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

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

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

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

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

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

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

- 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

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

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…

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:
-

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

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.

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

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