Luận văn thạc sĩ quản trị kinh doanh quốc tế MBA (199)

Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 GRATITUDE Our group would like to express our gratitude to teachers in Global Advanced Master of Business Administration Program coorganized by Training Technology Center – Hanoi National University with Griggs University- The United States of America They communicated us precious knowledge in the process of learning in the program We are also thankful to profession group contributing ideas and instructing us during process researching and implementing the topic Last but not least, we thank boards of Head Office of Bank for Investment and Development of Vietnam, Hung Yen Branch of Bank for Investment and Development of Vietnam, State Bank in Hung Yen province for helping us and creating favorable conditions to have essential information to complete this Capstone Project Report Hanoi, December 2010 Author group Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 TABLE OF CONTENTS Gratitude Table of contents Abbreviation list Diagram list Table list PREFACE CHAPTER 1: SCIENTIFIC FOUNDATION OF RESEARCH TOPIC 1.1 Definition and the role of Business strategy 1.1.1 Definition of Business strategy 1.1.2 Definition of the role of Business Strategy 1.1.2.1 Definition 1.1.2.2 The role of Business strategy 1.2 Process of building strategy 1.2.1 Analysis of external environment 1.2.1.1 Analysis of macro environment 1.2.1.2 Analysis of industry environment 1.2.2 Analysis of internal business 1.3 Strategy selection 1.3.1 Strategy in enterprise grade 1.3.2 Strategy in business grade SUMMARY OF CHAPTER I CHAPTER II: ANALYSIS OF BUSINESS ENVIRONMENT OF BIDV 2.1 General introduction about BIDV 2.1.1 General information about BIDV 2.1.2 Functions and missions of BIDV 2.1.3 Business operations of BIDV 2.1.4 Organizational structure of BIDV 2.1.5 Business performance of BIDV in recent years 2.2 Analysis of external factor affecting to Business operations of BIDV 2.2.1 Influences from macro environment 2.2.1.1 Socio-economy factor 2.2.1.2 Political- law environment 2.2.2.3 International factor 2.2.2.4 Technological factor 2.2.2.5 Influences from culture, society, geography and demographic 2.2.3 Influences from micro environment 2.2.3.1 Providers and customers 2.2.3.2 Alternative products 2.2.3.3 Competitiveness and competitive image matrix 2.2.4 Opportunities and challenges of BIDV 2.2.4.1 Opportunities 2.2.4.2 Challenges 5 8 9 10 13 13 14 18 22 22 23 24 25 25 25 26 26 26 28 32 32 32 36 37 38 39 40 40 42 42 49 49 49 Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 2.3 Analysis of internal environment factors of BIDV 2.3.1 Internal environment factors 2.3.1.1 Financial resources 2.3.1.2 Operation quality 2.3.1.3 Technological factor 2.3.2.4 Operation network 2.3.2.5 Human resources 2.3.2.6 Marketing factor 2.3.3 Strengths and weaknesses of BIDV 2.3.3.1 Strengths of BIDV 2.3.3.2 Weaknesses of BIDV SUMMARY OF CHAPTER CHAPTER 3: BUILDING BUSINESS STRATEGY FOR BIDV IN 2010-2015 3.1 Development goals of BIDV to 2015 3.1.1 Goals and operation policies 3.1.2 Core value 3.1.3 Vision 3.1.4 Development orientation in period of 2010 – 2015 3.2 Building and selecting business strategy for BIDV to 2015 3.2.1 Foundation for strategy establishment 3.2.2 Strategy establishment from SWOT matrix 3.2.2.1 Market penetration strategy 3.2.2.2 Market development strategy 3.2.2.3.Development strategy of new service products 3.2.2.4 Product differentiation strategy 3.2.2.5 Technological strategy 3.2.2.6 Financial capacity development strategy 3.2.2.7 Human resources management and quality strategy 3.2.2.8 Sustainable customer strategy 3.2.2.9 Strategy to increase marketing operations 3.3 Comprehensive solutions for strategies 3.3.1 Financial capacity increasing 3.3.2 Human resources 3.3.3 Net work and distribution system solution 3.3.3.1 Rearranging current Business net work 3.3.3.2 Increasing to open dealing spot in super markets 3.3.3.3 Opening more banking service counters 3.3.3.4 Establishing and widening ATM net work 3.4.4 Technological solutions 3.4.5 Solutions for the completion and development of banking service products 3.4.5.1 Capital mobilizing product group 3.4.5.2 Credit product group 3.4.5.3 Payment service and other products group 52 52 52 52 53 53 54 54 57 57 57 58 59 59 59 59 59 59 61 61 61 61 63 63 63 64 64 64 64 64 67 67 70 71 71 72 72 72 73 74 74 74 75 Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 3.4.6 Marketing policy completion 3.4.6.1 Regular analysis for competitors 3.4.6.2 BIDV trademark development 3.4.7 Increasing risk management capacity of BIDV 3.5 Proposals 3.5.1 With respect to State 3.5.2 With respect to State Bank SUMMARY FOR CHAPTER CONCLUSION References Appendixes 75 75 76 77 78 78 79 80 80 81 82 ABBREVIATION LIST