Luận văn thạc sĩ quản trị kinh doanh quốc tế MBA (241)

Business Strategy for BIDV Bim Son in 2010-2015 period PREFACE After participating in Global Advanced Master of Business Administration Program (GaMba) co-organized by Center for Educational Technology and Career Development (ETC) – Vietnam National University, Hanoi with Griggs University – USA in Vietnam, to date, it is the time for making the capstone project report, Group – Class GaMba X0410 consists of the following members: No Full name Nguyễn Mạnh Cường (74) Gender Male Title Assistant manager Head of Nguyễn Văn Quý (75) Male transaction office Dương Anh Sơn Male Office Ministry of Finance Agribank – Bim Son Director Head of Võ Xuân Linh Male transaction BIDV – Bim Son office Members of group have together formed the topic: "Completing business strategy for the Bank for Investment and Development of Vietnam – Bim Son Branch in 2010 – 2015 period" with the expectation of completing business strategy for the Bank for Investment and Development of Vietnam – Bim Son Branch to find out solutions in order to enhance business performance of the bank in the coming years Table of Contents Introduction Business Strategy for BIDV Bim Son in 2010-2015 period Content Chapter 1: Theoretical Background I Common issues .6 .6 Concepts related to business strategy .6 .6 Levels of business strategy 11 Strategic management process 14 II Strategic analysis 17 16 External environment analysis 17 16 Business Strategy for BIDV Bim Son in 2010-2015 period Internal environment analysis 24 Strategy selection and approach 26 Chapter 2: Current business situation and analysis of BIDV Bim Son 31 I Overview 31 General information .31 Summary of business situation in 2006-2010 periods 36 Business results over years 38 II Analysis of major factors affecting business activities at BIDV Bim Son 40 External environment 40 36 Current business strategy of BIDV Bim Son.50 Evaluations on BIDV Bim Son’s implementation of business strategy 52 Chapter 3: Completing business strategy in 2010-2015 periods 54 I Business development plan 54 SWOT analysis 54 Business Strategy for BIDV Bim Son in 2010-2015 period 49 Business development plan .57 II Strategic commitments of BIDV Bim Son .57 Vision 57 53 Mission 58 Core values 58 5354 III Business strategy in the period of 2010 – 2015 58 Recommended solutions on completing strategy of the Branch 59 Roadmap for implementing strategic solutions 68 Recommendations 68 63 Conclusion 71 References 72 INTRODUCTION Business Strategy for BIDV Bim Son in 2010-2015 period I Reasons for selecting the topic: The necessity of the study In the current context of international economic integration, different fields of Vietnam’s economy have encountered certain difficulties in competing with the world economy that have developed rapidly for a long time Especially, in the field of banking-finance, Vietnam’s commercial banks that have not been familiar with “branching out to the big sea” will have to make a lot of efforts in improving capacity to stand firm in these difficult periods Bank for Investment and Development of Vietnam (BIDV) is currently one of the leading commercial banks in Vietnam At present, BIDV plays an important role in the career of the country’s industrialization and modernization; at the same time, makes contributions to implementing the Government’s monetary policy, curbing inflation, stabilizing monetary system and boosting the economy However, in the face of pressure on equitizing to integrate and fiercer competition in domestic and foreign markets, the bank is required to promote its strengths and grasping business opportunities to sustain its position and develop sustainably To that, BIDV in general and Bim Son Branch in particular need to complete business strategies to have the right direction in the integration process However, to deploy an effective business strategy, the bank needs to understand itself via business activity analysis, and identify the real market so as to combine strengths and weaknesses as well as opportunities and threats to make business activity more and more developed Owing to the necessity of completing business strategy of the bank as well as the importance of business strategy in the operation of commercial banks in general and the Bank for Investment and Development of Vietnam – Bim Son Branch (BIDV Bim Son) in particular, group has selected the topic “Completing business strategy for the Bank for Investment and Development Business Strategy for BIDV Bim Son in 2010-2015 period of Vietnam – Bim Son Branch in 2010 – 2015 period” to conduct our capstone project report Practical background At present, the general trend of the world is economic integration The reality has proved this via the fact that Vietnam has joined several world economic organizations such as ASEAN, AFTA, APEC, WTO, etc This requires Vietnam’s economy