GRIGGS UNIVERSITY
GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM
CAPSTONE PROJECT REPORT
GLOBAL PETRO BANK (GPBANK) - RETAIL BANKING STRATEGY IN PERIOD 2011 - 2015
Group Number: 11
Student's name:
Pham Thi Thu Huyen Tran Tuan Minh I
ny
3 Nguyen Thi Huong Giang
4 Nguyen Duc Thinh
Trang 25ank.com.vn
@GP-BANK
SOCIALIST REPUBLIC OF VIETNAM Independence — Freedom — Happiness
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LETTER OF CONFIRMATION
To: Vietnam National University
Center for Educational Technology & Career development (ETC)
The Global Petro Bank (GP.Bank) confirms that all the members of the group l1 - class N06 including: 1 Nguyén Thi Huong Giang 2 Nguyễn Đức Thịnh 3 Trần Tuấn Minh 4 Phạm Thị Thu Huyền
Trang 3ACKNOWLEDGEMENT
The special thank goes to the Global Advanced Master of Business Administration Program for providing us a useful Business Administration studying
course and an opportunity to do our project on RETAIL BANKING OF GLOBAL PETRO BANK
Our grateful thanks go to Prof Soren Kirchner and Mr.Vu Thanh Hung for
their enthusiastic and responsible guidance By the time now, we have already
learned a lot of knowledge and experience about strategy management A big contribution and hard worked from both of them are very great indeed
Never forget, a great appreciation go to Global Petro Bank (GP Bank) for their kind co-operation to the completion of our project by providing needed information as well as arranging interviews with key managers of the bank
Last but not least, we are indebted to our class managers as well as our many classmates that have encouraged, support and help us in completing this project
successfully
Trang 4TABLE OF CONTENT LIST OF ABBREEVLA TIONS o- 5 0 G5 G5 SƠ g S83 gsssssessee iv LIST OE EILGUIRLES 0 GG(G G5 ch g2 se Vv LLIST OIE TA B,LEVS G- G5555 SE E9 9S 1 2s gsgs se vi INTRODUCCTIOÌN 0G G3 Họ gu 6g sssssè 1 1 Rationale of selected topic .c.ccccccccececeesessescessseescseeseecsseacseescssessesacsessevacens l 2 Objective and scope Of project .cccccccceccceececcsecsssssesecsssacsecsesascsscsacesceseess 2 3 Statement Of PULPOSE oo cceceessessescsccsccsccscsecsesscsececsesaeeevsceacsacsaevassusaeeases 2 4 Methodology eeccecccccccessccsessecsecsevsccsssecseccaevsevaesaesausaesaesausavsavsucearesersevserva se 2 5 Structure Of report cc cecccsecsssscseesesscsccsccscsscsscscsscsesscsesaeeavseeacsuesaeaseasateates 2 CHAPTER I: BUSINESS STRATEGY DEVELOPMENT THEORY 4 1.1 Business StFaf€BY Q1 SH HHH TT nH HH TH TT TH HT TH nếu 4 1.1.1 Definition - c Gv ng n TT TH HT ng hưng 4 1.1.2 Classification -G kh n TT ng ng nh n cọ 4 1.2 Business formation strat€gBY ¿-¿- 6 tt E1 E se ceơg 5
1.2.1 Mission and main ØOaÌS ¿+ + xxx sEEEESEeESkEsEekErerrreessee 5
1.2.2 External environment(PESTT) set SE E gas sec cec 5 1.2.3 Internal environimeii( - ĩc scskvc11SS vS S 1g gang xe srec 6 124s SEALCRY SELECHON cccsccncenesnswncxsvvensonsatsteniendbetsanuwnbias onaantdecaseastadecncsspecs 6 1.3 Strategy formulation tools c ccccccscscccssescssssscessesscscscsescscccscscsecasseseeeeass 6 1.3.1 Stage 1: Input stage (Formulation framework) .ccccccescceseseseseeees 6 1.3.1.1 External Factor Evaluation (EFE) Matrix - 55 cscsscs z2 6 1.3.1.2 _ Competitive Profile Matrix (CPM|) SG Set se se sec sescez 7 1.3.1.3 Internal Factor Evaluation (IFE) Matrix . 5 se c5: 7 l„ỗ„ SLNEG 2! NinIGHiid SEIPĐ eusseecseoseiersoieidtradisdenisbdeoeibsitbiiaieruiei id
1.3.2.1 Strengths - Weaknesses — Opportunities — Threats (SWOT) Matrix i
1.3.2.2 Strategic position and action evaluation (SPACE) Matrix 9 1.3.2.3 Internal — External (IE) Matrix .cccccccceccssccsscscsscesessceessceaees 10 1.3.3 Stage 3: Decision sfape ch n1 HH ng neo 11 CHAPTER II: BUSINESS STATUS OF GPBANK - 5 5 s<ssssssseses 12 2.1 Introduction ofGP Bank c1 E3 1 E3 S1 xnxx rey 12 2.1.1 History and development: .c.cccccccccssssssscssesescecestssssescceetscseseaeaes 12 2.1.2 Products and Services ccccccsccccscssscesssceececsecscscseescsesssscassavseesesecsssees 15 2.1.3 Business Performance ccccccccccssscssssssssssscesesesescsessssssceacsecassesecscees 15 2.2 Analysis of environmental factors affecting the operation of Global Petro Bank (GP Bank) c1 21121121 vn TH TH TT TT TT nH TH TH Tnhh nay l6
Trang 52.2.2 Micro €nVIFOTITHL, 0000000001111 1n re 25
2.2.2.1 IndUSITY rIVẠTY 2 S1 2n n HT HT TH HT HT HH He, 25 2.2.2.2 — HUY€FS Q SH TT HH TH HH TH HT TH HH He 25 2.2.2.3 SUDpÏICFS Ặ 2Q nTn TH HH TT HT nghệ 26 2.2.2.4 Potential entran{S -.- cá cv nhe, 27 2.2.2.5 SUDSUILULC eee ceceseceesesecscecseescsesscscsesscscsssssavscssssesessevaeeusasens ni 2.3 Opportunity and threat evaluation cccccccccccccssceecsescscescecseesesceacsees 28 2.4 External Factor Evaluation Matrix (EFE) cccccccccsccesscsseessccesseeesseeeseens 29 2.5 Competitive Profile MatriX - ác nh HT ng 31 2.6 Internal factor evaluation .ccccccccsccscescscescssscsscsesesscscsseseasseescesvaceaceeeeeas 36
2.6.1 GP Bank’s resources .ccccccssscseseessssesesscssscecscssscscscssvsvsesasasseeaceeeaes 36 2.6.2 Strengths and weakness analysis .c.cccccccccsccscsssssscssescesceecesceseeseaees 40 2.7 Internal Factor Evaluation Matrix (IFE) c.ccccccccccecsccesessscssescescsseaveeceees 4]
CHAPTER III: GPBANK’S BUSINESS STRATEGY FORMATION AND EXECUTING SOLUTIONS (5G 55333 xxx 44
3.1 GP Bank’s business strategy formation - ccscssx se ke se secez 44
3.1.1 Rationale for forming the business strategy 5s cecccs +4
3.1.2 SWOT matrix analysis ceccccseesescssescsscscscsscscsesscscsesessesscencaeeees 44
3.1.3 SPACE Matrix analysis .ccccccscsssscscscscsssssssscscscscscsesscscesescsceesess 48
3.1.4 IE matrix analySiS - ch HH HH nga 49
3.1.5 Alternative strategies for GP Bank - 5-5 csccx sec scvreeee 50
3.1.6 QSPM matrix analysis to select the best alternative strategy 50 3.2 Some solutions for business strategy execution GP Bank 52
3.2.1 Model / Structure building solution s s5 sxsecesererers Sĩ
3.2.2 Capacity building solution -s- scsskvS xSx Exserecrersez 53
S213 | WERE OLIIS SOMMION siicccessehsovsystsssasextcanadat ska vd satis iotscoessebdecdecovatereneploseecs 54
