...Q1. What is JYSKE bank’s new positioning or competitive differentiation strategy? Ans1.) JYSKE bank’s new positioning strategy basically has been developed to reconstruct themselves as a customer oriented, customer centric bank. Their new differentiation strategy basically consists of four components. 1. Out of the Box service: They began to think out of the box and this led to them targeting specific segments of customers and thus developing a niche market consisting of what they considered the right set of customers. They assigned a small group of their bankers to every single customer to make sure that every customer received timely, effective service with a combined effort of the bankers. They also went a step further and made sure that all employees had ID Badges with pictures with them smiling and looking friendly. 2. Value Addition: They believed that being nice, making time, and showing customers that they truly care would enable them to add value to the service being provided. Through their out of the box thinking they were able to provide specialty services to their most valuable customers. They also believed that providing adequate training to their employees would help them to make informed decisions and would give them some level of authority. In addition to this they also offered their bankers attractive incentives which would in turn increase employee satisfaction and commitment. 3. Cutting edge: They also explored the IT solutions field and developed...
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...American Industry Cooling System c. National American Industry Cooling System d. North American Industry Coding System 5. The book „Reengineering the corporation‟ is written by: a. Michael Hammer and James Champy b. Michael Champy and James Hammer c. Michael Douglus and James Ferrari d. Michael Ferrari and James Douglus 6. The book „Building the Data warehouse‟ is written by: a. Michael Doglus b. James Champy c. Bill Inmon 1 IIBM Institute of Business Management Examination Paper of Customer Relationship management d. James Ferrari 7. Which of the following is considered as the bible of database marketing? a. „Drilling High‟ b. „Building the Data warehouse‟ c. „The complete database marketer‟ d. „Drilling down‟ 8. CASE stands for____________ a. Customer Aided Software Engineering b. Computer Aided Software Engineering c. Customer Aided System Engineering d. Computer Aided System Engineering 9. In „BBB‟ B stands for____________ a. Bail b. Buffer c. Bureau...
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...here to link. Contact London Analysis July 2004 Phone 44.20.7772.5454 Janne Thomsen Anne Caris Samuel S. Theodore Jyske Bank A/S Market Position and Management Strategy STRONG FRANCHISE IN JUTLAND SUPPORTED BY A NATIONWIDE PRESENCE Jyske Bank (rated A1/P-1/B-) is the third-largest banking group in Denmark (after Danske Bank and Nordea Bank Denmark) with total assets of DKK116 billion (€15.4 billion) at the end of 2003. It focuses on servicing private individuals and small- and medium-sized enterprises (SMEs), offering them both its own and third-party products. The bank has domestic market shares of 6% in retail and 8% in the corporate segment. Jyske Bank has a nationwide presence, but its franchise is strongest in Jutland, where the majority of its 119 branches and its headquarters are located. CONSISTENT STRATEGY THAT FOCUSES ON THE DOMESTIC MARKET… Even though there is potential for an increase in market shares, Jyske Bank’s strategy is more focused on profitability than growth. Particular effort goes into generating fee and commission income. We take a positive view on income diversification because it minimises the effect of margin pressure and brings some stability to earnings – specifically in the case of Jyske Bank, as a considerable part of income in recent years has come from the revaluations of the treasury book. As a part of this aim, the bank has positioned itself as a provider of strong customer advisory services. This means that the branch network remains vital...
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...Case Studies and Exercises Lecture 2. The Rise of Multinational Companies Case: MUELLER: China Bound? (A), (B) and (C). (308-358-1, 308-359-1 and 308-360-1). Discussion Questions: 1. What are the primary ownership advantages of Mueller? 2. What are the major ways in which Mueller could serve the China market? 3. What are their primary advantages and disadvantages?? 4. If Mueller decided to invest in China, what would be the main functions of its subsidiary? 5. How could the risks involved in the FDI to China be managed? Lecture 3. The Myth of the Global Company Case: Lafarge: From a French Cement Company to a Global Leader (304-019-1) Discussion Questions: 1. What are the main characteristics of Lafarge’s internationalisation strategy and competitive competences and how do these differ from those of other cement companies such as Cemex and Holcim? 2. What were the assumptions underlying Lafarge's strategy and how justified were these? 3. To what extent is Lafarge a French company with foreign operations, as distinct from a global MNC, and how is it likely to develop as a MNC? 4. What are the implications of Lafarge’s growth for the internationalisation of other French firms? Lecture 4. Competing Capitalisms in the 21st Century Case: Messier's Reign at Vivendi Universal (9-405-063) Discussion Questions: 1. What was Messier's strategy in transforming CGE into Vivendi, what assumptions was it based on and how justified were these? 2. What does this transformation reveal about the...
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...Retail Banking Distribution Capitalizing on changes in channel usage Produced by the Deloitte Center for Banking Solutions Reinventing Retail Banking Generation Y Reinventing Retail Banking Series Consumer Trust Reinventing Retail Banking Series Catalysts for Change The Implications of Gen Y Consumers for Banks Building Consumer Trust in Retail Payments Laying a Solid Foundation Produced by the Deloitte Center for Banking Solutions Produced by the Deloitte Center for Banking Solutions The traditional retail bank is at an inflection point. The needs and expectations of customers are changing as quickly as the competitive landscape. Customers are demanding seamless, multi-channel sales and service experiences and not consistently receiving them. Simultaneously, other financial institutions and non-traditional players are looking for opportunities to invade this space or to redefine it through disruptive innovation. The result is forcing banks to examine a more balanced, integrated approach to the customer experience and growth. In this series, entitled Reinventing Retail Banking, the Deloitte Center for Banking Solutions looks at how banks must move beyond simply meeting their profit and growth goals to delivering more completely on the customer experience. Specifically, these articles will focus on: understanding customers needs; identifying emerging and profitable customer segments and strategies to attract them; creating the multi-channel banking experience;...
