The results in Table 2.10 show that the management board and the teaching staff highly appreciated the level of implementation of the Khmer ethnic cultural identity education plan of the school leaders with an average score of 4.33 and 4.95. The Khmer ethnic cultural identity education plan was based on the school year plan by the school leaders, clearly showing the goals and educational content of the school. The work of developing the Khmer ethnic cultural identity education plan was also highly appreciated by teachers with an average score of 4.36 and 4.84. However, the planning work did not have the participation of teachers, there was no close coordination between departments in the school, and the plan was not consulted by teachers. Because there is no close coordination between departments in the school and the participation of teachers in the development, the activities have not been specified, not consistent with reality, and have not proposed a number of solutions to implement the plan because they have not received accurate information about the actual conditions of the school. That is also the reason why the plan is not feasible and the effectiveness of Khmer cultural identity education activities for students is not high. Therefore, when developing a plan, schools need to organize teachers to participate and there must be close coordination between departments and individuals in the school, because this is the force that directly implements the developed plan, bringing about effective Khmer cultural identity education for students in order to find many solutions and find conditions to implement the plan well.
2.4.2. Current status of coordination of forces participating in organizing activities to educate Khmer ethnic cultural identity for students
To achieve results in educating Khmer ethnic cultural identity for students in ethnic boarding schools in Soc Trang province, coordination between forces is needed. Through the process of surveying by questionnaires for managers, teachers, and students, the results obtained show that the main forces participating in educating Khmer ethnic cultural identity for students include: Family education forces; schools; Youth Union; local authorities; cultural and information agencies; Women's Union; Education Promotion Association; Association of the Elderly, and Parents' Association. At the same time, the content of coordination between forces participating in organizing activities to educate Khmer ethnic cultural identity for students was evaluated by managers and teachers with results shown in Table 2.11.
Table 2.11. Assessment of teachers, managers, and professional group leaders on the influence of factors on the organization of Khmer cultural identity education activities in ethnic minority boarding schools in Soc Trang province in the past 5 years
TT
Influencing factors | GV | Management Board, TTCM | |||||
Average | DLC | Rank step | Average | DLC | Rank step | ||
1 | Managing educational activities Khmer Cultural Identity Education of the School | 4.39 | 1.06 | 7 | 4.02 | 1.27 | 7 |
2 | Professional qualifications and sense of responsibility of the forces managing indigenous education activities Khmer cultural identity of the school | 4.86 | 0.40 | 1 | 4.60 | 0.66 | 1 |
3 | Content, form and method of managing educational activities Khmer cultural identity of the school | 4.62 | 0.91 | 3 | 4.49 | 1.02 | 3 |
4 | Activities to check and evaluate the results of managing educational activities Khmer cultural identity of the school | 4.55 | 0.96 | 4 | 4.44 | 0.92 | 4 |
5 | Student cooperation in this activity | 4.72 | 0.70 | 2 | 4.58 | 0.79 | 2 |
6 | Effective support from students' families and society in activities this move | 4.47 | 1.01 | 5 | 4.36 | 1.04 | 5 |
7 | Regulations on rewards and responsibilities punish teachers and students participating in this activity. | 4.44 | 1.08 | 6 | 4.13 | 1.19 | 6 |
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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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Analysis of Current Status of Tourism Activities in Phong Dien District -
Management Status of Tcm Results Evaluation Through NCBH Form Table 2.9: Current Status of Evaluation of Professional Team Performance Results Through Form

The results in Table 2.11 show that the eight factors we proposed were highly appreciated by managers and teachers in terms of their influence on the organization of Khmer cultural identity education activities for students. These factors were rated with an average score of 4.02 to 4.60. Teachers also highly appreciated this content, with factors rated with an average score of 4.39 to 4.86. The highest rated content was the professional expertise and sense of responsibility of the forces and the coordination of students. Therefore, to improve the quality of Khmer cultural identity education activities for students, managers must demonstrate their managerial role well.
At the same time, organizations and individuals in the school must improve their professional qualifications and sense of responsibility, and must closely study the Khmer ethnic cultural identity and the circumstances of students in order to proactively participate in positively influencing students in order to attract them to participate in activities to educate their Khmer ethnic cultural identity.
2.4.3. Current status of organizing activities to educate Khmer ethnic cultural identity for students
Regarding the content of organizing activities to educate Khmer cultural identity for students, we surveyed and the results achieved are shown in table 2.12.
