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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Background Note

Reforms in Indian Banking Sector
As part of the economic reforms it started in the early 1990s, the Government of India (GoI) embarked upon reforming the financial sector of the country. A sound financial sector was the key to the growth of the economy and banking was considered the lynchpin of the financial sector in any economy...

Differentiating Itself in an Overcrowded Market

Business Strategy | Case Study in Management, Operations, Strategies, Business Strategy, Case Studies

According to industry experts, Yes Bank was entering an overcrowded market dominated by public sector banks such as the State Bank of India (SBI) and private banks such as ICICI Bank and HDFC Bank. In addition, there were many cooperative banks and foreign multinational banks. Moreover, many of the product lines of these banks had become commoditized...

The Growth Story

The bank had grown at a tremendous pace since its inception.

In the first two quarters since it began operations in (2004-2005) its balance sheet was standing at Rs.1,300 million, which made it one of the most successful ventures in India.

The bank started its operations with just 250 employees and two branches. As of October 2007, it was operating with 60 branches and 3,263 employees. The bank's business size was Rs. 800 million in December 2006.

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