MỤC LỤC
Understanding deeply this theory, banks have been building the strategy for their own and they understand that organizing the strategic management will help organizations in general and banks in particular indentify objectives, orientations clearly and pave the appropriate ways and allocate resources effectively to ensure the achievement of established targets in the reasonable time. The main purpose of collecting data (from the previous scientific. studying materials, from observation and carrying out experiment) is to build the scientific theoretic foundation/ basic to prove assumptions or find the studying issues. There are 3 main methods of collecting data: a) Collect data from reference materials. b) Collect data by experimental ways (carry out experiments).
Maritime Bank provides saving deposit, lending product, package payment deposit, international payment, banking guarantee, domestic letter of credit, using cash authority, salary payment, collecting cash authority, etc for corporate customers. Maritime Bank provides other products for personal customers such as payment deposit, saving deposit, card products, foreign and domestic remittance service, express money transfer service (Money Gram), foreign exchange service, traveler’s cheque service.
Until Oct 2007, Maritime Bank performed vertical organization structure model and establish Personal Customer Department and Corporate Customer Department (Decision on establishment of Personal Customer Department at Headquarter. Since Oct 2007, Maritime Bank has focused on personal customer and reached the number 198,000 personal customer (included customer having current account and saving account) (customer data until Oct 15th, 2009) and credit loan surplus reached 2,400 trillion VND (processed data) in which bad debt accounts for 2% and total capital reached 32,853 thousand trillion VND (processed date until Oct 31st, 2009). This number is increasing in comparison to the same time in 2008, according to Personal customer data until Dec 31st, 2008).
Transaction confirmation Dep FI, Customer relations Dep Interbank supervision and liquidity division Corporate Banking Dep Capital investment managemnt Dep Civil capital mobilisation Dep Credit policy&colecteral management Dep Credit supervision and debt mangagemnt Dep. Re-assessment Dep Accounting Dep Setlement Center Service quanlity manangement Dep Administration Dep Liquidity&market RM Dep Credit&Invetment RM Dep Operation RM Dep Information Technology Dep Banking technology Dep Provision center Financial management Dep Planing management Dep Training Center Human resources Dep PR Dep Assistant team of BOM Legal team Development network DepReception team MSB Administration.
Aims to become one of the largest joint-stock banks in Vietnam, Maritime Bank always follow the principles that the Bank has committed. Maritime Bank is committed to contributing valuable cultural and economic for the communities and the development of whole society.
50% of managers agree that the most attractive market segment which is suitable with Maritime Bank’s experience and potential in the next few years is the segment of small and medium sized enterprises, in addition another 33% still wants to focus on the segment of huge corporation. However, the experience from big finance markets such as the U.S, the UK, German, emerging economies, some countries having similar economics characteristics to Vietnam, and Maritime Bank’s analysis/study as well show that interbank market always has the high potential risk which can affect to Maritime Bank’s strategy.
It is expected that Vietnam population will reach 100 million people in 2024, old people will account for 13% of population if Vietnam keeps the present population growth rate and the stable factors of economics and politics. + Government also implements a number of solutions which have never been appeared in recent years to loosen the monetary policy such as low interest, basis interest is 7%, reduce the legal reservation rate from to 10% to 5%, increase money supply, boost credit growth of banks (according to http://www.saga.vn/view.aspx?. High liquidity creates capital liquidity, appeals foreign capital and a part of investment capital from saving as well, recovers capital mobilizing capital activities gradually.
After being frozen for a year because of increasing building material, high cost of lending capital, frozen real estate, construction activities are boosted in both areas: big project and household construction.
The State Bank of Vietnam plays an important role in stabilizing macroeconomics, increasing diversity of payment method instead of cash and completing the controlling technology and modern business technology as well with the aims of people’s demand of convenience and diversity by suitable regulated policies. Nowadays, while others investment channels such as gold, stock, real estate are expect to rise price because of increasing gold price, stock increases price again, and the price of real estate for middle income reduces because of having many projects to build houses and departments for middle income people and sell directly to customers, many banks have adjusted the saving interest in VND. Capital mobilizing capital speed at the end of the year (according to both lunar and solar calendar) is expected to reduce because companies draw money to pay for materials and salary, which are the reasons for interest race between banks.
Recently, for example, many investors have rushed into buying gold while international gold price reduces and the different between the international price and price in Vietnam market is too high, the selling price reaches nearly 30 million/ounce (at 11.30 am, Nov 13th,2009 at Sai Gon Jewelry Company JSC).
