In recent years, the competition of the banking system has become increasingly fierce. Not only competition among banks but also within the bank itself, among branches in the province to promote and develop banking services, including capital mobilization. Capital is an extremely important input to economic activities and is especially important for the banking system. In the trend of globalization and the 4.0 industrial revolution, it has shown more importance besides human, technology and natural resources inputs. As a developing country, Vietnams capital needs are immense for growth and development. The banking system is considered as the main bridge to mobilize capital and provide for the economy. Customers have more information and increasingly stringent requirements about the quality of services and benefits that the bank brings. Besides, the forms of investment are likely to bring higher profits such as real estate, securities, commercial business ... giving customers more choices.. Joint Stock Commercial Bank for Investment and Development of Vietnam is one of the largest banks in the Vietnamese banking system with a long history of operation and a strong brand. BIDV Hai Ba Trung Branch is located in one of the central districts of Hanoi, where the population is densely populated, businesses, development services and the population are quite high. In addition, in three consecutive years from 2017 to 2020, the branch will be recognized as one of the 30 key branches of BIDV and its orientation will continue to be one of the key branches of the system for the period 2020 2025. However, the capital mobilization scale of the branch is quite small compared to other branches in the area and tends to decrease, grow slowly and unstable in recent years, the customer base is not really stable and There are no target customers to exploit. In 2017, the capital mobilization scale of the branch was over VND 11,050 billion, 2018 was VND 12,200 billion and in 2019, the growth rate reached over VND 13,800 billion, however, the business plan was not completed. and the scale is low compared to
ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN THỊ HƢƠNG EXPAND CAPITAL MOBILIZATION ACTIVITIES AT VIET NAM JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF HAI BA TRUNG BRANCH MỞ RỘNG HOẠT ĐỘNG HUY ĐỘNG VỐN TẠI NGÂN HÀNG THƢƠNG MẠI CỔ PHẦN ĐẦU TƢ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH HAI BÀ TRƢNG LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2021 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN THỊ HƢƠNG EXPAND CAPITAL MOBILIZATION ACTIVITIES AT VIET NAM JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF HAI BA TRUNG BRANCH MỞ RỘNG HOẠT ĐỘNG HUY ĐỘNG VỐN TẠI NGÂN HÀNG THƢƠNG MẠI CỔ PHẦN ĐẦU TƢ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH HAI BÀ TRƢNG Chuyên ngành: Quản trị kinh doanh Mã số: 8340101.01 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƢỜI HƢỚNG DẪN KHOA HỌC: PGS.TS HỒNG ĐÌNH PHI 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 the laws for above-mentioned declaration Date………………………… ACKNOWLEDGEMENT To complete this dissertation, besides the efforts of myself, there is the enthusiastic help of teachers, the unit where the author works as well as the encouragement of family and friends throughout study and research time The author would like to express deep thanks to Associate Professor Associate Professor Dr Hoang Dinh Phi for helping the author during the course of study, orientation and writing The author would like to thank the working unit - BIDV Hai Ba Trung branch for creating the best conditions for the author to have the opportunity to work and learn from practical experience Finally, the author would like to thank family, friends, colleagues for their support and encouragement throughout the learning and research process to implement the project in a complete way Sincerely thank! Ha Noi, May 2020 NGUYỄN THỊ HƢƠNG CONTENT LIST OF TABLES, CHART, CHART, DRAWINGS i LIST OF FIGURE .ii FOREWORD CHAPTER RATIONALE FOR EXPANDING CAPITAL MOBILIZAION ACTIVITIES AT COMMERCIAL BANKS 1.1 Capital mobilization activities at commercial banks 1.1.1 Activities of commercial banks 1.1.2 Capital sources of commercial banks 1.1.3 Concept of capital mobilization activities and forms of capital mobilization at commercial banks 1.1.4 Differences between the capital mobilization of the branch and the capital transfer of the Head Office 13 1.2 Expanding capital mobilization activities at commercial banks 17 1.2.1 The concept of capital mobilization expansion and the need for capital mobilization expansion .17 1.2.2 Criteria for evaluating the deposit mobilization of commercial banks 19 1.2.3 Factors affecting the expansion of capital mobilization at commercial banks 22 1.3 Lesson learned on expanding capital mobilization at commercial banks 28 1.3.1 Experience in expanding capital mobilization at a number of banks and bank branches in the system 28 1.3.2 Lessons learned for Joint Stock Commercial Bank for Investment and Development of Vietnam - Hai Ba Trung branch .31 CHAPTER 34 CURRENT SITUATION OF CAPITAL MOBILIZATION AT VIETNAM BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM - BRANCH HAI BA TRUNG 34 2.1 Overview of Vietnam Investment and Development Joint Stock Commercial Bank - Hai Ba Trung Branch 34 2.1.1 Introduction of Vietnam Investment and Development Joint Stock Commercial Bank - Hai Ba Trung Branch 