Journal of Management Sciences. Vol.

, 1 (9), 196-208, 2015

Available online at http://www.jmsjournal.com
ISSN 2149-3324 2015

Developing Strategy Map of Mellat Bank in Path of

Development of Comprehensive Banking

Amir Hossein Amirkhani1 , Malihe Moghadas2*

1
Professor associate of Tehran PNU University, Iran
2
Msc in Executive Management, Payame Noor University, Tehran, Iran

*
Corresponding Author Email: m.moghadas@bankmellat.ir

Received: 20 March 2015

Accepted: 24 June 2015
Published: 12 August 2015

Abstract: With the development of banking services as the heart of financial system and the money and capital
market in complex economy of today's world and Interpretation of that as the Tool for economic growth and
development of countries, investing at Purposefully planning, Research and development and expansion of a
variety of provided services by banks is one of the necessary actions which from its Valuable achievements can
be mentioned at determining key goals , analysis of strategic direction, orientated policy making and prevention
from waste of resources and money. So on, many banks given to importance of expanding services, forecasting
and fulfilling the needs of various range of clients and preparation of new services, have stepped into way of
Fundamental changes on their services and activity.One of the Evolutionary approaches, is entry of banks to the
consultation market and providing comprehensive service package to large customers and corporative, which
engage into daily transactions with significant amounts. This group of customers requires special attention and
Services and will lead to high profits .So, development of Comprehensive banking including both actual and
corporate services is among the actions that would lead to growth and development and, ultimately, maintenance
of banks. Mellat bank is one of the first governmental banks that came into private property and also as one of
the biggest private banks of country has adopted this policy and gradually by entering various fields of business,
has established development of comprehensive banking.On this study, in order of determination of Effective
factors on mellat back strategies in path of development of comprehensive banking, by using Opinions of the
experts, extraction of strategic factors In the form of balanced scorecard has been studied and then in order of
drawing strategic factors Relationships map, Dematel phasic method was used which its results about affection
of Factors under the control of bank on other Strategic Indicators is Remarkable.

Keywords: Strategic Plan, Fuzzy Dematel, Comprehensive Banking, Balanced Scorecard.

Introduction

Today banking industry plays a fundamental role on economic structure of countries and specially
economies with bank-oriented financial system. Banks as the main levers of economic macro policies through
financing investments and the introduction of new financial instruments and products provide suitable substrates
for growth and economic development. On modern financial system this role is even more important , because
today the banks, are considered as financial institutions which possess variety of assets and they are active in all
economic sections specially financial sections. Therefore, in accordance with such a wide range of activities,
importance of variety in products and financial services is even doubled .Comprehensive banking is an answer
to this need and Necessity, because this pattern by providing variety of products and services in shape of a
financial supermarket, answers a various collection of clients needs with a wide range of financial services.On
the other hand On today's world economic literature, The role and importance of the financial system and the

