Phân tích chiến lược kinh doanh của BIDV e

21 5 0
  • Loading ...
1/21 trang

Thông tin tài liệu

Ngày đăng: 31/12/2018, 16:17

Phân tích chiến lược kinh doanh BIDV Analyze the business strategy of BIDV TABLE OF CONTENT TABLE OF CONTENT INTRODUCTION RESEARCH OF CONTENT Rationale for the strategy and strategic management 1.1 The concept 1.2 The role of strategic management: General introduction of Joint Stock Commercial Bank for Investment and Development of Vietnam – BIDV .5 2.1 Overview of BIDV 2.2 Scope of business activities 2.3 Human resources and business networks The the business strategy of BIDV Analysis of the general environment .8 4.1 Analysis of the economic situation – social 4.2 Legal-political environment: 4.3 Analysis of the international environment 10 4.4 Technological factors 12 Analysis of competitive factors .13 5.1 The suppliers and customers .13 5.2 Substitutes 14 5.3 Direct competitors .14 5.4 Potential opponents .15 Identify the strengths and weaknesses of BIDV 16 6.1 The strength of BIDV 16 6.2 The weakness of BIDV .16 Proposed solutions to develop business strategies for BIDV 18 CONCLUSION 21 INTRODUCTION For any commercial bank, the business strategy is an essential activity, is the orientation factor for management decisions With the integration trend is the expansion of the market in terms of size and requirements of customers increasing quality of products and services This makes banks must shift from product orientation to customer orientation, find ways and means to meet the needs of customers Therefore, bank managers must define objectives and the business strategy consistent with the external environment and internal environment of the bank before specific decisions to avoid mistakes and limitations risks, seek new business opportunities Strategic planning of the banking the business in order to identify long-term goals In the process of going to the same goals, the administrator must set out the specific steps, the short term goal of annual, quarterly, monthly and even weekly plan Based on the objectives set out from the work of strategic planning requires managers to develop policies to create the means to achieve the objective One bank may offer profit targets or effective for or 10 years And to achieve that goal, administrators have to plan business strategies properly The effectiveness of the operator, bank management must be measured and evaluated to find the causes affecting the business performance Therefore, the the business strategy is important duties of the administrator, as a basis for evaluating the effectiveness of governance And effective governance of the bank has been operating effectively For a bank, it is not synonymous with efficiency to achieve profitability, but also to compare with other objectives laid out as risk control, brand value, market share,etc, RESEARCH OF CONTENT Rationale for the strategy and strategic management 1.1 The concept Strategy is the determination of the orientation and scope of an organization's activities in the long term, in which organizations must gain the advantage through the combination of resources within a challenging environment, ensure good Most of the market demand and meet the wishes of the actors involved in the organization Strategic management is the process of studying the current environment as well as in the future, making the organization's objectives; set, implement and supervise the implementation of the decision in order to achieve these objectives in the current environment as well as in the future This important feature is that all business strategies as formation is concerned and it is used to distinguish the Programme of business plans is "competitive advantage" The fact that no competitors without the strategy, because the strategy has the sole purpose and security for enterprise search and gain a sustainable advantage for your opponent 1.2 The role of strategic management: Strategic management process to help organizations find the purpose and direction of its travel It makes for administrators to consider and determine whether the organization to follow directions and when they reach a certain location Realizing the desired results in the future and aims to help managers and employees to master what to to achieve success Environmental conditions that organizations face changing The rapid change often create opportunities and unexpected risk Using strategic management to help administrators to target opportunities and risks in the future Although the planning process does not preclude the administration expected or predicted environmental conditions in the future Meanwhile, the process of strategic management forced administrators analyze and predict the environmental conditions in the near future and in the distant future Therefore clear future environment where administrators have the ability to seize good opportunities, make the most of opportunities and reduce risks related to environmental conditions General introduction of Joint Stock Commercial Bank for Investment and Development of Vietnam – BIDV 2.1 Overview of BIDV Full name: Bank for Investment and Development of Vietnam International trade name: Joint Stock Commercial Bank for Investment and Development of Vietnam Short name: BIDV Address: BIDV Tower, No.35 Hang Voi, Hoan Kiem District, Hanoi Phone: 04.2220.5544 - 19,009,247 Fax: 04 2220.0399 Email: Was established on 04.26.1957 2.2 Scope of business activities - Banks: Banks is an experienced full leading provider of products and modern banking services and utilities - Insurance: providing products of non-life insurance is designed to match the overall package products to a customer of BIDV - Securities: provide diversified brokerage services, investment and investment advisory capabilities and rapid development system dealers nationwide orders - Financial investment: capital contributions to establish enterprises to invest in the project, which highlights the leading role coordinating the key projects of the country such as: Vietnam Leasing Aviation Joint Stock Company (VALC ) The developed highway company (BEDC), Investment Long Thanh international airport,etc, 2.3 Human resources and business networks a) Human resources BIDV More than 18,000 officers and staff as the financial consultants are trained, experienced and transferring accumulated over half a century in BIDV always bring customer benefits and reliability b) BIDV's business network - Non-bank network of BIDV: Including Investment Securities Company (BSC), Financial Leasing Company, Investment Insurance Company (BIC), with 20 branches throughout the country,etc, - Commercial presence abroad: Laos, Cambodia, Myanmar, Russia, the Czech,etc, - Network banks: BIDV has 127 branches and over 600 network points, 1,300 ATM/POS in 63 provinces/cities nationwide - The joint venture with foreign partners: Venture Bank VID-Public (partner Malaysia), Laos-Vietnam Joint Venture Bank (the Lao partner) Vietnam-Russia Joint Venture Bank - VRB (with Russian partner), BIDV Tower Joint Venture Company (partner Singapore), investment management joint venture BIDV - Vietnam partners (partners USA),etc, The the business strategy of BIDV BIDV is striving to become one of the 20 modern bank with quality, efficiency and leading reputation in Southeast Asia in 2020 The strategy of BIDV in 2015 and vision to 2020 is striving to become one of the 20 banks have quality modern, efficient and leading reputation in Southeast Asia in 2020 In focusing on three breakthrough strategy is: - Improving organizational model professional, effective, business processes, governance regulations, devolution and coordination between units towards product and customer follow international best practices most - Rapidly develop high quality human resources is based on the use and development experts in the country and internationally as key force in developing a stable and sustainable - Capacity mining technology applications in banking operations to create the breakthrough liberation of labor, increasing the spread of science and technology to all business operations of BIDV In 2015 the Bank will focus on completing the 10 priority objectives as follows: + Construction and finishing organizational models, governance capacity building at all levels of the Bank Operating create a solid foundation to grow into a leading financial group in Vietnam + Focus comprehensive restructuring of business operations side to improve efficiency and maintain quality; proactively manage risk, sustainable growth; + Maintain and develop the position and influence of the Bank on financial markets, pioneering efforts to effectively implement the national monetary policy; + Improve capacity and risk management; actively applied and managed in accordance with best practices consistent with business practices in Vietnam; + Development of retail banking activities, which holds a large share of outstanding credit, capital mobilization and retail services; + Improve capacity to exploit applications and technology in business activity and create breakthroughs to increase efficiency, labor productivity + Rapid Development of high quality human resources, professional force, raise labor productivity; + Striving to become a bank best credit ratings in Vietnam by the organized international credit rating; + Restructuring operations and enhance business performance of subsidiaries, associated companies, restructuring the portfolio to focus on core business areas; + Protect, maintain and promote the core values; Build corporate culture and brand development BIDV BIDV has distributed the program act in eight main components cover the entire business operations and governance at BIDV Specifically: - Investments: Descending and instruction to terminate the investments outside the industry, the main business areas, improve the efficiency of capital investments and investment contributed to the subsidiary; - Credit: Diversifying credit structure by industries, sectors and customers; Ensure growth of scale associated with credit quality; - Raising capital: Adjusted capital structure and maturity of customers towards sustainability and increased efficiency through long-term funding, capital mobilized from the population; the ODA and access to capital on international financial markets; - Capital: product diversification and increased market share to assert its leading position in the field of venture capital and monetary market in Vietnam; - Development of retail banking: strengthen technological resources, financial and human resources for retail banking operations, diversifying products and services of retail banking; while improving the quality of services provided; - Income and efficiency: Diversify income sources, ensure the index reflects profitability (ROA and ROE) in accordance with international practices; - Human resources - organizational model: build a