Abbreviation AFTA BIC Meanings ASEAN Free Trade Area BIDV Insurance Company BIDV Bank for Investment and Development of Vietnam BFC Banking Financial Company BSC BIDV Securities Company BTA Bilateral Trade Agreement between Vietnam and America CAR Capital Adequacy Ratio EFE External Factor Evaluation matrix IFE Internal Factor Evaluation matrix GDP Gross Domestic Product R&D Research and Development WTO World Trade Organization Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 DIAGRAM LIST Diagram 1.1: Five functions of strategy management Diagram 1.2: Basic model of Strategy management Diagram 1.3: Macro environment Diagram 1.4: Development cycle of sector Diagram 1.5: Degree of capacity and demand in sector Diagram 1.6: Value chain Diagram 2.1: GDP growth rate in period of 2005-2009 and estimation for 2010 Diagram 2.2: GDP growth rate and GDP per capita in period of 1998-2007 Diagram 2.3: Fluctuation of USD/VND rate in period of 2006-2010 Diagram 2.4: Capital mobilizing and credit of BIDV and some other banks Diagram 2.5: Safety coefficient of capital and charter capital Diagram 2.6: Bad debt of Banks in 2009 TABLE LIST Table 1.1: SWOT Matrix Table 1.2 : QSPM Matrix Table 2.1: Business results of BIDV from 2005-2009 Table 2.2: The positive fluctuation of criteria of profitability and income structure Table 2.3: Income structure in period of 2006 -2009 Table 2.4: Debt surplus structure according to profession type Table 2.5: Interest rate fluctuation in 2009 Table 2.6: The number of customer in business scale Table 2.7: Comprehensive information about big Banks in Vietnam Table 2.8: First level branch network of big banks Table 2.9: Competitive image matrix Table 2.10: External Factor Evaluation matrix (EFE) Table 2.11: Equity Table 2.12: Internal Factor Evaluation matrix (IFE) Table 3.1: SWOT matrix Table 3.3: QSPM for S/T group Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 PREFACE The reason to choose topic: International economy integration becomes tendency and strongly happens in many aspects It is the demonstration of objective trend of the economy Moreover, to catch up with that trend, Vietnam actively participates in the international integration regarding as ASEAN, ASEAN Free Trade Area (AFTA), signing Bilateral Trade Agreement between Vietnam and America (BTA) in 2001, and the participation in World Trade Organization (WTO) in 2007 According to these agreements, Vietnam will open the market for subsidiary banks with 100% foreign capital and eliminate limitations for the operations of foreign bank branches Furthermore, to respond to more and more increasing pressure, a transformation period is applied in national banking sector, from the middle of 2005 when Vietnam made decision to restructure and capitalize State Commercial Joint Stock Banks Government also introduced new rules about the increasing capital of banks National Assembly also approved the law for credit organizations in 2010 In that general context of the economy, how Vietnam Commercial Banks have to face up with challenges and make use of opportunities as well as change challenges to opportunities not to have loss in ground This requires the commercial bank system has to be active and ready to take part in this integration and competition Business strategy is always an important factor affecting to the survival and development of a business Especially, in violent competition period after economic crisis as present, the future of a business will mostly depend on the Business strategy whether good or bad Taking part in the more and more violent competition, BIDV will have to face up with challenges to the survival and development of the bank Therefore, BIDV has to set up the Business strategy in following years – an extremely difficult phase after global economic crisis With above reasons – we – managers in BIDV system including four members choose the topic in line with the theme “Building Business Strategy for BIDV in 2010-2015 We hope that this topic will have significant contribution to BIDV Hung Yen in particular and BIDV system in general Furthermore, each individual will gain more Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 comprehensive information about banking market to have the most suitable Business strategy in total business operations The research objective Our group researches the Business environment of Bank for Investment and Development of Vietnam including external and internal factors From that, we can catch opportunities, avoid challenges and development orientation for the bank in period of 2010 - 2015, the result of research will help BIDV to keep the competitive position in market and is more and more developing in integration context Research subject and scope The research subject of this exercise in Bank for Investment