Luân văn thạc sĩ hoàn thành chiến lược marketing cho ngân hàng BIDV chi nhánh yên bái

LUẬN VĂN CAO HỌC
Hoàn thành chiến lược Marketing cho ngân hàng BIDV chi
nhánh Yên Bái
THESIS MBA TITLE
ACCOMPLISHMENT OF MARKETING STRATEGY FOR THE
BANK FOR INVESTMENT AND DEVELOPMENT OF
VIETNAM - YENBAI BRANCH


TABLE OF CONTENTS
TABLE OF CONTENTS.............................................................................................................2
LIST OF FIGURES......................................................................................................................6
INTRODUCTION........................................................................................................................7
1. The imperativeness of the topic:..................................................................................................7
2. Purpose of research:....................................................................................................................8
3. Subjects and scope of research:...................................................................................................8
4. Methods of research:...................................................................................................................8
5. Contributions of the graduation paper:.......................................................................................9
6. Struture of graduation paper:....................................................................................................9
CHAPTER I: METHODOLOGY OF MARKETING STRATEGY OF THE COMPANY10
1.1. BUSINESS STRATEGY OF THE COMPANY:...................................................................10
1.1.1. Concept and essence of business strategy:..............................................................................10
1.1.2. The characteristics of business strategy:.................................................................................12
1.1.3. The role of business strategy:.................................................................................................13
1.1.4. Business strategy system of enterprise:..................................................................................13

1.1.4.1. Levels of strategy in enterprise:....................................................13
*....................................................................................................................................................14
Note: SBU (Strategic Business Unit)...............................................................................................14
a, Enterprise-level strategy: The strategy to answer the question: What business field will enterprise be
located in? Position of enterprise on the environment? Role of each industry in the enterprise? The

business-level strategy for any enterprise must be built....................................................................14

1.1.4.2. Strategic types in enterprise:.........................................................14

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1.2. BASIC CONTENTS OF MARKETING STRATEGY:........................................................17
1.2.1. Definition and role of marketing strategy:..............................................................................17
1.2.2. Steps of building marketing strategy:.....................................................................................17

1.2.2.1. Establishing marketing targets:.....................................................17
1.2.2.2. Choosing target market:................................................................18
1.2.2.3. Building strategic orientation:.......................................................18
1.2.2.4. Forming marketing strategy:.........................................................18
1.2.2.5. Building marketing programs:.......................................................18
1.2.2.6. Control result of implementing Marketing strategy:.....................19
1.2.3. Marketing-Mix:....................................................................................................................21

1.2.3.1. Definition of Marketing-Mix:.......................................................22
1.2.3.2. Content of Marketing-Mix:...........................................................22
1.3. BANK MARKETING STRATEGY......................................................................................27
1.3.1. Characteristics of bank marketing strategy and its impact on marketing strategy......................27

1.3.1.1. Characteristics of bank marketing:................................................27
1.3.1.2. Characteristics in bank business activities:...................................30
1.3.2. Mixed marketing strategy in banking:....................................................................................31

1.3.2.1. Product strategy (P1):....................................................................31
1.3.2.2. Price strategy (P2):........................................................................34

1.2.2.3. Place strategy (P3):........................................................................35
1.2.2.3. Promotion strategy (P4):...............................................................36
1.4. MODELS USED IN ANALYSIS:..........................................................................................38
1.4.1. P.E.S.T analysis model:.........................................................................................................38
1.4.2. Model of Michael Porter's five pressures:...............................................................................39
1.4.3. S.W.O.T analysis model:.......................................................................................................40

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CHAPTER II: ANALYZING AND EVALUATING CURRENT BUSINESS AND
MARKETING STRATEGY OF THE BANK FOR INVESTMENT AND
DEVELOPMENT OF VIETNAM – YENBAI BRANCH......................................................42
2.1. OVERVIEW ON BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM YEN BAI BRANCH.....................................................................................................................42
2.1.1. Formation and development:.................................................................................................42
2.1.2. Functions and Responsibilities...............................................................................................44
2.1.3. Management organizational structure and operation of branch................................................45
2.1.4. Operation result of BIDV Yen Bai.........................................................................................49
2.2. ANALYZING FACTORS IMPACTING ON THE MARKETING STRATEGY OF THE
BANK FOR INVESTMENT AND DEVELOPMENT – YENBAI BRANCH:...........................52
2.2.1. Analyze P.E.S.T:...................................................................................................................52