34 2.1.2 Business performance of Vietnam Investment and Development Joint Stock Commercial Bank - Hai Ba Trung branch 36 2.2 Situation of raising capital mobilization at Joint Stock Commercial Bank for Investment and Development of Vietnam - Hai Ba Trung branch 40 2.2.1 Capital types and products .40 2.2.2 Capital raising scale 42 2.2.3 Capital structure .45 2.2.4 Term of mobilized capital 49 2.2.5 The cost of capital 50 2.3 Evaluate the expansion of capital mobilization activities at Vietnam Investment and Development Joint Stock Commercial Bank - Hai Ba Trung Branch 51 2.3.1 Achievements and causes 51 2.3.2 Limitations need to be overcome .54 2.3.3 The cause of the restriction 57 CHAPTER 62 SOLUTIONS TO EXPAND CAPITAL ACTIVITIES 62 AT THE BANK FOR INVESTMENT AND DEVELOPMENT OF VIET NAM HAI BA TRUNG BRANCH 62 3.1 Business orientation of the branch in the period of 2020-2023 62 3.1.1 Assess the competitive situation and strengths of the branch: 62 3.1.2 General orientations for the period 2020-2023 64 3.2 Solution to expand capital mobilization activities at Vietnam Investment and Development Joint Stock Commercial Bank - Hai Ba Trung Branch 66 3.2.1 Identify proper general direction and develop specific capital raising strategies 66 3.2.2 Promote comprehensive and synchronous deployment of capital mobilization products as well as other services and products 68 3.2.3 Develop customer care policies, especially important customers 71 3.2.4 Research and carry out the shift from the traditional banking model depending on the branch network to the digital banking model 71 3.2.5 Strengthen training as well as focus on personnel policies at the branch 73 3.2.6 Renovating facilities, equipment as well as finding a new location for the transaction room 75 3.2.7 Strengthen media marketing, product and brand promotion 76 3.3 Proposals to the Bank for Investment and Development of Vietnam 78 CONCLUSION 82 LIST OF REFERENCES 85 LIST OF TABLES, CHART, CHART, DRAWINGS Table 2.1: Business operation targets .37 Table 2.2: Scale of mobilized capital 42 Table 2.3: Capital mobilization scale of branches 44 Table 2.3: Capital structure by customer type 45 Table 2.4: Structure of mobilized funds by currency 48 Table 2.5: Capital mobilized by term 49 Table 2.6 Table of interest difference between capital trading 51 i LIST OF FIGURE Figure 1.1: Illustration of old capital management mechanism 14 Figure 1.2: Illustration of centralized capital management mechanism 16 Chart 2.1: Organizational structure of BIDV, Hai Ba Trung branch 35 Figure 2.1: Mobilized capital scale 43 Figure 2.2: Capital mobilization scale of branches 44 Figure2.3: Proportion of deposits by customer groups .47 Figure 2.4: Capital mobilized by term 50 ii FOREWORD Rationale In recent years, the competition of the banking system has become increasingly fierce Not only competition among banks but also within the bank itself, among branches in the province to promote and develop banking services, including capital mobilization Capital is an extremely important input to economic activities and is especially important for the banking system In the trend of globalization and the 4.0 industrial revolution, it has shown more importance besides human, technology and natural resources inputs As a developing country, Vietnam's capital needs are immense for growth and development The banking system is considered as the main bridge to mobilize capital and provide for the economy Customers have more information and increasingly stringent requirements about the quality of services and benefits that the bank brings Besides, the forms of investment are likely to bring higher profits such as real estate, securities, commercial business giving customers more choices Joint Stock Commercial Bank for Investment and Development of Vietnam is one of the largest banks in the Vietnamese banking system with a long history of operation and a strong brand BIDV Hai Ba Trung Branch is located in one of the central districts of Hanoi, where the population is densely populated, businesses, development services and the population are quite high In addition, in three consecutive years from 2017 to 2020, the branch will be recognized as one of the 30 key branches of BIDV and its orientation will continue to be one of the key branches of the system for the period 2020 - 2025 However, the capital mobilization scale of the branch is quite small compared to other branches in the area and tends to decrease, grow slowly and unstable in recent years, the customer base is not really stable and There are no target customers to exploit In 2017, the capital mobilization scale of the branch was over VND 11,050 billion, 2018 was VND 12,200 billion and in 2019, the growth rate reached over VND 13,800 billion, however, the business plan was not completed and the scale is low compared to With the strong development of Industry 4.0, the trend of "paperless banking" will become popular and gradually reduce the role of branches Competition through the expansion of the network of bank branches will gradually cease, due to high operating costs, instead of modern banking technology Banks will have to redesign their branches to maximize customer experience Nowadays, in developed countries, branches deal with modern trading space, utilities, attractive attractive seats, large TV / tablet screens that help customers interact by themselves and experience of service without the