2.1.5.2 Functions of departments
Vietnam International Commercial Joint Stock Bank - Hue Branch includes departments
corresponding to the following functions and tasks:
Board of Directors: In charge of credit activities, import and export, financial accounting, treasury, capital, risk management. The Director is the highest manager, has the right to handle all work in the agency, direct all activities of the sales department in accordance with VIB Hue's plan and targets.
General Administration Department: Located in the same area, under the direction of the Director, researches and proposes to the Director plans to arrange the organizational structure of the Branch, ensuring compliance with regulations and effective business. Implements policies for staff in the Bank, manages and preserves the Branch's assets in accordance with regulations, monitors the copying, receives official dispatches, archives documents and some other tasks.
Personal Customer Department: This department serves individuals. The main tasks of the department:
+ Carry out business activities for science and technology services according to assigned goals and plans, ensuring revenue growth, profit and safety.
+ Lending and debt collection in VND to individuals in accordance with the credit regulations of the State Bank and the instructions of the Director.
+ Research and propose solutions to resolve business problems at VIB, promptly report new arising business issues to the Director for consideration and resolution.
+ Analyze business activities of loan customers, provide timely quality
Report and provide information on credit work to leaders.
+ Perform service operations for individuals.
Customer Service Department: The department's service objects are all entities having relationships with the Bank, which can be individuals, businesses or economic organizations. The department's main tasks:
+ Carry out customer transactions in accordance with business processes, guide customers through procedures and answer customer questions. Carry out capital mobilization, lending, loan accounting, bookkeeping, disbursement, debt collection, loan interest collection, savings collection, term deposits, promissory notes, and credit notes.
+ Advise the Director on directing and operating treasury activities according to the regulations and rules of the State Bank. Organize well the collection and payment for customers' transactions at the Branch, ensuring asset safety.
+ International payment, attracting customers to pay foreign currency.
Credit Transaction Department : Conduct transactions with customers in accordance with business procedures. Provide guidance, procedures and answer questions for customers, perform capital mobilization, lending, accounting, disbursement, debt collection, and loan interest collection.
+ Organize well the collection and payment for customers coming to transact, ensuring the safety of assets.
+ International payments, attracting and paying foreign exchange.
Corporate Clients Department: The department's working subjects are businesses. The department's main tasks:
+ Carry out business service activities for corporate customers according to assigned target plans, ensuring revenue growth, profit and safety.
+ Provide information on risk prevention and daily management of business capital to ensure capital supply for the business.
+ Summarize monthly business results, provide credit operations guidance to credit transaction offices and manage lending activities.
+ Handle bad debts, perform tasks of guaranteeing deferred payment LC, guaranteeing for bidding customers, performing contracts and making advance payments.
Truong Tien Transaction Office and Dong Ba Transaction Office: Established to better serve customers and partners in terms of travel and to solve the problem of overload at the Branch Bank, performing the basic functions of capital mobilization, personal loans and other customer services. In addition, it is a factor that creates competition and creates more development for the brand of VIB International Bank.
2.2 Current status of internal control activities for customer lending at VIB Hue
2.2.1 Personal customer loan process
The general process of lending to customers is applied uniformly throughout the VIB system. According to Regulation No. 1083/2002/VIB, the order, procedures, and authority for granting credit to individual customers are as follows:
Diagram of work steps to be performed (Refer to Appendix 1).
Step 1: Receive documents from customers
A loan application file is considered to meet the requirements if it is fully guaranteed.
the following Profiles:
Table 2.5 – CUSTOMER PROFILE LIST
- Loan application form (Form No. 01/CV-VIB/2002). | ||
- Loan and debt repayment plan or Investment project (Form No. | ||
02/CV-VIB/2002). | ||
1. Loan application | - Documents and papers proving the Plan and the borrower such as: + Economic and civil contracts; | |
+ Warehouse receipt; | ||
CUSTOMER PROFILE | + Sales letter, Quotation; + Other related invoices and documents. | |
- For individual business households (including registered individuals) Business registration and Household with business registration): | ||
+ Household registration, ID card of the person whose name is on the certificate | ||
2. Legal documents | business registration; + Business registration certificate (Business license). | |
- For Households and Individuals, registration is not required. | ||
Business (Household production of agriculture, forestry, fishery, salt) | ||
industry): |
Maybe you are interested!
-
Current Status of Personal Loan Activities at the Transaction Office - An Binh Commercial Joint Stock Bank. -
![Mobile Phone Usage in Hanoi Inner City Area
zt2i3t4l5ee
zt2a3gsconsumer,consumption,consumer behavior,marketing,mobile marketing
zt2a3ge
zc2o3n4t5e6n7ts
- Test the relationship between demographic variables and consumer behavior for Mobile Marketing activities
The analysis method used is the Chi-square test (χ2), with statistical hypotheses H0 and H1 and significance level α = 0.05. In case the P index (p-value) or Sig. index in SPSS has a value less than or equal to the significance level α, the hypothesis H0 is rejected and vice versa. With this testing procedure, the study can evaluate the difference in behavioral trends between demographic groups.
