Building business strategy at bank for investment and development of vietnam – tu liem branch in the phase of 2017 2021

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - ĐỖ ĐẠI DƯƠNG BUILDING BUSINESS STRATEGY AT BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM – TU LIEM BRANCH IN THE PHASE OF 2017-2021 XÂY DỰNG CHIẾN LƯỢC KINH DOANH TẠI NGÂN HÀNG TMCP ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH TỪ LIÊM TRONG GIAI ĐOẠN 2017 – 2021 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2018 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - ĐỖ ĐẠI DƯƠNG BUILDING BUSINESS STRATEGY AT BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM – TU LIEM BRANCH IN THE PHASE OF 2017-2021 XÂY DỰNG CHIẾN LƯỢC KINH DOANH TẠI NGÂN HÀNG TMCP ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH TỪ LIÊM TRONG GIAI ĐOẠN 2017 – 2021 Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS.TS NGUYỄN NGỌC THẮNG Hà Nội - 2018 DECLARATION The author confirms that the research outcome in the thesis is the result of author’s independent work during study and research period and it is not yet published in other’s research and article The other’s research result and documentation (extraction, table, figure, formula, and other document) used in the thesis are cited properly and the permission (if required) is given The author is responsible in front of the Thesis Assessment Committee, Hanoi School of Business, and the laws for above-mentioned declaration Hanoi, date of …… / …… /…… Do Dai Duong ACKNOWLEDGEMENT I hereby certify that I am the sole author of this thesis and no part of this thesis has been published or submitted for publication I certify that, my thesis does not violate anyone’s copyright Additionally, all ideas, quotations, or material from the work of other people included in my thesis, published or otherwise, are fully acknowledged with the standard of references I declare that this is a true copy of my thesis The content of this thesis has been approved by the committee of Vietnam National University, Hanoi – Hanoi School of Business (HSB) This thesis has not been submitted for a higher degree to any other University or Institution In order to finish this project successfully, I have received many helps, supports and guidance from many people who I would like to thank sincerely First of all, I would like to thank all the professors of MBA program, especially PSD, Dr Nguyen Ngoc Thang – my suporvisor Then I would like to thank deeply the respondents and interviewees who allowed me to gather enough data for this research Finally, I would like to express my thanks to my family, my colleges and my fellow friends who created convenient conditions and give me encouragement and understanding for me to complete this degree I sincerely thank you! Hanoi, date of …… / …… /…… Do Dai Duong TABLE OF CONTENTS LIST OF ACRONYMS i LIST OF FIGURE, TABLES ii HEADING CHAPTER 1: RATIONALES ON BUSINESS STRATEGY OF THE ENTERPRISES 1.1 The concepts of business strategy of the enterprises 1.2 Characteristics of Business Strategy .5 1.3 Requirements of business strategy for enterprises 1.4 Purpose, objective necessity of building business strategy 1.5 Process of business strategy development 1.5.1 Targeting 1.5.2 Analyzing the basics of business strategy development: .8 1.6 Tool to provide information for strategy development: 15 1.6.1 Internal Factor Matrix (IFE): .15 1.6.2 External Factor Matrix (EFE): .15 1.6.3 Competitive Image Matrix: 16 1.7 Strategy development and selection: 16 1.7.1 Matrix strengths - weaknesses, opportunities - risk (SWOT): .16 1.7.2 Strategic planning matrices can be selected 17 CONCLUSION CHAPTER 20 CHAPTER 2: CASE ANALYSIS OF JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIET NAM – TU LIEM BRANCH 21 2.1 Overview of the Joint Stock Commercial Bank for Investment and Development of Viet Nam 21 2.2 About Joint Stock Commercial Bank for Investment and Development of Viet Nam - Tu Liem Branch: 21 2.2.1 Formation and development process: 21 2.2.2 Business activities of Tu Liem Branch: .22 2.2.3 Products and services: 24 2.2.4 Analysis of business activities of BIDV Tu Liem in 2016: 24 2.3 Analysis of external factors affecting the operation of BIDV Tu Liem: 27 2.3.1 Macroeconomic Analysis: 27 2.3.2 Micro-environment analysis (sectoral environment): 33 2.3.3 Assessment of opportunities and challenges: .44 2.3.4 Matrix of external factors .45 2.4 Internal factor analysis of BIDV Tu Liem: 47 2.4.1 Human resources factor 47 2.4.2 Accounting and financial factors: 48 2.4.3 Research, Development and Marketing: 49 2.4.4 Information technology: .49 2.4.5 Assessment of strengths and weaknesses: 49 2.4.6 Matrix of internal factors: 50 CONCLUSION CHAPTER 52 CHAPTER 3: BUILDING THE BUSINESS STRATEGY OF JOINT STOCK BANK FOR INVESTMENT AND DEVELOPMENTOF VIETNAM – TU LIEM BRANCH IN THE PHASE OF 2017-2021 53 3.1 Business objective of BIDV Tu Liem period 2017 - 2021: 53 3.1.1 Strategic direction of BIDV in 2016-2020 53 3.1.2 The objectives of BIDV Tu Liem in the coming time: 55 3.2 Strategic Analysis and Selection: 56 3.2.1 Use the SWOT matrix to select business strategies: 56 3.2.2 Analyze strengths, weaknesses, opportunities and challenges of BIDV Tu Liem through the SWOT model 57 3.2.3 Business Strategy Selection - QSPM matrix: 59 3.3 Specific strategies: 60 3.3.1 Firstly, the strategy of developing products and