and Development of Vietnam and the research scope is Banking industry in Vietnam Research method Secondary data collection method Data is extracted and collected from statistics yearbook, report from website of banks and annual reports of banks Besides, the exercise also uses some references, newspapers, magazines and lectures Comparison method, general method and other relating methods During the process of analyzing, the author group uses comparison and general method for data of BIDV in the past and at present as well as compares criteria, Business results between BIDV with other Commercial Banks Additionally, we also consult the ideas of experts in BIDV with the evaluation of matrixes Structure of the essay The essay includes the preface, conclusion, and appendix and reference list The essay has following chapters: Chapter 1: SCIENTIFIC FOUNDATION OF RESEARCH TOPIC Chapter 2: ANALYSIS OF BUSINESS ENVIRONMENT OF BIDV Chapter 3: BUILDING BUSINESS STRATEGY OF BIDV TO 2015 CHAPTER 1: Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 SCIENTIFIC FOUNDATION OF RESEARCH TOPIC 1.1 Definition and the role of Business strategy 1.1.1 Definition about Business strategy The concept of strategy existed from the Ancient Greek This terminology originated from military with the name of “Strategos”, it means the role of commander in military, A.Chandler defined it as “the determination of objectives, long term basic goals of applying a range of actions as well as the distribution of essential resources to implement these objectives ”(1) Until 1980, when the subject of Strategy Management became mature, Quinn.J.B introduced more general definition “Strategy is a pattern or plan integrating major objectives of policies or a range of actions to a close overall” (2) After that, Johnson and Scholes defined the term of strategy in the environment conditions with many quick changes “Strategy is orientation and scope of an organization in long term to gain the competitive advantages for the organization by means of formatting its resources in changed environment and meet the demands of market as well as satisfy expectations of relating parties ” (3) Until now, there are many different concepts about Business strategy depending on different research approaches, strategy is defined as “a train of complex actions to mobilize resources in an organization with a certain objective”(4) We see that all definitions about strategy have phrases expressing different aspects with the implication In order to have a polyhedral view with clearer understanding, in definition of strategy with five letters P, Mintzberg generalizes aspects of Strategy Management as following: Plan: An action chain with consistently predetermined (1), (2), (3) Associate Professor - Doctor Le The Gioi, Doctor Nguyen Thanh Liem, Master Tran Huu Hai (2009), Strategy Management, Statistics Publisher, page 10 (4) Slides of the subject of Strategy Management MBA Griggs in 2010 Pattern: The consistency about behavior over times, it may have the intention Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 of not Position: The suitability between organization and its environment Perspective: The deep awareness of the world Ploy: Specific ways to cheat the competitors (1) Therefore, Strategy Management similar to other management processes, includes the plan, implementation and implementation investigation The management subject here is the influences of environment (challenges, opportunities) and the ways business respond to the influences of environment (by efforts of all departments in business) Or in other words, Strategy Management includes general actions of plan, implementation and investigation The adjustment of Business strategist to ensure that the business always makes use of opportunities as well as minimizes challenges on the way of implementing objectives 1.1.2 Definition of the role of Strategy Management 1.1.2.1 Definition Strategy management “is a set of management decision and action of determining long term efficiency of a business” (1) Strategy management includes continuous actions (both internal and external actions), building strategy and evaluating the strategy investigation 1.1.2.2 The role of Business strategy Strategy management helps businesses clarify strategic vision, mission and objectives, or in other words, it helps the business see the objectives and orientation to select methods with the aim of achieving expected objectives Furthermore, strategy management work also points out the position of the business during the process of implementing those objectives (1) Associate Professor - Doctor Le The Gioi, Doctor Nguyen Thanh Liem, Master Tran Huu Hai (2009), Strategy Management, Statistics Publisher, page 11 Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 