LIST OF VIETNAMESE ABBREVIATIONS
AcronymVietnamese Meaning | |
BV | Sustainable |
CBQL | Management staff |
industrialization, modernization | Industrialization - modernization |
IT | Information technology |
Infrastructure | Infrastructure |
Facilities and Equipment | Facilities – Technology |
DKTN | Natural conditions |
DL | |
DLPT | Development path |
DN | Business |
DNDL | Travel business |
GTTB | Average value |
HDDL | Tourism activities |
People's Council | People's Council |
KBTTN | Nature Reserve |
KCHT | Science and technology |
Industrial Park | Industrial Park |
KDDL | Travel business |
Science and Technology | Science and technology |
Economic Zone | Economic zone |
Socio-economic | Economic - social |
Labor, Invalids and Social Affairs | Labor, War Invalids and Social Affairs |
PTBV | Sustainable Development |
PTBVDL | Sustainable tourism development |
PTDL | Tourism development |
PTDLBV | Sustainable tourism development |
QLNN | State management |
TNDL | Tourism resources |
TP | City |
TW | Central |
TX | Town |
People's Committee | People's Committee |
VBQPPL | Legal documents |
Culture, Sports and Tourism | Culture, Sports and Tourism |
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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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Directions for Improving State Management of Tourism Activities in Dak Nong Province

ENGLISH
English | Vietnamese Meaning | |
GDP | Gross Domestic Product | Gross domestic product |
GRDP | Gross Regional Domestic Product | Gross Regional Domestic Product |
IUCN | International Union for Conservation of Nature | The Nature Conservancy international |
IUOTO | International Union of Official Travel Organization | International Federation of Organizations official travel |
UNESCO | United Nations Educational Scientific and Cultural Organization | Organization for Education, Science and Culture of the United Nations |
UNWTO | United Nations World Tourism Organization | World Tourism Organization of the United Nations United Nations |
WCED | World Commission on Environment and Development | World Council on Environment and development |
LIST OF TABLES
Table 1.1. Description of the surveyed subjects 28
Table 2.1. UNWTO's set of indicators for assessing sustainable tourism 43
Table 2.2. Criteria for evaluating PTDLBV of provincial localities 44
Table 3.1. Contribution of tourism industry to GRDP of Thanh Hoa province 94
period 2016-2020 94
Table 3.2. Employment rate of tourism industry in Thanh Hoa province 101
period 2016 -2020 101
Table 3.3: Summary of assessment of the current status of Thanh Hoa tourism development according to the assessment criteria for sustainable tourism development in the period 2016 - 2020 107
Table 3.4. Summary of assessment results of factors affecting Thanh Hoa province's State management of PTDLBV 132
LIST OF IMAGES
Figure 1.1. Stakeholders in sustainable tourism development 13
Figure 1.2. Relationship between stakeholders participating in HĐDL 15
Figure 1.3. Research process 24
Figure 3.1. Total revenue from tourists in Thanh Hoa province 93
period 2016 - 2020 93
Figure 3.2. Tourist situation of Thanh Hoa province 95
period 2016-2020 95
Figure 3.3. Total number of visitors and number of visitor days in the period 2016-2020 96
Figure 3.4. Tourism labor force in Thanh Hoa province in the period 2016-2020 100
Figure 3.5. Survey results on the organization and implementation of national tourism development strategies, planning and plans 112
Figure 3.6. Survey results on the work of building, promulgating authority and organizing the implementation of legal documents on DLBV of Thanh Hoa province 114
Figure 3.7. Survey results on the organization and coordination of state agencies in the state management of provincial-level localities for PTDLBV 117 Figure 3.8. Survey results on development promotion management 121
tourism market 121
Figure 3.9. Survey results on management of recognition of tourist areas and destinations and licensing of tourism activities 122
Figure 3.10. Survey results on management, conservation, exploitation of natural resources and environmental protection 125
Figure 3.11. Survey results on human resource development management, application of science and technology in PTDL 129
Figure 3.12. Survey results on the organization of inspection, examination, settlement of complaints, denunciations and handling of violations of the law on PTDLBV 131
INTRODUCTION
1. Urgency of the thesis topic
In theory, tourism is a comprehensive economic sector with a rapid growth rate, occupying an important position in the socio-economic development strategy of many countries in the world and in Vietnam. Tourism development creates opportunities and conditions for other economic sectors to develop together, so tourism has the ability to change the economic face of our country. The nature of tourism is an economic sector with clear characteristics, besides general rules, tourism is formed, operated and developed according to its own rules. Accordingly, in addition to the positive impacts that change the socio-economic face of the country, this activity also gives rise to many negative aspects, especially for the environment. Therefore, to ensure the stable and sustainable development of the tourism industry and the limitations and negative aspects, state management is needed. State management ensures stable and sustainable development of tourism, maximizing the advantages and limiting the negative aspects. In essence, the management process for PTDLBV is to influence them to achieve predetermined goals. State management of PTDL in a sustainable direction is to create unity in the organization and coordination of activities of state management agencies on tourism economic activities. At the same time, only unified state management of PTDL can help exploit the strengths of each locality to achieve results and promote the comparative advantages of the country in the current global tourism development trend (Vo Thi Thu Ngoc, 2017).
