Global Petro Bank (GPBank) - retail banking strategy in period 2011-2015

GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM CAPSTONE PROJECT REPORT GLOBAL PETRO BANK GPBANK - RETAIL BANKING STRATEGY IN PERIOD 2011 - 2015 3.. To: Vi

GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS

ADMINISTRATION PROGRAM

CAPSTONE PROJECT REPORT

GLOBAL PETRO BANK (GPBANK) - RETAIL

BANKING STRATEGY IN PERIOD 2011 - 2015

3 Nguyen Thi Huong Giang

4 Nguyen Duc Thinh

HANOI 2011

To: Vietnam National University

Center for Educational Technology & Career development (ETC) The Global Petro Bank (GP.Bank) confirms that all the members of the group l1 -

Have used the data and figures about GP.Bank in the capstone project report “GLOBAL

PETRO BANK (GPBANK) retail banking strategy in period 2011 — 2015” in the Global

Advance Master of Business Administration Course between Vietnam National

University and Andrew Univesity (GAMBA)

Our grateful thanks go to Prof Soren Kirchner and Mr.Vu Thanh Hung for

their enthusiastic and responsible guidance By the time now, we have already

learned a lot of knowledge and experience about strategy management A big contribution and hard worked from both of them are very great indeed

Never forget, a great appreciation go to Global Petro Bank (GP Bank) for their kind co-operation to the completion of our project by providing needed information

as well as arranging interviews with key managers of the bank

Last but not least, we are indebted to our class managers as well as our many classmates that have encouraged, support and help us in completing this project

successfully

Our warmest thanks!

TABLE OF CONTENT LIST OF ABBREEVLA TIONS o- 5 0 G5 G5 SƠ g S83 gsssssessee iv LIST OE EILGUIRLES 0 GG(G G5 ch g2 se Vv LLIST OIE TA B,LEVS G- G5555 SE E9 9S 1 2s gsgs se vi INTRODUCCTIOÌN 0G G3 Họ gu 6g sssssè 1

1 Rationale of selected topic .c.ccccccccececeesessescessseescseeseecsseacseescssessesacsessevacens l

2 Objective and scope Of project .cccccccceccceececcsecsssssesecsssacsecsesascsscsacesceseess 2

3 Statement Of PULPOSE oo cceceessessescsccsccsccscsecsesscsececsesaeeevsceacsacsaevassusaeeases 2

4 Methodology eeccecccccccessccsessecsecsevsccsssecseccaevsevaesaesausaesaesausavsavsucearesersevserva se 2

5 Structure Of report cc cecccsecsssscseesesscsccsccscsscsscscsscsesscsesaeeavseeacsuesaeaseasateates 2 CHAPTER I: BUSINESS STRATEGY DEVELOPMENT THEORY 4 1.1 Business StFaf€BY Q1 SH HHH TT nH HH TH TT TH HT TH nếu 4 1.1.1 Definition - c Gv ng n TT TH HT ng hưng 4 1.1.2 Classification -G kh n TT ng ng nh n cọ 4 1.2 Business formation strat€gBY ¿-¿- 6 tt E1 E se ceơg 5

1.2.1 Mission and main ØOaÌS ¿+ + xxx sEEEESEeESkEsEekErerrreessee 5

1.2.2 External environment(PESTT) set SE E gas sec cec 5 1.2.3 Internal environimeii( - ĩc scskvc11SS vS S 1g gang xe srec 6 124s SEALCRY SELECHON cccsccncenesnswncxsvvensonsatsteniendbetsanuwnbias onaantdecaseastadecncsspecs 6 1.3 Strategy formulation tools c ccccccscscccssescssssscessesscscscsescscccscscsecasseseeeeass 6 1.3.1 Stage 1: Input stage (Formulation framework) .ccccccescceseseseseeees 6 1.3.1.1 External Factor Evaluation (EFE) Matrix - 55 cscsscs z2 6 1.3.1.2 _ Competitive Profile Matrix (CPM|) SG Set se se sec sescez 7 1.3.1.3 Internal Factor Evaluation (IFE) Matrix . 5 se c5: 7 l„ỗ„ SLNEG 2! NinIGHiid SEIPĐ eusseecseoseiersoieidtradisdenisbdeoeibsitbiiaieruiei id 1.3.2.1 Strengths - Weaknesses — Opportunities — Threats (SWOT)

