Luận văn thạc sĩ về chiến lược phát triển kinh doanh tại HDBank Thăng Long

Luận văn thạc sĩ nghiên cứu kinh doanh quốc tế mba 270, đánh giá hiện trạng, phân tích vấn đề, đề xuất biện pháp hoàn thiện trong lĩnh vực kinh tế.

• Tác giả: Pham Thi Thanh Loan
• Trường học: Griggs University
• Chuyên ngành: Master of Business Administration
• Đề tài: Chiến Lược Phát Triển Kinh Doanh Ngân Hàng Tại HDBank Thăng Long
• Loại tài liệu: Capstone Project
• Năm xuất bản: 2011
• Địa điểm: Hà Nội

Mục lục chi tiết

• INTRODUCTION
• 1. CHAPTER 1: RATIONALE ON BUSINESS STRATEGY OF ENTERPRISES
• 1.1. Concepts and roles of strategy and strategic management
• 1.1.1. Concepts of strategy and strategic management. The concept of strategy
• 1.1.2. The concept of strategic management
• 1.1.3. The role of business strategies in the business activities of enterprises
• 1.2. Types of business strategy
• 1.2.1. Strategy of centralized growth
• 1.2.2. Competitive strategies in accordance with M. Poter
• 1.2.2.1. Low cost leading strategy
• 1.2.2.2. Key focused strategy
• 1.2.3. Competitive strategies for business units according to market share position in the market
• 1.2.3.1. Business units to lead the market
• 1.2.3.2. Business units to challenge the market
• 1.2.3.3. Business units to follow the market
• 1.2.3.4. Business units to lurk the market
• 1.3. The process of developing strategies
• 1.3.1. Identifying business tasks
• 1.3.2. Analyzing the external environment
• 1.3.2.1. Analyzing the influences of macro environment
• 2. CHAPTER 2: ANALYSIS OF BUSINESS ENVIROMENT OF HDBANK – THANG LONG
• 2.1. General introduction on HBBank
• 2.1.1. Introduction on HDBank
• 2.1.2. General introduction on HDBank - Thang Long
• 2.1.3. The process of establishment
• 2.1.4. The financial capacity
• 2.1.5. Overall assessment of business operations of the branch
• 2.2. Analysis of influence of external environment to business operations of HDBank - Thang Long
• 2.2.1. Environment of law and politics
• 2.2.2. Cultural and social environment
• 2.2.3. The natural environment
• 2.2.4. Evaluating opportunities and risks
• 2.2.5. External Factor Evaluation (EFE)
• 2.2.6. Competition image matrix
• 2.2.7. Analysis of internal factors of HBank - Thang Long
• 2.2.7.1. Research and development
• 2.2.7.2. Assessing the strengths and weaknesses
• 2.2.7.3. Internal Factor Evaluation (IFE)
• 2.2.8. The need to build business strategies of HDBank - Thang Long
• 3. CHAPTER 3: MEASURES TO BUILD BUSINESS STRATEGIES IN HDBANK – THANG LONG IN THE PERIOD OF 2012 – 2017
• 3.1. Business targets of HDBank – Thang Long from 2012 to 2017
• 3.2. Analysis of feasible business strategies
• 3.2.1. Analysis of the matrix SWOT
• 3.2.2. Analysis of the matrix SPACE
• 3.2.3. Analysis of great strategic matrix
• 3.2.4. Identify the business strategies which are able to replace
• 3.3. Solutions for implementing the strategies
• 3.3.1. Solution of developing the human resources
• 3.3.1.1. Recruitment process and human resource attracting. Training and re-training the employees
• 3.3.1.2. Policies of human resource management, salary and remuneration
• 3.3.1.3. The policies of promotion and allocation of human resource
• 3.3.2. Solution of technology
• 3.3.2.1. Information technology personnel (IT)
• 3.3.3. Solutions related to governance and organizational structure
• 3.3.4. Solutions related to financial resources
• 3.3.4.1. Build up culture of organization
• 3.3.4.2. Build up material base
• 3.3.5. Recommendations to the Government
• 3.3.6. Recommendations to Vietnam State Bank
• 3.3.7. Recommendations to Vietnam bank association
• 3.3.8. Recommendations to Vietnam deposit insurance company
• 3.3.9. Recommendations to HDBank’s Board of Stockholders and Directors
• 3.3.10. Recommendations to the Board of Stockholders
• 3.3.11. Recommendations to the Board of Directors
• 3.3.12. Recommendations to the General Director
• CONCLUSION
• REFERENCES
• APPENDICES

