Table of Contents

INTRODUCTION.....................................................................................................................................2
MAIN BODY.............................................................................................................................................3
Introduction.............................................................................................................................................3
TP Bank...............................................................................................................................................3
Agribank..............................................................................................................................................3
VBSP...................................................................................................................................................3
EXPLANATION........................................................................................................................................3
LEGAL FORM........................................................................................................................................3
VISIONS.................................................................................................................................................4
MISSIONS..............................................................................................................................................4
SIZE AND SCOPE..................................................................................................................................6
INTERESTS AND CONFLICTS.............................................................................................................7
STAKE HOLDERS MAPPING..............................................................................................................7
SUGGESTIONS......................................................................................................................................9
INTERNAL RELATIONSHIP.................................................................................................................9
STUCTURE.............................................................................................................................................11
Conclusion................................................................................................................................................12
Reference..................................................................................................................................................12

INTRODUCTION

In today's world, the competition of banks is getting bigger and bigger. It is that
competition that has forced many banks to constantly change to adapt to the current
environment, to build an effective operating system to survive in that harsh environment.
Therefore, this essay will analyze TPbank - one of the largest banks in Vietnam - along
with Agribank and Vietnam Bank for Social Policies (VBSP) .

MAIN BODY
Introduction

TP Bank is a financial institution that provides personal and commercial banking

products and services. It provides accounts and deposit products such as savings and
current accounts, future savings of children, electronic savings, foreign currency savings,
over zero accounts, fixed deposits. Insurance services such as family, car, and life
insurance; Debit card and credit card services, such as Visa and eCounter ATM cards;
And other banking services, such as SMS, online banking, mobile banking, and
remittance services. In addition, it also provides credit options for Momo loans,
commercial loans, secured and unsecured overdrafts, consumer improvement, vehicles,
and housing. TP Bank provides overdrafts, credit card products, and corporate visa debit
cards, guarantees, funding services, inventory loans, pre and post shipment financing, rice
temporary loans, loans with export vouchers and letters of credit

Agribank also known as Bank for Agriculture and Rural Development of Vietnam, was
established on March 26, 1988 on the basis of Decree No. 53-HBT of the Government.
One of Vietnam's largest banks, Agribank, has a strong focus on supporting the country's
agricultural and rural development sectors. With total assets of over VND 1.89 billion
and capital of over VND 1.71 billion, the bank contributes significantly to financing
agricultural projects, providing credit to farmers, rural residents and general growth and
development of Vietnam's rural economy. (Agribank Vietnam, 2023)

VBSP (Vietnam Bank for Social Policies) provides financial support for social initiatives
in Vietnam. The lives of disadvantaged and low-income people and families in Vietnam
are improved through VBSP's many programs and initiatives.

EXPLANATION
LEGAL FORM

TPBank is a Joint Stock Commercial Bank (JSB) under the provisions of the Enterprise
Law 2020. Firstly, shares are used to refer to equal ownership in TPBank's charter capital.
The cost of a bank share is 10,000 VND. According to TPBank's charter announced in
April 2021, each shareholder is only responsible for the capital he has invested in the
business. By the end of 2022, TPBank's charter capital has increased to VND 15,818
billion thanks to investments from FPT Corporation, Vietnam National Reinsurance
Corporation, Doji Jewelry Group, and SBI Ven Holding. Pte. Ltd., and other companies.
DOJI Group is the shareholder with the largest share ownership rate (5.93%). Second, on
December 5, 2008, TPBank received the Certificate of Business Registration as JSC No.
0102744865. Third, from April 19, 2018, TPBank officially listed and traded on HOSE
with stock code TPB (CafeF, no-date) . The bank issues both stocks and bonds with the
aim of promoting the growth of the company. Therefore, TPBank is a joint stock trading
company.The bank’s vision is to become a leading digital bank in Vietnam (TPBank,
n.d.). To achieve this goal, TPBank is focused on providing innovative and convenient
financial solutions to its customers (TPBank, n.d.).

