(Source: Hai Ha Confectionery Joint Stock Company)
- General meeting of shareholders: Is the highest decision-making body of the company, consisting of all shareholders with voting rights. The general meeting of shareholders decides on issues related to the authority prescribed by law and the Company Charter.
- Board of Directors: Is the Company's management body, has full authority on behalf of the Company to decide, exercise the Company's rights and obligations that are not under the authority of the General Meeting of Shareholders.
- Board of Supervisors: Is an agency elected by the general meeting of shareholders, responsible for checking the reasonableness and legality in the company's business operations. The Board of Supervisors operates independently from the Board of Directors and the Board of Management.
- Board of Directors: The General Director is the executive, has the highest decision-making authority on all matters related to the Company's daily operations and is responsible to the Board of Directors for the implementation of assigned rights and duties. The Deputy General Directors assist the General Director and are responsible to the General Director for assigned work and duties.
- Functional departments: Perform professional functions and tasks assigned by the Board of Directors.
d) Business results of Hai Ha Confectionery Joint Stock Company in the period 2017 - 2020
Table 2.1. Business performance report of Hai Ha Confectionery Joint Stock Company for the period 2017 - 2020
Unit: billion VND
Target
Year | Compare growth rates (%) | ||||||
2017 | 2018 | 2019 | 2020 | 2018/2017 | 2019/2018 | 2020/2019 | |
1. Total revenue collect | 867.36 | 1,000.80 | 1,101.42 | 1,471.82 | 15.38 | 10.05 | 33.63 |
2. Business net income | 857.98 | 982.29 | 1,048.62 | 1,408.83 | 14.48 | 6.75 | 34.35 |
3. Cost of goods sell | 682.68 | 748.43 | 816.05 | 1190.25 | 9.63 | 9.03 | 45.86 |
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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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Completing the organization of accounting for revenue, sales costs and determining business results at Hai Phong Paint Joint Stock Company - 1 -
Completing revenue accounting and determining business results at Ha Lam Coal Joint Stock Company - Vinacomin - 16 -
Completing the organization of revenue and cost accounting and determining business results at Xuan Truong Hai Transport and Trading Joint Stock Company - 2 -
Business Performance Results of NCB – Hai An Branch

finance charges
0.22 | 16.49 | 24.03 | 27.50 | 7395.45 | 45.72 | 14.44 | |
5. Selling costs row | 75.97 | 129.86 | 133.07 | 127.59 | 70.93 | 2.47 | -4.12 |
6. Cost QLDN | 60.68 | 51.72 | 50.25 | 48.01 | -14.77 | -2.84 | -4.46 |
7. Profit after tax | 42.26 | 53.22 | 51.44 | 48.85 | 25.93 | -3.34 | -5.33 |
8. Profit after tax | 33.70 | 42.07 | 40.85 | 39.06 | 24.84 | -2.90 | -4.38 |
4. Branch
(Source: Financial report of Hai Ha Confectionery Joint Stock Company)
Comment:
Through the table, we can see that the company's revenue from 2017 to 2018 increased by 133.44 billion VND (equivalent to an increase of 15.38%) and the company's revenue in the period of 2018
- 2020 has increased gradually over the years, making it the 3rd consecutive year the company has reached a revenue milestone of over 1,000 billion VND. Specifically, revenue in 2020 reached 1,471.81 billion VND, the highest ever, equal to 133.63% compared to 2019 and 147.06% compared to 2018, maintaining a revenue growth rate of about 10 - 20% since the State divested into a 100% private joint stock company.
The company's net revenue in 2018 reached 982.29 billion VND, an increase of 124.31 billion VND, an increase of 14.48% compared to 2017. The company's cost of goods sold in 2018 increased by 9.63% compared to 2017, so the growth rate of cost of goods sold was lower than the growth rate of revenue, causing after-tax profit to increase. In 2018, financial expenses increased sharply by 7395.45%, selling expenses increased by 70.93%, and business management expenses decreased by 14.77%.
The company's net revenue in 2019 reached VND 1,048.62 billion, an increase of 6.75% compared to 2018. The cost of goods sold in 2019 compared to 2018 increased by 9.03%, so the growth rate of cost of goods sold was higher than the growth rate of revenue, causing the company's after-tax profit to decrease. Financial expenses increased by 45.72%, selling expenses increased by 2.47%, and business management expenses decreased by 2.84%. However, due to the high increase in cost of goods sold, the company's profit decreased by 2.90%.