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money and capital market , consequently financial and credit institutions as the executive arms of this system
and means of economic development of countries is such palpable that steady development of economy is no
possible without their growth and development. So on, expansion of financial and credit institutions have a key
role on this area. However, exclusive and limited number of Iranian banks services for many years, had forced
customers to accept what they proposed. On this situation, banks usually dictated their services to customers,
and many of the tools and competitive behavior were ignored. Gradually with changes which were made in
banking system and emergence of private banks, slowly customers found more Power of Choice and Services
became more diverse, attitudes became better and readiness for change and competition was increased. On this
changes and diversities, Attitude and approach of bankers has changed to some extent and gradually terms and
conceptions like strategic planning and developing a strategy map became common. Speaking of strategy, when
there isnt any goal in mind, it senseless. Faust and his colleagues believe that strategy clarifies The main
objectives of the organization and its future orientation, so strategy Is responsible for process that UT becomes
obvious during it that which resources should develop and organize in order of achieving collection of goals and
Competitive priorities will be followed up through strategic planning in each of the key areas of operations that
had been defined. In addition to the necessity of a strategic plan, one of the Topics discussed by bank managers
in strategic planning is implementation of strategy. Although develop of strategy and existence of a Codified
Program on organization has a high importance, it should be noticed that documentation without implementation
is an effort without any results. Company strategy always seems like a written that had been very abstract and
even may result in Distortion or misunderstanding, so the need of a systematic implementation of strategy to
resolve this fundamental problem on process of strategy implementation was always felt.Strategy maps show the
way to create value in organizations. One of the main concerns of now days organization is implementation of
strategies. In Explanation of the significance of strategy map it is enough to say that it is considered as the first
running point of strategy on many modern perspectives of strategy area, Nevertheless, over the years past of this
concept there are still many defects and deficiencies in the formulation and implementation of strategy maps
which had been considered by many experts. One of the lacks which is indicating a potential Spot to improve
the formulation of strategy maps is existence of an approach or mechanism for selecting and refining the
strategic goals which should be on the map. Importance of This discussion is because of that in practice,
organizations during codifying their strategy map confront a mass of goals which they confront a kind of
obsession and green in presence of all of them on the map.
Today, providing banking services through a network of information and communication technology in the
world on one hand and the development banks and presence of private banking system in the country, on the
other hand, has created a high competition in the banking industry. Competitiveness, sustainability, offering new
services and constantly changing needs and demands of customers, have made banks to develop strategies in
such a way to while maintaining existing customers, attract new customers by offering better services. The
similarity of the services and the increased competition in this area makes marketing difficult for banks in such a
way that inevitably to earn market share and survival they are always looking to find modern methods of
marketing and appealing to the different ways of development and implementing competitive strategies such as
differentiation strategies, reduce costs and focus. Designing strategy map causes the banks to be able to create
new areas in their business and attract new customers and to achieve a safe margin. Competitive edge in the
global economy directs Banks as financial institutions to a way to use various tools and methods to develop their
qualitative and quantitative market and undoubtedly it is major strategies of bank which has direct effect on
Advertising and promotion strategies of banks. In the meantime development and implementation of strategic
plans with looking at all aspects, and taking into account environmental and internal factors which often take
place in a long-term time frame, is of a great importance. Due to the extensive and effective development of
competitive markets, in industries and various enterprises, especially banks, management and strategic planning
combined with strategic thinking; market based and with regard to marketing as a fundamental and pervasive
issue on all stages and levels of strategic planning, has been introduced. So according to the prevailing
conditions of the global economy and competitive market of banks, that type of strategic planning in banks is
accountable and ensures their success On a competitive market that is based on the market. In Iran also with
increase of banks activities , prescience of new competitors on this industry and complex economic factors and
the needs of society, the importance of defining the goals and developing banking programs at different levels
have been doubled, which this matter requires knowledge of various aspects of bank performance.Since mellat
bank is no exception from this matter, and in recent years it is following creation of comprehensive banking, so
the need of programming and developing strategy map in order of successful transition to a comprehensive bank
for mellat back is a necessity. Comprehensive banking gets created when there is a focus on a specific group of
customers. In other words when banks adjust their performance to answer needs of their customers, they should
use new specialties on wider areas of financial markets. Comprehensive banking is created based on needs of
customers groups on way of Human development and it is able to cover large and small business areas. On
recent decade at Iran with entry of private banks and fulfilling the privatization of state-owned banks, the need
to develop a strategic plan based on modern banking methods in order to maintain or expand the share of banks

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is felt. So on , in recent years go vernal banks such as mellat bank because of Transferring part of them through
the stock exchange has more freedom and they have considered modern banking and non-banking methods to
maintain market share. Therefore, in this study, it is intended to investigate cause and effect relationships
between important factors in the development of bank strategy map and the relationship between each of these
indicators in conjunction with other indicators to be ascertained.These indicators are based on the balanced
scorecard approach and are categorized in four aspects. According to the principles of the Balanced Scorecard to
create a strategic plan, in addition to determination of performance indicators, the Way of influence of these
measures in respect to each other or their priority and Regency should be determined. On many of strategic
plans, the way of influence of indicators is determined in shape of judgment and only on the basis of expert
opinions .Given the importance of strategic plan to develop long-term plans of comprehensive banking and the
necessity of a codified solution to determine the structure and priorities of strategies, in this study we have tried
by using DEMATEL method which is one of the decision making methods to determine The effectiveness of
performance indicators that have been identified by experts as well as the severity of impact so that drawing an
integrated strategic plan of mellat bank in the direction of comprehensive banking can be achieved. On this way,
continue of this study is organized as following: after the introduction, review of Theoretical Principles of
research in the field of balanced scorecard and Dymtl method is discussed and the next section describes the
background of similar studies. Then the combined methods and procedures used in conducting the survey is
expressed and at the end the application of the proposed method of mellat bank with case study based on real
data has been studied.

