Increasing the retail network
confirms: 'It's pretty similar to Rabobank
in the Netherlands in terms of its
network, which is mostiy outside the
big cities and in rural areas.' From an
organisational point of view, Bank BGZ
is currently implementing KOMPASS.
This is comparable to the Dutch project
FAST and aims to streamline the network
organisation and make it more proactive
towards clients. In addition to this, other
Rabobank tools and methods have been
introduced including a new MBO system
and agri research.
Incorporating new acquisitions into
the Group is a multi-stage process.
Information gained from the due
26 The Word Issue 13 February 2007
diligence process is often used to take
quick action in potentially problematic
areas, such as credit management and
the planning of key IT projects. After
this, Rl and the local management
formulate a business strategy and
agree on a road map for the coming
years, including positioning, financial
targets and the milestones to reach
them. A dedicated business support
manager in the European Retail
Development department supports
the branch in implementing the busi
ness plan. 'He or she facilitates capabili-
ties requested by Rabobank to develop
the acquired bank in its local market,'
Steenvoort explains. 'They will also be
involved in key functions like control,
risk management, IT and compliance'.
Progress is monitored by supervisory
boards that include representatives
from Rl.
Once the banks are incorporated into
the organisation, the Group has a new
network in which it can sell Rabobank
products and services. 'If you look at
the offering we have for farmers in the
Netherlands, we try to use the same
approach in other countries,' says
Schellens. 'In Poland, we have been
working on Agri Express, which is a
package of products specifically for
farmers, including all the core products
they need to run their business. This is a
product we could use elsewhere.'
