Credit granting is the ability and willingness of customers to repay debts that have been specifically quantified. And thanks to PD, LGD and EAD, hundreds, dozens of factors that affect customers as well as the credits granted to them have been summarized and reflected through just those three risk components.
More importantly, based on the results of PD, LGD, and EAD calculations, banks will develop applications in credit risk management in many aspects, the main applications of which include:
Calculating and measuring credit risk EL - expected loss and UL - unexpected loss
Z-score model
This model was developed by EIAltman to give credit scores to US companies. The Z-score is a composite measure to classify the creditworthiness of a borrower and depends on:
Values of the borrower's financial indicators (Xј)
The importance of these ratios in determining a borrower's past default probability
From there, Altman arrived at the following scoring model:
In there:
Z = 1.2X1 + 1.4X2 + 3.3X3 + 0.6X4 + X5
(1.23)
X1 = Net working capital to total assets ratio
X2 = Ratio of retained earnings to total assets
X3 = Profit before tax and interest on total assets X4 = Ratio of stock value to book value of long-term debt X5 = Ratio of revenue to total assets
The higher the Z-score, the lower the probability of default for the borrower and vice versa ( Z-score can be negative ). According to Altman's scoring model, any entity with a Z-score lower than 1.81 is classified as having high RRTD risk. Based on this conclusion, the bank will not grant credit to the customer until the Z-score is improved to greater than 1.81.
Moody's Rating Model
This model ranks the performance of a company based on its annual risk rating, which changes annually. Companies are ranked high when their risk rating is below 0.1%.
Ranking
Status | Annual Risk Rate | |
Aaa | Highest quality | 0.02% |
Aa | High quality | 0.04% |
A | Good quality | 0.08% |
Dad | Medium quality | 0.2% |
Three | Speculative noise | 1.8% |
B | Speculative | 8.3% |
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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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Credit risk management at Vietnam International Commercial Joint Stock Bank - Hanoi Branch - 12

Table 1.2: Moody's corporate ratings
Source: According to Moody's Report
Measuring portfolio risk
Portfolio risk is assessed through Value at Risk (Var) models, Return at risk on capital (RAROC) models, and internal credit rating models according to Basel II (IRB).
Var Model
The var of an asset portfolio is defined as the maximum loss over a given period of time. The VAR model evaluates the risk level of a portfolio using two criteria: the value of the portfolio and the investor's risk tolerance.
Var determination is carried out in the following steps:
Assessing the value of a bank's risky assets is based on an analysis of which assets are exposed to credit risk:
Analysis of the volatility of the value of risky assets Selection of evaluation period
Select a given reliability
RAROC Model
The RAROC model is essentially a quantitative method of measuring profitability taking into account risk. RAROC calculates the variability of net income (profit) caused by variations in credit losses.
The central concept of risk according to RAROC is the level of loss, which includes two parts: expected loss (EL) and unexpected loss (UL). Since EL has been included in determining the price (interest rate), EL may not actually be considered a risk (because it is predictable). UL is actually a risk and the bank needs to prepare capital to compensate for this risk if it occurs.
The Raroc model is calculated based on some basic concepts as follows:
Net Income – Expected Risk Loss Raroc =
Economic capital
Source: According to Basel II
(1.24)
In there:
Income includes: Financial income (income from interest rate differential and prepaid fees and periodic fees), income from business activities
Losses include
The probability of risk occurrence is calculated through
Expected loss
rating * value
=
Outstanding balance when risk occurs * Loss value in
risk case (calculated through recovery rate)
Source: According to Basel II
(1.25)
Unexpected loss = standard deviation in loss distribution.
Credit Rating Models in Credit Risk Management
The XHTD system helps commercial banks manage credit risks using advanced methods, helping to control the level of customer creditworthiness, setting appropriate lending interest rates based on the forecast of the possibility of failure of each customer group. Commercial banks can evaluate the effectiveness of their loan portfolio by monitoring changes in outstanding debt and classifying debt in each ranked customer group, thereby adjusting resources to the safe customer group.
Credit rating model :
The simplest model used in XHTD is the one-variable model. Evaluation criteria must be unified in the model. Financial ratios used in the model include liquidity indicators, activity indicators, debt balance indicators, profit indicators, debt indicators and interest expenses. Non-financial indicators commonly used include the time of operation of the enterprise, the number of years of experience and qualifications of senior managers, and industry prospects. The disadvantage of the one-variable model is that the forecast results are difficult to be accurate if the analysis and scoring of evaluation criteria are performed separately, and each person can understand the evaluation criteria in a different way. To overcome this disadvantage, researchers have built models that combine many variables into one value to evaluate business failure such as regression analysis models, logical analysis, conditional probability analysis, and multivariate analysis.
Commercial banks apply different models depending on the subject of classification of individuals, businesses or credit institutions. These models can be adjusted after a few years of use when there are large errors between the ratings and reality.
Credit rating process:
Based on the credit policy and related procedures of each bank to establish the credit approval process. A credit approval process includes the following basic steps:
Collect information related to the criteria used in the assessment analysis, rating information of other credit institutions related to the rating object.
Model analysis to conclude on the rating level. The final rating level is decided by the opinion of the Rating Council. In credit rating, the credit rating results are not widely published.
Monitor the credit status of the rating object to adjust the rating level, the adjustment information is kept. Synthesize the rating results compared with the actual risk that occurs, and based on the frequency of rating adjustments made to customers to consider adjusting the rating model.
