Luận văn thạc sĩ về chiến lược kinh doanh cho Ngân hàng Thương mại Cổ phần Hàng hải Việt Nam

Luận văn thạc sĩ nghiên cứu kinh doanh quốc tế mba 227, đánh giá hiện trạng, phân tích vấn đề, đề xuất biện pháp hoàn thiện trong lĩnh vực kinh tế.

• Tác giả: Nguyen Manh Hung
• Trường học: Griggs University
• Chuyên ngành: Master of Business Administration
• Đề tài: Chiến Lược Kinh Doanh Cho Ngân Hàng Thương Mại Cổ Phần Hàng Hải Việt Nam Giai Đoạn 2012-2015
• Loại tài liệu: Capstone Project Report
• Năm xuất bản: 2011
• Địa điểm: Hanoi

Mục lục chi tiết

• ACKNOWLEDGEMENT
• TABLE OF CONTENT
• LIST OF FIGURES AND TABLES
• LIST OF ABBREVIATIONS
• INTRODUCTION
• 0.1. Necessity of the research
• 0.2. Research objectives
• 0.3. Methodology
• 0.4. Research structure
• 1. CHƯƠNG 1: LITERATURE REVIEW OF BUSINESS STRATEGY
• 1.1. Definition of business strategy
• 1.1.1. What is strategy?
• 1.1.2. What is business strategy?
• 1.2. Types of business strategy
• 1.3. Process of building business strategy
• 1.4. Tools to build a business strategy
• 1.4.1. Five forces model of Michael Porter
• 1.4.2. PEST model
• 2. CHƯƠNG 2: ANALYSIS BUSINESS SITUATION OF VIETNAM MARITIME COMMERCIAL JOINT STOCK BANK
• 2.1. Introduction of Maritime Bank
• 2.2. Establishment and development
• 2.3. Vision, mission and core value
• 2.4. External environment analysis
• 2.4.1. Macro environment according to PEST model
• 2.4.2. Banking sector environment
• 2.4.3. Overview of Vietnam banking system
• 2.4.4. Competition in Vietnam banking market (5-force model)
• 2.4.5. Analysis external factors (EFE)
• 2.5. Internal environment analysis
• 2.5.1. Internal factors of Maritime bank
• 2.5.2. Analysis internal factors (IFE)
• 3. CHƯƠNG 3: RECOMMENDATIONS TO BUILD BUSINESS STRATEGY FOR VIETNAM MARITIME COMMERCIAL JOINT STOCK BANK IN 2012 – 2015
• 3.1. Objective and development orientation of Maritime Bank from 2012-2015
• 3.2. Building business strategy for Maritime bank in 2012-2015
• 3.3. Strategy selection by Great Model
• 3.4. Recommendations to implement chosen strategy
• 3.4.1. Personal customer segment
• 3.4.2. Corporate customer segment

Tóm tắt

I. Tổng quan về Chiến lược kinh doanh Ngân hàng Thương mại Cổ phần Hàng hải Việt Nam

Ngân hàng Thương mại Cổ phần Hàng hải Việt Nam (Maritime Bank) đã có những bước phát triển mạnh mẽ từ năm 2012 đến 2015. Giai đoạn này đánh dấu sự chuyển mình quan trọng trong việc xây dựng chiến lược kinh doanh ngân hàng nhằm nâng cao năng lực cạnh tranh và đáp ứng nhu cầu của thị trường. Việc áp dụng các mô hình phân tích như SWOT và PEST đã giúp Maritime Bank xác định được những cơ hội và thách thức trong môi trường kinh doanh.

1.1. Lịch sử hình thành và phát triển của Maritime Bank

Maritime Bank được thành lập vào năm 1991, với mục tiêu cung cấp dịch vụ tài chính chất lượng cao. Qua các năm, ngân hàng đã mở rộng mạng lưới và nâng cao dịch vụ, từ đó tạo dựng được lòng tin từ khách hàng.

