Tăng cường huy động vốn tại ngân hàng thương mại cổ phần đầu tư và phát triển việt nam – chi nhánh sở giao dịch 1

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - PHẠM HỮU NAM ENHANCING CAPITAL MOBILIZATION AT JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM – TRANSACTION CENTER TĂNG CƯỜNG HUY ĐỘNG VỐN TẠI NGÂN HÀNG THƯƠNG MẠI CỔ PHẦN ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH SỞ GIAO DỊCH LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2019 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - PHẠM HỮU NAM ENHANCING CAPITAL MOBILIZATION AT JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM – TRANSACTION CENTER TĂNG CƯỜNG HUY ĐỘNG VỐN TẠI NGÂN HÀNG THƯƠNG MẠI CỔ PHẦN ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH SỞ GIAO DỊCH 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 ĐỨC HIẾU HÀ NỘI - 2019 DECLARATION I undertake that this thesis “Enhancing capital mobilization at Joint Stock Commercial Bank for Investment and Development of Vietnam Transaction Center 1” is my own independent research under the guidance of Assoc Prof Dr Pham Duc Hieu All data used in the thesis analysis has a clear, authentic and published source in accordance with regulations I will be responsible for my declaration Hanoi, day … month … 2018 Author Pham Huu Nam ACKNOWLEDGEMENTS I would like to express my gratitude to the Faculty of Bussiness Management –Vietnam National University, Hanoi, the Advanced Master’s Degree Program and the teachers who helped me to complete the program and my thesis In addition, I would like to send my thanks to the Board of Directors and all the colleagues of Joint Stock Commercial Bank for Investment and Development of Vietnam - Transaction Center for helping me access documents and actual data of the branch In particular, I also give special thanks to Assoc Prof Dr Pham Duc Hieu, who has read and edited the draft thesis and helped me understand the theoretical basis and analyze the actual capital mobilization and business conditions at the branch Without them, I could not complete my thesis I look forward to receiving feedback from teachers, friends and colleagues Thanks and Best regards! Yours sincerely, TABLE OF CONTENTS LIST OF ABBREVIATIONS I LIST OF TABLES II LIST OF FIGURES III INTRODUCTION .1 CHAPTER 1: BASIC THEORETICAL ISSUES OF CAPITAL MOBILIZATION OF COMMERCIAL BANKS 1.1 Activities of commercial banks 1.1.1 Concept and characteristics of commercial banks 1.1.2 Basic operation of commercial banks 1.2 Capital mobilization of commercial banks .9 1.2.1 Concept of capital mobilization of commercial banks 1.2.2 Capital mobilization forms of commercial banks 1.2.3 Criteria for evaluating capital mobilization of commercial banks 13 1.3 Factors affecting the capital mobilization of commercial banks 17 1.3.1 Subjective factors 17 1.3.2 Objective factors 21 CHAPTER 2: CURRENT STATUS OF CAPITAL MOBILIZATION AT BIDV- TRANSACTION CENTER 27 2.1 Overview of BIDV - Branch Office .27 2.1.1 Establishment and development history of BIDV- Transaction Center 27 2.1.2 Business results of BIDV- Transaction Center 28 2.2 Current status of residential capital mobilization at BIDV-Transaction Center 1: 32 2.2.1 Capital mobilization at BIDV-Transaction Center 32 2.2.2 Capital mobilization cost at BIDV- Transaction Center 41 2.2.3 Net income from internal capital mobilization 43 2.2.4 Forms of capital mobilization at BIDV- Transaction Center 44 2.3 Evaluation of the current status of capital mobilization at BIDVTransaction Center 49 2.3.1 Achievements 49 2.3.2 Limitations 52 2.3.3 Causes of limitations 54 CHAPTER 3: SOLUTIONS TO ENHANCE CAPITAL MOBILIZATION AT BIDV-TRANSACTION CENTER .61 3.1 Orientation for capital mobilization of BIDV- Transaction Center in the 2018-2020 period .61 3.1.1 Development orientation of BIDV –Transaction Center 61 3.1.2 Capital mobilization orientation of BIDV-Transaction Center 62 3.2 Solutions to enhance capital mobilization at BIDV-Transaction Center 63 3.2.1 Concentration on residential customers by diverisfying saving deposits 63 3.2.2 Quality improvement of human resources 64 3.2.3 Renovation and perfection of utilities for depositors and customer care .65 3.2.4 Application of the flexible interest rate regime and the promotion mechanism .66 3.2.5 Marketing and advertising promotion 67 3.2.6 Diversification of capital mobilization products 68 3.2.7 Expansion of the retail banking service network 69 3.3 Some recommendations 70 3.3.1 For BIDV .70 3.3.2 For the State Bank of Vietnam .71 CONCLUSION 75 REFERENCES 77 LIST OF ABBREVIATIONS ATM Automatic Teller Machine/ Automated Teller Machine BIDV Joint Stock Commercial Bank for Investment and Development of Vietnam SBV State Bank of Vietnam CM Commercial bank LC Letter of credit IO Economic Organization CI Credit institution JSC Joint Stock Commercial i LIST OF TABLES Table 2.1 Business results of Transaction Center in the 2015-2017 period 29 Table 2.2: Capital mobilization growth rate of Transaction Office .33 Table 2.3 Capital mobilization structure by object 34 Table 2.4: Capital mobilization scale of some branches in Hanoi City: 35 Table 2.5: Capital mobilization by currency .36 Table 2.6: Mobilized capital structure by maturity 39 Table 2.7: Capital mobilization interest rate (VND) at Transaction Center 42 Table 2.8: Capital mobilization cost of BIDV- Transaction Center in the 20152017 period 42 Table 2.9: Net income from internal capital mobilization of Transaction Center in the 2015-2017 period 43 Table 2.10: LIST OF DEPOSITS OF BIDV AND