Strategy management makes the business realize opportunities and challenges from external environment, strengths and weaknesses in internal business to promote strengths, mitigate weaknesses, catch up with opportunities and prevent from external threats It means that the business always chooses the best strategy matching to Business environment and reality It is very important, especially in the more and more complicated environment The Business environment ceaselessly changes with remarkably violent competition in global context The strategy management work requires managers understand thoroughly information of external and internal environment; therefore, they can predict and set up plan for possible cases As a result, strategy management work will make the business be always active in making decisions flexibly to respond to fluctuations of market Diagram 1.1: Five functions of Strategy Management (1) Develop the prosperity of strategy and mission Adjust if needed Establish objectives Set up strategies to gain the objectives Adjust if needed Improve / Change if needed Implement and manage selected strategies Improve / Change if needed Evaluate the implementati on, investigate and adjust Recover 1,2,3,4 If needed 1.2 Process of building strategy Strategy is understood as a result of suitable planning process which is arranged carefully, we not want to say that it is controlled by senior managers in business Until now, management scientist and managers have proposed many models of strategy planning In each model, there is a frame for all strategy (1) Associate Professor - Doctor Le The Gioi, Doctor Nguyen Thanh Liem, Master Tran Huu Hai (2009), Strategy Management, Statistics Publisher, page 12 10 Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 for BIDV to continue implementing Furthermore, state also pays more attention to the instruction for solutions of debt backlog to help BIDV in particular and credit organizations in general clean up the financial reality + Determine to solve he backlog in basic construction investment, in which BIDV is the leading bank in area of lending for basic investment + Have policy mechanism to overcome difficulties of some projects relating to loan of BIDV as sugar cane loan, coffee loan, aquaculture loan, etc + Instruct relating parties, especially authorities to support BIDV in treating ensured asset of debt as land and asset using right connected closely to land to recover debt Consider the import tax reduction for technologies applied in banking sector as well as create favorable conditions promoting operations of payment in bank 3.5.2 With respect to State Bank Quickly apply direct policies according to market mechanism and international rules, minimize and eliminate the using of direct tools especially administrative methods in managing currency policy and banking operations Set up and complete the legal environment about sale operation matching to international rules and standards Modify foreign exchange management mechanism regulation and foreign rate control according to literately nonresident transactions Control transactions to make VND be free in conversion, eliminate limitations in Business foreign, opening foreign payment account in foreign countries as well as using foreign in national payment and saving Set up modern financial information system, ensure the banking system have effective operations as well as establish an integration program in Internet to update financial and currency information in the world Enhance the international cooperation relationship to open banking relationships, make use of capital, technology from countries and international organizations, exchange information in banking sector and popularize knowledge and integration experiences for officers of state bank and some commercial banks 79 Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 SUMMARY OF CHAPTER The period of 2006 - 2010 is the foundation period for Vietnamese banks in general and BIDV in particular It decides to survival and development of BIDV in following years From the analysis and evaluation for internal and external environment factors, chapter sets up some development strategies for BIDV to 2015 Furthermore, author group also proposes specific solutions All BIDV system, State Bank and other authorities have to cooperate and attempt to make the solutions take effect CONCLUSION Over 50 years, BIDV system has contributed and built up almost important projects increasing efficiency of investment capital Investment strategies of BIDV have right direction regarding as banking technology transformation, administration transformation to enhance the competitive capacity Therefore, achievements of BIDV system over the past years are high growth rate in currency Business, productivity, efficiency, quality