Luận văn thạc sĩ quản trị kinh doanh quốc tế mba 171

Luận văn thạc sĩ kinh tế nghiên cứu kinh doanh quốc tế mba 171, khảo sát thực trạng, phân tích nguyên nhân, đề xuất giải pháp cải thiện thực tiễn.

• Tác giả: Ngo Van Son
• Trường học: Griggs University
• Chuyên ngành: Quản Trị Kinh Doanh Quốc Tế
• Đề tài: Chiến Lược Kinh Doanh Tại VietinBank Thanh Hóa
• Loại tài liệu: luận văn
• Năm xuất bản: 2010
• Địa điểm: Thanh Hóa

Mục lục chi tiết

• INTRODUCTION
• 1. CHƯƠNG 1: REASONING BASIS ABOUT STRATEGIC ADMINISTRATION OF THE ENTERPRISE
• 1.1. General about strategies and business strategies
• 1.2. Strategic pledge: Vision; Mission; Core value
• 1.3. Basic characteristics of business strategy
• 1.4. The role of business strategy
• 1.5. Process of strategic administration
• 1.6. Difficulties of strategic administration
• 1.7. Analyzing macro environment
• 1.7.1. Elements of Institution - Law
• 1.7.2. Socio-cultural elements
• 1.7.3. Analyzing industrial environment
• 1.7.4. Analyzing internal environment
• 1.8. Kinds of strategies and approaching strategies
• 1.8.1. Company level strategy
• 1.8.2. Business unit level strategy
• 1.8.3. Deploying and evaluating
• 1.8.4. Developing the implementation roadmap
• 2. CHƯƠNG 2: REAL SITUATION OF THE BUSINESS STRATEGY OF VIETNAM JOINT STOCK COMMERCIAL BANK FOR INDUSTRY AND TRADE – THANH HOA BRANCH
• 2.1. Introduction of Vietnam Joint Stock Commercial Bank for Industry and Trade- Thanh Hoa Branch
• 2.1.1. History of formation and the development process
• 2.2. Branch organization structure
• 2.2.1. Function, task and the organizational machinery
• 2.2.2. Comment on the organizational structure
• 2.3. The business operation situation of VietinBank Thanh Hoa
• 2.3.1. Situation and business result of 2009
• 2.3.2. Situation of capital mobilization through the years
• 2.3.3. The loaning situation throughout the years
• 2.3.4. Business results throughout the years
• 2.4. Analyzing and evaluating the current strategy of VietinBank Thanh Hoa
• 2.4.1. Analyzing the effect of macro environment on the business operation of VietinBank Thanh Hoa
• 2.4.1.1. Law and Policy
• 2.4.2. Analyzing effects from industrial environmental element
• 2.4.2.1. Competitive pressure of the supplier
• 2.4.2.2. Competitive pressure from customers
• 2.4.2.3. Competitive pressure from implicit competitors
• 2.4.2.4. Competitive pressure from alternative products
• 2.4.2.5. Competitive pressure within the industry
• 2.4.3. Current business strategy of VietinBank Thanh Hoa
• 2.4.4. Comment and evaluation about implementing the business strategy of VietinBank Thanh Hoa
• 3. CHƯƠNG 3: COMPLETING THE BUSINESS STRATEGY OF VIETNAM JOINT STOCK COMMERCIAL BANK FOR INDUSTRY AND TRADE - THANH HOA BRANCH PERIOD 2010-2015
• 3.1. Development orientation of VietinBank Thanh Hoa
• 3.2. SWOT analysis table of VietinBank Thanh Hoa
• 3.3. Completing strategic pledges
• 3.4. Completing business strategy period 2010-2015
• 3.5. Solutions to complete the strategies of the enterprise
• 3.5.1. Solution in technology
• 3.5.2. Solution in human resources
• 3.5.3. Solution in capital
• 3.5.4. Solution in market
• 3.5.5. Solution to improve the competence in risk management
• 3.5.6. Solution to expand business field
• 3.6. Route of implementing strategic solutions
• 3.6.1. For concerned agencies
• 3.6.2. For VietinBank Thanh Hoa
• CONCLUSION
• REFERENCES

Tóm tắt

I. Tổng Quan Về Chiến Lược Kinh Doanh Tại VietinBank Thanh Hóa

Chiến lược kinh doanh là một phần quan trọng trong hoạt động của bất kỳ tổ chức nào, đặc biệt là trong lĩnh vực ngân hàng. VietinBank Thanh Hóa, một trong những ngân hàng hàng đầu tại Việt Nam, đã phát triển các chiến lược kinh doanh nhằm tối ưu hóa hiệu quả hoạt động và đáp ứng nhu cầu của khách hàng. Việc hiểu rõ về chiến lược kinh doanh không chỉ giúp ngân hàng duy trì vị thế cạnh tranh mà còn tạo ra giá trị bền vững cho các bên liên quan.

