Luận văn Thạc sĩ Kế hoạch phát triển chiến lược của ngân hàng đầu tư và phát triển BIDV giai đoạn 2015 2020

Luận văn Thạc sĩ Kế hoạch phát triển chiến lược của ngân hàng đầu tư và phát triển BIDV giai đoạn 2015 2020 Luận văn Thạc sĩ Kế hoạch phát triển chiến lược của ngân hàng đầu tư và phát triển BIDV giai đoạn 2015 2020 Luận văn Thạc sĩ Kế hoạch phát triển chiến lược của ngân hàng đầu tư và phát triển BIDV giai đoạn 2015 2020 Luận văn Thạc sĩ Kế hoạch phát triển chiến lược của ngân hàng đầu tư và phát triển BIDV giai đoạn 2015 2020 Luận văn Thạc sĩ Kế hoạch phát triển chiến lược của ngân hàng đầu tư và phát triển BIDV giai đoạn 2015 2020 Luận văn Thạc sĩ Kế hoạch phát triển chiến lược của ngân hàng đầu tư và phát triển BIDV giai đoạn 2015 2020 Luận văn Thạc sĩ Kế hoạch phát triển chiến lược của ngân hàng đầu tư và phát triển BIDV giai đoạn 2015 2020

-1- Luận văn thạc sĩ Kế hoạch phát triển chiến lược Ngân hàng đầu tư phát triển BIDV giai đoạn 2015-2020 THESIS MBA PLANNING DEVELOPMENT STRATEGY FOR BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM (BIDV), PERIOD 2010 – 2015 GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM CAPSTONE PROJECT REPORT Planning development strategy for Bank for Investment and Development of Vietnam (BIDV), Period 2010 – 2015 ACKNOWLEDGEMENT We would like to send our great thanks to teachers of VNU, who have taught us with the enthusiasm and helped us have precious knowledge during the time of studying the program We also express our thanks to specialized team who have read, given advices and instructed us during the study and completion of the project In addition, we would like to send our deep gratitude to the Bank for Investment and Development of Vietnam, head office, Hanoi, Ha Thanh, Hung Yen branches having helped and created favorable conditions so that we can obtain necessary information for completing thesis TABLE OF CONTENTS Contents Pages PREFACE 12 CHAPTER I 14 FUNDAMENTALS OF STRATEGIC MANAGEMENT AND STRATEGIC PLANNING IN ENTERPRISE 1.1 Definition and role of strategic management 14 1.1.1 Definition of strategic management 14 1.1.2 Role of strategic management 15 1.2 Definition and role of strategic planning 17 1.2.1 Definition of strategic planning 17 1.2.2 Role of strategic planning 17 1.3 Strategic planning process in enterprise 17 1.3.1 Defining strategic objective 18 1.3.2 Analyzing internal and external environment of the enterprise 19 1.3.3 Analyzing and selecting strategy 29 CHAPTER II ANALYSIS ON REAL SITUATION – ENVIRONMENT – 33 STRATEGY – BUSINESS OF BANK FOR INVESTMENT & DEVELOPMENT OF VIETNAM 2.1 Overview about Bank for Investment and Development of VN 2.1.1 General information about Bank Development of Vietnam for Investment and 33 33 2.1.2 Functions and missions of BIDV 33 2.1.3 Business activities of BIDV 34 2.1.4 Organizational structure of BIDV 34 2.2 Analysis on business environment of BIDV 35 2.2.1 Macro-environment 35 2.2.2 Industry environment 43 2.2.3 Determining opportunities and threats 46 2.3 Analyzing the internal environment of BIDV 48 2.3.1 Administration 48 2.3.2 Marketing 51 2.3.3 Supply of Banking service and product 53 2.3.4 Human resources 57 2.3.5 Finance – Accounting 58 2.3.6 Communication system 62 2.4 Result of business activities 63 2.5 Analysis of strengths and weaknesses 68 2.5.1 Strengths 68 2.5.2 Weaknesses 69 CHAPTER III: DEFINE THE DEVELOPMENT STRATEGY OF BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM FROM 72 2015-2020 3.1 Target, trend, mission and vision of BIDV 72 3.1.1 Governmental target and trend of Bank in general 72 3.1.2 Objectives, orientation and vision of BIDV 72 3.2 BIDV’s development strategy by 2015 77 3.2.1 Analysis of exploitation capacity of strengths 77 3.2.2 Analysis of capacity