Luận văn thạc sĩ quản trị kinh doanh quốc tế MBA (229)

Global Advanced Master of Business Administration TABLE OF CONTENTS LIST OF ABBREVIATED WORDS LIST OF TABLES – FIGURES INTRODUCTION CHAPTER 1: GENERAL THEORIES ABOUT BUSINESS STRATEGY FORMULATION 1.1 Theories about strategy and strategic management 1.1.1 Strategic definition 1.1.2 Strategy formulation process 1.1.2.1 Determination of business assignment 1.1.2.2 Assessment of external factors 1.1.2.3 Assessment of internal situation of enterprises 1.1.2.4 Strategic analysis and choice 1.1.3 Basic steps of strategic management 1.1.3.1 Period for strategic planning 1.1.3.2 Period for strategic implementation 1.1.3.3 Period for strategic check 1.2 Strategic planning tools 1.2.1 Period for information collection and systematization EFE matrix 1.2.1.1 1.2.1.2 Competitive image matrix IFE matrix 1.2.1.3 Period for combination 1.2.2 SWOT matrix 1.2.2.1 SPACE matrix 1.2.2.2 Grand Strategy Matrix 1.2.2.3 1.2.3 Decisive period CHAPTER 2: CONDITION OF BUSINESS ENVIRONMENT OF 8 9 10 11 11 11 11 12 12 12 12 12 13 13 13 13 14 15 16 17 AGRIBANK-HANOI BRANCH 2.1 Overview of Agribank and Agribank - Hanoi branch 2.1.1 Overview of Agribank 2.1.1.1 Introduction 2.1.1.2 Business lines 2.1.1.3 Vision and mission 2.1.1.4 Some achievements 2.1.2 Overview of Agribank - Hanoi branch 2.1.2.1 Process of formation and development 2.1.2.2 Operational and institutional structure 2.1.2.3 Results of business operations 2.2 Analysis of environmental factors 17 17 17 17 18 18 21 21 23 23 36 Global Advanced Master of Business Administration 2.2.1 Analysis of external environmental factors 2.2.1.1 Analysis of macroscopic environment according 2.2.1.2 2.3 to PEST model Analyzing industry’s environment according to M Porter model 2.2.1.3 Assessment of opportunities and threats 2.2.1.4 External Factor Evaluation Matrix (EFE) 2.2.1.5 Competitive imagine matrix 2.2.2 Analysis of internal Agribank - Hanoi branch 2.2.2.1 Human resources 2.2.2.2 Marketing 2.2.2.3 Organizational structure 2.2.2.4 Financial capacity 2.2.2.5 Research and development 2.2.2.6 Information Technology 2.2.2.7 Assessment of strong points, weakness 2.2.2.8 Internal factor evaluation matrix (IFE) The necessity of making business strategy for Agribank – Hanoi 36 38 42 44 46 47 48 48 49 50 52 52 52 53 54 55 branch CHAPTER 3: BUSINESS STRATEGY OF AGRIBANK - HANOI 57 BRANCH DURING THE PERIOD 2012 - 2015 AND ITS SOLUTIONS 3.1 Business purpose of Agribank – Hanoi branch by 2015 3.1.1 The overall objective of Agribank 3.1.2 Specific objectives 3.2 Matrixes formulation and Business strategic selection 3.2.1 SWOT matrix analysis 3.2.2 SPACE Matrix Analysis 3.2.3 Analysis of grand strategy matrix 3.2.4 Determining alternative business strategies 3.2.5 QSPM Matrix 3.3 Solutions for implementating Strategies 3.3.1 Solution to human resource development 3.3.2 Solutions for Marketing and communication 3.3.3 Solution for Technology 3.3.4 Solutions for restructuring the organizational structure CONCLUSION 57 57 58 61 61 63 64 65 66 71 71 73 76 77 81 RECOMMENDATIONS REFERENCE 82 84 ANEX 85 Global Advanced Master of Business Administration LIST OF ABBREVIATED WORDS NHNN HN Agribank Agribank Hanoi IT BTA EFE IFE SWOT SPACE QSPM Vietinbank HN BIDV HN Vietcombank HN TCTD State Bank of Vietnam Ha noi Vietnam Agriculture and Rural development Vietnam Agriculture and Rural development – Hanoi Branch Information Technology Bilateral Trade Agreement External Factor Evaluation Matrix Internal Factor Evaluation Matrix SWOT matrix (Strengths, Weaknesses, Opportunities, and Threats) SPACE matrix (The Strategic Position and Action Evaluation) Quantitative Strategic Planning Matrix Vietnam Industry and Commercial Bank – Hanoi Branch Bank for Investment and Development of Vietnam – Ha noi Branch The Bank for Foreign trade of Vietnam – Hanoi Branch Banker Global Advanced Master of Business Administration LIST OF TABLES – FIGURES Table 2.1 Table 2.2 Table 2.3 Table 2.4 Table 2.5 Table 2.6 Table 2.7 Table 2.8 Table 2.9 Table 2.10 Table 2.11 Table 3.1 Table 3.2 Table 3.3 Figure 1.1 Figure 1.2 Figure 1.3 Figure 1.4 Figure 1.5 Figure 2.1 Figure 2.2 Figure 2.3 Figure 2.4 Figure 3.1 Results of implementation of some operation norms for the 2005 – 2010 period Results of business operation of Agribank in Vietnam for the 2005- 2010 period Operating results of Agribank - Hanoi branch Data sheet of customers’ deposit mobilization Loan and structure of outstanding credit in the 2007 – 30/09/2011 period Services operations The growth of number in banking industry Growth of capital mobilization and credit EFE matrix Compatitive image