Rabobank Group's primary drive is to act in its
clients' interest. Our core target is to create and
increase customer value, i.e. the value a client
attaches to the services. Customer satisfaction
with Rabobank's services is higher than for our
competitors and increased in 2003.
Increased satisfaction
Satisfaction
Customer value 25
Customer value
Rabobank Group wants clients to actually see for themselves that the
organisation is driven by their wishes.Optimum product quality and
service quality are essential to achieve that. Since 2001, customer value
is measured with the aid of the customer value monitor. Within each
client group of the local Rabobanks, Interpolis and Robeco, thousands of
people in the Netherlands are questioned each year on the performance
of these Group entities. At the same time, our competitors' clients are
also surveyed about the performance of their banks so that we can
benchmark Rabobank against them.
In 2003, the views of over 7,000 people in the Netherlands were polled
as part of the customer value monitor. For the first time, the Group
entity Alex was included in the survey and the questions were asked
and answered via Internet instead of by telephone. As in previous years,
the results showed that Rabobank clients are more loyal to and more
engaged with their bank than the clients of competitors. Of all the private
clients surveyed in 2003,43% believed that Rabobank acted primarily in
their interests and not in its own financial interest.This is virtually on a
level with 2002 but significantly higher than the 35% scored by our
competitors on this point. Among Rabobank's corporate clients, this
percentage increased from 34% to 38%.The percentage of business
clients of competitors who thought that their bank acts primarily in
their interests increased likewise, from 27% to 35%. Customer satisfaction
also increased in the year under review. This is partly due to the fact that
the survey was held via Internet. Internet users are accustomed to
computers and value virtual channels such as Internet banking and
the Rabofoon and self-service equipment such as cash dispensing
machines and point-of-sale terminals higher than clients not familiar
with these facilities.
Constructive negotiations
dj result in new Rabobank
collective labour agreement.
2003
2002
2001
Rabobank private
7.7*
7.4
7.5
benchmark
7.6*
7.4
7.4
Rabobank corporate
7.4*
7.1
7.4
benchmark
7.2*
7.0
7.3
Interpolis
7.8
7.6
7.6
benchmark
7.6
7.6
7.5
Robeco Direct
7.6
7.7
8.1
benchmark
7.4
7.4
7.6
Alex
8.0
7.7
Benchmark
7.4
7.4
polling method changed
in 2003 from telephone to Internet.
o
o
CM