Matrix i

1.3.2.2 Strategic position and action evaluation (SPACE) Matrix 9 1.3.2.3 Internal — External (IE) Matrix .cccccccceccssccsscscsscesessceessceaees 10 1.3.3 Stage 3: Decision sfape ch n1 HH ng neo 11 CHAPTER II: BUSINESS STATUS OF GPBANK - 5 5 s<ssssssseses 12 2.1 Introduction ofGP Bank c1 E3 1 E3 S1 xnxx rey 12 2.1.1 History and development: .c.cccccccccssssssscssesescecestssssescceetscseseaeaes 12 2.1.2 Products and Services ccccccsccccscssscesssceececsecscscseescsesssscassavseesesecsssees 15 2.1.3 Business Performance ccccccccccssscssssssssssscesesesescsessssssceacsecassesecscees 15 2.2 Analysis of environmental factors affecting the operation of Global Petro Bank (GP Bank) c1 21121121 vn TH TH TT TT TT nH TH TH Tnhh nay l6 2.2.1 Macro envirOnImei ccx c1 121 E 111011111111 1n ng na l6 2.2.1.1 PoliticaÏl ÍACẨOT - c1 1111 1n ng nH TT ng nay 17 2.2.1.2 ECconomic FACtOr tt SE 11110191 1kg ngang 18 2.2.1.3 SOCial] fACtOL eee ecccccseesccssecsecsecssscsccsscssccseveeecsecsecaseetaeesssesaeeaes 21 2.2.1.4 Technological factor cccccccccccscscscscscscssssssescscscssececeevsceesatseenees 23

2.2.2 Micro €nVIFOTITHL, 0000000001111 1n re 25

2.2.2.1 IndUSITY rIVẠTY 2 S1 2n n HT HT TH HT HT HH He, 25 2.2.2.2 — HUY€FS Q SH TT HH TH HH TH HT TH HH He 25 2.2.2.3 SUDpÏICFS Ặ 2Q nTn TH HH TT HT nghệ 26 2.2.2.4 Potential entran{S -.- cá cv nhe, 27 2.2.2.5 SUDSUILULC eee ceceseceesesecscecseescsesscscsesscscsssssavscssssesessevaeeusasens ni 2.3 Opportunity and threat evaluation cccccccccccccssceecsescscescecseesesceacsees 28 2.4 External Factor Evaluation Matrix (EFE) cccccccccsccesscsseessccesseeesseeeseens 29 2.5 Competitive Profile MatriX - ác nh HT ng 31 2.6 Internal factor evaluation .ccccccccsccscescscescssscsscsesesscscsseseasseescesvaceaceeeeeas 36 2.6.1 GP Bank’s resources .ccccccssscseseessssesesscssscecscssscscscssvsvsesasasseeaceeeaes 36 2.6.2 Strengths and weakness analysis .c.cccccccccsccscsssssscssescesceecesceseeseaees 40 2.7 Internal Factor Evaluation Matrix (IFE) c.ccccccccccecsccesessscssescescsseaveeceees 4]

CHAPTER III: GPBANK’S BUSINESS STRATEGY FORMATION AND EXECUTING SOLUTIONS (5G 55333 xxx 44

3.1 GP Bank’s business strategy formation - ccscssx se ke se secez 44

3.1.1 Rationale for forming the business strategy 5s cecccs +4

3.1.2 SWOT matrix analysis ceccccseesescssescsscscscsscscsesscscsesessesscencaeeees 44

3.1.3 SPACE Matrix analysis .ccccccscsssscscscscsssssssscscscscscsesscscesescsceesess 48

3.1.4 IE matrix analySiS - ch HH HH nga 49

3.1.5 Alternative strategies for GP Bank - 5-5 csccx sec scvreeee 50

3.1.6 QSPM matrix analysis to select the best alternative strategy 50 3.2 Some solutions for business strategy execution GP Bank 52

3.2.1 Model / Structure building solution s s5 sxsecesererers Sĩ

3.2.2 Capacity building solution -s- scsskvS xSx Exserecrersez 53

S213 | WERE OLIIS SOMMION siicccessehsovsystsssasextcanadat ska vd satis iotscoessebdecdecovatereneploseecs 54

