Phát Triển Chiến Lược Kinh Doanh Dịch Vụ Ngân Hàng Bán Lẻ Tại BIDV Hai Bà Trưng

Tài liệu nghiên cứu Business strategy development for retail banking services in bidv hai ba trung, tổng hợp lý thuyết và thực hành, cung cấp kiến thức chuyên sâu về .

• Tác giả: Hoang Thi Ngoc Nhung
• Người hướng dẫn: Dr. Nguyen Thi Huong Lien
• Trường học: Vietnam National University
• Chuyên ngành: Master in Financial Management
• Đề tài: Chiến Lược Kinh Doanh Dịch Vụ Ngân Hàng Bán Lẻ Tại BIDV Hai Bà Trưng
• Loại tài liệu: master thesis
• Năm xuất bản: 2021
• Địa điểm: Ha Noi

Mục lục chi tiết

• ACKNOWLEDGEMENT
• ABSTRACT
• TABLE OF CONTENTS
• LIST OF FIGURES AND TABLES
• LIST OF ABBREVIATION
• 1. CHAPTER 1: INTRODUCTION
• 1.1. Background of the study
• 1.2. Research problems
• 1.3. Research objectives and questions
• 1.4. Scope of the study
• 1.5. Significant of the study
• 1.6. Structure of the study
• 2. CHAPTER 2: LITERATURE REVIEW
• 2.1. Framework of business strategy
• 2.2. Concept of retail banking
• 2.3. Development for retail banking services
• 2.4. Main features of retail banking services
• 3. CHAPTER 3: METHODOLOGY
• 3.1. Framework of qualitative research method
• 3.2. Porter’s Five Forces Model
• 4. CHAPTER 4: DATA ANALYSIS AND FINDINGS
• 4.1. Current situation of BIDV Hai Ba Trung
• 4.2. Current situation of BIDV Hai Ba Trung retail banking strategy
• 4.2.1. BIDV Hai Ba Trung level of strategy
• 4.2.2. BIDV Hai Ba Trung shift of retail banking
• 4.2.3. Evaluation on BIDV Hai Ba Trung retail banking service strategy by Porter’s Five Forces Model
• 4.2.3.1. Customer banking focus
• 4.2.3.2. Internal Promotions to Cross-Sell Services
• 4.2.3.3. Customer Relationship Management (CRM)
• 4.2.3.4. Extended Hours, Services and Locations
• 4.2.3.5. New customer incentives
• 4.3. Recommendations for BIDV Hai Ba Trung
• 4.3.1. Recommendations for products specialization
• 4.3.2. Recommendations for competitive advantages
• 4.3.3. Developing distribution networks and channels, especially modern distribution channels
• 4.3.4. Recommendations for marketing strategy
• 4.4. Limitations of research
• 4.5. Recommendations for future research
• 5. CHAPTER 5: CONCLUSION AND RECOMMENDATIONS

Tóm tắt

I. Tổng Quan Về Chiến Lược Kinh Doanh Dịch Vụ Ngân Hàng Bán Lẻ Tại BIDV Hai Bà Trưng

Ngân hàng bán lẻ tại BIDV Hai Bà Trưng đã trải qua nhiều thay đổi trong những năm gần đây. Chiến lược kinh doanh của ngân hàng này không chỉ tập trung vào việc cung cấp dịch vụ tài chính mà còn hướng đến việc nâng cao trải nghiệm khách hàng. Sự cạnh tranh trong ngành ngân hàng Việt Nam ngày càng gia tăng, đòi hỏi BIDV Hai Bà Trưng phải có những chiến lược phù hợp để duy trì vị thế của mình.

1.1. Định Nghĩa Ngân Hàng Bán Lẻ Và Vai Trò Của Nó

Ngân hàng bán lẻ là dịch vụ tài chính cung cấp cho cá nhân và hộ gia đình. Vai trò của ngân hàng bán lẻ không chỉ là cung cấp các sản phẩm tài chính mà còn là cầu nối giữa khách hàng và các dịch vụ tài chính khác.

