LUẬN văn THẠC sĩ – CHIẾN lược bán lẻ tại NGÂN HÀNG ĐÔNG á GIAI đoạn 2019 2021

LUẬN VĂN THẠC SĨ – CHIẾN LƯỢC BÁN LẺ TẠI NGÂN HÀNG ĐÔNG Á GIAI ĐOẠN 2019-2021 SOUTH EAST ASIA BANK – RETAIL BANKING STRATEGY IN PERIOD 2019-2021 INTRODUCTION The necessity of the topic The great majority is of the opinion that enterprises benefit from favorable conditions in the course of international economic integration And yet it is practically until the US - originated global crisis came about What is notable here is not that people were unconscious of the challenges in the process of economic integration but it is that these challenges were not deliberated appropriately Vietnam’s accession to WTO in general and to the global Finance – banking market in particular has leaded to significant evolvements The economic growth was of considerably high rate People’s living standards were gradually improved Banking system became more dynamic and competitive All economic sectors, foreign economic institution had opportunities to participate more deeply into all sectors of the economy and contribute more to the economic development in accordantly with Government’s policies Nonetheless it also challenged local economic organizations The ongoing economic crisis started in the end of 2007 in the US real estate market So far, more than 40 banks in USA went bankrupt, merged The new government of President Barack Obama launched the so called “Great Reform” for the financial and banking system in order to restrict the repetition in the future It can be said that this is the biggest ever reform in USA since 1930 Financial institutions themselves have to rebuild their strategies to be in being and developed Though being influenced by the global economic crisis, yet it must be apprehended that the impacts to Vietnam banking system were not as cumbersome as gauged, isn’t it the banking system in Vietnam is better that that of USA and Europe? The answer should be reserved for regulators, policy makers and local banks in Vietnam Be that as it may, the good news is that commercial banks in Vietnam began to build, rebuild their visions and strategies for existence and better development in the period of fierce competition and crisis Being one of the rather old in commercial Joint stock banks in Vietnam, Southeast Asia Joint stock bank (SEABank) has achieved significant results over the past years Year 2008 flagged an important milestone: The leading bank in French, Societe Generale became strategic shareholder with the stake of 20% (the highest rate currently applicable for foreign financial institutions) With its international expertise, Societe Generale was expected to bring in a new gust of wind in management, administration and business for SeABank Through study and research, we remarked that though SeABank has reached some substantial achievements, nevertheless, impacts from the crisis as well as difficulties in financial – money market recently has revealed some certain shortcomings, particularly in defining long term strategy With our cognition, we believe that it is essential to build up and orient a new strategy for SeABank That was the premise to found “Retail strategy of Southeast Asia Commercial joint stock bank in period 2009-2011” The purpose of the capstone - Study on the theoretical basis of banking activities, understand thoroughly retail operations of commercial banks - Base on study and analysis of practical activities of SeABank, to point out strengths, weaknesses in its operation to be the foundation for putting forth appropriate solutions - Propose new strategy: Retail strategy and implementation solutions, recommendations to regulators and for the bank to run business sustainably Analysis object and range 3.1 Objective Southeast Asia Commercial Joint stock bank (SeABank), Head Office address at 16 Lang Ha, Ba Dinh, Hanoi and its branches nationwide 3.2 Range The research focuses mainly on retail business activities of the bank, the topic does not address itself to analysis on investment, equity investment, business of gold or immovable properties… Methodology The topic was analyzed both quantitatively and qualitatively all retail operations of SeABank, the research used the data in macroscopic as well as forecast of relating institutions: The World Bank, The International Monetary Fund, Asia Development Bank, The State Bank of Vietnam, the