2.2.1.1. Law and political environment (P):...............................................52
2.2.1.2. Economic environment (E):..........................................................53
2.2.1.3. Social culture environment (S):.....................................................55
2.2.1.4. Scientific and technological environment (T):..............................55
2.2.2. Analysis under Model of 5 pressures of Michael Porter:.........................................................56

2.2.2.1. Current competitors:......................................................................56
2.2.2.2. Potential Competitor:....................................................................58

2.2.2.3. Capacity of buyers (Capacity of customers).................................59
2.2.2.4. Capacity of supplier.......................................................................60
2.2.2.5. Replacing products........................................................................61
2.3. ANALYZING AND EVALUATING THE CURRENT MARKETING STRATEGY OF
BIDV YEN BAI:...........................................................................................................................62
2.3.1. Market segment, target market selection, product and service position:...................................62

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2.3.1.1. Analysis of market share and market:...........................................62
2.3.1.2. Current customer group and market approach orientation:...........64
Based on current customers and forecasted customers, in the next years, BIDV Yen Bai should have a
policy of customer management and care for each business field and each customer group to maintain
and develop the customer base stably and sustainably......................................................................66

2.3.1.3. Target market:...............................................................................66
2.3.1.4. Positioning products and service:..................................................66
2.3.2. Current marketing strategy of BIDV Yen Bai:........................................................................67

2.3.2.1. Product strategy (P1):....................................................................67
2.3.2.2. Price strategy (P2):........................................................................69
2.3.2.3. Place strategy (P3):........................................................................71
2.3.2.4. Promotion strategy (P4):...............................................................72
2.3.3 Evaluating current marketing strategy of Yen Bai BIDV:........................................................73

2.3.3.1. Evaluating through S.W.O.T analysis:..........................................73
2.3.3.2. Analyzing weak points of current marketing strategy and the
reasons:.......................................................................................................76
* Reasons:......................................................................................................................................78

CHAPTER III: SOME SOLUTIONS TO ACCOMPLISHMENT OF MARKETING
STRATEGY OF BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM YEN BAI BRANCH...................................................................................................................81
3.1. BUSINESS STRATEGY OF YEN BAI BIDV IN THE PERIOD OF 2010-2015:.................81
3.1.1. Target and mission of BIDV:.................................................................................................81
3.1.2. Targets, missions in business strategy of Yen Bai BIDV:........................................................82
3.1.3. Specific strategy targets by 2015:...........................................................................................83

3.1.3.1. The period of 2010-2012:..............................................................83
3.1.3.2. The period of 2013-2015...............................................................84
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3.1.4. Some group and functional strategies proposed:.....................................................................84
3.2. SOLUTIONS TO IMPROVE MARKETING STRATEGY, CONTRIBUTING TO
OVERALL BUSINESS STRATEGY OF YEN BAI BIDV:........................................................87
3.2.1. General solutions:.................................................................................................................87
3.2.2. Specific solutions in each period............................................................................................90

3.2.2.1. Capital mobilization activity:........................................................90
3.2.2.2. Credit activity:...............................................................................92
3.2.2.3. Service activity:.............................................................................93
3.2.3. Other solutions under mixed marketing strategy model:.........................................................94

3.2.3.1. Measurements in person (P5-Personal):........................................94
3.2.3.2. Solution on process (P6-Process):.................................................97
3.2.3.3 Condition measure on material environment (P7-Physical
Evidence):...................................................................................................97
CONCLUSION...........................................................................................................................98
* Recommendations:....................................................................................................................101
REFERENCES:........................................................................................................................103

LIST OF FIGURES
Figure 1.1 Characteristics of business strategy.......................................................................12
Figure 1.2- Levels of strategy in enterprise:............................................................................13
Figure 1.4- Model of Michael Porter's five pressures.............................................................39
Figure 1.5 SWOT-matrix model...............................................................................................40
Figure 2.1- Organizational Diagram of BIDV Yen Bai...........................................................46
Figure 2.2- Result of business activity from 2005 to 2009 of BIDV Yen Bai.........................50
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Figure 2.3 Map of Bank network and Bank operation situation in Yen Bai Province in the
period 2005-2009.........................................................................................................................56
Figure 2.3b: Competitive Image Matrix of banks in Yen Bai................................................58
Figure 2.4- Market Share of capital mobilization of the branch during 2005-2009:...........62
......................................................................................................................................................63
Figure 2.5- Credit market share of the branch during 2005 and 2009..................................63

