BANKING ACADEMY FACULTY OF BUSINESS ADMINISTRATION GRADUATION THESIS TITLE: “SOLUTIONS TO IMPROVE BRAND EQUITY OF JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNA
Rationale
In the ever-evolving landscape of the global economy, the significance of brand equity for financial institutions cannot be overstated As markets become increasingly competitive, banks must continuously strive to differentiate themselves and build strong brand equity to maintain their relevance and sustain their growth In this context, the Joint Stock Commercial Bank for Investment and Development of Vietnam (BIDV) stands as a prominent player within the Vietnamese banking sector, with a rich history and a diverse portfolio of services
The rationale behind this thesis stems from the recognition of the critical role that brand equity plays in the success and longevity of financial institutions like BIDV For BIDV to thrive in today's competitive marketplace and solidify its position as a leading bank in Vietnam, it is imperative to assess and enhance its brand equity
This thesis aims to delve into the specific challenges and opportunities faced by BIDV in enhancing its brand equity By conducting a comprehensive analysis of the current state of BIDV's brand equity and identifying areas for improvement, this research seeks to provide potentially actionable recommendations that may be able to contribute in helping BIDV strengthen its brand equity and thereby enhance its competitiveness and long-term sustainability
Moreover, this study is particularly relevant given the dynamic nature of the banking industry in Vietnam With rapid technological advancements, changing consumer preferences, and increasing competition from both domestic and international players, BIDV wants to adapt and innovate to maintain its relevance and appeal to its target customers By focusing on strategies to enhance brand equity, BIDV can not only attract new customers but also foster stronger relationships with existing ones, ultimately driving growth and profitability
Furthermore, this research may hold significance beyond the scope of BIDV itself The insights and recommendations generated through this study may serve as a potentially valuable resource for other financial institutions operating in similar environments, providing them with practical recommendations on how to navigate the complexities of brand management in the banking sector.
Aim of the study
The primary aim of this thesis is to provide strategic recommendations aimed at improving the brand equity of the Joint Stock Commercial Bank for Investment and Development of Vietnam (BIDV) Specifically, the study seeks to: a Systematize general theoretical basis as a premise for learning about brand and brand equity in the business environment b Assess the current status of BIDV’s brand equity; point out what BIDV has done to build their current brand equity; assess the advantages and disadvantages of BIDV’s brand equity c Discuss the basis of possible solutions and based on that, propose some recommendations for BIDV to improve their brand equity d Contribute to the academic literature on brand management within the banking sector, particularly in the context of emerging markets like Vietnam e Offer potentially practical recommendations and actionable insights to BIDV's management and marketing teams, as well as other stakeholders within the banking industry, to help a small part in making decisions and planning strategies aimed at enhancing brand equity and driving sustainable growth.
Research questions
From the issues raised, the research needs to address the following questions: a Question 1: What is the current state of the key dimensions of BIDV's brand equity, including brand awareness, brand association, perceived quality, brand loyalty and other proprietary assets? b Question 2: What has BIDV done to build their current brand equity, and what strengths, weaknesses, opportunities and threats it resulted into? c Question 3: What are the recommendations to improve BIDV’s brand equity?
Object and scope of the study
a Object: The topic conducts an in-depth evaluation of BIDV's brand equity across multiple dimensions, including brand awareness, brand associations, perceived quality, brand loyalty, and other proprietary assets This assessment may provide a holistic understanding of BIDV's current standing in the marketplace In addition, the topic also identifies and analyzes BIDV’s brand equity pros and cons, and based on that, develops potentially actionable recommendations for BIDV to help improve their brand equity, tailored to BIDV’s development orientation and values b Study scope: The scope of this study encompasses a comprehensive analysis of BIDV's brand equity in the period of 2018 to 2023 and strategic recommendations aimed at enhancing it While the primary focus is on BIDV Hoan Kiem Branch, the insights generated from this study can be generally applied for other branches in BIDV’s system, and may also have broader implications for other financial institutions operating within similar market conditions.
Research methods
Research, analyze, synthesize documents and ways to improve brand equity Apply the learned knowledge related to brand, branding and especially brand equity, and the components of brand equity to develop this thesis b Practice
Conduct interviews with various stakeholders of BIDV Participate in discussion; do observation, analysis and evaluation at BIDV.
THEORETICAL BASIS
Theoretical basis on brand of a business
Brand, as a concept, embodies the essence of an entity—be it a product, service, organization, or individual—within the vast landscape of commerce and culture Beyond mere symbols or logos, a brand represents a complex amalgamation of perceptions, emotions, and experiences that resonate with its audience It is the sum total of impressions formed through interactions, communications, and engagements over time A brand serves as a beacon, guiding consumers through a sea of choices, offering not just a product or service, but a promise—a promise of quality, reliability, and relevance
According to Wood [12], at its core, a brand is a story—a narrative that unfolds through every touchpoint, from the sleek design of its packaging to the empathetic tone of its customer service It is a living entity, constantly evolving in response to shifting trends, consumer preferences, and market dynamics A successful brand transcends its functional attributes to become a symbol of aspiration, identity, and belonging It cultivates loyalty not through coercion, but through genuine connection and shared values
Yet, the true power of a brand lies not in its ability to command attention or generate revenue, but in its capacity to inspire change Whether challenging the status quo, championing social causes, or redefining industry norms, a brand has the potential to shape perceptions, influence behaviors, and leave a lasting impact on society In an increasingly interconnected world, where authenticity and transparency reign supreme, the significance of a brand extends far beyond the bottom line It becomes a reflection of our collective values, aspirations, and aspirations—uniting individuals under a common purpose and forging bonds that transcend transactional relationships
1.1.2 The history of brand formation and development
As O’ Neill stated [9], when ‘brand’ first emerged, it was solely used to indicate ownership and dates back to approximately 2000 BC Cattle farmers branded their etched marks onto their products to denote their provenance But as time has gone on, brand has evolved into a strategy used by businesses to sell themselves and build a relationship of trust with prospective clients
A lot of ancient societies used brand to market their products to large audiences Using verbal sales pitches, merchants in ancient Babylon enticed customers to buy products including rugs, wines, and spices In cities such as ancient Egypt, Greece, and Rome, they painted their shops and hung visual signs to explain their offerings to a largely illiterate people The ancient city of Pompeii has marks on its walls that show examples of writing being utilized for commercial purposes
