CL2. Products/services
Bank X's assets are of good quality.
11.89 | 12,633 | .621 | .854 | |
CL3. Bank X's products/services are very valuable. trust | 11.76 | 12,083 | .676 | .841 |
CL4. Bank X provides provide great product/service features | 11.87 | 12,079 | .675 | .841 |
CL5. Bank services Product X is very effective. | 11.84 | 12,252 | .649 | .848 |
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Factors affecting customer loyalty to international payment services at Asia Commercial Joint Stock Bank - 12 -
Customer Loyalty Factor Scale Results Table 13: Customer Loyalty Factor Scale Results -
Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
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At that time, the Branch had to set aside a provision for credit risks, which reduced the Branch's income.
Chart 2.2. Pre-tax profit of BIDV Tien Giang in the period 2011-2015
Unit: Billion VND
140
120
100
80
60
40
20
0
63.3
80.34
89.29
110.08
131.99
2011 2012 2013 2014 2015
Profit before tax
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
However, through chart 2.2, it can be seen that BIDV Tien Giang's profit is still increasing continuously, and its operating efficiency is currently leaking. This is a contribution of non-credit services, and this service segment will be increasingly focused on growth by BIDV Tien Giang to ensure the highest profit safety because credit activities have many potential risks. At the same time, focusing on developing non-credit services is consistent with one of the contents of restructuring the financial activities of credit institutions in the project "Restructuring the system of credit institutions in the period 2011-2015" approved by the Prime Minister in Decision No. 254/QD-TTg dated March 1, 2012 [14]: "Gradually shifting the business model of commercial banks towards reducing dependence on credit activities and increasing income from non-credit services".
2.2. Current status of non-credit service development at BIDV Tien Giang.
2.2.1. BIDV Tien Giang has deployed the development of non-credit services in recent times.
Along with the development of the Head Office, BIDV Tien Giang's products and services are constantly improved and deployed in a diverse manner to ensure provision for many different customer groups in the area: individual customers, corporate customers, and financial institutions. Typical services are as follows: Payment services, treasury services, guarantee services, card services, trade finance, other services: Western Union, insurance commissions, consulting services, foreign exchange derivatives trading, e-banking services,...
2.2.1.1. Payment services:
In accordance with the Prime Minister's Project to promote non-cash payments in Vietnam [15], banks in Tien Giang province have continuously developed payment services to reduce customers' cash usage habits through card services and electronic banking services such as: salary payment through accounts, focusing on developing card acceptance points, developing multi-purpose cards, paying social insurance by transfer, paying bills through banks, etc.
Chart 2.3. Net income from payment services in the period 2011-2015
Unit: Million VND
6000
5000
4000
3000
2000
1000
0
3922 4065
4720 5084 5324
2011 2012 2013 2014 2015
Net income from payment services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Along with the technological development of the entire system, BIDV Tien Giang has a payment system with a fairly stable transaction processing speed, bringing many conveniences to customers. The results of observing chart 2.3 show that the income from payment services that the Branch has achieved has grown over the years but the speed is not high and the products are not outstanding compared to other banks. Domestic payment products such as: Online bill payment, electricity bills, water bills, insurance premiums, cable TV bills, telecommunications fees, airline tickets, etc. bring many conveniences to customers. Regarding international payment, this is an indispensable activity for foreign economic activities, BIDV Tien Giang is providing international payment methods for small enterprises producing agriculture, aquatic food and seafood that have credit relationships with banks in industrial parks in Tien Giang province such as: money transfer, collection, L/C payment.
2.2.1.2. Treasury services:
BIDV Tien Giang always focuses on ensuring treasury safety and currency security, always complies with legal regulations, and minimizes risks in operations such as: counting and collecting money from customers, receiving and delivering internal transactions, collecting from the State Bank (SBV) or other credit institutions, receiving ATM funds, bundling money, etc. BIDV Tien Giang's treasury service management department is always fully equipped with modern machinery and equipment such as: money transport vehicles, fire prevention tools, money counters, money detectors, magnifying glasses, etc. to ensure absolute safety in treasury operations, immediately identifying real and fake money and other risks that may affect people and assets of the bank and customers. In addition, implementing regulation 2480/QC dated October 28, 2008 between the State Bank of Tien Giang province and the Provincial Police on coordination in the fight against counterfeit money, in the 3-year review of implementation, BIDV Tien Giang discovered, seized and submitted to the State Bank of Tien Giang province 475 banknotes of various denominations and was commended by the Provincial Police and the State Bank of Tien Giang province [17].
