GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM CAPSTONE PROJECT REPORT BUILDING BUSINESS STRATEGY OF GLOBAL PETRO JOINT STOCK COMMERCIAL BANK - HANOI TRANSACTION OFFICE IN THE PERIOD OF 2013 - 2017 Group Number: 03 Student's name: Pham Thi Phuong Hanh Nguyen Tuan Hung Nguyen Xuan Phuong Dinh Quang Thang Vu Thi Thuy Hong HANOI 2013 COMMITMENT This research theme Advanced Master is made by Group 03 of class GaMBA.M0311 of Business Administration Program - Griggs of Global University We guarantee that this is our own theme Our research results are honest that has never been published in other themes.Up to date, the members of our group has no conflict of t9) interest with the Global Petro Joint Stock Commercial Bank — Hanoi transaction office TABLE OF CONTENTS List of abbreviations List of tables List of figures 10 Introduction Ld Chapter I: THEORETICAL BASES OF ENTERPRISE’S BUSINESS 14 STRATEGY 1.1 Concepts of strategy and strategic management 14 1.1.1 Concepts of strategy 14 1.1.2 The basic characteristics of strategy 15 1.1.3 The role of strategy 16 1.2 Classification of strategy 17 1.3 Strategy formulation process 18 1.3.1 Defining vision, mission and goal 19 1.3.2 Analysis of the external environment 19 1.3.3 Analysis of the internal environment 20 1.3.4 Support tools for strategic options 20 1.3.4.1 External Factor Evaluation Matrix (EFE) 22 1.3.4.2 Competitive Profile Matrix (CPM) 1.3.4.3 Internal Factor Evaluation Matrix 20 (IFE) 22 1.3.4.4 SWOT Matrix 23 1.3.4.5 24 QSPM Matrix Chapter I]: OPERATING ENVIRONMENT ANALYSIS OF GLOBAL PETRO JOINT STOCK COMMERCIAL OFFICE BANK — HANOI TRANSACTION 26 2.1 Overview of Global Petro Joint Stock Commercial Bank (GP.Bank) 26 2.1.1 History and development 26 2.1.2 Organizing network, human resource ei 2.1.3 Vision, mission and core values 27 2.1.4 Products and services 28 2.2 Overview of Global Petrol Joint Stock Commercial Bank — Hanoi 28 Transaction Office (GP.Bank — Hanoi transaction office) 2.2.1 The process of formation and development 29 2.2.2 The organizational structure 29 2.2.3 Business activities 30 2.2.3.1 Credit Activities 31 2.2.3.2 Activities of raising capital 33 2.2.3.3 Activities of commercial sponsorship and international payment 35 2.2.3.4 Collection service 37 2.2.3.5 Business operating results of 2012 38 2.3 Analysis of external environment 39 2.3.1 Micro-environment analysis 39 2.3.1.1 Political, legal environment 39 2.3.1.2 Economic environment 40 2.3.1.3 Socio-cultural environment 42 2.3.1.4 Technological environment 44 2.3.2 Micro-environment analysis 45 2.3.2.1 Current competitors 45 2.3.2.2 Potential competitors 51 2.3.2.3 Customers 52 2.3.2.4 Suppliers 32 2.3.2.5 Substitute products 54 2.3.3 Evaluating opportunities and challenges 54 2.3.4 External Factor Evaluation Matrix (EFE) 56 2.4 Analysis of internal environment af 2.4.1 Analysis of internal factors of GP.Bank — Hanoi transaction office 2.4.1.1 Organizing activities af 2.4.1.2 Human resource 58 2.4.1.3 Facilities ae 2.4.1.4 Corporate culture 60 2.4.1.5 Technology 61 2.4.1.6 Competitive position 61 2.4.1.7 Financial capacity 62 2.4.2 Evaluating the strengths and weaknesses of GP.Bank — Hanoi transaction 66 office 2.4.3 Internal Factor Evaluation Matrix (IFE) 67 2.5 SWOT analysis 69 2.6 The necessity of building business strategy for GP.Bank — Hanoi 70 transaction office Chapter III]: SELECTING STRATEGY AND IMPLEMENTATION 7] SOLUTIONS TO BUSINESS STRATEGY OF GLOBAL PETRO JOINT STOCK COMMERCIAL BANK — HANOI TRANSACTION OFFICE IN THE PERIOD OF 2013 — 2017 3.1 Development goals of Global Petro Joint Stock Commercial Bank — Hanoi 7] Transaction Office in the period of 2013 - 2017 3.1.1 General development goals 71 3.1.2 Development goals of Global Petro Joint Stock Commercial Bank — ie Hanoi Transaction Office 3.2 Strategic Options 73 3.2.1 Strategic Options through SWOT matrix a3 3.2.2 Strategic Options through QSPM matrix 75 3.3 Implementation solution to strategic option TỶ 3.3.1 Solution to marketing, research and development 77 3.3.2 Solutions to organizational culture