REPORT ASSIGNMENT MANAGING SCHOOL SUBJECTS project title ENVIRONMENTAL ANALYSIS OF SACOMBANK AND MANAGER

Sacombank: Sai Gon Thuong Tin Commercial Joint Stock Bank.. - Specific objectives: To introduce Bank, analyze the impact of internal and external environmental factors on Bank, introduce

REPORT ASSIGNMENT MANAGING SCHOOL SUBJECTS

Project title ENVIRONMENTAL ANALYSIS OF SACOMBANK AND MANAGER

NGUYEN DUC THACH DIEM

Group’s name : 07 Class : 46K15.1 Advisor : Hoang Ha

REPORT ASSIGNMENT MANAGING SCHOOL SUBJECTS

Project title ENVIRONMENTAL ANALYSIS OF SACOMBANK AND MANAGER

NGUYEN DUC THACH DIEM

Group’s name : 07 Members

Lam Ba Dat (Leader)

Le Cong Tuan Vu

Le Anh DonNguyen Nhat MinhNguyen Duc Tu

Da Nang, 06/2021.

TABLE OF CONTENTS

PART 1 ENVIRONMENTAL ANALYSIS OF SACOMBANK AND

ORGANIZATIONAL 4

1.1 INTRODUCE SACOMBANK 4

1.1.1 The process of formation and development 4

1.1.2.1 Establishment background 4

1.1.2.2 Development journey 5

1.1.2 Development orientation 8

1.1.2.1 Vision 8

1.1.2.2 Missions 9

1.1.2.3 Core values 10

1.1.3 Organizational structure 10

1.2 ENVIRONMENTAL ANALYSIS 13

1.2.1 External environment 13

1.2.2.1 General environment 13

1.2.2.2 Task environment 22

1.2.2 Internal environment 27

1.2.2.1 Concept of the corporate culture 27

1.2.2.2 Corporate culture models at Sacombank 27

PART 2 ABOUT MANAGER NGUYEN DUC THACH DIEM 35

2.1 CEO NGUYEN DUC THACH DIEM 35

2.1.1 Working process at Sacombank 36

2.1.2 The journey to bring Sacombank back to position 37

2.1.2.1 Bank restructuring 37

2.1.2.2 Strong and decisive leadership style 38

2.1.2.3 Stimulating the spirit of the corporate culture 40

2.1.2.4 Keep writing the journey of credibility to continue to rise 41

2.1.3 Perspective at work 41

2.1.4 Individual awards 42

2.2 WORKING ANALYSIS AT SACOMBANK 42

2.2.2.1 Restructuring, re-arranging personnel, increasing productivity 44

2.2.2.2 Financial transparency, handling outstanding assets 45

2.2.2.3 Digital technical development 45

2.2.2.4 Breakthrough in communication and brand 46

2.2.2 Perspective in planning and strategy 46

2.2.3 Implementation plans 47

2.2.2.1 Strategic plans 47

2.2.2.2 Operational plans 47

2.2.4 General view 48

2.2.2.1 The role of people in business 48

2.2.2.2 Recruiting and employing employees 49

2.2.2.3 About the issues of personnel leaving to be the leader 49

2.2.2.4 Develop the next team 50

THANK YOU

First of all, Group 7 would like to express our sincere thanks to Mr Hoang Ha

- Lecturer in Managing school subjects This group assignment is an opportunity forstudents in group 7 as well as all students in class 46K15.1 to have the opportunity

to apply the management knowledge learned in class to practice in a specificenvironment – the corporate environment

About the report of group 7 – Environmental analysis of Sai Gon Thuong TinCommercial Joint Stock Bank and manager Nguyen Duc Thach Diem The reportwas made within 1 month This is the result of the finding out, research and analysisprocess of the team members

The content of the report cannot avoid mistakes, hoping you will overlook andgive feedback to Group 7 on the shortcomings in both content and form Anysuggestions from the teacher are experiences and lessons so that each student ingroup 7 can do better projects in the future

Finally, we would like to wish Mr Ha good health, success in work, career andhappiness

Group 7 – Class 46K15.1 would like to thank you !

