Luận văn thạc sĩ quản trị kinh doanh quốc tế MBA (270)

CAPSTONE PROJECT REPORT “Building strategies of housing business strategy development for joint-stock commercial bank in Ho Chi Minh city Thang Long Branch (HDBank - Thang Long) in the period of 2012 – 2017” Pham Thi Thanh Loan Le Quy Hien Chung Duy Thao Ngo Song Toan Class: GaMBA01.X0710 H A N O I 1 GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM CAPSTONE PROJECT REPORT "Building strategies of housing developmentbusiness strategy for jointstock commercial bank in Ho Chi Minh city - Thang Long Branch (HDBank Thang Long) in the period of 2012 2017" Group Number 08 Student’s name Pham Thi Thanh Loan Le Quy Hien Chung Duy Thao Ngo Song Toan GaMBA01.M CAPSTONE PROJECT REPORT Group No.08 – GaMBA01.X0710 CONFIRMATION HDBANK – THANG LONG Address: No.17, Pham Hung street, My Dinh social, Tu Liem district, Ha noi city Tel: +84 37555959 Fax: +84 37959219 www hdbank.com.vn Ha noi, Date: 20/11/2011 To: - Master of business administration program – Griggs University - ETC – Vietnam national university, Ha noi Subject: Comment of HDBank – Thang Long about Capstone of Group – GaMBA01.X0710 – Griggs University - HDBank – Thang Long has done fully support for Group – GaMBA01.X0710 when they practiced and learned in bank about operation status, vision and strategy of bank - GoupGroup member have expressed an enthusiastic and creative Have closely followed up current situation of bank and receive a good result in working time in HDBank – Thang Long HDBANK – THANG LONG ACKNOWLEDGEMENTS -00000 - We would like to express our deeply gratitude to: - Master's Degree Program in International Business Administration organized in Vietnam by Technology and employment Training Center – Vietnam National University, Hanoi affiliated with the University of Griggs - United States - The lecturers involved in teaching, who have devoted to refine the knowledge, convey real experience, management experience for us during the MBA course - The expertise team of the Program, who gave comments and approved outline of Graduation Exercises for group with all the responsibilities and spirit and the most enthusiasm - Leader Board of HDBank - Thang Long branch, the uncles, brothers and sisters in functional departments who enthusiastically guided and made the best conditions during the process of making Graduation Exercise Finally, we would like to thank all friends who always encourage our group in all aspects TABLE OF CONTENTS  Page INTRODUCTION The necessity to choose research topic………………………………………………………… 01 Research objectives……………………………………………………………… …………………… 01 Research subject and scope……………………………………………………… ………………… Research methods………………………………………………………………….… ………………… 01 02 CHAPTER 1: RATIONALE ON BUSINESS STRATEGY OF ENTERPRISES 1.1 Concepts and roles of strategy and strategic management………………………… 1.1.1 Concepts of strategy and strategic management.…………………………………… 03 1.1.1.1 The concept of strategy………………………………………………………………………… 1.1.1.2 The concept of strategic management……………………………………….………… 03 1.1.2 The role of business strategies in the business activities of enterprises…… 04 1.2 Types of business strategy……………………………………………………….……….………… 04 1.2.1 Strategy of centralized growth……………………………………………………….………… 04 1.2.2 Competitive strategies in accordance with M Porter viewpoint……………… 04 1.2.2.1 Low cost leading strategy……………………………………………………………………… 1.2.2.2 Differentiation strategy…………………………………………………… ……………… 1.2.2.3 Key focused strategy………………………………………………………… ……………… 05 1.2.3 Competitive strategies for business units according to market share position in the market………………………………………………………………………….……… … 1.2.3.1 Business units to lead the market…………………………………………….…………… 1.2.3.2 Business units to challenge the market………………………………………………… 1.2.3.3 Business units to follow the market………………………………………….…………… 1.2.3.4 Business units to lurk the market…………………………………………… …………… 1.3 The process of developing strategies…………………………………………… …………… 1.3.1 Identifying business tasks…………………………………………………… …… ………… 1.3.2 Analyzing the external environment………………………………………… ………… 03 05 05 05 05 05 06 06 06 07 1.3.2.1 Analyzing the influences of macro environment…………………………….……… 1.3.2.2 Analyzing banking environment (micro- environment)…………………… …… 07 1.3.3 Analyzing Internal bank (analysis of internal environment)………………… … 07 1.3.3.1 Analysis of financial capacity……………………………………………… ………… …… 07 1.3.3.2 Analysis of Banking………………………………………………………….