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GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM o0o -CAPSTONE PROJECT REPORT BUSINESS STRATEGY CONSTRUCTION FOR VIETNAM JOINT STOCK COMMERCIAL BANK FOR INDUSTRY AND TRADE IN THE PERIOD OF 2012 - 2015 GROUP 08 - Class X0610 List of students: Nguyen Thi Ngoc Mai (Leader) Phạm Minh Hai Do Ngoc Bich Le Thi Nga HA NOI – 2012 Strategy Management APPENDIX INTRODUCTION PART CHAPTER I: BASIS PRINCIPLES I OVERVIEW ON STRATEGY AND STRATEGIC MANAGEMENT Strategy:: Strategic management .8 2.1 Concept of strategic management 2.2 Role of strategic management for the enterprise .9 Basic issues of business strategy: Strategic building process: 10 4.1 Identification of business mission .11 4.2 Evaluation of external factors 11 4.2.1 Study of the macro environment: 11 4.2.2 Study of industry environment 14 4.3 Evaluation of the internal firm 17 4.4 Strategic choice 18 5.4 Combined Matrix (WOT): .18 4.6 QSPM matrix: 19 CHAPTER II: ANALYSIS OF OPERATION ENVIRONMENT AND CURRENT BUSINESS SITUATION OF VIETNAM JOINT STOCK COMMERCIAL BANK FOR INDUSTRY AND TRADE .21 II./ OVERVIEW ON VIETINBANK: 21 1./ General information of Vietnam Joint Stock Commercial Bank for Industry and Trade 21 2./ Functions and tasks of VIETINBANK 21 3./ Business activities of VIETINBANK 21 GAMBAX0610- Group Strategy Management 4./ Organizational structure of VIETINBANK : .22 Business operation results .23 III./ EXTERNAL ENVIRONMENT ANALYSIS OF VIETINBANK 25 1./ Macro-environmental analysis according to the PEST model: 25 1.1 Impact of Politics - Law: 25 1.2/ Economic impact: 26 1.3/ Cultural, social impact, 28 1.4./ Technological impact 29 1.5 Impact of integration: 29 1.6: Impact of demographic factors: 30 2./ Industry environment analysis: 30 2.1./ Vietinbank's position in the industry: 32 2.2./ Competitors in the industry: .36 2.3 Potential competitor: 37 Bargaining of customers: 37 2.5 Bargaining of suppliers: 38 2.6 Threats from substitute products 38 3./ Assessment of Opportunities and Challenges: 39 3.1./ Opportunities 39 3.2 Challenges .40 IIVI ANALYSIS OF THE INTERNAL ENVIRONMENT OF VIETINBANK: 44 Financial analysis: 44 1.1 Mobilization activity: 44 1.2 Activity of capital use: 45 1.2.1 Credit activity 45 1.2.2 Investment operation and liquidity capital management .47 1.3 Non-credit activity 49 1.3.1 Payment activity .49 1.3.2 Business operations of foreign currency trading .49 GAMBAX0610- Group Strategy Management 1.3.3 Remittance activity 49 1.3 Card services and e-banking 50 Activities of Subsidiaries of Vietinbank 50 2./ Facility: 52 3./ Human Resources : 52 Brand: 54 5/ Marketing: 54 6./ On management: 56 Evaluation of strengths and weaknesses: 58 CHAPTER III: DEVELOPMENT STRATEGY PLANNING FOR VIETNAM JOINT STOCK COMMERCIAL BANK FOR INDUSTRY AND TRADE IN THE PERIOD OF 2012 - 2015 .61 I./ Goal, orientation, mission, vision of VIETINBANK: 61 1./ Goal, orientation of the Government for the banking industry in general: 61 2./ Target development of credit institutions (CIs) and strategic orientation by 2015 61 3./ Mission, vision and operational objectives of VIETINBANK: 62 VII./ Construction of the matrix and selection of business strategies: 63 1./ Forming SWOT matrix 63 Formation of QSPM matrix: 68 VIII./ Solutions of strategic implementation: 69 1./ Solutions to increase assets and equity .69 2/ Funding solution: .70 3/ Credit and investment solutions .70 4./ Solution on customer service quality: .72 Operation network solution 72 CONCLUSION 74 LIST OF REFERENCES .75 GAMBAX0610- Group Strategy Management TABLE OF CONTENT BEGINNING PART I / General context, necessity and significance of researched thesis: 1 / General context: / Necessity: 2.1 Practical basis of the thesis 2.2 Why choose the thesis: 2.3 Significance of the thesis: 3 / Subject and scope of research: .3 3.1 Studied subject: .3 3.2 Scope of study / Methodology / Structure of the thesis: CHAPTER I: THEORETICAL BASIS .5 II OVERVIEW OF STRATEGY AND STRATEGY MANAGEMENT Strategy: Strategic management .6 2.1 oncept of strategic management 2.2 Tasks of Strategic Management III / IMPORTANCE OF THE STRATEGIC CONSTRUCTION FOR BUSINESS IV RESEARCH METHODS AND STRATEGIC BUILDING PROCESS… 10 1./ PEST model 10 1.1 Political factors 10 GAMBAX0610- Group Strategy Management 1.2 Economic factors 11 1.3 Socio-cultural factors 