During the meeting we fully connected with
their strategie and nnancial development.
lt was a wonaerjuL example
of the technique in use 9
Enhanced Client Coverage
through Thought Leadership
Lex Kloosterman:
rJ. r
Leadership technique everywhere, with many of our clients
we're perhaps not at that level of intimacy yet. So that's one
observation l'd make. A second one is that we need to cover
the cliënt from sector to product. Defined broadly, at the
heart of the Global Coverage model we need to lead with our
F&A expertise, and that needs to be an integral part of future
pitches."
The challenge is to extend this F&A knowledge leadership
process across Asia's top-ten clients. Soh Hang Kwang:
"Achieving this will involve getting together our FAR specialists,
regional strategists and senior relationship bankers, who are
already well established in the region, to work in tandem, as in
an orchestra, where the difference between noise and music
is synchronicity. Our orchestration will put a broad smile on
our clients' face. So it's about engaging clients in an orderly
fashion. And in order to maximise the level of disclosure from
our clients, it's necessary to have a close relationship with
them. Without that, it's practically impossible to have an open
discussion. Our relationship with COFCO has enabled us to
have a strong strategie connection because we now know
clearly what's on the mind of the chairman or CEO, and that's
what we need to achieve with all our other clients."
In early 2010, Rabobank implemented a global cliënt
coverage model with the aim of driving the cliënt relation
ship from both a strategie and operation level, resulting
in improved cross sell. Providing product managers and
senior relationship bankers with the necessary tools and
intelligence to service their clients betters will allow the bank
to achieve a higher probability of securing a larger number
of deal opportunities across the entire product suite. The
Thought Leadership cliënt coverage technique demands
comprehensive access to cliënt information, a high level
of collaboration across the deal team, and relies heavily on
quantitative metrics to bring a more objective approach to
identifying financial solutions for the cliënt. As the technique
involves quite a number of FAR specialists, regional strate
gists and senior bankers, as well as time to prepare, it is best
targeted towards the bank's most important clients and
prospects.
The Thought Leadership technique leverages the power
of strategie thought and industry knowledge as a basis to
support the execution of an enhanced cliënt solutions
process with the cliënt. The approach recognises that a
comprehensive information discovery process may only be
possible once a certain level of cliënt intimacy is achieved.
Relying on Rabobank's world leading F&A knowledge, the
approach involves high level brainstorming sessions with
the cliënt, covering the critical business issues that are at
the forefront of CEOs' strategie mind space, and proposes
potential options to address these issues.
The team was able to use the Thought Leadership approach
to enhance Rabobank's relationship with COFCO, which has
led to a series of subsequent interactions with the company,
leading to a more intimate relationship overall, and deeper
understanding of the client's strategie requirements.
ISSUE 2 7 UI WORLD