… ………… …… 08 1.3.3.3 The structure of organization and management system…………………… … 1.3.3.4 Human resources…………………………………………………………… ……………… … 10 1.3.3.5 Information technology and information management systems…………… 10 1.3.3.6 Technical material facilities………………………………………………….…………… … 10 1.3.4 Analyzing and selecting strategies…………………………………………… ………… 10 1.3.5 Implementing strategies……………………………………………………….… ………… 10 1.3.6 Inspecting and evaluating the strategy implement…………………………… … 11 1.4 Tools for developing strategies and selecting business strategies……………… 11 1.4.1 Tools providing information for formulating strategies……………………….…… 11 1.4.1.1 IFE Matrix (Internal Factor Evaluation)…………………………………………….…… 11 1.4.1.2 EFE Matrix (External Factor Evaluation)………………………………… ……….…… 11 1.4.1.3 Competitive Image Matrix………………………………………………… ……….……… 12 1.4.2 Tools for developing feasible strategies……………………………………….….……… 12 1.4.2.1 SWOT Matrix (Strength - Weakness - Opportunity – Threat)………………… 12 1.4.2.2 Main strategy matrix…………………………………………………………………………… 12 1.4.2.3 SPACE Matrix……………………………………………………………… ……………………… 13 1.4.3 Tools for selecting strategies: Quantitative Strategic Planning Matrix (QSPM) 13 1.5 Characteristics of the banking sector that affect the strategic management 13 1.5.1 The potential demand for banking services……………………………………………… 13 1.5.2 The management of the State Bank………………………………………………………… 14 1.5.3 Development level of relevant sectors and accessories……………………… … 14 1.5.4 Competitors…………………………………………………………………….………………… … 15 1.5.5 The internal factors of the bank……………………………………………… ………… … 15 1.5.5.1 Operation network system………………………………………………… ………… … 16 1.5.5.2 Human resources…………………………………………………………… ………… … … 16 1.5.5.3 The level of product variety and quality of customer service…………….… 16 1.5.5.4 Prestige of the bank………………………………………………………… ………… … … 17 1.5.5.5 The capacity of technolog…………………………………………………….………… … 17 1.5.5.6 Management capacity and the organizational structure…………………… 17 CHAPTER 2: ANALYSIS OF BUSINESS ENVIROMENT OF HDBANK – THANG 17 LONG 17 2.1 General introduction on HBBank……………………………………………… ………… … 18 2.1.1 Introduction on HDBank………………………………………………………… ………… … 2.1.2 General introduction on HDBank - Thang Long…………………………………… … 18 2.1.2.1 The process of establishment……………………………………………… …… ……… 2.1.2.2 Organizational structure 2.1.3 Management capacity………………………………………………………… 19 2.1.4 The financial capacity………………………………………………………… 19 2.1.5 Services Product……………………………………………………………….… 19 2.1.6 Business results……………………………………………………………… … 19 2.2 Overall assessment of business operations of the branch…………………………… 20 2.3 Analysis of influence of external environment to business operations of 21 HDBank - Thang Long……………………………………………………………….… 21 2.3.1 Macro environment…………………………………………………………….… 21 2.3.1.1 Economic environment………………………………………………………… 22 2.3.1.2 Environment of law and politics…………………………………………… … 23 2.3.1.3 Technology environment…………………………………………………… … 2.3.1.4 Cultural and social environment…………………………………………….… 25 2.3.1.5 The natural environment…………………………………………………… … 25 2.3.2 Micro-environment…………………………………………………………….… … 25 2.3.2.1 Competitor………………………………………………………………… ….… … 29 2.3.2.2 Customers…………………………………………………………………… ….… … 30 2.3.2.3 Provider…………………………………………………………………… ….… … 31 2.3.2.4 Potential rival……………………………………………………………… ….… … 32 2.3.2.5 Alternative product………………………………………………………… … … 32 2.3.3 Evaluating opportunities and risks…………………………………………… … 32 2.3.3.1 Opportunities (O)…………………………………………………………….…… … 33 2.3.3.2 Threaten(T)………………………………………………………………… ….…… … 34 2.3.4 External Factor Evaluation (EFE)…………………………………………… … 34 2.3.5 Competition image matrix…………………………………………………… … 34 2.4 Analysis of internal factors of HBank - Thang Long…………………………… 35 2.4.1 Human resource……………………………………………………………… …………… 35 2.4.2 Marketing activities………………………………………………………………………… 36 2.4.2.1 Distribution channels……………………………………………………… ………… 36 2.4.2.2 Customer base……………………………………………………………… ………… 39 2.4.2.3 Trademark…………………………………………………………………… ………… 40 2.4.3 Research and development…………………………………………………….……… 40 2.4.4 Information technology……………………………………………………… ……… 41 2.4.5 Assessing the strengths and weaknesses……………………………………… 41 2.4.5.1 Strengths…………………………………………………………………… …………… 41 2.4.5.2 Weaknesse………………………………………………………………………………… 41 2.4.6 Internal Factor Evaluation (IFE)……………………………………………….…… 42 2.5 The need to build business strategies of HDBank - Thang Long……………… 42 CHAPTER 3: MEASURES TO BUILD BUSINESS STRATEGIES IN HDBANK – THANG 42 LONG IN THE PERIOD OF 2012 – 2017 42 3.1 Business targets of HDBank – Thang Long from 2012 to 2017……………… 42 3.1.1 General targets………………………………………………………………………………… 43 3.1.2 Specific targets………………………………………………………………………………… 45 3.2 Analysis of feasible business strategies………………………………………….