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People, Service, And Profit At Jyske Bank

1532 words - 7 pages

CASE 2
People, Service, and Profit at Jyske Bank

Case Study
im Modul Dienstleistungsmanagement (W2113)
an der Fakultät für Wirtschaftswissenschaften
der Universität Paderborn

Inhaltsverzeichnis

Seite

Inhaltsverzeichnis II

1 Einleitung 1

2 Die neue Wettbewerbspositionierungsstrategie der Jyske Bank 1

3 Veränderungen zur Umsetzung der neuen Positionierungsstrategie 2

3.1 Änderung der tangiblen Faktoren 2

3.2 Änderung der intangiblen Faktoren 2

4 Implementierung der Veränderungen 3

5 Fazit 4

Abbildungsverzeichnis V

Literaturverzeichnis XIV

Einleitung

Die Jyske Bank wurde 1967 durch die Fusion vier dänischer Banken gegründet, die ...view middle of the document...

Das Hauptaugenmerk der Jyske Bank ist nun nicht mehr auf die Bankleistung an sich gerichtet sondern bei gleichbleibenden Produkten auf die Art der Leistungserstellung. Da die harten Faktoren wie Preis, Produkt und Ort keinen Differenzierungsvorteil ermöglichten, versuchte Jyske durch eine Veränderung der weichen Faktoren - Service, Umgang etc. - einen Differenzierungsvorteil gegenüber der Konkurrenz zu erzielen.

Veränderungen zur Umsetzung der neuen Positionierungsstrategie

4.1 Änderung der tangiblen Faktoren

Als erstes betrachten wir die tangiblen Faktoren der Jyske Bank.
Zunächst führte die Jyske Bank ein neues IT-System ein, das dem Kundenberater helfen sollte gemeinsam mit dem Kunden, dessen Bedürfnisse in einem ersten Schritt zu ermitteln. Der Kunde wird somit stärker in den Leistungserstellungsprozess integriert.
Ergänzend wurden Beratungsteams eingeführt, denen die Kunden zugeordnet werden. Auf diese Weise werden Wartezeiten für die Kunden reduziert und sie sind nicht mehr auf einen einzigen Kundenberater angewiesen. Des Weiteren werden die Potenziale innerhalb des Teams besser genutzt und ergänzt und der Kunde profitiert von den Qualifikationen mehrerer Berater. Diese Struktur ermöglicht es der Jyske Bank eine verbesserte Kundenzufriedenheit und eine höhere Kundenloyalität zu erreichen.
Darüber hinaus wurde das Design der Filialen modernisiert. Durch die neue Gestaltung wie beispielsweise runde Tische und gleiche Stühle wird das Gefühl der Gleichberechtigung zwischen Kunden und Mitarbeitern gestärkt. Neue Computerbildschirme erlauben es dem Kunden Prozesse auf dem Bildschirm einzusehen, wodurch Offenheit signalisiert und so das interaktive Marketing (vgl. Abb. 7) untermauert wird und gleichzeitig eine Unsicherheitsreduktion stattfindet. Café-Bars und Spielecken für Kinder schaffen ein Gefühl der Geborgenheit und tragen zum Wohlgefühl des Kunden bei.
Schließlich wurde auch auf Details, wie Fotos der Mitarbeiter auf Visitenkarten, die für Vertrautheit zum Mitarbeiter sorgt, Wert gelegt.

4.2 Änderung der intangiblen Faktoren

Betrachten wir das intangible Umfeld, ist zu bemerken, dass sich die Value Chain der Jyske Bank (vgl. Abb. 4) im Wesentlichen am Modell der Service Profit Chain (vgl. Abb. 3) orientiert.
Im Bezug auf die interne Dienstleistungsqualität spielen vor allem die unternehmensgerichteten und mitarbeitergerichteten Ziele eine Rolle (vgl. Abb. 5).
Die mitarbeitergerichteten Ziele werden zum einen unterstützt durch die Prozesspriorisierung (vgl. Abb. 2), indem die Mitarbeiter mehr Entscheidungsvollmacht bekommen. Die Autorität des einzelnen Mitarbeiters wird dadurch gefördert, dass er entsprechend seiner eigenen Kompetenz handelt und nicht versucht mit allen Mitteln die Forderung seiner Vorgesetzten umzusetzen, was zu erhöhter Mitarbeiterzufriedenheit führt. Durch eine reduzierte Anzahl von Prozessschritten werden Transaktionen verkürzt und ihre Effizienz gesteigert.
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