1.2. Tầm nhìn và sứ mệnh của Maritime Bank

Maritime Bank hướng tới việc trở thành một trong những ngân hàng hàng đầu tại Việt Nam, cung cấp dịch vụ tài chính đa dạng và hiện đại, đồng thời cam kết mang lại giá trị cho khách hàng và cộng đồng.

II. Thách thức trong việc xây dựng chiến lược kinh doanh cho Maritime Bank

Trong giai đoạn 2012-2015, Maritime Bank phải đối mặt với nhiều thách thức từ sự cạnh tranh gay gắt trong ngành ngân hàng. Các ngân hàng nước ngoài với công nghệ tiên tiến và nguồn vốn dồi dào đã tạo ra áp lực lớn. Để tồn tại và phát triển, Maritime Bank cần phải có những chiến lược phát triển ngân hàng hiệu quả.

2.1. Cạnh tranh từ các ngân hàng nước ngoài

Sự gia nhập của các ngân hàng nước ngoài đã làm tăng cường độ cạnh tranh trong ngành ngân hàng Việt Nam. Maritime Bank cần phải cải thiện chất lượng dịch vụ và công nghệ để thu hút khách hàng.

2.2. Thay đổi trong nhu cầu của khách hàng

Khách hàng ngày càng đòi hỏi cao hơn về dịch vụ ngân hàng, từ tốc độ giao dịch đến sự tiện lợi. Maritime Bank cần phải nắm bắt xu hướng này để điều chỉnh chiến lược kinh doanh.

III. Phương pháp xây dựng chiến lược kinh doanh cho Maritime Bank

Để xây dựng chiến lược phát triển ngân hàng, Maritime Bank đã áp dụng nhiều phương pháp phân tích khác nhau. Việc sử dụng mô hình năm lực lượng của Michael Porter giúp ngân hàng hiểu rõ hơn về môi trường cạnh tranh và từ đó đưa ra các quyết định chiến lược phù hợp.

3.1. Phân tích môi trường bên ngoài bằng mô hình PEST

Mô hình PEST giúp Maritime Bank đánh giá các yếu tố chính trị, kinh tế, xã hội và công nghệ ảnh hưởng đến hoạt động kinh doanh. Điều này giúp ngân hàng nhận diện được các cơ hội và thách thức trong tương lai.

3.2. Sử dụng mô hình SWOT để xác định điểm mạnh và điểm yếu

Phân tích SWOT cho phép Maritime Bank nhận diện được các điểm mạnh như mạng lưới chi nhánh rộng lớn và điểm yếu như công nghệ chưa hiện đại. Từ đó, ngân hàng có thể xây dựng các chiến lược phù hợp để phát triển.

IV. Ứng dụng thực tiễn của chiến lược kinh doanh tại Maritime Bank

Việc áp dụng các chiến lược kinh doanh đã mang lại nhiều kết quả tích cực cho Maritime Bank. Ngân hàng đã tăng trưởng về doanh thu và mở rộng thị phần trong giai đoạn 2012-2015. Các dịch vụ ngân hàng điện tử và sản phẩm tài chính mới đã thu hút được nhiều khách hàng.

4.1. Tăng trưởng doanh thu và lợi nhuận

Doanh thu của Maritime Bank đã tăng trưởng ổn định trong giai đoạn này, nhờ vào việc cải thiện chất lượng dịch vụ và mở rộng sản phẩm.

4.2. Mở rộng thị phần và nâng cao thương hiệu

Maritime Bank đã thành công trong việc nâng cao nhận diện thương hiệu và mở rộng thị phần thông qua các chiến dịch marketing hiệu quả.

V. Kết luận và triển vọng tương lai của Maritime Bank

Chiến lược kinh doanh của Maritime Bank trong giai đoạn 2012-2015 đã tạo nền tảng vững chắc cho sự phát triển trong tương lai. Ngân hàng cần tiếp tục đổi mới và cải tiến để đáp ứng nhu cầu ngày càng cao của khách hàng và duy trì vị thế cạnh tranh.

