Overseas money transfer service of join stock commercial bank for investment and development of viet nam transaction office branch 1

ĐẠI HỌC QUỐC GIA HÀ NỘI TRƯỜNG QUẢN TRỊ VÀ KINH DOANH - NGUYỄN DUY QUÝ OVERSEAS MONEY TRANSFER SERVICE OF JOIN STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIET NAM_ TRANSACTION OFFICE BRANCH DỊCH VỤ CHUYỂN TIỀN RA NƯỚC NGOÀI CỦA NGÂN HÀNG TMCP ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH SỞ GIAO DỊCH LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2022 ĐẠI HỌC QUỐC GIA HÀ NỘI TRƯỜNG QUẢN TRỊ VÀ KINH DOANH - NGUYỄN DUY QUÝ OVERSEAS MONEY TRANSFER SERVICE OF JOIN STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIET NAM_ TRANSACTION OFFICE BRANCH DỊCH VỤ CHUYỂN TIỀN RA NƯỚC NGOÀI CỦA NGÂN HÀNG TMCP ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH SỞ GIAO DỊCH Chuyên ngành: Quản trị kinh doanh Mã số: 8340101.01 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS.TS PHẠM THỊ THANH HOÀ HÀ NỘI - 2022 i DECLARATION ON HONOR I have carefully read and understand about the violations to the academic honesty My commitment obliges me to conduct myself according to the honor code and not violate the academic honesty ii ACKNOWLEDGMENTS The author would like to express the sincere thanks to the Board of Rectors and lecturers from Vietnam National University, Hanoi School of Business and Management who are enthusiastic to teach, convey the experience and support the author during the author’s study at the institution Especially, the author’s sincere thanks and gratitude are extended to Assoc.Prof.Dr Pham Thi Thanh Hoa for her valuable instructions, support, criticism and corrections during the development of the study Your valuable comments and feedback are highly appreciated as the thesis does retain some unavoidable shortcomings iii TABLE OF CONTENTS LIST OF ABBREVIATIONS IN ENGLISH i LIST OF ABBREVIATIONS IN VIETNAMESE iii LIST OF TABLES iv LIST OF FIGURES v INTRODUCTION 1 Necessity of the study Overview of thesis-related studies .3 Research objectives and tasks .5 Subjects and scope of the research 5 Research method 6 Structure .6 CHAPTER 1: SOME LITERATURE REVIEWS ON OVERSEAS MONEY TRANSFER SERVICE OF THE COMMERCIAL BANKS 1.1 Concept and characteristics of overseas money transfer service .7 1.1.1 Concept of overseas money transfer 1.1.2 Characteristics of overseas money transfer 1.1.3 Overseas money transfer roles to commercial banks .11 1.2 Constituents of overseas money transfer service 12 1.2.1 Subjects of overseas money transfer service 12 1.2.2 Subjects of overseas money transfer service 15 1.2.3 Means of providing overseas money transfer service 19 1.2.4 Evaluation criteria for scalability of overseas money transfer service 24 1.3 Factors affecting the overseas money transfer service 27 1.3.1 Objective factors 27 1.3.2 Subjective factors .29 CHAPTER 2: EXISTING CONDITIONS OF OVERSEAS MONEY TRANSFER SERVICE IN THE PERIOD OF 2005 - 2020 BY THE JOIN STOCK iv COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIET NAM (BIDV) – TRANSACTION OFFICE BRANCH 32 2.1 Overview about BIDV - Transaction Center Branch 32 2.2 Strengths of overseas money transfer service at BIDV - Transaction Center Branch 36 2.2.1 Customer strengths 36 2.2.2 Brand strengths .36 2.2.3 Information Technology strengths 37 2.3 Existing conditions of overseas money transfer service provided by Transaction Center Branch in the period of 2005 - 2020 .38 2.3.1 By scale 38 2.3.2 By purposes 41 2.3.3 By subject 44 2.3.4 By country and region 46 2.4 Evaluation of existing conditions of overseas money transfer service provided by Transaction Center Branch in the period of 2005 - 2020 49 2.4.1 Achievements 49 2.4.2 Restrictions .51 2.4.3 Root causes .53 CHAPTER 3: ORIENTATION AND SOLUTIONS OF EXPANDING THE OVERSEAS MONEY TRANSFER SERVICE OF THE JOIN STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIET NAM (BIDV) – TRANSACTION OFFICE BRANCH TO 2025 .56 3.1 Orientation on expanding the overseas money transfer service provided by Transaction Center Branch to 2025 56 3.1.1 Context of overseas money transfer service provided by Transaction Center Branch in the period of 