Chart 2.4. Net income from treasury services in the period 2011-2015
Unit: Million VND
350
300
250
200
150
100
50
0
105 122
309 289 279
2011 2012 2013 2014 2015
Net income from treasury services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
However, as shown in Figure 2.4, income from treasury operations is not high and fluctuates. Specifically, in the period 2011-2013, net income increased and increased most sharply in 2013, then in the period 2013-2015, there was a downward trend. This fluctuation is due to the fact that fees collected from treasury services are often very low and can even be waived to attract customers to use other services.
2.2.1.3. Guarantee and trade finance services:
BIDV Tien Giang, thanks to the advantages of the province and the favorable location of the Branch, has continuously focused on developing income from guarantee services and trade finance.
Chart 2.5. Net income from guarantee and trade finance services in the period 2011-2015
Unit: Million VND
14000
12000
10000
8000
6000
4000
2000
0
5193 5695
2742 3420
8889
3992
11604 12206
5143 5312
2011 2012 2013 2014 2015
Net income from guarantee services Net income from Trade Finance
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Through chart 2.5, we can see that BIDV Tien Giang's income from guarantee services and trade finance has grown over the years. The reason is: Among BIDV Tien Giang's corporate customers, the construction industry is the industry with the highest proportion of customers after the trading industry, this is a group of customers with potential to develop guarantee services. The second group of customers is corporate customers in the fields of agricultural production, livestock and seafood processing with high import and export turnover in the area.
are the target of trade finance development. In addition, BIDV Tien Giang also focuses on continuously developing these customer groups to increase revenue for many other products and services in the future.
2.2.1.4. Card and POS services:
As a service that BIDV Tien Giang has recently developed strongly, it can be said that this is a very potential market and has the ability to develop even more strongly in the future. Card services with outstanding advantages such as fast payment time, wide payment range, quite safe, effective and suitable for the integration trend and the Project to promote non-cash payments in Vietnam. Cards have become a modern and popular payment tool. BIDV Tien Giang early identified that developing card services is to expand the market to people in society, create capital mobilized from card-opened accounts, contribute to diversifying banking activities, enhance the image of the bank, bring the BIDV Tien Giang brand to people as quickly and easily as possible. BIDV Tien Giang is currently providing card types such as: credit cards (BIDV MasterCard Platinum, BIDV Visa Gold Precious, BIDV Visa Manchester United, BIDV Visa Classic), international debit cards (BIDV Ready Card, BIDV Manu Debit Card), domestic debit cards (BIDV Harmony Card, BIDV eTrans Card, BIDV Moving Card, BIDV-Lingo Co-branded Card, BIDV-Co.opmart Co-branded Card). These cards can be paid via POS/EDC or on the ATM system. In addition, with debit cards, customers can not only withdraw money via ATMs but also perform utilities such as mobile top-up, online payment, money transfer,... through electronic banking services.
In order to attract customers with card services, BIDV Tien Giang has continuously increased the installation of ATMs. As of December 31, 2015, BIDV Tien Giang has 23 ATMs combined with 7 ATMs in the same system of BIDV My Tho, so the number of ATMs is quite large, especially in the center of My Tho City, but is not yet fully present in the districts. Basic services on ATMs such as withdrawing money, checking balances, printing short statements,... BIDV ATMs accept cards from banks in the system.
Banknetvn and Smartlink, cards branded by international card organizations Union Pay (CUP), VISA, MasterCard and cards of banks in the Asian Payment Network. From here, cardholders can make bill payments for themselves or others at ATMs, by simply entering the subscriber number or customer code, booking code that service providers notify and make bill payments.
Chart 2.6. Net income from card services in the period 2011-2015
Unit: Million VND
3500
3000
2500
2000
1500
1000
500
0
687
1023
1547
2267
3104
2011 2012 2013 2014 2015
Net income from card services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Through chart 2.6, it can be seen that BIDV Tien Giang's card service income is constantly growing because the Branch focuses on developing businesses operating in industrial parks, which are the source of customers for salary payment products, ATMs, BSMS. Specifically, there are companies such as Freeview, Quang Viet, Dai Thanh, which are businesses with a large number of card openings at the Branch, contributing to the increase in card service fees [25].
