Luận văn thạc sĩ về chiến lược kinh doanh ngân hàng bán lẻ tại BIDV từ 2011 đến 2015

Luận văn thạc sĩ kinh tế phân tích kinh doanh quốc tế mba 112, đánh giá thực trạng, chỉ ra hạn chế, đề xuất giải pháp khả thi cho thực tiễn.

• Tác giả: Nguyen The Thang
• Trường học: Griggs University
• Chuyên ngành: Global Advanced Master of Business Administration
• Đề tài: Chiến Lược Kinh Doanh Cho Ngân Hàng Bán Lẻ Tại BIDV Giai Đoạn 2011-2015
• Loại tài liệu: Capstone Project Report
• Năm xuất bản: 2011
• Địa điểm: Ha Noi

Mục lục chi tiết

• 1. CHAPTER 1: THEORICAL : THEORETICAL BACKGROUND OF THE CAPSTONE
• 1.1. Business strategy - Definition, roles and attributes
• 1.2. Vision and missions
• 1.3. Internal and External environment analysis
• 1.4. Building Matrix for selecting business strategy
• 1.5. Introduction to the retail banking
• 1.6. Retail banking environment
• 2. CHAPTER 2: BIDV RETAIL BANKING RESULTS FROM 2008-2010
• 2.1. Introductions to BIDV
• 2.2. Introduction to the retail banking
• 2.3. History and operational features of BIDV
• 2.4. The roles of retail banking in the commercial bank
• 2.5. The models of retail banking in the world
• 2.6. Retail banking environment in Vietnam banking system
• 2.7. Assessing retail banking operational results of BIDV from 2008-2010
• 2.8. Some problems to be overcome in retail banking
• 2.9. Building business strategy for retail banking in BIDV from 2011-2015
• 2.10. Analyzing and assessing environment on retail banking in the future
• 2.11. Opportunities and threats accessing
• 3. CHAPTER 3: BIDV RETAIL BANKING BUSINESS STRATEGY AND SOLUTIONS TO IMPLEMENT IN THE PERIOD FROM 2011 – 2015
• 3.1. BIDV operational targets and retail banking objectives from 2011 – 2015
• 3.2. Vision, core values
• 3.3. BIDV’s equitization process
• 3.4. Choosing new business strategy for retail banking
• 3.5. SWOT Matrix synthetic
• 3.6. Strategy selection by Great Model
• 3.7. Solutions for business strategy for retail banking from 2011 - 2015
• 3.8. Plan to implement the new business strategy for retail banking
• 3.9. Recommendations to authorities
• 3.9.1. Recommendations to the Government
• 3.9.2. Recommendations to SBV
• Appendix
• Appendix 1. Retail Banking in some major banks
• Appendix 2. Current organisational chart of retail banking operation in BIDV’s head office
• Appendix 3. Building business strategy matrix
• Appendix 4. Retail Products catalogs of BIDV, ACB and Vietcombank
• Appendix 5. Plan to implement retail banking business of BIDV in the period of 2011-2015

Tóm tắt

I. Tổng quan về chiến lược kinh doanh ngân hàng bán lẻ tại BIDV

Ngân hàng Bán lẻ tại BIDV đã trải qua nhiều thay đổi quan trọng trong giai đoạn 2011-2015. Chiến lược kinh doanh của ngân hàng này không chỉ tập trung vào việc mở rộng dịch vụ mà còn nhằm nâng cao chất lượng phục vụ khách hàng. Trong bối cảnh cạnh tranh ngày càng gia tăng, BIDV đã xác định rõ tầm quan trọng của việc phát triển ngân hàng bán lẻ như một phần không thể thiếu trong chiến lược tổng thể của mình.

1.1. Định nghĩa và vai trò của ngân hàng bán lẻ

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 dịch vụ tài chính mà còn là cầu nối giữa ngân hàng và khách hàng, giúp ngân hàng hiểu rõ hơn về nhu cầu của thị trường.