INTRODUCTION
1. The imperativeness of the topic:
Vietnam is a developing country in the process of active and intensive integration
into the regional and international economy.
In order to meet demands of integration, domestic commercial banks are speeding
up its structural rearrangement, financial reinforcement, network development, and
preparing for equalization, strategic planning for an active integration, etc in order to
enhancing completive capacity. These are basic preparations because banking is one of
crucial point in the economic integration.
Together with equalization for extensive integration in order for a modern bank
which operates according to normal banking practices with enough strength and
competitive capacity for sustainable existence and development, and at the same time,

states its position, brand and real image in the long term, Bank for Investment and
Development of Vietnam (BIDV) needs to renovate in thinking, business operation,
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management and makes through-breakings for its development. In addition to mapping
out business strategy of the unit, marketing activities play a very important role in the
bank’s success.
In the current market economy of fierce competition, it is difficult and
complicated to map out a successful marketing strategy. It is even more difficult to gain
pre-eminence of products.
With the purpose of putting theory into strategic management and marketing, the
bank applies this into the situation of its subsidiary - Bank for Investment and
Development of Vietnam - Yen Bai Branch (BIDV Yen Bai ). Moreover, with the desire
to partially contribute to completing Marketing strategy of Yen Bai BIDV in order to
fully meet all customers’ demands, carry out business given targets and strategies well,
we, the 10 group have chosen the subject of “Improvement of Marketing strategy for
Yen Bai Branch - Bank for Investment and Development of Vietnam”

2. Purpose of research:
- To apply theory in strategic management and bank marketing to propose
measurement system to fulfill marketing strategy of - BIDV Yen Bai.
- Research (make clearly) the nature of marketing in banking activities and
methods of choosing suitable tools for marking to set suitable solutions in marketing
strategy.
- Make clear and apply theory of strategic management and marketing in business
operation of BIDV - Yen Bai

3. Subjects and scope of research:
Subjects of research: Current business and marketing strategy of BIDV - Yen

Bai.
Scope of research: to study and analyze business and marketing strategies of
banking products and services currently carried out at BIDV - Yen Bai.

4. Methods of research:
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The used method is quantitative, specific as followed:
- Specialist method;
- Annalistic and comparative method;
- Statistic and economic analytic method;

To collect information from reports, media means, socio-economic development
plans at local, sectoral and national scale. The researching method of using annalistic
models such as SWOT, marketing-mix, etc in marketing service, analysing internal and
external environment, marketing segmenting as well as identifying targeted markets.
Data: To use collective method through customer sastifaction questionares,
synthetize opinions from Customer Association through reports of the current functional
sections (especially feedback opinions from customers, report on handling of functional
sections, ect. )
Tools of handling: analysis, comparison and synthesis.

5. Contributions of the graduation paper:
- To systematize fundamental issueses on theory of strategic manegement and
banking marketing.
- To propose some solutions for accomplishing marketing strategy of commercial
banks in general and BIDV Yen Bai in particular.
- To prove the effiencency of banking marketing theory in pratice.

6. Struture of graduation paper:
Beside INTRONDUCTION and CONCLUSION parts, the report is devided
into 3 chapters, including:
Chapter I: Methodology of marketing strategy of the company.
Chapter 2: Analyze and assess current business and marketing strategy of
BIDV Yen Bai.
Chapter 3: Some solutions to accomplishment of marketing strategy of BIDV
Yen Bai.
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CHAPTER I: METHODOLOGY OF MARKETING STRATEGY
OF THE COMPANY
1.1. BUSINESS STRATEGY OF THE COMPANY:
1.1.1. Concept and essence of business strategy:
Strategic concept was from ancient Greece, the term which derives from the
profound military. To around 330 BC, that is ancient Greek times, the strategy refers to
the management skills to exploit these forces to crush the enemy and to develop a
system of overall administration. In human history there are many theories of the
military as Sun Tzu, Napoleon, Alexander ... mentioned and wrote about strategic on
many different points of view " Basic views of the strategy is a adversary party can
crush opponent even it is more powerful opponent, if they can lead the battle and put
opponent on the battlefield advantage for the implementation of their abilities ".
In today's business world, business strategies are particularly interested and
considered the strategic construction as platform for the activities of enterprises (in the
United States if in 1947 only 20% of enterprises had business strategy come to 1970 had
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100% enterprises build business strategy)There are many concepts of strategy as a model

