and Security Survey (CCSS) in 2011, risks that cause loss of information safety and security can be divided into 14 groups as follows:
(1) Compromise for intellectual property: Typical of this risk is copyright infringement, illegal copying of copyright.
(2) Software attacks: Such as using viruses, worms, macro programs, denial of service attacks, etc.
(3) Differences in the quality of service provided by service providers such as ISPs, the power of WAN systems, problems encountered in services from network service providers.
(4) Spying or Intrusion: Unauthorized access and data collection services that are unauthorized or without the user's consent.
(5) Natural hazards such as fire, flood, earthquake, lightning, tsunami.
(6) Human errors such as errors in computer use, problems that occur when employees perform operations, and lack of understanding of users.
(7) Blackmailing with information such as blackmail, threatening to illegally publish information, and terrorizing users with information.
(8) Missing or incomplete information such as interrupted access, information loss during storage, or loss of access to the information system due to disk failure without proper backup, or ineffective recovery plan.
(9) Incomplete, inadequate or incorrect control systems that cause vulnerabilities in computer networks, or that disable the prevention system, etc.
(10) Sabotage: Intentional sabotage to damage the information system such as human attacks, control systems that stop the system from operating.
(11) Theft: Theft of physical equipment, information storage devices, network equipment, etc.
(12) Hardware failure or malfunction.
(13) Software failures such as errors, program code problems, vulnerabilities, etc.
(14) Outdated technological equipment that is not updated in a timely manner also makes information systems unsafe to operate.
2.2.3. Methods for identifying risks that cause loss of information security and safety
The general method for identifying and determining risks to information security and safety in an information system is to follow a general 6-step process presented in Figure 2.2:
perform
Classification of components in the information system
Inventory and classify resources
Planning and organizingFigure 2.2. Process of identifying risks that cause loss of information security and safety (Source Mark Rhodes - Ousley [16]) |
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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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Identifying and controlling factors affecting the quality of accounting information in the environment of applying enterprise resource planning system ERP in Vietnamese enterprises - 12 -
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(1) Step 1: Plan and organize the implementation process.
(2) Step 2: Classify the components of the information system.
(3) Step 3: List and classify resources.
(4) Step 4: Classify resources by priority.
(5) Step 5: Identify risks and threats according to the level of danger.
(6) Step 6: Specify the threats that attack the vulnerabilities.
Step 1. Plan and organize the implementation process
The first step in the process of identifying and determining risks to information security and safety is to follow the principles of project management, starting by organizing a group or team, usually the team members will include representatives of all group units whose assets are vulnerable or vulnerable to risks during the operation of the information system. Identifying and determining risks for information is carried out continuously from the time the information system begins to be operated until it is removed from the operation of the organization or enterprise and is carried out everywhere where there are possible risks in the organization or enterprise. This process must be planned, carried out periodically, with detailed assessments and specific reports sent to the leadership and management of the organization or enterprise.
This process is carried out step by step: defining tasks, organizing and assigning tasks, and arranging specific schedules. Only then can it be said that it is ready to actually start identifying and identifying risks to information security and safety.
Step 2. Classify the components in the information system
Typically, the components in an information system are divided into five categories: People, procedures, data, software, and hardware.
- People in the information system include employees, associates involved in operating and exploiting the system and customers. In organizations
Organizations typically have two groups of employees: those with authority and responsibility and those without privileges within the system; Associates, partners and customers may include contractors and consultants, members of other organizations with which the organization has a trusted relationship and the organization's customers.
- Procedures in the information system include issued procedures and sensitive procedures that have not been specifically identified in writing (in business, these are procedures that can make it possible for an agent to threaten the organization's operations, such as causing an attack against the organization or making the risk to the organization happen faster).
- Data in the information system includes all data being stored and used in the system, data participating in processing procedures and data being transmitted on the transmission channel. Each representation or state of data can have different risks of causing insecurity and loss of security.
- Software in the information system includes application software, operating software, specialized software, security software, etc. Accurately identifying software types contributes to improving the ability to identify risks to the infrastructure of the information system of an organization or enterprise - one of the potential components that can cause loss of safety and security of information in the information system.
- Hardware devices include computer hardware devices, network hardware devices, protection devices (including information security control system devices) and other external network devices of the organization or enterprise.
Step 3. Classify resources in the system
Resources related to information safety and security in information systems are all five components of the information system (hardware,
However, identifying the human resources, procedures, and data that need to be secured and risk-mitigated is more difficult than identifying hardware and software resources.
Personnel involved in the operation of the information system are usually numbered, coded or indexed by number, title, department, and work position. Personnel involved in ensuring the safety and security of the system need to have a firm grasp of the position and function of each personnel to ensure that they can receive timely notifications of incidents at all positions in the organization to maintain a stable working system.
