Quality of reporting information of commercial banks
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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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When the reports of commercial banks are inaccurate, do not reflect the true state of the bank's operations, it is impossible to assess the trend of operations as well as risks. Poorly updated information negatively affects management efficiency, because the operation of commercial banks is continuous. Compliance and honesty in accounting will make the quality of information objective, and the organization that receives information quickly and abundantly will be a factor that increases the quality of management.
1.2.3.2. Subjective factors
Management policy
The central bank's management policies have a decisive influence on the management of commercial banks' equity. Through the use of regulations on legal capital, capital adequacy ratio (CAR), etc., the central bank regulates the management of banks' equity in accordance with the orientation and development goals of the banking system in each period.
Quality of human resources
A team of policy makers, supervisors and inspectors with high professional qualifications, experience and professional ethics is an important basis for improving the quality and effectiveness of management work. If this team is limited in capacity and quality, it will hinder, cause errors and confusion in the management process.
Facilities and technology
Facilities and technology used for management directly affect the quality of management of the Central Bank. Through data processing tools, component analysis, and trends from commercial banks' reporting data, the central bank can assess whether the implementation of issued policies is consistent with the system or not, thereby seeing the advantages, limitations, and taking measures.
appropriate remedies. On the other hand, through the use of technology in management, the central bank can manage and regulate the equity of commercial banks easily, saving time, costs and human resources.
1.2.4. Management experience of some central banks in the region and the world on the equity of commercial banks
In the QIS 5 survey, the Basel Committee divided the surveyed banks into two groups. Group 1 is banks with Tier 1 capital of 3 billion USD or more and operating in multiple industries and multinationals, and group 2 is banks with Tier 1 capital of less than 3 billion USD [2].
Figure 1.1: Status of application of Basel's RRTD assessment methods
for banks in group 1 [15]

Source: Chu Thi Huong Giang (2009) Applying Basel 2 Convention to the risk management system at Vietnamese commercial banks According to the survey results on the application of Basel 2 Convention methods in assessing credit risk, it is found that banks in the G10 group of countries mainly apply internal rating methods (in which banks in
Group 1 mainly applies advanced internal ranking methods).
Figure 1.2: Status of application of Basel's RRTD assessment methods
for banks in group 2 [15]