Dei Selon!) , °c cD MAUNA IIS etc ter eect eects tennis heh gate vibe ious val = cea 54

3.2.3.2 Marketing policy: .cccccscsescssescscsssesscscscscsessestscscecsessseeeececaees 55 3.2.4 GOOd service SOLUION .ccessscescescscsssscssessessscssscsssscscsessecaseeseececaes 55

DBs: EE AIRLOR Pee rneesenceost amen ee ste ge ware gs aes itlontac ale dar reeves anatase 56

RCI, Cid cot ais yosatccstsastlenies cpnnvcnttneesreatea ied (93 bnkeeas.atsancittea aided! atanfgertinbetacare 59 3921/3400) 02/67 Á 60

ACB Asia Commercial Bank

Agribank Vietnam Bank for Agriculture and Rural Development

' BIDV Bank for Investment and Development of Vietnam

CEO Chief Executive Officer

FPT The Corporation for Financing and Promoting Technology

KPI Key Performance Indicator

MB Military Joint Stock Bank

MHB Mekong Housing Bank

PEST Political, Economic, Social and Technology

ROA Return On Total Assets

ROE Return On Common Equity

SBV State Bank of Vietnam

SMEs Small and Medium Enterprise

TCBS The Complex Banking Solution

| VỊB Vietnam International Bank

Vietcombank Joint Stock Commercial Bank for Foreign trade of Vietnam

Vietinbank Vietnam Joint Stock Commercial Bank for Industry and Trade

VIP Very Important Person

VPB Vietnam Prosperity Joint Stock Commercial Bank

Fig 2.4 Forecast for economic growth of Vietnam in 2006 - 2010 20

Fig 2.5 Data on Vietnam’s inflation from 2007 - 2010 20

| Fig 2.6 Porter’s Five Forces 25

Fig 2.8 Total revenue before tax(2010) 32

Fig 2.10 | Total loans (2010) a2

Fig 2.11 | Mobilize capital from individuals in 2010 33

Fig 2.15 | Growth in total mobilized capital and loans 37 Fig 2.16 | Structure of mobilizing capital and loan by customers a7

Table Name Page

Tab 2.1 | Ownership structure 13

| Tab 2.2 Targeted activities in 2008-2009-2010 16

‘Tab 2.3 | Data on Vietnam’s GDP from 2007 - 2010 18

Tad 2.4 | Data on Vietnam’s population growth from 2007 - 2010 21

| Tab 2.5 | Opportunities and threats for GP Bank 28

Tab2.7 | Strengths and weaknesses of direct competitors of GP Bank 33

Tab 2.9 | The data on deposit and loans by customers 38 Tab 2.10 | GP Bank’s strengths and weaknesses 40 Tab 2.11 | IFE Matrix 41

Tab 3.2 | SWOT Matrix 44

/Tab 3.3 | SPACE Matrix 48

Vi

INTRODUCTION

1 Rationale of selected topic

As can be seen, 2011 is the second year of the economic innovation after the

global economic crisis from 2008 to 2009 At the present, even though the world

economy has already changed positively but there are still some difficulties such as public debt crisis in

Europe, earthquakes and tsunamis in Japan or the slow recovery of United

States’econorny, etc Thus, in that difficult general background, the economy of

Vietnam also would not avoid the corollaries

On the other hand, when the markets become more dynamic to both local firms

and foreign firms that participate in the round and the customers increasingly clear

their ‘God’ position, it is also when the firms need to create more values to maintain and improve customer relationship Therefore, in recent years, the Finance and Banking area becomes more vibrant than ever before Despite of the influence of

global economic crisis, it has to be admitted that the degree of the impact to Vietnam banking system is not as big as expected It is the good news that the commercial bank in Vietnam have already started to build and rebuild the vision

and strategies to be survival and develop in the condition of intense competition as

same as during the economic crisis period

The Global Petro Joint Stock Commercial Bank (GP Bank) officially becomes Joint Stock Commercial Urban Bank which has operated in Hanoi from 7th November, 2005 Originally, GP Bank is an organization that just switched to

operating model, organized the structure with a compact of the staffs who are less

than 10 Until now, GP Bank has already an intense improvement in both organization scope and internal network The annual operational targets have

growth over 200%

Based on the research and analysis, it is clearly seen that the operation of GP

Bank even achieved the organization targets However, due to the impact of the

economic crisis as well as the difficulties in financial and monetary markets, it also has revealed certain limits, especially in determining long-term strategy Therefore,

in Our opinion, the construction and creating a new goal for GP Bank is necessary