11 1.4 Technological factors .12 1.5 Integration factors 12 / Model of five competitive forces of Porter M 13 2.1 External factor evaluation matrix of (EFE) .14 2.2 Rating 14 2.3 Internal factor evaluation matrix (IFE) 14 2.4 BCG Matrix 15 2.5 SWOT Matrix .18 2.6 SWOT Analysis in business 19 2.7 How to SWOT 19 CHAPTER II CURRENT SITUATION - ENVIRONMENT - BUSINESS STRATEGY ANALYSIS OF VIETNAM JOINT STOCK COMMERCIAL BANK FOR INDUSTRY AND TRADE 22 V / OVERVIEW OF VIETINBANK: 22 / General information of Vietnam Joint Stock Commercial Bank for Industry and Trade .22 / Functions and tasks of VIETINBANK 22 / Business activities of VIETINBANK 22 3.1 / Capital mobilization 22 3.2 / Loan, investment 23 3.3 / Guarantee 23 3.4 / Payment and Trade Finance 23 3.5 / Funds 24 3.6 / Cards and electronic banking 24 3.7 / Other activities 24 / Organizational structure of VIETINBANK: .25 VI / EXTERNAL ENVIRONMENT ANALYSIS OF VIETINBANK 27 / Macro-environment: .27 1.1 Influence of Politics - Law: 27 GAMBAX0610- Group Strategy Management 1.2 / Economic impact: 28 1.3 / Cultural, social effects 29 1.4 / Technological impact 30 / Industry environment field: 31 2/1 / Position of Vietinbank in the industry: .31 2.2 / Market share: .32 2.3 / Competitors in the industry .32 2.4 / Development opportunities in the industry: .36 / Opportunities and threats: 39 3.1 / Opportunities 39 3.2 / Threats 39 VII ANALYSIS OF THE INTERNAL ENVIRONMENT OF VIETINBANK: 40 / On governance management: .40 / Marketing: .42 2.1 / Network and branch system 42 2.2 / Customer network: 42 / Supply of banking products and services 43 / Human Resources: 43 / Finance and Accounting 45 / Information system: 47 / Business results 48 / On credit operations: 49 / Analysis of strengths and weaknesses in strategy and operations of VIETINBANK .53 9.1 Strengths 53 9.2 Weaknesses .54 CHAPTER III: DEVELOPMENT STRATEGY PLANNING FOR VIETNAM JOINT STOCK COMMERCIAL BANK FOR INDUSTRY AND TRADE IN THE PERIOD OF 2012 – 2015 55 VII / Goal, orientation, mission and vision of VIETINBANK: 55 GAMBAX0610- Group Strategy Management / Objective and orientation of the Government for the banking sector in general: 55 / Development target of credit institutions (CIs) and strategic orientation by 2015 56 / Operational mission, vision, purpose of VIETINBANK: 56 3.1 / Mission, vision in VIETINBANK: 56 3.2 / Orientation after the strategic performance analysis and business environment analysis 57 3.2.1 / Points should be promoted: 57 3.2.2 / Points should be limited: 57 3.2.3 / Points should be taken advantage: 58 3.2.4 / Points should be prevented: 58 / Evaluation of strengths, weaknesses, opportunities and threats through the SWOT analysis to build VIETINBANK’s development strategy by 2015 58 4.1 / Analysis of capability to exploit the strengths 58 4.2 / Analysis of capabilities to limit weaknesses 59 4.3 / Analysis of capability to exploit opportunities 59 4.4 / Analysis of capabilities to limit the threats .59 4.5 Construction and selection of strategies to achieve the objective: .60 4.5.1 / Formation of SWOT matrix 60 4.5.2 / Strategic formation on SWOT matrix 62 / Specific business strategy for VIETINBANK in the period of 2012-2015 65 6.1 / Specific strategy objectives: 65 6.2 / Solutions for strategic implementation: 67 6.2.1 / Solution on increasing assets and equity to improve financial ability 67 6.2.2 / Solution of capital resources: 68 6.2.3 / Credit solutions 69 6.2.4 / Service solutions 70 6.2.5 / HR Solutions 70 6.2.6 / Solution for Information Technology .70 GAMBAX0610- Group 8 Strategy Management 6.2.7 / Solution on the organizational and operating structure and operation network 71 6.4 / Implememtation roadmap from 2012 to 2015 73 CONCLUSION 73 LIST OF REFERENCES 74 GAMBAX0610- Group ACKNOWLEDGEMENT On behalf of the group, we would like to send gratitude to dedicated support of lecturers in Cenzter for Educational Technology and Career Development ETC, Griggs University – The US We also expressed our thanks to Board of Viet nam joint stock commercial bank for industry and trade Although the group tried our best to well this capstone project, due to limited knowledge, this capstone project has limitations Thus, the group wishes to receive significant contribution of lecturers, colleagues and friends for the most effect COMMITMENT Group Of class commits