Luận văn thạc sĩ quản trị kinh doanh quốc tế MBA (22)

GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM o0o -CAPSTONE PROJECT REPORT BUSINESS STRATEGIES OF VIETNAM JOINT STOCK COMERCIAL BANK FOR INDUSTRY AND TRADE STAGE 2011 - 2015 HA NOI – 2011 Strategy Management TABLE OF CONTENTS INTRODUCTION .6 1.1 Background 1.2 Necessity 1.2.1 Practical basis of the capstone project report 1.2.2 Reasons for choosing the topic 1.2.3 Meaning of the capstone project report 1.2.4 Goal of the capstone project report 1.3 Object and scope of the study 1.3.1 Object of the study 1.3.2 Scope of the study 1.4 Methodology .8 CHAPTER I: ARGUMENT BASIS 2.1 Overview on the strategey and strategy adminstration .9 2.1.1 Strategy 2.1.2 Strategy management 10 2.2 Importance of making strategy for company 11 2.2.1 Advantages of strategic administration: .11 2.3 Research methods and strategy construction process 13 2.3.1 PEST model 13 2.3.2 Michale Porter's Five Forces of Competitive Position Mode .15 2.3.3 External Factor Evaluation Matrix (EFE) 16 2.3.4 Internal factor evaluation matrix (IFE) 16 2.3.5 BCG Matrix 17 2.3.6 SWOT matrix .19 2.3.7 Business strategy buidling procedure 20 CHAPTER II 21 3.1 Overview of Vietnam Joint Stock commercial Bank for Industry and Trade 21 3.1.1 Overview of VietinBank 21 3.1.2 Functions and missions of VIETINBANK 21 3.1.3 Business activities of VIETINBANK 21 3.1.4 Organizational Structure of VIETINBANK 23 3.2 Analysis of outside environmenta of VIETINBANK .24 3.2.1 Macro-Environment .24 3.2.2 Banking environment 27 GAMBA01.M09 - Group Strategy Management 3.2.3 Oppoturnity and challenges 34 3.2.4 Analysis of internal environment of Vietinbank 35 CHAPTER III: 46 4.1 Objective, orientation, mission and vision of VIETINBANK 46 4.1.1 Objective and orientation of the Government for banking industry in general 46 4.1.2 Development objective of credit organizations in 2011 and strategic orientation till 2020 .46 4.1.3 Mission, vision and operation purpose of VIETINBANK 47 4.1.4 Social and political objectives 52 4.1.5 Determination of strengths, weaknesses, opportunities and challenges for VIETINBANK development strategy establishment till 2015 through SWOT analysis 52 4.1.6 Specific business strategy of VIETINBANK in 2011-2015 period 57 4.1.7 Strategy implementation methods 58 CONCLUSION 64 REFERENCES 65 APPENDIX .66 7.1 Ranked by total assets .66 7.2 Ranked by equity 67 7.3 Consolidated balance sheet of VietinBank 68 7.4 Quarterly GDP growth 71 GAMBA01.M09 - Group Strategy Management LIST OF ABBREVIATION - ATM: Automated Teller Machine - BCG: Boston Consulting Group - CAR: Capital adequacy ratio - EFE: External Factor Evaluation - GDP: Gross Domistic Product - IFE: Internal Factor Evaluation - IT: Information Technology - PEST: Political – Economic – Sociocultural - Technology - ODA: Official Development Assistance - R & D: Research and Development - ROA: Return on Assets - ROE: Return on Equity - SWOT: Strength – Weak – Oppotunity – Threat - VIETINBANK: Vietnam Joint stock Commercial Bank for indutry And Trade - WB: World Bank - WTO: World Trade Organization LIST OF TABLES USING IN THIS CAPSTONE PROJECT REPORT - Table 1: Assessment table of strong - weak points of VIETINBANK's competitors 27 - Table 2: summary of external factors of VIETINBANK 33 - Table 3: The result of years as follows 40 - Table 4: Capital safety factor 41 - Table 5: Business result of years 2005- 2010 42 - Table 6: Table of internal factor of VIETINBANK 43 - Table 7: Existing and anticipated products of VIETINBANK in the next years 48 - Table 8: SWOT Matrix of VIETINBANK 53 LIST OF PICTURES USING IN THIS CAPSTONE PROJECT REPORT - Picture – Source: Internet (saga.vn) - Picture – Source: Internet (saga.vn) - Picture – Source: Internet (saga.vn) - Picture – Source: Internet (saga.vn) - Picture – Source: Vietnam Credit - Picture – Source: Vietnam Credit - Picture – Source: Vietnam Credit - Picture – Source: Vietnam Credit GAMBA01.M09 - Group 12 14 17 18 28 29 29 30 Strategy Management - Picture – Source: Vietnam Credit 66 Picture 10 – Source: Vietnam Credit 67 Picture 11 – Source: VietinBank 68 Picture 12 – Source: VietinBank 69 Picture 13 – Source: VietinBank 70 Picture 14 – Source: VietinBank 71 Picture 15 – Source: General Statistics Office 71 GAMBA01.M09 - Group Strategy Management INTRODUCTION 1.1 Background As results of the global financial and economic crisis, maybe, Vietnamese bank system has never coped up with as many challenges as in 2010 They are: increasing the credit lending to increase demands for investment and consumption and prevent from the danger of economic declining within the scope of urgent policy package of the government; on the other hand, it is required to be careful about the danger of high inflation; increase to meet demands on