services: 61 * Overall objective: .61 3.3.2 Second, capital development strategy: 62 3.3.3 Third, credit growth strategy: .63 3.3.4 Fourth, training strategy and human resource development: .64 3.4 Some solutions to implement the business strategy of BIDV Tu Liem in period 2017 - 2021: 64 3.4.1 Capital operation 64 3.4.2 Credit activities: 65 3.4.3 Service activities: 66 3.4.4 Technology development: 67 CONCLUSION CHAPTER 68 CONCLUSIONS AND RECOMMENDATIONS 69 2.2 For the State Bank of Vietnam 72 REFERENCES 75 LIST OF ACRONYMS NHNN State Bank of Commerce NHTM Commercial banks NHTMCP Joint Stock Commercial bank NHTMQD Joint stock commercial banks of state-owned BIDV Bank for Investment and Development of Vietnam BHXH Social insurance BIDV Tu Liem Joint Stock Commercial Bank for Investment and Development Vietcombank of Vietnam - Tu Liem Branch Vietinbank Vietnam Joint Stock Commercial Bank for Industry and Trade Agribank Bank for Agriculture and Rural Development SACOMBANK Saigon Thuong Tin Commercial Joint Stock Bank ATM Automatic payment machine BSMS Information via mobile phone EFE Matrix evaluates external factors IFE Matrix evaluates internal factors SWOT Matrix Strengths-Weaknesses, Opportunities-Risk SPACE Matrix Strategic Positions and Assessment Activities BCG Matrix Teams Consulted Boston IE Matrix of internal-external factors i LIST OF FIGURE Figure 1.1 PEST model Figure 1.2 The force model of M.Porter 10 Figure 1.3 Model of choice of factors affecting business performance 13 Figure 1.4 Schematic diagram of SWOT 17 Figure 1.5 BCG matrix .18 Figure 2.1 Organizational model of BIDV Tu Liem .22 ii LIST OFTABLES Table 2.1 Update of business results of BIDV Tu Liem 30/06/2017 22 Table 2.2 Evaluation of business results of BIDV Tu Liem 31/12/2016 .24 Table 2.3: Population pyramid chart of Vietnam in 2016 .31 Table 2.4 Credit outstanding, capital mobilized by banks 2016 35 Table 2.5 Comparison of NPL ratios, risk management of banks 36 Table 2.6 Profit before tax and net service income of banks 36 Table 2.7 Correlation of scale, performance and net interest income of banks .37 Table 2.8 Financial indicators for banks in 2016 .37 Table 2.9 Network development of banks in the period 2011-2015 37 Table 2.10 Relationship between GDP Growth and Credit .38 Table 2.11 EFE matrix .46 Table 2.12 Human Resources of BIDV Tu Liem 47 Table 2.13 Matrix of elements within the IFE 50 Table 3.1 BIDV's objectives for 2016-2020 54 Table 3.2 Targets of BIDV Tu Liem in 2017-2021 56 Table 3.3: SWOT matrix 57 Table 3.4: QSPM matrix 59 iii  Strengthen the cooperation and cooperation with credit institutions in the area in developing new products in accordance with both cooperation and competition  Closely integrate the deployment of new products on the basis of ensuring operational safety, control and minimization of risk 3.3.2 Second, capital development strategy: * Overall objective:  Closely monitor market and operation area to increase capital mobilization is a stable capital  Continue to mobilize term deposits from financial institutions and financial institutions of the whole sector Raising the proportion of organizations' deposits in total mobilized capital  In addition to maintaining the relationship with traditional customers, BIDV Tu Liem will strengthen its marketing and expand the list of new and potential customers, striving to increase the proportion of payment deposits of organizations in total mobilized resources  Assurance of capital adequacy (liquidity and real term spreads)  Applying and deploying new capital mobilization products of the Joint Stock Commercial Bank for Investment and Development of Viet Nam in line with customers in the area * Detail plan: To ensure an average capital growth of 24.5% per annum during 2017-2021 is a big challenge for BIDV Tu Liem Period from 2017 to 2021: With the judgment of mobilizing capital of BIDV, Tu Liem faces many difficulties due to the competition in the banking industry will be fierce Besides, the competition is more and more fierce from some Banks in the area such as Vietcombank, Mbbank, VPBank, Techcombank BIDV Tu Liem continues to carry out the function of mobilizing capital from major financial institutions and institutions and promote the development of the mobilization 62 network maintain and increase the market share of residential mobilization; strive for an average mobilization growth rate of 24.5% per year 3.3.3 Third, credit growth strategy: Credit is a relatively lucrative activity of BIDV Tu Liem Credit income accounts for 60-70% of the total income of the Branch * Overall objective:  Continuously control the credit growth, ensure sustainable growth, quality and effectiveness on the principle of keeping scale and structure of credit in line with the orientation of the whole sector and potential of each area , field, industry and customer characteristics  To accelerate the restructuring of customers, structure the list of loans in the direction of combining credit activities with the promotion of capital mobilization and development of modern banking products and services  To gradually reduce and control the proportion of medium and long term credit for construction and installation, with priority given to the development of credit for small and medium enterprises, export credit, and the development of retail credit  Continue to implement credit in the direction of expanding