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In the context of an increasingly diverse and competitive financial market, relying on a single channel to manage cash flow is increasingly limiting. The new trend is to allocate capital by usage objective and to flexibly combine financial channels to optimize efficiency. In practice, the 'one bank for all needs' model is no longer suitable in today’s environment. Chief financial officers (CFOs) are shifting to a cash-flow segmentation strategy: the banking system serves payments and guarantees; while financial non-bank institutions are chosen as a supplementary channel to optimize profits on idle funds in the short and medium term. Shifting capital management mindset and the three drivers pushing the trend. This shift reflects the growing demand for more efficient use of capital and also shows the increasingly clear role of non-bank financial institutions in the corporate finance ecosystem. First, the demand for greater transparency. Among financial firms operating in Vietnam, only a few are listed on the stock market, including VietCredit (TIN) and EVNFinance (EVF). Listing carries obligations to disclose information periodically and to be supervised by regulators, thereby creating a transparency foundation – a key factor in building trust with corporate clients. Second, financial capacity and market reputation. Corporate trust is increasingly linked to specific financial metrics. In 2025, VietCredit reported profits of more than VND 1,300 billion and ranked in the VNR500 – Top 500 largest Vietnamese enterprises. Additionally, being honored at the Make in Vietnam award for an automated approval system demonstrates the company’s efforts to apply technology in risk management and to improve operational efficiency. These factors help reinforce corporate confidence when selecting a financial partner. Third, digitization of governance processes. One barrier to accessing new financial channels is bureaucratic complexity. However, digitization has helped address this issue. Online governance platforms allow enterprises to open contracts, monitor yields and manage cash flow in real time without direct transactions. This helps the finance department raise efficiency and supports managers in making quick, accurate decisions. Increasing efficiency from idle capital sources. In an environment of rising capital costs and margin pressure, optimizing idle cash has become a strategic priority. Deposit products at non-bank financial institutions with strong technology and transparent operations are emerging as viable options due to competitive yields and flexibility. Currently, VietCredit offers corporate deposit products with a target yield of up to 9.9% per year for a 12-month term. Shorter terms such as 6 months and 9 months offer yields around 9.1% and 9.2% per year. Notably, the policy applies uniformly across multiple deposit sizes, with no conditions for supplementary products or minimum balances, enabling enterprises to maximize returns from available capital. Collaborating with financial institutions with strong technology and transparent operating platforms not only yields financial benefits but also reflects a flexible governance mindset for enterprises. In the digital era, safety does not rest solely on traditional channels, but depends on the ability to assess and select partners based on legal frameworks, financial capacity, and transparency. This is the key for companies to improve capital governance efficiency and sustain a competitive edge over the long term.
Premium gym chains are entering a “golden era” that is ending or already in decline, as rising operating costs collide with shifting consumer preferences toward more flexible, community-based ways to exercise. Long-term memberships are shrinking, margins are pressured by higher rents and facility expenses, and competition from smaller, more personalized…