Procedures need to be described specifically and clearly, with the purpose, scope, relationship to hardware, software, storage locations, and copies if any. Network factors and the scope of impact of the procedures need to be specified to ensure that users in the system can understand these procedures.
The data that needs to be stored and processed in the system also needs to be classified, according to the owner, creator, manager, size of the data structure, the types of data structures used (sequential, relational...), the type of storage and processing is online or offline; where the storage location is, who can use them, the backup mechanisms that affect them, how to backup and restore periodically? must all be managed clearly and in detail.
In addition, it is also necessary to classify data and information according to the security level of the information in the system, such as confidentiality, availability, risk exposure, control plan, access issues, responsible individuals or units...
For hardware, software, and network systems: What hardware components, software components, and network components need to be monitored? This depends on the organization's risk management needs and efforts, as well as the policies and needs of the security community.
information and information technology of the organization. Typically the following issues need to be considered:
- Account name: There may be problems such as duplicate names, multiple names for the same object, names not set according to standards... Therefore, it is necessary to unify the naming standards for objects participating in the components participating in the system such as users, hardware device names, servers, shared folders,...
- IP address: Many organizations and businesses use DHCP protocols in TCP/IP protocol or have not registered static IP addresses for international access, which can cause risks to the information systems of organizations and businesses.
- MAC address (the unique address of all hardware devices) is also a target that can be spoofed or attacked by unauthorized people when the information system is operating.
- For other components such as hardware (such as servers, desktops, network devices, or testing devices such as cameras, scanners, etc.), software (including special application software such as security software - firewalls, virtual private network management systems, transaction management systems, etc.), it is necessary to build a list of factors that can cause vulnerabilities and weaknesses in the system; as well as factors such as serial numbers or versions, product manufacturer names, geographic locations, etc. It is necessary to determine different priority levels, and issues are arranged in order of priority.
In addition, it is necessary to have a control regime for these entities, identify the organization and unit controlling each component, distinguish groups or units controlling each specific component and have specific policies for each subject.
Step 4. Determine priority based on the role and importance of resources
There is a need to assess the sensitivity and priority of the level of importance in the safety and security of information such as confidential information, internal information,
public information and devices related to the information movement process such as information storage devices, information transmission devices and information processing rules and procedures.
The classification and assessment methods must be chosen so that they cover all levels and do not overlap or exclude each other. The steps typically followed are: information assessment, prioritization, threat identification based on groups, vulnerability identification, and assessment documentation.
- Information evaluation:
To assess the information, an assessment sheet consisting of questions and points for answers can be used. The questions typically relate to the following:
+ Which information or service generates the most revenue for the organization?
+ What information generates the highest profitability?
+ What information is too costly to replace?
+ What information is most or least expensive to protect?
+ What information can easily cause legal problems for organizations and businesses or cause information leaks?
- Information measurement:
The calculation, estimation, or measurement of the information to be evaluated may be based on consideration of the following values โโof the information:
+ Value received from the cost of creating the information?
+ What value is gained from maintaining the information long term?
+ What is the value of providing the information that needs to be evaluated to users?
+ What is the value derived from the cost of protecting the information to be assessed?
+ What is the value of possessing the information to be evaluated?
+ The value of intellectual property information needs to be assessed?
+ Value assessment from competitors?
- Determine the level of influence of information:
Once the list of information to be evaluated is complete, a table should be developed to analyze the influencing factors (e.g. revenue, profit, brand image, etc.) based on their weights. Usually the priority (or weight) of the influencing factors is determined to sum to 100, meaning:
๐ค = ๐ค 1 + ๐ค 2 +. . +๐ค ๐ = 1 ,
In which ๐ค 1 , ๐ค 2 , . . , ๐ค ๐ are the weights of the influencing factors respectively.
Step 5. Identify or recognize threats
After identifying and classifying the groups of information that need to be evaluated in the organization, it is necessary to analyze and check the risks and threats that may occur to that information of the organization. Threats that cause loss of safety and security of information in organizations and businesses are usually determined based on a number of characteristics.
Threat vector is a term used to describe where a threat originates and the path that must be taken to achieve the attack objective (risk becomes reality). For example: An email message sent from outside the organization to an employee inside the organization, the email has an attachment containing a Trojan horse, which when opened by the recipient will activate the Trojan horse. Here, the source of the threat is the file and the path to the target is the email.
Step 6. Specify the vulnerability of the resources
Based on the information groups that need to be assessed for the system and the threats that the system is likely to encounter, a list of vulnerabilities should be drawn up.

![Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
zt2i3t4l5ee
zt2a3gsnon-credit services, joint stock commercial bank
zt2a3ge
zc2o3n4t5e6n7ts
At that time, the Branch had to set aside a provision for credit risks, which reduced the Branchs income.