Theoretical Principles of research

Strategy Maps and Balanced Scorecard: The rapid development in today's world and rapid environmental
changes has made awareness of developments necessary. Organizational systems in order to gain success in
competition should take a form of management that is future-oriented and environmentally. So that in addition
to identifying the factors and environmental changes in a long-term time horizon, determines their impact on the
organization and how organization interacts with them. This type of management is the strategic management.
Strategic Management has three core processes: strategy formulation, strategy implementation and evaluation of
strategy. Most organizations are facing difficulties in the implementation of the strategy. Balanced scorecard
and strategy map are means to fill the vacuum created by when the implementation of the strategy is considered
and translates strategy into understandable and operating terms. So one of the powerful means which has been
purposed on the field of programming and implementation of strategies, is balanced scorecard which was
presented in 1992 by Kaplan and Norton.
Balanced Scorecard as a strategic management tool, makes it possible to achieve organizational goals.
Balanced Scorecard has passed a developmental process from the beginning as a performance measurement tool
that seemed to goes beyond traditional financial measures to be a strategic control and management system.
Kaplan and Norton had purposed BSC as a mechanism to report performance of an organization given to its
strategy. The framework of Balanced Scorecard presents four hierarchical levels of financial, customer
orientation, internal processes, business and learning and growth. Kaplan and Norton in response to some
criticism, introduced strategy map as an improved outlook for the BSC. Thus Kaplan and Norton to connect four
aspects mentioned above in a single organization, offered the strategy map and gradually by introducing strategy
maps, developed balanced scorecard. Can be said that the concept of the balanced scorecard was developed by
presentation of strategy maps of a performance management tool to a strategic management tool for the
formulation, interpretation and implementation of the strategy. This map is a graphical representation of the
company's critical success factors and causal relationships between them. Strategy maps provide a compatible
way to show the strategy, so that the objectives and measures get established and managed. In the balanced
scorecard literature, words used to describe the strategy map are different. Kaplan and Norton have used the
term strategy map, but nilly and borne used the term "map of success."
Kaplan and Norton (2004) in their approach only emphasis on the content of the map and this subject that
goals should be of what kind. Managers on action stage in the consultation meetings have purposed a number of
objectives and these objectives are all placed at the map and considered as strategic objectives. The
disadvantage of this is that organizations sometimes face a lot of strategic objectives contained in the
management plan which management of their realization will sometimes face them with many difficulties. Main
focus of BSC subjected studies was mainly on performance indicators but a few of studies had investigated
creation of a mechanism which distinguishes The causal relationships between key performance indicators in
order of implementation of studied strategy and almost none has purposefully introduced a plan to build a
strategic plan. These studies also focus more on the general framework of four perspectives of the balanced
scorecard to measure performance. The main issue is the lack of a systematic approach to develop a complex
interrelationship in designing a strategy map. Strategy map is considered as a visual tool to show cause and
affect relationships in every management system with balanced scorecard and determines indicators and their

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relationships with strategies. However, many companies had made the effect of their efforts on their Balanced
Scorecard system unsuccessful because of major mistakes on mapping .
During the implementation of the first generation of the scorecard, there were many limitations: for
example, this generation was involved of a simple causal and indirect mechanism, with no real concept of cause
and effect relationship, and the relationship between operational and strategic objectives were too vague. But the
chain of causal relationships express the strategy plans that brings intangible assets into tangible results. Chain
of cause and effect relationships among all four perspectives of the balanced scorecard indicators, in addition to
strategies that reflect changes dynamically, displays the way of creation of value from organization and proves
that strategies has been planned on the basis of dynamic changes over time. Kaplan and Norton argue that by
creating strategy map, missing link between formulation and implementation have been found. As the process of
creating a strategy map shows, this process is human-centered process which on it, in order to reach an overall
agreement, priorities, experiences and knowledge of the Board of Directors are considered. This tool gives
employees a clear and direct view so that they would know that how their careers and activities will connect to
overall goals of organization and will coordinate them in order of accomplishment of their works. In fact, the
foundation and the basis of the Balanced Scorecard is strategy map. Successful implementation of BSC is based
on exact drawing of causal effect relationships between strategic objectives of organization in the four
perspectives of financial, customer, internal process and learning and growth. BSC inventors believe that the
best way to draw strategy map is a top-down approach. This approach started with the aim and purpose of the
organization and plotters ways to achieve the intended destination. The balanced scorecard, by integrating
financial and non- financial strategies variables in the cause and effect relationship, focuses on four aspects:
1- The customer perspective to determine the level of customer satisfaction through qualitative and quantitative
measures on product or services used. Several factors is influenced on customer satisfaction. These include the
quality of services provided to customers, staff efficiency and organizational knowledge.
2- Internal business processes to assess the processes required by organizations.
In this perspective, organizations must specify procedures which by overcoming them, they would be able to
create value for customers and ultimately their shareholders. Achieving each of the goals set in the customer
perspective, needs to do a series of operational processes in an efficient and effective form.
These processes should be set in terms of internal processes and proper criteria should be developed to monitor
their progress.
3- Organizational learning and development focuses on staff training, acquisition of knowledge, and how to use
it, in order to participate and survive in a competitive market. When the objectives and criteria related to
customer perspective and internal processes are determined, immediately gap between the required skills and
capabilities and current level of skills and capabilities will appear. Thus, the objectives and criteria of this
perspective should be be specified in order to fill this gap and then determine appropriate measures to control
their progress.
4- The financial indicators are used in order to identify needs and financial performance. Financial criteria are
the most important components of a balanced assessment system. Particularly in profitable organizations this
criteria show that successful implementation of the goals that have been set in other perspectives, ultimately,
lead to what results and financial achievements. All efforts to improve customer satisfaction, improving the
quality and reducing delivery time of products and services, if not lead to tangible financial results, will be of no
value.

