Luận văn thạc sĩ quản trị kinh doanh quốc tế MBA (25)

TABLE OF CONTENTS Page Preamble Chapter 1: SCIENTIFIC BASIS OF THE TOPIC 1.1 Concept and role of business strategy .11 1.1.1 Concept of business strategy 11 1.1.2 Role of business strategy 11 1.2 Procedure of establishment of strategy 12 1.3 Selection of strategy 16 1.3.1 Strategy at company level 17 1.3.2 Strategy at business level .17 Chapter 2: ANALYSIS OF BUSINESS ENVIRONMENT …………………… 19 2.1 Overview of Tien Phong Joint Stock Commercial Bank-TPB ……………19 2.1.1 Establishment and development process of TPB …………………………19 2.1.2 Business features of TPB ……………………………………………… 22 2.1.3 Business results of TPB in recent years ………………………….……….24 2.2 Analysis of impacts of external factors on business of TPB …………….…30 2.2.1 Impacts of macro environment 30 2.2.1.1 Socio-economic factor 30 2.2.1.2 Political – legal environment 38 2.2.1.3 International factor .40 2.2.1.4 Technological factor 42 2.2.2 Impacts from micro environment 42 2.2.2.1 Supplier and customer .42 2.2.2.2 Alternative products 43 2.2.2.3 Direct opponents .43 2.2.2.4 Potential opponents 46 2.2.3 Identify opportunities and challenges of TPB 47 2.2.3.1 Opportunities .48 Page 2.2.3.2 Challenges 49 2.3 Analysis of internal environmental factors of TPB ……………………… 51 2.3.1 Factors of internal environment 51 2.3.1.1 Financial resources 51 2.3.1.2 Operation quality 52 2.3.1.3 Technological factor 52 2.3.1.4 Network .52 2.3.1.5 Human resources 53 2.3.1.6 Marketing factor 53 2.3.2 Identify strengths and weaknesses of TPB .54 2.3.2.1 Strengths of TPB .54 2.3.2.4 Weaknesses of TPB 55 Chapter 3: BUILD THE DEVELOPMENT STRATEGY OF TPBank TILL 2015 …………………………………………………………………………………… …57 3.1 The development objective of TPB till 2015 57 3.1.1 Purpose 57 3.1.2 Vision 57 3.1.3 Specific development objectives of TPB till 2015 57 3.2 Build and select the development strategy of TPB till 2015 .57 3.2.1 Foundation to build the strategy 57 3.2.2 Form strategies from SWOT Matrix ……… .58 3.2.2.1 Market penetration strategy 58 3.2.2.2 Market development strategy 59 3.2.2.3 Development strategy for new products and services 59 3.2.2.4 Differentiation strategy 59 3.2.2.5 Technological strategy 59 3.2.2.6 Development strategy for financial capacity 61 3.2.2.7 Improvement strategy for human resource quality and management 61 3.2.2.8 Establishment strategy for sustainable customers 61 Page 3.2.2.9 Promotion strategy for marketing operations 61 3.3 Overall solution for the strategy 67 3.3.1 Improve financial capacity 67 3.3.2 Human resource 68 3.3.3 Solutions of the network and distribution channel 69 3.3.3.1 Re-arrange the available business network .70 3.3.3.2 Enhance to open the transactional locations at the supermarket .70 3.3.3.3 Open more banking service office 71 3.3.3.4 Establish and expand ATM network 71 3.3.4 Solutions of technology 71 3.3.5 Solutions of completing and developing the product of the banking services .72 3.3.5.1 Product group of capital mobilization 72 3.3.5.2 Group of credit product 73 3.3.5.3 Group of product of payment service and other products 73 3.3.6 Complete the marketing policy ….74 3.3.6.1 Implement frequently the analysis of the competitors .74 3.3.6.2 Develop the trademark of TPBank 75 3.3.7 Improve the capacity of risk management of BIDV 76 3.4 Suggestion 77 3.4.1 For the State 77 3.4.2 For the State Bank of Vietnam 77 CONCLUSION REFERENCES Page LIST OF ABBREVIATIONS ACB: A chau Commercial Joint Stock Bank ATM: Automatic Teller Machine TPB: Tien Phong Commercial Joint Stock Bank AGRIBANK: Vietnam Bank for Agriculture and Rural Development SOCB: State-Owned Commercial Bank SBV: The State Bank of Vietnam S&P: Services and Products USD : United States Dollar Page LIST OF TABLES Page Table 1.1: SWOT Matrix 15 Table 1.2: QSPM Matrix 16 Table 2.1: Business results of other activities of TPB period 2008-2010 28 Table 2.2: Business of Tien Phong Bank period 2008-2010 .29 Table 2.3 Summary information about biggest banks in Vietnam 44 Table 2.4: The matrix of competitive image 50 Table 2.5: The matrix of external factors evaluating (EFE) 51 Table 2.6: The capital level 55 Table 2.7: The matrix of internal factors evaluation of Tien Phong’s Bank 55 Table 3.1: SWOT Matrix 58 Table 3.2 QSPM Matrix S/O group 62 Table 3.3 QSPM Matrix S/T group 64 Page LIST OF FIGURES Page Figure 2.1: Chart of capital growth and mobilization of Tien Phong Bank period 20082010 25 Figure 2.2: Credit growth chart of TPB period 2008-2010 ……………… 26 Figure 2.3: Chart of credit structure of Tien Phong Bank period 2008-2010 26 Figure 2.4: Revenue from international payment ………………………………………30 Page PREAMBLE The reason why choosing the topic The world economy integration is an essential trend and objective demand for any country during its development process This trend has been increasingly formed obviously, especially while the market economy is becoming a common playground for all