this is our own research project Data given in this capstone project is honest and has been not published in any scientific projects Hanoi, date 23rd month Dec year 2011 Group leader Strategy Management - Diversify the investment activities of credit on the financial market, keep the role of market orientation, improve capital efficiency and liquidity management of the bank  Service strategy - Develop a variety of charge banking services, identify key service groups to focus on development - Based on modern technology to develop services, take the level of customer satisfaction as oriention of development  Human Resource Strategy - Standardize human resources, enhanc improving and training of qualification of staff - Improve the use mechanism of the employer and the wage payment - Develop staff with capacity and professional  Technology Strategy - Consider application of information technology as critical, supporting all business development activities - Develop information technology system which is synchronious, modern, safe, consistency - integration - high stability  Strategy of apparatus and operation - Run the organizational apparatus with a clear and rationable mechanism of decentralization - Develop and establish new subsidiaries towards providing a full range of financial products and services to market - Expand sales network, establish new branches and develop strongly network of trading offices, cover all provinces and cities nationwide - Develop strong retail banking system 6.2.VII / Solutions for strategic implementation: 6.2.1 / Solution on increasing assets and equity to improve financial ability  Increase capital of level 1: GAMBAX0610- Group 120 Strategy Management - Continuing to sbumit the Government, the State bank and SCIC on the roadmap of its own capital increase to ensure the safety factor as prescribed in accordance with the growth rate of the Bank Completion of negotiations with the second foreign strategic partner in 2012 as well as promoting the increased of its chartered capital from dividing the dividend by stock, stock bonus - In addition to boosting the financial resources, Vietinbank will strengthen technical cooperation from strategic shareholders to improve corporate management capacity, risk management, developing a portfolio of products and services, technology, expanding international cooperation, personnel training in order to successfully implement development strategies of VietinBank to become modern banking in the region in 2015 - Increasing average asset size of 20-22% annually - To further promote the equitization roadmap to increase equity, selling 20% equity for foreign partners is Nova Scotia bank - Issuance of international bonds - Making sure to meet growing demand in the route from 2012 to 2015 Ensuring capital adequacy ratio according regulation and development Increase of chartered capital: capital surplus from the equitization must be paid to the state and the capital of the state, supplementing from the state budget; source of recovery of outstanding debts and liabilities with nature which has been granted handling power by the State VIETINBANK;s equitization has started successfully and increased the annual issuance of shares to existing shareholders, strategic shareholder in the country and abroad, this will be a major annual funding for capital growth - After the financial results of each year for allocation of funds, then some funds will be increased and included in capital of level such as additional reserve fund of chartered capital; financial reserve fund; professional development investment fund GAMBAX0610- Group 121 Strategy Management - Increase of capital of level 2: + Issue bonds to increase capital of level (2011- ) + Increase from deducting of the general reserve fund and revaluation of fixed assets / Solution of capital resources: - Promote growth of sources as well capital restructuring in the direction of increasing long-term source stabilizing floating-rate to limit interest rate risk and liquidity risk - Improve the quality of analysts forecast for proper orientation and promulgate mechanisms and policies timely, managing interest rate consistent with market conditions to help the Branch to enhance branch competition Closely following the clues / information sources to increase access and attract ODA financial sources