Luận văn thạc sĩ về chiến lược phát triển ngân hàng Lien Viet Post giai đoạn 2011-2015

Luận văn thạc sĩ kinh tế nghiên cứu kinh doanh quốc tế mba 285, khảo sát thực trạng, phân tích nguyên nhân, đề xuất giải pháp cải thiện thực tiễn.

• Tác giả: Nguyen Viet Dung
• Trường học: Griggs University
• Chuyên ngành: Master of Business Administration
• Đề tài: Chiến Lược Phát Triển Ngân Hàng Lien Viet Post Giai Đoạn 2011-2015
• Loại tài liệu: Capstone Project Report
• Năm xuất bản: 2011
• Địa điểm: Hà Nội

Mục lục chi tiết

• 1. CHƯƠNG 1: STRATEGIC MANAGEMENT FUNDAMENTAL THEORY OF AN ENTERPRISE
• 1.1. STRATEGY AND ITS ROLE
• 1.2. STRATEGY SETTING PROCESS
• 1.3. Strategic goal definition
• 1.4. External environment evaluation
• 1.5. Macro environment analysis (PEST)
• 1.6. Industry analysis
• 1.7. Human resources
• 1.8. Financial capability
• 1.9. Analyzing production activities
• 1.10. Firm reputation
• 1.11. SWOT Analysis
• 2. CHAPTER II: ANALYZING LIENVIETBANK’S STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS
• 2.1. INTRODUCTION ON LIENVIETPOST BANK
• 2.2. Formation and development process
• 2.3. MACRO ENVIRONMENT ANALYSIS
• 2.3.1. Macro-economic factor
• 2.3.2. Social culture factor
• 2.3.3. Political and legal factor
• 2.4. ANALYZING ENVIRONMENT IN BANKING SECTOR
• 2.4.1. Credit institutions groups
• 2.4.2. State-owned banks group
• 2.4.3. Joint Stock Commercial banks group
• 2.4.4. Foreign, joint venture and foreign branches banks group
• 2.4.5. Financial, insurances institutions group
• 2.4.6. Competitiveness in commercial banks
• 2.4.7. Analyzing external factor evaluation matrix (EFE)
• 2.4.8. Competitive Profile matrix analysis (CPM)
• 2.5. ANALYZING LIENVIETPOSTBANK’S INTERNAL ENVIRONMENT
• 2.5.1. Organization structure and network
• 2.5.2. Technology and modernization factor
• 2.5.3. Products and services
• 2.5.4. International cooperation, foreign exchange trading
• 2.5.5. Training and Labour policies
• 2.5.6. Internal Factor Evaluation Matrix (IFE)
• 3. CHAPTER III: SELECTING STRATEGY FOR LIENVIETBANK
• 3.1. Development goals
• 3.2. Building strategy from TOWS SWOT matrix
• 3.3. Strategy to expand market
• 3.4. Strategy to merge and buy back
• 3.5. Strategy to develop products and services
• 3.6. Strategy “standing firmly in the market”
• 3.7. Strategy to strengthen marketing operations
• 3.8. Strategy to invest in technology
• 3.9. Strategy to manage the human resources and train
• 3.10. Strategy to tighten spending and improve capacity to manage risks
• 3.11. Assessing strategy from QSPM matrix
• 3.12. Solutions to implement strategies of the LienVietPost Bank
• 3.12.1. Raising financial capacity
• 3.12.2. Organization structure and human resources
• 3.12.3. Increasing the infrastructure quality of information technology
• 3.12.4. Completing and developing banking services and products
• 3.12.5. Improving capacity to manage risks
• 3.12.6. Making marketing plan
• 3.12.7. Implement customer consulting services
• 3.12.8. For the Government and State Bank
• 3.12.9. For the LienVietPost Bank

Tóm tắt

I. Tổng quan về chiến lược phát triển ngân hàng Lien Viet Post giai đoạn 2011 2015

Ngân hàng Lien Viet Post đã trải qua một giai đoạn phát triển mạnh mẽ từ năm 2011 đến 2015. Trong bối cảnh nền kinh tế Việt Nam đang đối mặt với nhiều thách thức, ngân hàng đã xác định rõ ràng các mục tiêu chiến lược để nâng cao năng lực cạnh tranh. Chiến lược phát triển ngân hàng không chỉ tập trung vào việc mở rộng quy mô mà còn chú trọng đến việc cải thiện chất lượng dịch vụ và tăng cường sự hài lòng của khách hàng. Việc xây dựng một chiến lược phát triển bền vững là rất cần thiết để ngân hàng có thể đứng vững trong thị trường đầy cạnh tranh.