foreign currencies in particular and capital source for enterprises in general in the background of declining sources of revenues of mobilized money and domestic state budget, financial sources from foreign countries, especially from export, FDI; at the same time, it is required to keep stable the foreign currency reserves and to adapt with requirements for liberalization and mutual competition on the market, ensure the timeliness and flexibility of the policy before the quick and unforeseeable variations of domestic and international backgrounds,… Meanwhile, the direction and operation of the State Bank must ensure requirements of typical operations of the sector, including the business activities of commercial banks and meet increasingly high and diversified demands of the enterprises and societies before the more and more fierce competitiveness of the market; and conform to macro objectives and operation mechanism of the Government All together creates a picture about the colorful market of Vietnamese banks in 2010 in which there are requirements on renovation, strategic planning for development and solving diversified presses, steadiness, activeness, intelligence, braveness of the collective as well as of each target member in the community of Vietnamese banks 1.2 Necessity 1.2.1 Practical basis of the capstone project report The capstone project report will briefly mention the construction situations and Strategy management of Vietnam Joint Stock Commercial Bank for Industry and Trade (VietinBank) to date; define the strong points and weak points of VietinBank at the present, opportunities and challenges for the development of VietinBank in the coming time The research team bases on the situations and results of the implementation of former development strategy and forecasts on the world situation and domestic situations in the period of 2010-2015 and the development direction of VietinBank in the future to construct the development strategy for VietinBank in the period of 2011-2015 1.2.2 Reasons for choosing the topic Implementing two projects of re-organizing the State commercial banks and joint stock commercial banks of the Prime Minister, the commercial banks of Vietnam have implemented many particular solutions to increase the registered capital, deal with bad debts, innovate the administration, operation mechanism, GAMBA01.M09 - Group 6 Strategy Management increase the quality of human resource,….These solutions have implemented the contents of the re-organization projects, as well as solutions to increase the competitiveness capacity in the international economic integration process, implement contents with the opening the financial service markets in accordance with the commitment of US-Vietnam trading agreement and commitment in joining WTO of Vietnam Before implementing the re-organization project, Vietnam Commercial Joint Stock bank for Industry and Trade is a State Commercial bank with considerable shortcomings and weak points in many aspects within the commercial bank system in our country, especially the situation of bad debts, financial capacity,…In the general situation, in recent years, Vietnam Commercial Joint stock bank for Industry and Trade has implemented many determined, close and scientific measures,…to solve comprehensively old shortcomings to meet demands for new business conditions It is presented through the equalization in VietinBank in 2010 However it must admit that before the competitive environment at the present, the community of Vietnam commercial banks have given VietinBank considerable challenges Thus we decided to choose the topic “Constructing the business strategy for Vietnam Commercial Joint Stock Bank for Industry and Trade for the period of 2011-2015” to study and meet demands for renovation for our country at the present, especially the actual demands for State commercial banks in general and for VietinBank in particular 1.2.3 Meaning of the capstone project report Constructing a long term strategy for the period of 2011-2015 and next coming years, this strategy includes clear objectives which are shared widely within the Bank and functional departments as well as clearly indicate the human resources for implementing this direction This strategy is constructed as a commitments of VietinBank with the customers Carrying out careful analysis on the environment, risks and potentials and techniques for changing potentials into actual strength of VietinBank The strategy also indicates internal restrictions of VietinBank in implementing this strategy The method for concretize this strategy has become a daily task of VietinBank as well as constructing the suitable mechanism with the strategy of VietinBank This method encourages individuals, departments, branches of VietinBank in implementing properly