Increasing capital mobilization at joint stock commercial bank for investment and development of vietnam EAST hanoi brach

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - ĐỖ QUỲNH TRANG INCREASING CAPITAL MOBILIZATION AT JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM - EAST HANOI BRACH TĂNG CƯỜNG HUY ĐỘNG VỐN DÂN CƯ TẠI NGÂN HÀNG TMCP ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM - CHI NHÁNH ĐÔNG HÀ NỘI LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2020 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - ĐỖ QUỲNH TRANG INCREASING CAPITAL MOBILIZATION AT JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM - EAST HANOI BRACH TĂNG CƯỜNG HUY ĐỘNG VỐN DÂN CƯ TẠI NGÂN HÀNG TMCP ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM - CHI NHÁNH ĐÔNG HÀ NỘI 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 PHẠM THANH HÒA HÀ NỘI - 2020 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 Management, and the laws for above-mentioned declaration Date………………………… i TABLE OF CONTENTS DECLARATION i TABLE OF CONTENTS ii LIST OF TABLE v LIST OF FIGURES vi INTRODUCTION CHAPTER 1: OVERVIEW OF MOBILIZING RESIDENTS’ CAPITAL ACTIVITIES OF COMMERCIAL BANKS 1.1 Overview of commercial banks 1.1.1 Commercial Bank 1.1.2 Operations of commercial banks 1.2 Mobilized capital of commercial banks 13 1.2.1 Concept of mobilized capital 13 1.2.2 The role of mobilized capital 13 1.2.3 Forms of capital mobilization 14 1.2.4 Capital mobilization policy 16 1.3 Mobilizing capital from residents 18 1.3.1 Characteristics 18 1.3.2 Role 19 1.3.3 Mobilization forms 19 1.3.4 Assessing activities of mobilizing residential capital of commercial banks22 1.3.5 Factors affecting the mobilization of residential capital of commercial banks 25 CHAPTER 2: ACTUAL SITUATION OF MOBILIZING RESIDENTAL CAPITAL ACTIVITIESAT VIETNAM JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT – EASTERN HANOI BRANCH 30 2.1 Overview of Vietnam Joint Stock Commercial Bank for Investment and Development - Eastern Hanoi Branch 30 ii 2.1.1 Overview of Vietnam Joint Stock Commercial Bank for Investment and Development - Eastern HanoiBranch 30 2.1.2 Business operation situation 34 2.2 Actual situation of mobilizing residents’ capital activities at BIDV – the Eastern Hanoi branch 41 2.2.1 Scale of mobilized capital 41 2.2.2 Structure of residential capital mobilization 45 2.2.3 Capital mobilizing activities in terms of criteria 59 2.2.4 Analysis of factors affecting the results of residents’ capital mobilization 66 2.3 Assessing activities of mobilizing residential capital at BIDV – the Eastern Hanoi branch 72 2.3.1 Achievements 72 2.3.2 Limitations 74 2.3.3 Reasons 76 Chapter 3: SOLUTIONS RESIDENTS’CAPITALMOBILIZATION TO ACTIVITIESAT DEVELOP BIDV-THE EASTERN HANOI BRANCH 80 3.1 Future orientation of mobilizing residential capital activities at BIDV – the Eastern Hanoi branch 80 3.1.1 General orientation for the development of BIDV – the Eastern Hanoi branch 80 3.1.2 BIDV's capital mobilization strategy 81 3.1.3 Orientation for mobilizing residential capital at BIDV - Eastern Hanoi branch 83 3.2 Solution to strengthen residential capital mobilizationBIDV – the Eastern Hanoi branch 84 3.2.1 Diversify mobilization forms and mobilized products 85 3.2.2 Solutions for flexible and competitive banking services 87 3.2.3 Innovative organizational and management solutions 91 3.2.4 Human resource solutions 92 iii 3.2.5 Solutions to adapt to residential practices 93 3.2.6 Improve the quality of using mobilized capital 94 3.3 Bank’s recommendations 95 CONCLUSION 97 REFERENCES 99 APPENDIX 101 iv LIST OF TABLE Table 2.1 Business operation of BIDV - the Eastern Hanoi branch in 2015 – 2018 35 Table 2.2 Capital mobilized results in BIDV – The Eastern Hanoi branch In the period of 2015 – 2018 .38 Table 2.3 Other business of BIDV – the Eastern Hanoi branch 40 Table 2.4 Capital mobilized in scaleofBIDV – the Eastern Hanoi branch in 2015-2018 42 Table 2.5 Residents’ capital mobilized in scaleofBIDV – the Eastern Hanoi branch in 2015-2018 .42 Table 2.6 Capital mobilized in currency in 2015 – 2018 45 Table 2.7 Residents’ capital mobilized in terms of maturity in 2015-2018 47 Table2.10 Average interest rate of some state-own banks in Vietnam in 2018 55 Table 2.11 Residents’ capital in terms of promotion saving forms in 2016-2018 56 Table 2.12 Residents’ capital in terms of valuable paper issuing form in 2015-2018 58 Table 2.13 Residents’ capital mobilization ratio of BIDV – The Eastern Hanoi Branch in 2016 – 2018 period 60 Table 2.14 Interest rate and cost for residents’ capital mobilization .61 Table 2.15 Residentials capital in mobilizing and credit 62 Table 