countries, the financial market is expanding its scope without limit, it not only creates favorable conditions to strengthen cooperation, but also promotes and accelerates the competition process In the field of banking, the international integration is to open banking operations of one economy with the international financial community like credit, monetary relations and other banking operations, as well as remove barriers which separate this area from the remaining of the world During integration, it requires banks and non-banking financial organizations should directly compete to each other to exist and develop Banks which want to maintain their profit and competitiveness should always renovate and develop in all aspects: Capital, technology, service, organizational structure, managerial qualifications, quality of risk control system as well as uninterruptedly enhance their prestige and brand name For Tien Phong Commercial Joint Stock Bank (TPB), after more than 03 years of operation, it achieved several results: Rate of capital mobilization and credit supply increases higher and higher, contributing to promote the economic growth, supply banking services to be increasingly expanded and developed, create utilities to attract clients, contributing to create favorable conditions to circulate capital more quickly, save expenses for social circulation, TPB network structure to be increasingly diversified, expanded and developed Page When entering into integration, TPB shall cope with severe and harsh competition which may threaten the existence and development of TPB; therefore, how TPB must build business strategy within next 05 years, an extremely difficult period of Vietnam banks Being a managerial cadre in TPB system, I attach special importance to the above issue and choose the topic: “Build the development strategy of Tien Phong Commercial Joint Stock Bank till 2015” Study’s purpose Study and systematize fundamental theories of strategy which are the foundation for building the strategy of TPB Analyze and evaluate the real situation, business environment of TPB, then analyze and select suitable strategies for the TPB development in the forthcoming years Build solutions to perform strategies Study’s method Collection method of secondary figures Figures of the thesis extracted and summarized from statistical annual publication, financial statement, report figures from the State bank of Vietnam website, annual report of banks Besides, the thesis also uses several references, newspapers, magazines and teaching materials for specific purpose Comparative method, summary method, specialist method During analyzing, the author use comparative method, summary method for TPB’s figures in the past and at present, as well as compare targets, figures about the business performance of TPB with some other Commercial Banks; and consult opinions of TPB’s specialists about the mark evaluation during matrix analysis Page Topic’s lay-out Apart from the preamble, conclusion, appendix and list of references, the thesis also consists of the following chapters: Chapter 1: Scientific basis of the topic Chapter 2: Analysis of TPB’s business environment Chapter 3: Build the development strategy of TPB till 2015 Page Chapter SCIENTIFIC BASIS OF THE TOPIC 1.1 Concept and role of business strategy 1.1.1 Concept of business strategy Business strategy of an enterprise is a general action program towards the implementation of the goals of the enterprise The strategy is not aimed to map out how to reach these goals, as this is task of many other supporting programs and functional strategies Business strategy involves how an enterprise can compete successfully in a certain market It relates to strategic decisions in terms of selecting products, meeting customers’ requirements, and gain competitive advantage in comparison with opponents, exploitation and creating new opportunities So far, there are many different concepts about business strategy depending on different approaches - According to R.David : "Business strategy is a science of art and establishment, implementation, and evaluation of decisions relating to many functions, allowing an organization to reach set goals” - According to Garry D.Smith, Danny R.Arold and Bobby R.Bizzell : "Strategic planning is a process of researching current environment as well as the future, planning goals of an organization; set forth, implement, test the implementation of decisions in order to reach these goals in the current environment as well as in the future” 1.1.2 Role of business strategy Firstly, business strategy helps enterprises recognize opportunities and threatens in business, then to make suitable development policies to reach its target Page 10 development study is low 10 The quality of banking 2 4 Unfavorable 16 12 Favorable 16 12 Favorable 12 12 Favorable 12 Favorable 12 Favorable 3 Favorable international 4 16 Unfavorable 4 Unfavorable