۱- Introduction

۲- Literature review

۳- Methodology

۴- Analysis

۵- Discussion and conclusions

References

Abstract

The purpose of the study is to analyse the balanced scorecard (BSC)-based evaluation of the new service development (NSD) in Turkish banking sector. The proposed model includes fuzzy ANP (FANP), Monte Carlo Simulation, fuzzy TOPSIS (FTOPSIS), and fuzzy VIKOR (FVIKOR) respectively. FANP has been used for weighting the criteria, Monte Carlo Simulation has been applied to provide the stochastic values of BSC-based dimensions of NSD in banking sector. FTOPSIS and FVIKOR have been considered to rank the banks by their dimension performances. The novelty of the study is to provide an integrated model including FANP, FTOPSIS, FVIKOR, and Monte Carlo Simulation respectively. Additionally, BSC-based analysis of NSD has been applied for evaluating Turkish banking sector. The results demonstrate that the comparative analysis is coherent for ranking the alternatives and the stochastic values facilitate to obtain the immense expert evaluations under the fuzzy environment. It is identified that the performance of the foreign banks is lower than private and state banks. Hence, it can be said that especially foreign banks should develop new services to attract the attention of their customers. Within this framework, customer expectations should be defined by conducting a detailed analysis. As a result, it can be possible to increase comparative advantage in comparison with the other banks.

Introduction

By the globalization, the use of knowledge makes the multinational firms efficient and it eases to monitor the competitive policies in determining strategy includes versatile information for the production and service sector. Due to the effective use of information, the companies have some opportunities to determine the adequacy of the service and products in the commercialization process. Accordingly, knowledge-based system which is called the new economy has allowed the globalized firms to use the multifaced data obtained from the customers and other participants by the beginning of the 1990s. Moreover, ease of reaching the information and communication technologies with the new economy has enhanced the importance of analysing the existing internal and external environmental data in the incremental and radical innovation and development process. In the increasing competitive environment, the product development processes have begun to host the service development processes by the 1980s. Thus, the new economic process to emphasize a sustainable progress for each stage of the NSD process from the design to the commercialization in the interactive way. Similarly, multidimensional assessment of innovative strategies and decisions on the NSD in the service industry is a novel issue in the competitive market environment. The critical success factors of innovative service thinking are defined in the strategy and knowledge management, process formulation [3]. Several factors such as strategy, formalized development process, integrated development teams, and customer interaction are highly related to examine the key strategic factors in developing new services [28]. Nowadays, some research interests arise to gain the advantages of the globalized service quality improvement. Organizational competency is one of the prominent issues in the NSD. Interaction in the organizational team increases the expertise for the service improvement [78]. Thus, innovative thoughts are highly valuable by considering functional teams, and learning orientation processes. Additionally, the internal and external integration practises bring the achievement on the new service applications, despite some costs in the idea generation stage [35] and interventional culture is an influential factor in the development of new services within the learning culture [76]. Another important debate in the service development is customer-oriented innovation policies. The active role of customers at each stage contributes to creating the service innovation [15] with social networks [73], learning alignment [79], harmony between client and directly related personnel in the NSD.