2025 - 2020 56 3.1.2 Orientation on expanding the overseas money transfer service provided by Transaction Center Branch to 2025 58 v 3.2 Solutions of expanding the overseas money transfer service provided by Transaction Center Branch to 2025 59 3.2.1 Continue improving the management and control efficiency of overseas money transfer service .59 3.2.2 Enhance Marketing activity in overseas money transfer service .61 3.2.3 Develop the specific customer policy 62 3.2.4 Continue improving the service quality and diversify products and services 63 3.2.5 Modernize banking technology 65 3.2.6 Enhance survey and study from other banks 66 3.3 Some possible recommendations 67 3.3.1 Continue improving the procedure and process of entire Bank .67 3.3.2 Enhance the technology investment & development, study to improve the utilities for the international money transfer service 68 3.3.3 Focus on expanding the agent banking system, support the branches in the training activities, developing the customer policy to improve the competitive competence 69 3.3.4 Drastically create the healthy competition environment among BIDV branches 70 CONCLUSIONS 71 vi LIST OF ABBREVIATIONS IN ENGLISH Full meanings No Abbreviations English Vietnamese Joint Stock Commercial Bank BIDV for Investment and Development of Vietnam Ngân hàng TMCP Đầu tư Phát triển Việt Nam Comprehensive and Progressive Hiệp định Đối tác Toàn diện CPTPP Agreement for Trans-Pacific Tiến xuyên Thái Bình Partnership Dương EU The European Union Liên minh châu Âu EUR EURO Đồng tiền chung Châu Âu EVFTA European Union – Vietnam Free Trade Agreement Hiệp định Thương mại Tự Việt Nam Liên minh Châu Âu Tập đoàn Điện lực Việt EVN Electricity of Vietnam FDI Foreign Direct Investment Đầu tư trực tiếp nước GBP British Pound Bảng Anh HSBC 10 JPY 11 MUTRAP 12 Skypec 13 SWIFT Hongkong Nam Shanghai Ngân and hàng Banking Corporation thành vi n H Japanese Yen Đồng yên Nhật The Multilateral Assistance Project Trade TNHH C Dự án hỗ trợ đầu tư sách thương mại (MUTRAP) Vietnam Air Petro Company Cơng ty TNHH MTV Nhiên limited Society liệu Hàng không Việt Nam for the Worldwide Hiệp hội viễn thông liên Interbank Financial ngân hàng tổ chức tài i Telecommunication quốc tế 14 PVN Petrovietnam Tập đồn Dầu khí Việt Nam 15 USD United States Dollar Đồng đô la Mỹ 16 VALC Viet Nam Aircraft Company Leasing Công ty Cổ phần cho thuê máy bay Việt Nam ii LIST OF ABBREVIATIONS IN VIETNAMESE No Abbreviations Vietnamese meanings CTQT Chuyển tiền quốc tế CTRNN Chuyển tiền nước DN Doanh nghiệp KH Khách hàng NHTM Ngân hàng thương mại PGD Phòng Giao dịch P.GDKH Phòng Giao dịch Khách hàng P.KHTC Phòng Kế hoạch Tài P.QLKH Phịng Quản lý Khách hàng 10 P.QLRR Phòng Quản lý rủi ro 11 TKV Tập đồn Than – Khống sản Việt Nam 12 TTQT Thanh toán quốc tế 13 TTTT Trung tâm Thanh toán iii incentives This is known as selective and direct telecommunication and advertisement to the target customers, also a way to keep BIDV trademark to be always on the mind of customers - To offer gifts to customers on public holidays: It is recommended to regularly create a big surprise to the customers on any occasion and implicitly deliver with presents labeled with bank trademark (Greeting cards on the occasion of the International Women’s Day (8 March), Vietnamese Women’s Day (20 October), Christmas, New Year, etc and even birthdays or holidays for some professions like 27 February, 27 July, 20 November, etc.) Small things may make the customers warmly care and this is a catalyst for them to become the bank’s traditional customers - For some customers judged as potential and important leads, the customer service department can directly assign their members to serve at home or work to receive transaction documents and collect money from customers as great revenue shall be offered to the bank by such customers 3.2.4 Continue improving the service quality and diversify products and services 3.2.4.1 Focus on service quality improvement  Solution of shortening transaction processing time Although the processing time for international money transfer transaction at BIDV - Transaction Center Branch is qualified with the standard set by the