Current Status of Inspection and Control of Deposit Mobilization

Capital utilization is not high because short-term loans are taken from medium and long-term mobilized capital. In 2018, this ratio changed, short-term loans reached 2,741 billion VND, accounting for 61% of the proportion, and medium and long-term loans reached 1,752 billion VND on mobilized capital reaching 1,706 billion VND (accounting for 39% of loan capital), showing that the management in 2018 was much more effective than in 2017. However, it requires managers to be careful with the structure of mobilized capital and the loan structure to avoid liquidity risks when achieving optimal profit. In 2019, due to the impact of the Covid19 epidemic, the bank's disbursement rate did not reach the highest efficiency, and the mobilized capital was quite surplus. However, on the other hand, we see that BIDV is considered one of the banks with the most deposits from customers in the area. During the difficult time due to the pandemic, we see that there is significant encouragement for BIDV to continue to develop further and the branch needs to have a long-term strategy and short-term solutions for its two main tasks.

* Current status of term management

Currently, most types of deposits are mainly classified according to the depositors, whether individuals or economic organizations or credit institutions. In addition, they are classified according to the types of terms: non-term and term, with details for each type of term. In addition, recently, term deposits have been classified according to the type of currency, however, most of them only distinguish between VND and foreign currency, not specifically distinguishing each type of foreign currency because the number of foreign currencies on savings accounts is not popular, mainly limited to some strong currencies such as: USD, EUR, GBP...

BIDV Son Tay is increasingly showing interest in dividing the types of deposit terms according to the customer group, whether individual or economic organization, credit institution. In previous years, customers mostly focused on depositing terms such as: 3 months, 6 months, 9 months, 12 months, customers depositing terms of 01 month accounted for a very low percentage.

Later, business customers deposited for short terms of 1 month, less than 1 month when they had idle capital. For relatively long terms such as 24, 36, 60 months, BIDV Son Tay always has two ways to pay interest. Pay interest once when due, if the customer does not come to withdraw after the due date, the bank will transfer both principal and interest to the term.

next with the interest rate at the time of transfer. For the form of interest payment after each year, BIDV Son Tay can take advantage of this deposit source when the customer does not come to receive interest after the deposit term ends. When the principal payment deadline comes and the customer does not come to withdraw, the bank will transfer the entire principal to the next term and apply the interest rate at the time of transfer.

Some detailed deposit terms by day, week or month can be flexibly determined depending on the capital usage needs according to the plans of some regular and large customers.

* Current status of liquidity risk management of capital mobilization

First of all, it can be seen that BIDV Son Tay's liquidity risk management policies and guidelines always ensure compliance with the State Bank's safety regulations. Currently, BIDV in general and BIDV Son Tay manage daily liquidity based on strategies approved by the Board of Directors, liquidity limits and limits approved by the Board of Directors. Short-term liquidity management is carried out based on liquidity gap reports (liquidity supply - liquidity demand), forecasting items on the balance sheet, thereby making appropriate decisions. Long-term liquidity management is carried out through regulations limiting liquidity indicators drawn from the balance sheet and taking measures to achieve that goal. To prevent risky situations, BIDV Son Tay simulates situations that occur during a crisis based on fluctuations in the items of Liabilities and Assets when an unfavorable situation occurs. Depending on the severity of the liquidity crisis, BIDV Son Tay will have appropriate measures to handle it.

From the perspective of a BIDV Son Tay branch, it currently follows BIDV's instructions on liquidity management through:

- Managing liquidity supply from the source side through researching new debt instruments to save time and costs; increasing deposit interest rates to compete with other banks; expanding branch network, diversifying customer base.

- Combine asset liquidity management by:

+ Implement liquidity reserves

+ Ensure balance in credit and lending structure.

The average reserve ratio on total mobilized capital over the years has always reached an average of 30%, proactively maintaining the reserve level of cash and non-term deposits on total mobilized capital at 6.5% per year as usual to increase profitability while ensuring readiness to pay when customers have demand. At the same time, the ratio of short-term deposits and short-term valuable papers is maintained at an average of 23%. BIDV Son Tay closely monitors the activities of the Departments related to capital mobilization and capital use. For example, when providing a new credit line to customers, BIDV Son Tay also prepares for the possibility of withdrawing money from this limit. The department monitoring term and non-term deposits plans to sell some large-value CCTGs in the next few days, the liquidity management department also knows when, here the largest loans and the largest depositors will withdraw or deposit more capital.