OTHER BANKS 45 ii LIST OF FIGURES Figure 2.1: Credit growth rate of BIDV – Transaction Center in the 2015-2017 period 31 Figure 2.2: Scale of capital mobilization of BIDV – Transaction Center in 20152017 period 32 Figure 2.3: Capital mobilization results by currency 37 iii INTRODUCTION Rationale Over the years, Vietnam has begun to implement international commitments in the banking sector through the signing of international trade agreements Accordingly, Vietnam will step by step open and liberalize its business in the banking sector, allowing foreign banks as well as domestic joint stock banks to operate in Vietnam According to a report of the State Bank of Vietnam, there are 47 branches of foreign banks, banks with 100% foreign capital, 53 representative offices and joint venture banks The presence of foreign banks with abundant financial capacity, diversified services is a big challenge for domestic banks Therefore, the competition among banks, especially in the field of capital mobilization is increasingly fierce because capital resources determines not only the scale of operation and competitiveness but also expansion or narrowness of credit activity and direct impact on the profitability of banks In addition, the Vietnamese economy is developing, people and economic organizations have had more diversified choices in investment of their idle money in the fields of securities, real estate, gold, foreign currency, etc However, the commercial bank system with the function of a financial intermediate between savings and investment, between the excess capital and the lack of capital is always a key capital mobilization channel for the economy Currently, BIDV - Transaction Center (BIDV - Transaction Center 1) as one of the leading branches in the BIDV system continues to affirm its position in the currency business, in which the capital mobilization to meet the credit needs is always highlighted and considered as one of the main activities Although the mobilized capital growth rate of Transaction Center continuously maintained at 10-13% over the past years, Transaction Center still has some limitations in the capital mobilization that is needed to be overcome to not lag social organizations Mobilize funds in all forms and across different channels - Shift the maturity structure of capital resources in line with the use of capital, attach the strategy of creating capital resources with the strategy of using capital in a uniform, synchronous and smooth manner to promote the capital use efficiency 3.2 Solutions to enhance capital mobilization at BIDV-Transaction Center 3.2.1 Concentration on residential customers by diverisfying saving deposits Transaction Center is still weak in attracting residential customers, so it is necessary to overcome this situation Vietnamese people have a habit of saving money, so diversification of savings deposits can be an effective solution, specifically: Implement new forms of savings such as installment savings, school savings and housing savings installment savings is the form of capital mobilization from stable income customers who wish to consume for the future by deposting a certain amount of money into the Bank within a agreed period of time on the monthly and quarterly basis School savings is a form of medium- and long-term savings for households with/without children who want to save money for their children’s education This form is similar to the form applied successfully by insurance companies, so the bank can also apply it because it is in line with the psychology and desire of Vietnamese people Housing savings will create conditions for customers who have a need to buy a house but have insufficient financial capacity With this form, customers will receive lower interest rate than savings interest rate but they will be lent money to buy a house when the savings amount reaches two thirds of the signed value 63 To effectively implement the above forms, Transaction Center needs to organize the control and analysis of conditions and situation of capital mobilization from time to time and regularly survey the residential customer market in order to take practical measures in order to increase the capital mobilization capability Survey the densely populated areas to open the savings mobilization points to enhance capital mobilization 3.2.2 Quality improvement of human resources For the training and retraining: Transaction Center must further enhance the training and retraining courses on new knowledge, practical experience for officers, especially staff sdirectly dealing with customers, new staffs It also must encourage staff to self- improve their qualifications, promote their creativity and initiative in their work For talented officers, it is required to have timely incentive mechanisms as well as partial or full sponsor of the training fees they join in order to improve the quality of work In parallel with the professional training process, Transaction Center constantly train staffs in soft skills such as: skills of dealing with customers, communication skills, information receiving and processing skills, how to find out the demand of customers, presentation skills for the products and services of the Bank In addition to the training of staff, another important task directly affecting the benefits of the staff is their salary and income At present, salaries of staff is paid on the basis of their position but not fully associated with their work performance Income from the completion of the indicators and the assigned business