for many years but has not been resolved. According to the rankings of the Business Environment Survey in recent years, it can be seen that economic centers such as Hanoi and Ho Chi Minh City have low business environment rankings, with many barriers for businesses. The most prominent problems that make it difficult for private enterprises to do business in our country include:
Market entry costs : Market entry costs are the costs required to conduct business in a given market, including business registration, land acquisition, and completion of various paperwork. High costs prevent businesses from entering the market and conducting production and business. Most of these costs are related to administrative procedures and administrative staff. To attract private businesses, efforts must be made to reduce costs related to market entry through administrative procedure reform, transparency, anti-harassment, anti-corruption, and clear and reasonable land use planning.
Access to land : Access to land is considered a huge difficulty for private enterprises, especially small and medium enterprises. Many private enterprises do not have access to land, and have to use the business owner's house as a production and business area, which not only pollutes the environment but also does not have the conditions to expand production.
Informal costs : These are costs that businesses have to pay outside of the reasonable costs according to regulations. These costs are quite common in many localities today. For example, on average, 64% of surveyed businesses in Dong Nai said that businesses have to pay informal costs, 50% of businesses said that the province uses its own local regulations to collect from businesses, 52% have to pay commissions to get contracts from state agencies. This increases the costs of businesses, causes distortions in market relations and business relations, and at the same time makes
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Policy on mobilizing financial resources for technological innovation for small and medium enterprises (case study of Hai Duong province) - 11 -
Policy on mobilizing financial resources for technological innovation for small and medium enterprises (case study of Hai Duong province) - 12 -
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 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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The impact of financial market development on the capital structure of listed enterprises in the ASEAN Economic Community - 28 -
Historical Background and Economic Policy
discourages honest businesses. Private businesses are often discriminated against and have to pay higher informal fees than state-owned and foreign-invested enterprises. Informal fees are often associated with a lack of information transparency, corruption, and harassment by management staff. Addressing this issue must be linked to administrative reform, improving staff ethics, and fighting corruption.

Overlapping and frequently changing policies: Frequent and overlapping changes in policies are a headache for businesses when they have to calculate production and business plans. Policy changes can cause a business to go bankrupt when all of the business's investments may have to be canceled due to policy changes. This increases business risks and businesses are not bold enough to invest in long-term business.
Difficulty in accessing credit : Access to credit is a problem for small and medium-sized private enterprises and individual businesses. Most of these businesses and businesses do not have much collateral and their reputation is not good enough, so banks are not interested in lending. Lack of capital makes it difficult for businesses to expand production and business, even when there are good investment opportunities. After we implemented a tight monetary policy, access to finance has become even more difficult for businesses.
Tax procedures : Tax is a problem that businesses often encounter. Specifically, tax procedures are complicated, tax rates are unclear, and tax officials often cause difficulties for businesses. This causes many businesses to bribe tax officials to get things done, causing hidden costs to increase.
To solve the above problems, some of the following measures need to be taken immediately:
- Continue to reform administrative procedures, make them transparent and simplify procedures to reduce costs and time for businesses. Businesses do not have to go through back doors or pay unofficial fees.
to obtain licenses or contracts with government agencies. In particular, pay attention to procedures related to taxes, land, business licensing, investment and bidding.
- Perfecting the legal system of enterprises, private investment, tax law,... to create the best conditions for enterprises to invest in production and business.
- Review taxes, fees and other business expenses, especially unofficial expenses and market entry costs to eliminate and prevent them.
- Improve civil servant discipline, fight against harassment, bribery, embezzlement and corruption. Actively inspect, monitor and strictly handle violations of civil servants.
- Implement economic development planning well to create conditions for businesses to grasp planning and policies, avoiding risks due to unclear planning and planning changes.
- Planning and creating clean land to serve the business production of the enterprise.
- Develop programs to support access to capital for individual households and small and medium enterprises. Develop forms of micro-credit, especially in rural areas.
- Actively listen to businesses to promptly resolve difficulties and problems, creating the best conditions for production and business.
4.3.2 Consistently promote the development of the private economy, increase the contribution of the private economy to GDP and to the State budget revenue.
To mobilize financial resources from the private economy, we must first start investing in policies to promote private economic development. In recent years, the Enterprise Law 2000 and the amended Enterprise Law 2005 have had
This is an encouraging step to liberate resources of the private economy, creating conditions for the birth of hundreds of thousands of new private enterprises. In the coming years, we need to continue to improve existing policies and issue new policies to promote the development of the private economy, on the basis of the Resolution of the 11th Party Congress.
- Firstly, it is necessary to continue to amend and supplement the Enterprise Law in the direction of creating conditions for individuals and entrepreneurs to easily establish and operate private enterprises to enrich themselves and contribute to society. Currently, the prominent problems that private enterprises face are issues of land access, administrative procedures, and tax policies. These are areas that need to have procedures simplified and difficulties quickly removed.
- Continue to simplify administrative procedures on business registration, tax code registration, tax reporting, especially for small and medium enterprises.
- Create favorable conditions for land access for private enterprises, especially small and medium enterprises. Continue to develop models of enterprise clusters and handicraft clusters in communes and districts, ensuring sufficient area and low costs, while still separating production from residential areas and ensuring the environment.
- Promote and facilitate the formation of venture capital funds for start-ups, capital support funds for small and medium enterprises with reasonable interest rates, and have forms of loan guarantees for small enterprises without collateral to access credit sources.
- Promote household economy, especially in agriculture and rural areas through forms of technical support, capital, microfinance, support in market access, product chain linkage, etc.
- For large private enterprises, there needs to be a strategy to support the
Enterprises compete in the international market, have mechanisms for investment linkage and technology research transfer between the state and the private sector, between research institutes and schools and enterprises.
