Giordano is a clothing retailer that achieved rapid growth in Asia in the late 20th century through commitment to excellent customer service and innovative marketing strategies. The document analyzes key factors in Giordano's success, including establishing a strong service culture through employee training and incentives, generous return policies, and creative promotional campaigns. It also discusses Giordano's expansion strategy, entering new Asian and global markets while adapting its approach based on local consumer preferences. Lessons for other retailers include understanding target markets and delivering a consistent customer experience across locations through clear communication of brand values.

1. Services Marketing
SectionA:Objective Type (30marks)
Thissectionconsistsof Multiple choices/Fillinthe blanks/True-False•&Short notestype
questions.
Answerall the questions.•
Part One questions carries1mark each• & Part Two questionscarry5 marks each.
Part One:
Multiple Choices:
1. The extenttowhichcustomersrecognize andwillingtoacceptthisvariationiscalled:
a. Zone of tolerance
b. Zone of fitness
c. Zone of acceptance
d. None of the above
2. SERVQUAL isusedto measure service quality.(T/F)
3. SWICS standsfor………………………………………………………………………………
4. Real /perceivedandmonetary/nonmonetarycostsare termedasswitchingcosts.(T/F)
5. TARP standsfor ……………………………………………………………………………….
6. If the directcost be ‘a’, overheadcostbe ‘b’and profitmarginbe ‘c’ thenthe cost basedpricing
can be calculatedby:
a. a+b+c
b. a-b+c
c. a/b*c
d. None of the above
7. If the percentage change inqualitypurchasedbe ‘a’andthe percentage change inprice be ’b’
thenelasticityisgivenby:
a. a*b
b. a/b
c. a+b
d. a-b
8. If the actual revenue be ‘a’andthe potential revenue be ‘b’thenthe yieldcanbe givenby:
a. a-b
b. a+b
c. a/b
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d. b/a
9. Reactors make adjustmentsunlessforcedtodosoby environmental pressures.(T/F)
10. Leastprofitable customersare categorizedin:
a. Platinum
b. Gold
c. Iron
d. Lead
Part Two:

2. 1. Whatdo you understandby “CustomerGap”?
2. Write the difference betweenperceptionsofservice qualityand customer satisfaction.
3. Write short “SERVQUAL” survey.
4. Whatare differenttypesof“Complainer”?
END OF SECTION A
SectionB: Caselets(40marks)
Thissectionconsistsof Caselets.•
Answerall the questions.•
Each Caseletcarries20 marks.•
Detailedinformationshouldformthe partof your answer(Wordlimit150 to 200 words).•
Caselet1
Giordanoisa retailerof casual clothesinEastAsia,South-EastAsia,andthe Middle East.In 1999, it
operatedoutletsinChina,Dubai,HongKong,Macao,Philippines,Saudi Arabia,Singapore,South
Korea,
and Taiwan.Giordano’ssalesgrewfromHK$712 millionin1989 to HK$3,092 millionin1999. This
case studydescribesthe successfactorsthatallowedGiordanotogrow rapidlyinsome Asian
countries.It
looksat three imminentissuesthatGiordanofacedinmaintainingitssuccessinexistingmarketsand
in
itsplanto enternewmarketsinAsiaand beyond.The firstconcernsGiordano’spositioning. Inwhat
ways,if at all,shouldGiordanochange itscurrentpositioning?The secondconcernsthe critical
factors
that have contributedtoGiordano’ssuccess.Wouldthese factorsremaincritical overthe coming
years?
Finally,asGiordano’sseekstoenter new markets,the thirdissues,whetheritscompetitivestrengths
can
be transferredtoothermarkets,needstobe examined.
BeingEntrepreneurial andAcceptingMistakesasLearningOpportunities
The willingnesstotrynewwaysof doingthingsand learning frompasterrorswasan integral partof
Lai’smanagementphilosophy.The occasional failure representedacurrentlimitationandindirectly
pointedmanagementtothe rightdecisioninthe future.Todemonstrate hiscommitmenttothis
philosophy.Lai took the leadbybeinga role model forhisemployees“... Like ina meeting,Isay,
look,
I have made thismistake,I’msorryfor that.I hope everybodylearnsfromthis.If Ican make
mistakes,
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whothe hell doyou thinkyouare thatyou can’t make mistakes?”He alsobelievedstronglyin
empowerment–if everyone isallowedtocontribute andparticipate,mistakescanbe minimized.
