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GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM CAPSTONE PROJECT REPORT BUILDING BUSINESS STRATEGY FOR OPERATIONS CENTER OF VIETNAM BANK FOR AGRICULTURE AND RURAL DEVELOPMENT TO 2015 HA NOI 2011 GUARANTEE We underatake that this is our research topic Used data and result in topic are honest with clear orgirin We have researched, discussed and applied leaned knowledge together to clarify issues is our selected topic AUTHOR GROUP 04 TABLE OF CONTENTS LIST OF ABBREVIATIONS LIST OF TALBES LIST OF FIGURES PREFACE CHAPTER I: THEORETICAL BASES OF ENTERPRISE’S BUSINESS STRATEGY 1.1 Business strategy of enterprise 1.1.1 Concept .3 1.1.2 Strategy in business unit 1.1.2.1 Concentrated growth strategy .3 1.1.2.2 Competitive strategies under M.Porter’s viewpoint 1.1.2.3 Competitive strategies for business units by position of market share in the market 1.2 Process of building business strategy 1.2.1 Determining business missions 1.2.2 Evaluating external factors 1.2.3 Analyzing internal factors of enterprises .3 1.2.4 Analyzing strategies and selecting .3 1.3 Tools to build business strategy 1.3.1 Stage of collecting and systemizing information 1.3.1.1 EFE matrix 1.3.1.2 Competitive profile matrix 1.3.1.3 IFE matrix .3 1.3.2 Combining stage 1.3.2.1 SWOT matrix 1.3.2.2 Big strategy matrix .3 1.3.3 Stage of decision-making 1.4 Influence of banking sector’s characteristics on strategy management 1.4.1 Potential demand for banking services 1.4.2 The management of the State Bank of Vietnam 1.4.3 The development level of related and supporting fields 1.4.4 Rivals 1.4.5 Internal factors of banks CHAPTER II: BUSINESS ENVIRONMENTAL FACTS OF OPERATIONS CENTER OF VIETNAM BANK FOR AGRICULTURE AND RURAL DEVELOPMENT 2.1 Overview of Operations center of Vietnam Bank for Agriculture and Rural Development 3 2.1.1 About Vietnam Bank for Agriculture and Rural Development 2.1.2 The formation and development of Agribank operations center 2.1.3 Organization system of Agribank Operations Center 2.1.4 Functions and missions of the Operations Centre 2.1.4.1 Functions 2.1.4.2 Missions of the Operations Centre 2.1.5 Products and services 2.1.6 Business outcome 2.1.6.1 Direct business outcome of the OC .3 2.1.6.2 The business result of months of 2010 .3 2.2 Analyse environmental factors affecting operations of the OC 2.2.1 Macro environment .3 2.2.1.1 Economic environment 2.2.1.2 Culture and society environment 2.2.1.3 Environment of the law, Government and politics 2.2.1.4 Natural environment .3 2.2.1.5 Technological environment 2.2.2 Micro environment 2.2.2.1 Completive rivalry 2.2.2.2 Customers .3 2.2.2.3 Suppliers .3 2.2.2.4 Potential rivals 2.2.2.5 Substitute products 2.2.3 Evaluate opportunities and threats .3 2.2.4 Matrix of external factor evaluation (EFE) 2.2.5 Matrix of competitive imagine 2.3 Analyse internal factors of the OC .3 2.3.1 Human capital .3 2.3.2 Marketing 2.3.3 Organizational structure 2.3.4 Capacity of management .3 2.3.5 Financial capacity 2.3.6 Research and development 2.3.7 Information technology (IT) 2.3.8 Evaluate Strengths and weaknesses .3 2.3.9 IFE matrix 2.4 Necessity of establishing business strategy for the Operations Centre .3 CHAPTER III: BUSINESS STRATEGY OF AGRIBANK OPERATIONS CENTER UNTIL 2015 .3 3.1 Business target of the operations center until 2015 3.1.1 General target 3.1.2 The specific goals to 2015 3.2 Analyse feasible business strategies 3.2.1 Analyse SWOT matrix 3.2.2 Analyse matrix of large strategy 3.2.3 Define business strategic alternatives 3.3 QSPM matrix .3 3.4 The solutions for performing strategies 3.4.1 The solution for developing human capital 3.4.1.1 The process of recruiting and attracting human resource 3.4.1.2 Train and retrain employees 3.4.1.3 Policy of personnel management, salary and treatment 3.4.1.4 Policy of promotion, appointment 3.4.2 Marketing solution 3.4.2.1 Market research 3.4.2.2 Marketing Mix performance 3.4.3 Solutions of technology .3 3.4.3.1 System 3.4.3.2 Human resource of Information technology (IT) 3.4.4 Solutions to restructure the organizational mechanism 3.4.5 Building enterprise culture 3.4.6 Building infrustructure and facility CONCLUSION .3 PETITION REFERENCES LIST OF ABBREVIATIONS SBV State Bank of Vietnam CB Commercial bank JCB Joint stock commercial bank SOCB State-owned commercial bank Vietcombank Joint Stock Commercial Bank for Foreign Trade of Vietnam Vietinbank Vietnam Bank for Industry and Trade Agribank Vietnam Bank for Agriculture and Rural Development BIDV Bank for Investment and Development of Vietnam ATM Automated Teller Machine SMS Short Messaging Service EFE External Factor Evaluation Matrix IFE Internal Factor Evaluation Matrix SWOT Strengths-Weaknesses, Opportunities-Threats Matrix IE Internal-External Matrix SME Small and Medium-sized Enterprise OC Agribank Operations Centre LIST OF TALBES Table 2.1: Direct business outcome…………………………………………………… 33 Table 2.2: GDP growth rate…………………………………………………………… 39 Table 2.3: Export-import turnover …………………………………………………… 40 Table 2.4: Population scale and structure …………………………………………… 43 Table 2.5: Structure of total payment means of the period 2002-2006 ………… 45 Table 2.6: EFE matrix…………………………………………………………………… 55 Table 2.7: Matrix of competitive imagine …………………………………………… 