1.1. Lịch sử hình thành và phát triển của ngân hàng Lien Viet Post

Ngân hàng Lien Viet Post được thành lập vào năm 2008, với mục tiêu cung cấp dịch vụ tài chính đa dạng cho khách hàng. Trong giai đoạn 2011-2015, ngân hàng đã có những bước tiến đáng kể về quy mô và chất lượng dịch vụ.

1.2. Tầm nhìn và sứ mệnh của ngân hàng Lien Viet Post

Tầm nhìn của ngân hàng là trở thành một trong những ngân hàng hàng đầu tại Việt Nam, cung cấp dịch vụ tài chính chất lượng cao. Sứ mệnh của ngân hàng là phục vụ khách hàng một cách tốt nhất, đồng thời đóng góp vào sự phát triển kinh tế của đất nước.

II. Những thách thức trong chiến lược phát triển ngân hàng Lien Viet Post giai đoạn 2011 2015

Trong giai đoạn 2011-2015, ngân hàng Lien Viet Post đã phải đối mặt với nhiều thách thức lớn. Cạnh tranh từ các ngân hàng khác ngày càng gia tăng, cùng với sự thay đổi nhanh chóng của thị trường tài chính đã đặt ra nhiều áp lực. Ngoài ra, việc duy trì sự ổn định tài chính và nâng cao chất lượng dịch vụ cũng là những vấn đề cần được giải quyết. Để vượt qua những thách thức này, ngân hàng cần có những chiến lược linh hoạt và hiệu quả.

2.1. Cạnh tranh trong ngành ngân hàng

Sự gia tăng số lượng ngân hàng và các sản phẩm tài chính mới đã tạo ra một môi trường cạnh tranh khốc liệt. Ngân hàng Lien Viet Post cần phải tìm ra những điểm khác biệt để thu hút khách hàng.

2.2. Thay đổi trong nhu cầu của khách hàng

Khách hàng ngày càng đòi hỏi cao hơn về chất lượng dịch vụ và sự tiện lợi. Ngân hàng cần phải nắm bắt xu hướng này để điều chỉnh chiến lược phát triển phù hợp.

III. Phương pháp phát triển ngân hàng Lien Viet Post giai đoạn 2011 2015

Để phát triển bền vững, ngân hàng Lien Viet Post đã áp dụng nhiều phương pháp khác nhau. Việc đầu tư vào công nghệ thông tin và cải tiến quy trình làm việc là những yếu tố quan trọng giúp ngân hàng nâng cao hiệu quả hoạt động. Bên cạnh đó, ngân hàng cũng chú trọng đến việc đào tạo nguồn nhân lực để đáp ứng nhu cầu ngày càng cao của thị trường.

3.1. Đầu tư vào công nghệ thông tin

Ngân hàng đã đầu tư mạnh mẽ vào công nghệ thông tin để cải thiện quy trình giao dịch và nâng cao trải nghiệm của khách hàng. Việc áp dụng công nghệ mới giúp ngân hàng tiết kiệm thời gian và chi phí.

3.2. Đào tạo và phát triển nguồn nhân lực

Đào tạo nhân viên là một trong những ưu tiên hàng đầu của ngân hàng. Chương trình đào tạo chuyên sâu giúp nhân viên nâng cao kỹ năng và kiến thức, từ đó phục vụ khách hàng tốt hơn.

IV. Kết quả đạt được từ chiến lược phát triển ngân hàng Lien Viet Post giai đoạn 2011 2015

Nhờ vào những chiến lược phát triển hiệu quả, ngân hàng Lien Viet Post đã đạt được nhiều thành tựu đáng kể trong giai đoạn 2011-2015. Tổng tài sản của ngân hàng đã tăng trưởng mạnh mẽ, cùng với đó là sự gia tăng số lượng khách hàng và doanh thu. Những kết quả này không chỉ khẳng định vị thế của ngân hàng trên thị trường mà còn tạo ra niềm tin cho các nhà đầu tư.

4.1. Tăng trưởng tài sản và doanh thu

Tổng tài sản của ngân hàng đã tăng lên đáng kể, cho thấy sự phát triển mạnh mẽ trong hoạt động kinh doanh. Doanh thu cũng ghi nhận mức tăng trưởng ổn định qua các năm.

