Title Yes bank : a case of quick turnaround / Kinjal Jethwani (L.J. Institute of Management Studies, L.J. University, Ahmedabad, India), and Kumar Ramchandani (L.J. Institute of Management Studies, L.J. University, Ahmedabad, India)

Published Bingley, U.K. : Emerald Publishing Limited, 2022 ©2022

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Description 1 online resource (40 pages) Series Emerald emerging markets case studies Notes Learning outcomes: The learning outcomes of this paper is as follows: to understand and analyze the turnaround model of Pearce and Robbins (1993); to familiarize with parameters and actions in the Prompt Corrective Action (PCA) framework of Reserve Bank of India (RBI); to comprehend the probable situation warranting turnaround; to identify the key ratios which signal the financial health of a bank; and to understand the applicability of the turnaround model in bank's revival Case overview/synopsis: The case explores various challenges faced by Mr Prashant Kumar during the turnaround process of Yes bank. The youngest bank started its operation in 2004, and in the first six years of operations, Yes bank registered a compound annual growth rate of 100% on the balance sheet, becoming the fourth-largest private sector bank in the country. However, the irony is that this shine and glitter was a short-lived phenomenon and after the regulatory inspection of 2016, Yes bank collapsed like a house of cards. This case has incorporated the three major phases of Yes bank i.e. the rise, the fall and the revival. The turnaround process led by Mr Kumar was explained using the turnaround model given by Pearce and Robbins (1993) and the PCA framework of the RBI. The conditions which warranted the need for the turnaround in Yes bank and the factors responsible for the same are discussed. The multiple challenges faced by Mr Kumar and the strategic responses adopted by him were incorporated in great detail. What were the outcomes of those strategic choices? Should he continue with similar approaches? Was he successful in stabilizing the bank which was broken from the core? What next if stability is achieved? How Mr Kumar should lift Yes bank to the recovery zone? And most importantly, will Mr Kumar be able to change the poor public image of Yes bank? The reflections of all the above questions are narrated with the actions of Mr Kumar Complexity academic level: The case is intended to be taught in the class of strategic management for postgraduate-, master- or executive-level participants of business administration. As the case is focused on a banking organization, it also can be taught in banking class Supplementary materials: Teaching Notes are available for educators only Subject code: CSS 1: Accounting and Finance Includes index Bibliography Includes bibliographical references Notes Print version record Subject Corporate turnarounds -- Case studies Banks and banking -- India -- Case studies Business & Economics -- Banks & Banking. Corporate finance. Form Electronic book Author Ramchandani, Kumar, author

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