Central State Management is the organized and legal impact of the central management agency on all aspects of the country's social life in order to effectively use resources to achieve the set goals. This is the management with the highest authority, serving as the basis for local state management to follow.
Local government management is the process by which local authorities implement regulations issued by central management agencies, and at the same time issue documents regulating policies and mechanisms related to activities that need to be managed under their authority in a manner that is appropriate to the socio-economic development situation of the locality.
1.1.3.3. Concept of State management of economy
State economic management is the organized and legal impact of the State on the national economy to make the most effective use of domestic and foreign economic resources and possible opportunities to achieve the country's economic development goals set in the context of international integration and expansion.
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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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Law on tourism real estate business in Vietnam - 27 -
Viewpoints on Perfecting State Management of Business Activities of Non-Life Insurance Enterprises in Vietnam -
State Management Experience on Business Activities of Non-Life Insurance Enterprises of Some Countries -
State management of business activities of non-life insurance enterprises in Vietnam - 25
In a broad sense, economic state management is carried out through all three types of State agencies: legislative, executive and judicial.
In a narrow sense, economic state management is understood as a state management activity to operate the economy, carried out by the executive agency (Government).

1.1.3.4. Concept of real estate business management
Based on the understanding of the concept of management and state management, we have the concept of state management of real estate business as follows:
Real estate business management is the continuous impact through the use of State tools to regulate and control the activities of entities participating in real estate business activities in order to make it operate in accordance with the State's oriented goals.
State management of real estate business is a complex task, with direct and indirect management participation by many different management agencies from central to local levels.
Central-level state management of real estate business is the highest authority, regulating all relationships in real estate market management.
Local State management of real estate business is a management activity based on the principle of submission to central management. Local State management of real estate business is the implementation of central management regulations to suit the specific situation of each locality. Therefore, the concept of local State management of real estate business is understood as follows:
State management of real estate business activities at the local level is to develop plans, schemes, organize, implement and inspect to ensure business activities are effective and in line with local economic development goals.
1.1.3.5. State management methods for real estate business
The State has an undeniable role in real estate business. How the State plays this role has a direct impact on the market movement. There are 3 management methods that the State applies, which are:
a. Coercive method (administrative method)
Coercive method is the way of direct impact of the State through decisive and compulsory decisions within the legal framework on economic entities, in order to realize the State's goals.
This method is mandatory and authoritative. Mandatory requires that the management subjects strictly comply with the impacts, and if they violate, they will be punished. Authoritative requires that the State management agencies are only allowed to make impacts within their authority.
The essence of coercion is to use damage as pressure to force the subject to comply with the State's management goals. When coercing, the State
The state gives damage as a shield for the management object because of fear of damage to itself and having to follow the state.
b. Stimulus method (economic method)
The stimulation method is the way the state indirectly influences the management object based on economic benefits that guide the management object, aiming to make the management object voluntarily and proactively complete the assigned tasks well.
The economic method is a method of influencing the management object not by administrative coercion but through benefits, that is, the state only sets goals and tasks to be achieved and at the same time sets out economic incentives and material means that the management objects can use to organize the implementation of tasks.
c. Methods of persuasion and education
The method of persuasion and education is the way the State influences people's awareness and emotions to enhance their self-awareness, positivity and enthusiasm in performing well assigned tasks.
The method of persuasion and education does not use coercion or benefits, but rather creates awareness of objective necessity so that the management object voluntarily performs its tasks.
It is necessary to clearly and correctly perceive the differences between management methods in terms of nature (mandatory or voluntary, the way of using power in management), the role of impact (direct or indirect, making immediate changes or from the actions of the subject), the content of impact (by material, economic or by spirit, belief or administrative regulations). All three methods above are very necessary and show different levels of importance depending on the management object and the specific environment. In practice, it is necessary to use a reasonable combination of the above methods to bring about the desired effect in State management.
Each method of State management has its strengths and weaknesses, and humans are the sum of social relationships, so they need to be combined to be most effective. The above methods all interact, complement each other, and are all used to achieve economic State management goals.
1.2. Contents of management of real estate business activities at provincial level
1.2.1. Disseminate and guide the implementation of legal documents on real estate business management.
Legal documents on real estate business institutionalize the Party's guidelines, policies, and guidelines, the Constitution and laws of the State, meeting the requirements of comprehensive national renovation towards industrialization and modernization. The Law on Real Estate Business must thoroughly grasp the Party's viewpoints on developing the real estate market in our country in the direction of: Proactively and steadily developing the real estate market including land use rights, with the participation of many economic sectors; taking care of solving the housing problem for the people, encouraging economic sectors to participate in construction and investment in real estate business under the guidance and management of the State; gradually opening the real estate market for overseas Vietnamese and foreigners to participate in investment.
Although the real estate business law has positive impacts in improving the publicity and transparency of the real estate market, this seems to be insufficient. There is a lack of regulations on the construction, storage and publication of a database system on real estate markets. Real estate investors face many difficulties in accessing procedures, land allocation, land lease, investment project establishment, etc. Moreover, the feasibility of some provisions of the real estate business law is still low, real estate investors still face harassment when carrying out administrative procedures related to real estate investment and business.