DEMATEL Method (laboratory tests and evaluation of the decision)

DEMATEL method is one of decision making methods which creates complex cause and effect
relationship and was used for the first time on BMI institution of Switzerland between years of 1972 and 1976
on a project at Geneva research center. This method with utilizing the principles of graph theory extracts mutual
Influenced and affected relationships between elements in the graph, so that the intensity of these relations is
determined by a numerical rating. From advantages of this method over other decision-making methods, is the
use of feedback relationships. This means that in the structure of this technique, each element can affect all same
level, higher and lower levels elements of its own, and in exchange can be affected from each one of them. In
general5major steps for development of this method is proposed by definitive data as follows:
Step 1) Calculate the average matrix. The decision makers will be asked to comment on the direct effect of each
factor on other factors with a scale of integrated numbers from 0 to 50. The higher the score, indicating that in
terms of decision maker, lack in I factor will have a direct and severe effect on weakening factor, or in other
words, to improve needs to improve as much as possible. By using direct matrixes of decision makers, average
matrix of A can be obtained. The elements of this matrix are the average of the corresponding matrices of
decision makers.
Step 2) Calculation of matrix direct effect. Initial direct effect of matrix Dcan is achieved with non-scaling
average matrix of A, so that all its main diameter elements are zero. Using the matrix D it is possible to
determine the effect that one factor may pose to another factor or gets from it. D matrix elements illustrate

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structural relationships between system elements and they can be shown in formation of a structural model of a
map of the system effect with respect to the relationships. For example, in Figure1 the decision makers were
asked to only demonstrate the direct Relationships on directed graph of Figure 1, agent indirectly affects factors
j and k and indirectly first effects on factors l , m , n and then o and q .

k j

n m l

q
o

Figure1. An example of a direct graph.

Steps 3) calculate the complete matrix direct/indirect effects. If the matrix D reaches to consecutive powers, i.e.,
D 2 , D 3 , , D , the indirect effects of equation will continuously reduce. On figure 1 effect of I factor is less than
m factor and in comparison with its effect on j factor it will be even less. Accordingly infinite series of direct
a
and indirect effects can be achieved. Element of row i and column j of A matrix is shown by ij . Using relations
(1) to (4), the desired matrix can be achieved.
D s A, s 0 (1)

Or
dij s aij , s 0i.j 1,2, , n (2)

This on these equations s is defined as following:

s Min
1 1
n
, n (3)
max aij max aij
1in j 1 1 j n
i 1

Also
lim D m 0 (4)
m

Full matrix of direct/indirect effects F, Which is infinite sequence of the direct and indirect effects of each factor
can be achieved by Matrix operations on D. this matrix shows the final structure of factors. (Equation5). If Wi f
is defined as non-scaled sum of row i of matrix F, Wi f will show direct/indirect sum effects of I factors on the
V f
other factors. On the other hand, i which is non-scaled sum of row I of matrix f, shows sum effect which I
factor receives from, other factors.