Dei Selon!) , °c cD MAUNA IIS etc ter eect eects tennis heh gate vibe ious val = cea 54
3.2.3.2 Marketing policy: .cccccscsescssescscsssesscscscscsessestscscecsessseeeececaees 55 3.2.4 GOOd service SOLUION .ccessscescescscsssscssessessscssscsssscscsessecaseeseececaes 55
DBs: EE AIRLOR Pee rneesenceost amen ee ste ge ware gs aes itlontac ale dar reeves anatase 56
Trang 6LIST OF ABBREVIATIONS
ACB Asia Commercial Bank
‘ADB Asian Development Bank
Agribank Vietnam Bank for Agriculture and Rural Development ' BIDV Bank for Investment and Development of Vietnam
CEO Chief Executive Officer
FPT The Corporation for Financing and Promoting Technology
/GDP Gross Domestic Product
KPI Key Performance Indicator MB Military Joint Stock Bank MHB Mekong Housing Bank
PEST Political, Economic, Social and Technology
ROA Return On Total Assets
ROE Return On Common Equity
SBV State Bank of Vietnam
SMEs Small and Medium Enterprise TCBS The Complex Banking Solution
| VỊB Vietnam International Bank
Vietcombank Joint Stock Commercial Bank for Foreign trade of Vietnam Vietinbank Vietnam Joint Stock Commercial Bank for Industry and Trade
VIP Very Important Person
VPB Vietnam Prosperity Joint Stock Commercial Bank
Trang 7LIST OF FIGURES
Figure Name Page Fig 1.1 SWOT matrix 8
Fig 1.2 SPACE matrix 9
Fig 1.3 IE matrix 10 Fig 2.1 Organizational Structure of GP Bank 14 Fig 2.2 Contribution to growth of GDP in Vietnam over years 19 Fig 2.3 | Inflation of Vietnam from 2008 — March 2011 19
Fig 2.4 Forecast for economic growth of Vietnam in 2006 - 2010 20
Fig 2.5 Data on Vietnam’s inflation from 2007 - 2010 20 | Fig 2.6 Porter’s Five Forces 25
Fig 2.7 Total assets (2010) 32
Fig 2.8 Total revenue before tax(2010) 32
Fig 2.9 Charter capital (2010) K5;
Fig 2.10 | Total loans (2010) a2
Fig 2.11 | Mobilize capital from individuals in 2010 33
Fig 2.12 | Loans by individuals in 2010 33
Fig 2.13 | Growth in total assets 36
Fig 2.14 | Growth in earning after tax 36
Fig 2.15 | Growth in total mobilized capital and loans 37 Fig 2.16 | Structure of mobilizing capital and loan by customers a7
Fig 3.1 Space Matrix of GP Bank 49
Fig 3.2 IE Matrix of GP Bank 49
Trang 8LIST OF TABLES
Table Name Page
Tabl.l | SWOT matrix 8
Tab 2.1 | Ownership structure 13 | Tab 2.2 Targeted activities in 2008-2009-2010 16 ‘Tab 2.3 | Data on Vietnam’s GDP from 2007 - 2010 18
Tad 2.4 | Data on Vietnam’s population growth from 2007 - 2010 21
| Tab 2.5 | Opportunities and threats for GP Bank 28
Tab 2.6 | EFE Matrix 29
Tab2.7 | Strengths and weaknesses of direct competitors of GP Bank 33
Tab 2.8 | Competitive Profile Matrix 35
Tab 2.9 | The data on deposit and loans by customers 38 Tab 2.10 | GP Bank’s strengths and weaknesses 40 Tab 2.11 | IFE Matrix 41
Tab 3.1 | Annual goals 44
Tab 3.2 | SWOT Matrix 44
/Tab 3.3 | SPACE Matrix 48
Tab 3.4 | QSPM Matrix 51
Tab 3.5 | Annual cost planning 58
Trang 9
INTRODUCTION 1 Rationale of selected topic
As can be seen, 2011 is the second year of the economic innovation after the
global economic crisis from 2008 to 2009 At the present, even though the world
economy has already changed positively but there are still some difficulties such as public debt crisis in
Europe, earthquakes and tsunamis in Japan or the slow recovery of United
States’econorny, etc Thus, in that difficult general background, the economy of
Vietnam also would not avoid the corollaries
On the other hand, when the markets become more dynamic to both local firms
and foreign firms that participate in the round and the customers increasingly clear
their ‘God’ position, it is also when the firms need to create more values to maintain and improve customer relationship Therefore, in recent years, the Finance and Banking area becomes more vibrant than ever before Despite of the influence of
global economic crisis, it has to be admitted that the degree of the impact to Vietnam banking system is not as big as expected It is the good news that the commercial bank in Vietnam have already started to build and rebuild the vision
and strategies to be survival and develop in the condition of intense competition as
same as during the economic crisis period
The Global Petro Joint Stock Commercial Bank (GP Bank) officially becomes Joint Stock Commercial Urban Bank which has operated in Hanoi from 7th November, 2005 Originally, GP Bank is an organization that just switched to
operating model, organized the structure with a compact of the staffs who are less
than 10 Until now, GP Bank has already an intense improvement in both organization scope and internal network The annual operational targets have
growth over 200%
Based on the research and analysis, it is clearly seen that the operation of GP
Trang 10economic crisis as well as the difficulties in financial and monetary markets, it also has revealed certain limits, especially in determining long-term strategy Therefore, in Our opinion, the construction and creating a new goal for GP Bank is necessary
This is also the reason to organize the Retail Banking of GP Bank in 2011-2015
2 Objective and scope of project
Objective of project: GP Bank’s business strategy for retail banking Scope of project: All systems of GP Bank in Vietnam
3 Statement of purpose
Research into the rationale for banking operations; understand retail
operations of commercial banks
Based on the analysis of GP Bank operation, recognize its strengths and
weaknesses which serve as basis for the appropriate solution
Recommend a new strategy which is about retail strategy and solutions of
implement, petition to the government agencies and the Bank to develop
sustainably and stably
4 Methodology
The topic is analyzed based on the analysis of quantitative and qualitative
activities in retail banking of GP Bank
In addition, the interviews, group discussion, observation and statistics are
also used to supplement the analysis for the project
Through the research, the data related to macroeconomic as well as the
forecast of relevant organizations such as World Bank, Government Bank of
