Luận văn thạc sĩ quản trị kinh doanh quốc tế MBA (210)

Introduction: 1.1 Reason for choosing topic Market economy and trend of internationalization of most sectors offer opportunities and challenges for all enterprises in the world In order to take proper steps in the business, managers of each enterprise must have proper knowledge and skills of management and strategy planning This issue is crucial for the success or failure of the enterprise when competition is becoming fierce and its scale has not been limited in each region Like other enterprises, Vietnam Prosperity Bank (VPbank) have experienced and suffered effects of world recession In orser to take strong steps for bringing success, we chose the topic "Building up the business strategy in the period of 2011-2015 for Vietnam Prosperity Bank-VP Bank." 1.2 Object and scope of research The object of research is the business strategy of the Vietnam Prosperity Bank -VPBank The scope of research is business activities of the VPBank which is compared and collated with that of other competitors within activities of VPBank 1.3 Purpose of research The purpose of the research assignment is systematizing and generalizing theoretical issues of business strategy, analyzing business status and current business strategy of the VPBank, then proposing solutions to complete the business strategy in the period of 2011-2015 in order to make VPBank become one of the biggest retail banks in the banking system 1.4 Research Methodology + Literature research from secondary sources such as books, newspapers, magazines, websites, reports published by the Bank + Qualitative research + Survey 1.5 The main structure of Assignment Besides the introduction and the conclusion, our group's assignment includes three chapters: Chapter 1: The basic theories of strategic management applied in the banking sector Chapter 2: Building up business strategy in the period of 2011-2015 for Vietnam Prosperity Bank-VP Bank " Chapter 3: Solutions to strategy implementation in the period of 2011-2015 for Vietnam Prosperity Bank-VP Bank CHAPTER I: THE BASIC THEORIES OF STRATEGIC MANAGEMENT APPLIED IN THE BANKING SECTOR 1.1 The concept and process of strategic management: 1.1.1 The concept of strategy: Johnson and Scholes: "Strategy is the long-term direction and scope of an organization in order to gain a competitive advantage through formatting its resources in a changing environment, to meet the needs of market and satisfy the expectations of stakeholders " Business strategy is a general long-term plan or a general action plan for deploying resources to achieve the planned objectives of the business ensuring compliance with environmental change "Strategy of a bank is a comprehensive and long - term program of activities in order to create a certain development of that bank, is a pre-commitment to the basic and thorough goals that a bank should achieve and important resources allocation to achieve those goals in the future operating environment "( Banking Management and Business coursebook - Banking Institute - 2002) 1.1.2 Strategic Management: Strategic management is a systematic process of strategy building, developing, control and evaluation in order to achieve goals set by business The tasks of strategic management: Consists of five tasks that are closely related to each other and are described as follows: Figure 1.1 The task of strategic management (Source: In according to "Five tasks of strategic management", Strategic Management coursebook - Statistical Publishing House, 2009) 1.1.3 Strategic management process: Strategic management process includes commitments, decisions and actions that companies need have to achieve strategic competitive advantage, sustainable competitive advantage and above-average return Strategic competitive advantage is an advantage a company gains when building and implementing a strategy which offers value for the company Sustainable competitive advantage is an advantage a company gains when developing a strategy which its competitors can not have Sustainable competitive advantage creates the advantages that the current competitors and even potential competitors could not gain Above-average return is profit exceeding what investors expect to get from other investments of similar risk Figure 1.2 Strategic management process: (Source: In according to " Strategic management process" - the Strategic Management Coursebook - Griggs University) 1.2 The order and content of business strategy: Business strategy building is the process of identifying the tasks, the basic goals of business activities of enterprises by the best methods to implement those goals and tasks The order and content of the strategy include: Defining the vision, mission and goals: Indicate what the vision and mission of the enterprise are? Where the current position of enterprise and its desired location in the future are What its long-term goal is? - Assessing the external environment: This includes information collection and assessment of macro environment and sector environment Assessing internal environment (internal sector environment), including information collection and assessment of internal environmental Analyzing and choosing strategy 1.2.1 Defining the functions (defining business mission) and strategic business objectives: Business Mission: The business mission of a bank is its purpose of business, the reason for its creation, survival and development The first proper business mission is customer orientation because as a perfectly logical reasoning, customers are people who decide the existence of the bank and only they are willing to pay for the services the bank provides The success or failure of customers affects the business results of the Bank This one depends on its ability