in limiting the weaknesses 77 3.2.3 Analysis of capacity of opportunity exploitation 78 3.2.4 Analysis of capacity in limiting the threats 78 3.3 Set up strategy by analyzing SWOT 78 3.3.1 Form SWOT matrix 78 3.3.2 Form the strategy in SWOT matrix 81 3.4 Strategic solutions 82 3.4.1 Healthy finance, profitability, financial status enhancement, risk reserve and indicator assurance 3.4.2 Restructuring organization and management, as well as improving administration capability 82 85 3.4.3 Develop service product and modernize banking technology 87 3.5 Functional strategy 90 3.5.1 Develop retailed banking service 90 3.5.2 Continue increasing quality in business of subsidiaries 92 3.5.3 Expand Services 94 3.5.4 Develop Trade mark 95 3.5.5 Network organization model and distribution 95 3.5.6 Competition for Integration 95 3.6 Key factors ensure the success of plan 95 3.7 Factors to facilitate the implementation of plan need to be improved CONCLUSION 96 97 ABBREVIATED TERMS Abbreviated English Vietnamese word WTO World Trade Organization Tổ chức thương mại giới DN Enterprise Doanh Nghiệp NH Bank Ngân Hàng ĐTCT Competitor Đối Thủ Cạnh Tranh TMCP Joint stock commerce Thương Mại Cổ Phần R&D Research and Development Nghiên cứu phát triển SBU Strategic Business Unit Đơn vị kinh doanh chiến lược HĐQT Board of Management Hội Đồng Quản Trị Association of Southeast Hiệp hội quốc gia Đông Nam Á ASEAN Asian Nations Bank for Investment and Ngân hàng Đầu tư và Phát triển Việt Development of Vietnam Nam NHNN State Bank of Vietnam Ngân Hàng Nhà Nước DPRR Reserve Ricks Dự phòng rủi ro BIDV LIST OF FIGURES, TABLES AND CHARTS Page Figures Figure 1.1: Five tasks of strategic management 16 Figure 1.2: Strategic planning process in enterprise 18 23 Figure 1.4: Five competitive forces of Michael.E.Porter 24 Figure 1.5: Value chain 28 31 Figure 2.1: Comparing the capital mobilization of BIDV with that of other banks Figure 2.2: BIDV’s Value chain 43 68 Charts Page Chart 2.1: GDP growth and GDP per capita in 1998-2007 36 Chart 2.2 : Interest rate change in 2008 37 Chart 2.3 : Prime interest rate of State Bank in the last months of 2008 38 Chart 2.4: Exchange rate of Vietnam dong over USD in 2003-2008 39 Chart 2.5: Inflation in the period of 1995-2007 40 46 Page Tables Table 2.1: Number of branches of BIDV to be regionally allocated in 2007 51 Table 2.2: Credit quality 59 Table 2.3: Stockholder’s equity (IFRS) 61 Table 2.4: List of internal and external factors of BIDV 63 Table 2.5: Operating results 64 Table 2.6: Income structure for phase 2005 – 2010 65 Table 2.7: Market share of BIDV 69 Table 2.8: Targets of strategy performance in phase 2005-2010 70 Table 3.1: SWOT matrix of BIDV 79 PREFACE 10 - Credit quality needs improving; bad debts need remaining at relative and absolute figure - Measures to diversify credit customer lists and capital resources need to be implemented effectively - Service quality and effectiveness of investment categories must be improved - Average interest rate must reach required rate - The ratio of operation over operation income needs to be remained at the same level of the previous years and improved better - Equalization must be implemented successfully - Scale growth ratio needs to ensure growth rate of risky assets in accordance with the growth of LNST and improve CAR target - Policies to increases incomes besides interests must be implemented effectively to reach set goals 3.7 Factors to facilitate the implementation of plan need to be improved: - Information technology system - Administration system - Internal Inspection and Audit system - Human resource - Risk management competence: Operation risk, Market risk, Credit risk, etc 93 CONCLUSION BIDV’s mission is to become “the top quality and prestigous