Phân tích SWOT và đề xuất kế hoạch marketing tại phòng GD ngân hàng ABBANK e

Phân tích SWOT và đề xuất kế hoạch marketing tại phòng GD ngân
hàng ABBANK

Quan Thanh transaction office-An Binh Bank Hanoi branch is located at188/5Quan
Thanh, Ba Dinh district, Hanoi. This location is quite convenient,the North borders
Tay Ho district, the Northeastern borders Cau Giay district, the East borders Dong
Da district, the South borders Hoan Kiem district and the west borders Long Bien
and Tu Liem district. This area is of high intellectual standard, good economic
growth and developed socio-culture with a concentration of many State agencies.
Over more than one year of operation, staffs of the transaction office has been
continuously learning to enhance their competence incontacting business activitiesof
the office. The major tasks of Quan Thanh transaction office in 2012 are to continue
completing, stabilizing the organization, increase business targets, advertise and
promote ABBANK brand in the locality.
Accordingly, the transaction office has determined its business strategies in
2012 and in the future as follows:
1. Competition positionofABBANK:
1.1.ABBANKexistingproducts:
*Enterpriseproducts:
 Lendingsmall and mediumenterprises(SMEs), having more flexible interest
rates,fees, terms and conditions to ensure loans forthis group of customers.
 Support the import ofsuch big itemsasequipment, steel, consumergoodsand
materialsto increase theInternational payment charges.
 Products mobilizing transfer capitalandrestructure capitalto make it more
stable such as increasing theamountof deposit account, increasingforeign

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currencydeposits, increasedmedium- term and long-term deposit, ensuring
capital for the steady development.

 IncreasedepositsfromotherinstitutionsexceptEVN such as insurance, foreign
capitalreceiving organizations, etc.
 Bestresponseto customersusingfinancialproducts and servicesfor enterprises
such asfinancial consultation, investment consultation, foreign exchange,
BSMS, eBanking, internetbanking, etc.
*Theindividual products
 Asset secured loanssuch asYouhouse, Youshop, Youcar, etc.
 Productsmobilizing accumulated capitalalong withinsurance,privatefund
mobilizationto increase theidle cashfrom residents.
 Accounts for salary payment throughABBANK.
 Implementpayment through cards.

1.2Customer analysis andcustomer segment:
*Customer Analysis:
Quan Thanhtransaction office islocated inBa Dinh district,
theCentralDistrictofHanoi witha total area of9,248km2, including 14Wards, more
than 55,000householdswith a population of232,000peopleand thepopulation
densityof24,360people/m2.
Mallsare mainlylocatedinthe streets: Hang Than, Quan Thanh,PhanDinh
Phung, Ly Nam De, Nguyen Truong, KimMa,Ngoc Khanh, Dong Xuan market,etc.
concentrating many people, private businesshouseholds,
commercialenterprisesandadministrative agencies.
In 2012,according tosurvey andassessment oftheoffice,consumption
andincome of residents willdecrease in comparisonwith that in 2011,due to
impactsofthe global financialcrisis, high inflationin 2011
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andriskofdeflationin2012.Furthermore, the significant fluctuation of the real
estateandstock market results in the decrease of bank’s credit status thatwillaffectthe

growth ofenterprises andprivate businesshouseholds.
Therefore,private businesshouseholds and enterprises willlook for commercial
banks meeting their demands.
*Customer segment:
The currenttarget customergroupsofQuan Thanhtransaction office include:
individual customers– private business households, import- export enterprises,
service SMEs, large financial enterprises, insurancecompanies, etc.
Recognizingthis segment, the transaction officewill identify target
customersand make suitable marketingplans to approach, understand the customers’
demands to sell, consult suitable products and servicesto eachcustomer group, take
care of customers as well as improve and perfect productsandpackageproducts and
servicesforthis customer group.
2. Competitors:
According to the marketassessment, competitors among joint-stock
commercial banks that are better than ABBANKinclude:ACB, Sacombank, East
AsiaBank,VP Bank, VIBank, Mbank, etc. These are more experienced and
prestigious competitorsthanABBANK.
2.1InternalCapacity:
Quan Thanh transaction office is located in an area with a quite large number
of enterprises, financial institutionswithfiercecompetition. The office isequipped
withsufficient and modernfacilitieswithascaleof a moderntransaction office with
goodfrontand spaceto serve customers.
A cadre of young and dynamic staffs and leaders who are
mostlyexperiencedand skillful inbanking. The transaction office also has
qualifiedmanagers, dynamic and enthusiastic salespeople, customer oriented
business model withone door transaction basing onT24coresoftware.
The currentpersonnel of theofficetotals 09, half of which are business staff.
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Diversified and flexible financial products and services to meet all customers’
demands.
The office has operated for more than 1 year with a good foundation of
customers and operation scale and effective business.
2.2. SWOT analysis
* Strengths:
+ Locatedin the central districtof the capital with many opportunitiesto
exploitanddevelop a wide range of products.
+ABBANKbrandhas graduallybuilt up in the market.
+Thereisa strategic shareholderof the Vietnam ElectricityGroup(EVN) andthe
largest bankof Malaysia(Maybank).
+Diversified and flexibleproducts and services that always meetthe customers’
needs.
+Management system of T24 core softwarehelpsABBANKmanage all of
itsactivities.T24 system makes ABBANKbe able to deploy retail productsandcrossselling.
+ Young, dynamic staff experienced infinancial and bankingsector.
* Weaknesses:
+The transaction office has operated in the area shortly resulting in a limited
number ofcustomers. Direct competitionwithcommercial joint-stock banksoperating
for a long timeinthe area.
+Has not approached and promoted the relationshipwiththeadministrative
agencies and import- export enterprises in the area.
+Has not approached andpromotedrelationship with multi-service enterprises.
+The competence of personnel is not equal.
+ Inspire of good infrastructure, the location of the transaction office is not
convenient for customers.
* Threats:
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+Compete withotherjoint-stock commercialbanks, Statebanksoperating for the
long time in the area.
+Bankingmarket isaffected bythe difficulties of theglobalfinancial
crisisandthemacro financial administrationof the Government.
+Customers’needsare always changing andtend to increase.
+ It is always requested to controland provideuseful servicesto customers.
* Opportunities:
+Exploit useful and safefinancial servicesaccording tomarket segment.
+ Safely develop groups of productsuitable to eachcustomer group.
+ Develop accompanyingservicesto ensurebusiness efficiency, sustainable
growthandriskcontrol.

