LV Thạc sỹ_How to boost lending to small and medium enterprises in VID public bank

LEEDS METROPOLITAN UNIVERSITY FACULTY OF BUSINESS AND LAW MASTER OF INTERNATIONAL TRADE AND FINANCE HOW TO BOOST LENDING TO SMALL AND MEDIUM ENTERPRISES IN VID PUBLIC BANK, HANOI OPERATIONS CENTRE Dissertation prepared by Supervisor: … January 2011 ABSTRACT Today, small and medium enterprises (SMEs) have merged as the most dynamic factor in the development of Vietnam’s economy and it have contributed over 40% to GDP of the country Besides, SMEs segment are oriented as a focused and most potential market to all the commercial banks in Vietnam However not of all the banks succeed to conquer these clients as its potential of SMEs segment stand And VID Public Bank – Hanoi Operations Centre is considered as a typical sample This research is concerned with how to help VID Public Bank, Hanoi Operations Centre to successfully better lending to this potential client segment The research is set to focus on investigating two main areas: demand of SME’s clients and demand satisfying capacity of the bank by a process of depth investigation of primary data, some surveys and an interview with some managers of SMEs and one officer of the bank This information increased to understand the concern of demand which the managers of SME are interested in the bank, as well the researcher is aware of the product, services, credit process and orientation of the bank for this potential SME sector Finally, with investigation process on SME clients and the bank officer, the researcher aims to give the reader a comprehensive understanding of the difficulties that SME clients are facing to borrow from the bank and the existing troubles of the bank to finance the SME clients ACKNOWLEDGMENTS Firstly, I would like to show my sincere thanks to TABLE OF CONTENTS Page ABSTRACT ACKNOWLEDGMENTS .2 TABLE OF CONTENTS .3 LIST OF FIGURES .6 INTRODUCTION 1.1 Background of the study 1.2 Aims of the research 1.3 Organization of the study CHAPTER II: REVIEW OF THE LITERATURE 10 2.1 Introduction 10 2.2 The definition of credit and its kinds .10 2.3 The customer relationship management (CRM) 12 2.4 Marketing 13 2.5 Customer satisfaction .14 2.6 SMEs’ brief understandings and features 14 2.6.1 SME definitions and functions in some countries and Vietnam .14 2.6.2 The situation of manufacturing and trading of SMEs in Vietnam 17 2.6.3 The difficulties of SMEs in approaching the capital from the banks 18 2.7 Commercial bank system and governing body .19 2.8 VID Public Bank, Hanoi Operations Centre and its lending activities 21 2.8.1 The feature of VID Public Bank 21 2.8.2 Hanoi Operations Centre and its lending activities 23 CHAPTER III: METHODOLOGY 28 3.1 Introduction 28 3.2 Secondary research 28 3.2.1 Internal document 29 3.2.2 Journals and magazines .29 3.2.3 The internet .29 3.3 Primary sources 29 3.3.1 Structured - questionnaire 30 3.3.2 Structured interviews 30 3.4 Qualitative and quantitative data .31 3.5 Data collection and analysis .31 3.6 Conclusion 32 CHAPTER IV: RESEARCH RESULT .33 4.1 Introduction 33 4.2 Questionnaire findings .33 4.3 Interview findings 33 CHAPTER V: FINDINGS AND DISCUSSION 35 5.1 The real trouble with SME lending 35 5.2 Some limitations for lending to SMEs in Hanoi Operations Centre .36 5.2.1 The lack of flexibility of products and services 36 5.2.2 Unreasonable price and fee policy, high FX rate 39 5.2.3 The shortage and unstableness of capital resource 41 5.2.4 The limitation of promotion and marketing campaign 41 5.2.5 Lack of SME segment orientation .43 5.2.6 The weak system of risk analysis and industrial forecast 43 5.2.7 Unskilful staff force 44 5.2.8 Customer management and satisfaction 44 5.2.9 Limit of networks/transaction offices .46 5.2.10 Some advantageous co-operations are not carried out by the HOC .47 5.4 Conclusion 49 CHAPTER VI: RECOMMENDATIONS 50 6.1 Introduction 50 6.2 To better internal factors of the bank 50 6.2.1 Improving and diversifying policies of product and service .50 6.2.2 Building of the system of risk analysis .52 6.2.3 Stabilizing the capital sources 52 6.2.4 Expanding the network .53 6.2.5 Applying attractive price, fee and incentive policies 53 6.2.6 Qualifying sales team 53 6.3 Boosting business co-operations 54 6.4 Pushing marketing, after-sales service and CRM 55 6.4.1 Building CRM 55 6.4.2 Enhance marketing strategy 55 6.4.3 Launch after-sale-service program 56 CHAPTER VII: CONCLUSION .57 7.1 Summary of key research findings 57 7.2 Limitations .57 7.3 Conclusion 57 REFERENCES .59 APPENDIX 62 APPENDIX 64 APPENDIX 66 LIST OF FIGURES Figure 1: The CRM system and operations 13 Figure 2: The classification of SME 15 Figure 3: The definition of SME provided by the Ministry of Industry, Thailand .15 Thailand SME association, [(2006) source from: http://www.sme.go.th] 15 Figure 4: Enterprise categories in Vietnam 16 