observes the “common rules” of the world Therefore, competitive pressure has become tougher and tougher for enterprises as well commercial banks If banks previously only bore competition from domestic banks or joint-venture banks, they, at present, have to face tougher competition from foreign financial institutions with strong financial capacity and long-term business experience This factor has alerted the threat of contracting market for commercial banks of Vietnam As a result, it is required that Vietnam’s commercial banks should have sound business strategies because business strategy plays a very important part in the process of leading the banks and helping them to have appropriate steps to achieve their set goals II Objective of the study Systemizing theories on strategic management Analyzing and evaluating the business strategy implementation at BIDV Bim Son recently Giving out solutions to complete business strategy of BIDV Bim Son in 2010–2015 periods III Object and Scope of the study Object: Business strategy of the Bank for Investment and Development of Vietnam – Bim Son Branch Scope of the study: Vietnam market in 2010 –2015 period Business Strategy for BIDV Bim Son in 2010-2015 period IV Methodology of the study Method of data collection The data are supplied by BIDV Bim Son and the State Bank of Vietnam – Thanh Hoa Branch, including data on source of capital, assets, and business results over the past years and related information Information about banking sector and the market of banks operating in Thanh Hoa is collected from the Internet and newspapers Method of data analysis - Method of studying secondary data to consider the scale, structure and movement trend of the market - Comparison method is a popular method in analyzing problem The content of this method is considering each criterion both absolute and relative ones in the order of time (this period compared to the previous period) or in terms of space (this bank compared to other bank), etc - Special evaluation method is applied when analyzing by each issue, criterion, phenomenon (having unusual changes) in order to evaluate and investigate the nature of each issue - Comprehensive evaluation method is general evaluation on all aspects of operation of the bank This method also follows the time, phenomenon, separate issue and comprehensive evaluation Phenomena and issues are put separately, but in a general correlation V Contribution of the Capstone Project report We expect that the study will help the Board of leaders of BIDV – Bim Son to reconsider the real business and production situation of the Branch; on that basis, formulate business strategy in the 2010–2015 periods completely to help the Branch gain better business results in the coming years Owning to shortcomings in the process of collecting information, the content of the study has only focused on the scope of the Branch and has not Business Strategy for BIDV Bim Son in 2010-2015 period been expanded to the whole system of the Bank for Investment and Development of Vietnam VI Structute of the Capstone Project Report Apart from the introduction and conclusion, the major content of the study includes three chapters: Chapter 1: Theoretical background Chapter 2: Current business situation and strategy analysis of the Bank for Investment and Development of Vietnam – Bim Son Branch Chapter 3: Completing business strategy of the Bank for Investment and Development of Vietnam – Bim Son Branch VII Division of tasks to all members in the group With the above content and structure of the report, group has divided tasks to members as follows: Group’s members Chapter Item Introduction Nguyễn Mạnh Cường Võ Xuân Linh Nguyễn Văn Quý Dương Anh Sơn Chapter I.1; I.2 Chapter II.1;II.2; II.3 Chapter I.1 Chapter I.1; I.2; I.3 Chapter II.1; II.2;II.3 Chapter I.3; II.1; II.2;II.3 Chapter III.1 Chapter Conclusion CONTENT I.2; III.2; III.3 Business Strategy for BIDV Bim Son in 2010-2015 period CHAPTER 1: THEORETICAL BACKGROUND I Common issues 1.1 Concepts related to business strategy Strategy According to normal definition, the term “strategy, originated from the Greek word “strategos”, is a term used in the field of military to indicate the way to arrange the battle field and allocate forces with the objective of winning over the enemy Carl von Clausewitz – who studied the art of war in the 19th century – described strategy as “making plan for the war and formulating combating strategies Those strategies decide the participation of each individual” More recently, the historian Edward Mead Earle described strategy as “The art to control and use resources of a nation or a union of countries in order to ensure and raise efficiency for their indispensible interests.” Nowadays, business organizations also apply the concept of strategy similar to in the army Strategy is the plan to control and use an organization’s