Table 2.6. Number of ATMs and POS machines in 2015 of some banks in Tien Giang area.
Unit: Machine
STT
Bank name
Number of ATMs
Cumulative number of ATM cards
POS machine
1
BIDV Tien Giang
23
97,095
22
2
BIDV My Tho
7
21,325
0
3
Agribank Tien Giang
29
115,743
77
4
Vietinbank Tien Giang
16
100,052
54
5
Dong A Tien Giang
26
97,536
11
6
Sacombank Tien Giang
24
88,513
27
7
Vietcombank Tien Giang
15
61,607
96
8
Vietinbank - Tay Tien Giang Branch
6
46,042
38
(Source: 2015 Banking Activity Data Report of the General and Internal Control Department of the Provincial State Bank [21])
Through table 2.6, the author finds that the number of ATMs of BIDV Tien Giang is not much, ranking fourth after Agribank Tien Giang, Dong A Tien Giang, Sacombank Tien Giang. The number of POS machines of BIDV Tien Giang is very small, only higher than Dong A Tien Giang and BIDV My Tho in the initial stages of merging the BIDV system. Besides, BIDV Tien Giang has a high number of cards increasing over the years (table 2.7) but the cumulative number of cards issued up to December 31, 2015 is still relatively low compared to Agribank, Vietcombank, Dong A (table 2.6).
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“Cronbach's Alpha Cost Factor Scale” -
Solutions for developing international payment activities at Techcombank, period 2007 - 2010 - 2

(Source: SPSS analysis results)
We see that Cronbach's Alpha total = 0.865 > 0.7; the variable-total correlation coefficients are all greater than 0.3. In which, no variable is removed to increase Cronbach's Alpha, we keep the original scale to put into exploratory factor analysis (EFA)
Table 4.4 Scale of factor “Brand loyalty”
Cronbach's Alpha 0.902
Medium scale if variable type | Variance scale if variable type | Total variable correlation | Cronbach's Alpha when removing variables | |
TT1. I am very loyal. with bank X | 9.97 | 10,252 | .898 | .833 |
TT2. I have always been interested in learning more about banking in practice. X | 10.09 | 10,310 | .762 | .880 |
TT3. I will also recommend bank X's services to others.
other
10.06 | 10,070 | .764 | .880 | |
TT4. In the future, I will use services from bank X more | 10.11 | 11,053 | .711 | .897 |
(Source: SPSS analysis results)
We see that Cronbach's Alpha total = 0.902 > 0.7; the variable-total correlation coefficients are all greater than 0.3. In which, no variable is removed to increase Cronbach's Alpha, we keep the original scale to put into exploratory factor analysis (EFA)
Table 4.5 Scale of the “Decision” factor
Cronbach's Alpha 0.778
Average scale if variable type | Scale variance if variable type | Total variable correlation | Cronbach's Alpha when eliminated variable | |
QD1. I prefer to use the products/services of bank X over those of other banks, even though the products/services of these banks are alike | 8.13 | 1,983 | .554 | .762 |
QD2. If another bank has the same features as bank X, I will still use the service there. bank X | 7.43 | 1,481 | .749 | .536 |
QD3. If there is another bank as good as bank X, I will also choose it.
bank X
6.93 | 1,902 | .555 | .763 |
(Source: SPSS analysis results)
We see that Cronbach's Alpha total = 0.778 > 0.7; the variable-total correlation coefficients are all greater than 0.3. In which, no variable is removed to increase Cronbach's Alpha, we keep the original scale to put into exploratory factor analysis (EFA).
Thus , after analyzing the Cronbach's Alpha reliability coefficient of the scales, the following conclusion can be drawn: no variables were eliminated, the variables will be included in the next factor analysis step to ensure statistical reliability.
