Tobit model
In 1958, the Tobit regression model was introduced by Tobin. The Tobit model is a linear regression model with dependent variables being dichotomous latent variables, in which there is a certain threshold at which the dichotomous latent variables above or below this certain threshold are lost. In terms of model experimentation, the Tobit model can be presented generally and simply as follows:
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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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Building a Model of Indicators Affecting the Business Efficiency of the Military Commercial Joint Stock Bank. -
The impact of foreign bank penetration on competition and efficiency of Vietnamese commercial banks - 21 -
Improving business efficiency of Vietnam Technological and Commercial Joint Stock Bank - 2 -
Criteria for Evaluating the Efficiency of Deposit Mobilization Activities of Commercial Banks
In there:

mn
T E o i U ijt i V ijt
ii
TE is the technical efficiency of the research unit in year t estimated by the DEA model;
Uijt is a dummy variable ;
V ijt
is a reflection variable.
The choice of these variables is due to the characteristics of each industry and the requirements of the management agencies.
3.3.1. Selecting variables for the model
From the theoretical foundations of efficiency and efficiency evaluation and of econometric models as presented above, we can summarize some key issues on the basis of selecting variables and models for the topic as follows:
- Efficiency is a concept to evaluate how efficiently resources as inputs are used to produce an output of a specified final product. Determining inputs and outputs in general sectors is complicated but for the banking sector, the problem is much more complicated, because of the difficulties in determining the final products. For example, should bank deposits be considered as inputs or outputs. With two main approaches chosen for input and output variables, the first method considers banking activities as service providers, when deposits are considered as an output, the interest paid to depositors is not included in the total cost of the bank. Therefore, according to this approach, output and input are often taken as units of quantity, number of accounts, number of ATMs, number of transactions, transaction processes, etc. The second approach is the intermediary approach, based on the theory of intermediaries, considering banks as intermediary organizations.
between depositors and borrowers. For the intermediation approach, liabilities are considered as inputs and assets are called outputs.
In previous research topics, many studies have applied the intermediate approach in DEA analysis. Typically, some studies by Fukuyama (1995) used data during the collapse of the bubble economy in the period of 1989 - 1991 to estimate productivity growth and technical efficiency of the banking industry in Japan. Fukuyama used three input variables including Capital, capital sources from customers, labor and two output variables including loans and investments. The results from the model show that the average productivity change indexes in the second period from 1990 to 1991 are lower than in the first period from 1989 to 1990. Also in 1995, Favero and Papi used data of 174 Italian banks in 1991 to estimate technical efficiency, the inputs they used were 04 factors including capital, loan capital, financial capital and labor, the outputs they used were 03 factors investment, lending, non-interest income from lending activities. In 1998, Weizel and Lang evaluated the technology of 1490 German banks using the intermediation approach, according to which the inputs were deposits and the outputs were loans. In 1999, Avkira conducted technical efficiency estimates for commercial banks in Australia over the period 1986 to 1995. Avkira used two input variables, non-interest expenses and interest expenses, and two output variables, non-interest income and interest income. In 2002, similar to the input and output variables studied by Avkira, researcher Sathye estimated the productivity changes of Australian banks during the period 1995 to 1999. In 2001, in Malaysia, the Financial Sector Master plan program was implemented, some researchers tested the efficiency of 10 banks using the DEA model and the Malmquist index after implementing the above FSMP program during the period 2001 - 2005. This study also used the intermediate approach to select variables for the model including 03 inputs of deposits, salary expenses, total assets (excluding loans) and 02 outputs including loans. In 2011, researchers Ke-Chiun Chang, Yu Cao, Chang-liang Lin and Chia-Fu Lu used the DEA model to estimate the efficiency of 151 branches of a Taiwanese commercial bank in 2005. They chose the intermediate approach to select variables for their model, the input variables included: Personnel expenses, Interest fees, incidental expense; the output variables included: net profit, loans. The results showed that there were 26 efficient branches accounting for 17.2% and 125 inefficient branches accounting for 82.8%.