…… 3.2.1 Analysis of the matrix SWOT……………………………………………………….…… 3.2.2 Analysis of the matrix SPACE……………………………………………… …….…… 47 3.2.3 Analysis of great strategic matrix…………………………………………… ….…… 47 3.2.4 Identify the business strategies which are able to replace……………………… 47 3.3 QSPM Matrix…………………………………………………………………….……… ….…… 48 3.4 Solutions for implemeting the strategies……………………………………… …… 48 3.4.1 Solution of developing the human resouces………………………………… … 49 3.4.1.1 Recruitment process and human resouce attracting 3.4.1.2 TranningTraining and re-trainningtraining 51 the 52 employees 53 3.4.1.3 Policies of human resource management, salary and remuneration 55 3.4.1.4 The policies of promotion and allocation of human resource 55 3.4.2 Marketing solution…………………………………………………………….… .… .… 55 3.4.2.1 Market research………………………………………………………… 56 3.4.2.2 Marketing Mix…………………………………………………………… 3.4.3 Solution of technology………………………………………………………… .… .… 3.4.3.1 System……………………………………………………………………… .… .………… 57 57 3.4.3.2 Information technology personelpersonnel (IT) 57 …………………………………… 57 3.4.4 Solutions related to governance and organizational structure………………… 58 3.4.5 Solutions related to financial resources……………………………………… ………… 60 3.4.6 Build up culture of organization……………………………………………….… ………… 60 3.4.7 Build up material base…………………………………………………………….… ………… 61 3.5 Some recommendations………………………………………………………….….… ………… 61 3.5.1 Recommendations to the Government…………………………………………………… 63 3.5.2 Recommendations to Vietnam State Bank…………………………………….………… 63 3.5.3 Recommendations to Vietnam bank association……………………………………… 65 3.5.4 Recommendations to Vietnam deposit insurance company………………… 65 3.5.5 Recommendations to HDBank’s Board of Stockholders and Directors……… 65 3.5.5.1 Recommendations to the Board of Stockholders…………………………….…… 66 3.5.5.2 Recommendations to the Board of Directors……………………………… ……… 67 3.5.5.3 Recommendations to the General Director………………………………….……… 67 CONCLUSION 67 REFERENCES 67 APPENDICES 68 68 GaMBA01.M CAPSTONE PROJECT REPORT Group No.08 – GaMBA01.X0710 electronic trade technology Specifically, the state bank should have the policy of tax and capital preference for all banks in general and HDBank in particular when promoting payment without cash in Vietnam, as well as corporate with professional body such as post and telecommunication, electricity, etc, to serve best for requirements of material base of payment and credit-card issue in Vietnam The Vietnam economy currently has a lot of banks lacking good quality services, servicing culture, as well as managers with effective capacity in managing and operating bank services, modern bank services… The state bank needs consider requirements and sufficient conditions to be accepted the establishment of new commercial bank Whenever a bank is established, there may be a competition among banks to attract personnel, market and lead to the upside down in senior banks’ business strategies The market is cut up; the profit is shared for a large number of “bank machines”, and consequent a risky and uncontrollable situation For example, some industrial economic groups establish new banks which are flexible in granting a loan among bank co-owner groups, may cause credit risks - Legislating regulations about building credit marking system, credit ranking system - Fulfilling business customer information system and build private customer information system Regulate some compulsory sanction to enhance adherence in support banks and HDBank in approving loans for personal and business customers - Regulating details in decree of anti-money-laundering (decree 74/NDCP) to guide banks in anti-money-laundering and keeping customers - Regulating some general requirements in standard bank technology for banks to develop technology and easily corporate - Simplifying procedure for HDBank in the process of opening new branch, dealing room, such as simplify plan evaluation, no preference for A record of credit organization 3.5.3 Recommendations to Vietnam bank association VBA should gain its role in linking domestic banks to enhance their competitive capacity in compared with international competitors Some interest rate policies, exchange rate, modern technology investment, new products… based on each 67 GaMBA01.M CAPSTONE PROJECT REPORT Group No.08 – GaMBA01.X0710 bank’s private strategies should be placed in some VBA’s common agreements to avoid unnecessary price