1.2. Tình hình ngân hàng bán lẻ tại BIDV trước năm 2011

Trước năm 2011, BIDV chủ yếu tập trung vào các dịch vụ ngân hàng truyền thống. Tuy nhiên, với sự gia tăng cạnh tranh từ các ngân hàng khác, BIDV đã nhận ra cần phải thay đổi để đáp ứng nhu cầu ngày càng cao của khách hàng.

II. Thách thức trong việc phát triển ngân hàng bán lẻ tại BIDV

Trong giai đoạn 2011-2015, BIDV đã phải đối mặt với nhiều thách thức trong việc phát triển ngân hàng bán lẻ. Sự cạnh tranh từ các ngân hàng nước ngoài và các ngân hàng trong nước đã tạo ra áp lực lớn. Ngoài ra, sự thay đổi nhanh chóng của công nghệ cũng là một yếu tố cần được xem xét.

2.1. Cạnh tranh từ các ngân hàng nước ngoài

Sự gia nhập của các ngân hàng nước ngoài vào thị trường Việt Nam đã tạo ra một môi trường cạnh tranh khốc liệt. Các ngân hàng này thường có lợi thế về công nghệ và nguồn lực tài chính.

2.2. Thay đổi trong nhu cầu của khách hàng

Khách hàng ngày càng đòi hỏi nhiều hơn về chất lượng dịch vụ và sự tiện lợi. Điều này đặt ra thách thức lớn cho BIDV trong việc cải thiện dịch vụ ngân hàng bán lẻ của mình.

III. Phương pháp phát triển ngân hàng bán lẻ tại BIDV giai đoạn 2011 2015

Để đối phó với những thách thức, BIDV đã triển khai nhiều phương pháp phát triển ngân hàng bán lẻ. Những phương pháp này không chỉ giúp nâng cao chất lượng dịch vụ mà còn tạo ra sự khác biệt trong mắt khách hàng.

3.1. Đầu tư vào công nghệ

BIDV đã đầu tư mạnh mẽ vào công nghệ thông tin để cải thiện trải nghiệm của khách hàng. Việc áp dụng công nghệ mới giúp ngân hàng tối ưu hóa quy trình và nâng cao hiệu quả hoạt động.

3.2. Đào tạo nguồn nhân lực

Đào tạo nhân viên là một phần quan trọng trong chiến lược phát triển. BIDV đã chú trọng đến việc nâng cao kỹ năng và kiến thức cho đội ngũ nhân viên để phục vụ khách hàng tốt hơn.

IV. Kết quả đạt được từ chiến lược ngân hàng bán lẻ tại BIDV

Chiến lược phát triển ngân hàng bán lẻ của BIDV trong giai đoạn 2011-2015 đã mang lại nhiều kết quả tích cực. Doanh thu từ dịch vụ ngân hàng bán lẻ đã tăng trưởng đáng kể, đồng thời số lượng khách hàng cũng gia tăng.

4.1. Tăng trưởng doanh thu

Doanh thu từ dịch vụ ngân hàng bán lẻ đã tăng trưởng mạnh mẽ, cho thấy sự thành công trong việc thu hút khách hàng và mở rộng thị trường.

4.2. Mở rộng mạng lưới chi nhánh

BIDV đã mở rộng mạng lưới chi nhánh và điểm giao dịch, giúp khách hàng dễ dàng tiếp cận dịch vụ ngân hàng hơn.

V. Kết luận và triển vọng tương lai cho ngân hàng bán lẻ tại BIDV

BIDV đã có những bước tiến quan trọng trong việc phát triển ngân hàng bán lẻ. Tuy nhiên, để duy trì và phát triển bền vững, ngân hàng cần tiếp tục đổi mới và cải tiến dịch vụ. Triển vọng tương lai cho ngân hàng bán lẻ tại BIDV là rất khả quan nếu ngân hàng tiếp tục nỗ lực trong việc nâng cao chất lượng dịch vụ.

5.1. Định hướng phát triển bền vững

BIDV cần xác định rõ định hướng phát triển bền vững cho ngân hàng bán lẻ, tập trung vào việc cải thiện chất lượng dịch vụ và sự hài lòng của khách hàng.

5.2. Tích cực áp dụng công nghệ mới

Việc áp dụng công nghệ mới sẽ giúp BIDV nâng cao hiệu quả hoạt động và đáp ứng tốt hơn nhu cầu của khách hàng trong tương lai.

