space, products, knowledge, work, etc. between strangers, does not happen frequently, most likely only once. The act of sharing also occurs in another part called "pseudo-sharing" (Belk, 2014 [36]).
Bostman et al. (2010) [41] believe that KTCS is an economic model mediated via the internet, built on sharing, exchanging, trading or renting products and services and does not require ownership. Choi, HR, et al. (2014) [47] also believe that KTCS is the act of sharing, exchanging and renting resources without ownership. Agreeing with this view, according to Muđoz, P., Cohen, B., (2018) [87], KTCS is an economy in which ownership is replaced by sharing or exploiting used assets. Used assets can be products, services, places, finances, spaces, money, labor, knowledge or information that people create and share with others (Miller, SR, 2016 [84] and Plewnia, F., Guenther, E., 2018 [97]). Hamari et al. (2015) [68] argue that shared economy emerged with the development of technology, helping to simplify the sharing of physical and non-physical products and services via the Internet. Also in this year, according to OECD (2015) [94], shared economy is a platform connecting supply and demand, allowing peer-to-peer (P2P) sales and rentals. There are three main types of shared economy: (a) peer-to-peer sales (b) peer-to-peer sharing and
c) Community services. Not only connecting supply and demand, but according to Täuscher, K., Kietzmann, J. (2017) [105], digital community services allow resource owners to share their idle assets with others.
The thesis gathers some concepts of KTCS in the following table:
Table 2.1. Concepts of sharing economy
Concept
Source | |
Communal economy is an economy in which the actions and processes of distributing what we give to others to use and receive or take something from others to use. | Belk (2010) [35] |
KTCS is an internet-mediated economy built on share, exchange, trade or rent products and services and do not claim ownership. | Bostman (2010) [41] |
KTCS is an economy that involves borrowing, giving gifts, transferring transfer ownership, exchange, coordinate acquisition, and distribute resources at cost. | Belk (2014) [36] |
KTCS is an economy where sharing, exchange and renting are practiced. | Choi and colleagues |
Maybe you are interested!
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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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Experience in Business Development According to the Sharing Economy Model of Enterprises in the Field of Online Tourism Services Around the World and Lessons Learned -
Improving the operational efficiency of Vietnam Debt Trading Company (DATC) in a socialist-oriented market economy - 11 -
Developing the market for essential food products of Tan Duc Trading Limited Company - 6 -
The Role of Valuation in a Market Economy

resources that do not require ownership.
(2014) [47] | |
Communal economy is an economy in which individuals share assets belonging to private ownership or sharing of information according to market needs. | Dyal Chand (2015) [53] |
KTCS is a developing economy, where suppliers and customers temporarily own products and services. | Santana and Parigi (2015) [102] |
A social economy is an economy in which people create and share products and services. services, locations, finances with others. | Miller (2016) [84] |
Source: NCS synthesis
There are many different views on the social economy, but they all have in common the characteristics such as an intermediary economy that coordinates the acquisition, use, distribution for a fee, transfer/non-transfer of ownership of idle assets, products, services, and used information of others through the internet and digital platforms. Therefore, the thesis proposes a comprehensive concept of the social economy as follows: The social economy is an intermediary economy via the internet, an online platform connecting supply and demand built on the coordination of temporary access, sharing, and leasing of used resources for a fee to serve end consumers continuously, quickly, and globally.
2.1.1.2. Sharing economy model
a) Concept of sharing economic model
According to Julie Wanning Tvede & Maria Christensen (2015) [75], the KTCS model is an intermediary model that creates and distributes value to customers and generates revenue from those transaction values. Agreeing with this view, Julie Wanning Tvede & Maria Christensen (2015) [75] also stated that the KTCS model is a model that aims to reduce costs and maximize economic benefits by sharing idle resources among individuals and organizations. The KTCS model is an economic model, operating peer-to-peer (P2P) to buy, provide or share access to goods and services and is often built on a community-based online platform Miller (2016) [84].
The above concepts have in common the characteristics such as intermediary model, creating and distributing value, sharing idle resources, sharing on ownership. Therefore, the thesis argues that the KTCS model is an intermediary model via the internet in which enterprises are the units that coordinate value through temporary access, exchange, transactions of products, services, information, money, labor force, knowledge, resources, assets.
used products from owner to user and to maximize economic benefits.
b) Classification of sharing economy models
According to Demary (2015) [51], Aleksandra Kosintceva (2016) [29], there are two models of social economy in the service sector: the market maker/e-exchange model and the access-based consumption model. The market maker/e-exchange model in social economy is a business model based on the matching of people with superior capabilities or surplus services (supply side) and consumers of surplus products and services, paying a certain amount (demand side). The access-based consumption model, on the other hand, provides access to intangible or tangible resources. These resources can be created, rented or owned by the enterprise itself or its partners.