CHAPTER 4
RESEARCH RESULTS
During two months, 1,100 survey questionnaires were distributed to mobile phone users in the inner city of Hanoi using various methods such as direct interviews, sending via email or using questionnaires designed on the Internet. At the end of the survey, after checking and eliminating erroneous questionnaires, the study collected 858 complete questionnaires, equivalent to a rate of about 78%. In addition, the research subjects of the thesis are only people who are using mobile phones, so people who do not use mobile phones are not within the scope of the thesis, therefore, the questionnaires with the option of not using mobile phones were excluded from the scope of analysis. The number of suitable survey questionnaires included in the statistical analysis was 835.
4.1 Demographic characteristics of the sample
The structure of the survey sample is divided and statistically analyzed according to criteria such as gender, age, occupation, education level and personal income. (Detailed statistical table in Appendix 6)
- Gender structure: Of the 835 completed questionnaires, 49.8% of respondents were male, equivalent to 416 people, and 50.2% were female, equivalent to 419 people. The survey results of the study are completely consistent with the gender ratio in the population structure of Vietnam in general and Hanoi in particular (Male/Female: 49/51).
- Age structure: 36.6% of respondents are <23 years old, equivalent to 306 people. People from 23-34 years old
accounting for the highest proportion: 44.8% equivalent to 374 people, people aged 35-45 and >45 are 70 and 85 people equivalent to 8.4% and 10.2% respectively. Looking at the results of this survey, we can see that the young people - youth account for a large proportion of the total number of people participating in the survey. Meanwhile, the middle-aged people including two age groups of 35 - 45 and >45 have a low rate of participation in the survey. This is completely consistent with the reality when Mobile Marketing is identified as a Marketing service aimed at young people (people under 35 years old).
- Structure by educational level: among 835 valid responses, 541 respondents had university degrees, accounting for the highest proportion of ~ 75%, 102 had secondary school degrees, ~ 13.1%, and 93 had post-graduate degrees, ~ 11.9%.
- Occupational structure: office workers and civil servants are the group with the highest rate of participation with 39.4%, followed by students with 36.6%. Self-employed people account for 12%, retired housewives are 7.8% and other occupational groups account for 4.2%. The survey results show that the student group has the same rate as the group aged <23 at 36.6%. This shows the accuracy of the survey data. In addition, the survey results distributed by occupational criteria have a rate almost similar to the sample division rate in chapter 3. Therefore, it can be concluded that the survey data is suitable for use in analysis activities.
- Income structure: the group with income from 3 to 5 million has the highest rate with 39% of the total number of respondents. This is consistent with the income structure of Hanoi people and corresponds to the average income of the group of civil servants and office workers. Those
People with no income account for 23%, income under 3 million VND accounts for 13% and income over 5 million VND accounts for 25%.
4.2 Mobile phone usage in Hanoi inner city area
According to the survey results, most respondents said they had used the phone for more than 1 year, specifically: 68.4% used mobile phones from 4 to 10 years, 23.2% used from 1 to 3 years, 7.8% used for more than 10 years. Those who used mobile phones for less than 1 year accounted for only a very small proportion of ~ 0.6%. (Table 4.1)
Table 4.1: Time spent using mobile phones
Frequency
Ratio (%)
Valid Percentage
Cumulative Percentage
Alid
<1 year
5
.6
.6
.6
1-3 years
194
23.2
23.2
23.8
4-10 years
571
68.4
68.4
92.2
>10 years
65
7.8
7.8
100.0
Total
835
100.0
100.0
The survey indexes on the time of using mobile phones of consumers in the inner city of Hanoi are very impressive for a developing country like Vietnam and also prove that Vietnamese consumers have a lot of experience using this high-tech device. Moreover, with the majority of consumers surveyed having a relatively long time of use (4-10 years), it partly proves that mobile phones have become an important and essential item in peoples daily lives.
When asked about the mobile phone network they are using, 31% of respondents said they are using the network of Vietel company, 29% use the network of
of Mobifone company, 27% use Vinaphone companys network and 13% use networks of other providers such as E-VN telecom, S-fone, Beeline, Vietnammobile. (Figure 4.1).
Figure 4.1: Mobile phone network in use
Compared with the announced market share of mobile telecommunications service providers in Vietnam (Vietel: 36%, Mobifone: 29%, Vinaphone: 28%, the remaining networks: 7%), we see that the survey results do not have many differences. However, the statistics show that there is a difference in the market share of other networks because the Hanoi market is one of the two main markets of small networks, so their market share in this area will certainly be higher than that of the whole country.
