Increasing the lending to small and medium enterprises at asia commercial joint stock bank (acb)

MASTER IN FINANCIAL MANAGEMENT THESIS INCREASING THE LENDING TO SMALL AND MEDIUM ENTERPRISES AT ASIA COMMERCIAL JOINT STOCK BANK (ACB) Major: Master in Financial Management Code: 8340202.01QTD Graduate student: Bach Thi Minh Thuan Supervisor: Assoc Prof Dr Nguyen Van Dinh HA NOI - 2020 MASTER IN FINANCIAL MANAGEMENT INCREASING THE LENDING TO SMALL AND MEDIUM ENTERPRISES AT ASIA COMMERCIAL JOINT STOCK BANK (ACB) Graduate student: Bach Thi Minh Thuan Supervisor: Assoc Prof Dr Nguyen Van Dinh HA NOI - 2020 DECLARATION I hereby guarantee that the thesis is my own research It was written with the thorough guidance and supervision of Assoc Dr Nguyen Van Dinh The data and results stated in the thesis have a clear and honest origin The content of this thesis has never been published in any other studies Author Bach Thi Minh Thuan ACKNOWLEDGMENTS First of all, I would like to express my sincere thanks to the teachers of the International Faculty - Hanoi National University who took the valuable time to impart knowledge and experience to help me raise awareness and ability apply in practice In particular, I would like to express my deep gratitude to Assoc.Prof.Dr Nguyen Van Dinh, who directly gave guidance, helping me to complete my thesis On this occasion, I am very grateful to the staff of Asia Commercial Bank (ACB) and the SMEs that are customers of ACB, who always facilitate the completion of my research I would also like to thank my family, friends and colleagues for their support in information, data and input, direction and facilitation to help me complete my study With my own efforts, but limited experience and abilities, the thesis cannot avoid its shortcomings So I hope to receive the comments of teachers, friends, colleagues and readers to improve the study further Author Bach Thi Minh Thuan TABLE OF CONTENTS LIST OF TABLES AND FIGURES INTRODUCTION .7 Purpose of research Research objectives Research Scope Research Methods Structure of thesis Chapter 1: Theoretical basis and evaluation of researches on SME lending 11 1.1 Theoretical basis 11 1.1.1 Commercial banks and commercial banks' lending activities .11 1.1.2 Loans for small and medium enterprises of commercial banks 13 1.1.2.1 Small and medium business concept 13 1.1.2.2 Characteristics, policies, processes, and contents of SME loans of commercial banks 15 1.1.3 Evaluation criteria for SME loans of commercial banks .17 1.1.3.1 Indicators of outstanding SME loans 17 1.1.3.2 Indicators of outstanding loans with collateral 18 1.1.3.3.Overdue debt ratio and overdue debt ratio 18 1.1.3.4 NPL ratio and bad debt ratio .19 1.1.3.5 Indicator of profit from SME lending activities 20 1.1.4 Factors affecting SME loans of commercial banks 21 1.1.4.1 The objective factors 21 1.1.4.2 The subjective factor 23 1.2 Overview of of related studies .27 Chapter 2: Research method 30 2.1 Research design process Error! Bookmark not defined 2.2 Methods of data collection and sampling Error! Bookmark not defined 2.3 Analysis method, data processing and result evaluationError! Bookmark not defined Chapter 3: Current status of SME loans at Asia Commercial Joint Stock Bank (ACB) Error! Bookmark not defined 3.1 Overview of ACB Error! Bookmark not defined 3.1.1 Development histoty of ACB Error! Bookmark not defined 3.1.2 Operational structure Error! Bookmark not defined 3.1.3 Some key performance indicators of ACBError! Bookmark not defined 3.2 Overview of SME lending at ACB Error! Bookmark not defined 3.2.1 SME lending policy Error! Bookmark not defined 3.2.2 Small and medium business loan processError! Bookmark not defined 3.2.3 Small and medium business loan results Error! Bookmark not defined 3.2.3.1 Loans and outstanding loans to SMEs Error! Bookmark not defined 3.2.3.2 Overdue debts of SMEs Error! Bookmark not defined 3.2.3.3 Bad debt of SMEs Error! Bookmark not defined 3.2.3.4 Outstanding loans with collateral of SMEs Error! Bookmark not defined 3.2.4 Survey results of SMEs (customers of ACB)Error! Bookmark not defined 3.2.5 Survey results of ACB credit staffs Error! Bookmark not defined 3.3 Assessment of SME lending at ACB Error! Bookmark not defined 3.3.1 Achievements in SME lending Error! Bookmark not defined 3.3.2 Limitations in SME lending and the cause of the limitations Error! Bookmark not defined Chapter 4: Solutions to enhance small and medium business loans at ACB Error! Bookmark not defined 4.1 Main business orientation of ACB Error! Bookmark not defined 4.2 Solutions to improve loan quality for small and medium-sized businesses at ACB Error! Bookmark not defined 4.2.1 Complete the organizational structure and personnel of the SME department Error! Bookmark not defined 4.2.2 Improve SME lending policy Error! Bookmark not defined 4.2.3 Completing SME lending policy Error! Bookmark not defined 4.2.4 Apply new technologies in banking operationsError! Bookmark not defined 4.2.5 Capacity building for information collection and appraisal Error! Bookmark not defined Conclusion Error! Bookmark not defined Reference 79 LIST OF ACRONYMS No Terminology Interpretation EPS CAGR IT PMI Purchasing Managers Index SBV State Bank of Vietnam SME Small and medium enterprise TOI Total operating income Compound growth in earnings per share Information Technology LIST OF TABLES AND FIGURES Figure 3.1 ACB Bank's organizational chart (with sections related to SME lending)………………………………………………………………………………………36 Figure 3.2 Loan process at ACB…………………………………………………………47 Figure 3.3 SME loan growth …………………………….