matrix IFE matrix SWOT matrix for Agribank - Hanoi branch SPACE matrix for Agribank - Hanoi branch QSPM matrix for Agribank - Hanoi branch Business strategy formulation process External environment 19 20 24 26 29 31 36 37 46 47 55 61 63 66 10 SWOT Matrix SPACE Matrix Grand Strategy Matrix 14 15 15 Operational and institutional structure Map of transaction offices under the branch GDP growth speed of economic sectors in the 2000 – 2010 period Average GDP per capita in the 2000 – 2010 period SPACE matrix for Agribank Hanoi branch 23 23 38 39 64 INTRODUCTION Reasons for topic The financial crisis has rocked the globe and one again confirmed the special role of banks in the globalized economy in recent years Today, close the bank or weakened banking system not only disrupt the domestic economy but also quickly spread like infectious diseases Although Vietnam's economy is not really integrated into the regional economy, but the sequence of the financial crisis has left the Vietnam banking system, which to be solved The integrated trend is an objective Global Advanced Master of Business Administration process; time of integration is very near To integrate successfully requires the Vietnam banks improve their competitiveness quickly Currently Vietnam Commercial bank system includes five state-owned banks, 37 joint stock banks, joint venture banks and 48 foreign bank branches To be sure, with the easing route and banking liberalization for foreign banks, the competitive level will be increasingly fierce among banks In the extremely difficult period of the Vietnam banks when Vietnam integrates into the world economy, if business strategy of a bank executed well, it will be the determining factor to the survival, development or speed up of the bank Bank of Agriculture and Rural Development of Vietnam is the leading commercial banks play a key role in investing the capital for economic development of agriculture, rural as well as for other areas of the Vietnam's economy With the knowledge gained from the MBA course of Griggs University and is one of the staff of the Bank for Agriculture and Rural Development - Hanoi Branch with a desire to contribute to the Bank for Agriculture and Rural Development growing more and more, the group decided to select topic: “Building business strategy for Vietnam Bank for Agriculture and Rural development (AGRIBANK) - Hanoi branch for period 2012-2015” Purpose of research: The topic is with a view to establish and select business strategy for Agribank Hanoi branch period 2012- 2015 and propose solutions to implement this strategy, aiming at leading Agribank - Hanoi branch to be one of great branches among Agribank system and on the its area The great assignment is done by a group of most members who are working in banking and is investigated, analyzed based on the reality, therefore business strategy set up for Agribank - Hanoi branch by this group must make a positive contribution to the branch’s activities in the following years Research method Global Advanced Master of Business Administration It is mainly based on knowledge of the economic subjects such as: strategic management, financial and monetary theory, marketing management, human resource management, financial management and practical knowledge application The data analysis according to historical materialism method and descriptive statistics based on the statistics, the figures reported by the State Bank and of the commercial banks Lay-out of the great assignment Apart from introduction, conclusion, reference materials, the great assignment includes chapters: Chapter 1: General bases of arguments about business strategy formulation Chapter 2: Analysis of business strategy formulation for Agribank - Hanoi branch Chapter 3: Business strategy of Agribank - Hanoi branch period 2012-2015 and Solution for implementation CHAPTER GENERAL BASES OF ARGUMENT ABOUT BUSINESS STRATEGY FORMULATION 1.1 Theories about strategy and strategic management 1.1.1 Strategic definition Global Advanced Master of Business Administration Definition of the strategy appeared in the Ancient Greece, this term of military origin derives from the word “Strategist” referring to a leader of commander of an army In most cases, the strategy is a military term used to refer to the plan of disposing and distributing forces for the purpose of beating enemies or achieving its military target Nowadays, definition of the strategy is used very widely and considered as base for operation of enterprises Accurate definition of the strategy according to natural levels depends on point of view In general, a strategy when set up must satisfy