GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM CAPSTONE PROJECT REPORT GLOBAL PETRO BANK (GPBANK) - RETAIL BANKING STRATEGY IN PERIOD 2011 - 2015 Group Number: 11 Student's name: 1. Pham Thi Thu Huyen 2. Tran Tuan Minh 3. Nguyen Thi Huong Giang 4.
Nguyen Duc Thinh HANOI 2011 ACKNOWLEDGEMENT The special thank goes to the Global Advanced Master of Business Administration Program for providing us a useful Business Administration studying course and an opportunity to do our project on RETAIL BANKING OF GLOBAL PETRO BANK. Our grateful thanks go to Prof. Soren Kirchner and Mr.Vu Thanh Hung for their enthusiastic and responsible guidance. By the time now, we have already learned a lot of knowledge and experience about strategy management.
A big contribution and hard worked from both of them are very great indeed. Never forget, a great appreciation go to Global Petro Bank (GP Bank) for their kind co-operation to the completion of our project by providing needed information as well as arranging interviews with key managers of the bank. Last but not least, we are indebted to our class managers as well as our many classmates that have encouraged, support and help us in completing this project successfully. Our warmest thanks! i TABLE OF CONTENT LIST OF ABBREVIATIONS.
iv LIST OF FIGURES.v LIST OF TABLES. Rationale of selected topic. Objective and scope of project. Statement of purpose.
Structure of report. 2 CHAPTER I: BUSINESS STRATEGY DEVELOPMENT THEORY. Business formation strategy. Mission and main goals.
Strategy formulation tools. Stage 1: Input stage (Formulation framework). External Factor Evaluation (EFE) Matrix. Competitive Profile Matrix (CPM).
Internal Factor Evaluation (IFE) Matrix. Stage 2: Matching Stage. Strengths – Weaknesses – Opportunities – Threats (SWOT) Matrix 7 1. Strategic position and action evaluation (SPACE) Matrix.
Internal – External (IE) Matrix. Stage 3: Decision stage.11 CHAPTER II: BUSINESS STATUS OF GPBANK. Introduction of GP Bank. History and development:.
Products and services. Analysis of environmental factors affecting the operation of Global Petro Bank (GP Bank). Opportunity and threat evaluation. External Factor Evaluation Matrix (EFE).
Competitive Profile Matrix. Internal factor evaluation. GP Bank’s resources. Strengths and weakness analysis.
Internal Factor Evaluation Matrix (IFE).41 CHAPTER III: GPBANK’S BUSINESS STRATEGY FORMATION AND EXECUTING SOLUTIONS. GP Bank’s business strategy formation. Rationale for forming the business strategy. SWOT matrix analysis.
SPACE Matrix analysis. IE matrix analysis. Alternative strategies for GP Bank. QSPM matrix analysis to select the best alternative strategy.