local and foreign specialized banking research, financial statement of local commercial joint stock banks Limits of the topic The retail banking strategy elaboration was rather brief, information relating to the dimensions activities of competitors still restricted Some information was not last updated Structure of the topic Apart from the beginning, conclusion and reference index, the topic comprises of main parts: Chapter Theoretical basis of activities of commercial banks Chapter Reality of Southeast Asia Commercial Joint Stock bank Chapter Proposal on retail banking strategy of Southeast Asia Commercial Joint Stock bank in period 2009-2011 ABBRIVIATION ACB ADB AFTA ANZ ATM CD GDP HSBC IMF ISO IT LIBOR L/C NPL ODA POS QD-NHNN Asia Commercial Bank Asia Development Bank Asean Free trade Area Australia and New Zealand Bank Automatic Transfer machine Certification of Deposit Gross Domestic Product Hongkong Shanhai Bank Corporate International Monetary Fund International Standard Organization Information Technology London Interbank Offered rate Letter of Credit Non Performance Loan Official Development Assistance Point of Service Decission of State Bank of Vietnam SBV SIBOR SMS SOCs T.Os WTO USD VND State Bank of Vietnam Singapor Interbank offered rate Short Massage Service State owner Companies Transaction Offices World Trade Organization United State Dollar Vietnam dong Graph 2.1 Graph 2.2 Graph 2.3 Graph 2.4 GDP Growth Consumer price index Number of credit institutions at June 2009 Capital mobilization breakdown by group of credit Graph 2.5 Graph 2.6 Graph 2.7 Graph 2.8 Graph 2.9 Graph 2.10 Graph 2.11 Graph 2.12 Graph 2.13 Graph 2.14 Graph 2.15 Graph 2.16 Graph 2.17 Graph 2.18 Graph 2.19 Graph 2.20 Graph 2.21 Graph 2.22 Graph 2.23 Graph 2.24 Graph 2.25 Graph 2.26 Graph 2.27 institutions 2007 Ration of Lending and borrowing to GDP Basic, refinancing and discount interest rate in 2009 Basic interest rate in period 2005-2008 Average interest rates for 12-month-term VND deposits Average annual interest rates for VND loans Competitors Business performance index Shareholding rate of foreign banks in local banks Banks network Number of ATMs nationwide Deposit raising indicators Target of credit operations Credit structure of SeABank at the end of 2008 Credit structure of SeaBank at June 2009 SeABank profit after tax to achieve SeABank credit split by customers and Economy field SeAbank network till the end of 2008 Forecast on GDP growth Forecast on Vietnam’s average per capital income Forecast on Vietnam’s Inflation till 2011 Forecast of unemployment rate of Vietnam till 2011 SeABank Targeted customer in period 2009-2011 SeABank network development plan Percentage of population coverage of SeABank CHAPTER THEORETICAL BASIS OF COMMERCIAL BANK’S ACTIVITIES Bank and its roles The foundation history of bank is associated with the history of development of the commodities economy, when K.Marx’s political economy study pointed out that the commodities economy development, to some magnitude, shall naturally bring to the demand of exchanging commodities between individuals and organizations in the society Money plays the intermediary role of trading and it is issued and secured by the State Money is a special commodity, consequently, bank - money management institution is the term that associated with money In the development process, there are many definitions of commercial banks that different over countries However, the general understanding of bank: Commercial bank is an organization specialize its business in monetary operations among which the main operation is deposits, loans an intermediary settlement In Vietnam, according to article 20 of Credit Institution Law (amendments, supplement to some article dated June 15 2004 of the National Assembly of The Social Republic of Vietnam) defined: “Bank shall mean accredit institution permitted to conduct all banking activities and other related business operations Depending on their natures and purposes of their operations, banks may consist of different types, such as commercial banks, development banks, investment banks, policy banks, cooperative banks and other types of banks” “Credit institution shall mean an enterprise established in accordance with this law and other applicable laws providing banking operations” This law also defines clearly: “Banking activities shall mean