Unfavorable 10 Customers has increasingly Unfavorable products and services isn’t high External factors Political and social stability of Vietnam Continuous growth with high speed of Vietnam economy International globalization and economic integration Legal documents in the field of finance, banking is more and more complete Population scale and structure is favorable for the development of banking services IT develops very fast Carry out commitments in the field of banking Competition between banks and financial institutions becomes more and more severe Cash habit is still popular become more and more prissy and they have more expectations in banking services Total attraction mark 177 161 Through above analysis, we see the strategy of differentiate the products has attractive score of 161, strategy of developing new products has attractive level of 177, thus both these strategies are very important for TPBank, in short term, TPBank should focus on promoting the differentiation of the products to enhance and increase the market share in current market In conclusion, through analysis result of QSPM matrix group SO shows TPBank should give priority to the strategy of penetrating the market, then strategy of expanding the market Although target of TPBank is to become the multifunctional modern bank, in next period TPBank should use its available strengths to penetrate in the market, maintain and develop the market share in field of the credit, doing business on the services of the bank Moreover, QSPM matrix of group ST shows the process of market penetration needs to be supporting by the strategy of product differentiation by developing stronger the useful products, services for the customers and implementing the new products to create the differentiation 3.3 Overall solution for the strategy 3.3.1 Improve financial capacity Financial capacity of TPBank and other commercial joint stock banks in Vietnam in general is weak, all indexes are low in comparison with the commercial banks in ASEAN and international area In addition, according to the roadmap of technological modernization, it requires TPBank to invest a lot in purchasing the equipments, machines, the hardware of the host computers, the copyright of the software Therefore, if there is little capital, it will be difficult for investing in modern technology, creating competitive advantage Besides that, joining in new playing field WTO will not be for the banks with weak financial capacity Thus, in order to improve financial capacity, ensure the minimum safety coefficient by 18%, TPBank should implement some followed solutions: Increase chartered capital: supplement from the founding shareholder; increase committed capital with the State Bank of Vietnam; collect the liabilities from group Provision fund for the finance: Fund for investing and developing the professional skills, capital of level will be increased remarkably when TPBank re-evaluates the fixed assets and the invested securities and issues the bonds to increase the capital Make soundly the finance: continue to use provision fund for the risk to stop the liabilities without the capacity of collection This is very important solution to improve business effectiveness Besides that, in order to reduce the bad debt, TPBank must implement seriously the supervision and management of credit growth rate, focusing on the followed matters: Firstly: Implement check, re-evaluate the debt situation frequently, periodically and classify to know clearly the real situation of the credit debt Periodically check and manage the credit list of the list to ensure the exact implementation of the target about the limitation, structure approved by Executive Board Secondly: Organize to take the consideration, assess carefully, seriously before providing the new credit amounts, in which the important thing is to evaluate and forecast the ability of happening the risks Thirdly: Implement completely, supplement and manage seriously the credit file, necessary to issues the specific regulations about the archive, preservation and management of credit file, really consider the credit file as one of the important assets of the bank, as the foundation to affirm the ownership of the bank for the asset Fourthly: Implement seriously the increase of the assets to ensure the loans under many forms to control the return credit flow and ensure the secondary revenue of collecting the debt after treatment 3.3.2 Human resource For the available officials: It is necessary to focus on training human resource, meeting the requirement of integration; take the consideration of hiring the foreign specialists to develop, manage, train and transfer for the new and key business fields Define the leaders; key officials to send to train in foreign countries under the programs, contents which TPBank wants to promote For domestic training: follow the programs which trained for all officials; improve