Banking
for the
future
Changesareunderwayin
the Netherlands as local
Rabobanks size-up how
to best serve customers
and retaintheirstrong
co-operative values.
recent years both private retail and
corporate customers in the Netherlands
have increasingly ehosen self-service.
Visits to the bank have decreased by
95% in the last 25 years. Interestingly,
while visits to branches have dwindled,
the number of inquiries has actually
increased. Rabobank has always been
very successful at adapting to changing
consumer behavior: we are the largest
internet bank in Kurope. Nevertheless,
these days the customer generally only
comes into the branch to ask about more
complex financial issues, so a team of
highly qualified advisors must be on
hand in every branch.
"The project commenced in early 2005
with analysis and discussion of market
intelligence and the aim of defining
Rabobank's vision of the ideal local
bank,' explains Thomas van Rijckevorsel,
Senior Executive Vice President
4 I The Word I
Rabobank is not a top-down organiza-
tion - we are a co-operative. This
means local Dutch Rabobanks are not
merely branches; they are our organi-
zation's core and shareholders. It also
means we are committed to local commu-
nities. We need to remain 'the nearby
bank', and if we want to continue to
improve our market share, we must listen
earefully to what our customers and
members want. How can we serve thern
better and what is the profile of the ideal
local bank? The 'Vision 2005+' project
is focused on finding the answers. This
project is uncovering a way for Rabobank
to guarantee quality and continuity of
service without compromising treasured
co-operative or community values. The
outcome of 'Vision 2005+' includes a
flurry of merger activity between the
autonomous local Rabobanks.
Ongoing market research shows that in