To corporate customer, credit products, they want to be received the advice about financial solution to perform their projects, make an effective business plan, diffuse money quickly quick procedure, long-established relationship with the bank and strictly keep information confidential for customer. However, because of development of banks, Vietnamese know about credit card product, overdraft, domestic credit, etc which can be used for payment when travelling, shopping and transferring to a foreign country (accounts for 20% of total transaction). Vietnamese are afraid of using cards because of the quality of automatic teller machine (ATM), for example, run out of money, be locked inside the ATM, be got an electronic shock when using ATM in the rain weather (case of SeaBank’s ATM) or limited ATM network.
Banks have intention to invest more ATM, add more value for machine (such as you can save your money at ATM, transfer, pay fee through ATM (SeaBank, Vietcombank) although it take them much money to invest a ATM (about 20,000 USD/ATM plus with 500 million VND cash in each ATM (data provided by the Financial Department of Maritime Bank).
Many banks have a good customer care so that they can limit it, appeal to saving customer and make customer consider the benefit of different investment channels when reducing price. A system that has been selected by many banks, such as T24, can automatically schedule tasks, quickly recover customer’s requirements, make up to 1,000 transactions per second, manage up to 50 million customer accounts and support the transaction through the system for 24h/24h. The number of ATMs increased five times, from 800 machines in 2004 to 3820 machines at the beginning of 2007, the number of ATM cards issued has also risen respectively from 1.9 million to 6.2 million cards.
With the advent of a modern CoreBanking, customers only need a unique code in the bank to deal with many products at various transaction places that may be at the same system or not.
PhD Cao Sy Kiem, a member of Advisory Council of National Monetary Policy, judges Vietnam’s banking system still face inadequacy in credit policies, exchange rates, foreign exchange in both the shoes of State management and commercial banks’ practices. Nguyen Thi Mui, Vice Director of the Institute of Finance, the weaknesses of Vietnam’s banking system is shown in four aspects: low financial capacity and competitiveness, unsound capacity of management and technology, slowly-occurred reforms, and lack of transparency in the system. According to experts, raising the level of technology, transparency, publicity and designing roadmap for developing services are first solutions for the existence of Vietnamese banks in the context of fiercely competing with foreign banks.
Another important issue is to complete the legal system on banking and restructuring commercial banks towards reducing the quantity and increasing financial capability, the level of management and technology.
As of August 2008, the system of Vietnam’s credit institutions contains 5 state-owned commercial banks with a total of over 400 branches and 2 banks for social policies with hundreds of branches, 5 joint-venture banks, 36 joint-stock commercial banks, 44 foreign bank branches, 1 People's Central Credit Fund with more than 30 branches in over 25 provinces and cities, and 998 Central have branches, transaction offices, and "points" of banking services of existing banks have really set their "footprint" in small villages. Not only on operation networks, banks also compete with each other through huge investment in banking technology (most banks have upgraded or bought new core banking system, for example Habubank) to provide new products with many new features (savings allowing to withdraw the capital flexibly, etc) or to develop electronic banking services (paying phone, electricity and water bills through ATMs, transferring money from savings account to non-term account (current account), etc. Customers tend to choose state-owned banks: In an interview with the client group aged 35 to 55 years, with high income (income of the whole household is 200 million VND/ a month) carried by market research company CBI (USA) in April 2009, most customers choose products and services at banks such as Vietcombank, Agribank, Vietinbank, BIDV because they think these banks are safer and have a nation-wide operation network (Agribank presents in all provinces, cities, villages and communes throughout the country) and extensive ATM networks although the service quality of these banks is lower than other joint-stock commercial banks.
To create favorable conditions for the development of foreign banks and in accordance with regulation of World Trade Organization, the State Bank of Vietnam has lifted restrictions on the number of branches of foreign banks so they can open new transaction points as well as offer deposit mobilization and establish 100% foreign-invested banks (HSBC).
As you see in the follow chart gross loans of Maritime Bank are lower than average level, while lending money is one of the most important activities in banking industry. Relatively small branch footprint concentrated in areas of high economic wealth Customer acquisition largely driven by leveraging business banking/ shareholder relationships. • Market share or market segment: Maritime Bank has focused on large corporation, however with low chapter capital and small outlet, Maritime Bank just got a small segment.
• Banking industry has developed with high speed consequently demand of labor force of each bank higher and higher so ratio of quitting job and being absent without any reasons is increasing.