training for the officials who were trained basically; periodically update and systematize teaching documents Develop the system of encouragement for the labor (policy for salary, recommendation, right to buy the preferential securities) For recruitment activity: TPBank needs to be professional in recruitment, particularly: • For management level: degree of argument and professional skill of doing business on the bank, management skills, negotiation skill, skills of communication, presentation, work group… Widely understand about the economics, politics, society inside and outside the country; know firmly the guideline, policy, law of Vietnam and the world; ability of doing research, proposing the matters in assigned professional field • For professional staff: degree of argument of political economics, micro-economics, macro-economics, informatics and foreign languages; ability of resolving the professional skills of the bank, independent, creative, exact, right to law, having the culture; good ability of work group This is the important and specific criterion of the bank human resource because it has the great influence on the quality of the products, services supplied by the bank The products, services of the bank are implemented under the process These processes can only be implemented well basing on the close, comprehensive coordination among employees in each unit and employees among the units in the process of supplying the banking service 3.3.3 Solutions of the network and distribution channel Current in Vietnam, average level is 100.000 people over bank If being in comparison with developed countries, Vietnam is less 10 – 15 times and being in comparison with developing countries, less 2,5 – times With such distribution level of banking locations, it will not meet the utilities of the customers in mobilizing the capital and lending The banking service at home is the promising service in Vietnam, in order to implement this service, the computers of the customers will connect with the system of TPBank and transactions will be through this service network, very favorable for the retail market of the bank In the period of 2008 – 2010, the banking technology at home has not still been enough ability yet to meet the social demands, thus TPBank must still develop the banking locations attached with the socio-economic life of the people and enterprise In the period of 2010 – 2015, when banking technology is more modern, the banks at home will replace for the material branches Development of operation network of TPBank in the next time is essential However, it must select the method of expanding the distribution channel suitably under followed methods: 3.3.3.1 Re-arrange the available business network By the end of 2009, total network has 10 branches of level 1, 50 transactional offices; it expresses the positive contribution of the network in the development of traditional network In the future, banking activities must be towards providing the services everywhere Therefore, branches are not only the locations to mobilize the deposits but also to supply the services of emerging profit The banking branches must become step by step the retail shops with the target to sell the customers with more and more products 3.3.3.2 Enhance to open the transactional locations at the supermarket In recent years, system of supermarket develops very quickly in big cities, provinces in Vietnam and the habit of buying in the supermarket of the people gradually replaces buying in the traditional markets The advantage of the transactional locations in the supermarkets could be: Cost for investment and safety protection is low Operation time is longer (including the days-off at the weekend and the holiday) Contact with more customers comparing with the normal branch 3.3.3.3 Open more banking service office: In the market areas with the small demand of banking service, TPBank should establish the banking service offices This form often has much lower investment cost comparing with the head office of a bank branch The transactional office should be established in the locations such as: supermarkets, transactional centers, airports, tourism places… 3.3.3.4 Establish and expand ATM network Automatic Teller Machine ATM is a type of professional equipment in banking technology It can implement the functions such as: system of information archive, cash box and connected with the bank Traditional and popular function of ATM is to implement taking the cash, examining the account remainder, transference… ATM is considered as the transactional stations of the bank arranged in many places and working 24/24h This creates the great favorable conditions for the customers and saves the resource in transaction to take the cash and answer the customers about the information relating to the deposit Moreover, equipping ATM also aims at introducing the image of the bank to the public, and then will attract the customers to other services of the bank 3.3.4 Solutions of technology Firstly: Enhance technological investment to implement the products, services, utilities such as: debit card, system of ATM needs to have the connection among the banks to save the investment and ensure the customers to deposit in place but have the ability to take the cash in all machines of TPBank and different from TPBank Secondly: Continue to develop, complete and build the payment technology and banking information; complete and develop the payment technology of TPBank under concentrative payment model of each system, connecting the payment system of TPBank with the customers and TPBank with other banks.