and financial capacity creating the solid foundation for the development of all system with the direction of multi-function financial group in international integration context The period of 2010 - 2015 is very important to BIDV in the implementation of capitalization Building right strategy in this period has decisive meaning for the survival and development of BIDV in the future Basing on the theory frame about strategy management and real reports of BIDV, the exercise focuses on contents: some basic theories about development strategy of BIDV to 2015 As a result, the group proposes some solutions to implement given strategies successfully During the process of formulating solutions, BIDV has to regular evaluate and check to have suitable adjustments because of continuous changes of Business environment Although the group tries our best to research, the essay has limitation because of limited time, experience and knowledge about society as well as difficulties in 80 Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 the process of finding information We hope that above proposes will have significant contribution as a useful reference for BIDV in particular and Vietnamese banks in general as well as students in following courses./ REFERENCES Curriculum Strategy Management of Associate Professor – Doctor Le The Gioi, Doct To Nguyen Thanh Liem, Master Tran Huu Hai (2009), Statistics Publisher Slides of Strategy Management, MBA Griggs in 2010 Report “Comprehensive strategy to develop service industry to 2020 and vision to 2025, Multi-party Commercial Supporting Project, phase III (EU-Vietnam MUTRAP III) Floor 9, Minexport Building, 28 Ba Trieu, Hanoi, Vietnam Email: mutrap@mutrap.org.vn; Website: www.mutrap.org.vn Socio-economic development strategy in draft 2011-2020 baodientu.chinhphu.vn dated on 16/10/2010 Announcement number 191 - TB/TW of Ministry of Politic about goals and solutions for the Banking development to 2010, vision to 2020 Nine month macro economic report of BIDV independent research organization, 35 Hang Voi, Hoan Kiem, Hanoi, Telephone number: 04 2222 53 03 Annual report of Vietnam economy in 2010 Chapter of Doctor Pham Van Ha State bank magazine Annual report of BIDV, VCB, ICB, AGRIBANHK 10 Fred David (2006), Translation Concept about Strategy Management, Statistics Publisher 11 Relating documents of BIDV in 2005, 2006, 2007, 2008.2009 12 Website: BIDV, VCB, ICB, AGRIBANHK http://www.vnexpress.net, http://vneconomy.vn/, www.atpvietnam.com 81 Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 82 BANK FOR INVESTMENT AND DEVELOPMENT OF VIET NAM Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 HERE IS SOME QUESTIONAIRS TO COLLECT INFORMATION BUT WE HAVE NOT ENOUGH TIME TO APPLY APPENDIX No QUESTIONNAIRE FOR BUSINESS CUSTOMERS SA (single answer): The question has only one option MA (multi answer): The question has many options Question Contents of the question Code When the company has the demands of using financial banking services, what bank you think about at first in following State Owned Banks? (SA), (Interviewer does not suggest the answer) + BIDV (Bank for Investment and Development of Vietnam) + Agribank (Bank for Agriculture and Rural Development of Vietnam) + Incombank (Bank for Industry and Trading of Vietnam) + Vietcombank (Joint stock commercial Bank for Foreign Trade of Vietnam) + Another Which of following products of BIDV your company considers as the most optimal in comparison with other banks? (SA) + Credit + Money transfer + ATM card + Export – import payment and foreign exchange trading + Another Which of following banks is the main transaction one of your company (Bank of the company)? (SA) + BIDV (Bank for Investment and Development of Vietnam) + Agribank (Bank for Agriculture and Rural Development of Vietnam) + Incombank (Bank for Industry and Trading of Vietnam) + Vietcombank (Joint stock commercial Bank for Foreign Trade of Vietnam) + Another Your company uses which of following products the most frequently? (SA) + Money deposit + Borrowing money + Money transfer + ATM card + Export – import payment and foreign exchange trading + Another product Which factors make your company the most satisfactory when transacting with the bank? (SA) + Qualified services + Branch network is spread the country + Well known prestige and trademark + Big operation scale (total asset, charter capital) + Diversified service products + Another factor (point out) 83 Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 Question No Question No Question No Question No Which factors make your company the most uncomfortable when transacting with the bank? (SA) + A few of transaction network + Unqualified service product + Monotonous products + Do not feel secure about trade mark + Do not feel