Tóm tắt

I. Tổng quan về chiến lược phát triển kinh doanh ngân hàng HDBank Thăng Long

Chiến lược phát triển kinh doanh ngân hàng tại HDBank Thăng Long là một chủ đề quan trọng trong bối cảnh cạnh tranh ngày càng gia tăng trong ngành ngân hàng. HDBank Thăng Long đã xác định rõ ràng các mục tiêu và phương pháp để phát triển bền vững. Việc xây dựng chiến lược kinh doanh không chỉ giúp ngân hàng nâng cao vị thế cạnh tranh mà còn đáp ứng nhu cầu ngày càng cao của khách hàng.

1.1. Tầm quan trọng của chiến lược kinh doanh ngân hàng

Chiến lược kinh doanh ngân hàng đóng vai trò quan trọng trong việc xác định hướng đi và mục tiêu phát triển. Nó giúp ngân hàng tối ưu hóa nguồn lực và nâng cao hiệu quả hoạt động.

1.2. Đặc điểm của HDBank Thăng Long trong ngành ngân hàng

HDBank Thăng Long có những đặc điểm nổi bật như dịch vụ khách hàng tốt, công nghệ hiện đại và đội ngũ nhân viên chuyên nghiệp, tạo nên lợi thế cạnh tranh trong ngành ngân hàng.

II. Thách thức trong phát triển kinh doanh ngân hàng tại HDBank Thăng Long

Ngành ngân hàng hiện nay đang đối mặt với nhiều thách thức lớn, từ sự cạnh tranh khốc liệt đến sự thay đổi nhanh chóng của công nghệ. HDBank Thăng Long cần phải nhận diện và ứng phó với những thách thức này để duy trì và phát triển.

2.1. Cạnh tranh trong ngành ngân hàng

Sự gia tăng của các ngân hàng nước ngoài và các công ty fintech đã tạo ra áp lực lớn cho HDBank Thăng Long. Ngân hàng cần có những chiến lược phù hợp để giữ vững thị phần.

2.2. Rủi ro trong hoạt động ngân hàng

Quản lý rủi ro là một yếu tố quan trọng trong hoạt động ngân hàng. HDBank Thăng Long cần xây dựng các phương pháp quản lý rủi ro hiệu quả để bảo vệ tài sản và uy tín của ngân hàng.

III. Phương pháp phát triển chiến lược kinh doanh ngân hàng tại HDBank Thăng Long

Để phát triển chiến lược kinh doanh hiệu quả, HDBank Thăng Long cần áp dụng các phương pháp phân tích và lập kế hoạch chiến lược. Việc này sẽ giúp ngân hàng xác định được các cơ hội và thách thức trong môi trường kinh doanh.

3.1. Phân tích SWOT trong xây dựng chiến lược

Phân tích SWOT giúp HDBank Thăng Long nhận diện được điểm mạnh, điểm yếu, cơ hội và thách thức, từ đó xây dựng chiến lược phù hợp với thực tế.

3.2. Lập kế hoạch chiến lược dài hạn

Lập kế hoạch chiến lược dài hạn là cần thiết để HDBank Thăng Long có thể định hướng phát triển bền vững và đạt được các mục tiêu đã đề ra.

IV. Ứng dụng thực tiễn của chiến lược phát triển kinh doanh tại HDBank Thăng Long

Việc áp dụng các chiến lược phát triển kinh doanh tại HDBank Thăng Long đã mang lại nhiều kết quả tích cực. Ngân hàng đã cải thiện được dịch vụ khách hàng và tăng trưởng doanh thu.

4.1. Kết quả đạt được từ chiến lược marketing ngân hàng

Chiến lược marketing hiệu quả đã giúp HDBank Thăng Long thu hút được nhiều khách hàng mới và giữ chân khách hàng cũ, từ đó tăng trưởng doanh thu.

4.2. Tác động của công nghệ đến hoạt động ngân hàng

Công nghệ đã giúp HDBank Thăng Long tối ưu hóa quy trình làm việc, nâng cao hiệu quả và giảm thiểu rủi ro trong hoạt động ngân hàng.

