Thông tin tài liệu
IMPROVING THE COMPETITIVENESS
OF VIETNAMESE JOINT STOCK COMMERCIAL BANKS
In Partial Fulfillment of the Requirements of the Degree of
MASTER OF BUSINESS ADMINISTRATION
In (specialization)
By
Mr. Vu Van Thanh
ID: MBA 02033
International University - Vietnam National University HCM
August 2013
IMPROVING THE COMPETITIVENESS
OF VIETNAMESE JOINT STOCK COMMERCIAL BANKS
In Partial Fulfillment of the Requirements of the Degree of
MASTER OF BUSINESS ADMINISTRATION
In specialization
By
Mr. Vu Van Thanh
ID: MBA 02033
International University - Vietnam National University HCMC
August 2013
Under the guidance and approval of the committee, and approved by all its members, this
thesis has been accepted in partial fulfillment of the requirements for the degree.
Approved:
---------------------------------------------Chairperson
---------------------------------------------Committee member
---------------------------------------------Committee member
--------------------------------------------Committee member
--------------------------------------------Committee member
--------------------------------------------Committee member
Acknowledgments
To complete this thesis, I have been received many help and counsel of many
people. From the beginning, I would have been incapable of writing and re-writing without
the encouragement, critical responses of many people whom I now wish to acknowledge
with very appreciation and gratitude.
First of all, I would like to express my sincerely thank to my teacher – Mr. Nguyen
Kiem Than, and all of teachers in the Committee of Examination, who have saved much time
to correct, and recommend ideas to my thesis. I also express my gratitude to all teachers of
HCMC International University, who have taught and given me a lot of useful knowledge
during my studying at the International University.
Many thanks to officers, friends working at the State Bank, commercial banks, Social
and Labor Services, Statistics Department, who have provided me necessary data regarding
the operation of commercial banks that help me to complete my thesis.
I do hope that my thesis will partly bring useful references to people, even small
references.
Respectfully,
Vu Van Thanh
1
Plagiarism Statements
I would like to declare that, apart from the acknowledged references, this thesis
either does not use language, ideas, or other original material from anyone; or has not been
previously submitted to any other educational and research programs or institutions. I fully
understand that any writings in this thesis contradicted to the above statement will
automatically lead to the rejection from the MBA program at the International University –
Vietnam National University Ho chi minh City.
2
Copyright Statement
This copy of the thesis has been supplied on condition that anyone who consults it is
understood to recognize that its copyright rests with its author and that no quotation from
the thesis and no information derived from it may be published without the author’s prior
consent.
© VU VAN THANH / MBA 02033 / YEAR 2013
3
Table of Contents
Page
Introduction
Chapter I
1
Literature review
4
I.1 Concept of competitiveness of commercial bank
I.2 Theories of evaluation of the competitiveness of commercial bank
5
I.3 Measuring tool for evaluating the competitiveness of commercial bank
Chapter II
6
Research methodology
II.1 Research Process
7
II.2 Construction of competitiveness measuring tool
8
II.3 Collection of research data
11
II.4 Data analysis
II.4.1 Character of research sample
11
II.4.2 Analysis of reliability
12
II.4.3 Analysis of relation among components of competitiveness
12
Chapter III
Evaluation of the competitiveness of commercial banks
III.1 Evaluation of all components of the competitiveness
14
III.2 Evaluation of the competitiveness of commercial bank
19
Chapter IV Solutions for improving the competitiveness of commercial bank
IV.1 Experiences for improving the competitiveness of banking system
IV.2.1 Experiences from other countries
20
4
IV.2.2 Experience lessons for Vietnamese commercial banks
22
IV.2 Solutions of improving the competitiveness of commercial banks
IV.2.1 Improvement of human resources quality
24
IV.2,2 Improvement of technology potential
26
IV.2.3 Improvement of financial strength
27
Limitation and Conclusion
29
References
30
List of Figures
Page
Figure 1Bad debt of Vietnamese commercial banks
Figure 2Mergence among Vietnamese commercial bank
1
1
Figure 3The number of commercial banks over years
2
Figure 4Measuring tool for evaluating the competitiveness
6
Figure 5Research process
7
Figure 6Components of competitiveness in details
10
Figure 7Questionnaires sheet
33
Figure 8Cronbach Alpha coefficient of financial capability
Figure 9Cronbach Alpha coefficient of Services and products quality
36
36
Figure 10
Cronbach Alpha coefficient of human resources quality
37
Figure 11
Cronbach Alpha coefficient of technology capability
37
Figure 12
Cronbach Alpha coefficient of distribution network
38
5
Figure 13
Cronbach Alpha coefficient of brand name strength
38
Figure 14
KMO and Barllert’s test
Figure 15
Total variances explained
39
Figure 16
Rotated component matrix
40
Figure 17
Regression coefficient
41
Figure 18
Correlation coefficient
41
Figure 19
Summary of value of Cronbach Alpha and EFA
42
Figure 21
Mean of Financial Capability
14
Figure 22
Legal capital of commercial banks
47
Figure 23
Legal capital of some foreign banks
48
Figure 24
Rate of fund mobilization of commercial banks
Figure 25
Rate of lending of commercial banks
Figure 26
ROA and ROE of some commercial banks
Figure 27
Mean of services and products quality
Figure 28
Interest rates of commercial banks
51
Figure 29
Mean of human resources quality
16
Figure 30
Rate of education qualification of commercial banks
53
Figure 31
Mean of technology capability
Figure 32
Core banking software of commercial banks
52
Figure 33
Mean of distribution network
18
Figure 34
The number of ATM and POS of commercial bank
51
39
49
49
50
15
17
6
Figure 35
Mean of brand name strength
18
Figure 36
Appraisal of competitive capability of commercial banks
19
Figure 37
Solutions of improving banking operation in Asian countries
21
Figure 38
Effect of restructuring banking system in Asian countries
Figure 39
Selling stocks to foreign financial institutions
Figure 40
Bad debt rates of commercial banks
Figure 41
Classification of Vietnamese commercial banks
22
23
54
55
7
A
VNSCB
B
Vietnamese State Commercial Banks
VNJSCB
B
Vietnamese Joint Stock Commercial Banks
R
JVB
E
Foreign
V
Banks
I
VCB
BIDV
Viettinbank
A
T
I
O
Joint Venture Banks
100% Foreign Owned Banks
The Bank for Foreign Trade of Vietnam
The Bank for Investment and Development of Vietnam
The Bank for Industry of Vietnam
N
Agribank
The bank for Agricultural and Rural Development of
ACB
Vietnam
Asia Joint Stock Commercial Bank
EIB
Export and Import Commercial Bank
Sacombank
Saigon Commercial Bank
TCB
Technology Joint Stock Commercial Bank
Navibank
Nam Viet Joint Stock Commercial Bank
VIB
Vietnam International Commercial Bank
8
Seabank
South East Asia Joint Stock Commercial Bank
MB
Military Bank
MSB
Maritime Joint Stock Commercial Bank
HSBC
Hong Kong Shanghai Banking Corporation
ANZ
Australia and New Zealand Commercial Bank
SHB
Shinhan Vietnam Bank
UOB
United Overseas Bank
IT
Information Technology
CAR
Capital Adequate Rate or Minimum Safe Rate
ROE
Return on Equity
ROA
Return of Asset
ATM
Automatic Teller Machine
EFA
Effective Factor Analysis
POS
Point of Sale
IMF
International Monetary Fund
Loan
Lending
9
Introduction
1. Reasons of improving the competitiveness of Vietnamese commercial banks
Recent years, Vietnam banking operation has faced many difficulties. For instance,
lending money to customers, but it was hard to collect it, or could not collect it;
embezzlement from banking officers made a big loss to the bank and so on. As a
result, bad debt increased over years, especially bad debt was up to 10% in 2012
(Figure 1), and there were many cases of mergence among Vietnamese commercial
banks due to ineffective operation (Figure 2).