One Member Limited Liability Bank (SLLB) is Agribank. First of all, on January 30,
2011, the State Bank of Vietnam announced Decision No. 214/QD-NHNN approving the
transformation of the Bank for Agriculture and Rural Development of Vietnam from a
State-owned enterprise. became a State-owned one-member limited liability company
(Bank of Agriculture and Rural Development of Vietnam). The State owns 100% of the
charter capital of Agribank). By the end of 2021, Agribank's charter capital will increase
many times, reaching VND 34,328 billion. Second, on February 26, 2004, Agribank
received the First Business Registration Certificate No. 0100686174. Third, according to
CafeF (without date), Agribank is allowed to issue bonds in 2021 with code VBA121033.
Agribank has not even listed its shares on any stock market. Agribank has been unable to
implement this strategy despite being allowed to equitize since 2007 due to the
incomplete land use plan (Thu Thuy, 2021). Thus, Agribank is still a state-controlled
joint stock commercial bank up to this point.
Vietnam's state-owned Bank for Social Policy (VBSP) was established in 2002 (Vietnam
Bank for Social Policy, nd). As a public non-business unit, VBSP is under the
management of the Ministry of Labor, War Invalids and Social Affairs.
VISIONS
TPBank's goal is to become one of the leading banks in Vietnam by providing cutting-
edge financial products and services, promoting technology and developing the country.
The fact that TPBank was honored by The Asian Banker Vietnam Awards 2023 as the
best bank providing digital banking services in Vietnam shows that they are on the right
track to realize their ambition.
Agribank demonstrates its ambition to advance, integrate, focus on investment and
application of technology, transform the organizational structure towards digital banking,
adhere to the motto "Safety, Efficiency, Sustainability" and capacity. response to global
integration.
VBSP's vision is to become a leading bank in Vietnam providing comprehensive
financial services to all people, including those in remote, isolated and disadvantaged
areas (Vietnam Bank for Social Policies). Nam, nd).
MISSIONS
TPBank's mission is to provide the best and most advanced financial products and
services to its customers and business partners. TPBank is committed to doing business in
a way that maximizes value for shareholders, is transparent, safe, efficient and
sustainable. They also open the door to employee success, innovation, and growth. For
the benefit of the people and the country, TPBank is strongly committed to accountability
and community participation.
Agribank's mission is to maintain its leading position in the agricultural and rural
financial markets and do business safely and effectively. Since the establishment of the
bank until now, its activity has related to its goal. Agribank has made many efforts to
reach and support rural and remote areas while other commercial banks aim to operate in
urban areas.
VBSP's mission is to reduce poverty and increase social welfare by facilitating access to
financial services, promoting economic growth, and supporting social initiatives.
GOALS

In the 4.0 era, TPBank wishes to provide financial services that promote sustainable
growth, digital transformation and new lifestyles. They want to develop unique digital
citizenship experiences in the 4.0 technology era.
Agribank's goal is to take the lead in the implementation of regulations and policies of the
State, to be a dedicated and reliable companion of farmers and rural communities. The
bank has remained steadfast in its goal of “Three Nongs” (Agriculture, Farmers and Rural
Affairs) that has been part of Agribank's mission since its inception, even as the bank is
aiming to catch up. number converter.
VBSP's goal is to provide financial services to low-income households, social policy
beneficiaries and other vulnerable groups in Vietnam.
OBJECTIVES
TPBank's goals by 2023 include keeping the NPL ratio below 2% through strict
disbursement and collection, improving financial health through Basel III Reform, and
developing operations with modern technology. , which combines digital technology for
innovative services and shareholder value, and trains knowledgeable staff, an ethically
upright workforce.
Agribank's main goals by 2023 are to increase market share in the agricultural and rural
banking industry, improve operational efficiency, and develop network and customer
base (agribank.vn, 2023).
VBSP’s goals is focusing on implementing the credit plan in 2023 to contribute to the
implementation of the national target programs on sustainable poverty reduction, new
rural construction and socio-economic development in ethnic minority areas. and
mountainous areas in the 2021 - 2025 period. Continue to accelerate the disbursement of
loan programs in accordance with Resolution No. 11/NQ-CP and promptly support
interest rates for loans in accordance with regulations to ensure the right conditions for
borrowers beneficiary.