to control and maintain relationships with customers Strategic Objective: Strategic business objective is the specific states or results that the bank desires to achieve in pursuit of its business mission in a relatively long-term period of operation Target defining is a crucial step in the strategy formulation process Because the right objective determining will enable the right orientation of strategic actions that determines the next steps of the strategy formulation process as well as implementation Its objectives is also the basis of strategy evaluation and adjustment Objectives when building must meet the requirements of SMART (Specific, Measurable, Achievable, Realistic and Time) Strategic objectives of banking activities can be classified as follows: - Quanlitative objective: means a pre-commitment to results shown by the specific properties that a bank needs to achieve after each period of business, such as its specialization, product and service quality, reputation, position on the market - Quantitative objective: Shown in the target groups: + Profitability: ROA, ROE + Sales, scale of operation: loan or mobilising sales, the number of new facilities, number of staff, number of customers, number of account + Market dominating objectives: market share 1.2.2 External environment analysis: External environment is the factors that may affect the performance of the business objectives desired to achieve Analyzing the external environment includes macro environment and sector environment analysis This division significantly facilitates the importance identifying of factors which have different levels of impact on the operation of the bank 1.2.2.1 Macro environment and banking activities Macro environment affects all sectors of business, but not necessarily in a certain way, including: (1) economic environment; (2) the political, legal environment; (3) sociocultural environmental; (4) demographic environment; (5) technological environment; (6) the global environment These above factors impact on the banking sector as follows: - Economic environment: This factor have the greatest impact on operation objectives and business results of the Bank It affects the ability to create value and income of the bank Therefore, this factor should be specially focused These are factors influenced by stages of economic cycle, inflation rate, GDP growth rate, prospects of the businesses using bank capital, transforming structure among economic areas, the degree of price stability, interest rates, exchange rates, balance of payments and foreign trade - The political and legal environment: should always be carefully analyzed because the nature of the bank is a financial intermediary and its activities have an important influence on the national financial system The banking sector is also under more strict control of the state than other sectors The monetary policy of the government also needs to be constantly interested in the analysis process - Sociocultural environment: includes many issues that are little changeable, lasting, and of great value in strategic analysis such as the consumption culture, routine use of banking services during the life, saving practice A business strategy which is not consistent with socio-cultural factors will surely fail - Demographic environment: includes population size, age structure, geographical distribution, education, income, etc that affects the Bank's objectives especially the identification of customers, recruitment, etc - Technological environment: Among banking activities, technological factors become disruptive factor in competition So it is necessary to grasp new technological trends in order not to be left behind and lose competitive advantage - Global Environment: Due to the globalization trend of the economy leading to regionally or globally economic integration Therefore, it is necessary to track and grasp the trends of world economy, detect potential markets, explore the evolution of politics and economy by the new technology information and experience of international business 1.2.2.2 Sector Environment and the banking activities: Sector environment is a series of factors directly affecting the bank as well as its competitive and reaction actions The sector enterprises are influenced by their own micro environment including: (1) competitors, (2) customers, (3) suppliers, (4) potential competitors, ( 5) alternative products In banking sector, these factors may be shown as follows: - Competitors: with the trend of loosening regulation that creates increasingly competitive pressure among banks to each other as well as among other financial institutions such as insurance and finance companies,etc Level of competition depends on number of financial institutions participating in the market, the growth of sector, trend of cost and position of the bank Therefore, when analyzing the competitors, it is necessary to pay attention to some aspects such as what they want to reach, what they are doing and can do, how their influence the market and what their strengths and weaknesses are? - Customers: a factor determines the survival of banks in competitive environment For banking activities, there is no consistency between customers because they can be both a supplier of operating capital and people who use the funds and other financial services When analyzing customers should pay attention to: the trust of customers, relationship history with the bank, loyalty, their attitudes to banking services, bargaining and paying power, the understanding of process and service, capability of scale investment, income and business stability, interest sensitivity, etc - Suppliers: Are those who supply products and services for the bank For banking activities, suppliers sometimes are