Modelling competitiveness of

Abstract

Financial services integration, where a financial services organisation starts to offer products from another financial services sector, has proliferated since the 1980’s and this development is expected to continue into the foreseeable future. Some financial services integrations are considered to be very successful whereas others were less successful or considered to be failures. This study developed a model of enhanced profitability and competitive advantage of financial services organisations when implementing financial services integration. A draft model was developed based on a literature review making use of Fuzzy Cognitive Mapping (FCM). In-depth, semi-structured interviews with 22 respondents were used to obtain the views of financial services analysts, consultants, auditors, executives and senior managers to update the FCM. The FCM was finalised following validation by the research respondents. The key drivers of enhanced competitiveness when integrating a product from another financial services sector are identified as organisational fit, compatible corporate culture, target market alignment, sourcing of appropriate skills when integrating complex or specialist products, operating scale, a strong brand and integrating complementary products.