Bank in Vietnam” To complete this mission, the Bank needs to have lucid strategies in his business activity development Our life always needs changes to develop, find out new directions, new obstacles and reach the perfectness These changes, especially changes within enterprise need to have a careful preparation and plan to exist and develop in accordance with all obstacles During his operation, BIDV has operated in right direction and gained significant achievements BIDV needs to have specific strategies and plans to continuously strengthen the competitiveness advantage to ensure the development in both depth and width within his operation In the period of 2010 – 2015, the strategy of investing in human resources and technology, promoting marketing and reinforcing the leading position in banking field is preferential and suitable orientations The execution process must ensure the flexible and ready-witted characteristic to implement the strategy in the most intelligent and effective way 94 On the theory basis of strategic management and actual reports of BIDV, the thesis has proposed development strategic plans for BIDV in the strategic plan up to 2015 By the knowledge of our research team and after duration of exploration and research, we are making effort to propose the development strategic plans for Bank for Investment and Development Vietnam in the period of 2010 - 2015 Due to the limitation of knowledge and social understanding accompanying with difficulties in exploring information, we can not avoid shortcomings We hope that those proposals above will be acted as a useful reference document for BIDV in particular and other banks in Vietnam in general as well students of the following courses CATEGORY OF REFERENCE DOCUMENTS Garry D Smith, Danny R Arnold, Boby R Bizzell, Translator: Bui Van Dong (2003), Business strategies, Statistical Publishing House Associate Professor Doctor of Philosophy Le The Gioi, Doctor of Philosophy Nguyen Thanh Liem, Master of Art Tran Huu Hai (2007), Strategic management, Statistical Publishing House Nguyen Khoa Khoi and Dong Thi Thanh Phuong (2007), Strategic management, Statistical Publishing House Associate Professor Dong Thi Thanh Phuong, Master of Art Nguyen Dinh Hoa, Master of Art Tran Thi Y Nhi (2005), Curriculum of Strategic management, Statistical Publishing House Nguyen Hai San (2006), Administration Study, Statistical Publishing House Fred David (2006), the translation Outline on strategy, Statistical Publishing House 95 National Assembly of Socialist Republic of Vietnam (2000), Law on credit organization No 07/1997/QHX Related documents of Bank for Investment and Development Vietnam:  Financial statements of 2005, 2006, 2007,2008  Reports of business result for 2008 and business plan for 2009 Websites:  http://bidv.com.vn  http://www.vnexpress.net  www.atpvietnam.com APPENDIX Appendix 1:General Information of 16 greatest Banks in Vietnam Unit: Billion Vietnam Dong No Name of Bank Year Vietnam Bank for Agriculture and Rural Development 2004 Bank for Foreign Trade 2004 Bank for Investment and Development Vietnam 2005 Industrial and Commercial Bank of Vietnam 2004 Asia Commercial Bank 2005 Sai Gon Thuong Tin Commercial Joint Stock Bank 2005 Export-Import Commercial Joint Stock Bank 2005 2004 Housing bank of Mekong Delta Vietnam Technological and Commercial Joint Stock Bank 2004 10 Military Bank 2004 Total assets Mobilize d capital Credit outstandi ng loan Employ er’s capital 183,716 158,045 143,396 n/a 2,125 100 121,431 85,340 52,025 4,976 1,311 31 121,403 87,026 85,434 6,531 741 82 90,734 72,702 64,160 4,908 1,662 56 24,247 22,332 9,565 1,272 385 61 14,456 12,280 8,425 1,711 306 31 11,369 9,923 6,427 700 29 18 8,197 N/A 6,169 794 97 30 7,667 6,987 3,463 