development 81 3.3.3 Solutions to human resource development 82 3.3.4 Solutions to organizational structure restructuring 84 3.3.5 Solutions to technology 87 3.4 Implementation schedule and budget for strategic implementation 88 3.4.1 Implementation schedule 88 3.4.2 Budget for strategic implementation 90 Conclusion 92 List of reference 94 LIST OF ABBREVIATIONS GP.Bank Global Petro Joint Stock GP.Bank — HTO Global Petro Joint Commercial Bank Stock Commercial Bank - Hanoi Transaction Office OceanBank Ocean Commercia! Joint Stock Bank OceanBank - HK Ocean Commercial Joint Stock Bank - Hoan Kiem branch SeaBank Southest Asia Joint-Stock Commercial Bank SeaBank - SGD Southest Asia Joint-Stock Commercial Bank — Transaction Office SO Competitive strategy combining the strengths & opportunities of the enterprise (Strengths-Opportunities) ST Competitive strategy combining the strengths & threats of the enterprise (Strengths-Threat) WO Competitive strategy combining the Weaknesses & opportunities of the enterprise (Weaknesses-Opportunities) WT Competitive strategy combining the Weaknesses & Threat of the the enterprise (Weaknesses -Threat) SWOT Strengths - Weaknesses - Opportunities — Threat Matrix CPM Competitive Profile Matrix IFE Internal Factor Evaluation Matrix EFE External Factor Evaluation Matrix FS Financial Strength rey SYsenithantaee ĐềPM vironment Stabili , : Hi S rategie planning matrix USD American dollar VND Vietnamese dong WTO World Trade Organization AFTA Asean Free Trade Association GDP Gross national product ASEAN Association of Southeast Asian Nations CEPT ASEAN agreement on the common effective preferential tariff ATM Automatic teller machine LIST OF TABLES Figure 1.1: SWOT matrix 24 Figure 2.1: Organizational structure of GP.Bank — Hanoi Transaction Office 30 Figure 2.2: Credit activities and credit structure according to the norms Figure 2.3: Credit structure by sector 33 Figure 2.4: Structure of raising capital by customers 34 Figure 2.5: The situation of capital mobilization of GP.Bank — Hanoi Transaction Office 34 Figure 2.6: Activities of trade finance — international payment of GP.Bank — Hanoi Transaction Office Figure 2.7: Business Result as of 31/12/2012 of GP.Bank — Hanoi Transaction Office Figure 2.8: Indicators for analysis of GP.bank’s position and its competitors’ Figure 2.9: Total assets, outstanding loans and mobilization of GP.Bank, SeABank, OceanBank Figure 2.10: Operating results of GP.Bank, OceanBank, SeaBank in 2011, 2012 Figure 2.11: Competitive Profile Matrix of GP.Bank — Hanoi Transaction Office Figure 2.12: Matrix of external factors of GP.Bank — Hanoi Transaction Office Figure 2.13: The structure and level of staff of GP.Bank — Hanoi Transaction Office Figure 2.14 : Business activities of GP.Bank — Hanoi Transaction Office 63 Figure 2.15: Structure of asset securing for the loans in GP.Bank — Hanoi Transaction 64 Figure 2.16.: Key financial indicators over the years of GP.Bank — Hanoi Transaction 65 Office Office Figure 2.17: Matrix of internal factors of GP.Bank — Hanoi Transaction Office 67 Figure 2.18: SWOT matrix of GP.Bank — Hanoi Transaction Office 68 Figure 3.1: Matrix QSPM of GP.Bank — Hanoi Transaction Office 15 Figure 3.2: Roadmap for implementing strategy of GP.Bank — Hanoi Transaction Office gg in the period of 2013 - 2017 Figure 3.3: Budget for deploying the period from 2013 to 2017 the strategy of GP.Bank — Hanoi Transaction Office in 99 ... Commercia! Joint Stock Bank OceanBank - HK Ocean Commercial Joint Stock Bank - Hoan Kiem branch SeaBank Southest Asia Joint- Stock Commercial Bank SeaBank - SGD Southest Asia Joint- Stock Commercial Bank. .. group - class GAMBA.MO0311 has agreed to select the research theme: "Building the business strategy of Global Petro Joint Stock Commercial Bank - Hanoi Transaction Office in the period of 2013 -2 017... development objectives of Global Petro Joint Stock Commercial Bank - Hanoi transaction office in the period of 201 3-2 017 The layout of theme: In addition to the table of contents, introduction, chapters: