Journal of Business Management and Economics

In June 2015, PetroVietnam approved the production and business plan for 5 years (2016 – 2020) and the development strategy to 2025, orientation to 2035 of PV Power. Accordingly, the Corporation’s development orientation is sustainable, highly competitive, associated with the overall development strategy of PetroVietnam, on the basis of considering the electrification industry as the key development direction, with the advantage of the industry to use the gas resources effectively; selecting appropriate projects for development in the field of renewable energy, clean energy in line with the Government’s policy, the world’s trend. At the same time, the Corporation focuses on developing the areas of technical services, supply of coal and other related services to support and enhance the efficiency and competitiveness for main business sector and abides by the standards on ecological environment.

In this paper with entitled enhancing the business operations of Nhon Trach PV Power Plant conducted during the period from June 2013 to July 2015. There were 170 staffs at Nhon Trach PV Power Plant interviewed but 150 staffs processed (20 samples lacked of the information). Based on the result of analyzing internal and external factors that affected the business operations of Nhon Trach PV Power Plant. The researcher had the solutions to develop production activity of this Plant was formulated by using SWOT. The researcher had analyzed KMO test, the result of KMO analysis. Staffs’ responses were measured through an adapted questionnaire on a 5-point Likert scale. Hard copy and online questionnaire were distributed among staffs of Nhon Trach PV Power Plant in Vietnaand the research results were processed from SPSS 20.0 software.

Vietnam had been restructuring commercial banks being widely used. While in most cases restructuring is employed when a given structure becomes dysfunctional, banks and economies restructure to also achieve a higher level of performance or to survive. Besides, commercial banks growing competition and globalization along with tightened fiscal policies are causing both private and public sector organizations to strive for greater efficiency and higher cost effectiveness. In many cases the desired results cannot be achieved without subjecting the bank strategy and structure to some transformation. In this context, restructuring is no longer just an option; it is a necessity for survival and growth. Restructuring takes place at different levels. At the level of the whole economy, it is a long-term response to market trends, technological change, and macroeconomic policies. At the sector level, restructuring causes change in the production structure and new arrangements across commercial banks. At the commercial banks level, commercial banks restructure through new business strategies and internal reorganization in order to adapt to new market requirements.

The objectives of this paper were not only to look into the relevant literature but also to find common ground regarding the financial restructuring on the financial performance of commercial banks in Vietnam and reports the results of a survey of 300 persons working for the financial sector in Vietnam. In this paper, the researchers used analytical method of explore factor analysis to determining that are components of the financial restructuring on the financial performance of commercial banks in Vietnam. This paper conducted during the time from July 2015 to December, 2015. In addition, the research result showed that there were 300 persons working for the financial sector in Vietnam interviewed but 254 persons processed and answered 13 questions. The researcher had analyzed KMO test, the result of KMO analysis used for multiple regression analysis. Persons’ responses were measured through an adapted questionnaire on a 5-point Likert scale. Hard copy and online questionnaire were distributed among persons working for the financial sector in Vietnam.