BIDV’s solutions to expand supporting businesses customer base in thai nguyen

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - PHẠM THỊ KIM OANH BIDV’S SOLUTIONS TO EXPAND SUPPORTING BUSINESSES CUSTOMER BASE IN THAI NGUYEN GIẢI PHÁP PHÁT TRIỂN NỀN KHÁCH HÀNG DN NGÀNH CÔNG NGHIỆP HỖ TRỢ CỦA BIDV TRÊN ĐỊA BÀN TỈNH THÁI NGUYÊN LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2021 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - PHẠM THỊ KIM OANH BIDV’S SOLUTIONS TO EXPAND SUPPORTING BUSINESSES CUSTOMER BASE IN THAI NGUYEN GIẢI PHÁP PHÁT TRIỂN NỀN KHÁCH HÀNG DN NGÀNH CÔNG NGHIỆP HỖ TRỢ CỦA BIDV TRÊN ĐỊA BÀN TỈNH THÁI NGUYÊN Chuyên ngành: Quản trị kinh doanh Mã số: 8340101.01 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS.TS NGUYỄN NGỌC THẮNG HÀ NỘI - 2021 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………………………… TABLE OF CONTENTS LIST OF ACRONYMS i LIST OF TABLES ii LIST OF CHARTS & FIGURES iii INTRODUCTION PART I: OVERVIEW OF THE SUPPORTING INDUSTRY AND THE SI CUSTOMER BASE AT BANKS 1.1 Problems within the supporting industry 1.1.1 The definition of supporting industry 1.1.2 Characateristics of the supporting industry 1.1.3 The role of support 1.1.4 Classification of supporting industries 1.2 Criteria for evaluating the development of supporting industries 1.2.1 Number of supporting enterprises 1.2.2 Size of SI enterprises 1.2.3 Technology level of SI enterprises 1.2.4 Ability to link and participate in global supply chains 1.3 Criteria for assessing the customer base in the supporting industries of banks 10 1.3.1 Number of supporting enterprises 10 1.3.2 Outstanding credit & credit portfolio structure 10 1.3.3 Raising capital 11 1.3.4 Service 11 1.3.5 Indicators reflecting profitability 11 PART II: THE DEVELOPMENT OF SUPPORTING INDUSTRY IN THAI NGUYEN PROVINCE 13 2.1 Overview of the socio-economic of Thai Nguyen province 13 2.2 Comparative advantage in the development of supporting industries in Thai Nguyen province 14 2.2.1 Favourable conditions 14 2.2.2 Difficulties and challenges 17 2.3 Policies for supporting technology in Thai Nguyen province 18 2.4 Status of the industrial support development in Thai Nguyen province 19 2.5 Overall assessment of industrialization industries in Thai Nguyen province 20 2.5.1 Supporting industry of electrical - electronic equipment 20 2.5.2 Supporting industry for mechanical manufacturing (metallurgy) 24 2.5.3 Supporting industry for textile and garment industry 27 2.5.4 Industry supporting automotive manufacturing and assembling industries 30 2.6 Development prospect of supporting industry in Thai Nguyen province in the next stage 31 PART III: THE ATTEMPTS TO EXPAND SI CUSTOMER BASE OF BIDV’S THAI NGUYEN BRANCHES 34 3.1 BIDV’s orientation and policies for supporting industry enterprises 34 3.2 The status of the development of BIDV's SI customer base in Thai Nguyen province 35 3.2.1 Number of supporting enterprises 35 3.2.2 About credit balance 35 3.2.3 Raising capital 41 3.2.4 Service 43 3.2.5 Net income 45 3.3 Evaluate customers about BIDV's products and services 46 3.3.1 Information about BIDV customers participating in the survey 46 3.3.2 Customer demand for banking products and services 48 3.3.3 Customer reviews about BIDV's products and services 50 3.4 General evaluation 52 3.4.1 Result 52 3.4.2 Limits 53 3.4.3 Existing causes 55 3.4.4 SWOT analysis 57 PART IV: SOLUTIONS TO DEVELOP A BETTER SI CUSTOMER BASE AT BIDV’S THAI NGUYEN BRANCHES 60 4.1 Solution 60 4.1.1 Total solutions 60 4.1.2 Some product-specific solutions for each customer 64 4.2 Some recommendations to HO 71 4.2.1 General orientation 71 4.2.2 Policy mechanisms and products and services 72 4.2.3 Organize training sessions on supporting industries in key industries 74 4.2.4 Building and encouraging branches to develop customer groups of SI 74 4.2.5 Support branches to work with local agencies, to reach customers 75 PART V: IMPLEMENTATION OF THE GIVEN SOLUTIONS AT BIDV THAI NGUYEN 76 CONCLUSION 86 LIST OF REFERENCES 87 LIST OF ACRONYMS Abbreviation BIDV Explanation Joint Stock Commercial Bank for Investment and Development of Vietnam SI Supporting industry SMEs Small and medium business FDI Foreign Direct Investment Board of Administrative Council Directors HO Head Office Industrial Park Industrial area Business Business Customers Customer FDI Business Foreign corporate customers Customer KHDNL Large enterprise customers KHDNNN Foreign corporate customers i LIST OF TABLES Table 2.1: Number of FDI enterprises in industrial zones in Thai Nguyen province 14 Table 2.2: Electronic SI value chain 20 Table 3.1: Scale of credit outstanding customer in different supporting industries in Thai Nguyen province as of 31/12/2017 30/06/201 38 Table 3.2: Structure of loan balance by size for BIDV's supporting companies in Thai Nguyen province 40 Table 3.3: Mobilizing capital from BIDV supporting industries in Thai Nguyen province 42 Table 3.4: Net income of BIDV's supporting companies in Thai Nguyen province 45 ii LIST OF CHARTS & FIGURES Figure 3.1: Proportion of outstanding credit by industry and sector to BIDV's supporting institutions