implemented through credit policy systems, credit procedures and internal control and audit systems.
- Pre-lending controls include: Establishing a written credit policy and procedure; Pre-lending appraisal; Loan approval.
- Control during lending: Establishing credit contracts; Monitoring disbursement process; Credit monitoring.
- Post-lending control: Monitoring and urging debt collection; Credit review and credit classification; Independent internal credit control; Credit policy re-evaluation.
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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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Commercial banks must fully comply with international commitments and practices. Currently, the Basel Committee has issued basic principles for banks to enhance their capabilities, maximize profit potential and limit risks. Commercial banks all control credit activities in accordance with the basic principles set forth by Basel.
c. Management of export credit structure and sector

Commercial banks all have certain priority areas for investment and export credit. The export credit policy of a commercial bank is outlined by the board of directors or the management board of the commercial bank. It is a system related to expanding or restricting credit for certain areas and subjects to achieve planned goals, limit risks, and ensure safety in the bank's credit business. The content of the export credit policy is to consider the scientific basis for the formation of credit policy, strategic goals, and tactics of credit activities, the specific contents of the credit policy to achieve the set goals as well as measures to organize and operate credit activities. In addition, the credit structure
Over time, credit types are also managed by commercial banks to ensure profit targets and limit risks.
d. Debt classification and risk provisioning
The policy of debt classification and provisioning for credit risks is an integral part of the credit management of commercial banks. According to the regulations of the State Bank of Vietnam, credit institutions operating in Vietnam (except for the Social Policy Bank and foreign bank branches approved by the State Bank to implement separate provisioning policies) must classify debts, set up provisions (specific provisions and general provisions) and use provisions to handle credit risks in the banking activities of the credit institution. Depending on the risk level of the customer, specific provisions can be set up at different rates.
According to Circular 02/2013/TT-NHNN and Circular 09/2014/TT-NHNN amending a number of articles of Circular 02 on asset classification, provisioning levels, accumulation methods and the use of risk provisions in the operations of credit institutions, customer loans are classified according to the following risk levels: Standard debt (group 1 debt), Debt requiring attention (group 2 debt), Substandard debt (group 3 debt), Doubtful debt (group 4 debt), and Debt with the possibility of losing capital based on overdue status (group 5 debt)
The specific provisioning ratio for each debt group is as follows: Group 1: 0%; Group 2: 5%; Group 3: 20%; Group 4: 50%; Group 5: 100%.
Regarding general provisions, Circular 02 stipulates that general provisions are set aside to cover losses that have not been determined during the process of debt classification and specific provisioning and in cases of financial difficulties of credit institutions when the quality of debts declines. Accordingly, banks must set aside and maintain general provisions equal to 0.75% of the total value of debts classified into groups 1 to 10.
Group 4 except for the following: Interbank deposits, loans, term purchases of valuable papers from other credit institutions, off-balance sheet commitments. The Bank shall establish a Risk Management Council to handle debts if they are classified into the group of Potentially Loss Debts, or if the borrower is a legal entity that is dissolved, bankrupt, or an individual who is dead or missing.
2.3. FACTORS AFFECTING THE DEVELOPMENT OF EXPORT CREDIT OF COMMERCIAL BANKS
2.3.1. External factors
2.3.1.1 International rules in export lending activities
Export credit plays an important role in international trade and is a basic tool in national trade policy.
The international legal framework applicable to export credits consists mainly of the WTO Regulations, which emphasize the subsidy aspect, and the OECD Regulations, which emphasize the objective of ensuring fair competition. The two sets of regulations of these two organizations are compatible with each other. In addition to the purely legal regulations mentioned above, there are also other regulations of lesser legal value established within the framework of the Berne Union. This Union has the status of an association without the authority to issue regulations, mainly as a place for members to meet regularly, exchange experiences and commit to comply with common operating principles.
2.3.1.2. Group of factors belonging to the legal environment
Law is an indispensable factor in a market economy regulated by the State. If the State can create a complete and effective legal environment, suitable for development.
Currently, the system of legal documents is not yet synchronized, causing difficulties for commercial banks and customers when signing and participating in export credit activities.
At the same time, it also causes many difficulties in managing and using export credits, handling mortgaged assets, foreclosures...
Economic activities in general and exports in particular are greatly affected by the State's economic development policies and guidelines.
Changes in the State's policies and guidelines also affect export credits. Especially in terms of economic structure, import-export policies... because if there is a sudden change, it will cause disruption in production and business, product consumption of enterprises, or business plans will no longer be suitable... If not converted in time, enterprises will not be able to produce and trade and will not be able to pay debts, leading to an increase in overdue debts and bad debts of commercial banks.
The State's macroeconomic policy can create conditions for banks' export loans to expand and develop. If the Government, through the State Bank, implements an expansionary monetary policy, commercial banks can increase their available capital and their lending capacity will increase. From there, banks can have a more liberal lending policy. In addition, flexible interest rate policies and positive real interest rates are always a lever to promote banks' credit activities.
On the contrary, the State's macroeconomic policy can cause many risks to the bank's export financing lending activities. In addition, small changes in interest rate and exchange rate policies also have a significant impact on the bank's export financing lending activities. The unstable legal environment and frequently changing policy mechanisms affect the business strategies of enterprises and disrupt the credit policies of each bank. This is the cause of credit risks for commercial banks.