plan is unexpected bonuses only Therefore, Transaction Center should build a system to directly assess staff’s capacity and work performance, specifically, taking resident capital mobilization into account Specifically, it is necessary to make the monthly and quarterly plans on mobilizing residential capital for each staff on the monthly and quarterly basis to assess the completion level and pay salary based the completion level 64 In addition, it is necessary to strengthen the management apparatus, assign human resources tasks reasonably and select qualified people suitable for the position Organize the operating mechanism flexibly and effectively 3.2.3 Renovation and perfection of utilities for depositors and customer care Beside the above activities, Transaction Center should develop an effective customer care and access policy This tasks plays a decisive role in the success of the capital mobilization strategy, which has a long-term impact on its operation Beside traditional customer care, Transaction Center also need to effect the policies to attract and create trust of new customers To achieve this goal, Transaction Center firstly need to expand mobile fund services, deal with big customers at the designated locations such as the customer’s houses, money collection place to receive money at home, picking-up by car and security services for customers who deposits a large amount of money into the bank In addition, the bank can organize customer conferences to understand the aspirations and popularize banking policies and regulations to customers It is essential to assign officers to consult and answer questions of customers via phone: it is not true that every customer has time to go to the bank to find out the products and services provided before choosing a suitable product for themselves, so telephone counsultancy is a must Currently, the customer care telephone exchange of Transaction Center is in good operation, providing detailed information and answers to each customer's questions In addition, Transaction Center should improve the qualifications of capital mobilization staff to ensure that all staff are able to advise and help the customers thoroughly, making them satisfied with the products and services provided by the bank Therefore, it is necessary to recruit, arrange and train capital mobilization officers in professional qualifications, ethics and professional responsibility and enthusiasm and openness to customers 65 The bank should disclose important financial indicators through the mass media so that customers may have full understanding of the bank On the other hand, it is necessary to promote the relationship with the Party committees and the localities to maximize the support of the authorities The bank also needs reforming paperwork and procedures to attract depositors and reduce the amount of paperwork that needs to be dealt with meanwhile still ensuring compliance with bank accounting principles; modernized and computerize all business processes Previously, customers were afraid to deposit money to the bank because of complicated paperwork and service staff who are not dedicated At present, Transaction Center No.1 has been constantly innovating its activities, reorganizing its apparatus and accelerating the application of science and technology into its business process It is also required to step by step apply modern payment methods meanwhile continuing to improve traditional payment operations to meet the requirements of the economy On the other hand, paperwork in the transaction also needs to be paid more attention to reduce the work and time for customers Transaction documents mus be made in a scientific, easy-to- read, easy-to-understand way to ensure that customers can access and understand the transaction thoroughly 3.2.4 Application of the flexible interest rate regime and the promotion mechanism Interest rate is an important tool in mobilizing capital of banks, especially mobilizing capital from different classes, thus a flexible and competitive interest rate policy is very necessary However, if deposit interest rate rises, then the loand interest rate also increases, which will cause difficulties for enterprises in using loans and put pressure on credit operations Therefore, the bank needs to have the attractive interest rate policy to limit the increase in output interest rates and adjust the interest rate by maturity 66 In addition, the form of interest payments should be flexible In addition to application of the form of prepaid interest, deferred interest, monthly interest, quarterly interest, Transaction Center can apply the progressive interest rate on the deposited amount For the same term, the bank can change interest rates for large sums With such a sensitive interest rate policy, banks can attract a large amount of money In the coming years, when banking services are developed, the bank payment will be modernized and the bank will not pay interest on demand deposit accounts like foreign banks In contrast, for medium- and longterm deposits, the primary purpose of the depositors is to earn interest or accumulate for shopping purposes; thus, the bank can raise interest rates for this type of deposit to encourage people However, the increase must be moderate to ensure that the mobilized capital growth rate is higher than the increase in cost so as not to affect the business results However, it is a limited measure because an increase in deposit interest rate means higher input costs, directly affecting business results