s ORGANIGRAM International options Nextstep There are two issues here. One is that the Rabobank Group will not restrict its future to the consolidation of its current domestic position. That implies interna- tionalization. A second issue is that Rabobank wants to determine its own future. Dependency on mergers or ac- quisitions is not an option, unless Rabobank dictates the terms and retains its ability to remain independent to op- erate on international money and capi- tal markets. So, if the cooperative goal is continuity, how do you achieve it? According to Dekker, this opens up opportunities for Rl to play a mature role in the Group's future. 'International developtnent has to be regarded as an inevitable strategie direction. The key question is: what form should that international presente take?' It is not realistic to believe that Rabobank could replieate its domestic market dominance, built over more than a eentury, in other countries. I.ogically and in recognition of that reality, Rabobank thus opted to internationalize through wholesale. Equally logically, this entry into the international playing field was most effectively and efficiently done through seeking a niche. A sensible organization will look to its core strengths when looking at niche options. International retail, as pursued in the domestic market, was not an option. F&A was. So, a wholesale approach, focusing on F&A, was the only feasible first step. But what is next? Rl S MANAGING BOARD - WHO IS RESPONSIBLE FOR WHAT Rik van Slingelandt Wouter Kolff Ralf Dekker Sipko Schat Australia Asia Europe Netherlands Americas Financial Markets F&A Products TMI Compliance Equity Control HR Communication Administration Risk SAM BIS II Corporate Finance 6 I Rl The Word I

Rabobank Bronnenarchief

blad 'RI The Word / The Word' (EN) | 2002 | | pagina 6