the customers also that is special for this sector The bank purchases products from suppliers but sometimes resells its other services When analyzing suppliers, it is necessary to pay attention to the objects sending the money to the bank This is the important thing creating sustainable development and competitive advantage for the bank - Potential competitors: In the future, operational boundary between banks and financial institutions could be erased and exist mutual penetration of the services provided for customers Consequently, apart from curent competitors, it is important to pay attention to the potential competitors in the future such as insurance companies, building societies, the distributors of wholesale and retail goods, etc - Alternative products: Among banking services, alternative services are less than the other sectors, however, in some extent, it still appears, for example, trend of the stock market, gold, real estate investment instead of saving deposits, trend of self-financing by stock and bond issuance instead of borrowing In summary, analysis of macro-environmental and micro-environmental factors will allow enterprises to clearly identify what opportunities (O) must be used up and what challenges, risks (T) offered by changes of the five forces must be faced, from then build up appropriate strategies Identification and evaluation of opportunity and risk from the external environment affecting enterprises that will allow enterprises to build a clear business mission, determine the feasible long-term goals, design suitable strategies and suggest appropriate policies in order to achieve planned objectives 1.2.3 Internal environment Analysis: Internal environment analysis or actual condition and resource analysis of the bank is the analysis of elements, systems inside the bank that is possible to mobilize and control for business activities The concept of resources includes a variety of different factors such as human resources, technical infrastructure, organizational structure, policies of services, finance, Marketing, etc It is necessary for the banks to analyze carefully the resources to properly identify their strengths and weaknesses to build the target system and the appropriate strategy to maximize strengths and turn them into special abilities, on the other hand, limit weaknesses from which to build competitive advantage and sustainable competitive advantage * Elements of human resources: - The quality of leadership and administrators, quality of staff in reference to their communication level, sense of responsibility, enthusiasm, ethics - The atmosphere of internal personnel -The policies of human resource recruiting, training, maintaining and developing - Experience of personnel, personnel incentives and encouragement, the extent of personnel transfering or job quiting, etc - Human resource plays a crucial role that provides input and throughout the entire process of strategic management, human resource plays a key role in all stages of strategy formation, implementation, and control * Elements of Finance: Possibilities of raising deposits and borrowed funds on the financial markets, possibilities of raising long-term capital and equity capital Cost of capital compared to the whole sector and competitors, possibilities of controlling costs and reducing the cost of capital Liquidity, structure of earning assets, financial scale Profit rate: net income, ROA, ROE, the possibility of adjusting the funding, sources, possibilities of calculating and reserving for financial losses Relations with the owners, shareholders and investors CHAPTER 3: SOLUTION TO STRATEGY IMPLEMENTATION IN THE PERIOD (2011-2015) FOR VIETNAM PROSPERITY BANK (VPBANK) 3.1 Business objectives of the Vietnam Prosperity Bank: The aims of building up strategy in the period of 2011-2015 VPBank: Improving efficiency and maximize profits for shareholders while ensuring stable development of the system Putting VPBank become one of the leading retail bank of Vietnam Seeking opportunities as Vietnam has deeper and deeper integration into the world economy 3.1.1 Functions and tasks: Provide the most professional leading retail banking services in Vietnam Satisfy the maximum benefits of customers on the basis of providing customers with products and services which are plentiful, diverse, more convenient, cost-competitive 3.1.2 Short-term objectives: - Increased asset accumulation to 40% per year - Increased the mobilizing capital to 40% per year - Increased the charter capital to 30% - Continue to develop its domestic branch network, open 15 branches each year 3.1.3 Long-term objectives: - Expand the network of banking branches nationwide, make the brand VPBank to become the leading retail bank in Vietnam - Enhance the value of shares and maintain high levels of annual dividends - Improve competitive position by providing professional services 3.2 Building business strategy for VPBank until 2015: 3.2.1 The main targets: Table 3.1 Table of oriented targets of VPBank to 2015 % Targets Total assets(billion dong) Mobilizing capital (billion dong) Oustanding loans (billion dong) Charter capital (billion dong) Pre-tax profit (billion dong) ROE % ROA % Transaction network Minimum Annual 2010 2015 orientation increase 40 40 30 30 30 40 40 30 59.807 48.719 25.324 4000 663 22,65 1,15 160 83.730 68.206 32.919 5.200 862 31,71 1,61 208 80.000 65.000 30.000 5.000 860 31 1,6 200 3.2.2 Analysis of business strategy: 3.2.2.1 SWOT matrix analysis of VPBank: Table 3.2 SWOT matrix of VPBank SWOT Matrix Opportunities (O) Threats (T) The banking market has The competition great potential is increasingly fierce among Viet Nam extensively existing banks such as integrates economy into world ACB, VietinBank, facilitating Sacombank, VibBank