For this research topic, the author will select input and output variables for the analysis model using the intermediate approach. Specifically:
The output variables include:
Interest received ( y 1 ); income from other activities ( y 2 ); total outstanding debt ( y 3 ),
Input variables include:
Salary costs ( x 1 ); total assets ( x 2 ): include fixed assets such as office premises , equipment, technology investment... used by the bank in providing banking services (excluding loans because they are an output variable of this process); all deposits ( x 3 ); labor ( x 4 ).
The unit of measurement for variables y 1, y 2, y 3, x 1, x 2, x 3 is billion Vietnamese Dong (VND) and the unit of measurement for x 4 is person.
3.3.2. DEA model estimates the efficiency of banks
Although the parametric method is widely applied to studies calculating the efficiency of business operations, industries, etc., the non-parametric method is now also widely applied in cases where production technology is unclear, overcoming the limitations of complex production and distribution technical details. In particular, the non-parametric analysis method DEA has the outstanding advantage of analyzing the efficiency of businesses and industries with many inputs and many outputs, giving evaluation results close to the actual operations of businesses and industries, etc.
In the above section, the thesis presented the models used in the world to measure and evaluate the performance of banks, credit institutions, etc. However, within the framework of the thesis, the author chose the DEA model to evaluate the performance, and from there, based on the Tobit model to evaluate the impact of FDI, GDP and inflation factors on the performance of 23 commercial banks in the study. The reason for choosing the DEA model for evaluation is the advantages of this model. Specifically as follows:
Advantages of the DEA model: First, it allows for efficient analysis in cases where it is difficult to explain the relationship between multiple resources and the results of multiple activities in the production system without requiring the determination of a specific functional form when constructing the production frontier. Second, DEA is capable of analyzing a large number of input and output factors. Third, DEA can also be applied to qualitative variables, so it is used to analyze the efficiency of enterprises operating in many fields. Fourth, it can be used to separately estimate types of production efficiency such as technical efficiency, resource allocation efficiency, cost efficiency and efficiency.
Fifth, the method allows to evaluate the contribution of each input factor and output factor to the overall efficiency (or inefficiency) of the enterprise and to evaluate the level of inefficiency in resource use.
Although this method has some disadvantages such as it only gives the efficiency score as the relative efficiency between units (observation samples) with each other, so if a unit has an efficiency score of 100% and is on the optimal line, it does not mean that it is actually optimal (it is only more optimal than other units in the study). Therefore, DEA is often performed in combination with regression analysis in a 2-stage model (2-stages DEA) or multi-stages DEA to increase the model's persuasiveness.
However, the disadvantages of the DEA model are considered minor compared to the reliability of the results obtained after running the model.
Applying DEA and Tobit models in the thesis:
The efficiency estimation model of the banks considered is a DEA (data envelopment) model with variable returns to scale (VRS). We start by presenting a DEA model with constant returns to scale (CRS) and then extend it to consider variable returns to scale. In the case of technology under constant returns to scale, through linear programming it is possible to establish decision units (DMUs), which in this case are banks, defining an envelope, often called the efficient frontier. This benchmark frontier is a linear combination of the efficient banks in the sample. The set of best practice or frontier observations are those decision units for which there are no other decision units or a linear combination of units for which all outputs are equal to or greater (given a fixed number of inputs - for an output-oriented model) or all inputs are equal to or less (given a fixed number of outputs - for an input-oriented model). The DEA frontier is formed as a piecewise linear combination of these sets of best practice observations, giving us a convex production possibilities set. DEA provides a computational analysis of relative efficiency for multiple input/output situations by evaluating each decision unit and measuring its performance relative to the envelope of best practice units. Units that do not lie on this surface are called inefficient. Thus this method provides a measure of relative efficiency.