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...Retail Banking Distribution Capitalizing on changes in channel usage Produced by the Deloitte Center for Banking Solutions Reinventing Retail Banking Generation Y Reinventing Retail Banking Series Consumer Trust Reinventing Retail Banking Series Catalysts for Change The Implications of Gen Y Consumers for Banks Building Consumer Trust in Retail Payments Laying a Solid Foundation Produced by the Deloitte Center for Banking Solutions Produced by the Deloitte Center for Banking Solutions The traditional retail bank is at an inflection point. The needs and expectations of customers are changing as quickly as the competitive landscape. Customers are demanding seamless, multi-channel sales and service experiences and not consistently receiving them. Simultaneously, other financial institutions and non-traditional players are looking for opportunities to invade this space or to redefine it through disruptive innovation. The result is forcing banks to examine a more balanced, integrated approach to the customer experience and growth. In this series, entitled Reinventing Retail Banking, the Deloitte Center for Banking Solutions looks at how banks must move beyond simply meeting their profit and growth goals to delivering more completely on the customer experience. Specifically, these articles will focus on: understanding customers needs; identifying emerging and profitable customer segments and strategies to attract them; creating the multi-channel banking experience;...
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...har denna magisteruppsats äntligen tagit form. I samband med detta vill författarna naturligtvis tacka sina handledare för värdefull vägledning och uppmuntran. Stort Tack Curt, Jurek och Maria. Utan de kontakter som författarna haft med banker och reglerare skulle uppsatsen aldrig uppnått den kvaliteten eller tyngd den har idag. Författarna vill därför passa på att tacka intervjurespondenter, informationsförmedlare och andra som varit till stor hjälp och förmedlat värdefulla synpunkter. Dessa mycket hjälpsamma människor är: riksdagsledamöterna Sonia Karlsson och Lars Elindersson i Finansutskottet; Masih Yazdi på Finansinspektionen; Henrik Sörensen Andersen, Martin Gottlob och Heidi Sörensen på Danske Bank; Anna Halaby på Nordea; Anne Hasso och Petri Vertiö på Pohjola Bank; Annika Halldin och Else-Marie Nerep på Skandinaviska Enskilda Banken; Martin Blåvarg och Elizabeth Krämbring på Svenska Handelsbanken; Gunilla Filipson på Swedbank och slutligen Nina Ahnfeld-Rønne på Det Kongelige Bibliotek, København. 2 How to ensure that the nightmare won’t happen again Johansson & Söderlund ABSTRACT Title Date Subject Authors Advisor Keywords How to ensure that the nightmare won’t happen again 2010-01-08 Master Thesis, International Business Administration, 30 ECTS...
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...Master’s thesis M.Sc. in EU Business & Law An analysis of the European low fare airline industry - with focus on Ryanair Student: Thomas C. Sørensen Student number: 256487 Academic advisor: Philipp Schröder Aarhus School of Business September 13, 2005 1 Table of contents 1. Introduction 1.1. Preface 6 1.2. Research problem 6 1.3. Problem formulation 7 1.4. Delimitation 7 2. Science and methodology approach 2.1. Approaches to science 2.1.1. Ontology 2.1.1.1. Objectivism 2.1.1.2. Constructivism 2.1.2. Epismotology 2.1.2.1. Positivism 2.1.2.2. Hermeneutics 9 9 9 9 10 10 10 2.2. Methodology 2.2.1. Types of research 2.2.2. Types of data 2.2.2.1. Quantitative data 2.2.2.2. Qualitative data 2.2.2.3. Primary and secondary data 11 12 13 13 13 14 2.5 Reliability and validity 15 3. Theoretical framework 3.1. The structure of this thesis 16 3.2. Theory on strategy and competitive advantage 3.2.1. The Positioning School 3.1.1.1. Theory on Porter´s Five Forces model 3.2.1.2. Theory of Generic Strategies 3.2.2. The Resource-based School 3.2.2.1. Theory on SWOT analysis 18 24 20 23 25 27 4. The low fare airline business model 4.1. Introduction 28 4.2. Differences between the LFA model and the FSA model 4.2.1. The service factor 29 29 2 4.2.2. Turnaround times 4.2.3. Homogenous fleet 4.2.4. Point-to-point travel vs hub-and-spoke travel 4.2.5. Higher seat density 4.2...
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...Annual Report 2008/09 Bang & Olufsen Group CVR no. 41257911 Annual Report 2008/09 Bang & Olufsen Group If you wish to skip directly to a specific page, click on the page number from CONTENTS on page 3. You will then go directly to that page. CONTENTS - click right HERE. CVR no. 41257911 contents 5 Dear Bang & Olufsen shareholder 7 Corporate information etc. 8 Bang & Olufsen - a brief history 15 Five-year summary, main and key figures 18 Statement by the Management on the annual report 19 Independent auditor’s report 20 Structure, management and directorships 25 Directors’ report, Bang & Olufsen a/s Group 31 Branded business 33 Business-to-business areas 35 Expectations for the 2009/10 financial year 37 Knowledge resources 43 Environment 47 Corporate Governance 49 Shareholder information 53 Statements sent to NASDAQ OMX Copenhagen A/S 55 Capital structure 57 Commercial risks 61 Financial report and notes Back to CONTENTS 3 4 Back to CONTENTS Dear Bang & Olufsen shareholder, The 2008/09 financial year was extremely tough for Bang & Olufsen, not only for the company and its employees, but also for you, our shareholders. It was gratifying to see the support demonstrated by our shareholders by them subscribing fully to the rights issue that was required to consolidate...
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