traditional customers to improve business efficiency, brand BIDV  Build a sustainable customer base, select customers to produce business effectively, meet the capital requirements for production and business activities of customers;  Develop and implement effective internal credit rating to have reasonable customer policies;  Increase short-term debt balance, focus on exploiting the group of nonstate owned enterprises to produce effectively, branded and highly competitive products, secured assets (including limited companies, joint-stock companies, Foreign-invested enterprises located in industrial parks )  Promote and develop retail credit, focusing on small and medium enterprises, individual business households, consumer loans, housing loans, installment loans 63  Develop a plan for credit operations to limit credit risk, meet the growth requirements and ensure safety  The overdue debt ratio is within acceptable limits Maximize customers' assets and increase the proportion of outstanding loans with collateral of 70-80%  Improve credit quality, measurement and risk management in credit activities 3.3.4 Fourth, training strategy and human resource development: * Overall objective:  Recruit staff in accordance with the process, plan and plan the appointment of staff  Build up a contingent of specialized staff for each field of activity, each new product or service;  Select and add key staff in the right capacity, focus on professional training and political theory 3.4 Some solutions to implement the business strategy of BIDV Tu Liem in period 2017 - 2021: 3.4.1 Capital operation • For the mobilization of residential capital Developing and deploying flexible, rotational and counter-fund mobilizing products such as certificates of deposits, promissory notes, deposit incentives, stratified interest rates, stepped interest rates, savings to place orders automatically switch to term deposits periodically or by balance Especially, in the coming time, when the competition for capital mobilization among commercial banks in Hanoi is more and more fierce, the Branch should actively build attractive and distinctive capital mobilization products Own incentive scheme related to the service mechanism, the service attached To formulate mechanisms and policies to mobilize capital mobilization officials, paying special attention to the training of communication skills and serving attitudes toward population customers • For mobilizing capital from organizations 64 Continue to exploit, retain existing customers, seek new customers, focus on non-state customers, export and import units, develop potential customers for deposits through Preferential policies on fees, interest rates Strengthen the task of mobilizing capital to each special staff not directly mobilizing capital such as credit, enterprise customer service, international payment the importance and responsibility in the task of raising capital of BIDV Tu Liem 3.4.2 Credit activities: • Credit growth solutions - Research to make full use of available advantages: There are many opportunities to approach companies, large projects due to favorable location and reputation available Having credit, guarantee, payment and other potential customers in credit card debt and underwriting Carrying out a comprehensive analysis and evaluation of companies currently having credit relations with BIDV Tu Liem and other companies with potential to develop credit and services (using additional information from sources such as Chi Department of Taxation, Credit Information Center, Department of Planning and Investment, etc.), industry orientation in the coming time to filter out companies that need to develop credit and services Increase outstanding loans for companies with financial status and ability to work well, large projects feasible, gradually diversify customers in the direction of safe, sustainable and effective • Group of solutions to promote retail banking - Continuing to understand retail banking is a key and long-term business activity of BIDV, which is a factor to ensure the sustainable development of each unit Remedies should be overcome to minimize the NHBL's performance, not to devote the resources required for retail operations - To develop concentrated retail credit in big economic areas, urban centers and craft villages, focusing on promoting key products such as loans for production and business automobiles, loans for consumer life, priority customers prestige in 65 credit relations, customers have relationship deposit, use more products and services regularly at BIDV • Solutions to improve credit quality: - Increase the proportion of outstanding loans with collateral in various forms: pledge of receivables, collateral formed from loan capital, collateral contracts of headquarters, equipment and construction equipment chains and publishing Secured transaction for all customers borrowing labor; - Strengthening the risk management, credit management and credit information management, thus contributing to raising the efficiency of credit operations in a guideline of safety and efficiency Raising the capacity of loan appraisal and approval 3.4.3 Service activities: Set up a dedicated marketing department to enhance the ability to evaluate, analyze and expand customer segments with the motto of serving the entire market but with differentiated marketing strategies To promote the