58 Table 2.8: IFE matrix…………………………………………………………………… 69 Table 3.1: SWOT matrix………………………………………………………………… 75 Table 3.2: QSPM matrix………………………………………………………………… 78 Table 3.3: The strategies………………………………………………………………… 79 LIST OF FIGURES Figure 1.1: SWOT matrix……………………………………………………………… 19 Figure 1.2: Big strategy matrix………………………………………………………… 20 Figure 2.1: Organizational structure of the Operations Centre…………………… 30 Figure 2.2: GDP growth rate…………………………………………………………… 39 Figure 2.3: Export-import turnover…………………………………………………… 40 Figure 2.4: Population scale and structure…………………………………………… 43 Figure 2.5: Structure of total payment means of the period 2002-2006………… 45 Figure 2.6: Factors………………………………………………………………………… 49 PREFACE The necessity of the topic selection According to the commitment with the World Trade Organization (WTO) and bilateral agreements, Vietnam is responsible for removing barriers in trade and finance to foreign investors in domestic market Therefore, in the coming time, Vietnam’s enterprises will have to face a lot of difficulties rooted in fierce competition when the market is opened By the end of 2011, foreign banks will be treated as domestic ones; Vietnam’s banks will have to face tough competition from these rivals At present, banks are pushing up the establishment and expansion in scale to form a certain status for themselves Making appropriate business strategy suiting specific characteristics of each bank to survive, developing and raising competitive capacity are urgent needs of each bank From that fact, we choose the topic “Making business strategy for Operations Center of Vietnam Bank for Agriculture and Rural Development (Agribank) to 2015” as the group’s Capstone Project Report Object and scope of the study - Object of the capstone project is business strategy of Agribank’s Operations Center - Scope of the study is business activities of the Operations Center with comparison to those of other competitors in the sector including: Joint Stock Commercial Bank for Foreign Trade of Vietnam (Vietcombank), Vietnam Bank for Industry and Trade (Vietinbank) and Bank for Investment and Development of Vietnam (BIDV) Purpose and objective of the study Purpose of the thesis is making business strategy for the Operations Center to 2015 and recommending solutions to implement this strategy to make the OC the strongest branch in Agribank system Objective of the study: - Generalizing basic theories on business strategy, process of building strategy, tools for building strategy and the influence of banking characteristics on strategy management - Analyzing external and internal factors to find out strengths-weaknesses, opportunities-threats of TC - Identifying business goals basing on strengths-weaknesses, opportunitiesthreats, making business strategies and working out solutions to implement those strategies Method of the study - Sources of information: The Capstone Project Report uses secondary information from books, newspapers, banking magazines, websites (asset.com, Agribank.com.vn, bidv.com.vn, vietcombank.com.vn…), and statements released by Agribank, Vietcombank, Vietinbank and BIDVbank - Method of approach: the Capstone Project Report uses a collective of approaching method When analyzing business situation of the Operations Center, we use particular approaching method, when analyzing external and internal factors, we use historical approaching combining with qualifying and quantifying - Method of collecting primary information: The Capstone Project Report uses the methods of observing and interviewing experts - Method of processing information: The Capstone Project Report uses the methods of modeling, analyzing causes and effects, descriptive statistics when analyzing business activities of OC combining with methods from the subjects of Strategic Management, Human Resource Management, Marketing Management, Finance Management, Operations Management, etc Implications of the study This Capstone Project Report has based on the theories related to strategic management and applied those theories to analyze strengths-weaknesses, opportunities-threats of the OC to make business strategies and work out solutions to implement these strategies, especial amid Vietnam joining WTO and will fully carry out commitments on banking in 2015 CHAPTER I: THEORETICAL BASES OF ENTERPRISE’S BUSINESS STRATEGY 1.1 Business strategy of enterprise 1.1.1 Concept The concept of "strategy" (strategy) is from ancient Greek, derived from the military field (strategos) with the basic argument that a party could crush competitors, including larger and stronger rivals, if they could lead the game and putting opponents on the battle-field that is favorable for the deployment of its capabilities (advantages) Currently, in the business world with full of competition, the concept is increasingly studied and development, concentrating on four main categories: plan, model, location, and vision According to these viewpoints, strategy is: "A unified, comprehensive and coordinated plan is designed to ensure that the basic objectives of an enterprise are carried out successfully" (Lawrence R Jauch and William F Gluek (1989) Business Policy and Strategic Management) "Identifying basic and long-term goals of the enterprise, the action plans along with the allocation