Trade fairs were conducted in the Western Zhou Dynasty of China more than 3,000 years ago, during which vendors used exhibits to pitch their commodities Paper and block printing were invented in China, which paved the way for widespread communication
The Sung Dynasty and the Medieval Market
Following a period of economic downturn, the trading industry started to rebound in the thirteenth century Feudalism was brought to an end by the Magna Carta, resulting in a society that was more orderly and sophisticated Craft guilds were created, trade between the east and west was established, and a middle class started to take shape Guilds required the brand of commodities with proprietary markings in order to regulate trade
China had an extremely wealthy and technologically advanced period under the Sung dynasty, which lasted from 960 to 1279 Block printing, paper money, and— most importantly—a mobile printing method that ordered the letters on each new page were invented during this time Even with their language having more than 10,000 characters, printing was still a laborious process Nevertheless, these advancements opened the door for a number of early brand strategies, such as printed ads, signboards, and wrappers
The 1400s and the Gutenberg Printing Press
Every English text had to be copied by hand at the beginning of the 15th century, which was a laborious procedure that consumed a lot of time and energy A growing middle class that was literate also increased demand for written language German entrepreneur Johannes Gutenberg started experimenting with printing techniques after observing a void in the market for mass-produced books
Together with metal letter molds, Gutenberg used Asian typesetting methods to build a printing press His innovative printing technology, which was more effective than any previous one, made literature accessible to a wider audience and ushered in the European Renaissance
From that point on, printed materials could be circulated with ease, and advertising emerged as a well-liked and successful method of product promotion A book promotion pamphlet was the first English-language advertisement to appear Subsequently, London was covered with large amounts of posted advertisements promoting products and providing information
The first advertising was published in a newspaper in England in 1625, while the first one in the United States came in the Boston Newsletter in 1704 The majority of these early advertisements had straightforward messaging, with many of them repeating the same phrase multiple times These are regarded as the forerunners of the catchphrase used in advertisements today
In the 1700s, trademarks were widely used as governments realized that a regulatory framework was necessary to promote growth and promote advancements in the fields of science, technology, and the arts As a result, laws pertaining to patents, trademarks, and copyright were introduced
The mid-1700s saw the start of the industrial revolution in England, with the use of coal and gasoline to power numerous businesses, including advertising and branding
Mass production, which enables the economical manufacture of vast quantities of things, was made possible by industrialization Early advertising aimed to reach not only the wealthy but also the rapidly growing middle class, which was to become the new mass market Now that consumers could choose from a larger range of items for the first time, logos served as a quality symbol in addition to identifying the producer
In the 1800s, advertising firms first appeared in England, and businesses employed them to come up with ever-more creative and inventive ways to reach consumers Other advertising strategies, such as the employment of banners on hand- held poles, people wearing placards, and umbrellas with slogans on them, were employed because many people did not read newspapers Businesses started promoting their "brand names" with catchy slogans and eye-catching packaging
Brand equity
1.2.1 The definition of brand equity
According to Faircloth, Capella and Alford [3], brand equity, often heralded as the cornerstone of a company's success, stands as the bedrock upon which consumer perceptions, loyalty, and market competitiveness are built It encapsulates the intangible value imbued within a brand, serving as a barometer of overall consumer sentiment and preference In essence, brand equity is the culmination of myriad factors, with consumer experiences serving as the primary catalyst for its formation and evolution
At its core, brand equity reflects the collective perceptions, emotions, and associations that consumers attach to a particular brand These perceptions are not formed in isolation but are rather shaped by the totality of interactions and experiences that consumers have with a brand across various touchpoints From the moment a consumer encounters a brand's logo or messaging to the post-purchase support and engagement, each interaction contributes to the construction of brand equity
The pivotal role of customer experience in shaping brand equity cannot be overstated When consumers are treated with respect, empathy, and professionalism, they are more likely to develop favorable perceptions of a company Positive experiences create a sense of trust, reliability, and satisfaction, laying the foundation for strong brand equity On the contrary, poor customer experiences can breed discontent, skepticism, and distrust, leading to negative brand equity Once negative brand equity takes root, it can be exceedingly challenging to reverse course, as consumer perceptions become entrenched and resistant to change
Moreover, brand equity is not solely determined by the quality of products or services offered but encompasses the entire brand ecosystem, including messaging, values, and corporate behavior Brands that consistently deliver on their promises, uphold ethical standards, and demonstrate social responsibility are more likely to cultivate positive brand equity, as consumers perceive them as trustworthy and reputable [8]
In today's hyper-connected and increasingly competitive marketplace, brand equity serves as a critical differentiator, enabling companies to stand out amidst a sea of competitors and command premium pricing Brands with strong equity enjoy higher levels of customer loyalty, increased market share, and greater resilience to market fluctuations Furthermore, brand equity has far-reaching implications beyond financial metrics, influencing employee morale, investor confidence, and stakeholder perceptions
However, building and maintaining brand equity is not a one-time endeavor but rather an ongoing commitment that requires constant vigilance, adaptation, and innovation Companies must continually strive to exceed customer expectations, anticipate evolving consumer preferences, and align brand strategies with shifting market dynamics By prioritizing customer-centricity, transparency, and authenticity, brands can nurture positive brand equity and fortify their positions in the hearts and minds of consumers
1.2.2 The brand equity model (Five elements that make up brand equity)
Figure 1.1 The brand equity model [1]
As Rossiter suggested [10], brand awareness stands as a fundamental pillar within the intricate framework of brand equity, representing the degree to which consumers are familiar with and recognize a particular brand It serves as the cornerstone upon which brand perceptions, preferences, and loyalty are built, playing a pivotal role in shaping consumer behavior and purchase decisions At its essence, brand awareness encapsulates the reach and visibility of a brand within its target market, serving as a critical indicator of its overall market presence and competitive positioning
One of the primary objectives of brand awareness is to ensure that a brand remains top-of-mind (I’ll explain down below) when consumers are considering purchase decisions within a specific product category By establishing a strong presence across various marketing channels and touchpoints, brands can increase their visibility and accessibility to consumers, thereby enhancing their chances of being considered during the decision-making process Moreover, brand awareness fosters familiarity and recognition, creating a sense of trust and credibility among consumers, which in turn can influence their perceptions and attitudes towards the brand