Bad Debt of Vietnamese Commercial Banks
Description
Lending amount (VND 1.000 billion)
2009
2010
2011
2012
1,754
2,301
2,577
2,800
36
58
85
280
2.03
2.51
3.3
10
Bad debt (VND 1,000 billion)
Bad debt / lending amount (%)
Sources: Banking Technology Magazine 2012 (6)
No
Year
Mergence among Vietnamese Commercial Banks
1
2011
First Bank + Tin Nghia Bank + Saigon Bank
2
2012
Habubank + Saigon Hanoi Bank
F
i
g
u
r
e1
Bad Debt of Vietnamese Commercial Banks
10
3
4
Western Bank + Petro Vietnam Finance Company
2013
Dai Nam Bank + Southern Bank
5
Tay Do Bank + Eastern Bank
6
Dai A Bank + HD Bank
Sources: Banking Technology Magazine (6), and Internet 2012-2013
Figure 2
No
Mergence among Vietnamese Commercial Banks
Forms of Bank
2009
2010
2011
2012
1
Vietnamese State Commercial
Bank
5
5
5
5
2
Vietnamese Joint Stock
Commercial Bank
39
38
35
34
3
Foreign Bank and branch
45
53
54
57
4
Joint -Venture Bank
5
5
5
4
11
B Sources: Reports of Vietnamese State Bank (38)
e
sides, Vietnam has entered the World Trade Organization since 2007. All barriers to
foreign banks as well as foreign financial institutions in banking industry have been
removed entirely from 2012, according to the commitment of Vietnam in the WTO
integration process. The increase of foreign banks and their branches every year made
the competition among commercial banks in Vietnam become more severely.
Figure 3 The Number of Commercial Banks over years
We wonder whether Vietnamese commercial banks can stabilize and compete to other
bigger banks in the coming time.
Originated from the above reality, I would like to choose the topic of improving the
competitiveness of Vietnamese commercial banks as my final thesis.
2. Objective and scope of research
12
In this thesis, we will study some theories of competitive capability and construct a
measuring tool for evaluating the competitiveness of commercial bank.
It is also to analyze real business operation and to evaluate the competitiveness of
Vietnamese joint stock commercial banks.
With reference to the experiences from abroad and in Vietnam for improving the
operation of banking industry, and real evaluation of competitiveness of Vietnamese
commercial banks, I will raise some solutions for improving the competitiveness of
Vietnamese joint stock commercial banks.
3. Research methodology
The research of competitiveness of commercial bank will be made in three stages.
In the first stage, we find out a model for evaluating the competitiveness of
commercial bank. In order to do that, we first study the existing theory models of
evaluation of competitiveness from the Economists and build a measuring tool of
competitiveness. Then, we will meet some banks managers to get more opinions of
evaluation of competitiveness of commercial banks, to clear and to perfect the
competitiveness measuring tool and make a question table for the research.
In the second stage, we will verify the reliability of the research model or the
measuring tool built on the first stage. We base on the question table to interview
banking officers and get their evaluation of the competitiveness of commercial bank.
From these evaluation, we use SPSS program to calculate some coefficients as
Cronbach Alpha, Effective Factor Analysis ( EFA), and Regression Linear for
analysis.
In the third stage, we use the mean analysis to evaluate the competitiveness of
Vietnamese joint stock commercial banks.
4. Material resources
13
Materials and data in this thesis are collected from books, annual reports, magazines,
real survey and interview, published reports, and the previous thesis.
5. Contents of thesis
There are four main chapters in this thesis. In chapter one, we will study some
theories model of competitiveness evaluation, and then to construct a research model
or a measuring tool for evaluating the competitiveness of commercial bank. In chapter
two and chapter three, we will analyze real operation of commercial bank and
evaluate the competitiveness of commercial banks based on real research. In chapter
four, we base on research results, and refer experiences for improving the banking
operation from abroad and in Viet Nam in order to have real suitable solutions for
improving the competitiveness of commercial banks
Chapter I
Literature Review
I.1 Concept of competitiveness of commercial bank
I.1.1 Concept of competitiveness
The terms of competitiveness is often used to evaluate competitive capability of a
country, an industry, an enterprise, and other fields. Depending on research view,
there will be different basic content for the research. For instance, improving living
standard and benefit for people is the object of a country, while the object of an
enterprise is profitability. Although, there have been many study projects of the
competitiveness, but we did not unify the definition of competitiveness yet.
According to the World Economic Forum (33), the competitiveness of a country was
the capability of the country that gained quick and exact achievements about high
economic growth calculated by general domestic product per person.
A Summit on industry competition of the Organization for Economic Cooperation and
Development (34) supposed that competitiveness was the capability of enterprises,
industries, countries in creating jobs, higher income in the condition of international
competition.
According to Michael Porter, the Professor of Harvard University, enterprises having
competitiveness would either make higher progress than middle level about
14
commodities quality and services or be able to reduce expenses to increase profit,
market share and so on (25). He also supposed that in order to succeed in competition,
enterprises should have the competitive advance under the form of either low
manufacturing cost or product differentiation to reach the higher price level than
normal price, then provide best products or services and manufacture products with
high effect.