* Market maker/electronic exchange model
This is a business model that connects supply and demand to meet the needs of the tourism market. In this model, enterprises following the KTCS model play the role of intermediaries between two parties: those with excess services (supply side or direct service providers) and those who pay to consume excess services (demand side, for example, DLTT customers). Business databases are extremely important factors for enterprises following the market maker/electronic trading floor model. Enterprises charge fees on total transaction costs or charge fees to a market participant. The main activities of enterprises depend on the characteristics of their business as well as their relationships with partners. Partners of this model are investors, lobbyists, technology developers, content creators and search engines. The operating costs of enterprises are mainly membership development costs and website/mobile application operating costs.
Direct service provider
Client
B2C:
Market maker model
(pure, service, community)
B2B:
Mobile trading floor model
(pure, service, community)
Figure 2.1. KTCS's market maker/electronic trading platform model
Source: Demary (2015) [51], Aleksandra Kosintceva (2016) [29]
The market maker/e-trading platform model in social economy was born from the market maker/e-trading platform model in e-commerce. The goal of this model in social economy is to create a two-way market to increase the interaction of parties through an online platform. The market maker/e-trading platform model in e-commerce focuses on products with a variety of options and revenue generated from sales, considering product quality as secondary. The market maker/e-trading platform model in social economy operates through short-term rental of a specific tourism service, businesses in social economy want to provide high quality services, so service quality is considered important and a prerequisite.
Table 2.2. Comparison of the market maker/electronic trading platform model in KTCS with the market maker/electronic trading platform model in e-commerce in general
Market maker/e-trading platform model in e-commerce
(eg eBay)
KTCS's market maker/electronic trading platform model in the service sector (eg Agoda, AirBnb) | |
Focus on the product | Focus on customer service |
Revenue generated from operations sell | Revenue generated from short term rentals limited, intermediary connecting tourism services |
Heterogeneity of products (e.g. there are many types of products) on eBay) | Uniformity of services within a supplier (eg: home-stay rental service of Airbnb) |
NCC does not interact directly with client | Suppliers interact directly with customers during the use of the service |
Service quality is secondary | Service quality is paramount |
Product advertising programs can be done through through suppliers | Service advertising programs cannot be implemented through suppliers. |
The risk for direct product suppliers is low because the assets have been transfer of ownership | The risk for direct service providers is high because their assets are personal. |
Source: Chakravarty et al. (2014) [46]
Direct service providers in the KTCS model face higher risks than in the e-commerce model. Because their assets are often valuable assets (houses, cars, etc.) and are personal assets, not transferring ownership like in a normal two-way market. The success of the market maker/electronic trading floor model in
KTCS depends on a large number of direct service providers and customers as well as service quality (Chakravarty et al., 2014 [46]).
The market maker/electronic exchange model in KTCS includes three types:
- Pure market maker/e-exchange model: the main activities of the model are carried out through websites/mobile applications according to the KTCS model and do not require external participation. The main element of this model is the business channels. For example, AirBnb is a pure market maker model in the accommodation sector, connecting hosts and tourists to share accommodation.
- Market maker/electronic service exchange model: is a model that provides additional services to one or both customer sides. The value of the enterprise is the services. The main resource of the model is human resources. In the field of DLTT services, the market maker/electronic service exchange model often provides DLTT support services such as tour consulting, support for procedures such as visa or passport application.
- Community-serving market maker/e-commerce platform model: is a model that provides information and reviews from all parties to increase customer satisfaction when participating in the community. The model is built around issues that customers care about. For example, Tripadvisor is a community-serving market maker, allowing sharing of experiences and opinions of DLTT customers.
Table 2.3. Forms of the Market Maker model
Market Maker/Pure Electronic Exchange | Market Maker/Electronic Services Exchange | Market Maker/Electronic Trading Platform Serving community | |
Basic Value recommended | Enterprises regulate the exchange between direct suppliers and customers, implemented via website/mobile application according to the model KTCS | The enterprise provides additional services to one or more parties according to customer segments. | Enterprises provide benefits to different customer groups from the community. |
Wall main part | Business channels | Resources and activities important | Relationships client |
For example | AirBnB, Lyft | Tripadvisor | |
Source: Demary (2015) [51], Aleksandra Kosintceva (2016) [29]
* Access-based consumption model
Direct service provider
Client
Access-based consumption model
The access-based consumption model is built around access to a number of services through a website/mobile application in the KTCS model. In this model, the enterprise provides access to resources. The resources are created or owned by the direct provider. The main elements of the KTCS website/mobile application are business channels and partnerships.