secure about financial capacity + Weak efficiency in marketing operation (advertising, promotion) + Another Please list three factors making your company satisfactory when transacting with BIDV? (MA) + Qualified services + Wide branch network + Feel secure about service quality + Well known prestige and trademark + Big operation scale (total asset, charter capital) + Diversified service products + Another factor (point out) Please list three factors, which BIDV has to improve? (MA) + A few of transaction network + Unqualified service product + Monotonous products + Do not feel secure about trade mark + Do not feel secure about financial capacity + Weak efficiency in marketing operation (advertising, promotion) + Another In the future, if your company has demand of using banking services, you have attention to and use services of BIDV? + Very interested in and will use + Will transact and use when having demand + Will consider CONTACT INFORMATION Name of asked person: Address: .Telephone number Email: BIDV expresses the gratitude to the Company spending precious time for the cooperation with us Once a gain, we wish you healthy – happy and successful Provided information of the company will be kept secret Thanks and best regard./ Hanoi, date month 2010 84 Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 APPENDIX No QUESTIONAIRE FOR INDIVIDUAL CUSTOMER SA (single answer): The question has only one option MA (multi answer): The question has many options No Contents of the question When you have the demands of using financial banking services, what bank you think about at first in following State Owned Banks? (SA) BIDV (Bank for Investment and Development of Vietnam) Agribank (Bank for Agriculture and Rural Development of Vietnam) Incombank (Bank for Industry and Trading of Vietnam) Vietcombank (Joint stock commercial Bank for Foreign Trade of Vietnam) Which of following banks is the main transaction one of you (Your bank)? (SA) BIDV (Bank for Investment and Development of Vietnam) Agribank (Bank for Agriculture and Rural Development of Vietnam) Incombank (Bank for Industry and Trading of Vietnam) Vietcombank (Joint stock commercial Bank for Foreign Trade of Vietnam) Have never transacted with above banks Point out two factors making you the most satisfactory when transacting with your bank? (MA) Qualified services Wide branch network Well known prestige and trademark Big total asset Big charter capital Diversified service products Another factor (point out) Point out two factors making you the most uncomfortable when transacting with your bank? (MA) Unqualified service product A few of transaction network Weak prestige in trademark Do not feel secure about financial capacity Monotonous products Weak efficiency in marketing operation (advertising, promotion, customer care) Another 85 Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 List three factors making you feel the most secure with BIDV? (MA) Qualified services Wide branch network Well known prestige and trademark Big total asset Big charter capital Diversified service products Another factor (point out) Please list three factors which BIDV has to improve? (MA) Unqualified service product A few of transaction network Weak prestige in trademark Do not feel secure about financial capacity Monotonous products Weak efficiency in marketing operation (advertising, promotion, customer care) Another In the future, if you have demand of using banking services, you have attention to and use services of BIDV? (SA) Very interested in Will find out more information when having demands Not interested in CONTACT INFORMATION Name of asked person: Address: .Telephone number Email: BIDV expresses the gratitude to you as spending precious time for the cooperation with us Once a gain, we wish you healthy – happy and successful Your provided information will be kept secret Thanks and best regard./ Hanoi, date month 86 2010 Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 APPENDIX QUESTIONNAIRE FOR OFFICIALS IN BIDV SA (single answer): The question has only one option MA (multi answer): The question has many options Question Contents of the question Code Please give the evaluation for Information Technology system of BIDV in comparison with Vietcombank, Agribank, and Incombank? (MA) The answer is from to 5; is very weak in comparison with other banks, is average, is very strong in comparison with banks mentioned above Please give the evaluation for the general standard of human resources in BIDV in comparison with Vietcombank, Agribank, and Incombank? (MA) The answer is from to 5; is very weak in comparison with other banks, is average, is very strong in comparison with banks mentioned above Please give the evaluation for the administration work of BIDV in comparison with Vietcombank, Agribank, and