V. Kết luận và tương lai của HDBank Thăng Long trong ngành ngân hàng

HDBank Thăng Long đang trên đà phát triển mạnh mẽ với những chiến lược kinh doanh hợp lý. Tương lai của ngân hàng phụ thuộc vào khả năng thích ứng với thay đổi và phát triển bền vững.

5.1. Dự báo xu hướng phát triển của ngành ngân hàng

Ngành ngân hàng sẽ tiếp tục phát triển với sự gia tăng của công nghệ và nhu cầu của khách hàng. HDBank Thăng Long cần chuẩn bị để nắm bắt cơ hội này.

5.2. Chiến lược phát triển bền vững cho HDBank Thăng Long

Xây dựng chiến lược phát triển bền vững sẽ giúp HDBank Thăng Long duy trì vị thế cạnh tranh và phát triển lâu dài trong ngành ngân hàng.

Trích đoạn nội dung tài liệu

CAPSTONE PROJECT REPORT “Building strategies of housing business strategy development for joint-stock commercial bank in Ho Chi Minh city - Thang Long Branch (HDBank - Thang Long) in the period of 2012 – 2017” Pham Thi Thanh Loan Le Quy Hien Chung Duy Thao Ngo Song Toan Class: GaMBA01.X0710 H A N O I 2 0 1 1 GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM CAPSTONE PROJECT REPORT "Building strategies of housing developmentbusiness strategy for joint- stock commercial bank in Ho Chi Minh city - Thang Long Branch (HDBank - Thang Long) in the period of 2012 - 2017" Group Number 08 Student’s name Pham Thi Thanh Loan Le Quy Hien Chung Duy Thao Ngo Song Toan GaMBA01.M CAPSTONE PROJECT REPORT Group No.X0710 CONFIRMATION HDBANK – THANG LONG Address: No.17, Pham Hung street, My Dinh social, Tu Liem district, Ha noi city Tel: [phone] Fax: [phone] www.vn Ha noi, Date: 20/11/2011 To: - Master of business administration program – Griggs University - ETC – Vietnam national university, Ha noi Subject: Comment of HDBank – Thang Long about Capstone of Group 8 – GaMBA01. - HDBank – Thang Long has done fully support for Group 8 – GaMBA01.X0710 when they practiced and learned in bank about operation status, vision and strategy of bank. - GoupGroup member have expressed an enthusiastic and creative. Have closely followed up current situation of bank and receive a good result in working time in HDBank – Thang Long.

HDBANK – THANG LONG ACKNOWLEDGEMENTS -----00000----- We would like to express our deeply gratitude to: - Master's Degree Program in International Business Administration organized in Vietnam by Technology and employment Training Center – Vietnam National University, Hanoi affiliated with the University of Griggs - United States. - The lecturers involved in teaching, who have devoted to refine the knowledge, convey real experience, management experience for us during the MBA course. - The expertise team of the Program, who gave comments and approved outline of Graduation Exercises for group with all the responsibilities and spirit and the most enthusiasm. - Leader Board of HDBank - Thang Long branch, the uncles, brothers and sisters in functional departments who enthusiastically guided and made the best conditions during the process of making Graduation Exercise.

Finally, we would like to thank all friends who always encourage our group in all aspects. TABLE OF CONTENTS  Page INTRODUCTION 1. The necessity to choose research topic………………………………………………………… 01 2. Research subject and scope……………………………………………………….………………… 02 CHAPTER 1: RATIONALE ON BUSINESS STRATEGY OF ENTERPRISES 1.

Concepts and roles of strategy and strategic management………………………… 03 1. Concepts of strategy and strategic management. The concept of strategy………………………………………………………………………… 03 1. The concept of strategic management……………………………………….

The role of business strategies in the business activities of enterprises…… 04 1. Types of business strategy………………………………………………………. Strategy of centralized growth………………………………………………………. Competitive strategies in accordance with M.

Low cost leading strategy……………………………………………………………………… 05 1. Key focused strategy…………………………………………………………. Competitive strategies for business units according to market share position in the market…………………………………………………………………………. Business units to lead the market…………………………………………….

Business units to challenge the market………………………………………………… 06 1. Business units to follow the market…………………………………………. Business units to lurk the market……………………………………………. The process of developing strategies…………………………………………….

Identifying business tasks……………………………………………………. Analyzing the external environment…………………………………………. Analyzing the influences of macro environment……………………………. Analyzing banking environment (micro- environment)…………………….