In addition to solutions that directly impact the establishment and expansion of private enterprises and business households, the development of private enterprises is influenced by a series of other policies, such as macroeconomics, business environment, education, training, investment policies, etc. Solutions related to these areas will be presented separately.
4.3.3. Restructuring and innovating business methods of commercial banks to attract financial resources from the private economy
Banks are the key channel for indirect capital mobilization from the private sector today. To continue to promote the attraction of financial resources from households in the form of savings, promissory notes and bank bonds, it is necessary to continue to develop and expand the banking system. In addition to attracting savings deposits, banks need to have other diversified forms of services to attract financial resources from the private sector.
In the period from now to 2015, vision 2020, the banking industry will face many growth challenges:
Firstly , the opening of the financial market to foreign banks makes competition more fierce. Foreign banks have large capital, modern management experience, and a global network, while Vietnamese banks are still too small in scale, lacking experience and weak in qualifications, with their networks only concentrated in large cities and not covering the whole country (except for agricultural banks), let alone reaching out internationally. If banks do not have solutions to rapidly increase their scale and network, and improve their own management and professional skills, they will lose in competition with foreign banks. Mergers, acquisitions, additional issuance of shares and seeking foreign strategic shareholders are methods that have been and should continue to be used.
implemented to upgrade banks.
Second , the interest rate gap along with the opening of the capital market can cause foreign capital to flood into our country. Besides the benefits of foreign capital, one of its consequences is the crowding out of domestic private capital. Banks and businesses will chase after foreign capital while neglecting to mobilize resources from the domestic private sector. As a result, domestic financial resources are wasted while the country will have to spend foreign currency to pay interest to foreign countries. Not to mention that dependence on foreign capital will cause the country to be exposed to payment and exchange rate risks once foreign capital is withdrawn from our country. The necessary solution is still to tighten the management of foreign capital flows into Vietnam along with efforts to narrow the interest rate gap between VND and foreign currencies. This is related to the success of stabilizing the macro economy and controlling inflation.
Third, the dependence of banks on the credit channel. Credit has been the main operating channel and the main source of income for banks for many years. Therefore, the banking system has always strived to push the credit growth rate very high, often above 20%/year and sometimes up to nearly 40%/year. High credit growth causes the economy to develop rapidly, creating asset bubbles (real estate, stocks, etc.) and inflation. With the policy of lowering credit growth to control inflation, growth based on credit expansion will be difficult to implement. Therefore, banks need to diversify their activities and expand new services to provide to businesses. In terms of mobilizing financial resources, banks also rely mainly on the savings channel. This is limited once savings interest rates are no longer attractive to people. Banks will also have to pay high interest rates to attract capital and are forced to lend at high rates. To lower the cost of capital, banks need to diversify their methods of attracting financial resources. For example, banks can promote payment services, providing more utilities on accounts.
Payments such as electricity, phone, water, etc. to encourage people to keep money in their payment accounts. This is a source of capital with low interest rates that banks can take advantage of if they know how to exploit.
Therefore, the urgent solution is to accelerate the restructuring of the banking and financial system. Small scale, monotonous operations, poor risk management and liquidity management are pressing issues in the banking and financial system in recent years. Restructuring the banking system towards increasing scale, improving management level, expanding services, and enhancing international integration is an urgent task. Specifically:
- First of all, it is necessary to increase the scale of banks' equity capital through mobilizing financial resources from issuing shares to the public or to domestic and foreign strategic partners or merging with other banks. On the basis of expanding the scale of capital, banks expand their geographical scope of operations, improve their management level, especially risk management and liquidity management.
- Rapidly reduce the number of banks through dissolution and merger. The number of banks should be maintained at less than 20. Small banks are forced to merge with other banks. This contributes to improving the health of the banking system and also solves bottlenecks related to monetary policy and interest rates.
- Expanding forms of attracting idle financial resources in society, especially financial resources from the private sector. For example, mobilizing financial resources through payment accounts, mobilizing through issuing bonds, stocks, securities certificates or combining savings with life insurance. Expanding services for businesses to avoid dependence on credit channels.
- Accelerate the equitization of state-owned banks that have not been equitized such as Agribank and BIDV and sell off shares in state-owned banks that have been equitized.
Partial equitization such as Vietcombank and Vietinbank. Equitization by issuing additional shares not only helps increase capital for banks, but also improves the efficiency of banks' operations, thereby enhancing the ability to mobilize financial resources from society in general and from the private sector in particular.
- Separate state-owned banks from social and policy activities. These activities should be undertaken by the Vietnam Development Bank and the Social Policy Bank. Separating activities will help state-owned commercial banks operate more effectively and mobilize private financial resources better.
- On the part of the central bank, it is necessary to create an environment of equal competition among banks, avoiding interference in the business activities of banks, including state-owned banks.
4.3.4. Breakthrough in equitization of state-owned enterprises
Equitization of state-owned enterprises is a form of attracting private financial resources into enterprises and improving the efficiency of enterprises. As presented, after several years of accelerating equitization, in recent years, the speed of equitization has slowed down. There are many reasons for this situation. First, enterprises that are easy to equitize have been implemented first, now only large enterprises that are more difficult to equitize remain. Second, many enterprises and corporations do not want to or delay equitization due to their own interests. Third, the policy of building powerful state-owned corporations seems to overwhelm the will to equitize enterprises. Finally, some of the difficulties of equitization are associated with the policy of IPO on the stock exchange due to the decline of the stock market in the past few years.
To speed up the equitization process, especially the equitization of large-scale enterprises, a number of solutions need to be implemented, but the most important is the government's will to equitize:



![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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