1.2. Tình Hình Hiện Tại Của BIDV Hai Bà Trưng

BIDV Hai Bà Trưng là một trong những chi nhánh lớn của BIDV, cung cấp nhiều dịch vụ ngân hàng cho khách hàng cá nhân và doanh nghiệp. Tuy nhiên, doanh thu và lợi nhuận của chi nhánh đã giảm sút trong những năm gần đây, cần có những biện pháp cải thiện.

II. Thách Thức Trong Chiến Lược Kinh Doanh Dịch Vụ Ngân Hàng Bán Lẻ

Ngành ngân hàng Việt Nam đang đối mặt với nhiều thách thức lớn, từ sự cạnh tranh gay gắt đến sự thay đổi trong nhu cầu của khách hàng. BIDV Hai Bà Trưng cần nhận diện rõ những thách thức này để có thể điều chỉnh chiến lược kinh doanh một cách hiệu quả.

2.1. Cạnh Tranh Trong Ngành Ngân Hàng

Sự gia tăng số lượng ngân hàng và các tổ chức tài chính đã tạo ra một môi trường cạnh tranh khốc liệt. BIDV Hai Bà Trưng cần phải tìm ra những điểm mạnh của mình để nổi bật hơn so với các đối thủ.

2.2. Thay Đổi Nhu Cầu Khách Hàng

Khách hàng ngày càng đòi hỏi nhiều hơn về chất lượng dịch vụ và trải nghiệm. BIDV Hai Bà Trưng cần phải nắm bắt xu hướng này để cải thiện dịch vụ và thu hút khách hàng mới.

III. Phương Pháp Phát Triển Chiến Lược Kinh Doanh Tại BIDV Hai Bà Trưng

Để phát triển chiến lược kinh doanh hiệu quả, BIDV Hai Bà Trưng cần áp dụng các phương pháp hiện đại và sáng tạo. Việc sử dụng công nghệ và phân tích dữ liệu sẽ giúp ngân hàng hiểu rõ hơn về nhu cầu của khách hàng.

3.1. Ứng Dụng Công Nghệ Trong Ngân Hàng

Công nghệ ngân hàng đang phát triển nhanh chóng, và việc áp dụng công nghệ mới sẽ giúp BIDV Hai Bà Trưng cải thiện quy trình phục vụ khách hàng và tăng cường hiệu quả hoạt động.

3.2. Chiến Lược Marketing Đột Phá

Một chiến lược marketing hiệu quả sẽ giúp BIDV Hai Bà Trưng tiếp cận được nhiều khách hàng hơn. Việc sử dụng các kênh truyền thông xã hội và quảng cáo trực tuyến là rất cần thiết.

IV. Ứng Dụng Thực Tiễn Của Chiến Lược Kinh Doanh Tại BIDV Hai Bà Trưng

Việc áp dụng các chiến lược kinh doanh đã được nghiên cứu và phát triển sẽ giúp BIDV Hai Bà Trưng đạt được những kết quả tích cực. Các ứng dụng thực tiễn này không chỉ giúp cải thiện doanh thu mà còn nâng cao sự hài lòng của khách hàng.

4.1. Kết Quả Nghiên Cứu Về Khách Hàng

Nghiên cứu cho thấy rằng việc cải thiện dịch vụ khách hàng đã giúp BIDV Hai Bà Trưng thu hút được nhiều khách hàng mới và giữ chân khách hàng cũ.

4.2. Tăng Trưởng Doanh Thu Từ Dịch Vụ Ngân Hàng Bán Lẻ

Doanh thu từ dịch vụ ngân hàng bán lẻ đã có sự tăng trưởng đáng kể nhờ vào việc áp dụng các chiến lược marketing và công nghệ mới.

V. Kết Luận Về Chiến Lược Kinh Doanh Dịch Vụ Ngân Hàng Bán Lẻ Tại BIDV Hai Bà Trưng

Chiến lược kinh doanh dịch vụ ngân hàng bán lẻ tại BIDV Hai Bà Trưng cần được điều chỉnh và phát triển liên tục để đáp ứng nhu cầu của thị trường. Tương lai của ngân hàng sẽ phụ thuộc vào khả năng thích ứng với những thay đổi trong ngành.

