1

VIETNAM NATIONAL UNIVERSITY, HANOI
INTERNATIONAL SCHOOL

***

GRADUATE INTERNSHIP REPORT
INTERNSHIP COMPANY/INSTITUTION: VietinBank- Phu Tho Branch

Address: 136 Phu An Street- Phong Chau District- Phu Tho Town- Phu Tho
Province

Supervisor: PGS. TS Ly Phuong Duyen
Student’s full name: Ta Huong Quynh
Student’s ID: 11071566
Major: International Business
Class: IB 2012C

Hanoi, March 10, 2016


2

LETTER OF THANKS
This thesis is the result of six weeks of researching and writing. It has been an
interesting and invaluable experience. I would like to give my special thanks to
many people for their significant help, contribution and recommendations during my
internship and writing process.
First and foremost, I would like to express my sincere thanks to Mrs. Ly
Phuong Duyen, my supervisor at Academy of Finance, for her invaluable guidance,

encouragement, kindness and support. I could not have been able to complete this
thesis without her positive suggestions and guidance.
I also would like to thank all the managers and staffs of Vietinbank, Phu Tho
Branch for their cooperation and motivation which create chances for student to
experience new working environment in general, and evaluation for our good.
Last but not least, I wish to extend my warmest thanks to my family and my
friends for their supports and encouragements in the making of this report. I am
truly appreciated.


3

TABLE OF CONTENTS
LETTER OF THANKS


Ta Huong Quynh

IB2012c


CHAPTER 1:
LITERATURE REVIEW
1.1Overview of Vietnam Joint Stock Commercial Bank for Industry and
Trade (VietinBank)
1.1.1

General introduction of VietinBank
Vietnam Joint-Stock Commercial Bank for Industry and Trade


(VietinBank) was established in 1988 after being separated from the State Bank
of Vietnam. From a state-owned bank with initial tasks of only providing
domestic financial and banking services, VietinBank has made great strides and
strongly developed into one of the most modern and effective financial and
banking groups in the country.
Being founded in 1988, the Joint Stock Commercial Bank for Industry
and Trade (VietinBank) is one of the largest state-owned banks in Vietnam. It
has strategic partnerships with the International Finance Corporation and
Mitsubishi UFJ Financial Group. It has a market capitalization of VND 53.22
trillion (around $2.5 billion) as of late 2012, making it one of Vietnam's largest
listed companies. According to the VNR500 (Top 500) ranking, VietinBank is
Vietnam's 13th largest company. Besides, it has also built the largest enterprise
customers, while confirming the implementation of prestigious items, objectives,
economic programs and social security of the country.
VietinBank owns the large local network with 151 branches, more 1000
transaction offices and high number of enterprise customers (about 100,000
enterprises) with some large corporations in various fields of industry. It trades
with over 900 banks/ financial institutions in more than 90 countries around the
world.
Full name: Vietnam Joint Stock Commercial Bank for Industry and


Trade- Trade Finance Center
International Transaction: VietinBank Trade Finance Center (VTFC)
Abbreviated name: VietinBank
Address: 34 Cua Nam Street, Hoan Kiem District, Hanoi City
1.1.2

Fields of operation
Business operation of VietinBank includes activities in four main areas.


Firstly, in banking, VietinBank functions as a leading experienced bank
providing full of banking services such as: financial services, brokerage, loan
syndication and advisory, modern, convenient banking products. Secondly,
VietinBank also provides products for non-life insurance designed to match the
overall package to customers of VietinBank. Next, in stock field, VietinBank
provides a wide range of brokerage services, investment and investment
consultant with the ability of quickly developing a system of agents to receive
orders nationwide. VietinBank is the largest bank listed on the stock exchange
in Viet Nam in terms of total assets, lending, and deposits and VietinBank
remains the second largest bank in terms of branch network… Last but not least,
VietinBank’s activities in financial investment include financial leasing,
security trading and capital contribution with the aim of establishing investment
companies to the project; Especially, it plays a leading role in coordinating a lot
of key projects of the country such as highway, international airport, etc.
1.2 Overview of VietinBank – Phu Tho Branch
1.2.1

History of construction and development
Vietnam Joint Stock Commercial Bank for Industry and Trade –Phu Tho

Branch (VietinBank – Phu Tho Branch) was founded on 15/07/2006,
headquartered at No. 136, Phu An Street, Phong Chau District, Phu Tho Town,
Phu Tho Province. Establishment and development history of VietinBank, Phu
Tho Branch also associated with the history and development of VietinBank.