monetary business and banking services, the regular operation of which is receipt of deposit and use the same to extend credits and provide payment services” “Extension of credit shall mean an act of commitment by a credit institution to the use of a sum of money on the principle of repayment through the operations of providing loans, discount, finance leasing, issue bank guaranty and others” Through those concepts, banks obviously play an important role in the economy With the role of financial intermediary, commercial banks help to extend the saving money of individuals and organizations of the economy to credits for the other objects On the other hand, it is also the mediator to extend credits of sovereign bonds to community programs Banks take the role of providing biggest credits to all economic constituents in short, medium and long term The role of payment intermediary: in the place of client, bank makes payment to seller by issuing cheques, bonds … and electronic payment system The role of guarantor: in the place of client, bank makes commitment to seller to make payment even if purchaser falls to insolvency What is a retail bank? First it must be affirmed that though the operation of banking business is upper-class and service of special characteristics compared of other kinds of services Even so, terms “wholesale” and “retail” remains in the common principles: The differentiation of wholesale and retail originates from the purpose of purchaser which directly influence sale “process” and price If he purchases for daily living or production for himself or his family, even for his company, then it is for consumption In this case, the seller who sells directly to consumer is called retailer On the contrary, if purchaser resells goods to other people, then he is called intermediary purchaser – purchase for sales In this case, the original seller is called wholesaler of level Consequently, there are wholesalers of level 2, level As a matter of fact, wholesale price is always lower than retail price at the same time and the same market According to economic expert of Asia Technology Institute -– AIT, retail banking provides products and services individuals, small and medium enterprises via network of outlets Customer can have direct approach to banking services and products by electronic communication and information technology So it can be assumed that retail bank is the bank that provides its products and services to individuals and medium and small enterprises via its distribution network and this operation take a big proportion in bringing the revenue and profit for the bank Main operations of the bank 3.1 Capital Mobilization Capital mobilization is one of the most important operations commercial bank This operation brings capital so that bank can conduct other operations such as extension of credits and banking services to clients Looking at the balance sheet of bank we can see that the capital mobilization operation is represented in Liabilities, thus this operation is also called Liabilities mobilization This operation is performed through deposit activities (either in local or foreign currency), specifically: 3.1.1 Capital mobilization by demand deposit This is the form by which bank can mobilize capital by opening a current account for customer This account serves for the demand of payment via bank On waiting, the dormant capital that is shown in account balance can by used by bank for its business activities 3.1.2 Capital mobilization by individual deposit This is the form by which bank can mobilize capital by individual accounts, this account serve for those who demand for receiving money transferred to their account: monthly payment of salary, receive money transfer from abroad or domestic individuals On receiving money, account shall be “credited”, when account holder withdraw money, account shall be “debited” The spread between “Credited” and “Debited” is shown in account balance and bank can mobilize capital by this activity 3.1.3 Capital mobilization by Savings Individuals and organizations may have idle money in their operations To make these money active, bank design its system of products in order to absorb these idle funds meanwhile profit clients as they still have no intention to use the funds as well as secure the money Normally, bank design deposit products by terms such as: non –term, weekterm, month-term, year-term … with corresponding interest There are many methods for mobilization by savings: balance based (higher interest for higher balance), or based on kind of currency (local or foreign) or based on target customers 3.1.4 Capital mobilization by issuing value papers Banks can also mobilize capital by issuing value papers such as: deposit certificate, bonds and stocks In Vietnam, operation of capital mobilization by issuing value paper is guided by Regulation No 02/2005/QĐNHNN dated 04/01/2005 of Governor of The State Bank of Vietnam 3.1.5 Mobilization from other credit institutions Aside from mobilization from individuals and organization, banks can also mobilize capital from other credit institutions such as: banks, financial companies… In Vietnam, banks can mobilize capital by this method via transactions in the interbank market 3.2 Credit operations If capital is consider the input for business activities of banks then credit operations are assumed as the operation by which output products of bank is provided Credit operations assume to bring the dominant revenue for banks Banks grant credits to individuals and organization through the following operations:  Loan operation: Banks finance individuals and organization for business, production or consumption on the principle of repayment of principal and an added amount which called interest for that principal capitalization Today loan operations is diversified by borrower’s purposes such as: Working capital complement, fix assets investment, consumption, importexport financing, input purchasing loan, real estate loan… Loan operation of commercial banks in Vietnam is governed by loan regulation over credit institutions stipulated by The State Bank of Vietnam by Regulation No 1627/2001/QĐNHNN dated December 31 2001 of The Governor of The State Bank of Vietnam and Decision No 127/2005/QĐ-NHNN dated February 03 2005 of the Governor of the State Bank of Vietnam on amendment, complements some articles of the loan Regulation No 1627 In general, loan operations of banks can be classified in the following main forms By loan tenor: short term, medium term and long term 10  Monthly average per capita income: reflects consumption and savings level of employees;  Number of employees working for companies in the area: reflects the number of customers that Bank can supply with card products/services  Number of companies, manufactories located in the area: reflects the number of SME customers probable for using Bank’s products/ services;  Foreign direct investment project: reflects the prospect of economic development in the area;  Retail rate and consumption turnover: reflects the dynamic level of market and the products/services buying power of the area  Number of banking points in the area To implement the above strategic targets, SeABank should have plan of network development as follows: Graph 2.26: SeABank network development plan SeABank’s ratio of service area to the late 2011 will achieve as bellows: 58 Graph: 2.27: Percentage of population coverage Apart from that, in order to develop its network, SeABank should outsource the repairing of branches, transaction offices in form of competitive bid for cost cutting SeABank only monitors, checks, takes over and puts them on stream As a result, this will be deployed comprehensively in terms of quality and completion progress 3.3.4 Policy on promotion and expansion In the coming time, promotion and expansion policy of SeABank needs to be deployed in directions: for brand and for products/services However, essential rate should be defined to use budget efficiently and be in accordance with retail strategy We find that in the coming time, SeABank should spend more on promoting and expanding the products/services Consequently, it helps to bring customers the information they need SeABank should at the same time diversify PR activities to customers, apart from existing PR activities, SeABank can send introductory leaflets enclosed with phone charge notifications, electricity bills, water bills, or transfer information via radio… 3.3.5 Policy on customer care 59 Acquiring customers is difficult; however, keeping them is even more difficult The loyalty of customer toward SeABank not only depends on customer satisfaction but frequent customer care also SeABank should have program of periodic customer care, for