Yes Bank : "Changing the rules of the game"

One of the strengths and differentiating features of Yes Bank is its knowledge blasphemeing approach. Our approach is service oriented; we completelyow for what is missing in the market place. We offer choice and appliance to customers.?-Rana Kapoor, Late founder, Yes Bank(Source: ?Wireless Banking threadting nod?, www.Intel.com./casestudies/yes_ marge.pdf)Not just some other ?ME TOO?It was December of 2006 when businessworld rated Yes Bank as the third largest bank in a survey that included both familiar and private sector banks. This was not the only award the bank got. It has received a number of accolades since its inception in 2004. Considering a late entry in a industry where all others have a prominent set up in the market and the skepticism it faced from the experts on the announcement of incoming into this overcrowded market.

The bank differentiated itself from what they called ?knowledge banking approach? which has a enormous emphasis on technology and human resource. The knowledge banking thought was the main differentiator and using this approach they were planning to authorize specialized services to sunshine industries via their domain experts. It had a ridiculous strategy of outsourcing its technology (IT) to some proven players of the market and indeed focuses on its competitive edge and core business of banking and gave best services to the customers.



Another area where they focused was that of Human Resources. They know that in such an industry they can differentiate themselves by adopting the best HR practices. Some brilliant initiatives of giving the employee the exemption of working in his/her in terest area and to encourage them to interpret initiatives went out to prove the major way in which they avoided themselves to choke ?just another bank?.

These innovative strategies led to the triumph story of Yes Bank and the commitment and effort of the bank...

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