implementing the standards in the system. Therefore, BSCI can be considered a passport for Vietnamese export goods to the international market. Currently, there are a number of customers in a number of countries and territories that require goods imported from enterprises in Vietnam to meet the standards specified in BSCI. Therefore, in order to expand the commercial market, Vietnamese production and export enterprises need to constantly strive to evaluate and improve production conditions to achieve BSCI standards. This can be considered one of the mandatory tasks that must be performed if one wishes to expand domestic commercial activities, especially in the international market.
The BSCI Code of Conduct has 11 rules including:
- Freedom of Association and the Right to Collective Bargaining and Trade Unions.
- No discrimination based on religion, gender.
- Salary and social insurance benefits.
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Corporate Social Responsibility (Csr) Has Positive Impact on Building and Developing Corporate Culture -
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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Current Status of Cost Management Accounting from the Perspective of Social Responsibility in Hospitals -
Direct Solutions Group To Enhance Asset Management At Listed Construction Joint Stock Companies In Vietnam -
Proposing Solutions for Training Management of Bachelor of Information Technology to Meet Social Needs at Vietnamese Universities
- Working time, overtime regime.
- Safety and Health at work, occupational safety.
- Prohibit the use of child labor, comply with ILO.
- Prohibition of forced labor and disciplinary measures.
- No temporary work, no labor contract.
- Do not use dependent labor.
- Environmental protection, responsibility to local residents' environment.
- Ethical business conduct, responsible business.
The most important goal of BSCI is to improve working conditions in global supply chains around the world with the motto of sustainable development of economy, people and society. This is through a commitment to implement and maintain regularly from participating countries and businesses in a systematic way. Although this is a voluntary standard, focusing on management related to social responsibility. But in the context of low CSR of Vietnamese enterprises, it is both voluntary and
Voluntary is both encouraging and mandatory depending on the type of business context. When an organization builds and meets the BSCI standards, an organization with a social responsibility management system can create a working environment that minimizes risks related to occupational safety, workers are treated fairly, to satisfy the needs of workers, the needs of customers and legal requirements as well as regulations in trade agreements. From there, businesses have many opportunities to expand the market and are very favorable for commercial business activities. To be able to participate in becoming a member of BSCI, businesses need to rely on the list of prescribed items to gradually review whether they have enough conditions to apply BSCI. When a business builds and meets BSCI standards, it has a social responsibility management system that can create a working environment that minimizes risks related to labor safety, and employees are treated fairly, in order to harmoniously meet the needs of employees, customers and legal requirements. Businesses that want to develop sustainably must always comply with standards on environmental protection, gender equality, labor safety, labor rights, fair wages, employee training and development and community development. BSCI has full content on the issues of Corporate Social Responsibility, which are specifically expressed in the following factors: 1. Environmental protection; 2. Contribution to the social community; 3. Good performance of responsibilities to suppliers; 4. Ensuring benefits and safety for consumers; 5. Good relations with employees; and 6. Ensuring benefits for shareholders and employees in the business. Among these factors, the first four factors represent the responsibility to the external stakeholders of the enterprise, while the last two factors represent the responsibility to the internal stakeholders of the enterprise. The division into external and internal responsibilities is only relative, to help visualize the stakeholders that the enterprise needs to care about, but it does not determine the level of importance, and it cannot be said that which responsibility is more important than the other. The important thing is that the enterprise properly implements the regulations stated in the trade agreements as well as in BSCI.
Economic factors: With a socialist-oriented market economy with good growth rate, it is also favorable for investment in implementing social programs.
business association
In addition, to improve the implementation of corporate social responsibility, gradually increase the average score of the pillars of social responsibility to reach the standard level, we can divide the implementation content and solutions for each management level and enterprise as follows:
(1) Solutions for State, Ministry and Sector management levels
The issue of enhancing the implementation and effectiveness of the corporate responsibility program in business requires ensuring the consistency of all parties throughout the process, from the awareness of the content of CSR, the role and requirements stipulated in trade agreements, to implementation from management levels to all member units in the enterprise.
The State and its departments and branches are constantly promoting through many information channels to enterprises about the obligations and benefits of implementing corporate social responsibility in the current business context. Propaganda and dissemination can be carried out through many forms, such as through mass media, mandatory training courses for business leaders, conferences, scientific seminars... thereby creating a wave of strong impact on business associations. Moreover, this information needs to be extended to relevant state management agencies, managers, macro policy makers... At the same time, the content of implementing corporate social responsibility, regularly updated information on codes of conduct, and related social responsibility standards must be fully and clearly disseminated to enterprises, so that enterprises can access them most easily.
Providing regulations and sanctions to clearly define the power and responsibility of state management agencies and related entities in policy making, information dissemination, inspection, and handling of violations by enterprises regarding issues related to corporate social responsibility in general, responsibility to consumers, and environmental protection in particular. The clear division of power and responsibility, thereby implementing coordination between state management agencies and other related entities to create a control system, also plays a very important role. Corporate social responsibility is only respected and becomes urgent when there is a synchronous monitoring mechanism, with close compliance between the government and business forces in society, especially
associations, non-governmental organizations and media involvement.