This is also the reason to organize the Retail Banking of GP Bank in 2011-2015

2 Objective and scope of project

Objective of project: GP Bank’s business strategy for retail banking

Scope of project: All systems of GP Bank in Vietnam

3 Statement of purpose

Research into the rationale for banking operations; understand retail

operations of commercial banks

Based on the analysis of GP Bank operation, recognize its strengths and

weaknesses which serve as basis for the appropriate solution

Recommend a new strategy which is about retail strategy and solutions of

implement, petition to the government agencies and the Bank to develop

sustainably and stably

4 Methodology

The topic is analyzed based on the analysis of quantitative and qualitative

activities in retail banking of GP Bank

In addition, the interviews, group discussion, observation and statistics are

also used to supplement the analysis for the project

Through the research, the data related to macroeconomic as well as the

forecast of relevant organizations such as World Bank, Government Bank of

Vietnam, the intensive research into the field of local and foreign banks and

the financial statements of Joint Stock Commercial banks in Vietnam

5 Structure of report

Besides the introduction, conclusion and reference list, the project includes 3

main following parts:

CHAPTER I: BUSINESS STRATEGY DEVELOPMENT THEORY

CHAPTER II: BUSINESS STATUS OF GPBANK

CHAPTER III: GP BANK’S BUSINESS STRATEGY FORMATION AND EXECUTING SOLUTIONS

CHAPTER I: BUSINESS STRATEGY DEVELOPMENT THEORY 1.1 Business strategy

Thus, the content of business strategy must follow these two following aspects:

- Setting organizational goals and ensuring that they would be achieved by effective organizational tools

- Providing a clear guidance for the organization business activities

1.1.2 Classification

Based on the scope of strategy, there are three main categories: overall

strategy, unit strategy and operational strategy

- Corporate strategy: is concerned with the overall purpose and of the business in order for the long-term significance to compete and gain competitive advantages including growth strategy, joint ventures strategy and outward strategy

- Unit strategy: is concerned with particular units of the organization These

functional units would be product strategy, financial strategy, human

resources strategy, marketing strategy, etc

- Operational strategy: is concerned with delivery the corporate and

business unit level strategic direction

1.2 Business formation strategy

1.2.1 Mission and main goals

- Vision statement is considered as the first step in strategic planning, which

answers the question “What do we want to become?” of many organizations

- Mission statement is the purpose of organization which guides organization’s implements in order to distinguish the organization from

others

1.2.2 External environment(PEST)

External environment refers to all factors that exist outside an organization’s

boundary and have significant influence on it Two main types of important impact are macro environment analysis and industry environment

- Macro environment analysis is the concept primarily concerned with major

issues: political forces, economic forces, social forces and technological forces

e Political forces: consist of the philosophy that can influence the business activities and legal forces that serves to define organization’s

abilities and its limitations at a specific point in time

e Economic forces: refer to the character and direction of the economic system within which the firm operates

e Social forces: consist of customs, lifestyle and values that characterize

the society in which the firm operates

e Technological forces: is an important aspect that may create new

opportunities or risks for the organization It is the most dramatic force

now shaping our destiny

- Industry environment provides a view that included the competitive position of an organization and its competitors as well as the stages in industry development

1.2.3 Internal environment

Internal environment refers to an organization’s controllable abilities in performing well the business Identifying internal environment is an essential strategic management activity

1.2.4 Strategy selection

This is the identification of alternative strategies in response to the defined

strengths, weaknesses, opportunities and threats of the bank Then, directional

strategy will be indentified to create the appropriate match between capacity and

resources of the bank to the needs of the environment in which it operates

1.3 Strategy formulation tools

1.3.1 Stage 1: Input stage (Formulation framework)

1.3.1.1 External Factor Evaluation (EFE) Matrix

External Factor Evaluation (EFE) Matrix is a strategic management tool often

used for current business conditions that allow strategists to summarize and evaluate

the opportunities and threats that a business is facing The EFE Matrix can be

developed in five steps:

- List factors: is to gather a list of external factors which can be divided into two groups: opportunities and threats