Therefore, it is necessary to monitor the market situation to estimate supply and demand; thereby determining a suitable interest rate for each time, each region, each financial economic situation and each interest rate policy of the State Bank The Transaction Center can also offer incentive and promotion mechanisms to eliminate the limitation of interest rates and attract deposits from customers as well as increase mobilized capital 3.2.5 Marketing and advertising promotion The expansion of the operations of Transaction Center through promotion, advertising, propaganda is a necessary job With the motto of “Every customer is a companion of the branch”, Transaction Center must draw attention to customers about their image so that they may compare and select and also see the benefits after dealing with TC1 Obviously, it is not true that everyone is aware of all the procedures and rules of deposit as well 67 as preferential policies that they are entitled to, especially for customers with low education or the first transaction at TC1 In the capital mobilization, the advertising should focus on a number of issues such as deposit interest rates, deposit forms, benefits of customers when depositing money The launch of new savings funds shows the issue of promissory notes with attractive interest rates in a short time doesn’t sometimes still supported by customers The reason is that they not know this information, except for those who regularly contact the branch Therefore, the advertising should be conducted on a number of mass media such as television, newspapers and the Internet Especially, the benefits of form of new capital mobilization should be propagated regularly An inexpensive but necessary form of advertising is to post posters at the head office or transaction office of the branch The full price list and public utilities will make the customer comfortable and clear about the depositing procedures Moreover, it will help customers find out attractive opportunities to deposit into the branch rather than other commercial banks 3.2.6 Diversification of capital mobilization products Diversification of capital mobilization products is to provide more and more options for customers to ensure the following factors: benefits and safety for customers, financial interests of the bank and identification of objects suitable for each type of product In addition to attractive interest rates, the bank must also ensure its customers’ safety and comfort and the harmony between the interests of customers and the interests of banks for sustainable development in the future In addition to the diversified savings deposits, Transaction Center also extended the capital mobilization form through the accounts of enterprises At present, there are a large number of enterprises operating in Hanoi 68 City Transaction Center needs to have reasonable solutions to attract this capital resource: It is also necessary for Transaction Center to have preferential policies and flexible promotional forms to encourage enterprises to open accounts and make payments via the bank To this task, Transaction Center needs some qualified and experienced staff, regularly contacting with enterprises to build trust of the business and encourage them to become the bank’s customers It is also required to directly give the enterprise advice on the type of services provided by the bank and the accompanying utilities to help them effectively carry out their business Transaction Center also needs to be aware of the activities of the target enterprises in order to capture their needs and then offer attractive service packages to them Next, TC1 must contact, consult and support enterprises to achieve efficiency and utilities in their business Application to special preferential policies to enterprises with longterm relationships such as preferential interest rates and sales promotion is also a good solution It is very important to build a lasting relationship with the enterprise A sustainable customer network will ensure the operation of the bank Transaction Center should introduce promotional policies and incentives to the long-term customers At the same time, the customer gratitude program should be held in a creative and flexible manner on the big holidays in the year 3.2.7 Expansion of the retail banking service network Transaction Center should develop its network to increase its presence, market share and access to individual customers and small and medium-sized enterprises, thereby enhancing its competitiveness, for example, by extending the network of transaction offices, ATMs, POSs, etc However, in order to expand the network, in addition to meeting the standards 69 and requirements of the competent authorities, Transaction Center also has to deal with personnel issues and executive management First of all, Transaction Center should install more ATMs and replace the old ones; quickly handle any technical as well as customer complaints related to payment cards; develop more convenient features of ATMs such as payment of electricity bills In addition, Transaction Center needs to improve the quality of services such as Internet Banking, Mobile Banking, co-branded card products, etc.; perfect and add types of services such as: customer consultancy The bank will provide customers with information about domestic and foreign markets, project formation, project analysis, legal consultancy, financial consultancy and maintenance services, entrustment It is also required for TC1 to promote the guarantee service, especially