Vietnam, the intensive research into the field of local and foreign banks and
the financial statements of Joint Stock Commercial banks in Vietnam
5 Structure of report
Besides the introduction, conclusion and reference list, the project includes 3
main following parts:
Trang 11CHAPTER I: BUSINESS STRATEGY DEVELOPMENT THEORY CHAPTER II: BUSINESS STATUS OF GPBANK
Trang 12CHAPTER I: BUSINESS STRATEGY DEVELOPMENT THEORY 1.1 Business strategy
1.1.1 Definition
Strategy is a combination of planning and directing all the operations to achieve a certain goals
Business strategy is the art and science of organizing the company’s goals and objectives, integrating organizational activities, utilizing and allocating needed
resources over the basis long-term within the internal environment to meet the markets’ needs and to fulfill stakeholder’s expectations
Thus, the content of business strategy must follow these two following aspects:
- Setting organizational goals and ensuring that they would be achieved by effective organizational tools
- Providing a clear guidance for the organization business activities 1.1.2 Classification
Based on the scope of strategy, there are three main categories: overall
strategy, unit strategy and operational strategy
- Corporate strategy: is concerned with the overall purpose and of the business in order for the long-term significance to compete and gain competitive advantages including growth strategy, joint ventures strategy and outward strategy
- Unit strategy: is concerned with particular units of the organization These
functional units would be product strategy, financial strategy, human
resources strategy, marketing strategy, etc
- Operational strategy: is concerned with delivery the corporate and
Trang 131.2 Business formation strategy 1.2.1 Mission and main goals
- Vision statement is considered as the first step in strategic planning, which
answers the question “What do we want to become?” of many organizations
- Mission statement is the purpose of organization which guides organization’s implements in order to distinguish the organization from
others
1.2.2 External environment(PEST)
External environment refers to all factors that exist outside an organization’s
boundary and have significant influence on it Two main types of important impact are macro environment analysis and industry environment
- Macro environment analysis is the concept primarily concerned with major
issues: political forces, economic forces, social forces and technological forces
e Political forces: consist of the philosophy that can influence the business activities and legal forces that serves to define organization’s
abilities and its limitations at a specific point in time
e Economic forces: refer to the character and direction of the economic system within which the firm operates
e Social forces: consist of customs, lifestyle and values that characterize
the society in which the firm operates
e Technological forces: is an important aspect that may create new
opportunities or risks for the organization It is the most dramatic force
now shaping our destiny
Trang 141.2.3 Internal environment
Internal environment refers to an organization’s controllable abilities in performing well the business Identifying internal environment is an essential strategic management activity
1.2.4 Strategy selection
This is the identification of alternative strategies in response to the defined
strengths, weaknesses, opportunities and threats of the bank Then, directional
strategy will be indentified to create the appropriate match between capacity and
resources of the bank to the needs of the environment in which it operates 1.3 Strategy formulation tools
1.3.1 Stage 1: Input stage (Formulation framework) 1.3.1.1 External Factor Evaluation (EFE) Matrix
External Factor Evaluation (EFE) Matrix is a strategic management tool often
used for current business conditions that allow strategists to summarize and evaluate
the opportunities and threats that a business is facing The EFE Matrix can be
developed in five steps:
- List factors: is to gather a list of external factors which can be divided into two groups: opportunities and threats
- Assign weights: assign a weight that arrange from 0.0(not important) to 1.0
(very important) to each factor The weight allows strategists to assess the
degree of relative important of those factors to being successful the
organization’s industry
- Rate factors: assign a rating from I(poor) to 4(superior) to each factor
which indicates the degree of the organization’s strategies responding to each factor
- Multiply each factors weight by its rating to calculate the weighted score - Total all weighted scores: add all weighted scores for each factors to
Trang 15Evaluation is based on the highest total weighted score that the organization can gain
With regards to the number of key opportunities and threats, the highest
possible total weighted score for an organization is 4.0 which show that an
organization is responding effectively to the certain opportunities and threats On
the other hand, the lowest possible total weighted score is 1.0 which gives
information about a weak response of the organization to the factors The average
total weighted score is 2.5
1.3.1.2 Competitive Profile Matrix (CPM)
Competitive Profile Matrix is an essential strategic management tool that compares the organization with its competitors by identifying the particular strengths and weaknesses As same as EFE Matrix, the CPM Matrix is also
measured on the basis of weight, rating and total weighted score However, the CPM Matrix is also depended on the critical success factors which are based on
both external and internal environment Therefore, the rating can be classified as
follows: 4 = major strength, 3 = minor strength, 2 = minor weakness and | = major weakness The evaluation is based on the final mark of comparison between the total weighted score of the organization and its competitors
1.3.1.3 Internal Factor Evaluation (IFE) Matrix
