is considered the spearhead to solve pressing social problems. When faced with high unemployment, the French government decided to invest in the cultural industry. They believe that, with the advantage of a country possessing many historical relics and scenic spots, investing in tourism development is the right path to create more jobs for people, promoting economic growth. At the same time, like other Western countries, France also actively established financial funds to support the cultural industry, considering this a guarantee for the development of this industry.
Thus, France, among many other Western countries, has soon recognized the important role of cultural industry in the development of economy as well as society. The investment of the Governments in this industry has brought not only economic value but also spiritual and cultural values. This is also the condition to ensure that culture always develops with the motto of both preserving and promoting traditional values.
c. The development situation of cultural industry in Korea
Like China, Korea was originally an agricultural country and only began to industrialize in the early 1980s. Therefore, Korea's cultural industry was among the latecomers. After the Asian financial crisis in 1997, Korea truly recognized the role of the cultural industry and considered it a strategic industry to promote the country's economic development in the 21st century. In 1998, Korea officially announced the motto "Cultural Nation Building" and introduced the concept of "Cultural Industry". Then, from 1999 to 2001, the government successively issued a series of plans to specify the path of the national cultural industry such as: "5-year plan for developing cultural industry", "Plan to promote the development of cultural industry" or "21st century context for cultural industry". As a result, the size of the Korean “cultural content industry” in 1999 reached 17.1 billion USD, increasing to 31 billion USD in 2003 [22,187]. The cultural industry has gradually helped the Korean economy “take off”.
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Solutions for tourism development in Tien Lang - 10
zt2i3t4l5ee
zt2a3gstourism, tourism development
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zc2o3n4t5e6n7ts
- District People's Committees and authorities of communes with tourist attractions should support, promote, and provide necessary information to people, helping them improve their knowledge about tourism. Raise tourism awareness for local people.
*
* *
Due to limited knowledge and research time, the thesis inevitably has shortcomings. Therefore, I look forward to receiving guidance from teachers, experts as well as your comments to make the thesis more complete.
Chapter III Conclusion
Through the issues presented in Chapter II, we can come to some conclusions:
Based on the strengths of available tourism resources, the types of tourism in Tien Lang that need to be promoted in the coming time are sightseeing and resort tourism, discovery tourism, weekend tourism. To improve the quality and diversify tourism products, Tien Lang district needs to combine with local cultural tourism resources, at the same time combine with surrounding areas, build rich tourism products. The strengths of Tien Lang tourism are eco-tourism and cultural tourism, so developing Tien Lang tourism must always go hand in hand with restoring and preserving types of cultural tourism resources. Some necessary measures to support and improve the efficiency of exploiting tourism resources in Tien Lang are: strengthening the construction of technical facilities and labor force serving tourism, actively promoting and advertising tourism, and expanding forms of capital mobilization for tourism development.
CONCLUDE
I Conclusion
1. Based on the results achieved within the framework of the thesis's needs, some basic conclusions can be drawn as follows:
Tien Lang is a locality with great potential for tourism development. The relatively abundant cultural tourism resources and ecological tourism resources have great appeal to tourists. Based on this potential, Tien Lang can build a unique tourism industry that is competitive enough with other localities within Hai Phong city and neighboring areas.
In recent years, the exploitation of the advantages of resources to develop tourism and build tourist routes in Tien Lang has not been commensurate with the available potential. In terms of quantity, many resource objects have not been brought into the purpose of tourism development. In terms of time, the regular service time has not been extended to attract more visitors. Infrastructure and technical facilities are still weak. The labor force is still thin and weak in terms of expertise. Tourism programs and routes have not been organized properly, the exploitation content is still monotonous, so it has not attracted many visitors. Although resources have not been mobilized much for tourism development, they are facing the risk of destruction and degradation.
2. Based on the results of investigation, analysis, synthesis, evaluation and selective absorption of research results of related topics, the thesis has proposed a number of necessary solutions to improve the efficiency of exploiting tourism resources in Tien Lang such as: promoting the restoration and conservation of tourism resources, focusing on investment and key exploitation of ecotourism resources, strengthening the construction of infrastructure and tourism workforce. Expanding forms of capital mobilization. In addition, the thesis has built a number of tourist routes of Hai Phong in which Tien Lang tourism resources play an important role.