Let us briefly describe this corresponding DEA (linear programming) model. We assume that each bank has K inputs and M outputs for every DMU. For the i-th DMU the inputs and outputs are represented by the vectors xi and yi, respectively. For
For each bank (DMU) we want to obtain a measure of the ratio of all outputs
u ij y ij
j
for i i
on all inputs, such as j , where ui and vi are weight vectors. To choose the
optimal weights, the following problem is proposed:
u ij y ij
max
uij , vij
with constraints
u ij y ij
j
v ij y ij
j
j 1
for i i
j
u ik , v im ≥ 0
i, j = 1,2,…N (1)
k = 1,2,…K m = 1,2,… M
As is known with this representation of the model there are infinitely many solutions. This can be avoided by
v ij y ij
by introducing a constraint j = 1, and obtaining the factorized form of the linear programming problem:
max i j y i j
ij ,Z ij j
with constraints
Z ' i x i 1
i y j Z i ' x j 0
ik , Z im ≥ 0
i, j = 1,2,…N (2)
k = 1,2,…K m = 1,2,… M
here the vectors ui and vi are replaced by i and Zi. Using the duality property of this linear programming problem, Charnes, Cooper, and Rhodes (1978) derived an equivalent envelope form as:
min i
,
with constraints - yi + Y i ≥ 0
i x i - X i ≥ 0 (3)
in ≥ 0
where is an (N x 1)-dimensional vector; and , a scalar, is the efficiency score for the i-th DMU. The combination (X i, Y i) can be interpreted as a projection of the DMU onto the efficiency frontier, with the constraints interpreted accordingly. Note that i 1, with i = 1 implying a DMU on the efficiency frontier. Because of the smaller number of constraints, this formulaic representation is often used for computation.
However, the above approach is simplistic because it assumes constant returns to scale. The constant returns to scale assumption is only appropriate when all banks operate at an optimal scale. Factors that may cause banks to not operate at an optimal scale include imperfect competition, leverage concerns, and certain requirements. The fact that banks face varying returns to scale has been documented empirically by McAllister & McManus (1993), Wheelock and Wilson (1997), and others. This phenomenon led Banker, Charnes, and Cooper (1984) to suggest an extension of the DEA model under the constant returns to scale assumption to account for variable returns to scale (VRS) by adding a convex constraint N1' = 1 to Problem 3 above (where N1 is an (N x 1)-dimensional vector of 1s). This condition ensures that an inefficient bank is “benchmarked” against banks of similar size. Therefore, the VRS technique covers the data more closely than the CRS technique, and thus the VRS technical efficiency scores are greater than or equal to the CRS technical efficiency scores. The advantages of the VRS model outweigh the increase in computational power required to solve the model, which allows the VRS to gain more popularity than the CRS approach (Fried, Lovell and Schmidt (1993), Coelli, Rao and Battese (1998), Cooper, Seiford and Tone (2000)) Berger, Leusner and Mingo, (1997).
The model with additional constraints has the form:
min i
,
with constraints - yi + Y i ≥ 0
ixi - X i ≥ 0 (4)
N 1 ' = 1
in ≥ 0
Types of efficiency: technical efficiency (TE), allocative efficiency (AE) and cost efficiency (CE) in the DEA model.
In 1957, Farell introduced the first efficiency measures based on the studies of Kopmans and Debeu (1951) to measure the efficiency of a unit with (in this study, we consider that unit to be a commercial bank) multiple inputs. Accordingly, he assumed that the efficiency of a commercial bank includes Technical efficiency (TE) and Allcative efficiency (AE), these two efficiencies reflect the ability to use inputs in optimal proportions. When combining these two components, we will have Cost efficiency (CE).
To illustrate his idea, Farell assumes that with constant returns to scale , a commercial bank uses two inputs x 1 , x 2 to produce one output

y. The AA' line is the total efficiency isotopes of a commercial bank.