4.3 Exploratory factor analysis EFA
The factor analysis in this topic is carried out using the Principal Component Analysis method and Varimax rotation to group the factors. The first step is to consider the extraction coefficient of the variables. If any variable has this coefficient less than 0.5, it will be eliminated. The next step is to consider 2 criteria:
+ KMO coefficient (Kaise – Mayer – Olkin) must satisfy the condition 0.5 ≤ KMO ≤ 1
+ Bartlett test considers the hypothesis H 0 : the correlation between observed variables is 0 in the population. If this test is significant (sig < 0.05), the observed variables are correlated with each other in the population (Hoang Trong & Chu Nguyen Mong Ngoc, Statistics Publishing House, 2008).
The results of the factor groups are shown in the Rotated Component matrix table and the factor loading in this table must have a value greater than 0.5 to ensure reliability.
convergence between variables in a factor (Hoang Trong & Chu Nguyen Mong Ngoc, Statistics Publishing House, 2008). Stop point when extracting factors with Eigenvalue greater than 1 (SPSS default, factors with Eigenvalue less than 1 will not have the effect of summarizing information better than an original variable, because after each standardization, each original variable has a variance of 1). The scale is accepted with the total extracted variance equal to or greater than 50% (Gerbing & Anderson, 1998).
4.3.1 Factor Analysis - Independent Variables
Kaiser – Meyer – Olkin coefficient : KMO = 0.793 > 0.5 (0.5 ≤ KMO ≤ 1) shows that factor analysis is appropriate.
Bartlett's test has a sig value = 0.00 < 0.05, proving that the observed variables are correlated with each other in the population. From there, we reject the hypothesis H0, and conclude that: "The variables included in the factor analysis are correlated in the population".
All factor loadings of observed variables are greater than 0.5, which ensures that EFA analysis is practically meaningful.
Table 4.6 Variance explained
Factor
Initial Eigenvalues | Sum of squares of the system number of downloaded | Sum of squares of the system number of rotated loads | |||||||
Total | Percent of the method wrong (%) | Cumulative Percentage (%) | Total | Percent of the method wrong (%) | Cumulative Percentage (%) | Total | Percent of the method wrong (%) | Cumulative Percentage (%) | |
1 | 3,737 | 21,980 | 21,980 | 3,737 | 21,980 | 21,980 | 3,382 | 19,892 | 19,892 |
2 | 3,394 | 19,964 | 41,944 | 3,394 | 19,964 | 41,944 | 3.318 | 19,519 | 39,411 |
3
3,007 | 17,686 | 59,630 | 3,007 | 17,686 | 59,630 | 3.133 | 18,428 | 57,839 | |
4 | 2,725 | 16,028 | 75,658 | 2,725 | 16,028 | 75,658 | 3,029 | 17,819 | 75,658 |
5 | .562 | 3.305 | 78,963 | ||||||
6 | .505 | 2,973 | 81,936 | ||||||
7 | .494 | 2,904 | 84,840 | ||||||
8 | .463 | 2,723 | 87,563 | ||||||
9 | .382 | 2,248 | 89,811 | ||||||
10 | .359 | 2.112 | 91,923 | ||||||
11 | .297 | 1,747 | 93,670 | ||||||
12 | .291 | 1,713 | 95,383 | ||||||
13 | .252 | 1,485 | 96,868 | ||||||
14 | .167 | .984 | 97,852 | ||||||
15 | .145 | .851 | 98,704 | ||||||
16 | .115 | .677 | 99,381 | ||||||
17 | .105 | .619 | 100,000 |
(Source: SPSS analysis results)
The results of table 4.6 show that according to the Eigenvalue >1 criterion, 4 factors are extracted and these 4 factors will explain 75.66% of the variation in the data.
The Eigenvalue (representing the portion of variation explained by each factor) is greater than 1, so the extracted factor is meaningful in summarizing the information best.
Table 4.7 Factor rotation results
Observation variable
Factor | ||||
1 | 2 | 3 | 4 | |
CL1. Bank X applies modern technology in services. mine | .941 | |||
CL4. What product/service features does Bank X offer?