3.Assessmentof businessperformancein 2011ofQuan Thanh transaction office:
After more than1year of operation, the transaction office has09people: 1 head,
1 control, 2 Tellers, 1 credit manager, 4 customer relation staffs. It is expected that,
the total assets ofthe office in the late 2008is VND 66billion,total capitalis VND
65billion, outstandingloan isVND 50 billion,accumulated pre-tax incomeisVND
1.111billion.Quan Thanhtransaction office isoutperforming the profit target assigned
bytheBoard of DirectorsofHanoi branch.
Withthe strong effortsof alloffice’s staff along withthe support of
Hanoibranch, relevant departments, the business resultsof theoffice is rather positive.
4.Strategic goalsandspecific implementation planin 2012:
ABBANKQuan Thanhis aimingto becomeone of five leading banksinthe
district withdiversified and professional activities and capability ofcompeting
withlocal and internationalbanksin the area.
+To expandoperationand improveservice quality.
+To buildastablecustomer base. Safely developwitha major proportion of
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customersspecialized inimport and export, SMEs, theindividual customerswitha
stablesource of income-focus oncustomers working forjoint ventures and foreign
companies.
+Developa qualified, strong and professional human resource, able tomeet
theexpansionrequirements.
+Improvebusiness efficiency, increase service revenue with an emphasis on
thecustomerhavingimport and export payment of at least 10%of total revenue.
4.1Implementthe business plan:
a.Operation scaleandorganization.
+Regarding human resources:The expected HR includes13 people, including: 1head,
1 deputy head, 1 control, 2 Tellers, 1 CRO, 1 credit manager, 1 cashier, 05 customer
relation staff.
+ Concerning competence: focus on import- export enterprises, private business
households.
+ Concerning organization:

.

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b. HR, recruitment and training:
* Recruitment
+ The transaction office is planned to recruit 4 new employees in 2009 including: 1
CRO, 1 customer relation staff, 01 deputy head and 01 cashier.
* Training:
+Organize regulartraining courseson products,competence, and training on the basis
of planned programs and arising actualneeds.
+Officials and employees fully participate training courses on banking competence
organized byHOandbranch.

c. Business marketingplan:
* Forproducts served for individual customers: marketing strategyis in the
line ofmarket segment, featuresof services and products. Due to the service using
objects, Quan Thanh transaction office pays attention to developing productsof low
risk and bringing many servicesto the bankssuch as: YouCar,YouShop,
YouShopPlus, YouHome,YouStudy, etc.
* Forenterpriseproducts: Quan Thanh transaction office focuses
onenterprisesspecialized ingarmentexport; computer software; enterprisesimporting
and doing business inPharmaceutics, etc.
-Direct marketing to import- export enterprises in the area, insmall and
mediumindustrial zonesin Hanoi.
- Assign specific targetsand tasksto eachcustomerrelation staffresponsible
forestablishing andmaintaininggood relationship withenterprises based on long-term
relationship target.