Figure 3.3: TE, AE
Looking at Figure 3.3, if a commercial bank uses the inputs at point E to produce one unit of output, then the technical inefficiency of that bank is segment DE, which is the amount of input that a commercial bank can add.
decrease without decreasing output. The percentage by which all inputs can be reduced is DE/0E. The technical efficiency of a commercial bank is measured by the ratio TE = 0D/0E. A commercial bank is completely technically efficient when TE = 1.
To calculate Allcative efficiency, we can use the isocost curve BB'. Then the AE of a commercial bank operating at E is calculated as follows: AE = 0C/0D. The distance CD represents the reduction in inputs for a commercial bank to operate at allocative efficiency instead of operating at technical efficiency C'.
Cost efficiency (CE) is calculated as the ratio CE = 0C/0E. The CE segment is also considered as the reduction in input costs and we can see that CE = AExTE.
Efficiency of scale
In 1972, Afriat proposed the first model based on ideas in neoclassical production theory, such as consistency, restricted forms, recovery and extrapolation without maintenance and the hypothesis of functional forms. This method was applied to time series data and has been used in many studies to assess technical efficiency. In 1985, Fare et al introduced a non-parametric method for calculating efficiency for firms, extending Farell's approach by relaxing the limiting assumptions of constant returns to scale and strong utilisation of inputs, which were the main criticisms of Farell's method. Farell showed that the input efficiency of a firm does not necessarily imply the output efficiency for that firm. Technical efficiency, resource allocation efficiency, and other output efficiencies cannot be derived from corresponding efficiency measures, and vice versa, because output and input efficiency focus on different aspects of production. Therefore, it is important to determine the type of efficiency being assessed. Input-oriented technical efficiency can be defined as a firm's ability to produce as much output as possible, given a given level of inputs and given technology.
With the above guidelines, to obtain a separate estimate of technical efficiency for a commercial bank, the author will apply input-oriented technical efficiency measures. This measure must satisfy three scale behaviors, namely: constant returns to scale (CRS), non-increasing returns to scale (NRS), and variable returns to scale (VRS). The model I use is derived from Charnes et al. (1978) and later extended by Banker et al. (1981).

![Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
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At that time, the Branch had to set aside a provision for credit risks, which reduced the Branchs income.
Chart 2.2. Pre-tax profit of BIDV Tien Giang in the period 2011-2015
Unit: Billion VND
140
120
100
80
60
40
20
0
63.3
80.34
89.29
110.08
131.99
2011 2012 2013 2014 2015
Profit before tax
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
However, through chart 2.2, it can be seen that BIDV Tien Giangs profit is still increasing continuously, and its operating efficiency is currently leaking. This is a contribution of non-credit services, and this service segment will be increasingly focused on growth by BIDV Tien Giang to ensure the highest profit safety because credit activities have many potential risks. At the same time, focusing on developing non-credit services is consistent with one of the contents of restructuring the financial activities of credit institutions in the project Restructuring the system of credit institutions in the period 2011-2015 approved by the Prime Minister in Decision No. 254/QD-TTg dated March 1, 2012 [14]: Gradually shifting the business model of commercial banks towards reducing dependence on credit activities and increasing income from non-credit services.
2.2. Current status of non-credit service development at BIDV Tien Giang.
2.2.1. BIDV Tien Giang has deployed the development of non-credit services in recent times.
Along with the development of the Head Office, BIDV Tien Giangs products and services are constantly improved and deployed in a diverse manner to ensure provision for many different customer groups in the area: individual customers, corporate customers, and financial institutions. Typical services are as follows: Payment services, treasury services, guarantee services, card services, trade finance, other services: Western Union, insurance commissions, consulting services, foreign exchange derivatives trading, e-banking services,...