Chart 2.2. Pre-tax profit of BIDV Tien Giang in the period 2011-2015
Unit: Billion VND
140
120
100
80
60
40
20
0
63.3
80.34
89.29
110.08
131.99
2011 2012 2013 2014 2015
Profit before tax
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
However, through chart 2.2, it can be seen that BIDV Tien Giangs profit is still increasing continuously, and its operating efficiency is currently leaking. This is a contribution of non-credit services, and this service segment will be increasingly focused on growth by BIDV Tien Giang to ensure the highest profit safety because credit activities have many potential risks. At the same time, focusing on developing non-credit services is consistent with one of the contents of restructuring the financial activities of credit institutions in the project Restructuring the system of credit institutions in the period 2011-2015 approved by the Prime Minister in Decision No. 254/QD-TTg dated March 1, 2012 [14]: Gradually shifting the business model of commercial banks towards reducing dependence on credit activities and increasing income from non-credit services.
2.2. Current status of non-credit service development at BIDV Tien Giang.
2.2.1. BIDV Tien Giang has deployed the development of non-credit services in recent times.
Along with the development of the Head Office, BIDV Tien Giangs products and services are constantly improved and deployed in a diverse manner to ensure provision for many different customer groups in the area: individual customers, corporate customers, and financial institutions. Typical services are as follows: Payment services, treasury services, guarantee services, card services, trade finance, other services: Western Union, insurance commissions, consulting services, foreign exchange derivatives trading, e-banking services,...
2.2.1.1. Payment services:
In accordance with the Prime Ministers Project to promote non-cash payments in Vietnam [15], banks in Tien Giang province have continuously developed payment services to reduce customers cash usage habits through card services and electronic banking services such as: salary payment through accounts, focusing on developing card acceptance points, developing multi-purpose cards, paying social insurance by transfer, paying bills through banks, etc.
Chart 2.3. Net income from payment services in the period 2011-2015
Unit: Million VND
6000
5000
4000
3000
2000
1000
0
3922 4065
4720 5084 5324
2011 2012 2013 2014 2015
Net income from payment services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Along with the technological development of the entire system, BIDV Tien Giang has a payment system with a fairly stable transaction processing speed, bringing many conveniences to customers. The results of observing chart 2.3 show that the income from payment services that the Branch has achieved has grown over the years but the speed is not high and the products are not outstanding compared to other banks. Domestic payment products such as: Online bill payment, electricity bills, water bills, insurance premiums, cable TV bills, telecommunications fees, airline tickets, etc. bring many conveniences to customers. Regarding international payment, this is an indispensable activity for foreign economic activities, BIDV Tien Giang is providing international payment methods for small enterprises producing agriculture, aquatic food and seafood that have credit relationships with banks in industrial parks in Tien Giang province such as: money transfer, collection, L/C payment.
2.2.1.2. Treasury services:
BIDV Tien Giang always focuses on ensuring treasury safety and currency security, always complies with legal regulations, and minimizes risks in operations such as: counting and collecting money from customers, receiving and delivering internal transactions, collecting from the State Bank (SBV) or other credit institutions, receiving ATM funds, bundling money, etc. BIDV Tien Giangs treasury service management department is always fully equipped with modern machinery and equipment such as: money transport vehicles, fire prevention tools, money counters, money detectors, magnifying glasses, etc. to ensure absolute safety in treasury operations, immediately identifying real and fake money and other risks that may affect people and assets of the bank and customers. In addition, implementing regulation 2480/QC dated October 28, 2008 between the State Bank of Tien Giang province and the Provincial Police on coordination in the fight against counterfeit money, in the 3-year review of implementation, BIDV Tien Giang discovered, seized and submitted to the State Bank of Tien Giang province 475 banknotes of various denominations and was commended by the Provincial Police and the State Bank of Tien Giang province [17].
Chart 2.4. Net income from treasury services in the period 2011-2015
Unit: Million VND
350
300
250
200
150
100
50
0
105 122
309 289 279
2011 2012 2013 2014 2015
Net income from treasury services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
However, as shown in Figure 2.4, income from treasury operations is not high and fluctuates. Specifically, in the period 2011-2013, net income increased and increased most sharply in 2013, then in the period 2013-2015, there was a downward trend. This fluctuation is due to the fact that fees collected from treasury services are often very low and can even be waived to attract customers to use other services.
2.2.1.3. Guarantee and trade finance services:
BIDV Tien Giang, thanks to the advantages of the province and the favorable location of the Branch, has continuously focused on developing income from guarantee services and trade finance.
