to achieve local and single goals. Administrative reform does not only focus on streamlining the apparatus, of course the apparatus is an important step in administrative reform, but finding the root cause and the administrative environment that makes the apparatus continuously expand is the important thing. If administrative reform is not implemented synchronously, without innovating functions, apparatus, personnel, and strengthening the construction of administrative legislation in a corresponding manner to operate the apparatus, then success in administrative reform is not guaranteed. In the period of deep integration into the world economy, trade and services increasingly occupy an important position in the growth strategy and socio-economic development of Hanoi. Therefore, innovation in organization and management apparatus must be thoroughly implemented to meet the requirements of state management of trade in the area. Strengthen propaganda, education and training for civil servants to implement the Party's Resolutions and the State's laws. Focus on improving the quality of training of civil servants in terms of professional qualifications, foreign languages, and information technology to meet the current requirements of innovation; improve the sense of responsibility and working style of civil servants according to the regulations and rules of the State. Develop and organize the implementation of regulations on inspection of the performance of public services of agencies and units in the trade sector, and make transparent the operational procedures of state management of trade in Hanoi.
In recent years, by separating the enterprise management function from the state management function of the Hanoi Department of Trade, the autonomy of enterprises in production and business has been gradually promoted, enhancing the state management role of the trade sector. However, in the coming time, it is necessary to continue to improve the organization and management apparatus of the trade sector from the City level, which is the Department of Trade, to the District/County Economic Departments, in order to overcome some weak aspects in personnel work: the work of evaluating and planning cadres has not been done regularly; the work of management and inspection is still weak, the work of improving the quality of the staff of civil servants has not been effectively implemented; overcoming the division of labor, decentralization, and coordination of management between the central and local levels, between the
The administrative units of Hanoi City in terms of trade management are still overlapping and fragmented , and have not yet been able to promote their strength . Maybe you are interested!
Factors Affecting State Management of Capital Mobilization Activities Through Securities Issuance of Joint Stock Commercial Banks
Liquidity risk management of commercial banks of the State Bank of Vietnam - 1
Innovation and Improvement of State Management Quality on Emulation and Rewards in the Health Sector
Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
zt2i3t4l5ee
zt2a3gsnon-credit services, joint stock commercial bank
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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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Directions for Improving State Management of Tourism Activities in Dak Nong Province
One of the measures to implement the management function in the area of the Department of Trade is to go through the Districts to reach the commercial establishments in the area and grasp information about the situation and implementation results. The District level can be considered as the direct level of the business establishments, so the organization of the apparatus to assist the District People's Committee needs to be studied and improved to ensure work efficiency and management effectiveness.
Improve the ability to coordinate and communicate in state management as well as continuously improve the effectiveness of state management of trade in Hanoi with the aim of creating maximum convenience for traders in production and business activities, but on the other hand, it is necessary to enhance the ability to inspect and control the market. Strengthen the connection and coordination between the departments of the Department of Trade with affiliated units such as the Hanoi Market Management Department and the Trade Promotion Center in state management of trade. Innovation in state management must go hand in hand with improving the capacity of policy making, orientation and macro management of trade development of the trade sector in the period of international economic integration. Currently, trade promotion in Hanoi is mainly done through the Trade Promotion Center under the Hanoi Department of Trade and scattered among the Departments and Branches of the City, so it is not concentrated and ineffective. The Trade Promotion Center under the Department of Trade is currently only doing export promotion, while domestic trade promotion is the responsibility of other departments. Therefore, it has not created a close connection and coordination in implementing trade promotion activities. Meanwhile, investment promotion is the responsibility of the Department of Planning and Investment, tourism promotion is the responsibility of the Department of Tourism, so the coordination between trade promotion, investment promotion and tourism promotion of Hanoi City is very formal, has not effectively exploited opportunities and has not created a smooth information channel to serve the growth and economic development goals of Hanoi City. Therefore, in the time

In the coming time, Hanoi needs to have drastic decisions to unify trade promotion, investment promotion, and tourism promotion activities by establishing a large Center on the basis of merging all departments that are carrying out these activities at the Departments and Branches into a single department to coordinate the promotion activities of Hanoi City in order to implement trade - investment - tourism promotion activities with the highest efficiency .
*
* *
In summary, Chapter 3 focused on research and analysis to find out the orientation, goals, and propose key solutions to innovate state management of commercial development in Hanoi, and has the following main conclusions:
1. Through analyzing strengths, weaknesses, opportunities and risks for Hanoi's trade development in the period of international economic integration to properly orient the goals of Hanoi's trade development and innovate state management of trade in the period of international economic integration.
2. In the process of innovation of Hanoi City, the trade sector plays an increasingly important role in the proportion of socio - economic development. However, innovation of state management of trade must be based on the orientation and development goals of the whole country combined with the unique advantages and characteristics of Hanoi. Innovation of state management of trade in Hanoi currently focuses on innovation of organizational apparatus and personnel work; reform of administrative procedures; building and perfecting market economic institutions.
3. Innovation in state management of trade development must not only be based on scientific arguments to find new points, but also propose solutions to innovate state management of trade development in Hanoi, which are: Innovation in policy planning and implementation to improve the competitiveness of Hanoi's trade sector; Enhance state management capacity, build institutions to support Hanoi's trade development; Promote information support and trade forecasting; Innovation in trade promotion and development of support services for trade development; Promote international economic integration; Solutions on building infrastructure and applying modern science and technology to serve trade development.
CONCLUDE
Throughout the development of the world economy, promoting trade development has always been at the center of the growth and development goals of countries. Today, with the process of economic globalization taking place strongly around the world, and the rapid development of information technology and science and technology, economies have come closer together, promoting the exchange and trade between countries worldwide.
