Abbreviation
Full meaning (English and Vietnamese) | |
State Bank of Vietnam on regulations on limits and safety ratios in the operations of banks and foreign bank branches. | |
VietinBank | Vietnam Joint Stock Commercial Bank for Industry and Trade |
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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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Increasing capital mobilization from individual customers of commercial banks - Case study of Vietnam Joint Stock Commercial Bank for Investment and Development, Phu Tho Branch - 1

LIST OF TABLES, CHARTS, GRAPHS, AND DRAWINGS
TT
Tables, figures, charts | Page | |
1 | Table 1. Survey data description | 23 |
2 | Table 1.1. Comparison of Basic Internal Approach and Advanced Internal Approach | 51 |
3 | Table 2.1. Summary of CAR ratio at VietinBank in the period 2016 - 2020 | 86 |
4 | Table 2.2. Summary of capital leverage ratios, ROA, ROE at VietinBank in the period 2016 - 2020 | 86 |
5 | Table 2.3. Summary of methods for measuring risk types at VietinBank | 102 |
6 | Figure 1.1. Independent Regulatory Review Process (SRP) | 40 |
7 | Figure 1.1: The three pillars of the Basel II Accord | 28 |
8 | Figure 1.2: Relationship between Risk Control and Finance | 33 |
9 | Figure 1.3: Simulation of the basic components of ICAAP | 36 |
10 | Figure 1.4: Simulation of effective measurement methods | 39 |
11 | Figure 1.5: Illustration of Risk Dashboard | 47 |
12 | Figure 1.6: KVRR frame | 48 |
13 | Figure 1.7: Formula for calculating capital for RRTD according to the IRB method | 50 |
15 | Figure 1.8: Overview of the risk-based capital planning and allocation process | 55 |
16 | Figure 1.9: Efficiency curve for optimizing banking portfolio | 57 |
17 | Figure 1.11: Barrier and target profits in RR-adjusted profit assessment | 58 |
18 | Figure 1.11: Basic interest rate components | 59 |
19 | Figure 1.12: SREP for ICAAP | 68 |
20 | Chart 2.1: Assessment of the Board of Directors' interest in implementing ICAAP at VietinBank | 87 |
21 | Chart 2.2: Assessment of the level of interest of units in implementing ICAAP at VietinBank | 88 |
TT
Tables, figures, charts | Page | |
22 | Chart 2.3: Assessment of the adequacy of internal regulations and procedures on ICAAP at VietinBank | 97 |
23 | Figure 2.4: Factors affecting ICAAP implementation | 98 |
24 | Chart 2.5: Assessment of the process of measuring key risks and integrating and comprehensively managing all types of risks at VietinBank | 99 |
25 | Chart 2.6: Factors affecting the risk quantification process at VietinBank | 114 |
26 | Chart 2.7: Subjective difficulties in implementing ICAAP at Vietinbank | 138 |
27 | Chart 2.8: Objective difficulties in implementing ICAAP at Vietinbank | 141 |
INTRODUCTION
1. Urgency of the research topic
In banking business, capital plays an important role because it is the basic business object, directly affecting the operational efficiency of that bank. The basic role of capital is to ensure business operations for the bank, limit unwanted risks and strengthen customer confidence (Kristian, 2010). Therefore, ensuring capital for business operations at the bank is an issue that has been and is being concerned by bank administrators as well as the banking industry.
In 1988, with the aim of strengthening the international banking system, the first Basel Capital Accord (Basel I) was born and regulated the RR-based Capital Ratio. According to this standard, banks must retain capital equal to at least 8% of total assets. Basel I is considered the first accord on capital standards. However, with changes in the banking management and business mechanism, Basel I has arisen many shortcomings, no longer suitable such as the RR characteristics of each bank, the diversity of important RR, and the requirements for the risk management system. To overcome the above shortcomings, Basel II was born, gradually shifting from a ratio-based capital regulation mechanism, towards a capital regulation that will rely more on internal data, practices and models. Pillar 2 is the focus of Basel II, requiring banks to maintain capital to ensure credit risk, market risk and operational risk. In addition, banks need to fully implement ICAAP (The World Bank Group, 2018). The purpose of ICAAP is to identify, measure, and control all of a bank's material risks and calculate the amount of capital needed to provide for these risks as well as other risks that may arise in the future to ensure financial stability (Rosaria, 2015). For commercial banks, ICAAP helps improve the bank's risk management capacity, optimize capital use efficiency, support business activities, and strengthen the stability of the banking system. The implementation of ICAAP includes the following components: Identifying and assessing material risks and risk exposures; Quantifying and synthesizing risks and capital; Assessing capital adequacy, planning and management; Capital use (measurement of efficiency based on risks); Capital monitoring and reporting (BCBS, 2006).