team of experts, set up platforms bank financial group; - Technology: Consolidation of information technology systems to support modern operating effectively for governance and development of the banking products and services; Analysis of the general environment 4.1 Analysis of the economic situation – social In 2015, growth will continue to stabilize in the global economy and other major economies According to the World Bank, the growth rate of developing countries could reach 5.9% in 2006, with Southeast Asia and the Asia - Pacific region could reach 7.8% Along with the restructuring of the market economy, Vietnam's economy has made significant progress, constantly growing rapidly (at around 7%/year, reaching 8.4% in 2014) Macroeconomic stability is maintained (CPI average increase 3.34%/year, the state budget deficit was controlled below 5% of GDP), the material life and spirit of the people not stop improved Besides the economic situation - Social appear some difficulties and challenges as crude oil prices and rising interest USD rates; Domestic prices rose at a high level (6.8%); the trade deficit increased, competitiveness and efficiency of businesses is generally low; real estate market quiet; natural disasters, floods and drought across large parts of the country But in terms of the overall economic environment of Vietnam in recent years and expected to 2015 is the continued growth of the economy and the restructuring of the banking system is very favorable conditions for the development of the banking sector However, if compared with other economies, the size of our country's economy is relatively small For low-income population has affected overall consumer demand of the population, and banking needs, as well as market development prospects of retail banking services in the future Another factor to consider is the financial capacity of the economic entities and individuals are generally still weak, educational level of Vietnam, although improved, but compared to the requirements of integration is still limited, the perception of banking systems of many people still vague, with routine use of cash has led to the demand of the economy on the banking services are limited and operating environment bank risk 4.2 Legal-political environment: Regarding the political environment, with the Association of Asian countries Pacific voted Vietnam is a country with a stable political situation of the region's most favorable conditions for banks to secure expansion share, diversify products and banking services Business areas are banking business sector is extremely complex and sensitive, so this is an area the Government and the State Bank has provided support, especially support for banks water Environmental law, monetary policy was prudent operator, flexible, in order to control inflationary economic growth contributes to strong and sustained; credit growth in line with its objectives, coupled with improving credit quality, specifically: - On the operating rates: the base rate of VND always dropped in recent years; twice increased the refinancing rate, rediscount interest rate: interest rate refinance, rediscount interest rate increases; twice increased the maximum deposit interest rate in dollars of legal entities at credit institutions: as demand increases - For open market operation: Transaction three sessions/week, mostly offer to purchase, a tool primarily supports capital available for the commercial banks, there are 116 trading days, the time limit of 15 - 45 days, interest rates fluctuating around 6%/year - Professional discount and refinancing: To provide capital support to commercial banks next open market operation, the central bank has taken the refinancing operations of state commercial banks, joint-stock commercial banks and joint venture banks follow discount limit Many banks have used the discount expires notified to meet the needs of liquidity - Exchange rate: adjusted discount VND slightly against the dollar to stimulate exports, helping to control imports - Compulsory reserves: Since the beginning of 2010 until now, required reserve ratio has not changed much in order to avoid the impact increases in market interest rates, enabling credit institutions to extend credit to be effective Besides operating prudent monetary policy, flexibility, State Bank continue implementing innovative solutions mechanisms and credit policies and restructuring commercial banks, such as: Promulgating the Regulations issued valuable papers of credit institutions; loan modification mechanism, securing loans of credit institutions to clients, loan classification, provisioning and use of provisions against credit risk, regulations on accounting by assigning autonomy for the credit institution and assess credit quality, regulations on prudential ratios in operation of credit institutions, directing the credit institutions implement advanced solutions credit quality, risk control and ensure the safety of the system Simultaneously, the State Bank also requires commercial banks equity capital increase, raising the minimum safety ratio; decided equitization of Vietcombank and directing the credit institutions to accelerate implementation of the components of the modernization of technology, business administration and risk, improve the quality of personnel and network development,etc, Besides the positive side, the monetary policy of the state banks is still limited, stands at dealing, market