LIST OF ACRONYMS English:

ATM: Automatic Teller Machine

CEO: Chief Executive Officer

COD: Cash On Delivery

CRM: Customer Relationship Management

EMV: Europay, Mastercard and Visa

eKYC: Electronic Know Your Customer

FDI: Foreign Direct Investment

FTA: Free trade agreement

HoSE: Hochiminh Stock Exchange

KPI: Key Performance Indicator

NFC: Near-Field Communications

QR: Quick response

RPA: Robotic Process Automation

Sacombank: Sai Gon Thuong Tin Commercial Joint Stock Bank

Vietcombank: Joint Stock Commercial Bank for Foreign Trade of Vietnam

VietinBank: VietNam Joint Stock Commercial Bank for Industry and Trade

IMAGE CATALOG

Figure 1-1 Administration model 11

Figure 1-2 Managerial structure 12

Figure 1-3 Old logo of Sacombank 28

Figure 1-4 The symbol of the current logo 29

Figure 2-1 CEO Nguyen Duc Thach Diem 35

I INTRODUCTION



 Reasons for choosing the project

Sacombank is an enterprise operating in the field of finance and banking TheBank's activities provide financial services such as capital mobilization, lending;international payment, import and export financing; payment of remittances, foreigncurrency trading,

Currently, the Corporate Finance major pertain to the Faculty of Finance, theFinance - Banking major of the University of Economics - Da Nang Universityprovides students with general knowledge, while building a foundation specializedskills and knowledge, in-depth training in understanding and enhancing the ability

to apply theoretical knowledge in the business environment Create opportunities tohelp students can work in the company's financial departments or becomeemployees in banks after graduating

The project "Environmental analysis of Sacombank and manager Nguyen DucThach Diem" was carried out by students majoring in corporate finance - group 7 ofclass 46K15.1 is the first step for students to approach and understand applyinglearned knowledge to a bank, specifically Sacombank Despite focusing on the twomost important aspects: environment and manager However, through the process offinding out and researching to complete the report; students can access information,knowledge and terminology related to their major Know the skills of analyzing theeffects of environmental factors on a bank At the same time, approach andfamiliarize with the tasks that we can do later, such as reading and analyzingfinancial statements, preparing reports and analyzing reports of competitors Whenresearching about the manager and her work at the bank, students have an objectiveview of how to run the company, how she implements strategies to elevate thebusiness What is more important is seeing the vision and working style andmanagement, leading the company

So there is a connection between the project and corporate finance major thatstudents in group 7 are studying That is why the group chose this project.



 Objectives

- General objectives: To analyze the organizational environment of Sacombank

and manager Nguyen Duc Thach Diem

- Specific objectives: To introduce Bank, analyze the impact of internal and

external environmental factors on Bank, introduce manager and analyze herworks at Sacombank



 Objects and scope of research

- Objects: To conduct research on Sacombank and the impact of environmental

factors on the Bank

- Scope of research:

+ Space: The whole system of Saigon Thuong Tin Commercial Joint Stock

Bank and manager Nguyen Duc Thach Diem

+ Time: From the Bank's establishment to the present Analyze the manager's

work mainly during the time she worked at the bank

+ Scopes: Bank and person.



 Research methodology

Research methodologies used in the project:

- Main methodologies:

+ Qualitative methodology: express personal opinions based on actual

experiences, real phenomena,

+ Documentary research methodology: analyze, gather theories,…

+ Informational collection methodology: read the documents,…

 Project layout

The research project includes 60 pages and 5 pictures

In addition to thanks, introduction, research results, conclusions andrecommendations, list of acronyms, list of images, list of references; the structure ofthe report consists of two parts:

+ Part 1: Environmental analysis of Sacombank and organizational

+ Part 2: About manager Nguyen Duc Thach Diem

PART 1 ENVIRONMENTAL ANALYSIS OF SACOMBANK AND

ORGANIZATIONAL

1.1 INTRODUCE SACOMBANK

1.1.1 The process of formation and development

Saigon Thuong Tin Commercial Joint Stock Bank is known as Sacombank forshort Established on December 5, 1991 in Ho Chi Minh City Currently,Sacombank is one of the ten largest and most prestigious banks in Vietnam