In 2006 budget allocation department split from BIDV according to
th


Decision No. 192/QĐ/HĐQT/NHCT dated June 29 2006 issued by the
Government, became the General department of industry and trade, directly
under the Finance Department. Therefore, VietinBank was not totally a
commercial bank. It was a state-owned bank, which has funds receiving from the
state budget to carry out allocation and loan in the capital construction sector
function.
VietinBank generally and Vietinbank – Phu Tho Branch in particularly
has actually worked as a commercial bank. VietinBank – Phu Tho Branch is
responsible for mobilizing short, medium and long-term funds from economic
elements: non-government organizations, credit organizations, businesses,
residents and foreign organizations in VND and USD in order to give short,
medium and long-term loans to all organizations, economic elements and
residents.
1.2.2

Organizational structure
The organizational structure of VietinBank, Phu Tho Branch is a modern

one that is based on the law and business environment characteristics of
Vietnam, the management requirements of VietinBan and the main functions of
each department. Main functions and tasks of each department has been clearly
identified to ensure the connection among the departments and to meet the
requirements of management in the branch.
Board of Directors: is responsible to BIDV for entire the branch‟s
business result and in charge of managing directly all the activities.
Enterprises Customers Relation Department: makes international payment,
loans, and builds good relationship with enterprises.


Individual Customers Relation Department: makes international payments,

loans, and builds good relationship with individuals.
Credit Management Department: analyzes customers information, makes
appraisal process to meet the borrowing demand of customers.
Enterprises

Customers

Transaction

Department:

makes

monetary

Transaction

Department:

makes

monetary

transactions with enterprises.
Individuals

Customers

transactions with individuals.
Budget Services and Management Department: is responsible for storing,

transporting, managing cash or other valuable papers, identifying counterfeit
money and making budget services at the branch.
Risks Management Department: manages risks in the branch.
Financial Accounting Department: is responsible to Board of Directors for
building financial plans and the branch‟s financial situation.
Human Resource Department: arranges and assigns other tasks for the
staffs.
General Planning Department: collects information, analyzes market,
builds business plans, and manages foreign currency trading to ensure stable
business performance of the branch.


Figure 1.1: The organizational structure of VietinBank, Phu Tho Branch

Broad of Directors
Relation
Group

Enterprises
Customer.
Relation
Dept

Individual
Customer
Relation.
Dept

Risks
Group


Risks
Manage
ment
Dept

Operation
Group

Credit
Managemnt
Dept

EnterpriseC
ustomer
Transaction
Dept

Individual
Customer
Transaction
Dept

Budget
Services&
Managemnt
Dept

Internal
Group


Financial
Accounting
Dept
Human
Resource
Dept
General
Planning
Dept

Văn
Phòng


1.2.3

Main activities of VietinBank, Phu Tho Branch
Main activities of VietinBank, Phu Tho Branch include:
Raising capital in Vietnam dong and foreign currencies from residents

and all organizations, economic elements in various forms.
Lending short, medium and long-term in Vietnam dong and foreign
currencies.
Being a fiduciary agent capitalizing, lending from the official
development assistance source of the government, other countries and finance
and credit institutions to firms operating in Vietnam.
Investing in the form of contributing capital, joint venture, associated with
the domestic and foreign economic organization, finance and credit institutions.
Implementing quick money transfer services, domestic payment via

computer networks and international payment via SWIFT global network.
Being a payment agent of international credit cards: Visa, ATM.....
Implementing service funds: foreign currency exchange, payment
exchange, remittances payment, providing cash at your door.
Implementing financial services: guarantee transactions, investment
advice transactions.
1.2.4

Overview of business performance

1.2.4.1 Business result:
The profit before tax indicator is one of the most important indicators of
business performance report of all banks. This reflects the most obvious
performance of the banking business aimed at generating profits, paying
dividends to shareholders. Moreover, it represents the reinvestment level that
banks can use to expand the scale and service quality.