competition, for example, some interest races recently - Enhancing the role of centre to strengthen relationship among banks in terms of products sharing, ATM system, training and education - Gaining support in professional training for HDBank and all Vietnam banks in the process of integration 3.5.4 Recommendations to Vietnam deposit insurance company Currently, according to the legal regulations, the organization joining deposit insurance is responsible for paying deposit insurance fee in four quarters yearly, each quarter fee is 0,15%/year per average balance insured The deposit insurance of Vietnam Company needs to execute policy of different insurance fee based on evaluation of current financial condition in each bank; the banks with better financial condition can be applied the least fee and vice versa 3.5.5 Recommendations to HDBank’s Board of Stockholders and Directors 3.5.5.1 Recommendations to the Board of Stockholders - Allowing HDBank to save a minimum charge 1% per total yearly profit to serve customer care - Supporting the board of management and board of directors in terms of HDBank’s regulation revision - Supporting the board of management and board of directors in terms of policy for long-term investment in order to upgrade sever system, technology base and training - Supporting the board of management and board of directors in terms of registered capital, meanwhile accepting tendency of reasonable dividend in some first years of the strategy - Authorizing right for the board of directors in decision of registered capital increasing yearly 3.5.5.2 Recommendations to the Board of Directors - Decentralizing better for the general manager in the decision of daily business activities; gain decisive right of the board of deposit in the board of governors to the highest legal standard 68 GaMBA01.M CAPSTONE PROJECT REPORT Group No.08 – GaMBA01.X0710 - Establishing the board of property management with liability in the Board of management in order to use HDBank’s liabilities – assets more effectively - Establishing the internal audit board in the board of management to gain the role of supervision, risk management to insure the best and stable growth for HDBank 3.5.5.3 Recommendations to the General Director - Decentralizing better for department managers, branch managers to speed up the decision and take advantages of opportunities in business - Enhancing the key role and authority of vice-managers and restricting giving decision based on public ideas or irresponsibility 69 GaMBA01.M CAPSTONE PROJECT REPORT Group No.08 – GaMBA01.X0710 CONCLUSION Theoretically and practically, business strategy plays a very important role in every enterprise’s activities in the modern economy Taking part in a very severely competitive branch, HDBank Thang Long needs a positive business strategy to join the integration It may help HDBank Thang Long deal with fluctuation in business environment in a flexible, reasonable way Via business strategy building, HDBank – Thang Long will clarify clearly the target system, policies and some near future solutions However, in an unstable business environment, in order to gain the effectiveness of strategy application in practical business, it is necessary for the enterprises to be “flexible” to select the feasible option to achieve the target Therefore, it is a very crucial mission for all staff of HDBank to define and apply strategy in practical business For the time constraint, research condition and personal capacity, it is possible for this paper to be incomplete We are looking forward to receiving comments from the lecturers and other students I would like to send his sincere thanks to all the teachers and lecturers for comments and evaluation 70 REFERENCES Nguyen Thi Lien Diep - Pham Van Nam (2003), Business Strategy and Policy, Statistics Publisher, Hanoi Fred R David, Translator: Truong Cong Minh Tran Tuan Nhac Tran Thi Tuong Nhu (2003), Concepts of strategic management, Statistics Publisher, Hanoi Garry D Smith, Danny R Arnold, Body R Bizzell, Translator: Bui Van Dong (2003), Business Strategy and tactics, Statistics Publisher, Hanoi M.A Nguyen Trong Nghia (2006), Fostering knowledge of international economic integration, Bankers Association training center, Hanoi Banking Academy (2002): Banking Management and business Statistical Yearbook of Vietnam (2008) Statistical Yearbook of Vietnam (2009) Statistical Yearbook of Vietnam (2010) Annual report of SacomBank, Đong A Bank, ACB, HDBank 10 Vietnam Bankers Association (12/2006), The commitment of Bank of Vietnam and Vietnam