resources such as the people, assets, finance, etc with the aim to raise and ensure its essential interests Kenneth Andrews is the first person giving out these outstanding ideas in the classic book titled “The Concept of Corporate Strategy” In his opinion, strategy is what an organization needs to base on their strengths and weaknesses in the context containing both opportunities and threats Strategy is the orientation and scope of action of an organization in the long-term to achieve business advantages via the determination of existing resources to satisfy the market demand and ensure interests for all stakeholders More specifically, strategy aims at: Business Strategy for BIDV Bim Son in 2010-2015 period - Sustainably achieving the enterprise’s objectives (business and social responsibility) in the long-term - The market or market segment that the company will business in and business strategies to be applied - What will the enterprise have to to gain advantages over its competitors in that market with specific types of customers? - What are the needed resources (human resources, skills, assets, finance, technological secret, etc.) to achieve that goal - Potential external threats that can affect the implementation of strategies such as environment, competition, politics, resources, etc and plans to prevent risks - The value that the enterprise will bring to owners and the society in which the enterprise is a member The formulation and selection of strategy by objective is not enough Strategy must give out specific actions in specific time with certain resources to realize objectives Strategy must be a series of actions and decisions that have close relation with each other All strategies aim at the business’ objectives and are established based on internal resources (strengths and weaknesses) and external factors (opportunities and threats) In other words, strategy is: - Where is the business striving to reach in the long-term (orientation) - Which market is the business competing in and which types of activities does the business perform in such market - What the business will to operate better than its competitors in these markets (advantages) Business Strategy for BIDV Bim Son in 2010-2015 period importance of the concentration into business fields that can result in the highest profits and the best business results Core value - All resources focus on affirming BIDV’s trademark - Harmoniously combine the benefits of the customers, staff and shareholders to ensure the success - The confidence, commitment, manifestation, profession and activeness are the foundation for BIDV’s behavioral principles and business culture III Complete business strategy in the period of 2010 – 2015 BIDV Bim Son has many advantages in its business operation, such as: experiences and many achievements, good relationship with the customers, and financial conditions and business location; therefore, BIDV Bim Son has many advantages when implementing its business strategy to become the leading bank in Bim Son town and in BIDV system with many advanced and modern technological products To implement this strategy, BIDV Bim Son needs to invest more in continuously increasing the differentiation on technologies and products compared with those of its competitors; on that basis, orienting into concrete consuming subjects in concrete markets Therefore strategies that our group recommend here are: region A bank that lead in technology and product in the north central - Have capital scope, loans and profits equivalent to BIDV Thanh Hoa - To be an excellence Branch in BIDV system To implement this strategy, BIDV Bim Son needs to invest more in continuously increasing the differentiation on technologies and products 59 Business Strategy for BIDV Bim Son in 2010-2015 period compared with those of its competitors; on that basis, orienting into concrete consuming subjects in concrete markets Recommended solutions on strategy of the Branch 1.1 Solution on technologies With the currently rapid development of modern technologies, especially information technology, BIDV Bim Son should enhance the application of modern technology in business, networking, bilateral payment, cash settlement and remittance payment in order to upgrade the speed of the transaction, equipping with new computers with higher processing speeds for the key trader’s room directly to customers instead of the old computer system The bank also needs to develop effective software applications for bettering the information extraction and daily trading service, increasing the processing speed to service customers better Especially, the machinery and equipment for customer transactions such as ATM which can carry out cash withdrawals and payment of goods and trading service are developed, installing additional payment card scanner (POS) in the shopping centers to be more convenient and