Information Technology. Self-training of teachers according to the new general education program is still passive. Schools have not yet developed training plans or self-training plans for teachers to help teachers access and best prepare for the new program.
From the surveys and assessments of the current status of management of teaching activities of Informatics at high schools in Yen Lap district, along with the theoretical foundations studied in Chapter I. The thesis finds that there is a need for effective management measures of teaching activities of Informatics in the direction of the implementation capacity approach to help students develop comprehensively and fully access the new general education program.
CHAPTER 3
MEASURES TO MANAGE INFORMATION TECHNOLOGY TEACHING ACTIVITIES
AT HIGH SCHOOLS - YEN LAP DISTRICT - PHU THO PROVINCE MEETING THE REQUIREMENTS OF THE NEW GENERAL EDUCATION PROGRAM
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Legal Status on Supervision and Ensuring Legal Compliance in Personal Income Tax Management -
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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Perfecting Legal Regulations on People's Jury -
Principles of Ensuring Systemicity, Inheritance and Development -
Ensuring Regimes and Policies for People's Jurors in Criminal Proceedings
3.1. Principles of developing measures
3.1.1. Principle of ensuring compliance with the legal system

This principle means that when building measures to manage teaching and learning, it is necessary to build on legal documents such as: Directives and resolutions of the Party and State on education and training; education law; Charter of junior high schools, high schools and multi-level general schools; based on the general development goals of the education sector in the coming period; general development goals of the school.
3.1.2. Principle of ensuring systematicity
Managing the teaching and learning of Information Technology in high schools is an activity with many components related to it such as: Management work, teaching activities of teachers and learning activities of students, management and use of classroom facilities and teaching equipment. Therefore, when building a measure, it is necessary to ensure the systematic relationship between these components to create a chain of activities for the purpose of efficiency and achieving teaching and learning goals.
3.1.3. Principle of ensuring practicality
Based on the current situation of each school and the management of current teaching activities of the Informatics subject. Based on the purpose and requirements of the Informatics subject in the new general education program. From there, propose measures that are suitable for practice, highly feasible, and suitable for the practical conditions of each locality and school.
3.1.4. Principle of ensuring inheritance
The educational curriculum is changing, leading to many changes in the work
management work of managers and teaching work of teachers. The proposed management measures must continue to inherit the advantages of previous measures. Ensure innovation and creativity on the basis of old ones and do not completely deny the advantages left by previous management measures.
3.1.5. Principles of ensuring development
Society is constantly changing and developing, requiring education to also change to meet the requirements of society. Therefore, to survive and develop, education must constantly innovate, innovate programs, innovate content will lead to innovation in management measures. Managers when proposing management measures in the new situation must also follow the laws of development. Management measures must promote the strengths of previous measures, promote the people who will implement those measures. Management measures also need to be corrected and upgraded based on the limitations of previous management measures, avoid hindering the development of organizations or individuals and especially avoid affecting the overall development of the whole system.
3.1.6. Principles of ensuring effectiveness
The proposed measures must ensure effectiveness and must effectively address the shortcomings and limitations of current teaching and learning management. Effectiveness is demonstrated in that the proposed measures must be more suitable and feasible for managers, teachers and students, and must be practical in serving educational innovation in current schools according to the new general education program.
3.2. Some measures to manage the teaching and learning of Information Technology at high schools in Yen Lap district to meet the requirements of the new general education program
To effectively manage the teaching and learning of Information Technology in the coming time at high schools in Yen Lap district and meet the requirements.
requirements of the new general education program. The author would like to propose some measures as follows:
3.2.1. Measure 1: Organize to raise awareness of managers and teachers about teaching and learning Information Technology in the new general education program
3.2.1.1. Purpose
- The Party and the State have put forward a policy of comprehensively changing current education to meet the demands of society.
- Managers and teachers need to have a deep awareness of the importance of educational innovation in general and of the subject of Information Technology in particular. Once fully aware, there will be impacts and adjustments in management methods and teaching methods to improve the quality of teaching and learning in the current period.
- Managers, teachers and students need to clearly understand the purpose and requirements of the subject of Information Technology in the current period. In this period of Industry 4.0, what role does Information Technology play? What changes must we make to meet the human resource needs of society in the current period?
- Educational innovation is not the work of an individual or a school, but of the entire industry and society. However, to be successful, it requires each individual and school to have determination, consensus, and solidarity while implementing the innovation process. Each management measure, each teaching style and learning method has been and is making each individual and collective become a unified block in the overall industry. Managers and each individual teacher need to understand correctly, and create trust for them to implement and lead to success in the common cause.
3.2.1.2. Contents of the measure
- Managers and teachers need to clearly understand their role in implementing the new general education program.
- Managers and teachers need to understand the goals of new general education: "General education aims to comprehensively develop learners in terms of morality, intelligence, physical fitness, aesthetics, basic skills, and personal capacity development.
personality, dynamism and creativity; forming the personality of Vietnamese socialist people and civic responsibility; preparing learners to continue studying university education programs, vocational education or participating in labor, building and defending the Fatherland." (Article 29 of the 2019 Law on Education)
- Managers and teachers need to have a firm grasp of the Party and State's policies on educational innovation, especially policies on innovation in management work.