the strategy 1.2.4 Goal of the capstone project report Studying, systematizing basic arguments on Strategy managementto be the basis for constructing the business strategy for VIETINBANK; Analyzing and evaluating the operation situations, business environment of VIETINBANK to select the business strategy for the bank in the next years Proposing solutions for implementing the selected business strategy GAMBA01.M09 - Group Strategy Management 1.3 Object and scope of the study 1.3.1 Object of the study The object of the study in this capstone project report is VietinBank in terms of: developing human resource, developing trademark, managing and increasing the quality of service, investment for development and expansion of the market share 1.3.2 Scope of the study - The object of the study is Vietnam Commercial Joint stock bank for Industry and Trade - Scope of the study: is only restricted within the Vietnam banking sector, features and operation situations of VietinBank in the recent years and some competitors 1.4 Methodology - The capstone project report mainly use the methodology of general analysis, statistics and comparison - Method of data collection: basing on actual documents of VietinBank with reference to data from documents of State bank of Vietnam, some commercial banks and other related documents GAMBA01.M09 - Group Strategy Management CHAPTER I: ARGUMENT BASIS 2.1 Overview on the strategey and strategy adminstration 2.1.1 Strategy Strategy is a term that comes from the Greek strategy The term “Strategy is originated in military sector with the meaning of “science on planning and controlling military activities”, means “the art of commanding means to gain victory against the enemy” Thus, the strategy is understood as the science of planning, controlling and the art of using all forces, means in military activities with large scale, long time to create advantages to gain the victory against the enemy, the art of exploiting the weakest points to bring about the biggest successes From the military sector, the term of “strategy” is used in economic sector including micro and macro scale: socio-economic development strategy, development strategies for such sectors as mechanical, chemical; development strategies of the company, corporation….with contents to define the long-term basic objectives, action programs and distribution of resources to implement objectives of the economy, sector or enterprises in far future There are many definitions of strategy, each definition has more or less meanings different from others depending on the opinions of each author: In 1962, the strategy is defined by Chandler as follows: “the determination of the basic long-term goals and the objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals” Chandler is one of the first person who starts the theory of strategy administration Up to 1980s, when the strategy administration subject has become mature, Quinn gave a more general definition about strategy: “a strategy is the pattern or plan that integrates an organization's major goals, policies, and action sequences into a cohesive whole” Then, in 1999, Johnson and Scholes defined against the term of strategy when there were many quick changes in the environment: “Strategy is the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfill stakeholder expectations " We can see that in all definitions about strategy as mentioned above, there are expressions about different sectors to be covered Thus, it is required to have comprehensive definitions to understand more clearly about this sector In the definition of strategy with Ps of Mintzberg, he generally sectors of strategy administration as follows: - Plan: some sort of consciously intended course of action - Pattern: consistency in behavior, whether or not intended - Position: "match", between organization and environment - Perspective: an ingrained way of perceiving the world - Ploy: a specific maneuver intended to outwit an opponent or competitor GAMBA01.M09 - Group Strategy Management Not only including many different sectors, the definitions of strategy are also different depending on the levels The accurate definition of strategy depending on the levels is depended on the opinions There are at least three levels of strategy to be recognized: - Company level strategy: Aiming at the general purpose and scope of the organization - Strategy at business unit level: Relating to competitive method on the particular markets - Functional strategies (or operation strategies): are strategies which support strategies at business unit level and company level to be implemented effectively thanks to components on aspects of resources, processes, human and necessary skills Currently, with the intention of globalization of activities exceeding the national