ФІНАНСОВА ЕКОСИСТЕМА ЯК ІННОВАЦІЙНА БІЗНЕС-МОДЕЛЬ СУЧАСНОГО БАНКІНГУ

Abstract

The article considers the strategic priorities of the transformation of the traditional model of integrated corporate banking. In its place is formed a diverse ecosystem of banking and non-banking organizations. Despite the rapid development of digital innovation in the retail banking markets and the growing influence of non-banking organizations in the institutional business, the corporate banking market was "protected". Thus, a turning point in this area has come due to the development of technology, changes in the work culture and regulatory framework. New generations of customers and competitors appear, trying to change the established order of things, and the usual activities and sources of income are no longer as effective. These changes not only pose problems and threats, but also open up new opportunities – banks and other financial institutions get a unique chance to position themselves in a new way as reliable helpers in the economy of tomorrow. A major issue in the transformation of banking is the intensification of competition not only within the sector but also outside it. This is due to the challenges facing other sectors of the economy. Thus, corporate business is based on the relationship with the client rather than the typical conditions, critical for the performance of company treasuries of their functions, which require deep integration of bank and client systems. Therefore, suppliers of financial technologies (fintech companies) and other alternative players are still inferior to banks in this area. Today, the largest companies already use multi-dealer currency platforms to manage currency risk. To manage payments, working capital and liquidity, many companies also use non-digital channels of access to banking services, and systems for managing treasury operations and enterprise resource planning. In order to remain active market participants not only as financial intermediaries, but also as business units, banks should act appropriately in such areas as assessment of possible competition scenarios in the industry, investment in customer interface development and actively participate in the creation of industry platforms. The changes in the mentioned areas not only pose threats, but also open up new opportunities for banks and other financial institutions.