1.1. Định Nghĩa Chiến Lược Kinh Doanh

Chiến lược kinh doanh được định nghĩa là kế hoạch tổng thể nhằm đạt được các mục tiêu dài hạn của tổ chức. Nó bao gồm việc xác định thị trường mục tiêu, phân tích đối thủ cạnh tranh và phát triển các sản phẩm dịch vụ phù hợp.

1.2. Vai Trò Của Chiến Lược Kinh Doanh Tại VietinBank

Chiến lược kinh doanh tại VietinBank không chỉ giúp ngân hàng phát triển mà còn đóng vai trò quan trọng trong việc định hình các quyết định tài chính và quản lý rủi ro. Điều này giúp ngân hàng duy trì sự ổn định và phát triển bền vững.

II. Thách Thức Trong Chiến Lược Kinh Doanh Của VietinBank Thanh Hóa

Trong bối cảnh cạnh tranh ngày càng gay gắt, VietinBank Thanh Hóa phải đối mặt với nhiều thách thức trong việc thực hiện chiến lược kinh doanh. Những thách thức này không chỉ đến từ thị trường mà còn từ các yếu tố nội bộ như nguồn lực và công nghệ.

2.1. Cạnh Tranh Từ Các Ngân Hàng Khác

Sự xuất hiện của nhiều ngân hàng mới và các tổ chức tài chính phi ngân hàng đã tạo ra áp lực lớn lên VietinBank. Ngân hàng cần phải cải thiện dịch vụ và sản phẩm để giữ chân khách hàng.

2.2. Thay Đổi Trong Quy Định Pháp Lý

Các quy định pháp lý liên tục thay đổi cũng là một thách thức lớn. VietinBank cần phải cập nhật và điều chỉnh chiến lược để tuân thủ các quy định mới mà không làm giảm hiệu quả hoạt động.

III. Phương Pháp Phát Triển Chiến Lược Kinh Doanh Tại VietinBank

Để phát triển chiến lược kinh doanh hiệu quả, VietinBank Thanh Hóa đã áp dụng nhiều phương pháp khác nhau. Những phương pháp này không chỉ giúp ngân hàng tối ưu hóa quy trình mà còn nâng cao khả năng cạnh tranh.

3.1. Phân Tích SWOT Để Đánh Giá Chiến Lược

Phân tích SWOT giúp VietinBank nhận diện được điểm mạnh, điểm yếu, cơ hội và thách thức trong môi trường kinh doanh. Điều này là cơ sở để xây dựng các chiến lược phù hợp.

3.2. Ứng Dụng Công Nghệ Thông Tin Trong Quản Lý

Việc ứng dụng công nghệ thông tin trong quản lý và cung cấp dịch vụ đã giúp VietinBank nâng cao hiệu quả hoạt động và cải thiện trải nghiệm khách hàng.

IV. Ứng Dụng Thực Tiễn Của Chiến Lược Kinh Doanh Tại VietinBank

Chiến lược kinh doanh của VietinBank Thanh Hóa đã được áp dụng thực tiễn và mang lại nhiều kết quả tích cực. Những ứng dụng này không chỉ giúp ngân hàng phát triển mà còn tạo ra giá trị cho khách hàng.

4.1. Kết Quả Kinh Doanh Trong Giai Đoạn 2010 2015

Trong giai đoạn 2010-2015, VietinBank đã đạt được nhiều thành tựu đáng kể về doanh thu và lợi nhuận, nhờ vào việc thực hiện các chiến lược kinh doanh hiệu quả.

4.2. Tác Động Đến Khách Hàng

Các chiến lược kinh doanh đã giúp VietinBank cải thiện dịch vụ khách hàng, từ đó tăng cường sự hài lòng và lòng trung thành của khách hàng.