Table 1.1: Business result of BIDV, Phu Tho Branch in 2011 - 2013
Unit: VND billion
Year 2013

Year 2014

Year 2015

Criteria
Target

Reality


Target

Reality

Target

Reality

21

22.1

22

24.7

35

30.6

Profit
before
tax

( Source: The General Planing Department of VietinBank, Phu Tho Branch)
The table represents that there was a steady increase in profit before tax from
2013 to 2015. In 2013, profit before tax of VietinBank- Phu Tho Branch raised
VND 22.1 billion, which achieved 98.8% of the year’s proposed plan. There was
a dramatic increase by VND 5.9 billion in 2015 when the number reached VND

30.6 billion (grew by 23.9%). However, it's still lower than the year’s proposed.
That was not a surprise because the economy faced a great deal of difficulties in
this period, such as unemployment, low growth, public debt, etc., which had
negative impacts on business activities of enterprises and individuals in 2015.
Moreover, the fierce competition from other banks in the province was also a
cause of the fall in profit with the initially planned. However, this was still a
great achievement of the branch in the context of global economic recession and
difficulties of Vietnamese economy. VietinBank Phu Tho Branch deserved the
largest bank in the province.
1.2.4.2 Capital mobilization situation

Capital always plays an important role in meeting demands of
disbursement in credit activities. As capital mobilization is one of the most
fundamental activities of banks and abundant capital helps to enhance the


credit quality and business performance, VietinBank Phu Tho Branch has
applied a large number of policies to raise capital such as increasing interest
rate of deposits, offering depositors gifts and preference rights…
Table 1.2: Capital mobilization situation at VietinBank, Phu Tho Branch in
2013 - 2015
Unit: VND billion
Criteria
Total

Year 2013

Year 2014

Year 2015


Plan

Real

Plan

Real

Plan

Real

860

880.4

900

866.7

1200

1,062.8

(Source: The General Planing Department of VietinBank, Phu Tho Branch)
The table shows the stability and dominance of capital mobilization. In 2013,
VietinBank- Phu Tho Branch raised VND 880.4 billion, which achieved more
100.2% of the year’s proposed plan. In 2014, capital mobilization of the branch
was not absolutely good because in 2014, it decreases by 1.6% (VND 13.6 billion)

due the unstable business status of enterprise and the changes in capital
mobilization policy of VietinBank. However, this problem was solved in 2015,
there was a dramatic increase by VND 196.1 billion in 2015 when the number
reached VND 1,062.8 billion (grew by 22.7%).
1.2.4.3 Capital using situation
When raising capital is the input activity of the bank, lending money is the
bank‟s output. This is the main operation to generate profits for the bank. Loans
are the largest and the most important items in the credit activity. Banks usually
give short-term loans to meet capital requirements of consuming goods and
services, serving life, investing in liquid assets in business and long-term loans for
the entry of business development, procurement sponsorship of fixed assets and
investment projects. The lending activities situation of BIDV Phu Tho Branch is
represented in the table 1.3.


Table 1.3: Outstanding loans situation at VietinBank, Phu Tho Branch in
2013 - 2015
Unit: VND billion
Criteria

Year 2013

Year 2014

Year 2015

Amount Percent Amount Percent Amount Percent
Based on
term
Short term

Medium and
long term
Total

370.5

68.12%

445.3

68%

547.2

64.5%

173.4

31.88%

207.5

32%

301.5

35.5%

543.9


100%

652.8

100%

848.7

100%

(Source: The General Planning Department of VietinBank, Phu Tho Branch)
According to the table, there was a steady increase in the total outstanding
loans from 2013 to 2015. Short- term loans always accounted for a higher
proportion (more than 60%). The figure was VND 370.5 billion in 2013 and it
climbed to VND 445.3 billion, then VND 547.2 billion in 2014 and 2015
respectively. The reason VietinBank Phu Tho Branch focused on short- term loans
were that the loans can be collected faster, hence these items hardly cause credit
risk to the bank. This was a proper policy which contributed much to the
constraint of credit risk at the branch.