instant:  Phone/email customer on a monthly basis  Visit customer every months  Organize program so-called “SeABank and the clientele” with small, meaningful gifts  Send gifts to customers on their birthday, company’s foundation anniversary… In that way, customers will feel close, familiar when coming to SeABank, the sincere care always makes customers moved CHAPTER SOLUTIONS AND SUGGESTIONS I Solutions: Restructure the organization model from Head Office to Branches Organization model needs to be in accordance with business strategy Defining to aim to retail strategy, it is essential for SeABank to rebuild the organization model with a great number of new positions Establish Individual Department, SME Department at Head Office and Branches as well in order to manage each activity in terms of vertical organization In Branches, newly created position as Customer relationship officer to manage, take care of and newly develop customer portfolio Build a system of sales strategy SeABank needs to diversify sales channel of products, services other than traditional sales system such as: at Branches, TOs, ATM, 60 Internet SeABank should have further research of outsourcing for sales with the principles: salary based on sales of product, the more products, services sold, the higher bonus is However, SeABank should build system of grading, norms of grading for each type of product, service depending on the significance of each product, service or basing on the objectives of each period Outsourcing should not be limited in terms of amount Enhance the use of IT system in credit activities With a modern base of technology system, SeABank should study on the method of documents validation and transfer via Internet Validation via software system helps to enhance the performance efficiency, time-saving objectives, and managers can specify the obstacles to have timely solution as well Build up a Call center Call center is the point to communicate with customers via IT system Call center is also a new sale channel of SeABank According to our experience, Call center system should be built based on the model including: Interactive voice respond: helps customers to get the most fundamental information such as: mobilized interest rate, transaction procedure with Bank, locations of ATMs … The calls of customers to IVR are all free of charge Operator system: helps to meet the demand of customers at a higher level such as: money transfer, personal financial consulting service, account checking… For these services, customers have to pay fee By receiving customers’ information, Call center coordinate sales activities basing on customers’ demand on products, services Call center can require business development officers, customer relationship officers at the branches nearest from addresses of customers to satisfy the demands on products, services supplied by SeABank 61 Apply quality management system ISO 9001:2000 for the first step, in the coming time, aim to Total quality management system(TQM) Building up and applying quality management system is highly important In the coming time, SeABank needs to apply the quality management system as ISO for the first step Process of building up and applying the quality management system is also the period when SeABank checks and rebuilds its processes system under standardization and controllability Applying Total quality management system (TQM) is a progress that the SMEs need to aim to; quality management is not just at the standards in ISO 9001:2000 – requirements, but the total, overall quality management system in every activity of the Bank also Consequently, it is secured that the quality of products, services supplied by SeABank is strictly under control; SeABank’s image of professionalism, good quality of services is always in customers’ mind Human resources training and development People are one of the key factors deciding the success or failure of an organization, developing the human factor is improving that organization also In SeABank, all the staffs have been well trained; they are young, dynamic but inexperienced Consequently, it needs to have specific training strategies: For specialized staffs: they must be basically trained in terms of skills, specialist knowledge in order to efficiently perform the tasks assigned For middle management: SeABank should have aim its training to adjacent