- Plan z analysis z – build z analysis program as detailed as possible
and the more detailed z is, the higher the result of the analysis is :
+ Determine the analysis objective: what information to provide , for what audience.
+ Determine the analysis content: based on the analysis objectives, the analysis content will be determined to summarize the financial situation of the bank or analyze the department depending on the needs, which indicators will need to be used to build the analysis outline later .
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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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+ Scope of analysis : depending on the requirements and practices of the users to determine whether to analyze the entire bank or only analyze a specific part, analyze a year or the whole period, analyze the entire set of financial statements or only one type of report in it.
+ Time required to complete : preparation time , progress time
z analysis and z analysis completion time .
- Perform analysis :
+ Select the analysis system and combine the analysis types to suit the content and analysis goals .
+ Select the staff to analyze and assign tasks clearly to each person and each department .
+ Monitor the progress of work completion over time to ensure the proposed plan is followed .
+ Discuss the bank's financial problems and optimal solutions to overcome them in order to achieve business efficiency and profit growth .
- End of analysis
+ Complete the analysis work with analysis results report and completion
good analytical record keeping
Process z implements the solution
- In the short term : Drafting a complete financial statement analysis process
and z details need z time to perform. But if the progress status of work z
If the analysis process remains as it is now , the analysis quality will not be guaranteed. Therefore, the immediate solution is that the Support Block can build a summary analysis process , in which a summary analysis framework is built so that the analysis staff can closely follow that basis to perform .
- In the long term: The Support Block needs to issue a set of detailed financial statement analysis procedures , specifying the necessary requirements that must be ensured in the analysis report . After completing the content of the financial statement analysis procedures , the Finance Block needs to issue an internal document on this issue in a detailed and specific manner , requiring all employees to comply with the established regulations. Leaders at all levels closely monitor the implementation of employees to build a habit of working scientifically according to the issued procedures.
3.2.2. Perfecting the method of financial statement analysis at Vietnam Joint Stock Commercial Bank for Foreign Trade
Regarding the method of analyzing financial statements at the Bank , the Bank needs to add the method of analyzing profitability using the Dupont model to analyze the efficiency of using assets or equity of the Bank in relation to other factors , thereby enhancing profitability through influencing those factors .
ROE = Total Assetsx Net revenuex Profit after tax
Equity z Average z Total z Average z Net z Revenue
= Average financial leverage z x z Total asset turnover z x Ratio
profit on net revenue
Thus, we have linked the profitability of equity with average financial leverage , turnover of total assets and profitability of net revenue . On the basis of this relationship, we analyze the efficiency of using equity in the direction of using financial leverage reasonably , increasing the turnover of total assets or improving the profitability of net revenue . Therefore , we can detail many other influencing factors when analyzing in each direction ; and also evaluate the efficiency of using equity on
many different aspects and can be used to develop many measures of z
higher possibility
At the same time, z determines the influence level of z factors on z as follows :
The impact level of financial leverage on the fluctuation of ROE z = The difference z between the analyzed value and the base value of the indicator "Financial leverage " x The number of asset turnovers at the base value z x The profitability of the base net revenue
The influence of the asset turnover ratio on the volatility of ROE = Average financial leverage x Difference between the analyzed ratio and the original ratio of the “ Asset turnover ratio ” indicator x Profitability of the original net revenue
The influence level of the profitability of net revenue on the volatility of ROE = Average financial leverage x Asset turnover ratio x The difference between the analyzed value and the original value of the indicator “ Profitability of net revenue ”
3.2.3. Completing the content of financial statement analysis at Joint Stock Commercial Bank for Foreign Trade of Vietnam
The content of the analysis of the financial statements of the current bank is relatively complete , however , in terms of details , some analysis indicators are still incomplete, some analysis contents are necessary but not mentioned . These shortcomings in many cases can lead to mistakes in the decision - making of managers . The content of the analysis of the financial statements at Vietcombank The bank needs to be completed as follows :
3.2.3.1. Complete structural z analysis
The content of the analysis of Vietcombank's capital structure is quite complete , however , it still lacks some indicators that show the overall structure of the capital. Through this group of indicators , users can grasp the correlation between equity , mobilized capital in total capital or the ability to attract capital of the bank , and the ratio limits prescribed by the State Bank . Typically, the following indicators : Ratio of mobilized capital/ Total capital, Ratio in capital
Equity/Total capital , Proportion of mobilized capital/Equity, Proportion of deposits/Equity...
3.2.3.2. Complete the z-analysis of profitability
Currently, banks only use ratio analysis methods, comparison methods and graphical methods in financial statement analysis . However , to analyze the relationship between financial indicators , the Dupont model is extremely necessary . In particular , to accurately evaluate the bank 's business performance and establish future profit plans , analysts need to deeply examine the relationship between indicators reflecting profitability according to the Dupont method. Analyzing financial ratios according to the Dupont model is the most useful and effective tool to understand the nature of financial indicators as well as the relationship between them and their impact on production and business performance .
3.2.3.3. Completing risk analysis in banking operations
+ Supplementing reports in liquidity risk analysis : Liquidity risk is a permanent risk of the bank, so relying only on financial statements to consider and calculate will only give a view at one point in time. Adding a more detailed and updated liquidity risk report in addition to analyzing financial statements is necessary . That is the Maximum cash flow ( MCO ) report , MCO is a report that calculates the maximum cash flow allowed to leave the bank , by subtracting the cash outflow from the cash inflow for each term of each currency and summarizing the currencies , assuming that the currencies can be easily converted to each other. The results of MCO will be compared with the specific limit set by Vietcombank . A warning will be issued if the MCO exceeds the allowed limit , helping the management to promptly adjust its liquidity . MCO reports must be prepared daily.