…………………………… 62 Figure 3.4 Bad debt and bad debt coverage …………………………….…………… 63 Table 3.1 Some key performance indicators of ACB ………………………………….36 Table 3.1.1 Business performance results of ACB ……………………………… .37 Table 3.1.2 Financial balance sheet of ACB Bank ……………………………… 38 Table 3.2.1 Lending indicators at ACB …………………………………………………49 Table 3.2.2 Outstanding loans to SMEsat ACB ……………………………………… 51 Table 3.2.3 Overdue debts of SMEsat ACB …………………………………………….51 Table 3.2.4 Bad debt of SMEs at ACB ………………………………………………… 52 INTRODUCTION Purpose of research Small and medium enterprises (SMEs) are the main driving force of economic development in any country, especially in developing countries, and the startup movement trends has been as strong as in Vietnam in recent years SMEs also play a key role in stimulating economic growth In Vietnam, with the dominance of small and medium-sized enterprises in the economy due to their contribution to GDP, it is important to evaluate the business environment affecting their development Of all SMEs, 25% pointed out that insufficient capital due to difficulty in accessing finance remains the most important constraint on their business growth Therefore, international financial institutions often offer great incentives for SMEs Access to credit remains one of the biggest obstacles to the growth of SMEs in Vietnam, and so far, only 39% of SMEs have bank loans Loans from SMEs account for 22% of total bank lending in the entire economy, accounting for 97% of all firms (NCIF, 2017) In order to serve the financial needs of SMEs, especially official sources such as the banking system, the Vietnamese government has launched a large number of support programs, including a Credit Guarantee Scheme (CGS) for these businesses Banks as the lifeblood of the economy play a very important role for small and medium enterprises in production and business activities With the advantage of cheap capital costs and high income over total assets, outstanding loans for small and medium enterprises tend to account for a large proportion of the total outstanding loans of banks in Vietnam, especially in Small and medium commercial joint stock banks Increasing lending to small and medium enterprises is a vital requirement of banks, amid fierce competition in the large corporate and individual segments, and is especially strategic meaning with the bank focusing on top lending quality in the system like ACB In addition, SME lending is different and risky compared to lending to large customers and personal loans when there is no collateral; financial statements are not clear and there is no guarantee about cash flow Therefore, there are few specific studies on this issue in Vietnam and especially a case study of a particular bank Th3 research aimed at bringing solutions to promote lending to SMEs not only contributes to improve the Bank's operational efficiency and profit, but also promotes economic development and job creation in the context of SME scene has grown strongly in quantity and quality in recent years Research objectives Research synthesizing theories, analyzing and evaluating the current situation of lending to SMEs and proposing solutions to increase lending to small and medium enterprises at banks in Vietnam, especially the case of typical bank with the lowest NPL ratio in the system and a relatively high ratio of loans to individuals and small and medium enterprises is ACB Research Scope Research scope is banks in Vietnam and specifically Asia Commercial Bank on increasing the lending to small and medium enterprises Research Methods Information sources:  General theories about SMEs, lending activities and SME lending quality  Textbooks, lectures, books, newspapers, research works and learning materials specialized in finance - banking; dissertations on the topic of lending small and medium enterprises;  Internet references;  State Bank's regulations;  Reports from banks in Vietnam; 66 leverage is already quite large, capital is thinner than peers in a regulatory environment that has not been tightened for many years to come, and less opting to raise tier capital over its peers, the author believes that ACB will outperform its peers and thus there is not much room to boost SME lending while in the customer segment This is relatively risky, especially in the context of a sharp decline in economic conditions due to