"immaterial nature" of this business [2]. "Banking is necessary - banks are not (banking
services are needed, banks are not," Bill Gates said in 1994. At that time, this statement
sounded sharp and bold, and only a few specialists linked it to the beginning of the
transformation of processes in financial industry.
Today, under the influence of the development of information and computer
technologies, business models of banking business are changing through the formation
of new forms of cooperation with market players. Concerning the development of
business models, the tendency of strategic specialization of banking institutions for the
services of "traditional" and "digital" is currently emerging.
The first group includes large "classic" banks, which also offer a high level of
information and computer technology, but their business models remain "traditional".
Large multinational banks are constantly looking for new additional opportunities for
business expansion – for example, through the sale of partner products through the
digital marketplace, as well as the implementation of the white lable concept. Despite
the global process of digital transformation of business, it is difficult for large banks to
quickly innovate. This is due to the fact that the largest banks traditionally have large
IT departments, focus on self-made solutions and are trying to focus on digital expertise
within an institution. Nowadays there is a new trend - investments of large banking
institutions into FinTech startups to accelerate the development and implementation of
new digital products. Recently, the FinTech line-ups worth more than one billion
dollars. The USA has replenished such large FinTech hubs (projects) from the
following countries:
•
USA, such companies as Affirm, Stripe, Lending Club, Prosper, SoFi, Square,
and others, which operate mainly in New York, as well as in the Silicon Valley,
California;
•
EU - Klarna, iZettle, Adyen, Funding Circle, TransferWise, POWA
Technologies, etc.;
•
Asia - One97, Lufax, Rakuten, Ant Financial, Qudian, Lufax and Zhongan [3; 4;
5].
The second group of banks – "digital" – are banking institutions that offer the
majority of their services and products in digital form using digital channels (for
example, based on social media, or use an electronic signature instead of the usual one).
The infrastructure of such a bank is optimized for digital communications and is ready,
together with the corporate culture, to bring about rapid technological changes. The
key components of the concept of a digital bank are: customer orientation,
personalization of offer, mobility. At the same time, the digital bank should evolve
with the speed around the changes. In order to maintain the innovation rhythm, the
bank must be flexible, which can be provided by Agile-culture, both in the
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