- Managers and teachers need to grasp the objectives, content, and management methods of the Informatics subject in the new general education program. In particular, a very important objective is to provide students with career-oriented knowledge in the field of Informatics or Informatics applications.
- When the general and specific goals are clearly understood, the managers will have appropriate management measures for their school. Teachers will have their own teaching methods appropriate to the students.
3.2.1.3. How to proceed
- Managers and teachers need to fully participate in training courses of the Ministry of Education and Training and the Department of Education and Training to fully understand the policies, objectives, and requirements of the general education program and the requirements of subjects, including Information Technology.
- Collect and study in depth the guidance documents of superiors on the innovation of the new general education program.
- Managers and teachers need to improve their ability to self-study, self-create, and regularly update new knowledge for themselves in the current information explosion period.
- Enhance exchange and learning between managers and teachers of high schools and other schools in the district.
- Organize self-training classes in each school for managers for teachers or professional activities in the school or inter-school.
- Managers can build a database of general documents and administrative documents for teachers to easily exploit and use when needed.
3.2.1.4. Implementation conditions
- Managers need to create the best conditions for teachers to study and improve their professional qualifications.
- Promote the role of professional groups and core teachers in the school to fully develop their capacity and strengths, as well as exploit their teaching experience.
- Increase investment in documents, books, and newspapers with content on the new general education program for the library, especially documents related to the subject of Information Technology to help all teachers have more sources of reference and study materials.
3.2.2. Measure 2: Implement and enhance innovation in teaching methods when teaching Information Technology according to the new curriculum orientation
3.2.2.1. Purpose
- Innovation in teaching methods is inevitable when implementing the new general education program. When the goal of education is to shift from focusing on knowledge to developing students' strengths, teaching methods must also change to achieve teaching goals. Therefore, proposing measures to enhance innovation in teaching methods when the subject of Information Technology follows the new program orientation is necessary and important.
- Innovating teaching methods helps students have more interest in learning, they can develop their abilities and strengths in learning and practicing. Helps form the right learning motivation, new learning style and determination right from when they are in school.
- Innovation in teaching methods helps teachers improve their subject expertise and teaching methods. Times change, teachers must also change to respond to the times, which is inevitable when implementing teaching and learning according to the new general education program.
- Innovation in teaching methods also helps increase interaction between teachers and students during the teaching and learning process.
3.2.1.2. Contents of the measure
- Strengthen the direction of managers in innovating teaching methods, especially in Information Technology.
- Managers must develop plans for innovation in teaching methods: from disseminating documents of the Ministry of Education and Training, Department of Education and Training, implementation plans from professional groups and professional groups on innovation in teaching methods.
- Specify the tasks of professional groups and teams to best promote the role of professional groups and teams while performing the task of innovating teaching methods.
- Develop clear, specific and appropriate criteria for grading, commenting and evaluating teaching hours for teachers, students and school conditions.
- Develop professional regulations and require teachers to strictly implement the established regulations. Clearly define records and books so that teachers can understand and implement them well. Regulate the activities of professional groups and teams...
- Innovation in teaching methods needs to be associated with the exploitation and use of teaching equipment, especially the application of IT in teaching will contribute significantly to innovation in teaching methods.
- Encourage teachers to use different methods to communicate with students such as: through social networks, through online teaching software... In some contents, teachers may be allowed to use teaching through virtual classrooms...
3.2.1.3. How to proceed
- Require teachers to fully participate in training sessions organized by the Ministry of Education and Training and the Department of Education and Training.
- Organize training sessions at school for teachers on innovative teaching methods. Experts or teachers from other schools can be invited to exchange and teach.
- Organize demonstration lessons, model teaching hours and divide the teachers to perform so as not to focus too much on 1-2 subjects with good expertise.
- Increase the purchase of equipment for teaching and learning, ensuring quality and consistency. Along with that is good management of resources on facilities and teaching equipment to change the awareness of managers, teachers and students about innovative teaching methods.
- Strengthen library activities such as purchasing books, newspapers, and materials on innovative teaching methods to help teachers and students have more resources to improve their knowledge and skills.
- Assign teachers to teach according to their abilities and strengths to maximize their potential.
- Strengthen the inspection and supervision of teaching activities and the use of teaching equipment. The evaluation of teaching hours must be carried out seriously, fairly, objectively, clarifying what has been done and what has not been done so that teachers can adjust their teaching methods accordingly. Inspection and observation (especially surprise inspection) must be carried out regularly and continuously. After inspection, there must be timely rewards for teachers who are active and achieve good results, serious reminders and criticisms for teachers who have not implemented the regulations on innovative teaching methods, and specific requirements for improvement in the coming time.
- Create maximum conditions for facilities and equipment to help teachers have effective ways to exchange lessons with students.
3.2.1.4. Implementation conditions
- The school fully disseminates legal documents of the Ministry of Education and Training and the Department of Education and Training on regulations for implementing innovative teaching methods.
- The teaching staff must be sufficient in quantity, ensure quality and complete in subject structure, especially Information Technology.
- Develop professional regulations suitable to the characteristics of each school. Ensure regular, fair and objective inspections in education.


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