current epidemics combined with ACB's tight risky appetite for many years Third, the market often calls ACB the most conservative in the system (eg low LDR, ~ 100% G-Bond portfolio, little bad debt and almost no exposure to the real market) And in an economy growing ~ 7% on a sustainable basis (even during the Covid epidemic: Vietnam is also one of the fastest growing economies in Asia and the world, a near zero risk balance sheet isn't necessarily best practice.In fact, with a 10Y bond yield nearing 3% in Vietnam and negative elsewhere, the risk balance sheet is zero, may even become inactive and have a negative effect on SME lending Fourth, ACB does not have a special competitive advantage in lending products compared to competitors in the same industry in general and in the SME lending sector in particular The reason comes from the structure of functional departments from Head Office to Business Unit of ACB, the bank does not yet have a separate division dedicated to the real SME segment from Head Office to Business Unit and, accordingly, is a policy product system for SMEs Most of SMEs, when they borrow money at banks, are interested in lending interest rates, service attitude of bank staff, time to process loan applications, loan procedures and non-credit services that customers receive from the bank Fifth is a restriction on loan procedures as up to 36% of customers surveyed assessed that loan documents are still complicated and about 11% rated ACB's loan application very complicated Of which, 60% of SMEs surveyed had difficulty in collateral: their collateral was not ready or complete in terms of legal issues Many businesses have large factories, invest many billions of dong in factory construction 67 and then seek a bank loan, but the legal term of this factory land is agricultural land for long-term lease, factory and construction is not completed yet… so it cannot be mortgaged Many businesses have difficulty in specific strategies to use loans effectively even though they have strategies on customers and products When the bank mentioned the loan plan, some businesses could not represent or use it for the wrong purpose In addition, businesses only care about collateral is real estate, while some other collateral assets such as production supply contracts for big and reputable business partners very few businesses care " The reason for the above problem is that ACB's product policy does not really focus on SMEs, but is general policy for corporate customers while SMEs have many other characteristics and need appraisal information IT differences and applications Sixth is the time limit for processing loan applications when up to 34% of customer comments are slow to evaluate the application and 4% of the reviews are very slow Due to unclear policy and ACB's organizational structure has not clearly defined functions and duties for SME lending, business units perform inconsistency on the other hand due to lack of information to evaluate, ACB has not have a system to collect appropriate appraisal information and customers often have to provide documents and documents many times leading to slow disbursement progress Seventh is a limitation related to service experience through digital banking (look up loans, repay debts, remind debt, etc.) when there are still 15% of surveyed customers that the service is not convenient and difficult to use and 5% believe that the features are inferior to other banks, the reason is that the Bank has not really focused on developing new features for e-banking and digital banking trends in when ACB was one of the banks that upgraded the core banking system (CoreBanking) to the earliest time in the market 68 Chapter 4: Solutions to increasing the lending to small and medium business loans at ACB 4.1 Main business orientation of ACB 2020 is the second year in ACB's 5-year strategy for the period of 2019 - 2024 In the context of an increasingly competitive banking market, between banks, between banks and financial technology companies, and increasing compliance requirements, to continue to grow, ACB needs aself-improvementplan, capital capacity enhancement, business model renewal, innovative product and service delivery and response to customer needs, improving service quality, bringing more service experiences for different customer segments Thereby, ACB focuses on implementing the following main actions: - Complete functions, tasks and organizational structure of units, processes and tools related to the application of the Basel II capital standard in 2019 - Continue to promote and comprehensively develop the retail banking segment - Continuing to exploit the market potential of bancassurance, bank card and priority banking services - Locate key customer segments and key economic sectors, thereby building unique policies and a distinct and optimal customer experience journey - Join and build an ecosystem to make a breakthrough in the strategy of reaching potential customers - Promote the