- Assign weights: assign a weight that arrange from 0.0(not important) to 1.0

(very important) to each factor The weight allows strategists to assess the

degree of relative important of those factors to being successful the

organization’s industry

- Rate factors: assign a rating from I(poor) to 4(superior) to each factor

which indicates the degree of the organization’s strategies responding to each factor

- Multiply each factors weight by its rating to calculate the weighted score

- Total all weighted scores: add all weighted scores for each factors to determine the total weighted score for the organization

Evaluation is based on the highest total weighted score that the organization can gain

With regards to the number of key opportunities and threats, the highest

possible total weighted score for an organization is 4.0 which show that an

organization is responding effectively to the certain opportunities and threats On

the other hand, the lowest possible total weighted score is 1.0 which gives

information about a weak response of the organization to the factors The average

total weighted score is 2.5

1.3.1.2 Competitive Profile Matrix (CPM)

Competitive Profile Matrix is an essential strategic management tool that compares the organization with its competitors by identifying the particular strengths and weaknesses As same as EFE Matrix, the CPM Matrix is also

measured on the basis of weight, rating and total weighted score However, the CPM Matrix is also depended on the critical success factors which are based on

both external and internal environment Therefore, the rating can be classified as

follows: 4 = major strength, 3 = minor strength, 2 = minor weakness and | = major weakness The evaluation is based on the final mark of comparison between the total weighted score of the organization and its competitors

1.3.1.3 Internal Factor Evaluation (IFE) Matrix

Internal Factor Evaluation (IFE) Matrix is a strategic management tool that combines and audits the major strengths and weaknesses in functional areas of a

business It provides a basis for identifying and evaluating relationships among

those areas IFE can be created by interpreting the steps which is as same as EFE and Competitive Profile Matrix

1.3.2 Stage 2: Matching Stage

1.3.2.1 Strengths — Weaknesses — Opportunities — Threats (SWOT) Matrix

SWOT analysis is the concept of determining current strength, weakness,

opportunities and threats of an organization that represent for both internal and

external aspects of its business It not only allows the organization to develop a competitive advantage but also overcome the weakness and threats A matrix of

these factors can be constructed as follows:

Tab1.1: SWOT matrix

Opportunities | S-O strategies | W-O strategies

S-O strategies look for opportunities that can be the suitable strength for

the organization

- W-O strategies overcome weaknesses to pursue opportunities

S-T strategies determine possible method for the organization to utilize its strength in order to reducing the influence of external environment

- W-T strategies establish a defensive plan to prevent the company’s weaknesses and avoid the external threats

In terms of SWOT Matrix construction, there are eight steps involved as

follows:

- List the organization’s key external opportunities

13.2.2

List the organization’s key external threats

List the organization’s key internal strength

List the organization’s key weaknesses

Match internal strengths with external opportunities and record the consultant SO strategies

Match internal weaknesses with external opportunities and record the consultant WO strategies

Match internal strengths with external threats and record the consultant ST strategies

Match internal weaknesses with external threats and record the consultant

WT strategies

Strategic position and action evaluation (SPACE) Matrix

The SPACE Matrix includes four quadrants framework that indicates the Suitability of aggressive, conservative, defensive and competitive strategies The SPACE Matrix should be adopted as follows:

Quadrant I (Aggressive): Financial Stability and Industry Strength

Quadrant II (Conservative): Financial Stability and Competitive Advantage

Quadrant III (Defensive): Competitive Advantage and Environmental

Stability

Quadrant IV (Competitive): Industry Strength and Environmental Stability

Fig 1.2: Space matrix

Financial strength Conservative Aggressive

The steps required to develop SPACE Matrix:

Select a set of variables to define financial strength, competitive advantage, environmental stability and industry strength The set of variables would be as follows:

1.3.2.3

Assigning a numerical value ranging from +1(worst) to +6(best) to each of

variables that make up the FS and IS dimensions together with assigning

the value that range from -1(best) to -6(worst) of each variables making up

the ES and CA dimensions

Computing the average of values by adding the values and dividing the number of variables included in the respective dimension

Plotting the average values on the appropriate axis in the SPACE Matrix Add two values and plot the resultant value on x-axis Add two values and plot the resultant value on y-axis

Draw a directional vector from the origin of the SPACE Matrix through the new intersection point This vector represents the strategies to be pursued