Analyzing Internal bank (analysis of internal environment)…………………. Analysis of financial capacity………………………………………………. Analysis of Banking…………………………………………………………. The structure of organization and management system…………………….

Information technology and information management systems…………… 11 1. Technical material facilities…………………………………………………. Analyzing and selecting strategies……………………………………………. Inspecting and evaluating the strategy implement…………………………….

Tools for developing strategies and selecting business strategies………………. Tools providing information for formulating strategies………………………. Competitive Image Matrix…………………………………………………. Tools for developing feasible strategies……………………………………….

Main strategy matrix…………………………………………………………………………… 13 1. Tools for selecting strategies: Quantitative Strategic Planning Matrix (QSPM) 14 1. Characteristics of the banking sector that affect the strategic management 15 1. The potential demand for banking services……………………………………………… 15 1.

The management of the State Bank…………………………………………………………. Development level of relevant sectors and accessories………………………. The internal factors of the bank………………………………………………. Operation network system………………………………………………….

The level of product variety and quality of customer service……………. Prestige of the bank…………………………………………………………. The capacity of technolog……………………………………………………. Management capacity and the organizational structure…………………….

18 CHAPTER 2: ANALYSIS OF BUSINESS ENVIROMENT OF HDBANK – THANG LONG 2. General introduction on HBBank………………………………………………. Introduction on HDBank…………………………………………………………. General introduction on HDBank - Thang Long…………………………………….

The process of establishment………………………………………………. The financial capacity…………………………………………………………. Overall assessment of business operations of the branch…………………………… 23 2. Analysis of influence of external environment to business operations of HDBank - Thang Long……………………………………………………………….

Environment of law and politics……………………………………………. Cultural and social environment……………………………………………. The natural environment……………………………………………………. Evaluating opportunities and risks…………………………………………….

External Factor Evaluation (EFE)……………………………………………. Competition image matrix……………………………………………………. Analysis of internal factors of HBank - Thang Long……………………………. Research and development…………………………………………………….

Assessing the strengths and weaknesses………………………………………. Internal Factor Evaluation (IFE)………………………………………………. The need to build business strategies of HDBank - Thang Long………………. 45 CHAPTER 3: MEASURES TO BUILD BUSINESS STRATEGIES IN HDBANK – THANG LONG IN THE PERIOD OF 2012 – 2017 3.

Business targets of HDBank – Thang Long from 2012 to 2017………………. Analysis of feasible business strategies…………………………………………. Analysis of the matrix SWOT………………………………………………………. Analysis of the matrix SPACE……………………………………………….

Analysis of great strategic matrix……………………………………………. Identify the business strategies which are able to replace………………………. Solutions for implemeting the strategies………………………………………. Solution of developing the human resouces………………………………….

Recruitment process and human resouce attracting. TranningTraining and re-trainningtraining the 56 employees. Policies of human resource management, salary and remuneration. The policies of promotion and allocation of human resource.

Solution of technology…………………………………………………………. Information technology personelpersonnel 61 (IT)…………………………………… 63 3. Solutions related to governance and organizational structure………………… 63 3. Solutions related to financial resources……………………………………….

Build up culture of organization………………………………………………. Build up material base……………………………………………………………. Recommendations to the Government…………………………………………………… 67 3. Recommendations to Vietnam State Bank…………………………………….

Recommendations to Vietnam bank association……………………………………… 67 3. Recommendations to Vietnam deposit insurance company…………………. Recommendations to HDBank’s Board of Stockholders and Directors……… 68 3. Recommendations to the Board of Stockholders…………………………….

Recommendations to the Board of Directors………………………………. Recommendations to the General Director…………………………………. CONCLUSION REFERENCES APPENDICES LIST OF TABLES  Page Table 2.1: Business result of HDBank from 2008 – 2010……………………….2: Balance Sheet of HDBank – Thang Long in the period of 2008-2010.3: Balance Sheet of HDBank – Thang Long in the period of 2008-2010… 24 Table 2.4: GDP Growth rate from 1999-2011……………………….5: Turn over of export and import……………………………….6: Total means of payment structure in the period of 2006 – 2010……… 28 Table 2.7: Population size and population structure……………………………… 31 Table 2.9: Competition image matrix……………………………………………. 55 LIST OF FIGURES  Page Figure 1.1: Five Forces Model by Michael E.1: Strategies on the matrix SPACE.M CAPSTONE PROJECT REPORT Group No.

