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The business model of direct banks in Germany: industry structure, business model variation and the evolution of commercial banking
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Direct banks face rising regulatory, competitive, and efficiency pressures, yet their strategic configuration remains insufficiently understood. Based on secondary data and expert interviews, this work identifies four cross-dimensional value-creation clusters for direct banks. Applying the NUF framework, three prioritized, evidence-based recommendations are derived that pinpoint critical areas in which direct banks must adapt to remain competitive. The findings contribute to business model theory by illustrating how digitally mature banks reinterpret monetisation, trust, and efficiency under regulatory constraints, while offering actionable guidance for managers seeking to balance cost leadership with engagement-based growth and strategic sovereignty in direct banking.
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Direct banking Business model German commercial banking Digital banking Banking strategy Business model innovation