I.1.2 Concept of competitiveness of commercial bank
Like the enterprises, banks also face other competitive rival to gain the market share.
Competition in banking business is the process of attracting, finding customers in the
market. Actually, competition in banking business is not different from competition of
other industries. But, banking business has some specific characteristics as follows:
Banking business is affected by many factors of economy, politic, society,
psychology, and so on. Only a bad rumor will affect seriously banking system.
Baking operation is related to many economical, political institutions, individual
through activities as fund mobilization, loan, and other banking services. If one bank
faces difficulties, or goes bankrupt, other banks will also face difficulty. Therefore,
bank not only compete with each other, but also co-operate in doing business.
Banking operation is controlled by the State bank and required a high tech equipment
Mainly capital resources for banking operation come from outside mobilized capital,
and owned capital occupies a small rate in operating capital resources.
Customers of commercial banks are either the suppliers of input products or the users
of banking products.
According to Ph. D Nguyen Thi Quy, competitiveness of a commercial bank was the
capability of the bank itself in creating, maintaining, and developing advantages to
maintain and develop market shares, to achieve profit higher than that of industry, to
ensure the safe and strong operation, and to be able to overcome fluctuation of
business environment (14).
I.2 Theories of evaluation of the competitiveness of commercial bank
15
According to Michael Porter (25), evaluation of the competitiveness of an enterprise
would base on product, distribution channel, marketing operation, financial
capability, technology, and management ability. He explained product position in
every sector of market would influence the consumption capability of customer;
Distribution channel included the cover level in the market and its quality; Marketing
operation expressed product selling, product introducing skills; Finance capability
showed in its capital mobilization; Technology was ability of study and development
of production line, and management ability showed in leadership ability and leaders
moral problem.
According to Victor Smith (35), banks needed to develop the following competences
to compete with other banks such as brand name, product, service, intellectual
sources, and finance capability. By introducing and expanding brand name to
everyone, bank could raise its value in the stock market. The success in brand
management would increase trust and satisfaction to customers of the bank. Product
had value to customers when it satisfies demand of customers. Service had two parts
that was customer interface and transaction execution. Intellectual sources showed
human resources quality, management ability. Cost and infrastructure showed ability
of expense management, risk management, safety, and law compliance.
According to CAMEL model (27), one of the models of ranking credit institutions, the
competitiveness of commercial bank also based on such criterions as capital
adequacy, asset quality, management ability, earning, and liquidity ability. In this
model capital adequacy showed in owed capital to support banking operation; the
more risk bank accepted, the more owned capital the bank had in order to cover risky.
Asset quality was one of the reasons caused bankruptcy. Management ability would
decide the success of banking operation. Earning was an important indicator to
evaluate the effect of banking operation. Liquidity ability would help the stability of
banking operation and bring trust to customers.
I.3 Measuring tool for evaluating the competitiveness of commercial bank
Basing on the above theory models of competitiveness evaluation, we first draw a set
of measuring tool for evaluating the competitiveness of commercial bank including
six components such as component of financial capability, diversification of products
16
and services, human resources quality and management ability, brand name strength,
technology capability, and component of distribution network. In other words, the
competitiveness of commercial bank depends on six these components (Figure 4).
Financial Capability
F
Diversification of Products and Services
Competitiveness of
Human Resources quality and Management Ability
Commercial Bank
Brand Name Strength
Technology Capability
Distribution Network
Figure 4
Measuring Tool for evaluating of the competitiveness of Commercial Bank
Chapter II
Research Methodology
II.1 Research Process
The process of research of the competitiveness of commercial bank is described in the
below figure 5.
To study theories of
evaluation of
competitiveness
To interview 250
banking officer to
get evaluation
Cronbach Alpha
Analysis
Preliminary measuring
tool for evaluating the
competitiveness
To create a detail
question table for the
interview
To interview 5 bank
managers to adjust
the measuring tool
To set up a detail
measuring tool for
the research
- Delete illegal variable that has small correlation coefficient
-------------> - Verify Cranach alpha coefficient
- Check general reliability coefficient KMO
Effect Factor Analysis
--------> - Calculated extracted variance value
(EFA)
- Check convergence of variables to verify
The reliability of the research model
Regression Linear
Analysis
17
--------> - Check collinear of components of competitiveness
- Check degree of accuracy Sig value of each component
- Set up the regression linear equation for the research model.
Mean Analysis to
evaluate the
competitiveness
---------> - Evaluate the competitive level of each component
- Evaluate the competitiveness of commercial bank.
Solutions for evaluating
the competitiveness of
commercial bank
Figure 5 Main Research Process
II.2 Construction of a competitiveness measuring tool
Basing on the competitiveness measuring tool drawn from the above theory models,
we interviewed about five bank manages to exchange, share ideas, and supplement
some more details in the measuring scale for evaluating the competitiveness of
commercial bank as follows:
For financial capability
Financial capability of commercial bank shows in owned capital, ability for lending,
ability for mobilizing capital, and profitability coefficient such as return on equity
(ROE) and return on assets (ROA). Strong financial capability helps a bank to
develop market, enhance product quality and services and so on. As regulated, banks
must have a minimum legal equity to open a new branch; or bank only provide a limit
sum of amount to one customer due to its legal capital and so on. Increasing financial
capability is necessary for bank to enhance operating scale, modernize technology,
and bring trust to customers who want to put their money in or to do business. Ability
of mobilizing capital also reflects the strength about capital of the bank. Profitability
and lending ability also show the effect of banking operation.
For diversification of products and services
18
Diversification of products and services may include price and police for serving
customers. Diversification of products and services will satisfy much more demands
from customers, and attract more customers to use banking services.
For human resources quality and management ability
Human resources quality shows in education qualification, policy in attracting
employees, and moral behavior of banking officers. Ability of employees will affect
work quality. Employees of a bank will bring directly feeling of banking services,
products to customers as well as create trust to customers. Especially, in the current
fierce competence, the enhancement of capability of employees in banking
knowledge, skills and awareness of operating environment is very necessary to
develop business. Bad moral from banking officers will make a lot of troubles to the
bank, reduction of credibility of the bank, brand name, and profitability decrease.
For brand name strength
Brand name strength consists of social donation activities, co-operation in banking
business, and trust to customers. Being trusted by customers will help the bank to
attract more customers and create competitive advantage against other rivals.
