TRANSFORMATION OF BUSINESS MODELS OF UKRAINIAN BANKS IN THE CONTEXT OF DIGITALIZATION
Abstract
The article presents a comprehensive study of the transformation of business models of Ukrainian banks under the influence of digitalization. The relevance of the research is determined by the rapid development of digital technologies, the emergence of new fintech competitors, and fundamental changes in the competitive environment of the financial services market. The launch of open banking in Ukraine, the pilot testing of the e-hryvnia as a central bank digital currency, and transformational challenges create a unique context for studying the evolution of banking business models, making the research topic both timely and scientifically significant. The research methodology is based on a combination of general scientific and specialized methods, including systematic analysis of the banking sector as a complex socio-economic system, comparative analysis of traditional and digital business models, classification of emerging model types, statistical analysis of quantitative indicators of digital transformation, and scenario analysis for identifying prospective development directions. As a result of the study, five new types of business models emerging in the Ukrainian banking sector have been identified and systematized: the neobank model (digital bank), the digital transformation model of a traditional bank, the platform model (bank-as-a-platform), the Banking-as-a-Service model, and the ecosystem model. Each model type has been characterized by its value proposition, delivery channels, monetization model, key resources, and practical implementation examples in Ukraine. The key technological drivers of transformation have been analyzed, including artificial intelligence, open banking APIs, cloud technologies, RegTech/SupTech, and CBDC. The main barriers to digital transformation have been identified, encompassing cybersecurity threats, resistance to change, legacy IT systems, and regulatory challenges. The practical value of the article lies in the developed classification framework that can be utilized by bank management for strategic planning of digital transformation, by regulators for designing effective policies to support financial innovation, and by researchers for further empirical studies of digital banking models in developing markets under crisis conditions.
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