Full name : Ngân hàng thương mại cổ phần Sài gòn Thương Tín

International name : Saigon Thuong Tin Commercial Joint Stock Bank

Abbreviated name : Sacombank

Stock Exchange : HoSE

Headquarter : 266 - 268 Nam Kỳ Khởi Nghĩa, Ward 8, District 3, HCM City

Phone number : 0888 5555 88

Hotline : 1900 5555 88 (Customer care call center)

to a socialist-oriented market mechanism under the management of the Governmentand each step integration into the global economy

For the banking industry, within only 7 years from 1990 to 1996, the StateBank had specific innovative solutions such as implementing a positive interest ratepolicy, monetary policy is operated by indirect tools combined with direct controltools; the establishment of a currency market has opened up a business environmentfor cooperation and development between banks.

In addition, human resources were enhanced, continuous training and manynew technological tools, step by step modernization ensured the smooth operation

of the new banking systems Credit capital was expanded to all economic sectorsand achieved an average growth rate of 36%/year, contributing to economicrestructuring towards industrialization - modernization and promoting economicgrowth in many years Therefore, the birth of new banks like Sacombank haswelcomed the wave of economic growth and has great opportunities for futuredevelopment

This period also showed that the cooperative relationship between Vietnamand international monetary and financial institutions (IMF, WB, ADB) was re-established and opened This was the perfect opportunity for the birth of banks tocapture international cash flows and global economic trends

In Ho Chi Minh City, the cooperatives no longer unified, one by onedisbanded Faced with this situation; three cooperatives including Lu Gia, ThanhCong, and Go Vap merged with Go Vap Economic Development Bank and theresult was the birth of Sacombank

1.1.2.2 Development journey

Sacombank's nearly 30-year journey of establishment and development hasrecorded many outstanding events, both success and failure Those are its marks andvaluable lessons It is a premise for Sacombank to improve and grow stronger in thecountry and the region

a From 1991 to 1999

Officially put into operation on December 21, 1991 with a starting capital ofVND 3 billion, the network operated mainly in the suburban districts of Ho ChiMinh city, the business scope was monotonous Sacombank made the rightdecisions, creating good conditions for development in the following stages In

1993, Sacombank opened a branch in Hanoi This was the first time a commercialjoint stock bank in Ho Chi Minh City established a branch in the Capital At thesame time, offering promissory notes and implementing fast money transferservices from Hanoi to Ho Chi Minh City and vice versa contributed to overcomingthe use of cash between the two largest economic centers in the country

The turning point in this stage was the Bank's implementation of acomprehensive reform policy on the management board and human resourcesaccording to the advanced managerial model, which brought a new and modernchange

The stage of starting a business also brought Sacombank a series ofdifficulties With a small amount of capital, but the Government had a new policy,the minimum capitalization requirement for an Urban Bank was VND 70 billion AsSacombank itself was an Urban Bank, the enactment of this new regulation was areal challenge that the entire management board and personnel must solve Since itsestablishment 5 years, Sacombank's charter capital only reached nearly VND 47.5billion This problem still could not be solved, the Bank had to face high overdueloans

Challenge after challenge However, Sacombank was the first bank in Vietnam

to offer initial shares to the public in 1996 At the price of 200,000 VND/share,Saigon Thuong Tin Bank raised its market capitalization to VND 71 billion

b From 1999 to 2001

Taking the lead in a new activity – Capital Issue Sacombank was constantlylooking for solutions and solving problems that arise At the same time, exploitingthe potential opportunities of this market

To expand the market, Sacombank received capital contributions from foreignorganizations Dragon Financial Holding (UK) contributed 10% This solutionraised the bank's capitalization from VND 71 billion to VND 190 billion