According to a report by NielsenMobile (2009) [8], the number of prepaid mobile phone subscribers in Hanoi accounts for 95% of the total number of subscribers, however, the results of this survey show that the percentage of prepaid subscribers has decreased by more than 20%, only at 70.8%. On the contrary, the number of postpaid subscribers tends to increase from 5% in 2009 to 19.2%. Those who are simultaneously using both types of subscriptions account for 10%. (Table 4.2).
Table 4.2: Types of mobile phone subscribers
Frequency
Ratio (%)
Valid Percentage
Cumulative Percentage
Valid
Prepay
591
70.8
70.8
70.8
Pay later
160
19.2
19.2
89.9
Both of the above
84
10.1
10.1
100.0
Total
835
100.0
100.0
The above figures show the change in the psychology and consumption habits of Vietnamese consumers towards mobile telecommunications services, when the use of prepaid subscriptions and junk SIMs is replaced by the use of two types of subscriptions for different purposes and needs or switching to postpaid subscriptions to enjoy better customer care services.
In addition, the majority of respondents have an average spending level for mobile phone services from 100 to 300 thousand VND (406 ~ 48.6% of total respondents). The high spending level (> 500 thousand VND) is the spending level with the lowest number of people with only 8.4%, on the contrary, the low spending level (under 100 thousand VND) accounts for the second highest proportion among the groups of respondents with 25.4%. People with low spending levels mainly fall into the group of students and retirees/housewives - those who have little need to use or mainly use promotional SIM cards. (Table 4.3).
Table 4.3: Spending on mobile phone charges
Frequency
Ratio (%)
Valid Percentage
Cumulative Percentage
Valid
<100,000
212
25.4
25.4
25.4
100-300,000
406
48.6
48.6
74.0
300,000-500,000
147
17.6
17.6
91.6
>500,000
70
8.4
8.4
100.0
Total
835
100.0
100.0
The statistics in Table 4.3 are similar to the percentages in the NielsenMobile survey results (2009) with 73% of mobile phone users having medium spending levels and only 13% having high spending levels.
The survey results also showed that up to 31% ~ nearly one-third of respondents said they sent more than 10 SMS messages/day, meaning that on average they sent 1 SMS message for every working hour. Those with an average SMS message volume (from 3 to 10 messages/day) accounted for 51.1% and those with a low SMS message volume (less than 3 messages/day) accounted for 17%. (Table 4.4)
Table 4.4: Number of SMS messages sent per day
Frequency
Ratio (%)
Valid Percentage
Cumulative Percentage
Valid
<3 news
142
17.0
17.0
17.0
3-10 news
427
51.1
51.1
68.1
>10 news
266
31.9
31.9
100.0
Total
835
100.0
100.0
Similar to sending messages, those with an average message receiving rate (from 3-10 messages/day) accounted for the highest percentage of ~ 55%, followed by those with a high number of messages (over 10 messages/day) ~ 24% and those with a low number of messages received daily (under 3 messages/day) remained at the bottom with 21%. (Table 4.5)
Table 4.5: Number of SMS messages received per day
Frequency
Ratio (%)
Valid Percentage
Cumulative Percentage
Valid
<3 news
175
21.0
21.0
21.0
3-10 news
436
55.0
55.0
76.0
>10 news
197
24.0
24.0
100.0
Total
835
100.0
100.0
When comparing the data of the two result tables 4.4 and 4.5, we can see the reasonableness between the ratio of the number of messages sent and the number of messages received daily by the interview participants.
4.3 Current status of SMS advertising and Mobile Marketing
According to the interview results, in the 3 months from the time of the survey and before, 94% of respondents, equivalent to 785 people, said they received advertising messages, while only a very small percentage of 6% (only 50 people) did not receive advertising messages (Table 4.6).
Table 4.6: Percentage of people receiving advertising messages in the last 3 months
Frequency
Ratio (%)
Valid Percentage
Cumulative Percentage
Valid
Have
785
94.0
94.0
94.0
Are not
50
6.0
6.0
100.0
Total
835
100.0
100.0
The results of Table 4.6 show that consumers in the inner city of Hanoi are very familiar with advertising messages. This result is also the basis for assessing the knowledge, experience and understanding of the respondents in the interview. This is also one of the important factors determining the accuracy of the survey results.
In addition, most respondents said they had received promotional messages, but only 24% of them had ever taken the action of registering to receive promotional messages, while 76% of the remaining respondents did not register to receive promotional messages but still received promotional messages every day. This is the first sign indicating the weaknesses and shortcomings of lax management of this activity in Vietnam. (Table 4.7)
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Mobile Phone Usage in Hanoi Inner City Area
zt2i3t4l5ee
zt2a3gsconsumer,consumption,consumer behavior,marketing,mobile marketing
zt2a3ge
zc2o3n4t5e6n7ts
- Test the relationship between demographic variables and consumer behavior for Mobile Marketing activities
The analysis method used is the Chi-square test (χ2), with statistical hypotheses H0 and H1 and significance level α = 0.05. In case the P index (p-value) or Sig. index in SPSS has a value less than or equal to the significance level α, the hypothesis H0 is rejected and vice versa. With this testing procedure, the study can evaluate the difference in behavioral trends between demographic groups.