of resources needed to accomplish those objectives” (http://www.news.harvard.edu/gazette/2007/05.17/27-chandler.html January 10th, 2010) “Business strategy of an enterprise is an overall action plan aiming at the implementation of enterprises’ goals” Business strategy does not target to work out a specific method to achieve that goal because it is the task of numerous supporting programs and other relevant strategies It only creates framework to maintain action a) Business strategy is often defined under three levels 10 For target ones, after providing service, bank must hold the relationship to get feedbacks from them, then, have timely solution…all of those methods are to bring the highest satisfaction for customers, who are the main income for bank h) Building marketing standards of products, markets, customers, expenditures… and making weekly or monthly reports to improve the efficiency of marketing activities, gain more profits for the bank - The measure of marketing costs is different: campaign of sending letters, marketing through telephone campaign, promotion program, organizing event campaign, publishing new products campaign… - The measure of sales: increase in revenue, market share, sales from new products, measure of utility of customers - In term of customers: the complaints of customers, their satisfaction, new quantity of customers gained, number of loss customers, ratio of remaining customers, customer turnover… - Measure of multimedia: the ratio of voting, effectiveness frequency, total access (GRP)… - Measure of brand name: power of brand name, value of name (felt), measure of sales force, costs for calling products, costs of selling products, probability of profitability, price sensitive rate… 3.4.3 Solutions of technology Solutions of technology can be considered under viewpoints (software and hardware) and human resource in information technology 3.4.3.1 System - Software: IPCAS program applied since 2004 up to now has gained many profits for the bank and customers through management and rapid online accounting in the whole system However, OC should ensure the security because services of electric banking built in public telecommunication networks consists 89 many risks Therefore, the system should be ensured the high security of data transformation such as camera in working room, special lock for computer room to prevent destruction to the bank - Hardware:  All of computers should be uniformed in terms of configuration, avoid the situation that computers used in trading division are not strong enough to run modern programs  Beside the formal system, OC should have reserve system which is always willing In addition to online system, there also should have offline system to ensure the stable and usual operation of inside trading in spite of telecommunication congestion  Technological system must have network system in operation in order to not disturb the operation of OC when connecting more system 3.4.3.2 Human resource of Information technology (IT) - Operating ability of the whole technology system and the introduction of new products depend IT human resource very much Thus, bank should select and reward members in IT department suitably Simultaneously, requirements form other departments should be showed on report to identify responsibility and progress in each department, blur the thinking of dependence, which leads to the lack of responsibility and confliction - Supporting IT staff to follow necessary informatics courses as well as approach information in finance and banking field 3.4.4 Solutions to restructure the organizational mechanism Construct and complete the organizational mechanism by setting up blocks, orienting toward customers with the developing scale and managerial system according to decision 446/QĐ-TCCB published by Agribank From then on, making good of the shortcomings; for example, risk management office is separated from operation offices, forming an individual office, the customers perform the transaction through one door department, the relationship among departments and offices is the working one according to the professional process and to the functions 90 of each department The relationship between departments of head office and Operations office is the relation of directing, checking, supporting about profession based on the functions and targets of each department so as to carry out the common target altogether In order to this, Operations office needs to set up departments according to blocks (see index): a) Customer relationship - Enterprise customer relation department: Separated from enterprise credit department, carries out such functions as marketing, developing relation between enterprise customers and credit business - Indivudual customers relation department: Separated from enterprise credit department, carries out such functions as marketing, developing individual customers relation, selling products and services of retail sales banks and credit tasks of individual customers b) Operating block - Credit management office: Set up from a part of enterprise credit office and a part of individual credit office, directly carries out crediting operation and management, guaranty; implementing standby risk extraction and setting according to the result of loan