border, the global strategy is as the selection to face with the international business issues 2.1.2 Strategy management 2.1.2.1 Concept Strategy management is decisions and activities that determine the long-term efficiency of a company Strategy management contains continuous activities; environmental control (internal and external); strategy building; strategy implementation and strategy assessment Therefore, strategic research emphasizes control and assessment of external opportunities and threats in the context of internal strength and weakness Strategy management origins from business policy, Strategy management combines with long-term subjects with strategy However, contrary to business Strategy management is general administration orientation, basically directing inward, concerning to integrating functions of organization Meanwhile, Strategy management not only concern to inward integration as business policy but also emphasize environment and strategy Therefore, a terminology Strategy management instead of business policy 2.1.2.2 Obligation of Strategy management Strategy management contains obligations with close relation: Making a strategy outlook that describes the future image of company, specifies what is orientation of company? This provides a long-term orientation and shows the image of company, giving company a feeling of action on purpose Making targets – changing strategy outlook into detailed result that company has to achieve Building strategy aims to achieve the target Implementing targets is selected effectively Assessing implementation and carrying out amendments of long-term outlook and orientation, target, strategy or performance on the basis of experience and changes, new ideals and opportunities GAMBA01.M09 - Group 10 Strategy Management + Combine weaknesses 3,4 and threats 2,3 for diversification of banking products and services - Bases for the second strategy selection: + Apply strengths 1,2,3,6,7,8 for the standardization of organization and mangament structure as well as financial transparency + Consider and consolidate weaknesses 2,3; develop opportunities 1,3,6,8 for organization structure standardization and marketing improvement - Bases for the third strategy selection: + Combine weakness and threat for renovation and improvement of human resources as well as sales skill enhancement - Bases for the forth strategy selection: + Combine strengths 1,2,3,4 and opportunities 2,4 for the application and development of information technology in banking industry + Combine weaknesses 3,4 and threats 2,3 for the development of new products and services that are highly competitive and can be applied in banking technology 4.1.6 Specific business strategy of VIETINBANK in 2011-2015 period  Specific strategic objectives  Target customers: - Continue to maintain a large potential customer that ranking from B or higher - Refine gradually from customers ranked at B or lower, and the customer does not tally, no potential - To increase the proportion of income from services, gradually reducing the interest income from investment should pay attention Vietinbank network development, capacity building special staff, trade finance, direct transactions Towards in 2020 when the economy entered a stable development, the proportion of investment capital needed to reduce the economy turns a consumer economy, to increase services necessary to expand , turning to individual customers, the retail banking development  Capital asset - Try to increase the annual asset size at average 25%, total liability of 900,000 billion and equity of 42,000 billion in 2015 - Increase the equity by carry-over profit and issue more shares suitable for the asset size and ensuring capital safety factor - Diversify the ownership structure on the principle that the State possesses at least 51%; attract more strategic and prestigious shareholders, both locally and internationally, according to the detailed approval of the State Bank and the Government  Capital source - Strengthen the capital mobilization to meet the demand of capital for investment The annual average growth rate of credit is about 25 - 30% GAMBA01.M09 - Group 57 Strategy Management  -     - Diversify the deposit products and services Reasonable term structure and mobilized interest Ensure high liquidity Credit and investment Enhance loan investment to push the annual average growth up to 30% Credit is the key business activity which will be competed on the market principle Adjust the credit structure reasonable and suitable for Vietinbank’s strength Improve the credit risk management, ensuring bad debts of below 3% Diversify the credit investment activities in the financial market; hold the directional role in the market; increase the capital use efficiency and liquidity management Services