Internal Factor Evaluation (IFE) Matrix is a strategic management tool that combines and audits the major strengths and weaknesses in functional areas of a
business It provides a basis for identifying and evaluating relationships among
those areas IFE can be created by interpreting the steps which is as same as EFE and Competitive Profile Matrix
1.3.2 Stage 2: Matching Stage
1.3.2.1 Strengths — Weaknesses — Opportunities — Threats (SWOT) Matrix
SWOT analysis is the concept of determining current strength, weakness,
Trang 16external aspects of its business It not only allows the organization to develop a competitive advantage but also overcome the weakness and threats A matrix of
these factors can be constructed as follows:
Tab1.1: SWOT matrix
Opportunities | S-O strategies | W-O strategies Fig 1.1: SWOT matrix — — Strengths = _ Weaknesses Ate cae Source: http://kynang.7pop.net S-O strategies look for opportunities that can be the suitable strength for the organization
- W-O strategies overcome weaknesses to pursue opportunities
S-T strategies determine possible method for the organization to utilize its strength in order to reducing the influence of external environment
- W-T strategies establish a defensive plan to prevent the company’s weaknesses and avoid the external threats
In terms of SWOT Matrix construction, there are eight steps involved as
follows:
Trang 1713.2.2
List the organization’s key external threats
List the organization’s key internal strength
List the organization’s key weaknesses
Match internal strengths with external opportunities and record the consultant SO strategies Match internal weaknesses with external opportunities and record the consultant WO strategies Match internal strengths with external threats and record the consultant ST strategies Match internal weaknesses with external threats and record the consultant WT strategies
Strategic position and action evaluation (SPACE) Matrix
The SPACE Matrix includes four quadrants framework that indicates the Suitability of aggressive, conservative, defensive and competitive strategies The SPACE Matrix should be adopted as follows:
Quadrant I (Aggressive): Financial Stability and Industry Strength
Quadrant II (Conservative): Financial Stability and Competitive Advantage
Quadrant III (Defensive): Competitive Advantage and Environmental
Stability
Quadrant IV (Competitive): Industry Strength and Environmental Stability
Trang 18The steps required to develop SPACE Matrix:
Select a set of variables to define financial strength, competitive advantage, environmental stability and industry strength The set of variables would be as follows:
1.3.2.3
Assigning a numerical value ranging from +1(worst) to +6(best) to each of
variables that make up the FS and IS dimensions together with assigning
the value that range from -1(best) to -6(worst) of each variables making up
the ES and CA dimensions
Computing the average of values by adding the values and dividing the number of variables included in the respective dimension
Plotting the average values on the appropriate axis in the SPACE Matrix Add two values and plot the resultant value on x-axis Add two values and plot the resultant value on y-axis
Draw a directional vector from the origin of the SPACE Matrix through the new intersection point This vector represents the strategies to be pursued
Internal — External (IE) Matrix
The internal — external (IE) Matrix is a strategic management tool which is used to analyze the working conditions and strategic position of a business It is based on the following two criteria:
Trang 191.3.3 Stage 3: Decision stage
Quantitative Strategic Planning Matrix (QSPM)
Quantitative Strategic Planning Matrix (QSPM) is a high-level strategic
management approach for evaluating possible strategies It attempts to objectively
select the most appropriate strategy using input from stage | analysis, matches them with results in stage 2 and then decides objectively among alternative strategies
The detailed steps would be constructed as follows:
Provide a_ list of internal strengths/weaknesses and external
opportunities/threats
Assign weights to each key external and internal factor The weight can be identified as same as EFE and IFE Matrix
Examine stage 2 matrices and identify alternative strategies that the
organization should consider implementing
Determine the attractiveness scores by examining each key external and internal factor separately The range for Attractiveness Scores is /=not attractive, 2=somewhat attractive, 3=reasonably attractive, and 4=highly attractive
Calculate the total attractiveness scores (AS) in each row the QSPM by
multiplying the weights in step 2 together with the attractiveness scores in
step 4
Calculating the sum total attractiveness scores by adding all total attractiveness scores in each strategy column of the QSPM The final highest scores point is the most attractive strategy
Trang 20CHAPTER II: BUSINESS STATUS OF GPBANK 2.1 Introduction of GP Bank 2.1.1 History and development: General information: - Name: GLOBAL PETRO JOINT STOCK BANK - Abbreviation: GP Bank - Charter capital: 3.018.000.000.000 VND - Address: 109 Tran Hung Dao St, Hoan Kiem district, Hanoi - Contact number: (84-4) 37345345 - Fax: (84-4) 37 263 999 - Website: gpbank.com.vn Development process:
GP Bank formerly know as is Ninh Binh Rural Commercial Joint Stock Bank, including 5 Counters and diamond business in the Ninh Binh province with the charter capital of 5 billion dong In 2005, GP Bank officially became urban bank, called Global Commercial Joint Stock Bank (G-BANK) The head office is at 17 Ly Thuong Kiet Street, Hoan Kiem District, Hanoi with 135 billion dong of charter
capital In 2006, G-Bank announced a strategic shareholder that is Petro Vietnam
The office was moved to 273 Kim Ma Street, Ba Dinh District, Ha Noi and was
increase the charter capital to 500 billion dong (VND)
In 2007, G-Bank renamed to Global Petro Joint Stock Commercial Bank with
the charter capital is 1000 billion dong Continuously, GP Bank increase its charter