and borrowing of international credit organizations; research and development of diverse products to meet market demand - Expand the network of transactions at large cities, apply flexible and competitive interest rate policy - Develop products of diverse raising capital such as ladder deposit in sales, over time There are policies on flexible interest for deposits Funding product is diverse, payment deposit through the diversification of forms of promotion to attract capital - Apply strategic the forms of promotions, diverse and attractive customer supportcustomer policy, increase transaction convenience to issue valuable paper at attractive prices - Implement strategic customer policy, increase transaction utilityadvertising campaigns, promotions and customer marketing - Maintain the primary, secondary reserve at a reasonable level, sufficient to ensure liquidity - Calculate interest rate risks, term and rate to consult ALCO, apply semicapital interest rate flexibly FTP to encourage branches to promote the GAMBAX0610- Group 122 Strategy Management mobilizationto approve risky limits of the bank, as the basis for operating capital and currency trading 6.2.3 / Credit and investment solutions - In parallel with the risk management at the level of the transaction, will continue to pay more attention to risk management at portfolio level through improving the quality of analysis and evaluation, forecast to have a clear direction of credit for each commodity group, industry, ensuring rational allocation of loans for each industry, each economic sector - The whole system continues to build, renovate model, the credit risk management towards international practices and in conformity with the operatio reality of VietinBank - The branches are flexible actively to capture market information and adhere to written guidance from time to time for credit growth in the right direction of VietinBank Improving the quality of evaluation work, strengthening customer management, controling work before, during and after the credit granting has to be taken seriously, ensuring lending is right purpose, in compliance with the regulation of VietinBank - Initiative in rReviewing the list of customers, review customer segments in each year, to assess the financial capacity, production, business and capital needs of the customers, from that to have basis to determine the appropriate credit for each customer - Have Lending lending priority for feasible projects, customers have powerful financial funds, the sectors which the state encourages loan such asto purchase and process the food, agriculture, fisheries and meet the capital in time for the field of export - Actively look for good customers, good project feasibility and have marketing policies of customer care GAMBAX0610- Group 123 Strategy Management - Renovate the credit management activities, consistent with the current situation of activities of VIETINBANK in each period, implementation orientation of standardization according to international practice, the construction of the credit structure in line with the orientations of the State Bank and VIETINBANK’s resources - Renew the credit risk management in international standards, strengthening of measures of customer management, credits, focusing on strengthening credit quality and limit new loans incurred - Diversifythe portfolio on capital markets and monetary markets: + Increase the proportion of investment in bonds of large companies who have high liquidity and investment efficiency + Improve scoring ranking quality of financial institutions in the market and establish appropriate trading limit + Take initiative to predict and analyze the evolutions of the currency markets to seize business opportunities and valuable papers on the secondary trading market, helping the role as the bank to have influence on the bond market - Study to offer credit products which have specific characteristics and increase the competitiveness of credit products 6.2.4 / Customer sService quality solutions - Develop metrics and establish close monitoring department for customer service quality in the entire system; soon deploy customer relationship management system (CRM) - Improve and develop channels of customer care service Modern Contact Center, counseling, providing information accuracy, consistency, in quick way to improve