Donation to social will make more people know more about the bank name. Well
cooperation with other banks will enhance the strength of commercial bank in and out
the countries.
For technology capability
In banking business, applying technology is one of the factors for creating the
competition strength of a bank. High technology will help the bank to develop its
products, especially payment services and other electronics services products.
Technology will help a bank to create differentiation from rivals. Apart from using
ATM, POS, and core software in banking operation, ability of upgrading and
improving software of bank also express competitive capability of commercial bank
For distribution network
The increase of operation network of bank such as transaction office, branch is also
one of the important factors of commercial bank. It is an effective channel for a bank
to increase market share and compete with other banks. The number of ATM or POS
19
and their location in the market will create favorable condition for customers and
enhance competitive ability of the bank.
From the above statements, I built a competitiveness measuring tool of six (6)
components consisting of twenty three (23) variables (Figure 6).
Component of financial capability consists of four (4) variables of A1,A2,A3,A4.
Component of services and products quality includes four (4) variables of A5,A6,
A15,A16. Component of human resources quality has four (4) variables of A7, A8,
A9, A10. Technology capability has four variables from A11 to A14. Distribution
network component includes two (3) variables of A17, A18, A19. Component of
brand name strength consists of three (3) variables from A20 to A22. One variable of
A23 is to measure capability of competition of commercial bank. Variables from 1 to
22 are called independent variables, and variable 23 is called dependent variable.
I.
II.
Products & Services Quality
A1
Owned Capital
A5
Service Diversification
A2
Profitability (ROE and ROA)
A6
Policy of serving customers
A3
Funding Mobilization Capability
A15
Product Diversification
A4
Lending Capability
A16
Competitive Product Price
III
.
Financial Capability
Human Resources Quality
IV.
Brand Name Strength
A7
Employees Qualification
A17
Social Donation Activities
A8
Human resources Policy
A18
International Co-operation
A9
Leadership Capability
A19
Be trusted by Customers
A10
Employees Moral
20
F
V
i
A11
Product Research and Development Quality
A12
Capability for Upgrading and Developing new Technology
A13
Software for Banking Management
A14
Effect of payment by ATM and POS
g
u
r
e
6
VI
Technology Capability
Distribution Network
A20
Number of Branches
A21
Number of ATM and POS
A22
Convenience of Location of ATM
VII
A23
Competitive Capability
Competitive Capability of Vietnamese Commercial Banks
D
etails of Components of competitiveness
In this stage, we also create a question table for evaluation (Figure 7). In the question
table, we use a Likert measuring scale of five lever of answer from 1 to 5 to evaluate
competitive capability of commercial bank, in which number 1 means absolute
disagree, number 2 means disagree, number 3 means acceptable, number 4 means
agree, and number 5 means absolute agree.
21
II.3 Collection of research data
We interviewed and delivered the question tables to 250 banking officers who are
working at the commercial banks in Ho Chi Minh City and Dong Nai Province to get
their opinion for evaluating the competitiveness of commercial banks. However, only
234 question tables are collected for data analysis. Remaining 16 question tables are
not legal for the research, because they are not filled up and finished.
After receiving back 234 question tables from the evaluators, we use SPSS software
to calculate some coefficients as Cronbach Alpha, Effective Factors Analysis (EFA)
to evaluate the reliability of variables and components of competitiveness, and
regression linear to find out the relations and influences of components to competitive
capability of commercial bank.
Then, we use mean analysis to every variable and component to evaluate the
competitive level of each component and the competitiveness of commercial bank.
II.4 Data analysis
II.4.1 Character of research sample
The question table or survey sample made in December 2012 were delivered to and
collected from 234 bank officers working in HCM City and Dong Nai Province where
I am working now, in which 110 officers from four (4) Vietnamese State commercial
banks (VNSCB) such as Vietcombank, BIDV, Viettinbank, Agribank, 85 officers
from eighteen (18) Vietnamese joint stock commercial banks (VNJSCB) such as
Sacombank,
ACB,
Techcombank,
VIB,
VPBank,
Eximbank,
DongABank,
Maritimebank, HD Bank, Military Bank, Trust Bank, Southern bank, 5 officers from
Shinhanbank - a 100% foreign owned bank, and 34 officers from HCMC State Bank
who working at general research department, and inspection department. They are
supervisors, managers, and some directors of the banks. We also calculated education
level of banking officers to ensure quality of the research sample. There are 208
banking officers graduated from Universities and 26 officers graduated after
University, occupied nearly 89% and 11% respectively.
II.4.2 Analysis of Reliability
22
In this analysis, we calculate the value of Cronbach Alpha of every competitiveness
component to delete illegal variables. Then, we analyze the effective factors (EFA) to
evaluate the reliability of component.
- For Cronbach Alpha, we run the order of Analyze, Scale, and Reliability Analysis.
Illegal variable that has the value of item total correlation smaller than 0.3 and
cronbach alpha lower than 0.6 will be deleted from the measuring tool
As a result (Figure 8 to Figure 13), we found that cronbach alpha coefficients of all
variables reached reliable level (> 0.6). The minimum value of item total correlation
is 0.525, and the maximum of that is 0.911. All variables are satisfied the above
mentioned conditions. Therefore, all variables of components will be used for the
effect factor analysis (EFA).
-For EFA, we run the order of Analyze, Data Reduction, and Factor, with extraction
method of principal component and rotation method of Varimax. The effect factor
analysis (EFA) will be acceptable when KMO (Bartlett verification) is bigger than
0.5, total extracted variance is bigger than 50%, and eigenvalue is higher than 1
(Anderson and Gerbing, 1988).
As a result (Figure 14), we found that KMO coefficient is 0.648 with reliability level
sig equal 0.000, it shows that all variables have correlated to each other; there are 6
new factors extracted at the eigenvalue of 2.001, and total extracted variances are
74.51% (Figure 15). All variables also converged in six components, and weight
value of all variables are bigger than 0.6 (Figure 16). All variables are tightly related
to 6 extracted new factors. Therefore, they all are appropriate and will be used in the
competitiveness measuring tool or research model (Figure 19).