help of traditional traders is becoming increasingly popular The establishment of these branches is mainly based on the automation technology, multidimensional connectivity and intelligence of Industry 4.0 Industry 4.0 is both a challenge and an opportunity for the banking industry in general as well as BIDV in Hai Ba Trung branch in particular, to avoid being 'lagged behind' the branch to focus on the following issues: Firstly, changing the business model, products and services, product distribution channels and preparing large financial resources to adapt to the trend of applying high technology in products, services, and digitizing activities Bank action In the context of the increasingly diverse and complex development of Industry 4.0, customers tend to move from direct interaction with banks to interaction via electronic devices, applications, applicants and digital platforms (platforms) remotely This requires the bank to make a shift in the business model, create consistency in the governance model, the action plan to convert to digital banking and the method of implementation on the basis of careful calculations resources (finance, human resources ) and potential risks during the transition Secondly, improving the capacity and quality of human resources: The quality of human resources is not only about banking professional qualifications but also knowledge and skills in operating and mastering advanced and modern technologies Therefore, the bank has a lot of difficulties in fostering and training cadres to master new technologies 72 Thirdly, accelerate the development and completion of a comprehensive financial strategy, which emphasizes the role of information technology application, encouraging the development of cooperation between banks and technology finance companies Fintech Promote the development of Fintech ecosystem, become part of the ecosystem in the modern banking and financial products and service supply chain 3.2.5 Strengthen training as well as focus on personnel policies at the branch The human factor has always been a particularly important factor, especially in service activities Therefore, the branch should pay more attention to personnel policy: Firstly, to revise the working manner of branch officials and employees in terms of time, attire, attitudes and working styles Each individual lacking sense of responsibility will greatly affect both the branch in particular and the BIDV brand in general The branch should disseminate and strictly apply the code of conduct on the style and transaction space of BIDV, accordingly, the 10 principles that each customer transaction officer should have are Friendly greetings; Neat clothes; Light and fast manners; Elite operations; Ready documents; Hear and say; Know how to prioritize; Regular instruction; Specialized manner; Do as committed The branch needs to build a wide and permanent business culture in each employee, such as the culture of discipline at Viettel, the spirit of teamwork and democracy at FPT or the passionate passion at Cathay One of The branches that were modeled for the whole BIDV system in terms of style and working spirit are Thanh Xuan branch - the branch is quite young but has achieved quite remarkable success When interacting with Thanh Xuan branch staff, customers and partners can see a youthful, dynamic environment, presenting up with pride, enthusiasm for work, passion and enthusiasm in each member It is one of the important things that make Thanh Xuan branch so successful that Hai Ba Trung branch needs to study At the transaction offices far from the branch office, the management's control will be closer Therefore, in addition to the periodic assessment, the branch should arrange additional suggestion boxes or websites, online forums to receive more comments and feedback from customers From there, each individual will raise 73 awareness and responsibility more and gradually build a corporate culture throughout the branch Secondly, in terms of training, branches should regularly organize training classes, improve the qualifications and skills of staff so that they can meet the job requirements In particular, each officer directly dealing, contacting customers should understand the process, professional deposit, forms, deposit products, interest rates corresponding to each term, the form of interest payment also like some knowledge about the market, competitors can give good advice to customers The branch can hire experts to train soft skills such as communication skills, persuasion skills, teamwork skills, problem solving skills, relationship building skills Each employee needs to increase contact and actively expand relationships with individuals and organizations so that they can make the most of relationships in capital raising activities as well as other activities Building good relationships will help the branch retain customers when there are fluctuations in the market or when interest rates differ significantly Besides, within the branch, it is necessary to organize self-training sessions, share experiences, improve teamwork, cooperation, support each other at work, especially direct parts work together Thirdly, focusing on recruitment and staff rotation Recruitment should be done seriously, in accordance with the process, priority should be given to experienced people with high professional qualifications Especially, in mobilizing capital, finding and developing