creative culture to bring ACB closer to advanced ntech models - Focus on increasing the position, improving the size and profitability of the ACB distribution channel in key markets - Train and rearrange human resources to increase efficiency, nurture and 69 develop inherited human resources 4.2 Solutions to improve loan quality for small and medium-sized businesses at ACB 4.2.1 Complete the organizational structure and personnel of the SME department ACB needs to improve the quality of credit appraisal and analysis: The appraisal process needs to meet the requirements of analytical quality and the time to make decisions in order to be able to fulfill the requirements of prevention and limitation Credit risk just meets the needs of customers promptly The evaluation and analysis need to be considered to synthesize factors Analysis should focus on quantitative analysis, quantifying the customer's risk level through data assessment, and combined with qualitative analysis to identify potential risks and control capabilities, limit those risks of the bank ACB also needs to focus on human resource solutions: Credit officers at Head Office, Branches of SMEs must have the skills, ability to recognize risk signs early and comply with the following ethical rules: perform assigned jobs with a high sense of responsibility, honesty, transparency and publicity; Do not participate in prohibited businesses; Do not use bank resources for personal purposes; Take personal responsibility in all the decisions you participate in In addition, in terms of organizational structure, to promote SME lending, it is necessary to separate Corporate Client Division into Large Corporate Client Division and SME Division so that the SME Division has its own business targets and organization On the basis of the above organizational structure, there will be departments and personnel dedicated to developing specific products, policies and processes for SMEs ACB also needs to establish specialized SME departments at business locations, including employees equipped with extensive knowledge and skills to approach and support SMEs in expanding production and business Weaknesses that make it difficult for SMEs to access bank capital such as: not having many collateralized assets, not proving their finances must be actively 70 removed by banks Through the establishment of SME bloc and SME centers across the country, ACB will expand its SME customer base With access to more customers, ACB will have more opportunities to simplify procedures, shorten disbursement time, flexibility in terms of loan terms, repayment period for customers, ACB also can continuously update market developments, capture the needs and specifics of the industry to "tailor-made" products for each type of business in many categories: loans, guarantee, finance trade, cash flow management, international payment services… 4.2.2 Improve SME lending policy Firstly, ACB needs to closely manage and supervise the disbursement and post-disbursement process: The Bank needs to check the use of loans in accordance with the characteristics of loans, customer quality; Customer credit ratings should be used as the basis for a monthly, quarterly, or semi-annual determination of loan use It is necessary to have timely analysis and assessment of signs of risks to detect risks and create proactive handling capabilities Secondly, improving the efficiency of internal inspection includes: along with increasing the inspection and supervision of customers of our staff, ACB needs to build a strict process and regulations on post-inspection of the internal department inspection to ensure credit is in compliance with current regulations; enhance the role of internal control over credit activities Third, ACB needs to limit and compensate for losses when SME lending risks occur: In order to minimize losses when risks occur, ACB needs to take steps step by step and cautiously disrupting relationships with customers, especially old customers, perennial relationships; It is necessary to flexibly, apply in accordance with the characteristics of each customer and the capabilities of each branch, ensure high efficiency with reasonable costs; Also, use insurance and loan security tools Fourth, ACB has a policy to diversify the lending industry, should not focus too much on a certain area and restructure the investment portfolio to have 71 appropriate lending rates, expanding for Loans for industries that are also in need of capital in the current period to serve the operation process such as product distribution businesses, transport enterprises, or businesses that have advantages and growth such as IT related businesses Fifth, ACB also needs to apply a flexible mechanism as many commercial banks have applied and effectively ACB needs to have a diversified and flexible interest rate policy for each customer and each characteristic of the loan To so, ACB needs to classify SMEs as a basis for offering different interest rates - With potential SMEs, traditional and highly reputable SMEs, ACB can apply lower preferential interest rates to retain and create long-term credit relationships, helping SMEs business effectively, repay principal ACB needs timely modifying interest rate, thereby continuing to improve its reputation and maintain a long-term relationship with the bank - For SMEs that are assessed as a higher risk than other customers, but with firm collateral, they can negotiate to apply a higher interest rate In addition, depending on each industry or business field, ACB can share the power for the Branch to offer diverse interest rates, especially for many industries with great development prospects, encouraged by supporting to stimulate customers operating in that field to develop as production and business enterprises Sixth, ACB needs to improve SME loan appraisal at branches and pay attention to the following issues: In the process of evaluating, classifying and ranking customers who are businesses with credit relations at the branch, should pay attention to the following issues: - For efficient production and business SMEs, with good development potential, with revenues transferred to only deposit accounts at ACB branches, all assets including factories, machinery and equipment pledged to be pledged at the 72 bank, the Branch can consider raising the current loan limit in accordance with the business requirements of the unit, in which new credit levels arising may not need additional collateral - For SMEs with effective production and business but having credit relations with other banks, ACB branches need to closely monitor the credit relationship fluctuations of these customers (report on loan balance, through financial statements, through the CIC Information Center ) at the same time, it is necessary to study and apply reasonable interest rates, lending policies, and reasonable customer policies to ensure the ability to attract and grow the credit system of customers; - For SMEs experiencing temporary financial difficulties, ACB branches need to regularly grasp the business performance of the business (through financial statements, sales reports, and direct communication with owners business ) to advise on financial issues, market, credit scale to help customers maintain stability and seek capacity for operational development For these SMEs, the loan should be reviewed timely in manner, the application of loan policies must be flexibly implemented, and can consider adjusting the maturity of loans to ensure business operation is normal 4.2.3 Completing SME lending policy ACB needs to develop specific credit products for SMEs: ACB needs to perfect existing products In addition, for deployed products, based on the results of customer needs analysis to know problems that the current product cannot meet for customers, thereby completing weaknesses Besides, it is necessary to research, build and develop new products The trend of customers increasingly using many banking products and services, so developing new credit products in the direction of providing a full package of personal financial products from deposits, loans to money transfers, cards , e-banking services for customers who are given credit ratings according to ACB's internal credit rating system In addition, ACB needs to launch new products such as sponsorship for SMEs 73 to guarantee 100% real estate and loans to buy cars and special products such as: loans without collateral ACB must grasp that competition in this sector has brought about many positive changes in service quality, and SMEs are also benefiting from the trend of transform activities of banks 4.2.4 Apply new technologies in banking operations In recent years, technology has become the core of banking operations, especially in providing professional support to bank staff and increasing customer experience ACB needs to build a reporting system, build a centralized data warehouse for SME customers On that basis, building analytical reporting systems, combined with third-party data, decentralized and non-traditional data such as social networks, telecommunications partners and responsibility of independent credit rating units to be able to expand the SME customer base, develop products suitable for all types of SME customers, and shorten lending periods ACB also needs to develop e-banking services with separate loan and supplemental products for SMEs and SME owners because the majority of SMEs have young business owners, adapting to the technology and always apply new technologies to improve business performance Many businesses are not sure if they are eligible for a loan, especially when they not meet the conditions for collateral In addition, businesses still wonder about having to provide full documents in advance and wait It takes a long time for them to know if they are eligible for a loan.To support microenterprises (Micro SMEs), small and medium sized enterprises (SMEs) to access banking products and