In Vietnam, the topic of sustainable development in general and tourism in particular began to be studied since the 90s, and has become quite popular. Not only that, after opening up and integrating with the world since the 90s, Vietnam tourism has been an attractive topic for many domestic and foreign research topics in the scientific community. Currently, realizing the great importance of state management for tourism development, there have been many scientific works published related to state management of tourism and sustainable development with many different approaches in terms of methods and criteria. Most of the research works are mainly state management of tourism and sustainable development at the industry and local level such as: Nguyen Minh Duc (2007); Nguyen Tan Vinh (2008); Luong Thanh Hai (2013); Nguyen Manh Cuong, (2015); Nguyen Hoang Tu (2017); Nguyen Thi Tam (2018); Nguyen Hiep Phuoc (2018);…However, there is no consensus on the system of assessment criteria as well as factors affecting the provincial-level state management of tourism in general and the provincial state management of PTDLBV in particular. Most of the new works only provide qualitative criteria, not concretized into indicators for assessing the provincial state management of PTDLBV that are feasible for practical application.
All the theoretical issues above require further research to supplement theoretical and practical arguments, using a combination of qualitative and quantitative research methods to clarify the sustainability of local tourism development at the provincial level and objectively and honestly assess the current state management status of local tourism development at the provincial level through the contents and measurement criteria, thereby proposing solutions to strengthen local tourism development at the provincial level, which is both an urgent and strategic task.
In practice, tourism has become a popular socio-economic phenomenon, a bridge of friendship, a means of maintaining peace and cooperation between countries and peoples. In many countries, tourism is one of the leading economic sectors, bringing socio-economic benefits in development. In Vietnam, after more than 30 years of innovation, the tourism industry has seen many improvements, changed its appearance and gradually affirmed the stature of the industry in the national economy, contributing to socio-economic development, promoting cultural exchange to help people around the world understand more about the country and people of Vietnam, gaining sympathy and international support in the cause of building and protecting the country; making a more positive contribution to the cause of industrialization and modernization of the country.
In the strategy for tourism development of Thanh Hoa province to 2025, with a vision to 2030, the goal to strive for by 2030 is set: "Thanh Hoa becomes one of the tourism development centers of the North Central region and the whole country, tourism becomes a spearhead economic sector, with professionalism, a relatively synchronous and modern infrastructure system, high-quality, diverse, branded tourism products, imbued with national cultural identity" . Therefore, in recent years, investment activities in exploitation and tourism development have been gradually focused on, the number of tourists has continuously grown at a fairly high rate, revenue and added value have also achieved high growth rates; infrastructure has developed; investment capital for tourism has increased steadily over the years and in the direction of promoting socialization quite clearly...