customers, it is necessary to have flexible people, good skills and wide relationships The branch may prioritize recruiting staff who have worked at other banks, who are employees who work in different environments, agile, energetic and experienced, besides them There are also good relationships that can be maintained when moving to another place The rotation of cadres also needs to be done periodically, which will help everyone to grasp all of the most basic operations of the positions, to ensure the long-term personnel arrangement in accordance with professional capacity Each officer can maximize his ability 74 Fourthly, building a motive mechanism and clear rewards for employees: The branch should build a clear and specific motivation mechanism for collective individuals Especially in capital mobilization activities, it is necessary to set up a mechanism for calculating points of evaluation in the general business activities of each cadre and a mechanism to directly reward officials with good turnover in the period Each employee, should clearly define the goals and plans weekly, monthly and quarterly and closely monitor, determined to implement the set goals Periodically, each individual, each department will self-score, then the Board of Directors should organize the evaluation and review of completed and uncompleted targets, analyze the reasons and give solutions next decision The assessment must be truly objective, fair and improve the sense of criticism and self-criticism For individuals and collectives with good results, high capital mobilization turnover needs a worthy reward regime The financial incentives will be a great motivation for employees to try and accomplish their assigned targets, encouraging people to contribute not only efforts but also construction initiatives for both system The recording of business results should be done more thoroughly and clearly, avoiding scratching, which will lead to the current lack of fairness and motivation for employees 3.2.6 Renovating facilities, equipment as well as finding a new location for the transaction room One of the limitations that the branch needs to overcome is about location and transaction space Firstly, we need to find new places for transaction offices: Bach Mai Transaction Office, Tay Son Transaction Office and Tran Dai Nghia Transaction Office Currently, these transaction offices are quite obscure of customers' visions, have quite narrow trading spaces which are not sufficient to meet the needs of customers dealing in special occasions, rushing customers, no customers waiting, and no waiting places , limited parking location of customers, moreover, the offices of Tay Son, Le Thanh Nghi and Bach Mai are located quite close to each other Those things have limited the ability to attract customers of the branch, especially 75 large customers The branch needs to be more active to find new locations suitable for the above transaction offices around the branch's current area Secondly, the branch designed the standard transaction space for transaction offices Currently, the facilities of the transaction offices are quite old, lack of synchronization and brand identity Some rooms, such as the transaction offices of Bach Mai and Le Thanh Nghi, have maintained tables and chairs since the establishment, lack of aesthetics and lack of professionalism Branches need to design and renovate rooms according to the standards of the Branding Committee on: signs, ATMs, interest rates, tables, chairs, tables of regulations or quality standards Besides, branches It also needs periodic maintenance and replacement of working equipment, labor tools if damaged such as: computers, copiers, printers, scanners, digital transmitters, cash registers to speed up transaction, to avoid wasting time for customers and banks Currently the branch has transaction offices with a large number of customers, namely Bac Linh Dam Transaction Office and Lac Trung Transaction Office Branches should install a tablet system for customers to use while waiting and can be used to perform electronic banking transactions Lac Trung Transaction Office is the room with the largest deposit balance in the branch and has many important customers, especially customers of Group This is also one of the largest transaction offices in Hanoi, credit activities Domestic branches and international payment services are also the strongest in the branch With the available platforms, the branch should proceed to build Lac Trung Transaction Office into a financial supermarket with modern transaction space, High technology, showing the professionalism and class in customer service style, especially important customers 3.2.7 Strengthen media marketing, product and brand promotion The marketing must ensure promoting the image, brand to customers, providing information about products as well as utilities and services Many customers, especially corporate customers, often choose banks to transact via utilities, the speed and accuracy that payment services at counters and online payment services 76 bring Therefore, besides deposit products, branches need to promote the utilities of other products, especially payment services To enhance marketing effectively, branches need: Firstly, researching and analyzing competitors in the district as well as in Hanoi to develop marketing policies to attract customers At the same time, market research and customer segmentation by