Internal — External (IE) Matrix

The internal — external (IE) Matrix is a strategic management tool which is used to analyze the working conditions and strategic position of a business It is based on the following two criteria:

Score from the EFE matrix which is plotted on the y-axis

Score from the IFE matrix which is plotted on the x-axis

1.3.3 Stage 3: Decision stage

Quantitative Strategic Planning Matrix (QSPM)

Quantitative Strategic Planning Matrix (QSPM) is a high-level strategic

management approach for evaluating possible strategies It attempts to objectively

select the most appropriate strategy using input from stage | analysis, matches them with results in stage 2 and then decides objectively among alternative strategies

The detailed steps would be constructed as follows:

Provide a_ list of internal strengths/weaknesses and external

opportunities/threats

Assign weights to each key external and internal factor The weight can be identified as same as EFE and IFE Matrix

Examine stage 2 matrices and identify alternative strategies that the

organization should consider implementing

Determine the attractiveness scores by examining each key external and internal factor separately The range for Attractiveness Scores is /=not attractive, 2=somewhat attractive, 3=reasonably attractive, and 4=highly attractive

Calculate the total attractiveness scores (AS) in each row the QSPM by

multiplying the weights in step 2 together with the attractiveness scores in

step 4

Calculating the sum total attractiveness scores by adding all total attractiveness scores in each strategy column of the QSPM The final highest scores point is the most attractive strategy

II

CHAPTER II: BUSINESS STATUS OF GPBANK 2.1 Introduction of GP Bank

2.1.1 History and development:

capital In 2006, G-Bank announced a strategic shareholder that is Petro Vietnam

The office was moved to 273 Kim Ma Street, Ba Dinh District, Ha Noi and was

increase the charter capital to 500 billion dong (VND)

In 2007, G-Bank renamed to Global Petro Joint Stock Commercial Bank with

the charter capital is 1000 billion dong Continuously, GP Bank increase its charter

capital to 2000 billion dong in 2009 and in 2010, the charter capital is 3018 billion dong At the same time, GP Bank established its first subsidiary: one member Debt

management and Asset Bank Global Offshore Ltd, Company (GPBANK AMC) And also in this year GP Bank won the National Famous Brand prize in 2010 and

top 1000 business income tax in Vietnam 2010 As in the end of 2010, GP Bank

national network including IExchange, 10 branches and 53 transaction offices and |

saving account with total 1064 employees

In 2010, Petro Vietnam’s shares in GPBank reduced by approximately 0.5%

of the bank’s total chartered capital, which is about VND 150 billion

However, Petro Vietnam has no share in GPBank in June, 2011

PNV’s capital withdrawal from GPBank has not impacted on GPBank in

coming time because its shares is not too large to impact on GPBank’s business

affairs and strategies

Organizational structure

Fig 2.1: Organizational Structure of GP Bank

Source: GP Bank Annual Report 2010

13

Current strategy of GP Bank

- Maintain financial status at high level of safety; optimize the use of shareholder capital

- Grow dramatically by creating a difference based on understanding customer needs and orienting to customer

- Develop risk management system synchronously, efficiently and professionally to ensure growth

- Preparing strategies for human resources and workforce training professionals

- Construct GP Bank culture becoming mental association system factor

- GP Bank’s objective is that it might be not the first but it must be the best

- Currently, GP Bank starts to form the development strategy for retail banking

2.1.2 Products and services

GP Bank provides a full range of financial services such as deposit, credit, trade finance, international payments, foreign exchange, business cards, transaction, Mobile

Banking, Internet Banking and many other banking services as well as be a bank for

both individual customer and business customer In recent years, GP Bank focuses on providing more finance-banking services based on advanced technology platform to

miaximize customer’s profit In 2010, GP Bank increased utilities for GP Mobile

services and expand card points network and connected successfully with Banknet

Card alliance Thus, Banknet is the 3rd card alliance with GP Bank after Smarlink Card

Services JSC(Smartlink) and Smart Card Vina JSC (VNBC) alliance

2.1.3 Business Performance

In recent years, GP Bank has always achieved positive growth, even in the difficult background of the global economic crisis

