Financial Logistics ;#11 BANKING SPECIAL MUTUAL DEPENDENCY Bart Rootliep YA" in dealing with wealthy individuals, and that is private banking, This central organisation in Utrecht is currently structuring itself along the same lines as corporate banking, by putting relatively large teams at member banks and having them co-develop their cliënt base. Both supporting organisations are closely linked to Rl or are even integrated." Mol acknowledges that there is a discrepancy between Rabobank International's goal to be the leading F&A bank, and Rabobank Netherlands' strategy aimed at universal banking. "Wanting to be everything to all men in the Netherlands, which obviously we cannot aim for abroad, we have to serve our clients as best we can. But we need a certain scale to provide those products at a cost effective price, and vehicles to bring those products to our cliënt base efficiently. That could well mean that for certain services and products member banks might feel that clients are better served from a central location. The way we serve our corporate clients is already regionalised. And now we are thinking about private banking, insurance and other opportunities." Both in corporate banking and in private banking, customer ownership remains at the member bank. Would it not be more efficiënt to simply put a few central desks in charge? 'The debate should not be about 'who is the boss' but rather 'how do we get this organised'," comments Mol. 'The aim should be to service the cliënt at the end of the line. In general, most member banks do recognise that their individual market size might not support a specialised team for corporate insurance, to give one example. So we need to pool resources and utilise the expertise elsewhere in the group. Currently most of those regionai outfits are 'managed' by groups of member banks, not always via Utrecht. That structure might improve internal efficiency, but other options are certainly possible. So when it makes sense for some specialists to place these regionai support desks under the umbrella of a national organisation or even the international group, than that should be contemplated." Within the Dutch corporate market we have seen a shift in our cliënt relationship, which is not only based on lending but also on cash management, says Bart Rootliep, Head of Sales Management Financial Logistics. "We advise both large corporates that are serviced by Rabobank International in Utrecht and mid corporates and SMEs that are serviced by our member banks on cash management, trade and risk management. By adding focus on this anchor product, our cliënt relationship evolves from an event and credit driven focus towards a more balanced, long-term relationship. Our cash management advice is based on seeing, controlling and optimising the cash. This process is a logical step towards other related products, such as trade, treasury and corporate insurance. Our cliënt relationship will deepen and will generate more diverse and recurring income. We recently expanded our International Cash Management proposition for our internationally- active corporate customers and continuously strive to deliver value-creating solutions to our clients. These possibilities are made available via the Rabo Financial Logistics Portal, our on- line platform for corporate banking. The portal also provides a treasury and trade module, thereby integrating liquidity and risk management." 38 ISSUE 23 MAY 2010 RI WORLD

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blad 'RI World' (EN) | 2010 | | pagina 38