of strategic objectives and scientific intentionally to achieve that goal (Benneth 1965), or
the strategy of red thread through the activities of the (An Ssofg, 1965) using the
strategic concept of Jonson, G Scholes, K (1999) whereby "Strategy is the direction and
scope of the organization long-term to regain competitive advantage for organization
through the format of the resources of the organization in the changing environment to
meet market demand and meet expectations of stakeholders " -"Strategy is the direction
and scope of the organization in the long term: to bring strategic advantages to
organizations through the optimum arrangement of resources in a competitive
environment to meet market demand and expectation of the capital contribution. (*
Source: Entrepreneur 3600, "The concept of business strategy", 2008).
Can see that the concept of strategy covering all activities of the enterprise. The
establishment of enterprise’s strategy requires the understanding the external and
internal environment of the enterprise from which to determine an appropriate business
strategy to help enterprises survive and develop even there are remarkable and different
activities against competitors. Enterprise’s strategy as ways by which the mission of the
enterprise as well as long-term goals can be achieved, the strategy of enterprises has the
main content: Restructure Strategy, Acquisition Strategy, Merger Strategy, Market
Development Strategy and Product Diversification Strategy ...
Strategy is extremely important role in the operation of enterprise. Strategies
contribute to make an organization to be more active in forecasting the changes of the
environment from which can control their activities. In the current market economy, the
strategy make to increase competitiveness of enterprise, ensure strong advantage of the
enterprise.
In Vietnam, since the move to market mechanisms, especially in the trend of
integration, enterprises have polarized. Some adapt to the new mechanism, built right
business strategy and quickly boom. Conversely, those companies also have become
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confused not find the exit. The construction of the business strategy will help enterprises

find clear direction to their future, seeing clearly the opportunities and risks occur in the
business activities within integration economy to make enterprise give the decision to
deal with each of the business environment to improve business efficiency.
Therefore, business strategy construction is to become indispensable to the
enterprises want to survive and grow.
1.1.2. The characteristics of business strategy:
The characteristics of the business is derived from the historical mission (strategic
vision) of the enterprise and building on the basis of analysis of external and internal
environment is reflected in the diagram below:

Figure 1.1 Characteristics of business strategy

MISSION
(Strategy purview)

ANALYSIS ON
EXTERNAL
ENVIRONMENT
Opportunities
Threats

ALTERNATIVE
STRATEGY

ANALYSIS ON THE
INTERNAL
ENVIRONMENT
Strengths
Weeknesses

Source: “Strategic Management”, Le The Gioi, Le Thanh Liem, Tran Huu Hai (2009)
Business strategy has the following basic characteristics:
- Must determine the basic objectives, the business orientation of enterprises in
each period and is fully consistent in all activities of the enterprise.
- Ensure maximum mobilization and combined maximum exploitation and
utilization of enterprise resources in the present and future, to promote the advantages
and seize opportunities to gain advantage in the market.

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- Be reflected throughout the continuous process from building strategies,
organizational implementation, testing and evaluating and controlling strategies
- Business strategy must have thought advancing winning victory. Basic
characteristics of the business strategy of globalization, integration of international
economy is always in the dynamic environment, always use the attack strategy.
Therefore, strategic management must be considered a special importance to predict and
actively anticipate the changing business environment and to map out solutions to attack,
in order to take advantage of opportunities, risks are limited appear in the business
environment of enterprises
1.1.3. The role of business strategy:
The business strategy construction is one of the most important activities of the
enterprise management. Some organizations do not have a strategy like the ship without
rudder, most business failures are due to the lack of a proper strategy, or lack of proper
implementation. Building business strategy to make practical benefits for enterprises,
they are:
- Clearly define objectives in each stage of the enterprise, helping enterprise find
clear directions in the future to reach the objectives.
- Help the enterprise’s leaders clearly see the opportunity and challenges from
outside, the reality strengths weaknesses of enterprises themselves, predict the future