In the strong globalization trend, especially the Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP) and the EU-Vietnam Free Trade Agreement (EVFTA) have been signed, it is very necessary for businesses in general and the banking industry in particular in Vietnam to meet international standards. The reason is that the domestic market is no longer as highly protected as before, banks will have to compete both domestically and globally. Regarding the regulations on ICAAP, the Basel Convention is an international standard in banking activities that has been and is being applied by the State Bank. In order to specify this standard, the State Bank has issued Circular 41 regulating the capital adequacy ratio for the entire banking industry and Circular 13 regulating the operational control system and requiring that by January 1, 2021, all domestic banks must meet the 3 pillars of Basel II, including ICAAP. In addition, Resolution 51/NQ-CP dated June 19, 2017 of the Government on the issuance of the Government's action program to implement Resolution 07-NQ/TW dated November 18, 2016 of the Politburo on the policy and solutions for restructuring the state budget and managing public debt to ensure a safe and sustainable national financial system requires that by 2020, commercial banks must apply the capital adequacy ratio according to Basel II standards. Up to now, in addition to the purpose of meeting the requirements of the State Bank in risk management, a number of commercial banks have implemented ICAAP to comprehensively assess capital, including supervision by senior management of risk management, risk profiles, business plans, capital plans as well as coordination between units in capital stress testing, calculating required capital levels for key risks under normal and stressed conditions. Obviously, ICAAP helps banks establish business strategies that ensure harmony between the three factors of profit, RR and capital management. Therefore, in recent times, this has been an issue that many banks have paid attention to, researched and piloted to ensure capital safety, effective operation, meet the requirements set by the State Bank as well as approach international standards in capital management.
Since January 2013, VietinBank has built a risk management structure in accordance with international practices in general (according to the three-line control principle of Basel II) and ICAAP requirements in particular. Although it was implemented quite early, up to now, VietinBank has not yet completed the three pillars of Basel II, including ICAAP. Besides
In June 2021, the State Bank approved VietinBank to increase its charter capital from
37,234 billion VND to 48,058 billion VND and become the bank with the largest charter capital in the system. The requirement for VietinBank at this time is to strengthen capital management while still ensuring efficiency. To do this, one of the first and foremost requirements of the bank is to soon have a solution to complete the implementation of ICAAP. This is an important premise to help increase the reputation of VietinBank, improve the efficiency of capital management and strengthen the trust of investors, shareholders and management agencies. This is the basis for promoting research on the implementation of ICAAP at VietinBank, assessing the implementation status as well as having appropriate policy implications. To date, no research on capital safety management at VietinBank has been carried out.
Based on the above practical problem, the researcher chose the topic : "Internal Capital Adequacy Assessment Framework (ICAAP) of Vietnam Joint Stock Commercial Bank for Industry and Trade" for research as absolutely necessary.
2. Overview of research situation
Regarding ICAAP, up to now, many scientific research projects have been carried out in the world and classified into many different lines. On the contrary, there are not many in-depth domestic studies on this issue. Some research projects can be mentioned as follows:
2.1. Foreign research
In the world, many studies related to the construction of ICAAP have been conducted, which can be classified into 2 research trends as follows:
2.1.1. Research on theoretical issues related to the Internal Capital Adequacy Assessment Framework
2.1.1.1. Concept of Internal Capital Adequacy Assessment Framework
The concept of ICAAP was first mentioned in Basel II in June 2004, then the complete version was issued in 2006 (BCBS, 2006). Based on the theoretical foundation of BCBS, banks around the world based on the practice of the banking system in their country have proposed other concepts of ICAAP, specifically the Central Bank of Trinidad and Tobago (2020) said that ICAAP is a continuous process of risk management and arrangements to minimize losses.
of material RR as well as ensuring adequate capital. In particular, the reserve capital must ensure compensation for losses when RR occurs under any business conditions of the bank. From another perspective, the European Central Bank (2018) defines ICAAP as a set of capital risk assessments, controlling material RRs based on a suitable risk management system and a pre-determined risk management strategy. In addition, the Central Bank of Slovenia (2010), the Central Bank of Austria in the Woschnagg study (2008) also presented different concepts of ICAAP.