Head Office, it fails to satisfy mot of customer’s desires In order to further shorten the transaction processing time, some measures should be taken as follows: - Departments related to an international money transfer transaction should agree with the customer service viewpoint to minimize the pending time among departments - An official responsible for international money transfer operations should be arranged at the operating department to prevent the concurrent task from delaying the transaction document processing In the modern society like now, time is a very essence It is really precious for the intellectual workers Hence, the more the time saving is, the higher the customer’s satisfaction shall be  Minimization of operating errors 63 Although the performance of operating error control are relatively good, BIDV - Transaction Center Branch should not neglect the issue of minimizing the operating errors in the coming time Its root cause is the diligence of tellers, cashiers and controllers involving in the transactions, qualification and foreign language proficiency of officers, failure in timely updating the HO’s guidelines As a result, to minimize the operating errors, a series of measures should be taken by BIDV - Head Office - Request the officers to strictly adhere to the principle of “two hands- four eyes” in transaction processing It means that a person implements and a supervisor is available Controller must recheck the job implemented by the teller/cashier before the swift is pushed to the Head Office - Train officers and employees to improve the qualification through courses held by the HO, request the extensively experienced and well trained officers to retrain the successors to smoothly carry out all services when the responsible officer is absent or rotation is initiated After each training course, it is required to seriously evaluate the training results and progress of officers upon training courses in accordance with the work performance and quality Then, the more appropriate and effective training policies are worked out - Setup the examination bank and test the professional qualification of employees on annual basis to raise the high sense of self-training, motivating the self-study and research spirit of the employees in addition to officer training The candidates with good examination results should be timely applied with award and motivation policies and regarded as an important basis to plan and appoint the officer to a higher position - Encourage the employees to study to further improve their foreign language proficiency to satisfy the job requirements The specifically designed courses may be held for the officers at positions which need to use English intensively - Organize a weekly meeting at the weekend so that the officials may timely exchange and update the documents or use the internal online notification system as the weekday-related working hours are relatively busy and fulled with tasks that the officials have not enough time to timely update the documents promulgated by HO 64 3.2.4.2 Product diversification For the overseas money transfer products being launched at BIDV - Transaction Center Branch, most of products are thoroughly understood regarding transaction procedure and compliance as prescribed by HO The Branch should pay attention to regularly train the officials to undertake the complicated transactions and quickly serve the customer’s demand Together with the ceaseless development of IT and post and telecommunication technology, online banking services tend to sharply develop and offer remarkable profit to the bank Currently, the Vietnamese commercial banks fail to study to provide Internet-based international money transfer service as it is related to money transfer purpose control However, with the customer’s increasingly high demand, especially the white collar customers, with restricted time budget, the study to launch such service is extremely essential According to the potential on technology and finance, BIDV may completely go ahead to develop this product development with more customer base to attract a large number of leads Transaction Center