2.16: Revenue – Expenditure differences of BIDV – The Eastern Hanoi Branchin 2015-2018 period .63 Table 2.4 Capital mobilized in scale ofBIDV – the Eastern Hanoi branch in 20152018 63 Table 2.17: Customer evaluation for customer management staff 66 Table 2.18: Deposit mobilization productsof banks in Dong Anh area 67 Table 2.19: Customer assessmentsabout mobilized productsof BIDV – the Eastern Hanoi branch .68 Table 2.20: Customer assessments about interest rate policy and transaction procedure at BIDV – the Eastern Hanoi branch .69 Table 2.21: Customers’ assessment about Marketing policy of BIDV – the Eastern Hanoi branch .70 v LIST OF FIGURES Figure 2.1: Organization chart of Eastern Hanoi branch 32 Graph 2.1 Annual resident’s capital mobilized in 2015– 2018 .43 Graph 2.2 Capital mobilized in currency in 2015 – 2018 46 Graph 2.3 Annual residents’ capital mobilizes in 2015– 2018 .48 Graph 2.4 Annual residents’ capital mobilizes in terms of form in 2015– 2018 .50 Table 2.8 Residents’ capital in terms of mobilized forms in 2015-2018 52 Table 2.9 Capital mobilized in terms of currency 2016-2018 54 Graph 2.5 Annual residents’ capital mobilizes in terms of currency Incommon form (2016– 2018) 54 vi Thesis: “STRENGTHENING THERESIDENT’S CAPITAL MOBILIZATION AT JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM (BIDV) -EASTERN HANOI BRANCH”INTRODUCTION Thesis’s necessaryRationale Mobilizing capital is one of the main activities of commercial banks In recent years, along with the establishment of many domestic commercial banks as well as the appearance of foreign banks, capital mobilization has faced to a fierce competition Each commercial bank, based on its capabilities and conditions, has set up its measures and solutions to implement capital mobilization Joint Stock Commercial Bank for Investment and Development of Vietnam (BIDV) is one of the leading banks in commercial banking system of Vietnam Through 60 years of establishment and development, BIDV has affirmed its reputation in the market Bank for Investment and Development of Vietnam – the Eastern Hanoi Branch is one of branch in Hanoi accounting for a relatively large market share, especially in Dong Anh, Soc Son and suburban areas However, due to operation of many credit and financial institutions in the area, the competition has been getting fiercer Therefore, the mobilization of resident’s capital of the Branch has been faced with many difficulties which is negatively affecting to the Growth rate and market share of the Eastern Hanoi Branch.Therefore, it is necessary to have a scientific, comprehensive, specific and profound research to find effective solutions to ensure that the Branch can attract capital from the residents, maintain and develop its market share in the locality, ensure business efficiency and implement its business plan This is a very urgent issue which is, in one hand, meeting the practical reality requirements of commercial banks,and in other hands, meeting the current issue in business operation of commercial bank Because of the above reasons, the issue of "Strengthening the mobilization of residential capital at Joint Stock Commercial Bank for Investment and Development of Vietnam- Eastern Hanoi Branch" has been chosen as a topic of master's thesis specialized in Business Management Research objectives and tasks The bank promotes to customers the benefits of participating in the services that they provide to attract customers There must be special ways to raise their position compared to other banks in capital mobilization such as bonus savings, discount services for traditional customers, working with large customers at Customer's address In addition, the Bank also needs to keep good relationships with banks and other credit institutions as necessary when banks must mobilize capital passively Good customer policies, especially a part of creating strengths, would create a unique feature of BIDV – the Eastern Hanoi branch 3.2.2.4 Develop and expand trading network Branches should expand their trading network by establishing more savings funds and more transaction offices Currently, with only transaction offices in the area, BIDV – the Eastern Hanoi branch's operation is not strong, not meeting the necessary needs due to the large number of customers Sometimes, depositors and withdrawals wait a long time when they want to trade Many transaction offices are so crowded that they not fully servethe customers Therefore, BIDV – the Eastern Hanoi branch should open more transaction offices in densely populated areas and should open more trading hours outside office hours, such as from 17h to 20h, extra transaction time on holidays