ING Groep Value Chain Analysis
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This ING Groep Value Chain Analysis gives you a clear, structured view of how the company creates value through support and primary activities. The page already shows a real preview of the analysis, so you can review the style and content before buying. Purchase the full version to get the complete ready-to-use report.
Support Activities
Firm Infrastructure
ING Groep N.V. uses centralized capital, treasury, risk, and compliance teams to run a bank serving about 38 million customers in 2025. That firm infrastructure helps ING Groep N.V. keep lending, deposits, and payments stable across retail, commercial, and wholesale banking while meeting strict supervisory rules in multiple markets. In 2025, strong balance-sheet control and a CET1 ratio around 13.7% supported this scale.
Human Resource Management
ING Groep N.V. relies on bankers, software engineers, risk specialists, and data talent to run a digital-first bank for more than 36 million customers. Its HR team backs this model with training in compliance, cybersecurity, and customer service, which helps keep conduct tight across markets and cuts operating friction. In FY2025, this people engine supported a group that reported €18.5 billion in total income, so even small gains in staff quality can move results.
Technology Development
ING Groep N.V. puts technology at the center of value creation: mobile, data, automation, and cloud tools cut unit costs and make service faster. In 2025, its digital model still supports scale across roughly 38 million customers and keeps most routine banking journeys self-service. Ongoing core-system upgrades help ING Groep N.V. ship products faster, tighten fraud checks, and tailor offers with better data.
Procurement
ING Groep N.V. buys software, cloud, telecom, market data, payment infrastructure, and specialist services from outside vendors. Centralized procurement in 2025 helps ING Groep N.V. use scale, tighten supplier control, and keep service quality more consistent across countries. It also supports resilience by reducing overlap in tools and vendors, which matters in a regulated bank with many digital and payment systems.
ING Groep N.V.: Strong capital powers digital scale
ING Groep N.V. supports its banking model with tight firm infrastructure, keeping capital, treasury, risk, and compliance aligned across about 38 million customers in 2025. The CET1 ratio was around 13.7%, which shows strong balance-sheet control.
Its human resources and technology teams back a digital-first bank with more than 36 million customers, using training, automation, cloud, and data to cut friction and speed service. In FY2025, ING Groep N.V. reported €18.5 billion in total income.
Centralized procurement also helps ING Groep N.V. manage software, cloud, telecom, and payment vendors more consistently, which supports resilience and lower overlap in tools.
| Support activity | 2025 signal |
|---|---|
| Firm infrastructure | 38 million customers; CET1 13.7% |
| HR and talent | 36+ million customers supported |
| Technology | €18.5 billion total income |
| Procurement | Centralized vendor control |
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Primary Activities
Inbound Logistics
ING Groep N.V.'s inbound logistics is the flow of customer deposits, funding, transaction data, and credit applications into its digital platforms and relationship manager channels. This intake is central to liquidity, because deposits fund lending while cleaner data speeds credit checks and product setup. In banking, faster and more accurate intake helps ING Groep N.V. price risk sooner, serve customers faster, and keep more products available.
Operations
ING Groep N.V. runs loans, deposits, payments, cards, and wholesale banking through standardized, automated workflows. In 2024, it served over 38 million customers and kept a CET1 ratio of 13.6%, showing how operations are built to scale safely. Risk checks and compliance controls sit in the process, so speed does not weaken credit or conduct control.
Outbound Logistics
ING Groep N.V. uses mobile apps, online banking, branches, contact centers, APIs, and relationship managers to deliver funds, statements, cards, and payment instructions fast. This lowers friction in outbound logistics and supports retention because customers get services through channels they already use. In 2025, ING Groep N.V. kept shifting more servicing to digital flows, which also helps cross-sell and lowers unit delivery cost.
Marketing and Sales
ING Groep N.V. uses a digital brand, app-led acquisition, and relationship-based selling to reach retail, SME, and corporate clients. Its mobile-first model lets it market products at low cost and move customers from awareness to account opening without heavy branch spend.
Cross-selling deposits, lending, and payments across the same relationship lifts revenue per customer and lowers acquisition costs. In 2025, this matters more because digital self-service and tailored offers help ING Groep N.V. keep sales efficient while scaling across core banking lines.
Service
ING Groep N.V. service centers on self-service app and web tools, plus customer care for disputes, fraud, and advice on complex needs. In a low-switching-cost banking market, fast issue resolution and clear fraud support help protect trust, cut churn, and defend ING Groep N.V.'s franchise.
ING Groep N.V.: Digital Banking, Faster Service, Lower Costs
ING Groep N.V. turns deposits, payments, lending, and cards into daily revenue through digital workflows and strict risk checks. In 2025, its primary activities stayed app-led and automated, which kept service fast, costs lower, and credit control tight. Cross-selling across retail, SME, and wholesale clients still drives the highest value per customer.
| 2025 metric | Value |
|---|---|
| Primary activity focus | Digital banking, lending, payments |
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Frequently Asked Questions
Digital standardization across ING Groep N.V.'s 3 core lines-retail banking, commercial banking, and wholesale banking-supports the value chain most. It lets the bank reuse the same technology, risk controls, and service processes across 4 support functions and 5 primary activities, which lowers duplication and improves speed across a broad international footprint.
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