Trích đoạn nội dung tài liệu

CAPSTONE PROJECT REPORT BUILDING BUSINESS STRATEGY FOR RETAIL BANKING IN BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM (BIDV) FROM 2011 TO 2015 Nguyen The Thang Le Thi Phuong Hai Nguyen Hai Yen Dang Van Hai Class: GaMBA 01.N06 HA NOI 2011 GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM CAPSTONE PROJECT REPORT BUILDING BUSINESS STRATEGY FOR RETAIL BANKING IN BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM (BIDV) FROM 2011 TO 2015 Group Number : 5 Student’s name :Nguyen The Thang Le Thi Phuong Hai Nguyen Hai Yen Dang Van Hai HA NOI 2011 ACKNOWLEDGEMENTS We pledge that the report “Building business strategy for retail banking in the Bank for Investment and Development of Vietnam (BIDV) from 2011 to 2015” is our own research. All contents and results of the report are true and have not been published in any other researches. Data and figures used in the report are accurate and their sources are all clearly stated. TABLE OF CONTENTS CHAPTER 1: THEORICAL : THEORETICAL BACKGROUND OF THE CAPSTONE.

Business strategy - Definition, roles and attributes. The roles of the business strategy. Business strategy characteristics. Process for building business strategy.

Vision and missions. Internal and External environment analysis. Building Matrix for selecting business strategy.1 External environment analysis .2 Internal environment analysis. Assessing the effects of the built3 Building Matrix for selecting business strategy.

Introduction to the retail banking.1 External Factors Matrix. The roles of retail banking in the commercial bank.2 Internal Factors Matrix. The models of retail banking in the world. Retail banking environment in Vietnam banking system.5 GREAT Matrix to choose the best business strategy.

Retail banking environment. 14 CHAPTER 2: BIDV RETAIL BANKING RESULT FROM 2008-2010.5 Assessing the effects of the built business strategy.1 Introductions to BIDV.3 Introduction to the retail banking .1 History and operational features of BIDV.1 The roles of retail banking in the commercial bank.The Bank’s organization and network .2 The models of retail banking in the world .Banking operational results of BIDV from 2008-2010 .4 Retail banking environment in Vietnam banking system. Assessing retail banking operational results of BIDV from 2008-2010.2 Retail banking environment. Some problems to be overcome in retail banking.

Building business strategy for2 Overview of the retail banking in BIDV from 2011-2015. Analyzing and assessing environment on retail banking in the future CHAPTER 2 : BIDV RETAIL BANKING RESULTS FROM 2008-2010. Opportunities and threats accessing.1 Introductions to BIDV. Building business strategy for retail banking in BIDV from 2011-2015 basing on the current conditions.1 History and operational features of BIDV.

20 CHAPTER III: BUILDING RETAIL BANKING BUSINESS STRATEGY AND SOLUTIONS TO IMPLEMENT THE NEW STRATEGY FOR BIDV IN THE PERIOD FROM 2011 – 2015.2 The Bank’s organization and network. BIDV operational targets and retail banking objectives from 2011 – 2015.3 Bank operational results of BIDV from 2008-2010.2 Assessing retail banking operational results of BIDV from 2008-2010. Vision, core values.BIDV’s equitization process .1 Mobilizing capitals from individuals and households .2 Lending activities to private customers. Choosing new business strategy for retail banking.3 Retail banking services.

SWOT Matrix sythetic.4 Retail banking network. Strategy selection by Great Model 2.2 Some problems to be overcome in retail banking. Solutions for business strategy for retail banking from 2011 - 2015.3 Building business strategy for retail banking in BIDV from 2011-2015.1 Analyzing and assessing environment on retail banking in the future. Human resource management.

Plan to implement the new business strategy for retail banking.2 Industry analysis – Michael Porter’s Five Forces Model. Recommendations to authorities. Recommendations to the Government.2 Opportunities and threats accessing. Recommendations to SBV 2.3 Building business strategy for retail banking in BIDV from 2011-2015 basing on the current conditions.39 Appendix 1: Retail Banking in some major banks.1 Resources, core value of the BIDV.