capital to 2000 billion dong in 2009 and in 2010, the charter capital is 3018 billion dong At the same time, GP Bank established its first subsidiary: one member Debt
management and Asset Bank Global Offshore Ltd, Company (GPBANK AMC) And also in this year GP Bank won the National Famous Brand prize in 2010 and
Trang 21national network including IExchange, 10 branches and 53 transaction offices and |
saving account with total 1064 employees Ownership structure Tab 2.1: Ownership structure Target ở ) hae Number of shareholders Total number of shares 3,018,000,000,000 100 422 ‘Institutional shareholders 839,001,434,700 | 28 10 International shareholders 0 0 0 Local shareholders 839,001,434,700 28 10 Individual shareholders 2,178,998,565,300 72 412 International shareholders - Z a Local shareholders 2,178,998,565,300 72 412
Source: GP Bank Annual Report 2010 The share of Petro Vietnam (PVN) made up 20% of the total chartered capital of the bank in 2007, equal to VND 200 billion (GPBank’s chartered capital was VND 1000 billion in 2007)
In 2010, Petro Vietnam’s shares in GPBank reduced by approximately 0.5% of the bank’s total chartered capital, which is about VND 150 billion
However, Petro Vietnam has no share in GPBank in June, 2011
PNV’s capital withdrawal from GPBank has not impacted on GPBank in coming time because its shares is not too large to impact on GPBank’s business affairs and strategies
Organizational structure
Fig 2.1: Organizational Structure of GP Bank
Source: GP Bank Annual Report 2010
Trang 23Current strategy of GP Bank
- Maintain financial status at high level of safety; optimize the use of shareholder capital
- Grow dramatically by creating a difference based on understanding customer needs and orienting to customer
- Develop risk management system synchronously, efficiently and professionally to ensure growth
- Preparing strategies for human resources and workforce training professionals - Construct GP Bank culture becoming mental association system factor
- GP Bank’s objective is that it might be not the first but it must be the best - Currently, GP Bank starts to form the development strategy for retail banking
2.1.2 Products and services
GP Bank provides a full range of financial services such as deposit, credit, trade finance, international payments, foreign exchange, business cards, transaction, Mobile
Banking, Internet Banking and many other banking services as well as be a bank for
both individual customer and business customer In recent years, GP Bank focuses on providing more finance-banking services based on advanced technology platform to
miaximize customer’s profit In 2010, GP Bank increased utilities for GP Mobile
services and expand card points network and connected successfully with Banknet
Card alliance Thus, Banknet is the 3rd card alliance with GP Bank after Smarlink Card
Services JSC(Smartlink) and Smart Card Vina JSC (VNBC) alliance
2.1.3 Business Performance
Trang 24Tab 2.2: Targeted activities in 2008-2009-2010 Total assets(billion dong) 8.259 | 17.275 | 27.731 Equity(billion dong) 1.005 | 2.074 | 3.157
Charter capital(billion dong) 1.000 2.000 3.018 Total mobilized capital(billion dong) 4.134 8.911 16.417 Residual from loans(billion dong) 3.152 5.986 8.905
Operating network (number of transaction) 34 63 64
Total staffs 584 892 1.064
Revenue after tax(billion dong) 54 133 206
Capital adequacy ratio(CAR) 24.82% | 18.37% | 14.75%
Residual from loans/ total assets 38.16% | 34.65% | 32.11%
Residual from loans/ total mobilized capital 76.25% | 67.18% | 54.25%
Bad debt/ total loans 9.79% | 2.34% 1.83%
Revenue before tax/average equity (ROE) 7.50% 13.15% | 11.59% Revenue after tax/average total assets (ROA) 0.92% 1.39% 1.32%
Source: GP Bank’s Annual Report 2010
2.2 Analysis of environmental factors affecting the operation of Global Petro Bank (GP Bank)
2.2.1 Macro environment
Trang 25Banking industry in Vietnam is significantly influenced by macro environment factors, mainly including: politics and legal framework, economy, social factors, technology
2.2.1.1 Political factor
Generally, the political status in Vietnam is quite stable and does not have any civil war or any conflict with other countries This is a favorable factor for organizations to operate business in Vietnam
In terms of banking operating, in 1990, banking ordinance, credit cooperatives and finance companies were promulgated, and be the legal basis for business activities of commercial bank in Vietnam In 1998, credit institutions law was officially adopted and implemented effectively Until now, the banks are operating under the credit institutions law which is adopted by National Assembly and be effective from
01/01/2011
Conclusion:
Opportunities Threats
- The stability of politic in Vietnam creates |- State bank regulations change opportunities for business to operate
- Currently, under the regulation of state
banks, banking establishment conditions will be more and more difficult (to establish bank at least must have 3,000 billion dong in charter capital) Therefore, level of competition in banking industry is tough but not as harsh as in other industries — there is competition only among existing banks, Virtually no new generation banks
frequently in a short time so it is easy to lead to orienting banks’ activities instability, that change banks’ business plan E.g interest rate policy, exchange policy
-It 1s difficult for banks to
Trang 26- Support from State bank of Vietnam for | the mobilized capital, maximize loans
the liquidity of banking system under the regulations of state bank 2.2.1.2 Economic factor Tab 2.3: Data on Vietnam's GDP from 2007 to 2010 viet Nam tham 2607 2008 2003 2040 so 8.5 6.3 5.3 6§ Agnouture 38 47 18 28 Ind uete 105 6Â 5.5 7.7 Serusces Đs% T4 .6 7.5 NATIONAL ACCOUNTS s1c©- Dong ceiercer year At Current Prices GOIP oy industrial ongin st curent maser proes 1143715 2485038 1658389 1989912 Agzvture È 232586 329886 346785 407637 Ming 111700 146607 165310 215090 Manufeotunng 243142 302236 333166 389807 Sectrom gas, and seater 29849 47:69 585392 790°€ Co-cewebon 79712 95696 110255 139162 “-sảe 154414 212139 248333 283089 Finance 207 27215 31617 374224 Punto admrinxtrster ¢ 94578 11585 128904 149647 Others 123812 143975 166424 197670