Service
Giordano’scommitmenttoexcellentservice wasreflectedinthe listof service-relatedawardsithad
received.Itwasrankednumberone bythe Far EasternEconomic Review,forbeinginnovativein

3. respondingtocustomers’needs,forthree consecutive years –1994, 1995, and 1996. And whenit
came to
winningservice awards,Giordano’sname keptcroppingup.InSingapore,itwonnumerousservice
awardsover the years.It wasgiventhe ExcellentService Awardforthree consecutiveyears:1996,
1997,
and 1998. Italso receivedthree tourismawards:“Store of the Year” in1991, “Retailerof the Month”
in
1993, and“Best ShoppingExperience –RetailerOutlet”in1996. These were justsome of the awards
wonby Giordano.
How didGiordanoachieve suchrecognitionforitscommitmenttocustomerservice?Itbeganwith
the
CustomerService Campaignin1989. In that campaign,yellow badgesbearingthe words“Giordano
Means Service”were wornbyeveryGiordanoemployee.Thisphilosophyhadthree tents:We
welcome
unlimitedtry-ons;we exchange –noquestionsasked;andwe serve withasmile.The yellow badges
remindedemployeesthattheywere there todeliverexcellentcustomerservice.
Since itsinception,several creative,customer-focusedcampaignsandpromotionshadbeen
launchedto
extenditsservice orientation.Forinstance,inSingapore,Giordanoaskeditscustomerswhatthey
thought
wouldbe the fairestprice tocharge fora pairof jeansandchargedeach customerthe price that
theywere
willingtopay.Thisone-monthcampaignwasimmenselysuccessful,withsome3,000 pairsof jeans
sold
everydayduringthe promotion.Inanotherservice-relatedcampaign,customersweregivenafree
T-shirt
for criticizingGiordano’sservice.Over10,000 T-shirtswere givenaway.Farfromonlybeinganother
brand-buildingcampaign,Giordanorespondedseriouslytothe feedbackcollected.Forexample,the
Giordanologowas removedfromsome of itsmerchandise,assome customerslikedthe qualitybut
not
the “value –for – money”image of the Giordanobrand.
Againstadvice thatit wouldbe abused,Lai alsointroducedano-questions-askedandno-timelimit
exchange policy,Whichmade itone of the few retailersinAsiaoutside Japanwithsuchagenerous
exchange policy.Giordanoclaimedthatreturnswere lessthan0.1 percentof sales.
To ensure thateverystore andindividual employeeprovidedexcellentcustomerservice,
performance
evaluationswereconductedfrequentlyatthe store level,aswell asforindividual employees.The
service
standardof eachstore was evaluatedtwice everymonth,while individual employeeswere
evaluatedonce
everytwomonths.Internal competitionswere designedtomotivate employeesandstore teamsto
do their
bestinservingcustomers.Everymonth,Giordanoawardedthe “ServicesStar”to individual
employees,
basedon nominationsprovidedbe shoppers.Inaddition,everyGiordanostarwasevaluatedevery

4. month
by mysteryshoppers.Basedonthe combinedresultsof these evaluations,the “BestServicesShop”
award
was giventothe top store.
Aggressive advertisingandPromotion
Fungsaid,“Giordanospendsa large proportionof itsturnoveronadvertisingandpromotions.No
retailer
of oursize spendsasmuch as us.” For the pastfive years,GiordanoinSingapore hadbeenspending
aboutS$1.5 milliontoS$2 millionannuallyonitsadvertisingandpromotional activities.Itwonthe
Top
AdvertiserAwardfrom1991 to 1994. Up to June 30, 2000, total advertisingandpromotional
expenditure
for the groupamountedto HK$41.5 million,or3 percentof the group’sretail turnover.Inadditionto
its
bigbudget,Giordano’sadvertisingandpromotionalcampaignswere creative andappealing.One
such
campaignwas the “Roundthe ClockMadness Shopping”withthe Singapore radiostationFM93.3on
1
May 1994. Differentclothingitemswereofferedata20 percentdiscountfrom12 A.M. to 1 A.M.,
whereaspoloshirtsandT-shirtsandT-shirtswere givena30 percentdiscountfrom1 A.M. to 2 A.M.
and
thenshortsat a 40 percentdiscountfrom2 A.M. to 3 A.M.To keep listenersawake andexcited,the
productcategoriesthatwere on sale at eachtime slotwere releasedonlyatthe specifiedhour,so
that
nobodyknewthe nextitemsthatwouldbe onthisspecial sale.Listenerstothe radiostationwere
cajoled
intocomingto Giordanostoresthroughoutthe night(Ang1996). In1996, Giordanowonthe
Singapore
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Ear Award.ItsEnglishradiocommercial wasvotedbylistenerstobe one of the best,withthe most
creative Englishjingle.