joined WTO 11 Decision No.912/NHNN-CLPT dated 19/08/2005 of State Bank of Vietnam about Development strategy of Bank services for the period 2006-2010 12 Decision No 112/2006/QD-TTg dated 24/05/2006 of Prime Minister approving Development projects in Vietnam bank industry to 2010 and orientations till 2020 13 Journal of Bank in 2008, 2009, 2010 14 Websites: www.hdb.com.vn; www.acb.com.vn; www.dongabank.com.vn; www.sacombank.com.vn; internal website of HDbank and other websites APPENDIX HDBANK – THANG LONG ORGANIZATION CHART Administrative Department Finance-Accounting Department Transaction offices Business customer service Department VICE DIRECTOR Personal customer service Department DIRECTOR Cash and Vault Management Department VICE DIRECTOR Personal credit Department Evaluation department Business credit Department VICE DIRECTOR Capital sources Department Computational Group APPENDIX EVALUATION BASE OF CRITERIA IN COMPETITIVE IMAGE MATRIX (1)Charter Capital: Bank SacomBank Đong A Bank ACB HDBank Unit Billion dong Billion dong Billion dong Billion dong In 2008 9.000 7.200 3.406 1.550 In 2010 12.100 10.327 7.258 2.000 Up to early January 2011, all four banks Sacombank, East Asia Bank, ACB, HDBank have increased their charter capital of up to 3,000 billion dongs, responding well to targets of charter capital, given points (2) Distribution channels: - SacomBank has 59 branches but operating effectively, this target responses average, points - East Asian Bank has 130 branches, 700 transaction points, responsingresponding over average, points - ACB has 2.000 branches, 700 movable banks, 200.000 loans and mobilization groups, good response, points - HDBank has 96 branch, over 350 transaction office, responsingresponding over average, points (3) Service quality: During this time, banks are constantly improving their product quality, improving the quality of services to best meet customer needs Service quality of banks have responded well, points (4) Total assets: All banks have increased total assets of next year more than previous years, equal respnseresponse, points (5) Fame of trade mark: - SacomBank has been chosen by “the Banker” of U.K as “The best Bank of Vietnam" for years; the first commercial bank to issue and pay inVisa International cards, MasterCard; a payment center of interbank foreign currency of over 100 domestic banks and foreign bank branches in Vietnam; the largest card payment agent in Vietnam: Visa, American Express, MasterCard, JCB; It is also an exclusive bank to issue American Express Card in Vietnam; the only bank in Vietnam gained over 95% of Swift processing fully automatic under the standards of American, assessing good response of famous trade mark, points - Đong A Bank was awared “Lighthouse”, “Vietnam Gold Star Award 2006” However, Dong A Bank hasn’t expanded to internation, responsing over average for the trade mark, points - In 2010, ACB awared “The strongest Vietnamese bank 2010”, points - HDBank is ranked among the 500 largest business groups in Vietnam according to table of ranking corporate reputation based on objective research results and independent assessment under the international standard with the consulting of foreign and domestic experts (VNR500) HDBank have full convergence of criteria to become a famous national brand, asserted its supremacy in the market with high quality financial services - banks, professional service style HDBank was highly honored with the prize: “The best cash management of Vietnam” awarded by Asiamoney magazine (HDBank is the exclusive representative of Vietnam achieving this prestigious award in types: small, medium and large business) HDBank was also awardes “The excellent annual report" of Vision Awards 2010 conferred by League of American Communications Professionals (LACP), Standard Payment Telegram Making Quality Award (conferred by Wells Fargo Bank, N.A) HDBank response was assessed on average, points (6) Rate of bad debt: All banks are trying to reduce the rate of overdue debts, very good response to this criterion, points (7) The level of interest in strategic management: The four banks want to become a large financial group, the level of interest in strategic management is top priority - SacomBank and HDBank have above-average attention to its strategy, points - ACB and Dong A Bank have average attention, points (8) Investent in human resources: - Sacombank and HDBank regularly organized courses in business, professional style to server customers, level of interest in the above average, points - Human resources of Dong A Bank