CHAPER 2:


REPORT OVER CAPITAL MOBILIZATION OPERATION OF
VIETINBANK- PHU THO BRANCH
2.1 Forms of capital mobilization at VietinBank- Phu Tho Branch
2.1.1

Classification by time
Classification by time have important implications for banks because it is


closely related essential to the safety and profitability of raising capital as well
as time to repay customers. Over time, the form of mobilization is divided into
short-term, middle-term and long-term.
 Capital mobilization of short-term

It is a major mobilization of commercial banks through the issuance of
short-term debt instruments in the money market and the business receiving
short-term deposit, cash payment, etc. Most of this form is used for short-term
loans (less than 1 year) or the conversion period to implement the medium-term
loans. Thus, interest rates are usually low.
 Capital mobilization the medium-term

It is a major mobilization of commercial banks through the issuance of
medium-term debt instruments on capital markets or receiving medium-term
deposits (from 1 to 5 years). This capital mobilization of banks can use
relatively long and convenient. However, interest rates are usually higher source
of short-term resources. Medium-term resource mobilization is important and
necessary to carry out banking operations of investment, technological change,
and the medium and long term with high interest rates
 Capital mobilization of long-term

With mobilization of long term source, banks can use easily and have
high stability. This mobilization form is very essential for borrowers who need


of long term funds. Thus, interest of mobilization long term will be higher than
short term or middle term.
2.1.2


Classification by object
There are three main objects for mobilization, from resident, enterprises

and social organizations, other credit institutions
 Capital mobilization from residents

Banks raise funds from the public idle and then switch to borrowers who
need capital to invest and expand the business. Thus, mobilize resources from
the population generally quite stable.
 Capital mobilization from enterprises and social organizations

This is to mobilize resources assessment is very large, a high proportion
of the total capital resources. To save time and costs in the payment, large and
small businesses mostly have bank accounts. Therefore, businesses selling
goods are sent to the bank and withdraw money when needed. Withdrawal cycle
of enterprises and social organizations are not the same. Thus, banks always
have on hand a large sum of money which they can use a relatively favorable.
However, the magnitude of this sum depends on the service, the utility that
banks provide for using the service of customers. This makes raising capital
from enterprises and social organizations associated with the expansion and
improvement of banking services.
2.1.3

Classification by tools

There are 4 tools of capital raising activities:
Acceptance of deposits
Issuance of valuable papers
Borrowing between credit institutions
Borrowing of state-owned banks

 Capital mobilization through deposit business


Deposits are the amount of organizations and individuals to send in credit
institutions or other organizations. Deposits are an important source of cash;
make up a large proportion in the total money source of the bank. To increase
deposits in a competitive environment and to have capitals increasing quality,
VietinBank has launched and implemented many different forms of
mobilizations such as non-term deposits, term deposits, savings deposits and the
formation otherwise
 Capital mobilization through issuance operations of valuable papers
Issuance of valuable papers is a form of mobilizing capital, which is quite
popular of commercial banks and is often specified explicitly, specifically in the
laws of many countries around the world. This is quite easy and facilitates
solution to raise capital from public of banks. The valuable papers are debt
instruments that issued by banks to raise capital in the market.
 Capital mobilization through other forms of borrowing in the market
The commercial banks appearing on the market to borrowing are usually
due to some urgent reasons such as shortage of reserves at the central bank, the
cash-strapped ... so besides issuing debt stock, the banks borrowing can trade
mutual banks in the reserve account at the central bank. These are the purchase
and sale of securities that commercial banks are trading the assets held for other
financial intermediaries. The duration of borrowing between commercial
banks are very flexible, may be a few days or may be long-term, consistent
with the capital needs of the commercial banks in each specific phase. In each
case, the loan does not continue to meet the needs of the commercial banks; the
commercial banks will borrow from the central bank. In relationship with the
central bank, commercial banks act as a regular customer and central banks as a
bank of other banks.