\ Standardizing the system of report at the Head Office and the Branch basing on exploiting maximum information at the database store Thirdly: Continue to accumulate and collect the capital for investing, developing the banking technology The capital is the prerequisite condition to help the banks to renovate and modernize the banking technology However, renovation and modernization of banking technology must at the same time ensure the banks to expand the scale, improve the position, increase the competitiveness, the resistance level and anti-risk Fourthly: Enhance training the banking officials Currently, number of TPBank officials who have enough degree to operate and maintain the system of modern technology are very limited If only focusing on investing to renovate the technology without paying attention to training, fostering the officials who understand this field, it will lead to the waste of the invested capital, low effectiveness of technology application Fostering, training and recruiting the officials must confront with the fact in short term and must have long-term strategy, ensuring technological development of TPBank in the future 3.3.5 Solutions of completing and developing the product of the banking services 3.3.5.1 Product group of capital mobilization Continue to enhance the forms of capital mobilization which TPBank has the advantage such as: issuing the bill, bond, certificate of the deposit…with low interest rate to attract the middle-term and short-term capital resource Complete and develop the traditional deposit accounts such as savings, payment deposit, services of depositing in a bank but taking in many banks, develop the service of payment by card to take the advantage of free money resource Diversify and improve the service quality of capital mobilization, combine with development of the service of investment credit, payment without using the cash, the service of the account and management of the assets basing on the principle of sharing the risks and profits among the customers and TPBank There are the suitable policies of the customers under each group of the customers to increase the deposit resource of the customers 3.3.5.2 Group of credit product Continue to promote the tradition of the credit to serve the development investment Do research on applying the new credit forms which TPBank has been implementing such as: credit of purchasing, issuing and payment by credit card, professional skill of payment Implement step by step carefully the new products, services of the credit, emerging skills of the credit and the interest rate such as exchange, scheduled, scheduled contract, selection rights…suitably with international regulation Change the structure of credit customers towards the small and medium enterprises, the private enterprises, the join venture and the foreign invested enterprises 3.3.5.3 Group of product of payment service and other products Expanding the assistance programs for the target customers of outer economic market, especially the enterprises operating in the import export field is the foundation to expand the international payment In order to implement this, TPBank needs to renovate and improve the service of the international payment through expanding more networks of the banks, agents in the world For domestic market, it is necessary to more expand the clues to carry out the domestic payment to exploit the potential, strength of each area, each locality to attract the customers for payment via TPBank Implement widely the e-payment services, automatic electronic transactional systems, and promote the investment, research and application widely the new payment tools under international standard Focus on enhancing the account services, firstly personal accounts with the safe, convenient procedures and attached various utilities to attract the cheap capital resource in payment and create the foundation to develop the payment service by card, cheque 3.3.6 Complete the marketing policy 3.3.6.1 Implement frequently the analysis of the competitors: Policies of the products, price, distribution and promoting the communication in marketing are based on the suitable capacity of the bank with the market Research on the competitors is