Table 2.12. Assessment of teachers, managers, and professional group leaders on the level of implementation of Khmer cultural identity education activities of the school in the past 5 years
TT
Management content | GV | CBQL, TTCM | |||||
Average | DLC | Rank step | Average | DLC | Rank step | ||
1 | Identify educational forces in schools involved in identity education activities Khmer Culture for Students. | 4.63 | 0.81 | 3 | 4.80 | 0.56 | 3 |
2 | Assign tasks to forces and departments in the house School implements plan. | 4.81 | 0.49 | 1 | 4.87 | 0.43 | 2 |
3 | Organize the forces to implement Plan has been built. | 4.47 | 0.95 | 4 | 4.47 | 1.02 | 4 |
4 | The plan for Khmer cultural identity education activities has close coordination between departments in the school | 4.66 | 0.79 | 2 | 4.95 | 0.23 | 1 |
The survey results in Table 2.12 show that most of the management staff, the Center for Cultural Affairs and teachers rated the level of implementation of Khmer cultural identity education activities of their school at an average score of 3.47 to 4.95. Management staff and the Center for Cultural Affairs rated the content "Khmer cultural identity education plan has close coordination between departments in the school" the best, and teachers rated the content "Khmer cultural identity education plan has close coordination between departments in the school" the best.
Regarding the content of "Assigning tasks to forces and departments in the school to implement the plan", this is an important condition for organizations and individuals to promptly concretize the school's plan and effectively implement activities according to the plan. However, this result shows that the education of Khmer ethnic cultural identity in schools has been given attention. However, the organization of forces to fully implement the plan during the implementation process has not gone into depth, and is still general. In addition, the identification of educational forces in schools participating in activities to educate Khmer ethnic cultural identity for students is still limited, the forces assigned to the task mainly rely on their own experience, some teachers are limited in their capacity in the organization stage due to lack of training and knowledge development.
Therefore, schools need to thoroughly disseminate plans to teachers in organizing Khmer cultural identity education activities right from the beginning of the school year. These plans must be fully guided during the implementation process.
2.4.4. Current status of directing activities to educate Khmer ethnic cultural identity for students
Regarding the content of directing and operating Khmer cultural identity education activities for students, we surveyed and the results achieved are shown in Table 2.13.
Table 2.13. Assessment of teachers, managers, and professional group leaders on the direction and management of Khmer cultural identity education activities of the school in the past 5 years
TT
Management content | GV | CBQL, TTCM | |||||
Average | DLC | Rank step | Average | DLC | Rank step | ||
1 | The activities of directing and operating the Khmer cultural identity education have brought about effective results. highest fruit | 4.73 | 0.76 | 3 | 4.71 | 0.63 | 3 |
2 | Management and direction activities Khmer cultural identity education activities attract students | 4.91 | 0.32 | 1 | 4.73 | 0.53 | 2 |
TT
Management content | GV | CBQL, TTCM | |||||
Average | DLC | Rank step | Average | DLC | Rank step | ||
participate actively | |||||||
3 | The activities of directing and operating the Khmer cultural identity education have maximized the capacity and responsibility of the teacher | 4.68 | 0.72 | 4 | 4.58 | 0.90 | 4 |
4 | The activities of directing and operating the Khmer cultural identity education have ensured the decentralization in management | 4.51 | 0.96 | 5 | 4.56 | 0.92 | 5 |
5 | The direction and management of Khmer cultural identity education activities have ensured smooth coordination between ministries. school department | 4.85 | 0.48 | 2 | 4.98 | 0.13 | 1 |
Through the survey in Table 2.13, we found that in the direction and management of Khmer cultural identity education activities of ethnic minority boarding schools, managers, supervisors and teachers were most satisfied with the contents "Directing and managing cultural identity education activities ensured smooth coordination between departments in the school" and "Directing and managing cultural identity education activities attracted students to participate actively". In addition, both managers, supervisors and teachers gave low ratings to the content "Directing and managing cultural identity education activities ensured decentralization in management". This proves that the direction and management of cultural identity education activities have not ensured decentralization in management. These are the limitations that leaders of ethnic minority boarding schools need to pay attention to in order to have measures to improve the effectiveness of directing cultural identity education activities for students.
2.4.5. Current status of inspection and evaluation of Khmer ethnic cultural identity education activities for students
To better understand the management of inspection and evaluation of Khmer cultural identity education activities for students in order to have objective assessments of this work, we continued to ask for opinions from managers, center staff and teachers through a survey form and obtained the results shown in Table 2.14.