in Thai Nguyen 37 Figure 3.2: Structure of outstanding loans for BIDV's supporting industries in Thai Nguyen province by term 39 Figure 3.3: Structure of outstanding loans by credit quality for BIDV's supporting companies in Thai Nguyen Province 41 Figure 3.4: Structure of capital mobilized from BIDV's supporting enterprises in Thai Nguyen 43 Figure 3.5: Income from BIDV's services in the period 2015-2017 44 Figure 3.6: Net income proportion for BIDV's supporting companies in Thai Nguyen province 46 Figure 3.7: Survey results on business plans of SI enterprises in Thai Nguyen province 47 Figure 3.8: Results of survey of loan demand of SI enterprises in Thai Nguyen 47 Figure 3.9: Results of survey on customer needs of SI customers in Thai Nguyen province for banking products and services 49 Figure 3.10: Survey results on factors SI companies are interested in when using banking products and services 50 Figure 3.11: Quality assessment, banking products and services of SI customers in Thai Nguyen province participating in the survey 51 Figure 3.12: Results of survey and assessment of customers of SI companies about BIDV's image, brand and employees 52 iii INTRODUCTION The necessity of research Thai Nguyen province has a lot of advantages in industrial development and is one of the most attractive places for foreign investment Throughout the years, the province had a lot of specific solutions to encourage supporting industry Along with the government’s Supporting Industry (SI) development policies, Thai Nguyen also developed policies to encourage the market’s development, formation of infrastructure and land use: Decision 1313/ QĐ-UBND states; Decision 2558/QĐ-UBND…Striving towards 2020’s goal, Thai Nguyen’s supporting industry value will reach 193.140 billion VND, average growth rate will reach more than 23.7%, taking up 26.1% of the total value of manufacturing industry of the whole province According to statistics, Thai Nguyen has around 209 supporting businesses with branches like manufacturing electronic parts, metal products, steel pipes, machinery parts, garment and textiles, high technology…To satisfy the growth of the mainstream industries and global intergration trend, SI businesses needs to constantly renovate their technology, invest in machinery, factories Stimulating the demands of using the banking service of this sector is very big and nessacery Realizing that need, the headoffice (HO) has directed BIDV’s brances in Thai Nguyen to approach and introduce banking products to these customers However, until recent times, the customer base at the branch is still limited: the number of customers is low, outstanding loan scale, funding, service, profit from customers are still small and not compatible with the area’s potential and advantages Therefore, the research of “BIDV’s solutions to expand supporting businesses customer base in Thai Nguyen” aims to information management services, collection services, salary payment to maximize benefits benefit the bank; - Continue to extend and issue preferential credit packages for customers of supporting industries so that branches can compete and attract customers - Coordinate with affiliates to promote research and improvement of existing products and develop new products in the direction of increasing the technology content in each product to catch up with the current digital banking trend (issuing products package for customers' benefits, products for each supply chain, financial consulting services / business plan consulting / market consulting / legal advice for SMEs / FDI; simplifying procedures and procedures; speeding up the implementation of Ebanking, Mobile Banking of corporate customers) - Review and adjust policies on fee prices, especially the policy of FTP to buy and sell capital and exchange rates in the direction of really preferential, breakthrough to dominate market share and compensate for the policy of collateral and the relatively tight credit rating of BIDV at present In particular, the FTP mechanism should give priority to financial resources through a competitive FTP mechanism compared to banks VCB, Vietinbank exclusively for large customer segments, creating orientation, motivation, and competitiveness for branches in customer development in the first stage, it is necessary to increase size and market share Once determined to dominate the market share, the product packages, motivational mechanisms and supporting tools must be really strong and competitive enough In fact, there are now many cases when rival banks successfully approach BIDV's customers and offer mechanisms and policies that BIDV really cannot follow Therefore, researching the policy mechanism to promulgate the program: "Increasing BIDV's service market share to 73 existing customers" is really necessary in maintaining the use of products and services target of VIP customers 4.2.3 Organize training sessions on supporting industries in key industries Organize training and communication sessions on the role and potential development of the supporting industry in the country's economy, which will analyze and evaluate