changes to find the solutions to cope and adapt to environmental new business.
-. Help enterprises to exploit and use up their resources, develop at the best
enterprise’s power to grow to up.
- Help to allocate resources in a reasonable way at each period, improving
operational efficiency of enterprises.
- Help increase the cohesion and consensus of leadership staff in implementing
the common objectives of the enterprise.
- Help enterprise increase labor productivity, increase sales and increase
administrative efficiency, avoid risks, increase preventative capability and prevent
difficult problems happening to enterprise.
1.1.4. Business strategy system of enterprise:
1.1.4.1. Levels of strategy in enterprise:
Figure 1.2- Levels of strategy in enterprise:
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Enterprise-level strategy
Bussiness-level strategy
doanh
SBU1

SBU2

SBU3

Funtional level strategy
P&R

Production

Marketing

Personnel

Finance

*
Note: SBU (Strategic Business Unit)
Source: “Competitive Strategy”, Porter, Michael (1996).
a, Enterprise-level strategy: The strategy to answer the question: What business
field will enterprise be located in? Position of enterprise on the environment? Role of
each industry in the enterprise? The business-level strategy for any enterprise must be
built.
b, Business-level strategy: Strategy determine that enterprise how should to rival
in each line of its possession
Thus, for small enterprises operating in a line of business and for big enterprises
to be specialized their business-level strategy like enterprise-level strategies.
However, while enterprises operating in many different businesses fields, often,
these enterprises will be classified into strategic business unit (SBU). Each SBU
undertake one or several branches of business, self-making strategy for their own
enterprises, consistent with the strategy and the overall interests of the whole enterprise
c, Functional level strategy: Is the lower-level strategy than business-level
strategy, to be built for each functional part to implement the business-level strategy.
1.1.4.2. Strategic types in enterprise:
a, Types of enterprise-level strategy:
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a.1, Stable strategies: A strategy that is characterized by no significant changes.
This strategy is applied appropriately when condition of the competitive environment is

relatively stable and enterprises satisfy with the results of their current activities
a.2, Growth strategy: is the strategy when enterprises want to seek growth in their
activities. This strategy often includes objectives: increase sales, increase market share ...
a.3, Narrowing strategy: is the strategy when the enterprises sought to cut the size
and diversity of activities of enterprises. Enterprises implement this strategy in the
following cases: The fierce environment of competition forced enterprises to cut the size
and market share dominate; cutting off the scale of administrative machinery to innovate
and ensure efficiency; State policies to narrow the enterprises’ ineffective activity ….
a.4, Mixed strategy: Companies pursuing the same time on two or three strategies
b, Types of business-level strategy:
b.1, Adaptive strategies, including small strategies:
- "The defender” strategy is the strategy only pursuing stability by producing
only limited products directed at narrow piece of the overall potential market. This
strategy is often achieved through activities to create products and services of high
quality, prestige
- "Searcher" strategy is the strategy pursuing innovation by searching and
exploiting new products, new opportunities in the market.
- "The analysis” is the strategy sought to reduce risky minimum followed by the
renovation of its competitors when the renewal was successful.
- "The Response" strategy is the strategy which is typical of the type of making
decision instability, lack of consistency, depend on the fluctuation of the market.
b.2, Competitive strategy: Request to analyze simultaneously the competitive
advantage of industry is a competitive advantage of the enterprise.

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- Analysis of industry, through analysis of factors: Barriers to join, the threat will
be replaced, the customer's prestige, prestige of suppliers and fierce competition between
competitors.

