Corporate Clients
businesses with EUR 1 to 10 million in revenues
KPI
Customers in Trade, Industry and Services
(both primary and secundary customers)
Actual 2012
Target
Dutch banks
(average)
Actual 2011
Recommend (NPS of promoters - of detractors)
(How likely are you to recommend Rabobank to others)
Satisfaction excellent, very good or good)
(How would you rate Rabobank in general)
-11%
78%
0%
-23%
77%
-9%
86%
Choose again certain, likely)
(How likely are you to choose Rabobank again)
Competitive advantage very great extent, great extent, some advantages)
(To what extent do you believe Rabobank provides advantages)
NPS-Plus (overall score or TNS NIPO TRPM-index)
60%
65%
52
55 (stable)
54%
55%
40
71%
68%
55
Promoter NPS (primary customers only) -6% >0% -17% -5%
Source: TNS NIPO, Customer loyalty survey, December 2012
A downward trend in customer satisfaction can also be observed among corporate clients.
While clients expected extra attention and commitment in these difficult economic times, they
felt that the bank often failed to pay sufficient attention to clients in the past year, or that the
bank focused on documentation and checks. Customer surveys also revealed that the trend in
satisfaction and market share can be reversed if Rabobank does what it has traditionally been
good at: paying focused attention to clients and demonstrating commitment.
In an effort to increase the percentage of customers who claim that Rabobank's advice meets
their needs, an advice framework is being developed and plans are being prepared for all
employees to obtain certification over the next few years.
A structural approach is also being taken to improve transparency, which customers feel
has declined. In addition to complying with the statutory frameworks for transparent fees for
a number of complex products, which came into force on 1 January 2013, ways to increase
transparency for other products and provide advisers and account managers with better
support when they advise clients are also being considered. At the same time, efforts are being
made to improve and speed up the handling of banking affairs. In addition, investments are
being made to expand online and mobile service options.
32 Annual Report 2012 Rabobank Group