Anothersuccesswasits“SimplyKhakis”promotion,launchedinApril1999, whichemphasized
basic,street-culturestyle that“mixedandmatched”andthusfittedall occasions.InSingapore,
within
daysof itslaunch,the newline soldoutandhad to be relaunchedtwoweekslater.ByOctober1999,
over
a millionpairsof khaki trousersandshortshadbeensold.Thissuccesscouldbe attributedpartlyto
its
clearlydefinedcommunicationsobjectives.AsGarrettBennett,Giordano’sExecutive Directorin
charge
of merchandisingandoperations,said,“We wantto be the keyproviderof the basics:khakis,jeans,
and
the white shirt.”Elsewhere inthe region,saleswere boomingforGiordano,despite onlymoderate

5. recoveryexperiencedinthe retail industry.Itsstrengthinexecutinginnovative andeffective
promotional
strategieshelpedthe retailertoreduce the impactof the Asiancrisisonits salesandtake advantage
of the
slightrecoveryseeninearly1999. Aggressive advertisingandpromotionsalsoplayedasignificant
role in
the successful remarketingof itscore brandprelaunchor introductionof sisterbrands,Giordano
Ladies’,
GiordanoJunior,andBluestarExchange.
Giordano’sGrowthStrategy
As earlyas the 1980s, Giordanorealizedthatitwasdifficulttoachieve substantial growthand
economies
of scale if itoperatedonlyinHongKong.The keywasin regional expansion.By1999, Giordanohad
opened740 storesin 23 markets,outof whichGiordanodirectlymanaged317 stores.Until 2000,
four
marketsdominateditsretail anddistributionoperations –Hong Kong,Taiwan,China,andSingapore.
By
2000, Giordanohad895 Giordanostoresin25 markets.
Giordanocast its sightsonmarketsbeyondAsia,drivenpartiallybyitsdesireforgrowthand
partiallytoreduce itsdependence onAsiainthe wake of the 1998 economicmeltdown.In
Giordano’s
firstfull yearof operationinAustralia,salesturnoverreachedHK$29million(US$3.72 million) in
December2000. The numberof retail outletsincreasedfrom4in1999 to 14 in 2000. With the
openingup
of itsfirstretail outletinSydneyinSeptember2000, Giordanooutletscouldnow be foundinboth
Melbourne andSydney.Aspartof Giordano’sglobalizationprocess,itplannedtoopenupitsfirst
shops
inGermanyand Japan duringthe firsthalf of 2001. Currently,Giordanoplannedtofocusits
globalization
effortsonnewmarketslike Germany,Japan,Australia,Indonesia,andKuwait.
Whenthe crisismade Giordanorethink itsregional strategy,itwasstill determine toenterand
furtherpenetrate newAsianmarkets.Thisdeterminationledtothe successful expansionof
Giordanoin
MainlandChina,whichsawthe retail outletsgrow from253 storesin1999 to 357 storesin2000.
Due to
the expandedretail networkinMainlandChinaandimprovementsmade tothe productline,sales
turnoverincreasedby30.9 percentto HK$712 million(US$91.3million)in2000. Facedwiththe
imminentaccessionof MainlandChinatothe WorldTrade Organization,Giordano’smanagement
foreseesbothchallengesandopportunitiesahead.InIndonesia,Giordanoopenedup7more stores
in
2000, bringingthe total numberof retail storesto10. These storescoveredareasinJakarta,
Surabaya,and
Bali.However,withthe political andsocial instabilityinIndonesia,coupledwiththe downward
pressure
on the Rupiah,Giordanowascautiouslyoptimisticaboutfurtherexpansionandplannedtoproceed

6. with
caution.InMalaysia,GiordanoplannedtorefurnishitsMalaysianoutletsandintensifyitslocal
promotional campaignstoconsolidateitsleadershippositioninthe Malaysiamarket.