The capital mobilization and lending structure is reasonable and safe, ensuring both business efficiency and liquidity needs. Deposits continuously increase due to the development of dynamic capital mobilization services; expanding the flexible interest rate management network. Strengthening the long-term stability of capital sources through increasing the long-term mobilization ratio to meet medium- and long-term lending sources.

2.3.4. Current status of inspection and control of deposit mobilization

The Director of BIDV Son Tay branch is responsible for directing the organization of regular or surprise inspections of the implementation of the capital mobilization plan. Comparing the results achieved with the set plan targets, comparing the implementation of this period with the results of previous periods to clearly point out the positive and negative aspects in order to make timely adjustments. Controlling the management of capital mobilization in accordance with the current mechanism of the State Bank and BIDV.

In recent years, the branch leaders have paid attention to the control and management of capital mobilization, but the capital mobilization situation has become difficult, the bank has to access capital sources with higher costs. The subjects in the control and management of capital mobilization at the branch include: Director and Deputy Directors; support department, participants

The task is to control the management of mobilized capital, the Management Department at the branch coordinates with other departments to perform the role of focal point for control, helping the Board of Directors carry out this task.

The control is performed at the branch as follows: The control is performed as follows:

- Branch leaders decide on the annual capital mobilization plan, this plan is divided according to quarterly progress and for each unit and individual.

- Organize and assign capital mobilization plans to departments. This is a task associated with performance evaluation and annual emulation and rewards for each department and individual.

- Monitor and report on the implementation of capital mobilization targets of each individual, department and the entire Branch daily.

- Compare the branch's capital mobilization results with the approved plan.

deliver.

- Analyze and evaluate the results achieved to have measures for direction and management.

next.

Based on the implementation of the planning targets, which are the targets on total capital, the General Planning Department organizes annual thematic inspections of the business plan, including capital mobilization management. The inspection targets are on total mobilized capital, the ratio of residential deposits compared to the assigned targets, mobilization interest rates, violations of the credit limit of the internal capital transfer account. Unscheduled inspections are only carried out at the branch when there are violations of planning discipline, violations of mobilization organization regulations, and mobilization interest rates.

2.3.4. Survey on customer satisfaction when depositing money at BIDV Son Tay

To clarify the level of customer satisfaction when depositing money at BIDV Son Tay, the author used the survey method to build a survey form based on the criteria for assessing the level of customer satisfaction when depositing money to accurately assess the current status of customer service quality. After building the assessment criteria for customers, I distributed the survey form with survey questions and suggestions for assessing the level of

Satisfaction from Very Poor - Poor - Fair - Good - Very Good for customers to evaluate according to Appendix 1 form for individual customers who have deposited money at BIDV Son Tay.

With a large number of customers transacting, the sample size is not large, however, due to limitations in human resources and research time, I chose a sample size of 300 customers. I personally chose this method because the people are easy to approach, the survey subjects are individuals who account for a large proportion of BIDV Son Tay's mobilized capital, participating customers will be willing to answer questions, so it will be effective and less time-consuming and costly to collect information.

The results obtained after survey and investigation are as follows:

- Expected number of ballots issued: 300 ballots

- Actual number of ballots issued: 285 ballots

- Actual number of ballots collected: 276 ballots

- Number of valid votes: 270 votes

- Number of invalid votes: 6 votes

From the survey results, the author will analyze the level of satisfaction and thereby know the strengths of BIDV Son Tay to promote, the areas that need to continue to be improved and overcome in the comments and assessments of customers on deposit mobilization activities at BIDV Son Tay.

Table 2.13 Survey results on deposit mobilization services at BIDV Son Tay

TT

Criteria	Average score Customer Reviews	Level assessment customer satisfaction
1.	Reliability
1.1.	Level of information security and safety	4.78	Very good
1.2.	Accuracy of each transaction	3.62	Good
1.3.	The bank strictly complies with the content. agreed with the customer	4.68	Very good
1.4.	Bank reputation	4.87	Very good
2.	Response
2.1.	Waiting time for transaction	4.01	Good
2.2.	The simplicity of the transaction procedure	4.50	Very good

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• Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015 zt2i3t4l5ee zt2a3gsnon-credit services, joint stock commercial bank zt2a3ge zc2o3n4t5e6n7ts 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). div.maincontent .content_head3 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent .s1 { color: black; font-family:"Courier New", monospace; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s2 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; 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2.3.

