2011. In which, scale efficiency still contributed more at 0.946 than pure technical efficiency at 0.695. However, in reality, efficiency increased due to increased scale efficiency while pure technical efficiency decreased. This shows that the use of non-optimal resources led to a decrease in pure technical efficiency compared to 2010. There are many reasons such as: implementing Resolution 11/NQ-CP, the growth rate of assets and credit of banks decreased due to having to comply with the growth limit below 20% and the demand for business and consumer loans decreased. In addition, on March 1, 2011, the Governor of the State Bank issued Directive No. 01/CT-NHNN stipulating that by June 30, 2011, the ratio of outstanding loans to non-production sectors compared to total outstanding loans must be a maximum of 22% and by December 31, 2011 a maximum of 16%. This Directive has strongly impacted the operations of commercial banks, forcing them to freeze consumer credit, resulting in consequences for the real estate market and the stock market. In addition, high lending interest rates (up to 25%/year) have exceeded the capacity of customers. In the context of many fluctuations from different markets leading to a sharp decline in credit quality, bad debts tend to increase, thereby exposing weaknesses in risk management of banks. In the face of the general difficulties of the economy and the banking system, the profitability of the system has decreased. In 2011, there was a merger of a number of banks due to temporary illiquidity due to using short-term capital for medium and long-term loans.
2012: Our country's socio-economy continues to be affected by the world economic instability due to the unresolved financial crisis and public debt crisis in Europe. Production and business activities of enterprises are stagnant, inventories are high. Gross domestic product (GDP) in 2012 at 1994 comparative prices increased by 5.03% compared to 2011. Regarding banking activities, in 2012 most banks did not meet their business plan targets. Total assets of the whole system in general and many members in particular decreased. Bank interest rates were mild, on December 21, 2012, for the 6th time this year, the State Bank reduced operating interest rates, lowered the ceiling interest rates on deposits and loans, and stabilized system liquidity. Exchange rate
After many instabilities from 2008 - 2011 to 2012, it was quite stable. But credit growth was difficult, many banks had negative growth. At the beginning of the year, the State Bank expected credit growth for the whole year to be about 15 - 17% but in reality it only reached about 5%. Many banks had excess capital but many banks also had capital shortages. The problem of increasing bad debt has affected the entire banking system. Along with bad debt, the problem of cross-ownership has reached an alarming level and is a potential risk that creates risks in the entire banking system. It can be seen that the efficiency of banks has not fluctuated much compared to 2011, reaching 0.675, in which scale efficiency still contributes the most to the total efficiency, reaching 0.946 while pure technical efficiency reached 0.675. This proves that banks have not yet made optimal use of inputs to increase operational efficiency. In 2012, there were 10 banks rated A, 11 banks rated B and 6 banks rated C.
2013: In the context of Vietnam's economy still facing many difficulties, unresolved problems have affected production and business: Inventories are high, purchasing power is weak, the bad debt ratio of banks is at an alarming level, many businesses have to reduce production or stop operations. Regarding banking activities, as of December 12, 2013, total means of payment increased by 14.64%; capital mobilization increased by 15.61%; credit growth increased by 8.83% compared to the end of 2012 but was still lower than the plan by 12%; liquidity of the banking system was improved, ensuring the payment and payment capacity of the system; foreign exchange rates were stable, foreign exchange reserves increased. In 2013, although there were positive developments, there were still many difficulties: the bad debt ratio decreased but remained at a high level; credit quality has not improved; Bad debts have not been fully and accurately assessed and classified. The income-expense gap of the whole system increased by only 3.2%. The main reason is the adverse impact of economic difficulties. The gap between output interest rates and input interest rates decreased, while the cost of risk provisioning increased sharply due to the decline in asset quality. In addition, 2013 showed significant results achieved from the implementation of Project 254: basically controlling the operations of weak commercial banks, leading to the solvency of banks.
These banks have been improved, positively affecting the operation of the entire system. Weak commercial banks have been closely monitored by the State Bank and have been directed to restructure. After merging, consolidating or self-restructuring, commercial banks have actively implemented comprehensive restructuring solutions in finance, operations, administration and overcoming violations. Basically, they have been operating stably, the safety ratios of operations and payment capacity have been basically guaranteed according to the State Bank's regulations; capital mobilization from the population has increased, bad debts have been actively handled; the management system and organization of the apparatus and network have been consolidated. However, difficulties still remain, leading to low technical efficiency, but the bright spot here is the balance between pure technical efficiency and scale efficiency, demonstrating the rationality in using input factors of banking operations. Of which, the number of banks ranked A is 10, 4 banks are ranked B and 13 banks are ranked C.
Table 3.6 summarizes the estimated results of the DEA model, specifically showing the number of Vietnamese commercial banks operating under increasing, decreasing and constant efficiency conditions according to size (Appendix 3).
Table 3.6: Number of banks with increasing (ICR), decreasing (DCR) and constant performance by size (CONS) during 2008-2013.
2008 | 2009 | 2010 | 2011 | 2012 | 2013 | |
DRS | 18 | 17 | 12 | 16 | 13 | 14 |
IRS | 5 | 3 | 16 | 10 | 8 | 4 |
CONS | 8 | 11 | 3 | 5 | 6 | 9 |
Total | 31 | 31 | 31 | 31 | 27 | 27 |
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Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
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zt2a3gsnon-credit services, joint stock commercial bank
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At that time, the Branch had to set aside a provision for credit risks, which reduced the 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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Increasing capital mobilization from individual customers of commercial banks - Case study of Vietnam Joint Stock Commercial Bank for Investment and Development, Phu Tho Branch - 1 -
Investment Capital Enhances Competitiveness of Commercial Banks [6] -
Basic Criteria for Evaluating the Competitiveness of Commercial Banks -
Policy Implications for Enhancing Competitiveness and Strengthening Financial Stability of Vietnamese Commercial Banks in the Context of CPTPP Integration

