Proof of performance
internationally stronger Global Financial
Markets Division and professional
Corporate Finance capabilities. And we
strengthened the relationship banking
concept and developed the necessary
competencies for the relationship
manager. We redefined our targets per
customerand started holding our
relationship managers accountable for
results. Our willingness to support
customers through good and bad times
has allowed Rabobank to play a greater
role in the restructuring many companies
have experienced in recent years. We've
become a trusted advisor, rather than just
one of the credit lending banks. Ifyou
advise a company on equity issues,
acquisitions, recapitalisation and other
strategie issues, the relationship becomes
a strategie one.'
TW: What about Rabobank's self-confidence?
Has it improved over the years?
RB: 'I believe corporate banking is
essentially not just a financial service.
Funding a company is making an
investment. In the past we went too far
in accommodating the customer; we
were neglecting our own needs. We have
become more professional on this front.
With our new relationship-banking
model firmly in place, we can develop a
deep and broad customer franchise. Our
self-confidence is improving; winning
awards such as 'Corporate Bank of the
Year' in the Netherlands certainly helps.'
TW: Teil us about this new structure.
RB: 'Within the former structure,
Relationship Managers were also
responsible for the credit lending as
product manager. This meant that
operational activities consequently took
upa great deal of his or her time. In the
new structure, the relationship
management function - Senior
Relationship Banking - and product
responsibility - Corporate Loans - have
been separated. You could say that we
used to be a chamber orchestra and the
conductor doubled as the first violinist.
We have now grown into a symphony
orchestra featuring many more instru-
ments. The conductor may now put away
his violin and focus all his attention on
conducting the orchestra. Because the
Senior Relationship Bankers no longer
focus exclusively on corporate lending,
they can address a much broader
spectrum of cliënt needs. The Senior
Relationship Banker has to be able to deal
with customers and develop a credit view,
and have broad product knowledge and
deal with the local member banks. This
requires a totally new set of competencies.'
TW: Now that the new structure is in place,
what are the next steps?
RB: 'In my personal view there are two
parallel strategies for future growth.
Firstly, doublé our market share in the
Netherlands, in cooperation with the
local member banks and assisted by
our regional teams. Secondly, develop
a European strategy with Rabobank
International. More and more Dutch
companies operate on an international
scale. In order to continue to build
relationships with these clients, Rabobank
needs to be organised so that Utrecht
plays a European role. Just as in the US,
where the central New York office is
involved in all deals around the country,
support from Utrecht is important to
keep momentum going. Some local
branches may consider this a new form
of "imperialism", but I am convinced this
model wilt work for us.'
A new Wholesale ad campaign launched in the Netherlands gives Relationship
Managers the proof of performance needed to attract new clients and increase cross-sell.
The new print and radio ads aim to boost Rabobank's profile as a leading and innovative
'Allfinanz' bank, by raising awareness of specific financial solutions, like buy-outs
and recaps, Mergers and Acquisitions, Capital Market transactions and Private Equity.
The Netherlands Relationship Managers will probably find that the ads make a good
conversation starting point for personal sales and contracts.
Another component of the campaign is case studies, presented on the 'Proof of
Performance' pages at www.Rabobank.com.They demonstrate Rabobank's successes,
and both home market and international Relationship Managers will find these helpful.
Stay tuned for the addition of international cases - and don't be shy about suggesting
your own deal as an interesting case study to be included. Contact Judith Olde Rikkert
for more information. The print ads can be viewed on Meeting Point.
The Word 21