The bank has a hotline to serve 24/7 customer	3.49	Good
3.	Guarantee
3.1.	Level of professionalism of staff	3.81	Good
3.2.	Employee working style	3.70	Good
3.3.	Ability to handle requests and complaints well customer complaints	3.43	Rather
4.	Empathy
4.1.	Staff care and understand needs client	4.12	Good
4.2.	The staff is fair to all. client	3.48	Rather
4.3.	Promotional programs	4.45	Good
5.	Tangible features
5.1.	Wide trading network	4.85	Very good
5.2.	Modern facilities and equipment	4.51	Very good
5.3.	Arrange counters, tables, shelves scientific literature	4.62	Very good

Source: Survey synthesis

According to the survey results, most customers are satisfied with the reliability of BIDV Son Tay, especially the level of customer information security and the bank's commitment to customers, which comes from the bank's inherent reputation in the area. However, customers are not really satisfied with the accuracy of deposit mobilization transactions at BIDV Son Tay, because in the process there are many errors such as entering the wrong deposit term, wrong deposit amount... leading to many risks for customers.

Customer satisfaction with BIDV Son Tay's response is only average. Due to the large number of people coming to transact, customers often have to wait a long time for their turn, in some cases having to wait for 1-2 hours. Although BIDV Son Tay has set up a 24/7 customer service hotline, it is not really effective, customers also reported that they could not be contacted on weekends.

Satisfaction with BIDV Son Tay's empathy is still not high, the service style of the staff is not really professional, especially the ability to solve problems.

Customer complaints are still low, not really attentive and friendly like staff of other commercial banks in the area.

BIDV Son Tay's empathy has not received much satisfaction from customers. Although BIDV Son Tay has focused on improving service quality, and employees have proactively approached and understood customer needs, there are still cases where employees only care about taking care of large customers and customers who have had a long-term relationship with the bank, and are not really enthusiastic about small customers. In addition, there is a need for more incentive programs for customers who come to deposit money at the bank, such as a savings program for all customers, giving flowers and birthday and holiday gifts to VIP customers and customers who are economic organizations.

However, BIDV Son Tay's tangible features are highly appreciated by customers thanks to its extensive transaction network, especially the development of a mobile transaction team model that helps customers easily access the bank's services. The bank's facilities and equipment are invested in modernly and arranged scientifically, creating a good impression on customers who come to deposit money.

2.4. General assessment of deposit mobilization management at BIDV Son Tay

2.4.1. Results achieved

The business plan management mechanism has issued a complete process in the construction, planning, organization, implementation, direction and control of the capital mobilization plan for the whole system. It is a tool for operating business activities including capital mobilization activities in the whole system and is the basis for balancing capital, operating business plans and building financial plans, reflected in the regulations on the roles and responsibilities of the Head Office and Branches.

The business planning management mechanism is implemented according to the principle of centralized unity. Capital mobilization planning is based on the needs of the branch and is oriented towards common goals, so it is relatively close to the actual situation.

Capital mobilization plans are built, assigned annually to departments and divided into quarterly progress plans to help branches balance and coordinate capital with the Head Office.

The capital mobilization management system is implemented throughout. The Internal Management Department is responsible for advising and proposing to the Branch Board of Directors to effectively implement the capital mobilization targets assigned by the Head Office.

The functional structure divides tasks very clearly, suitable for specific, independent fields and tasks.

Managing capital indicators through the KPA system helps manage and operate plans quickly and promptly.

The direction work has been innovated in the direction of strengthening and closely following from branches to functional departments; directing and operating capital mobilization work flexibly, in accordance with market developments, enhancing the proactive and creative role of functional departments; creating high consensus in implementation; discipline, discipline and sense of responsibility in capital mobilization work, capital growth over the years has been over 10% to 26% compared to the previous year.

Capital mobilization control: Branch leaders pay special attention to the inspection and control of capital mobilization. Based on the characteristics of the planned targets assigned to each functional department, each officer and the implementation results are promptly monitored on the KPA system.

The results of each department and functional department related to capital mobilization are monitored and updated daily, monthly, quarterly and yearly.

Establish a department to monitor and evaluate capital mobilization results to analyze and evaluate capital developments, thereby providing timely management measures.

2.4.2. Limitations and causes

The banking industry only has the best conditions for development when it has a strong financial foundation. The more developed a country is, the more stable its financial foundation is, the larger the banking system will be. In Vietnam, the financial market is still young, with small potential, and its components have not yet fully developed, so it is strongly influenced by the world market. Especially after joining the WTO, the financial market, as well as other types of production and business, must operate more autonomously to meet the requirements of the international community.