5.1. Định hướng phát triển trong tương lai

Maritime Bank sẽ tiếp tục đầu tư vào công nghệ và phát triển dịch vụ ngân hàng điện tử để phục vụ khách hàng tốt hơn.

5.2. Tăng cường quản lý rủi ro trong hoạt động ngân hàng

Ngân hàng cần chú trọng đến việc quản lý rủi ro để đảm bảo an toàn tài chính và bảo vệ lợi ích của khách hàng.

Trích đoạn nội dung tài liệu

X0310 - GROUP 5 GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM CAPSTONE PROJECT REPORT BUILDING BUSINESS STRATEGY FOR VIETNAM MARITIME COMMERCIAL JOINT STOCK BANK FROM 2012 TO 2015 Group Number: 5 Class: GaMBA01.X0310 Student’s name: 1- Nguyen Manh Hung (GL) 2- Nguyen Hong Lam 3- Tran Thi Hoai Thu 4- Vu Thanh Thuy 5- Ngo Anh Son HANOI: 2011 1 X0310 - GROUP 5 ACKNOWLEDGEMENT In the first words, I would like to send my best thankfulness to teachers and professors in Centre for Educational Technology and Career Development – Higher Education – Vietnam National University, America Griggs University for creating the best favorable situation for all trainees during the whole course, especially, when we carrying out this capstone project report. Our group also thank to Board of Directors of Vietnam Maritime Commercial Joint Stock Bank and related sections for guiding enthusiastically and providing necessary data for us to complete this report. Despite of trying our best in studying and collecting data, the report still have some unavoidable shortcomings. We sincerely hope to receive comments of teachers and friends to makes it more meaning full.

COMMITMENT Our group commit that this is our special work. Data and figures in this report are accurate, our analysis and conclusions have not been announced in any other scientific research. Hanoi, Nov 22nd 2011 Nguyen Manh Hung Group Leader 2 X0310 - GROUP 5 TABLE OF CONTENT ACKNOWLEDGEMENT.2 TABLE OF CONTENT. 3 LIST OF FIGURES AND TABLES.3 LIST OF ABBREVIATIONS.

Necessity of the research.3 CHAPTER 1: LITERATURE REVIEW OF BUSINESS STRATEGY. Definition of business strategy.1 What is strategy?. What is business strategy?. Types of business strategy.

Process of building business strategy. Tools to build a business strategy. Five forces model of Michael Porter. EFE & IFE matrix.

Internal Factors Evaluation. External Factors Evaluation.… 24 CHAPTER 2: ANALYSIS BUSINESS SITUATION OF VIETNAM MARITIME COMMERCIAL JOINT STOCK BANK. Introduction of Maritime Bank. Establishment and development.

Vision, mission and core value. External environment analysis. Macro environment according to PEST model. Banking sector environment.

Overview of Vietnam banking system. Competition in Vietnam banking market (5-force model). Analysis external factors (EFE). Internal environment analysis.

Internal factors of Maritime bank. Analysis internal factors (IFE).3 CHAPTER 3: RECOMMENDATIONS TO BUILD BUSINESS STRATEGY FOR VIETNAM MARITIME COMMERCIAL JOINT STOCK BANK IN 2012 – 2015 3 3. Objective and development orientation of Maritime Bank from 2012-2015. Building business strategy for Maritime bank in 2012-2015.

Strategy selection by Great Model. Recommendations to implement chosen strategy. Personal customer segment. Corporate customer segment.