Furthermore, brand awareness extends beyond mere recognition to encompass brand recall, whereby consumers can spontaneously retrieve the brand from memory when prompted with a product category or need Brands that achieve high levels of brand recall enjoy a distinct competitive advantage, as they are more likely to be considered and chosen over competitors in purchase situations Consistency and repetition play a crucial role in reinforcing brand recall, as frequent exposure to brand messaging strengthens the association between the brand and its relevant product category or benefits
According to Aaker [1], there are four levels of brand awareness in total, from the lowest to highest as follows: Unfamiliarity, Prompt, Spontaneous, and Top of mind
Figure 1.2 The four levels of brand awareness
This is the lowest level of brand awareness At this level, the user is completely unaware or does not receive the signal even though it is mentioned This is the first level reserved for those who have just come into contact with the brand
At this level, customers can recognize the brand when reminded by color elements, logos, slogans but recognition is still limited This is also considered the first step of branding
When reaching the level of spontaneous, a certain influence and position in the market has been created At this level, customers can naturally associate and remember the brand without mentioning any reminders
To reach this level, a business must leave a strong impression of quality, uniqueness, novelty and compatibility with customer tastes At the same time, there also needs to be orientation on reasonable brand awareness strategies
Top of mind is considered the highest level in building brand awareness and is considered success in building a brand with a foothold in the market At this level, the brand has established a position in the hearts of customers and becomes the top position when customers have a need for related products
To reach this level, the business has created a great influence, as well as becoming a favorite brand of customers For example, when thinking about high- end products, many people will immediately think of Apple, or toothpaste, many people will think of Colgate first
Then how can a business increase its brand awareness? I believe there are some methods as follows:
Figure 1.3 Effective ways to increase brand awareness
Brand association, a critical element of brand equity, encompasses the unique attributes, characteristics, and values that consumers link with a particular brand It serves as a potent driver of consumer perceptions, attitudes, and behaviors, shaping the overall image and reputation of the brand within the marketplace [11] Brand association operates on both functional and emotional levels, reflecting the tangible benefits and intangible qualities that distinguish a brand from its competitors and resonate with consumers on a deeper, more personal level
CONCLUSION
In this chapter, I delved into the theoretical underpinnings of brand and brand equity within the realm of business
I began by defining what a brand is—a unique combination of tangible and intangible elements that distinguish a business or product from its competitors in the eyes of consumers Tracing its historical roots, I explored how branding has evolved over time, from its origins in product differentiation to its contemporary role as a strategic tool for building relationships with consumers
Throughout the exploration, the diverse roles that brands play within the marketplace were highlighted, ranging from signaling quality and reliability to facilitating emotional connections with consumers Moreover, the key elements that constitute a brand were identified, all of which contribute to shaping consumers' perceptions and experiences
Moving beyond the conceptualization of brands, I investigated the notion of brand equity—a critical component of a brand's value proposition Brand equity represents the tangible and intangible assets that accrue to a brand over time, influencing consumer choice and driving financial performance A comprehensive brand equity model was outlined, encompassing dimensions such as brand awareness, brand association, perceived value, brand loyalty, and other proprietary assets.
CURRENT STATUS OF BIDV’S BRAND EQUITY
Overview of BIDV
2.1.1 BIDV’s formation and development history
On BIDV’s official website [1], it is said that BIDV was established on April
26, 1957, first known as the Bank for Construction of Vietnam From 1981 to 1990, it was renamed the Bank for Investment and Construction of Vietnam From 1990 to
2012, it was known as the Bank for Investment and Development of Vietnam Since
2012, it has been known as the Joint Stock Commercial Bank for Investment and Development of Vietnam
The Bank for Construction of Vietnam was established at the time of the nation's active economic recovery and played a significant role in the management and distribution of capital for construction
The Bank for Construction of Vietnam provided funding for the development of industrial facilities and construction projects that benefited the welfare of the country and the livelihoods of its citizens, helping to transform North Vietnam Together, the Bank and the Vietnamese people completed construction projects during the conflict and provided funding for air defense, transportation, and major industrial factory relocation projects The Bank collaborated to build new infrastructure and rehabilitate economic facilities in the South following the war, between 1975 and 1981 The bank supplied funds for important projects that were essential to the country's economy, including those in the fields of industry, agriculture, transportation, and public welfare
The Ministry of Finance transferred the Bank for Construction of Vietnam to the State Bank of Vietnam on June 24, 1981, and renamed it the Bank for Investment and Construction of Vietnam
The Bank for Investment and Construction of Vietnam enhanced its operational mechanisms for ongoing development between 1981 and 1990 During this time, the bank also underwent significant changes in tandem with the country's overall reconstruction and the banking industry specifically, gradually rising to the position of one of the nation's top specialized banks In accordance with market mechanisms, the bank gradually changed into a commercial bank while continuing to actively lend money to businesses During this time, BIDV significantly boosted the nation's level of innovation By guaranteeing construction companies' working money, the bank pushed construction companies to advance their projects and advance technology and productivity
Based on the renaming of the Bank for Investment and Construction of Vietnam, the Chairman of the Council of Ministers issued Decision 401/CT in 1990 concerning the establishment of the Bank for Investment and Development of Vietnam
BIDV carried out its initial international business operations in 1990 The bank formed collaborative ventures with overseas financial entities During this time, BIDV established representative offices and banks in Laos, Cambodia, followed by Russia, the Czech Republic, and eventually Myanmar These businesses encompassed finance, banking, insurance, and securities Since then, BIDV has changed into a commercial bank and joined the global financial markets BIDV has operated as a fully commercial bank since 1995, contributing to the growth and expansion of Vietnam's market economy
BIDV was equitized in accordance with government directives, guaranteeing balance between the interests of the government, businesses, investors, and workers while functioning in accordance with market mechanism with a clear focus on global integration
BIDV carried out equitization through an initial public offering (IPO) on December 28, 2011 The Joint Stock Commercial Bank for Investment and Development of Vietnam (JSCB) replaced BIDV on April 27, 2012, bringing about significant ownership structure modifications and maintaining transparency in line with global standards Since January 2014, BIDV has been listed on the stock exchange and has been functioning successfully in a globally competitive market setting under the code BID Throughout that time, BIDV successfully accomplished all of its business objectives, enhancing its ability to compete and rising to the top of Vietnam's commercial joint stock bank rankings with sustainable growth