Branch should work closely with the Head Office to continue the viewpoints and feedback the customers’ questions and difficulties in launching to research and develop such new offerings 3.2.5 Modernize banking technology Technology is always cemented with services and directly served for the bank’s business administration requirements Modernizing banking technology is an objective requirement of integration trend Banking technology not only helps the bank to successfully improve the payment quality but also well integrate with the world’s financial institutions With significant role as the factor, directly affecting the bank’s competitiveness and prestige, technology factor must be especially concerned For BIDV - Transaction Center Branch, technology solution is to improve the computer system professionally, upgrade the network line to the transaction offices to avoid money transfer delay due to network failure More importantly, Big Data and AI technology, etc., which are new fruits of science and technology shall be effectively exploited This is known as the key to success for all socio-economic fields in the 65 industrial revolution 4.0, the Banking field is not an exception Its application enables the Bank to optimize the Banking Marketing through accurately orienting the customer segments, improving the Banking service quality, well controlling risks to protect the customer benefits, etc., offering a higher business performance Moreover, BIDV - Transaction Center Branch should take the recruitment and training policy for more professional and enthusiastic task forces, supported by better software to quickly handle the issues related to plants and technology which are often struggled such as virus attack, failure and disorder data due to concurrently multiple users The great efforts on quick troubleshooting should be conducted to handle their managed fields, ensuring the technology is modern and easy to use, the information is smooth with effective data entry software 3.2.6 Enhance survey and study from other banks - Deploy the concentrated international money transfer In order to minimize the risks of international money transfer service and agree with the way to handle the documents during the international money transfer service is provided The concentrated international money transfer service has been processed at Head Office by some banks, for example: Vietnam Joint Stock Commercial Bank for Industry and Trade Then, the branches’ officers receive the international money transfer requests and documents from the customer, prepare the transactions and submit the electronic documents via technology system, Clearing Center at Head Office to receive the transactions, verify the documents, post the money transfer swift and return the results to the branch However, the concentrated processing of international money transfer service prolongs the processing time, which is one of the most important criteria affecting the customer’s satisfaction - Advise the international money transfer via hotline The international money transfer is a relatively complicated service, requiring the advisors to have high qualification and good knowledge about many legal regulations IDV’s hotline consultancy department is currently disqualified to advise 66 the customers about the international money transfer service Meanwhile, the Customer Service Representatives (CSRs) in-charge of hotline from foreign bank branches in Vietnam such as HSBC, CITBANK, etc., are qualified to advise most of the international money transfer transactions This is a big competitive advantage of IDV’s rivals - Advertisement of international money transfers via email and voice SMS to customers As mentioned above, IDV’s weaknesses in the international money transfer service is not to focus on product and service advertisement and introduction to the customers Meanwhile, such task is outperformed by the non-State owned Commercial Joint tock anks such as Techcombank, VP ank, etc The banks’ email system often delivers the offerings advertisement contents, incentives and promotions on fee or gift to enhance the brand identifier for the customers, increase