5.1. Tương Lai Của Ngành Ngân Hàng Bán Lẻ

Ngành ngân hàng bán lẻ sẽ tiếp tục phát triển với sự gia tăng của công nghệ và nhu cầu của khách hàng. BIDV Hai Bà Trưng cần chuẩn bị cho những thay đổi này.

5.2. Đề Xuất Chiến Lược Mới

Đề xuất các chiến lược mới sẽ giúp BIDV Hai Bà Trưng duy trì vị thế cạnh tranh và phát triển bền vững trong tương lai.

Trích đoạn nội dung tài liệu

VIETNAM NATIONAL UNIVERSITY, HANOI INTERNATIONAL SCHOOL *************** HOANG THI NGOC NHUNG BUSINESS STRATEGY DEVELOPMENT FOR RETAIL BANKING SERVICES IN BIDV HAI BA TRUNG MASTER THESIS HA NOI - 2021 VIETNAM NATIONAL UNIVERSITY, HANOI INTERNATIONAL SCHOOL *************** HOANG THI NGOC NHUNG BUSINESS STRATEGY DEVELOPMENT FOR RETAIL BANKING SERVICES IN BIDV HAI BA TRUNG XÂY DỰNG CHIẾN LƯỢC KINH DOANH DỊCH VỤ NGÂN HÀNG BÁN LẺ BIDV HAI BÀ TRƯNG Major: Master in Financial Management Code: 8340202.01QTD MASTER THESIS Supervisor: Dr. Nguyen, Thi Huong Lien HA NOI - 2021 ABSTRACT Thesis Title: Business strategy development for retail banking services in BIDV Hai Ba Trung Pages: 70 University: Vietnam National University Graduate School: International School Date: October, 2020 Degree: Master Graduate Student: Hoang Thi Ngoc Nhung Supervisor: Dr. Nguyen Thi Huong Lien Keywords: business strategy development, retail banking services, BIDV. This thesis focuses on analyzing retail banking services at BIDV Hai Ba Trung in the period from 2014 to 2018. The thesis will analyze the competitive situation in retail banking services under the perspective of the Porter Five model. Besides, the thesis will analyze the limitations of BIDV Hai Ba Trung and propose solutions. 1 ACKNOWLEDGEMENT First of all, I want to thank my supervisor, Dr. Nguyen Thi Huong Lien. During my master's thesis, I received a lot of help and new knowledge from my supervisor. It can be said that, with the help of Dr. Nguyen Thi Huong Lien, I have reached a new milestone in my research journey. Besides, I would also like to thank all lecturers at VNU – International School. These lecturers did not stop sharing their knowledge as well as motivated me to try hard during this thesis. Finally, I also want to thank my friends in the MFM1 class, who always assist me in the process of studying and implementing this thesis. Thank you! Author Hoang Thi Ngoc Nhung 2 TABLE OF CONTENTS ABSTRACT . 2 TABLE OF CONTENTS. 3 LIST OF FIGURES AND TABLES .1 BACKGROUND OF THE STUDY .3 RESEARCH OBJECTIVES AND QUESTIONS .4 SCOPE OF THE STUDY.5 SIGNIFICANT OF THE STUDY .6 STRUCTURE OF THE STUDY . 10 CHAPTER 2: LITERATURE REVIEW .1 FRAMEWORK OF BUSINESS STRATEGY .2 CONCEPT OF RETAIL BANKING .3 DEVELOPMENT FOR RETAIL BANKING SERVICES .4 MAIN FEATURES OF RETAIL BANKING SERVICES .1 FRAMEWORK OF QUALITATIVE RESEARCH METHOD .1 Porter’s Five Forces Model . 35 CHAPTER 4: DATA ANALYSIS AND FINDINGS .1 CURRENT SITUATION OF BIDV HAI BA TRUNG .2 CURRENT SITUATION OF BIDV HAI BA TRUNG RETAIL BANKING STRATEGY .1 BIDV Hai Ba Trung level of strategy .2 BIDV Hai Ba Trung shift of retail banking .3 EVALUATION ON BIDV HAI BA TRUNG RETAIL BANKING SERVICE STRATEGY BY PORTER’S FIVE FORCES MODEL .1 Customer banking focus .2 Internal Promotions to Cross-Sell Services.3 Customer Relationship Management (CRM) .4 Extended Hours, Services and Locations .5 New customer incentives .1 RECOMMENDATIONS FOR BIDV HAI BA TRUNG .2 Recommendations for products specialization .3 Recommendations for competitive advantages .4 Developing distribution networks and channels, especially modern distribution channels .4 Recommendations for marketing strategy .2 LIMITATIONS OF RESEARCH .3 RECOMMENDATIONS FOR FUTURE RESEARCH . 73 4 LIST OF FIGURES AND TABLES Figure 1 BIDV Hai Ba Trung Structure.39 Figure 2 Credit cards usage in Hanoi from 2017 to 2019.48 Figure 3 International credit card growth from 2017 to 2019 (Unit: Billions Dongs) .50 Table 1 Increase of new credit cards from 12/2014 to 12/2018 .47 Table 2 New international credit cards promulgation from 2014 to 2019 .49 Table 3 Number of new card issuance from 2014 to 2019 .54 Table 4 Capital mobilization of BIDV Hai Ba Trung .56 Table 5 Credit performance of BIDV Hai Ba Trung (Unit: Billion VND) .58 5 LIST OF ABERRATION ATM Automated Teller Machine BIDV Bank for Investment and Development of Vietnam MBbank Military Commercial Joint Stock Bank HSBC Hongkong and Shanghai Banking Corporation Limited POS Point of sale Vietcombank Joint Stock Commercial Bank for Foreign Trade of Vietnam 6 CHAPTER 1: INTRODUCTION 1.1 Background of the study Since the economic bailout package during the 2008 economic crisis, Vietnam banking industry has been accelerating for more than a decade. 