Incombank? (MA) The answer is from to 5; is very weak in comparison with other banks, is average, is very strong in comparison with banks mentioned above Please give the evaluation for the card issuing and payment system of BIDV in comparison with Vietcombank, Agribank, and Incombank? (MA) The answer is from to 5; is very weak in comparison with other banks, is average, is very strong in comparison with banks mentioned above Please give the evaluation for the administration mechanism of BIDV in comparison with Vietcombank, Agribank, and Incombank? (MA) The answer is from to 5; is very weak in comparison with other banks, is average, is very strong in comparison with banks mentioned above Please give the evaluation for the establishment capacity of relationships between BIDV with relating parties in comparison with Vietcombank, Agribank, and Incombank? (MA) The answer is from to 5; is very weak in comparison with other banks, is average, is very strong in comparison with banks mentioned above Please give the evaluation for the human resources strategy of BIDV in comparison with Vietcombank, Agribank, and Incombank? (MA) The answer is from to 5; is very weak in comparison with other banks, is average, is very strong in comparison with banks mentioned above 87 Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 Please give the evaluation for the diversification of service product in BIDV in comparison with Vietcombank, Agribank, and Incombank? (MA) The answer is from to 5; is very weak in comparison with other banks, is average, is very strong in comparison with banks mentioned above Please give the evaluation for the charter capital of BIDV in comparison with Vietcombank, Agribank, and Incombank? (MA) The answer is from to 5; is very weak in comparison with other banks, is average, is very strong in comparison with banks mentioned above 10 Please give the evaluation for the branch network of BIDV in comparison with Vietcombank, Agribank, and Incombank? (MA) The answer is from to 5; is very weak in comparison with other banks, is average, is very strong in comparison with banks mentioned above 11 Please give the evaluation for the marketing operation of BIDV in comparison with Vietcombank, Agribank, and Incombank? (MA) The answer is from to 5; is very weak in comparison with other banks, is average, is very strong in comparison with banks mentioned above 12 Please give the evaluation for the organizational culture of BIDV in comparison with Vietcombank, Agribank, and Incombank? (MA) The answer is from to 5; is very weak in comparison with other banks, is average, is very strong in comparison with banks mentioned above Please give the evaluation for the competitive capacity of BIDV in comparison with Vietcombank, Agribank, and Incombank? (MA) The answer is from to 5; is very weak in comparison with other 13 banks, is average, is very strong in comparison with banks mentioned above CONTACT INFORMATION Name of asked person: Department /board: ………………………………………………………………… Telephone number……………………………………… Email: Thank you for your spending precious time to cooperate with us./ Hanoi, date month 2010 88 Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 APPENDIX 6: PLAN OF DEVELOPING BIDV RETAIL BANKING PRODUCTS PERIOD 2009 - 2012 Developing year ON Product Avail able 2010 2011 2012 X X X X X x x x x x x x x x x x x x x x X X X X X x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x 20 INVESTMENT PRODUCTS Current account in VND Current account in foreign currency Call savings deposits Saving "gold clutch” (upgrade) Term deposit account Saving withdrawn before maturity getting ladder interest according to real deposit time Stair saving Gradually withdrawn savings Saving for prize Security Accumulation Saving for children Certificates of short-term deposit, notes Certificates of long-term deposit Gold Savings Current account with interest rates stratified by the balance Preferred savings for wealthy clients Structure deposit Savings for student Service of managing deposit accounts of share dealing of investors Spot foreign currency trading transaction 21 Term foreign currency trading transaction x x 22 Foreign currency- foreign currency choosing transactions Trading on the future market x x x x I 10 11 12 13 14 15 16 17 18 19 23 II x x x x CREDIT PRODUCTS 89 Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 Loans to support housing demand Loans to buy land, house Loans to build or repair houses Loans to buy villas / apartments Loans for people with average incomes to buy house Loans to buy medium residential home Loans to buy house in specific project Loans to buy investment house Individual limited loans Consumer mortgage loans Loans overdrawn from deposit accounts Credit card Loans with priced documents Loans secured by