staffs by means of local and overseas training, coaching programs on management After the training, it is necessary to unhesitatingly assign tasks with higher requirements to challenge and apply knowledge into practice 62 II Suggestions: Commitments from SeABank highest levels of management: retail strategy needs to be deployed thoroughly, consistently over the entire network system In the initial period, profit is not the priority target, rapid development in the number of customers, product portfolio, network system are key points Using derivative tools to reduce risks: SeABank should have specialized part subject to treasury and foreign currency business division to implement the tasks concerning derivative services such as: swaps, forwards, futures, options Deployment of these services helps SeABank minimize risks relevant to exchange rate, interest rate concerning foreign currency Building up the individual and SME credit rating: This is a relatively efficient tool which is the initial base for SeABank to decide to approve or refuse a credit application Apart from that, the individual and SME credit rating also helps SeABank build suitable preference policy for each rating of the customer, strengthen the relationship between SeABank and customers 63 CONCLUSION “Southeast Asia Bank – retail banking strategy period 2009-2010” capstone focuses on considering theory and practical issues concerning banking activities, especially retail activity Basing on qualitative and quantitative analyses of the Bank’s activities, defining difficulties of retail deployment at Southeast Asia Bank, we propose a strategy for retail banking period 2009-2011 Contents achieved of the capstone include: Thoroughly knowledge of the Bank as well as commercial banks’ activities, products, services which the Bank supplies such as: capital mobilization products, credit products, modern banking products, services, payment services, guarantee services… to individuals and SMEs in the economy Capstone specifies the concepts of a retail bank and retail banking activities, such are quite new in Vietnam By means of qualitative and quantitative analyses on financial and currency market in Vietnam, results achieved together with system of products, services of the Bank, we realize that to have efficient retail banking activities, SeABank should diversify its products and services portfolio for individuals, SMEs, step by step deploy the development of products for specialized customers Concurrently, network development and expansion need to be deployed consistently and selectively This capstone also raises some suggestions and solutions for the government, bank regulating agency and Southeast Asia Bank also, specifically as follow: a) Complete legal corridor for banking operation; b) strengthen the use of currency tools in 64 association with macro fiscal policy in order to regulate the market, avoid regulating by means of administrative command; c) Manage a flexible price policy but still be under controlled; d) Commitment from SeABank management in implementing retail banking strategy; e) use derivative tools to minimize risks and establish credit rating system on individuals and SMEs This capstone also provides some solutions in order to successfully perform retail strategy 65 FORWORD CHAPTER 1 3.1 THEORETICAL BASIS OF COMMERCIAL BANK’S ACTIVITIES Bank and its roles What is a retail bank? Main operations of the bank Capital Mobilization 3.1.1 Capital mobilization by demand deposit 3.1.2 Capital mobilization by individual deposit 3.1.3 Capital mobilization by Savings 3.1.4 Capital mobilization by issuing value papers 3.1.5 Mobilization from other credit institutions 3.2 Credit operation 3.3 Settlement and remittance operations 3.4 Guarantee operations 3.5 Modern banking activities 3.5.1 Card issuance (Payment, credit, associated ) 3.5.2 Internet Banking 3.5.3 Mobile Banking 3.5.4 Call Center 3.6 Other operations CHAPTER REAL SITUATION SEABANK I Real situation of SeABank History and some outstanding achievements Competitive environment 2.1 Marcro evironment 2.2 Industry environment 2.3 Competitors 2.3.1 Product policy 2.3.2 Interest rate policy 2.3.3 Network and ATM system SeABank’s Internal Strengths 3.1 Products and Services for individual and SMEs 3.2 Interest rate Policy 3.3 Network of SeABank at the end of 2008 3.4 Advertising and Publicity activities