CHAPTER 4
RESEARCH RESULTS
During two months, 1,100 survey questionnaires were distributed to mobile phone users in the inner city of Hanoi using various methods such as direct interviews, sending via email or using questionnaires designed on the Internet. At the end of the survey, after checking and eliminating erroneous questionnaires, the study collected 858 complete questionnaires, equivalent to a rate of about 78%. In addition, the research subjects of the thesis are only people who are using mobile phones, so people who do not use mobile phones are not within the scope of the thesis, therefore, the questionnaires with the option of not using mobile phones were excluded from the scope of analysis. The number of suitable survey questionnaires included in the statistical analysis was 835.
4.1 Demographic characteristics of the sample
The structure of the survey sample is divided and statistically analyzed according to criteria such as gender, age, occupation, education level and personal income. (Detailed statistical table in Appendix 6)
- Gender structure: Of the 835 completed questionnaires, 49.8% of respondents were male, equivalent to 416 people, and 50.2% were female, equivalent to 419 people. The survey results of the study are completely consistent with the gender ratio in the population structure of Vietnam in general and Hanoi in particular (Male/Female: 49/51).
- Age structure: 36.6% of respondents are <23 years old, equivalent to 306 people. People from 23-34 years old
accounting for the highest proportion: 44.8% equivalent to 374 people, people aged 35-45 and >45 are 70 and 85 people equivalent to 8.4% and 10.2% respectively. Looking at the results of this survey, we can see that the young people - youth account for a large proportion of the total number of people participating in the survey. Meanwhile, the middle-aged people including two age groups of 35 - 45 and >45 have a low rate of participation in the survey. This is completely consistent with the reality when Mobile Marketing is identified as a Marketing service aimed at young people (people under 35 years old).
- Structure by educational level: among 835 valid responses, 541 respondents had university degrees, accounting for the highest proportion of ~ 75%, 102 had secondary school degrees, ~ 13.1%, and 93 had post-graduate degrees, ~ 11.9%.
- Occupational structure: office workers and civil servants are the group with the highest rate of participation with 39.4%, followed by students with 36.6%. Self-employed people account for 12%, retired housewives are 7.8% and other occupational groups account for 4.2%. The survey results show that the student group has the same rate as the group aged <23 at 36.6%. This shows the accuracy of the survey data. In addition, the survey results distributed by occupational criteria have a rate almost similar to the sample division rate in chapter 3. Therefore, it can be concluded that the survey data is suitable for use in analysis activities.
- Income structure: the group with income from 3 to 5 million has the highest rate with 39% of the total number of respondents. This is consistent with the income structure of Hanoi people and corresponds to the average income of the group of civil servants and office workers. Those
People with no income account for 23%, income under 3 million VND accounts for 13% and income over 5 million VND accounts for 25%.
4.2 Mobile phone usage in Hanoi inner city area
According to the survey results, most respondents said they had used the phone for more than 1 year, specifically: 68.4% used mobile phones from 4 to 10 years, 23.2% used from 1 to 3 years, 7.8% used for more than 10 years. Those who used mobile phones for less than 1 year accounted for only a very small proportion of ~ 0.6%. (Table 4.1)
Table 4.1: Time spent using mobile phones
Frequency
Ratio (%)
Valid Percentage
Cumulative Percentage
Alid
<1 year
5
.6
.6
.6
1-3 years
194
23.2
23.2
23.8
4-10 years
571
68.4
68.4
92.2
>10 years
65
7.8
7.8
100.0
Total
835
100.0
100.0
The survey indexes on the time of using mobile phones of consumers in the inner city of Hanoi are very impressive for a developing country like Vietnam and also prove that Vietnamese consumers have a lot of experience using this high-tech device. Moreover, with the majority of consumers surveyed having a relatively long time of use (4-10 years), it partly proves that mobile phones have become an important and essential item in people's daily lives.
When asked about the mobile phone network they are using, 31% of respondents said they are using the network of Vietel company, 29% use the network of
of Mobifone company, 27% use Vinaphone company's network and 13% use networks of other providers such as E-VN telecom, S-fone, Beeline, Vietnammobile. (Figure 4.1).
Figure 4.1: Mobile phone network in use
Compared with the announced market share of mobile telecommunications service providers in Vietnam (Vietel: 36%, Mobifone: 29%, Vinaphone: 28%, the remaining networks: 7%), we see that the survey results do not have many differences. However, the statistics show that there is a difference in the market share of other networks because the Hanoi market is one of the two main markets of small networks, so their market share in this area will certainly be higher than that of the whole country.