VPBank to have business and many other foreign opportunities in an equal banks environment The risk of acquisition, Opportunities to being merged under the associate with financial general organizations, trends of foreign developing in the harsh banks to increase financial international environment capability, to share product and technology Threats from the alternative products and services, from insurance companies, financial companies, etc The risk of shortage of high quality personnel, loss of staff, good people’s working for its other competitors The risk of lagging in technology, quality capital of resources international Strengths (S) VPBank and human in the business environment S/O Coordination S/T Coordination safely Using the advantages of Implement and maintain overcame world economic technology, brand, the top position of the crisis of 2007-2008, had reputation for developing most advanced technology the ability to control bad in both depth and width compared with that of debt competitors The leading bank owning the leading technology in supporting banking activities Quality of service and brand of VPBank is highly appreciated Weaknesses (W) W/O Coordination W/T Coordination Financial capacity of Increase charter capital, Increase the charter capital VPBank remains weak, its develop banking network and diversify products to charter capital is not big to expand its market compete with competitors enough and reduce the impact of In general there are few alternative products and distribution network and services are not present in all 64 provinces and cities, there is limitation on number of branches and transaction offices 3.2.2.2 SPACE matrix analysis to operation of VPBank: Table 3.3 Table of SPACE matrix to operation of VPBank Variables Financial strength (FS): 1.1 Total assets 1.2 Total charter capital 1.3 ROE Competitive advantage (CA): 2.1 Prestige and brand 2.2 Human resource 2.3 Transaction network 2.4 Quality of service 2.5 Diversity of products Environmental stability (ES) 3.1 Legal system Score Average score 1,67 2 -3,4 -3 -4 -4 -4 -2 -1 -1 3.2 Socioeconomic environment Attraction of banking sector (IS) 4.1 Role of the bank to the economy 4.2 Growth rate of the bank -1 6 From the results shown by SPACE matrix on the above table, we calculate the following targets: FS + ES = 1,67 - = 0,67 IS + CA = 6- 3,4 = 2,6 FS Caution Attack 0,67 CA Defence 2,6 IS ES Competition 3.3 Identification of the main strategy: Based on the results of SWOT, SPACE matrix analysis can make the most appropriate strategy of VPbank in the coming period that is the acceleration (attack) Based on the promoting strengths, limiting weaknesses, taking advantages of opportunity, overcoming challenge In addition, the acceleration of VPBank in the future could take advantage of external resources through linking with domestic or foreign partners The business strategy of VPBank in the future could be given as follows: 3.3.1 The first strategy: Focus Strategy (firm development based on internal resources of enterprise) - Continue to expand its branch network nationwide by the traditional forms - Develop stocks and bonds for partners to increase working capital - Develop and implement training strategies, retain and attract good employees - Promote marketing, PR activities to build and develop its brand - Apply new management models and banking standards 3.3.2 The second strategy: Outward strategy (fast acceleration based on external resources) - Increase charter capital by selling shares partners of the highest level to foreign under the current regulations - Improve the quality of resources through support for training of foreign partners - Build and exploit strategies of talent training and attracting - Deploy products and services based on partners’ basis of modern technology - Expand distribution channels by the model of modern banking such as: Homebanking, PhoneBanking, InetrnetBanking - Develop a systematic marketing strategies - Specify the business philosophy, improve organizational culture - Formulatie policies of customer care, traditional customers and attract new customers So: both strategies are located in strategic goal that makes VPBank become one of the most modern leading retail bank in Vietnam For identifyìng and selecting the best strategy, the backup strategy, we use SQPM matrix to analyze and choose in the best way 3.4 Analysis of Quantitative Strategic Planning Matrix (QSPM): Bảng 3.4 Table of QSPM of VPBank External factors Classification Strategy Strategy 3=1.2 Strategy 2 3=1.2 development Inflation rate below figures Political stability, improved 12 4 16 administrative reform The drastical change in banking standards The law is adjusted towards international integration The increase in people’s trend 2 10 3 9 becomes the bank's activities Shortage of human resource of 12 the bank Business activities of real estate 10 The penetration of foreign 2 3 banks 11 The competition on interest rates and lending market 12 The fluctuation of gold price 13 Regulations on financial 2 2 4 3 6 capability and the bank 14 Development of card and 16 ATM technology Internal factors Total assets Chart capital Bad debt Technological system Human resource strategy Levels of human resource Organizational model 16 2 4 2 2 2 2 4 8 3 6 16 High and sustainable economic of using banking product and service Information technology Marketing Prestige and brand 10 Organational culture 11 Transaction network Total 2 2 149 3 3 12 224 Through analysis of QSPM, its results show fast acceleration strategy, based on external human resources which has more attractive score, it is possible to choose it to perform the tasks, goals and mission of VPBank Strategy of firm development is based on the internal resources of the