2.1.3 Functions and tasks of each department at BIDV
The Bank for Investment and Development of Vietnam (BIDV) functions as a complex and multifaceted organism, its success dependent on the harmonious interplay of numerous specialized departments Each department acts as a unique instrument within a grand economic orchestra, contributing its specific melody to the overall symphony of financial empowerment that fuels Vietnam's growth
Catering to the Individual: The Retail Banking Department
The Retail Banking Department serves as the cornerstone of BIDV's connection with the Vietnamese people Functioning as the face of the bank for individual consumers, this department offers a comprehensive suite of personal banking products and services Retail banking officers act as financial guides, assisting individuals in opening and managing deposit accounts, from basic savings accounts for day-to-day needs to investment accounts for long-term financial goals They play a crucial role in financial inclusion by offering accessible loan options, catering to diverse needs such as homeownership through mortgage loans, vehicle acquisition through auto loans, or personal loans for various purposes The Retail Banking Department also spearheads the issuance of debit and credit cards, empowering individuals to conduct cashless transactions conveniently and securely Recognizing the growing importance of digitalization, this department champions online and mobile banking services, allowing individuals to manage their finances anytime, anywhere Additionally, for those seeking to grow their wealth beyond basic savings, the Retail Banking Department might offer wealth management services tailored to individual risk tolerance and investment goals
Fueling Businesses of All Sizes: The Corporate and SME Banking Departments
BIDV understands that businesses are the backbone of any thriving economy The Corporate Banking Department caters to the specific needs of established corporations, both domestic and international This department acts as a financial partner, offering a spectrum of services that empower businesses to achieve their strategic objectives Corporate banking officers work closely with businesses to understand their unique financial requirements and design solutions accordingly Loan products range from traditional corporate loans and lines of credit to bridge short-term cash flow gaps, to complex financing structures required for large-scale projects Additionally, the Corporate Banking Department might offer investment banking services, facilitating mergers and acquisitions or assisting businesses in raising capital through bond issuances or stock offerings International trade finance solutions streamline cross-border transactions, while cash management services ensure efficient handling of a company's financial resources
Recognizing the vital role of small and medium-sized enterprises (SMEs) in Vietnam's economic landscape, BIDV established a dedicated SME Banking Department This department understands the unique challenges faced by SMEs and tailors loan products specifically to address their needs Working capital loans provide SMEs with the necessary cash flow to maintain day-to-day operations, while equipment financing solutions allow them to invest in essential assets for growth Beyond traditional lending, the SME Banking Department might offer valuable business advisory services, providing insights and guidance to help SMEs navigate the complexities of the business world Streamlined loan application processes are designed to minimize bureaucracy and expedite access to funding for SMEs, allowing them to seize time-sensitive opportunities Cash management solutions tailored to the specific needs of smaller businesses further empower them to manage their financial resources effectively
Building the Nation's Infrastructure: The Project Finance Department
Vietnam's remarkable economic growth is fueled in part by its ongoing infrastructure development The Project Finance Department plays a critical role in this national endeavor This department specializes in financing large-scale infrastructure and development projects, such as power plants, transportation networks, or bridges Project finance officers possess the expertise to assess complex projects, evaluate potential risks and returns, and structure financing deals that meet the needs of all stakeholders The ability to arrange syndicated loans, where multiple banks come together to pool resources for a large project, allows BIDV to participate in financing even the most ambitious infrastructure initiatives Project finance officers meticulously manage project risks throughout the loan lifecycle, ensuring timely repayment and successful project completion This department often collaborates with government agencies and private investors to create financing structures that contribute to Vietnam's long-term development goals
The Unsung Heroes: Risk Management, Treasury, and Compliance
While the departments mentioned above directly interact with clients, several crucial departments function behind the scenes to ensure BIDV's stability and adherence to regulations The Risk Management Department acts as the bank's guardian, proactively identifying, assessing, and mitigating potential risks across all BIDV operations Credit risk management safeguards the bank from potential losses by thoroughly evaluating the creditworthiness of loan applicants Market risk management monitors and manages financial market fluctuations to protect BIDV from unexpected losses Operational risk management focuses on identifying and mitigating operational risks inherent in any banking institution, such as fraud or technological disruptions The development and implementation of robust risk management policies and procedures ensure BIDV operates within acceptable risk parameters
The Treasury Department acts as the bank's financial steward, overseeing the management of BIDV's liquidity and financial resources Treasury officers handle foreign exchange transactions, ensuring smooth cross-border financial activities They invest excess funds in low-risk instruments to generate returns while maintaining adequate liquidity Managing interest rate risk is another crucial function, as fluctuations in interest rates can impact BIDV's profitability The Treasury Department also plays a vital role in ensuring BIDV complies with all regulatory requirements related to liquidity management
Current status of BIDV’s brand equity
BIDV has made significant strides in augmenting its brand awareness both domestically and internationally, solidifying its position as a frontrunner in the Vietnamese financial sector and extending its reach across global markets
In the domestic sphere, BIDV has cemented its status as a prominent player in the Vietnamese banking landscape, boasting widespread recognition and consumer trust Moreover, BIDV's brand perception metrics, encompassing attributes such as trustworthiness, reliability, and customer satisfaction, exhibit positive trajectories, underscoring the bank's concerted efforts in cultivating a resilient brand reputation
An example of BIDV’s effort to raise brand awareness in the domestic market is its recent response to the “Vietnamese people prioritize using Vietnamese goods” campaign
Image 2.1 BIDV representatives joining the “Vietnamese people prioritize using Vietnamese goods” conference
The Party Committee of the Central Business Sector convened a conference on August 11, 2022, in Hanoi, to evaluate the campaign "Vietnamese people prioritize using Vietnamese goods" that had been in effect for three years
Mr Nguyen Long Hai, an alternate member of the Party Central Committee, Secretary of the Party Committee of the Central Business Sector, and representatives of the commissions, ministries, and businesses under the Party Committee of Central Business Sector were among the attendees of the conference Mr Do Van Chien, Secretary of the Party Central Committee, Chairman of the Central Committee of the Vietnam Fatherland Front, and Head of the Central Steering Committee of the