In addition to charter capital, Sacombank's scale also expanded and developed

as demonstrated in a series of newly established branches, increasing market sharethroughout the country and at the same time cooperating with foreign organizations.Specifically, Sacombank expanded its network to more than 20 provinces and keyeconomic regions, established relationships with more than 80 branches of foreignbanks around the world

c From 2001 to 2006

During this period, the set economic indicators and development goals werefully and exceeded by the Bank The success came from the fact that Sacombankhad received a capital contribution from 3 foreign shareholders that were developedfinancial and banking institutions in the region and the world This createdfavorable opportunities for Sacombank to access advanced technology and modernmanagement experience, ready to integrate into the global economy In addition, theBank initially successfully developed the model of joint venture and associationthrough capital contribution to establish a joint venture fund management company,insurance company and securities company Over 14 years, Sai Gon Thuong Tin isone of the joint-stock commercial banks with the biggest charter capital in Vietnam,increasing from VND 190 billion in 2001 to VND 1,900 billion in March 2006.Branches spread from North to South with over 100 transaction points, building astaff of 2,659 people, relationships with 6,700 agencies belonging to 200 banks in

80 countries around the world

d From 2006 to until now

This is a period of strong development, the basic difficulties have been solved.The market size continues to expand, more and more branches are established.Relationships with credit institutions and banks around the world create favorablemotivation in global cooperation

Regarding the stock market, Sacombank was the pioneer bank to list shares onthe Ho Chi Minh Stock Exchange (HoSE) with a total listed capital of VND 1,900billion VND

Starting to establish subsidiary companies, such as Sacombank-SBRRemittance Company, Sacombank-SBL Financial Leasing Company, Sacombank-SBS Securities Company Expanding more fields such as jewelry business –Sacombank-SBJ Jewelry Company

In network expansion activities in Indochina, Sacombank was still the leadingbank when it opened a branch in Laos In June 2009, opened a branch in PhnomPenh This activity contributed to promoting the economic trade of enterprises ofthe three countries

As of March 31, 2021, the Bank's charter capital reached VND 18 852 157million Sacombank issued 1,885,215,716 ordinary shares, with par value of VND10,000 As for the operation network, the Bank had 1 headquarter, 109 branches and

443 transaction offices in provinces and cities across the country

1.1.2 Development orientation

Always putting customers at the center, customer satisfaction is whatSacombank is still aiming for With the following goals, the bank has been growingsteadily around the past 30 years and has become one of the most prestigious banks

in Vietnam

1.1.1.1 Vision

With the aspiration to reach far and fly high, the Bank has a vision: To become modern retail and multi-purpose bank in the country as well as in the Indochina region.

Source: Sacombank

From a bank with a modest capital, Sacombank always strives and bringsambition to expand its scale throughout Vietnam and especially the region Up tonow, the banking system has been present in all provinces and regions of thecountry Sacombank has also established branches in Laos and Cambodia The path

to implementing the vision took place according to the plan that the Bank had built

The Bank has also succeeded with subsidiary companies operating in manydifferent fields such as asset management, jewelry, A multi-functional bank isincreasingly affirmed

The current vision is the guideline that guides all people at the Bank to worktogether and strive to build a strong Bank The staff, as well as the leadership,always implement the lines and policies following the vision of the Bank

1.1.1.2 Missions

Sacombank's mission is to create the best benefits for customers with the mostcomplete products and services Constantly innovating and overcoming weaknessesand promoting advantages so that the Bank is a reliable place for individualcustomers and businesses The Bank prioritizes the training of an elite humanresources system with excellent human resource development policies Equallyimportant are community- and social-oriented activities

The following are the 4 missions that the Bank always aims to:

- Optimizing full-service, modern and multi-utility financial solutions forcustomers

- Maximize added value for partners, investors and shareholders

- Bring career value and prosperity to employees.

- Accompanying the common development of the community and society

Source: Sacombank

1.1.1.3 Core values

To bring customers to the Bank, Sacombank has introduced a system of corevalues to attract attention and affirm trust and credibility when customers usebanking services:

- Pioneers open the path and boldly face challenges to continue the success.

- Innovative and dynamic for sustainable development.