Develop various charging services; identify the key services for focused development Based on the modern technology, the customer satisfaction is considered as the developing orientation Human resource Standardize the human resources; improve the training of staff’s qualification Complete the labor use and payment structure Train professional and qualified staff Technology Consider the application of information technology as the key factor supporting all business development activities Set up the comprehensive, modern and safe IT system with high uniformity integration and stability Organization and management structure Control the organization structure with clear and reasonable grading mechanism Develop and establish the subsidiaries in order to supply sufficicent financial products and services to the market Expand the business network, establish new branches and develop the transaction office network that covers all provinces and cities nationwide Develop the retailing bank system 4.1.7 Strategy implementation methods 4.1.7.1 Increasing assets and equity in order to improve financial capacity  Capital increase Level 1: GAMBA01.M09 - Group 58 Strategy Management - - - - Increase chartered capital: redundancy capital from the capitalization which must be included in the State’s capital will be supplemented from the state budget The state also provide processing sources for the recovery from oustanding accounts and other debts VIETINBANK’s capitalization is successful Every year, more shares are issued for current shareholders as well as domestic and foreign strategic shareholders This will be a great source of capital for annual capital growth Annually, some funds are set up and increased such as additional chartered reserve; financial reserve fund; investment and development funds They will be calculated in capital level Capital increase Level 2: + Bond issuance for capital increse Level (2011) + Increase in the general reserve fund, re-assessment of fixed assets 4.1.7.2 Capital sources: - Expand the transaction network, flexible and high-competitive interest policy Call for various capital sources through diversifying promotional programs Apply strategic customer policy, improve transaction utilities, issuing papers with interesting prices Implement promotional, advertising and marketing campaigns Maintain primary and secondary reserves at reasonable rate which ensures liquidity Calculate interest risks, maturity and exchange rate; giving ALCo consultation on determining the risk margin of the bank and making it the basis for capital and money business management 4.1.7.3 Credit - - - - Actively check the customer porfolio and customer segments by year to assess financial capacity, business production and customer’s capital demand, therefore to determine the appropriate credit line for each customer Prioritize loans for feasible projects, customers with strong financial capacity and the fields encouraged by the state such as food processing, agricultural products, aquatic products, etc.; timely supplementing capital for export Search for good customers with feasible project and customer care service Renovate the credit activity management to match VIETINBANK’s operation situation in each period, orient the standardization according to international practices; establishing credit structures suitable for the State Bank’s orientation and VIETINBANK’s resources Renovate the credit risk management according to international standards; strengthening customer management methods and credit accounts; consolidate credit quality and minimizing the newly arising bad debts GAMBA01.M09 - Group 59 Strategy Management - Diversify the investment porfolio on the capital market and monetary market: + Increase the investment rate in bonds of big companies with high liquidity and investment effectiveness + Increase the rating quality of financial institutions on the market and determining the reasonable transaction limit + Actively analyze the monetary market forecast to catch opportunity in the secondary market; playing a role as the important founding bank in the bond market - Study to give out characteristic credit products and to increase the their competitive advantage 4.1.7.4 Services - - - Regularly update the market demand assessments and the customers’ current taste for suitable orientation of service development Continuously develop and diversify the charging services; determine the key products to ensure the satisfaction of customers’ demand; set up appropriate annual development plan In 2011 - 2015 period, emphasize on the development of card payment service, modern transfer of overseas currency exchange, the expansion of double-sided payment method as well as the connection of VIETINBANK’s payment system to other credit organizations Well