The company's net revenue in 2020 reached 1,408,827.8 million VND, in 2019 it reached 1,048,622.6 million VND, an increase of 34.35%. Cost of goods sold in 2020 compared to 2019 also increased by 45.86%. Thus, the growth rate of cost of goods sold is higher than the growth rate of revenue, making
for the company's after-tax profit to decrease. Financial expenses increased by 14.44%, sales expenses decreased by 4.12%, and business management expenses decreased by 4.46%, causing the company's profit to decrease by 4.38%.
The company's after-tax profit in 2018 increased by VND 8.37 billion compared to 2017, equal to 24.84% compared to 2017. However, the company's after-tax profit in the period 2018-2020 decreased over the years, and the profit in 2020 decreased compared to 2019. Specifically, the company's after-tax profit in 2019 reached VND 40.85 billion, down 2.90% compared to 2018 and the company's after-tax profit in 2020 reached VND 39.06 billion, down 4.38% compared to pre-tax profit in 2019.
The reason for the company's profit in 2020 decreasing compared to 2019 and 2018 is due to the serious impact of the Covid-19 epidemic along with increased input costs, export costs, transportation costs, marketing costs, and product introduction costs, while the company still kept the selling price at a reasonable level without increasing prices following the increase in cost factors, causing the company's pre-tax profit to decrease slightly.
2.1.2. Factors affecting the improvement of business efficiency of Hai Ha Confectionery Joint Stock Company
a) Subjective factors
- The company's labor factor
Labor is one of the important factors that directly affects labor productivity, resource utilization level and directly impacts business efficiency of enterprises.
Table 2.2. Number and quality of employees of Hai Ha Confectionery Joint Stock Company in the period 2018 - 2020
Unit: person
Target
2018 | 2019 | 2020 | ||||
Quantity | Ratio | Quantity | Ratio | Quantity | Ratio | |
Total number of employees | 1330 | 100% | 1393 | 100% | 1397 | 100% |
1. By level | ||||||
PhD/University/College | 205 | 15.41% | 208 | 14.93% | 207 | 14.82% |
Intermediate | 450 | 33.83% | 470 | 33.74% | 471 | 33.71% |
Skilled workers | 675 | 50.76% | 715 | 51.33% | 719 | 51.47% |
2. By gender | ||||||
Male | 676 | 50.83% | 710 | 50.96% | 715 | 51.18% |
Female | 654 | 49.17% | 683 | 49.04% | 682 | 48.82% |
(Source: Administration and Human Resources Department)
Comment:
According to the above table, we can see that the company's labor structure is quite reasonable and suitable for the specific product production (cakes, candies) and the nature of the work. Specifically:
In 2019, the company's number of employees increased by 4.74% compared to 2018. In 2020, the company's number of employees increased by 0.28% compared to 2019. The increase in the number of employees is due to the company's continuous expansion of production and business scale. All employees have qualifications from grade 12 to university and postgraduate. Of which, college, university and master's degrees account for about 15%, intermediate level accounts for nearly 34%, the rest are skilled workers accounting for over 50%. The skill level of workers is increasing. The company has a fairly equal number of male and female employees over the years, with the proportion of men being higher.
Male workers work in technical departments, female workers focus on packaging, canning, sales staff and office staff. Masters, University and College degrees are quite high, accounting for about 15%. Due to the nature of confectionery production, the company has many skilled workers, the level of workers is increasing and tends to be mostly at level 7/7.
Since its establishment, HAIHACO has always identified human resources as the most valuable asset of the Company, the key factor for the success and sustainable development of the enterprise. Therefore, HAIHACO pays great attention to the policies of treatment, training, development as well as the life of all employees.
With the goal of building a working environment that is “More and more developed, more and more professional”, the Company always focuses on attracting employees with the capacity to work, meeting the needs of expanding production and business. In addition, every year the Company also sends employees for training to improve their knowledge and professional skills.
In 2020, the company has implemented the following training contents: Vocational training, Salary increase training; Periodic training on occupational safety and hygiene, Fire prevention and fighting training. Updating training on laws, circulars, decrees of state management agencies in the fields of food safety and hygiene, labor and wages, tax policies, and environment. The company also focuses on training sales skills for the Sales Department; Training on new products for the sales work of the Sales Department. The total number of employees trained in the year of the Company is 939 people.