Figure 5: Summary of financial performance in 2009 .22 (Source from: Annual report 2008, 2009 of VID Public Bank) 22 Figure 6: The structure of VID Public Bank 23 Annual report (2009), chart of the organization 23 Figure 7: The comments on fee and price 37 Figure 8: The satisfaction of the HOC’s credit products 37 Figure 9: The rate of non-credit service .39 Figure 10: The competition of fee and price among some commercial banks 40 (Source from: telephone call, email, internal documents or website of those banks) 40 Figure 11: The rate of the price in the HOC .40 Figure 12: rate of marketing and promotion program 42 Figure 13: The customer satisfaction 45 Figure 14: the comment on the shortage of transaction point 46 INTRODUCTION 1.1 Background of the study In Vietnam, the Small and Medium Enterprises play a very important role, remarkably contributing on economic development of country as such involving to make over 40% of GDP, making 50% new employment, 78% of retails, 33% value of industrial turnover that counted by Vu Trong (2010) And according to Vietnamese General Statistics Office (GSO, 2010), among 349.309 registered enterprises are characterized as SME with a large part of around 94% SME is defined in Decree No 56, issued by Prime Minister of Vietnam with scales of capital and staff force quantity in details With growth of scale and sector diversification, SMEs are mobilizing large capitals The main sources for SME to mobilize capitals are from banks, shareholders, member of enterprises, funds, etc In fact, SMEs mostly borrow from the commercial banks And the system of commercial banks in Vietnam is diversified with size of capital and lending products Meanwhile, SMEs still got difficulties in approaching the borrowing capital sources from the banks with many reasons such as shortage of collateral, un-fulfil bank document requirement, unfeasible borrowing project, bad debt occurring, etc to solve this issue, the Vietnamese government and State Bank of Vietnam (SBV) have strongly support to subsidize SMEs in approaching the borrowing capital from banks And that are remarkable effects so far As Banking Magazine (2009), there are above 70 banks (local banks; 100% foreign banks; joint venture banks, foreign banks’ office) and financial institutions (FIs) in Vietnam, are operating dynamically in banking activities And one of them, I would like to mention is VID Public Bank (the bank), one of the first joint-venture banks in Vietnam, was established on 30 September 1991 as a 50:50 Joint Venture Bank between the Bank for Investment & Development of Vietnam (BIDV), the second biggest bank in Vietnam and Public Bank Berhad, Malaysia (PBB), the second biggest bank in Malaysia for its asset value The bank started operating in May 1992 with a single Branch in Hanoi and has to date expanded its network to all major cities in Vietnam as the public information quoted in the bank’s website, about VID Public Bank (2010) And Hanoi Operations Centre is one of remarkable branches of VID Public Bank with positive lending activities, high returns, skill staff force, etc that highly contributes to VID Public Bank’s business benefit The banking products and services for SME segment in Hanoi Operations Centre are so various such as revolving credit (RC), fixed loan (FL), overdraft (OD), other term loans, car financing, remittance, trade finance, cash exchange,…that attract a large numbers of SME to utilize its products or services However, the lending activities in Hanoi Operations Centre is not really high efficient as its scale and advantages And this makes me concern and choose the topic “how to boost lending to SMEs in Hanoi Operations Centre, VID Public Bank” for my master dissertation And in my study, I am focus on researching the causes and give out the solutions to better lending activities to SMEs in this bank 1.2 Aims of the research This research is aimed of finding the relationship between the SMEs in Hanoi and the Hanoi Operations Centre, VID Public Bank in which the SMEs are facing some troubles with borrowing from the bank and the Hanoi Operations Centre (the HOC) has met some outstanding obstacles in boosting lending activities to SMEs And the researcher implemented some methods of research to find the troubles that both SMEs and the HOC are facing and then from the interviews and questionnaires, the writer collected then analyzed the data to find out the some findings and recommendations as solution to boost the lending activities of the HOC Participants in the research were some SME managers who were used to banking with the HOC And one credit officer of the HOC was also invited to attend the interview 1.3 Organization of the study The dissertation includes seven chapters with the initial chapter of introduction that mentions the background, aim of study as well as a briefing the content of the dissertation