- Select a competitive advantage:
+ Strategy leading prices: is a strategy which enterprises pursue when they want
to product with the lowest cost in the industry.
+ Unique strategy: is a strategy which enterprises pursue when they wish to
become unique in the industry about the scientific parameters are appreciated.
+ Focus strategy: a strategy when enterprise directed at the cost advantage (cost
focus) or the unique advantages (unique focus) in a narrow piece of the market
+ Strategy stuck in the middle: Enterprise is not selected on all three strategies.
- Maintain competitive advantage: the enterprise must know to maintain their
competitive advantage. This is not simple, because technology and customer’s
preferences are changing, while the competition never stands still
c, Types of functional level:
c.1, Financial strategy: Building funds and set up an appropriate financial
structure, assisting enterprises to achieve the their objectives. It was decided to consider
the enterprise’s strategy in the financial perspective and choose the optimal strategy.
c.2, Human Resource Development Strategy: Managing the implementation of
the objectives through people. Human resource development strategy is the decisive
significance to the success or failure of your enterprise. The objective of human resource
development strategy is to have the human resources and do everything possible for
workers to reach the best thing they can reach
c.3, Marketing strategy: marketing strategy can strongly affect to efficiency and
cost structure of an enterprise. Through strategic marketing, enterprise won the position
by the activities coordinator pricing, promotion, advertising, product design and
distribution. It can play a key role to increase the efficiency of enterprise.
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1.2. BASIC CONTENTS OF MARKETING STRATEGY:
1.2.1. Definition and role of marketing strategy:
Marketing strategy is a functional strategy in the overall business strategy of a

company. Marketing strategy is the way where the company intends to go to reach the
desired goals in the market such as increasing competitive strength, increasing product
quantity or market share.
Marketing strategy plays an important part in general strategy of the company by
providing specified information about the current position of the company in the market
and its chances in the future. Moreover, strategies of products, customers, distribution
channels… in marketing strategy will be combined at many levels to form the official
strategy of the company. According to independent marketing strategy, the company
will define sales personnel, develop products and other functional activities.
Marketing strategy has to be developed from the overall strategy of the company
and it relates to the contents such as location for products, strategies for product brand,
choosing target markets, methods for market entry, use of Marketing-Mix license plates
in implementing strategy and other contents.
1.2.2. Steps of building marketing strategy:
1.2.2.1. Establishing marketing targets:
Targets of marketing strategy are usually oriented from targets of the company, in
case the company orients marketing completely, these two groups of target coincide.
Marketing targets are often provided as activity standards or a job needed to be achieved
at a certain time. These targets provide framework for implementation of marketing
strategy. Marketing target is established from analysis of capacity of market and
evaluation of marketing capacity of the company. This analysis is based on related data
about the products, competitive market, marketing environment, and from that helps to
learn about potentialities of the market that needs to be exploited and chooses suitable
target ideas with marketing capacity of the company.
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1.2.2.2. Choosing target market:
Researching, choosing exactly target market for the company requires to be
implemented based on careful analysis of data about market and customers. This is the

work of identifying customers’ demand and choosing potential groups or sections of
customers who the company will serve with each of its product. The company can
choose, decide to penetrate one or more specified market segments. These market
segments can be classified according to different criteria in which factors of macro
environment have much influence on the division of market into smaller market
segments. Thus, to choose target market for the company, it is required to research,
analyze carefully factors of macro and micro environment of the company. These factors
are the base to evaluate and segment different market segments, the company will have
to decide how much to serve and which market segments.
1.2.2.3. Building strategic orientation:
Before establishing marketing strategy for products in target market, the company
has to put forward strategic orientations for the products, which need to achieve in target
market. These orientations provide specific ways for marketing strategy.
1.2.2.4. Forming marketing strategy:
The company needs to base on the first analysis about marketing environment,
market, customers and strategic targets to establish a division of the most suitable
variables in order to satisfy the target market and achieve targets of the company.
1.2.2.5. Building marketing programs:
Marketing strategy must be implemented in form of new marketing programs and
strategies to represent main features of marketing in order to achieve targets. Therefore,
the company has to build action programs to implement marketing strategies, that is the
concretization of marketing strategy by marketing variables that is planned in detail in
target market.

