Introduction
Company background
CJ CGV Vietnam represents a significant success for CJ Group Korea, the nation's ninth largest conglomerate with investments in 21 countries As the largest cinema chain in Korea, CJ CGV holds a 50% market share and ranks as the third largest globally, also being the second-largest operator of IMAX screens in China, following Wanda Cinema Recognized for excellence, CJ CGV has won the Best Cinema Brand award for seven consecutive years in Korea The name CGV stands for “Culture, Great, Vital,” reflecting its innovative cultureplex concept that combines cinema with dining, events, shopping, and premium viewing experiences.
CJ CGV Viet Nam, originally established as Megastar in February 2005, became a subsidiary of CJ Group after the acquisition of an 80% stake in Envoy Media Partners in August 2011 Renamed CGV in January 2014, it has grown to be the largest film distributor and cinema operator in Vietnam, while also excelling in media sales With a vision of "Beyond cinema," CJ CGV Viet Nam offers a variety of screening experiences tailored to local audiences, including general halls, premium Gold Class theaters, L’amour halls with beds, immersive 4DX experiences, and IMAX theaters featuring cutting-edge laser technology The company is also known for its exclusive distribution of the latest Hollywood blockbusters, catering to the demands of Vietnamese filmgoers.
Under the leadership of Mr Sim Boom Jeom, CJ CGV Viet Nam has become the leading cinema operator and film distributor in the country, boasting over 60 cinemas, capturing 45% of box office sales and 65% of film distribution In 2017, CJ Group committed over $200 million to establish 12-15 new cinemas annually until 2020, with each cinema costing between $4 to $7 million A significant milestone was achieved in May 2018 when CGV set a record by attracting 6 million admissions and generating $10 million in ticket sales for "Avengers: The Infinity War." Beyond business success, CJ CGV Viet Nam is dedicated to nurturing the Vietnamese film market through initiatives like Movies for Everyone, Toto's Filmmaking Class, the Vietnam Film Festival in Korea, and Yxine, thereby contributing to the overall development of the cinema industry in Vietnam.
Market overview
CGV holds a dominant position in Vietnam's cinema market, boasting over 45% market share in movie exhibition and more than 65% in film distribution The cinema business in major cities has seen impressive growth, averaging 20-25% annually National box office revenue skyrocketed from 100 billion VND in 2008 to approximately 3,500 billion VND (around 150 million USD) by 2017.
Currently, the cinema has become an important destination in the entertainment life of the Vietnamese According to a survey that CGV's marketing team made in
In 2017, 55% of Vietnamese individuals visited the cinema at least once a month, positioning the Vietnamese film market as an attractive opportunity for investors, particularly foreign ones By early December 2017, Vietnam boasted 630 cinema rooms, with approximately 65% of screenings controlled by foreign companies, primarily dominated by the two South Korean conglomerates, CJ CGV and Lotte Cinema.
CGV operates over 60 cinema complexes and 300 screens across Vietnam, with plans to open six additional cinemas in 2018 Lotte Cinema, a competitor of CGV, is also expanding rapidly, boasting 36 cinemas nationwide and continuing to grow this year In addition to these Korean chains, Galaxy Cinema, managed by Thien Ngan Co., Ltd, has 14 cineplexes, while BHD Cinema, under Binh Hanh Dan Co., Ltd, contributes to the diverse cinema landscape in the country.
BHD operates with a smaller scale of eight cinema complexes, yet these companies are revolutionizing their service quality to gain a competitive edge in the market share expansion race Unofficial sources suggest that the Wanda Group, China's largest entertainment corporation and the second-largest cinema operator globally, is eyeing the Vietnamese market If this information holds true, the future of the cinema market in Vietnam will become increasingly appealing as major players compete for dominance.
The cinema market in Vietnam is rapidly expanding, with businesses competing by opening new locations and investing in advanced facilities In addition to enhancing physical spaces, there is a strong emphasis on improving service quality Compared to ten years ago, customers now enjoy a significantly elevated level of service that rivals that of major cinema markets like the United States and South Korea.
Problem identification
Symptoms & evidence
Channel Facebook Phone Email Total Percentage Last
Channel Facebook Phone Email Total Percentage Last
Channel Facebook Phone Email Total Percentage Last
Channel Facebook Phone Email Total Percentage Last
Figure 1: Voice of Customer in 4 recent quarters by channels
Voice of customer in 1 year from July 2017 to June 2018
3rd Quarter -20174th Quarter -2017 1st Quarter-20182nd Quarter-2018
Figure 2 –Voice of customer in 1 year from July 2017 to June 2018
The CGV Customer Service Center serves as the primary contact point for customers seeking support and providing feedback on service quality Customers can reach out through various channels, including the CGV Fan page on social media, email, or the call center Analysis of the data indicates a significant increase in customer complaints, with a 20% average rise in the Voice Of Customer (VOC) from July 2017 to June 2018.