The next chapter is literature review that focusing on some theories and definition of the research objects as SME, the bank and some organizations that is relevant to the study Chapter III is methodology of research with some methods are used to collect the data then diversified, analyzed to conclude the necessary data Issues concerning data reliability and validity and research ethics are also considered in this chapter The result of the research is mentioned in chapter IV The research utilized some methods of secondary research, primary data with some internal information and external data Further more, forms of questionnaire and interview are applied to explore data The findings and discussion are chapter V, in this chapter, the researcher pointed out the findings as outstanding troubles why the HOC does not boost the lending activities to SME segment After the findings and the result of the research, chapter VI mainly focused on the recommendation as solution to boost the lending activities in the HOC Chapter VII is conclusion with summarises of the research findings, evaluates the study in terms of significance and troubles, and draws some conclusions about practical issues for lending activities products, services, policy and credit orientation from managers There are many good training centres for banking industry; the HOC can order them to train for bank’s staff To be competitive with other commercial banks, the HOC must qualify the staff force The qualified staff force and good orientation will enhance the loan activities to SME customers 6.3 Boosting business co-operations Now a day, there are many domestic and international organizations that support and subsidize for SMEs in Vietnam as: WB, IFM, ADB, JBIC and funds from many countries: SMDF (Small & Medium Enterprise Development Fund) from EU, SMEFP- JBIC from Japan, SMESC (Green Credit Fund) from Swiss, Vietnam association of SME, Hanoi association of SME, Vietnam Development Bank, etc And the HOC should set the relationship to co-operate with these organizations to lending to SMEs with guarantee or support from them Each organization has it own policy to subsidize for SMEs so the HOC should create the specific product For example, the WB has program to subsidize SMEs operating in agriculture field to constructing and investing the agricultural projects The program will help the SME owners how to build a feasible project, how to protect environment, evaluating and supervising the affect of the project With a low interest lending rate at 8% per year for the bank (this rate is lower than the interest for mobilization of the bank, the rate of mobilization is 11% per year, excluded the compulsory reserve) and the bank can lend to SMEs with 9.5% or 10.0% As such the bank can earn from % to 1.5% after dividing the cost of fund Importantly, the SME customers have chance to borrow a lower rate and absolute support from the program Today, the good SMEs acknowledge the benefit from the above subsidy program so they are initiative to find the banks that are applying this program So the HOC should soon cooperate with the above organizations to push the lending to SMEs As the above mention, the parent banks of the VID Public Bank, HOC are one of the big banks in Vietnam and Malaysia with over 50 year experience in banking industry The HOC should make use of this advantage to enhance its business BIDV is second largest banks in Vietnam for total asset and owned by the State BIDV’s function focused on developing main point of industry, construction, investment project of Vietnam under the support and instruction of the Government And BIDV is pointed a clue bank to co-finance 54 big projects with other commercial banks So the HOC should closely cooperate with its mother bank to increase the lending to SME segment Besides, BIDV is pointed by the State Bank to perform the projects of IFM, WB and some international organizations For a case of VRB (Vietnam Russia joint venture Bank between BIDV and VTB of Russia), the VRB has closely cooperated with BIDV to promote the lending activities And the BRV officially operated in Hanoi since 2006 and the bank soon captures the market share in Hanoi Further more, the Public Bank Berhad is listed in the top 500 banks in the world, make its trade mark more valuable to the counterpart in international banking market As such, the HOC should cooperate with its mother bank to expanse its relationship with other big banks around the world to supporting for trade finance activities And the Malaysian enterprises have been investing in Vietnam with big deals So the HOC can finance that projects with confirms from Public Bank Berhad with the Malaysia enterprises Especially, with deep experience in banking industry of the parent banks will help the HOC have a good management skill, higher banking technology and a better credit rating