all the followings requirements: - Being mapped out for a long time; - Creating the growth of the organization; - Using all resources that the organization has in the best effective way; - Creating the best competitive position for the organization in the future Hence, it can be said that, the strategy "is a series of activities of the long term, built up to enable an organization to achieve its desired position from current position through its formulation of competitiveness in comparison with other organizations’ advantages on the market.” (Michael E Porter,1996) Strategic management is the process of analyzing current environment, Mission, vision forecasting future environment, determining mission, target and strategic program, carrying out, inspecting and evaluating the implementation of targets, strategic program in reality External analysis + Macro analysis: external analysis + Micro analysis: Five competitive forces Figure1.1: Business strategy formulation process model + Conclusion: Chosen strategy Opportunity Lead on expenses Threat Product differentiation Concentration Formulation & choice of Internal analysis strategy + Model: (SWOT) Value chain, 1.1.2 Strategy formulation process Competitive advantage + Conclusion: Strengths Weakness Accord apparatus organization with strategy Implementation and adjustment of strategy Supervision and assessment of strategy implementation Global Advanced Master of Business Administration Source: document of Strategic management book 1.1.2.1 Determination of business assignment The report of business assignment is a statement of “reason for existence” of an organization It responds to the central question” what is our business?” It is obvious that the report of business assignment is extremely necessary for establishing and drafting strategies in an effective way” (Peter Drucker,1970) 1.1.2.2 Assessment of external factors Figure 1.2: External environment Global Advanced Master of Business Administration Source: Teaching materials on strategic management Environment of an organization refers to external factors impacting on the operation and operational result of that organization Environment of the organization can be divided into two levels: macro and micro environments (industrial environment) Analysis of macro environment (comprising 06 segments according to widen PEST model): Economic, Technological, Socio-cultural, Demographic, PoliticalLegal and Global environments Analysis of industrial environment (Five competitive forces model of Michael Porter): Potential competitors; Competition between competitors within the industry; Right to negotiate from customers; Right to negotiate from supplier; Threat from substitute products Analysis of environmental factors shall enable enterprises to identify Opportunities (O) which can be used or Threats (T) which must be face with Accordingly, enterprises build up clear business assignment, determine long-term feasible target, design suitable strategies and lay out reasonable policies for achieving annual targets 1.1.2.3 Assessment of internal situation of enterprises Global Advanced Master of Business Administration Internal situation of the enterprise is often accessed via functional areas such as: Finance, Human resources; Organizational structure, Marketing, Research/Development; Information Technology, etc Purpose of analyzing internal environment is to identify existing and potential resources, key capability, generating competitive advantages of the enterprise; and to recognize obstacles in remaining sustainable competitive advantages Analysis of internal affairs of the enterprise shall help identify strengths (S) and weaknesses (W) of the enterprise As a result, business strategies chosen need to dramatically promote strengths and overcome weaknesses of the enterprise as well 1.1.2.4 Strategic analysis and choice Strategic analysis and choice is to make subjective decisions based on objective information, aiming at determining possible operations processes for choice, by which the enterprise can complete its responsibilities and targets Strategies, targets and mission of the enterprise in combination with internal and external control information shall the base for establishment and assessment of strategies which can be chosen feasibly 1.1.3 Basic steps of strategic management 1.1.3.1 Period for strategic planning: is the most important, including three steps: - Determining functions, tasks and strategic target - Analyzing business environment (internal and external) - Totaling up the analysis, comparing and choosing strategies Analysis of strategy is to focus on present happenings