application of modern technologies in services in general, especially in payment activities associated with the process of developing technical infrastructure, developing e-banking services in the direction of treating Online trading Focus on traditional products and focus on developing and deploying new products such as factoring, financial support (Distributor Fnance or A / R Finance) , extended payment service, ATM payment service Improve the level of staff, especially staff directly dealing with customers in the direction of depth Strengthening training programs and training for staff to create a staff of both professional qualifications and ability to advise and advise clients while having professional ethics Strengthening the banking information system, ensuring safety and security in the system, especially in the payment system Given the explosive evolution of the telecommunications industry, the public telecommunications environment is fraught with risks, and therefore requires the use of highly reliable, System protection devices 66 Enhance service quality in depth and for all customers associated with innovation service style For each new product, associate quality service with advertising campaign, product introduction Carry out market segmentation, classify customers into groups (VIP customers, regular customers) to have appropriate access mechanisms and make marketing more effective Strengthen the ability to link and coordinate between banks in the area in developing services 3.4.4 Technology development: To boost the computerization of professional operations at the branch To build and perfect the contingent of staff members who are technically and professionally knowledgeable about information technology and banking discipline devoted to the profession Strengthening the network infrastructure, communication equipment and equipment in the direction of modern, expandable and upgrade to meet the development strategies of the whole industry as well as the needs of BIDV Tu Liem, assure not to lag To strictly abide by the law, regulations on intellectual property, e-commerce transactions, regulations related to information technology of branches, especially policies related to information technology safety , business applications and infrastructure technology of BIDV Ensure continuous operation of storage, backup for important equipment systems, data, communication Collaborate with the business units to ensure that they are ready and able to respond fully to the pilot implementation of new products of the industry To meet the maximum demand of the professional sections in providing information technology to support business activities on the basis of bringing into full play the professional qualifications of information technology staffs 67 CONCLUSION CHAPTER Based on the analysis of current business situation of BIDV Tu Liem in recent years, clearly identifying strengths, weaknesses, opportunities and challenges for BIDV Tu Liem; Measure and evaluate internal response capacity of Tu Liem through competing matrices, EFE matrix, IFE matrix, QSPM matrix and SWOT matrix According to the author, setting up the business objectives of BIDV Tu Liem from 2017 to 2021 with the strategy of "product development" is completely feasible and can be implemented in the business practice of BIDV Tu Liem 68 CONCLUSIONS AND RECOMMENDATIONS Conclusion Long-term sustainable development, high profitability of banking business, fulfilled the mission of Joint Stock Commercial Bank for Investment and Development of Viet Nam - Tu Liem Branch to select and launch specific objectives, long-term goals for each stage; ways, steps, specific strategies for specific areas of activity From the fact, the real situation, the competitiveness - the quality of operations, the performance of BIDV Tu Liem, the methods of analyzing the business environment (external environment - internal environment) determine the face to be - inadequate, inadequate or weak, in: management, product - utility services, operating environment, market share, market, technology, customers, opportunities and challenges The subjective and objective reasons From that, build business strategy 2017 - 2021 of BIDV Tu Liem BIDV Tu Liem identifies effective, safe and growth in business as a key objective in strategic planning for the period 2017-2021 The key focus throughout this strategy is: Building BIDV Tu Liem is a leading bank providing high quality products and services to customers in Hanoi to serve the best customers The business is safe, sustainable development with high profit With the specific objectives feasible with the department plans and solutions specific, creative, suitable to the business environment of BIDV Tu Liem, the delivery of planning for the department, each department with customer management practices, monitoring, controlling, analyzing and evaluating the performance of the plan on a regular basis, along with innovations in business administration - executing the most strategic business strategy 2017-2021 to win * Limitations of thesis and research direction: The conclusions of the research are drawn on the basis of the real situation at BIDV Tu Liem It is therefore likely that the application of these solutions and conclusions to other banks will require further research 69 Despite the effort to study the material, the theory was learned and read, but