“Vietnamese people prioritize using Vietnamese goods,” also attended
Through actions like signing extensive cooperation agreements with domestic businesses—particularly corporations, groups, and companies under the Party Committee of Central Business Sector—such as Vietnam Posts and Telecommunications Group, MobiFone Telecommunications Corporation, Vietnam Post Corporation, Airport Corporation of Vietnam, etc.—BIDV has consistently and aggressively carried out the campaign over the years In order to assist and encourage production and commercial development of businesses, organizations, and individuals, BIDV has offered credit packages Additionally, BIDV actively utilizes goods and services from domestic businesses, including stationery, clothing, and telephones
Another example is that BIDV announced the launch of the online charity running race "BIDVRUN - Warm Tet for the Poor 2023" on November 5, 2022, in Hanoi and more than 20 provinces/cities across the country The running race was held over 22 days, from November 5, 2022, to November 26, 2022, in this third iteration Every kilometer completed in this event will be exchanged for cash, which BIDV will support in order to give gifts to the underprivileged on Vietnam's Lunar New Year in 2023 A kilometer is worth between VND1,000 and VND3,000, depending on the time of day
Image 2.2 The 2023 "Warm Tet for the Poor" run event has thousands of participants
On the day of launch, participants would donate VND3,000 to the "Warm Tet for the Poor 2023" initiative for each legitimate kilometer Several other events was planned for runners to increase their participation throughout the program Soon after the Launching Ceremony, about 26,000 runners signed up and reported having completed over 67,000km, which is worth over VND200 million in cash
Additionally, BIDV has committed to funding "Red Journey" in 2020, a voluntary blood donation campaign This year marks the seventh year that BIDV has co-sponsored this important initiative
Image 2.3 BIDV representatives at the “Red Journey 2020” event
In addition to providing funds for the initiative, BIDV supported the Red Journey with other tasks such as organizing the group and disseminating information to partners, the general public, and all staff members via its extensive nationwide network of more than a thousand transaction points Furthermore, thousands of BIDV officers had actively participated in blood donation in their communities by encouraging friends, family, and business associates to donate blood Each and every BIDV employee taking part in the initiative wants to donate precious blood drops to help save lives
Image 2.4 BIDV’s people donating blood (1)
Aside from voluntary blood donation campaigns, BIDV had executed other social security initiatives across multiple domains in recent years The bank had funded the construction of numerous new schools, hundreds of regular classrooms for people in remote areas, ambulances for hospitals and clinics, congenital heart surgery for children, eye exams for the elderly, and the building of houses for the impoverished It had also donated computers, equipment, software, and other necessities
Image 2.5 BIDV’s people donating blood (2)
Apart from what were mentioned above, BIDV also sponsored many more other events and programs, such as HNGA Club Championship Open 2023, Hue Festival
2018, etc., making BIDV’s brand awareness increase significantly over the past 5-10 years
Internationally, BIDV has strategically expanded its footprint and cultivated brand recognition in key regional and global markets Through targeted internationalization initiatives and strategic collaborations with prominent financial institutions, BIDV has bolstered its brand visibility and reputation in regions such as Southeast Asia, East Asia, and Europe Data gleaned from market intelligence reports attest to BIDV's growing international brand awareness, with an increasing number of consumers and businesses acknowledging the bank as a reputable financial entity with a formidable presence on the global stage
For instance, in honor of the debut of BIDV SmartBanking's international money transfer capability, BIDV and Crimson Education hosted the "Pass to the world's top universities" event on January 8, 2023 In an effort to support students and parents in their journey to enroll in the best colleges in the world, BIDV and Crimson Education presented financial service options and study abroad guidance to attendees at the event
Image 2.6 The “Pass to the world's top universities” conference
Tens of thousands of Vietnamese students have made the decision to study overseas throughout the years in order to experience and learn about higher education around the globe Numerous of them have received outstanding acceptances into some of the best universities in the world, including the University of Oxford, Cambridge University, and Ivy League Nonetheless, a lot of students are worried about the procedure and advice for getting in
BIDV and Crimson worked together to organize the event with the shared goal of serving as a springboard for Vietnamese students to overcome financial and geographic obstacles in order to study abroad There, BIDV's financial specialists, Crimson's strategic consultants, and parents and students who had been accepted into the best colleges in the world provided a wealth of helpful information
Image 2.7 Miss Phu Bao Nghi, who did a fantastic job of passing to three prominent universities in the US, spoke at the ceremony
Also, BIDV and Edmond de Rothschild inked a strategic cooperation agreement in Hanoi on November 16, 2023, with the goal of giving Vietnamese private banking clients access to and utilization of top-notch financial services This is the first strategic alliance between a major, conviction-driven investment company with a long history of operation in Europe and a global footprint in banking, wealth management, and development, and the longest-running and largest financial institution in Vietnam in terms of assets
Image 2.8: Edmond de Rothschild and BIDV representatives sign the deal
Through the strategic relationship, Edmond de Rothschild will be able to provide BIDV with the training and capacity-building it needs to offer private banking services that adhere to worldwide standards It is a major force behind Vietnam's dynamic banking and financial services revolution In addition, the partnership between the two well-known businesses aids in the creation of customized investment goods as well as clever, reliable, and secure service options for Vietnamese private banking clients
Objective assessment on BIDV’s brand equity
2.3.1 What BIDV has done to build its brand equity
As discussed in the previous section (2.2), BIDV has undertaken a comprehensive array of measures to fortify its brand equity, leveraging various strategies across marketing, customer service, corporate social responsibility, and innovation domains
One of the primary strategies employed by BIDV to bolster its brand equity is its extensive branch network expansion Over the past decade, BIDV has significantly expanded its physical presence across Vietnam, establishing a vast network of branches and transaction offices in both urban and rural areas BIDV currently operates over 200 branches and 1,000 transaction offices nationwide and 6 branches/transaction offices internationally, catering to the diverse financial needs of millions of customers This strategic expansion has not only increased BIDV's accessibility and convenience for customers but has also contributed to elevating the bank's brand visibility and market penetration both in Vietnam and certain foreign nations
BIDV has invested substantially in technological innovation to enhance customer experience and streamline banking operations The bank has rolled out a suite of digital banking solutions, including mobile banking apps, internet banking platforms, and electronic payment systems, to provide customers with convenient and secure banking services Data from BIDV's technology department reveals that its mobile banking app has garnered millions of downloads, underscoring its popularity among consumers and the bank's success in embracing digital transformation to enhance brand equity