Exploiting Tien Lang tourism resources for tourism development is currently facing many difficulties. The above measures, if applied synchronously, will likely bring new prospects for the local tourism industry, contributing to making Tien Lang tourism an important economic sector in the district's economic structure.
REFERENCES
1. Nhuan Ha, Trinh Minh Hien, Tran Phuong, Hai Phong - Historical and cultural relics, Hai Phong Publishing House, 1993
2. Hai Phong City History Council, Hai Phong Gazetteer, Hai Phong Publishing House, 1990.
3. Hai Phong City History Council, History of Tien Lang District Party Committee, Hai Phong Publishing House, 1990.
4. Hai Phong City History Council, University of Social Sciences and Humanities, VNU, Hai Phong Place Names Encyclopedia, Hai Phong Publishing House. 2001.
5. Law on Cultural Heritage and documents guiding its implementation, National Political Publishing House, Hanoi, 2003.
6. Tran Duc Thanh, Lecture on Tourism Geography, Faculty of Tourism, University of Social Sciences and Humanities, VNU, 2006
7. Hai Phong Center for Social Sciences and Humanities, Some typical cultural heritages of Hai Phong, Hai Phong Publishing House, 2001
8. Nguyen Ngoc Thao (editor-in-chief, Tourism Geography, Hai Phong Publishing House, two volumes (2001-2002)
9. Nguyen Minh Tue and group of authors, Hai Phong Tourism Geography, Ho Chi Minh City Publishing House, 1997.
10. Nguyen Thanh Son, Hai Phong Tourism Territory Organization, Associate Doctoral Thesis in Geological Geography, Hanoi, 1996.
11. Decision No. 2033/QD – UB on detailed planning of Tien Lang town, Hai Phong city until 2020.
12. Department of Culture, Information, Hai Phong Museum, Hai Phong relics
- National ranked scenic spot, Hai Phong Publishing House, 2005. 13. Tien Lang District People's Committee, Economic Development Planning -
Culture - Society of Tien Lang district to 2010.
14.Website www.HaiPhong.gov.vn
APPENDIX 1
List of national ranked monuments
STT
Name of the monument
Number, year of decisiondetermine
Location
1
Gam Temple
938 VH/QĐ04/08/1992
Cam Khe Village- Toan Thang commune
2
Doc Hau Temple
9381 VH/QĐ04/08/1992
Doc Hau Village –Toan Thang commune
3
Cuu Doi Communal House
3207 VH/QĐDecember 30, 1991
Zone II of townTien Lang
4
Ha Dai Temple
938 VH/QĐ04/08/1992
Ha Dai Village –Tien Thanh commune
APPENDIX II
STT
Name of the monument
Number, year of decision
Location
1
Phu Ke Pagoda Temple
178/QD-UBJanuary 28, 2005
Zone 1 - townTien Lang
2
Trung Lang Temple
178/QD-UBJanuary 28, 2005
Zone 4 – townTien Lang
3
Bao Khanh Pagoda
1900/QD-UBAugust 24, 2006
Nam Tu Village -Kien Thiet commune
4
Bach Da Pagoda
1792/QD-UB11/11/2002
Hung Thang Commune
5
Ngoc Dong Temple
177/QD-UBNovember 27, 2005
Tien Thanh Commune
6
Tomb of Minister TSNhu Van Lan
2848/QD-UBSeptember 19, 2003
Nam Tu Village -Kien Thiet commune
7
Canh Son Stone Temple
2160/QD-UBSeptember 19, 2003
Van Doi Commune –Doan Lap
8
Meiji Temple
2259/QD-UBSeptember 19, 2002
Toan Thang Commune
9
Tien Doi Noi Temple
477/QD-UBSeptember 19, 2005
Doan Lap Commune
10
Tu Doi Temple
177/QD-UBJanuary 28, 2005
Doan Lap Commune
11
Duyen Lao Temple
177/QD-UBJanuary 28, 2005
Tien Minh Commune
12
Dinh Xuan Uc Pagoda
177/QD-UBJanuary 28, 2005
Bac Hung Commune
13
Chu Khe Pagoda
177/QD-UBJanuary 28, 2005
Hung Thang Commune
14
Dong Dinh
2848/QD-UBNovember 21, 2002
Vinh Quang Commune
15
President's Memorial HouseTon Duc Thang
177/QD-UBJanuary 28, 2005
NT Quy Cao
Ha Dai Temple
Ben Vua Temple
Tien Lang hot spring
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Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
zt2i3t4l5ee
zt2a3gsnon-credit services, joint stock commercial bank
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zc2o3n4t5e6n7ts
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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Illustration of Linkage Forms of Textile and Garment Enterprises in Textile and Garment Industry in China -
The Incompleteness of the Party and State's Viewpoints and Policies for Buddhism to Participate in Environmental Protection -
Current Status of Ownership Structure and Performance of Vietnam's Banking Industry