II.4.3 Analysis of relation between competitiveness components and competitive
capability of commercial banks
Regression linear model with backward method will be used to evaluate the relation
between six competitiveness components and competitive capability of commercial
banks. In regression linear of SPSS program, I put the average of each component into
independent box, the competitive capability component into dependent box, and run
SPSS program. Standard for accepting this regression model is that sig value is
smaller than 0.05, or equal 0.05, and there is no collinear among components of
competitiveness (value of VIF 77
49 -> 85
51 ->67
71 -> 78
62 -> 52
5 -> 10
13 -> 18
21 -> 35
5.2 -> 22
2 -> 12
4.5 -> 12
1.3 -> 5.5
Loan on GDP
31 -> 20.5
72 -> 90
48 ->35
107 -> 37
Overdue debt/total debt
37 -> 8.5
13 -> 2.4
12.6 -> 13.5
33 -> 11
Return on Assets
-3.4 -> 1.7
-2.3 -> 0.75
0.6 -> 1
-4 -> 0.3
Market share
of 5 biggest banks
Market share of state
commercial banks (%)
Market share of banks
having foreign banks’ capital
Figure 38
Effect of restructuring banking system in Asia countries.
Source: Nation Financial Security Committee in Dec 2011(10)
IV.1.2 Experience lessons for Vietnamese banks
Recently, Vietnam has also restructured its banking system in order to enhance its
financial strength, operating competence and compete in the market.
Mergence
The mergence between Lien Viet Banks and the Post Office Company established
Lien Viet Post Office Bank at the end of 2011. Before mergence, the Post Office
Saving Company was not allowed to mobilize demand deposit from customers. It
reduced partly income from fund mobilization. Therefore, the mergence help post
office to enlarge its operation scope, and help Lien Viet bank to increase their market
share (36)
The mergence between the Joint Venture ShinhanVina Bank (SVB) and Shinhan
Bank Viet Nam (SHB) formed Shinhan Vietnam Bank at the end of 2011. Before
mergence, legal capital of SVB and SHB were USD 30 millions and USD 150 million
respectively. After mergence, its legal capital increased to nearly USD 350 million;
33
the number of branch increased from 3 to 7 (Bulletin of Shinhan Vietnam Bank
2012).
Another mergence was among three Vietnamese joint stocks commercial banks
including First Commercial Bank, Tin Nghia Bank, and Saison Commercial Bank in
2011. Before mergence, three banks were in insolvency, because they used too much
short term deposit for long term lending. The State Bank of Vietnam has temporarily
provided more fund to maintain normal operation of banks. After mergence, legal of
capital of bank is up to VND 10,400 billion, and total asset of VND 154,000 billion
(41).
Selling stocks to foreign banks and companies to increase owned equity
To increase owned capital, some banks has sold partly its stocks to foreign banks.
Local banks (selling stocks)
Foreign banks (buying stocks)
Rate (%)
Asian Bank (ACB)
Standard Chartered Bank
11.47%
Sacombank (STB)
ANZ
9.78%
Eximbank (EIB)
Sumitomo Mitsui
15%
Techcombank (TCB)
HSBC
20%
Seabank (SEA)
Societe General
20%
Southern bank
UOB
International Bank (VIB)
Common Wealth
20%
Habubank
Deutsche Bank
10%
Figure 39
19.99%
Vietnamese banks sold stocks to foreign financial institutions
Source: Security Company of Vietcombank 2011 (19)
Comment
34
To improve banking operation as well as to enhance the competitiveness of
commercial banks, many countries have applied some solutions such as closing weak
banks, merging banks, selling its stocks to other banks, changing members of the
Board of Management. Vietnamese banks also applied these solutions for improving
their banking system; however Vietnam banks did not close weak banks because it
will influence strongly the normal operation of other banks.
IV.2 Solutions for improving the competitiveness of commercial banks
From the above analysis, we find that most of competitive components of VNJSCB
are evaluated not high. It is necessary to improve components of financial capability,
brand name strength, distribution network, services quality, technology capability,
and human resources quality. However, improving all components of competitiveness
at the same time is very difficult, especially for small joint stock commercial banks.
Therefore, we concentrate in improving some important components that strongly
influences other components and the competitive capability commercial bank.
As a result of analysis in the chapter I ( Figure 18), we find that there is a relation
between human resources component and brand name strength, services quality; a
relation between technology capability and service quality; a relation between
financial capability and distribution network; It means that if we improve human
resources quality, brand name strength and service quality will be influenced more
actively; or if we increase financial capability, distribution network will also be
increased; or if we improve technology capability, payment service quality and the
stability and reliability of informatics equipments as ATM, POS and so on will be
better. According to the result from regression linear equation (Figure 17), technology
capability is most influences the competitive capability of commercial bank.
From the above consideration, in my opinion, we may concentrate to improve three
components of human resources management, technology capability, and financial
capability.
IV.2.1 Improvement of human resources quality and management ability
35
As you know, human resources quality is a decisive factor to business effect and the
competitiveness of commercial banks in particularly, and the other fields in general.
Employees who have good behavior to customers and professional working style will
create good images to customers, or bring trust to customers; who have good
knowledge will shorten time of serving customers and increase profit to the bank. As
the above evaluation, moral behavior of employees should be improved. Moral
behavior influences strongly not only to business operation but reputation of the bank
and credibility to customers. However, it is not easy to control moral behavior of
employees.
For me, in order to improve moral behavior of employees, apart from strengthen the
operation management process, we may rotate employees among Departments every
period of time. Rotation means we transfer officers from Department to Department.
It also means that nobody can works at any Department forever. This rotation will
limit partly the errors caused by moral problem from officers if any, and also give
them a change for understanding every job in the bank. Though, it will be difficult for
officers at the beginning of rotation, because they are not yet familiar with their jobs.
Therefore, job training in banking operation should be made frequently, for instance
one time per year. There will be an examination after training to ensure training
effect. Results of training would be considered for evaluation of performance of
employees every year. However, there are cases for rotation among employees.
For young employees that have the position of staff and supervisors, it is easy to
rotate and assign new jobs. For old employees or those who keep positions of
managers, change to other job is more difficult because of psychology and change
ability. We may transfer to other positions depending on their capability and their
performance. If impossible, we may assign them to work at a position that is not
influenced main operation of the bank.
There will be many cases of job rotations, for instance, rotation employees in the same
Department, among Departments, and among Branches, provided that salary and other
Allowances for them after rotation are at least the same as that of the previous positions.
36
Like employees, job rotation for leader is also important to limit latent risk such as
professional moral, therefore, we may build criterions for selecting leaders (Branch
Director, Director, and so on), and refer opinion of employees about credibility and
capabilities of leaders before appointment. We may select leaders from inside and
outside the bank, even to allow employees register themselves, not to appoint directly
as per the policy of Vietnamese State commercial banks. Information of selection is
also publicized.