3 5 X0310 - GROUP 5 LIST OF FIGURES AND TABLES Figure 1.1 Type of business strategy.2 Process of Building Business Strategy.1 Chartered capital of Maritime Bank over years.2 Maritime Bank’s product & services.3 Vietnam & Asean Growth Rates: Pre-crisis vs.4 Inflation dynamics of Vietnam during the last four years.5 Vietnam Index of Macroeconomics Stability from 2006 to 05/2011.6 Market share of Vietnam commercial banks.7 Gross NPL ratios of Vietnamese banks from 2003 to 2008.8 Key indicators of Vietnam banking system from 2006 to 2008.9 Five-force model of Vietnam banking market.10 Maritime Corporate Bank loan & deposits.11 Operation of Maritime corporate bank.12 Number of customers & retail deposits of Maritime Bank.13 Direct Sales Force Process of Maritime Bank.14 Operation of Maritime retail bank.15 Spent of mass media of Vietnam commercial banks 2010.16 Comparison in Marketing activities of Vietnam JSBs.1 Five-force model of Michael Porter 3 Table 1.3 TOWS Strategic Alternatives Matrix.4 Example of IFE matrix.5 Example of EFE matrix.1 Basic performance measures of Maritime Bank.3 Vietnam macro environment in PEST model.4 Foreign strategic stakes in Vietnamese banks.5 SWOT analysis of Sacombank.6 SWOT analysis of Habubank.7 SWOT analysis of Eximbank.8 Competitive Profile Matrix (CPM).9 EFE Matrix of Maritime bank.10 Maritime Bank IFE model.1 Maritime Bank’s development objective.2 Maritime Bank SWOT matrix.3 GREAT model to choose business strategy for Maritime Bank.4 The comparison of suggested strategies.3 7 X0310 - GROUP 5 LIST OF ABBREVIATIONS ACB Asia Commercial Bank ANZ Australian and New Zealand Bank ATM Automated teller machine CBI Consumer Behavior and Insights CEO Chief Executive Officer FDI Foreign Directed Investment GDP Gross Domestic Products HDI Human development index HSBC Hong Kong and Shanghai Bank Corporation JSC Joint Stock Company KPI Key performance indicators QCA Qualitative Comparative Analysis ROA Return on Asset SBV State bank of Vietnam SME Small and medium sized enterprises customer WTO World Trade Organization VND Vietnam dong 8 X0310 - GROUP 5 INTRODUCTION 1. Necessity of the research Banking and Finance is a completely open field in Vietnam’s joining WTO commitment with 7 year itinerary. The former Vice Governor of the State Bank, Mr. Phung Khac Ke, said that domestic banks must rapidly implement the plans to increase competencies so that they can face with the cut-throat competition.

Foreign banks have good reputation, good management skills, and big advantage in capital and technology and good access method as well so that they can attract customers right after penetrating Vietnam market. The pressure will increase when foreign banks are allowed to take part in money interbank and foreign exchange markets. Vietnamese banks, however, have advantage in business culture, hard working employees, and national-wide subsidiary network to all corners in Vietnam. Vietnam commercial bank system is changing clearly in scale, service quality, and service products, banking technology and competitive level and so on after 2 years of integration.

It shows that economic development orientation in general and banking system in particular are right and suitable with development rules of market economy. Maritime Bank also follows this rule. Until now, Maritime Bank has grown strongly, sustainably and created customer’s faith. The current chartered capital is 7.000 billion VND and total asset reach 120.

Number of branches increase rapidly from 16 branches in 2005 to 200 branches at the end of 2011. However, the rapid development also has the potential risks which need to be prevented by banking system. Therefore, Maritime Bank needs to build a business strategy in 3 years, from 2012 to 2015 with the clear and detail orientation so that they can achieve the objective to become one of the 5 biggest commercial joint stock banks in Vietnam. Regarding this objective, the capstone project authors choose the topic “Building business strategy for Vietnam maritime commercial joint stock bank from 2012 to 2015” 9 X0310 - GROUP 5 2.

Research objectives Find out a suitable business strategy for Maritime Bank in the next period together with solutions for the feasible and efficient implementation of this business strategy by follow activities: - Applying the theories of business strategy analysis and its application, we will analyze environmental factors and their effect on the business of Maritime Bank in order to know the business opportunities and threat analysis. - Base on internal environment analysis to define the strengths, weaknesses, mission, vision, objectives… to find out and suggest a business strategy for Maritime Bank in the next period together with solutions for the feasible and efficient implementation of this business strategy. Methodology The project is the combination of a great theory “strategic management” on practical business strategy building of a big corporation. To be successful in applying this theory, researchers used both qualitative and quantitative method in studying.