sales revenue and profit 3.3 Some possible recommendations 3.3.1 Continue improving the procedure and process of entire Bank In order to improve the ank’s competitiveness and enhance the service quality orienting towards expanding the overseas money transfer service, the Commercial Banks in general and BIDV in particular should focus on renovating and improving the banking procedures for the purposes of taking the customers as the center, the offerings are safe, effective, user-friendly, accessible and highly secured, especially for the transactions to be initiated on Internet-based environment; simplify the procedures, reducing the troublesome for the service users, creating favorable conditions for the customers to use service quickly, effectively and safely In order to fulfill such goal, the Bank should setup and operate the risk management system effectively, improve and enhance the internal audit, inspection and control and self-supervision of service quality; accelerate the research and development of internal standards on service quality, popularize the quality standards and price, corresponding to the services provided to the customers on its website The Bank is obligated to review and propose to promulgate the new regulation or amend and supplement the legal documents related to loan services, deposit, 67 payment and card-based services, etc., as well as regulations on standards, technical codes of banking service quality to create a legal framework for diversifying the service forms and simplify the banking transaction procedures, facilitating the natural persons and legal persons to select proper service providers 3.3.2 Enhance the technology investment & development, study to improve the utilities for the international money transfer service IT is a good background for service development by enhancing the application of science and technology and cutting-edge technology, modernizing the banking services, ensuring integration with the international banks in any fields Well known as a bank with strengths on high technology products, BIDV has been initiated the significant investment into banking technology fields However, with response to the sharp IT development, BIDV should actively grasp the opportunities and further invest into the technology to successfully improve the business performance and international integration - To regularly upgrade and renovate the available core banking software to catch up with the IT development, improve the quality to increase the telecommunication, ensuring record keeping safety, upholding the internal computer-based management to avoid errors in sending messages, wasting time and costs incurred by the bank so that the customers’ money transfer requests are implemented in the fastest and most effective manner - To drastically apply the world’s new banking technology into the application to enhance the payment performance, develop the direct technology support solutions for the departments - To diversify the applied technology products: Currently, overseas money transfer in BIDV is mainly conducted through SWIFT network as it is a fast and secured transfer way However, the SWIFT transaction speed is delayed or failed for any reason whatsoever, all transactions of entire BIDV System shall be delayed, causing a heavy consequences incurred by the bank and the customers - To minimize the network blockage, improve the trading time, gradually publicize and disseminate the transparent information on banking operations, ensuring 68 that customers and managers have enough accurate information about the bank's operations - To renovate the procedure and technology so that operations may not be implemented in various programs like now For example, the SWIFT-based overseas money transfer program should be further integrated with some utilities such as verifying blacklist, list of embargo and terrorism to reduce the look-up time for tellers - To take measures to further improve the product quality which may be developed by renovating the regulations, procedure and process, etc., by reviewing and evaluating the product’s position - In order to create the