- Commitment to quality is the principle of conduct of each member in

customer service and partnership

- Making a difference with innovative breakthroughs in business and

executive management

Source from Sacombank

The values that the Bank builds are aimed at maximizing the value forcustomers, employees, and investors and demonstrating the highest sense ofresponsibility in society to the community

1.1.3 Organizational structure

As a large bank in the country, in order to maintain and organize activitiesaccurately, quickly and promptly, Sacombank must develop a reasonable, specificand specialized organizational chart

In general assessment of Sacombank's organizational chart, the Bank isorganized in a vertical functional structure

Includes 2 apparatus:

- Administration and control apparatus At the head of the Bank is theGeneral Meeting of Shareholders.

- Managerial apparatus Headed by General Director is responsible for 10departments

Below is the administration model and managerial structure of the Bank:

Figure 1-1 Administration model

Figure 1-2 Managerial structure

These factors have had a direct and long-term impact on the Bank's currentbusiness activities and potential for future development.

a Technological

The emergence of industrial revolution 4.0 has been creating breakthroughs inall industries, not except the banking industry Outstanding development intechnology, machines and equipment gradually become popular, high-precisionalgorithms support people a lot in their work Sacombank with the motto mustchange to catch up with the digital transformation, the top goal is to bring the bestexperiences and services to customers, especially corporate customers

With previous plans, Sacombank quickly implemented many solutions, takingtechnology as a bridge between customers and the Bank Since March 2008, theBank has built and successfully established to put into operation the most moderndata center in the region to ensure the absolute safety of the backup datainformation system

Sacombank and many other banks are applying Core Software Technologysystem – also known as Core banking In essence, this is a system of basic bankingmodules such as deposits, loans, and customers Through that, the bank developsmore services, products and stricter and more effective internal management InApril 2012, Sacombank successfully upgraded its Core banking system T24 fromversion R8 to modern R11 In the past, when banks did not have a modern "core" orused an outdated "core", the customer management process was very scattered and

extremely inconvenient for customers To send money anywhere, the customer must

go there This is inconvenient when customers want to trade at as many points asthey have to open accounts They also cannot make transactions at different pointsbecause the system builds each transaction point as an account This outdatedprocess has been completely solved with the advent of modern core banking Fromnow on with only one code, customers can make transactions with many productsand services and at any transaction point inside or outside the system The timelyoperation of the core banking modern version has helped Sacombank optimizemanagement capabilities, diversify products and services and at the same timeincrease Sacombank's competitiveness in the market

Technology has brought Sacombank positive steps Since 2010, the Bank hascreated modern transaction channels such as customer service centers thanks to theapplication of digital technology Especially, Sacombank was the first bank inVietnam to issue and accept EMV standard cards on all POS and ATMs in 2015.After 2 years, successfully upgraded and issued the first contactless payment card inthe market and deploying QR code payment method according to the global EMVstandard Sacombank Pay financial management application on smartphones wasalso born after only 1 year

In 2020, it was the first time to mark that Sacombank has launched an onlineauthentication feature (eKYC) that has reduced many unnecessary procedures whenusing Sacombank Pay, the NFC feature turns smartphones into non-physical cardsfor Touch payment and Tap to Phone service for merchants who accept cards thatturn smartphones into NFC POS machines to make touch payments for customers

Since then, the Bank has deployed many non-cash payment services such aselectronic tax payment, electronic invoices, domestic and foreign money transfers,payment of public services (electricity, water, telecommunications, tuition fees ) onelectronic channels Besides, there are collection/payment services, cash flow

such as QR, card, mobile app or cash without managing staff who collect cash, savecosts and limit risks.

