c. Types of long-term costs
In the production and business process, in order to survive and develop in competition, enterprises must constantly innovate production technology, machinery and equipment. Accordingly, all costs are variable or in the long term, all costs are variable costs. That is:
- Long-run average cost (LATC) is the average cost per unit of product. LATC = LTC/Q (Where: LTC is total long-run cost; Q is production output sold).
Long-run average total cost (LATC) is the sum of the costs in the short-run periods. Therefore, the LATC curve is the envelope that passes through the lowest point of the average costs in the short-run period.
ATC 1
ATC2
ATC3
LATC
E 3
E 1
E 2
Q
Figure 2.32: Long-run and short-run average cost curves
- According to the graph above:
+ In the first cycle: The enterprise determines the short-term average cost as ATC 1 (point E 1 - ATC 1 min).
+ In the second cycle: The business determines the short-term average cost as
ATC 2 (point E 2 - ATC 2 min).
+ In the third cycle: The enterprise determines the short-term average cost as ATC 3 (point E 3 - ATC 3 min).
They are collected from the corresponding short-term costs. For example: From the costs
short-term average ATC1, ATC2, ATC3. We can determine LATC from the lower envelope tangent to the ATC1, ATC2, ATC3 lines.
- Long-run marginal cost (LMC) is the additional cost when a business produces 1 more unit of goods or services in the long run. And it is also a curve, cutting LATC at its minimum point.
2.3.2.2. Revenue
a. Total revenue
Total revenue is the total income of a business from selling goods and services. Total revenue is calculated as follows: TR = P * Q
b. Marginal revenue
- Concept: Marginal revenue (MR) is the additional or decreased revenue when producing or selling one more unit of product.
- Calculation: MR = TR/ Q
+ If we determine the revenue function as a function of output, we have the marginal revenue function in the form:
MR = TR' (Q)
In which: MR is marginal revenue
TR is total revenue Q is quantity of product
TR' (Q) is the first derivative of the total revenue function with respect to Q
+ If the revenue function cannot be determined:
MR MR i MR i 1
i Q Q
ii 1
MR
MR = P
MR MR
Q
Marginal revenue curve when price decreases with output
Q
Marginal revenue curve when price is constant with output
Figure 2.33: Marginal revenue curve in two cases
The marginal revenue curve of a business has two typical cases:
- When an increase in output leads to a decrease in price, the marginal revenue curve slopes downward to the right.
- When output increases and price remains constant, the marginal revenue curve is horizontal.
2.3.2.3. Profit
a. Concept
In a market economy, profit is the ultimate goal of a business. Any business wants to maximize profits.
Therefore, Profit is the difference between the total revenue of the enterprise when selling goods and services and the total costs incurred. TPr = TR - TC
In which: TPr is total profit; TR is total revenue; TC is total cost
Or TPr = (P - ATC) * Q
In which: (P - ATC) is unit profit (profit earned per unit of product); Q is production or sales volume on the market.
+ Gross profit = TR - VC
+ Net profit = Gross profit - FC
b. The role of profit
- Profit is a synthetic economic indicator reflecting the results and efficiency of the production and business process of an enterprise.
- Based on the profit index, we can know the capacity of organization and management, rationalization of production process, dynamism and creativity in grasping market demand and the efforts of the business owner.
- Profit is the highest economic goal, the condition for businesses to exist and develop. Based on profits, businesses expand production, innovate technology and improve the lives of workers.
c. Classification
In microeconomics, business profits are often classified into the following types:
- Business profit (calculated profit) = Total revenue - Total calculated cost
- Economic profit most accurately reflects the business performance of the enterprise, including the efficiency in using resources.
+ Economic profit = Total revenue - Total economic cost
or: Economic profit = Calculated profit - Opportunity cost.
- Average profit: in fact, it is the rate of return on investment capital that the enterprise has spent in the production and business process or it is the opportunity cost of capital.