difference, to pay the special attention on service attention to attention and spirit of banking staff during advising, marketing and introducing the banking products and services as well as customer care service before, while and after service use as the banks’ international money transfer service is relatively identical Therefore, BIDV Head Office should further apply the incentive treatments and motivate the banking staff as well as additional policies to offer the true added values to the customers 3.3.3 Focus on expanding the agent banking system, support the branches in the training activities, developing the customer policy to improve the competitive competence BIDV is evaluated as a bank of an extensive agent banking network and that is the advantage of developing the international money transfer service However, to orient toward the goals of becoming finance and banking corporation, extending to the world, BIDV must be further enhance the development of agent banking system The agent banking system is developed by enhancing, stabilizing the current relations and expanding the new agent banks After the agent relationship has been successfully established with foreign banks, BIDV should development the proper classification system and agent relationship policy to improve the international prestige, to create the best conditions for launching transactions at BIDV system and market expansion Accordingly, it enhances the training, making use of business management experience of foreign 69 banks, exploiting the agent bank’s payment system to serve for its payment demand Agent banks are used to provide their services and vice versa, the agent banks are required to use BIDV system to provide their offerings to expand the market share and increase the customer base It is assumed to consider loosening the standards for the banks establishing the agent relationship, discussing and exchanging with the foreign agent banks to supplement the cooperation contents to successfully support in the coming time The Ministry of Industry and Trade should be closely cooperated BIDV operations and positions are introduced to the foreign customers through the foreign bank system having agent relationship with BID Accordingly, BIDV shall be gradually selected as intermediary bank to provide payment service by the foreign banks Besides, the Head Office should work closely with the branch to organize the basic and in-depth training courses on international money transfer to improve the qualification of the international money transfer officers at the branches, minimize possible operating errors The Head Office should also release the specific customer program for international money transfer service, cooperate with the branches to review and reevaluate the available customer base of each branch, especially the import and export enterprises, relation level with ranch, to timely understand the customer’s demand on products and services, providing the package services in combination with effective cross-sales 3.3.4 Drastically create the healthy competition environment among BIDV branches Currently, BIDV system comprises of over 1,000 branches and transaction offices nationwide Each branch is only assigned with specific item and required to rush to fulfill the assigned tasks That is why the solicitation of customers is often recognized between the branches, causing bad impression to customers BIDV- HO should apply stricter management policies and heavier sanctions to handle the branches involving in the unhealthy competition This is completely essential to help the entire BIDV System to reach the most sustainable development 70 CONCLUSIONS Overseas money transfer services are recently focused by the commercial banks as its development potential is widely recognized in the increasingly intensive and extensive integration period today The overseas money transfer service is forecast to offer the high fee income in the coming time However, the competition pressure shall be further burdened on shoulder of Vietnamese commercial banks in general and BIDV by appearance of foreign banks with outstanding experience, technology and