The bank began offering a more personalized special service to its customers by assigning each customer a branch employee. Overtime, managers saw that this created problems due to nature of the branch employee job to serve many customers and therefore could not dedicate individual attention to one employee. The solution was more efficient customer orientated account teams, where each customer was dealt with by a small team of branch bankers on an individual one to one basis.
In terms of branch design, the bank spent 750 million to physically re-design its branches, so it looked more like an advertising agency or a small hotel and changed the way customers interacted with bankers.
The smaller details are what differentiated JYSKE bank the most. For example, hiring a professional photographer to take photos of bankers business cards and then editing the photos slightly with a yellow tint, to give a more family feel gave the notion that bankers were part of the community just like a customer and not someone in authority wearing a uniform.
Delivering on the bank’s new competitive positioning also required changes to the intangible aspects which are not visible to customer.
Before any branch was redesigned, all staff took part in special training sessions such as teambuilding and customer service sessions, drawing on best customer practices from the retail sector.
JYSKE management strongly believed that value is created through decisions and encouraged empowerment of not only employees but also of the whole branch, with the managers to set the example through their leadership and management style.
Additionally, with documentation, training and legal documents all centralized at the bank’s headquarters it allowed human resources to be more active in dealing with human issues and even enabled them to outsource their problem solving skills as HR professionals in the field for a fee. This service was at the cost of the bank branch if they needed it but was not compulsory.
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