attractive for customers In addition, a modern machinery and network system are equipped to substantially support the activities of employees In general, it is undeniable the advantages of modern technology to our life and business BIDV Bim Son should regard technology as the leading concern in the business because it can develop better banking services for customers In other words, the level of modern technology machinery and equipment as well as the internal network of the bank is also a criterion for assessing the bank's position in the business environment Thus, technology development will also contribute to enhance the position and bank’s reputation 60 Business Strategy for BIDV Bim Son in 2010-2015 period Table 3.2 Estimated expenses for renovating equipments No Content Expense for upgrading Quantity 02 Estimates (Million VND) 300 the system of servers Expense for equipping Expense for upgrading 40 480 Expense for e-library Expense of the Branch 01 200 network system Expense of the Branch new system of computers Note Expense of the Branch 01 100 Expense of the Branch Expense for installing 02 50 distance internet Expense of the Branch supporting devices Expense for installing 10 4,000 new ATMs Expense of BIDV Expense for equipping 30 150 EDC card payment Expense of the Branch facilities Total 5,280 (Source: formed by the group)) 1.2 Solutions on human resources Human resource is key factor affecting all the other elements in the business Thus BIDV Bim Son must always pay attention to the way to treat their employees Most of the personnel of BIDV Bim Son are old, 61 Business Strategy for BIDV Bim Son in 2010-2015 period experienced, working in the bank for many years; therefore, the bank should care more about the welfare and rewarding policy, avoiding bias due to being unfair to encourage employees to work more effectively In addition to welfare policy, employees of BIDV Bim Son should be trained in both professional knowledge and social communication to better their own capacity The competence and professional qualifications of the staff and management board must be improved to meet the requirement of working environment The fact shows that despite the improvement in current qualification of staff, they not still satisfy the requirements of business development in the period of international integration Therefore, BIDV Bim Son should continue to invest more in training To make this work, BIDV Bim Son should send their current employee to professional training course, or further education of university and upper university Besides, it is very effective solution for human resource strategy of BIDV Bim Son that they build a close relationship with the personnel training, which is the largest university in the economic sphere, providing them the requirement of employee’s level As a result, employers can have qualified human resource as they need Human resource must take charge of attracting potential customers who are small and medium enterprises in credit activities In the past, banks are in the passive, waiting for customers to ask for investment loans, the banks should now change how it works in this field With the advantage of having a large business customers, BIDV Bim Son should take the initiative to meet and guide old customers to loan to further develop their production and business Moreover, it is necessary for BIDV Bim Son to actively seek for new business customers which help bank not only attract more customers in the lending business, but also develop some other services such as consultancy and payment The personnel departments in some branches are organized, giving priority directly to the department making profits, reducing bureaucracy, 62 Business Strategy for BIDV Bim Son in 2010-2015 period protection, risk management, establishing some new transaction offices in the districts such as Nga Son, Hau Loc, Thach Thanh, etc BIDV Bim Son also further check and reorder staff under their regulation The old staffs who not meet the requirements will be encouraged to retire earlier under some rights and regime of the Branch Table 3.3: Estimated expense for training and replacing laborers No Content Quantity Estimate (VND million) Note Expense for training doctors 01 300 Expense of the Branch Expense for training masters 500 Expense of the Branch Expense for retraining and completing university knowledge 200 Expense of the Branch Expense for cadres retiring before retiring age 10 1,500 Expense for professional qualification training classes 50 250 Expense of the Branch Expense for recruiting new staffs 15 75 Expense of the Branch Total: Expense BIDV of 2,825 (Source: formed by the group) 1.3 Solutions on fund mobilization Fund is the key factor for BIDV Bim Son to deploy those plans Any business should have the funds So, BIDV Bim Son needs funds from other economic organizations and individuals to conduct their