Mid-1990’s competitive positioning (Tangible) New competitive positioning(Tangible)

1. As of 2003, what was Jyske Bank’s competitive positioning?

JYSKE Bank was following an old-fashioned banking system. They had to make both

tangible and intangible changes in their business operations, as well as how they deliver the

service to the clients. Its competitive differentiation strategy was originated from its core

values and differences. Then they began to promote relationships with clients to understand

their needs and solutions in accordance with their strategy. The only target is having less risk

bearing clients.

JYSKE Bank differentiates itself on the aspect of service provision and it invested in tools,

employee capability, solutions and increase spending time with their clients. These changes

were made to reflect JYSKE differences in every possible way.

JYSKE introduced a new competitive positioning in its branches and all sorts of

operations. New positioning is shown below.

Out of Box Services -

· Developing a specific marketing or niche marketing and targeting to the perfect set of clients.

· A single client is assigned to a small group of employees in each of the branches of JYSKE

bank to ensure better and quick service with compiled effort.

· JYSKE bank is keeping friendly picture employees..

Value addition -
· To be nice to every client to ensure satisfaction.

· Making available time for clients.

· Caring clients as much as possible

· Focusing on niche marketing for extremely valuable clients.

· Training for building team and provide adequate services.

· Empowering employees with training and allotting enough power to make instant decision at

least at the branch level.

· JYSKE bank is offering attractive incentives to their employees to increase satisfaction and

commitment to the organization.

Cutting Edge -

Here tools developed means – Clients’ needs are identified. And the combine effort of these tools

and employees are cutting edges.

· JYSKE bank developed IT tools to help clients in identifying clients’ problems and providing

proper solutions.

· Both employees and the tools are providing appropriate solutions to clients.

Service & culture that differentiates–

· More employee centric approach to maintain client satisfaction.

· Empowering employees for decision making.

· Employee training for fro better service orientation availability for clients.

· Changing the style of delivering financial services to clients.