Are we focusing on the customer
or the customer's file?
Dilemma
A solid and secure financial basis: we aim to contribute to
building such a foundation through our financial products,
our advisory strength and our networks.
In order to manage this process as successfully as possible, our
focus must be completely on the customer. Yet it sometimes
seems as if we are focused more on the paperwork and
administrative documentation involved than on our customers.
This tends to be motivated by a desire and need to comply with
the laws and regulations.
In fact, the purpose of these laws and regulations is to protect
our customers' interests and make certain that we know the
rules of the game. This provides us with the tools we need to
increase our customer focus. We also need to bear in mind,
however, that our customers do not always understand the laws
and regulations or, in fact, that those laws and regulations do
not always serve the interest of the customers themselves.
Our employees must therefore be able to empathise with our
customers' struggle with regulations and must be able to
explain to them why these rules are in place, while at the same
time serving them to the best of their ability.
The importance of these competencies is underscored in two
major programmes currently running at Rabobank.The first of
these programmes is Culture Collective, a culture programme
for all our employees designed to ensure customers become
our first priority again. The purpose of the second programme,
Vision 2016, is to improve the services we provide to our
customers through the intelligent and appealing use of virtual
channels, including personalised advice and the use of our
networks if required.
Any laws and regulations that do not immediately serve the
interests of our customers will eventually need to be amended.
Together with our partners in the sector we will engage in
dialogue with legislators and regulators in an attempt to
facilitate this change.
The items listed above are just a few of the strategic innovations which will be centrally managed
by the Innovation Board starting in 2015. In addition to prioritising these innovation themes,
the Board will also focus on three priorities for creating a sustainable innovation process:
1. Initiating and learning from innovative initiatives
2. Determining the impact of innovation
3. Increasing commitment to innovation.
Innovation awards
Innovation requires a healthy dose of creativity, business acumen, perseverance and courage -
all qualities which we are keen to reward.The Herman Wijffels Innovation Award, presented
annually by Rabobank, provides Dutch entrepreneurs with a platform through which they can
successfully and commercially launch their innovations in the field of sustainability.
We presented the awards for the thirteenth time in 2014. Dozens of entrepreneurs have already
received support from us in the form of prize money, publicity and access to finance, our
knowledge and our network.
O Please click here for more information about the award and the winners.
24 Annual Report 2014 Rabobank Group