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d. Products and services:
* Enterprise products:
-Loans:
+Additionalloansfor working capital: focus on customers in SMEs, customers
specialized ingarment and footwear import- export. Enterprises specialized in
pharmaceutics andInformatics- Telecommunications
+ Mediumand long-term loans: Focus oncustomers ofEVN, enterprisesspecializedin
import and export that are planning to enlarge theirfactory premises, investing to buy
equipment.
*Individual products:
-Loans:
+Short-term loans: With productssuch asYouShop, YouShopPlus, etc. The

transaction office focuses ontargetcustomersofindividualhouseholds specialized
inessentialconsumer goods with astable cash flowandgoodcollateral,private
enterprisesof good financial and legal capacity.
+Mediumand long-term loans: With productslike YouCar,HouseYou,
YouShop, YouHousePlus,etc. The transaction office focuses on targetcustomerswho
are working injoint-venture andforeign companies with a stablemonthlyincome.
-Promotingproduct: short and medium-termdeposit account, certificatesof
deposit,payment accounts, etc. inVNDandUSD.
-Card products: Promotecross-sellingof YouCarproductaccompanied
withcredit, EVNcontractors, wire transferpayment.
-Productsof payment: Local and international transferpayment.
-Other products and services:underwriting, foreign exchange,
paymentintermediaries, etc.
e. Specificaction plan:
*Credit:

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-Enterprise credit: Quan Thanh transaction office focuses on the deployment of some
fields as follows.
Field

Orientation

Electricityandpowercontractors
Pharmaceuticals

Growth

Foodand beverage
Technology- Telecommunications- Informatics
Exporttextile
Car import and trading

Selected

High-rank office trading (type B upwards), etc.

+Base oncustomer orientation: selectivegrowth, risk control.
+Assign monthlytargetsto eachcustomer relationstaffincluding: credit, guarantee and
service collection, international payments, capital mobilization, cards, etc.
*Mobilization:
-Regularly updateinformation of transacting customers toregularly sendSMS, call
toinformcustomers with new programs, call to happy birthday, regular careand
award giftsinspecial days.
-Do monthly market survey around theHoeNhai, ChauLong Makert, PhanDinh
Phung to recognize consumption demands, product usageofresidential areas
surrounding the transaction office.
- Expand and develop market throughtheexisting customers, promote the friendly
image of ABBANKQuan Thanh,thereby findingnew customerson the basis of
existing customers.
-Assign specific monthly targets to each customer relation staff.

* Services:
- Focus oncustomer groupshaving a wide range of import-export services, EVN
Contractors, two objectsusinga lot of international payment and guarantee services.
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Moreover,expand account relatedservicesto increase the paymentdeposit resources
andservice charges.
f. Operationplan:
* BusinessSupport:
-Customer serving transactions:
+Develop andstrength"salesandcustomer service" culture
+Office staffis alwayswarm, enthusiastic and friendly with customers.
+ Style: fast,warm, enthusiastic, etc. welcome customers to the transaction
office.
+Friendly and honest inall transactions.
- Accounting:
+Fluently useT24software, Microsoft office, etc.
+Well cooperate withCredit managementdepartment.
+Enhance the role ofcontrolling allactivitiesat the counter.
-Thetreasuryservices:
+ Ensureproper, sufficient and valuable documentin money delivery.
+Keep the bookscarefully.Bundlemoney in a careful manner.
-Administrativework:
+Have a book to monitor official documents and manage assets in a proper
manner.
+ Manage assets, working tools. Provide staffs with suitable tools in a timely
and sufficient manner to ensure their activities.
+ Follow labor disciplines.
- Facilities preparation:
+ Provide equipment essential for the transaction office’s activities to create a
good image of An Binh Bank, create sympathy for the customers.
- Others:
+ Regularly hold healthy collective meetings to improve working spirit of
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employees.
+ Response and fully participate all emulation activities organized by
ABBANK.
+ Monthly vote for individuals, groups to have rewards at the transaction
office level.
5. Building corporate culture:
- Develop culture and teamwork spirit, action team.
- Regularly maintain team activities at the transaction office at least once a
month, organize business meeting for the whole office once a month among
customer relation staff, head and control.
- Implement and complete business plans.
- Organize birthday celebration and award birthday gifts for employees
working in the transaction office, holidays.
- Regularly visit, award gifts for relatives of employees working in the
transaction office.
- Maintain monthly competition movement and reward individuals and groups
excellent in business, developing the transaction office, working styles, etc.
6. Implement the business plan:
- Assign targets to each staff and monitor the deployment plan.
- Organize monthly meeting to make business plan in the orientation guided
by Hanoi branch and HO.
- At the beginning of each week, organize meetings between business people,
organize monthly meeting for all staff of the transaction office to assess weekly,
monthly activities;set forth specific targets and schedule to ensure the right direction,
and effectiveness of the business.
- Consider target assignment a management tool to measure and evaluate each
expert, staff.
Above is the business plan in 2012 and next years of Quan Thanh transaction
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office. This plan has been discussed by all of the transaction office’s staff to reach
agreement. During the implementation, the plan will surely be changed due to
objective and subjective reasons and the transaction office will closely monitor to
have suitable resolutions.

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