business strategy Banks should more to actively promote the exploitation and the growth of 63 Business Strategy for BIDV Bim Son in 2010-2015 period mobilized capital, especially funds with low interest rates However, the competition among commercial banks is increasingly fiercer and fiercer and the mobilization faces a lot of difficulties The competitiveness edge can be improved through the implementation of the following: - Expanding the network properly - Implementing and diversifying the forms of mobilizing funds with high competitive edge - Dealing with interest rate application flexibly - Bettering the marketing activities and customer services, especially with those who have a large amount of deposits - Upgrading facilities, qualifications and working style of the personnel transactions at the point of mobilizing capital - Strongly developing banking activities, especially activities of payment services, card services, thereby attracting customers to open accounts for payment and transactions via banks As a result, the mobilized capital is raised BIDV Bim Son should implement business projects to achieve target goals Each project will include the content of strategy creating foundation for the management board to implement and manage the fund and the content more strictly and uniformly Besides investments in the new strategy, BIDV Bim Son also needs to manage loans, limit the growth of overdue debts Over the year analysis, the bank's overdue debt tends to decrease over the years, which is a good sign for credit activities BIDV Bim Son needs to manage lending funds more closely Bank management can be done by crossexamination during the process of assessing and using loans This can be done by assigning credit officer to recheck credit appraisal process of loans and debts of the customer done by another officer to reduce the credit risk due to errors In addition, banks should evaluate loans through the assessment of solvency and the investment field of the loans instead of just basing on the 64 Business Strategy for BIDV Bim Son in 2010-2015 period collateral Because the collateral is often the real estate such as houses, land, etc However, the real estate market in our country still witnesses fluctuations and incoherence; therefore, it is difficult to recover debts from the sale of collaterals Moreover, the effective implementation of the loan’s management is a good way to demonstrate the ability to use the bank’s capital effectively, which will have positive impact on the decision of the capital allocation for Bim Son’s business strategy Table 3.4: Estimated expenses for fund mobilization No Content Expense for promotion Quantity 3000 Estimates (Million VND) 600 for individual customers Expense for promotion Expense for advertising Expense of the Branch 100 300 for corporate customers Note Expense of the Branch 20 200 and marketing Expense of the Branch Total 1,100 (Source: formed by the group) 1.4 Solutions on market Developing target markets and market efficiency is considered as a way to deploy distribution strategy To this, BIDV Bim Son must have special incentives for customers in the target market In the city center along with groups of potential customers which are small and medium enterprises, BIDV Bim Son will promote creative policy to favor their key customers There are many ways for banks to attract potential customers Thanks to the effectiveness of attracting customers, BIDV Bim Son can expand the market by promoting and introducing the enterprises which has relationship together 65 Business Strategy for BIDV Bim Son in 2010-2015 period and perform cross-selling products such as insurance and credit card, sign to open international credit, maintain payment limits, securities dealers, etc In particular, the bank should invest in the ATM system to better the bank’s card services and implement strategic development for payment cards BIDV Bim Son has focused its ATM network to serve customers using the cards There are ATM machines in the Bim Son town The Branch needs to maintain and ensure the ATM system’s operation during a day, delivering and managing card smoothly and fully deploying the card utilities such as SMSBanking, inquiry, transfer, payment of goods and services trade and development facilities to accept card with the aim of attracting more customers and raise more capital In addition, the branch should pay more attention to the marketing, promotion and the transfer of salary through card for the agencies and units in the province under the direction 20 of the Prime Minister Extensive network of ATM machines would be a product distribution to consumers 1.5 Solutions on enhancing risk management capacity BIDV Bim Son needs to implement fully the principles of the state management agencies during its business supervision, and execute regulations and laws about capital safety seriously The bank