reaction, let alone able to guide the operation of the market for commercial banks In addition, a number of regulations issued asynchronously, especially the provisions on security for loans, sell property, registration of securities transactions,etc, makes handling difficult debt However, the overall political environment - Vietnam law still investors assess is pretty good and has a positive impact on banking and financial markets 4.3 Analysis of the international environment The trend of globalization has an impact on the economic development of all countries Vietnam also affected by globalization trends, and looking chominh appropriate way to avoid being left behind in the process of international economic integration With the implementation of these commitments, gradually easing market access to banking services, commercial banks in Vietnam are faced with competition for stability, development and integration According to the documents of State Bank 10 Vietnam, a number of commitments in multilateral negotiations and bilateral WTO accession commitments in the financial sector - banks as follows: - Develop the legal environment of conformity Bank International practices - Unlimited number of service providers Bank - No limit on the total value of transactions on bank services - No limit to the number of the operation or the total number of banking services - Unlimited number of persons employed by foreign financial institutions - There are no restrictions or requirements to bring a form of a specific entity - Do not limit the participation of foreign capital contribution in the form of a maximum percentage of foreign shares held under the principle of negotiation The impact of integration is inevitable competition will become increasingly fierce than in most economic sectors For the banking sector, it focuses on the following aspects: - Credit activities: competition for loans will become more acute, especially when foreign banks understand the Vietnam market and legal environment for credit activity is gradually improved gradually In particular, to allow foreign banks to participate in the refinancing and rediscounting, swap, forward from central banks will help them offset the bi mobilized by route restrictions - Payment services: foreign banks have distinct advantage over the type and quality of service experienced by, and modern technology After the market prestige in Vietnam, they will attract a large number of domestic customers - Activity enterprise development consultant is the strength of foreign banks with professional consulting services, while domestic banks is new about these transactions - Raising capital: With the permission to receive deposits from institutions and mobilize idle money of the people in the country, foreign banks will be fierce competition in the expansion of capital mobilization - New services: the superior experience, the foreign banks will compete in the provision of new services such as toll payment services, money transfer, consulting, brokerage, custody and manage portfolios for clients 11 Apart from the direct impact of fierce competition with foreign banks also have an indirect effect through companies that are customers of the bank Pressure from liberalization will force companies to improve productivity, cut costs,etc, in order to improve competitiveness The statistics also show that WTO accession countries is the time rate of workers being fired and the merger or buyout largest And when companies are at risk of loss, bankruptcy, banking risk has also increased because the company is the customer of the bank loan However, global economic integration for the banking sector still bring "benefits" more "lost" First, the integration helps improve capacity management, and improve the regulatory environment in the banking sector International economic integration also opens up opportunities to exchange, international cooperation between Vietnam commercial banks in monetary operations, set out measures to strengthen supervision and prevent risks, thereby enhancing the prestige credit and bank's position in the international financial transactions, while helping banks enlist conditional capital, technology, management experience and training of cadres, promoting the advantages comparison of individual banks to strengthen their competitiveness on the international market competition Thanks to the integration of international and domestic commercial banks have access to international financial markets make raising capital easier and efficient use of capital, contributing to improving service quality With the participation of foreign banks increased in number and scale of operations will promote domestic banks constantly improve service quality, improve bank management, property management liabilities, assets, risk management, improving the quality of capital in order to be able to compete with foreign banks in Vietnam 4.4 Technological factors Some modern banking services the bank has been promoting during the last deployment and is socially accepted, such as home banking (Home Banking), SMS Banking, Phone Banking provides information retrieval and execute payments through various channels, customer convenience More specifically HomeBaking services, companies can perform the payment of wages to hundreds of thousands of employees through the bank Since then, contributed to banking services risk becoming close to people and increase the number of personal