because of the conditions both at school and work time, the focus for the completion of the thesis is also affected Although we have had many years of work and commitment to the banking industry, but because of the activities of a unit in the area is exciting, the content of the study has a certain limited But with the help of the guidance of the teacher guidance teacher Dr Nguyen Ngoc Thang as well as the enthusiasm to help the teachers, she taught in the Faculty of Business Administration - University Studying in Hanoi, the help of colleagues working inside and outside the system of Vietnam Joint Stock Commercial Bank for Investment and Development of Viet Nam and with my own efforts helped me complete this essay The author wishes to continue his research and development work on the deeper issues of theory, as well as the practical application of BIDV's practical situation, with the desire to contribute to the small part of We believe in the success and sustainable development of BIDV in the context of the upcoming integration environment Recommendations 2.1 For Joint Stock Commercial Bank for Investment and Development of Viet Nam It is recommended that the Head Office has orientation instructions (centralized mechanism) so that the branches can develop appropriate solutions • Regarding mobilization of capital: It is requested that the Head Office encourage interested entities to raise capital by issuing a mechanism for stratifying interest rates received with branches such as applying to customers to mobilize branches to actively mobilize capital for the whole industry It is recommended that the Head Office launch flexible mobilization products (short-term, long-term notes, short-term bonds), which will be rotated and put into place so that branches can be more active in mobilizing capital , to ensure competitiveness compared to other commercial banks in the area 70 • Credit activities: - On finalizing legal documents on the handling and sale of security assets in order to recover outstanding debts, which are complicated due to many lawsuits, many subjects, many economic sectors, As a result, BIDV Vietnam should soon issue a collateral processing process to recover the loans applied throughout the system In the development orientation, BIDV has set a target of developing retail banking, holding a large share of outstanding loans, mobilizing capital and retailing services Personal credit rating in operation • On product and service development: To develop new products and services in line with market demands and to introduce strategies, introduce products, clear direction and timely direction to the branches To support and create conditions for the branch in the training of cadres, to raise the knowledge of modern banking products in a comprehensive manner in the context of international integration in the banking domain The retail services are not diversified and have not really attracted customers especially card services such as Visa / Master, American Express, JCB, Diners Club, expand the features and exploit the linkage of the product ATM card products, debit card product development • On investment in information technology development In credit work, information is the decisive factor to help the bank decide whether to invest or not Banks can not rely solely on the information provided by customers in the project but need to capture and process information on all issues related to the project from various sources On the other hand, the organization stores, collects customer information, technology information, builds a system for providing scoring information and customer credit rating based on the application of informatics software This will be the basis for a more accurate assessment of borrowers and improve their ability, speed, decision making, and investment Therefore, BIDV needs to build more channels of information between banks and 71 customers in order to quickly collect feedback from customers in order to continuously improve and upgrade banking services Complete credit management program on the system; supplement and amend existing reporting programs to assist in the preparation of credit reports in accordance with regulations and to provide information for credit management • Regarding the organization, training and development of human resources: Human resource training and development: It is proposed that the Head Office allocate annual budgets and training programs at different levels, for example, executive management at foreign banks for a period of time Time for the leadership level planning, budget support or 100% funding for the master's program 2.2 For the State Bank of Vietnam: The State Bank of Vietnam needs to thoroughly reform the banking sector in all aspects from the organizational model - the institution - the law - the policy - the instrument, the mechanism of policy management to the professional and technology - from facilities to people, etc in the direction of socialist market economy with the management of the state and international integration At the same time, administrative reform, ensuring the safety and efficiency of the system and modernization of the State Bank and commercial banks through tools - policies - operations - technology, etc Domestic competitiveness international - in the area, apply advanced management practices and best standards High quality products and