The law on real estate business has its own specific characteristics compared to the legal system for trading other types of goods. This comes from the nature of real estate as land and assets attached to land. With a regulation on public ownership of land, people only have the right to use and own assets attached to land. Regulations restricting the rights of users have created the characteristics of the legal system on real estate business because the state has the right to decide on all types of land. With the change of the economic mechanism, real estate business activities have been expanded, creating maximum conditions in many aspects from finance, credit, compensation for site clearance, construction of technical infrastructure, contributing to the development of real estate business activities, creating momentum for economic development, increasing budget revenue.
In the law on real estate business, the issue of transparency and consistency are two important factors for the real estate market to operate smoothly and effectively, in accordance with the law of motion. It can be seen that with a country on the path of development, there are still many changes in direction, but what we have done is very good, but we must have a long-term and new vision to be able to adapt to fluctuations in the world or due to internal factors.
Local state management agencies are responsible for disseminating and implementing information publicly and transparently according to the provisions of the Law and building a synchronous information management system, a real estate ownership monitoring system and a unified real estate market evaluation index system.
1.2.2. Develop and organize the implementation of planning, plans and policies for real estate business development.
1.2.2.1. Develop and organize the implementation of real estate business development plans and projects
Socio-economic development planning and plans are strategic orientations and the concretization of those orientations. They are one of the
The main tools in state management of real estate are important bases and foundations for market development. Also through planning, the real estate system and the real estate market are guaranteed to be unified, feasible and effective. The content of land use planning and plans includes many tasks and stages in a unified system, in which the main issues are research, implementation, investigation, survey, measurement, classification, statistics and cadastral mapping to propose options and plans for using each territory of the country in each specific period associated with each stage of socio-economic development of the country.
Based on the economic development strategy and land conditions, the state develops master plans for urban, road, and agricultural land use. Functional sectors, based on planning documents and master plans, develop specific land use plans for that sector.
1.2.2.2. Organizing the implementation of state management policies on real estate business
Management policy for real estate business is a synchronous system of State policies affecting real estate business. To regulate real estate business activities, the State uses main policies such as: Land investment policy, credit policy, tax policy, market policy.
a. Land policy
Land policy is the basic policy and the basis for management policies for the real estate market. The current land policy in our country is built on the land law promulgated by the National Assembly of the Socialist Republic of Vietnam in 2003. In other words, land policy concretizes the provisions of the law, bringing land law into social life.
The Land Law stipulates that land belongs to the entire people, the State is the representative owner, assigns land to individuals and socio-economic organizations for use, allowing land users the following rights: the right to convert, transfer, lease, sublease, inherit, donate, mortgage, guarantee capital contribution with land use rights. The Land Law allows land users to have one of the above rights when participating in real estate business and leased land on which there is property permitted by law to also participate in the real estate business market. However, land is allowed to participate in real estate business if the user meets all the following conditions: has a land use right certificate, the land is not in dispute, the land use right is not seized to ensure enforcement of judgment and within the land use term. Based on the provisions of the land law, land policies impact real estate business to mobilize capital sources from all economic sectors participating in real estate business while ensuring effective use of national land resources. Through specific policies such as tax policies, financial obligations for land use, transfer of land use rights, land use duration, land use limits, etc. to prevent speculation and profiteering, causing disruption to the real estate business market.
b. Real estate credit policy
Real estate credit policy is a tool to regulate the real estate business market. The development of real estate business is directly affected by the measures to tighten or loosen credit. Because real estate has great value, it always exceeds the financial capacity of the investor or construction project owner within a certain period of time. However, due to the characteristics of real estate that cannot be moved and the long-term use, to create new real estate, the investor relies on the potential future value of the new real estate, or mortgages the value itself to form a loan based on the future value of that real estate to borrow from other sources.
different: banks, potential customers and issuance of construction securities with medium and long term. Obviously, the formation of real estate credit is inevitable, it reflects the loan-borrowing relationship between individual lenders, economic organizations with real estate investors and businesses, based on the principle of term repayment. But due to the specific nature of price fluctuations, the deferral period with the unpredictable complex factors of the real estate business market, sometimes bustling, expanding in scale, sometimes gloomy and declining. The measures, macro-regulatory interventions of the State. When a policy is issued, people only see its positive side, not fully anticipating the limitations and shortcomings of the policy. The limitations are thoroughly exploited by speculators, causing the real estate business market to operate distortedly, reflecting the supply-demand situation and prices of real estate goods. The real estate bubble has ballooned to an uncontrollable limit, an inevitable collapse that will drag down the entire system of banks, financial companies, and credit institutions.
Real estate credit policy for bank credit sources must ensure that credit conditions and real estate credit risk management are strictly regulated and strictly complied with. Especially complying with regulations on real estate project appraisal, capital repayment plan, collateral valuation, loan disbursement according to progress. Real estate credit policy needs to create a strong credit capital source formed from investment banks, development banks, commercial banks with independent accounting or in association with commercial banks to underwrite issuance or directly issue bonds, real estate certificates, or securitize capital sources for the market. However, it is necessary to ensure the circulation of medium- and long-term capital with capital sources of corresponding length through the stock market or through the professional mechanism of investment banks, development banks, financial companies, independent investment funds without relying on short-term services of commercial banks. However, it is important to emphasize that securitization solutions

![Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
zt2i3t4l5ee
zt2a3gsnon-credit services, joint stock commercial bank
zt2a3ge
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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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