services, ACB needs to focus on building Online loan channel with specialized products and services exclusively for Micro SME and SME customers Accordingly, customers just need to visit the website of ACB, choose the product that the business is interested in, enter all the information that the business will receive immediate feedback on the ability to borrow money at ACB and later That would have to have 74 ACB staff contact the business to support businesses to complete the fastest profile In addition, with this product, ACB can develop a feature to support calculating the amount of principal and interest to be paid periodically (corresponding to the loan demand and loan period chosen by the business), the business can refund full initiative in balancing financial plans With specialized products for customers Micro SMEs and SMEs on ACB's e-banking system, businesses will actively access ACB's products and services anytime, anywhere; save time and money; know your ability to get credit at ACB Expand business development opportunities and be proactive in balancing financial plans In addition, ACB also needs to develop customer base: Promoting the development of customers who are small and medium-sized enterprises according to the general development orientation of the country, as well as the development orientation of the province in the coming time; Continue to maintain the customers that the branch already has relationships with on an existing customer base, and at the same time grow more customers at a corresponding rate as the present; expand the network of transaction offices in economic centers and residential areas to expand the retail market 4.2.5 Capacity building for information collection and appraisal First, ACB needs to improve the quality of SME information in order to have a basis to make accurate loan decisions, limit bad debt and not ignore good SMEs The information collected directly and indirectly by banks related to the project has a significant impact on the quality of project appraisal In addition to the information provided by the customer in the file, credit officers also need to seek and collect more information about customers through the following forms: Face-to-face and face-to-face interviews with customers: During the interview process, with their ingenuity and flexibility, credit officers need to create a comfortable atmosphere, guide customers to respond according to their guidance, to 75 can exploit the necessary information However, in order to obtain good results, credit officers should carefully study the database of SMEs to detect points to be noted, and then develop detailed and specific interview plans and programs Visiting the company's production and project location: finding information about SMEs is not only about interviewing or reviewing the company's records, but also based on actual workplace surveys, where the firm's production and project investment is located This is particularly important, it helps credit officers observe reality and promptly detect deficiencies, frauds or dishonesty between project documents and actual conditions In addition to official trips, there is a need for unannounced trips, so the collection of information will be more accurate External information: These sources of information are diverse and objective, enabling credit officers to make more accurate judgments and to make more effective decisions In addition to the information provided by the CIC, credit officers may collect the following information: Information from SME partners: these information can indicate the debt situation, business reputation, and the client's position in the market Information from State Agencies: Credit officers can collect information from state agencies such as tax agencies, the Department of Planning and Investment, the People's Committees of the locations where the business is located, and project construction site Consultation from consultants: Projects often have many complex technical factors, credit officers need to contact technical experts to know the exact status of machinery and equipment comparing with the customer presented Second, ACB needs to improve the ability of credit officers to analyze and evaluate information on SMEs in business units After collecting sufficient information, the credit officer must conduct due diligence by analyzing this information From financial statements, analyzing criteria 76 to evaluate debt situation, repayment capacity, working capital turnover rate, product consumption, corporate profits When analyzing Special attention should be paid to the profitability of the business plan and other sources of income for an SME as a feasible one leads to efficient business, which is the principal source of debt repayment for customers In addition, credit officers need to improve their professional qualifications to be able to assess and evaluate the situation of the business Branches of ACB in coordination with the Professional