According to a report by NielsenMobile (2009) [8], the number of prepaid mobile phone subscribers in Hanoi accounts for 95% of the total number of subscribers, however, the results of this survey show that the percentage of prepaid subscribers has decreased by more than 20%, only at 70.8%. On the contrary, the number of postpaid subscribers tends to increase from 5% in 2009 to 19.2%. Those who are simultaneously using both types of subscriptions account for 10%. (Table 4.2).
Table 4.2: Types of mobile phone subscribers
Frequency
Ratio (%)
Valid Percentage
Cumulative Percentage
Valid
Prepay
591
70.8
70.8
70.8
Pay later
160
19.2
19.2
89.9
Both of the above
84
10.1
10.1
100.0
Total
835
100.0
100.0
The above figures show the change in the psychology and consumption habits of Vietnamese consumers towards mobile telecommunications services, when the use of prepaid subscriptions and junk SIMs is replaced by the use of two types of subscriptions for different purposes and needs or switching to postpaid subscriptions to enjoy better customer care services.
In addition, the majority of respondents have an average spending level for mobile phone services from 100 to 300 thousand VND (406 ~ 48.6% of total respondents). The high spending level (> 500 thousand VND) is the spending level with the lowest number of people with only 8.4%, on the contrary, the low spending level (under 100 thousand VND) accounts for the second highest proportion among the groups of respondents with 25.4%. People with low spending levels mainly fall into the group of students and retirees/housewives - those who have little need to use or mainly use promotional SIM cards. (Table 4.3).
Table 4.3: Spending on mobile phone charges
Frequency
Ratio (%)
Valid Percentage
Cumulative Percentage
Valid
<100,000
212
25.4
25.4
25.4
100-300,000
406
48.6
48.6
74.0
300,000-500,000
147
17.6
17.6
91.6
>500,000
70
8.4
8.4
100.0
Total
835
100.0
100.0
The statistics in Table 4.3 are similar to the percentages in the NielsenMobile survey results (2009) with 73% of mobile phone users having medium spending levels and only 13% having high spending levels.
The survey results also showed that up to 31% ~ nearly one-third of respondents said they sent more than 10 SMS messages/day, meaning that on average they sent 1 SMS message for every working hour. Those with an average SMS message volume (from 3 to 10 messages/day) accounted for 51.1% and those with a low SMS message volume (less than 3 messages/day) accounted for 17%. (Table 4.4)
Table 4.4: Number of SMS messages sent per day
Frequency
Ratio (%)
Valid Percentage
Cumulative Percentage
Valid
<3 news
142
17.0
17.0
17.0
3-10 news
427
51.1
51.1
68.1
>10 news
266
31.9
31.9
100.0
Total
835
100.0
100.0
Similar to sending messages, those with an average message receiving rate (from 3-10 messages/day) accounted for the highest percentage of ~ 55%, followed by those with a high number of messages (over 10 messages/day) ~ 24% and those with a low number of messages received daily (under 3 messages/day) remained at the bottom with 21%. (Table 4.5)
Table 4.5: Number of SMS messages received per day
Frequency
Ratio (%)
Valid Percentage
Cumulative Percentage
Valid
<3 news
175
21.0
21.0
21.0
3-10 news
436
55.0
55.0
76.0
>10 news
197
24.0
24.0
100.0
Total
835
100.0
100.0
When comparing the data of the two result tables 4.4 and 4.5, we can see the reasonableness between the ratio of the number of messages sent and the number of messages received daily by the interview participants.
4.3 Current status of SMS advertising and Mobile Marketing
According to the interview results, in the 3 months from the time of the survey and before, 94% of respondents, equivalent to 785 people, said they received advertising messages, while only a very small percentage of 6% (only 50 people) did not receive advertising messages (Table 4.6).
Table 4.6: Percentage of people receiving advertising messages in the last 3 months
Frequency
Ratio (%)
Valid Percentage
Cumulative Percentage
Valid
Have
785
94.0
94.0
94.0
Are not
50
6.0
6.0
100.0
Total
835
100.0
100.0
The results of Table 4.6 show that consumers in the inner city of Hanoi are very familiar with advertising messages. This result is also the basis for assessing the knowledge, experience and understanding of the respondents in the interview. This is also one of the important factors determining the accuracy of the survey results.
In addition, most respondents said they had received promotional messages, but only 24% of them had ever taken the action of registering to receive promotional messages, while 76% of the remaining respondents did not register to receive promotional messages but still received promotional messages every day. This is the first sign indicating the weaknesses and shortcomings of lax management of this activity in Vietnam. (Table 4.7)
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Current Status of Development of Loan Activities for Employment at the Social Policy Bank, Hanoi Branch -
Ksnb System Evaluation Personal Loan Process -
Analysis of Current Status of Tourism Activities in Phong Dien District
+ Household registration; + Criminal record or Personal identity certificate of the customer from the police of the ward, commune or town within a period of no more than 1 year (if any); + Identity card of Individual or Head of Household. - Requirements for Legal Documents: (Appendix 2). | |
3. Economic profile | - Report on production and business situation. - “List of materials, products and goods circulation” (made monthly according to regulations of the Ministry of Finance) or tax payment documents and invoices. |
4. Guarantee documents loan | - If the loan is secured by assets. |
The CBTD is responsible for guiding the Customer to provide the above types of documents; checking the completeness, authenticity, validity and consistency of the Customer's loan documents and notifying the Customer to provide additional information if necessary. Then the CBTD prepares the loan documents according to the prescribed form (Form No. 04/CV-VIB/2002) , along with the list of loan documents for each loan, clearly stating: Name, address of the Customer and other necessary basic information.