F D i DI D
1
(5)
i 1
In explaining the equation (5) can be said:

D
i 1
i
D D 2 D m D I D D 2 D m1

(6)
D I D D 2 D m1 I D I D DI D ,
1 1

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Step 4) determining threshold and mapping network connection (NRM).To describe the governing
structure among the factors, determining a threshold value of p to monitor the observed effects indicated by the
f
matrix F is necessary. Each element of F matrix , like ij shows information about value of effect that factor i
exerts on factor j or the effect that factor j receives from factor i. if all data of matrix F transforms to Map of
network connection, using necessary data for making decision will be difficult. In order to achieve an
appropriate map of network connection, determining a threshold value for judging about the effect of factors on
each other seems necessary. Only those elements of the matrix F transforms to the map that their value is larger
than determined threshold value. The threshold is determined by the decision or through negotiation with
experts. Such as matrix D, structural relationship between matrix F elements can be demonstrated on a map. If
the threshold is too low, map gets very complex and necessary information for decision making will not be easy
to be inferred. If the threshold is too high, also many factors without having any relation with other factors will
be shown independent. As much as threshold goes higher, more factors and relations will get removed from the
map. To achieve appropriate map and information for decision making, an appropriate threshold should be
determined.
In case of using the fuzzy data on DEMATEL method, some researchers have developed more advanced
methods from the concept of then on-fuzzy. Among them it can be mentioned to the method used by Jassbi et al
(2011) top draw strategy map. Purposed method by these researchers in developed based on Triangular fuzzy
numbers. Accordingly they have used the presented five scales on table 1 in order to transform Verbal variables
used on explaining the intensity of the relationship between elements of the triangular fuzzy numbers.

Table 1. Verbal variables and their equivalent triangular phase numbers.

Verbal word phase value

Very high impact (VH) )0.75 1.0 1.0(
High impact (H) )0.5 0.75 1.0(
Low impact (L) )0.25 0.5 0.75(
Very low impact (VL) )0 0.25 0.5(
Without impact (W) )0 0 0.25(

In cases that amount of K experts attempt to evaluate the effect of the elements on each other, relation matrix of
each is explained as z p 1,2, , k . Intermediate matrix is defined as the average of individual matrices.
~p
~1 ~ 2 ~k
~z z z z (7)
k

Which shows the operator of triangular fuzzy numbers sums. Initial direct correlation of fuzzy matrix z will
~
have a structure as following:
0 ~z ~z1n
12
~ ~z2 n
~z z21 0 (8)

~ ~z
z n1 n2 0

On this matrix ij
~
z lij , mij , uij z i 1,2,, n
~
are the triangular fuzzy numbers and Diagonal elements ii
~
will be considered as triangular fuzzy numbers? On next stage, by non-scaling z matrix, non-scaled Fuzzy
direct correlation matrix will be achieved as follows.
~ x11 ~
x12 ~
x1n
~x ~
x x2 n
~
~
X 21 22
(9)

~ ~
x n1 xn 2 ~
xnn
~
On X matrix

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~
zij lij mij uij
~
xij , , lij ,mij ,uij
r r r r
(10)

Which on relation (1), or defines as follows:

n
r max uij (11)
1 i n
j 1

X Matrix can be shown as 3 definitive matrix of X u uij and X m mij X l .after calculating above matrix,
~ ~ ~ ~
l ij

~
total relation of fuzzy matrix F will be defined based on relation (5).
~ ~ ~
~
F lim X 1 X 2 X k
k
(12)

~
F Matrix will have a structure as follows:
~ ~ ~
f 11 f 12 f 1n
~ ~ ~
~ f 21 f 22 f 2n
F (13)

~ ~ ~
f n1 f n2 f nn
f ij lij, mij , uij
~
Which on it and:
~ ~ 1
lij X l I X l (14)

~
mij X m I X m
~ 1
(15)

~
uij X u I X u
~ 1
(16)

~
With formation of F matrix Analysis can be performed as definitive mode for the elements. On this state,
n n
Di f ij , i 1, 2 , ..., n Ri f ij , i 1, 2 , ..., n
j 1 i 1
values of from the total Row of the elements of matrix F and from the
Di
total column of the elements of matrix F, is created. In fact indicator shows the amount of effect that I
elements will have on other factors and Ri will show the amount of effect that it gets from other elements. On
D Ri D Ri
Analysis the amount of effect of these elements two values of i and i are used which first one is
called advantage or privilege of I elements which shows the amount of effecting and affection of an element.
This indicator shows a picture of the importance of the relevant criteria. On the other hand, Di Ri indicator
which also is called equation, divides criteria into two groups of cause (if positive) and effect (if negative). On
and Di Ri are analyzed based on non-fuzzy values of D R , D R .
D Ri def def def def
this study values of i