Trang 27Fig 2.2:
Even though the economy is growing again, the economic crisis still has quite much influence Some changes in the volatility of world economy (debt crisis in some Europe economies, conflicts about exchange rate in some major economies) also have negative impacts indirectly to Vietnam The real estate market and the stock market have not recovered yet along the price fluctuations of gold and USD at several times
Contribution to growth of GDP in Vietnam over years
Contributions to growth (supply — GDP GB Agncutture Qi industry gj Services Fo — gạ 85 —10 = 68-8 _6 4 =0 2006 07 08 09 10
Source: General Statistics Office of Viet Nam http://www
9S0.9Ov.vn (accessed 14 March 2011)
making difficulties for certain activities of banks
Fig 2.3: Inflation of Vietnam from 2008 — March 2011 Inflation So Ene _30 — —20 = —10
woe, ashen itt Asc icbitsttenalrchhicbidinthetinneini \O
Jan Jul Jan Jul Jan Jul Mar
2008 09 10 11
Sources: General Statistics Office of Viet Nam: ADB
Trang 28Economic-social development strategy in 2011-2020 periods was adopted by Government of Viet Nam on 01/201 I targeting average annual growth at 7-8%
GDP in 2010 is predicted to grow at 6.1% and the growth will be 6.7% in 2012 when the economic environment is going to be more stable stimulating consumption and investment Fig 2.4: Forecast on Vietnam economic growth from 2006 to 2010 GDP growth 5 -yeas moving average % _ —9 — a —6 — _3 = ˆ ˆ ' ˆ a ;—O0 2006 07 08 0o 10 11 192 Forecast Source: Asian Dewelopment Outlook database
Inflation is forecasted continually to rise significantly throughout 2011 However, there will be the signs of declining in 2012
Fig2.5: Data on Vietnam’s inflation from 2007 to 2010
Inflation
— 5-year moving average —25
2006 O7 08 0s 10 11 12
Forecast Sources: General Statistics OMce of Viet Nam; Asian Development Outlook database
Therefore, this is also an opportunity to orient the develop trend of banks
Trang 29However, the maintenance and monetary tightening will contribute to reduce domestic demand and stabilize Vietnam dong exchange rate But this is also a difficulty as well as challenge for all the banks to develop business activities during this period (currently banks is controlled in the total growth of debt residual in 2011
that do not exceed 20%) Conclusion:
Opportunities Threats - Economic environment — gradually | - High inflation
become more stables, tends to increase | - Operating economic governmental and stimulates = consumption _and | policies are not really effective (exchange
investment rates, interest rates )
- Large demand in terms of banking
services
2.2.1.3 Social factor
At the present, Vietnam population is about over 86 million and annually, it increases by | million people
Tab 2.4: Data on Vietnam’s population growth from 2007 to 2010
"¬ ~_ 2008 2008 2010
POPULATION
Tots! pepuistion milion: es of 1 July 82.76 84.67 85.S7 8€ 48 Popuigbon cersty 26/2072 e” ⁄3ue°e klomeser 253 256 259 262 Population annual chenge percent 11 11 11 is mer scoJeter erent of tote! poouietor a2 "¬ Sưu S02
Trang 30However, the positive change of culture as well as society also create more pressure for finance and banking industry due to the increasing knowledge and experience of customer and also they have more option to use bank’s products and services
There is one way to estimate the young or old of population that is calculating the average age of the entire population The average age of Vietnam population changes in three main stages The first stage occurred during the war (1950-1970) when the average age dropped from 24.5 years old (1950) to 17.8 years old (1970) Next, in the second stage, the average age increased continuously, reached 24 years old in 2000 and 28 years old in 2010
According to analysis of gender and age structure, Vietnam has entered a period of golden population structure starting from 2007 and predicted to be ended in 2041 The period of golden population structure only occurs once in the demographic history of each country Thus, Vietnam population can be considered as young This is the potential market to access banking products and services in the future
Conclusion:
Opportunities Threats
- The population growth and urbanization | - Customers nowadays are increasing are increasing dramatically leading to large |demand more and more and have more demand about financial products and options in terms of banking product and services, especially for the development of |services consumption
retail banking
- Young population is potential market to access products and services in general as well as banking product and services in the
Trang 312.2.1.4 Technological factor
Although Vietnam’s science and technology is still behind to science and technology of other countries, Vietnam has already applied many achievements of other countries’ information technology
According to the Department of Statistic, in 2010, in total whole country, there are more 44.5 million subscriber phones, reaching 170.1 million subscribers in total, increased by 35% in comparison with the period in 2009
The Department of Statistics has officially announced its report on the economic- social status of Vietnam in 2010 According to this report, the number of telephone Subscribers increased by 44.5 million subscribers in 2010 including 793.000 fixed telephone subscribers, dropped by 49.1% and 43.7% mobile subscribers and grown by 2.4%
Therefore, by the end of December, 2010, the whole country had 170.1 million
subscribers, increased by more than 35% in comparison with 2009, including 16.4 million fixed telephone subscribers, raised by 5.1% and nearly 154 million mobile subscribers, up 39.8%
Moreover, it also reported that in 2010, the number of internet subscribers