In addition, CBTD can discuss with customers to understand more information such as: Sources of income to repay principal and interest, financial situation of customers, information related to loan and repayment plans, or contents related to loan security...
The time considered to have received a complete loan application is from the date the customer provides the application.
finally as requested by VIB.
Step 2: Appraisal and preparation of Appraisal Report
Appraisal and preparation of Appraisal Report are carried out by the Customer Management Department in conjunction with the Department of Science and Technology. In case the loan value is over one billion VND, the AMC Asset Valuation Department will conduct an independent appraisal.
- Assessing the legal status of customers: collecting and evaluating a
accurately describe the characteristics related to KH, including:
- Age, legal capacity, civil conduct capacity of the Individual;
- Qualifications, experience in business and management organization
Individual registered business;
- Social relations, qualifications, personal background of the borrower and those directly related to the loan;
- Determine whether or not the customer is in the category of those who are not eligible for loans, have limited loans, are not eligible for preferential loans in terms of interest rates, loan amounts, or unsecured loans (as stipulated in the Loan Regulations for Customers No. 1356/2006/QC-VIB )
-Customer performance assessment:
- Income and asset situation;
- Production and business situation; advantages, competitiveness;
- Content, duration, and scope of business stated in the Business Registration Certificate (for loans for investment and business purposes, a Business Registration Certificate is required);
- Reputation, credit, payment and deposit relationships with VIB and other credit institutions.
In addition, CBTD needs to flexibly collect some other information related to the customer's operating situation, helping to increase reliability and accuracy in the appraisal process such as: information from CIC, information on secured transactions from Secured Transaction Registration Agencies, Notary and Certification Agencies, relevant Management Agencies...; information on the market, competitors; policies related to customers and other information serving lending and credit management.
-Loan security appraisal:
- After the appraisal process, the CBTD will directly prepare an appraisal report, with the appraised contents as presented above, to submit to the superior for approval. The appraisal report must clearly state the CBTD's comments and conclusions on:
+ Evaluate the source and quality of data and documents provided by customers;
+ Proposal to grant or not to grant loan, reasons for not granting loan;
+ Evaluate the level of risk, efficiency and benefits from the loan and from the borrower.
with VIB;
- If you do not agree to lend, please state the reason; if you agree to lend, please state the following:
+ Loan amount, loan method;
+ Purpose of loan;
+ Interest rates, fees and methods of interest application;
+ Loan term;
+ Method, principal term, principal grace period;
+ Method, interest payment period, interest grace period;
+ Security measures, assets and value of collateral;
+ Measures to manage debt repayment sources and collateral;
+ Other suggestions and recommendations.
- Appraisal report and proposal for loan approval for Individuals, Sole Proprietorships, Households, and Cooperatives: Follow Form No. 05/CV-VIB/2002 (Appendix 3).
Step 3: Loan approval and decision
The CBTD submits to the Head of the Credit Department or Head of the Transaction Department (hereinafter referred to as the Head of Department) the appraisal report and requests loan approval. The loan approval dossier includes the Customer's loan application and the Loan Application List (prepared in Step 1) with the CBTD's signature.
The Head of Department reviews the loan by re-examining the entire Loan Application of the Customer, requesting the Loan Officer to explain the contents that need to be clarified and supplement documents or re-evaluate if necessary. After comparing with VIB's lending policies and regulations, the Head of Department clearly states the opinion of granting or not granting the loan with the reasons, and clearly states the loan proposal contents, issues that differ from the opinion stated by the Loan Officer (if any) and submits to the Director for approval.
The Director reviews the Appraisal Report, compares the proposals of the Head of Department and the CBTD ; requests clarification of issues that need to be clarified, additional documents and the content of the Appraisal Report ; considers the loan in the overall operation.
business operations, credit policies, capital balance of the lending unit and loan approval:
- If not lending: Clearly state the reason for not lending and other issues with the opinion of the Head of Credit Department and instructions (if any). The Science and Technology Department shall make a Notice of Loan Refusal (Form No. 07/ CV-VIB/2002) , clearly state the reason and send it to the Customer; the CBTD shall keep the file prepared by VIB and return the Customer's file (if the Customer requests).
- If loan approval: Clearly state the reasons and other issues with the opinion of the Head of Credit Department and instructions (if any); The Science and Technology Department completes the loan and disbursement procedures according to VIB's regulations.