413 107 25 6,900 4,933 3,898 440 105.4 20 96 Profits before tax Network of the primary branches 11 Eastern Asia Bank 2005 8,515 6,881 6,088 500 138 62 12 VP Bank 2004 4,150 3,873 1,865 210 60 11 13 The Hanoi Building Joint Stock Commercial Bank 2005 5,643 5,578 3,058 300 110 16 14 Maritime Bank 2004 2,700 2,015 1,660 200 60.8 17 15 Sai Gon Commercial Joint Stock Bank 2004 2,268 2,059 1,804 150 59 16 Eastern Bank 2005 4,020 3,547 2,894 300 67 16 Source: Annual report in 2004, 2005 of banks 97 Appendix 2: Organizational chart of Bank for Investment and Development of Vietnam HEAD HEADOFFICE OFFICE BOARD OF DIRECTORS, BOARD OF DIRECTORS, GENERAL GENERALDIRECTOR, DIRECTOR, COMMITTEES, COMMITTEES,DEPARTMENTS DEPARTMENTS AND ANDDIVISIONS DIVISIONS Joint Joint Ventures Ventures Banks Banks Subsidiaries Subsidiaries Administrativ Administrativ ee Units Units VID-Public VID-PublicBank Bank Head HeadOffice OfficeininHanoi Hanoi Operation OperationCenter Centerinin HN HN Hai HaiPhong PhongBranch Branch Da Nang Da NangBranch Branch HCM HCMCity CityBranch Branch Binh BinhDuong DuongBranch Branch Lao-Viet Lao-VietBank Bank Head HeadOffice Officeinin Vientiane, Vientiane,Laos Laos PDR PDR Hanoi HanoiBranch Branch Pakse PakseBranch Branch HCM HCMCity CityBranch Branch BIDV-QBE BIDV-QBE Insurance InsuranceCo Co.ltd ltd Head HeadOffice OfficeininHanoi Hanoi HCM HCMCity CityBranch Branch §a §aNang NangRep RepOffice Office Hai Phong Hai PhongRep RepOffice Office BIDV BIDVFinancial Financial Leasing LeasingCompany Company Head HeadOffice Officeinin Hanoi Hanoi BIDV BIDVFinancial Financial Leasing LeasingCompany CompanyIIII Bank Bankfor forinvestment investmentand and development developmentofofvietnam vietnam (bidv) (bidv) Head HeadOffice OfficeininHanoi Hanoi Rep Office in HCM Rep Office in HCM City City Head HeadOffice OfficeininHCM HCMCity City BIDV BIDVSecurities Securities Company CompanyLtd Ltd Head HeadOffice OfficeininHanoi Hanoi HCM City HCM CityBranch Branch Transaction TransactionOffice Office PVFC PVFC BIDV BIDVAsset Asset Management Management Company Company (BAMC) (BAMC) Head HeadOffice OfficeininHanoi Hanoi HCM HCMCity CityBranch Branch Transaction Transaction Centers Centers&& Branches Branches BIDV BIDVTraining Training Center Center (BTC) (BTC) INVESTMEN INVESTMEN TTUNITS UNITS ••Vietnam VietnamNational National Financial FinancialSwitching SwitchingJoint Joint Stock Co Stock Co Head Office in Hanoi Head Office in Hanoi ••HCM HCMCity CityInfrastructure Infrastructure Investment InvestmentJoint JointStock Stock Co Co BIDV BIDV Information Information Technology Technology Center Center (BITC) (BITC) Head Office in Hochiminh City Head Office in Hochiminh City ••Post Postand and Telecommunication Telecommunication Equipment EquipmentJS JSCompany Company Head Office in Hanoi Head Office in Hanoi ••VinhSon–SongHinh VinhSon–SongHinh Hydro HydroPower PowerJoint JointStock Stock Co Co Head Office in Binh Dinh province Head Office in Binh Dinh province 03 03 Transactio Transactio nnCenters Centers 75 75main main Branches Branches 51 51sub-branches sub-branches 92 92transaction transaction offices offices 200 200Savings Savings Countes Countes ••Hanoi HanoiBuilding Building Commercial CommercialJoint JointStock Stock Bank Bank Head Office in Hanoi Head Office in Hanoi ••Housing HousingDevelopment Development Commercial CommercialJS JSBank Bank Head Office in HCM City Head Office in HCM City ••The TheFarmers FarmersBank BankDai DaiAA Head Office in Dong Nai province Head Office in Dong Nai province ••Central Centralpeople people‘s‘scredit credit Fund Fund Head Office in Hanoi Head Office in Hanoi Appendix 3: Overall figures of economy Unit: Billion USD 2005 I Scale of economy GDP Growth rate (%) Structure of economy (%GDP) Agriculture-Forestry-Fishery Industry and Construction Service III 10 Balance of payments Gross export value Gross import value Commercial deficit Intangible Balance of current account II IV Key export items 11 Heavy industry and minerals Light industry and small scale 12 industry Agricultural forestry and 13 fishery items V 14 15 16 Key import items Machines and spare parts Fuel Consumption goods VI Other indicators 17 Overseas loan 18 Inflation ratio (%) Unemployment ratio in the 19 urban (%) Expected exchange rate 20 (USD) 21 Expected inter-bank loan 22 Exchanged reserves 23 Supply of money (M2) 24 Total investment capital 25 - From Banking channel 26 Credit growth (%) 2006 2007 2008 2009 2010 49.0 8.4 52.9 57.1 61.7 66.7 72.0 20.5 41 38.5 20 41.5 40 19 42 41 17 42.3 41.3 16 42.8 41.8 15 43 42 32.23 36.90 -4.67 2.87 -1.80 35.60 42.47 -6.87 5.01 -1.86 40.55 48.63 -8.08 6.16 -1.92 46.10 55.44 -9.34 7.36 -1.98 52.47 63.09 -10.62 8.58 -2.04 59.55 71.29 -11.74 9.64 -2.10 9.8 11.1 12.5 14.2 16.0 18.2 14.7 17.0 19.5 22.7 26.0 9.5 10.7 12.0 13.3 14.8 11.7 22.5 2.3 13.5 25.8 2.7 15.5 29.4 3.2 17.7 33.1 3.7 20.2 37 4.2 22.8 41.3 4.8 17.4 8.4 19.6 7.5 20.6 21.6 6.5 22.6 6.5 24.4 6.5 5.31 5.30 5.20 5.10 5.00 5.00 15.740 8.5% 8.3 42.46 18.8 3.7 22 15.855 7.5-8% 9.5 55.20 21.6 4.5 22-24 16.495 7-7.5% 11.6 71.76 24.4 5.4 22-24 16.900 6.5-7% 13.8 93.28 27.5 6.1 22-24 12.6 8.3 17.500 18.000 6.5-7% 6-7% 16.3 18 121.27 157.65 31.3 35.6 6.9 7.9 22-24 22-24 Source: Indicators 1-16, 19,24: Plan for Economic and Social Development 2005-2010 Ministry of Planning and Investment Other indicator: Economist Intelligence Report in August,2005 Draft report of Politics submitting to Party meeting X (in February 2006) Appendix 4: Asset-capital structure Reserves 2005 17,728,728 2006 35,987,490 2007 32,247,530 2008 41,122,662 Investment 18,484,323 21,724,079 35,265,051 39,595,196 Credit 82,716,548 97,201,778 129,079,350 156,870,045 2,473,728 6,309,736 7,919,217 8,906,420 121,403,327 161,223,083 204,511,148 246,494,323 Liabilities 29,125,742 40,060,098 50,677,285 51,980,584 Mobilized capital 85,746,724 113,611,627 141,857,460 181,047,639 6,530,861 7,551,358 11,976,403 13,466,100 121,403,327 161,223,083 STRUCTURE 204,511,148 246,494,323 Other assets TOTAL ASSETS Onwer’s equity TOTAL LIABILITIES AND OWNER’S EQUITY 2,006 2,007 2,008 Average of years Reserves 22.3% 15.8% 16.7% 18.3% Investment 13.5% 17.2% 16.1% 15.6% Credit 60.3% 63.1% 63.6% 62.3% 3.9% 3.9% 3.6% 3.8% 100.0% 100.0% 100.0% 100.0% Liabilities 24.8% 24.8% 21.1% 23.6% Mobilized capital 70.5% 69.4% 73.4% 71.1% 4.7% 5.9% 5.5% 5.3% 100.0% 100.0% 100.0% Other assets TOTAL ASSETS Employer's capital TOTALLIABILITIES AND OWNER’S EQUITY 100.0% GROWTH Middle of June 2005 Provision 103.0% Middle of July 2006 -10.4% Middle of July 2006 Average of years 27.5% 32.4% Investment 17.5% 62.3% 12.3% 28.9% Credit 17.5% 32.8% 21.5% 23.8% 155.1% 25.5% 12.5% 53.3% TOTAL ASSETS 32.8% 26.8% 20.5% 26.6% Debt 37.5% 26.5% 2.6% 21.3% Mobilized capital 32.5% 24.9% 27.6% 28.3% Employer's capital TOTALIABILITIES AND OWNER’S EQUITY 15.6% 58.6% 12.4% 27.3% 32.8% 26.8% 20.5% 26.6% Other assets Appendix 5: Capital mobilization mechanism No Indicator Mobilized capital Mobilizes mechanism Classification based on monetary types -Vietnam Dong deposits -Foreign currency deposits Classification based on Customers - Deposits from economic organization - Deposit from individuals and other objects Classification based on terms -Sight deposit -Term deposit Less than 12 month term deposits More than 12 month term deposits 2005 Balance Density 2006 Balance Density 2007 Balance Density 2008 Balance Density 85,747 113,611 141,857 181,048 76,844 116,861 135,336 163,397 61,336 71.53% 95,051 83.66% 113,484 80.00% 124,659 