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DUONG VAN SY
ANALYZE AND PROPOSE SOLUTIONS TO EXPAND RETAIL ACTIVITIES IN
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MILITARY COMMERCIAL JOINT STOCK BANK
MASTER'S THESIS IN ENGINEERING: BUSINESS ADMINISTRATION
MINISTRY OF EDUCATION AND TRAINING
HANOI UNIVERSITY OF SCIENCE AND TECHNOLOGY
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DUONG VAN SY
ANALYZE AND PROPOSE SOLUTIONS TO EXPAND RETAIL ACTIVITIES IN
MILITARY COMMERCIAL JOINT STOCK BANK
MASTER'S THESIS IN ENGINEERING: BUSINESS ADMINISTRATION
SCIENTIFIC INSTRUCTOR:
DR. NGUYEN VAN LONG
Hanoi - 2013
MINISTRY OF EDUCATION AND TRAINING HANOI UNIVERSITY OF SCIENCE AND TECHNOLOGY
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DUONG VAN SY
ANALYZE AND PROPOSE SOLUTIONS
EXPANDING RETAIL ACTIVITIES AT MILITARY COMMERCIAL JOINT STOCK BANK
Major: Business Administration
MASTER OF SCIENCE THESIS
BUSINESS ADMINISTRATION
SCIENTIFIC INSTRUCTOR:
DR. NGUYEN VAN LONG
Hanoi – 2013
INDEX
Cover page 0
Pledge 8
List of symbols and abbreviations 9
List of diagrams 10
List of tables 11
INTRODUCTION 12
CHAPTER 1: THEORETICAL BASIS OF RETAIL ACTIVITIES AT BANKS
TRADE 17
1.1. OVERVIEW OF COMMERCIAL BANKS 17
1.1.1. Concept of Commercial Bank 17
1.1.2. The nature of commercial banks 18
1.1.3. Vietnam's commercial banking system 19
1.1.3.1. State Commercial Bank 19
1.1.3.2. Joint stock commercial banks: 19
1.1.3.3. Joint venture commercial bank 20
1.1.3.4. Foreign commercial bank branches 21
1.1.3.5. 100% foreign-owned banks 21
1.2. OVERVIEW OF RETAIL BANKING SERVICES 21
1.2.1. Concept of retail banking 21
1.2.2. Types of retail banking services 22
1.2.2.1. Traditional retail banking services 22
1.2.2.2. Modern retail banking services 23
1.2.2.3. Characteristics of retail banking services 27
1.2.3. The role of retail banking services 28
1.2.3.1. For the economy 29
1.2.3.2. For banking business activities 30
1.2.3.3. For customers 32
1.3. FACTORS AFFECTING RETAIL ACTIVITIES OF COMMERCIAL BANKS 32
1.3.1. Factors originating from the bank 32
1.3.1.1. Information technology infrastructure 32
1.3.1.2. Financial capacity 33
1.3.1.3. Effective human resource management and strategy capacity ... 33
1.3.1.4. Distribution channel 34
1.3.1.5. Customer policy 34
1.3.1.6. Products and services 36
1.3.1.7. Marketing Policy 36
1.3.2. Factors originating from the external environment 36
1.3.2.1. Legal basis 36
1.3.2.2. Level of international economic integration and competition within the industry 36
1.3.2.3. Economic growth and social environment 37
1.3.2.4. Political situation and social order and security 38
1.3.2.5. Customer needs 38
1.3.2.6. Government policies and state management agencies 39
1.3.2.7. Competitors 39
1.4. CRITERIA FOR EVALUATING THE DEVELOPMENT OF RETAIL ACTIVITIES
BANK 40
1.4.1. Group of quantitative indicators 40
1.4.1.1. The level of increase in sales and income for banks 40
1.4.1.2. Increase in number of customers and market share 40
1.4.1.3. Number of services 41
1.4.1.4. Proportion of retail banking service usage 42
1.4.1.5. Branch system and distribution channel 42
1.4.2. Group of qualitative indicators 42
1.4.2.1. Increase product utility 42
1.4.2.2. Level of customer satisfaction 43
1.4.2.3. Reputation and brand of the bank providing 44
1.5. LESSONS LEARNED FROM DEVELOPING RETAIL ACTIVITIES OF
BANKING IN SOME COUNTRIES 45
1.5.1. Experience of Bangkok Bank – Thailand 45
1.5.2. Standard Chartered Experience – Singapore 46
1.5.3. Citibank's Experience – Japan 47
1.5.4. Some studies on modern banking service provision in the US 47
1.5.5. Lessons learned for Vietnam 48
1.5.5.1. There must be a long-term strategy in developing NHBL services and flexibly applying the strategy in each specific case 49
