9
Net operating loss | (138.31) | (189.33) | (158.48) | |
10 | Other income | 13.65 | 11.52 | 7.31 |
11 | Other costs | 0.36 | 6.00 | 1.11 |
12 | Other profits | 13.29 | 5.52 | 6.20 |
13 | Total accounting profit before tax | (125.02) | (183.80) | (152.28) |
14 | Corporate income tax expense current | - | - | - |
15 | Corporate income tax expense postpone | (1.16) | (1.16) | - |
16 | Profit after corporate income tax career | (123.86) | (182.64) | (152.28) |
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Analysis of the Current Status of Financial Management in the Direction of Financial Autonomy of Public Universities in Vietnam -
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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Current Status of Financial Management Mechanism of Financial Resources Mobilized Outside the State Budget for Public Universities -
Financial management of Vietnam Oil and Gas Construction Joint Stock Corporation PVC - 13 -
Current Status of Credit Risk Management at Vietnam Bank for Agriculture and Rural Development

(Source: Financial report of parent company PVC Corporation)
From Table 2.2 above, it can be seen that the corporation has been losing money for 3 consecutive years. Previously, P VC lost 123.86 billion VND in 2018 and 182.64 billion VND.
Revenue in 2020 decreased sharply compared to previous years, revenue in 2019 also decreased compared to 2018. These were years when P VC's production and business activities faced many difficulties due to many negative fluctuations in the world and domestic economic situation, economic recession occurred everywhere, the financial market encountered many difficulties, the suspension of key projects in and outside the industry under the direction of the Government and the Group caused P VC's source of work to decrease seriously.
Profit in 2020 decreased due to the decrease in revenue from production and business activities in 2019 compared to 2018, in addition, financial expenses in 2019 increased compared to 2018 due to the unit's increased provision for financial investment. Loss in 2019 increased compared to 2018, however, loss in 2020 decreased compared to 2019 due to the decrease in financial expenses in 2020, and the decrease in financial investment provisions compared to 2019.
Along with 2020, the company has had 3 years of negative profit after corporate income tax. Prolonged losses and difficulties in cash sources lead to a shortage of working capital to pay due debts and many other difficulties.
other than those stated in the audited financial statements. Therefore, the auditing organization refused to give an audit opinion on the consolidated and separate financial statements of 2019 of PVC, which are subject to mandatory delisting according to regulations. The reason for the delisting is that in recent years, most of P VC's subsidiaries, associates and other long-term investments have had loss-making business results due to very limited work sources, difficulties in the real estate market, projects being stopped or delayed, thus not being able to cover costs such as management costs, interest costs, outstanding debts that are difficult to recover, etc.
2.2. Current financial management status of Vietnam Oil and Gas Construction Joint Stock Corporation
2.2.1. Financial resource management of Vietnam Oil and Gas Construction Joint Stock Corporation
a. Implemented management policies and regulations
Currently, Vietnam Oil and Gas Construction Joint Stock Corporation conducts financial management according to the Government's guidance on financial management regime for enterprises.
b. Management content
The unit's mobilized capital is mobilized from shareholders' capital contributions, trade credit (including payables to sellers and prepayments from buyers) and short-term bank loans.
According to the indicators in the financial statements of the past 3 years of P VC, the capital proportion of each source has changed over the years, especially in 2019 and 2020 - when the unit operated at a loss, so the equity structure in the total capital source decreased significantly compared to previous years.