For developing countries like Vietnam, trade development is a prerequisite for growth and integration into the world economy. In the process of economic transformation of Hanoi towards “service - industry
- agriculture" and the development of a socialist-oriented market economy, the role of the State and innovation in state management for the development of Hanoi's trade are urgent requirements both in theory and practice. State management of trade is the State's management of trade activities in the national economy by state power, through appropriate institutions to ensure the development of trade in the national economy. Therefore, in order for Hanoi's trade to develop commensurate with its potential and position as the capital of the whole country, innovation in state management for trade development needs to be approached thoroughly and comprehensively in both theory and practice.
After 20 years of renovation (1986-2006), Hanoi's trade has achieved admirable results, holding a very important position in the process of economic growth and development of Hanoi. Export turnover has increased continuously, diversifying markets and types of export goods, establishing economic and trade relations with most countries and territories in the world; domestic trade has also been increasingly interested and developed properly; trade promotion activities have also been increasingly focused on to support businesses in finding markets and boosting production and business. However, in the current economic integration period, Hanoi's trade has been and is facing a series of problems that need to be viewed objectively and seriously. That is, the weak competitiveness of businesses
Trade and domestic trade have not received due attention, trade promotion has not shown its importance in supporting businesses in finding markets and expanding production and business, state management of trade has not met the requirements of the development process.
Vietnam's international economic integration has made a major turning point, Vietnam has become the 150th official member of the WTO. Therefore, it requires the role of the State as well as State management of trade to have fundamental innovations in the coming period. State management of trade focuses on building and perfecting the market economy institution, building institutions as well as overcoming market shortcomings and providing services to organizations and citizens. The market economy itself contains many shortcomings that require government intervention to ensure a fair and transparent competitive environment as well as ensure social justice. For a developing country like Vietnam, market failures are becoming more common and the responsibility of the government is extremely heavy. Innovation in state management is becoming more urgent to improve the State's capacity to manage the economy in order to achieve Hanoi's growth and development goals in the coming period.
State management of trade is one of the contents of state management of the economy in general. Therefore, the Hanoi Department of Trade - the state management agency of trade in Hanoi, needs to advise the City People's Committee on orientation and innovation of state management of trade, in accordance with the laws of the market economy, closely linked to the needs and interests of enterprises and citizens, only then can the development of Hanoi's trade be promoted in the period of international economic integration. However, Vietnam is a developing country, the economy has a long period of operation under a centralized planning mechanism, has just begun the renovation process since 1986 and shifted to a socialist-oriented market economy, the state management capacity of policy-making agencies is still limited, not keeping up with development requirements. Twenty years of renovation is not a short period of time, but to change the economic thinking of a
The issue of trade in a country like Vietnam is always topical. Entering a new era, the era of international economic integration, Hanoi's trade needs to clearly define its goals and directions towards industrialization and modernization in order to shift the economic structure towards "services - industry - agriculture" that the Party Committee and the Hanoi City Government have chosen.
With the methodology of solving problems based on the scientific foundations of state management of commercial development in Hanoi, the thesis focuses on clarifying the following main contents:
Clarifying the theoretical basis and necessity of state management innovation for the development of Hanoi's trade in the new period, the period of economic transition to a market economy and deep integration into the world economy. In the period of economic integration, Hanoi's state management of trade focuses on the main contents of managing import and export activities, developing domestic trade, maintaining stability of the goods and services market, protecting consumer rights, e-commerce, market management, competition management, anti-monopoly and anti-dumping, trade promotion, and international economic integration. State management of trade in our country is implemented by laws and policies, strategies, planning and plans for trade development. The State uses these tools to manage state trade, making trade develop in order, discipline, and business in accordance with market rules.
Clarifying the urgency of state management innovation for trade development in Hanoi, that is due to the inherent weakness in state management of trade in Hanoi, still greatly affected by the old mechanism; due to the process of deep international economic integration of the whole country; and due to the market economy having developed to a higher level, state management innovation of trade needs comprehensive innovation, meeting the current requirements of development.
In an economy operating under a market mechanism, all needs originate from the market, and policy making must also comply with market rules. Policy making and market economic institution building in the coming period, in addition to building a market economic institution for trade development, must be consistent with Vietnam's commitments to its partners, and must not violate WTO principles. Therefore, in addition to grasping and correctly applying the rules of the market economy, the issue of information transparency, promoting market demand forecasting, and forecasting impacts on market operations is very important, needs to be given due attention, and is an indispensable basis in the policy making process for trade development. Furthermore, in a market economy, the State and the market have their own roles. In many cases, the market cannot regulate and State intervention is extremely necessary. The State plays an important role in overcoming market shortcomings and providing public services, services that the private sector does not want to do or does not do effectively.
Hanoi has a special position - the position of the capital, the economic and political center of the whole country, the locomotive of the Northern key economic region. Therefore, Hanoi not only exports its own products and services but is also the export hub of the whole region and the whole country. With that role, Hanoi's state management of trade must be a pioneer in the innovation process, must do better than other localities in developing and applying science and technology, in business operations, in promoting import and export in order to make Hanoi become the center attracting import and export goods for the whole country, worthy of the role of leading and orienting the development of other localities.
Through studying the current status of development and innovation of state management of trade in Hanoi in 20 years of renovation (1986-2006), especially since 2001 up to now. Analyzing strengths, weaknesses; opportunities and risks; successes and failures in the development process and new factors affecting trade development in the coming period to find directions for management innovation.