guarantee in the capital construction enhancement to create conditions for customers’ competitiveness Inspite of not directly relating to mobilized capital, these services make the customer more aware of the bank, meet the needs of the customer, thus keeping customers and attracting more potential customers The bank’s benefits are not only the attraction of deposits but also the relationships and future business opportunities once the customers know about and trust it 3.3 Some recommendations 3.3.1 For BIDV BIDV is the direct managing agency of Transaction Center 1, so in order to improve the TC1’s capital mobilization efficiency, BIDV should take the following specific methods: - Create favorable conditions for TC1 to be more proactive in business activities in the direction of enhancing the autonomy, clarifying responsibilities in line the size and characteristics of the bank, having the 70 organization mechanism and capital management or capital support mechanism for investment projects - Be early equipped with state-of-the-art technology, advanced application software such as SWIFT, WAN development - the foundation for banking information technology innovation - Develop a reasonable interest rate policy - interest rates have always been a strong influence on the bank’s capital mobilization, especially during the severe economic crisis The bank will apply a competitive interest rate in comparison with other banks to attract depositors not only in terms of profitability but also in the diversity of interest payment methods - Diversify the form of capital mobilization: The bank should always innovate and diversify the form of capital mobilization, create more suitable products for all customers Early allow depositing in a place and withdrawing money in many places; add ladder savings, promissory notes with rewards, etc among the traditional savings today to attract customers with more new diverse products with a lot of utilities Open campaigns for economic organizations and residents to open personal accounts at the bank, issue check and payment cards, create new advanced habits and limit cash use - Have a long-term training and retraining strategy for staffs and leaders of the units and transaction offices in the crowded residential areas to commensurate with their assigned tasks Early integrate with the regional and world banks 3.3.2 For the State Bank of Vietnam On the basis of recognizing the importance of the State Bank of Vietnam to the capital mobilization strategy of commercial banks, I would like to make the following recommendations: - Before the promulgation of a policy, study, explore, analyze and discuss in order to develop a policy consistent with the objectives of the 71 country and meet the needs as well as the desired part of commercial banks and customers Over the past years, the State Bank of Vietname actively adjusted and promulgated many banking policies to promote the development of the banking system in the country Facing the changes in the domestic and international economy, especially in the wake of the crisis and post-crisis recovery, the State Bank has made many policies to stabilize and sustain the development of the system However, many policies issued by the SBV, aside from advantages, have many inadequacies and controversies For example, the above mentioned ceiling interest rate policy made commercial banks difficult to mobilize capital The real interest rate is very low, so savings is no longer an attractive investment channel for customers They tend to hoard goods, foreign currency, gold or investment business in order to seek higher profits - Systematize the banking system, emphasize the responsibility of commercial banks - Supervise the quality, manage and establish the risk prevention mechanisms, ensuring the soundness of the banking system In addition, the SBV also needs to adjust and support more commercial banks to strengthen the banking system in Vietnam; for example, the State Bank of Vietnam introduced encouragement policies stipulating some transactions to be paid by bank transfer but not in cash, such as disbursement, house sales, etc Through these policies, commercial banks can mobilize more capital through the opening of multiple accounts or when customers make payments by bank transfer, the beneficiary does not have the need to use the money right away, they can deposit it to the bank, thereby increasing the capital resources for the bank Moreover, the State Bank of Vietnam needs to further propagate knowledge of open market operations to credit institutions, especially 72 commercial banks in order to encourage qualified commercial banks to participate in the open market, at the same time, use the open market instruments effectively to control supply and demand in lieu of compulsory reserve or discount rates If it is compulsory to use the discount rate tool, the SBV should adjust the appropriate discount rate so that commercial banks may be provided the most timely and effective capital support - The SBV needs to increase the deposit insurance and expand the deposit insurance coverage for the types of deposits denominated in foreign currencies In the unstable economic context, the insurance premium of 50 million dong for a customer is too low, it is required to set forth the higher insurance premiums to make customer feel safer and boost the mobilized capital growth Furthermore, Vietnam has been opening up to international integration for recent years, so the foreign currency flowing into the country plus