Table 2.3 Fluctuation of PVC's capital sources in the period 2018-2020
Unit: billion VND
STT
Target | 2018 | 2019 | 2020 | |
CAPITAL SOURCE | 5,555.85 | 5,393.27 | 5,011.60 | |
A | LIABILITIES PAYABLE | 4,855.66 | 4,875.71 | 4,646.80 |
I | Short-term debt | 4,723.64 | 4,746.75 | 4,518.80 |
1 | Short-term trade payables | 2,797.37 | 2,843.16 | 2,758.77 |
2 | Short term buyers limit | 278.44 | 216.66 | 140.27 |
3 | Taxes and payables State | 13.67 | 2.72 | 1.63 |
4 | Payable to workers | 25.07 | 21.26 | 24.26 |
5 | Short-term payable expenses | 353.23 | 319.02 | 361.46 |
6 | Short-term unearned revenue limit | 4.60 | 1.90 | 1.45 |
7 | Other short-term payables | 347.01 | 368.64 | 367.18 |
8 | Short-term finance leases and loans limit | 911.51 | 980.65 | 871.07 |
9 | Bonus and welfare fund | (7.28) | (7.28) | (7.28) |
II | Long-term debt | 132.02 | 128.96 | 127.52 |
1 | Long-term payable expenses | 71.06 | 71.06 | 71.06 |
2 | Long-term unrealized revenue limit | 59.76 | 57.87 | 56.42 |
3 | Other long-term payables | 0.03 | 0.03 | 0.03 |
4 | Deferred income tax payable | 1.16 | - | - |
B | EQUITY | 700.19 | 517.55 | 365.27 |
1 | Owner's equity | 4,000.00 | 4,000.00 | 4,000.00 |
2 | Treasury stock | (0.03) | (0.03) | (0.03) |
3 | Development investment fund | 76.99 | 76.99 | 76.99 |
4 | Other equity funds | 0.50 | 0.50 | 0.50 |
5 | Accumulated loss | (3,377.26) | (3,559.90) | (3,712.18) |
In there : | ||||
Accumulated loss to the end of the previous year | (3,253.41) | (3,377.27) | (3,559.90) | |
Loss this year | (123.85) | (182.63) | (152.28) | |
(Source: Financial report of parent company PVC Corporation)
Through the above table, it can be seen that the capital fluctuation of P VC over the years is uneven. Capital in 2019 decreased by 29.09% compared to 2018 but was still 7.61% higher than in 2020 due to short-term debts and equity. In 2020, it decreased compared to 2018 and 2019 because P VC operated at a loss and was affected by the impact of the Covid-19 pandemic on the world economy in general and P VC in particular, this is the reason for the decrease in equity/capital of P VC. In recent years, the main source of work has depended on two main projects: Thai Binh 2 Thermal Power Plant and Song Hau 1 Thermal Power Plant. While both of these projects still have many problems with mechanisms and financial difficulties that have not been completely resolved. P VC's financial situation is facing many difficulties due to large accumulated losses from previous years, financial shortages causing the company to lack resources to focus on implementing projects, especially the Thai Binh 2 Thermal Power Plant project.
In addition, the units in the divestment plan are mostly loss-making or have large accumulated losses, creating difficulties for P VC and its member units in restructuring and divestment as planned. In addition, most of the locations of the real estate projects of the member units are in areas that are not really favorable for attracting investment capital, causing P VC's revenue and capital to decrease sharply.
52
Table 2.4 PVC's capital structure in the period 2018-2020
Unit: Billion VND
Content
2018 | 2019 | 2020 | Comparison 2019/2018 | Comparison 2020/2019 | ||||||
Amount | % | Amount | % | Amount | % | -/+ | % | -/+ | % | |
Liabilities | 4,855.66 | 87.40 | 4,875.71 | 90.40 | 4,646.80 | 92.72 | 20.05 | 0.41 | (228.91) | (4.69) |
Short-term debt | 4,723.64 | 85.02 | 4,746.75 | 88.01 | 4,518.80 | 90.17 | 23.11 | 0.49 | (227.95) | (4.80) |
Long-term debt | 132.02 | 2.38 | 128.96 | 2.39 | 127.52 | 2.54 | (3.06) | (2.32) | (1.44) | (1.12) |
Equity | 700.19 | 12.60 | 517.55 | 9.60 | 365.27 | 7.29 | (182.64) | (26.08) | (152.28) | (29.42) |
Total capital | 5,555.85 | 100.00 | 5,393.27 | 100.00 | 5,011.60 | 100.00 | (162.58) | (2.93) | (381.67) | (7.08) |
(Source: Financial report of parent company PVC Corporation)
Regarding capital structure: Through the above table, it can be seen that the capital structure of Vietnam Oil and Gas Construction Joint Stock Corporation has not changed much. In 2019, equity accounted for 9.60% of the company's total capital, by 2020, the equity ratio decreased to 7.29%. It can be seen that Vietnam Oil and Gas Construction Joint Stock Corporation's debt ratio is around 90% and equity is 10% during the difficult period of the enterprise. In recent years, Vietnam Oil and Gas Construction Joint Stock Corporation has been in a difficult period, so the payable debt is quite large, so P VC is not financially proactive and the level of financial autonomy is not high.