Great
.805 | ||||
CL3. Bank X's products/services are very reliable. | .802 | |||
CL5. Bank X's service is very efficient. | .779 | |||
CL2. Bank X's products/services are of good quality. | .761 | |||
LT1. Bank X makes me feel accepted by everyone. receive | .954 | |||
LT2. People want to use banking services. row X | .896 | |||
LT4. Bank X creates a special image in the mind client | .893 | |||
LT3. I really like bank X. | .879 | |||
TT1. I am very loyal to bank X. | .945 | |||
TT2. I am always interested in learning more about the reality of bank X | .870 | |||
TT3. I will also introduce the services of bank X to others. other people | .866 | |||
TT4. In the future, I will use services from bank X. more | .831 | |||
NB1. I recognize the products/services of bank X. | .945 | |||
NB2. Bank X is easily recognizable compared to other banks. | .852 | |||
NB3. Employees of bank X understand more about the bank | .838 | |||
NB4. When it comes to the name of a bank X, I can remember the logo its | .833 |
(Source: SPSS analysis results)
The result of factor rotation shows that 17 variables are grouped into 4 factors. Based on the result of factor rotation, theoretical basis and nature of specific variables in each factor, the author names the factors as follows:
Factor 1 – “Perceived quality” includes the following variables: CL1. Bank X applies modern technology in its services CL2. Bank X’s products/services are of good quality
CL3. Bank X's products/services are very reliable.
CL4. Bank X offers excellent product/service features CL5. Bank X's services are efficient
Because these variables all belong to the component "Brand quality", factor 1 is still named "Brand quality", the new variable code is CL
Factor 2 – “Brand association” includes the following variables: LT1. Bank X makes me feel accepted by everyone LT2. People want to use the services of bank X LT3. I really like bank X
LT4. Bank X creates a special image in the minds of customers.
Because these variables all belong to the "Brand Association" component, factor 2 is still named "Brand Association", the new variable code is LT.
Factor 3 – “Brand loyalty” includes the following variables: TT1. I am very loyal to bank X
TT2. I am always interested in learning more about bank X in practice TT3. I will also recommend bank X's services to others TT4. In the future, I will use bank X's services more
Because these variables all belong to the component "Brand Loyalty", factor 3 is still named "Brand Loyalty", the new variable code is TT.
Factor 4 – “Brand awareness” includes the following variables:
NB1. I recognize the products/services of bank X NB2. Bank X is easier to recognize than other banks NB3. Bank X employees understand the bank better
NB4. When I think of the name of a bank X, I can remember its logo.
Because these variables all belong to the “Brand Awareness” component, factor 4 is still named “Brand Awareness”, the new variable code is NB.
Table 4.8 Summary of factor group results
New variable code
Old variable code | Interpretation | Variable name new | |
CL | CL1 | Bank X applies modern technology great in its service | Brand quality |
CL2 | Products/services of bank X have good quality | ||
CL3 | Bank X's products/services are very reliable | ||
CL4 | Bank X offers the following features: great product/service | ||
CL5 | Bank X's service is very efficient. | ||
LT | LT1 | Bank X gives me the feeling accepted by everyone | Brand association |
LT2 | People want to use services of bank X | ||
LT3 | I really like bank X | ||
LT4 | Bank X creates a special image different in the mind of the customer | ||
TT | TT1 | I am very loyal to bank X. | Brand loyalty |
TT2 | I am always interested in finding understand more about bank X | ||
TT3 | I will also recommend your services. bank X to others | ||
TT4 | In the future, I will use the service from bank X more |



![Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
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At that time, the Branch had to set aside a provision for credit risks, which reduced the Branchs income.
Chart 2.2. Pre-tax profit of BIDV Tien Giang in the period 2011-2015
Unit: Billion VND
140
120
100
80
60
40
20
0
63.3
80.34
89.29
110.08
131.99
2011 2012 2013 2014 2015
Profit before tax
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
However, through chart 2.2, it can be seen that BIDV Tien Giangs profit is still increasing continuously, and its operating efficiency is currently leaking. This is a contribution of non-credit services, and this service segment will be increasingly focused on growth by BIDV Tien Giang to ensure the highest profit safety because credit activities have many potential risks. At the same time, focusing on developing non-credit services is consistent with one of the contents of restructuring the financial activities of credit institutions in the project Restructuring the system of credit institutions in the period 2011-2015 approved by the Prime Minister in Decision No. 254/QD-TTg dated March 1, 2012 [14]: Gradually shifting the business model of commercial banks towards reducing dependence on credit activities and increasing income from non-credit services.