industry, income, deposit to have appropriate marketing policies towards different segments Secondly, build a professional marketing team, this team will be responsible for the focal point of all marketing activities of the branch: market research, receive product information directly from the head office, head term of promotion programs, gratitude to customers For new products organized by the head office, this team will be the focal point to receive from the Branding Department, Retailing Department, and Corporate Banking Department new program products and advertising marketing tools; disseminate to the rooms via the branch's internal dispatch network; appropriate redesign based on existing tools to ensure consistency across branches and across the system Thirdly, strengthening marketing policies especially in the days of establishing the industry, establishing BIDV Hai Ba Trung branch The anniversary of the branch itself, such as the date of establishment of the branch, the opening day of the transaction office should offer products or promotions, gifts bearing the branch's unique mark such as the program name, gifts with the name of Hai Ba Trung branch such as cups, raincoats, high-speed warmers Internal marketing should also be focused, each branch's staff is the user and understands the features and utilities of the product to be able to advise customers Fourthly, provide appropriate product promotion tools to ensure uniformity of brand identity of the whole branch: through mass media such as newspapers, websites, email, leaflets , inform customers via short clips introduced, other audiovisual publications make the most of the tools to introduce products and promote images to customers In addition, agree on the transaction style including 77 direct transactions, indirect answers via phone or email, forms, prints, customer guides should also be synchronized in all rooms Fifth, strengthen coordination with brands close to the people such as utility services; taxi companies in the area such as Mai Linh, Taxi Group, ABC Taxi, ; fashion brands such as Elise, Format, Vietien, Nha Be Garment, NEM 3.3 Proposals to the Bank for Investment and Development of Vietnam Firstly, give the right and proper direction and path for each development stage All activities of BIDV, Hai Ba Trung branch, are under the control and direction of the whole industry Therefore, HSC BIDV should set goals and policies suitable for all activities in general and capital mobilization in particular Relevant departments and agencies need statistics, information gathering, research, analysis of target customer groups, competitors, domestic and international socio-economic situation to make plans Properly planned and effective The 335 fund raising team needs to be more closely and positively to give specific and accurate ideas for the mobilization of branches, not only on interest rate but also on products outstanding of banks, other competitors The interest rate policy from time to time needs to be flexible, fast and suitable to the situation of the capital of the whole industry and the general situation of the economy At the same time, it is necessary to have a reward policy for branches, departments and individuals with outstanding achievements in capital mobilization turnover In addition, the Vocational Training School also needs courses to popularize the deposit legislation, in collaboration with the Retail Board, the Board of Business Planning, the Financial Institution Board to hold discussions to discuss about the career service as well as sharing inadequacies in the product that the branch actually meets to improve the product Proposing a policy of staff rotation among branches within a few good, typical officers so that the branches have the opportunity to learn, exchange experiences from each other Secondly, promote cooperation and links with other organizations BIDV needs to expand and promote cooperation, expand links with large enterprises, financial institutions at home and abroad such as transport firms, Grab, Be ; 78 supermarket chains such as Lotte, BigC, Metro, Vincom, Hapro ; international payment associations such as Master, Visa, JCB, American Express ; international money transfer such as Money gram, Western Union That helps BIDV to expand market share, increase service utilities, promote brand image, increase BIDV's reputation, and also help BIDV Learn a lot of valuable experience In addition, it is necessary to strengthen links with domestic and foreign banks to expand payment channels, ensuring accuracy, speed and convenience To that, BIDV needs to improve its position, expand and perfect the transaction network, improve management skills Thirdly, strengthen inspection and supervision of activities of the whole system BIDV needs to regularly monitor the activities of branches to detect errors and take timely measures, not to affect the whole system Periodically or irregularly, it is necessary to have inspection teams coming to branches to check directly In particular, violations such as using interest rates to compete internally, branches entice customers to each other cause damage to the whole industry, the points of not deploying products in accordance with the direction of headquarters or nuts payment of promotional gifts to expenses is not in accordance with the actual costs arising The head office needs to ensure the smooth operation of the whole system, healthy