On the other hand, management levels need to issue policies to encourage and support enterprises in implementing social responsibility. There should be strong enough measures to handle violations of enterprises in implementing social responsibility, especially for enterprises producing agricultural products and food that do not ensure quality, affecting the health and lives of consumers and polluting the environment; At the same time, it is necessary to increase forms of encouragement, motivation and reward for enterprises that are proactive and perform well in social responsibility, such as social responsibility awards, "green" brands, granting certificates to enterprises that ensure requirements related to social responsibility standards in applied codes of conduct...
Corporate social responsibility should be seen as a benefit for businesses so that they can proactively implement it towards an effective business community with branded products trusted by consumers, building valuable internal human resources, and having a good position and reputation in society.
Therefore, enhancing the social responsibility of enterprises in fulfilling their responsibilities and obligations in protecting the environment, ensuring the rights of workers, and obligations to the Government and the community in our country today is extremely important and necessary. According to the PhD student's point of view, below are some suggested solutions to enhance the implementation of CSR in commercial activities in particular and production and business in general:

Figure 4.1. Solutions to improve CSR of enterprises for management levels
Source: Thesis author One is to continuously "improve the construction of the legal policy system".
related to Corporate Social Responsibility in protecting the interests, rights, responsibilities, and obligations of stakeholders (employees, customers, investors, the environment, communities, and the Government) in a synchronous and consistent manner. The system of instructions for implementing documents and strictly enforcing the law will not allow businesses to miss out on businesses that do not strictly comply and violate the law, thus losing social justice. When implementing, it is necessary to clearly decentralize work to each level of the Ministry, the subjective authorities to avoid overlap. The State needs to build a legal corridor, a mandatory policy mechanism as well as encourage businesses to fully and seriously implement CSR.
The State needs to make corporate social responsibility one of the criteria in emulation and rewards, priority in product use, priority in access to capital sources, etc. At the same time, the State should strengthen the propaganda work on corporate social responsibility not only in enterprises but also among the people. The intellectual level and legal awareness of the people must be improved to clearly understand the rights of consumers in choosing and using products that ensure good quality, protect the environment, have good labor relations, contribute many benefits to society, etc.; boycott and oppose enterprises that produce poor quality products, pollute the environment and have relations with workers that do not meet prescribed standards.
Second, strengthen the mobilization, propaganda, encouragement, motivation and obligation of enterprises to raise awareness of corporate social responsibility, with the pioneers being leaders and managers of enterprises in production and environmental protection. This is necessary to have the right behavior in protecting and solving environmental issues, treating and respecting the rights of workers. First of all, it is necessary to aim for enterprises to have the right perspective on CSR, from which they will have a positive attitude and awareness, and be proactive in performing their obligations and contents of social responsibility. The implementation of social responsibility must first be considered an ethical behavior and be driven by internal ethical motivation from the enterprise itself. Take measures to make businesses see that without implementing CSR, exporting goods and services to large markets is completely impossible, because if businesses do not comply with the provisions related to corporate social responsibility in trade agreements, they will be boycotted by the market.
Third, strengthen the enforcement force, inspection means and tools, ensure funding sources for CSR activities. Continuously improve, amend and supplement regulations and sanctions on environmental protection, resolutely and strictly handle violations of environmental protection laws. Compliance with the Law on Environmental Protection, the Labor Law (combined with ILO standards, Vietnam's and in agreements) plays an important role in controlling the behavior of enterprises in relation to the natural environment and humans.
One of the particularly important factors in the current context is to improve professional ethics, sense of responsibility, seriousness, honesty, and fairness for those performing public duties. At the same time, strengthen the coordination between functional agencies and industry associations, businesses and consumers. Organizing activities to raise awareness of CSR for all components of society will have the effect of co-creation, self-regulation, self-impact, mutual support, mutual monitoring and adjustment, creating soft power to regulate between parties in the process of implementing CSR. Under the pressure of stakeholders and the social community, businesses are forced to fulfill their social responsibilities. "If not done well, they will lose their reputation and commercial business will face no small difficulties.
Completing the system of legal documents on environment and environmental protection is an important legal basis for enhancing the social responsibility of enterprises in environmental protection.
Fourth, it is necessary to strengthen environmental protection work, enhance state management capacity on environmental protection for localities and grassroots levels, including training of professional management staff, completing the environmental management system from the central level to provinces, districts, communes, production facilities... Strengthen supervision of contents related to the four pillars of CSR, supervise the implementation of obligations to the environment, responsibility to labor, responsibility to customers through product and service quality and obligations to local communities.
Business solutions
Different from the Ministry and sector level, for enterprises, it is necessary to apply management measures and strategic analysis, and to build a development strategy, CSR content must be included as a mandatory requirement. Building a strategy to improve the implementation of social responsibility through the application of PEST model analysis of political and legal factors (Political); economic factors (Economic); cultural - social ( Social ) and technological factors (Technologycal).
- Political factor: This is an advantage for Vietnamese enterprises because it is always placed in a very stable and unified political environment, with a unified viewpoint and always supporting at the highest level sustainable development. The Party and the State have built and launched many programs towards sustainability and social responsibility, supporting and encouraging enterprises to further implement their sense of responsibility for an increasingly better society.
- Economic factors: in recent years, Vietnam's economic growth rate has fluctuated from 6.3% - 7.8%, which is also economically favorable for organizing social responsibility programs. This is also a good condition for businesses with sufficient financial resources to have a good opportunity to fulfill their responsibilities.
- Culture-society ( Social ): In today's social context, the level of education is increasingly improved, consumers have increasingly higher standards for using goods and services, they not only require quality assurance


![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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