outside the enterprise at the present time and in the future, is a process to seek the answer for the following questions: - How present happenings affect the enterprise? - What can the enterprise to create changes? Decision on selecting business strategy has a close connection with thorough 10 Global Advanced Master of Business Administration Implementing a policy to diversify types of bank products and services under the direction of the development of a mixed bank; ensuring to provide bunch of close products and services to customers of branches and of the whole Agribank system For distribution: Network should be strong enough to match the scale and financial capacity, entrepreneurship, human resources and operational scale Currently, Agribank - Hanoi branch can: ♣ Establish a new bank agency in accordance with the schedule which has been approved by Vietnam Agribank to complete the network pattern At the same time, strengthen and upgrade the existing bank agencies, gradually supplementing functions and duties and more reasonable decentralization for bank agencies in order to promote the funding and development of retail banking services through the network of bank agency ♣ Build automatic bank agencies at the trade center, the residential areas and new urban residents in the area Providing more card-issuing channels, possibly considering forms of cooperation with other trade centers, supermarkets to issue cards to people on the basis of sharing costs between the two parties For prices: At present, Agribank - Hanoi branch prices products and services based on the price regulated by Vietnam Agribank and reference to other banks In general, Agribank always have the interest rates and fees related to credit operations, trade finance and guarantee at the lowest rate in the banking system, especially in the field of Agriculture But the interest rate is still low which is not competitive enough with other banks, especially joint-stock commercial banks, Agribank - Hanoi branch should have its own flexible pricing policy, namely: For strategic customers, it is necessary to spend more deposits interest than the interest rate which is being applied, but in the allowed fluctuation of Agribank or transforming percentage of interest rate into a gift, bonus For promotion: 73 Global Advanced Master of Business Administration ♣ Strengthen conveying information to the public by leaflets to introduce features of each service, products in a short, easy way so that customers are able to update the products and services that the bank offers ♣ Through employees, advocate customers related to deposits, loan to use services of the bank Employees are those who understand the nature and characteristics of products and services as well as those who directly deal with customers should be able to successfully communicate, guide and persuade customers than any other form of advertising ♣ Organize regular customer meetings, through a direct contact, Agribank Hanoi branch can learn more about customers' needs as well as assessments on service, quality of products that the bank provides, thereby to offer remedies to better serve customers and enhance trademark of Agribank - Hanoi branch Furthermore, Agribank - Hanoi branch also should: ♣ Develop the process on development research and monitoring of product and service lifecycle ♣ Enhance cross-selling products ♣ Develop business culture: modern, dynamic ♣ Develop appropriate policies for each type of customer ♣ Improve the quality of products and services ♣ Change the style and quality of work with customers ♣ Propagate and promote the trademark 3.3.3 Solution for Technology The technological solutions should be considered into two aspects: the system (software, hardware) and IT personnel * System Software: Branch has successfully implemented Core Banking System IPCAS, according to the unified program for the entire system in terms of software programs and technological processes, the national data is processed, operated 74 Global Advanced Master of Business Administration online, unifying the transaction process all over the country, regardless of type of branches, administrative boundaries to deploy WAN networks, connected to all branches and bank agencies to introduce standard stable connection model with high quality of guaranteed backup, meeting data exchange requirements of the system Also Agribank - Hanoi branch should ensure security because electronic bank services are built on the public telecommunications network, so it has several risks Therefore the system should ensure high security of customer data transmission, focusing on performing