2.1.1.2. Meaning and purpose of implementing the Internal Capital Adequacy Assessment Framework
Regarding the purpose of implementing ICAAP, Resti (2008) argues that bank managers need to embrace pillar 2 as an opportunity to make strategic investments in risk management and tools that can deliver value to shareholders, not just as a regulatory compliance task. In addition, ICAAP will build a modern value-based performance measurement system and will promote a number of processes and tools that are not closely monitored by Basel. In agreement with this view, in the study of Nijathaworn (2009) it is stated that ICAAP meets the requirements of a functional system to support banks in controlling RR limits and RR status, creating a safe corridor for the existence and sustainable development of banks and is becoming increasingly urgent.
In another research aspect, the purpose of ICAAP is considered to be the identification, assessment, measurement, control of all the bank's important RRs and the calculation of the amount of capital needed to reserve for these RRs as well as other RRs that may arise in the future. Accordingly, based on the bank's strategy, KVRR, assessment of internal factors, assessment of external factors, the bank identifies RR events, classifies RRs, determines the possibility of RRs occurring, determines the level of impact, and draws a RR map (Rosaria, 2015). ICAAP not only helps banks improve their capacity to manage key risks including credit risk, market risk, and operational risk, but also manage other risks related to banking operations such as concentrated risk, credit risk, bank book risk, reputation risk, strategic risk, etc. On the basis of maintaining risks within acceptable parameters through a proactive risk management process, starting from identifying, analyzing, measuring, and implementing risk mitigation/control measures, banks achieve their goal of maximizing their value (OFSI, 2010).
The important role of ICAAP is to strengthen the link between the bank's risk position, risk management process, risk mitigation system and capital management (Woschnagg 2008). Many authors have argued that managers should consider ICAAP as a component of the internal management process of banks (both at the strategic and short-term levels) (Pilková and Králik (2011), Woschnagg (2008) and Resti (2008)). Some authors have pointed out that pillar 2 and ICAAP should be embedded in the bank's business and organizational processes (Pilková and Králik (2011), Woschnagg (2008)).
2.1.1.3. Contents of implementing the Internal Capital Adequacy Assessment Framework
Regarding the ICAAP process, BCBS (2006) stated that the implementation of ICAAP includes the following main contents: (i) Identifying and assessing material risks and KVRR; (ii) Quantifying and synthesizing RR and capital; (iii) Assessing capital adequacy, planning and management; (iv) Capital use (measurement of efficiency based on RR); (v) Capital monitoring and reporting. KVRR was mentioned in the study of FSB (2013), which is the level of synthesis and type of RR that a financial institution is willing to accept within its RR capacity to achieve strategic goals and business plans. When referring to KVRR, two related basic concepts are often mentioned, which are: KVRR Framework (RAF) and KVRR Statement (RAS) (Bromiley et al., 2015).
Regarding the quantification and synthesis of RR and capital, RR quantification is an objective basis for making management decisions for each transaction, each portfolio, each unit and the entire bank. RR measurement results must be updated regularly to support the Board of Management in deciding to apply timely and appropriate RR management measures to the RR situation in each period. At the same time, the bank needs to quantify capital corresponding to RR. Economic capital is calculated and allocated to each type of RR (BCBS, 2006). In this process, stress testing is indispensable. According to BCBS (2009), stress testing is a set of different techniques used by financial institutions to measure potential vulnerabilities under extreme and exceptional but plausible events. The results of stress tests often assess changes in financial indicators of capital, loss levels (solvency stress test), and liquidity safety ratios (liquidity stress test). In other words, stress tests help management agencies and financial institutions proactively deal with the worst possible situations. Stress tests are used as a tool




![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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