Centers at Head Office regularly organize training courses on skills of collecting, analyzing and evaluating for appraisal officers, helping credit officers to assess about the business performance of the enterprise accurately and quickly Regularly organize professional exchanges so that credit officers have the opportunity to learn from each other, assign old staff and new staff to gain experience in dealing with their operations to minimize risks loan risk caused by operations There should be an alternate supplement between new, young and inexperienced cadres and those with more working experience, thereby learning, exchanging experiences and knowledge between generations with each other at branches of ACB At the same time, it is necessary to develop a strict reward and punishment regime, associated with work efficiency benefits to enhance credit officers' responsibility in finding new customers, expanding credit as well as reducing overdue debt and bad debt Through the assessment of customer quality and project appraisal, credit officers give general assessments of business operations, the reasonableness of loan needs, assessment of repayment capability and feasibility calculation of loan plan Since then, the results of the appraisal work are highly reliable, reducing risks for ACB's lending activities 77 Conclusion Lending activity has always been the basic, important and so on is bringing the biggest income and profit to the business activities of commercial banks However, credit growth is narrow and competitive in corporate and individual lending is fierce competition Accordingly, many commercial banks have focused and increased lending to SMEs, a segment neglected many years ago due to the risk aversion of banks and also to respond to the fact that SMEs become dynamic economic development and strong growth in the last years Therefore, the need to increase lending to SMEs is always an urgent requirement in the operations of each commercial bank, especially in the context of current extensive economic integration and especially with conservative banks ACB In line with the trend of commercial banks in the SME lending segment, increasing SME lending at ACB is an urgent and important requirement for the Bank's operation and development The issue of increasing SME lending at ACB is an urgent issue for the Bank's business activities, so it is urgent to so because only doing it well can help ACB maintain revenue growth and profit at the same time expanding potential customers The thesis “Increasing the lending to small and medium enterprises at Asia Commercial Bank” has solved the following basic problems: Firstly, systematize issues of SMEs, SME lending activities of commercial banks, and quality of loans of commercial banks (research on conceptual issues, evaluation criteria and factors affecting quality amount of SME loans of commercial banks); Second, Research and analyze the current status of SME lending activities at ACB on the basis of quantitative criteria and expert opinion On that basis, it is clear that the achievements have been achieved and the difficulties that limit lending expansion to SMEs and the limitations such as: low SME loan growth, inappropriate policy products, and processing time processing large loan documents, complicated procedures At the same time, the thesis has pointed out the basic reasons leading to 78 limitations in increasing SME loans at ACB In particular, the leading reason is that there is no specialized apparatus, thorough application of the process, the quality of appraisal is not high, the lack of customer information, the technology that has not yet met To the reasons stemming from the objective conditions of the economy, the system, regimes, policies and legal documents are not complete and clear, the lending mechanism still has many shortcomings, the responsibility for bad debts attributed to Staff are still large Third, on the basis of the direction and duties of SME lending activities in ACB in the coming time and the causes of the limitations leading to not increasing SME loans at ACB, the thesis proposes a number of solutions and recommendations to improve loan quality at ACB Some urgent solutions such as: Reorganizing the apparatus, functions and tasks to diversify the forms of loans and industries, improve the quality of the branch's appraisal, the quality of customer information, evaluate and classify customers properly, invest in new technologies to serve customers and bank staff The author hopes that strengthening lending activities in general and for SMEs in particular will have a positive effect on the operations of ACB and the economy, making a worthy contribution to the overall economic development of the country 79 Reference ADB (2019).Challenges of loan programs for SMEs in Vietnam Available at https://www.adb.org/sites/default/files/publication /496271/adbi-wp941.pdf Annual report of ACB from 2015 to 2019 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