This will better serve customers who not have time to trade with the bank on weekdays and during office hours In addition, BIDV – the Eastern Hanoi branch can bring more mobile saving-forms to wards and communes, periodically once or twice per month/week BIDV – the Eastern Hanoi branch can also coordinate with local authorities to propagate and advertise, guide customers to set up deposit and payment procedures 3.2.2.5 Improve the quality of banking services Entering the 21st century, the competition among banks in Vietnam has been growing and competitors are more and more diverse In terms of customers, they come to the bank not only need a place to store value and make a profit They desire to be served a high quality of service Service quality is a combination of factors: - Professional; - Modern technology; 90 - Fast process; - Impressive trading scene; - Package products Recognizing the importance of service quality, BIDV – the Eastern Hanoi branch has constantly provided customers with more modern, higher quality, and international-standard banking services In addition to offering various types of services to meet the needs of customers, BIDV – the Eastern Hanoi branch must complete and well serve existing services Improve the quality of consulting services, apply "Home banking" services, telephone banking services, Internet services, automated distribution systems or non-people distribution systems At the heart of the area where many foreigners live, BIDV – the Eastern Hanoi branch should promote and promote money exchange services BIDV – the Eastern Hanoi branch can arrange staff with foreign language skills to enter this department Improving service quality is the best way to implement the BIDV – the Eastern Hanoi branch’s strategy "Development - Safety Efficiency" 3.2.3 Innovative organizational and management solutions In any agency, the organization is the most important Parts and departments in the body as parts of the body The problem is how to make components work together in a smooth, balanced, high-cost way BIDV – the Eastern Hanoi branch is a branch of a state-owned commercial bank Therefore, when changing the economic structure, it still carries something of subsidy The dynamics, adaptability to the conditions and factors in the market economy are not as high as that of jointstock commercial banks and foreign bank branches Due to state ownership, beside implementation of the functions of commercial banks and BIDV – the Eastern Hanoi branch must also perform other tasks as required by the State Bank of Vietnam This is one of the factors contributing to reducing the initiative for the branch BIDV – the Eastern Hanoi branch must clarify the professionalism of the bank staff In addition, the bank must strengthen inspection and control of all departments and divisions This activity should be maintained regularly and 91 continuously to ensure the safety of all banking activities Compare account balances with cards, closely monitor the mobilization of deposits with vouchers The issue of anti-corruption and anti-clique friendships must be carefully considered The leadership must consist of ethical people, high professional qualifications and executive management capabilities Admission and promotion of civil servants must be based on real talent Those who are promoted must go through qualification and experience tests and this inspection process must be public and fair In general, a modern bank in the future must have a compact, highly scientific apparatus BIDV – the Eastern Hanoi branch should take this criterion in organization, management and operation 3.2.4 Human resource solutions Human resource is considered as the most important factor in BIDV – the Eastern Hanoi branch's long-term development strategy to serve the management and scientific workforce in a scientific manner, meeting market demand Bank employees are trained in standards of professional qualifications and ethics in order to maintain and promote the reputation of BIDV's staff with the most professional qualifications compared to the whole industry People are the decisive factor for the success or failure of both banks in general and capital mobilization activities Therefore, employee training is the most important platform of the bank Therefore, in the coming years, BIDV – the Eastern Hanoi branch needs to continue to pay more attention to the training of employees, including: - Focus on training and retraining to improve professional qualifications, knowledge of products as well as professional ethics for employees - Encourage teams, groups and individuals to good customer service, achieve good business results - Organize