Table 2.14. Assessment of teachers, managers, and professional group leaders on the inspection and assessment of Khmer cultural identity education activities of the school in the last 5 years
TT
Management content | GV | CBQL, TTCM | |||||
Average | DLC | Rank step | Average | DLC | Rank step | ||
1 | Develop a plan to inspect Khmer cultural identity education activities by month, semester, and year. learn | 4.63 | 0.94 | 3 | 4.65 | 0.87 | 3 |
2 | Develop criteria for testing and evaluating scientific and appropriate Khmer cultural and ethnic identity education activities. suitable for school conditions | 4.60 | 0.90 | 4 | 4.31 | 1.18 | 4 |
3 | Building a regime and process for inspecting and evaluating Khmer cultural identity education activities correctly. current regulations. | 4.81 | 0.58 | 2 | 4.85 | 0.45 | 2 |
4 | The work of inspecting and evaluating the activities of educating Khmer cultural identity has a positive effect on the develop student personality | 4.93 | 0.29 | 1 | 4.95 | 0.95 | 1 |
The survey results in Table 2.14 show that the inspection and evaluation of Khmer cultural identity education activities are carried out in accordance with current regulations, having a positive effect on the development of students' skills. Specifically, managers, teachers and teachers highly appreciate the contents "The inspection and evaluation of Khmer cultural identity education activities have a positive effect on the development of students' personalities" and "Building a regime and process for inspection and evaluation of Khmer cultural identity education activities in accordance with current regulations".
However, the content of "Building criteria for testing and evaluating Khmer ethnic cultural identity education activities scientifically, suitable for school conditions" was rated low by both managers, teachers and teachers. This proves that the work of testing and evaluating Khmer ethnic cultural identity education activities is not scientific and suitable for school conditions. This limitation is one of the reasons why school organizations and teachers have not paid much attention to organizing Khmer ethnic cultural identity education activities for students, or if they are organized, the content is also based on familiar patterns, often repeated over the years, so it does not promote the positivity and proactive participation of students. Therefore, the effectiveness of Khmer ethnic cultural identity education activities for students has not been as expected.
2.4.6. Current status of management of facilities and finance for Khmer ethnic cultural identity education activities for students
Reality shows that for the activity of educating Khmer ethnic cultural identity for students, having adequate facilities will be an important factor contributing to the effective implementation of the activity.
The current situation of the schools shows that: The school has done well in the following contents: Purchasing, supplementing, investing in equipment for Khmer cultural identity education activities; effectively using facilities and equipment for Khmer cultural identity education activities; funding sources for organizing Khmer cultural identity education activities; mobilizing resources for Khmer cultural identity education activities. Facilities and funding sources for organizing Khmer cultural identity education activities: extracurricular activities, themed on traditional holidays...
In addition, the school is very interested in the work of educating Khmer ethnic cultural identity such as purchasing, supplementing, and investing in equipment for the activities of educating Khmer ethnic cultural identity. However, because some equipment serving this work is very expensive such as the Khmer ethnic pentatonic musical instruments, the school has not been able to balance the budget for purchasing, although the Provincial People's Committee has supported the lack of this type of musical instrument, but up to now, many of them have been damaged. The work of mobilizing resources for the activities of educating Khmer ethnic cultural identity only ensures the work of rewarding and the cost of organizing and implementing activities of educating Khmer ethnic cultural identity for the school's students.
This shows that some boarding schools for ethnic minorities in Soc Trang province have managed well the work of calling for support or purchasing, supplementing, and investing in equipment for Khmer cultural identity education activities: there is a plan to balance the budget to invest in purchasing additional facilities, the use of facilities to serve Khmer cultural identity education activities, the budget for organizing Khmer cultural identity education activities: extracurricular activities, organizing national holidays for students, thematic activities, etc. are allocated reasonably. However, the management of facilities and finances for Khmer cultural identity education activities for students is still not well implemented, specifically, some schools have not equipped Khmer cultural identity education equipment for students. This proves that the implementation of Khmer cultural identity education content for students is not comprehensive, which has partly affected the quality of management of Khmer cultural identity education activities for students.
2.5. Current status of factors affecting the management of Khmer ethnic cultural identity education activities for students in ethnic minority boarding schools in Soc Trang province
2.5.1. Objective factors
The survey results in Table 2.11 show that the factor affecting the organization of Khmer cultural identity education activities for students that is rated lowest by school managers and teachers is "Management of Khmer cultural identity education activities of the school" (with an average score of 4.39) and highest is "Professional qualifications and sense of responsibility of the forces managing Khmer cultural identity education activities of the school" (with an average score of 4.86). Therefore, the objective factors



![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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