Identifying risks and prioritizing is important for payment service provider (PSP) companies to get banking projects and gain more market share. However, studies regarding the identification of risks and causal relationships are insufficient in the Iranian PSP industry and the industry is unique because of its characteristics. In this study, 30 experts involved with PSP companies are employed as the research sample. Eleven key risks and Forty-six sub-risks are also identified. Subsequently, the fuzzy decision-making trial and evaluation laboratory technique is applied to determine the effective and affected risks and the severity of their effects on each other. Finally, all risks are ranked. Due to the internal interrelationships of the main risks, the weight of each risk is calculated via the fuzzy analytic network process. As the second-level risks have no significant interrelationships, they are ranked via the fuzzy analytical hierarchy process. Moreover, the best-worst method is used to ensure that the obtained rankings are reliable. This study identifies the risks affecting the loss of banking projects and determines the impacts of these risks on each. A sensitivity analysis is then conducted on the weights of the criteria, and the results are compared.This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article's Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article's Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/