network security solutions more thoroughly such as the computer room should have monitoring cameras, requiring door locked when computing staff gets out of the room to avoid possible damage to banks and customers Hardware: ♣ All of the computers from the head office to the bank agency must be uniform with one another in terms of their configuration, avoiding the situation the computers equipped for bank agencies have low configuration, they are not powerful enough to run the modern application program ♣ In addition to the formal system, it is necessary to have a backup system which is always in the ready status In addition to the online system, it is necessary to have offline system to ensure for the normal operation of internal transaction when the telecommunication is obstructed ♣ Technology system must be expanded to ensure the needs of network expansion during operation, which will not shut down operations when connecting more systems * Human Resources of Information Technology (IT) ♣ Operation ability of technology systems and the introduction of new products depend much on IT staff So banks need to recruit and have rational treatment for 75 Global Advanced Master of Business Administration professional staff in the field of IT Also work required by other departments should be shown on the record to determine responsibility and progress of each department, absolutely removing the viewpoints of reliance, and coordination leading to the lack of responsibility and controversy ♣ Facilitating staff to attend information technology courses which are necessary for the job as well as conditions for access to IT of banking finance 3.3.4 Solutions for restructuring the organizational structure Building and perfecting the organizational structure towards the establishment of customer-based sector, thereby to overcome the weaknesses as risk management division which is separated from the professional division into an independent division, the customers transact at one-stop shop, the relationship between the divisions is the relationship of working coordination under professional processes and the authorities of each division Agribank - Hanoi branch needs restructuring as follows: Customer block: Splitting customer division into ♣ Business customer division: marketing, developing customer relationship and credit operations ♣ Individual customer division: Developing individual customer relationships, selling retail banking products and services and credit of individual customers Working block: ♣ Establishing Risk Management Division: Merging partly from Customer division, and partly from Accounting Division (Debt Management bureau), direct implementation of operation and management of loans, guarantee performance of contingency reserve deduction for risks as a result of debt classification of customer division ♣ Establishing the International payment division: The payment is separated from the Customer Division, implementing customer marketing, trade finance transactions, payment, and guarantee 76 Global Advanced Master of Business Administration Risk management block: Establishing Risk Management division which consult proposing policies and measures to develop and improve credit quality, risk assessment for loans to ensure that credit proposals are suitable with the regulations, dealing with bad debts, guiding implementation measures to prevent from operational risk, prevent from money laundering, quality system management ISO , internal audit Internal management block: ♣ Establish General Division - Capital and Foreign Exchange: Analysis and evaluation of economic, political and social situation of local area, the effect of partners, competitors on operations of the branch; consulting the implementation and assessment report of plans of business development, capital and foreign exchange business ♣ Rename the computer division into IT Division, consolidating and strengthening human resources for the IT department to ensure that IT division is eligible to meets the procedures and regulations of IT as assigned; guiding and training, supporting, inspecting the divisions, the staff directly using it to operate in compliance with provisions of IT Contents of Chapter have been analyzed on the basis of the actual operational status of Agribank branch in Hanoi and a combination of factors such as: chance, risk, strengths and weaknesses in relation to the comparison between Agribank - Hanoi branch and competitors and building alternative strategies to introduce solutions With the solutions for Agribank - Hanoi branch, it is necessary to have a plan to implement consistently right from