The necessity to choose research topic. Vietnam's economy is gradually integrating into the regional and global economies; though the business environment of enterprises is extended, the competition is increasingly tougher. This has not only created business opportunities but also contained potential risks threatening the development of enterprises. By the end of 2011, when foreign banks are considered as Vietnamese ones, Vietnamese banks will have to face stiff competition from these competitors.

Currently, banks are urgently expanding activities to make their certain position. Planning business strategies in accordance with the specific characteristics of each bank in order to survive, develop and improve competitiveness are urgent needs for each bank. From the above practice, Group 8 would select the topic: "Building strategies of housing development for joint-stock commercial bank in Ho Chi Minh city - Thang Long Branch (HDBank - Thang Long) in the period of 2012 - 2017" for our great graduation exercise and hope to make the business strategy accordingly. To research strategy facilities, strategy processes, and analytical methods of optimal strategy selection aimed at supporting businesses to choose their most appropriate strategies; To clarify and apply the theory of building business strategy into practice to establish and select the optimal strategy for HDBank - Thang Long in the period of 2012 - 2017; To propose solutions for successful deployment and implementation of selected business strategy to rank HDBank - Thang Long among strongly developed banks in the region and the world.

Research subject and scope. - Research subject is Business strategy of HDBank - Thang Long period 2012 - 2017.M CAPSTONE PROJECT REPORT Group No.X0710 - Research scope is business activities of HDBank - Thang Long in comparison with that of other competitors in the same industry. Our thesis capstone project report uses the methods of analysis, synthesis combined with learned matrix tools: strategic management, HR management, marketing management, leadership psychology., and applies them into studying business strategy construction for a enterprise.M CAPSTONE PROJECT REPORT Group No.X0710 CHAPTER 1 RATIONALE ON BUSINESS STRATEGY OF ENTERPRISES 1. Concepts and roles of strategy and strategic management 1.

Concepts of strategy and strategic management. There are many concepts of strategy and strategic management approached and addressed in many different angles, but in this text, our group would just mention a few concepts most common and accessible. The concept of strategy. - Strategy is the overall decisions and actions related to choices of means and resource allocation to achieve a certain goal, said Alain Raymond Thietart - According to William J.

Glueck, strategy is a consistent, comprehensive and associative plan designed to ensure the basic objectives of the business to be conducted. Business strategies are usually defined at three levels: * Company-level strategy. It is considered as strategic decisions of a company, which specifies and defines the purpose, objectives of the company, identifies the business activities that the company is pursuing, creates basic policies and plans to obtain company’s goals. Hence, company-level strategy is the generally strategy applied for the entire company.

* Business-level strategy (SBU). Business-level strategy involves how companies can compete successfully in a specific market, strategic decisions on selecting products, meeting customer demands, finding competitive advantage compared to competitors, exploring and creating new opportunities. * Function-level strategy. It is known as strategies defined for each specific business line.

In the system of business strategies, the functional ones play a role as the solution strategies to implement the overall business strategy. Therefore, the functional level strategies are formed based on overall strategy and specific results of environment analysis and prediction, especially the market.M CAPSTONE PROJECT REPORT Group No. The concept of strategic management. - According to Alfred Chandler, strategic management is the process of identifying long-term basic objectives of the business, selecting methods or action directions and allocating necessary resources to implement that goal.

- According to John Pearce and Richard B. Robinson, strategic management is a system of decisions and actions to establish and implement plans to achieve business goals. The role of business strategies in the business activities of enterprises. In the context of market fluctuation, more than ever the only thing that businesses can be sure is changes.

Strategic Management is like a direction, which helps these organizations to overcome vicissitudes in the business world, leading to the future by their efforts and ability. Business strategy is designed to help business adapt to long-term changes in the best way. Strategic management makes an organization more active rather than passive in the outline of its future, allows an organization to be proactive and influential in its operating environment and therefore, uses all its capabilities to control difficulties. Management strategies make important perception for each person.

Both the Board of Directors and employees are committed to implement business goals. Once people in the enterprises understand what and why the enterprises are doing, they feel they are parts of the business and will commit to support all activities of the business. Types of business strategy 1. Strategy of centralized growth.

Each company's strategy is applicable to the business unit level. However, at the level of business unit, we must first pay attention to the strategy of focused growth because the central objects of this strategy are products and markets. This strategy group is primarily aimed at improving the competitive position of companies with available products based on marketing promotion and change of existing market strategy without changing the product.