Chiến lược kinh doanh của ngân hàng ABBank chi nhánh quán thánh

BUSINESS DEVELOPMENT STRATEGY OF AN BINH BANK - QUAN THANH TRANSACTION OFFICE AT BA DINH DISTRICT 2012 Table of contents A General background about ABBank Quan Thanh I Business environment Vietnam economy situation at the end of 2011 and beginning of 2012 1.1 Vietnam economy situation at the end of 2011 1.2 Global trend in 2012 Banking industry situation 2.1 Challenges of banking industry in 2012 2.2 Banking development trend in 2012 ABBANK competition position 3.1 ABBANK products 3.2 Customers analysis and customers segmentation 3.3 Internal capacity II Expected results to achieve at the end of 2011 and strategic objectives in 2012 Business expected results until the end of 2011 Evaluation on business results achieved by Quan Thanh transaction office in 2011 III Strategic objectives and specific implementation plan in 2012 Objectives in 2012 Implement business plan IV Corporate management, credit management and risk management V Build corporate cultures VI Conclusion and recommendations A General background An Binh Bank - Quan Thanh transaction office was established in December 2008 at 188/5 Quan Thanh, Ba Dinh District, Hanoi Office location is quite favorable in terms of geography borders with Tay Ho district in the north, Cau Giay in northeastern, Dong Da District in the east, Hoan Kiem district in the south and Long Bien and Tu Liem district in the west These areas are with high population, state agencies, and good economic growth, developed social and cultural After more than a year ooperating, its staffs and employees were constantly learning to improve professional in the business activities of the transaction office Its main responsibilities which were identified for 2012 and subsequent years are to continue improving, stablsize organizational structure to increase business targets, marketing and ABBANK brand development at in the area I Business environment Vietnam economy situation at the end of 2011 and beginning of 2012: 1.1 Vietnam economy situation at the end of 2011 We can say that 2011 was a difficult year of the world economy as well as Vietnam, such as: + World financial system is out of control + High inflation + Oil prices and foreign currency showed high fluctuations + Economic downturn took place in many countries It leads to dramatic changes in running business methodology and thoughts in doing banking business 1.2 Global trend in 2012: According to the International Monetary Fund (IMF) and World Bank (WB) forecasted difficult situation of the world economy by 2011 that will persist through 2012 In forecasting report on world economy was notified on 12th November 2011, IMF said that economies will have negative growth in 2012, at the rate of -0.3% IMF also forecasted global economic crisis impact, world economic growth in 2012 will reach only 2.2% Thus it fell 0.8% compared to last month forecasted in October 2011 by IMF Facing global economy challenges, Vietnam's economy is strongly influenced by the global economic crisis and macroeconomic policies issued by industrial countries Accordingly, economic growth of countries within and outside of IMF is to improve strict state management, to control inflation, trade promotion, export stimulation, good handling labor surplus occurred by problems due to financial crisis the world Banking industry situation: 2.1Challenges of banking industry in 2012: In 2011, due to global economic crisis impact and market regulation by government measures in macroeconomic management as well as competition between domestic and foreign banks, Banking activities were faced with difficulties, namely: + Reduce interest rates and loans, credit crunch lead to possibility of not repaying debts by customers bad debt growth +Increase competition among domestic banks, foreign banks that are allowed to establish branches and perform investments in Vietnam 2.2 Banking development trend in 2012: The first move from State Bank was to adjust base rate in the fourth quarter 2011 It led to the fact that commercial bank simultaneously cut interest rates and eased money Besides impact of global financial trends in 2012, credit activities will be screened and monitored more closely As predicted by many economists a lot of small banks will be merged in 2012 due to inefficient operation, expansion of branches and transaction offices will be reviewed and carefully considered This gives advantages in the operation and management of the State on banking activities, such as: + Strengthening domestic banking system + Macroeconomic management by Government and State Bank will be easier + Create favorable conditions for banks to expand operations, improve service quality, and strengthen retail market + Capacity building in macro management of banking operations, especially in credit activities, trend in 2012 is to stimulate credit growth in controlling risk tightly, screening customers ABBANK competition position: 3.1 ABBANK products: * Products for Corporate area:  Funding for loans to small and medium enterprises, more flexibility in interest rates, fees, terms and conditions of loan security for this group  Loans to other sectors with strong export possibility of Hanoi and the neighboring provinces of Ha