2.2.1.1. Payment services:
In accordance with the Prime Ministers Project to promote non-cash payments in Vietnam [15], banks in Tien Giang province have continuously developed payment services to reduce customers cash usage habits through card services and electronic banking services such as: salary payment through accounts, focusing on developing card acceptance points, developing multi-purpose cards, paying social insurance by transfer, paying bills through banks, etc.
Chart 2.3. Net income from payment services in the period 2011-2015
Unit: Million VND
6000
5000
4000
3000
2000
1000
0
3922 4065
4720 5084 5324
2011 2012 2013 2014 2015
Net income from payment services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Along with the technological development of the entire system, BIDV Tien Giang has a payment system with a fairly stable transaction processing speed, bringing many conveniences to customers. The results of observing chart 2.3 show that the income from payment services that the Branch has achieved has grown over the years but the speed is not high and the products are not outstanding compared to other banks. Domestic payment products such as: Online bill payment, electricity bills, water bills, insurance premiums, cable TV bills, telecommunications fees, airline tickets, etc. bring many conveniences to customers. Regarding international payment, this is an indispensable activity for foreign economic activities, BIDV Tien Giang is providing international payment methods for small enterprises producing agriculture, aquatic food and seafood that have credit relationships with banks in industrial parks in Tien Giang province such as: money transfer, collection, L/C payment.
2.2.1.2. Treasury services:
BIDV Tien Giang always focuses on ensuring treasury safety and currency security, always complies with legal regulations, and minimizes risks in operations such as: counting and collecting money from customers, receiving and delivering internal transactions, collecting from the State Bank (SBV) or other credit institutions, receiving ATM funds, bundling money, etc. BIDV Tien Giangs treasury service management department is always fully equipped with modern machinery and equipment such as: money transport vehicles, fire prevention tools, money counters, money detectors, magnifying glasses, etc. to ensure absolute safety in treasury operations, immediately identifying real and fake money and other risks that may affect people and assets of the bank and customers. In addition, implementing regulation 2480/QC dated October 28, 2008 between the State Bank of Tien Giang province and the Provincial Police on coordination in the fight against counterfeit money, in the 3-year review of implementation, BIDV Tien Giang discovered, seized and submitted to the State Bank of Tien Giang province 475 banknotes of various denominations and was commended by the Provincial Police and the State Bank of Tien Giang province [17].
Chart 2.4. Net income from treasury services in the period 2011-2015
Unit: Million VND
350
300
250
200
150
100
50
0
105 122
309 289 279
2011 2012 2013 2014 2015
Net income from treasury services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
However, as shown in Figure 2.4, income from treasury operations is not high and fluctuates. Specifically, in the period 2011-2013, net income increased and increased most sharply in 2013, then in the period 2013-2015, there was a downward trend. This fluctuation is due to the fact that fees collected from treasury services are often very low and can even be waived to attract customers to use other services.
2.2.1.3. Guarantee and trade finance services:
BIDV Tien Giang, thanks to the advantages of the province and the favorable location of the Branch, has continuously focused on developing income from guarantee services and trade finance.
Chart 2.5. Net income from guarantee and trade finance services in the period 2011-2015
Unit: Million VND
14000
12000
10000
8000
6000
4000
2000
0
5193 5695
2742 3420
8889
3992
11604 12206
5143 5312
2011 2012 2013 2014 2015
Net income from guarantee services Net income from Trade Finance
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Through chart 2.5, we can see that BIDV Tien Giangs income from guarantee services and trade finance has grown over the years. The reason is: Among BIDV Tien Giangs corporate customers, the construction industry is the industry with the highest proportion of customers after the trading industry, this is a group of customers with potential to develop guarantee services. The second group of customers is corporate customers in the fields of agricultural production, livestock and seafood processing with high import and export turnover in the area.
are the target of trade finance development. In addition, BIDV Tien Giang also focuses on continuously developing these customer groups to increase revenue for many other products and services in the future.