2.2 Products of capital mobilization at VietinBank- Phu Tho Branch
In recent years, Vietnam's economy has a lot of very complex changes in
interest rates, exchange rates, gold prices have a negative impact on the
operation of the business and the banking system in general. Especially in the
current context, the competitiveness greatly from foreign banks about potential
capital and the level of technology, professional skills, the human has created
pressure on domestic banks. However, capital mobilization is one of the
strengths of Vietinbank when compared with other commercial banks.
Currently, Vietinbank are a lot of products are increasingly diverse deposits
which has brought more benefits to customers including:
 For individual clients:
• Non- term deposits (Deposit Payment)
• Transaction deposits (Payment Deposits)
• Non- term saving deposit
• Non-term saving deposit with tiered interest under deposit balance
• Term deposit
• Normal term deposit
• Term saving with tiered interest under deposit
• Savings with flexible interest
• Cumulated savings
• Cumulated saving for children
• Normal savings
• Versatile accumulated savings
• Special deposit
• Deposit with preferential interest rates
• Deposit insurance rates
• Valuable papers



 For business customers:
• Versatile Investment Deposit
• Combined Deposit
• Flexible Investment Deposit
Besides capital mobilization products suitable for individuals, businesses.
VietinBank also offers attractive deposit interest rate level for customers.
Table 2.1: Capital Mobilization Interest Rate with terms in 2015
Unit: % / year
Capital Mobilization Interest Rate
Term

VND

USD

EUR

Ind.

Org.

Ind.

Org.

Ind.

Org.

Non-term


0,80

0,80

0,10

0,10

0,10

0,10

Less 1 month

1,00

1,00

0,75

0,25

1 month- less 2 months

4,50

4,50

0,75


0,25

1,00

1,00

2 months- less 3 months

4,50

4,50

0,75

0,25

1,00

1,00

3 months- less 6 months

5,00

5,00

0,75

0,25


1,00

1,00

6 months- less 9 months

5,50

5,20

0,75

0,25

1,00

1,00

9 months- less 12 months

5,50

5,50

0,75

0,25

1,50


1,50

12 months- 18 months

6,00

6,00

0,75

0,25

1,50

1,50

More 18 months- 24 months

6,00

6,00

0,75

0,25

1,50

1,50


More 24 months- 36 months

6,00

6,00

0,75

0,25

1,50

1,50

More 36 months
7,00
7,00
0,75
0,25
1,50
1,50
(Source: The General Planning Department of VietinBank, Phu Tho Branch)
The table shows the level of capital mobilization interest rates in 2015,
VietinBank- Phu Tho branch is stable and high lead to capital mobilization
operation achieved great efficiency.
2.3 Analysis capital mobilization result of VietinBank, Phu Tho Branch
in 2013-2015



2.3.1

Capital mobilization based on short, medium and long term

Table 2.2: Capital mobilization based on short, medium and long term of
VietinBank, Phu Tho Branch in 2013-2015
Unit: VND billion
Criteria

Year 2013

Year 2014

Year 2015

Amount Percent Amount Percent Amount Percent
Based on
term
Short term

695.9

79.04%

650.7

75.08%

873.6


82.19%

184.5

20.96%

216

24.92%

189.2

17.81%

VND

751.9

85.4%

839.2

96.8%

1026.2

96.55%

USD


128.5

14.6%

27.5

3.2%

36.5

3.45%

Total

880.4

100%

866.7

100%

1062.8

100%

Medium and
long term
Based on
currency


(Source: The General Planning Department of VietinBank, Phu Tho Branch)
The table shows the stability and dominance of short term capital in the
branch’s capital structure. From 2013 to 2015, short term capital was always the
main more than 75 percent of total capital mobilized whereas medium and long
term capital only accounted for less than 35 of the loans. In 2013, short- term
mobilized capital of the branch was VND 659.5 billion, accounting for 79.04 %
of total capital, while the medium and long term capital sources reached VND
184.5 billion, accounting for 20.96 % of total. In 2014, the short-term capital of
the branch dropped by 3.96 % in comparison with 2013’s one (at VND 650.7
billion), while medium and long term capital rocketed from VND 184.5 billion
to VND 216 billion. However, total of mobilized capital still increased due to