Loan approval period: ≤ 03 days for short-term loans and ≤ 15 days for long-term loans.
days for medium and long term loans.
-Note:
- In case the loan exceeds the judgment limit, it must be submitted to the superior for approval (Appendix 4).
- For loans exceeding the credit limit of the Branch Director or the Central Region Director, the loan must be approved by the Credit Council (at the Hanoi Head Office), in accordance with VIB's regulations. The superior approving the loan has the right to decide whether or not to re-evaluate the loan (including re-valuation of collateral), or to appraise some necessary issues in accordance with VIB's regulations.
Step 4: Complete loan procedures and disbursement
The CBTD in charge of the loan is responsible for completing and supplementing any missing documents according to regulations or as required by the approval authority to submit for approval or official decision on loan; coordinating with the customer to prepare and submit to the Head of Department or Director for signing of the Loan Contract (Form No. 13/CV-VIB/2002) ; completing loan security procedures according to VIB's Loan Security Implementation Process.
CBTD coordinates with the Accounting department (under the Customer Service department) to open a loan account for the customer to monitor and record the loan amount and repay the debt (if the customer does not have an account at VIB).
After completing the procedures for signing, notarizing, certifying and registering the Contract,
Co-guarantee the loan and receive and import assets according to the provisions of the Law and
VIB's instructions, CBTD implements:
+ Instruct customers to make 03 copies of the Debt Acknowledgement Agreement (Form No. 14/CV-VIB/2002) to
withdraw loan
+ Check the purpose of loan use on the loan withdrawal document against the purpose.
Loan purpose stated on the Loan Application and in the Loan Contract.
+ Check and compare signature and seal sample.
Accounting for disbursement based on the Debt Acknowledgement Agreement, and monitoring and recording the disbursement and debt collection on the back of the Debt Acknowledgement Agreement immediately after arising.
- In case the collateral is formed from a loan, the CBTD will monitor and urge the customer to complete the loan security procedures according to VIB's Loan Security Implementation Process.
- In case the disbursement subject is a construction project, VIB will coordinate with the investor to disburse directly to the contractor (construction party) in accordance with the volume and construction progress confirmed by the relevant parties.
Step 5: Check and evaluate the use of loan money
After disbursement, CBTD continues to monitor the loan by conducting checks to evaluate the customer's use of the loan:
- First inspection: After there is a loan target but no later than 15 days after disbursement (except in cases where there is no loan target or the loan target has been inspected and appraised immediately before disbursement).
- Periodic inspection: Depending on the nature of the loan and each customer, but not more than once every 3 months for short-term loans and not more than once every 6 months for medium and long-term loans.
- Surprise inspection: Loan management CBTD, Department Head, Director conduct inspection when receiving any information affecting the operation and debt repayment ability of the Customer or according to the decision, request of the Inspection, Examination, and Audit Teams.
The contents to be checked include: the purpose of using the loan; the status of
implementation of commitments; production and business situation, product consumption; income situation, debt repayment ability; financial situation; organization, apparatus, management and operation situation; loan collateral situation and other contents.
The inspection must be recorded in a Minutes with the representative's signature.
Customer and inspector; if the Customer does not sign, clearly state that in the Minutes.
When detecting a problem loan, the CBTD must prepare a Report and proactively propose a solution to submit to the Department Head for consideration and handling. The Department Head decides to handle or submits to the Director for consideration and handling according to authority.
Step 6: Adjust and process the loan
When the Customer has a written request or through inspection and supervision, it is found necessary to amend or supplement the Contract, the Credit Department will conduct an assessment and propose a solution to submit to the Department Head or Director for resolution.
After receiving opinions from competent authorities on amending and supplementing the Loan Contract, the Loan Officer shall coordinate with the Customer to draft and submit to the Head of Department and Director for signing the Minutes of supplementing the Loan Contract and the Loan Guarantee Contract with the following contents:
- Adjust debt repayment period; extend debt (principal, interest);
- Agreement on conditions, fees, interest rates when the customer repays the debt early;
- Convert loan currency;
- Change the loan collateral, release the collateral corresponding to the reduced debt balance of the customer (if the asset can be released in part).
- Amend and supplement other contents of the terms of the Loan Agreement and Guarantee Contract.
-For debt term adjustment, debt extension:
When the Customer has a written request to adjust the principal and interest payment term or extend the principal and interest payment term, the CBTD will conduct an inspection and re-evaluation of issues related to the loan and prepare an Appraisal Report (Form No. 19/CV-VIB/2002 ) as required (Appendix 5).
The handling of debt term adjustment, debt extension, and overdue debt transfer is carried out according to VIB's Regulations (Customer Lending Regulations - No. 1356/2006/QC-VIB) . CBTD sends a notice to the Customer after adjustment.
Step 7: Debt collection and loan collateral handling
Debt collection and reconciliation are the responsibility of the loan management CBTD.