39 Appendix 2: Current organisational chart of retail banking operation in BIDV’s head offcice.2 Strengths and weaknesses. Current Operational chart in Branches.3 Building business strategy matrix. 42 Appendix 4: Retail Products catalogs of BIDV, ACB and Vietcombank.CHAPTER 3 : BIDV RETAIL BANKING BUSINESS STRATEGY AND SOLUTIONS TO IMPLEMENT IN THE PERIOD FROM 2011 – 2015.53 Appendix 5: Plan to implement retail banking business of BIDV in the period of 2011-2015.1 BIDV operational targets and retail banking objectives from 2011 – 2015.2 Vision, core values.3 BIDV’s equitization process.2 Choosing new business strategy for retail banking.1 SWOT Matrix synthetic.2 Strategy selection by Great Model.3 Solutions for business strategy for retail banking from 2011 - 2015.1 Improving the management capacity.2 Complete the model of retail banking management and operation.1 Develop a solid customer base and maximize customer value.2 Enhancing research and development of retail banking products and service.3 Develop and improve the efficiency of network and distribution channels.4 Promoting communication and marketing activities in retail banking.4 Human resource management.4 Plan to implement the new business strategy for retail banking.5 Recommendations to authorities.1 Recommendations to the Government.2 Recommendations to SBV. 63 LIST OF ABBREVIATIONS ACB : Asia Commercial Bank ALCO : Asset/Liabilities Management Committee ArgribankAgribank : Bank for Agriculture and Rural Development of Vietnam ATM : Automatic Teller Machine BIDV : Bank for Investment and Development of Vietnam BIC : BIDV Insurance Company CAR : Capital Adequacy Ratio CPI : Consumer price index CIC : Credit Information Center CPM : Competitive Profile Matrix EFE : External Factor Evaluation matrix FDI : Foreign Direct Investment GDP : Gross Domestic Product HR : Human resources IFE : Internal factor environment matrix NPL : Non-performing loan M&A : Mergers and acquisitions POS : Point of sale RB : Retail Banking RBO : Retail Banking Operation SBV : The State Bank of Vietnam SOEs : State-owned enterprises VAS : Vietnamese accounting standards VCB : Joint stock Bank for Foreign Trade of Vietnam Vietinbank : Joint stock Bank for Industry and Trade of Vietnam WB : World Bank WTO : World Trade Organization LIST OF TABLES Table 1.1: BIDV’s business performances.

Retail Banking business performance result from 2008 to 30/6/2011. Retail loans according to purposes. BIDV’s banking network from 2008 to 6/2011. Business performance result of ATM.

Major macroeconomic indicators.7: Numbers of banks in Vietnam, 2001-2010. Fund mobilization from 2008 – June 2011. Outstanding retail loans - Mobilized fund from individuals of some major banks in Vietnam. Internal Factors Matrix.

External Factors Matrix. SWOT analysis for retail banking in BIDV. Main targets for BIDV’s retail banking operation in the period from 2011 – 2015.2 SWOT Matrix sythetic.3: The comparison of suggested strategies.4: GREAT model to choose a suitable strategy.1: BIDV’s business performances.2 Retail Banking business performance result from 2008 to 30/6/2011.3 Retail loan allocations according to purposes.4 BIDV’s banking network from 2008 to 6/2011.5 Business performance result of ATM.6 Major macroeconomic indicators.7 Numbers of banks in Vietnam, 2001-2010.8 Fund mobilization from 2008 – June 2011.9 Outstanding retail loans, mobilized of some Vietnamese banks - 2010.10 Internal Factors Matrix.11 External Factors Matrix.13 Some indicators to compare between 6 banks (by the end of 2010).14 SWOT analysis for retail banking in BIDV.1 Main targets for BIDV’s RBO in the period from 2011 – 2015.2 SWOT Matrix synthetic.3 GREAT model to choose a suitable strategy.4 The comparison of suggested strategies.62 LIST OF FIGURES, GRAPHS Figure 1.1: Business Strategic Planning Process.Porter Five Forces Model. BCG Matrix of BIDV.1: Business Strategic Planning Process.