These methods are: - Collecting and analyzing method - Comparative analysis method - Specialist analysis method - Economic statistic method 4. Research structure The research is divided in 3 main parts as following: - Chapter 1: Literature review of business strategy - Chapter 2: Analysis business situation of Vietnam Maritime Commercial Joint Stock Bank - Chapter 3: Recommendations to build business strategy for Vietnam Maritime Commercial Joint Stock Bank in 2012 to 2015 10 X0310 - GROUP 5 CHAPTER 1: LITERATURE REVIEW OF BUSINESS STRATEGY 1. Definition of business strategy 1.1 What is strategy? The concept of strategy has been borrowed from the military and adapted for use in business. A review of what noted writers about business strategy have to say suggests that adopting the concept was easy because the adaptation required has been modest.

In business, as in the military, strategy bridges the gap between policy and tactics. Together, strategy and tactics bridge the gap between ends and means. Strategy is a term that comes from the Greek strategia, meaning "generalship." In the military, strategy often refers to maneuvering troops into position before the enemy is actually engaged. In this sense, strategy refers to the deployment of troops.

Once the enemy has been engaged, attention shifts to tactics. Here, the employment of troops is central. Substitute "resources" for troops and the transfer of the concept to the business world begins to take form. According to Henry Mintzberg, in his 1994 book, The Rise and Fall of Strategic Planning, he points out that people use "strategy" in several different ways, the most common being these four: - Strategy is a plan, a "how," a means of getting from here to there.

- Strategy is a pattern in actions over time; for example, a company that regularly markets very expensive products is using a "high end" strategy. - Strategy is position; that is, it reflects decisions to offer particular products or services in particular markets. - Strategy is perspective, that is, vision and direction 1. What is business strategy? Similar to strategy concept, business strategy is a business plan that takes place long-term in order to help achieve a specific goal or objective.

The aim of a 11 X0310 - GROUP 5 business strategy is to strengthen a particular business so that its performance increases and, in turn, the business becomes more profitable. Without a business strategy, a business has no guide to follow and has an increased risk of not succeeding. A business strategy is necessary to maintain a business' performance. Business strategies are motivating, informational and change-stimulating.

If you aren't motivated to form or complete the business strategy to see an end result, your business will most likely fail. A business strategy is also a wonderful tool to use when monitoring how well your business is doing over time and deciding the next step to take in your business in order to be successful. A business strategy is used to increase the earning potential and success of a particular business. Business strategies often have profitable results for business owners just starting out.

Business strategies can range from choosing the most profitable niche for a market to successful ways business owners can promote a business. Many times, business strategies are used to improve a business or make a business better than its competitors by making use of one or more techniques. Types of business strategy There are at least three basic kinds of strategy with which people must concern themselves in the world of business: (1) just plain strategy or strategy in general, (2) corporate strategy, and (3) competitive strategy. The purposes of this post are to clarify the differences between and among these three kinds of strategy and to provide some questions useful in thinking about all three.

Strategy, in general, refers to how a given objective will be achieved. Consequently, strategy in general is concerned with the relationships between ends and means, between the results we seek and the resources at our disposal. Strategy and tactics are both concerned with conceiving and then carrying out courses of action intended to attain particular objectives. For the most part, strategy is concerned with how you deploy or allocate the resources at your disposal whereas 12 X0310 - GROUP 5 tactics is concerned with how you employ or make use of them.

Together, strategy and tactics bridge the gap between ends and means Corporate strategy defines the markets and the businesses in which a company will operate. Competitive or business strategy defines for a given business the basis on which it will compete. Corporate strategy is typically decided in the context of defining the company’s mission and vision, that is, saying what the company does, why it exists, and what it is intended to become.