Credit rating method by score model
The purpose of credit risk analysis is to predict high-risk customers. Modern credit risk analysis methods include statistical research methods based on regression and classification trees or mathematical operations research methods to solve financial problems using linear programming, through which managers make rational decisions for current and future actions.
XHTD by scoring model is a scientific method that combines the use of data for statistical research and the application of algorithmic models to analyze and calculate scores for evaluation indicators in a single or multivariate model. The indicators used in XHTD are established in groups including industry analysis, business analysis, and financial analysis. Then put into the model to calculate scores according to weights and convert the received scores to the corresponding ranking table.
Measures the overall credit risk of a bank
Credit risk measurement is also assessed through calculating the scale of outstanding debt, outstanding debt structure, overdue debt ratio, bad debt, credit risk coefficient, and risk provisions.
The significance of measuring RRTD
One is to eliminate customers with too high a risk level and to be aware of potential risks in advance.
Second , help customers better understand their own strengths and weaknesses in order to advise them on appropriate loan security measures.
Third , conduct an objective analysis, according to banking regulations, to ensure that the customer can repay the debt and wishes to repay the debt.
Fourth , banks can offer more products to meet the development needs of society.
1.2.2.3 Risk response.
Once identified, analyzed, and measured, risks need to be monitored on a regular basis. The purpose of this step is to help the risk management department understand the bank’s risk profile over time.
Management and reporting are the steps that most clearly demonstrate the bank's strategy and thinking on credit risk. First of all, the bank needs to have a system of risk management tools (setting risk limits, levels of authorization for judgment, etc.). Along with credit risk management tools, credit risk management is organized at a centralized level throughout the bank.
Credit risk management tools
The authorization limit is the maximum credit limit that the head office gives to the branch with full authority to decide.
Risk limit is the maximum level of risk that a bank can tolerate to ensure achieving the corresponding level of profit .
Loan Portfolio Management
Banks must regularly analyze and monitor their credit portfolio, especially bad debts and problem debts, to take timely measures when risks arise. Based on the loan portfolio, banks classify debts into groups of debts within term, debts requiring special attention, substandard debts, doubtful debts and debts with the possibility of losing capital. In addition, banks also need to pay close attention to debts with special attention because when there are adverse changes in the bank's lending activities, these debts are easily transferred to the bad debt category. Banks take measures to manage these debts to ensure credit quality for the bank.
For effective credit risk management, banks need to establish a centralized credit information system that includes periodic and special reports. Periodic reports may include reports related to the following contents: Group of customers with the largest credit balance, largest outstanding balances; Credit portfolio analysis, exceptions (e.g. over-limit); bad and doubtful debts; early warning signs, provisions for each individual outstanding balance, profits for each customer and product, loan tracking log.
Review risk management policies periodically.
Credit risk management policy aims to expand credit while limiting credit risk to increase bank income. Credit risk management policy aims to limit risks such as: collateral policy, guarantee policy, co-financing policy... Credit risk management policy is the basis for forming a credit process with detailed operational instructions, specific steps in the credit granting process. A good credit risk management policy is a credit risk management policy presented in precise terms, clear instructions for different types of credit and must be a smart application of credit principles appropriate to changes in economic factors and environment. The policy must outline for credit officers the direction of operations and a clear frame of reference as a basis for considering loan needs. This creates general consistency in credit activities to limit risks and increase profitability.
Risk diversification
Risk dispersion in credit activities is the practice of granting credit to many industries, fields, and production and business areas to avoid major losses for commercial banks. The main forms of risk dispersion include:
+ Do not concentrate credit on one industry, one field or one region: To limit risks, do not concentrate too much capital on one type of business or one economic region. When a bank concentrates credit on one economic sector, it is like "putting eggs in one basket". That means: when the economic sector in which the bank concentrates its investment capital encounters adverse fluctuations, the bank's losses will be extremely large. Thus, dispersing risks or dividing investment sectors and investment regions is a measure for commercial banks in risk prevention.
+ Do not invest capital in one or several customers.
Along with the above purpose of risk diversification, this is an important recommendation for banks to make credit decisions. Regardless of whether a customer is doing business effectively or has a long-term relationship with the bank, the above requirement still needs to be followed because if the customer encounters unexpected difficulties or risks, the bank will suffer great losses, moreover, changes in the customer's business cycle are inevitable.
+ Diversify credit products.
Diversifying credit products helps to spread risks across asset portfolios, reducing losses that occur when there are risks to certain types of assets.
+ Co-financed loans.
It is a form of lending by a credit institution for an investment project and a credit institution acts as a liaison between the parties to implement the financing. Co-financing loans aim to improve the efficiency of lending activities, helping commercial banks to disperse risks without losing revenue from feasible business plans. Credit institutions participating in co-financing must sign a contract with each other that clearly states the responsibilities and powers of each member participating in co-financing. Therefore, when risks occur, the burden will be dispersed to each unit bearing a portion of the risk corresponding to the level of capital participation.
- Use derivative credit instruments to prevent and limit risks:
Using credit derivatives through credit swaps and credit options. Credit options are a tool to protect banks against losses in the value of credit assets, helping to offset higher borrowing costs when the bank's credit quality declines. Credit options can also be used to protect banks against the risk of increased borrowing costs due to a decline in the bank's credit quality.
Risk Management Organization
The simple risk management organizational model depends on the size of each bank. For small banks, the CEO can oversee




![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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