PEOPLE, SERVICE, AND PROFIT AT JYSKE BANK Summery : The Jyske Bank Group is managed and operated as a business.

At the same time, They attach great importance to treating their three groups of stakeholdersshareholders, customers and employees-with equal respect. This is illustrated by three equally big o erlapping circles which must remain in perfect balance. !f the balance shifts in fa or of one or two of the groups, this will be to the long-term detriment of all the groups. !n "##$, Jyske Bank Group%s primary operations consisted of Jyske Bank, which was the third largest bank in &enmark after &en &anske Bank and 'ordea%s &anish operations (see )*hibit +,. Jyske Bank was created in +-./ through the merger of four &anish banks ha ing their operations in Jutland, Jyske being &anish for 0Jutlandish.0 Jutland was the large portion of &enmark attached to the )uropean mainland to the north of Germany. 1ntil the late +--#s, Jyske Bank was characteri2ed as a typical &anish bank3 prudent, conser ati e, well-managed, generally unremarkable, and largely undifferentiated. At the heart of these changes was the bank%s determination to be, in the words of one e*ecuti e, 0the most customer-oriented bank in &enmark.0 The bank achie ed its goal by focusing on what it called Jyske 4orskelle, or Jyske &ifferences. JYSKE BANK !ncorporated in +-./ through the merger of 5&anish banks. 6ecogni2ed at most differentiated and unremarkable bank. But in mid -#s, the change process lost its differentiating characteristic. Till "##$, Jyske bank has maintained the highest number of satisfied customers. A customer allotted to a group of bankers 4riendly images of employees. The procedure is highly reduced for better ser ices.

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Q 01: AS OF THE MID 1 ITS COMPETITORS $ STRATE#IES

0!S "HAT "AS

JYSKE BANK!S COMPETITIVE

POSITIONIN# $ THAT IS "HAT DID IT DO FOR C%STOMERS RELATIVE TO

9id +--# Jyske Bank:s ;ompetiti e 7ositioning was

ery poor and it was not

compliable with its competitors. Beginning in the mid-+--#s, Jyske Bank embarked on a change process that led to its no longer being characteri2ed as either unremarkable or undifferentiated. By "##$ its unique 0fla or0 of ser ice made it a leader in customer satisfaction among &anish banks. <ne employee for a group of customers 7hysical ) idence3 &ull images for employees A long procedure before process could be lead to computer.

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Q 0&: AS OF &00', "HAT "AS JYSKE BANK!S COMPETITIVE POSITIONIN# $ A()*er: Jy)+e B,(+!) C-m.e/0/01e P-)0/0-(0(2 ,/ &00'3 Ou/ -4 B-5 Ser106e 7hysical ) idence Targeting the right customers A ;ustomer is assigned to a group of bankers 4riendly pictures of employees

V,7ue A88e8 7eople <riented 4ocused on niche market Training for good customer ser ice )mpowerment

Cu//0(2 E82e Technology =imilar &eli ery- =ignificant difference Tools de eloped- To !dentify customer needs Tools > 7eople? ;utting edge

Ser106e 6u7/ure /9,/ 8044ere(/0,/e) 7roduct selling approach to ;ustomer oriented approach &eli ery of 4inancial products )mployee centric

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Q 0': "9,/ 808 Jy)+e :,(+ 69,(2e /- e(,:7e 0/ /- 8e701er 0/) (e* 6-m.e/0/01e .-)0/0-(0(2$ A(): T,(20:7e C9,(2e): Account team Branch design &etails

I(/,(20:7e 69,(2e): Training )mpowering the branches and throughout the bank

Q 0;: H-* 808 Jy)+e B,(+ 0m.7eme(/ /9-)e 69,(2e)$

Ans3 Jyske Bank can implement changes in following ways3 Se7e6/0-(: 'ot only banking skills but also social ability to ser e the social people for societal betterment. Tr,0(0(2 : )*ecute a ariant of training session to de elop a e ery nodes. I(6e(/01e) : 7ro iding incenti e to its )mployees, customers @ ser ices partners. =tock, annual raises and onetime payment. C-mm0/me(/ : Aeep the strong commitment to all parties. Me,)ur0(2 .er4-rm,(6e ,(8 40(,(60,7 re)u7/): 6<6A;, measures customer satisfaction and employee satisfaction C-mmu(06,/0-(: All changes should be communicated to the employees as well as related all parties.

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