2.2.1.4. Card and POS services:
As a service that BIDV Tien Giang has recently developed strongly, it can be said that this is a very potential market and has the ability to develop even more strongly in the future. Card services with outstanding advantages such as fast payment time, wide payment range, quite safe, effective and suitable for the integration trend and the Project to promote non-cash payments in Vietnam. Cards have become a modern and popular payment tool. BIDV Tien Giang early identified that developing card services is to expand the market to people in society, create capital mobilized from card-opened accounts, contribute to diversifying banking activities, enhance the image of the bank, bring the BIDV Tien Giang brand to people as quickly and easily as possible. BIDV Tien Giang is currently providing card types such as: credit cards (BIDV MasterCard Platinum, BIDV Visa Gold Precious, BIDV Visa Manchester United, BIDV Visa Classic), international debit cards (BIDV Ready Card, BIDV Manu Debit Card), domestic debit cards (BIDV Harmony Card, BIDV eTrans Card, BIDV Moving Card, BIDV-Lingo Co-branded Card, BIDV-Co.opmart Co-branded Card). These cards can be paid via POS/EDC or on the ATM system. In addition, with debit cards, customers can not only withdraw money via ATMs but also perform utilities such as mobile top-up, online payment, money transfer,... through electronic banking services.
In order to attract customers with card services, BIDV Tien Giang has continuously increased the installation of ATMs. As of December 31, 2015, BIDV Tien Giang has 23 ATMs combined with 7 ATMs in the same system of BIDV My Tho, so the number of ATMs is quite large, especially in the center of My Tho City, but is not yet fully present in the districts. Basic services on ATMs such as withdrawing money, checking balances, printing short statements,... BIDV ATMs accept cards from banks in the system.
Banknetvn and Smartlink, cards branded by international card organizations Union Pay (CUP), VISA, MasterCard and cards of banks in the Asian Payment Network. From here, cardholders can make bill payments for themselves or others at ATMs, by simply entering the subscriber number or customer code, booking code that service providers notify and make bill payments.
Chart 2.6. Net income from card services in the period 2011-2015
Unit: Million VND
3500
3000
2500
2000
1500
1000
500
0
687
1023
1547
2267
3104
2011 2012 2013 2014 2015
Net income from card services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Through chart 2.6, it can be seen that BIDV Tien Giangs card service income is constantly growing because the Branch focuses on developing businesses operating in industrial parks, which are the source of customers for salary payment products, ATMs, BSMS. Specifically, there are companies such as Freeview, Quang Viet, Dai Thanh, which are businesses with a large number of card openings at the Branch, contributing to the increase in card service fees [25].
Table 2.6. Number of ATMs and POS machines in 2015 of some banks in Tien Giang area.
Unit: Machine
STT
Bank name
Number of ATMs
Cumulative number of ATM cards
POS machine
1
BIDV Tien Giang
23
97,095
22
2
BIDV My Tho
7
21,325
0
3
Agribank Tien Giang
29
115,743
77
4
Vietinbank Tien Giang
16
100,052
54
5
Dong A Tien Giang
26
97,536
11
6
Sacombank Tien Giang
24
88,513
27
7
Vietcombank Tien Giang
15
61,607
96
8
Vietinbank - Tay Tien Giang Branch
6
46,042
38
(Source: 2015 Banking Activity Data Report of the General and Internal Control Department of the Provincial State Bank [21])
Through table 2.6, the author finds that the number of ATMs of BIDV Tien Giang is not much, ranking fourth after Agribank Tien Giang, Dong A Tien Giang, Sacombank Tien Giang. The number of POS machines of BIDV Tien Giang is very small, only higher than Dong A Tien Giang and BIDV My Tho in the initial stages of merging the BIDV system. Besides, BIDV Tien Giang has a high number of cards increasing over the years (table 2.7) but the cumulative number of cards issued up to December 31, 2015 is still relatively low compared to Agribank, Vietcombank, Dong A (table 2.6).
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