continues to have positive growth Specifically, by the end of the year, the whole country had 3.77 million subscribers, up 27.4% over the last year
The application of information technology and communication includes the field of product and services management to economize labor cost, especially, to serve in product and services marketing Website, online trading and transaction via email, electronic commerce and mobile marketing has recently became effective tools and will be essential in business activities generally and in banking industry particularly in
the future
Trang 32The using of information technology to serve the products and services marketing create opportunities for banks not only to access customers but also encourage
customers in international market
Currently most banks invest to construct the core banking system (core software)
to serve business activities For examples: Symbol System (VIB); Teminos (VPB,
Techcombank, MB .); [flex (OceanBank, Habubank .); Sylverlake (Vietcombank, BIDV, Vietinbank .); TCBS (complex banking solutions applicable - ACB)
However, the application of science and technology in marketing and Management is quite costly, and also require staffs to have certain information technology (IT) skills
Opportunities
- The development of information technology, internet mobile phones is more quickly Customers tend to use more mobile phone and internet
- Vietnam is country that is still behind in information technology leading to being able to take advantage of technology achievements of other countries
- Advancement in technology helps to reduce administrative cost as well as in human resources and offer more new products to
Customer
Threats
- Human resources that have high quality in information technology are still limited
Trang 332.2.2 Micro environment
The 5 factors work as follows:
Fig 2.6: Porter’s Five Forces eet Bed ale Industry Rivalry Source: M.E Porter (1980), Competitive Strategy 2.2.2.1 Industry rivalry
Currently, Vietnam has 5 state-owned commercial banks (Vietcombank,
Vietinbank, BIDV, Agribank and MHB), 37 joint stock commercial banks, 48 branches
of foreign banks, 5 joint venture banks and 5: 100% foreign capital, 40 representative offices of foreign banks, 17 finance companies There is also the leasing, the credit institutions cooperative
As can be seen, the competitive level of finance-banking industry is very high Source: State Bank of Vietnam 2.2.2.2 Buyers
Currently, banking customers are people using banking products and services For example, for deposit products, previously, customers normally accept deposit interest rate deposits of banks listed In recent years, the ceiling interest rate exceed
Trang 3414%, the deposit amount may be negotiated on the basis of interest rates on deposits Customers will definitely choose the bank that can negotiate the interest rate more attractive
However, at the present time, when the interest rates have to be controlled at 14%
and the lending rate limited also at 17-18% accordance to Vietnam State bank’s regulations, most of customers have lesser rights to negotiate about the rates and have to accept the interest rates as mentioned above
Similarly, in terms of other products and services, customers generally have to accept the bank offer rates to be allowable to use the products and services (accept interest rates, services charges)
Thus, it can be said that the negotiating power of customers in the banking industry is not so high (most of customers are not entitled to negotiate about prices and fees when dealing with the banks) However, for some banks that have large number of business customers, the negotiating powers are high because they consume most of banks’ products and services and also contribute in annual revenue of banks
2.2.2.3 Suppliers
Besides other services, most revenues of all banks are different between mobilized rate and loan rate Thus, the suppliers at this time are:
- If the bank raised from the first market: the suppliers are customers (individual or economic organization)
- If the bank rose from the second markets: the suppliers are cooperating banking market
- Currently, customers usually choose banks to deposit that have high interest rates and good customer services Also in the co-banking market, interest rates in the market always fluctuate, if banks want to borrow in this market, they have t» accept the interest rate at the time of borrowing
Trang 35- Thus we can say that power of suppliers in the banking industry is high 2.2.2.4 Potential entrants
- Entry barriers to the bank establishment is quite large now
- The decree No 141/2006/ND-CP dated 22/11/2006 of the Government's was adopted for commercial banks, the legal capital applying to 31/12/2010 (has
been expired to 3] / 12 / 2011) is 3,000 billion VND; for foreign bank branch is
15 million USD; the policy banks, development banks is 5,009 billion VND investment banks, cooperative banks and credit funds of Central population is 3,000 billion, for financial companies is 500 billion dong and financial leasing companies is 150 billion Besides that, may be from 2012 to 2015 the legal
required capital for commercial banks is 5,000 million dong, even be 10,000
million dong
- Therefore, this is also the advantage of companies operating in the finance - banking industry - due to large barriers to leading to the threat of new companies be reduced
2.2.2.5 Substitute
At present, products and services of banks include funding products, credit and payment services, products, electronic banking (SMS Bank, Mobile Banking .) In today's market, there are a lot of products and substitutes and customers can use these products instead of banking products and services
For example, substitutes for savings products including insurance, gold investing, real estate Substitutes for credit products include: issuance of debt instruments (corporate bonds)
Trang 36because banks have better reputations on many organizations in fact the substitutes is not good enough to be competitor of banking industry, except investment products (gold, real estate .)