forecasts for the development of prioritized key industries These training sessions will be organized by region, for Thai Nguyen region, it is possible to consider organizing training in Northern Mountainous based on assessment of development potential of supporting industry in this area Increase advanced training, consider issuing a standard training framework for customer managers Sales officers must be trained and know the trends of banking products and services, understand the features, mechanisms, and policies of each service product that is suitable for each customer, and their skills to declare information, data mining and analysis, customer calling/marketing skills, negotiation skills, Consider continuing to build a vertical organizational model, in accordance with the orientation of changing BIDV's organizational model to 2020: Develop and complete the model of management, administration, and business activities supervision of SMEs, FDI enterprises, from Head Office to branches 4.2.4 Building and encouraging branches to develop customer groups of SI In order to increase the tools and effectiveness of the vertical management of the Head Office, it is proposed to assign the business plan targets on the development of the SI segment of SI to branches Accordingly, opting 1-2 indicators relating to the SI customer segments for the management of customers criteria, to support the customer's business plan Headquarters: quotas KHDN SI , the scale target (residual active staff, late thinking), efficiency indicators (net income, net service income) 74 Develop mechanisms impetus so that the branches take initiative, become more active in the development of client supporting industries (mainly SMEs, FDI) through the mechanism of motivation based compensation encompasses the interests of customers row after setting up DPRR Monthly / quarterly, identify and pay staff promptly Communicate widely to all staff about the motivation mechanism 4.2.5 Support branches to work with local agencies, to reach customers Coordinate in organizing and participating in programs such as Investment Promotion Conference in Thai Nguyen Province, coordinating with the State Bank to organize the Bank - Business connection program in Thai Nguyen Through charity activities, fundraising programs to support the poor, or environmental protection programs, coordinate with branches to attend, support and contribute to support and respond to the development movement The local economy will not only promote BIDV's image, but will also have the opportunity to contact important departments, branches Create good relationships with local authorities to always be the leading unit in implementing policies to contribute to economic development in the province For large corporate customers, corporations, groups, and FDIs, they need regular coordination and interaction between The Department of Large Corperate Customers, the Department of Small and Medium Corporate Customers and the Department of Foreign Corperate Customers and its branches to support the branch in guiding and marketing products and services to meet the needs of industrial support businesses 75 PART V: IMPLEMENTATION OF THE GIVEN SOLUTIONS AT BIDV THAI NGUYEN Assignment Execution Implementation time No Work Content I Solutions to expand customer base Review the relationship status of Thai Nguyen Quarter each existing SI business customer Branch, Nam 1/2019 to assess the exploitation ability and Thai Nguyen take measures to increase cross- Branch actively selling, increase benefits from implemented customers Check the list of satellite customers Thai Nguyen Quarter (input, output) of existing customers Branch, Nam 1/2019 at BIDV (Tisco, TNG, An Khanh Thai Nguyen Thermal Power, ), and at the same Branch actively time ask these customers to introduce implemented with and create relationship to marketing support from The and providing products and services Business Banking for satellite industrial enterprises Committees Focus on enlisting customers who Thai are enterprises producing industrial Branch, Nguyen Information Nam collected support products according to the Thai Nguyen regularly provincial industrial development Branch actively orientation in the 2016-2025 period implemented with Adhere to development the policies economic support from The and Business Banking 76 No Work Content Assignment Execution Implementation time investment promotion policies of Committees the province in order to anticipate, approach and consider to provide products and services to customers Establish and develop relations with Thai the provincial Department Nguyen The branches of Branch, Nam that already Industry and Trade, the Provincial Thai Nguyen have stable Business Association, the provincial Branch actively relationships SME Association, the Thai Nguyen implement with need to Businesswomen Association, the support from The continue to Management Board of industrial Department of promote and zones and industrial clusters, the Coperate regularly provincial Customs Department maintain Customers relationships Establishing relationships with Thai Nguyen