contests to learn about banking operations, including situations and solutions in practice 92 - Provide bank employees with all banking products to enable cross-product introduction between departments and how to answer customer questions - Build a clear salary policy and job evaluation system, recognize employee achievements In the next year, the bank should promote young, qualified, dynamic and good moral officers to hold important positions The bank should review and reevaluate the staff capacity to arrange, arrange and promote exactly the capabilities and strengths of each officer Besides, the bank must have a clear reward and punishment regime For those employees who quit their jobs or who are complaining about their attitude of communication, fraudulent acts, etc., the bank must handle them strictly according to the regime: deduction of wages, warnings, discipline and demotion At the same time, for those employees who have good achievements in working, strictly abide by the rules with special contributions the bank should reasonably commend Emulation and reward regime must be implemented fairly for all employees If this is done well, it will create work motivation for employees to complete and exceed the annual business targets in the following years 3.2.5 Solutions to adapt to residential practices BIDV – the Eastern Hanoi branch should effectively exploit the needs of the population in the area On that basis, banks market and advise each customer according to different market segments in terms of outstanding features when customers trade Banks should approach customers by urban and rural areas Each region has different practices, it is possible to apply different forms to attract customers The bank should combine market segmentation with customer policies to better understand customer needs Market segmentation is an activity that identifies the common characteristics of a group of customers in the overall market These characteristics can be recognized through income, age, culture, special needs The purpose of market segmentation is to divide the overall market into smaller markets, localize the objects Different customers, requirements, preferences as well as characteristics when dealing with the Bank to facilitate decision making for 93 products and marketing modes more effectively Through market segments, banks identify potential customers Different objects have different flexible product application mechanisms: + Potential customers are those who have not deposited money at the Bank or are depositing money at other banks but when BIDV – the Eastern Hanoi branch market and relate, these are customers who bring high profits to the Bank served by strategic customer policy + Current customers are divided into categories: Customers who have a large deposit balance bring high profits to the Bank to enjoy important customer policies, be served quickly with the lowest prices and enjoy the most preferential services Customers have a medium deposit balance and are likely to continue to increase deposits for BIDV – the Eastern Hanoi branch to be served according to the preferential customer policy on deposit interest rates, reduced money transfer service fees Customers who have not used deposit products only stop at loan products This object can be considered as a potential customer The bank needs to facilitate customers in terms of interest rates and procedures so that they can remember the BIDV – the Eastern Hanoi branch and return to BIDV – the Eastern Hanoi branch when they have new demands 3.2.6 Improve the quality of using mobilized capital Deposit mobilization has a great impact on capital use efficiency In turn, using capital effectively will contribute to increase mobilized capital and increase profits Capital mobilization facilitates the use of capital and, at the same time, the use of capital determines the size and structure of mobilized capital Currently, the credit quality of BIDV – the Eastern Hanoi branchis rated highly Overdue debts over the years have decreased This is a great effort of BIDV – the Eastern Hanoi branchin its efforts to reduce overdue debt However, BIDV – the Eastern Hanoi branchmust also improve the quality of project appraisers BIDV – the Eastern Hanoi branchwill actively seek sources to lend, not passively wait for customers to come Loans must have secured 94 assets BIDV – the Eastern Hanoi branch have flexible interest rates depending on the term (short, medium, long term), depending on the currency and depending on the type of customer (old customers or large borrowers may have lower interest rates) Bank’s lending must be very important to safety criteria There is one