Regarding equity: This is the safest and most important source of funding because equity determines the autonomy of the enterprise in all business and production activities. Having a safe and stable source of funding will ensure competitiveness when facing the current market mechanism and continuous changes, especially in the business sector. The equity of Vietnam Oil and Gas Construction Joint Stock Corporation has changed over the years. In 2019, equity was 517.6 billion VND, down 26.08% compared to 2018. By 2020, this indicator decreased again compared to 2018 by 29.42%.
Regarding payables: This is one of the important indicators in the capital sources of enterprises in particular and the economy in general. In the process of production and business, enterprises have to face many arising needs for debt, including commercial credit and bank loans, but depending on the characteristics of each different industry and the cost of using each debt, the debt ratio of the enterprise to be paid will be high or low.
Through the table, we can see that the payables of Vietnam Oil and Gas Construction Joint Stock Corporation tend to decrease in value but increase in proportion compared to the capital of the enterprise. The payables in 2019 were 4,875.71 billion VND, accounting for 90.40% of the total capital. By 2020, the payables had decreased to 4,646.80 billion VND, but the proportion of payables to the total capital in 2020 increased to 92.72%.
Table 2.5 Fluctuation in PVC's capital structure in the period 2018-2020
Unit: %
STT
Target | 2018 | 2019 | 2020 | |
1 | Loan/total capital ratio capital | 17.69 | 19.50 | 18.80 |
2 | Credit capital ratio trade/total capital | 61.61 | 63.57 | 65.17 |
3 | Equity ratio Ownership/Total Capital | 12.60 | 9.60 | 7.29 |
4 | Capital ratio other/total capital | 8.10 | 7.33 | 8.77 |
(Source: Financial report of parent company PVC Corporation)
Through the table above, we can see that P VC's capital structure has not changed much over the years; the proportion of equity has decreased since 2019. P VC's borrowings include short-term loans and financial lease payments, long-term payables and other long-term payables. P VC's trade credit includes short-term payables to sellers, prepayments from buyers and other short-term payables. Trade credit has increased gradually over the years. This shows that the Corporation is occupying a large portion of customers' credit capital. The proportion of equity decreased from 12.60% in 2018 to 7.29% in 2020, because in the period of 2018-2020, PVC operated at a loss with the total accumulated loss between 2017-2018 being 3,377.26 billion VND, 2018-2019 being 3,559.90 billion VND and by 2019-2020 increasing to 3,559.90 billion VND. Equity is nearly 400 billion VND while owner's contributed capital is 4,000 billion VND.
2.2.2. Management of capital allocation and use of Vietnam Oil and Gas Construction Joint Stock Corporation
* Management policies and regulations are enforced
Any enterprise must have a certain source of capital. The source of capital shows where the assets of that enterprise come from and the enterprise must have economic and legal responsibilities for those assets. The management, allocation and effective use of capital for enterprises in general and the Vietnam Oil and Gas Construction Joint Stock Corporation in particular is an extremely important step. The Government allows P VC to invest in many fields other than the field of oil and gas construction and installation, from joint venture capital contribution, investment in the financial sector to investment in other business fields in the period of economic integration, implementing the policy of enhancing the autonomy of joint stock companies to encourage the development of state-owned economic businesses to play a leading role.
Therefore, in terms of capital and asset management, to serve the business of constructing and installing specialized oil and gas works and activities directly related to construction and installation business activities according to the provisions of law, P VC is responsible for effectively managing and using all capital and assets invested by the owner and other legal sources of operating capital.
According to the financial management regime for enterprises and joint stock companies, the investment, construction, purchase and depreciation of fixed assets, mortgage, lease, pledge of assets, transfer of capital investments outside the enterprise, liquidation and sale of fixed assets, management of receivables, payables, exchange rate differences, management of inventory, inventory and revaluation of assets of the Corporation are carried out.
* Management content


![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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