The MCO limit is determined z based on z the maximum capital mobilization capacity z from officially committed funding sources , based z on the level z of liquidity
of assets , the flexibility of the market and the subjective will of the person who makes the decision .
banking
MCO is a very good tool that helps Vietcombank's capital managers see the gap in maturity between assets and short-term capital to take timely corrective measures. MCO reports are prepared daily for each maturity group : overnight deposits, 2-7 days, 8-15 days, 16-18 months, 2 months , 3 months... so that within the same day , managers will know what they need to do to close the gap for the coming days based on the allowed limit.
+ Add some indicators in liquidity risk analysis : In addition to the ratios of payment capacity and net liquidity gap , some other liquidity indicators also need to be added so that managers have a more comprehensive and detailed view of the bank 's liquidity situation such as : Cash position index , Government securities index , Hot money index , Deposit structure index , etc.
+ Supplementing the content of interest rate risk analysis: With the support of the current information technology system, banks can and should apply the interest rate sensitivity gap analysis method in their asset - liability management. To be able to calculate the interest rate sensitivity gap , banks need to classify interest rate sensitive assets and interest rate sensitive sources , calculate the interest rate sensitive assets and sources according to each specific term group , then calculate the accumulated interest rate sensitivity gap . Based on that interest rate sensitivity gap , combined with predictions of interest rate trends , banks can calculate the impact of interest rate changes on interest income .
+ Supplement cash flow analysis : Cash flow analysis at the bank to see the ability to pay by net cash flow, income quality , ability to pay for investment activities , ability to generate money from which to make appropriate adjustments .
+ Supplementing the content of currency risk analysis : Currency risk is also a type of permanent risk in banking operations and this content is also mentioned in quite detail in the financial statements of credit institutions. Therefore, currency risk analysis is necessary and can be performed based on the financial statements. Meanwhile, Vietcombank's analysis content still omits this type of risk, so in the process of building solutions to improve the quality of the bank 's financial statement analysis , supplementing the content of currency risk analysis is extremely necessary .
3.2.3.4. Finalize financial forecast
A fairly important part of the analysis is forecasting financial indicators on the financial statements or forecasting financial indicators, which is a tool to check and monitor business performance. This is the calculation in advance of financial indicators that the bank can achieve based on assumptions about the bank 's capacity and business environment in the future . Based on the forecast results , managers can see the bank 's financial prospects in the future to make correct business decisions . Forecasting financial indicators also warns of difficulties that the bank may have to face and helps managers have a basis to accurately assess the bank and its current advantages , difficulties and business environment . On that basis , accurately evaluate the performance of each department in terms of both operational efficiency and operational coordination .
Obviously, the needs of managers do not stop at analyzing the current financial situation, but also need to have a vision of the future to make strategic orientations and short - term and long - term business plans . To meet the needs of managers , improving the quality of financial statement analysis requires adding forecasting activities .
To forecast financial indicators, analysts can rely on past results combined with current conditions and future assumptions to forecast or can base on current conditions associated with
assumptions about the bank 's future operating capacity to forecast
forecasting. Two commonly used forecasting methods include:
- The method based on past research studies indicators reflecting performance results that have occurred over time to find out the relationship between indicators reflecting results . The relationship between indicators is expressed in an equation called a regression equation , based on which managers can predict the values of indicators reflecting future performance results .
- The method based on future assumptions is a method of forecasting indicators reflecting the results of operations that will be achieved in the future based on events that are known with certainty or assumptions that are appropriate to the conditions of the enterprise in terms of production capacity or market. Analysts can use the above methods to forecast the amount of net sales revenue achieved ( in banks, net interest income can be used ) in the future. After that , analysts will rely on the relationship between net revenue ( net interest income) and financial indicators that are likely to change according to changes in net interest income to determine the values of these indicators. This is a fairly simple method but ensures accuracy , allowing forecasting of necessary financial indicators. This
Clearly helps improve the quality of financial statement analysis .
3.3 . Conditions for implementing solutions to complete financial report analysis
3.3.1. For State management agencies
* For the Government:
The State Bank is the agency that directly manages the banking system, but even higher is the Government. In the current difficult business conditions, the Government needs to :
- Encourage foreign direct investment so that banks can have more foreign shareholders . This will help banks in
The country learns more from foreign management systems, including financial statement analysis .
- Building a unified and strict legal environment : Laws in Vietnam are not yet strict , many documents overlap. Rights and obligations between parties cause prolonged situations , many cases are not resolved clearly . The government needs to amend and supplement to suit reality .
- Continue to stabilize the macro economy, control inflation , achieve reasonable growth and improve the quality, efficiency and competitiveness of the economy on the basis of promoting the implementation of three strategic breakthroughs associated with growth model innovation and economic restructuring .
* For the State Bank of Vietnam
The State Bank (SBV) is the agency that manages the policies of the entire banking system , therefore , on a macro basis , the financial statement analysis work of Vietcombank is also subject to the general policies and regulations of the SBV .
Therefore, to improve the quality of financial statement analysis, the support policies of the State Bank are extremely necessary :
- Accelerate the completion of standards related to the financial reporting regime of credit institutions: currently, the State Bank's regulations on the financial reporting regime of credit institutions and related issues are still being revised and supplemented . However, this revision should follow a certain roadmap so that the banking system can change promptly and prepare in advance, avoiding sudden changes that make it difficult for banks to implement in a timely manner .
- Build a system of financial indicators necessary for the bank's operations . These indicators must be both scientific and economically meaningful , helping commercial banks orient their business operations as well as use them as a benchmark to evaluate their own financial performance and that of their competitors in the same industry .





![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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