an important content implemented at first, frequently in marketing When making the strategy, information of the outer factors of the bank, especially of the competitors is very necessary In order to make the analysis of the competitors to have high results, in our opinions, TPBank should implement the followed contents: Build and implement the regulations of the process of analyzing the competitors with the specific works including: + Define the basic principles for building the process + Build the content of the process + Organize the official implementation + Periodically examine, evaluate, complete Establish the professional unit about the analysis of the competitors; this unit has the task to help management of the bank to have the reasonable decisions basing on the clues of collecting the information, evaluation opinions, forecast about the main competitors Organize training the professional officials in this field 3.3.6.2 Develop the trademark of TPBank: In tendency of integration and globalization, the concept of the enterprise value, assets changes a lot The intangible assets such as “human resource”, “information”, “trademark” have become groups of precious decisive assets on business of the enterprise For commercial joint stock bank, these assets are more and more important because the operation of the bank is based on the prestige and the confidence of the banks for the banks, in which the trademark is considered as the most effective competitive tool In order to make development of trademark to become the professionalism, in our opinion, TPBank needs to implement as follows: Firstly: select the mixed promotion method There are main methods to implement the mixed promotion policy aiming at developing the trademark Those are the methods of advertisement, assistance, personal transaction, direct marketing, communication of bank’s activities in the society and promotion + Method of advertisement and assistance: assist the events with the big attraction with the crowded people; implement the advertisement on mass media + Method of personal transaction and direct marketing often has the lower cost but requires the good communication skill and degree of the staff This is the very suitable method with TPBank It both creates the condition to build the trademark for the bank and improves the quality of the employees, promoting the flexibility un the direct communication relationship between the customers and the bank’s employees, especially restricting the following of the competitors + Method of promotion has only high effective if the products of the bank are various and rich and meet the demand of the customers Therefore, this method only should apply in some certain times and lasted in certain duration + Communication method for the bank’s activities in the society has the long-term effectiveness, the cost is little but requiring the patience to implement by the bank in many years Therefore, TPBank can select this method for a long term to invest Secondly: connect with famous names, big trademarks inside and outside of the banking field to create the resonance in developing the trademark Thirdly: select the scale to build the trademark basing on strategy of market development of TPBank 3.3.7 Improve the capacity of risk management of TPbank Banking business is the activity with a lot of the risks with high sensitiveness Therefore, risk management must be paid the attention by TPBank rather than the fast growth target Banking risks include types such as: credit risk, liquidity risk, risk of interest rate, risk of exchange rate, risk of capital Thus, in order to manage the credit risk effectively, TPBank needs: Firstly: TPBank must define the strategy of credit development (depending on the target market, ability, strength of the bank); make the policy of lending for the customers, the process of granting the credit carefully Secondly: improve the capacity of management officials and operating in the field of credit, using and proposing suitably with the requirement and responsibility in the work Frequentlky organize and coordinate with the banks to hold the classes, training and retraining to uodate the modern professional knowledge Thirdly: bring into using the model of modern management under international standard, use the modern software to serve the analysis of the risk level of the customers, define the price of the loan, the price of the guarantee assets and management of lending list Fourthly: it is necessary to complete the model of organization and the process of granting the credit (sample process of credit), risk management ensures the independence among the functions of sales, analysis and risk management of the credit Periodically organize re-evaluation of risk level of the loans, collateral assets… Fifthly: analyze the customers’ situation under the model of quality before deciding the credit Sixthly: in decisions of lending for the