Giordano’ssuccessinthese marketswoulddependonitsunderstandingof them, andconsumer
tastes
and preferencesforfabrics,colors,andadvertising.Inthe past,Giordanoreliedonaconsistent
strategy
across differentcountries,andelementsof thissuccessful strategyincludeditspositioningand
service
strategies,informationsystemsandlogistics,andhumanresource policies.However,tactical
implementation(e.g.,promotional campaigns) wasleftmostlytolocal managersintheirrespective
countries.A country’sperformance (e.g.,sales,contribution,servicelevels,andcustomerfeedback)
was
monitoredbyregional headquarters(e.g.,Singapore forSouth-EastAsia)andthe headoffice inHong
Kong.Weeklyperformancereportswere made accessibletoall managers.Inrecentyears,it
appearedthat
as the organizationexpandedbeyondAsia,differentstrategieshadtobe developedfordifferent
regionsor
countries.
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Questions:
1. How do you think Giordanohad/would have to adapt its marketingand operationsstrategies
and tactics whenenteringand penetratingyour country?
2. Whatgeneral lessonscan be learnedfrom Giordanofor other major clothingretailersin your
country?
Caselet2
In 2003, Jyske Bank Group’sprimaryoperationsconsistedof Jyske Bank,whichwasthe thirdlargest
bankin DenmarkafterDenDanske Bank and Nordea’sDanishoperations.JyskeBankwascreatedin
1967 throughthe mergerof fourDanishbankshavingtheiroperationsinJutland,Jyske beingDanish
for
“Jutlandish.”Jutlandwasthe large portionof Denmarkattachedtothe Europeanmainlandtothe
north of
Germany.Until the late 1990s, Jyske Bankwascharacterizedasa typical Danishbank:prudent,
conservative,well-managed,generallyunremarkable,andlargelyundifferentiated.
Beginninginthe mid-1990s,Jyske Bankembarkedona change processthat ledtoits nolongerbeing
characterizedaseitherunremarkableorundifferentiated.By2003 itsunique “flavor”of service
made it a
leaderincustomersatisfactionamongDanishbanks.Atthe heartof these changeswasthe bank’s
determinationtobe,inthe wordsof one executive,“the mostcustomer-orientedbankinDenmark.”
The
bankachieveditsgoal byfocusingonwhat itcalledJyske Forskelle,orJyske Differences.

7. Jyske Differences
Jyske Differencesstemmedfrom Jyske Bank’score values.Thesestoodascentral tents,guiding
virtually
all aspectsof the organization’slife.Asone managerpointedout,the valueswere consistentwith
the
bank’sJyske heritage:“Really,whenwe startedtalkingaboutourcore values, andtheirJyskeness,
we
justbecame overtaboutvalueswe hadlongheld.”Jyske Bank’score values,publishedfor
employees,
customers,andshareholders,were thatthe bankshouls(1) have commonsense;(2) be openand
honest;
(3) be differentandunpretentious;(4) have genuine interestandequal respectforpeople;and(5)
be
efficientandpersevering.
The core valuesledmanagementtoreevaluate how the bankdidbusinesswithitscustomers.
Managers determinedthatif the bankwere tobe true to itsvalues,itwouldhave todeliverservice
differentlyfrombothhowithadinthe past,and how otherbanksdeliveredservice.Jyske
Differences
were thusoperational zedasspecificpracticesthatdistinguishedJyske Bank.
Competitive Positioning
Managers lookedtoJyske valuesanddifferencesforthe bank’scompetitive positioning.Thisprocess
was
aidedbya Dutch consultant,whose marketresearchindicatedthatJyske bank’score targetmarket
of
Danishfamiliesandsmall-to-mediumsizedDanishcompanies(earningswere 40% commercial,60%
retail) generallylikedthe ideaof a bankthat wasjyske.Additional researchsuggestedthatwhat
managers
describedasthe “hard factors” of price,product,and locationhadbecome sine quanoninthe eyes
of
customers.Incontrast,“soft factors”relatingtoan individual customer’srelationshipwithher
service
providersservedasthe basicfordifferentiation,specially,“beingnice,”“marketingtimeforthe
customer,”and“caring about the customerandhisfamily.”
Managers feltthatthe “genuine interest”componentof the bank’svaluesdictatedashiftfrom
traditional productfocusedsellingtoa customer-solutionapproach.Theycharacterizedthe new
approach
by contrastingthe statement,“Letme tell youaboutourdemand-depositaccount,”withthe
question,
“What you need?”