service quality, brand promotion and reputation of VietinBank - Focus on training / retraining, organizing staff, ensuring staff to understand and know about the products / services of VietinBank and customer needs to GAMBAX0610- Group 124 Strategy Management enhance the effectiveness of counseling and customer service - Arrange officials in charge to monitor the transactions of large customers to take measures to care and treat in time when changes arise Actively develop mechanisms to monitor service quality of each unit - Regularly update the assessments of market demand and existing taste of the client to have orientation to develop appropriate services - Continuously develop and diversify services of charges, identify key products with market distinction to ensure satisfaction of customer needs and the roadmap of the annual reasonable development - From the years of 2011-2014, focus on the development of card payment services, modern remittance and expansion of bilateral payment system, payment system connection of VIETINBANK with other credit institutions - Implement well the cross-selling of products, provide package finance services for customers to increase service revenue 6.2.5 / HR IT sSolutions - Accelerate the implementation progress of IT Strategy in 2012 - 2015, the key modernization projects as plan has been approved (Core Banking replacement project, deploying middleware and other software systems , ) - Improve the quality of project management, ensuring compliance with procedures and overall management throughout the project to meet scope, schedule, performance and budget requirements for the IT strategic projects - Continue to upgrade IT infrastructure to support development of new products and services with high technical content to meet the increasing requirements of customers Develop data management policies, serious business thoroughly to ensure reliable information quality for decision-making executive management - Improve the teaching quality of VIETINBANK human resource training and development school, equip facilities to meet the training of staff in the industry GAMBAX0610- Group 125 Strategy Management - Implement continuously staff training programs at all levels, focus om improving business, intelligence and market analysis skills, service exploiting skill and attitude of customer care consultant , and for direct staff selling banking products and services - Identify team of leaders, key staff to sent abroad for training under the programs, content of VIETINBANK needed boost - Always good planning, annual staff evaluation, assign work consistent with the level of staff - Regular training of academic labor regulations, corporate culture, communication behavior in banking 6.2.6 / Solution for Information Technology  Develop IT systems in three specific objectives: i) increase the supply capacity of products and services with high quality, ii) continuous and timely business information support for levels; iii) ensure safety of the system when operating  Identify software investment as important, crucial to the efficiency of investment in information technology  Standardize reporting system at the head office and branches based on the maximum exploitation of resources in the data warehouse  Focus on reviewing and approving projects of necessary technique equipment for interconnection of modules of new business (credit cards, POS) with the current system 6.2.7 / Solution on the organizational and operating structure anddeveloping operation network - In addition to consolidating and improving the quality of unit operations for the local network, it continues to promote operation toward international market by opening branches in Laos (In February/2012), Berlin - German (first quarter of 2012), followed by going into the Myanmar, the UK, CH.Sec, Poland markets In the future, it will continue to research and expand the network towards potential GAMBAX0610- Group 126 Strategy Management markets like the Middle East, the Americas - Continue the successful implementation of the equitization of the commercial bank State shares occupy over 51% Meeting of shareholders has the highest authority to approve annual business plans and profit distribution according to proposal of the Board of management in accordance with regulations of the law - Should regularly review and