2.3.1.3. Group of factors from the customer side
Customers play a very important role in improving credit quality in general and export credit in particular because they are the ones directly involved.
continue to use credits to put into production and business and make payments to the bank. A credit is only called quality when it is used by customers for the right purpose and effectively. To achieve that, customers themselves also need to pay attention to many different aspects such as: qualifications, ethics of the leadership team, business strategy of the enterprise, financial capacity...
- Qualifications and ethics of the business leadership team
Business leaders (Board of Directors) are those who play an important role in building strategies, operating and managing all business activities. The success or failure of a business depends on their decisions. When evaluating the leadership team, banks often pay attention to criteria such as leadership experience, business management level, business qualities and relationships and furthermore, the ability to build a united, strong team, motivating everyone to devote themselves to work. This will increase the strength, competitiveness and business efficiency of the business, it also means using loans effectively and improving the business's debt repayment ability, thereby affecting the quality of the bank's credit. For businesses operating in export activities, it requires staff to be knowledgeable about the market and international practices, and knowledgeable about foreign trade operations.
- Business strategy of the enterprise
Based on the assessment and accurate evaluation of the potential strengths of the enterprise such as: technological level, competitiveness of products and services, development trends of import and export goods of the enterprise along with current and future difficulties and advantages. The enterprise will decide on the strategy of expanding, narrowing or maintaining a stable business scale, thereby building specific plans for production and consumption. Building a strategy
The right business strategy is crucial to the success or failure of a business. It affects the ability to raise and repay funding sources.
- Financial capacity of the business
This is a factor that affects the choice of funding sources of enterprises, because enterprises usually only borrow when their financial capacity does not meet the capital needs for their operations. On the other hand, the financial capacity of the enterprise is also the basis for the bank to decide whether to lend or not, how much to lend and the enterprise's ability to repay the debt. This has implications for improving credit quality from both the bank and the enterprise.
2.3.1.4. Other factors
- Domestic and foreign economic, political and social environment
Unstable political and social situations as well as natural disasters and war are some of the reasons that reduce a country's ability to export goods. This in turn reduces the export lending market of commercial banks.
Countries located in regions that are often in crisis or are always in turmoil, strong economic fluctuations will increase credit risks, and bank credit activities will be narrowed. On the contrary, if the economy is stable, it will be more favorable for banks to mobilize capital and lending policies will be more liberal and open.
- Exchange rate
In addition to the above factors, the export credit activities of commercial banks are also affected by changes in interest rates or exchange rates. If the exchange rate is reasonable, it will encourage exports, creating conditions for the development of export credit of banks. On the contrary, if the exchange rate is unreasonable, there will be no
If export activities of enterprises develop, export credit will also be restrained.
Export credit activities of banks are affected by many different factors. There are positive factors that encourage the expansion of lending activities. However, there are also many factors that hinder and pose risks to this activity of banks. When granting credit to export enterprises, banks must anticipate all possible risks in foreign trade activities in order to make correct and timely decisions, achieving the highest economic efficiency.
2.3.2. Group of factors from the Export Credit Bank
Factors from the bank are considered subjective factors, because they are internal factors within the bank and have a direct impact on the quality of banking operations in general and the quality of export credit operations in particular. These factors include: credit policy, capital mobilization, bank organization, qualifications and capacity of staff, credit business processes, internal inspection and control activities and coordination between related departments...
2.3.2.1. Bank credit policy
Including policies and guidelines to ensure that credit activities are in line with the bank's goals and at the same time comply with the regulations of the Government and the State Bank. It is related to the expansion or contraction of credit, changes in credit structure in each period and has a decisive meaning for the success or failure of a bank. A correct credit policy will attract many customers, ensure the profitability of credit activities on the basis of expanding and improving credit quality. Any bank that wants to have high credit quality must have a credit policy suitable to the bank's conditions, based on market demands.
2.3.2.2. Credit process
These are the sequences, stages, steps, and tasks that must be performed according to a certain procedure in lending, starting from reviewing the customer's loan application to debt collection to ensure the safety of credit capital. The quality of export credit depends on the establishment of an export credit process that is scientific, fast, convenient, and ensures full and serious implementation of the steps of the process.
2.3.2.3. Qualifications of export credit staff
This can be considered an important factor that determines the success or failure of not only credit activities but also the existence and development of the bank. The more complex the foreign economic activities, the more modern the banking technology, the higher the level and capacity of bank staff in the export sector must be. With a team of staff with good skills, ethics and capacity in innovation - management, understanding of export business activities and international practices will help the bank limit risks, grasp good opportunities for lending and will inevitably lead to improving the quality of the bank's export credit.
2.3.2.4. Credit information
Credit information is extremely necessary, it is the basis for considering lending decisions and monitoring and managing loans. Export credit information can be obtained from many different sources such as: customer loan records, statistical data from the General Statistics Office, data from the Ministry of Trade on the export situation of units, from businesses or direct investigation at establishments, information on international markets, information on overseas export customers... Credit quality can only be improved when banks have adequate, accurate, and timely information sources to predict and propose measures to prevent risks.





![Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
zt2i3t4l5ee
zt2a3gsnon-credit services, joint stock commercial bank
zt2a3ge
zc2o3n4t5e6n7ts
At that time, the Branch had to set aside a provision for credit risks, which reduced the 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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