Source: Author's calculation based on estimated results
Table 3.6 shows that the number of banks facing decreasing returns to scale is higher than that of banks with increasing or constant returns to scale. Therefore, these banks should reduce the scale of operations to increase operational efficiency.
dynamic. Based on the calculation results (see Appendix 3), these banks are usually large-scale banks, so to increase operational efficiency, these banks should not focus on expanding their operational scale but should focus on developing new products and product quality to improve the productivity of input factors. As for small banks whose efficiency increases with scale, they should expand the scale of the products they are providing to increase operational efficiency.
3.4.1.2. Estimating technical efficiency with stochastic frontier analysis (SFA)
Stochastic Frontier Method (SFA)
DEA is a linear programming technique to evaluate how a decision-making unit performs relative to other banks in the sample. DEA does not require the determination of a functional form for the efficient frontier and allows for the combination of multiple inputs and multiple outputs in calculating efficiency measures. However, the disadvantage of DEA is that it is sensitive to dominant observations and does not have statistical inference. Therefore, in this section, the author will apply the stochastic frontier analysis (SFA) method_Parametric approach; to evaluate the performance of Vietnamese commercial banks, with the aim of providing more accurate estimates of technical efficiency, as well as trends in the performance of commercial banks in the period 2008 - 2013.
The SFA method is often used in production, cost or profit analysis models. It can also be used in evaluating the performance of financial institutions such as commercial banks or investment funds. However, here we should not understand "input" as production factors, resources used directly to create "output" products. In the optimization problem of commercial banks, "input" can be understood as variables that with a certain "output" output, the enterprise will want to minimize; and "output" is the variables that with a certain set of "inputs", the enterprise will want to maximize.
The model for assessing the performance of banks used in this paper is built on the basis of the research of Battese and Coelli (1992), in which the technical inefficiency of each firm is assumed to follow a truncated normal random variable and change systematically over time. In addition, the technology factor is also assumed to change over time, so the model includes a time variable to characterize this factor.
The production function can be represented as a Cobb-Douglas function or a translog function, and the LR test will be performed to determine the appropriate functional form for the model.
Here, in addition to the usual inputs, we introduce the time variable t into the model as an input. This is to represent the change in technical progress over time.
Suppose there are i firms (decision-making units) to be evaluated, all using k
different inputs to produce output Y in T periods. The model can be represented as:








With In Which
is the output of firm i in period t;

is the input vector of size (k x 1) of firm i in period t;

is a parameter vector characterizing the role of input factors in the production function;

is a random variable assumed to be normally distributed
and independent of




where is a non-negative random variable representing technical inefficiency in production, assumed to follow a normal distribution truncated at 0
. is a parameter representing the change in technical inefficiency with respect to
time (to be distinguished from the coefficient of the variable t in the deterministic component of the model)


In addition, the study also estimates the value of
the variance of both error components.

: the component of technical inefficiency in error, which can be used to


test whether the use of SFA is really appropriate. If so, the component
should be removed from the model and the product function estimated.
output by traditional OLS method.
The estimates in the article are calculated using FRONTIER software.
4.1 of Coelli (1996). The coefficients are estimated using the maximum likelihood method through three steps:

- First OLS regression estimates are performed, the coefficients except the intercept are unbiased estimates.

- Use grid search technique to estimate
- The result obtained from step 2 is used as the initial value of the Davidon – Fletcher – Powell Quasi – Newton iterative algorithm to obtain maximum likelihood estimates.
Then the technical inefficiency of each firm in each period will be calculated according to the expression of Battese and Coelli (1991). The estimate of the average inefficiency of each period is just the algebraic average of the individual values for each firm.
Data description:
The data used in the model are collected from the consolidated financial statements of Vietnamese commercial banks in the period from 2008 to 2013. The input variables used include: equity (EQ), interest expense (IN), operating expenses (OE) and bank risk provision expenses (RiE). The output variable used is pre-tax income (EB).
The selection of input and output variables in the SFA model is relatively complicated and controversial. There are many different views on how to choose, but in the author's opinion, there is no perfect approach that can reflect all the activities of the bank. This article chooses the input variables that are selected as the main costs of the bank, which are closely related to the performance of the bank. At the same time, the model only includes four relatively independent inputs to avoid multicollinearity between variables that distort the results.