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Thus, to establish a thoughtful, effective marketing strategy that is suitable with
target market of the company, that company has to clarify market factors, business
strategies, real situation of the company, competition, customers. Those are the bases to

build targets, choose target market, build strategic and defined orientations, design an
effective marketing strategy for products in target market with specific action programs.
1.2.2.6. Control result of implementing Marketing strategy:
Research activity environment of the company and planning Marketing strategy is
only the first step to direct Marketing administration. The company also has to carry out
necessary activities to implement Marketing strategy and organize testing regularly,
evaluate activities and result in order to ensure certainly target of Marketing strategy is
implemented.
* The purpose of checking marketing: Measure and evaluate specifically the
process to implement defined marketing target. On this base, ensure to provide accurate
information about level and result of each section, individual as well as their existence in
implementing Marketing program. Therefore, only by checking, Marketing department
can find out errors from different sections, in order to offer actively suitable adjustment
methods.
Checking process have to base on sources of information. In order to gain this,
building effective information system is very essential in each company.
Combine checking techniques and methods: Direct check - indirect check, regular
check – extraordinary check.
+ When checking have to specify gained results and achievements fully,
accurately as well as weaknesses and their causes.
+ After checking, have to recommendations and solutions.
+ Checking staffs have to understand banking Marketing field.
* Content of checking Marketing:

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Checking of implementing targets: Checking Marketing is the method use
techniques to evaluate missions , targets of company on base of analysis, compare in
order to specify implemented targets, implementing targets and unimplemented targets

as well as main causes. On this base, company find out punctual solutions in order in
carry out all objects.
Information and document system mainly serve marketing check process of
company include: financial reports, detail report about revenue in each section, each
entity, each market section and report of customer research.
Checking method is mainly used is to compare between posed object and real
capacity. Result can occur some situations: Gained objects lower than proposed levels ,
Gained objects as much as proposed levels, Gained objects higher than proposed levels.
In each situation, checker must find out causes and offer actively solutions and
the way to solve.
Check adequate capacity of marketing activity:
When checking of implementing mentioned above targets, the person who carry
out bank Marketing aware adequate capacity of Marketing activity before changing of
market for bank production. On other hand, level of implementing targets specifies
adequate capacity of Marketing activity and reserve.
To implement to check adequate capacity of Marketing activity, have to find out
following information: Information about competitors, Research customer according to
content; Information from media; Report of research result of each section; opinion of
company staffs.
In order to evaluate adequate capacity of Marketing activity, companies usually
base on criteria as follows:
- Customers’ satisfaction level to bank service products in the aspects: usefulness,
price, communication,…
- Customers’ reaction to new bank service products
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- Effectiveness achieved after deploying Marketing programs
- Reasonability level of steps in Marketing process, as well as structure of each
part in Marketing strategy…

Comprehensive check of Marketing strategy of bank:
Marketing strategy is an important functional one in Business strategy system of
bank. Therefore, Marketing strategy of company has to be checked, assessed
comprehensively to be able to develop its effectiveness to business activity of bank.
Process of checking Marketing strategy of bank often focuses on the following main
contents:
- Proposed system of targets, includes short-term target, long-term target
- System of policies (products, price, distribution, expansion – communication) to
implement the target of strategy through each different stages
- Comprehensive effectiveness of Marketing strategy
Comprehensive check of Marketing strategy is conducted frequently in every
time, however, its content and features are different through each operation stage of
company.
Checking is the last stage of Marketing activity to ensure that tasks, programs of
Marketing strategy are suitable with requirements and changes of business environment
of company in both present and future. Thus, good checking requires to build clear
requests; have specific program, comprehensive content. When finishing checking, the
company will find out potentiality of Marketing that needs to be developed, at the same
time specify existing problems, make petition and proposals about plan in the short term
and long term in order to complete, develop to improve comprehensive effectiveness of
Marketing in business activity of company
1.2.3. Marketing-Mix:
The most popular marketing strategy now that companies are building and using
is Marketing-Mix.
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1.2.3.1. Definition of Marketing-Mix:
“Marketing-Mix is a set of variables that the company can control and manage
and it is used to try to cause desired reaction from target market”. (Source: MarketingStatistics Publishing House-2000-Page 166).

In Marketing-Mix, there are many different tools, each tool is a variable that can
be controlled and classified according to 4 main factors called 4P: Product, Price, Place
and Promotion.
1.2.3.2. Content of Marketing-Mix:
Content of Marketing-Mix includes 4 basic strategies:
a. Product strategy:
This is the most important variable in business strategy as well as Marketing-Mix
strategy. Implementing this strategy well contributes to create prestige and ability to
compete, seize customers of the company. Product strategy is implemented through the
following decisions:
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Decision about types and list of products.

-

Decision about product quality.