implement the management of organizational structure with clear division and reasonable.mechanism - Issue a full range of regulations, operating mechanism, management innovation towards international standards and practices - Establish new branches in areas with potential for development and expansion, establish more transaction offices in the developed economic areas Open the automatical banks in the large commercial and industrial zones, urban areas - Develop electronic distribution channels (internet banking system) which are professional, modern, electronic money transfer, information security - Develop and strengthen its subsidiaries such as securities, leasing, insurance, asset mining to provide banking products and services to customers fully - Carrry out effectively maketing, advertising, marketing and customer care - Implement effective work maketing, advertising, marketing and customer care Implementation roadmap in 2012 - Improve the organization of VIETINBANK financial group; operations in the model bank of Banking Finance Group - International IPO and list internationally in the appropriate time * Roadmap for implementation in 2012-2015 - VietinBank will focus on implementing a comprehensive restructuring of the bank under the direction of modernization, improving competitiveness - Continue renewing and upgrading the organization, management and also accelerate the equitization process GAMBAX0610- Group 127 Strategy Management - Train to improve the quality of human resources, promote technological investment and innovation, improve the quality of products and services, control bad debt - Business Goal set out is continuing to promote growth, dominate the market on the basis of safety and sustainability Model 3.1 of VIETINBANK Financial Group GAMBAX0610- Group 128 Strategy Management BOARD OF DIRECTORS BOARD OF DIRECTORS Audit and internal Auditcommittee and internal control control committee Strategy and Strategy policy and policy committee committee Committees: Salary Committees: Reward, HRSalary Reward, HR Asset Asset Management Management Committee Committee (ALCO) (ALCO) Risk Risk Manage Manage ment ment MANAGEMENT MANAGEMENT BOARD BOARD Group office and branches Group office and branches Commercial Banking Activities Investment Banking Activities Vietnam Bank for Industry and Trade Risk Risk management management committee committee Credit, investment committees Credit, investment committees Insurance Activities Other financial services Financial leasing company Other Services Securities Company Non-life insurance company Indovina Joint venture Bank Fund Management Company Life Insurance Company Saigon Bank for Industry and Trade Vimedimex Financial investment company VIMEDIMEX Reinsurance Company National Financial Switch Company (Banknet) Institute of Development Studies UDIC Finance company Real estate and financial investment company Other insurance companies that VIETINBANK has invested capital Card Company Companies operate in a number of other specialized areas Comercial banks invested capital by VIETINBANK Other companies (investment banks) which VIETINBANK has invested capital Gold Investment andTrade Company (Vietnam gold) Financial investments and other strategic partners Human Resource Development and Training school Remittance Company Internet Banking Services Company PROPOSALS To effectively implement the objectives and measures set out, the Group has a number of proposals for the State bank, Association of Vietnam banks on GAMBAX0610- Group 129 Strategy Management mechanisms and policies to create more favorable conditions for activities of the banking industry in general and Vietinbank in particular in the future as follows: For State Bank of Vietnam - State Bank of Vietnam needs to strengthen management work through the Associations, Card Alliances, and also has support policies to promote methods of non-cash payment - Enhance the inspection of the Cis’ activities in the area to ensure the operation of banks in accordance with law and comply with the provisions of SB Especially the implementation of mobilization of interest rate ceiling For the Vietnam Bank Association Vietnam Bank Association (VBA) should promote the connection role of banks in the country to increase competitiveness The policies on interest rate, exchange rates and investment of