global
marketing and Communications rnanual.
Says Laurens Masereeuw, 'this will set
the overall strategie framework within
which the offices can pursue their
individual marketing activities. In a clear
and concise format, it will provide global
guidelines on the execution of marketing
tactics. It will articulate policies with
regard to branding, internal and external
communication activities, sponsorship,
the organization of knowledge-based
events, advertising, and all the rest. It
will also provide detailed checklists as
well as handy tools that can be
used to ensure success.' The
manual will clearly indicate the
types of support and tools
available from head office. For
example, logos and general design
principles for brochures are offered
with the aim of helping Rl grow in
corporate identity worldwide.
'There will he ample room for
individual initiative, provided that
it falls within the overall
guidelines,' Pijpers says. 'We want
offices to take a more proactive
approach to marketing - even if
certain rules and formats need to
be observed.'
Advertising is especially increasingly as a
global phenomenon. Thus, the health care
advertising campaign currently under
development has been prepared in close
cooperation with Arnold Kuijpers, the
global business manager for health care. It
emphasizes macro issues such as our
cooperative history and ethos, our
research capabilities, and our knowledge-
driven approach to providing value for
our clients. While such campaigns may be
developed centrally, offices throughout the
network can complement these activities
through local sponsorship or the
organization of health care-related
informative events. As always, the key
will be to strike the right balance between
local and global. 'The aints are the santé,'
van Veggel notes. 'Marketing is at root an
activity that seeks to create and enhance
cliënt relationships.'