1) identifies a steady growth of credit growth rate from October 2016 to October 2019. Specifically, credit growth of the economy reached 9.89% in October 2019, which is close to the average of the same period three years ago, 11. By the growth rate of credit, more players have joined in Vietnam banking industry. According to the report of State Bank of Vietnam (SBV) (SBV, 2019, pp. 5–7), there are five state-owned and thirty-five joint-stock commercial banks. Besides, foreign banks and financial groups have also started to exploit the market through branches or representative offices since 2008. Along with the increase in the number of players, the government equalization policy of the banking system has also directly risen the competition. The focus on developing retail banking services is an inevitable result due to the increased competitiveness of the market. 26–28) argues that retail banking has played as an important core role of local commercial banks since post-financial crisis period in 2008. With high population and GPD per capita of US$2,700 in 2019 (World Bank, 2020), the financial inclusion in Vietnam has not met the expectation as its potential, since only 31% of population own bank accounts (World Bank, 2019, pp. Debit card and credit card ownership also stayed at low rate in 2019, which were 27% and 4% of total population respectively (World Bank, 2019, pp. The development of retail banking services has become a banking-business- phenomena, since many commercial banks target developing retail banking business models. However, it is asserted that local commercial banks do not deploy 7 sustainable development model since there is high non-performing loans (NPL) across banking sector. 10–11) reported that NPL ratio in Vietnamese banking industry is exceed 5%. In addition, the banks are more focusing on retail credit growth rather than developing good retail banking services quality in which customers‘ needs and demands are placed in the central of their retail banking business models. Moreover, when Vietnam joined Word Trade Organization since late 2006, it is expected that the country‘s banking system must be opened for foreign financial institutions to presence and to do business in Vietnam. These players have high experiences in retail banking services and they have qualified system to support the delivery of the services. Therefore, it is expected that local commercial banks will face up with higher competition in retail banking services. BIDV Hai Ba Trung is one of the biggest branches of Bank for Investment and Development of Vietnam (BIDV). The branch was established since 2009 and its objective is to deliver qualified banking services to the customers located in Hai Ba Trung District, Hanoi City. The banking services of BIDV Hai Ba Trung consists of banking solutions to both retail and corporate customers and traditional services are lending, savings, international payments, money transfer, card services, etc. After more than 10 years of doing business, sales revenues and profit of BIDV Hai Ba Trung have been dropped significantly in 2018 and mostly coming from retail lending portfolio. In more detail, total retail lending portfolio has been decreased from VND625 billion in the end of 2017 to VND543 billion in the end of 2018. The branch cannot attract higher number of new customers and most of credit are sourced from existing customers. In this context, the branch‘s managers perceive that the branch need to improve the current business strategy related to retail banking services. Thus, the researcher selects "Business strategy 8 development for retail banking services in BIDV Hai Ba Trung" as master's thesis research topic.2 Research problems The entire financial services industry is undergoing drastic changes. New technology, increased regulation, and expansion of digital channels have come together to create a really interesting time for retail banks. Retail banking is more competitive than ever. Community banks, credit unions, and national banks are all competing for