Quarter Korean, Japanese, and Taiwanese Branch, Nam 4/2018 Seek Business Associations, establishing Thai Nguyen to connect relationships with large FDI groups Branch actively and maintain such as Samsung and Masan to implemented with regular approach businesses that are support from The relationship suppliers to these corporations Department Coperate Customers 77 of development No Work Content Organize a Assignment Execution Implementation time bank-enterprise Department of In 2019 connection program (especially FDI Department of enterprises, SMEs) to access and Agriculture and facilitate SI enterprises, enterprises Rural to participate in the production Development linkage model of value chain, public coordinated, applications high technology in Department production, import-export Agriculture enterprises of and Rural Development coordinated BIDV branches serve big customers such as SamSung, Panasonic, Vietnam Airline, to coordinate to invite customers Coordinate with Head Office to Thai communicate channels, through Local Internet Branch, Newspapers, Thai Advertising Pano to introduce Branch supporting Industry Nguyen Regularly Nam Nguyen actively Enterprise implemented with sponsoring products that are being support from The 78 No Work Content deployed on BIDV system Assignment Execution Implementation time Department of Coperate Customers Develop specific customer care Thai Nguyen 2019 policies, for customers with close Branch, Nam relationships: Build groups of BIDV Thai Nguyen Business Club / BIDV SME Club Branch actively and incentive mechanisms for implemented with members support from The Department of Coperate Customers II Solutions for policy and products and services Develop and form a credit granting The mechanism exclusively for SI of Department 2019 Small and enterprises, including the conditions Medium for credit rating, collateral policy, Corperate loan level, loan term, interest policy Customers, productivity Department The of Foreign Corperate Customers, Credit Management Department other 79 and functional No Work Content Assignment Execution Implementation time departments Research and improve existing Departments of 2019 products and develop new products Corperate in the direction of increasing the Customers technology content in each product focal are points, to catch up with current digital related banking trends departments and branches coordinate Review and adjust fee policies, Departments of 2019 especially the breakthrough policy Corperate of FTP trading capital to dominate Customers market share and compensate for the focal are points, current policy of secured assets and related relatively tight credit rating of departments BIDV In particular, the FTP branches mechanism should give priority to coordinate financial resources through the FTP mechanism to have a competitive pricing policy compared to banks VCB, Vietinbank 80 and No Work Content Assignment Execution Implementation time Assign business planning targets for Departments the development customer of service the of 2019 SME Corperate segment to Customers are branches, and opting 1-2 indicators responsible for relating to the SI customer segments implementation for the management of customers criteria, to support the customer's business plan Headquarters Renew, issue preferential credit Departments packages supporting for customers industries so of 2019 of Corperate that Customers branches can compete and attract focal customers are points of implementation, other departments support + Signed a cooperation customers comprehensive Proposed by Thai 2019 agreement of TOP 10 with Nguyen Branch, major Nam customers at Thai Nguyen and Nam Nguyen Thai Branch, Thai Nguyen Branches (Samsung, supported by TNG, Thai Nguyen Iron and Steel Departments of Company, Quang Son Cement Corperate Company ); calculate and build a Customers specific policy mechanism applicable to large enterprises with 81 No Work Content many special incentives Assignment Execution Implementation time (high additional deposit interest rates; fee mechanism, loan interest rate, competitive exchange rate ) + Deploy the Revenue Plus service package for customers with a large network system to centrally manage revenue sources Coordinate with the Departments of Thai Nguyen 2019 Corperate Customers to develop a Branch, Nam number of specific new products Thai Nguyen and services: actively Branch + Factoring sponsorship product for implemented with Samsung supplier support from The + Supply chain product financing Departments for Samsung Vina of Corperate + Attract FDI customer accounts for Customers Samsung Building a reward mechanism for Thai developing new customers (adding Branch, new customer development Thai indicators in the set of evaluation Branch indicators) + Communication Nguyen 2019 Nam Nguyen actively implemented and Thai implementation of BIDV's existing Branch, 82 Nguyen 2019 Nam No Work Content SI corporate finance Assignment Execution Implementation time products, Thai Nguyen overdraft products, and financial Branch leasing to SMEs to ensure increased proactively competitiveness with rival banks