BIDV has also prioritized customer-centricity as a cornerstone of its brand equity-building efforts The bank has implemented rigorous customer service training programs for its employees, emphasizing the importance of empathy, responsiveness, and professionalism in delivering exceptional customer experiences
In addition to its focus on customer service excellence, BIDV has placed a strong emphasis on corporate social responsibility (CSR) initiatives to bolster its brand equity The bank has allocated significant resources to support various social welfare programs, educational initiatives, environmental conservation projects, and community development efforts across Vietnam For example, data from BIDV's annual CSR reports indicate that the bank has invested millions of dollars in initiatives aimed at promoting financial literacy, supporting underprivileged communities, and protecting the environment These CSR endeavors not only contribute to the betterment of society but also enhance BIDV's brand image as a socially responsible and trustworthy institution, thus bolstering brand equity
Last but not least, BIDV has strategically leveraged brand partnerships, sponsorships, and marketing campaigns to amplify its brand visibility and resonance among consumers The bank has forged strategic alliances with prominent organizations, sports teams, cultural events, and celebrities to enhance its brand presence and engage with diverse consumer segments Data from brand tracking studies indicate a positive correlation between BIDV's brand sponsorship activities and consumer perceptions of the bank as a reputable and trustworthy institution, thereby contributing to the enhancement of brand equity
Overall, BIDV's efforts to build brand equity encompass a comprehensive array of strategies spanning branch network expansion, technological innovation, customer-centricity, corporate social responsibility, and strategic brand partnerships Through these concerted efforts, BIDV has succeeded in strengthening its brand recognition, fostering positive brand associations, and cultivating customer loyalty, positioning itself as a leading bank with formidable brand equity in the Vietnamese financial sector
2.3.2 SWOT analysis of BIDV’s brand equity building
BIDV's strategic initiatives aimed at fortifying its brand equity have yielded numerous advantages and opportunities, contributing to its strong position in the Vietnamese financial sector However, these efforts also come with their set of challenges and potential drawbacks that warrant consideration
First, at the heart of BIDV's brand equity lies its exceptional brand awareness, meticulously nurtured through years of strategic initiatives and market positioning endeavors The bank has successfully etched its name as a household brand, both domestically and internationally, solidifying its position as a leading player in the Vietnamese financial sector Through targeted marketing campaigns, extensive branch networks, and proactive engagement with stakeholders, BIDV has carved a distinctive identity, resonating with consumers and businesses alike
Second, complementing its widespread brand recognition is BIDV's unwavering commitment to fostering positive brand perceptions The bank's relentless focus on trustworthiness, reliability, and customer satisfaction has yielded commendable results, as evidenced by favorable brand perception metrics BIDV's reputation as a trustworthy and reliable institution has been a cornerstone of its brand equity, instilling confidence and assurance among its diverse clientele
Third, central to BIDV's brand-building endeavors are its strategic partnerships and sponsorships, serving as catalysts for enhancing brand visibility and reputation
Collaborations with domestic businesses, international institutions, and sponsorship of various events have not only expanded BIDV's reach but also reinforced its brand image as a socially responsible and reputable entity These strategic alliances underscore BIDV's commitment to corporate social responsibility and community development, further bolstering its brand equity in the eyes of consumers and stakeholders
Fourth, BIDV's brand equity is underpinned by its amazing perceived quality, symbolizing a hallmark of excellence in the banking industry The bank is widely regarded as a paragon of trustworthiness and reliability, with high ratings for product quality and customer service excellence Through continuous innovation and investment in technology, BIDV has raised the bar for service standards, garnering accolades and commendations from satisfied customers
Fifth, BIDV's high brand loyalty stands as a testament to its customer-centric approach and relentless pursuit of customer satisfaction The bank enjoys a high level of customer retention, with a substantial portion of its clientele exhibiting unwavering brand loyalty This steadfast loyalty is a reflection of BIDV's ability to deliver value and meet the evolving needs of its customers, fostering enduring relationships built on trust and mutual respect
Sixth, BIDV's extensive infrastructure and technological resources serve as pillars of operational efficiency and customer service excellence With a vast network of branches, offices, ATMs, and modern digital banking systems, the bank is well- equipped to cater to the diverse needs of its clientele across various touchpoints
Last but not least, BIDV's diversified intellectual property portfolio further fortifies its brand identity, safeguarding its innovations and reinforcing its competitive edge in the market
First, despite embracing its digital platform and mobile app to a certain extent, BIDV still has a certain level of reliance on traditional marketing channels This poses challenges in effectively engaging with the digitally native younger generation, who are increasingly turning to online channels for financial services and information consumption The advent of digitalization has transformed the way consumers interact with brands, necessitating a shift towards digital marketing strategies to remain relevant and competitive While BIDV has recognized the importance of digital platforms in reaching younger demographics, there remains untapped potential in harnessing the full power of digital marketing to drive brand awareness and engagement among this segment
CONCLUSION
This chapter explored the present state of BIDV's brand equity and looked at a number of factors that affect the value and perception of the brand as a whole
Firstly, an overview of BIDV was provided, including its formation and development history, organizational structure, and key functions of each department This background information laid the foundation for understanding the bank's current business activities and operational landscape
Subsequently, an analysis of the current status of BIDV's brand equity was conducted, focusing on five key elements: brand awareness, brand association, perceived value, brand loyalty, and other proprietary assets Through this analysis, I gained insights into how BIDV is perceived by consumers and stakeholders, as well as the strengths and weaknesses of its brand image
Brand awareness emerged as a crucial aspect, highlighting the extent to which BIDV is recognized and recalled by its target audience Brand association explored the associations and attributes linked with the BIDV brand, influencing consumer perceptions and decision-making processes Perceived value examined the value proposition offered by BIDV in comparison to competitors, influencing customer preferences and loyalty Brand loyalty assessed the level of customer loyalty and advocacy towards BIDV, reflecting the strength of its customer relationships
Furthermore, I identified other proprietary assets of BIDV, such as its reputation, heritage, and innovation capabilities, which contribute to its overall brand equity
Last but not least, in the objective assessment of BIDV's brand equity, the strategies and initiatives undertaken by the bank to build and strengthen its brand were outlined Additionally, I discussed the SWOT analysis of BIDV’s brand equity, highlighting areas of strengths to continue to develop, opportunities for further improvement and growth, weaknesses to get rid of, and threats to be ready for.