2.2. Current status of non-credit service development at BIDV Tien Giang.
2.2.1. BIDV Tien Giang has deployed the development of non-credit services in recent times.
Along with the development of the Head Office, BIDV Tien Giangs products and services are constantly improved and deployed in a diverse manner to ensure provision for many different customer groups in the area: individual customers, corporate customers, and financial institutions. Typical services are as follows: Payment services, treasury services, guarantee services, card services, trade finance, other services: Western Union, insurance commissions, consulting services, foreign exchange derivatives trading, e-banking services,...
2.2.1.1. Payment services:
In accordance with the Prime Ministers Project to promote non-cash payments in Vietnam [15], banks in Tien Giang province have continuously developed payment services to reduce customers cash usage habits through card services and electronic banking services such as: salary payment through accounts, focusing on developing card acceptance points, developing multi-purpose cards, paying social insurance by transfer, paying bills through banks, etc.
Chart 2.3. Net income from payment services in the period 2011-2015
Unit: Million VND
6000
5000
4000
3000
2000
1000
0
3922 4065
4720 5084 5324
2011 2012 2013 2014 2015
Net income from payment services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Along with the technological development of the entire system, BIDV Tien Giang has a payment system with a fairly stable transaction processing speed, bringing many conveniences to customers. The results of observing chart 2.3 show that the income from payment services that the Branch has achieved has grown over the years but the speed is not high and the products are not outstanding compared to other banks. Domestic payment products such as: Online bill payment, electricity bills, water bills, insurance premiums, cable TV bills, telecommunications fees, airline tickets, etc. bring many conveniences to customers. Regarding international payment, this is an indispensable activity for foreign economic activities, BIDV Tien Giang is providing international payment methods for small enterprises producing agriculture, aquatic food and seafood that have credit relationships with banks in industrial parks in Tien Giang province such as: money transfer, collection, L/C payment.
2.2.1.2. Treasury services:
BIDV Tien Giang always focuses on ensuring treasury safety and currency security, always complies with legal regulations, and minimizes risks in operations such as: counting and collecting money from customers, receiving and delivering internal transactions, collecting from the State Bank (SBV) or other credit institutions, receiving ATM funds, bundling money, etc. BIDV Tien Giangs treasury service management department is always fully equipped with modern machinery and equipment such as: money transport vehicles, fire prevention tools, money counters, money detectors, magnifying glasses, etc. to ensure absolute safety in treasury operations, immediately identifying real and fake money and other risks that may affect people and assets of the bank and customers. In addition, implementing regulation 2480/QC dated October 28, 2008 between the State Bank of Tien Giang province and the Provincial Police on coordination in the fight against counterfeit money, in the 3-year review of implementation, BIDV Tien Giang discovered, seized and submitted to the State Bank of Tien Giang province 475 banknotes of various denominations and was commended by the Provincial Police and the State Bank of Tien Giang province [17].
Chart 2.4. Net income from treasury services in the period 2011-2015
Unit: Million VND
350
300
250
200
150
100
50
0
105 122
309 289 279
2011 2012 2013 2014 2015
Net income from treasury services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
However, as shown in Figure 2.4, income from treasury operations is not high and fluctuates. Specifically, in the period 2011-2013, net income increased and increased most sharply in 2013, then in the period 2013-2015, there was a downward trend. This fluctuation is due to the fact that fees collected from treasury services are often very low and can even be waived to attract customers to use other services.
2.2.1.3. Guarantee and trade finance services:
BIDV Tien Giang, thanks to the advantages of the province and the favorable location of the Branch, has continuously focused on developing income from guarantee services and trade finance.
Chart 2.5. Net income from guarantee and trade finance services in the period 2011-2015
Unit: Million VND
14000
12000
10000
8000
6000
4000
2000
0
5193 5695
2742 3420
8889
3992
11604 12206
5143 5312
2011 2012 2013 2014 2015
Net income from guarantee services Net income from Trade Finance
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Through chart 2.5, we can see that BIDV Tien Giangs income from guarantee services and trade finance has grown over the years. The reason is: Among BIDV Tien Giangs corporate customers, the construction industry is the industry with the highest proportion of customers after the trading industry, this is a group of customers with potential to develop guarantee services. The second group of customers is corporate customers in the fields of agricultural production, livestock and seafood processing with high import and export turnover in the area.
are the target of trade finance development. In addition, BIDV Tien Giang also focuses on continuously developing these customer groups to increase revenue for many other products and services in the future.