Some solutions for business strategy execution GP Bank. Model / Structure building solution. Capacity building solution. Good service solution.60 iii LIST OF ABBREVIATIONS ACB Asia Commercial Bank ADB Asian Development Bank Agribank Vietnam Bank for Agriculture and Rural Development BIDV Bank for Investment and Development of Vietnam CEO Chief Executive Officer FPT The Corporation for Financing and Promoting Technology GDP Gross Domestic Product KPI Key Performance Indicator MB Military Joint Stock Bank MHB Mekong Housing Bank PEST Political, Economic, Social and Technology ROA Return On Total Assets ROE Return On Common Equity SBV State Bank of Vietnam SMEs Small and Medium Enterprise TCBS The Complex Banking Solution VIB Vietnam International Bank Vietcombank Joint Stock Commercial Bank for Foreign trade of Vienam Vietinbank Vietnam Joint Stock Commercial Bank for Industry and Trade VIP Very Important Person VPB Vietnam Prosperity Joint Stock Commercial Bank iv LIST OF FIGURES Figure Name Page Fig 1.1 SWOT matrix 8 Fig 1.2 SPACE matrix 9 Fig 1.3 IE matrix 10 Fig 2.1 Organizational Structure of GP Bank 14 Fig 2.2 Contribution to growth of GDP in Vietnam over years 19 Fig 2.3 Inflation of Vietnam from 2008 – March 2011 19 Fig 2.4 Forecast for economic growth of Vietnam in 2006 - 2010 20 Fig 2.5 Data on Vietnam’s inflation from 2007 - 2010 20 Fig 2.6 Porter’s Five Forces 25 Fig 2.7 Total assets (2010) 32 Fig 2.8 Total revenue before tax(2010) 32 Fig 2.9 Charter capital (2010) 32 Fig 2.10 Total loans (2010) 32 Fig 2.11 Mobilize capital from individuals in 2010 33 Fig 2.12 Loans by individuals in 2010 33 Fig 2.13 Growth in total assets 36 Fig 2.14 Growth in earning after tax 36 Fig 2.15 Growth in total mobilized capital and loans 37 Fig 2.16 Structure of mobilizing capital and loan by customers 37 Fig 3.1 Space Matrix of GP Bank 49 Fig 3.2 IE Matrix of GP Bank 49 v LIST OF TABLES Table Name Page Tab1.1 SWOT matrix 8 Tab 2.1 Ownership structure 13 Tab 2.2 Targeted activities in 2008-2009-2010 16 Tab 2.3 Data on Vietnam’s GDP from 2007 - 2010 18 Tab 2.4 Data on Vietnam’s population growth from 2007 - 2010 21 Tab 2.5 Opportunities and threats for GP Bank 28 Tab 2.6 EFE Matrix 29 Tab 2.7 Strengths and weaknesses of direct competitors of GP Bank 33 Tab 2.8 Competitive Profile Matrix 35 Tab 2.9 The data on deposit and loans by customers 38 Tab 2.10 GPBank’s strengths and weaknesses 40 Tab 2.11 IFE Matrix 41 Tab 3.1 Annual goals 44 Tab 3.2 SWOT Matrix 44 Tab 3.3 SPACE Matrix 48 Tab 3.4 QSPM Matrix 51 Tab 3.5 Annual cost planning 57 vi INTRODUCTION 1.
Rationale of selected topic As can be seen, 2011 is the second year of the economic innovation after the global economic crisis from 2008 to 2009. At the present, even though the world economy have already changed positively but there are still some difficulties such as public debt crisis in. Europe, earthquakes and tsunamis in Japan or the slow recovery of United States’economy, etc. Thus, in that difficult general background, the economy of Vietnam also would not avoid the corollaries.
On the other hand, when the markets become more dynamic to both local firms and foreign firms that participate in the round and the customers increasingly clear their ‘God’ position, it is also when the firms need to create more values to maintain and improve customer relationship. Therefore, in recent years, the Finance and Banking area becomes more vibrant than ever before. Despite of the influence of global economic crisis, it has to be admitted that the degree of the impact to Vietnam banking system is not as big as expected. It is the good news that the commercial bank in Vietnam have already started to build and rebuild the vision and strategies to be survival and develop in the condition of intense competition as same as during the economic crisis period.
The Global Petro Joint Stock Commercial Bank (GP Bank) officially becomes Joint Stock Commercial Urban Bank which has operated in Hanoi from 7th November, 2005. Originally, GP Bank is an organization that just switched to operating model, organized the structure with a compact of the staffs who are less than 10. Until now, GP Bank has already an intense improvement in both organization scope and internal network. The annual operational targets have growth over 200%.
Based on the research and analysis, it is clearly seen that the operation of GP Bank even achieved the organization targets. However, due to the impact of the 1 economic crisis as well as the difficulties in financial and monetary markets, it also has revealed certain limits, especially in determining long-term strategy. Therefore, in our opinion, the construction and creating a new goal for GP Bank is necessary. This is also the reason to organize the Retail Banking of GP Bank in 2011- 2015.