classification of Customer Relation Office - International Payment Office: Separated from a part of Enterprise Customer Servicing Office, directly implements commercial financing transaction, customer marketing, and responsible for improving cooperation effectiveness of the organization - Changing the name of Monetary Fund Office into Fund Management and Service Office, directly implements operations of Fund and Store management, and Fund Import-Export, developing services on Fund and Store, acting as a counsellor for the Board of director on methods to make sure of the safe of Fund and Store and Monetary Security - Marketing office: Directly manages the accounts and transactions with the customers, developing and putting into use new services 91 c) Risk management block Risk management office is set up to act as a counsellor to propose policies, methods to develop and improve credit quality, evaluate risk of loan, make sure that all credit proposals suit the regulations, tackle with bad debt, instruct the method to prevent operation risks, prevent money laundering, manage quality management system ISO, internal audit… d) Internal management audit - General planning office: Collecting, generalizing, analysing, evaluating information about the economy, policy, society situation of the local, of the partners, of the competitors, which strongly affects on the activities of the organization; counselling to develop and implementing and evaluating the implementation of developing plans and business plans; assisting the Director and giving general views on the business activities of the organization - Administration – Human resource Offcie: the head centre to counsel, propose and assist the Director to carry out the operation of organizing human resources and developing human forces right in the organization; managing the rewarding and competition operation; the head centre to complete legal formalities - Finance-Accouting Office: Manage and carry out keeping business account of detailed accounting and general accounting; implementing the tasks of postverifying accounting documents; supervising finances; propose the policies to manage properties, finances, and interal spending; the head center to manage all accounting dât, carrying out financial statements… - Computer center: Directly implements its jurisdiction, regulations, and information technology process of the organization; instructing, training, supporting, and checking offices and cadres to operate fluently, correctly in IT field 3.4.5 Building enterprise culture The culture of the organization is considered as the awareness only existing in one organization but not in one individual Therefore, individuals have different cultural foundations, lifestyles, awareness; in different positions in one 92 organization, there exists the trend to disply the organziation’s culture in one way or at least there is a common denominator Organization culture is concerned with the staffs’ awareness and behaviors inside and outside the organization At the same time, organization culture is the most specific and likely image of the organzation that everyone can easily see The image can be formed by many factors Therefore, only one factor changes, theoreotically, image of the organization will change Therefore, in theory, that the culture of this organization will be the same as that of other organizations will never happen although they have many things in common Basic characteristics of organization culture: - Self-manage of individuals in the organization ( responsibility, independence, behavior, working styles…) - Mechanisms of the organization (regulations, rules, specific regulations) - The assistance of managers to their staffs - Union spirits and companion spirit expression in the organization - Considering, rewarding, ways to reward as well as its foundation - Conflicting, resistance and ways to solve conflcts - Possible risks and the resistances to possible risks If wanting to build organization culture, Operations office needs to carry out: - Take the customers as the centre objects in every activity of the Operations office, function professionally, dealing with the work quickly, and effectively in order to meet the demand of every customer - Make sure of the unification of working culture of Agribank in every level and the whole branches - Gradually setting up friendly bank culture, and active working styles, having the harmonious cooperation among departments, creating friendly working environment, in which every staff tries their best to promote their abilities 93 - Explicit and publicize all of its functioning policies from recruitment to rewarding during working process - Treat fairly with all members, avoiding being partial towards any individuals due to acquantainces, creating healhy competitions inside the organization, that is the motivation to impulse the organization to develop more powerfully - Beside equipping the staffs with professional knowledge, professional skills are always mentioned Operations office has the role to instruct its staffs to form disciplinary awareness, and professional ethics - Together with defining tasks and responsibilities of the staffs, it is necessary to creat conditions for them to complete their assigned tasks and build salary and rewarding