services, wide distribution network to meet the needs of the economy - society; Raising the position of image - brand - competitiveness of domestic commercial banks according to the principles - market mechanism The State Bank should continue to use flexible monetary instruments to control inflation well to ensure economic development and banking activities Noncash payment policies are actively promoting modern banking services Developing the Law on Credit Institutions, in which the provisions of the current decrees, such as the Law on Enterprises, are in the process of enactment Formulation of the Law on Credit Institutions must be specific, detailed and immediate 72 The State Bank should continue to use flexible monetary instruments to control inflation well to ensure economic development and banking activities Noncash payment policies are actively promoting modern banking services Developing the Law on Credit Institutions, in which the provisions of the current decrees, such as the Law on Enterprises, are in the process of enactment Formulation of the Law on Credit Institutions must be specific and detailed, immediately applicable, limiting to the Government's detailed regulations and guidance of the SBV in order to ensure legal validity with the system of legal documents Direct financial restructuring of SOCBs to improve the financial capacity of banks in accordance with international standards Strengthening the inspection and supervision of compliance with internal regulations and regulations of the State Bank of Vietnam for commercial banks to minimize risks and prevent unfair competition practices involving customers among commercial banks same area of operation To expeditiously and promptly upgrade the inter-bank electronic payment system, expand it to other areas and for other foreign currencies Not to cause problems affecting the overall speed of payment of the system At the same time, it expands the payment of debt documents (check checks) so that it does not have to be paid through clearing (manual labor costs) 2.3 For the Government • Measures should be taken to stabilize the socio-economic environment A stable socio-economic environment will create a good, healthy and safe business environment for the bank, creating confidence in the future for the people, thereby encouraging the development of business • Building and creating a liberal legal corridor for credit activities: The political environment in Vietnam is stable, contributing to create peace of mind for investors, especially foreign investors and it also facilitates the business of the bank However, the legal document system has many points to improve especially the process, procedures and consistency in the regulations This makes 73 the Vietnamese banks awkward in the process of making it easy to lose time for customers Therefore, the National Assembly needs to perfect laws; Governments, ministries and branches should have written guidelines to ensure the uniformity and thoroughness, such as problems in notarization, certification of housing under the Land Law, Housing Law, Notary Law The The concerned ministries and branches should issue a joint circular guiding the handling of loan security assets to recover debts for credit institutions 74 REFERENCES Micheal Porter, Competitive Strategy, Science and Technology Publishing House, 1996 PSG.TS Dao Duy Huan, Strategic Management in Economic Globalization, Statistical Publishing House, 2007 Curriculum, lectures on strategic management, marketing management Hanoi People's Committee - Department of Planning and Investment Synthesis Report of Master Plan for Socio-economic Development in Hanoi until 2020 Report on the performance of the years, period 2011-2016 of the State Bank of Vietnam Reports on business results of BIDV Tu Liem in 2015, 2016 Vietnam Joint Stock Commercial Bank for Investment and Development of Viet Nam Annual Report 2012 - 2016 Mid-century Joint Stock Commercial Bank for Investment and Development of Viet Nam (1957- 2007) - Bank statement Vietnam - 2007 - Map Publishing House Development Strategies of Joint Stock Commercial Bank for Investment and Development of Viet Nam to become a banking finance group in 2008-2012; Resolution on BIDV system structure 10 www.cpv.org.vn: The Communist Party of Vietnam www.tapchicongsan.org.vn: The Communist Review www.na.gov.vn: The National Assembly www.mof.gov.vn: Ministry of Finance www.mpi.gov.vn: Ministry of Planning and Investment www.bidv.com.vn: Vietnam Commercial Joint Stock Bank for Investment and Development www.vietinbank.com.vn: Vietnam Joint Stock Commercial Bank for Industry and Trade 75 www.agribank.com.vn: Bank for Agriculture and Rural Development of Vietnam www.sbv.gov.vn: State Bank of Vietnam www.vneconomy.com.vn: Vietnam Economic Times 76 ... TRỊ VÀ KINH DOANH - ĐỖ ĐẠI DƯƠNG BUILDING BUSINESS STRATEGY AT BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM – TU LIEM BRANCH IN THE PHASE OF 2017- 2021 XÂY DỰNG CHIẾN LƯỢC KINH DOANH... build a business strategy for the Joint Stock Commercial Bank for Investment and Development of Viet Nam - Tu Liem Branch in the phase of 2017 2021 to achieve the quantitative and qualitative results... of business strategy of enterprises Chapter 2: Current Situation of Business Operations of Joint stock commercial Bank for Investment and Development of Viet Nam - Tu Liem Branch Chapter 3: Business