Complaints management
The following table shows the percentage of survey
participants stating that the three characteristics best
applied to Rabobank
Instances may occur where a client is dissatisfied with a
particular product or service. It is precisely such circum
stances that enable the bank to show what service means.
Taking complaints seriously and respecting the client's
feelings opens the way to reaching a solution together.
Sound complaints management is essential to an
organisation that focuses on excellent service to its clients.
It is important to be clear about the complaints handling
process, i.e. what the client is entitled to expect and
what the bank is doing about his/her complaint. Serious
investigations can then reveal what the problem really is
and where a solution could be found.
Finding the solution together strengthens both the relati
onship and mutual appreciation. The local Rabobank is the
client's first point of contact. If the client and the bank are
unable to find a solution together or if the solution is not
satisfactory to the client, he/she can submit the complaint
to the Complaints Service of Rabobank Nederland.
The Complaints Service sends monthly reports on the data
recorded by it to the departments involved and submits
relevant improvement proposals based on an analysis of
the complaints.
The top 5 of subjects giving rise to complaints in 2006
was as follows:
1. disputed withdrawals from cash dispensing machines
(e.g. with lost bankcards, or short payment) on a total of
680 million withdrawals at home and abroad; 503 com
plaints (2005: 508 complaints in 629 million withdrawals)
2. electronic banking; 257 complaints; (2005: 237);
3. staff advice; 160 complaints; (2005: 127);
4. protests against entries in the incident register;
99 complaints; (2005: 122);
5. payments processing; 97 complaints; (2005: 87).
On the whole, the conclusion is that, thanks to its careful
approach, Rabobank has succeeded in minimising the
number of complaints on the total number of client
contacts. Nevertheless, each complaint is one too many
and the bank continues its work on bringing its services
and service provision to further perfection.
In 2006, the Complaints Service received 2,950 (2,906)
complaints. Having shown increases for some years, the
number of complaints stabilised over the past two years.
The number of clients appealing to the Disputes
Committee for the Banking Industry declined by around a
quarter in 2006. In addition, clients are becoming familiar
with new forms of service, for example Internet banking.
Increasingly, information on banking services is accessible
via the Internet. Clear information reduces the number of
misunderstandings.
The Complaints Service expressly involves the local
Rabobanks in complaints handling. More than one third
of complaints submitted to the Complaints Service was
subsequently still dealt with in the first line, i.e. at the local
Rabobanks, with the Complaints Service providing support
where necessary or desired.
Question:
With which of the five large banks do you most associate
the following characteristics?
Brand values
2006
2005
Ranking
Ranking
Rabobank
Rabobank
Private individuals
Near-you
53
1
54
1
Committed
43
1
43
1
Leading
43
1
41
1
Businesses
Near-you
55
1
58
1
Committed
45
1
46
1
Leading
44
1
44
1
Source: Rabobank Communicatie Monitor (TNS NIPO)
Customer value 81