mostly are the elder, banks haven’t paid attention to rejuvenating staffs to change serving style In 2010, Dong A Bank organized 181 courses with 7.246 staffs participated, scored points - In 2010, ACB organizes professional training classes but did not meet the actual needs, employees transferred to other banks to work more mainly due to low remuneration, few opportunities for development, recently bank has begun to adjust, points (9) Diversifying services: - SacomBank is a bank to issue and pay inVisa International cards, MasterCard and the largest card payment agent in Vietnam: Visa, American Express, MasterCard, JCB It is also an exclusive bank to issue American Express Card in Vietnam, is a big agent of Money Gram money transfer payment in Vietnam, is a bank of accounting for the biggest export-import payment and guarantees in Vietnam, is the only Vietnamese bank to reach 95% rate of Swift processing fully automatic under the standards of American During consecutive years: from 1996 to 2003 it was recognized as a Bank of the best service quality about Swift payment under the international standards It was selected as main bank in managing and serving for loans, and Government’s aid and many ODA projects in Vietnam Assess Sacombank to response well, points - Dong A Bank: In 2008 was also the year the whole system of Bong A bank made great effort in implementing the development of new products, value-added services such as: deposit and withdraw money in many places, raise savings to ensure value of gold; build a successful program connected Dong A bank with securities Company Besides, Dong A Bank also developed Mobile Banking products: BSMS banking, Vntopup, transfer money throught BSMS (ATransfer Service) Dong A Bank responsed over average, points - Products and services of ACB are not various, just a small portion of income, main source of ACB’s income is interest from credit activities Response over average, points - HDBank has given many new products and services, with various utilities such as: BSMS service to send/ receive messages automatically, the future contract service of goods, bill payment HDBank is also boosting automatic wage payment service, connection with Banknetvn card payments, implementing modern banking services such as: Internetbanking, Phonebanking, Homebanking, associated with Western Union to make international money transfer HDBank responsed well, points (10) Foreign Affairs business: - SacomBank is bank that has the best foreign affairs business in banking system of Vietnam, points - Dong A Bank is one of banks with the largest agent banking relationship in Vietnam with over 800 agent banks in 110 countries and territories by the end year of 2003 As a member of the Asian Bankers Association (ABA); hosted many international conferences such as Conference of FAO in 1991, APRACA Conference in 1996 and in 2004, the Conference of CICA International Agricultural Credit in 2001, APRACA Conference of sea products in 2002; is the leading bank in Vietnam in the reception and implementation of foreign projects, especially projects of the WB, ADB, AFD By the end of 2002, it has received and managed effectively 62 projects with total capitals of $2,097 million Dong A Bank responsed well with this target, points - ACB is a member of Vietnam Banking Association (VNBA), Asian Bankers Association (AABA), Society for Worldwide Interbank Financial Telecommunication (SWIFT) Association of international MASTER, VISA card payment and distribution Association of lending financial institutions for APEC Small and Medium Enterprises, has singed framework Credit Agreements with Belgium, German, Korea, Switzerland and had agent relationship with 735 big banks of 60 nations on all over continents ACB responsed well with this target, points - HDBank won Outstanding International Payment Prize (awarded by Citibank), World Payment Management Prize (conferred by Citigroup) responses above average for this indicator, points ... banks: Sacombank, ACB, EastAsia Bank This thesis report selects Sacombank as sample to compare with the other banks 37 GaMBA01.M CAPSTONE PROJECT REPORT Group No.08 – GaMBA01.X0710 SacomBank ACB... Strategies on the matrix SPACE 51 GaMBA01.M CAPSTONE PROJECT REPORT Group No.08 – GaMBA01.X0710 GaMBA01.M CAPSTONE PROJECT REPORT Group No.08 – GaMBA01.X0710 CHAPTER RATIONALE ON BUSINESS... jointstock commercial banks with total size hovering 10,000 billion assets such as ACB, Sacombank, Eximbank, TechcomBank, International Bank, East Asia Bank, Bank for housing development of Hanoi, Military