Porter Five Forces Model.1 BCG Matrix of BIDV.50 INTRODUCTION In the context of deeper and more comprehensive integration of Vietnam into the international economy, Vietnamese commercial banks have been facing with many challenges, such as the participation of multinational corporations which are powerful in finance, engineering and technology. In this situation, commercial banks are forced to have strong innovation in their business strategies. Once the economy was integrated, especially with the commitment of Vietnam to open domestic financial market for foreign investors, foreign commercial banks have powerful internal force as capital and technology will take many advantages to dominate the domestic market. How to stand firmly in the face of fierce competition of foreign banks is also the biggest challenge towards Vietnamese commercial banks.

Answer to it, many commercial banks has chosen to develop retail banking services as their sustainable and long term strategy. Practical experience has been proving the appropriateness of this strategy. Any commercial banks which built the strategy targeting to retail banking services gained success in dominating market and having marked revenue. Even though the initial revenue has not been significant yet but this is the sustainable revenue and could bring the long term development to the banks.

Vietnam retail banking market is assessed as a renewal and extremely potential market. Until now, most of commercial banks in Vietnam recognized the importance of developing retail banking service. Hence, the competition between commercial banks in Vietnam in the field of retail banking is increasingly strong. Typical rivals are large commercial banks with optimum strategies built since the initial establishment, State owned banks with strength of scale and human resource and foreign banks with full experience and modern technology which are penetrating deeply into the retail banking field.

BIDV is a commercial bank with long history of operation, experience and takes advantage in providing banking service for large enterprises. BIDV’s service for 1 individuals and households has limited and still not been taken care in adequate to its potential. To accomplish the objectives of developing stably, safely, effectively, meeting the requirement of international integration as well as reaching to international practice and standard, BIDV need to boost its retail banking service, expand and strengthen it and take it to be the core activities of BIDV. During recent years, in order to enhance its competitive capacity, BIDV has been diversifying, pushing some activities such as investing in technological base, developing banking service, enlarge the network of branches, transaction offices, ATM system, internet banking distribution channel…These are extremely important foundation to improve retail banking service of BIDV in future.

Retail banking business is a rather new activity of BIDV, thus, it is absolutely necessary to build the “Business strategy for retail banking in BIDV in the period from 2011-2015” to bring awareness of position and importance of retail banking activities, in line with determining clear objectives, orientation and logical route for the development of retail banking business. The capstone consists of three chapters as follows: CHAPTER 1: THEORICALTHEORETICAL BACKGROUND OF THE CAPSTONE CHAPTER 2: BIDV RETAIL BANKING RESULTS FROM 2008-2010 CHAPTER 3 : RETAIL BANKING BUSINESS STRATEGY AND SOLUTIONS TO IMPLEMENT IN THE PERIOD FROM 2011 – 2015 2 CHAPTER 1 CHAPTER 1: THEORICAL 3 CHAPTER 2 : THEORETICAL BACKGROUND OF THE CAPSTONE 1.1 Business strategy - Definition, roles and attributes 2.1 Definition Each researcher has his own opinions, views and remarks on strategy. In this capstone, we mention some definition of strategy as followings: Quinn (1980) defined strategy as an illustration or plan which integrates key objectives, policies and chain of activities in a whole tight composition.Gluek (1972) defined strategy precisely as: “A unified, comprehensive and integrated plan designed to assure that the basic objectives of the enterprise are achieved”. The three adjectives, which GlueckGluek has used to define a plan, make the definition quite adequate.

‘Unified’ means that the plan joins all the parts of an enterprise together; ‘comprehensive’ means it covers all the major aspects of the enterprise, and ‘integrated’ means that all parts of the plan are compatible with each other. Johnson and Scholes (1999) described “Strategy is the direction and scope of an organization in the long-term in order to achieve advantage for the organization through its arrangement of resources within a demanding environment, to meet the markets and to complete the stakeholder expectations” Le el at (2009) summarized that strategy is an orientation and scope of an organization in long term in order to gain the competitive advantage for institution by defining all resources in a changing environment to meet the market demand and satisfy expectations of stakeholders.