V. Kết Luận Về Chiến Lược Kinh Doanh Tại VietinBank Thanh Hóa

Chiến lược kinh doanh của VietinBank Thanh Hóa đã chứng minh được vai trò quan trọng trong việc phát triển ngân hàng. Việc hoàn thiện chiến lược này sẽ giúp ngân hàng duy trì vị thế cạnh tranh trong tương lai.

5.1. Tương Lai Của Chiến Lược Kinh Doanh

VietinBank cần tiếp tục điều chỉnh và hoàn thiện chiến lược kinh doanh để đáp ứng nhu cầu thị trường và các thay đổi trong môi trường kinh doanh.

5.2. Đề Xuất Giải Pháp Cải Thiện

Cần có các giải pháp cụ thể để cải thiện hiệu quả hoạt động, bao gồm đầu tư vào công nghệ và nâng cao chất lượng dịch vụ.

Trích đoạn nội dung tài liệu

X01 GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM COMPLETING BUSINESS STRATEGY VIETNAM JOINT STOCK COMMERCIAL BANK FOR INDUSTRY AND TRADE- THANH HOA BRANCH PERIOD 2010-2015 Members of group 03: 1. Ngo Van Son (Group leader) 2. Hoang Sy Tuyen 3. Trinh Xuan Thuy 4.

Nguyen Thanh Tung Class Gamba01.X01 Ha Noi, 2010 1 GaMba01.X01 Thanh Hoa, 22nd July, 2010. COMMENT ON THE GRADUATION ASSIGNMENT OF GROUP 3 …………………………………………………………………………………………………………….X01 CONTENT Page Cover page 1 Comment on the graduation assignment 2 Content 3 List of abbreviation 7 List of tables 8 INTRODUCTION 9 CHAPTER I: REASONING BASIS ABOUT STRATEGIC 14 ADMINISTRATION OF THE ENTERPRISE 1.1 General about strategies and business strategies.1 What is strategy? 14 1.3 Basic characteristics of business strategy 18 1.4 The role of business strategy 19 1.5 Process of strategic administration 19 1.6 Difficulties of strategic administration 20 1.2 Strategic pledge: Vision; Mission; Core value 21 1.1 Analyzing macro environment 23 1.2 Elements of Institution - Law 24 1.4 Socio-cultural elements 25 1.6 Analyzing industrial environment 25 1.7 Analyzing internal environment 28 1.4 Kinds of strategies and approaching strategies 30 1.1 Company level strategy 30 3 GaMba01.2 Business unit level strategy 31 1.5 Deploying and evaluating 32 1.3 Developing the implementation roadmap 33 CHAPTER 2: REAL SITUATION OF THE BUSINESS STRATEGY OF VIETNAM JOINT STOCK COMMERCIAL BANK FOR INDUSTRY 35 AND TRADE – THANH HOA BRANCH 2.1 Introduction of Vietnam Joint Stock Commercial Bank for Industry and 35 Trade- Thanh Hoa Branch 2.1 History of formation and the development process 35 2.2 Branch organization structure 37 2.2 Function, task and the organizational machinery 38 2. Comment on the organizational structure 40 2.2 The business operation situation of VietinBank Thanh Hoa 40 2.1 Situation and business result of 2009 40 2.2 Situation of capital mobilization through the years 41 2.3 The loaning situation throughout the years 42 2.4 Business results throughout the years 43 2. Analyzing and evaluating the current strategy of VietinBank Thanh 44 Hoa 2.2 Analyzing the effect of macro environment on the business operation 46 of VietinBank Thanh Hoa 2.1 Law and Policy 46 2.3 Analyzing effects from industrial environmental element 50 4 GaMba01.1 Competitive pressure of the supplier 50 2.2 Competitive pressure from customers 52 2.3 Competitive pressure from implicit competitors 52 2.4 Competitive pressure from alternative products 53 2.4 Competitive pressure within the industry 53 2.4 Current business strategy of VietinBank Thanh Hoa 56 2.5 Comment and evaluation about implementing the business strategy of 58 VietinBank Thanh Hoa CHAPTER 3: COMPLETING THE BUSINESS STRATEGY OF VIETNAM JOINT STOCK COMMERCIAL BANK FOR INDUSTRY 60 AND TRADE - THANH HOA BRANCH PERIOD 2010-2015 3.1 Development orientation of VietinBank Thanh Hoa 60 3.