Tab 2.2: Targeted activities in 2008-2009-2010

Total staffs 584 892 1.064

Capital adequacy ratio(CAR) 24.82% | 18.37% | 14.75%

Residual from loans/ total mobilized capital 76.25% | 67.18% | 54.25%

Revenue before tax/average equity (ROE) 7.50% 13.15% | 11.59% Revenue after tax/average total assets (ROA) 0.92% 1.39% 1.32%

Source: GP Bank’s Annual Report 2010

2.2 Analysis of environmental factors affecting the operation of Global Petro

Bank (GP Bank)

2.2.1 Macro environment

16

Banking industry in Vietnam is significantly influenced by macro environment factors, mainly including: politics and legal framework, economy, social factors, technology

2.2.1.1 Political factor

Generally, the political status in Vietnam is quite stable and does not have any civil war or any conflict with other countries This is a favorable factor for organizations to operate business in Vietnam

In terms of banking operating, in 1990, banking ordinance, credit cooperatives and finance companies were promulgated, and be the legal basis for business activities

of commercial bank in Vietnam In 1998, credit institutions law was officially adopted and implemented effectively Until now, the banks are operating under the credit institutions law which is adopted by National Assembly and be effective from

- Currently, under the regulation of state

banks, banking establishment conditions

will be more and more difficult (to establish

bank at least must have 3,000 billion dong

in charter capital) Therefore, level of

competition in banking industry is tough but

not as harsh as in other industries — there is

competition only among existing banks,

Virtually no new generation banks

frequently in a short time so it is easy to lead to orienting banks’ activities instability, that change banks’ business plan E.g interest rate policy, exchange policy

-It 1s difficult for banks to

implementing business activities For example: calculate the input cost as well

as revenue from lending activities, providing services due to be controlled

- Support from State bank of Vietnam for | the mobilized capital, maximize loans

the liquidity of banking system under the regulations of state bank

Fig 2.2:

Even though the economy is growing again, the economic crisis still has quite much influence Some changes in the volatility of world economy (debt crisis in some Europe economies, conflicts about exchange rate in some major economies) also have negative impacts indirectly to Vietnam The real estate market and the stock market have not recovered yet along the price fluctuations of gold and USD at several times

Contribution to growth of GDP in Vietnam over years

Contributions to growth (supply

— GDP GB Agncutture Qi industry gj Services

Source: General Statistics Office of Viet Nam http://www

9S0.9Ov.vn (accessed 14 March 2011)

making difficulties for certain activities of banks

Fig 2.3: Inflation of Vietnam from 2008 — March 2011

woe, ashen itt Asc icbitsttenalrchhicbidinthetinneini \O

Sources: General Statistics Office of Viet Nam: ADB

estimates.

Economic-social development strategy in 2011-2020 periods was adopted by Government of Viet Nam on 01/201 I targeting average annual growth at 7-8%

GDP in 2010 is predicted to grow at 6.1% and the growth will be 6.7% in 2012 when the economic environment is going to be more stable stimulating consumption

Therefore, this is also an opportunity to orient the develop trend of banks

20

However, the maintenance and monetary tightening will contribute to reduce domestic demand and stabilize Vietnam dong exchange rate But this is also a difficulty as well as challenge for all the banks to develop business activities during this period (currently banks is controlled in the total growth of debt residual in 2011

that do not exceed 20%)

Conclusion:

Opportunities Threats

- Economic environment — gradually | - High inflation

become more stables, tends to increase | - Operating economic governmental and stimulates = consumption _and | policies are not really effective (exchange

investment rates, interest rates )

- Large demand in terms of banking

Source: key indicators for Asia and Pacific 2011

As can be seen, the population growth, especially in urban areas is increasing This creates opportunities for banks to be able to access more customers to provide financial products and services

However, the positive change of culture as well as society also create more pressure for finance and banking industry due to the increasing knowledge and experience of customer and also they have more option to use bank’s products and services

There is one way to estimate the young or old of population that is calculating the average age of the entire population The average age of Vietnam population changes

in three main stages The first stage occurred during the war (1950-1970) when the average age dropped from 24.5 years old (1950) to 17.8 years old (1970) Next, in the second stage, the average age increased continuously, reached 24 years old in 2000 and

28 years old in 2010

According to analysis of gender and age structure, Vietnam has entered a period

of golden population structure starting from 2007 and predicted to be ended in 2041 The period of golden population structure only occurs once in the demographic history

of each country Thus, Vietnam population can be considered as young This is the potential market to access banking products and services in the future