Source: Chu Thi Huong Giang (2009) Applying Basel 2 convention to risk management system at Vietnamese commercial banks Meanwhile, banks in group 2 belong to countries not in the
The G10 group mainly applies the simple method (standard method).
Thus, countries around the world today tend to apply Basel 2 to the management of commercial bank equity through the application of simple risk assessment methods. The advanced internal rating method is only applied in countries with large, multi-industry, multinational banks.
To have a more specific comparison of the management experience of some central banks in the world on the equity capital of commercial banks as well as the practical application of Basel 2 in ensuring capital safety and risk prevention in the banking system of countries, the thesis chooses countries including: the US, China and Singapore to analyze the management experience of central banks of these countries on the equity capital of commercial banks through the application of Basel 2 treaty.
1.2.4.1. Experience of the US Federal Reserve
The United States is the country with the largest and most developed financial system in the world. One of the important requirements for the US Federal Reserve (FED) is to develop a safe and sustainable banking system, because even a small fluctuation in the US banking system will affect the financial situation not only in the US but also the global financial market and each country. Therefore,
The FED's experience in applying Basel 2 in managing the equity of commercial banks creates the premise for other central banks to apply this Treaty in managing the equity of banks in the system [43].
Currently, a large number of US banks are operating as universal banks and some services that are heavily affected by operational risks are accounting for a large portion of total revenue. In addition, large-scale mergers and acquisitions in the banking and finance sector are on the rise as banks are gradually expanding their operations globally. Furthermore, although market transparency in the US is being implemented quite well, investors expect transparency to be improved so that market participants can grasp the risk level of commercial banks, thereby making accurate decisions for investment. In addition, the FED is planning to apply the advanced IRB method. This method brings high initiative to the applying organizations as well as the supervisory agencies by predicting and calculating risks under the supervision of the supervisory agencies. All of the above situations require the US to apply Basel 2 as an urgent matter. However, in the process of preparing for the application of Basel 2, a number of problems have arisen: the financial capacity of banks to ensure the requirements set forth by Basel 2; the unevenness in the scale of US financial banks, etc. have required the FED and supervisory agencies to develop a reasonable implementation roadmap that is effective for the domestic banking system.
Therefore, in 2003, the US regulatory agency proposed a phased approach to Basel II. With this approach, the application would only be mandatory for large, multinational banks that meet the capital requirements: total consolidated assets of $250 billion and foreign branch operations of $10 billion. These banks would apply the enhanced IRB approach for credit risk and the AMA approach for operational risk to calculate the required capital reserves for these risks. Therefore, 11 US banks fall into this group. The next group, which includes large domestic banks, is encouraged to implement the approach.
advanced method but not mandatory. The remaining group of banks continue to follow the existing principles (according to Basel 1) in assessing risks unless they meet the conditions to be able to access the advanced method, then they are considered for implementation. Thus, by applying only two methods, advanced IRB and AMA, in calculating credit risk and operational risk, the US reduces the confusion in choosing different methods, avoiding credit institutions deliberately choosing the method that brings the lowest cost of capital. However, this has put some banks in an unfavorable competitive position. In 2006, Citigroup, JPMorgan Chase, Wachovia and WAMU requested to choose the SA method because applying SA in measuring risks is simpler and less costly than the advanced IRB method. Therefore, the implementation of Basel 2 in the US was delayed by two years compared to other countries. On July 20, 2007, the FED issued its final decision on the implementation of Basel 2.
1.2.4.2. Experience of the People's Bank of China
Basel 2 is widely recognized as the future direction of risk management. The implementation of Basel 2 will promote the development of banking supervision technology, improve the effectiveness of market discipline, and enhance the security of the international banking system. Although the People's Bank of China does not require Chinese banks to implement Basel 2 immediately, it still has profound implications for the country's banking system [5], [43].
First , Enhance competitive advantage. By applying Basel 2, Chinese banks will enhance their competitive advantage because when applying risk management methods, banks will enhance their reputation, ensure liquidity and stability of equity, thereby attracting more capital flows from outside.
Second , keep up with the progress and development of the international financial market. Basel 2 is an international standard used by banking supervisors and banks in assessing capital adequacy and risk prevention. If China does not adopt Basel 2, it will not be able to keep up with the progress and development of the international financial market, and may fall into a disadvantageous situation in terms of competition and cooperation.
Third , maintain consistency in market economic policies. Basel 2 reflects the basic principles of a market economy. In China, since 1978, with the reform and opening up of the market, the country's economy has developed remarkably. When applying Basel 2, developed countries can evaluate China's direction in the market economic approach. Besides, this also shows China's investment in transforming the centrally planned economy into a market economy. If Basel 2 is not implemented, it will affect the consistency and image of China's economic policies and its contribution to the progress of globalization.
Fourth , reduce the gap in experience and technology. Basel 2 represents a new technological trend in risk management. Failure to implement it will lead to a new technological barrier between China and international finance. China will lose a great opportunity to shorten the knowledge gap in risk management knowledge and experience.
Fifth , Seize support from the IMF and the World Bank. Without Basel II, China will not be in a favorable position to receive economic aid and low-interest loans from the IMF and the World Bank. Because the capital adequacy and risk prevention of the Chinese banking system are not highly regarded.
In the process of applying Basel 2 in the management of equity capital of commercial banks, the People's Bank of China has assigned the authority to develop a roadmap for applying Basel 2, implement, monitor and evaluate the implementation effectiveness to the China Banking Regulatory Commission (CBRC).
In February 2004, the CBRC issued the “Capital Adequacy Management of Commercial Banks” regulation. This regulation sets out the CAR measurement method based on Basel 1 and applies pillars 2 and 3 of Basel 2. Banks in China are required to establish a capital adequacy management system and meet the minimum capital adequacy requirement of 8%. The CBRC closely and continuously monitors banks’ compliance with this regulation and supports banks in improving their capital formation mechanisms. In 2007, the CBRC issued the Guidelines on the Implementation of Basel 2 in the Banking Sector.
with the principles in implementing Basel 2:
A. Banks of different sizes will have different capital requirements. Small and medium-sized banks will apply capital regulations appropriate to their size and business complexity to minimize the cost of capital compliance. For large-sized banks, applying Basel 2 not only helps to enhance competitiveness but also serves long-term development goals.
B. The implementation of Basel II is gradual. Since major commercial banks in China are not uniform in the development of their internal rating systems, quantitative risk measurement models, and organizational processes for risk management, the timeframes in which they can meet the requirements for Basel II implementation will vary. Therefore, CBRC encourages banks to improve their risk management systems and apply risk-sensitive capital measurement methods, and allows banks to apply Basel II with different timeframes. This will ensure the effectiveness of Basel II implementation.
C. Banks are allowed to meet the requirements of Basel 2 step by step. Because Basel 2 sets out many conditions for banks in using risk-sensitive capital measurement methods, including many aspects such as asset classification, quantitative risk measurement, policy processes and risk management organization... However, this is a long-term process and the conditions are met gradually. Therefore, banks must rely on their own situation to develop plans to meet Basel 2 conditions in each specific stage.
CBRC classifies commercial banks into 2 groups, meeting different capital requirements: Banks that must apply Basel 2 (Basel banks): large banks,
branches in countries and regions, with many international operations.
Other banks: Will comply with current capital regulations but may voluntarily adopt Basel 2.
Applicable time frame:
Banks in the group that must apply Basel 2: start implementing from the end of
2010. If the minimum requirements of Basel 2 are not met by then, implementation may be postponed but not later than 2013.
Other banks must comply with the provisions required under the revised capital regulations from the end of 2010.
The guidance also sets out clear timelines for Basel 2 implementation:
A. Before the end of 2008, CBRC will continue to issue regulations to supervise the implementation of Basel II and amend the capital regulation requirements by taking public comments into account.
B. CBRC will conduct a qualitative impact study on QIS in 2009.
to assess the impact of Basel 2 on banks' capital adequacy.
C. Banks in the group required to apply Basel 2 will start implementation by the end of 2010. If by then, banks do not meet the minimum requirements set by CBRC, implementation may be delayed until 2013 with CBRC approval.
D. Any bank planning to adopt Basel 2 needs to submit a formal application to the CBRC at least six months before adoption. The CBRC will start accepting such applications from early 2010.
E. Other banks may propose an application to implement Basel 2 after 2011, with the same procedures as Basel 2 banks do.
F. Other banks will need to comply with the capital regulation requirements starting in late 2010. If Basel 2 banks do not implement Basel 2 by then, they will still be subject to the capital regulations.
Measures to promote Basel 2 implementation:
2007 and 2008 are the first stages of preparation, during which banks need to focus on the following tasks:
- Prepare carefully before applying. This work requires high professionalism and requires large input resources. Accordingly, the Board of Directors and the Board of Management of banks in the group that must apply Basel 2 must highly promote the implementation of Basel 2 and establish a working group headed by a member of the Executive Board.





![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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