Rabobank also managed to bolster its position in the top end of the corporate market, i.e.
among businesses with an annual turnover of more than EUR 10 million. Rabobank continued
to be market leader in the agricultural sector with a market share of 84% (84%).
Focus on delivering customer value
Rabobank's central focus has always been to deliver customer value. For high customer satis
faction, each client must receive proper attention. Not only is Rabobank the banking sector's
number one in terms of image and trust, it also has high scores, year after year, on customer
satisfaction and loyalty. Of all the large banks in the Netherlands, Rabobank was awarded the
highest score by its own clients in 2009. Surveys conducted by the University of Groningen,
Incompany and Metrixlab showed that Rabobank did better on all scores than the other large
banks. According to a survey by Miles Research, customer satisfaction among private clients
remained high in 2009, with clients awarding Rabobank an average score of 7.6 (7.7). This
survey reconfirmed the importance of a proper handling of contacts with clients. Rabobank
maintained its high customer satisfaction level among SME clients, with a score of 7.4, the
highest of all the large banks. Customer satisfaction among agricultural clients was unchanged
at 7.5. Clients consider Rabobank a reliable business partner and find their account managers
competent and solution-oriented. This high score is confirmed by other surveys, including
that conducted by OrbizzXL.This network club surveyed entrepreneurs about the impact of
the crisis on their businesses and the role of their banks. It appeared that clients generally
were satisfied with Rabobank.The reasons they stated included the bank's understanding of,
and good contacts with, its clients.
Virtual channels gaining importance in customer relations
The local Rabobanks in the Netherlands are Rabobank Group's core business.They serve their
clients from more than 1,000 branches. Virtual channels are becoming increasingly important
in customer relations as customers tend to visit their branches less and less. More than 30% of
retail products and services were sold online or by telephone in 2009; the number of branches
continued to drop. Customer service through virtual channels is a key aspect of the Rabobank
2010 Programme. Work continued on the website (www.rabobank.nl) to serve the over 3 million
online banking customers even better. This website was voted people's choice for 'Best Website
of the Year 2009' in the category financial products and services. Email is another medium that
has become a staple of customer relations; Rabobank is now using a range of social media
such as Twitter, Hyves and Linkedln. In addition, it has become easy for businesses to integrate
the digital purse and the MiniTix payment platform into their own websites. Hyves is one of
the first to do so. Rabobank also uses new media and virtual contacts to enter into a dialogue
with business start-ups and self-employed persons. A number of local Rabobanks launched a
platform for business start-ups on www.rabostarterscommunity.nl. Together with Reed
Business, Rabobank introduced a website to educate people who plan to start their own
business (www.ikgastarten.nl).
At year-end 2009 Rabobank introduced new payment platforms for retail clients; they are
more geared towards the current needs of private individuals. All existing payment platforms
and accounts will be migrated in 2010.
For Rabobank, 2009 was a year of clear choices and greater focus. Examples include Rabo
Mobiel, whose new management adjusted the plans for the future, and the sale of the home
search portals Moviq and Zoekallehuizen. Bizner, the internet bank for businesses, adjusted
its business model as a result of the change in market conditions.
Rabobank, the business bank in the Netherlands
2009 was a challenging year for the Dutch corporate sector, causing some businesses to
experience financial problems. Times are tough for the inland water transport sector and
glasshouse horticulture in particular. Demand fell due to the poor economic situation, dragging
down growth in lending in its wake. Many businesses saw their equity decrease and applied
for top-up loans or a repayment-free period. In accordance with its long-term strategy and
ambition to be the foremost business bank in the Netherlands, Rabobank stood behind its
customers and continued to grant loans. Due, in part, to the economic developments, the
government introduced several incentives for the corporate sector as well as broadening
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Domestic retail banking