SWOT analysis table of VietinBank Thanh Hoa 60 3.2 Development orientation of VietinBank Thanh Hoa 63 3. Completing strategic pledges 63 3. Completing business strategy period 2010-2015 64 3. Solutions to complete the strategies of the enterprise 64 3.

Solution in technology 64 3.2 Solution in human resources 66 3.3 Solution in capital 68 3.4 Solution in market 70 3.5 Solution to improve the competence in risk management 71 3.6 Solution to expand business field 71 3. Route of implementing strategic solutions 73 3. For concerned agencies 73 5 GaMba01. For VietinBank Thanh Hoa 74 CONCLUSION 76 REFERENCES 77 LIST OF ABBREVIATIONS ATM Automatic teller machine ASEAN Association of South East Asian Countries.X01 AFTA ASEAN Free Trade area APEC Asian – Pacific Economic Cooperation forum ĐVT Calculating unit GDP Gross Domestic Product PGD Transaction room NHTM Commercial bank NHTMCP Joint-stock commercial bank NHNN State bank NXB Publisher Sacombank The Saigon Thuong Tin Joint Stock Commercial Bank.

TCTD Credit organization USD US dollars VNĐ Vietnam dongs. Vietnam Joint Stock Commercial Bank for Industry VietinBank and Trade WTO World Trade Organization 7 GaMba01.X01 LIST OF TABLES Table 2.1 Situation of mobilizing capital throughout the years Table 2.2 Credit criteria Table 2.3 Business results throughout the years Table 2.4 Capital source weight of banks on the location of Thanh Hoa Table 2.5 Debt balance weight of banks on the location Table 2.6 Evaluating and comparing core competence of VietinBank Thanh Hoa with competitors Table 3.1 Table of analyzing SWOT Table 3.2 Expense estimate of renovating facilities Table 3.3 Expense estimate of training cost and replacing labor Table 3.4 Expense estimate of spending for capital mobilization Table 3.5 Expense estimate of cost of expanding business Table 3.6 Route of implementing the solutions 8 GaMba01.X01 INTRODUCTION After a time studying at the training program of International Business Administration (Acronym GaMba) held by Center for Educational Technology and Career Development - National University, Hanoi affiliated with Griggs University - USA held training in Vietnam. Now it is time for us to do the graduation assignment, we are group 3 – class GaMba01.x01 includes the following members: No. Full names Sex Position Workplace VietinBank – Thanh Hoa Vice-director of Branch 1 Ngo Van Son Male the transaction department Director of General Hospital - 2 Hoang Sy Tuyen Male Administration Thanh Hoa province Department Inspector of Thanh Hoa 3 Trinh Xuan Thuy Male Office manager Province Nguyen Thanh 4 Male Expert Vietnam National Tung Airline Members of group 3 together build up the theme: "Completing the business strategy of Vietnam Joint Stock Commercial Bank for Industry and Trade- Thanh Hoa Branch period 2010 – 2015" With the wish to complete the business strategy of Vietnam Joint Stock Commercial Bank for Industry and Trade-Thanh Hoa Branch (VietinBank Thanh Hoa) in order to find out the solution to further improve the business operation efficiency of the bank in the years to come.

The necessity of the research theme. In the background of economic integration like today, different fields of Vietnam economy all meet certain difficulties in competing with the world economy which used to develop strongly and old-age. Especially in the financial-banking field, Vietnam Commercial banks are not used to “going to big sea” they will have to strive a lot in improving the competence to be able to stand steadily in this difficult background. Vietnam Joint Stock Commercial Bank for Industry and Trade is currently one of the leading commercial banks in Vietnam.

Currently, Vietnam Joint Stock Commercial Bank for Industry and Trade plays an important role in the cause of industrializing, modernizing the country, as well as contributing to implementing currency policy of the State, control, repel inflation, stabilizing the monetary, boosting economic development. However, in front of the pressure of equitization for integration and the competition pressure is more and more severe domestically and abroad; it requires the bank itself to develop its strengths, seizes the business opportunity to be able to keep the business advantage and unceasingly develops. If so, VietinBank in general and the branch in Thanh Hoa in particular need to complete its business strategy to have correct direction on the path of integration. However, if they want to deploy the business strategy efficiently, it requires the bank to understand well itself through analyzing business operation results, and seize the market in reality.