competing branches, work together and have mutual support to The ultimate goal is to make BIDV bigger and stronger Fourth, investment in technology development and modernization BIDV needs to regularly update and improve the technology system, in addition to being convenient, fast, and accurate to ensure the confidentiality of information and safety for users Technology ensures synchronization, meeting well the diverse needs and increasing demands of customers Besides, developing technology to serve the direct business activities of the departments such as executive, capital management, term, interest, risk management There are currently some disadvantages in mobilization activities cause a lot of difficulties for customers and banks need to propose to overcome as follows: security deposits with AFT order - automatic money transfer from TKTT to accumulated accounts, in case customers who want to finalize 79 should notify the bank to remove the order day in advance; With TKTT, the security accumulation account wants to make the payment required to be closed at the original branch where the account is opened, the reissuance of savings book or transfer of the book must go to the original branch due to technology that has not allowed (although in process to allow inter-branch implementation); the data reports on deposit customers are being manually filtered, the customer segmentation is also being done and managed manually by officials; the assignment of the recording code for the mobilization results is being recorded for the whole room, while individuals also perform manual monitoring That sets the headquarters requirement to invest more in technology development to quickly Overcoming these limitations Fifth, strengthen the promotion of image and brand The promotion of BIDV's image and brand needs to be further promoted BIDV needs to make the most of the mass media such as print newspaper, electronic newspaper, radio and television at the ATM, transaction points or programs and projects sponsored and invested by BIDV To introduce BIDV not only domestically but also regional countries, around the world The clips and publications of BIDV are evaluated as not really outstanding, not impressing customers, the BIDV brand board can refer to some advertising clips that leave an impression in the hearts of customers such as ACB , Lienvietpostbank, Vietcombank are highly appreciated by customers Sixth, further develop retail banking services BIDV needs to promote the development of retail banking services, especially payment services to support other activities Many customers choose banks because of the benefits of payment services BIDV needs to make a difference to compete through new products with many utilities, modern technology applications, and preeminent characteristics BIDV also needs to select some strategic products to focus on development such as card products, deposits, international payments, E banking Besides, it is necessary to diversify products to raise capital to meet needs of different customer groups, simplify the procedures for sending and 80 transferring, reporting loss and re-issuing savings books to reduce time and minimize costs for customers Synchronous development of retail banking services will create an advantage for BIDV in attracting customers, from which customers will increase the opening of payment accounts at BIDV along with which capital mobilizing products will be Customers are interested and combine use That helps BIDV maintain old customers and expand new customer groups 81 CONCLUSION - As one of the most important activities that banks focus on, capital mobilization has been and has been bringing mainly income to banks in addition to credit and payment activities The topic is synthesized by the author on the basis of theory and practical work at the branch, the knowledge and work experience, daily customer contact However, due to content limitations and research methods, the topic has limitations, there are issues that have not been mentioned in the writing process that can cause confusion for readers: - Arising inadequacies in the thesis that has not been fully studied: due to the limited time, the author can only analyze in years, the period of 2017 - 2019, with such a short period, to give us comments The trend is quite narrow - In order to expand capital mobilization activities, it is necessary to expand science and technology, so understanding the requirements, the overall evaluation of customers is one of the important factors for the branch to grasp the needs of customers in the area, the request was made to survey and synthesize the opinions of many customers, but due to the time limit the author chose to conduct in-depth interviews with customer transaction officers - who Direct and daily contact with customers, important customers - those who have a large deposit balance at the branch to better understand the wishes from customers and branch managers to develop solutions for chapter That method has some limitations as follows: With the selection of important customers, the coverage is not comprehensive row, not assess common ground with current customers, small and medium customers; The policies that the author offers can apply to important customers because of the small number, the balance between profit and cost, and for ordinary customers, the large amount and cost of deployment will Exceeding revenue sources, so