Yes Bank: Competitive Strategy of a Late Entrant

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Case Details:

Case Code : BSTR276
Case Length : 17 pages
Period : 2003-2007
Pub Date : 2008
Teaching Note : Available
Organization : YES BANK
Industry: Banking & Financial Services
Themes: Entry Strategy | Competitive Strategy | Differentiation | Focus | Niche | Business Strategy
Countries : India

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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"One of the strengths and differentiating features of Yes Bank is its knowledge banking approach. Our approach is service-oriented; we offer what is missing in the marketplace. We offer choice and convenience to customers (to enhance their banking experience)."¹

-Rana Kapoor, Founder, Managing Director and CEO, YES BANK.

"[Rana Kapoor's] aim is to break the stereotype image of banks and bankers. There is, of course, all the seriousness that goes with managing other people's money. Prudent management, new technology, skilled people. Good corporate governance, top quality service. Plenty of social involvement. But there is also an emphasis on conveying the message that banking is not merely a set of cold hi-tech assemblages and serious-looking bankers."²

-The Week³, May 22, 2005.

Saying Yes to Differentiation

In December 2006, YES BANK (Yes Bank) was rated the third best bank in India by BusinessWorld⁴ in its annual survey of listed public and private sector banks in the country.

It was also ranked second among the new private sector banks in the Financial Express-Ernst & Young⁵ survey of India's best banks for the year 2006 published on March 28, 2007.

Yes Bank had experienced unprecedented growth in the Indian banking sector since it started operations in late 2004. This was a significant achievement for a bank which had started late when compared to other new age private sector banks.

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When Yes Bank announced its decision to enter the Indian banking space in the mid-2000s, industry watchers were skeptical about the move as they felt that the market was already overcrowded. But soon after starting operations, the bank caught the attention of analysts as well as its competitors with its highly differentiated strategy.

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1] "Wireless Banking Gets the Nod," www.intel.com/business/casestudies/yes_bank.pdf.

2] T.R.Gopalakrishnan, "Knowledge is Key," The Week, May 22, 2005.

3] The Week is one of the leading English weekly magazines in India. It is published by the Malayala Manorama Group.

4] BusinessWorld is a weekly business magazine published from Kolkata, India, by the publishing house, ABP Group.

5] Financial Express is a financial daily published by the Indian Express Group from Mumbai. Ernst & Young, based in London, UK, is one of the largest professional services firms in the world.