policies, clear working evaluation, recognize their performances in order to encourage them to their tasks self-conciously and devote their time and efforts for the development of the organization - Operations office needs to instruct their staffs to be aware that their colleagues are internal customers, if so we can create a friendly and healthy working environment - Building the relations between leaders and staffs as the cooperative relation for the sake of the bank’s activities but not only the tasks only in order to avoid being blamed, specifically:  Share the staffs about the working targets in order to understand and have methods to help them carry out the targets  Share the staffs about the knowledge and skills in order to help them improve their abilities and also create their trust and devotion on the managers  Do not consider the staffs as normal people, consulting their ideas in decision making 3.4.6 Building infrustructure and facility 94 The head office of the transacton office is located in the main building of Agribank, this is also the preference of the transaction; however, the usable area does not meet the demand of departments when reconstruct the organization mechanism In 2011, the transaction will carry out repairing the professional offices in order to suit the functions of each one due to the fact that the Head Office will move to new building located in My Dinh – Ha Noi In summary, chapter analyses and combines such factors as: chance, risk, strengh, weakness in the comparison relationship between Operations office and other competitors and building replaceable strategies to give out attacking solution Solutions needs carrying out comprehensively right at this time so that Operations office can self-establish a stable position in the future CONCLUSION The period 2010 – 2015 to the economy in general and to banking sector in particular will witness changes on quality in the competitive environment: that is the movement form domestic competition to international competition The pressure from international economic integration will not allow the enterprises to step indifferently and leisurely Operations office also does not stand outside that law In the trend of development and integration Operations office is required to have timely changes so that it can stand fully and develop in the competitive environment Therefore, Operations office needs to build a strong ability, a correct orientation to intergrate in the common environment On the basis to analyse the strengh and weakness, change- risk of Operations office, the research finds out business strategies for the Operations office: market development strategy, leading with low cost; marketing; reconstruct the 95 organizational mechanism and developing human forces In order to carry out strategies, transacttion office needs to focus on solution groups: solution to develop human resources, about distribution net, marketing, technology, reconstruct the organziation mechanism, building the organization culture, building facility and infrustrucutre However, business environment always has changes, so Operations office needs to regularly check and evaluate the results of the solutions in order to have suitable adjustment Beside given solutions, the research also has proposal toward Agribank, and Vietnam Bank Association about mechanism, policies in order to create preferable condition for the development of banking sector in general and of Operations office in particular in coming time PETITION For State Bank of Vietnam (SBV) SBV should consider carefully necessary and sufficient conditions to license new commercial bank Vietnam economy now does not lack banks but service quality, serving culture, competent human capital in management and baking operations as well as modern banking services… When a bank has just been established, problems as struggling for human, market share will occur, disordering business strategy of the old banks The “cake” called market share is crushed down and has to raise bigger number of banks It can cause chaotic circumstance which difficultly controls risk The problem that the industrial corporates found their banks easily leads to make crosswise loans among the corporates have joint ownership toward the bank Consequently, credit risk is always in high thread 96 Furthermore, according to current statistics, there are many card alliances such as: Vietcombank, Dong A bank, BIDV card alliances… All they compete and not link with together This does not make advantage to issue of limiting domestic cash payment Accordingly many countries in the world as: Japan, China, and Philipine… each state has its unified paying system and merging directions: the first way, the State Bank invests a unique system and forces other banks to join The second way, the State Bank will choose the best payment net among existing ones and others have to take part in the third is that the State Bank chooses existing net in the world for domestic banks (like Philipine choosing Master Card) Thus, if a common net is formed, the State Bank has to take action If this is satisfied, payment by cash will reduce in trend of the age Making loan and controlling banking structure will be easier, cost of transaction and investment is lower, avoiding waste of investing