Modelling competitiveness of

Financial services integration, where a financial services organisation starts tooffer products from another financial services sector, has proliferated since the1980’s and this development is expected to continue into the foreseeable future.Some financial services integrations are considered to be very successfulwhereas others were less successful or considered to be failures. This studydeveloped a model of enhanced profitability and competitive advantage offinancial services organisations when implementing financial services integration.A draft model was developed based on a literature review making use of FuzzyCognitive Mapping (FCM). In-depth, semi-structured interviews with 22respondents were used to obtain the views of financial services analysts,consultants, auditors, executives and senior managers to update the FCM. TheFCM was finalised following validation by the research respondents. The keydrivers of enhanced competitiveness when integrating a product from anotherfinancial services sector are identified as organisational fit, compatible corporateculture, target market alignment, sourcing of appropriate skills when integratingcomplex or specialist products, operating scale, a strong brand and integratingcomplementary products.