Among the many successes in various fields of the Korean cultural industry, the author of the thesis would like to emphasize cinema - a special cultural channel of the Government of this country. The first milestone marking the revival of Korean cinema was the success of the film " Shiri " - a film directed by Kang Jae Gyu about a North Korean female spy who was tasked with organizing a terrorist attack in Seoul. The box office revenue of this film reached 60 million USD, 12 times higher than the budget (5 million USD) [14]. After the success of the film " Shiri " in 1999, the Korean film industry began to make continuous progress. Korean cinema not only marked its return to domestic audiences but also gradually advanced to the world. In 2004, the film "Old Boy" won the grand prize at the Cannes Film Festival and was sold to many countries. The success of Korean films has caught the attention of Hollywood filmmakers. Some films such as “My Wife is a Gangster”, “My Sassy Girl”, “Old Boy” are in their sights.

Korean cinema not only dominates the domestic market but also boldly advances to foreign markets. Korean films have created a "Korean trend" around the world. This can be seen most clearly in Southeast Asian countries, China, Japan, even Russia and Egypt. It is explained that besides the careful investment in films, there are two factors that make up this success: First , the traditional Asian Confucian element also contributes to the appeal of Korean cinema. Stories of love, family, and humanity tell about the loyalty and loyalty until the last breath in accordance with the steadfast moral tradition of Confucianism. It is this emotional concept that has linked Korean cinema with Asian agricultural countries influenced by Confucianism. Second , in modern life with its many worries, love stories interwoven with fairy tale elements and happy endings contribute to “comforting” people’s spiritual life. That is why, in developed countries, people want to find this place of “relief” for their souls and love.
Cinema not only brings in huge profits, contributing to "changing the face" of the kimchi land, but it also actively promotes the image of this country . Cinema works are an effective bridge connecting Korean culture, fashion, music, and cuisine to the world. This contributes to creating a "Korean style" fever, a "Korean cultural wave" in all areas of society in Asian countries, typically Vietnam. Young people are the most "enthusiastic" fans of products from Korea. Backpacks, school bags, hair clips, toys, idol pictures, music, etc. are cultural products that are strongly favored. Thus, along with blockbuster movies, Korea has earned a significant profit from other "follow-up" products.
When it comes to the Korean cultural industry, we cannot help but mention the world's largest online game production country . Right from the late 20th century when the cultural industry first began to develop, Korea considered this an industry of national strategic significance. In order to provide maximum support for this new entertainment sector, in 1998 the Korean Government began to establish a game development center. In order to take a new step forward in the online game industry, in 1999, a series of other specialized support centers were established such as: "Game Industry Comprehensive Support Center" (a focal point for policy and planning management), "Game Industry Technical Development Support Center" (an agency for building and managing game production areas), "Game Technical Development Center" (specializing in developing new techniques in the game industry). It is due to the large and in-depth investment from the beginning that the Korean online game industry developed rapidly and soon established its position in Asia and the world.
The profits from the online game industry have turned many producers into big economic tycoons. In 1998, the popularity of the online game called Paradise made its creator one of the seven richest people in the land of ginseng [22,187]. Koreans consider this a strategic industry, so they welcome it very openly. According to statistics, about 70% of the Korean population plays online games [15]. The government
Korea has a legal system to manage game producers and player communities. The games that are developing the names of the Korean game production industry are: Aion, Tera, Blade & Soul, Vindictus.vv With a deep investment, this industry of Korea is still the leading country in Asia.
