Designing a model of banking service value chain

The services sector plays an increasingly important role in the global economy, so the value chain analysis can be helpful in this situation. Due to the different substance of the service, features of the service and its intangibility. In today's specific business environment, the Gabriel model has to be updated to Mach whit situation for evaluation and analysis. Therefore, the purpose of this study is to present a comprehensive services value chain model especially for bank.Metholology: In this research, qualitative content analysis was done to meet the purpose of the study. The codes are extracted from the literature and interviews with bank professionals. This part of the research is interpretive, and its direction of is development-applies, The approach is inductive-deductive, and the time horizon is cross-sectional. The statistical population in the qualitative section, like previous studies in this field is selected from through purposeful and judgmental sampling, and the sample size was determined based on theoretical saturation. In the quantitative part, the best-worst weight of each component of the value chain was determined, and the proposed model was evaluated in the supervision of Mellat Bank. The orientation of this part is development-applied. It introduces a new value chain in the field of services. The study approach is hybrid (inductive-deductive), inductive in that it tries to extract the components of the service value chain using previous studies, which can ultimately provide a model. It is deductive in the sense that the model is finally evaluated using a descriptive-survey method. The strategy of the present study is exploratory and mixed in that both quantitative and qualitative methods are used. This research is exploratory-descriptive according to its nature and goals. It should be noted that this research is also cross-sectional in terms of time.  After filtering the codes, some of them are removed and finally 107 codes were classified into index, concept, category and dimension. Finally, supply chain management, agility, marketing and sales management, corporate governance, and information and communication technology (ICT) were added to the value-added components of the Gabriel model. Next, the best-worst method (with the Excel 2016 software) was used to reveal the contribution of each value to the creation of components. ICT had the highest contribution, sustainability had at least According to the assessment, reliability and credibility, corporate governance, information, and communication technology and delivery system management are close to the minimum desired weight. Finally, Mellat Bank's status in the value chain was evaluated. The greatest gap between the current weight status and optimal is related to human resource management and supply chain management. This study provides a theatrical model that expresses valuable activities at the level of the banking industry and contributes to the literature in the field. The results of the quantitative section showed that the components of Mellat Bank are in relatively good conditions. Since this model tries to consider all the value-creating components in the field of banking services, it is recommended that bank managers and experts use the proposed model when making decisions so that they can maintain a competitive advantage in the right direction. Considering the value-added components mentioned in the model, banks can have the best performance in relation to the customer, provide their services, and attract and retain investors. The main function of the model is in the banking industry, but, because of its general nature, other service industries can also benefit from the results. Enriching the value chain with concepts such as sustainability, globalization, cooperation with competitors, intangible assets, flexibility and agility has led to the evolution of the value chain into a value network. Therefore, the value components obtained in this research should be cyclical and non-linear to lead to profitability and sustainability. The results of the quantitative section showed that information and communication technology with a weight of 12.16 was the most important factor, and stability with a weight of 2.79 was the least important one. Information and communication technology is a tool to achieve a competitive advantage, it has been developing rapidly in recent years, and it has already led to significant changes in the way businesses are run. This technology is at the heart of the banking sector. It has become necessary to pay attention to it in order to gain a competitive advantage. According to reliability assessments, corporate governance, information and communication technology and delivery system management are close to the desired minimum weight. The largest gap between the current and the optimal weights is related to human resource management and supply chain management.