During the Covid-19 pandemic continues to spread around the world.Customers often cannot go directly to the bank to use the service However, with asolid digital technology foundation, it has been researched and developed by thebank before The work of exchanging, transferring money, borrowing capital is nolonger a complicated problem People can make transactions through applicationsdeveloped by Sacombank Not only that, to limit human-to-human contact, avoidincreasing the risk of infection The bank regularly organizes online meetingsthrough applications such as Microsoft Teams, Zoom, At the same time,employees with each other or between superiors and subordinates can talk and workthrough this application Forms of distance learning have been implemented since

2019, but amid the current pandemic, these forms have only been widely applied In

2019, Sacombank marked a great development in technology, a series of tools wereintegrated with information technology, application of artificial intelligence(chatbot), robotics technology (RPA), upgraded core bank T24 to R17

Especially in 2020, Sacombank was the first bank in Vietnam to successfullyapproach and convert the method of holding the general meeting of shareholders tothe online form and electronic voting This was also the year Sacombank initiallyoperated the Network Security Operations Center according to internationalstandards

Timely applying technology, Sacombank has mastered the rising trend ofdigitization While the challenge is still ongoing, having the technology at hand, theproblem-solving ability is also enhanced more Technology is the momentum thatmakes the Bank grow stronger day by day

b Natural

In recent years, global climate change has become more and more acute, aseries of natural disasters, if they happen, are a real concern for the operation of

economic activities In the general influence caused by nature, the banking industry

in general and Sacombank in particular are still affected by tangible impacts.Specifically, economic activities were blocked due to natural disasters, currencyconversion was stopped between parties, causing financial intermediaries such asSacombank to fail to achieve the set targets, trading activities encountered manydifficulties, banking transactions are therefore also affected

Regarding infrastructure, recent floods in the central region or the prolongedheat weather have eroded the quality of the works Sacombank has to spend moremoney for the repair and refurbishment of branches and transaction offices

Environmental quality goes down in big cities like Hanoi, Ho Chi Minh City,the air is seriously polluted The Bank's staff is easily affected, leading to illness andtemporary resignation Although the impact is not significant, it also reduces theprogress of the Bank's work somewhat

Especially in the context that Vietnam and the world are straining to fight theCovid pandemic, it has negatively impacted banks, including Sacombank Afterthree outbreaks of the pandemic, Vietnam's economy was stagnant because manybusinesses were unable to operate or limited operations Even many businesses have

to declare bankruptcy in areas such as restaurants, hotels, etc If the business goesbankrupt, the amount of capital that the business has borrowed from the bank, thebank is in danger of losing because the business owner does not the ability to payeven if the Bank sues in court, it cannot take back the money The pandemic alsoreduced the asset quality of banks, and bad debts increased significantly At thesame time, banks agreed to reduce interest rates, waive and reduce some servicefees to share and support loan businesses to recover during and after the pandemic.This causes the bank's assets to decrease Also in the complicated context of Covid,banks have to review and re-evaluate their customer portfolio in case encountering

"lost credibility" customers

The influence of nature on Sacombank is obvious However, Sacombank isstill implementing projects for the environment The "Green credit" policy that theBank has implemented is to support loans for customers whose production andbusiness activities aim at protecting environmental and social resources.

Specifically, the bank spends up to VND 8,500 billion for loans with interestrates from 6% per year for new and existing businesses that need capital forproduction and business but have no impact or ability to protect the naturalresources environment

With respect to individuals and households, Sacombank opens a creditpackage of VND 500 billion for loans to buy solar energy equipment, preferentialinterest rates and includes insurance products to encourage customers to use naturalenergy instead of electrical power

Nature affects all sectors, not just banks Sacombank and many otherbusinesses are still implementing projects and policies to directly and indirectlysupport environmental activities Together, the living environment is better, healthypeople work more effectively, increasing the working efficiency for the businessactivities of the Bank as well as other industries better

c Sociocultural

From the beginning before officially established, Sacombank chose the land ofSaigon as the place to take root The population is concentrated at a very high level,the demand for people's quality of life is mostly higher than that of other regions inthe country The population is the customer, if the population is denselyconcentrated, the number of customers will definitely be high Because of this,many businesses including Sacombank have chosen densely populated cities like

Ho Chi Minh City to establish

After nearly 30 years of development, Sacombank has expanded on the wholecountry with hundreds of branches and transaction offices to bring the best servicesand experiences to residents in all regions of the country Not only in densely

populated areas, low population density areas such as the Central Highlands, theBank also boldly expanded its branches The Bank's Board of Directors understandsthe needs and desires of people to use banking services and believes in itsreputation Exploiting low-potential areas and bringing the best experiences tocustomers are the things that Sacombank is still implementing.