carry out product cross-selling and providing customers with packaged financial services to get more profit 4.1.7.5 Human resources - Improve teaching quality of the School for VIETINBANK’s human resource training and development, equip modern infrastructure to meet the demand of staff training - Continuously implement training programs at all levels; emphasize on profession improvement, knowledge, market analysis, service exploitation skill, customer care and consultation attitude as well as banking service/product selling staff - Assign the key leaders and officials for overseas study according to the programs and contents which are improved by VIETINBANK - Renovate the recruitment in two rounds: + Round 1: Writing test about banking qualifications and skills + Round 2: Test on communnication skills and cultural understanding Up to 2010, round will be online-conducted for the headquarter and the branches in order to facilitate the candidates - Regularly and effectively carry out the planning, annual staff assessment and work distribution for suitable qualifications - Constantly train working regulations, corporate culture and communication skills in banking activities for the staff GAMBA01.M09 - Group 60 Strategy Management 4.1.7.6 Information technology - - Develop the IT system in specific objectives: i) increase capacity to provide high-quality products and services; ii) support continuous and timely information for business management; iii) ensure the system safety during operation Identify that it is very important to invest in software It decides the effectiveness of IT investment Standardize the reporting system at Headquarter and branches on the basis of maximum information exploitation at data storage Concentrate on reviewing and approving the proposals for necessary technique equipment, connect new modules (credit cards, POS) to the current system 4.1.7.7 Organization and control structure, operation network - - - - Continue the capitalization of commercial bank The state’s shares make up 51% Annually, the General Shareholder Committee has the highest right to approve methods on business activities and profit distribution at the request of the BOM according to the regulations of the law Regularly check and control the organization structure with clear and reasonable division mechanism Adequately release regulations for the mangement and innovation towards international practices and standards Establish new branches in the potential development areas as well as transaction offices at developed economic places Opening automatic banks at commercial centers, big industrial parks and urban areas Set up professional and modern e-distribution channels (internet banking system) with e-transfer and information security Develop and consolidate the subsidiaries in fields of securities, financial lease, insurance and asset exploitation, in order to provide customers with adequate banking products/services Effectively carry out the activities of marketing, advertising and customer care 4.1.7.8 Implementation plan in 2011 - - Complete the establishment of financial corporation for Vietnam Joint Stock Commerical Bank for Industry and Trade as well as operating it in form of banking financial corporation Internationally post at appropriate time GAMBA01.M09 - Group 61 Strategy Management Financial corporation model of Vietnam Bank for Industry and Trade BOARD OF MANAGEMENT BOARD OF MANAGEMENT Department of Department of Auditing Auditing Department Department of strategies of strategies and policies and policies Department of Department of asset and liability asset and liability management management (ALCO) (ALCO) Committees: Salary Committees: Salary Bonus for personnel Bonus for personnel Department Department of risk of risk management management STEERING STEERING COMMITTEE COMMITTEE Credit and investment committees Credit and investment committees Corporation and branches offices Corporation and branches offices Commercial Bank Vietnam Bank for Industry and Trade Indovina Joint Stock Bank Insurance Investment Bank Securities Company Non-life Insurance Company Fund Management Company Life Insurance Company Sai Gon Bank for Industry and Trade Vimedimex Financial Investment Company Re-insurance Company UDIC Financial Company Real estate and financial investment company Other insurance companies invested by Vietnam Bank for Industry and Trade Commercial Banks invested by Vietnam Bank for Industry and Trade Other companies invested by VietinBank Other financial services Financial Leasing Company Gold investment and trading company (Vietnam gold) National Financial Switching Company (Banknet) Card Company Other services Financial investment and strategic partners School for Human Resource Training and Development Institute for Research and