GROUP NEWS
People power
Transition in 2003
Making an impression
Realizing our proposition demands a
lot from all of us.
Showing new perspectives and chal-
lenging convention. Therefore we
have to gain in-depth knowledge of
the business of each cliënt and we
have to show true interest in the life of
each cliënt.
Being a successful entrepreneur and
offering tailored solutions. This re-
quires competence, drive and a can-do
attitude to take on innovative and
challenging activities that add value
for the customer. We set targets and
measure the impact.
Reassurartce and inspiration. There
fore we have to demonstrate responsi-
bility and approach challenges realisti-
cally without being guided by the
impossibilities.
Being a full and equal business part
ner. This means offering a long-term
perspective, working together in an
egalitarian way and being straight
forward, open and honest. First of all
with the cliënt but with one another
as well. Because this also means making
more use of the strength of the
Group's collective.
reflects the fact that not all of the
Group's activities are pure banking.
Mts a logical progression,' says
Peijster. Construction has now be-
gun on the visual elements of the
new Rabogroup brand. Peijster
says, 'The whole rebranding
process has been undertaken in a
series of stages. Firstly, the rede-
velopment of the retail brand
occurred. Secondly, the wholesale
brand was created; its visual rep-
resentation is in the final stages
of development. The final stage,
after resolving to reposition the
Group through renaming, is to
make decisions concerning how
to represent the new Group in
terms of its logo and other visual
elements.'
In the same way that this new
brand strategy is evolutionary not
revolutionary, implementation of
the visual elements will take place
on an as-needed basis. For example,
when you need new business
cards, or a new brochure, the new
wholesale visual expression will
come into play. 2003 is the transi
tion year. How and when use of
the new visual elements occurs
depends on the individual situations
of local branches and will take
place in close cooperation with
head office in Utrecht.
'However,' van Veggel continues,
'the visual elements of branding,
the logos, typeface, colours, etc,
are merely the tip of the iceberg.
What lies beneath is a more
crystallized awareness of our core
values and cliënt relationships and
personal responsibility.' Clients'
experiences with our Rabohankers
are what really shape opinions
about the Rabobank character.
'It's the personal relationships we
cultivate and build that really im-
press the clients - therefore: people
are the brand,' explains van Veggel.
With this in mind, everyone has a
part to play in this new branding
strategy, and it's never too early to
start.
24 I Rl The Word I