Conclusion:

Opportunities Threats

- The population growth and urbanization | - Customers nowadays are increasing are increasing dramatically leading to large |demand more and more and have more demand about financial products and options in terms of banking product and services, especially for the development of |services consumption

retail banking

- Young population is potential market to

access products and services in general as

well as banking product and services in the

2.2.1.4 Technological factor

Although Vietnam’s science and technology is still behind to science and technology of other countries, Vietnam has already applied many achievements of other countries’ information technology

According to the Department of Statistic, in 2010, in total whole country, there are more 44.5 million subscriber phones, reaching 170.1 million subscribers in total, increased by 35% in comparison with the period in 2009

The Department of Statistics has officially announced its report on the economic- social status of Vietnam in 2010 According to this report, the number of telephone Subscribers increased by 44.5 million subscribers in 2010 including 793.000 fixed telephone subscribers, dropped by 49.1% and 43.7% mobile subscribers and grown by 2.4%

Therefore, by the end of December, 2010, the whole country had 170.1 million

subscribers, increased by more than 35% in comparison with 2009, including 16.4 million fixed telephone subscribers, raised by 5.1% and nearly 154 million mobile subscribers, up 39.8%

Moreover, it also reported that in 2010, the number of internet subscribers

continues to have positive growth Specifically, by the end of the year, the whole country had 3.77 million subscribers, up 27.4% over the last year

The application of information technology and communication includes the field

of product and services management to economize labor cost, especially, to serve in product and services marketing Website, online trading and transaction via email, electronic commerce and mobile marketing has recently became effective tools and will be essential in business activities generally and in banking industry particularly in

the future

23

The using of information technology to serve the products and services marketing create opportunities for banks not only to access customers but also encourage

customers in international market

Currently most banks invest to construct the core banking system (core software)

to serve business activities For examples: Symbol System (VIB); Teminos (VPB,

Techcombank, MB .); [flex (OceanBank, Habubank .); Sylverlake (Vietcombank, BIDV, Vietinbank .); TCBS (complex banking solutions applicable - ACB)

However, the application of science and technology in marketing and Management is quite costly, and also require staffs to have certain information technology (IT) skills

Opportunities

- The development of information technology,

internet mobile phones is more quickly

Customers tend to use more mobile phone and

internet

- Vietnam is country that is still behind in

information technology leading to being able

to take advantage of technology achievements

of other countries

- Advancement in technology helps to reduce

administrative cost as well as in human

resources and offer more new products to

Threats

- Human resources that have high quality in information technology are still limited

- A large budget is needed for investment in modern technology

- The issue of technology security is still a major concern for the development of high technological content product and services

2.2.2 Micro environment

The 5 factors work as follows:

Fig 2.6: Porter’s Five Forces eet Bed ale

Currently, Vietnam has 5 state-owned commercial banks (Vietcombank,

Vietinbank, BIDV, Agribank and MHB), 37 joint stock commercial banks, 48 branches

of foreign banks, 5 joint venture banks and 5: 100% foreign capital, 40 representative offices of foreign banks, 17 finance companies There is also the leasing, the credit institutions cooperative

As can be seen, the competitive level of finance-banking industry is very high

Source: State Bank of Vietnam 2.2.2.2 Buyers

Currently, banking customers are people using banking products and services For example, for deposit products, previously, customers normally accept deposit interest rate deposits of banks listed In recent years, the ceiling interest rate exceed

25

14%, the deposit amount may be negotiated on the basis of interest rates on deposits Customers will definitely choose the bank that can negotiate the interest rate more attractive

However, at the present time, when the interest rates have to be controlled at 14%

and the lending rate limited also at 17-18% accordance to Vietnam State bank’s regulations, most of customers have lesser rights to negotiate about the rates and have

to accept the interest rates as mentioned above

Similarly, in terms of other products and services, customers generally have to accept the bank offer rates to be allowable to use the products and services (accept interest rates, services charges)

Thus, it can be said that the negotiating power of customers in the banking industry is not so high (most of customers are not entitled to negotiate about prices and fees when dealing with the banks) However, for some banks that have large number

of business customers, the negotiating powers are high because they consume most of banks’ products and services and also contribute in annual revenue of banks