the small decreaseof money raised in short term and small rise of medium and
long term capital, with the proportion of 75.08% and 24.92% at the end of 2012
respectively. In 2015, the short-term capital increased by 222.9 billion to VND
873.6 billion, accounting for 82.19% and the medium and long term one
decreased more 26 billion to reach VND 189.2 billion, accounting for 17.81%
of the total.
Similarly, capital mobilization of the branch mainly came from loans in
VND with the proportion of more than 85% of the total capital mobilization.
The small percentage of loans in USD in total capital mobilization might be the
result of the limited number of foreign enterprises in the province. In coming
years, the branch should pay more attention to raise capital and loans in USD to
attract and enhance business of foreign enterprises
In general, there was imbalance in the structure of capital mobilization of
the branch between short- term capital mobilized (always over 75% of total
capital) and medium and long-term one (always less than 25% of total capital
resources). It was mainly caused by the characteristics of the branch‟s business

area: the branch was located in a mountainous province. There were mainly
small and medium enterprises, or affiliates of the businesses and large
corporations, therefore the surplus funds of companies were not afford to long
term deposits but short- term ones, payment cash and temporary sending in the
bank. However, there has been a positive growth in scale of total capital rising
over the years, especially the strong growth in proportion of medium and long
term capital. This ensured to follow the right orientation of VietinBank and the
branch to the gradually shift from mainly short-term capital mobilization to
mobilization of medium and long term in the structure.
2.3.2

Capital mobilization based on term

Table 2.3: Capital mobilization based on term and non-term deposit of


VietinBank, Phu Tho Branch in 2013-2015
Unit: VND billion
Criteria
Term
Deposit
Non- term
Deposit
Total

Year 2013

Year 2014

Year 2015


Amount Percent Amount Percent Amount Percent
686.9

78.02%

677.8

78.2%

709.5

66.75%

193.5

21.98%

188.9

21.8%

353.3

33.25%

880.4

100%


866.7

100%

1062.8

100%

(Source: The General Planning Department of VietinBank, Phu Tho Branch)
According to the table, there was a slight changed in the capital mobilization
operation from 2013 to 2015. Term Deposit always accounted for higher
proportion (more than 65%). The figure was VND 686.9 billion in 2013 and
climbed to VND 677.8 billion in 2014 then VND 709.5 billion in 2015.
Contrast, Non- term Deposit is always less than 35%. From 2013 to 2015, the
figure was showed that Non- term Deposit has tent to increase. In 2013, Nonterm Deposit was VND 193.5 billion and rised to VND 188.9 billion then VND
353.3 billion in 2014 and 2015 respectively. The reason VietinBank- Phu Tho
Branch focused on Term Deposit was that having high stability, so VietinBank
usually focus on methods to stimulate the mobilization deposits. The most
common method is still diversified the types of deposits, particularly special
offering many maturity of payment to meet customer needs, for each maturity of
application of different interest rates, usually a long term deposit will usually
receive a higher interest rate. The most important feature of this type of deposit
is high safety, high stability due to the payback period has been determined;
banks will have a very strong base in strategic planning for the management of
its capital. Therefore, VietinBank has been often more active when using this


resource, low reserves, more profit and commercial banks can use this money to
grant the credit limit longer term, ...
2.4 Assessment capital mobilization of VietinBank- Phu Tho Branch