- Monopoly profit: is the profit that the business gets due to market power. Because they are the only ones, they have the right to set the selling price of the product, determining Q. Therefore, to earn monopoly profit, the selling price of the monopolist > marginal cost (MC) or P > MC
d. Origin of profit
- Promote the advantages of the enterprise or individual. This is the natural income of production resources. Because in the production and business process, enterprises can use existing resources in different ways.
- Seize business opportunities. It is a reward for being adventurous, daring above average, and daring to take on above average risks of the business.
- Select the optimal combination of input factors.
- Adventurous, creative, innovative business.
- Control the price of goods and services in the market (monopoly). For example: how to calculate profit (depending on the concept)
Table 2.9: Calculating economic profit and profit calculated from each perspective
Accountant's concept
Economist's view | |||
1. Total revenue | 102 million | 1. Total revenue | 102 million |
2. Accounting costs | 80 million | 2. Cost | |
- Raw materials | 50 million | - Accounting costs | 80 million |
- Labor hire | 20 million | - CPCH on the boss's labor | 12 million |
- Other items | 10 million | - Bank interest | 5 million |
- Point rental | 5 million | ||
3. Total economic cost | 102 million | ||
3. Accounting profit | 22 million | 4. Economic profit | 0 |
Maybe you are interested!
-
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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Capital Growth and Profit of Some Joint Stock Commercial Banks in Ho Chi Minh City -
Comparison of the Income Growth Rate of Employees and Profit Growth of 3 Joint Stock Companies. -
Orientation and Recommendations for Perfecting Vietnamese Law on Revenue, Expense and Profit Management in Joint Stock Companies -
Research on analyzing the cost-volume-profit relationship in business decision making at animal feed processing enterprises in Vietnam - 25

2.4. ENTERPRISE DECISIONS ON PRODUCTION VOLUME
2.4.1. Under profit maximization conditions
At Q 1 , marginal revenue MR 1 is greater than the corresponding marginal cost MC 1 . The consumption of product Q 1 will have a positive marginal profit (MPr 1 = MR 1 - MC 1 ). Therefore, the firm will expand production to level Q*. At level Q*, MR=MC and the marginal profit
= 0. The production and consumption of product Q* does not increase or decrease the firm's profits.
When production exceeds Q*, say at Q 2 , it will reduce the firm's profits. The firm will reduce production to Q*.
In summary: to maximize profit, the firm produces at output level Q*, where MR = MC.
(The maximum profit does not have to be positive, but is simply the highest possible profit given the given conditions.)
MC
MR
MR 1
MC 1
0 Q 1 Q* Q 2 Q
Figure 2.34: Profit-maximizing choice
2.4.2. Under the condition of revenue maximization
In production and business, enterprises do not always achieve maximum profits, but in many cases, business managers have to face different situations. For example, when a new enterprise enters the market, the goal is to maximize revenue (usually in the short term).
- Then choose output so that TRmax is obtained under the condition MR = 0.
- The idea is to dominate the market -> highest selling goods -> discount.
P
Let Q* be the output that generates the highest revenue. It must satisfy one of the following two conditions: MR = 0 or ED = -1
When MR = 0 then TRmax because TR Q = PQ
There are two conditions required (TR)' Q = 0 and (TR)'' Q < 0
=> (TR)' Q = (PQ)' Q = MR = 0
2.5. MARKET AND MARKET STRUCTURE
2.5.1. Market
2.5.1.1. Concept
There are different views on the market:
- The market is the meeting place between supply and demand (a popular concept recognized by many economists)
+ Demand is consumers, they must have the ability to pay and the goal of
they are the highest benefit.
+ Supply are the producers, the people who create goods and services with the purpose of selling and their goal is the highest profit.
That is done when they meet and talk to each other.
- The market is where buying, selling, exchanging, transferring goods, services and factors of the production and business process take place.
It can happen:
+ Direct: buyers and sellers meet directly with each other to exchange goods and services
+ Indirect: buyers and sellers do not meet each other but still buy, sell and exchange with each other.
For example: In the stock market, buyers and sellers communicate with each other through information.