does not barter the safety with activities that can bring back attractive income but fill with legal risks Therefore, risk prevention and management must be paid attention to; and risk management system must be adjusted and improved about the effects - Credit management is especially strengthened and the credit policies are improved, in which determining clearly risk scale, lending limits to orient the growth of credit under control - The internal auditting is intensified, which makes contribution to prevent, and overcome risks in business units Besides, the mission of internal control is analyzing the causes of risks, and proposing suitable and thorough solutions and setting up remote detection system effectively 66 Business Strategy for BIDV Bim Son in 2010-2015 period 1.6 Solutions on expanding business lines - In the 2010 – 2015 periods, BIDV Bim Son needs to set up suitable route with the development scale of the branch in each period The branch should avoid the situation of hot development and cause pressure as well as impacts on the business operation of the Bank - Balance the capital sources suitably at suitable times so as to match the business plans of the Bank to set up more transaction offices in districts, and towns in the area such as Nga Son, Hau Loc, Thach Thanh districts, etc - Considering and selecting second type transaction offices which have enough facility conditions, human conditions, and operation criteria to upgrade into first type transaction offices, aiming at increasing the operation effects and the positions of the bank in the region The above are some solutions that can help BIDV Bim Son implement its business strategy However, besides the solutions BIDV Bim Son can proactively implement, there are solutions waiting for the implementation of related agencies That is the solution of macro economy, legal environment and political environment relating to banking activities To implement these solutions, BIDV Bim Son needs to make great effort and gains the initiative and creativeness in its operation, brings better business efficiency for the bank 67 Business Strategy for BIDV Bim Son in 2010-2015 period Table 3.5 Estimated expenses for business expansion Estimate No Content No (VND million) Expense for leasing locations for opening new transaction offices 10 600 Expense Branch of the Expense for purchasing facilities and equipments 10 2,000 Expense Branch of the Expense for upgrading class-two transaction offices to class-one transaction offices 300 Expense Branch of the Expense for means of transport 1,500 Expense of BIDV Expense for employees 50 4,800 Expense Branch Total: 9,200 (Source: formed by the group) 68 Note of the Business Strategy for BIDV Bim Son in 2010-2015 period Roadmap for implementing strategic solutions To implement strategic solutions effectively, BIDV Bim Son is recommended to build a roadmap for implementation as follows: Table 3.6 Roadmap for solution implementation No Solutions Technology Human resources Capital mobilization Market Enhance risk 2010 2011 2012 2013 2014 2015 management capacity Expand business lines Other recommendations 3.1 To relevant agencies To the State Bank of Vietnam, it is recommended to set up currency policies and stable interest rate to create the advantages for banking operation The State Bank of Vietnam needs to effectively curb inflation, helping minimize instabilities in the business environment of banks The State should soon complete the legal structure in order to create the unification about regulations in legal documents, create legal foundation for banking operations according international standards, and create conditions for Vietnam banks familiarize with the common legal system in the world’s financial and banking fields so that the banks can be more proactive in the integration process 69 Business Strategy for BIDV Bim Son in 2010-2015 period BIDV should be interested in investing into facilities and modern technologies for Bim Son branch to create favorable material conditions for its business operation Consider and modifying the regulations to gain the initiative in business so that branches can grasp business opportunities The Government should propagandize and mobilize the people not to use cash in payment activities to impulse the business operation of banks; at the same time, limit cash in the circulation, control the inflation Keep paying salaries through ATMs for the personnel If this activity is done well, the banks can mobilize capital more easily; besides, this can ensure the State’s management in putting taxes on the people’s incomes Besides, the State should create conditions for commercial banks to apply modern technologies in the world at low cost by supporting and acquiring the technical technologies of the foreign countries in Vietnam to reduce costs, and reinforce the competitive abilities about technologies