- The company's management system
The management apparatus of Hai Ha Confectionery Joint Stock Company has been performing tasks such as building business strategies, making production and business plans, approaching the market, organizing marketing activities, researching and building the company's business plans.
With important functions and tasks, the corporate governance apparatus plays a particularly important role in the existence and development of the enterprise. The company's management apparatus is quite suitable and each department performs its functions quite well. For example, the company's Office department has the following tasks: arranging and distributing labor reasonably, developing plans for management staff and scientific and technical staff throughout the Company, developing salary, fines, insurance regimes... The Finance Department has the task of collecting, processing, and providing financial and accounting information to the General Director and the Company's Board of Directors to serve management work...
The company's management team has good leadership skills and extensive experience. Department staff are fully equipped with knowledge and professional skills that play an important role in improving the company's business efficiency.
- About the product
Hai Ha is one of the leading companies in the domestic confectionery industry, with a tradition of 60 years of formation and development, the Company's products have been trusted by domestic consumers. The Company pays special attention to product quality, investing in technological innovation based on utilizing existing production lines to create new product lines with quality and economic efficiency.
The company focuses on producing and developing two main product types: Candy and Cake, including the following product groups:
+ Candy Group includes: Chew Candy including the brand "CHEW HAIHA"; "GOODMILK"; soft sponge candy; Toffee candy, Jelly candy "CHIP HAIHA"; Hard candy with filling, candy bar "HAIHAPOP"...
+ Cake group includes: biscuits, sponge cakes, MINIWAF roll sponge cakes, SOZOLL custard cakes, crackers, moon cakes, boxed cakes, Long-pie, Long-cake, Lolie, rice cakes, bread, fresh cakes...
After 60 years of striving and growing, the Company has grown steadily, with a production scale of up to 20,000 tons/year. The Company has made efforts to shift its product structure, increasing the production output of Bakery products. Bakery products with skyrocketing revenue are soft cakes of all kinds, bread and fresh cakes. The Company's products are not only trusted by domestic consumers but also exported to 15 countries around the world such as Russia, the US, Japan, Korea, Myanmar, Mongolia, China...
- Technical facilities
Due to the nature of confectionery production and business, Hai Ha Confectionery Joint Stock Company has large assets of machinery and equipment, modern technology. The company has developed a number of new quality product lines based on investment in innovation of technology and equipment on existing production lines, bringing economic efficiency. The system of machinery and equipment of
The company has modern advanced technology and is equipped with synchronous equipment. HAIHACO's products are always of high quality and competitive in price with existing products on the market.
b) Objective factors
- Raw material input factors
Raw material costs always account for more than 80% of the Company's cost of goods sold, in which sugar is the raw material accounting for nearly 15% of the total input material costs of the products. Therefore, fluctuations in sugar prices in recent years have significantly affected HAIHACO's raw material costs.
In addition, the company also uses raw materials such as glucose, flour, fat, etc. These raw materials are purchased by the company from reputable domestic manufacturers and suppliers. Some raw materials such as flavors and food additives that cannot be produced domestically are imported directly by the company from manufacturers in the US, Europe, Australia, and some Southeast Asian countries. Packaging is provided by large and reputable suppliers in Vietnam.
Besides, the prices of other raw materials have fluctuated strongly over the past year, mainly due to the impact of seasons and weather.
Cost of goods sold is the cost that has the greatest impact on the profit margin of Hai Ha Confectionery Joint Stock Company. The cost of goods sold of the Company includes the price of raw materials, so the Company needs to choose suppliers with quality, safe raw materials as well as reasonable costs.
- Legal environment
A political institution and a strict legal system will create conditions for healthy competition for businesses to conduct business activities smoothly and ensure economic development. Hai Ha Confectionery Joint Stock Company was established and operates in accordance with the provisions of the law on labor, tax, advertising, factory location, and environmental protection... The company is organized and operates in compliance with: Enterprise Law, Securities Law, tax regulations, legal documents and other relevant laws as well as the company's charter.
Enterprises in the confectionery industry in general and HAIHACO in particular are subject to legal constraints mainly related to food safety and consumer rights protection. To control this risk, HAIHACO always updates changes in the legal environment related to the Company's operations as well as specifies in the Company's internal regulations and policies, thereby developing appropriate business development plans.
The company recognizes the advantages of political stability and policy priorities as well as other favorable conditions in Vietnam, so the company has continuously promoted strategies to capture the market and maximize profits.