2.3 Opportunity and threat evaluation
Since the factors of external environment as the above analysis, it can be seen that
GP Bank is almost same to other commercial
Opportunities and threats:
banks which are facing the following Tab 2.5: Opportunities and threats for GP Bank
Opportunities Threats
- The stability of politic in Vietnam
- Significant barriers to enter the market so
there is fewer new competitors entering
markets
- The legislation in banking activities is explicitly stated as a basis for activities
- Economic environment gradually become more stable, tends to increase and stimulates consumption and investment Great demand
about banking products and services =>
especially products and services for individual
Customers => opportunities for retail banking - Population growth and urbanization lead to increasing demand of financial products and
services
- Young population, increasing life quality are
potential market to access products and services generally as well as banking products and services in the future
Nn ——_
- State Bank Regulations change frequently in a short time than it is easy to lead to the direction of banks activities instability, that
change banks business plan It is difficult for
banks in implementing business, for example: calculate the input cost as well as revenue from lending activities, providing services due to be controlled the mobilized capital, maximize loans under the regulations of state bank High inflation and operating economic governmental policies is not really effective (exchange rates, interest rates )
- High level of competition when the current
number of banks is quite high
- There are more substitute products
- The issue of qualified human resources on technology, budget and technology security are matters of concern
Trang 37
Opportunities Threats
- Customers increasingly have more demand
and have more choices of using banking products and services
- The development of information technology, mobile phones, internet is more quickly Customers tend to use mobile phones and the internet more
“2.4 External Factor Evaluation Matrix (EFE)
In order to quantify the above factor that affect the environment, we can use the EFE Matrix as described in Chapter I to evaluate the response of GP Bank to these factors as follows: Tab 2.6: EFE Matrix A 4 (2) Legal regulation 0.10 4 0.40 (3) Economic growth 0.10 3 0.30 (4) Population and urbanization rate 0.05 2 0.10 (5) | Customer requirement 0.20 3 0.60 (6) Technological development 0.05 4 0.20
(7) Number of banks in the market 0.10 2 0.30
(8) Need of using bank products 0.20 2 0.40
(9) Substitutes for bank products and servil 0.05 2 0.10
(10) Market entries on the new banks 0.10 3 0.30 Total 1 2.8
Trang 38
The level of classification indicates how the strategies outlined by the company respond to each element Level 4 = strong response, 3 = above average response, 2 = average response and | = weak response
Assigning weights (column 2) and rating (column 3) as follows:
(1) Political environment: as can be seen, the factor weight is 0.05 and the
rating is 4 which give information about the stability of Vietnam political environment Therefore, the weighted score is 0.2
(2) Legal regulations: the factor weight is 0.10 Due to the requirements of legal regulation on banking that are increasingly stringent with requiring more transparency and professionalism, GP Bank has already oriented and applied an appropriate method in the first place, leading to a strong response and consequently 4 rating points for this factor
(3) Economic growth: due to the economic crisis, the world economy is still slowly recovered Therefore, the economic growth of Vietnam is still at an average, the factor weight is 0.10 and the rating is 3
(4) Population and urbanization rate: according to annual statistic reports, the population growth, especially in urban areas is increasing which is 0.05 in factor weight This leads to an expanse of demand size and is rated as 2 rating points (5) Customer requirement: the customer requirement is very important Due to an increasingly demand of customer, it determines the possibility of whether it’s
success or failure of the organization Thus, there are 0.20 in terms of factor
weight Nowadays, customers require more full packaged services and GP Bank has already recognized it on time and takes it as its mission These lead to a positive response which is a cause of 3 rating points
(6) Technological development: it’s clearly observable that the weight is 0.05 The technological development supports the efficient operations of banking In
Trang 39fact, GP Bank’s staffs almost have specified qualifications and experience in field of information technology and telecommunication GP is rated 4 points
(7) Number of banks in the market: due to a large number of banks in Vietnam, the factor weight would be 0.10 However, GP Bank has demonstrated its capabilities in many areas Thus, it is rated 2 points
(8) Need of using bank products: due to its importance, there is 0.20 factor weight The banking demand affects and adjusts the change of real banking market that whether it grow or decline GP has gathered the intelligent research from its internal network and its own experience to be able to predict all possible response to the demand It is rated 2 points
(9) Substitutes for bank products and services: the factor weight is 0.05 In
today market, there are a lot of substitutes which have as similar functions as
bank’s products and services leading to an intensively competitive environment Therefore, it is rated 2 points
(10) Market entries on the new banks: the weight is 0.10 due to its pressure on the market The banks that are strong and have long-operating experience such as 5 government banks would be the factor that prevents new banks from entering the market However, among all young and non-government banks, GP is still a strong competitor to other banks Therefore, it is confident to rate for GP Bank 3 rating points
Conclusion:
The total important score is 2.8 which show that GP Bank is over average only on the effectiveness of bank strategy to external factors
Competitive Profile Matrix
Currently the number of banks in Vietnam is : 05 state-owned commercial banks (Vietcombank, Vietinbank, BIDV, Agribank, MHB); 37 joint stock commercial banks,
Trang 4048 foreign bank branches, 05 bank venture; 05 banks with 100% foreign capital , 48
representative offices of foreign banks, 17 finance companies ,