76.29% 15,509 18.09% 21,810 19.20% 21,852 15.40% 38,738 23.71% 41,816 48.77% 60,837 53.55% 75,318 53.09% 88,257 48.75% 43,931 51.23% 52,774 46.45% 66,539 46.91% 92,791 51.25% 18,753 21.87% 29,626 26.08% 42,491 29.95% 44,937 24.82% 66,989 78.10% 84,300 74.20% 99,216 69.94% 136,111 75.18% 51,981 60.62% 68,922 60.66% 81,828 57.68% 123,070 67.98% 15,013 17.51% 15,063 13.26% 17,538 12.36% 13,041 7.20% Note: -Year 2005: Mobilized capitals included customer deposits (term and sight deposits), other payables(specialized deposit, remittance payables) and issuance of valued paper - Year 2006, 2007, 2008: Mobilized capital included customer deposits (term and sight deposits ), Other payables ((specialized deposit) and issuance of valued paper (excluding capital increasing bond: 3.250 billions) - Mobilized capitals based on customers: Individual deposits and other objects - HDV structure based on currency is only applied for HDV from customer deposits and payables -The term to classify capital is based on the remaining time of debt from the date of financial statement making to the date of payment as stipulated in the Contract or issuance item Appendix 6: Owner’s equity (IFRS) Unit: Billion Vietnam Dong Indicator 2005 2006 2007 2008 Capital of Credit Organization 4.713 5.493 9.114 10.352 a Charter capital 3.917 4.077 7.699 8.756 742 1.416 1.415 1.596 Fund of Credit Organization 1.583 1.345 1.107 2.041 Difference of exchanged rate 51 55 55 84 621 221 (3.197) (3.087) (2.092) (2.509) 3.15 4.428 8.405 9.968 2.67% 2.80% 4.17% 4.11% b Capital for purchasing fixed assets Difference of asset evaluation Undistributed profit Total Owner's equity The percentage of CHSH over TTS Appendix 7: Extracting DPRR in the stage of 2005-2010 Currency: Million Vietnam dong Indicator 2,006 2,007 2,008 TOTAL OPERATION INCOME 4,783,706 7,845,327 7,979,638 Operation expenses 1,750,608 2,638,825 3,291,720 Absolute profits from business activity before credit risk provision expense 3,033,098 5,206,502 4,687,918 Total withdraw amount from provision 2,383,323 3,103,020 2,546,228 2,383,323 3,368,071 2,412,085 Credit risk provision expense for loans to customers Credit risk provision expense for loans to other credit organizations Credit risk provision expense for loans to external commitment 141,430 Recollection of credit risk 265,051 7,287 TOTAL PROFIT BEFORE TAX 649,775 2,103,482 2,141,690 The withdraw ratio of risk provision over absolute profit 75.58% 59.60% 54.31% Appendix 8: Result of service activity Currency: Million Vietnam Dong Indicators Incomes from service activity Payment activity Guaranty activity 2005 152 112 2006 226 182 2007 323 284 2008 449 472 22 301 10 11 49 478 17 11 105 51 791 17 40 135 148 1,261 (9.6) (20.9) (15.9) (7.9) (54.3) (12.2) (23) (15.5) (12.5) (63.2) (22.5) (34.5) (22.0) (0.4) (82.7) (5.2) (167.2) (23.1) (36.5) (30.2) (14.4) (135.3) (18.0) (257.6) 247 414 624 1,003 233 194 (722.9) 44 105 140 791 52 109 12 213 17 429 (7.6) 357 3,544 3,901 6.32% 874 3,426 4,300 9.64% 1,188 4,851 6,039 10.34% 1,493 6,229 7,721 12.99% 7.62% 17.5 15.86% 13.87% Funding activity Agency service Insurance activity Other services Expenses for service activity Payment activity Funding activity Post office and telecommunication Agency service Insurance activity Other services Absolute profit from service activity Absolute income from security business Absolute income from foreign currency business Other incomes Income from capital contribution Income out of profit Income from profit TOTAL INCOME The ratio of DRV/total income The ratio of DRV/total income (Considering transactions activities) Appendix 9: Credit structure of BIDV by industries Unit: Million Vietnam dong Appendix 10: Credit structure of BIDV by customers Unit: Million Vietnam dong Appendix 11: Comparision table of proposed criteria of strategic chedule 10 [...]