human resources advantages, actively operating in Vietnam market This is a challenge and also pressure for the domestic commercial banks to make more efforts to expand its scale, improve service quality, etc., to satisfy the increasingly high demand of the customers Accordingly, the thesis investigates this topic and focuses on addressing some issues as follows: Firstly, the thesis presents the literature review on overseas money transfer service for the purposes of goods and service import, investment, foreign loan repayment; personal demands such as overseas study, treatment, business trip, etc The evaluation criteria of intensive and extensive service expansion and factors affecting the overseas money transfer service expansion have been also presented herein; Secondly, the thesis sketches out the overview about the Joint Stock Commercial Bank for Investment and Development of Vietnam - Transaction Center Branch, its strengths of providing the overseas money transfer service, analyzed the existing conditions of expanding the overseas money transfer service at BIDV Transaction Center Branch in accordance with data source of the BIDV branches and system Accordingly, the achievements and restrictions of BIDV - Transaction Center Branch are evaluated during overseas money transfer service is provided and objective and subjective causes of such advantages and disadvantages are specified; Thirdly, from IDV’s future development orientations and strategies of IDV in general and Transaction Center Branch in particular, in combination with evaluation on existing conditions of international money transfer service, the solutions have been specified by evaluation criteria groups Such solution groups aims to create 71 a good premise to develop the overseas money transfer service at the Branch in BIDV development strategy in the period of 2025 - 2030 The released resolution groups include: Improving the management and control efficiency, enhancing the Marketing activities; developing the specific customer policy; improving the service quality and diversifying products and services; modernizing the banking technology; enhancing the survey and study from other banks Moreover, some recommendations are also put forward to BIDV - Head Office to empower the branches to expand the overseas money transfer service With response to the socio-economic development of Vietnam to be well matched with the regional and globalism economics - financial integration trends, the essential role of the bank-based payment service in general and overseas money transfer service in particular have been increasingly affirmed in Vietnam economy The overseas money transfer has been increasingly diversified and developed by the sharp ICT development Existence and interwoven development between the system of onshore and offshore banks raise the urgent request to early supplement, modify and further expand the overseas money transfer service 72 REFERENCES BIDV (2019), Các hình thức chuyển tiền quốc tế, truy cập lần cuối ngày 27/07/2019, từ: Bùi Thị 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TMCP Ngoại Thương Việt Nam (2016), Tài liệu đào tạo tuân thủ FATCA, phòng chống rửa tiền tài trợ khủng bố Phịng Thơng tin tín dụng Phòng chống rửa tiền 74 20 Ngọc Thảo (2017) Doanh nghiệp cần thận trọng với rủi ro toán quốc tế, truy cập lần cuối ngày 20/08/2019, từ: < https://congthuong.vn/doanh-nghiep-can-than-trong-voi-nhung-rui-ro-trong-thanhtoan-quoc-te-96916.html> 21 Nguy n Đức (2019), Tháo “chốt hãm” chuyển tiền đầu tư nước ngoài, truy cập lần cuối ngày 15/09/2019, từ: < http://fia.mpi.gov.vn/tinbai/2759/Thao-chotham-chuyen-tien-dau-tu-ra-nuoc-ngoai> 22 Nguyễn Hồng ơn, Trần Thị Thanh Tú cộng (2015), Cơ hội thách thức hệ thống ngân hàng Việt Nam bối cảnh hội nhập, Kỷ yếu Hội thảo khoa học quốc gia “Phát triển kinh tế xã hội ngành Ngân hàng Việt Nam bối cảnh hội nhập” 23 Nguyễn Thanh Tùng, (2019), Kiểm soát nội ngân hàng thương mại: Kinh nghiệm giới học cho Việt Nam, truy cập lần cuối ngày 15/09/2019, từ: < http://www.tapchicongthuong.vn/bai-viet/kiem-soat-noi-bo-trongngan-hang-thuong-mai-kinh-nghiem-the-gioi-va-bai-hoc-cho-viet-nam-64510.htm> 