system, etc 6.4 Pushing marketing, after-sales service and CRM 6.4.1 Building CRM CRM system is recommended to utilize for the HOC in exploring the value of the existing customers The HOC will acquire the existing customers for their new demand of products and services then maximize the core value of customers Thus, some customers only transaction via current account without borrowing from the bank so that the HOC explore and urge them to use the other products and services And it will avoid the case of that the customers will apply the loan in other banks 6.4.2 Enhance marketing strategy Marketing activities in banking industry are utilized commonly and most of commercial banks set up a yearly marketing campaign Obviously, the HOC is suggested to build a marketing strategy as follows: (1) to increase the fixed loan products to SMEs, the HOC can focus marketing to the vehicle dealers, machine showrooms and distributors, constructing consultancy (2) Performing marketing activities to industrial zones, manufacturing central groups, trade villages, etc (3) Orientate marketing to the trade 55 finance customers via general customer office and trade performing associations; (4) telesales marketing is so useful today via the list of SMEs supported by SME association or planning and investment department; (5) door to door marketing is rather common with dynamic commercial bank; etc 6.4.3 Launch after-sale-service program In any industries, after-sales service plays a very significant role in sales process The HOC is suggested to set up after sales service to manage and develop the customers’ relationship And the sales team should be divided the list of existing customers under account manager In Vietnam there are many special days so that the salesman will set up the program to serve the customers Besides, the salesman should note the special days of the enterprises to site visit and find the demand or troubles to share and support with enterprises With close relationship with enterprise, the HOC will well understand the enterprise’s financial and business status to control the loan 56 CHAPTER VII: CONCLUSION 7.1 Summary of key research findings The current study mainly aimed to investigate the troubles that SME customers will face to borrow from the bank and the limitations of the HOC in lending to SME customers And its secondary aim was to investigate the relationship between SMEs and the bank via credit activities Further more, the decisive aim to find out some recommendations as solution of boosting the lending activities of the HOC The research was carried out in November and December, 2010 with some SME managers and the credit officer of the HOC During the research and the analysis of collected data, the researcher concluded the findings with outstanding limitations of lending from the HOC’s policies for SME clients From the research supported to point out some recommendations as solution for the HOC to boost its lending turnover to SME segment 7.2 Limitations During the process of research, the researcher found some basic limitations as lack of the internal data source of the HOC and some data sources are so poor and unreliable Time limit is one of the main reasons in soon completing the study and enough time to review And the topic is rather wide so that the study is not able to finish with the most effectiveness Some data from the bank and SME is difficult to collect and some data and information are not so real that made the researcher took a lot of time to cross check 7.3 Conclusion This current research was implemented to answer the question with relevant issues The writer leads the reader to the definition of SME, commercial banks and some other governor bodies and their function status And as the data collected and analyzed to show the limitations and disadvantage in lending to SME clients from the HOC The obstacles of internal and external policy prevent the HOC from boosting the loan to SME segment And the data collected from the interview, questionnaire and secondary data that were analyzed with useful information and data Further more, these data was conducted to apply for the study Some recommendations are used as solution for the HOC can use to better the products, services and credit policies Thanks to the data and information supporting from 57 the HOC, attending the interview by credit officer of the HOC and SME managers, the study is centralized to the issues concern During the study, the research shows that there are many limitations the HOC is facing in increasing the loan to SMEs These limitations will decrease the lending activities and the HOC is being competed by many other bank branches in Hanoi who have better marketing campaign, fee and price policies, smoothly credit process, etc 58 REFERENCES - Vu Trong (2010) Vietnamese government’s electronic newspaper [Internet] Available from: < http://baodientu.chinhphu.vn/Home/Tro-giup-lon-cho-doanhnghiep-nho-va-vua/20102/27264.vgp> [Accessed 17 July 2010]; - Kerr (C2002) “Customer relationship management” New York – McGraw Hill; - Doyle, P, (2000) Value – based marketing Chichester: Wiley - Phillip Kotler, translated by Vu Trong Hung (2003), Marketing management 3rd edition, pg 20 - Gerson, R F (1993) Measuring customer satisfaction, Menlo park, calif: crisp pub - Recommendation 2003/361/EC (2003) concerning the definition of micro, small and medium-sized enterprises European Commission [Internet] Available: http://ec.europa.eu/enterprise/policies/sme/facts-figures-analysis/smedefinition/index_en.htm [Accessed 20th December 2010] - Office of Small and Medium Enterprise Promotion (2003) SME definition [Internet] Available: http://eng.sme.go.th/SiteCollectionDocuments/SMEs %20Promotion%20Plan/SME-Master-Plan-2.pdf [Accessed 20 December 2010] - Vietnamese government Public information (2010), Decree No 56 (2010), chapter – article Support and develop Small and Medium Enterprise, issued by Prime Minister of Vietnam; - Banking Magazine (2009) the statistic number of bank in Vietnam vol 23, p.89, - President Ho, (1951) Decree No 15/SL to establish the National Bank of Vietnam - The public notice (2010) About VID Public Bank, Available from: (http://vidpublicbank.com.vn/Info.aspx?id=1) [Accessed 20 June 2010]; - Phuoc Ha (2009), A half of SMEs is back by banks; 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Bank issued and punished in August 2009; - Asean enterprise forum (2010) Policy for subsidizing the SMEs Available from; (http://www.thanhlapdoanhnghiep.net.vn/chinh-sach-ho-tro-cho-khoi-doanhnghiep-vua-va-nho-doanh-nghiep-moi-thanh-lap) [Accessed 17 Oct 2010]; - Vietnamese Association of Small & medium enterprise (2008) The function and roll of SME Available from: (http://www.vinasme.com.vn/nd5/detail/trangnhat/ten-goi-ton-chi-muc-dich/715.027.html) [Accessed 21 Sept 2010]; - State Bank of Vietnam (2010) the quantity of commercial banks Available from: http://www.sbv.gov.vn/wps/portal [Accessed 22 Oct 2010]; - The annual report of VID Public Bank (2009) Outlook and orientation 2010, pg - Colin Robson (2003) Real world research, second edition, pg 238, - Prchovanec (2009), the Real Trouble with SME Lending in China Available from (http://chovanec.wordpress.com/2009/08/17/the-real-trouble-with-sme- lending-in-china/) [Accessed 10 Jan 2011] - Dan so (2010) Population and area of Hanoi Available from: (http://infomap.vn/tin-bai/bai-viet-ve-ha-noi/van-hoa-va-cuoc-song/dan-so-va-dientich-thanh-pho-ha-noi.html) [Accessed 13 Jan 2011] 60 - Top 500 banks (2010) http://topforeignstocks.com/wp/wp- content/uploads/2010/02/top-500-banking-brands-2010.pdf [Accessed 13 Jan 2011] - Anh Quan (2010) Commitment to subsidize ODA for Vietnam Available from: (http://vneconomy.vn/20101208022230141P0C10/cam-ket-oda-cho-viet-nam-ganbang-ky-luc-nam-ngoai.htm) [Accessed 24 Jan 2011] - Banking operations (2010), Statistic publisher 2006, pg55 61 APPENDIX Interview form: The interview with officer of Credit sales Department of the HOC I, Huy, am a student at Leeds Metropolitan University, doing my Master of Art in Finance and International Trade and doing my dissertation on “How to boost lending to Small and Medium Enterprises in VID Public Bank, Hanoi Operations Centre” As such, please help me to answer my questions below: Q1.How you think of the sales team is enough skilful to approach more new SME clients? A Actually, the sales team is not qualifies as expected and they are still passive in sales strategy and performance And we not have a training centre as other commercial banks Q2 As I know your bank has only branches and only one transaction point in Hanoi So you think the lack of network coverage will reduce the attractiveness to clients? A Correct, that is our strong concern We recognize the disadvantage and we are facing this trouble daily We lost a lot of SME customers due to the shortage of transaction point Q3 How is about the customer sales orientation in your bank? A Currently, our sales orientation has not well applied and we are operating spontaneously Hence, some time we not evaluate correctly the good or bad business industry for loan facility Q4 How you think when some of your SME managers said that your banking process is so prolix and complex? Uhm, that is our disadvantage to compare with commercial banks now Normally, the join venture or 100% foreign banks will request close and standard documents And the finance 62 of the company must be shown clear and healthy Or we are using CRR (credit risk rating) at high level to control the risk As such, this will effect the time and process of loan Q5 Have you ever compared your fee and price with other local banks in your area? A Currently, our fee and price are higher than other commercial banks But ours