- The market is the bridge between production and consumption, a very important step in the reproduction process.
"Bridge" here is an invisible bridge and through it its goal is production - distribution
- exchange - consumption. Only through the market can the goals of producers and consumers be realized.
- The market is the synthesis of economic relationships formed in the activities of buying and selling goods and services.
2.5.1.2. Role
- For consumers:
+ The market is where buyers meet sellers and satisfy their needs for goods and services.
+ The market helps consumers have the opportunity to choose optimal consumption.
- For businesses:
+ The market is the decisive condition for the existence and development of enterprises in the market mechanism.
+ The market is considered the business environment, the place that reflects and tests the most accurate decisions of enterprises when choosing production and business plans. Based on the market, enterprises can evaluate whether their production and business activities are good or not.
- For the State: The market is the subject and basis for the State to set out appropriate economic policies to regulate production and consumption activities to serve the goals of socio-economic development in each period.
2.5.1.3. Function
The market has four main functions as follows:
- Recognition and acceptance of goods and services. In the conditions of a market economy, each enterprise has different production conditions and production costs. If the product is recognized by the market and accepted by buyers, it can be sold.
- Implementation (value and use value). Because when the buying and selling process goes smoothly, the seller receives value (money) and the buyer receives use value.
- Regulates and stimulates production and consumption in society. When talking about the market, we must talk about the invisible hand that is the market price.
- Providing information. Information is the market's signal function for consumers and producers to know: Prices of goods and services; Supply and demand relationship of a certain good or service; Payment methods when buying and selling goods and services.
2.5.1.4. Classification
Depending on the research purpose, people often rely on the following criteria to classify the market:
- Based on scope (Implication is the space where exchange activities take place)
+ Domestic market: exchange only takes place within a certain country.
+ International market: buying and selling takes place outside national borders.
+ Urban and rural markets
+ Plain market and mountain market.
- Based on the characteristics and properties of the product during the remanufacturing process
+ Consumer goods market: there are only goods for consumption (market for buying and selling agricultural products, food,... industrial consumer goods).
+ Market of production factors: where the buying and selling of factors serving the production process take place.
For example: Land market, labor, capital,...
If we follow this second classification, from a micro perspective, this economy only has two agents: businesses and households. And associated with it, we only see two types of markets: the goods-services market and the factor market.
In the goods and services market, businesses are the suppliers and households are the buyers of those goods (demand).
In the factor market, businesses are the buyers of factors of production, while households are the suppliers.
- Based on the stages of the goods and services circulation process
Goods go from producer to consumer through which stages?
+ The wholesale market is where the buying and selling of goods and services takes place between manufacturers and commercial organizations.
+ The retail market is where buying and selling activities take place between commercial organizations and consumers.
- Based on the role of buyers and sellers in deciding 2 factors : market price and quantity of goods and services:
+ Perfectly competitive market.
+ Monopolistic competition market.
+ Oligopoly market.
+ Pure monopoly market.
2.5.2. Market structure
2.5.2.1. Perfectly competitive market
a. Concept
First, we should learn how economists define a perfectly competitive market so that we can develop theories related to the firms operating in this market.
A perfectly competitive market is a market in which there are many buyers and many sellers, but everyone assumes that their buying and selling decisions do not affect market prices.
Example: Milk market
No single milk buyer can influence the price of milk, because each buys only a small amount relative to the market size. Similarly, each milk seller has only limited control over the price of milk, because other sellers also supply milk, which is essentially identical. Since each seller can sell all the milk he wants at the going price, there is little reason for him to lower his price; if he raises his price, buyers will go elsewhere.
b. Characteristics
From the concept, we see that the important feature of this market is that the quantity of product supplied by each firm has no effect on the market price. A firm in a perfectly competitive market acts as if the market price does not depend on the quantity sold by the firm and therefore, the firm is called a price taker.
Therefore, the demand and supply of a particular entity do not affect the market price. The demand curve for each enterprise's goods will be a horizontal line because regardless of their supply, they will receive a fixed price.

![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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