priced documents, TTK Discount with priced documents Loans for securities business investment Loans for advance of security sale Loans with mortgage of listed securities Loans with mortgage of unlisted securities Loans for attending listed security bidding Loans to buy first issued shares Car loans Loans to buy car for use Car loans for young successful entrepreneurs Loan to buy car for business Loans for gold business investment Loans for physical gold / secured by gold Loans for gold business investment Loans to deposit international gold investment Installment loans Installment loans to buy products associated with large shopping centers Installment loans to purchase motorcycles X x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x 90 Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 Other loans Loans secured by real estate Loans to study abroad Loans for domestic student III 10 11 12 13 14 15 16 17 18 19 20 V VI THE PRODUCTS OF PAYMENT ON ACCOUNT Outgoing domestic money transferring services Incoming domestic money transferring services Services of providing blank checks Check certifying service Check payment services Domestic payment order Service: Receive checks, collection mandate sent for collection International outgoing money transferring International incoming money transferring Payment on international check Bank Draft Sales Traveler's check sales service Traveler's check purchase service International check collection services Service of cancelling charge debt with Viettel Telecom Payroll services Electrical bill payment service Water bill payment service Telecom bill payment service (for all telecommunication networks) Online payment service CONSULTANCY PRODUCT Assets management trustee service Investment portfolio management service Personal finance consulting services Spending Consultancy services BUDGET SERVICES x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x 91 Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 VII VIII 10 11 12 13 Collect, exchange VND unqualified for circulation Collect foreign cash unqualified for circulation Collection / payment of individual working cash Collecting, keeping cash overnight Preserving precious assets, valuable papers and rental safes E-BANKING PRODUCT LIST Service of sending-receiving banking messages via mobile phone (BSMS) Inquiry on the Internet account - BIDV-Direct Banking Payment services, bank transfers, payment cards via Internet Bill payment service via Internet Lending services via the Internet Conventional deposit services, deposits over the Internet structure Foreign currency trading service via Internet Payment, transfer services via mobile phone Bill payment service via mobile phone CARD PRODUCT LIST Power Card Harmony Great miles card BIDV Precious Issuing VISA Classic credit cards Issuing VISA Electron debit cards Accept and issue MasterCard credit cards and debit cards Issuance of company international credit card Accept payment of Amex, Dinner Club, JCB cards Issuing MasterCard Paypass and VISAWave card Issuing domestic debit cards with new BIN Issuing domestic prepaid card (contact and contactless chip card) Domestic linking card x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x 92 Group 13 – Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 14 15 16 17 IX Payment via the Internet for debit cards Toll payment Expand the bill payment service Expand prepaid recharge service LIST OF BANK INSURANCE PRODUCTS Motor vehicle combined insurance products (car insurance) - Product cooperated between BIC and BIDV Motorcycle - Motor Insurance- Product cooperated between BIC and BIDV Personal accident insurance - Product cooperated between BIC and BIDV Capital borrower insurance – Product cooperated between BIC and BIDV Human combined insurance - Product cooperated between BIC and BIDV Private house insurance- Product cooperated between BIC and BIDV Binh Anh (Peace) BIC products Bao An (Security) BIC Products x x x x Life insurance products x x x x 10 Cross-selling products (life insurance combined with credit) Cross-selling products (life insurance combined with deposit) x x x x x x x x 11 x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x 93 ... of the subject of Strategy Management MBA Griggs in 2010 Pattern: The consistency about behavior over times, it may have the intention Group 13 – Class GaMBA01.X03 Building Business strategy for... commercial banks and the group of leading commercial joint stock banks Among them are Vietcombank, Agribank, and Incombank In term of diversification of specialized operations and capital scale, three... Class GaMBA01.X03 Building Business strategy for BIDV in 2010 – 2015 Chapter capital up to Aug 2010 Unit: 1000 bio VND Chapter capital at least of 3000 bio VND in 2010 44 Group 13 – Class GaMBA01.X03