1.5.5.2. Research and development of NHBL services must originate from needs.
customer request 49
1.5.5.3. Customer care policy is very important and has a great influence on retaining old customers and attracting new customers 49
1.5.5.4. Brand promotion and service advertising of NHBL 49
1.5.5.5. Strongly develop the network of transaction channels, expand the market of operations abroad 50
1.5.5.6. Staff training is especially important because it is the
The decisive factor for the success of the bank 50
1.5.5.7. Focus on developing NHBL services based on the comparative advantages of
I am 50
1.5.5.8. Providing services according to customer groups 50
1.5.5.9. Promote modernization and application of advances in science and technology
into exploiting the retail market 51
CHAPTER 1 CONCLUSION 52
CHAPTER 2: ANALYSIS AND ASSESSMENT OF THE CURRENT STATE OF RETAIL ACTIVITIES
AT MILITARY COMMERCIAL JOINT STOCK BANK VUNG TAU BRANCH 53
2.1. OVERVIEW OF MILITARY COMMERCIAL JOINT STOCK BANK 53
2.1.1. Brief introduction to Military Commercial Joint Stock Bank (MB) 53
2.1.2. Business characteristics of Military Commercial Joint Stock Bank (MB)... 57
2.1.3. Introduction to Military Commercial Joint Stock Bank - Vung Tau Branch 59
2.1.3.1. Organization and personnel work 60
2.1.3.2. Business performance results 63
2.2. CURRENT STATUS OF RETAIL ACTIVITIES AT MB VUNG TAU 64
2.2.1. Introduction to products and services for individual customers at MB 64
2.2.1.1. Card 64
2.2.1.2. Electronic banking 67
2.2.1.3. Service 68
2.2.1.4. Personal capital mobilization 69
2.2.1.5. Personal credit 70
2.2.2. Overview of retail activities at MB Vung Tau 71
2.2.2.1. Card Activities, Electronic Banking 72
2.2.2.2. Service activities: 73
2.2.2.3. Capital mobilization activities: 74
2.2.2.4. Personal credit activities: 76
2.2.2.5. Comments: 78
2.2.3. Evaluation of retail activities at MB Vung Tau 78
2.2.3.1. Achievements 78
2.2.3.2. Limitations 81
2.2.3.3. Causes of limitations 83
2.2.3.4. Potential for developing personal credit services at MB Vung Tau 90
2.2.3.5. SWOT analysis of the potential for NHBL development at MB Vung Tau 92
CONCLUSION OF CHAPTER 2. 95
CHAPTER 3: SOME SOLUTIONS TO EXPAND RETAIL ACTIVITIES AT MILITARY COMMERCIAL JOINT STOCK BANK, VUNG TAU BRANCH
3.1. BANKING INDUSTRY DEVELOPMENT ORIENTATION TO 2020 97
3.1.1. On the development perspective 97
3.1.2. Orientation for development of Vietnam's banking system to 2020 98
3.1.2.1. Restructuring the system of credit institutions towards diversity, sustainability and efficiency
competitiveness. 98
3.1.2.2. Improve the operating environment and financial infrastructure to support
safety, soundness and efficiency of credit institutions 99
3.1.2.3. Develop a safe, effective and capacity-building monitoring mechanism
bank management 100
3.1.2.4. Expanding the ability to provide banking products and services to the economy 100
3.2. DEVELOPMENT ORIENTATION OF MB. 101
3.2.1. General development orientation 101
3.2.2. Orientation for credit activity development 105
3.3. SOLUTION SYSTEM FOR DEVELOPING RETAIL BANKING SERVICES AT MB VUNG TAU 106
3.3.1. General solution group for the entire system 106
3.3.1.1. Solutions to improve competitiveness to meet integration needs
international economics 106
3.3.1.2. Solutions on management mechanism and policy for developing NHBL 114 services
3.3.1.3. Solutions to improve quality and develop NHBL 116 services
3.3.1.4. Diversify transaction forms and distribution channels of NHBL services . 118
3.3.1.5. Enhance tangible means to create credibility for customers 119
3.3.1.6. Implement customer policy well 120
3.3.1.7. Maintain customer satisfaction and enhance cooperation with customers 120
3.3.1.8. Promote marketing activities 121
3.3.1.9. Promote the development of retail banking services to overcome limitations
Focus on wholesale customers 122
3.3.1.10. Other solutions 124
3.3.2. Specific solutions for developing retail activities at MB 125