CORE VALUE
TPBank's core values are expressed in 5 words: Integrity, Innovation, Progress, Synergy
and Persistence.
Agribank's core values are: Honesty, Discipline, Creativity, Quality and Efficiency.
The core values of VBSP are: A reliable fulcrum, joining hands to reduce poverty. The
procedure is simple, democratic and open. Partially delegated, safe, efficient. Solidarity,
cooperation, social responsibility.

SIZE AND SCOPE

According to TPBank's 2022 financial report, the company has 8,686 employees, revenue
of nearly 15,617 billion VND/year and has a capital reserve fund of more than 328
trillion VND. TPBank is therefore a rather large institution. Since its establishment,
TPBank has continuously launched new products and services in many fields, including
banking, insurance, securities, payment services, especially digital banking solutions.
TPBank reaps the benefits of the exchange rate economy, reflected in the growth in both
quantity and types of goods and services, as well as the outstanding growth in customers,
revenue and other business indicators. . All of these factors are combined with the
company's commitment to continuing to grow and diversify its offerings. In addition, this
is completely in line with TPBank's goal of becoming the leading digital bank in Vietnam
 Similar to VBSP with more than 14,000 employees and total capital of VND 261,612
billion in 2021 (VBSP, 2022), Agribank is a large corporation with 39,591 employees and
a total capital of VND 1,873 trillion. In addition, Agribank provides more than 200
goods and services at many different locations and this number has continuously
increased since the widespread application of 4.0 technology. In a similar way, VBSP is
also providing a wide range of goods and services in other industries, including lending,
insurance and banking. These two banks continue to see growth in their commercial
activities. As a result, both VBSP and Agribank benefit from economies of scale. It is
clear that given their size, breadth and focus on development, they are well positioned to
compete with Vietnam's leading commercial and international banks.

INTERESTS AND CONFLICTS

STAKE HOLDERS MAPPING

High
Government
Government
Shareholders
Government
Power

Customers Employees

Customers Employees

Customers Employees

Low
Interest High

TP bank

Agribank

VBSP

It can be seen that the interests and interests of stakeholders for each bank are different.
TP Bank as a private company always attracts a lot of investors to hold shares, and they
also hold a lot of power. The number of shares they hold corresponds to the amount of
power they have, they will determine the financial capacity of the bank. Hence they have
both power and interest in TP banking. In contrast, with banks with 100% state capital
like Agribank and VBSP, their decisions depend entirely on the state without any
influence from shareholders because their capital comes completely from the state.
SUGGESTIONS

According to the map, disputes between them may stem from disparities in interest and
power between the parties involved as well as a desire to increase their interests. For
example, conflict between shareholders and employees is a typical problem that can arise
in a joint stock company, such as TPBank. Employees with less power may be eager to
improve their pay and voice within the company, while shareholders looking to increase
dividends may be reluctant to pay high salaries to employees. Allowing employees to
own business stock is an option in this situation to appease both types of stakeholders by
increasing dividends when the company's performance matches.
Another conflict is between the government and the shareholders when some of the
shareholders' wishes to change the bank cannot be guaranteed according to the laws set
forth by the government and to solve this problem, Shareholders need to ask the
government to consider the proposal carefully in order to modify it as little as possible to
match the requirements set by the state.

INTERNAL RELATIONSHIP

Source: tbp.vn
TPBank uses a hybrid organizational structure that combines hierarchical and
departmental organizational structures, with a long chain of command from senior
management to employees and division of the entire organization into procedural
divisions, such as teams. operational support, management support team and business
unit. That means they have specialized departments to carry out their specialized duties.
However, the operation was not interrupted due to the separation into departments and
branches.