Each region often appears its characteristics, possibly in terms of language,culture, So when implementing events at branches, Sacombank always paysattention and selects activities suitable to the culture of each region Especially atbranches outside Vietnam such as in Savannakhet (Laos), cultural differencesbetween the people of the two countries are different Sacombank is always carefuland well-prepared for community activities

d Economic

How the economy changes will bring about changes in the way the Bankoperates Being much affected, any fluctuations of the global and national economywill directly affect Sacombank

The first impact is that the international trade agreements that Vietnam hassigned have opened up a global environment with wide opportunities for economicsectors The banking industry has also received this positive wave FTAs are signed

to promote the import and export of goods; to stimulate enterprises to activelyproduce, to increase the number of goods requires enterprises to expand theirproduction scale, call for and borrow capital for investment The appropriate interestrates at banks like Sacombank have attracted businesses to actively borrow capital

to expand their business scale At the same time, the prosperity of the economycreates many jobs for the labor force, reduces unemployment because businessesnot only increase the production of goods for foreign trade but also to meetdomestic consumption People earn more assets because businesses grow well, theamount of money they spend on consumption increases In addition, people save

economic growth increases the money supply from savings and increases thedemand for loanable funds from investment This in turn increases the assets ofbanks.

Realizing the potential of Vietnam's economy, FDI sources continuouslypoured money into provinces and economic regions Especially in the context of thepandemic, but Vietnam still successfully handled and overcome it, Vietnam'seconomic growth is one of the rare countries that achieves a positive level This hasattracted investors to pour money into our country Vietnam continues to achievepositive results thanks to the positive state of the market Contributing to promotingactivities of borrowing capital into banks and increasing total assets

Despite receiving a positive wave from the economy, in recent years,Sacombank and banks have also faced difficulties due to the economy beingaffected by international events The main example is the trade war between the twolargest superpowers in the world - the United States and China Tensions betweenthe two countries began on March 22, 2018 It has been more than 3 years sincethen, but the tension continues The trade war of the two superpowers affects theglobal economy, and Vietnam is no exception The fact that each side imposes taxes

on each other's products makes trade conflicts more acute than ever It can be seenthat foreign trade activities of third countries are affected With Vietnam, a countrythat still has good diplomatic relations with both countries, it seems that Vietnam'seconomy will fall into a state of "dilemma", but no, Chinese products that the USimposed tariffs as an opportunity for Vietnam to increase exports to the UnitedStates, in fact, it happened Not only that, Vietnam has the opportunity to receiveinvestment waves from leading companies in the world such as Apple and Samsungwhen they move factories from China to Vietnam In spite of accepting the benefitsthat seem to be positive However, the consequences of the real war are still present.Vietnam's foreign exchange market is directly affected, with continuous changes inthe value of currencies and VND The State Bank is therefore always in a state ofhaving to deal with possible situations such as the risk of currency devaluation,

which can still happen with VND Commercial banks like Sacombank, therefore,need to take necessary measures in advance to prevent market problems that mayappear at any time The stock market is in a similar situation STB stock price riseand fall are difficult to predict, the risk of losing money and increasing assets is thesame It can be seen that trade tensions affect Sacombank as well as other banks Inthe long run, nothing is predictable Therefore, Sacombank needs to develop andestimate the necessary plans to promptly solve the problem.

e Legal – Political

Vietnam's political system is considered by many countries to be highly stable.Thanks to that, the activities of the bank as well as the economy are operatedsmoothly and avoiding political risks This is an attractive factor for foreigninvestors to contribute capital to the economic market, including banks

A stable political environment opens up many opportunities for the bankingindustry: attracting foreign investment capital to expand production and businessactivities; conditions for market expansion; promoting the association of banks withother banks or cooperation with credit and monetary institutions; finally able tostabilize its human resources

However, challenges still exist in parallel Stemming from opportunities,competition between domestic and foreign banks increases, and market share can beshared