Since our country joined Free Trade Associations such as FTA, TPP, EVFTA... According to the Decree on Special Preferential Import Tariff - Free Trade Agreement (FTA) signed, from January 1, 2018, confectionery products are subject to a reduced import tax rate of 0%. With the accession to the ASEAN common market, Vietnam has completely opened its doors to many industries, fast-moving consumer products, especially confectionery from Indonesia, Thailand, Malaysia are easily processed and imported to Vietnam. This opens up more opportunities than challenges for the company because it will create favorable conditions for HAIHACO products to be exported to ASEAN countries.
- Economic environment
The government has continued to implement many measures to stabilize the macro environment, improve the business environment and enhance the competitiveness of the entire economy, which has brought advantages to businesses in general and HAIHACO in particular. Our country's deep integration into the world economy has created conditions for the company to expand its export markets. The company's products have been exported to 15 countries and territories.
- Sociocultural factors
Along with economic development, changes in socio-cultural factors have increasingly had a strong impact on the company's operations. Products manufactured by HAIHACO serve the regular consumption needs of Vietnamese consumers. As the population increases, the consumption level increases, so the company regularly updates the results of population surveys, thereby proposing appropriate business strategies to promptly meet the consumption needs of the people.
The company also pays great attention to food safety and hygiene and improving the lives of workers, food safety and hygiene as well as the environment to ensure sustainable development.
- Competitors
Currently, Vietnam has about 20 relatively large manufacturing enterprises, hundreds of small manufacturing establishments and a number of import companies participating in the confectionery market. Famous enterprises such as: Mondelez Kinh Do, Bibica, Huu Nghi, Trang An, Hai Chau, Biscafun, Hanobaco, Pham Nguyen,... are estimated to account for 60 - 65% of the market share. Some foreign direct investment confectionery companies also participate in the Vietnamese market such as Kraff (USA), Meiji (Japan), Orion, Lotte and a series of fast food chains such as KFC, Lotteria, Tous Les Jours,... The company proactively faces challenges to improve the quality of its products.
- Client
Customers are the deciding factor for the success or failure of any business and HAIHACO is no exception. The Company's customers can be divided into two categories: intermediary customers (agents) and end consumers.
For end-users, the company divides its market into two main areas: urban areas (where income is high and customers often choose high-quality products with beautiful designs); rural and mountainous areas (where income is medium and low, requiring good quality and affordable prices).
With customers being intermediaries (wholesale and retail agents) being important customers of the company, consuming the majority of the company's products. HAIHACO owns a distribution system across the country with 115 exclusive distributors and 50,000 retail stores. The company is also a major supplier to large supermarket systems such as Vinmart, Coop mart, Lanchi... with hundreds of large supermarkets and thousands of convenience stores and bookstores. The distribution network is one of the important factors of the industry, thanks to this network, the company's customers can access products in the most convenient way, this is also a barrier for other competitors when they first enter the industry. Besides, with the discount policy, paying commissions to agents, the pressure on distributors is insignificant.
For end consumers, customers always tend to want to buy more products than they spend, customers can easily switch to buying products from other brands because of low switching costs, so consumers put a lot of pressure on the company, requiring the company to constantly develop products to meet customer needs.
2.2. Analysis of the current situation of improving business efficiency of Hai Ha Confectionery Joint Stock Company
2.2.1. Analysis of the current status of indicators for measuring and evaluating the overall business performance of Hai Ha Confectionery Joint Stock Company
Table 2.3. Indicators reflecting the profitability of Hai Ha Confectionery Joint Stock Company in the period 2017 - 2020
Target
Unit | 2017 | 2018 | 2019 | 2020 | |
1. Net revenue | Ratio copper | 857.98 | 982.29 | 1048.62 | 1408.83 |
2. Profit after tax | Ratio copper | 33.70 | 42.07 | 40.85 | 39.06 |
average
Ratio copper | 507.92 | 761.19 | 1080.85 | 1169.09 | |
4. Average equity army | Ratio copper | 339.56 | 372.50 | 412.06 | 449.98 |
5. Return on total assets (ROA) = ((2)/(3))*100 | % | 6.63 | 5.53 | 3.78 | 3.34 |
6. Return on equity (ROE) = ((2)/(4))*100 | % | 9.92 | 11.29 | 9.91 | 8.68 |
7. Return on Sales (ROS) = ((2)/(1))*100 | % | 3.93 | 4.28 | 3.89 | 2.77 |

![Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
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zt2a3gsnon-credit services, joint stock commercial bank
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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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