GLOBAL CONFERENCE
Better relations all round
is the preferred partner. Therefore, you need to
improve your confidence when giving these
presentations. You are too modest. You have an
AAA rating and have been voted the best whole-
sale bank two years running. You have the
product strength, but you need to improve the
selling capability. And you need to be more
confident without being too aggressive.
Q:What are you looking for in a financial
services provider?
Client: It's all about partnership and relationship
stability. This is why after-sales service is so
important to us. You say your unique selling
proposition is growing long lasting relationships,
well the front-end may have perfect service, but
the product specialists let us down because they
seem to be product driven - moving on to the
next product as soon as the sale is done.
Rabobank needs to invest more time in relation
ship management. When we start to hear
rumours, we worry about our investments; we
think, 'Surely Rabobank is worried too?' We
need more information about our investment's
performance. We want to know why things are
happening and how to react and protect our-
selves. You'11 get more kudos from solving
problems than selling products. We also want
a good relationship with Board-level and senior
management and we like to be kept informed
of what's going on at the top.
Q: What else do clients want?
Client: Client's don't expect Rabobank to
compete where you don't make money. We
understand that the business must be mutually
advantageous. But Sales must explain the bank's
risk parameters. Clients like honesty and want
an open dialogue. Sales must also listen carefully
to us and screen out products that we won't find
relevant. We are particularly impressed if you
know and understand our internal figures and
what drives us. It pays to remember that clients
publish their profiles in Annual Reports.
Furthermore, if an individual leaves or goes on
holiday, we want someone to step into the role
so that we still get good coverage - in fact,
Rabobank is quite good at that.
Client relations were not the only relations spotlighted at the recent GFM events. Improved
cooperation hetween GFM and other departments, sucb as Credit Risk Management
(KRM), was also on the agenda. Kick starting the process was the loudly applauded announce-
ment by Jaap Slotema, Chief Credit Officer, about the implementation of a 72-hour turn around
time for credit proposals, as of 2004. Furthermore, credit office management will be available
24/7 to further facilitate smooth processing in exceptional cases. This was in response to the
remarks expressed by Rutger Schellens, on behalf of GFM, at the sometimes inconsistent head
office decisions and slow process-speeds. Slotema reminded GFM that creating new products
and new markets makes it difficult for KRM to see how these deals fit into established policy.
KRM and GFM management have decided to meet regularly to resolve these kinds of problems
proactively. GFM can further help this process by providing presentations to KRM
on the new and main products.
Further promoting closer cooperation, personnel from Human Resources and Information
Technology also participated in the event by facilitating some discussions and zones. It was a
truly unique occasion with many Rabobankers coming together to address shared issues and
create team spirit.
The Word I 19