For the time being, most of joint stock commercial banks such as ACB, Eximbank,
Sacombank, SHB, HDB, and so on, have found training centers. Therefore, training to
employees is easy to do, and rotation among employees is feasibility.
IV.2.2 Improvement of technology competence
Enhancement and improvement informatics technology in banking system is the best
way to develop banking services operation and increase more profit for the bank.
Basing on up-to-date technology, banks can apply more new services to meet
customers’ demand, diversify their payment services in and out of the country, reduce
risks and limit error for banks and customers when using banking services.
As stated above, Vietnamese commercial banks have applied advanced software and
hard ware in banking technology, for instance, Smart link, Banknetvn, VNBC to
operate equipment using card for ATM, software of Silver Lake, Symbol System for
Core banking and so on. Some banks use this software, other banks use that software.
However, they could not connect smoothly together, and error happened very often,
therefore, it limited income from banking service operation of Vietnamese
commercial banks, especially the small and medium sized commercial banks.
Therefore, solutions for improving technology capability of small bank and big bank
will be different.
For the large sized commercial banks (group 1)
The large sized banks (20) should cooperate in connecting and upgrading IT software
together. As you know the large sized commercial banks such as group of VNSCB
including VCB, Agribank, Viettinbank, BIDV, and some VNJSCB consisting of
ACB, Sacombank, Eximbank, Techcombank, VPBank, VIB and so on which have
37
high rate of branches and ATM, POS may co-operate to find good software solution
or change another software to connect their IT equipments together. This way may
spend a lot of money for bank in the short time, but it is better for banking operation
in the long time. By doing this, we may improve the rate banking service operation
and Vietnamese banking system. Besides, the informatics technology department of
the State Bank of Vietnam may consult and support the best software solutions,
especially software for card connection to commercial banks in order to save expense
for each bank and enhance operation effect. It is also help the State Bank to manage
operation of Vietnamese banking system more effective.
When buying ATM from abroad, Vietnamese commercial banks need to refer
experience of other banks and the State Bank about technical specification to easy
connect into banking system and to upgrade ATM in the future. In reality, there are
many kinds of ATM using at commercial banks, and each bank use different ATM.
For the small sized commercial banks (Group 2,3, and 4)
Due to limit of fund, small sized commercial banks (20) do not have enough capital to
invest much in IT software and equipments such as ATM, POS, and so on; small
banks may cooperate and sign the agent contract with big banks to use their ATM,
POS. By doing this, small banks can also provide their services to customers.
IV.2.3 Improvement of Financial Capability
Financial capability, especially owned capital keeps an important role in developing
banking operation. Capital is the basic for the bank to accelerate scale of banking
operation, to provide more capital to customer, because according to the banking
Laws, bank cannot provide more than 15% of its owned capital to a customer. Capital
increased will also help a bank to develop technology capability and enlarge
distribution channels. Therefore, in order to increase owned capital, bank may apply
some solutions as using a part retained income, issuing more stocks, or mergence.
Increase owned capital from retained income
It is an important supplement fund resource. This resource has advantage of not
depending on outside market, and not bearing high expense for borrowing from
outside market. However, it is necessary to determine a reasonable retained income to
increase owned capital. Because if this ratio is too low, it will lead to slow increase of
38
fund, and conversely if this ratio is too high, it will reduce income of share holders or
value of stock listed in the market. Therefore, if growth rate of retained income to
supplement owned capital is stable over years and commensurate with growth rate of
asset, it shows the good sign for development of the bank, and high support from
share holders to the bank.
Increase owned capital from issuing stocks
Normally, expense for issuing stocks is higher than other ways. This method will
reduce the right of vote and control a bank, unless new stocks will be bought by the
old share holder. The strong point of this method is that dividend of stock depends on
banking business result, thus when the bank losses, interest expense is not the burden
for bank and bank does not return fund to share holder. But, weak point of this
method is to disperse the right of inspection, to increase issuing stocks; therefore, this
method is only applied for big banks gained profitability from their operation.
Mergence
It is the last method to increase owned capital for bank. By doing this, organization
structure of the Board of Management and employees may be changed, especially
banks that have weaker operation situation. According to plan for increasing owned
capital to VND 5,000 to the end of 2013, and VND 10,000 in 2015 by the State Bank
of Vietnam, many small-sized banks (20) will face difficulties. Therefore, solution of
mergence with other banks is unavoidable.
In summary, three solutions for improving the competitiveness of commercial that I
mentioned in this thesis are conformable with reality in Vietnam and other countries.
Solutions for improving technology capability and increasing owned capital are rather
difficult to small sized commercial banks because of limitation of capital. However,
small sized commercial banks can compete to big banks and foreign bank from their
existing advantages in the small market and perennial experiences to local customers;
improving human resources quality and management ability, business operation of
small banks will stabilize and develop.
39
LIMITATION AND CONCLUSION
Due to the limit time, the research data is only collected from commercial banks in
Hochiminh City and in Dong Nai Province. Besides, most of secondary data is
collected from leading Vietnamese joint stock commercial banks. Therefore, result of
evaluation of the competitiveness of joint stock commercial banks may be a little
different from reality.
Being evaluated low in the competitiveness, for instance brand name strength is weak,
distribution network is not high, financial capability is low, technology capability is
not high, and human resources quality is normal, Vietnamese joint stock commercial
especially small sized banks may be able to improve if they try to develop its
advantage and improve human resources quality, a decisive factor for the bank
development. Best quality in human resources will help banks to limit bad debt,
increase profitability and owned capital, improve technology and customer service,
and expand distribution network and brand name.
The purpose of the above research aims to provide bankers with references to improve
and develop their banking operation in the current competition environment in
Vietnam. The competition becomes more fiercely in the stage of integration into the
region economy and the World Trade Organization.
Banking business is a very large field and very complicated and changeable. Hoping
that the thesis will be a small contribution and partly bring benefit to the bankers.
However, due to a limit time, the thesis may be shortage of data and face errors.
Therefore, I am really very grateful to your comments and exchange on this thesis.
40
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_dung_Trung_Quoc.html
19. Security Company of Vietcombank. (2011). Banking industry report.
41
20. Security Company of Vietcombank. (2012). Banking industry report, Mar 2012.
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http://www.vietfin.net/mot-so-vu-pham-phap-cua-nhan-vien-ngan-hang/
31. Thu Thuy. (12 May 2012). Toc do gia tang may ATM.
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competitiveness.