DISCUSSIONS AND RECOMMENDATIONS
BIDV’s brand development orientation
From Legacy to Modernity: A Historical Perspective
BIDV's origins trace back to the establishment of the Vietnam National Development Bank in 1963 Its initial focus was on financing national development projects, playing a crucial role in Vietnam's post-war reconstruction As the economy transitioned, BIDV strategically transformed into a universal commercial bank in
1996 This shift marked a significant turning point, propelling BIDV into the realm of retail banking, corporate financing, and international trade
The Pillars of BIDV's Development Orientation
BIDV's development orientation can be understood through several key pillars
First, financial strength and stability As Vietnam's leading state-owned commercial bank, BIDV prioritizes maintaining a robust financial position This translates to a focus on prudent risk management, capital adequacy, and diversification of its revenue streams BIDV's consistent performance is reflected in its strong credit ratings and numerous accolades from international financial institutions
Second, customer centricity Recognizing the importance of customer satisfaction, BIDV prioritizes building strong customer relationships This is evident in its investments in a modern and efficient branch network, coupled with the development of user-friendly digital banking platforms BIDV continuously strives to enhance its product portfolio, catering to the evolving needs of individuals, small and medium-sized enterprises (SMEs), and large corporations
Third, technological innovation Embracing the transformative power of technology, BIDV actively invests in digitalization initiatives This includes the development of online banking solutions, mobile applications, and robust IT infrastructure By leveraging technology, BIDV aims to streamline operations, enhance efficiency, and provide customers with convenient, 24/7 access to banking services
Fourth, sustainable development Recognizing the interconnectedness of economic growth and environmental responsibility, BIDV integrates sustainability principles into its operations This manifests in its support for green projects, financing for renewable energy initiatives, and its commitment to responsible lending practices
Fifth, human capital development BIDV acknowledges that its employees are its most valuable asset The bank invests heavily in training and development programs to nurture a skilled and professional workforce This fosters a culture of innovation, continuous improvement, and dedication to delivering exceptional customer service
Sixth, internationalization As Vietnam integrates further into the global economic landscape, BIDV is actively expanding its international presence This includes establishing branches in foreign trade centers, forging partnerships with international financial institutions, and facilitating cross-border trade and investment
Looking ahead, BIDV aspires to solidify its position as a leading financial institution in Vietnam and a significant player in the regional financial market This ambition requires continuous adaptation and strategic development Key areas of focus for BIDV's future development orientation include further digital transformation, financial inclusion, and green finance leadership
First, BIDV is likely to continue its journey towards a digital-first banking model, leveraging emerging technologies like artificial intelligence and big data to personalize customer experiences, enhance risk management capabilities, and offer innovative financial products and services
Second, expanding financial inclusion across Vietnam is likely to remain a priority for BIDV This could involve developing microfinance products and services, catering to the unbanked and underbanked segments of the population
Third, as environmental sustainability gains traction, BIDV is likely to strengthen its focus on green finance initiatives This could involve financing climate- friendly projects, supporting renewable energy development, and promoting environmentally responsible business practices
BIDV's development orientation reflects a forward-thinking approach, emphasizing financial strength, customer centricity, technological innovation, and a commitment to sustainability As Vietnam's financial landscape continues to evolve, BIDV is well-positioned to maintain its leadership role through continuous adaptation and strategic development By staying at the forefront of innovation and remaining responsive to the needs of its stakeholders, BIDV can ensure a future characterized by growth, prosperity, and positive societal impact
3.1.2 Five core values BIDV always pursued
Core values are the standards that form a solid foundation for BIDV to build its brand and earn the trust from customers, partners, shareholders, and society They are also a guideline for navigating thoughts, perceptions, actions and decisions of BIDV and BIDVers BIDV's 5 core values namely Intelligence - Belief - Integrity - Detail Orientation - Vitality are expressed in the abbreviation "iBIDV", particularly:
BIDVers deeply understand and believe that knowledge is the power to change the world With a foundation of experience accumulated over generations, everyday BIDVers continuously learn and are ready to open to new knowledge, new technologies, new mindsets and seize opportunities to constantly create initiatives to increase benefits and conveniences for customers, partners, communities, employees and contribute to promoting social progress
BIDVers are aware that the basis for all current and future success is the solid belief held by partners, consumers, the community, and the employees themselves Consequently, each and every BIDVer needs to be committed, accountable for all actions, fulfill all BIDV commitments completely and successfully Following the excellent example of the preceding BIDVer generations to promote a humane lifestyle, appreciate the good things in life, and conduct with kindness, sincerity, and dignity, every action is founded on strong principles, honoring promises and walking the walk
Recommending solutions to further improve BIDV’s brand equity
First, BIDV should continue to invest in targeted marketing campaigns that capitalize on its exceptional brand awareness By harnessing data analytics and market research, the bank can tailor its messaging and outreach efforts to resonate with specific demographics and segments, thereby deepening brand resonance and engagement Moreover, BIDV should explore innovative marketing channels and techniques, such as influencer partnerships and experiential marketing events, to further amplify its brand presence and capture the attention of diverse audiences
Second, BIDV's unwavering commitment to fostering positive brand perceptions should be reinforced through consistent delivery of exceptional customer experiences The bank should prioritize investments in staff training, service quality enhancements, and streamlined processes to ensure that every interaction with customers reflects its core values of trustworthiness, reliability, and customer satisfaction By exceeding customer expectations at every touchpoint, BIDV can reinforce its reputation as a trusted and reputable institution, driving brand loyalty and advocacy among its clientele
Third, strategic partnerships and sponsorships should be leveraged as vehicles for enhancing brand visibility and reputation BIDV should seek out more collaborations with like-minded organizations and institutions that align with its values and objectives, thereby amplifying its presence in the market and reinforcing its brand image as a socially responsible entity By forging more alliances with leading international financial institutions, technology firms, and industry disruptors such as Goldman Sachs Group, Inc., Morgan Stanley, or Bank of America Corporation (just like BIDV did with Edmond de Rothschild), the bank can access new markets, expertise, and technological capabilities Collaborative ventures enable BIDV to co-create innovative solutions, enhance service offerings, and differentiate itself from competitors in the marketplace Additionally, partnerships facilitate knowledge exchange and talent development, fostering a culture of innovation and continuous improvement within the organization Through strategic collaborations, BIDV can reinforce its brand identity as a forward-thinking and customer-centric financial institution at the forefront of industry innovation The bank should also explore opportunities for co-branding and co-marketing initiatives to extend its reach and appeal to new audiences, while simultaneously deepening its relationships with existing stakeholders
Fourth, BIDV's commitment to perceived quality should be further underscored through continuous innovation and investment in technology The bank should prioritize the development of cutting-edge products and services that address emerging customer needs and preferences, while also enhancing its digital banking capabilities to deliver seamless and personalized experiences across online and mobile channels By staying at the forefront of technological advancements, BIDV can differentiate itself from competitors and solidify its reputation as a paragon of excellence in the banking industry
Fifth, BIDV's high brand loyalty presents an invaluable opportunity to deepen relationships with existing customers and cultivate brand ambassadors The bank should further implement targeted loyalty programs, exclusive offers, and personalized communications to reward and incentivize loyal customers, thereby fostering deeper emotional connections and advocacy Additionally, BIDV can actively solicit feedback and incorporate customer input into its product and service offerings more, demonstrating a commitment to listening and responding to the needs of its clientele