4.2. Sự hài lòng của khách hàng

Ngân hàng đã thực hiện nhiều khảo sát để đo lường sự hài lòng của khách hàng. Kết quả cho thấy tỷ lệ hài lòng của khách hàng ngày càng cao, điều này chứng tỏ ngân hàng đã đáp ứng tốt nhu cầu của thị trường.

V. Kết luận và hướng đi tương lai cho ngân hàng Lien Viet Post

Giai đoạn 2011-2015 đã đánh dấu một bước ngoặt quan trọng trong sự phát triển của ngân hàng Lien Viet Post. Tuy nhiên, để duy trì đà phát triển này, ngân hàng cần tiếp tục đổi mới và cải tiến. Việc xây dựng các chiến lược dài hạn và linh hoạt sẽ giúp ngân hàng vượt qua những thách thức trong tương lai.

5.1. Định hướng phát triển trong tương lai

Ngân hàng cần xác định rõ các mục tiêu phát triển trong tương lai, bao gồm việc mở rộng thị trường và cải thiện chất lượng dịch vụ.

5.2. Tăng cường hợp tác quốc tế

Hợp tác với các tổ chức tài chính quốc tế sẽ giúp ngân hàng nâng cao năng lực cạnh tranh và mở rộng cơ hội kinh doanh.

Trích đoạn nội dung tài liệu

CAPSTONE PROJECT REPORT Strategy development for the Lien Viet Post joinstock commercial bank 2011 - 2015 Nguyen Viet Dung Nguyen Thi Minh Hue Bui Thai Ha H A N O I 2 0 1 1 Nguyen Anh Tung Class: X0810 GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM CAPSTONE PROJECT REPORT STRATEGY DEVELOPMENT FOR THE LIEN VIET POST JOINSTOCK COMMERCIAL BANK 2011 - 2015 Group Number: 13 Student’s name: NGUYEN VIET DUNG NGUYEN THI MINH HUE BUI THAI HA NGUYEN ANH TUNG 1 HA NOI 2011 TABLE OF CONTENTS LIST OF ABBREVIATION. LIST OF TABLES .1 CHAPTER I: STRATEGIC MANAGEMENT FUNDAMENTAL THEORY 3 OF AN ENTERPRISE. STRATEGY AND ITS ROLE………………………………………………….Strategy for enterprise level:.Strategy for business unit level.Strategy for functional unit level. STRATEGY SETTING PROCESS………………………………………….Strategic goal definition……………………………………………….

External environment evaluation. Macro environment analysis (PEST).Strategic selection bases (TOWS). Selecting business strategy model. Strategic plans assessment method (QSPM).12 2 CHAPTER II: ANALYZING LIENVIETBANK’S STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS.

INTRODUCTION ON LIENVIETPOST BANK. Formation and development process………………………………. MACRO ENVIRONMENT ANALYSIS. Macro-economic factor.

Social culture factor. Political and legal factor:…………………………………………… 20 III. ANALYZING ENVINRONMENT IN BANKING SECTOR. Credit institutions groups.1 State-owned banks group:.

Joint Stock Commercial banks group. Foreign, joint venture and foreign branches banks group.4 Financial, insurances institutions group. Competitiveness in commerical banks. Analyzing external factor evaluation matrix (EFE).

Competitive Profile matrix analysis (CPM). ANALYZING LIENVIETPOSTBANK’S INTERNAL ENVIRONMENT28 1. Organization structure and network………………………………. Technology and modernization factor………………………………32 4.

Products and services:……………………………………………….International cooperation, foreign exchange trading………………34 6.Training and Labour policies………………………………………. Internal Factor Evaluation Matrix (IFE)…………………………. 41 CHAPTER III: SELECTING STRATEGY FOR LVP IENVIETBANK. Development goals……………………………………………………44 II.

Building strategy from TOWSSWOT matrix……………………………. Strategy to expand market:. Strategy to merge and buy back:. Strategy to develop products and services:.

Strategy “standing firmly in the market”:. Strategy to strengthen marketing operations:. Strategy to invest in technology. Strategy to manage the human resources and train:.

Strategy to tighten spending and improve capacity to manage risks. Assessing strategy from QSPM matrix……………………………. Solutions to implement strategies of the LienVietPost Bank:………… 53 3. Raising financial capacity:.

Organization structure and human resources:. Increasing the infrastructure quality of information technology. Completing and developing banking services and products:. Improving capacity to manage risks.

Making marketing plan:. Implement customer consulting services. For the Government and State Bank:………………………………57 2. For the LienVietPost Bank……………………………………………….