CBTD needs to regularly:
- Monitor and urge customers to repay debts and collect interest according to each agreed term in the credit contract;
- Prepare and submit to the Head of Credit Department for signature the Debt Due Notice at least 05 working days before each debt payment deadline to send to the Customer and other notices according to this Procedure;
- Monitor the balance of customer debt with co-financing sources in cases of syndicated loans;
- Track customer's outstanding debt at VIB, at other credit institutions, and the amount of guarantee
VIB to Customers and other obligations of Customers to VIB;
- Reconcile balance with customer as of December 31 every year or when requested by superiors.
The Bank shall collect principal, calculate and collect interest; estimate loan interest and perform accounting according to VIB's regulations. The management and handling of loan collateral to recover debt shall be carried out according to the provisions of the Law and VIB's Loan Security Implementation Procedure.
Step 8: Loan settlement and summary
- Loan settlement: When the customer has paid off all principal, interest and committed obligations or has a decision from a competent authority, VIB will settle the loan.
In case the loan has been handled by Risk Provision, it can only be settled after monitoring, urging and applying debt collection measures within 03 years, from the time of handling all loan collateral or from the time of using the Provision, if there is no more loan collateral.
- Loan summary: When the customer has fully paid off the principal, interest and related obligations, the CBTD checks and compares with the data of the Accounting Department to make sure the loan has been fully paid off.
The credit contract automatically expires when the customer has paid off all principal, interest, fees and other obligations.
related matters. In case the Customer requests to liquidate the Loan Contract when the debt has been fully paid or when the loan term expires, the Loan Officer shall coordinate with the Customer to prepare a draft Liquidation Minutes (Form No. 24/CV-VIB/2002) and submit it to the Head of Department or Director for signature.
Finally, CBTD reviews all documents and papers in the loan file, packages them into separate files and makes general comments and assessments about the customer and the loan; stores them according to VIB's regulations.
2.2.2 Current status of internal control work for lending activities at Hue International Bank
2.2.2.1 Control environment
One of the important elements that make up the internal control system is the control environment. A good control environment will be an important foundation for the effective operation of the internal control system. The elements of the control environment at Vietnam International Commercial Joint Stock Bank - Hue Branch include:
-Integrity and ethical values:
The staff in the Board of Directors of VIB Bank Hue Branch are recruited and selected from the most excellent employees, with a lot of experience in the field of finance - banking and trained through training courses of Vietnam International Commercial Joint Stock Bank as well as the State Bank of Vietnam... so they all have good moral character; conduct themselves in the management process for the common benefit of the whole unit; comply with standards, set an example for subordinates and are dedicated to the work of the whole Branch. Members of the Board of Directors and the Board of Directors regularly contact and are close to the employees; care for and look after the material and spiritual life of the employees.
In addition, the Branch's Board of Directors has established a common ethical standard throughout the Bank and disseminated it to each department, including a serious working style, regularly urging and reminding employees to complete the unit's goals. In general, everyone grasps and strictly complies. These things have created a friendly, dynamic, disciplined, trustworthy and respectful working environment, contributing to creating more motivation for all employees to promote their ability to work effectively and complete assigned tasks well.
-Management philosophy and operating style of the Manager:
The Branch's management is very concerned with the issue of risk control in credit activities, considering credit safety as the top priority. Although facing strong competition from many other banks in the area, the issue of expanding scope and market share is put first, but it can be affirmed that the credit activities of the Branch are always very cautious, lending decisions are strictly controlled and managed through specific regulations on responsibilities, authority in lending, lending processes and regular implementation of inspection and supervision activities. Realizing that, all employees in the Branch value and fully comply with the proposed control procedures as well as specific regulations while working.
In addition, the Branch's Board of Directors always complies with and adheres to the policies and regulations of VIB Vietnam Bank, as well as the regulations of the State Bank of Vietnam, ensuring that the Branch always operates in a high legal environment.
-How to define authority and responsibility:
All functions, tasks and powers of the Science and Technology Department at VIB Hue are specifically regulated in writing through decisions of the Branch Director, the charter documents of the Bank in general and of the Branch in particular. ( Decision: Regarding Authorization at Hue Branch - No. 046A/2009/QD-VIBHUE and Decision: Regarding Regular Authorization at Hue Branch - No. 051/2009/QD-VIBHUE ). In addition, it is also based on the decisions on establishment and appointment to have a direction to reasonably divide the authority and responsibility among the employees. The Branch has established a system of work assignment tables for each department and each officer and is strictly followed by everyone. In addition, authorization can also be communicated directly when necessary.
-Organizational structure:
The organizational structure of the International Commercial Joint Stock Bank Hue Branch is established according to a compact, simple but equally strict online functional model, headed by the Director of NHBL and Branch Director and under the direct management of the Director of NHBL in the Central region, helping to ensure that the work at the Branch is carried out smoothly and closely monitored at all necessary times.
In fact, based on the scale and division of levels as well as the current situation,