customers, it is necessary to forecast the socioeconomic environment factors influencing on business production activity such as inflation, politics, exchange rate… 3.4 Suggestion 3.4.1 For the State It had not better put personal income tax for the interest rate of savings because it will have bad effect on the situation of capital mobilization of the banks in situation which capital demand for the economy currently is in high level and mobilization capital from the citizen accounts for the big rate in total mobilization capital in the banks Take the consideration of reducing the import tax of the technological equipments applied in the bank’s operation, creating the condition to promote the banking operation, payment activity 3.4.2 For the State Bank of Vietnam Quickly bring into applying the indirect policies under market mechanism and international regulation, restrict and remove use of direct tool, especially the administrative methods in managing the monetary policy and management of bank’s operation Continue to build and complete the legal environment about the suitable activities for sales with the international rules and norms Modify basically the regulation of foreign currency management and mechanism of exchange rate management towards liberalization of the current transaction, control with selection of transactions of capital account, making Vietnam currency to be exchanged freely, removing gradually the restrictions of buying and selling foreign currency, of opening the account for foreign currency payment in foreign countries as well as using the foreign currency in domestic payment and savings Build the system of modern financial information, ensure the bank’s system to operate effectively, safely, easy to supervise, and make a program of integration in Internet to update the financial, monetary information in the world Enhance the international cooperation relationship to open the banking relationships and take advantage of capital resources, technology from countries and international organization, information exchange about the banking field, especially about training, introducing the knowledge and integration experience for the officials related to the State Bank of Vietnam and some commercial joint stock banks CONCLUSION In last years, the whole system of TPBank is proud of the contribution and building most of the important projects, improving the effectiveness of invested capital The investment strategies of TPBank define right orientation such as technological renovation of the bank, renovation of management… to improve the competitiveness Therefore, the result of the TPBank system which has achieved in last years is high growth rate about monetary business, productivity, effective quality, improving financial capacity to create the prerequisite step in developing the system of TPBank towards building the multifunctional financial group and international integration 2010 – 2015 is the important period for TPBank Building a right development strategy for this period has the decisive meaning for the existence and development of TPBank in the future Originated from realistic requirements, the capstone project report on the contents: make some basic arguments about development strategy of TPBank by 2015 Basing on these strategies, the author proposes some solutions to implement successfully the set strategies In the process of implementing the solutions, because of continuous changes of the business environment, TPBank needs frequently to evaluate, examine to have the suitable adjustments In spite of efforts, because of limited time and self-experience the capstone project report is difficult to avoid the certain mistakes I would like to receive the contribution and opinions of Lecturers and you REFERENCES Fred R.David (200), the outline of strategic management, Statistical Publishing House, HCM City Garry D.Smith (1998), Strategies and business policies, Statistical Publishing House, HCM City Nguyen Thanh Hoi, Phan Thang (2001), Management studies, Statistical Publishing House, Hanoi Nguyen Thi Lien Diep, Pham Van Nam (2003), Strategies and business policies, Statistical Publishing House, Hanoi Đang Cong Hoan (2004), Competitive strategy of banks under the competitive model of Michael Porter, Banking Magazine No 11/2004 Tran Dinh Dinh (2004), the selection of business strategy of Vietnam Commercial Bank, Financial – Monetary Market Magazine dated 01/01/2004 The State Bank of Vietnam, the development strategy for banking services during 2006- 2010 period, No 912/NHNN-CLPT The World Bank (2000), Forecast about Vietnam economy till 2010 Some webs : www.sbv.gov.vn, www.gso.gov.vn, www.mof.gov.vn, www.tpb.com.vn, www.msb.com.vn, www.oceanbank.com.vn, ... experts, national commercial banks and 02 leading joint stock commercial banks, namely ACB and Sacombank will continue to control service marker in the next years Currently, the direct opponent of