Finance and Marketing

In banks such as TPBank, finance and marketing departments usually work closely
together to achieve common goals. A key area of cooperation between these departments
is marketing activities. The finance department can provide budget and financial analysis
to support the activities and plans of the marketing department. They must ensure that
this activity is cost-effective and in line with the overall financial objectives of the bank.
For example, the financial department can analyze the expected return on investment of
the proposed marketing activities. They consider various factors, such as operating costs,
the expected growth of customers' income or profits, and the potential impact on banks'
profits. Based on this analysis, the financial department can provide guidance for the
marketing department on how to allocate resources effectively to maximize the return on
investment. In addition to providing analysis and financial support, the finance
department can also cooperate with the marketing department to formulate pricing
strategies for new products or services. The Ministry of Finance should ensure
competitive prices, which are in line with the overall financial objectives of banks. They
can conduct market research to understand the prices of customers and their competitors,
and use this information to make price suggestions.
Human Resources and Legal/Compliance
Banks like TPBank usually work closely with human resources and legal/compliance
departments to ensure that banks comply with all laws and regulations. An important area
of cooperation between these institutions is the development and delivery of staff training
programmes. For example, the human resources department can work with the
legal/compliance department to ensure that all employees are trained in laws and
regulations on anti-money laundering, data protection and consumer protection. The
human resources department will be responsible for formulating and providing the
training plan, while the legal/compliance department will provide professional knowledge
and guidance on the training content. In addition to developing and providing training
programs, human resources and legal/compliance departments can also cooperate in other
programs, such as formulating policies and procedures to support compliance. The
personnel department is responsible for communicating these policies and procedures to
employees and ensuring that they abide by them, while the legal/compliance department
is responsible for providing guidance on the contents of policies and procedures.
Marketing and IT
In a bank like TPBank, the marketing and IT departments usually work together to
achieve common goals. A key area of cooperation between these institutions is the
development of new digital products and services that meet the needs of customers. For
example, marketers can work with IT departments to develop a new mobile application
that enables customers to access their accounts and make transactions. The marketing
department needs to ensure that the application is easy to use and meets the needs of
customers, while the IT department is responsible for developing and maintaining the
basic technical infrastructure. In addition to developing new digital products and services,
marketing and IT departments can also cooperate in other programs, such as using data
analysis to understand customer behaviors and preferences. Marketing department will
use this information to develop targeted marketing activities and products, while IT
department will provide necessary data and analysis tools.

STUCTURE
According to Bolman and Deal (2017), functional structure is the arrangement of groups
of personnel according to the specific areas of expertise or tasks they perform for the
enterprise. It encourages specialization, communication, and collaboration across
departments. TPbank is clearly a functional organization based on organizational charts
and documents.
Benefits of Design Efficiency is the first advantage of this arrangement. By grouping
employees into specialized positions, TPBank can leverage knowledge and streamline
processes, enhancing its competitive advantage.Productivity is increased by improving
workers' skills through TPBank's functional structure. If each department focuses on its
core tasks, such as the HR team developing training programs and the operations team
providing day-to-day banking services, the bank can streamline its processes. continue
and remove the excess. This clear division of labor leads to efficient resource use, higher
output, and industry-specific flexibility.TPBank's functional structure also improves goal
setting, performance evaluation, and resource allocation for sustainable and profitable
growth, streamlining management. In addition to the benefits of expertise, this
management style makes it easier for teams to form close relationships. This can aid in
developing positive connections between managers and employees, or even between
companies and workers. Loyalty among employees is also important.
Problems with TPBank's functional structure can cause employees to become too focused
on departmental goals rather than overall organizational goals. The bank may have a
conflict of interest as a result of this. For example, the marketing department may
emphasize aggressive sales goals, which may not align with the risk management
guidelines established by the finance department. Therefore, this case may lead to
conflicts between offices and reduce the overall operational efficiency of TPBank.
Solution Organizations must ensure good communication and cooperation between
departments to reduce the dangers posed by limited concentration. Sharing information,
setting organizational goals, and fostering a culture that values collaboration and
teamwork are all examples of this.

Conclusion
In Vietnam, TPBank is one of the leading banks in online banking. It has been at the
forefront of providing customers with modern goods and services. Accounts, credit cards,
savings, loans, and money transfers fall into this category. To better serve consumers,
TPBank is constantly expanding its business activities and adding new services and
goods. With this expansion, TPBank has a great opportunity to fulfill its goals and
develop into one of the largest banks in the industry.By focusing on digital banking,
TPBank can provide customers with fast and efficient services. This has aided in growing
the consumer base and market share. TPBank's expansion is a testament to its dedication
to providing customers with top-notch services. In short, TPBank is a pioneer in the field
of digital banking in Vietnam. To meet the needs of its customers, it continues to expand
and develop its services and goods. With this expansion, TPBank has a great opportunity
to fulfill its goals and develop into one of the largest banks in the industry.

Reference
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