Background of study
In recent years, many researchers have used Quartet Balanced Scorecard method to extract indicators of
strategy formulation and drawing the way of banks. In this section, a number of them and the achieved results in
order of creating more acquaintance with indicators and purposed methods on this filed, are considered. On
2000 liter and colleagues had shown using balanced scorecard analysis a major part of the mapping process of
strategy map on one of the most important banks of England. Their research showed that the key success factors
in the bank's strategy formulation are classified in four aspects of BSC. Zhang and Li (2009) used the Balanced
Scorecards viable alternative for the traditional financial measures in the management purposes of Commercial
banks. In addition, they have paid attention to strategy implementation, limitations of application, and future
prospects of the commercial banks. Their research suggests the capability of this method on the dynamics of
banks, executive procedures and processes of evaluation and control of the banks. Accordingly, they believe that
the Balanced Scorecard is a management tool that enables organizations to define their vision and strategy and
turn it in to program. Jafari Eskandari et al (2013) also in order to extract key indicators of success, on drawing
strategy map of banks used balanced scorecard method and then to draw the map of the way they used
combination of two ANP and FUZZY DEMATEL methods.

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Wu and Lee (2007) used Dymtl techniques to draw causal and effect relationships of managers
competence. Lee et al (2011) in order to investigate the correlation between the factors and agents and drawing
network relations about investment and purchasing stock, used DEMATEL method. Chen et al (2011) used
Dymtl technique to identify and map causal relationships of each balanced scorecard perspectives and then
creating relationships of cause and effect on standards of each aspect separately.
Amiri et al (2011) used the balanced scorecard for classification of important features which affect locating
of Supply chain distribution centers of Iran's oil company projects and grouped them based on DEMATEL
method. Seyedhosseini et al (2011) used the Delphi technique for rating, Dymtl approach to determine the
causal relationships between the strategic objectives existing on strategy map and determination of priority and
Regency of strategic objectives and weights of strategic objectives. Hematian et al (2012) used DEMATEL
fuzzy technique for drawing causal effects of balanced scorecard and used Data envelopment analysis
techniques to model and measure the exact performance of 10 Azad Universities. Dehghan et al (2012) have
used Dematel techniques to draw causal relationships and used theidealplanningto reducedeviations from
objectives at the Iran University of Science and Technology. Heydariyeha et al (2012) used the DEMATEL
FUZZY technique in order of determining and rating causal relationship of strategic objectives on a company
operating on Glassindustry. Falatoonitoosi et al (2012) by used DEMATEL method to draw casual relations
between four aspects of balanced scorecard and creating casual relationships between each one of strategic
objectives on related Criterion. Hung (2012) to link key performance indicators with the strategy map and draw
causal relationships between key indicators of the performance of banks in Taiwan, has used the DEMATEL
technique.
Alvandi et al (2012) have used DEMATEL technique for creating a cause and effect relationship off our
perspectives and key performance indicators of each of the sights individually. As other studies outside the
scope of strategy map, to draw strategy map, Najeeb Shaik & Abdul-Kader (2014) had drawn Reverse logistics
criteria of causal relationships in the balanced scorecard by using DEMATEL method.

Materials and Methods

After the expressing the importance and questions of study, Familiarity with research literature and
studying background of existing researches, it is time to determine structure of research implementation and
used tools. Given the importance of the role of strategy on developing comprehensive banking, the researcher in
order of extracting the right strategies, effective and workable, should utilize effective and proven methods. The
methodology used in this study is shown in Figure 2.

Primary index Distribution and Statistical analysis

extraction complement of by one-sample sign
questionnaire test

Strategic index
determination investigating the Developing a
according to BSC relationship among strategic plan in line
method indices using with comprehensive
DEMATEL method banking

Figure 2. Methodology of research.

Collecting data
In this context, given the importance of expert opinions in the process of formulating the strategy, some
interviews have been taken from experts in the field of banking which is resulting on extraction of a number of
questions with strategic base that its questionnaire is designed in the form of a balanced scorecard approach.
Present questionnaire is designed with 20 questions and was distributed among the directors of departments of
Bank Mellat which according to the formula of Cochran sample size, a sample with following size was chosen:
2
z pq
2

n d
z pq
2

1 1 1
N d2

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Table 2. Size of sample.