the moment Agribank - Hanoi branch can achieve the set objectives and strategies * Estimated expenses for implementing strategy of business activities of Agribank Hanoi 77 Global Advanced Master of Business Administration Current facilities and other conditions of Agribank Hanoi still be effective, meet the basic requirements for business activities; However, Agribank Hanoi estimate expense for implementing strategy successfully (in fact the absence of implementation strategy, the following expenses still have to perform but with less money; some main and basic expenses estimated as followed) Unit: VND million Expenses costs of organizing, Direct 2012 2013 2014 2015 planning implementing, monitoring and evaluating strategy (including 500 500 500 500 1.400 1.400 1.400 1.400 1.000 1.000 1.000 1.000 4.000 4.000 4.000 4.000 renovation transaction office in 5.000 3.000 two years 2012 and 2013 Procurement costs for working 2.000 2.000 2.000 2.000 the costs of meetings, documents and working facilities for the implementing department ) Training costs for staff (including training for leaders): 350 per x 200,000 VND / person / day x 20 days/years Costs of developing new products and services (Deployment of products issued by Headquarters; researching new banking services issued by Agribank Hanoi, testing, implementation, promotion and marketing for the new product ) Marketing and brand development expenditures (0.3% / Total costs) The cost of upgrading and facilities and equipment of 78 Global Advanced Master of Business Administration information technology Total 13.900 11.900 8.900 8.900 Total cost of deploying, implementing the strategy for years about 43.600 million VND, an average of 10.900 million / year, representing about 0.6% of total costs For construction costs of Agribank Hanoi office is invested from the capital construction grant by the Head office It should not be included in the cost of the strategy The new office is expected to be completed and starting operation by the end of 2014 CONCLUSION The period from 2011 to 2015 for the economy in general and the banking sector in particular will have a substantial change in competitive environment: that is the shift from domestic to international competition The pressure of international economic integration does not allow companies to be subjective on the path of 79 Global Advanced Master of Business Administration development Agribank - Hanoi branch is not out of the track In the trend of new development and integration, it requires Agribank - Hanoi branch to have timely adjustments to have enough strength to stand firm and grow in a spiral of competitive environment Therefore, Agribank - Hanoi branch needs to build a real strength, follow a proper direction to integrate into the general environment Based on the analysis of strengths - weaknesses, opportunities - risks of Agribank - Hanoi branch, the assignment has introduced four business strategies for Agribank - Hanoi branch: strategies for market development, product development, communications, marketing, restructuring the organizational structure To implement the strategies, Agribank - Hanoi branch should focus on five groups of solutions: solutions for human resource development, marketing, technology, restructuring the organizational structure, facilities construction However, business environment always has changes, so Agribank - Hanoi branch should regularly check and evaluate results of solutions to make appropriate adjustments RECOMMENDATIONS To implement effectively the set goals and solutions, Group has some recommendations regarding the State Bank, Vietnam banking Association, Agribank on mechanisms and policies to create more favorable conditions for the activity of the banking sector in general and Agribank - Hanoi branch in particular in the future as follows: For State Bank of Vietnam 80 Global Advanced Master of Business Administration - State Bank of Vietnam needs to carefully consider the prerequisites for licensing new banks to be established Avoiding the situation that big corporations participating in the establishment of banks which create cross- lending between corporations which work as co-owners of the banks, makes credit fall into high risks - Banks need to strengthen the management through associations, card union, and quickly review and promulgate legal documents related to the mode of card payment and issuance which is commensurate with the development of card activities in the market, have policy for supporting, promoting the non-cash payment - It is necessary to enhance the inspection activities of credit institutions in the area to