Tay (old), Ha Nam, Nam Dinh, Thai Binh as textile, footwear, wood processing, electrical, electronic, handicraft items  Financing for importing big ticket items such as equipment, steel, consumer goods and materials to increase the collected charge in international payment  Funding shifted capital and structuring funds to create a higher stability as increasing amount of term deposits, increase in foreign currency deposits, increase long and medium term deposits, ensure capital steady development  Best response for enterprise customers to use financial products and services such as financial consulting, investment consulting, foreign exchange etc BSMS, eBanking, internetbanking * Products for individual area   Loans secured by assets such as Youhouse, Youshop, Youcar Products to raise capital accumulation accompanied by insurance, private funding to increase the idle cash from residents  Products about payroll through ABBANK  New credit products such as student loans, car loans imports, payment guarantees, overdrafts, credit cards etc   Implement YOUCARD card sales oriented branch in Hanoi Implement electricity payment via card 3.2 Customers analysis and customers segmentation: * Customers analysis: Thanh transaction office is located in Ba Dinh District which is the Central District of Hanoi with a total area of 9248 km2 with 14 wards, more than 55,000 households and a population of 232,000 people and the population density reaches 26,360 people per km2 Trading streets are Hang Than, Quan Thanh, Phan Dinh Phung, Ly Nam De, Nguyen Truong, Kim Ma, Ngoc Khanh, Dong Xuan market, with dense population, many individual business households, commercial enterprises and business administration To analyze customers, PGD Quan Thanh shared customers by the following criteria: Who are customers Understand customers - Individual business - Who are customers - Owners of companies - What customers want - Big international companies - Where customers live - Local organizations - Why they use banking services - Financial firms - How they can use banking services In 2012, according to a survey and assessment of the Government, consumer trends and the population's income will decrease compared to 2011 due to impacts of the global financial crisis, high inflation in 2011 and risks the deflation of 2012 In addition, real estate market and stock market show high volatility, leading to operational status bank credit reduction that will affect the growth of enterprises and individual business households Therefore individual business households and businesses will look to the commercial banks to search for services which will be met by banks * Customers segmentation: Quan Thanh transaction office's target customer group currently consists of: individual customers - households and individual business, group business customers engaging in import and export, SMEs group, group finance companies, insurance companies group, Recognizing this segmentation, Quan Thanh transaction office will identify its target customers to develop marketing plans, access, capture customers' demands and sales, consulting banking products and services to meet each customer group, provide care and improve the finished product and packaging the products and services for this group + Competitors: Market assessment inside joint stock commercial banks told that banks rivalry over ABBANK include: ACB East Asia Bank, VP Bank, VIBank, Mbank These opponents have experience in the area as well as brand and prestige than ABBANK 3.3 Internal capacity: Quan Thanh transaction office is located in the place where a lot of enterprises, financial institutions are operating, it creates a fierce competition Rooms are equipped with complete and modern facilities matching standard scale of modern commercial banks, money and space available to serve customers better Staffs are young, dynamic, experienced and qualified in banking professionals With qualified management, dynamic and enthusiastic characteristics, sales team are focusing on business model with goals oriented customer Total personnel of the office staff is now 09 Officials and business accounting for half of total staffs Products are variety of financial services, flexible to meet all customer needs Office has been running for 03 years with a customer base and operational scale and effective business II Expected results to achieve at the end of 2011 and strategic objectives in 2012: Expected results to achieve at the end of 2011: No I Item Assets 31/12/2011 Target Achieved/Not Achieved 65,000 100.000 65% Corporate 9,800 40,000 25% Individual 50,200 60,000 83% ATM card 700 900 78% 50,000 50,000 100% 16,000 20,000 80% 34,000 30,000 113% Corporate 42,000 35,000 120% Individual 8,000 15,000 53% Earning before tax 1,111 800 139% VII Income tax 311.19 224 VIII Earnings after tax 800.21 576 66,000 61,000 II Loans Terms category Short term Medium and long term VI IX Customers category Ttotal assets 108% Implement business plan: After more than 03 years of operation, transaction office has 09 staffs Expected results by the end of 2012 are as follows: its total assets reach 66 billion dong, total capital to 65 billion dong, outstanding loans reach 50 billion dong, and accumulated income before taxes reaches 1.111 