Strategy NL region
Unbeatable combination
Strategie framework
Us ■■hB
The second segment, the Large Corpo
rates segment (EUR >250 million) is served
from Utrecht, mostly according to the SRB
model. In this model Senior Relationship
Bankers position the product specialists
of Rabobank as part of their dealings
with the cliënt and ensure the various
products are profitably delivered. The key
goal for the Large Corporates segment
will be to be leading on event driven
transactions. Objective targets are defined
based on benchmark positions relevant
to each specific product, and Rabobank's
relative share in fee income in the Dutch
wholesale market.
Eric Saris (1967)
joined Rabobank 23
years ago as a trainee
with a small member
bank and worked
for 12 years as a
Relationship Manager
in the F&A and SME
sectors. In 2000, he
moved to Rabobank
International Large
Corporates. Then,
in 2006, he joined
Rabobank Inter
nationale Mid
Corporate Division
as Deputy Director
and has headed the
division since May
2009.
corporate clients. It is important that the customer experiences
that we have the knowledge and expertise they need. We are the
gateway to the expertise and products of an international bank."
Meanwhile, the Mid Corporates business is providing wholesale
training for bankers and has teams with all the necessary
specialisms to support the local banks in the servicing of their
corporate clients, Wholesale Clients Netherlands has centralised
financial logistics and is making massive investments in efficiency
and access to that system across the Dutch business.
Weenig says: "We're also investing in product bankers, so we can
increase our product offering like Debt Capital Markets to Dutch
clients. And, of course, we're launching the new CRM system.
The exchange of knowledge between local banks
and Rl will be key to achieving wholesale market
leadership and it's a major focus for everyone
involved. It's also an area that will require real
commitment and heavy investment. Everybody
needs to know exactly what Rabobank can offer,
whether it's through Rl, the member banks or the likes of DLL.
Weenig says: "Our biggest challenge is to make the connections
that will enable us to put that combination on the table."
The conclusion is that Rabobank has a lot to offer. And it has
a lot of ambition. And, above all, it wants to grow in wholesale
banking on its own terms.
Saris: 'This will be a very difficult balancing act. We need more
creativity and entrepreneurship. We need people who have
the courage to make decisions and stand by them. But we also
want to preserve two of our greatest strengths - our cooperative
values and our deep-seated dient focus. We want to create a
winning culture, but it has to be our winning culture."*
There are almost too many initiatives to count."
Dirken adds: "Very importantly, Rabobank is
closely monitoring and reporting on the progress
being made on all these initiatives and the overall
strategie goals. We're discussing the progress with
the local banks and we decide together what we
can do to further improve progress and address any
issues. That alone is increasing the understanding
between the local banks and the wholesale
business, and the willingness to work together. We
have to make sure we continue communicating
with each other."
Rabobank has traditionally held leading
positions in the Dutch retail and SME
segments. The bank has now set its
sights firmly on market leadership in the
Dutch wholesale segment. Servicing
clients, Rabobank Wholesale works
across two segments:
The Mid Corporates segment is serviced
by local banks in collaboration with
regional teams from Rl. This encompasses
companies and organisations with yearly
revenues of between EUR 10 million and
EUR 250 million. For those companies
and organisations, the local bank is a full
service bank. In the mid corporate market
Rabobank is focused on increasing its
market share within three years from the
current level of 30 percent to 33 percent
in 2013 (in the more complex part of
this segment - above EUR 30 million
turnover - market share has to grow from
22 percent to 30 percent in the same
period). By market share we mean the
number of primary banker relationships,
those in which at least three products
are sold.
ISSUE 28 AUGUSI '011 Rl WORLD