with foreign banks in the future 3.2 To BIDV Bim Son BIDV Bim Son needs to improve its Marketing activities, propagate and open attractive promotions to attract the customers depositing their money and using the bank’s services; set up professional marketing staff through recruitment operation or selecting the personnel of the branch to take part in training courses about marketing; these people then will major in marketing all the existing products and services of the bank Supporting finance in training highly technical skill human resources to meet the demands of today’s modern business environment; and combining training new human resources with universities, colleges in the region Increasing investment cost into computer system, ATM in particular and the facility system in general; and creating conditions for the staff to work well and for the customers to use the bank’s services and products more conveniently 70 Business Strategy for BIDV Bim Son in 2010-2015 period Always ensuring the lending process, seriously implementing the appraisal activities for the purpose of minimizing non-performing loans; putting the credit activity under tight control; continuing to maintain credit quality and non-performing loans below 1.5% BIDV Bim Son also should be proactive in predicting the situation; also be careful in proposing suitable solutions to ensure the efficiency of the business operation Strongly developing the fund sources and service incomings (earnings aside from lending) to increase the revenue in business The branch should concentrate their effort, understanding on leading, controlling and all its existing competences and resources to develop the capital sources and services to create an outstanding development about the capital sources and services 71 Business Strategy for BIDV Bim Son in 2010-2015 period CONCLUSION Through the analysis of this topic, we can see that during the past time, BIDV Bim Son as a branch of Bank for Investment and Development of Vietnam has operated effectively and made proactive contribution to the socio-economic development of the province as well as of the Bank for Investment and Development of Vietnam system We can recognize opportunities as well as threats towards banks and the strengths and weaknesses of BIDV Bim Son We then evaluate the reality of the business strategies of the branch and then suggest solutions to complete the business strategy of BIDV Bim Son in 2010-2015 periods Our capstone project report aims at systematizing the learned knowledge in Global Advanced Master of Business Administration Program – Griggs University and applying the knowledge into the completion of business strategy in the period of 2010 to 2015 of BIDV Bim Son Moreover, because of the limitation of knowledge and experiences about the topic, and also because of the limitation of the research time, our research writing expects to contribute our experiments, and ideas to the development of BIDV Bim Son in coming years We sincerely acquire the valuable ideas of the teachers and friends so that our topic is more improved Our group wants to express our heartfelt thanks to GRIGGS University – USA, Center for Educational Technology and Career Development – Hanoi National University; lecturers; members of expert group and the management committees of BIDV Bim Son, who helped us to complete this dissertation 72 Business Strategy for BIDV Bim Son in 2010-2015 period REFERENCES [1]-Liam Fahay & Robert M.Randall (2009), “The Portable MBA – Strategic Management” [2]- Fred R.David, Concepts of Strategic Management, Statistical Publishing House, Ho Chi Minh City, 2003 [3]- Strategic Management, Ass Prof Dr Le The Gioi – Dr Nguyen Thanh Liem – MBA Tran Huu Hai, Statistical Publishing House [3]- Business reports in 2008, 2009, 2010 of BIDV Bim Son [4]- 2010 annual report of the State Bank of Vietnam – Thanh Hoa Branch [5]- Information about the socio-economic situation of Vietnam on the Internet [6]- Development orientation of BIDV in 2010-2015 period [7]- Development orientation of BIDV Bim Son in 2010-2015 period [8]- Information about BIDV on website: bidv.com.vn [9]- Economic development magazine (2007), “Vietnam commercial bank: Strengths- weaknesses – opportunities -threats” [10]- Magazine “Finance – monetary market” 73 ... members as follows: Group’s members Chapter Item Introduction Nguyễn Mạnh Cường Võ Xuân Linh Nguyễn Văn Quý Dương Anh Sơn Chapter I.1; I.2 Chapter II.1;II.2; II.3 Chapter I.1 Chapter I.1; I.2; I.3... art of war in the 19th century – described strategy as “making plan for the war and formulating combating strategies Those strategies decide the participation of each individual” More recently,... VietinBank Thanh Hoa VietinBank Bim Son VietinBank Sam Son Agribank Thanh Hoa BIDV Thanh Hoa Sacomban k Other JSC banks SUM 2008 2009 2010 450,124 615,214 1,054,203 Proportion Proportion Proportion