End-customer value restructuring the financial service supply chain

Abstract

<div lang="en" class="abs"><p class="abs_header">Abstract</p><p><em>Purpose:</em> The purpose of this paper is to examine how the customer value experience conveys the restructuring of the service network in the banking industry. The banking sector has often been one of the early adopters of IT in terms of connecting their services and customers. While developing digital services, however, banks are also concerned that they are losing contact with their customers. At the same time, fast developing technologies enable new companies to enter the industry to offer their services. As a result, the service supply chains in the banking industry appear to be restructured.</p><p><em>Design/methodology/approach:</em> The empirical data were collected by using a qualitative method of focus groups and interviews with end-users of banking services.</p><p><em>Findings:</em> According to findings, customers value a holistic approach to the services, and such a holistic value cannot necessarily be provided by a single banking service provider because the ecosystem around such services is becoming more complex.</p><p><em>Practical implications:</em> Service supply chains need to be restructured based on the end-customer value experience.</p><p><em>Originality/value:</em> This study contributes to value research and especially to the discussion in service experiences by addressing some of the disruptions happening at the industry level. The paper shows that the focus should be on customer value because banks should understand that their services are not enough for the customers—they are only seen as banks, not as providers of the holistic value that is required from the customer’s point of view.</p></div>