Laws have impacts on the process of operation, production and business notonly at present but also in the future Banking business and any other industry areall subject to strict legal supervision by the provisions of the law Banks need to payattention to the legal framework in time if there is a change in order to master thelaw so that there are adjustment options to avoid any activities that violate the law.Currently, there are many regulations in the law for the banking industry Therefore,banks must understand the law and strictly enforce the law so as not to make

f International

The trend of global integration is taking place strongly in all fields Because ofthis context, the banking industry continues to reach out in the international arena.International integration really helps Vietnamese banks affirm their position on aglobal scale

In recent years, Vietnam has continuously cooperated with prestigiouseconomic organizations in regions around the world Many signed agreements open

up a large market for the banking industry At Sacombank, keeping up with themarket's flow, many projects have been implemented to cooperate with creditinstitutions, companies and banks outside of Vietnam

Regarding opportunities, when stepping into the world, a large and potentialmarket awaits Banks have the opportunity to expose and deploy the most advancedtechnologies; many solutions and problem-solving tools that leading banks in theworld are applying The competitive market will help the bank have moremotivation to develop, besides an open environment between countries will attractforeign investors to invest in Vietnam Production and trading activities wereexpanded The Bank will be an attractive place for businesses to borrow capital, and

at the same time, with preferential and reputable interest rates, the Bank will solvethe need for cash and perform transactions in the best way for the parties

Vietnamese commercial banks, especially Sacombank, recognize theimportance of the process of integration into the international environment TheBank's leadership always focuses on and prepares activities to keep up with theincreasingly obvious and existing trend as it is now At Sacombank, the Bank hasbuilt a system of trade finance and international finance, expanding its market share

to the region and the world, giving the Bank many lessons and experiences forfurther development in the future

In addition to opportunities, the global environment requires banks to be wellprepared for events that will affect market operations Due to the increased

competition between the parties, the Bank will have to endure greater pressure Theworld is in a state of turmoil, wars, pandemics, domestic and inter-party conflictsmake the situation tenser than ever These macro events will all affect the bankingindustry To adapt, Sacombank and other banks must always try to maintainconsistency in operations, build high competitiveness in order to adapt and adjustflexibly to fluctuations in the domestic market and the world.

In the future, the trend of integration among countries will certainly continue

to develop further Accepting opportunities and overcoming challenges is whatbanks want Many new trends will probably appear, so from now on, banks have to

do deep research to be able to predict and update market flows on time

- Associated with Sacombank

- Has a direct impact on the Bank

- Very fast impact

- Can be controlled, can adjust the pressure of the environment



 Analytical objectives

The analysis of the task environment aims to show the attractiveness ofSacombank Specifically, clarifying the task environment can clarify the followingissues:

- Economic characteristics of the Bank

- Competitive characteristics in banking

b The factors of the task environment

In the task environment, there are 4 factors affecting the basic operations ofthe Bank, which are: customers; competitors; suppliers and the labor market

 Customers

Sacombank affirms that "customer is the center" The business objective of thebusiness is to uphold the role of customers to bring the best services to customers.From the company, the bank's staff is always focused on training behavioral skillswhen dealing with customers, helping customers feel a friendly, cooperativeenvironment when using services at the bank

For each customer, Sacombank will apply different appropriate care policiesbut must ensure to create sympathy for customers Not only for first-time customersbut also long-term customers In particular, there are always separate programs toserve loyal customers who regularly use the service and act as a bridge to increasecustomers for the Bank

Sacombank determined from the beginning to bring the best experience tocustomers, not because of KPIs, officers, employees or profits of the Bank

In particular, the Bank always tries to build close relationships with customers.Considering customers as relatives, Sacombank staff will advise them on the mostpreferential policies, which services should be used and the most suitable, suggestpromotions, installment payment with 0% interest rate,

In order to bring the best experience to customers, in addition to building ahuman resources department, the Bank always invests in developing theinfrastructure system at the branches, building a space for customers to feel mostcomfortable when using the service Regarding Internet - banking applications orwebsites, Sacombank's website and app layout must always make customers feeleasy to use In addition, the Bank has built a current technology platform with a cost

of up to hundreds of billions of dong, invested in marketing, customer relationship