• citations in SCIndeks: [1]
  • citations in CrossRef:0
  • citations in Google Scholar:[]
  • visits in previous 30 days:7
  • full-text downloads in 30 days:5


article: 7 from 15  
Back back to result list
2018, vol. 47, iss. 1, pp. 106-117
Traditional and new business models in the banking industry
aFinance-Doc Multimanagement AG, Zürich, Switzerland
bVisoka škola strukovnih studija za informacione tehnologije - ITS, Beograd,
The management of today's financial markets would be impossible without banks as the prime mediators in performing a large number of financial activities. The relationship established between banks and their clients is based on the exchange of financial resources and information, often in the long run, in order to achieve numerous common goals. Over the past few decades, banks have advanced and improved their management in order to offer their clients top services. A large part of their business is founded upon innovations as well as specific strategies that have proven to be more or less successful. The business models that are applied in bank management are various, and by continuous innovation in this field banks strive to secure a significant competitive advantage in the market. Recent years have seen the strong competition in the global market and continuous seeking for the business models that could secure long-term business success to the banks. Innovations have been implemented in every segment of the banking business, and development of business models and strategies is the priority at every level of management in today's banks.
Alves, A.E., Prado, G.N.A., Corrêa, G. (2015) Open Innovation and Business Model: A Brazilian Company Case Study. Journal of technology management & innovation, 10(4): 91-98
Bughin, J. (2016) Big Data: Getting A Better Read On Performance. McKinsey Quarterly, Vol. 3, No. 1
Burke,, van Stel, A., Thurik, R. (2009) Blue Ocean versus Competitive Strategy: Theory and Evidence. Erasmus Research Institute of Management, p. 3
Cheng, C.C.J., Huizingh, E.K.R.E. (2014) When Is Open Innovation Beneficial? The Role of Strategic Orientation. Journal of Product Innovation Management, 31(6): 1235-1253
Forest, H., Rose, D. (2015) Digitalisation and the Future of Commercial Banking. Deutsche Bank, available on: http://www. the_Future_of_Commercial_Banking.pdf, 6//2017
Foroughi,, Buang, N.A., Senik, Z.C., Hajmirsadeghi, R.S., Bagheri, M.M. (2015) The Role of Open Service Innovation in Enhancing Business Performance: The Moderating Effects of Competitive Intensity. Current Science, Vol. 109, No. 4, pp. 691
Kim, W. C., Mauborgne, R. (2005) Blue Ocean Strategy: From Theory to Practice. California Management Review, 47(3): 105-121
Lindič, J., Bavdaž, M., Kovačič, H. (2012) Higher growth through the Blue Ocean Strategy: Implications for economic policy. Research Policy, 41(5): 928-938
Mergaerts, F., Vander, V.R. (2016) Business models and bank performance: A long-term perspective. Journal of Financial Stability, 22: 57-75
Ristić, B., Anđelić, S., Ilić, M. (2017) Digitalization and Technological Innovations in the Banking Sector as the Imperative of the Survival of Commercial Banks. in: Proceedings of the XXII International Scientific Symposium, SM, Subotica
Roengpitya, R., Tarashev, N., Tsatsaronis, K. (2014) Bank Business Models. BIS Quarterly Review, p. 55
Vega-Jurado, J., Juliao-Esparragoza, D., Paternina-Arboleda, C.D., Velez, M.C. (2015) Integrating Technology, Management and Marketing Innovation through Open Innovation Models. Journal of technology management & innovation, 10(4): 85-90


article language: Serbian, English
document type: Professional Paper
DOI: 10.5937/bankarstvo1801106J
published in SCIndeks: 18/05/2018
Creative Commons License 4.0