the abundant amount of remittances from overseas labors every year is quite large, under the current regulations, the State only pays insurance for deposits in VND, which is a great barrier for commercial banks to mobilize capital in foreign currencies because customers feel insecure when depositing money At the same time, for people’s absolute confidence in the national financial system, thereby creating favorable conditions for commercial banks’ capital mobilization, the SBV should create a mechanism that allows the deposit insurance institutions to be independent of the deposit management body and institutionalized by the deposit insurance law to have a higher legal effect, in line with the revised SBV law and the amended law on credit institutions adopted by the National Assembly at its meeting in November, 2015 - The State Bank of Vietnam should restrain and eliminate the phenomenon of dollarization, build people and enterprises’ confidence in the local currency 73 - SBV should increase the autonomy of commercial banks The management of the SBV should only stop at the macro issues, the most general issues of orientation but not introduce too specific regulations and details related to specific issues of each bank because the operating conditions of commercial banks are not the same, if the specific regulations are applied to all banks, it will make it difficult for them to adapt to their specific business environment The macro management role of the State Bank of Vietname is necessary, but to a certain extent, the business autonomy right of commercial banks should be ensured to promote their creativity and flexibility and achieve the highest efficiency 74 CONCLUSION In the business of commercial banks, capital always play an important role It not only regulates the size and structure of profitable assets, affects the quality of assets but also determines the profits, the development and safety of the bank Therefore, the thesis with the theme “Enhancing capital mobilization at Joint Stock Commercial Bank for Investment and Development of Vietnam - Transaction Center 1” was conducted After the theoretical and practical study, the thesis has achieved some certain findings: First, the thesis has systematized, analyzed and assessed theoretical issues of capital mobilization of commercial banks, gave the factors that affect the capital mobilization of commercial banks From the facts, it can be seen taht capital mobilization plays an important role in the daily operation and development of commercial banks Secondly, the thesis has analyzed and evaluated the current status of capital mobilization at BIDV- Transaction Center The thesis has also presented the obtained results and limitations; thereby finding out the factors affecting the operations of Transaction Center Thirdly, on the basis of the theory and the practical survey, the thesis provided the synchronous solutions and recommendations to enhance capital mobilization at BIDV- Transaction Center To increase the feasibility of these solutions, some recommendations were given to BIDV, State Bank of Vietnam, the Government of Vietnam and other relevant agencies However, due to the complexity and volatility of the monetary market in banking business soperations, capital mobilization needs to be further researched in order to be effective In the framework of master’s thesis, it can not avoid the limitations and shortcomings, so the author is looking forward 75 to receiving the comments of teachers and interested people to improve this research theme 76 REFERENCES Le Van Tu (2005), Commercial Bank Operations, Financial Publishing House, Hanoi Nguyen Thi Mui (2006), Commercial Bank Administration, Finance Publishing House, Hanoi Phan Thi Thu Ha (2009), Commercial Bank Textbook, Transport Publishing House, Hanoi Nguyen Thi Kim Thanh (2010), The role of banking technology in banking development strategy in the 2011-2012 period, Banking Journal Duong Thi Thanh Hai (2014), Vietnam Commercial Banks: Improving capital mobilization efficiency, Finance Journal Law on Credit Institutions No 47/2010/QH12 Joint Stock Commercial Bank for Investment and Development of Vietnam - Transaction Center (2015), Income Statment (2015), Hanoi Joint Stock Commercial Bank for Investment and Development of Vietnam - Transaction Center (2016), Income Statment (2016), Hanoi Joint Stock Commercial Bank for Investment and Development of Vietnam - Transaction Center (2017), Income Statment (2017), Hanoi 10 Joint Stock Commercial Bank for Investment and Development of Vietnam (2017), Business Development Orientation in the 2018-2020 period, Hanoi 11 Joint Stock Commercial Bank for Investment and Development of Vietnam, Regulations on internal capital transfer pricing No 7038/QDALCO3 dated 31/12/2010 12 Joint Stock Commercial Bank for Investment and Development of Vietnam, Regulations on Internal Capital Management No 1630/QD-ALCO dated 15/04/2015 77 ... CENTER TĂNG CƯỜNG HUY ĐỘNG VỐN TẠI NGÂN HÀNG THƯƠNG MẠI CỔ PHẦN ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH SỞ GIAO DỊCH Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ... (%) 2.3 21 8.23 2.564 8.06 2.732 7.77 14 .3 71 50.96 15 .577 50.73 14 .984 42.62 11 .509 40. 81 12.654 41. 21 17.4 41 49. 61 28.2 01 100 30.705 10 0 35 .15 7 10 0 Demand deposit Below 12 months Over 12 months... 28.2 01 30.705 +8,88 35 .15 7 +14 ,50 Total outstanding loans 10 .230 10 .566 +3,28 12 .780 +20,95 Bad debt/total debts (%) 0 ,16 0,36 1, 17 11 , 41 13,55 13 .06 - Earnings before tax 728,69 739,77 +1, 52