Development Companies specializing in other fields Overseas Currency Exchange Company Internet Banking Service Company - To establish INDOVINA Bank, Vietnam Joint Stock Commercial Bank for Industry and Trade has contributed joint venture capital with Cathay Bank of Taiwan at rate of 50% - Vietnam Joint Stock Commercial Bank for Industry and Trade has contributed its shares at the rate of 5.8% of chartered capital It is also one of the founders of Sai Gon Joint Stock Commercial Bank for Industry and Trade (SGB) GAMBA01.M09 - Group 62 Strategy Management 4.1.7.9 Implementation plan from 2011 to 2015 - - Continue to expand the operation scope through network development, establishment and connection of subsidiaries specializing in monetary finance Opening representative offices in some countries Endeavour to become a powerful financial corporation in the region in 2015 GAMBA01.M09 - Group 63 Strategy Management CONCLUSION VIETINBANK’s strategic goal to 2015 is to become a multi-functional bank which operates on the development of banking financial corporation, as well as the leading financial corporation bank of Vietnam and the region In order to achieve this mission, the bank must have lucid strategies in business development Life always requires changes, new orientation as well as new challenges for development and improvement Especially, an enterprise needs a plan and thorough preparation for existence and development, suitable for every situation and challange During the operation, VIETINBANK has got in its track and made a lot of significant progress It requires specific strategies and plans to further improve its competitive advantage, as well as to ensure both intensive and extensive development in its bussiness field In 2011 - 2015 period, developing investment strategies for human resouces, technology, improving marketing activities and consolidating the top position in banking field are prioritized and appropriate orientations The implementation process must be flexible and innovative so that the strategies can be applied effectively Based on the theorical framework of VIETINBANK’s strategy management and practical reports, this graduation paper proposes the Development Strategy Planning for VIETINBANK in the strategic plan till 2015 With the knowledge gained during the research, we suggest the development strategy planning for Vietnam Bank for Investment and Development in 2010 2015 period However, due to our limitations in term of knowledge and social understanding, combined with difficulties during the research, the errors in this assignment are inevitable We hope that the recommendations above will be a useful reference for VIETINBANK in particular, Vietnamese Banks in general as well as the students of the following courses GAMBA01.M09 - Group 64 Strategy Management REFERENCES Garry D Smith, Danny R Arnold, Boby R Bizzell, Translator: Bui Van Dong (2003), Business strategies and policies, Statistical Publisher Dr Le The Gioi, Dr Nguyen Thanh Liem, MA Tran Huu Hai (2007), Strategy Management, Statistical Publisher Nguyen Khoa Khoi and Dong Thi Thanh Phuong (2007), Strategy Management, Statistical Publisher Dr Dong Thi Thanh Phuong, MA Nguyen Dinh Hoa, MA Tran Thi Y Nhi (2005), Strategy Management, Statistical Publisher Nguyen Hai San (2006), Management Theories, Statistical Publisher Fred David (2006), Translation version: Concepts of strategy management, Strategy Management, Statistical Publisher The National Assembly of the Socialist Republic of Vietnam (2000), Law on Credit Organizations No 07/1997/QHX Related documents of Vietnam Bank for Industry and Trade:  Financial statements in 2006, 2007, 2008, 2009 and 2010  Business result report 2010 and Business Plan 2011 Websites:  http://vietinbank.vn  http://www.vnexpress.net  http://www.atpvietnam.com  http://saga.vn  GAMBA01.M09 - Group 65 Strategy Management APPENDIX 7.1 Ranked by total assets GAMBA01.M09 - Group 66 Strategy Management 7.2 Ranked by equity GAMBA01.M09 - Group 67 Strategy Management 7.3 Consolidated balance sheet of VietinBank GAMBA01.M09 - Group 68 Strategy Management GAMBA01.M09 - Group 69 Strategy Management GAMBA01.M09 - Group 70 Strategy Management 7.4 Quarterly GDP growth GAMBA01.M09 - Group 71 ... Vietinbank's main activities GAMBA01.M09 - Group 29 Strategy Management GAMBA01.M09 - Group 30 Strategy Management (Bank Top ranking in 2009 of VietNam Credit) GAMBA01.M09 - Group 31 Strategy... contribution, technology equipment, banking training such as Asia Commercial bank, Sacombank, HSBC and so on GAMBA01.M09 - Group 32 Strategy Management Therefore, the fact requires Vietinbank to... - Picture – Source: Vietnam Credit - Picture – Source: Vietnam Credit GAMBA01.M09 - Group 12 14 17 18 28 29 29 30 Strategy Management - Picture – Source: Vietnam Credit