accounts Supports 12 more convenient for individual clients are technology cards with Visa, MasterCard and visadebit (forward in the near future chip card technology), helped customers make the withdrawals, transfers,etc, at any ATM, or make the payment, buying on the Internet, study abroad,etc,… Besides, the development of technology has changed the way the relationship between commercial banks to consumers and corporations, through which banks can help develop markets abroad in a convenient way Technology in the banking system can not fail to mention the electronic payment system interbank (CITAD) of state-owned banks This system reached trading volume average payment 11.000- 13.000 dishes/day with 8.000 billion/ ay Time to process a transaction for less than 10 seconds However, the technology investments of each bank remains independent, no connections, share resources and information with one another to reduce the effectiveness of the system of inter-bank information For banks today, it is difficult to know the status of their customer credit at another bank Also, despite the chairmanship of state-owned banks, but there is no consensus among banks Analysis of competitive factors 5.1 The suppliers and customers For commercial banks, the supply is the depositors, who provided a large proportion of capital in property of any public commercial banks The providers can be individuals, households, companies, social organizations, financial institutions, banks and foreign The primary objectives of this object is secure profits or capital Regarding the rights of the legal supply providers have the right to choose any bank or other financial institutions to conduct transactions in order to best meet the expectations of their target Customers, or in other words the users of banking services The desire of this object is to provide products and financial services in a convenient way with the lowest cost For a significant number of customers to bring great benefit to the bank, they often have great bargaining power and this is quite important object that the banks always attentive care BIDV classify customers and suppliers into two main groups: individual customers and corporate customers Now, if the person providing the bank may raise interest rates low through payment accounts; if the customer is service revenue from 13 billing, credit loans are quite large and the object is profitable for the bank considerably 5.2 Substitutes For banks, alternative products have features similar banking products that are supplied or the product will be developed in the future If the number of substitutes in the market at the existing products of the bank will be less competitive and have a chance to win in the market Conversely, various alternative products, users of banking services will have more choices, while banks will have more competition, face the risk of narrowing the market share In Vietnam, in recent years the life insurance market appeared many foreign companies with the savings - accumulation - insurance has partly market share of citizens' savings Furthermore, investment channels through real estate trading floor, the stock market also contributed significantly affect the operation of banking competition That shows a huge amount of public funds instead of savings they invest in the stock market This significantly increases the cost of raising capital from the banks and reduce the borrowing requirements of the business, but also expand the channel for investors in mortgage securities (repo securities transactions ) 5.3 Direct competitors On the banking market today, it can be seen that the state-owned commercial banks and joint-stock commercial banks have dominated the domestic market, including the state-owned commercial banks account for over 65% market share of the credit service , and nearly 70% of the deposit market State-owned commercial banks with advantages in capital and is sponsored by the Government were dominated banking market in recent years With the current situation, according to the general perception of economic experts, the state-owned commercial banks will continue to dominate the banking market in the next years With the strength of capital and competitive advantages of the favored state-owned commercial banks, today's reality shows commercial banks in general and in particular the Bank is not worthy competitor of state-owned commercial banks Thus, direct competition with current BIDV banks, in particular to banks: ACB, Sacombank, Techcombank We can say with the diverse nature of operations and the 14 capital of the three banks is the direct competitor to the Bank in the current period and will continue to compete with the Bank in the future 5.4 Potential opponents Foreign banks: According to the process of integration will be no distinction between domestic credit institutions and foreign credit institutions operating in the banking sector Also, in the future, the foreign banks will strengthen the branch network expansion in Vietnam in all forms And branches of foreign banks operating currently in the wholesale sector in Vietnam will gradually be eased gradually and become banks compete directly with BIDV Regarding retail foreign banks operating in Vietnam as ANZ and HSBC in the near future and major banks such as Citibank, UOB, Standard Chartered Bank,etc, and will participate in the competition in the increasingly fierce market more and more to influence the situation