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http://www.crm2day.com/library/EpFkZlFkpAbiECLFkn.php
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42
http://gdtd.vn/channel/3023/201204/Nhung-kho-khan-cua-NHTM-hien-nay-1960802/
38. http://www.sbv.gov.vn
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40. http://www.thebankerdatabase.com
41. http://ebank.vnexpress.net
43
Figure 7
BẢNG CÂU HỎI / QUETIONARE
NGHIÊN CỨU NĂNG LỰC CẠNH TRANH CỦA NGÂN HÀNG THƯƠNG MẠI
CỔ PHẦN
RESEARCH THE COMPETITIVENESS OF JOINT STOCK COMMERCIAL
BANKS
Kính chào các Anh, Chị,
Chúng tôi, nhóm nghiên cứu thuộc trường Đại học Quốc gia HCM, đang tiến hành
nghiên cứu về Năng Lực Cạnh Tranh của các Ngân hàng Thương Mại Cổ Phần Việt
Nam (NHTMCP). Rất mong các anh/ chi vui lòng trả lời môt số câu hỏi dưới đây
(bằng cách đánh dấu √ vào các ô trống). Mọi quan điểm của anh/chị đều có giá trị
cho nghiên cứu của chúng tôi.
We, a research group of HCMC National University, are researching the
competitiveness of Vietnamese Joint Stock Commercial Banks (NHTMCP). We are
looking forward to your reply to the below questions (by sticking x into the blank box).
Any opinions from you are still worth to our research.
Quy ước về chọn ô trả lời như sau:
1
Hoàn toàn không đồng ý Absolute
2
Không đồng ý
Disagree
3
Bình thường
Accept
4
Đồng ý
Agree
5
Hoàn toàn đồng ý
Absolute
disagree
agree
1
2
3
4
□
□
□
□
5
1. NHTMCP có vốn tự có lớn
□
NHTMCP has a high owned capital
44
2. NHTMCP có tỷ lệ lợi nhuận trên vốn (ROE) cao
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
Rate of return on equity of NTTMCP is high
3. Khả năng huy động vốn của NHTMCP tốt
□
Capital mobilization ability of NHTMCP is good
4. Khả năng cho vay của NHTMCP tốt
□
Loan mobilization ability of NHTMCP is good.
5. NHTMNN chú trọng phát triển mạnh dịch vu khác □
ngoài cho vay như dịch vụ thanh toán, chuyển tiền…
NHTMCP pay much attention to develop other banking
Services such as payment, remittance, cards and so on.
6. NHTMCP có chính sách chăm sóc và phục vụ
□
Khách hàng tốt
NHTMCP have good policies for taking care and
Serving customers
7. NHTMCP có đội ngũ nhân viên có trình độ
□
NHTMCP have qualified member staff
8. NHTMCP có chính sách thu hút nguồn nhân lực
□
NHTMCP have good policies of attracting HR
9. Khả năng quản lý của ban lãnh đạo NHTMCP tốt
□
Management ability of leaders of NHTMCP is good.
10. Đạo đức nghề nghiệp của cán bộ nhân viên tốt
□
Professional ethics of member staff is good.
45
11. Chất lượng nghiên cứu và phát triên sản phẩm
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
mới của ngân hàng có hiệu quả
Quality of searching and developing new products
of the banks is effective.
12. NHTMCP thường xuyên nâng cấp và ứng dụng
□
Công nghệ mới
NHTMCP frequently upgrade and apply new
Technology in banking services
13. Phần mềm quản trị ngân hàng có hiệu quả
□
Banking management software is effective.
14. Hệ thống thanh toán qua ATM, máy POS,
□
Mobile và Internet banking rất hiệu quả
Payment system through ATM, POS, Mobile,
And Internet banking is effective.
15. Sản phẩm của NHTMCP rất đa dạng
□
NHTMCP have diversified products
16. Giá cả sản phẩm NHTMCP rất cạnh tranh
□
Product price of NHTMCP is very competitive
17. NHTMCP có mạng lưới chi nhánh rộng khắp
□
cả nước
NHTMCP have a very large branches network
46
18. Số lượng máy ATM, máy POS khá nhiều
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
NHTMCP have a lot of ATM and POS
19. Địa điểm đặt máy ATM và máy POS
□
thuận tiện cho khách hàng giao dịch
Location of ATM and POS is convenient for
For customers in doing business.
20. NHTMCP có nhiều hoạt động tài trợ xã hội
□
NHTMCP have many activities of social donations.
21. NHTMCP mở rộng hợp tác quốc tế
□
NHTMCP enlarge international co-operation.
22. NHTMCP được sự tín nhiệm của khách hàng
□
NHTMCP are being trusted by customers.
23. NHTMCP có khả năng canh tranh tốt
□
so với nhóm ngân hàng thương mại khác.
NHTMCP are able to compete well with others
Chúng tôi chân thành cám ơn sự hỗ trợ của các anh/chị về những đánh giá trên.
Thank you very much for your support to the above evaluation.
Tên người trả lời: .................................................................................................
Name of replier
Nơi làm việc……………………………………………………………………………
Working Place
47
Trinh độ học vấn:
Qualification
□ Cao đẳng
College
□ Đại học
University
□ Trên đại học
Master/Doctor
Điện thoại: (nếu có)……………………………………………………………………
Telephone No (If any)
Figure 8
Cronbach Alpha of Financial Capability Component
Source: From SPSS program
Figure 9
Cronbach Alpha of Services and Products Quality
48
Figure 10
Cronbach Alpha of Human Resources Quality
Figure 11
Cronbach Alpha of Technology Capability
49
Figure 12
Cronbach Alpha of Distribution Network
Figure 13
Cronbach Alpha of Brand Name Strength
50
Figure 14
KMO and Barllert’s Test
Source: SPSS Program
Figure 15
Total Variances Explained
51
Figure 16
Rotated Component Matrix
Source: SPSS Program
Rotated Component Matrix
52
Figure 17
Regression Coefficient
Figure 18
Correlation Coefficient
53
Figure 19
Summary of value of Cronbach Alpha and Effective Factors Analysis (EFA)
Vari
able
s
H
u
m
an
Re
so
ur
ce
A7
0.
94
0.
89
0.
88
0.