modern technology, new products depend on individual strategies of each bank so it’s located within the framework of the mutual agreement of the VBA, avoiding price wars which are not necessary such as interest rate war has taken place in recent years 6.4 / Implememtation roadmap from 2012 to 2015 - Continue to expand the scope and scale of operations through the development of the network, set up and link the establishment of subsidiaries trading on financial and monetary fields - Open representative offices in several countries in Asia and Europe - Strive to become a strong banking finance group in the region in 2015 CONCLUSION With the mission to become a bank which operates multi-function in the direction of financial group, Vietinbank is having strongly changing steps To accomplish this mission, Vietinbank needs to have wisdom strategies in its business development.VIETINBANK’s mission to identify strategic objectives between now GAMBAX0610- Group 130 Strategy Management and 2015 is a Bank operating multi-purpose, operating towards development of banking finance group, striving to become leading and advanced powerful financial group bank in Vietnam and in the region To accomplish this mission, the Bank should have the wisdom strategies in business development Life always needs change, change to develop and find new directions, new challenges, to reach perfection But that change, especially for a business should have a plan, a carefully preparation to survive and develop in accordance with every challenging situation Over the course of operation, it can see VIETINBANK has gone in the right direction and achieved important results With its next development phase, VIETINBANK should have specific strategy and plans to continuously strengthen the competitive advantage thereby ensuring both development in the depth and breadth for its activity field In the period of 2012 - 2015, investment strategy for increasing compettive capacity, market share expansion, key product human resources, technology, marketing promotion and consolidation in the top position in the bank sector is priority and appropriate orientation The implementation process must be process of flexible, quick operation to perform the strategy in the smartest and the most effective way Based on the theoretical theory framework of strategic management and the basis of actual data, the group has strongly constructed business strategy for Vietinbank - a leading bank of financial and banking system of Vietnam.and the real reports of VIETINBANK, the thesis has proposed Development Strategy Planning for VIETINBANK in the strategic plan by 2015 LIST OF REFERENCES Garry D Smith, Danny R Arnold, Bobby R Bizzell, translator: Nguyen Van Dong (2003), Business strategy and policy, Statistics Publishing House GAMBAX0610- Group 131 Strategy Management Dr Prof Le The Gioi, Dr Nguyen Thanh Liem, MBA Tran Huu Hai (2007), Strategic Management, Statistics Publishing House Nguyen Khoa Khoi and Dong Thi Thanh Phuong (2007), Strategic Management, Statistics Publishing House Prof Dr Dong Thi Thanh Phuong, MBA Nguyen Dinh Hoa, MBA Tran Thi Y Nhi (2005), Strategic Management Textbook, Statistic Publishing House Nguyen Hai San (2006), Principles of Management, Statistics Publishing House Fred David (2006), translated version Concept on strategic management, Statistical Publishing House National Assembly of Socialist Republic of Vietnam (2000), Law on Credit Institutions No 07/1997/QHX The relevant documents of VIETINBANK:  The financial statements of years 2005, 2006, 2007,2008, 2009, 2010, 2011  The reports on business results in 2008, 2009, 2010, 2011 and business plan in 20120 Websites:  http://VIETINBANK.vn  http://www.vnexpress.net  www.atpvietnam.com  http://VIETINBANK.vn  http://www.vnexpress.net  www.atpvietnam.com GAMBAX0610- Group 132 ... and proposals to build the business strategy of Vietinbank - Conclusion part GAMBAX0610- Group Strategy Management GAMBAX0610- Group Strategy Management CHAPTER I: THEORETICAL BASIC PRINCIPLES II... 1.3.1 Payment activity .49 1.3.2 Business operations of foreign currency trading .49 GAMBAX0610- Group Strategy Management 1.3.3 Remittance activity 49 1.3 Card services and... Operation network solution 72 CONCLUSION 74 LIST OF REFERENCES .75 GAMBAX0610- Group Strategy Management TABLE OF CONTENT BEGINNING PART I /