of BIDV raise capital Apart from the direct competitors are commercial banks mentioned above, not to mention many potential rivals also speed relatively fast development in recent years and has a solid market share as foreign banks and newly established banks In the coming period, with the increase more and more companies will certainly affect the market shares of the commercial banks in general and BIDV in particular On the credit market, while the foreign banks understand the market and the regulatory environment in Vietnam makes the risk assessment and risk treatment guarantee for debt recovery, the competitive pressure will increase In addition, a series of modern services in Vietnam unrealized (like money brokerage and trading derivative products) and products based on high technology by foreign banks supply will cause pressure competitiveness to all commercial banks in Vietnam, including BIDV - The other potential competitors that commercial banks are likely to be formed from the large corporations (such as Petroleum, Fisheries, Post – Telecommunications,etc, ) will be the new rival for BIDV future Some smaller banks have a strategic partner as corporations, the growth potential is huge In addition, the life insurance company (with financial products replacing products of bank savings), the international retail groups (with the installment purchase directly, not through banks ) also are potential competitors of the bank 15 Identify the strengths and weaknesses of BIDV 6.1 The strength of BIDV - BIDV has built a reputation in Vietnam banking system - Owning a modern technology platform - Distribution system operating effectively - Quality works well maintained over the years - Products and services varies 6.2 The weakness of BIDV - The charter capital is low, much lower than the regional banks - Effective marketing is not high Lack of human resources in terms of quantity and quality - Efficiency lower research and development - Product quality is not high banking service and application range of new products and services are limited 16 OPPORTUNITIES (O) Political stability - the Vietnamese society The continuous growth with high speed of the Vietnamese economy 3.Globalization and international economic integration The legislation in the financial sector, banks are increasingly complete Population size and population structure conducive to the development of banking services Information technology developing rapidly STRENGTHS (S) COORDINATION (S-O) Prestigious market Market entry strategy Modern technology (S1, S2, S3, S4, S5, O1, O2, O5, O6) 3.The distribution system operating Market Development Strategy efficiently (S1, S2, S4, S5, O2, O3, O5, O6) Quality works well Perfecting technology strategy Products service varies (S2, T1, T2, T3, T4, T5, T6) WEAKNESSES (W) COORDINATION (W-O) The charter capital is low Strategic financial capacity (W1, O1, O2, O3) Effective marketing is not high Human Resource Development Strategy 3.Workforce shortage of quantity, quality Resources (W3, O1, O2, O3) Research and Development Efficiency Low Product quality banking services is not high THREATS (T) Implementation of international commitments in the field of banking Competition among banks and financial institutions is getting fiercer The habit of using cash is still common The customer is becoming more demanding and expect more than in banking COORDINATION (S-T) Strategic development of new products (S1, S2, S3, T1, T2, T3, T4) Strategic product differentiation (S2, S5, T1, T2, T3, T4) COORDINATION (W-T) 1.Strategy build sustainable customer base (W2, W3, W5, T4) Strategies to strengthen marketing activities (W2, W4, T1, T2, T3, T4) 17 Proposed solutions to develop business strategies for BIDV Market entry strategy BIDV advantage of prestige, quality operations, to take advantage of the opportunities presented by the growth of market demand, the development of the economy and political stability, social Segment marketplace-new local customers for the operations of BIDV will be able to exploit and develop the BIDV expanded financial investment activities: insurance, securities trading, real estate investment production, investment fund managers, engaged in mergers and acquisitions Focus for wholesale and expand - thriving retail services Consolidate and increase its market share on this market is done through measures such as improved products and services to always have a new point; expand the sales network; reducing input costs to output more competitive prices; adjust the advertising strategy and promotion; develop a communication strategy to make customers trust products and services of BIDV; developing sales strategies Market Development Strategy BIDV advantage prestigious brand has been registered, the technology to penetrate new markets to take advantage of efficiency opportunities from potential domestic market that BIDV of untapped well as reaching out to foreign markets, promoting international activities through the establishment of representative offices and / or its subsidiaries in the United States, Russia and some countries in Asia It supports the business activities of BIDV extrovert because the purpose of attracting foreign investment and supporting enterprise is domestic customers export and overseas investment However, the development of faster or slower market depends on objective factors such as the economic development of areas where BIDV wants to develop (the size of