62 1 LIST OF ABBREVIATION - SWOT: Strengths – Weaknesses – Opportunities – Threats. - CPM: Competitive Profile Matrix. - EFE : External factor evaluation - IFE : Internal factor evaluation. - QSPM: Quantitative stratergic planning matrix.

- ROA: Return on total asset. - ROE: return on stockholder’s equity. - EBIT: Earning before interest and tax. - EPS : Earning per share.

- STAS: Sum total attractiveness score. - TAS: total attractiveness score. LIST OF TABLES Diagram 1.1: Developing enterprise strategy process.2: five-competitive forces (M. Kinsey strategic selection model.1 The LienVietBank main figures as of 31/12/2010 is as hereinafter:.External Factor Evaluation matrix (EFE).

COMPETITIVE PROFILE MATRIX.6 INTERNAL FACTOR EVALUATION MATRIX (IFE).37 INTRODUCTION 1 Currently, Vietnam has more than 130 credit institutions including 5 state- owned commercial banks, 36 joint stock banks, 5 banks with 100% foreign funds and 5 joint venture banks. During the period 2006 – 2007, the number of banks had increased rapidly when Vietnam has allowed the establishment of new banks and encourage the banks expanding their scales and operations for the first time over a decade. At that time, many State Bank’s experts and officials evaluated that bank is most profitable investment channels. There were many groups, state-owned corporations without experience in financial investment and bank administrative operation had wishes to have their own banks.

The number of over 130 credit institutions is whether redundant, sufficient or less than the Vietnam's economy demand has not been answered satisfactorily. However managers, professionals and even the banks’ administrators have identified that Vietnamese banking system is fragmented activities, inefficiency and even like a threat to the economy if it is not reformed timely. In the fierce competition context, banks which desire to develop and improve competitiveness, should build an appropriate and flexible business strategy. Although, the Lien Viet Post Joint Stock Commercial Bank (LienVietBank) has just started for over 3 years, thanks to properly policies and orientation with the efforts of all staff, the bank have achieved several notable achievements: since its establishment in April 2008, the chartered capital was 3,300 VND billion.

However, the bank’s total assets has gone up to 55,000 VND billion by November 2011 (Source: Banking and Finance Unit, LienVietBank) and shareholders will be paid in cash per their dividends value at least 15%/year. 2 Currently, the world and Vietnamese economy in particular are suffering from crises. The fierce competition takes place in all areas of business, thus setting up development strategy for LienVietBank during 2011 - 2015 is essential. As a group of students which have two members working in the banking sector, two remaining members also regularly deals with banks and a special member currently is working at LienVietBank, our group has decided to name the graduation thesis: "Building development strategy for joint-stock commercial bank the Vietnam Post and Telecommunications LienVietBank during the period 2011 - 2015".

Topic contents including: Chapter I: Strategic management fundamental theory of an enterprise Chapter II: Analyzing LienVietBank’s strengths, weaknesses, opportunities and threat Chapter III: Selecting strategies for LienVietBank in the period 2011 – 2015. 3 CHAPTER I: STRATEGIC MANAGEMENT FUNDAMENTAL THEORY OF AN ENTERPRISE 4 I. STRATEGY AND ITS ROLE 1. Strategic concepts: As the traditional view, strategy is to identify the organization basic long- term goals to set up specific action plans together with appropriate use of resources in order to achieve objectives.

Strategy is a consistent and comprehensive plan which is designed to ensure implementation of the organization long-term goals. Business strategy may have the development in geography, diversification in operations, promoting products, reducing expenses, trading and merging. According to Michael E. Porter, “Strategy is the building art of solid competitive advantages in order to defend”.

Strategic roles: - Assist enterprise identify purposes and directions in order to select solutions for reaching goals. - Assist enterprise make decisions in accordance with variable business market in order to improve productivity and efficiency. - Assist enterprise identify opportunities and challenges, strengths and weaknesses in order to adjust, grasp at opportunities and develop measures for preventing from threats. - Assist enterprise choose advantage competitiveness, appropriate directions in order to operate stability and growth to improve capability as well as competitive position.

Strategic classification: The strategic management process is similarity at each level including: market analysis, identifying goals and missions, selecting strategy, implementation and supervising. In this topic, we consider strategic management at three basic levels such as enterprise, business unit and functional unit.Strategy for enterprise level: 5 Strategy for enterprise level relates to the enterprise’s overall goals and scale to ensure its growth capacity. It aims to announce the enterprise’s long-term goals and development orientation. Strategy for enterprise level can be penetration and expanding market, developing new product, doing joint-venture, etc.Strategy for business unit level In an enterprise, strategy for business unit level can be a business field or a specific product.