SWOT 4.1 Strengths 4.2 Weaknesses 66 9 10 10 10 11 11 12 12 13 13 13 14 14 14 15 15 17 17 20 29 31 33 35 37 40 42 43 44 44 44 46 4.3 4.4 II 1.1 1.2 3.1 3.2 3.3 3.3.1 3.3.2 3.3.3 3.3.4 3.3.5 CHAPTER I Opportunities 47 Challenges 48 Proposal on retail strategy of SeAbank in period 2009- 49 2011 Economics characteristics of Vietnam Advantage Disadvantage A few forecasts Retail banking strategy in period 2009-2011 Outlook of strategy establishment Strategy Target Component strategies Strategy for products and services Policy on interest rate Policy on network development Policy on promotion and expansion Policy on customer care 49 50 50 51 55 55 55 55 55 58 59 60 61 SOLUTIONS AND SUGGESTIONS Solutions 62 Restructure the organization model from Head Office to 62 Branches Build a system of sales strategy Enhance the use of IT system in credit activities Build up a Call center Apply quality management system ISO 9001:2000 for the 62 62 62 63 first step, in the coming time, aim to Total quality II Conclusion management system(TQM) Human resources training and development Suggestions Commitments from SeABank highest levels management Using derivative tools to reduce risks Building up the individual and SME credit rating 67 64 64 of 64 64 65 66 Reference documents Nguyen Minh Kieu (2007) ,“Modern banking activity management”"- Doctor of Hochiminh Economic University, lecture of Fulbright program Nguyen Thi Mui(2006),“Commercial Bank management” – Ph.D, Finance Institution Tran Ngoc Tho (2003), “Finance Corperation” – Doctor, Hochiminh Economic University Nguyen Van Tien (1998), “International Finance and open Economy macroeconomics”, PhD, Banking Institution Nguyen Van Tien (1999), Foreign Exchange and Money markets”, PhD, Banking Institution Frederic S.Mishkin (1995) “Monetary, banking and finance market” Alex Sycara-Lewis (2008), “A look at Vietnamese and US Banking systems” Decision No 1626/NHNN (2001), “Credit Institution Principle of Loan”, State bank of Vietnam Decision No 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2009), “Asia Outlook” 25 World Bank (June, 2008), “Vietnam Economy Analysis” 26 World Bank (April, 2009), “Updated Vietnam Economy performance” 27 World Bank (May, 2009), “Review Vietnam Economy operation” 28 World Bank (March, 2009), “The main indicators of Vietnam Economy period 1996-2007 and forecast to 2015” 69 29 ADB (April, 2008), “Vietnam staying the Course in storms” 30 ADB (May, 2009), “Vietnam Economy performance report” 31 Baoviet Security Company (July, 2008), “Banking industrial analysis report” 32 Viet Capital Security (July, 2008), “Vietnam banking system – Reality and forecast industrial sector” 70 APPENDIX INTEREST RATE FOR DEPOSIT VND (%/year) Joint Stock Commercial Bank Date offer 01/ 8/0 8/08/ 09 05/08 /09 28/7/ 09 07/8/ 09 10/8 /09 28/7/ 09 07/8 /09 06/8 /09 07/8/ 09 27/7/ 09 7/8/ 09 23/6 /09 01/7 /09 11/07 State owener Bank 02 /6 /0 15/7/ 30/07 9/6/09 09 A G Vieti VCB R BIDV n I B 10/7 /09 23/7 /09 6/8/0 18/7/ 09 29/7 /09 EXI M TE CH HD B SAC OM AC B 3,00 2,40 3,00 3,00 3,00 3,00 2, 50 2,40 - - - 3,20 - - - 3,60 - Term MS B SHB SEA B MB VIB SCB HAB U AB B Nav iB NA MA OCE AN OC B VP B Việt Current saving 3,0 2,50 3,60 2,40 3,00 3,60 2,40 3,00 3,00 3,30 2,40 3,00 3,60 3,60 week - 6,00 - 5,00 6,50 5,50 5,60 5,10 6,18 5,60 5,10 5,50 4,50 - week - 6,30 - 5,50 7,20 6,50 6,20 5,60 6,57 6,20 6,10 6,00 5,10 - 7,00 6,51 - - - 7,85 7,74 7,74 7,80 7,90 7,66 7,65 7,15 7,95 7,80 7,80 7,80 7,95 7,87 7,85 7,30 8,10 8,10 8,10 8,10 8,05 8,05 7,95 8,10 8,20 8,22 8,16 7,95 8,45 8,06 - - week 1M 2M 3M 4M 8,2 8,2 8,7 - 3,00 0,10 1,00 - - - 2,00 - - - 3,00 - 6,50 7,70 7,50 7,00 - 7,53 7,20 7,10 8,05 8,20 8,00 8,00 8,00 8,10 7,85 8,00 8,40 8,16 8,15 8,10 8,30 8,10 8,10 8,10 8,10 7,95 8,10 8,60 8,46 8,45 8,42 8,40 8,35 8,35 8,30 8,28 8,20 8,20 - - - 8,45 - 8,40 - 8,34 - 8,30 8,45 - 8,50 - 8,40 - 8,40 - 8,30 8,36 8,22 7,95 8,60 8,07 - - - - - - - 8,55 8,75 8,70 8,40 8,70 8,50 8,50 8,50 8,40 8,46 8,46 8,70 8,90 8,65 8,35 8,25 7, 70 7,80 76,0 7,74 7,67 8,55 8,75 8,73 - 8,70 - 8,50 8,45 8,46 8,46 8,25 - 8,42 - - - - - - - - - - - 9,0 8,90 8,85 8,45 7M - - 8,40 - - - - 9M 8,8 9,05 8,40 8,60 10M - - - - 8,70 8,55 8,70 6, 70 7, 00 7, 50 - - - - - 7,30 7,00 5,28 6,54 7,40 7,20 5,82 7,04 7,50 7,40 7,45 7,34 - - - - 8,75 - 8,70 - 8,50 - 8,45 8,49 8,46 7,95 8,95 8,43 - - - - - - 8,60 8,75 8,80 8,50 8,82 8,65 8,60 