2.2.1.4. Card and POS services:
As a service that BIDV Tien Giang has recently developed strongly, it can be said that this is a very potential market and has the ability to develop even more strongly in the future. Card services with outstanding advantages such as fast payment time, wide payment range, quite safe, effective and suitable for the integration trend and the Project to promote non-cash payments in Vietnam. Cards have become a modern and popular payment tool. BIDV Tien Giang early identified that developing card services is to expand the market to people in society, create capital mobilized from card-opened accounts, contribute to diversifying banking activities, enhance the image of the bank, bring the BIDV Tien Giang brand to people as quickly and easily as possible. BIDV Tien Giang is currently providing card types such as: credit cards (BIDV MasterCard Platinum, BIDV Visa Gold Precious, BIDV Visa Manchester United, BIDV Visa Classic), international debit cards (BIDV Ready Card, BIDV Manu Debit Card), domestic debit cards (BIDV Harmony Card, BIDV eTrans Card, BIDV Moving Card, BIDV-Lingo Co-branded Card, BIDV-Co.opmart Co-branded Card). These cards can be paid via POS/EDC or on the ATM system. In addition, with debit cards, customers can not only withdraw money via ATMs but also perform utilities such as mobile top-up, online payment, money transfer,... through electronic banking services.
In order to attract customers with card services, BIDV Tien Giang has continuously increased the installation of ATMs. As of December 31, 2015, BIDV Tien Giang has 23 ATMs combined with 7 ATMs in the same system of BIDV My Tho, so the number of ATMs is quite large, especially in the center of My Tho City, but is not yet fully present in the districts. Basic services on ATMs such as withdrawing money, checking balances, printing short statements,... BIDV ATMs accept cards from banks in the system.
Banknetvn and Smartlink, cards branded by international card organizations Union Pay (CUP), VISA, MasterCard and cards of banks in the Asian Payment Network. From here, cardholders can make bill payments for themselves or others at ATMs, by simply entering the subscriber number or customer code, booking code that service providers notify and make bill payments.
Chart 2.6. Net income from card services in the period 2011-2015
Unit: Million VND
3500
3000
2500
2000
1500
1000
500
0
687
1023
1547
2267
3104
2011 2012 2013 2014 2015
Net income from card services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Through chart 2.6, it can be seen that BIDV Tien Giangs card service income is constantly growing because the Branch focuses on developing businesses operating in industrial parks, which are the source of customers for salary payment products, ATMs, BSMS. Specifically, there are companies such as Freeview, Quang Viet, Dai Thanh, which are businesses with a large number of card openings at the Branch, contributing to the increase in card service fees [25].
Table 2.6. Number of ATMs and POS machines in 2015 of some banks in Tien Giang area.
Unit: Machine
STT
Bank name
Number of ATMs
Cumulative number of ATM cards
POS machine
1
BIDV Tien Giang
23
97,095
22
2
BIDV My Tho
7
21,325
0
3
Agribank Tien Giang
29
115,743
77
4
Vietinbank Tien Giang
16
100,052
54
5
Dong A Tien Giang
26
97,536
11
6
Sacombank Tien Giang
24
88,513
27
7
Vietcombank Tien Giang
15
61,607
96
8
Vietinbank - Tay Tien Giang Branch
6
46,042
38
(Source: 2015 Banking Activity Data Report of the General and Internal Control Department of the Provincial State Bank [21])
Through table 2.6, the author finds that the number of ATMs of BIDV Tien Giang is not much, ranking fourth after Agribank Tien Giang, Dong A Tien Giang, Sacombank Tien Giang. The number of POS machines of BIDV Tien Giang is very small, only higher than Dong A Tien Giang and BIDV My Tho in the initial stages of merging the BIDV system. Besides, BIDV Tien Giang has a high number of cards increasing over the years (table 2.7) but the cumulative number of cards issued up to December 31, 2015 is still relatively low compared to Agribank, Vietcombank, Dong A (table 2.6).
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