Strategic business relates to how an enterprise can compete successfully in a particular market. It must show how the enterprise should compete in different business sectors as well as define competitive position for business unit levels. Besides, it should also indicate how to distribute resources efficiently. In the market oriented economy, marketing activities play an important role in order to associate with functional units to create differentiation and low-cost strategies, etc.Strategy for functional unit level Each enterprise has functional units such as business, human resources, accounting and finance, manufacturing, etc.

Functional strategy relates to how the above mentioned units will be organized to implement oriented strategies at enterprise level. Functional unit strategy indicates targets and short-term action plans which are used by functional areas to achieve functional units’ short-term and enterprise’s long-term goals. In addition, functional unit strategy aims to settle two matters relating to functional areas. First, it satisfies operational environment for functional areas.

Second, it coordinates with differential function policies. STRATEGY SETTING PROCESS 6 In the market oriented economy, if there is no suitable business strategy, business will not able survive and develop in a variable business market. In fact, successful enterprises in the marketplace have proven that the large enterprises are stronger and adaptable faster in competitive environment. They have appropriate action plans and take good advantages of available opportunities while limit risks on the basis of promoting strengths and overcome weaknesses in the enterprises themselves.

Enterprise strategy is designed in a three-step process as follows: Diagram 1.1: Developing enterprise strategy process (Source: Competitive Strategy.Strategic goal definition Enterprises usually have long-term and short-term goals. The long-term goal is achieved after a long time. The short-term target is often specific and able to point out detailed results in one year time. Hence, develop and implement strategic plans is leader’s important task.

A good strategy should be based on the enterprise vision, core values and missions. Strategic analysis Strategic analysis is the study on factors which affect the enterprise production process. These factors are external environment and internal enterprise. It is necessary for enterprise to analyze each factor in detail to have an overall view.

Macro environment analysis (PEST) PEST is an analytical tool relating to enterprise’s macro factors and external business environment. - Politics factors: How do we consider the government characteristics and political environment stability? Will government policies affect legal system and regulations on business, tax, trade policies and tariff. - Economic factors: The problems of business cycles, economic growth, inflation and interest rates, unemployment rate, etc. - Social factors: Considering the population growth rate, age, lifestyle, consumption habit, working culture, religion, and gender role, etc.

- Technology factors: The impact of technology, research and development activities and technology transfer matters. External environment evaluation External environment analysis focuses on identifying and evaluating trends, events which are beyond the enterprise control. Considering external environment will show opportunities and risks that enterprise often copes with in order to set up appropriate strategy to take advantage of the opportunities and avoid or minimize risky effects. There are several external environment effects such as impacts on economy, culture, political legislation, technology and competitiveness, etc.

Macro environment analysis (PEST) PEST is an analytical tool relating to enterprise’s macro factors and external business environment. - Politics factors: How do we consider the government characteristics and political environment stability? Will government policies affect legal system and regulations on business, tax, trade policies and tariff. - Economic factors: The problems of business cycles, economic growth, inflation and interest rates, unemployment rate, etc. - Social factors: Considering the population growth rate, age, lifestyle, consumption habit, working culture, religion, and gender role, etc.

- Technology factors: The impact of technology, research and development activities and technology transfer matters.Industry analysis Each industry has differential competitive forces.Porter had set up a five- competitive forces model in order to assist managers in analyzing industrial environment.2: five-competitive forces (M.Supplier power analysis The number of supplier reflects their competitive pressure and negotiated power on enterprises. If there is a few suppliers, they will impact strongly on enterprises and vice versa. Meanwhile, the importance of suppliers is based on products’ quantity and variety, adaptability and transferring cost.2Customer competitive pressure analysis: Customers affect directly the enterprise’s success or failure. They include consumers and distribution systems.

Customers always create pressure on enterprise’s prices, products and services quality. They also create competitive pressure through scale, negotiation power the important of products and commodities replacement ability. In particularly, large distributors have strong negotiation power which enable them to involve in enterprises’ internal works.Analyzing competitive pressure from replacement products: Replacement product is a product which satisfies the demand as well as the industry current product. Hence, it pressures enterprises in the industry on market and customers.

Accordingly, when the product replacement ability is increasing, the competitive pressure will be imposed stronger. Furthermore, changing in market demand is also an important factor for creating the threat.