8,75 8,50 8,52 8,52 8,05 9,00 8,47 8,45 8,50 7, 80 8,00 7,80 8,05 7,78 8,60 - 8,83 - 8,82 - 8,60 - 8,55 8,52 8,52 7,85 - 8,48 - - - - - - - 11M - - - - 12M 9,1 9,10 8,55 8,65 13M - 9,20 8,55 15M - - 8,55 18M 9,2 9,40 8,70 - 8,60 8,60 8,90 9,10 8,60 9,60 9,00 9,10 - 8,80 8,85 8,58 8,70 9,60 8,64 - - 24M - 9,60 9,00 8,80 8,70 8,60 9,20 9,20 8,60 9,81 9,20 9,50 8,85 8,90 9,00 8,60 8,70 9,80 8,90 8,90 8,75 - - - - - - - - - - - - - - 8,88 - - - - - 25M STA D 7,90 5M 9,7 10, 00 HS BC 7,95 8,10 - 8,60 - 8,85 - 8,82 8,60 - 8,60 8,55 8,52 7,85 9,10 8,49 - - - - - - - 8,85 8,60 8,85 8,90 8,60 8,91 8,80 8,80 8,60 8,70 8,61 8,58 8,50 9,20 8,55 8,50 8,70 8, 00 8,20 8,10 8,05 7,81 - - 8,60 8,85 9,00 - 9,12 8,80 8,90 8,75 8,64 8,58 8,65 8,60 8,60 - - 8,30 - - - - 8,60 8,60 - 9,10 - - - - - - - 8,65 8,61 - - - - - - - 8,40 8,20 - 7,85 - 8,20 - 8,55 - - - - - 8,20 - 8,75 - - - 9,40 8, 00 8, 00 9,65 - 8,90 9,00 8,60 - 9,40 9,00 10,02 9,40 9,80 9,00 8,90 9,30 9,00 8,90 10,3 9,00 9,00 9,00 - 8,50 48M - - 9,00 - 8,60 - 9,45 - - - - - - - - - - - - 9,00 - - 60M - - 9,20 - 8,60 - 9,50 8,30 - - - - - 9,36 - - - - 9,00 - 8,50 36M 30/7 /09 6,60 7,80 - 03/8 /09 8,20 6M 8M DAB Foreign Bank USD (%/năm) 71 - - Date offer Term 05/8/0 SEA B 10/8 /09 16/6/ 09 17/0 7/09 EXI M 22/7/ 09 OCE AN 01/8 /09 MS B `08/8 /09 SCB HDB 0,20 1,00 0,10 0,30 1,00 0,50 SHB 12/6 /09 Việt Á Joint Stock Commercial Bank 17/7 18/7/ 15/7/ 24/6 /09 09 09 /09 TE SAC ACB MB CH OM 17/6 /09 OC B 10/6 /09 HA BU 0,50 0,50 0,30 0,50 0,30 0,20 - - - - - - - - - - 01/06 07/8 /09 06/8 /09 Nav iB 4/7/0 NA MA 08/6/ 09 DAB VIB 0,25 0,50 0,50 0,25 0,50 - 0,25 - - 0,25 - 0,25 - - 0,25 1,00 0,10 0,1 0,10 0,10 0,50 0,00 - - - - - - - - - - - - - - - - VPB week 0,50 - 0,50 week 0,50 - 0,60 week 0,50 - 0,75 - - - - - - 0,25 - - - - - 1M 1,65 1,60 1,20 1,50 1,50 1,50 1,40 1,40 1,35 1,35 1,35 1,30 1,30 1,20 1,41 1,00 1,00 1,00 0,90 0,55 2M 1,95 1,80 1,50 1,70 1,60 1,60 1,60 1,50 1,45 1,55 1,55 1,40 1,40 1,30 1,44 1,20 1,18 1,00 1,10 0,60 3M 2,25 2,10 2,00 2,00 1,80 1,80 1,80 1,20 1,00 4M - - 2,05 5M - - 2,10 2,15 2,20 - 1,70 1,65 1,65 1,60 1,60 1,50 1,50 1,47 1,40 1,38 1,32 - 1,70 1,65 1,75 - - - 1,50 1,47 1,40 - 1,32 - 1,50 1,65 1,85 - - - 1,50 1,47 1,40 - 6M 2,55 2,30 2,00 2,20 2,10 2,30 1,90 2,20 2,10 2,00 1,90 1,70 1,60 1,47 1,50 1,68 7M - 2,35 - 2,25 - - 2,00 1,90 1,95 2,15 - - - 1,70 1,47 1,50 - 8M - 2,40 - 2,30 - - 2,20 1,85 2,20 - - - - 1,47 1,50 - 03/8 /09 HS BC 15/ 07 VC B 0,25 - Foreign Bank 30/7 /09 STA D 06/0 AB B Current saving - State owener Bank 01/0 2/06/ 01/06 09 Vieti AG BIDV n RIB 1,32 1,30 - 1,0 1,1 1,3 - - - - - 1,00 0,70 0,60 0,00 0,00 0,80 0,00 - 1,10 1,10 1,10 1,00 0,16 0,03 1,04 - - - - - - 1,07 - - - - - - 1,10 1,4 1,30 1,30 1,20 0,59 0,64 1,14 - - - - - 1,17 - - - - - 9M 2,55 2,50 2,30 2,40 2,20 2,35 2,00 2,00 2,25 2,20 2,10 1,80 1,80 1,50 1,80 2,08 1,40 1,20 1,4 1,50 1,40 1,30 0,90 0,93 10M - 2,55 - 2,45 - - 2,00 2,25 2,30 - - - - 1,50 1,80 - - 1,24 - - - - - - 11M - 2,60 - 2,50 - - 2,00 2,25 2,35 - - - - 1,50 1,80 - - 1,27 - - - - - - 1,30 1,5 1,50 1,50 1,50 1,14 1,18 1,32 - - - - - - 12M 2,95 2,70 13M 2,95 2,80 15M - 2,80 2,80 18M 3,10 2,90 2,80 24M 3,10 3,00 25M - - 36M - 48M - 2,80 2,05 2,65 2,40 2,50 2,20 2,20 2,50 2,60 2,55 2,50 2,20 2,10 1,50 - 2,40 - 2,20 - - 2,80 2,70 - - 2,10 1,50 - - 2,10 - 2,30 2,55 - - - - - - 2,10 - - - 1,35 - - - - - - 2,68 2,40 - 2,25 2,30 2,65 2,90 - - 2,40 2,10 1,50 2,15 1,90 1,80 - 1,37 - 1,50 1,50 1,50 - - 1,40 2,0 1,50 1,50 1,50 - - - - - - 2,0 1,50 1,50 1,50 - - - - - - 2,80 2,70 3,25 2,80 3,10 3,30 - 3,20 2,40 2,10 - 2,40 2,10 - - - - 2,28 2,40 2,70 - - - 2,30 2,40 - 2,95 2,90 2,50 - - - 3,00 2,90 - - - 72 2,00 1,56 2,00 1,80 - 1,80 2,50 2,10 1,50 2,25 1,90 1,90 - - - - 3,00 - - - - - - - 1,90 1,80 1,50 2,00 - - - 1,80 2,00 1,42 - - 1,43 ... substantial achievements, nevertheless, impacts from the crisis as well as difficulties in financial – money market recently has revealed some certain shortcomings, particularly in defining long term... contrary, if purchaser resells goods to other people, then he is called intermediary purchaser – purchase for sales In this case, the original seller is called wholesaler of level Consequently,... at the same time and the same market According to economic expert of Asia Technology Institute -– AIT, retail banking provides products and services individuals, small and medium enterprises via