79
A8
A9
A10
A15
A16
A5
A6
A11
A12
Se
rvi
ce
s
an
d
Pr
od
uct
s
0.8
83
0.8
54
0.8
53
0.7
86
Tech
nolo
gy
Capa
bility
0.92
7
0.87
9
Components
Fin
anc
ial
Ca
pa
bili
ty
Bra
nd
Na
me
Str
en
gth
Distri
butio
n
Netw
ork
54
0.82
2
0.59
1
A13
A14
A3
A4
A2
A1
0.8
50
0.8
27
0.7
53
0.7
45
A20
A21
A22
0.9
34
0.9
26
0.7
94
A17
0.934
A18
0.910
A19
0.824
Eige
nval
%
Vari
Cron
bach
Alph
a
3.
89
17
.7
0.
91
2
2.9
36
13.
34
0.8
67
2.88
5
13.1
16
0.86
9
2.5
17
11.
43
0.8
03
2.1
49
9.7
70
0.8
82
2.001
9.142
0.881
55
Full name:
Position:
Department service date:
Department:
Employment date:
Promotion date:
1st Appraisal
Appraisal by Fact
E
G
S
N
U
E
1. Work Performance
4.0
3.4
2.8
2.2
1.6
4.0
2.
Job
Knowledge
4.0
3.4
2.8
2.2
1.6
4.0
3. Quality
Work
4.0
3.4
2.8
2.2
1.6
4.0
4. Judgment
4.0
3.4
2.8
2.2
1.6
4.0
5. Initiative
4.0
3.4
2.8
2.2
1.6
4.0
6. Co-operation
2.0
1.7
1.4
1.1
0.8
2.0
7. Appearance &
Conduct
2.0
1.7
1.4
1.1
0.8
2.0
8. Sense of
Responsibility
2.0
1.7
1.4
1.1
0.8
2.0
2.0
1.7
1.4
1.1
0.8
2.0
2.0
1.7
1.4
1.1
0.8
2.0
of
9.
Human
Relations
Communications
10.
Ve
rb
al
11.
Wr
itt
en
2.0
1.7
1.4
1.1
0.8
2.0
12.
Customer
Satisfaction
2.0
1.7
1.4
1.1
0.8
2.0
13. Delegation
Skills
2.0
1.7
1.4
1.1
0.8
2.0
14. Versatility
2.0
1.7
1.4
1.1
0.8
2.0
15. Punctuality
2.0
1.7
1.4
1.1
0.8
2.0
Points
(2)
Sub-total
Total
(1)
(3) = [(1)+(2)]/2
Final Point
Average
[(3)+(4)]/2
Adjusted Point
The
appraiser
The
appraiser
1st
Name:
2nd
Confirmed by
* E: Excellent
>38
Name:
Name:
34[...]... commercial banks With reference to the experiences from abroad and in Vietnam for improving the operation of banking industry, and real evaluation of competitiveness of Vietnamese commercial banks, I will raise some solutions for improving the competitiveness of Vietnamese joint stock commercial banks 3 Research methodology The research of competitiveness of commercial bank will be made in three stages In the. .. IV Solutions for improving the competitiveness of Vietnamese joint stock commercial banks 30 For improving the competitiveness of Vietnamese joint stock commercial banks, we should refer some experiences from advanced countries and reality in Vietnam to have a trend of development of banking industry Then, we can find out feasibility solutions for improving the competitiveness of commercial bank IV.1... choose the topic of improving the competitiveness of Vietnamese commercial banks as my final thesis 2 Objective and scope of research 12 In this thesis, we will study some theories of competitive capability and construct a measuring tool for evaluating the competitiveness of commercial bank It is also to analyze real business operation and to evaluate the competitiveness of Vietnamese joint stock commercial. .. B Vietnamese State Commercial Banks VNJSCB B Vietnamese Joint Stock Commercial Banks R JVB E Foreign V Banks I VCB BIDV Viettinbank A T I O Joint Venture Banks 100% Foreign Owned Banks The Bank for Foreign Trade of Vietnam The Bank for Investment and Development of Vietnam The Bank for Industry of Vietnam N Agribank The bank for Agricultural and Rural Development of ACB Vietnam Asia Joint Stock Commercial. .. find out a model for evaluating the competitiveness of commercial bank In order to do that, we first study the existing theory models of evaluation of competitiveness from the Economists and build a measuring tool of competitiveness Then, we will meet some banks managers to get more opinions of evaluation of competitiveness of commercial banks, to clear and to perfect the competitiveness measuring tool... 2012, according to the commitment of Vietnam in the WTO integration process The increase of foreign banks and their branches every year made the competition among commercial banks in Vietnam become more severely Figure 3 The Number of Commercial Banks over years We wonder whether Vietnamese commercial banks can stabilize and compete to other bigger banks in the coming time Originated from the above reality,... for improving the competitiveness of commercial banks Chapter I Literature Review I.1 Concept of competitiveness of commercial bank I.1.1 Concept of competitiveness The terms of competitiveness is often used to evaluate competitive capability of a country, an industry, an enterprise, and other fields Depending on research view, there will be different basic content for the research For instance, improving. .. software in banking operation, ability of upgrading and improving software of bank also express competitive capability of commercial bank For distribution network The increase of operation network of bank such as transaction office, branch is also one of the important factors of commercial bank It is an effective channel for a bank to increase market share and compete with other banks The number of. .. leaders Many embezzlement of employees and members of the Board of Management happened at Vietnamese commercial banks In 2010 and 2011 alone, loss amount from this action was up to thousands of billions of Vietnamese Dong (28,29, and 30) Recently, the embezzlement of a leader of Asian Commercial Bank (ACB) caused the loss of nearly VND 800 billion to the bank (32).It is one of the reasons that caused... very often, payment system through ATM, POS is not much effective It may be the limitation of capital for technology investment According to the calculation, mean of A11 and mean of A13 are higher the average VNJSCB has applied the software of core banking in management, and the research of new products shows rather good The secondary data collected from some Vietnamese joint stock commercial banks ... components of competitiveness 12 Chapter III Evaluation of the competitiveness of commercial banks III.1 Evaluation of all components of the competitiveness 14 III.2 Evaluation of the competitiveness of. . .IMPROVING THE COMPETITIVENESS OF VIETNAMESE JOINT STOCK COMMERCIAL BANKS In Partial Fulfillment of the Requirements of the Degree of MASTER OF BUSINESS ADMINISTRATION... to choose the topic of improving the competitiveness of Vietnamese commercial banks as my final thesis Objective and scope of research 12 In this thesis, we will study some theories of competitive
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