enterprise that is a backup strategy which could be replaced of VPBank 3.5 Solutions to strategy implementation 3.5.1 Solutions to the development of human resources: Human resource is one of strengths of VPBank, the board of managers always consider it as the key factor determining the success of their own enterprise Therefore VPBank should have the following specific solutions: - Improve the quality of staff on the qualification, transaction behavior and awareness of each employee - Implement the close and sound recruitment process, suitably arrange work for each person in each different location So they can develop their strengths in the best way - It is necessary to have remuneration policies which are clear, reasonable and fair, consistent with capacity, performance and responsibilities of each person, ensuring competitive salaries in the market In addition to basic salaries, employees are entitled to have allowances and benefits such as seniority allowance, hazardous allowance, telephone allowance, etc - Establish policies to attract talent such as attractive salaries and opportunities for promotion - Professional working environment, sufficient supporting equipment Build plans and regularly and periodically train human resources, open professional exams to evaluate competence of existing staff, to discover who is of capability and allocate appropriate work for employees to promote their creative spirit - Also, discover good employees for planning manager resource, in order not to be passive when opening more transaction offices, staff leaves or be transferred to elsewhere 3.5.2 Marketing Solutions: - It is necessary to research on how many competitors there are in the area of each branch of VPBank, and what are those competitors? Which are competitive products need to be focused on research? These are products, services, interest rates, promotional activities and network of branches Based on that proactively build business strategy together with healthy competitors - Proactively make research on customers, because in order to keep them, it is necessary to clearly understand them, know what they want to be able to satisfy these desires in the best way To this, VPBank should implement opinion taking of customers through commenting votes, evaluation votes of customers on products or services they offer and how employees serve their own customers, etc -For products and services: It is necessary to improve the quality of products and services, to focus on exploiting the advantages of products and services of VPBank such as payment, endorsement, salary transferring through account, Internetbanking, BSMS, ATM cards with chip cards Besides, it is necessary to implement products diversification such as insurance, securities, property leasing, etc - For Distribution: It is necessary to build extensive nation-wide network corresponding to the financial scale and capacity of VPBank, rent branches, transaction transaction offices, place ATM machines at commercial centers, supermarkets, universities, hospitals, and crowded places, etc - For the price of products and services: It is necessary frequently to update prices of products and services of other banks, so in order to give the most reasonable price to our customers Lending rates and service charges are not exceeded the ceiling price regulated by the state banks, it is necessary to have flexible pricing policy for interest rates such as for strategic customers, or deposits of large number that need to be spent more interests or presented gifts of value besides applicable interest, etc - For business support promoting: use the SSP program (program of sales encouragement) suggested by Mckinsey: this is a set of processes, tools and training programs helping enterprises achieve sustainable improvements in sales productivity to all groups of Frontline staff, including Account Officer (AO) and Teller Specifically: +Increase sales capacity: reduce time of credit officers collecting relevant paperwork by fix a new staff with an experienced staff to assist experienced ones + Improve sales efficiency: introduce tools intuitively manage and monitor results of sales (sales Voucher) + To strengthen sales skills for Frontline sales such as: time management, sales through telephone, direct sales, negotiating skills and customer lists creating + Improve coverage model: Create a team of credit staff responsible for segments of individual and enterprise customers Each customer borrowing capital of VPBank is asked to open a payment account and use attached products and services to promote its development of products and services Periodically, once a year it is necessary to make the customer conference to be able to directly contact with customers, to understand more about their needs and wishes to get their most objective evaluation on products and services Since then give the solutions to overcome and enhance brand for VPBank 3.5.3 Technological Solutions: Make investment in modern technology software, online customer management system-wide, through which customers can send money somewhere, but withdraw in many other places A security system must be asked to ensure safety for the bank from being stolen information, data, etc Make investment in entire synchronous computer system with high configuration and speed to run the programs and the modern application, settle transactions in the shortest time Besides the formal system, VPBank should have a backup system which is alway available Besides online system, offline system must be required to use and ensure that internal transactions of its branches normally operate in case of loss of internet With regard to information technology staff, professional employees who are capable of understanding and using the banking