2.4.1 Achievement
During the period of 2013- 2015, VietinBank- Phu Tho Branch’s
operation experienced many difficulties due to unstable development of
macroeconomic developments along with specifically geographical are of the
branch. However, the bank has achieved some following significant
accomplishment:
Firstly, in recent year, capital mobilization in VietinBank- Phu Tho
Branch has always achieved good growth. Especially, capital mobilization
interest rates have increased to promptly handle the changes in market interest
rates. VietinBank- Phu Tho Branch has repeatedly adjusted capital mobilization
interest rates, using competitive interest rates with other forms of term deposits.
Simultaneously, the branch has strengthened and expanded the incentive for
customers in such aspects as: reduced cost to serve, advise deposits, open saving
promotion, develop new products... Besides, resource capital mobilization of
term deposit is always higher than non- term deposit. Therefore, the bank can
easily manage the operations of the fund and the liquidity of money is more
stable.
Next, VietinBank- Phu Tho Branch has focused on improving customer
service quality. The Bank has actively applied high technology in the banking
operations in order to modernize the branch and transaction systems step by
step. Besides, building staff with high qualifications, good management
capacity, polite, caring, thoughtful, honest has an important contribution to
make a reputation with customers.
2.4.2 Limitation


Firstly, the indicators about scale of capital mobilization are too high
compared to the safety threshold. That's why banks are facing the risk of
affordability.
Second, there are no diversity about products to meet a need for much

kind of customer and no products with unique features. The deposit interest rate
of VietinBank- Phu Tho Branch is quite high with other bank so that it will
have high risk
Thirdly, the marketing policies of VietinBank- Phu Tho Branch are
mostly the same. There are no distinctness and breakthroughs in marketing
policy of this bank.
Finally, Mobilizing capital structure has irrational. The proportion of
transaction deposit/ total capital mobilization was lower. Thus, it is not suitable
for retail banking strategy. Moreover, capital management capabilities
ineffective, especially, the ability to manage the deficit and surplus funds
between branch and transaction offices, the ability to balance between deposits
and term loans.


24

CHAPTER 3:
INTERNSHIP PURPOSE AND ROLES
3.1 Internship purpose
As a senior student, I believe I need to do an internship before graduation.
Especially, after internship time at VietinBank- Phu Tho Branch, I have a lot of
chances to have real experience with the bank. Nonetheless, I regarded, I need to
have more experience to adapt with employer requirements in the future. Internship
is where I can explore myself, have on- sight knowledge and exercise my
knowledge – things I’ve learned in the university.
3.2 Assigned work
As an intern, the foremost important thing is you need to understand how
your company work. VietinBank gave me the great opportunity to observe about
mechanism of action of the banking system in general. Because of internship time
only lasts 6 months, I did not have conditions to participate in practice all

departments. However, I had been practiced in some important departments of the
Bank and related directly to the capital mobilization operation, which helps me get
the documents and real information to recognize the effectiveness and limitations of
capital mobilization activities which can make analysis, evaluation to complete this
writing.
Specific,
- Understand the needs of the customer to the bank and guide customer to the
counter transactions or departments responsible for the implementation of
customer needs
- Directly joined in counseling clients about capital mobilization to help
clients understand the rules, benefits, forms, interest rates as well as the
Ta Huong Quynh

IB2012C


25

minimum capital mobilization level, the maximum raise capital level.....
- Guiding clients implement capital mobilization procedures after checking
conditions raise capital with clients under Article 5. Then, guiding clients
register their signatures and make a contract. The contract is made in 03
copies, 01 copies delivered to customers, 01 sent to the accounting
department, 01 professional records.
- Carrying out of marketing new raise capital products and create relationships
with customers directly and indirectly: storage of personal information,
emails, phone numbers....
- Receiving feedback from customers about bank services in general and
capital mobilization services in particular
- Make a list of urban areas, apartment buildings contain potential customers

near the branch. Then, print, distribute leaflets which introduced capital
mobilization product package in some apartment buildings in area on the list
established.......
3.3 Method of implementing
My method to performing assigned works well was reading all information
about the products and services of the Bank: researching working process,
data tables, procedures forms,.... Therefore, I could get the necessary
information for consulting customers: helping them fill application forms
and solve complex procedures.

Ta Huong Quynh

IB2012C