24 Nguyễn Thị Hòa, Nguyễn Thị Minh Hằng (2018), Năng lực cạnh tranh ngân hàng Việt Nam trước yêu cầu Hiệp định CPTPP: Thực trạng giải pháp, Tạp chí Ngân hàng, chuy n đề đặc biệt 2018 25 Nguyễn Thị Hồng Duyên (2015) ,Nâng cao chất lượng hoạt động toán quốc tế Agribank Hải Dương, truy cập lần cuối ngày 05/09/2019, từ: < https://text.xemtailieu.com/tai-lieu/nang-cao-chat-luong-hoat-dong-thanh-toan-quocte-tai-agribank-hai-duong-874462.html> 26 Nguyễn Thị Loan (2015), Phát triển dịch vụ chuyển tiền quốc tế Ngân hàng TMCP Đầu tư Phát triển Việt Nam – Chi nhánh Thăng Long, truy cập lần cuối ngày 27/07/2019, từ: < https://xemtailieu.com/tai-lieu/phat-trien-dich-vu-chuyen-tienquoc-te-tai-ngan-hang-tmcp-dau-tu-va-phat-trien-viet-nam-chi-nhanh-thang-long336855.html> 27 Nguyễn Thị Mai Anh (2012), Phát triển hoạt động toán quốc tế ngân hàng thương mại cổ phần Công thương Việt Nam chi nhánh Bến Thủy, Luận văn Thạc sĩ, Trường Đại học Kinh tế, Đại học Quốc gia Hà Nội 75 28 Nguyễn Tiến Dũng, Lê Ngọc Liên (2002), Giao dịch ngân hàng đại: Kỹ phát triển sản phẩm – dịch vụ tài chính, Nhà xuất Thống kê 29 Nguyễn Thu Hương (2018), Chính sách đầu tư theo Hiệp định Thương mại tự Việt Nam – EU (EVFTA), truy cập lần cuối ngày 18/09/2019, từ: < http://www.tapchicongthuong.vn/bai-viet/chinh-sach-dau-tu-theo-hiep-dinh-thuongmai-tu-do-viet-nam eu-evfta-28339.htm> 30 Nguyễn Văn Tâm (2018), Phát triển cơng nghệ tài Việt Nam: Cơ hội thách thức, truy cập lần cuối ngày 20/09/2019, từ: < http://tapchitaichinh.vn/nghien-cuu-trao-doi/nghien-cuu-dieu-tra/phat-trien-cong-nghetai-chinh-tai-viet-nam-co-hoi-va-thach-thuc-142310.html> 31 Phạm Tiến Đạt, (2018), Ngành Ngân hàng Việt Nam: Thách thức hội trước Hiệp định đối tác toàn diện tiến xuyên Thái Bình Dương, Tạp chí Ngân hàng, chuy n đề đặc biệt 2018 32 Quốc hội nước Cộng hòa Xã hội Chủ nghĩa Việt Nam (2010), Luật tổ chức tín dụng số: 47/2010/QH12, Hà Nội 33 Quốc hội nước Cộng hòa Xã hội Chủ nghĩa Việt Nam (2014), Luật doanh nghiệp số: 68/2014/QH13, Hà Nội 34 Quốc hội nước Cộng hòa Xã hội Chủ nghĩa Việt Nam (2014), Luật đầu tư số: 67/2014/QH13, Hà Nội 35 Shobhit Seth (2019), How the SWIFT System Works, truy cập lần cuối ngày 10/09/2019, từ: < https://www.investopedia.com/articles/personal- finance/050515/how-swift-system-works.asp> 36 The Austrian Foundation for International Development (OEFSE) (2018), Nghiên cứu tác động kinh tế xã hội Hiệp định thương mại tự EU với Việt Nam, truy cập lần cuối ngày 18/09/2019, từ: < http://www.trungtamwto.vn/anpham/12580-nghien-cuu-hieu-qua-kinh-te-va-xa-hoi-cua-hiep-dinh-thuong-mai-tu-doeu-voi-viet-nam> 37 Trà Phương (2016), Hồ sơ Panama: Rà soát liệu chuyển tiền người Việt, truy cập lần cuối ngày 28/08/2019, từ: < https://plo.vn/thoi-su/ho-so-panama-ra- 76 soat-du-lieu-chuyen-tien-cua-nguoi-viet-628384.html> 38 Trần Thị Kim Chi (2018), Cơ hội thách thức ngành Ngân hàng bối cảnh Việt Nam gia nhập CPTPP, truy cập lần cuối ngày 16/09/2019, từ: < http://tapchitaichinh.vn/kinh-te-vi-mo/co-hoi-va-thach-thuc-cua-nganh-ngan-hangtrong-boi-canh-viet-nam-gia-nhap-cptpp-130986.html> 39 Trung tâm WTO hội nhập (2018), Văn kiện Hiệp định CPTPP Tóm tắt, truy cập lần cuối ngày 25/08/2019, từ: < http://www.trungtamwto.vn/chuyende/10835-van-kien-hiep-dinh-cptpp> 40 Trung tâm WTO Hội nhập - Phịng Thương mại Cơng nghiệp Việt Nam (VCCI) (2019), Tóm lược chung Hiệp định Thương mại Tự Việt Nam - EU (EVFTA), truy cập lần cuối ngày 25/09/2019, từ: http://www.trungtamwto.vn/chuyen-de/11795-tom-luoc-chung-ve-hiep-dinh-thuongmai-tu-do-viet-nam -eu-evfta> 77 < ... 2007 2 012 2 015 2 018 61. 45 59.64 51. 30 47. 91 45.72 11 .27 10 .47 8.35 7.69 7. 81 12.58 12 .09 12 .63 11 .13 11 .48 2 019 2020 44.30 43 .11 7. 91 7.70 11 .30 11 . 41 (Source: Joint Stock Commercial Bank for Investment. .. Head Office 10 , 313 10 ,935 11 ,280 11 ,755 12 ,540 11 ,640 11 ,330 BIDV - Hanoi 17 ,258 18 ,335 21, 988 24,533 27,428 25,687 25 ,12 1 Entire BIDV System 92,505 10 4,445 13 5,053 15 2,800 16 0, 518 15 4,647 15 3,487... 12 1. 2 .1 Subjects of overseas money transfer service 12 1. 2.2 Subjects of overseas money transfer service 15 1. 2.3 Means of providing overseas money transfer service 19 1. 2.4