ensure the operation of the bank in accordance with law and the provisions of Sate Bank For Vietnam banking Association Vietnam banking Association (VBA) should promote the role of linking domestic banks to improve competitiveness The policies for interest rate, exchange rates, investment in modern technology, new products depending on strategies of individual banks should be within the framework of the mutual agreement of the VBA, avoiding price wars which are not necessary such as the war of interest rates which took place several years ago For Agribank - In the future, it is forecast that credit growth will still be restricted at 20% Currently, many banks have used most of the credit growth limit So many banks will not dare to raise interest rate when they don’t have output It is also the advantage of Agribank - Hanoi branch In the future, it needs to improve and promote the advantages of trademark, reputation and security for customers by researching new products to bring out the attracting form and products of 81 Global Advanced Master of Business Administration mobilization which suit the market, the actual operation of Agribank - Hanoi branch and needs of individuals and businesses - Currently, the ratio of outstanding loans / total deposits of the branch are low, so profits depend heavily on internal deposit rate So it is necessary to propose the head to support the branch in terms of interest rate of deposits for agreement transaction and higher difference amplitude between the mobilization and deposits at the head so that the branch reduces difficulties in raising capital when competing with the other joint stock commercial banks while maintaining profitability - Proposing Agribank to revise and rearrange the working network of Branches level I and bank agencies in Hanoi, minimizing the overlap of network and competition in the internal branches of Agribank Focusing resources to support invest consistently in branches including Agribank Hanoi which have ability to develop and compete with other commercial banks REFERENCES Vietnamese Phd Associate Prof Le The Gioi – Phd Nguyen Thanh Liem – MA Tran Huu Hai (2009), Strategic Management, Statistics Publisher, Hanoi Fred R David (2006), Overview of strategic Management, Statistics Publisher, Hanoi Global Advanced MBA Program of Griggs University in Hanoi (2009), Organization behavior Management – Internal circulation, Hanoi 82 Global Advanced Master of Business Administration Nguyen Thi Tuyet Mai (2009), Marketing Management, Marketing Management lecture slides, Global Advanced MBA Program of Griggs University, Hanoi Michael E Porter (2009), Comparative Advantages, Youth Publisher, Hochiminh city Agribank, Financial Reports 2005 - 2010 Agribank Hanoi, Financial Reports 2009, 2010 and 30 September 2011 English Fred R David (2011), Strategic Management, Pearson, UK Michael E Porter (1980), Competitive Strategy, New York: Free press, USA Websites General Statistics Office website http://www.gso.gov.vn The State Bank of Vietnam http://www.sbv.gov.vn Bank for Investment and Development of Vietnam Securities Company, Update report on banking sector months of 2011 dated 29 July 2011 Ban Viet Securities Company, Update Report on Banking sector dated 26 Jan 2011 Other Websites www.vietcombank.com.vn; www.bidv.com.vn www.vietinbank.com.vn; www.agribank.com.vn ANNEX Annex 1: Some financial criteria in 2007 - 30/092011 Unit: VND Billion NO Norms Total income Total expenses Difference between receipt and expenditure without Total mobilized capital: Total loans 2007 2008 2009 2010 30/09/2011 2,594 2,341 4,052 3,776 1,594 1,348 1,806 1,462 1,573 1,245 268 299 275 376 355 13,822 2,448 15,322 3,438 14,488 4,646 17,367 4,883 15,303 4,430 83 Global Advanced Master of Business Administration Total return from services operations 40 84 38 53 49 Global Advanced Master of Business Administration Anex4: Loan and structure of outstanding credit in the 2007 – 30/09/2011 period 85 Global Advanced Master of Business Administration 86 ... WORDS NHNN HN Agribank Agribank Hanoi IT BTA EFE IFE SWOT SPACE QSPM Vietinbank HN BIDV HN Vietcombank HN TCTD State Bank of Vietnam Ha noi Vietnam Agriculture and Rural development Vietnam Agriculture... agriculture, rural as well as for other areas of the Vietnam's economy With the knowledge gained from the MBA course of Griggs University and is one of the staff of the Bank for Agriculture and Rural Development... signal showing that Agribank - Hanoi branch has, step by step, been making effort to improve the imbalance in the structure of import-export article payment, implementing the guideline of attracting