Population size: 246 people Confidence level: 0.05 P,Q = 0.5
Z: 1.96 Sample size: 70 (69.27) Error size: 0.1
people

Due to the size of the obtained sample, questionnaire was distributedamong100managers of Bank Mellat
departments with the rate of return of 0.75, 75questionnaireswerecompletedof which72questionnairewereusable.
In this context, in order to assess the reliability of the questionnaire, Cranachs alpha was calculated to
beapproximately0.75, which showed very good reliability of the questionnaire. In continue in order of
determining final index, One sample sign test was used which results of the analysis are presented in Table 3.

Results
In this part of the study in order to extract the remaining impact in dictators on each other, the DEMATEL
method is used. In this context, due to the opinions of experts and expressing their verbal opinions, fuzzy
numbers are used which allow the responder to express his opinions approximately and on the other hand allows
the responder, by using Calculating fuzzy methods, determines relation between strategic indicators on
formulating strategic programs of comprehensive banking. In this regard Assessment from one of the five
people participated in the survey reports, on the relations of strategic indicators is presented in Table 4as sample.

Table 3. Fuzzy evaluation matrix of one of the committee members Relations.

C1 C2 C3 C16 C17
C1 0 VL VL L VL
C2 VL 0 VL L VL
C3 VL VL 0 L L
C16 H H H 0 VL
C17 VH VH H VH 0

On next step by using table 1, corresponding Amounts with each opinion is replaced on each of the table cells
~
and finally five Experts opinions were averaged and the z table was formed. In follow, by using equations 10
~
and 11, X matrix is formed which its data are non-scaled fuzzy numbers.

Table 4. None scaled fuzzy matrix.

C1 C2 C17
C1 (0.00, 0.00, 0.00) (0.00, 0.00, 0.02) (0.01, 0.03, 0.05)
C2 (0.00, 0.02, 0.04) (0.00, 0.00, 0.00) (0.00, 0.02, 0.04)
C3 (0.00, 0.02, 0.04) (0.00, 0.02, 0.04) (0.01, 0.03, 0.05)
C17 (0.04, 0.06, 0.08) (0.04, 0.05, 0.07) (0.00, 0.00, 0.00)

Then with separation of components of the first, second and third numbers in the matrix, 3 definitive matrixes of
X l lij X m mij X~u uij
~ ~
and are extracted. On the next step, using equations 14, 15, and 16 we will
f ij lij, mij , uij
~
attempt to calculate and form matrix. On this section because of high size of mentioned
matrixes we have avoided from putting them on the literature. With the formation of this matrix, analysis such
as definitive state can be done for elements and analysis graph relations based on non-fuzzy values of

D def R def , D def R def .

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Table 5. Table of impact of cause and effect factors.

Factors Di Ri Absolute Phase Di Ri Absolute
Phase
Di Ri Di Ri
C1 0.992051 3.18352 16.11236 6.762645 -8.21571 -0.37248 6.904604 -0.5612