From which combine the strengths, weaknesses, as well as opportunities and threats to put the business operation more and more develop. It is the necessity to complete the business strategy of the bank, as well as the importance of the business strategy in the operation of the commercial banks in general and Vietnam Joint Stock Commercial Bank for Industry and Trade –Thanh Hoa Branch in particular, group 3 has selected the theme: “Completing business strategy of Vietnam Joint Stock Commercial Bank for Industry and Trade- Thanh 10 GaMba01.X01 Hoa Branch period 2010 – 2015” to implement research in our graduation assignment. Currently, the general trend of the world is economic integration. Actually, the reality has proved this through the fact that Vietnam has been joining world economic organizations such as ASEAN, AFTA, APEC, WTO…This require Vietnam economy to integrate into the “general play rule” of the world.

That is why the competition pressure is more and more severe for the enterprises as well as commercial banks. If like before, banks only bear the competition of the domestic banks or joint- venture, much later, the competition is much more improved with the appearance of banks as well as foreign financial corporation with huge capital and aged-old business competence. It is this which signals the risk of being narrowed down on the market for Vietnam Commercial banks. From which arise the demand towards Vietnam Commercial banks that is to have correct business strategy.

Because, business strategy is an integral part in the process of leading the bank, helping the bank have suitable advancing step in order to reach the target set. -Systematize the theoretical issue in strategic administration. -Analyze and evaluate the situation of implementing the strategy at VietinBank Thanh Hoa in the past time. -Work out solution to complete strategies of VietinBank Thanh Hoa in period 2010–2015.

Objective and research scope: - Object: Business strategy of VietinBank-Thanh Hoa Branch. - Research scope: Within Vietnam market, period from 2010 –2015. Research methodology Using qualitative methods, including the following methods: 11 GaMba01.X01 - Using the research methods available materials (secondary material) to consider the size, structure and trends of market movement. - Research, investigation, survey to collect primary data.

Expected results: - Our group expects that after researching, the theme will help the director board of VietinBank Thanh Hoa to reconsider the current state of business situation of the unit, on that basis to build business strategy in period 2010–2015 completely to help the branch get better business results in the years to come. - Because the information collection is still limited, the content of the thesis is only limited at the branch level, not expanding the research scope on the whole system of Vietnam Joint Stock Commercial Bank for Industry and Trade. Structure of the theme: Beside the introduction and Conclusion, the main content of the theme includes 3 chapters: Chapter 1: Reasoning basis and the research methodology about strategic administration of enterprise. Chapter 2: Current state about business strategy of Vietnam Joint Stock Commercial Bank for Industry and Trade-Thanh Hoa Branch.

Chapter 3: Completing the business strategy of Vietnam Joint Stock Commercial Bank for Industry and Trade- Thanh Hoa Branch period 2010 – 2015. Assigning the task to members of the group: With the content and structure of the thesis above, our group of 3 members agrees to assign tasks for each member, specifically as follows: Group member Chapter Item Ngo Van Son Introduction Chapter 1 1.X01 Hoang Sy Tuyen Chapter 2 2.5 Trinh Xuan Thuy Chapter 1 1.6 Nguyen Thanh Tung Chapter 3 3.X01 CHAPTER I REASONING BASIS FOR STRATEGIC MANAGEMENT OF THE ENTERPRISE 1.1 General about strategy and business strategy.1 What is strategy? According to normal definition, strategy (stemming from the origin of Greek as strategos) is a military term used for pointing out the plan to arrange the battle and allocating forces with the target is to win the battle against the enemy. Carl von Clausewitz – the art-of-war expert of XIX century – described strategy as “making plan of war and planning the war-waging campaign. Those strategies will decide the participation of each individual”.

More recently, historist Edward Mead Earle described strategy as “The art of control and using the resource of a nation or an alliance of nations in order to ensure and increase the effect for our key benefits”. Today, business organizations also apply the similar strategic concept as in the army. Strategy is the plan to control and use the resource of organization such as human, asset, finance … in order to improve and ensure their key benefits. Kenneth Andrews was the first person to offer these highlighted ideas in the classic book: The Concept of Corporate Strategy.

According to him, strategy is what an organization has to do basing on the strengths and weaknesses of themselves in the background in which there are opportunities and threats.