Objective and scope of project - Objective of project: GP Bank’s business strategy for retail banking - Scope of project: All systems of GP Bank in Vietnam. Statement of purpose - Research into the rationale for banking operations; understand retail operations of commercial banks. - Based on the analysis of GP Bank operation, recognize its strengths and weaknesses which serve as basis for the appropriate solution. - Recommend a new strategy which is about retail strategy and solutions of implement, petition to the government agencies and the Bank to develop sustainably and stably.
Methodology - The topic is analyzed based on the analysis of quantitative and qualitative activities in retail banking of GP Bank. - In addition, the interviews, group discussion, observation and statistics are also used to supplement the analysis for the project. - Through the research, the data related to macroeconomic as well as the forecast of relevant organizations such as World Bank, Government Bank of Vietnam, the intensive research into the field of local and foreign banks and the financial statements of Joint Stock Commercial banks in Vietnam. Structure of report Besides the introduction, conclusion and reference list, the project includes 3 main following parts: 2 - CHAPTER I: BUSINESS STRATEGY DEVELOPMENT THEORY - CHAPTER II: BUSINESS STATUS OF GPBANK - CHAPTER III: GP BANK’S BUSINESS STRATEGY FORMATION AND EXECUTING SOLUTIONS 3 CHAPTER I: BUSINESS STRATEGY DEVELOPMENT THEORY 1.
Definition Strategy is a combination of planning and directing all the operations to achieve a certain goals. Business strategy is the art and science of organizing the company’s goals and objectives, integrating organizational activities, utilizing and allocating needed resources over the basis long-term within the internal environment to meet the markets’ needs and to fulfill stakeholder’s expectations. Thus, the content of business strategy must follow these two following aspects: - Setting organizational goals and ensuring that they would be achieved by effective organizational tools. - Providing a clear guidance for the organization business activities.
Classification Based on the scope of strategy, there are three main categories: overall strategy, unit strategy and operational strategy. - Corporate strategy: is concerned with the overall purpose and of the business in order for the long-term significance to compete and gain competitive advantages including growth strategy, joint ventures strategy and outward strategy - Unit strategy: is concerned with particular units of the organization. These functional units would be product strategy, financial strategy, human resources strategy, marketing strategy, etc. - Operational strategy: is concerned with delivery the corporate and business unit level strategic direction.
Business formation strategy 1. Mission and main goals - Vision statement is considered as the first step in strategic planning, which answers the question “What do we want to become?” of many organizations. - Mission statement is the purpose of organization which guides organization’s implements in order to distinguish the organization from others. External environment(PEST) External environment refers to all factors that exist outside an organization’s boundary and have significant influence on it.
Two main types of important impact are macro environment analysis and industry environment. - Macro environment analysis is the concept primarily concerned with major issues: political forces, economic forces, social forces and technological forces. Political forces: consist of the philosophy that can influence the business activities and legal forces that serves to define organization’s abilities and its limitations at a specific point in time. Economic forces: refer to the character and direction of the economic system within which the firm operates.
Social forces: consist of customs, lifestyle and values that characterize the society in which the firm operates. Technological forces: is an important aspect that may create new opportunities or risks for the organization. It is the most dramatic force now shaping our destiny. - Industry environment provides a view that included the competitive position of an organization and its competitors as well as the stages in industry development.
Internal environment Internal environment refers to an organization’s controllable abilities in performing well the business. Identifying internal environment is an essential strategic management activity. Strategy selection This is the identification of alternative strategies in response to the defined strengths, weaknesses, opportunities and threats of the bank. Then, directional strategy will be indentified to create the appropriate match between capacity and resources of the bank to the needs of the environment in which it operates.
Strategy formulation tools 1. Stage 1: Input stage (Formulation framework) 1. External Factor Evaluation (EFE) Matrix External Factor Evaluation (EFE) Matrix is a strategic management tool often used for current business conditions that allow strategists to summarize and evaluate the opportunities and threats that a business is facing.