In short , although compared to other Western countries, the Korean cultural industry was born and flourished later, with large-scale investment from the beginning, this industry quickly became a key industry in the Korean economy and society. The greatest experience in the process of building the cultural industry in the land of kimchi is the maximum support from the Government with very specific policies, strategies, financial funds as well as plans to expand the domestic and foreign markets. Therefore, currently, the Korean cultural industry not only brings in huge economic benefits but also contributes to promoting the image of the country and its people to the world.
In short , countries around the world are currently focusing on their available potential to invest in developing cultural industries. This industry is playing an increasingly important role in the overall socio-economic development of countries. It is considered a "smokeless" industry or a "golden goose" in today's knowledge-based economy. Developing cultural industries not only contributes to preserving and promoting existing cultural values but also creates great economic values for society. In fact, in some countries with developed cultural industries, strategic investment in this industry has brought significant benefits to the country. Another reason why cultural industries have become an investment trend in countries is the mission of spreading the national image to the world through cultural products and cultural services. It is a bridge to enhance mutual understanding between communities around the world, contributing to increasing investment cooperation activities in other fields. Therefore, developing cultural industries is becoming an inevitable trend in the socio-economic strategies of many countries, including China. But first, let's look back at the policy of developing cultural industries.
cultural industry before the reform and opening up of this country. Through that, we have accurate assessments of the foundation of the cultural industry before the reform as well as its progress after the reform.
1.3. The backward state of China's cultural industry before reform and opening up
1.3.1.Cultural development situation before reform and opening up
To clarify the problem that the thesis researches and create a suitable comparison axis, the author focuses on analyzing the development of Chinese culture in the period 1949 - 1978. This is considered a period in which the country's culture had many complex fluctuations, one of the premises requiring the Chinese Government to carry out reform and opening up, especially in the cultural field. After the People's Republic of China was founded in 1949, Mao Zedong began the process of restructuring the country with the ambition of quickly and strongly building socialism. To achieve that goal, during his time in power, Mao conducted many campaigns to destroy and purify the old elements of the old society in all fields. However, researchers assess that the period 1949 - 1978 was the period in which the Chinese Communist Party had to pay a high price for its mistakes in finding a way forward in the cultural field.
Mao Zedong was a person who valued the role of culture in the development of socialist society. In his work “ On New Democracy ”, he spoke about the relationship between culture and politics and economics: “ Culture is the political and economic reflection of a certain society ”. For Mao, cultural goals always go hand in hand with efforts in economic and political construction. He believed that: “We must not only transform a politically oppressed and economically exploited China into a politically free and economically prosperous China, but also transform an ignorant and backward China dominated by the old culture into a civilized and advanced China dominated by the new culture ”.
However, Mao's ideology, which was heavily influenced by class struggle, quickly spread to the cultural field. He raised the slogan "literature and art serve politics".
", which has given rise to many harsh criticisms of cultural workers and works of art. Political standards and class character are considered important criteria to evaluate the development of new culture. "Ideological mobilization" (1951), "Suppression of counter-revolutionaries" (1953) were Mao's "attacks" to quickly purge the old culture, "counter-revolutionary" culture. But the most powerful was the "Great Cultural Revolution" campaign (1966 - 1976).
The essence of the “Great Cultural Revolution” movement was the political suppression of counterculture, the elimination of traditional elements in Chinese culture, and the construction of a new culture under Mao Zedong. Under the direction of the 16-point communiqué and the Red Book, the Chinese Communist Party carried out many activities to destroy traditional cultural values and disrupt the order of life at that time. Wherever the Red Guards went, they raised the slogan of “burning down, destroying all” the remaining vestiges of the feudal regime, religious structures such as temples, pagodas, churches, etc., condemning and boycotting the ideas of Confucius and Mencius. At the same time, the Red Guards went everywhere to propagate Mao’s ideas. In 1968, Mao launched the movement to the countryside with the aim of reforming intellectuals, bringing them back to the countryside to live with the peasants or to factories to live with the workers, to work hard to restore their revolutionary spirit.
Mao's goal was to make intellectuals have the spirit of enduring poverty, loving poverty, loving manual labor, and not wanting to use capitalist machines. According to Mao, only then could a proletarian, labor, and poverty-free culture be completely built. With such a way of thinking about "revolutionizing" culture, within 10 years from 1966 to 1976, the Chinese Communist Party considered this movement as a tool to destroy the traditional value system, destroy heritages, reform and push thousands of intellectuals to a tragic end. It can be said that it was a tragic ten years for the Chinese people under Mao's regime.