In addition, Resolution No. 58-NQ/TW dated August 5, 2020 of the Politburo on the construction and development of Thanh Hoa province to 2030, with a vision to 2045, has identified tourism as a key economic sector. This has special significance for the tourism industry, as it opens up new opportunities for Thanh Hoa tourism to take off. Resolution No. 58 clearly states that “... linking tourism with the preservation and promotion of cultural and ethnic values; preserving landscapes, protecting the environment; ensuring national defense, security, order and social safety with three key types: sea tourism, community ecotourism and cultural and spiritual heritage tourism ”. To realize this goal, it is necessary to first innovate
Strong awareness and thinking of tourism development according to the laws of the market economy. At the same time, raise the awareness of people, businesses, and communities in civilized and friendly behavior with tourists to create attraction and gradually build the tourism brand of Thanh Hoa. In tourism, infrastructure and technical facilities are considered the "backbone". Therefore, Thanh Hoa needs to prioritize investment resources, upgrade, and expand important and strategic traffic routes; improve connectivity to key tourist areas and complete essential infrastructure works at tourist areas and destinations.
However, compared to the potential, the sustainable development of Thanh Hoa province has not reached a commensurate level and there are still many significant limitations in the following aspects: Due to overheated development, lack of orientation, lack of management leading to lack of sustainable development; quality and diversity of tourism products, quality of human resources in the tourism industry, quality and consistency of infrastructure system, management of tourism activities; especially, from the perspective of State management of Thanh Hoa province for sustainable development, there are issues of concern: these policies, strategies, plans and policies are only initial steps, not yet synchronous, consistent, not creating a favorable environment for sustainable development; the organization of the management apparatus and inspection and supervision work also have many shortcomings, not strictly implemented...; On the other hand, in the implementation process, the coordination between levels and sectors in managing and exploiting tourism in the area and the connection with the provinces are still limited, not meeting the requirements of development in the new period, and the professionalism in organizing tourism activities is not high.
In order for Thanh Hoa province's tourism to develop on the basis of promoting the potentials and advantages of the locality, becoming an important economic sector, a driving force for the province's socio-economic development, state management of tourism plays a key role, creating a basic premise for Thanh Hoa tourism to develop more strongly. Fully understanding the theoretical and practical basis for state management of the provincial level for PTDLBV, as well as assessing the current state management of Thanh Hoa province for PTDLBV, thereby drawing out the achievements and limitations as a basis for conducting research, finding appropriate directions and solutions to help state management activities promote their inherent strengths, creating conditions for Thanh Hoa province to PTDLB is extremely necessary. For these reasons, the author chose the topic: "State management of Thanh Hoa province for PTDLBV " as the topic of his doctoral thesis.
2. Research purpose and tasks
* Research purpose
The research objective of the thesis is to establish the contents, develop evaluation criteria; analyze and evaluate the current state of public administration in Thanh Hoa province.
with PTDLBV, thereby proposing a number of solutions and recommendations to strengthen Thanh Hoa province's State management of PTDLBV.
* Research tasks in theory:
- Systematize the theoretical basis of PTDLBV and provincial-level state management of PTDLBV;
- Specify the contents of provincial-level state management of PTDLBV through assessment criteria.
- Identify factors affecting provincial-level state management of PTDLBV.
- Study the experience of state management of some localities in and outside the country in PTDLBV, from which, draw lessons for Thanh Hoa province.
In practice:
- Assess the current status of PTDLBV in Thanh Hoa province from 3 perspectives: economic, social and environmental;
- Analyze and evaluate honestly and objectively the current status of Thanh Hoa province's state management content for PTDLBV through criteria, draw conclusions about advantages, limitations and causes, in order to create practical arguments for proposed solutions;
- Propose solutions and recommendations to strengthen Thanh Hoa province's State management of PTDLBV.
Research question:
In order to achieve the research objectives and tasks, the thesis needs to answer the following research questions:
The question throughout the thesis is "What needs to be done to strengthen Thanh Hoa province's State management of PTDLBV?"
The detailed questions are as follows:
(1) What are the contents, criteria, tools and methods of the provincial-level system of theoretical and practical bases for state management of PTDLBV?
(2) Current status of PTDLBV in Thanh Hoa province in the period 2016-2020 based on assessment criteria?
(3) What is the current status of Thanh Hoa province's state management content for PTDLBV through assessment criteria groups in the past time?
(4) What factors affect Thanh Hoa province's State management of PTDLBV?
(5) What are the solutions to strengthen Thanh Hoa province's State management of PTDLBV in the coming time?




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