are cheaper than foreign banks as HSBC, ANZ or City Bank Q6 How you think the high price and fee lead your bank to be less competitive? A We give out the high fee and price to confirm that our services are good And our slogan is “Excellent is our commitment” Q7 Does your bank plan to use high technology in transacting as E-banking or SME banking? A Well, we are using both above services but only for function of checking balance Q8 What kind of collaterals does your bank accept for mortgage? A We are accepting of real - estate, new vehicle, fixed assets or FD Q9 How are about inventory, trade creditor values or clean? A That is so risky collaterals So we still don’t accept That is our disadvantage and low competitive Q10 How is about the marketing campaign to advertise your bank to the public? A We invested very few for ads And this is reason make clients often mistake our bank with VPB (Vietnam Prosperous Bank) or VIB (Vietnam Int’l Bank) And our existing marketing or add is face – to face actions Frankly, the marketing campaign in our bank is so poor Your answer is so useful to my dissertation Many thanks for your help and co-operation 63 APPENDIX Questionnaire form: Apply for Managers of Small & Medium Enterprises Who have relationship with VID Public Bank, Hanoi Operations Centre (the bank) I, Huy, am a student at Leeds Metropolitan University, doing my Master of Art in Finance and International Trade and my dissertation is on “How to boost lending to Small and Medium Enterprises in VID Public Bank, Hanoi Operations Centre” Would you please spend a few minutes to answer my questions below with my full appreciate: How you think of the bank’s network? A Spacious D No comment B Good C Excellent D Poor B Average C Enthusiastic D Smart B Advantage C Good D Dissatisfied How would you have any comment on fee or price? A Reasonable C Interesting How would you rate the credit product of the bank for SME? A Diversified B Rich How would you rate the satisfaction to the bank’s service? A Unsatisfied D Disadvantage How would you rate the quality of the bank’s service? A Fair C Advantage How would you rate the marketing and promotion program? A Poor B Scattered B Cheap C Expensive D Unclear How you assess the non-credit service of the bank? A Poor B Diversified C Attractive D Normal 64 What about the bank’s after - sales - service? A Good C Exhaustive D Normal How about the lending rate per collateral with current market value? A High 10 B Fair B Low C Normal D Competitive How you comment on source and interest rate stability? A Stable B Floating C Moderate D Match to market Truly I would like to show my deep thanks for your help and sharing I strongly believe this will help me so much for completing my dissertation 65 APPENDIX Question survey analyse: Apply for Managers of Small & Medium Enterprises Who have relationship with VID Public Bank, Hanoi Operations Centre (the bank) I, Huy, am a student at Leeds Metropolitan University, doing my Master of Art in Finance and International Trade and my dissertation is on “How to boost lending to Small and Medium Enterprises in VID Public Bank, Hanoi Operations Centre” Would you please spend a few minutes to answer my questions below with my full appreciate: How you think of the bank’s network? Spacious Scattered Advantage Disadvantage How would you rate the marketing and promotion program? Poor Rich Interesting No comment 45% 18% 12% 25% How would you rate the quality of the bank’s service? Fair Good Excellent Poor 5% 48% 15% 32% 35% 18% 5% 42% How would you rate the satisfaction to the bank’s service? Unsatisfied Average 45% 35% 66 Enthusiastic Smart How would you rate the credit product of the bank for SME? Diversified Advantage Good Dissatisfied 55% 5% 10% 30% What about the bank’s after - sales - service? Good Fair Exhaustive Normal 15% 15% 25% 45% How you assess the non-credit service of the bank? Poor Diversified Attractive Normal 15% 15% 25% 45% How would you have any comment on fee or price? Reasonable Cheap Expensive Unclear 13% 7% 20% 20% 15% 45% How about the lending rate per collateral with current market value? 67 High Low Normal Competitive 10 10% 48% 30% 12% How you comment on source and interest rate stability? Stable Floating Moderate Match to market 15% 58% 27% 0% 68 ... are small and divided into kind of business as follows: (2) Big chartered capital centralized in heavy industry as steel manufacturing, ship building, auto producing and installing, constructing... feature of VID Public Bank VID Public Bank, is a joint venture bank between Bank for Investment and Development of Vietnam (BIDV) and Public Bank Berhad, Malaysia in Vietnam under Banking license... services, including investment banking, and fund management (source from: public bank? ??s website) Remarkably, Public Bank is rated at 179 in top 500 banking brand 2010 (source from: top foreign stocks