C2 0.929905 3.028911 15.83596 6.59826 -8.01128 -0.33662 6.894776 -0.48438

C3 0.936142 3.066033 15.89009 6.630755 -7.94756 -0.25718 7.006385 -0.39945

C4 0.976497 3.143534 16.07512 6.731717 -7.92825 -0.26357 7.170379 -0.34048

C5 1.019878 3.263252 16.42858 6.903903 -8.02929 -0.20817 7.379417 -0.28601

C6 0.978542 2.942157 14.84471 6.255135 -5.86351 0.661576 8.002658 0.933576

C7 1.11535 3.396053 16.50685 7.006084 -7.86225 -0.10837 7.529253 -0.14712

C8 1.095491 3.318296 16.28872 6.900834 -7.56428 -0.02492 7.628946 0.01325

C9 1.018509 3.159008 15.8577 6.678406 -6.97196 0.25633 7.867228 0.383865

C10 0.929672 2.771732 15.00856 6.236655 -7.19563 -0.10181 6.88326 -0.13806

C11 0.929248 2.780729 14.77443 6.16147 -5.90827 0.603641 7.936919 0.877431

C12 1.105852 3.275169 16.29214 6.891053 -6.85271 0.433835 8.333575 0.638233

C13 0.897602 2.917699 15.17655 6.330617 -7.55558 -0.20354 6.723367 -0.34525

C14 1.018023 3.226336 16.27145 6.838602 -7.20529 0.278762 8.048132 0.373868

C15 0.9114 2.946977 15.33078 6.396386 -7.00025 0.127002 7.419126 0.181958

C16 0.953661 3.085156 15.93656 6.658458 -8.17358 -0.34386 6.809319 -0.56937

C17 0.863587 2.852699 14.97571 6.230666 -7.18204 -0.14063 6.930088 -0.13086

Given to obtained values on rows of definitive Di Ri and definitive Di Ri , we will attempt to draw graph of
casual and effect relationship intensity between factors. On this study with respect to high amount of initial
impact matrix dimensions, based on experts opinions, usage of top limit of Fuzzy numbers matrix is replaced
for complex calculations of thresholds which its value is calculated as 0.46. In continue, in order of drawing
casual and effect relationship graph, definitive amounts of Di Ri column is compared with 0.46 number and
positive values bigger from it are considered as affecting negative values.

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Figure 3. Causal and effect relationship graph between factors.

Given to shown relations on graph of figure 3, strategy map of mellat bank on path of comprehensive banking
development on Competitive banking industry of country with an emphasis on effective factors to reach major
strategies of comprehensive banking is obtained as following map.
Perspective Factor

Increase in
perspective

Increase in the the return on Increase in

financial

rate of return on assets capital

equity quality
Internal process

Development of Staff performance

learning perspective perspective

electronic banking evaluating system

infrastructure

Attracting and
Growth and

empowering human Research and

resources in line and Development
center
perspective

Meet the needs and

Costumers

Quality of demands of
The quality of physical customers
staff performance facilities
in line and center

Figure 4. Strategic map of effective factors in comprehensive banking.

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As it is obvious from strategy map of mellat bank comprehensive banking, mainly because of strategic
reasons, such as research and development, recruitment and empowerment employee, employee performance
evaluation system etc. Which arose from the perspective of learning and growth and perspective of the internal
processes and under the control of management and internal organization powers, are effective against other
strategic factors on customer and financial perspectives such as Fulfilling the needs of customers, quality of staff
performance and rate of return of equity, rate of return of assets and capital adequacy.

Discussion and Conclusion

After selecting study goals, choosing methodology, choosing experts and collecting their ideas, performing
analysis and drawing strategy map of mellat bank comprehensive banking, the relationship between the various
strategic elements on advancing of the strategic objectives of bank with comprehensive banking approach in the
context of the balanced scorecard's 4 sights was extracted. These relations with emphasis on effectiveness of
some factors over the others, purpose Approaches in the direction of implementing comprehensive banking
strategy as follows. Physical features quality is considered as one of the fundamental effective factors over the
financial strategic indicators such as Increase of the rate of return on equity and capital adequacy rate. In
addition to the strategic factor, the development of infrastructure of electronic banking is another factor that is
provided to Executives and eventually will effect on amount of fulfilling the needs and demands of customers.
In this regard, equipping physical and virtual facilities of branches in order to facilitate in person and virtual
clients access to Corporate banking services which in terms of mobility and the transfer of high sums, requires
significant need for safety and security, is one of the first and essential strategic factors on decision making in
order to develop comprehensive banking .
Other financial factor such as rate of return on assets, gets affected from the phenomenon of research and
development and with increased research efforts, the level of productivity and the return on assets is increased.
In fact, this analysis emphasis on this fact that strategic process of development and research, although to be
expensive, finally effects on rate of Return on assets of banks and refers to the importance of productivity in
strategic decision making. The results indicate that the proper focus on employing forces processes in order of
equipping corporate banking branches from the beginning of employment and then as empowerment of the
queue and staff, on quality of performance of staff in these branches has a particular importance. The advantage
of this study is to derive strategic factors in the form of above standard sights which In determining the amount
of attention required during the strategic planning on Every aspect gives the managers a solution and has
prioritize their effectiveness.in this regard, present factors on two aspects of internal process and learning and
growth, are considered as the most effective factors on drawing strategy map of comprehensive development.
Present factors on financial aspect and customers most often get affected by these factors and play affected role
in the strategy map of bank.
With respect to the formed investigates and obtained data from DEMATEL analysis, direct impact between
effective factors on strategic map of comprehensive banking is shown. On this section it is suggested that
analysis between effective factors on developing strategic map of banks and financial institutions gets done
using modeling structural Interpretative methods which in addition to Interpretative the relations between factors
starts to draw a structure for these complicated factors. Using fuzzy cognitive map method (FCM) to extract
causal relationships among the major factors in the formation of a complex map of the bank's strategy as another
widely used fuzzy method in the mapping strategic development of comprehensive banking is recommended.

Conflict of interest

The authors declare no conflict of interest.

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