problem: medium and long-term lending needs are greater than medium and longterm deposits In order to meet the bank, it is possible to take short-term funds to medium and long-term loans But that would be very dangerous because the conversion of the source term would impose liquidity risk and interest rate risk because it creates an interest rate gap (source of greater sensitivity than sensitive assets) Therefore, BIDV – the Eastern Hanoi branchmust determine the ratio of short-term funds that can be transferred to medium and long-term loans This has important implications for both bank safety and profitability Along with lending, debt collection must also be promoted It is necessary for banks to take measures to secure loans In addition to lending activities, the bank's mobilized capital is also used to invest, such as bond discount, leasing, guarantee These activities also bring prestige and profit to the bank When the bank has an idle amount of unused money, the bank should keep in the form of "liquid assets" such as deposits at state banks, treasury bills to both profit and ensure liquidity Activities of guarantee, leasing and foreign currency trading also bring a lot of profits for banks, opportunities and potentials for banks’ development 3.3 Bank’s recommendations One of the first requirements to ensure banking operations is a stable macro environment Commercial banks cannot mobilize many medium and long-term sources of capital because people have not trusted banks If the macro environment in which political, economic and cultural factors are stabilized, people will put their trust in the bank At that time, they will put their money and assets in the bank instead of buying gold or real estate The Government and the State Bank of Vietnam are responsible for managing the country so that the economic sectors operate in a smooth and effective manner The government and authorities must predict and protect the economy from major shocks At the same time, the 95 government set out the direction of economic development, fully prepare elements for the developed economy, create the ventilation, facilitate the mobilization of capital of commercial banks In order to enhance capital mobilization, it is necessary to have a synchronous development of all components, facilities in the economy and a stable macro environment Currently, we have the Law on Credit Institutions and the State Bank Law with many new regulations, many of which show progress in accordance with the situation, creating a favorable legal corridor for the operation of Credit institutions in the market economy However, with the requirements of innovation, promoting economic growth, implementing international integration programs, there are many provisions of the law that are no longer appropriate Circular 02/2013 / TT-NHNN dated January 21, 2013 effective from June 1, 2013 on debt classification and provision criteria are not close to reality In the context of economic difficulties, the criteria for classification of loans by qualitative and quantitative criteria not reflect the debt nature of enterprises Some businesses have good financial situation and production and business activities, rated "3A" qualitatively but have a slow turnover (due to delayed repayment by the partner or delayed payment budget) If the credit institution extends its principal or interest, immediately the enterprise is classified as a bad debt with a period of at least 1-3 months In fact, due to the socio-economic conditions of Vietnam, the tools on the money market and the open market operations are still limited and cannot meet the management and administration needs of monetary policy This practice raises the need to diversify trading instruments in the open market and money market operations so that the State Bank can be more flexible in using monetary policy management Associated with the mobilization of commercial banks, when rediscounting, the bank has only accepted short-term valuable papers Creating additional tools for the financial and monetary market, ensuring the role of the banking system to mobilize investment capital, to develop the economy and to ensure international economic integration is necessary 96 CONCLUSION The thesis"STRENGTHENING THE RESIDENT’S CAPITAL MOBILIZATION AT JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM (BIDV) - EASTERN HANOI BRANCH" has studied and solved the following issues: Firstly, the thesis summarized the theoretical basis for mobilizing residential capital at commercial banks On that basis, the topic has given practical policies, applied to the practice of BIDV – the Eastern Hanoi branch Secondly, the project has evaluated