Last but not least, BIDV's extensive infrastructure and technological resources should be leveraged to enhance operational efficiency and customer service excellence The bank should continue to invest in more digital transformation initiatives other than BIDV SmartBanking and Online SmartBanking, such as AI- powered chatbots and predictive analytics, to streamline processes, reduce wait times, and deliver proactive service to customers Moreover, BIDV should optimize its branch network and physical touchpoints to create seamless omnichannel experiences that cater to the diverse preferences of its clientele
3.2.2 Solutions to reduce/eliminate the weaknesses
First, addressing the reliance on traditional marketing channels by embracing digitalization is imperative While the bank has made strides in embracing digital platforms, there remains untapped potential in fully harnessing the power of online channels to engage with the digitally native younger demographic By investing in targeted digital marketing campaigns, optimized for various online platforms and social media channels like TikTok, Facebook and Instagram, BIDV can enhance its reach and resonance among younger consumers who favor digital interactions Additionally, the bank can explore innovative digital marketing strategies such as influencer partnerships, interactive content, and personalized messaging to create meaningful connections and drive brand engagement
Second, BIDV can amplify its international presence and get rid of the weakness of limited global reach by strategically expanding into new markets and strengthening its foothold in existing ones Building on its reputation and expertise in the Vietnamese financial sector, the bank can pursue targeted international expansion initiatives in high-growth regions and emerging economies, such as Southeast Asia countries, China, India, and Central and Eastern Europe This could involve establishing strategic partnerships with local financial institutions like Siam Commercial Bank (Thailand), Industrial and Commercial Bank of China (China), State Bank of India (India), or Raiffeisen Bank (Romania), leveraging cross-border alliances, and tailoring products and services to meet the unique needs of diverse international markets By broadening its geographic footprint, BIDV not only diversifies its revenue streams but also enhances its global brand recognition, positioning itself as a reputable and trustworthy financial partner on the international stage
3.2.3 Solutions to mitigate/eliminate the threats
First, in response to intense competition, BIDV can focus on differentiation strategies that highlight its unique value proposition and strengths The bank can leverage its extensive branch network, technological capabilities, and customer- centric approach to deliver tailored solutions and superior service experiences that set it apart from competitors Moreover, BIDV can continuously monitor market dynamics and consumer preferences to identify emerging opportunities for innovation and market differentiation By staying ahead of the curve and continuously adapting to changing market conditions, BIDV has the ability to maintain its competitive edge and sustain growth amidst intense competition
Second, navigating the evolving regulatory landscape requires a proactive approach to compliance and risk management BIDV can invest in robust compliance frameworks, regulatory monitoring systems, and employee training programs to ensure adherence to changing regulations and mitigate compliance risks effectively Additionally, the bank can foster strong relationships with regulatory authorities and industry stakeholders to stay abreast of regulatory developments and influence policy decisions that align with its business objectives By prioritizing regulatory compliance and maintaining transparency in its operations, BIDV can mitigate regulatory risks and uphold its reputation as a responsible and trustworthy institution
Last but not least, safeguarding against cybersecurity threats is paramount to preserving customer trust and brand reputation BIDV can prioritize investments in cybersecurity infrastructure, threat detection technologies, and incident response capabilities to enhance its resilience against cyberattacks and data breaches The bank should conduct regular security assessments, implement robust access controls, and provide ongoing training to employees to mitigate the risk of human error and insider threats Moreover, BIDV should enhance customer awareness and education about cybersecurity best practices to empower customers to protect themselves against online threats By adopting a proactive and multi-layered approach to cybersecurity, BIDV can safeguard sensitive customer information and preserve its reputation as a secure and reliable financial institution
3.2.4 Alignment with Development Orientation and Core Values
Aligning brand equity building initiatives with BIDV's development orientation pillars and core values is also crucial to fostering a cohesive and authentic brand identity that resonates with stakeholders By integrating brand- building efforts with BIDV's development orientation and core values, the bank can reinforce its commitment to sustainability, customer-centricity, innovation, integrity, and social responsibility, thereby strengthening its brand equity and enhancing trust and loyalty among customers, partners, and the community
To ensure alignment with BIDV's development orientation pillars and core values, the bank can implement various strategies and initiatives across three key areas: integration, training and communication, and recognition and rewards
Integration of BIDV's development orientation pillars and core values into brand equity building initiatives requires a comprehensive and strategic approach that permeates all aspects of the bank's operations By aligning marketing campaigns, product development strategies, and corporate social responsibility (CSR) initiatives with BIDV's commitment to key principles such as financial strength, customer centricity, technological innovation, sustainable development, human capital development, and internationalization, the bank can foster a strong and authentic brand identity that resonates with its target audience
One realistic and detailed solution for integrating BIDV's development orientation pillars and core values into brand equity building initiatives is to establish a cross-functional task force comprised of representatives from various departments within the bank, including marketing, product development, CSR, human resources, and compliance This task force would be responsible for ensuring alignment between brand-building efforts and BIDV's overarching goals and values, as well as coordinating and implementing initiatives to drive this integration forward
CONCLUSION
In this chapter, I have explored solutions aimed at further enhancing BIDV's brand equity, building upon the foundation laid in the previous chapters
Firstly, the basis for these solutions by considering the development orientation of BIDV was established Understanding BIDV's strategic direction and long-term goals is essential for formulating effective recommendations that align with the bank's overarching objectives Additionally, the five core values that BIDV consistently pursues were highlighted, serving as guiding principles in its operations and decision- making processes Building upon this foundation, solutions to address key areas for improving the disadvantages and continuing to capitalize on the advantages to strengthen BIDV's brand equity had been recommended
This thesis has undertaken a comprehensive examination of the brand equity of the Joint Stock Commercial Bank for Investment and Development of Vietnam (BIDV), aiming to identify areas for improvement and recommend strategic solutions to enhance its brand equity Divided into three chapters, this study has traversed through the theoretical underpinnings of branding, the current status of BIDV's brand equity, and proposed recommendations for further enhancement
Chapter 1 laid the theoretical groundwork by delineating the fundamental concepts of branding and brand equity It provided insights into the historical evolution, roles, and constituent elements of a brand, setting the stage for a nuanced understanding of BIDV's brand equity
Chapter 2 offered a comprehensive overview of BIDV, encompassing its formation, organizational structure, business activities, and an objective assessment of its current brand equity By analyzing the elements that constitute BIDV's brand equity, including brand awareness, association, perceived value, loyalty, and other proprietary assets, this chapter provided a holistic view of the bank's brand positioning
Chapter 3 delved into the core of the thesis, proposing recommendations about strategic solutions to further augment BIDV's brand equity Grounded in BIDV's development orientation and core values, these recommendations aim to address the identified gaps and capitalize on the bank's strengths to fortify its brand presence and competitive advantage in the market
In essence, this thesis serves as a potentially valuable resource for BIDV and other stakeholders in the banking industry, offering potentially actionable insights and recommendations to bolster brand equity As a result, it may stand some chance at helping BIDV deepen customer engagement, foster brand loyalty, and solidify its position as a trusted financial institution in Vietnam and beyond Also, this study contributes a small part to the broader understanding of brand management within the banking sector, providing valuable lessons and best practices for practitioners, policymakers, and researchers interested in enhancing brand equity and driving organizational success
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