In short , in nearly 30 years of "searching" for a suitable path for the new regime, Mao Zedong pushed Chinese society from one instability to another.
Although Mao had an early insight into the nature of culture in the new era, due to its heavy class struggle and failure to adapt to the new historical context, Mao's reforms brought about a disastrous picture for culture. From a culture with a rich appearance and a long history of development, Chinese culture gradually fell into crisis due to its limited scope of development, ideological constraints, and shackles on creativity. It was the turmoil in society, especially in the cultural field, that had a significant impact on the formation and development of cultural industries .
1.3.2. The status of cultural industry before reform and opening up
During the period from 1949 to 1978, China's cultural industry had almost no significant development. According to the documents collected by the author of the thesis, the works said very little about the situation of the cultural industry before the reform and opening up. The records of the cultural industry during this period only included a few industries such as: book and newspaper publishing, theater, and cinema. Especially during the 10-year period of the cultural revolution, China's cultural industry not only did not achieve any development but many achievements were also destroyed and stagnated.
During the period 1957 - 1965 when Mao Zedong raised the flag of "great leap forward" in the economic and social fields, the cultural industries also achieved certain results. The publishing industry developed quite vigorously with many works from the field of philosophy such as: Interpretation of praxis , Interpretation of contradictions , Outline of dialectical materialism by Li Da; Historical materialism
- history of social development , Outline of lectures on dialectical materialism by Ai Ziqi; Outline of historical materialism by Sun Shuping. Or the birth of a number of literary works also contributed to the "buzzing" atmosphere of the publishing industry such as: History of the Founding , Hong Qipu , Song of Youth , Red Stone , Life-changing Mountain Hamlet. etc. In addition, during this period, the film industry also left behind a number of notable films such as: Lin Zexu, The Wind and Clouds of Jiawu, The Thousand Waters of Heavenly Mountains, The Battle of the South and the North, The Reconnaissance Record of Dujiang, Dong Cunrui, Shang Cam Linh, The Guerrilla Team of the Plains. etc. [2, 332]. The main content of these films
is about the ideology, sentiment, patriotic and revolutionary traditions of the Chinese people.
Following the “Great Leap Forward” period, the cultural industry was immersed in the same dark and gloomy color of Chinese culture. It was a 10-year period of regression for Chinese society in all fields, including cultural industries. The first typical example was the publishing industry . Most newspapers and publishing houses were suspended. In 1965, the whole country had 413 newspapers, but during the Cultural Revolution, there were only 100 newspapers left. Magazines went from 790 in 1965 to only 21 in 1970 [2,59]. During the Cultural Revolution, publishers hardly printed any books, except for Mao’s Red Book and a few technical books. Those were the years when the Chinese people were really “hungry” for information. Publishing houses were closed, and bookstores were closed. In libraries, people only kept a few works praising the proletariat by foreign authors such as: Gorki, Maia Koshi, Balzac, etc. Six years later (in 1972), the Chinese government allowed the reprinting of some stories such as Dream of the Red Chamber, Romance of the Three Kingdoms, and Three Hundred Tang Poems.
The film and theater industry also suffered the same fate as other cultural industries during these 10 years of "turmoil". On the stages of modern musical and dance, one only sees the repetition of typical "Model Plays" such as: In the genre of Peking Opera, there are "Hong Dang Ky", "Sa Gia Binh", "Hai Cang"; in the genre of ballet, there are "Bach Mao Nu", "Hong Sac Nuong Tu Quan"; in the genre of symphonic music, there is "Sa Gia Binh". etc. Model Plays is a phrase used to refer to works and plays that were created after the founding of the People's Republic of China, mainly reflecting the political stance of the Communist Party, so it contains more political meaning than artistic meaning. It can be said that the influence of the Model Play genre reached its peak during the Cultural Revolution and was also the only genre licensed by the state to be performed at that time. The film industry at that time also only revolved around the theme of praising the Party with a few works such as: "Tunnel War" and "Landmine War". These are two films made in the early 1960s.


![Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
zt2i3t4l5ee
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 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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