Althoughhe bank’score financial productsremainedessentiallysimilartothose of otherDanish
banks,3the waytheywere deliveredchanged.Thisrequiredsignificantchangesinthe branches,
both
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8. tangible andintangible,andhowtheywere supported.Toolsweredevelopedtosupportsolution-
based
service delivery.Forexample,newITsystemshelpedemployeestake customersthroughprocesses
to
determine theirneedsandfinal appropriate solutions.Inone,the customerandherbankerfilledout
an
on-line investorprofiletodetermine whatstyle of investmentproductswere mostappropriate for
her
basedon riskaversion,time frame,andreturngoals,amongotherfactors.A managercommented
that,
“The toolsthemselvesaren’tproprietary.We’ve seenotherfinancial serviceswithsimilarprograms
– it’s
howour people use themthatmakesthe difference.”Another stated,“Ourtoolsare designedeither
to
enhance ourabilitytodeliversolutions,ortoreduce administrative tasksandincrease the amount
of time
our people canspendwithcustomers –deliveringsolutions.”
Finally,beingovertlyJyske meantthatthe bankwouldnolongerbe a goodplace for anycustomer
meetingitsdemographiccriteriafortworeasons.First,deliveringthistype of servicewasexpensive.
As a
result,the bankchargeda slightpremium, andtargetedonlythose customerswhowere lesslikelyto
representacreditrisk.Second,the bankwouldhave apersonality.Accordingtoone manager,“The
dangerinhavinga personalityis,someone,inevitably,won’tlike you.”Seniormanagement
considered
thisthe price of beingcandid,andwelcomedthe effectithadonsome customers.Forexample,
Jyske
Bank’scash/debitcardhad a picture of a blackgrouse on it,blackgrousesbeingfoundinJutland’s
rural
countryside.Whenafewcustomerscomplainedthatthe birddidn’tseemverybusiness-like,or
wasn’thip
(one was“embarrassedtopull itout at the disco”) managerswere happytoinvite themtoopen
accounts
at competitorinstitution.A managernoted:
Actually,if noone reactsto our materials,they’re notstrongenough.Some peopleshould
dislike us.Afterall,we’re onlyabout6%of the market.I don’twanteveryone tolike us –
We’re notfor everyone anddon’twanttobe.
Tangible Differences
AccountTeams:
Deliveringonthe bankscompetitive positioningrequiredanumberof tangible changesin itsservice
deliverysystem.Thesebeganwithassigningeachcustomerabranchemployee toserve asprimary
point
of contact.Overtime,managersdiscoveredthatthiscreatedproblems,becausecustomersoften
arrivedat
a branch whentheirservice provider wasbusywithothercustomersorotherwise unavailable.
Nevertheless,managerswerecommittedtoprovidingindividualizedservice.Accordingtoone,“How

9. can
we be honestinsayingwe care aboutcustomersas individualsif we don’tgettoknow themas
individuals?Andwithoutknowingthem, we can’tidentifyandsolve theirproblems.”The solution
was
foundinaccount teams:eachcustomerwas assignedtoa small teamof branch bankers.These
employees
workedtogethertoknowandserve theircustomers,sittinginclose physical proximitywithinthe
branch.
Branch Design:
Jyske BankplannedtospendapproximatelyDKK750 milliontophysicallyredesignitsbranches
(most
of thishadbeenspentby2003). Danishobserversdescribedthe new branchesaslooking“likean
advertisingagency”or“a smart hotel.”These effectswere accomplishedthroughthe use of modern,
upscale
materialssuchas lightwood,warmcolors,andoriginal art.Branch redesignalsoincludedchanges
inthe waycustomersinteractedwiththeirbankers,made possiblebyarchitectural anddesign
changes.
For example,customerswaitingfortheirbankercouldhelpthemselvestofreshcoffeeinasmall part
of
the branch resemblingacafé.A customercommentedonthe café,“Itmeansmore than youinitially
think
– itmakesyoufeel welcome,itsaysthey’re reallyinterestedinme.”Fruitjuice wasavailable for
children,whocouldamuse themselveswithtoysinthe playcenter.Bankers’deskswere now round
tables,signifyingequally.A teamof three or four bankerssatat a single large roundtable,with
customers
makingthemselvescomfortablebetweenthe bankers’workstations.Customerscouldsee bankers’
computerscreens,reinforcingopenness.Customers’abilitytoview the screensalsofacilitatedthe
use of
IT programs designedtostructure interactionsbetweenaccountteammembersandcustomers.As
equals,
bankersandcustomerssat inthe same type of chairs,and bankersnolongersat on a raiseddais,the
originsof whichwentbackto feudal times whenthe headsof certainpeople were supposedtobe
higher
than those of others.If a conversationrequiredmore discretion,speciallydesignedmeetingrooms
giving
the feelingof “home”were available.