system should be recruited It is necessary to facilitate the staff to approach and learn the modern technology of the banking system 3.5.4 Solutions to organizational restructuring : From the above strategic orientation of business, VPBank needs to restructure the its apparatus to be suitable with the new business strategy, at the same time reduce risk and strengthen management The relationship between the headquarters office and the transaction office is of guidelines, checking, support by functions and tasks of each office to perform the common tasks together It is necessary to build a credit processing center, this is the model introduced by foreign experts McKinsey of India By this model, file processing time is the shortest on the market of Vietnam There are three main reasons for VPBank to implement this model: - To improve replication performance: more effective and focused training to help ensure quality and labor productivity - Release time for credit sales staff: Taking less time to analyze the credit that offers opportunities for them to have more time contacting with customers, taking advantage of the sales skills to increase loan sales - To promote standardization and control: The analysis of credit is done at less locations, more focused that will promote standardization Make it easy to replicate the new risk assessment tools in a centralized environment Data collecting is easier that helps better risk management of the loan items 3.5.5 Develop organizational culture Corporate culture is not be apparently showed such as costum, office decorating but also the moral standards, transparency and accountability, a culture of leadership, management culture, the communication culture between people These factors has created the brand and reputation for commercial banks in general and VPBank in particular In the establishment of corporate culture, the workforce of each business unit must be respected Environment creating must be made for every staff to promote their creativity and ability to contribute Interested in material and spiritual life of theirs and their families In order to get basic corporate culture, firstly qualifications of the leadership staff and managers need to be focused on training and improving (leadership and management cultural) so that each leadership staff of VPBank (in all positions) has cultured working style The leadership of all levels show their leadership and management culture, then their each certain unit, department / center / has business cultural For business culture, it is required that each employee always learns, educate yourself on everyday behavior, communication Required to respect customers; Seriously in communication relationships, but not cold; always be cheerful, gentle with customers but not too talkative; comply with business processes but not rigid and know how to refuse customers when necessary Note that customer refusing that does not mean relationship ending, but to demonstrate that nowhere there are good facilities for customer as that in VPBank in order to make them come back while meeting the necessary requirements due to the safety of banking activities proposed In order to have good and healthy cultural environment for enterprises, everywhere and all the time it is necessary to have education propaganda, encourage staff, equip them with knowledge helping them raise their deep awareness and understanding of the meaning and requirements of corporate culture implementation in each banking activity, then change perception into action that becomes popular and of discipline At that time the corporate culture is the decisive factor of sustainable development of VPBank Summary of chapter In order to effectively develop business in the future, VPBank has Strategy launched the Outward strategy (fast acceleration based on external resources) To overcome weaknesses, VP Bank has given the synchronous solutions focusing on group of solutions to human resource training, marketing, business culture building and organizational restructuring, etc By the goal, strategy of business development and results based on business resource evaluation of VPBank In the next stage to 2015 VPBank needs to have enough timely adjustment to survive and develop in an increasingly competitive environment of economy In this period, there will be many opportunities but also full of risks and challenges, VPBank really needs to have efforts in strengthening and improving financial capability, enhancing management and quality of human resources, application of modern technology to develop various products and services as well as promote brand building both domestically and internationally REFERENCE Strategic Management, the Statistics Publishing House in 2009 (Prof Dr Le The Gioi - Dr Nguyen Thanh Liem - Master Tran Huu Hai) Banking Management and Business Curriculum - Institute of Banking - 2002 Strategic Management Textbook course - Griggs University Annual reports of VPBank in 2006, 2007, 2008, 2009, 2010, T6/2011 Annual fnancial reports QII/2011 of SHB, HBB, NVP Situation report of VPBank evaluated by Global Strategic Solutions Journal of banking in 2006, 2007, 2008, 2009 2010 ... In addition to group-one banks of the joint stock commercial banks such as ACB, Sacombank, Eximbank, Teckcombank, the banks of group as VIBank, Seabank, SHB, MSB, MB, Ocean bank have quite similar... matrix of VPBank: From the analytical information about financial activities of ACB, Techcombank, Sacombank, Vietinbank and gathered information, the competitive image matrix are specified as... of 3.15, the ACB has the strength of bad debt control, ROE rate, quality of service Sacombank and Techcombank have competitive score 2:51 and 2.74 respectively VPBank lastly ranks and its competitiveness