-

Decision about product brand and packing.

-

Decision about customer service.

a1. Decision about types and list of products:
- Decision about types of products: Each company often has a different way to
choose types of products. The choices depend on the aim that the company pursuits.
The company pursuits the target of providing a full type of product or trying to

occupy the majority of market or expand the market then it will have wide range of
product types. To do so, the company has to set up a problem that is by what way to
expand and maintain the width of product type? To solve this problem, the company has
2 ways to choose:

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One way is developing product type on the basis of the following ways: Develop
down, up and in both ways.
The second way is supplementing product types. It means the company tries to
add new products to available product types.
- Decision about list of product: Product list of a company will have width, length
and depth, certain plenty and harmony depend on the aim the company pursuits. The
width of product list shows how many different groups of product types provided by the
company. The length of product list is the total number of products in the list. The depth
of product list shows the total number of specific products offered in each individual line
of product type group. Harmony of product list reflects close relationship among
products of different groups of product type according to the final level and aim of
usage, requirements of manufacture organization, distribution channels or some
criterion.
The above specific parameters of product list opens strategies for the company to
expand product list:
+ Expanding product list by adding new products
+ Extending each type of product and increasing the length of product list.
+ Supplement product programs for each kind of product and increase the depth
of product list.
+ Increase or decrease product density depend on enterprise would like to
increase strong reputation for one field or many fields.
a2, Decide product quality:

Product quality is total functions and features of one product or service that bring
to it the ability to satisfy said or implicit requirements.
Between product quality and service, customers’ satisfactoriness and capacity
bring benefit of enterprise have close relationship. The higher quality is, the higher level
of customers’ satisfactoriness is and lead to price is counted higher.
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Product quality is the first and the most important feature that customers notice
when they choose their product provider. Product quality of enterprise is expressed
though parameters: product resistance, safety coefficient, technical design ensuring and
conformable capacity.
Therefore, to ensure high product quality, enterprise has to pay attention to both
technical design and quality of product manufacture process. Manufacturing high quality
products will ensure that enterprise attract many customers, increase its capacity on the
market.
a3, Decide package and label:
When planning marketing strategy for each kind of product, enterprise has to
decide a number of issues relating to product label.
Basically, label is a promise of seller to ensure to provide to buyer a given list of
features, benefits and services. Decisions relating to label are usually:
+ Stick label for its product or not?
+ Who is owner of product label?
+ Correlative with selected label, which feature does product quality have?
+ How to choose the name for label?
+ Should expand usage limitation of label name or not?
+ Use one or many labels for products that have different features of an item?
Decisions about label are important decisions in product strategy because label is
considered as long term and important asset of an enterprise. Managing label is also
considered as a primary marketing mean in product strategy.

a4, After sales service:
This is an important mean to increase competition advantage of enterprise. After
sales service is carried out well will help to increase customers’ benefit and raise their
satisfactoriness. This is efficient mean to create difference for products.
b. Price fixing strategy:
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Price is direct factor in Marketing-Mix strategy to create income and is one of the
most flexible factor of Marketing- Mix, it can change quickly, unlike features of product
and commitments of channel, also price fixing and price competition are highlight issues
for marketing staff.
Price fixing strategy depend on marketing target of enterprise. When define the
price for product, enterprise need to examine steps of price fixing process as follows:
Firstly, Enterprise select marketing target though price fixing, they are: fee,
benefit, increase maximum immediate income, increase sales level or gain leading
position for quality of product.
Secondly, Enterprise define, estimate market demand scale and elasticity in order
to define suitable price.
Thirdly, Enterprise estimate price and this is floor price of product.
Forth, Find out about price of competitor in order to define itself position of
price.
Fifth, Select the method for price fixing, including: Fix price by additional price,
fix price by target benefit, fix price by sensitive value of customer, fix price by value, fix
price by current price and fix price by bidding.
Sixth, Enterprise select their final price, combine with other factors of marketingmix strategy.
Because of competition and changes of market, lead to enterprise has to change,
adjust suitable, adjustment strategy can be as follows: Fix price by geographical
principle, sales discount, promotion price, fix distinguish price and fix price for product
list.

When implementing price change and adjustment, enterprise has to study
carefully responses of market, customers and competitors.
c, Contribution strategy:

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