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Intangible Differences
Deliveringthe bank’snewcompetitive positioningalsorequirednumerousintangible changesand
other
changesnot immediatelyvisibletothe customer.Managersstatedthatthe mostimportant of these
involvedtrainingandempoweringthose employeesclosesttothe customertoserve the customer.
Training

10. Before a branchwas remodeled,all staff tookpartinspecial trainingsessions.Theseincluded
teambuildingandcustomerservice,drawingon bestpracticesfromthe “traditional”retailsector.
ManagementStyle
A seniormanagercommented:
You can train andeducate all day long,butunlessyourmanagersandemployeesare committedto
Jyske
Differences,theyjustwon’thappen.Gettingthemrequiredagreatdeal of myeffort.
Whenwe startedthisprocessthere were timeswhenitwashard – reallyhard.The branch managers
didn’tthinkstrategically –theysat intheirofficesandfocusedontheirday-to-daywork.Iwanted
the
branch managerto get up on a hill andlookaround,to geta biggerpicture.Togetthemto change I
asked
themquestions:What’sthe market?Where –and who– are yourcompetitors?Whatare your
strengths
and weaknesses,howdotheytie toJyske Differences?Now,contrastwhat youneedwithwhatyou
have.
Are the teamsin yourbranch livingupto the demands?Whatdo youneedtodo to ensure thatthey
will?
There will be resistance;understandwhere itiscomingfrom.One wayto deal withitisto make
agreementswithindividualsonhowtheywill developnew skills.If there isacomplete mismatchyou
may neednewteammembers,butforthe mostpart,you can coach your people throughthiskindof
change – youcan leadthem.
Accordingto anotherexecutive:
The branch managershave to be able to motivate employeestoworka little harder,anddifferently.
The
mostsuccessful give theiremployeesalotof latitude fordecisionmaking.Theydoalotof training,
80%
of whichison the job.Whenitisn’t,it’smostlyrole playing.There aren’tanyhigh-powered
incentivesto
offer,butthere are reallygoodtoolscomingoutof IT. it’smore how the branch managersdo itthan
what
employeestoshare the valuesandact on them.
A thirdnoted:
WhenI have a difficultsituationIlookforwhatI call a “culture carrier.”I try put thatpersonintothe
middle of it,because theyliveourvalues.WhatIusuallysee isthatthe otheremployeeswhoare on
the
fence aboutthe valuesstartto come over – theysee the example andtheylike whattheysee.This
leaves
the fewpeople whoreallydon’twanttobe Jyske on the outside,andtheytendnotto lastlong.
Most
people are willingtochange,butthey’ve gottobe supportedinthe process.
Conclusion
The bank’sleadershipbelievedthatJyske valuesanddifferences,andthe bank’svalue chain,
provided
waysto achieve the balance theywantedamongtheirthree stakeholders:employees,customers,

11. and
shareholders.Severalleaderscommentedthatwiththe large capital investmentsbehindthemasof
2003,
netincome wouldincrease considerablyinthe comingyears,assumingthe recessionof 2001 and
2002
was over.Shareholdershadreceiveda17.8% annual return ontheirinvestmentforthe tenyears
priorto
year-end2002. AndersDam’s2002-2003 goal for shareholderswastoincrease the bank’sstock
multiple
approximately40%to the level of Danske Bank’s,the largestandmostrichly-pricedbankin
Denmark.
Thiswas achievedinJuly2003.6 While the bank’sleadershipwaspleasedwiththe bank’ssuccess,
they
were more interestedindetermininghow the bankwouldremaininapositionof leadershipwhile
still
keepingthe interestsof itskeystakeholdersinbalance.
Questions:
1. What did Jyske Bankchange to enable ittodeliveritsnew competitive positioning?
2. How didJyske Bankimplementthosechanges?
1. Choose a firmyou are familiarwith.Describe how youwoulddesignanideal service recovery
strategyfor thatorganization.
2. Discussthe customer’srole asa productive resource forthe firm.Describe atime whenyou
playedthisrole.Whatdidyoudo and how feel?Didthe firmhelpyouperformyourrole
effectively?How?
END OF SECTION C