implemented, + Make full use of credit packages Departments for SMEs (Short-term of credit Corperate package of 15,000 billion VND to Customers thank SMEs as VIP customers and coordinate develop relationships with SMEs that are new customers with potential growth; Short-term credit package of 31,000 VND billion for SMEs; VND 15,000 billion, a competitive short-term credit package for SMEs in 2018 ) 10 Implement specific policies, Thai Nguyen products and services exclusively Branch, for FDI customers: Thai + Competition program to attract Branch FDI customers' capital accounts Nam Nguyen actively implemented, + 10 billion VND exchange rate Departments support package Corperate + Preferential credit package: USD Customers 150 million credit package; Short- coordinate term credit package with 83 of No Work Content Assignment Execution Implementation time competitive interest rate of VND 2,000 billion to thank VVIP FDI customers in 2018 III Solutions to HR, Training Establishment of a team/ group / Proposed by Thai 2019 office for business customer service Nguyen Branch, specialized in service of foreign Nam Thai investment planning / FDI services Nguyen Branch at branches on the basis of proposals of BIDV branches in the area Organize training and Department communication sessions on the role Small of 2019 and and potential development of the Medium supporting industry These training Corperate sessions will be held regionally on Customers, the basis development of assessing potential of the Department the Large supporting industry in the locality of Corperate Customers along with local brances Strengthen training sales skills, Department customer care for scientific Small of 2019 and managers, consider and issue a Medium standard training framework for Corperate scientific managers Customers, Department 84 of No Work Content Assignment Execution Implementation time Large Corperate Customers, Staff Training School IV Other Solutions Opting 1-2 indicators relating to the The SI customer segments SME 2018 for the Corporate management of customers criteria, Customer to support the customer's business Department plan Headquarters coordinates with BIDV branches and relevant units Build a motivational mechanism for The SME 2018 customer development in supporting Corporate industries Monthly / quarterly, Customer identify and pay staff promptly Department Communicate widely to all staff coordinates with about the motivation mechanism BIDV branches and relevant units 85 CONCLUSION Supporting industries in Thai Nguyen province have been formed and developed The vision is to turn Thai Nguyen to industrial province toward modernization, the center of the Midlands and Northern Mountains of industrial development services, economic growth, sustainable tied to green growth and key products with high competitiveness, synchronous infrastructure system In particular, focusing on developing supporting industries for key industries in Thai Nguyen in the period up to 2025 with a vision to 2030 is an important measure that is decisive to ensure the development of industries in Thai Nguyen province industries, multi-fields but with sustainable and efficient growth, industrial structure shifted towards modernization and high technology to join global production and supply chains of world economic groups With the role of regulating capital in the market, being the pioneer to implement the economic policy of the province, BIDV in general and BIDV branches in the province need to implement business plans to support capital for the supporting enterprises, to promoting economic development and improving business efficiency, exploiting the strengths of the province The development of the SI customer base in Thai Nguyen is extremely urgent, however, this is a complicated issue, involving many subjects and departments at all levels Therefore, the research team hopes to receive suggestions from the leaders of BIDV Head Office and branches to complete the research on this issue 86 LIST OF REFERENCES Thai Nguyen Statistical Office, 2017 , Thai Nguyen Statistical Yearbook 2017 Thai Nguyen Statistical Office, 2017, Thai Nguyen Statistical Yearbook 2017 BIDV Research Center, 2017, Vietnam Statistical Yearbook Thai Nguyen province's supporting industry development plan up to 2025, with a vision to 2030 The Thai Nguyen Industrial Development Plan for the 2016 - 2025 period, with a vision to 2030, was approved by the People's Committee of Thai Nguyen Province in Decision 2510 dated September 28, 2016 87 ... solutions to expand supporting businesses customer base in Thai Nguyen? ?? aims to study reality and give solutions to improve the limited customer base in supporting industry in Thai Nguyen Research objectives... outstanding credit by industry and sector to BIDV's supporting institutions in Thai Nguyen 37 Figure 3.2: Structure of outstanding loans for BIDV's supporting industries in Thai Nguyen province... BIDV's SI customer base in Thai Nguyen province 3.2.1 Number of supporting enterprises Regarding the number of customers, the number of customers operating in key industries of BIDV increased