billion Quan Thanh transaction office outperformed profit targets assigned by Hanoi branch With efforts of all officials with support of the Hanoi branch, relevant departments to the business results of the transaction office still achieved relatively positive III Strategic objectives and specific implementation plan in 2012 ABBANK Quan Thanh is aiming to become one of five leading banks in the district with professional and versatile capacity to compete with domestic banks and international activities in the area + Expand operations scale and improve service quality + Build a stable customer base, develop safety with high proportion of customers operating in the field of import and export, SMEs, individual customers who have a stable source of income - focus on customers who are working in joint ventures, foreign companies ` + Build human resources with high quality, strong enough to be able to meet the expanding requirements activities + Be transparent in customer service, set up hotline to reflect our customers' opinions + Implement programs and plans new products issued by Head office Objectives in 2012: Identify specific business targets in 2012: - Ttotal assets: 150 billion dong - Ttotal sources of funds : 146 billion dong - Ttotal outstanding volume: 101 billion dong - Accumulated profits: 3,176 billion dong - Bad dents: 0,3% /Ttotal outstanding loans - Loans structure: 70% short term loans, 30% medium and long loans - Personnel: 13 people - ATM card: 2,950 cards Implement business plan: a Scale and organization structure: + Scale Quan Thanh transaction office in 2012 aims of upgrading to become a branch + About human resources: estimated human resources scale to get 13 people including: 01 head, 01 vice head, 01 supervisor, 02 Tellers, 01 CRO, 01 credit management staff, 01 treasurer, 05 customer relation staffs + About profession: focus on corporate which have exporting and importing activities, SMEs, individual household business + Organization structure: HEAD VICE HEAD Teller, treasurer Customer relations Risk and credit manageme nt CRO b Personnel, recruitment and training: * Personnel structure: 01 head, 01 vice head, 01 supervisor, 02 Tellers, 01 CRO, 01 credit management staff, 01 treasurer, 05 customer relation staffs * Training : + Provide regular trainings for staffs on products, the professional training programs will be planned by the actual need arises + Staffs fully participate in training courses by the Head office of banking institutions and branches c Business and marketing plan: * Products for individuals: marketing plan is designed towards market segmentation towards products' functions and features No Receiver Household business and YouShop, Time YouShop Every month Car showroom Salon, YouMoney, You Car, Every month private enterprise Products Plus export and import YouHousePlus corporate Partnership estate with centers, real You House Plus, You Hàng tháng study Study, YouHome abroad center Household business YouSaving, YouCard Phát loa phường, Hội Phụ nữ Dự kiến thực hàng tháng Quan Thanh transaction office mainly focuses to develop products with little risk characteristics such as You Car, You Shop, You Shop Plus, You Home, You Study * Products for corporate area: Target customers of Quan Thanh are enterprises working in garment export sector; computer software; import and commercial pharmaceutical sector, pharmaceutical companies participating in many projects;… - Direct marketing to import and export business in the area, at small and medium industrial zones in the area of Hanoi - Direct marketing and promoting services to SMEs; flexibility about service quality, customer care - Implement services strong to businesses which are electricity contractor, the contractor unit of EVN - Assigning targets and tasks specific to each staff in customer relations department, responsibility for establishing and maintaining relationships with business objectives based on long-term relationship - Each staff in customer relations department must make database for each specific customer sectors, driven by transaction office Every day he makes marketing phone calls, visits, appointments and collects general information to share with colleagues in transaction office Services products: * Corporate products: - Credit products: + Additional lending for working capital: Focus on customers in SMEs, customers who have export of garments and footwear activities, enterprises are operating in the pharmaceutical industry and Informatics - telecommunications + Cho vay trung dài hạn: Medium and long-term lending: Focus on customers from EVN, business operating in the field of import and export need to expand factory premises, investment in machinery and equipment purchase - Payment products: Domestic and abroad money transfer: This is a service charge to bring high-performance business for transaction office In 2012 transaction office will focus on promoting enterprises that have international payment for import and export activities, the distributor of consumer products * Individual products: - Credit products: + Short term lending: Transaction office focuses on target customers who are individual households and business activities in the field of essential consumer goods with stable cash flow