technology on the large scale like present time In short, the things which are now necessarily done are restructuring specialized task, modernizing and rationalizing technology, unifying payment network into national one, balancing branch net of existing banks – even discussing about merging small banks and promoting privation of State-owned commercial banks, taking it as foundation of forming some powerful financial group For Vietnam Banking Association (VBA) VBA is essential to promote its role of linking domestic banks to strengthen competitive capacity with foreign rivals Although interest policies, exchange rate, modern technology investment, new products… depend on private strategies of each bank; they should be under the frame of common agreements of VBA This will help avoid the fights on unnecessary price competition like interest war in recent years 97 REFERENCES 1- A.P PhD Nguyen Thi Lien Diep and M.A Pham Van Nam (2006), Business stratedy and policy, Labor and Society Publish House, Ho Chi Minh City 2- Fredr.David, The outline on strategic management, Statistics Publishing House, Ha Noi 3- PhD Nguyen Trong Nghia (2006), Training for more knowledge in international economic integration, The Training Centre of Bank Association, Ha Noi 4- The Income Statement of the Operations Centre – Vietnam Bank for Agriculture and Rurl Development in 2006, 2007,2008,2009 and early months of 2010 5- The annual statement of VietcomBank, VietinBank, BIDVBank 6- The decision no 112/2006/QD-TTg dated 24/05/2006 of the Prime Minister on approving the project of Vietnam bank industry by 2010 and orientation to 2020 7- The Magagize of Bank 2008,2009 and early months of 2010 98 10-1Website: www.vietcombank.com.vn; www.bidv.com.vn; www.vietinbank.com.vn; www.agribank.com.vn; www.asset.com and a lot of the websites on finance-economy-society 11 The Rise and Fall of Strategic Planning (1994) Henry Mintzberg Basic Books 12 Competitive Strategy (1986) Michael Porter Harvard Business School Press 13 "What is Strategy?" Michael Porter Harvard Business Review (Nov-Dec 1996) 14 "Customer Intimacy and Other Value Disciplines." Michael Treacy and Fred Wiersema Harvard Business Review (Jan-Feb 1993) APPENDIX CUSTOMER OPINION POLLING FORM Customer: Address: In order to serve and satisfy better and better needs of the honored Customer, please share your time and answer following questions: Do products and services of the Operations Centre – Vietnam bank for Agriculture and Rural Development satisfy your needs? Well Average Badly quite badly The time of dealing with transaction procedure and file: Fast Normal Slow Interest, fee in comparison with other banks are: Greatly high High a Deposit interest: 99 Acceptable Low b Borrowing interest: c Service fee: Serving attitude of banking officers: Enthusiastic Passable Unacceptable The pleasure level of the Customer toward products and services of the Operations Centre – Vietnam bank for Agriculture and Rural Development: Good Department of administration Normal Not good and personnel Rather good Please give other constructiveDEPUTY ideas (if have): Department of accounting and budget DIRECTOR Electronic computing department Department of credit Sincerely thanks to your cooperation! DEPUTY DIRẺCTOR APPENDIX Department of international payment Department of transaction and secutity order STRUCTURE OF THE OPERATINS CENTRE (After changing) DIRECTOR DEPUTY DIRẺCTOR Department of capital management and business Department of SWIFT Department of banking agencies Department of risk managemnet DEPUTY DIRẺCTOR Department of service and Marketing Department of Controlling and Supervising Department of foreign currency business DEPUTY DIRẺCTOR Department of capital and general plan 100 Department of oversees currency service 101 APPENDIX TABLE OF TASK APPOITMENT Unit TABLE OF Maker Approver Date of correction TASK APPOITMENT Times of correction Job position (code) NO Full name Signature VT-TC-01 Nguyn Van A VT-TC-03   Note: - Take main responsibility; - Take secondary responsibility, repalcing absentation of main taker APPENDIX TABLE OF TASK DESCRIPTION 102 POSITION DESCRIPTION Date of correction Department/Unit in charge Time of correction Name of position : Page Code of position : Responsibility: Power: Managing files as…of the department … Receive requirement of … … Maker Office clerk Working relationship: …    Report to Manager or Deputy manager of Department (in case of absentation of Manager about … Hand over and mandate to… when out of desk Connect to the Department … with the issue … Request: Qualification: Approver Language: Experience: English at C level; fluently listening, speaking, reading and writing 103 Other skills: ... joint stock banks have a total assets scale of over VND 10,000 billion such as ACB, Sacombank, Eximbank, TechcomBank, International Bank, DongA Bank, Hanoi Development Bank and Military Bank However,... magazines, websites (asset.com, Agribank.com.vn, bidv.com.vn, vietcombank.com.vn…), and statements released by Agribank, Vietcombank, Vietinbank and BIDVbank - Method of approach: the Capstone... Vietnam CB Commercial bank JCB Joint stock commercial bank SOCB State-owned commercial bank Vietcombank Joint Stock Commercial Bank for Foreign Trade of Vietnam Vietinbank Vietnam Bank for Industry