the market), domestic laws and regulations and countries in which BIDV wants to expand the market Strategies on developing new products and services Reviewing these products and services to restructure inefficient or decided eliminated Promoting the advantages of modern technology to exploit opportunities through the development of new products and services To develop new products requires BIDV to invest large cost, human focus However, before the development of 18 new products, BIDV must consider the size of the target market of new products, the timing of deployment, marketing plans for new products Strategy Product Differentiation BIDV implement strategies to cope with these challenges, competition from rivals, according to this strategy BIDV should focus on the supply and support of products and services to customers both large package - target - VIP business effective now, with sustainable development strategies; while meeting the need of small and medium business sector dynamic blocks equitized SOEs operate effectively BIDV should review and study to build a system, product and service portfolio and potential existing in the coming years Proposed roadmap for each product comes with requirements for manpower and technology Technology Strategy Recognizing the role of technology, BIDV continued to invest in upgrading the server systems, base infrastructure in information technology, promote the development of software engineering applications in advanced IT business operations to putting BIDV bank became a high qualified IT targeted product diversification, improving productivity, quality and efficiency of banking services Development strategy on financial capability To overcome weaknesses in its financial capacity, BIDV should focus on: + The equitizationBIDV bank to raise equity capital from investors at home and abroad + Implementation of the plan to increase its capital and plans for dealing with bad debt, the issuance of bonds to raise capital level II and receivables balance sheet debt of the state plan and the debt owed by the government only to supplement the capital Improve management strategies and quality of human resources Human resources are crucial to the success, the business failed Human resource determinants of BIDV to competition compared to competitors The organizational model of BIDV should be radically innovate towards enhancing centralized management at headquarters Strategies for building sustainable customer base 19 Over the years the brand strength of investment in capital construction and provides products and services primarily service package for customers is now, BIDV has a stable customer base BIDV should focus on strategies to build a sustainable customer base parallel to attract new customers 20 CONCLUSION Strategic management is the process of arranging flexible strategies, the operations and business results, which include human resources, leadership, technology and treatment methods Effective combination of these factors will assist strategic direction and provide excellent service This is an ongoing activity to establish and maintain strategic direction and operations of an organization; making daily decisions to resolve the situation is changing and the challenges in the business environment As part of the strategic ideas on business development, you (and your partner) have outlined a specific direction, but the subsequent impact of policy (such as enterprise directory new performance criteria) or business impact (as demand for services increases) will the operation direction of the business changed in the other direction This also implies accountability both of you when you decide whether to take corrective action for a given track or go in a new direction Similarly, it also relates to how to run the business if the relationship with the partner change Bank's strategy for 2011-2015 and vision to 2020 is striving to become one of the 20 banks have quality modern, efficient and leading reputation in Southeast Asia in 2020 In focusing on three strategic breakthroughs are: Improving organizational model professional, effective, business processes and rules governance, devolution and coordination between the units direction product and customer follow best international practices Rapidly developing high quality human resources is based on the use and development experts in the country and internationally as key force in developing a stable and sustainable Capacity mining technology applications in banking operations to create the breakthrough liberation of labor, increasing the spread of science and technology to all business operations of the BIDV Bank 21 ... The effectiveness of the operator, bank management must be measured and evaluated to find the causes affecting the business performance Therefore, the the business strategy is important duties... strategy to make customers trust products and services of BIDV; developing sales strategies Market Development Strategy BIDV advantage prestigious brand has been registered, the technology to penetrate... quality, specifically: - On the operating rates: the base rate of VND always dropped in recent years; twice increased the refinancing rate, rediscount interest rate: interest rate refinance, rediscount
- Xem thêm -

Xem thêm: Phân tích chiến lược kinh doanh của BIDV e , Phân tích chiến lược kinh doanh của BIDV e

Gợi ý tài liệu liên quan cho bạn

Nhận lời giải ngay chưa đến 10 phút Đăng bài tập ngay