Chart 2.5. Net income from guarantee and trade finance services in the period 2011-2015
Unit: Million VND
14000
12000
10000
8000
6000
4000
2000
0
5193 5695
2742 3420
8889
3992
11604 12206
5143 5312
2011 2012 2013 2014 2015
Net income from guarantee services Net income from Trade Finance
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Through chart 2.5, we can see that BIDV Tien Giangs income from guarantee services and trade finance has grown over the years. The reason is: Among BIDV Tien Giangs corporate customers, the construction industry is the industry with the highest proportion of customers after the trading industry, this is a group of customers with potential to develop guarantee services. The second group of customers is corporate customers in the fields of agricultural production, livestock and seafood processing with high import and export turnover in the area.
are the target of trade finance development. In addition, BIDV Tien Giang also focuses on continuously developing these customer groups to increase revenue for many other products and services in the future.
2.2.1.4. Card and POS services:
As a service that BIDV Tien Giang has recently developed strongly, it can be said that this is a very potential market and has the ability to develop even more strongly in the future. Card services with outstanding advantages such as fast payment time, wide payment range, quite safe, effective and suitable for the integration trend and the Project to promote non-cash payments in Vietnam. Cards have become a modern and popular payment tool. BIDV Tien Giang early identified that developing card services is to expand the market to people in society, create capital mobilized from card-opened accounts, contribute to diversifying banking activities, enhance the image of the bank, bring the BIDV Tien Giang brand to people as quickly and easily as possible. BIDV Tien Giang is currently providing card types such as: credit cards (BIDV MasterCard Platinum, BIDV Visa Gold Precious, BIDV Visa Manchester United, BIDV Visa Classic), international debit cards (BIDV Ready Card, BIDV Manu Debit Card), domestic debit cards (BIDV Harmony Card, BIDV eTrans Card, BIDV Moving Card, BIDV-Lingo Co-branded Card, BIDV-Co.opmart Co-branded Card). These cards can be paid via POS/EDC or on the ATM system. In addition, with debit cards, customers can not only withdraw money via ATMs but also perform utilities such as mobile top-up, online payment, money transfer,... through electronic banking services.
In order to attract customers with card services, BIDV Tien Giang has continuously increased the installation of ATMs. As of December 31, 2015, BIDV Tien Giang has 23 ATMs combined with 7 ATMs in the same system of BIDV My Tho, so the number of ATMs is quite large, especially in the center of My Tho City, but is not yet fully present in the districts. Basic services on ATMs such as withdrawing money, checking balances, printing short statements,... BIDV ATMs accept cards from banks in the system.
Banknetvn and Smartlink, cards branded by international card organizations Union Pay (CUP), VISA, MasterCard and cards of banks in the Asian Payment Network. From here, cardholders can make bill payments for themselves or others at ATMs, by simply entering the subscriber number or customer code, booking code that service providers notify and make bill payments.
Chart 2.6. Net income from card services in the period 2011-2015
Unit: Million VND
3500
3000
2500
2000
1500
1000
500
0
687
1023
1547
2267
3104
2011 2012 2013 2014 2015
Net income from card services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Through chart 2.6, it can be seen that BIDV Tien Giangs card service income is constantly growing because the Branch focuses on developing businesses operating in industrial parks, which are the source of customers for salary payment products, ATMs, BSMS. Specifically, there are companies such as Freeview, Quang Viet, Dai Thanh, which are businesses with a large number of card openings at the Branch, contributing to the increase in card service fees [25].
Table 2.6. Number of ATMs and POS machines in 2015 of some banks in Tien Giang area.
Unit: Machine
STT
Bank name
Number of ATMs
Cumulative number of ATM cards
POS machine
1
BIDV Tien Giang
23
97,095
22
2
BIDV My Tho
7
21,325
0
3
Agribank Tien Giang
29
115,743
77
4
Vietinbank Tien Giang
16
100,052
54
5
Dong A Tien Giang
26
97,536
11
6
Sacombank Tien Giang
24
88,513
27
7
Vietcombank Tien Giang
15
61,607
96
8
Vietinbank - Tay Tien Giang Branch
6
46,042
38
(Source: 2015 Banking Activity Data Report of the General and Internal Control Department of the Provincial State Bank [21])
Through table 2.6, the author finds that the number of ATMs of BIDV Tien Giang is not much, ranking fourth after Agribank Tien Giang, Dong A Tien Giang, Sacombank Tien Giang. The number of POS machines of BIDV Tien Giang is very small, only higher than Dong A Tien Giang and BIDV My Tho in the initial stages of merging the BIDV system. Besides, BIDV Tien Giang has a high number of cards increasing over the years (table 2.7) but the cumulative number of cards issued up to December 31, 2015 is still relatively low compared to Agribank, Vietcombank, Dong A (table 2.6).
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