it is not feasible Interviews with the Sales Director or the customer transaction officer are highly subjective views of a small number of individuals, which is a limitation of the topic 82 - Interest rates are the most important component of the cost of deposits and one of the factors to evaluate the efficiency of capital mobilization, but the author did not put interest rates into the research topic by The title of the topic is the issue of expanding capital mobilization at the branch, if bringing in interest rates, there will be conflicts between raising costs and reducing profits With solutions to enhance marketing, customer care policy on important occasions, more flexible interest rates will increase costs The topic has not studied in depth the issue of raising interest rates to attract customers and reducing interest rates to ensure profitability - The group of financial institutions is a large group of customers, to expand the scale of capital mobilization, if the branch can expand the group of financial institutions, it is very good However, the group of financial institutions depends heavily on the headquarters' regulations on how to manage, classify and record business results Moreover, the financial institution group influences too much on the total size of the total mobilized capital, so the author only gives a solution on the direction of reduction depending on the financial institution group so that the branch can create a customer base solid goods The thesis has identified and raised the factors affecting the capital mobilization activities, but the topic has not yet calculated the degree of impact of each factor on the capital mobilization activities Based on the research, analysis and limitations of the dissertation, the author offers the next research orientation of the dissertation research with a longer study period to clearly see the trends and broad scope of research more, conduct surveys on a larger, more diverse customer base and a greater number of questions; put interest rate factor into a component to evaluate the effectiveness of capital mobilization expansion Based on the basic theories, the author stated and analyzed the situation of capital mobilization at BIDV Hai Ba Trung branch, showing the achievements, limitations and causes In addition to the achievements, the capital mobilization 83 activities still have many limitations that need to be overcome, especially the expansion of the capital mobilization scale to match the position of the branch Since then, the author has proposed solutions to expand capital mobilization activities at the branch and recommendations to HSC BIDV The research results are expected to contribute a small part to the capital mobilization of the branch as well as the whole BIDV system Although many efforts have been made, the thesis cannot avoid limitations and shortcomings The author hopes to receive suggestions from teachers to improve the thesis in terms of theory and practice 84 LIST OF REFERENCES Vietnamese Vietnam Investment and Development Joint Stock Commercial Bank (2012), Regulation No 3255 / QD-QLRRTT on Regulation on Style and transaction space at BIDV on August 24, 2012 Vietnam Bank for Investment and Development (2017), Official Letter 7495 / CV-NHBL on the Implementation of BIDV Quality Service Standard on November 29, 2017 Vietnam Investment and Development Joint Stock Commercial Bank (2017, 2018, 2019), Summary report on business activities of BIDV, Hai Ba Trung branch in 2017, 2018, 2019 Joint Stock Commercial Bank for Investment and Development of Vietnam (2019) Regulations on the List of products to raise capital from residents on February 14, 2019 Vietnam Investment and Development Joint Stock Commercial Bank (2019), Regulations on capital mobilization through deposit taking operation on July 3, 2019 Bank for Investment and Development of Vietnam, BIDV Handbook of Internal Capital Management dated March 31, 2018 Joint Stock Commercial Bank for Investment and Development of Vietnam, Regulation 2671 / QD-NHBL on the Regulation on deposit taking operation dated May 9, 2017 Peter S Rose (2004), Commercial Banking Administration, Press, National Economics University, Hanoi Phan Thi Thu Ha (2015), Textbook of Commercial Banking, National Economics University Press, Hanoi 10 National Assembly of the Socialist Republic of Vietnam (2017), Law on Credit Institutions, Hanoi 85 11 National Assembly of the Socialist Republic of Vietnam (2012), Deposit Insurance Law dated June 18, 2012 12 The website: ACB: acb.com.vn Agribank:agribank.com.vn BIDV: bidv.com.vn Hanoi Statistical Office: thongkehanoi.gov.vn State Bank: sbv.gov.vn General Statistics Office: gso.gov.vn Vietcombank:vietcombank.com.vn Vietinbank:vietinbank.vn Khotrithucso.com English 13.Website: www en.oxforddictionaries.com/definition/ 86 ... DEVELOPMENT OF HAI BA TRUNG BRANCH MỞ RỘNG HOẠT ĐỘNG HUY ĐỘNG VỐN TẠI NGÂN HÀNG THƢƠNG MẠI CỔ PHẦN ĐẦU TƢ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH HAI BÀ TRƢNG Chuyên ngành: Quản trị kinh doanh Mã số: 8340101.01... TRỊ VÀ KINH DOANH - NGUYỄN THỊ HƢƠNG EXPAND CAPITAL MOBILIZATION ACTIVITIES AT VIET NAM JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF HAI BA TRUNG BRANCH MỞ RỘNG HOẠT ĐỘNG... Development of Vietnam - Hai Ba Trung branch .31 CHAPTER 34 CURRENT SITUATION OF CAPITAL MOBILIZATION AT VIETNAM BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM - BRANCH HAI BA TRUNG