and good collateral The private sector has the financial capacity as well as strong legal capacity + Medium and long term lending: Transaction office focuses on target customers who are working in joint venture entities, foreign companies have a stable source of monthly income, have good collateral Individual business households have a healthy financial situation with nice buildings, good source of money in circulation - Funding products: Short-term deposit accounts, medium and certificates of deposit, current account, in USD and USD - Card products: Promote cross-selling products together with credit Car You, the contractor unit of EVN, wire transfer payment - Payment products: domestic and abroad payment transfer - Other products: Guarantees, foreign exchange, payment intermediaries, d Specific action plan: * Credits : - Corporate credits: Quan Thanh transaction office focuses on following fields Field Orientation EVN and EVN contractors Pharmaceuticals Food and beverage catering Growth Technology - Telecommunications Informatics Textile exports Import car dealers Business on high quality office ( from B Selection category), + On the basis of customer orientation: a selective growth, risk control + Assign targets to each customer relation staff including monthly indicators: credit, guarantee and collection services, international payments, raise capital, cards, + Weekly meetings quickly and report work plans of the week - Individual Credit: The industry focus on implementing Field/needs Orientation Individual households business Car Study abroad Real estate Growth Buy houses, fix houses Selection * Funding: - Regularly update information about customers who have frequent transactions with office, send SMS, call to inform customers of new programs Call birthday, regular visits and gifts of special days - Do market survey on a monthly basis around the Hoe Nhai, Chau Long market, Phan Dinh Phung to get consumer demands on using products of residential areas around transaction office - Expand markets through the development of old customers, strengthen friendly image ABBANK Quan Thanh, thereby developing new customers on the basis of old customers - Giao tiêu huy động đến CV QHKH cụ thể hàng tháng IV.Corporate management, credit management and risk management Corporate management: - Build solidarity, unity to achieve common goasl of transaction offices, branches and head office - Do monthly business analysis of transaction office, offer ideas discussed in monthly meetings and risk management activities - Based on the results of each staff: monitoring, promoting and evaluating the results achieved - To harmonize human resources management Credit management: - Strictly observe the process of disbursement and credit management, check the loan funded - Need to have officers specializing in risk management, officers need to understand the legal, financial institutions And regularly update the legislation, participate in seminars, training courses on risk management organized by AnBinh and other economic organizations - Upgrading of staff skills analysis on management and good predictor of credit risk for each customer - Client relationship officials urge customers to pay bills on time, timely detection of abnormal signs of customer financing, the sign of bad sectors of the market time to time to limit risk finance - Regularly check the loan monthly customers, reprising of collateral periodically - Perform risk review the credit terms to customers, in accordance with approved credit limit is authorized Firmly focused on handling overdue debts, bad debts, and coordinate with the risk management department or branch to handle the customer bad debt, limited financial risk V Build corporate cultures: - Building a culture of teamwork spirit team work, action team - Regular organize together activities for the whole transaction office at least 01 months, 01 meeting per monthly for all client relation official, head and supervisor - To implement plans to complete a business plan - Organize birthday celebration and birthday gifts for employees in transaction office, the holidays - Regularly organize visits, gifts, relatives of employees in transaction office - Maintain monthly movement launched and reward individual and collective excellence in business, in construction, of working styles, VI Conclusion and recommendations This business plan was discussed and agreed by all staffs from transaction office Implementation of this plan can be modified due to practical conditions and situations We would like to hear your feedbacks and comments for transaction office to get the best plan then apply in reality Thank you very much! ... Expected results to achieve at the end of 2011 and strategic objectives in 2012: Expected results to achieve at the end of 2011: No I Item Assets 31/12/2011 Target Achieved/Not Achieved 65,000 100.000... told that banks rivalry over ABBANK include: ACB East Asia Bank, VP Bank, VIBank, Mbank These opponents have experience in the area as well as brand and prestige than ABBANK 3.3 Internal capacity:... is to stimulate credit growth in controlling risk tightly, screening customers ABBANK competition position: 3.1 ABBANK products: * Products for Corporate area:  Funding for loans to small and