Figure 2.2. KTCS's access-based consumption model
Source: Demary (2015) [51], Aleksandra Kosintceva (2016) [29]
The benefit of this model is that it connects customers from one sector to another, building a useful network and the opportunity to get professional advice, solve problems or simply inspire. Different businesses have different revenue streams and characteristics, so their operating costs are also different. The main resource of a business under this model is the object that is granted access. Therefore, partners play an important role in the access-based consumption model.
c) Level of development of sharing economic models
The level of development of business models in e-commerce is classified by Timmers P. (1998) [106] in two dimensions: the level of development from basic to advanced and the level of integration of features from single to diverse. Timmer P. (1998) [106] classifies based on traditional business forms combined with the functions of online markets. After studying the documents of Timmers P. (1998) [106], the thesis collected opinions from experts on KTCS, E-commerce and TTDL. 2/30 experts expressed neutral opinions, 28/30 experts said that the thesis can refer to the level of development of business models in e-commerce by Timmers, P. (1998) [106] for the level of development of KTCS models of enterprises in the field of TTDL services. Experts say that KTCS is a field of the digital economy, operating on the basis of supply-demand relationships, developing according to the number of participants 1-1, 1-many and many-many or rebuilding the value chain, that is, integrating information processing through several steps of the chain.
value. KTCS models are in the process of being used and tested, the development levels in the study of Timmers, P. (1998) [106] are appropriate. From the above conclusions, the thesis proposes the development levels of KTCS models as shown in the following diagram:
Access-based consumption model
Market Maker/Pure Electronic Exchange
Market Maker/Serving Electronic Trading Platform
community
N
family
Marketplace/E-Service Platform
Complicated
Level of feature integration
Simple
Low Development Level High
Diagram 2.3. Level of development of KTCS models of enterprises in the field of IT services
Source: based on research by Timmers, P. (1998) [106]
The above diagram is built based on qualitative research methods. The Ox dimension is the level of model development from basic to advanced, for example from applying e-commerce in traditional business models to doing business entirely on the internet, focusing on sharing and connecting idle resources. The Oy dimension is the level of integration of features from single to diverse, for example only providing internet marketing functions to linking shared value chains in enterprises. Looking at the diagram, it can be seen that there are no KTCS models in the lower and upper left corners. In the lower right corner is the market maker/electronic service exchange model. The two models focus on a number of specialized services, basic features such as electronic payment, account management, and transaction support. The top right quadrant KTCS models such as the community-serving market maker/e-exchange model, the pure market maker/e-exchange model, and the access-based consumption model require a level of development.
42
highly developed, heavily dependent on IT. The trust factor increases with the level of development and integration in the value chain.
2.1.1.3. Business according to the sharing economy model
* Concept of business according to the sharing economy model:
According to NCS, business according to the KTCS model can be understood as the process of an organization/enterprise investing resources in an online business model that acts as an intermediary in the market. Accordingly, this organization/enterprise will own and manage a website/mobile application to connect direct service providers and end consumers who want to receive that shared service.
* Characteristics of business according to the sharing economy model:
Business according to the KTCS model has some characteristics such as: online business method to connect supply and demand and act as an intermediary in the tourism market; built on temporary access, consumption of leisure tourism services; operating on a peer-to-peer, trust and profit basis; aiming at sustainable development in tourism; operating with almost zero marginal costs;
- It is an online business method to connect supply and demand and act as an intermediary in the tourism market: more than 60% of the documents collected by the thesis mention this feature in business according to the KTCS model. Through websites or mobile applications, KTCS creates a network connecting direct DLTT service providers and DLTT customers in a safe and transparent manner.
- Built on temporary access, consumption of leisure tourism services: access to leisure tourism services is the use of infrequently used assets by tourists such as houses, cars, lawns... These assets "have no transfer of ownership", through collaborative consumption, assets are redistributed and used more effectively.
- Operating based on peer-to-peer, trust and profit mechanisms: the peer-to-peer mechanism in the KTCS model is demonstrated through the P2P, B2P (Business-to-Peer) and P2B (Peer-to-Business) protocols. In which, P2P is the direct connection between service providers and DLTT customers, B2P connects and provides tourism services and risk management consulting for service providers, and P2B operates as a community for DLTT customers but gradually directs customers to direct service providers. Many researchers agree that KTCS activities take place for the purpose of seeking profits and deny that business according to the KTCS model is

![Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
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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 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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