BIDV's operational efficiency in BIDV – the Eastern Hanoi branch in the period of 2015-2018 The data used are synthesized through the system of credit indicators and aggregated data about situation of mobilizing residential capital at banks In general, during the research period, the bank has fulfilled its planned targets and achieved some remarkable results in the context of economic recovery after the recession Thirdly, the topic has found major factors affecting the efficiency of residential capital mobilization at BIDV – the Eastern Hanoi branch: Interest rate policy, process, procedures and style of customer care line There are also factors including: Restrictions such as marketing policies have not caught up with stateowned commercial banks, less flexible in collecting money at the place of depositors So, BIDV – the Eastern Hanoi branch needs to have many policies to improve service quality to quickly develop products and become a leading multifunctional retail bank in the field of banking and finance The topic analyzed the capital mobilization situation of the bank based on the objective assessment of customers when using the service at the branch Since then, the dissertation has proposed some solutions for BIDV – the Eastern Hanoi branch At the same time, the thesis proposes recommendations to the state management agency on economy, with the state bank and BIDV Capital mobilization of the Bank is an important and challenging task of BIDV’s branch BIDV – the Eastern Hanoi branchneeds to be determined to comply 97 with the policies set out to develop, to deserve to be the leading state-owned commercial bank in the Vietnam banking system./ 98 REFERENCES Business reports of BIDV – the Eastern Hanoi branch in 2015, 2016, 2017, 2018 Balance sheet reports of BIDV – the Eastern Hanoi branch in 2015, 2016, 2017, 2018 Capital mobilization reports of BIDV – the Eastern Hanoi branch in 2015, 2016, 2017, 2018 Danish Banking Law (1930) Do Thi Hang, Pham Thi Huong Le (2012), "Discussing the issue of increasing equity capital of commercial banks today", Banking Magazine, (24) French Bank Law (1941)Nguyen Dang Don (2008), Credit and Banking, Publisher Statistics Law on Vietnamese Credit Institutions (2004), Chapter III Luong Thi Quynh Nga (2011), Improving the efficiency of mobilizing deposits at Vietnam Export Import Commercial Joint Stock Bank, Master Thesis of Ho Chi Minh City University of Economics Nguyen Dang Don (2008), Credit and banking, Statistical Publishing House 10 Nguyen Minh Kieu (2009), Commercial bank transactions, Statistical Publishing House, p.17 11 Nguyen Thi Mui (2008), Business Banking Curriculum, Finance Publishing House 12 Nguyen Thi Huong (2012), Some solutions to improve capital mobilization efficiency at Lang Son Joint Stock Commercial Bank for Industry and Trade, Thesis Master, Ho Chi Minh City University of Economics 13 Nguyen Thi Thu Hang (2010), "Reconciliation and capital raising issues of Vietnam Joint Stock Commercial Banks", Banking Magazine, (22) 14 Nguyen Van Tien (2009), Finance - Monetary Curriculum for Banks, Statistical Publishing House 15 Table of deposit interest rate in terms of mobilization form - Accounting department of BIDV – the Eastern Hanoi branch 99 100 APPENDIX SURVEY ON CUSTOMER’S EVALUATION ABOUT EFFECTIVENESS OF MOBILIZING RESIDENTAL’S CAPITAL AT BIDV – THE EASTERN BRANCH Formatted: Heading 1, Left, Indent: First lin 0", Space Before: pt, After: pt, Line spacing: single, Tab stops: Not at 1.28" Formatted: Centered, Space Before: pt, After: pt, Line spacing: 1.5 lines Formatted: Font: 13 pt, Bold The Joint Stock Commercial Bank for Investment and Development (BIDV) – The Eastern Hanoi branch would like to thank our customers for your trust and choice to use our services In order to improve service quality and better meet the customer below for the most appropriate option We promise that the information provided by you will be kept confidential and will only be used for research purposes to better serve you I.Personal information You are Individual Sex: customer 2.Age: Career: Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt 1.Male 2.Female Under 18 From 18 to 35 From 36 to 45 From 46 to 60 Administrative Corporate Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Left, Line spacing: 1.5 lines, Numbered + Level: + Numbering Style: 1, 3, … + Start at: + Alignment: Left + Aligned at: 0.11" + Indent at: 0.36" Formatted: Font: Times New Roman, 13 pt Over 60 Army Student II.Customer’s response for the services of BIDV – The Eastern Hanoi Branch Formatted: Font: Times New Roman, 13 pt, Condensed by 0.05 pt Formatted: Font: Times New Roman Formatted: Font: Times New Roman, 13 pt Have you ever use the services ofBIDV– The Eastern Hanoi Branch? Retirement Others ( ) Formatted: Font: Times New Roman, 13 pt Name of products or services used Yes Not yet Savings ATM service Payment account 4.Borrowing Other Formatted: Font: Times New Roman, 13 pt Business office Excellent Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Good3 Satisfactory 4.Poor5 Very poor Good3 Satisfactory Amenities and service’s quality Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Means, equipment, ATM machine Excellent Formatted: Font: Times New Roman, 13 pt 4.Poor5 Very poor Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Excellent Good3 Satisfactory 4.Poor5 Very poor Procedure Complex 2.Normal3 Simple Working hours Reasonable Unreasonable->Need to increase:1 Working hour2.Working day Waiting time to use service Very quick2 Quick3 Normal4.Low5 Very low 9.1Deposit interest rate in compared to other banks Too high2 High3 Normal4.Low5 Very low 9.2 Lending interest rate in compared to other banks 1.Too high2 High3 Normal4.Low5 Very low 9.3 Fee in compared to other banks Too high2 High3 Normal4.Low5 Very low 10 Staff’s behavior Good Medium 3.Not good 11 Promotion and advertisement Good Medium 3.Not good 12 Customer’s care service Good Medium 3.Not good 13 Customer’s satisfactory level for the services of BIDV – The Eastern Hanoi Branch Excellent2 Good3 Satisfactory 4.Poor5 Very poor 14 Comments (ifyes)for BIDV – The Eastern Hanoi Branch 1.Demand on new products and service(in detail) 2.Products or services which need to be improved (in detail) Response of Customers who used to use the service of the bank: ………………… ………………………………………………………………………………………… …………… Other (in Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted Table Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman, 13 pt detail) If possible, kindly lets us know your personal information Full name: Contact: Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman Formatted: Font: Times New Roman Formatted: Font: Times New Roman, 13 pt Formatted: Font: Times New Roman Thank you very much! Formatted: Centered, Indent: Left: 0", First line: 0.39", Space Before: pt, After: pt, Line spacing: 1.5 lines, Tab stops: 0.69", Le + Not at 1.28" References 16 Business reports of BIDV – the Eastern Hanoi branch in 2015, 2016, 2017, 2018 17 Balance sheet reports of BIDV – the Eastern Hanoi branch in 2015, 2016, 2017, 2018 18 Capital mobilization reports of BIDV – the Eastern Hanoi branch in 2015, 2016, 2017, 2018 19 Danish Banking Law (1930) 20 Do Thi Hang, Pham Thi Huong Le (2012), "Discussing the issue of increasing equity capital of commercial banks today", Banking Magazine, (24) 21 French Bank Law (1941)Nguyen Dang Don (2008), Credit and Banking, Publisher Statistics 22 Law on Vietnamese Credit Institutions (2004), Chapter III 23 Luong Thi Quynh Nga (2011), Improving the efficiency of mobilizing deposits at Vietnam Export Import Commercial Joint Stock Bank, Master Thesis of Ho Chi Minh City University of Economics 24 Nguyen Dang Don (2008), Credit and banking, Statistical Publishing House Comment [Office9]: Danhmụctàiliệuthamkhả ắpxếptheotrậttựabc Nênnhớcầnthựchiệntríchdẫncáctàiliệuthamkhảot ođúngquyđịnh Formatted: Centered, Space Before: pt, After: pt, Line spacing: 1.5 lines, Tab stop Not at 1.28" 25 Nguyen Minh Kieu (2009), Commercial bank transactions, Statistical Publishing House, p.17 26 Nguyen Thi Mui (2008), Business Banking Curriculum, Finance Publishing House 27 Nguyen Thi Huong (2012), Some solutions to improve capital mobilization efficiency at Lang Son Joint Stock Commercial Bank for Industry and Trade, Thesis Master, Ho Chi Minh City University of Economics 28 Nguyen Thi Thu Hang (2010), "Reconciliation and capital raising issues of Vietnam Joint Stock Commercial Banks", Banking Magazine, (22) 29 Nguyen Van Tien (2009), Finance - Monetary Curriculum for Banks, Statistical Publishing House 30 Table of deposit interest rate in terms of mobilization form - Accounting department of BIDV – the Eastern Hanoi branch ... Commercial Bank for Investment and Development of Vietnam (since 2012) Joint Stock Commercial Bank for Investment and Development of Vietnam Eastern HanoiBranch is a branch of Vietnam Joint Stock Commercial. .. name of Bank for Construction of Vietnam, then renamed Bank for Investment and Construction of Vietnam (1981 - 1990), Bank for Investment and Development of Vietnam (1990 2012), and Joint Stock Commercial. .. Overview of Vietnam Joint Stock Commercial Bank for Investment and Development - Eastern Hanoi Branch 30 ii 2.1.1 Overview of Vietnam Joint Stock Commercial Bank for Investment and Development