The novelty of the model is that in order to represent the progress and innovation that make the technical level change over time, the model introduces the time variable t as a production input. It is necessary to distinguish the meaning of the coefficient
corresponding to this input and the coefficient


corresponds to the time component in the variable .
corresponds to the deterministic component of the model, representing the technological progress that causes the production capacity of firms to change over time; and corresponds to the random component of the model, representing the non-deterministic nature of the variable.
Production efficiency also changes over time.
it
it
it
it
2
3
4
The production function chosen is the Cobb Douglas function, specifically the function used for estimation is:
it
lnEQ
0 1
ln(EQ)
ln(IN)
ln(OE)
ln(RiE)
5 t vit uit
The model uses panel data so the study can both draw conclusions about the performance of banks at the same time and assess the development trends of the commercial banking sector between different years. Another feature of the model is that the data set used does not have complete variables for all banks in each year, which demonstrates the ability of the SFA model to produce results even in cases where the panel data is unbalanced.
Table 3.7: Summary statistics of variables used in the SFA model
Unit: million VND
Variable name | EQ | EB | RiE | OE | ||
2008 | Medium | 2761047 | 3870392 | 568858.2 | 261833.6 | 585134.6 |
Standard deviation | 661478.6 | 729585.7 | 137665.9 | 109537.6 | 174356.5 | |
Median | 1671043 | 2199046 | 198723 | 35338 | 246401 | |
Minimum value | 80094 | 577616 | 6235 | 1330 | 29452 | |
Maximum value | 15895605 | 13790042 | 2560580 | 2553515 | 4957685 | |
Number of observations | 31 | 31 | 31 | 31 | 31 | |
2009 | Medium | 2409202 | 4738562 | 905538.7 | 207774.5 | 784206.6 |
Standard deviation | 542885.2 | 865181.2 | 211664.5 | 68552.47 | 195505.6 | |
Median | 1300431 | 2547985 | 382632 | 82122 | 339896 | |
Minimum value | 138921 | 1038949 | 28117 | 455 | 46668 | |
Maximum value | 14235364 | 17639330 | 5004374 | 2012282 | 4536214 | |
Number of observations | 31 | 31 | 31 | 31 | 31 | |
2010 | Medium | 4393015 | 6630237 | 1272038 | 312699.3 | 1141440 |
Standard deviation | 931681.8 | 1045967 | 267858.2 | 107671.2 | 300236.6 | |
Median | 2520683 | 4087344 | 661413 | 126283 | 446990 | |
Minimum value | 334320 | 2022339 | 67373 | 3114 | 73997 | |
Maximum value | 20590477 | 24219730 | 5568850 | 3024227 | 7197137 | |
Number of observations | 31 | 31 | 31 | 31 | 31 | |
2011 | Medium | 8002242 | 8004022 | 1552998 | 605897.1 | 1585694 |
Standard deviation | 1561242 | 1321671 | 360545 | 227049.8 | 372950.7 | |
Median | 4939280 | 4644051 | 565976 | 148729 | 657284 | |
Minimum value | 525917 | 2590976 | 114012 | 10519 | 208355 | |
Maximum value | 35727190 | 28638696 | 8392021 | 4904251 | 9077909 | |
Number of observations | 31 | 31 | 31 | 31 | 31 | |
2012 | Medium | 7864398 | 9982600 | 1332970 | 818180.9 | 2031277 |
Standard deviation | 1509979 | 1932510 | 379027.5 | 235059.4 | 425202.5 | |
Median | 5342662 | 5748969 | 479850.5 | 349325 | 1234836 | |
Minimum value | 454888 | 3184140 | 3474 | -564710 | 284577 | |
Maximum value | 32240738 | 41553063 | 8167900 | 4357954 | 9435673 | |
Number of observations | 26 | 26 | 26 | 26 | 26 | |
2013 | Medium | 3089171.64 | 4335192.4 | 654090.8 | 315452.9 | 676964.1 |
Standard deviation | 4008143.88 | 4368287.63 | 829094.1 | 670185.9 | 1061713.1 | |
Median | 1671043 | 2266655 | 221254 | 35338 | 264281 | |
Minimum value | 118993 | 577616 | 6235 | 1330 | 29452 | |
Maximum value | 15895605 | 13790042 | 2560580 | 2553515 | 4957685 | |
Number of observations | 25 | 25 | 25 | 25 | 25 |
Source: Author's own calculation from annual reports of Vietnamese commercial banks

![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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