the same customers. Now that pretty much every aspect of banking can be done online, a banks‘ target audience and competitive market are no longer defined by its geography but instead by banking regulation, technology, and advertising budgets (Vennli, n. The future market leaders will address these challenges by driving business improvements through data and analytics. They will differentiate themselves from competitors by their ability to quickly turn customer data into actionable insights. They will find new ways to incorporate the customers‘ voice into the strategic decision-making process before investing limited resources in costly initiatives that won‘t pan out. To keep up with the pace of change and differentiate in an increasingly crowded market, banks have no choice but to look first to the customer in order to find their path forward.3 Research objectives and questions The central question of this research project is ‗How does BIDV Hai Ba Trung improve the business strategy for retail banking services?‘. Thus, the two main objective is as following: i. Analyzing current business strategy for retail banking services of BIDV Hai Ba Trung; and ii. Finding competitive advantages of BIDV Hai Ba Trung comparing with other banks in the same area; and 9 iii. Formulating of developing recommendation for business strategy of BIDV Hai Ba Trung. Accordingly, the aims are including (i) to identify key strengths; weaknesses; opportunities and threats related to retail banking services currently provided by BIDV Hai Ba Trung; (ii) to analyze the competitive position of BIDV Hai Ba Trung in retail banking services in the location; (iv) to propose developing recommendation for business strategies to further improvement of retail banking services provided by BIDV Hai Ba Trung.4 Scope of the study In terms of geography, the study focuses on policies at BIDV Hai Ba Trung. In terms of time range, the analyzed policies are in the period from 2017 to 2019.5 Significant of the study In the current innovation-focused society, the banks need to be responsive to change. An effective business strategy will allow the organization to predict and meet the changing demands of the current market.6 Structure of the study The thesis consists of five chapters, as following: Chapter 1: Introduction: In this chapter, background of banking industry and policies of BIDV Hai Ba Trung relating to retail banking services will be clarified. The proposal of research scope and subject are also mentioned in this chapter. Chapter 2: Literature Review: Chapter 2 is developed for the purpose of collecting scientific research related to previous retail banking services. These departmental studies are the premise for the development of the thesis. Specifically, this chapter explores concept of business strategy and determines key criteria of retail banking services. 10 Chapter 3: Methodology: In this chapter, the researcher will analyze the suitable methods for the research. Porter's Five Forces Model, Value Chain Analysis and Competition Analysis will be described in this chapter. The relevant studies will also be analyzed to reinforce the thesis. Chapter 4: Analysis and Finding: Chapter 4 focuses on analyzing the current business strategy relating to retail banking of BIDV Hai Ba Trung through the methods in chapter 3. Based on the analysis results, the writer will draw on the weaknesses and opportunities of BIDV Hai Ba Trung in the field of retail banking. In addition, comparative analysis will also be conducted between BIDV Hai Ba Trung and several other banks in the same location. Finally, based on the results obtained, the researcher will suggest a recommendation for development of retail banking services strategy. Chapter 5: Conclusion and Recommendations: In this chapter, the researcher will summarize the key findings which are accumulated during the writing process. It also highlights the limitations of the study as well as recommendation for future researches. 11 CHAPTER 2: LITERATURE REVIEW 2.1 Framework of business strategy Enter the long-term strategic solution: an enterprise services framework. This standards-based architecture uses industry-leading technology and universal services to connect every banking solution to a comprehensive integration platform, which disperses information across all systems and channels.