Customer focus
If we are to achieve the high level of customer satisfaction to which we aspire,
it is vital that all our employees fully embrace the philosophy of customer
centricity. Various surveys have indicated that our customers were significantly
more satisfied with our services in 2014 than in 201 3.
At the same time, our customers also tell us that they expect more from
Rabobank. We need to improve our competitive advantage by becoming
more transparent and reliable and by adopting a more personal approach.
A fair number of customers, for example, have expressed discontent with
the long processing times and poor communication they have encountered
in their interaction with the bank. Our own employees, too, in their responses
in the culture survey stated that they would like to spend more time serving
customers. There is decidedly too much focus at present on internal affairs
due to various regulations and other factors.
We have also observed that both our customers and society are increasingly
recognising the importance of sustainability and there is a growing desire to
make agriculture and the food supply more sustainable globally.There is
also an increasing awareness that a healthy balance between wealth and
prosperity is essential to a vital, vibrant society and that the best solutions
are created through cooperation.These developments fit in perfectly with
the public role Rabobank wants to fulfil. We want to be sustainably
successful with our customers.
Customer satisfaction
We use the Net Promoter Score (NPS) as a metric for measuring the level of satisfaction of
customers who have used the services of our advisors; the Customer Effort Score (CES) to
measure the ease with which customers manage their banking business through Rabobank;
and the Customer Advocacy Score (CAS) to measure to what extent customers feel we act in
their best interest.
Our research has revealed that the NPS for our advisors improved in 2014 in both the retail and
business divisions.The CAS has also been on an upswing, after falling behind during the year
and the CES for day-to-day banking business is high and relatively stable in the private market.
The Businesses segment, meanwhile, is unmistakably getting back on track.
Rabobank either improved slightly or remained constant in each of these indicators in 2014.
We do not only measure the NPS, CES and CAS; we also ask our customers to rate their level
of satisfaction on a scale from 0 to 10. Both our business and our retail customers give us a
'7+'score, which is comparable to or slightly higher than the score we received in 2013.
Despite our extensive attention to regulations and internal processes, customers' opinion of
Rabobank became more favourable in 2014.
19 Customer focus