... for Investment and Development of Vietnam Name of the bank : Bank for Investment and Development of Vietnam Abbreviated name : BIDV Date of establishment : On 26 April 1957 Current logo and slogan of BIDV: "COOPERATION FOR MUTUAL DEVELOPMENT" 2.1.2 Functions and missions of BIDV Providing a full range of currency, credit, banking and non-backing services and acting as authorized agency funding projects... (BSC) 01 Insurance Company (BIC): a Head office and 10  Branches  05 Joint-ventures 31  Administrative unit • BIDV Training Centre (BTC) • BIDV Information Technology Centre (BITC) Total officials and staffs of the whole system are over 10,000 people 2.2 Analysis on business environment of BIDV (EFE) 2.2.1 Macro- environment Banks, clients, competitors and the community operate in a large macroenvironment... to an enterprises to invest on projects 2.1.4 Organizational structure of BIDV (See Appendix 2: Organizational diagram of Bank for Investment and Development of Vietnam at page 100)  Board of Directors: This is the highest management organ of the Bank, responsible for making development policies and operational orientation of BIDV  Board of General Directors: Board of General Directors is the direct... control the market For above reasons, our group including four members has chosen the research subject “Planning development strategy with the Bank for Investment and Development of Vietnam in the period 2015- 2020 and hopes to contribute an tiny effort aimed at providing banks in Vietnam in general and the Bank for Investment and Development of Vietnam in particular with the overview on banking market so... in conformity with legal regulations, continuously raising benefits of the Bank, contributing to executing national fiscal policies and economic development of the Country 2.1.3 Business activities of BIDV  Bank: Providing sufficient and lump-sum traditional and modern banking services  Insurance: Insurance, reinsurance of all non-life insurance business forms  Securities: 30  Securities brokerage;... Analyzing internal and external environment of the Bank for Investment and Development of Vietnam Chapter III: Strategy planning with the Bank for Investment and Development of Vietnam in the period 2010 - 2015 CHAPTER I FUNDAMENTALS OF STRATEGIC MANAGEMENT AND STRATEGIC PLANNING IN ENTERPRISE 12 1.1 Definition and role of strategic management 1.1.1 Definition The term Strategy comes from two Greek words... making development policies and operational orientation of BIDV  Board of General Directors: Board of General Directors is the direct management organ, responsible for directing all activities of the Bank BIDV is one of the banks with the largest distribution network within the banking system of Vietnam , which is divided into two industries”  Business unit:  Commercial banks include 103 first-grade branches... and Development of Vietnam including factors inside and outside the bank Thanks to that, it is possible to define good opportunities, risks and development orientation for the bank in the period 2010 - 2015, also help the bank keep its competitive advantage in the market and develop more in the integration period C Object and scope of the study Object and scope of our study is the Bank for Investment... such forces and trends which create opportunities as well as raising risks These forces are “uncontrollable” forces that the bank has to keep track and deal with Within the global image of rapid change, BIDV in particular and other State-owned commercial banks in Vietnam in general have to adapt 4 main issues, namely: Politics, Law – Economy, Culture, Society and Technology – Technique 2.2.1.1 Effects