Increased local effectiveness
Advance of Internet
Strengthening our position
as Allfinanz Group
Strategy and policy 21
actively contribute ideas about the course the bank is to take. In the
time ahead, the focus will be on strengthening member engagement.
Besides its member base, the Rabobank also worked on getting its
affairs in order in 2003. For example,a more personal approach towards
major clients has laid a solid foundation for increased selling power of
the local banks, while their cost increase was contained within acceptable
limits at 4%. Nevertheless, further improvements in efficiency and
effectiveness are possible and indeed necessary. A significant move in
that direction was initiated in the autumn of 2003 with the finalisation
of the 'Rabobank Vision 2005+' policy statement.The policy aim set out
therein is twofold: to create local banks of sufficient size and quality to
enable them to fulfil the role of market leader in their operating area,
but at the same time dimensioned on a scale fitting the near-to-the-
client and committed Rabobank identity. This process too, is customer
driven; on the basis of a logical division into market areas, we are
investigating which banks best qualify for a closer alliance. Because of the
banks' growing professionalism and expertise, the role of the Rabobank
Nederland support organisation is changing.The organisational conse
quences and staff implications of this will become clear in 2004.
Internet technology plays an important part in the efficiency and
effectiveness efforts aimed at strengthening the Rabobank brand, with
the Rabobank website as the most visible example of this to the
outside world. In 2003, the Bank strengthened its position as Europe's
largest Internet bank. But the Rabobank is active not just on its own
internetsite. In co-operation with third parties, it has successfully set up
web portals that help small and medium-sized enterprises in the
agricultural sector improve their business.Within the organisation itself
internet has also established a prominent position. A special Customer
Relationship Management programme has been set up, where Internet
technology and behavioural change go hand in hand.The tests carried
out in the year under review show that selling power could be signifi
cantly increased with the aid of this programme.The programme will be
expanded further in 2004. Also, the group-wide procurement activities
have been optimised using eProcurement, resulting in cost savings of
over EUR 100 million in less than two years.The employees themselves
benefit from internet technology through a personal intranetsite. In the
near future, this site will give them access to all the information that is
relevant to them.
By strengthening its Allfinanz position, Rabobank Group aims primarily
to strengthen its market leadership in the distribution of financial
services through the Rabobank brand (mainly the local banks) and,
additionally, through existing and new subsidiaries. Further, the Group
wishes to be active on a selective basis as a producer of financial
products to distributors outside Rabobank Group.
was voted the best Dutch corporate bank.
Surveys have revealed that the commercial
clearly portrays Rabobank as a prominent
and committed bank that operates close to
the client. Many employees have told me
how pleased they are that Rabobank is
finally showing everyone what a fantastic
bank it is. And they are proud of that. And
the response from clients, too, has been
positive.'
Jochem de Bruin, lead character in the Rabobank TV commercial.