In the fourth quarter of 2017, customer complaints regarding the service quality of CGV rose to 5,695 cases, reflecting an 8% increase from 5,286 cases in the third quarter.
During the Tet holidays in 2018, the customer service center experienced a notable increase in total Voice of Customer (VOC) cases, with complaints about service quality rising by 16%, from 5,695 to 6,621 cases This surge accounted for 19% of the overall VOCs Additionally, the total number of complaints peaked in the second quarter, reaching 22% of total VOCs, marking the highest level in over a year.
In 2018, customer complaints regarding service quality rose consistently over four consecutive quarters, reflecting a 19% increase compared to the previous quarter This trend indicated a decline in CGV's service quality, as the average complaints represented 20% of the total Voice of Customer (VOC) feedback.
Customer service quality significantly impacts customer satisfaction and can lead to a decline in brand loyalty, resulting in decreased sales for CGV It is essential for business service operators to assess the quality of their customer service to align with customer expectations By evaluating their services, they can identify issues and enhance their offerings, ultimately fostering repurchase loyalty and increasing overall customer satisfaction.
Service quality is defined as the comparison between customer expectations and the actual performance of a company In the case of CGV, a leading player in the movie exhibition industry, high service performance directly correlates with meeting customer expectations The overall assessment of service quality at CGV stems from how well the company’s performance aligns with what customers anticipate from firms in the industry As a result, service quality remains a crucial factor and competitive advantage for CGV, solidifying its position as a market leader.
The rising number of complaints regarding service quality at CGV indicates a gradual erosion of its competitive advantage This decline in customer satisfaction may result in patrons abandoning CGV, ultimately leading to a significant loss of revenue as the company struggles to maintain customer trust.
Service quality is challenging to evaluate due to its intangible nature, making it difficult for enterprises to understand customer perceptions Customers primarily assess service quality based on their experiences, and unlike tangible products, they have fewer indicators to rely on This issue extends beyond service companies, as many businesses recognize that their offerings often blend tangible products with intangible services For CGV, enhancing service quality is crucial, given that its core product is the cinema experience With numerous competitors in the market offering advantages in price, location, and brand identity, delivering a satisfying service quality is essential for CGV to encourage customer loyalty and repeat visits Therefore, CGV must prioritize improving its service quality to remain competitive.
Initial cause & effect map
Figure 3 - Initial cause and effect map
The qualitative research method is widely utilized in market research to enhance quality measures and improvement efforts This paper employs the in-depth interview technique to gauge customer satisfaction, utilizing an unstructured interview guide with open-ended questions to gather valuable insights from CGV customers regarding their service experience In-depth interviews are conducted with a select group of respondents to delve into their perspectives on specific ideas and the changes they perceive due to their engagement with the program To maximize insights, I follow a structured process for conducting these in-depth interviews.
Process for Conducting In-Depth Interviews:
Pilot and Draft with team
Summary Finding and Classify in category
This study identified a rise in customer complaints linked to the quality of services at CGV The issue stems from the performance of the entire CGV staff in their interactions with customers To gain a comprehensive understanding of the situation, I conducted in-depth interviews with both customers and CGV employees, incorporating both external and internal qualitative research to explore the perspectives of both parties involved.
External qualitative research aims to gain insights into customer attitudes and perceptions To assess the current service quality at CGV, I selected three frequent customers for in-depth interviews The research focused on five key areas: employee attitude, facilities, food and beverage offerings, promotions, and online booking Each topic was explored through a series of targeted questions to gather comprehensive feedback.
Moreover, through the attitude and behavior of the respondent, I develop more questions by probes and prompt method to exploit good and bad things about the service of CGV.
CGV will invite four key managers, including an Operations Manager and three Regional Managers from the South East, South West, and Mekong regions, to participate in internal qualitative research These in-depth interviews aim to leverage their extensive experience and expertise to accurately diagnose the symptoms and issues being investigated.
Using the in-depth interview method, I recorded conversations lasting 12 to 20 minutes in a coffee shop or office setting This process took place over three days, from August 3rd to 6th, 2018, and the outcomes will be compiled into transcripts for further analysis.
Based on the responses recorded in the transcript, I categorize the critical coding into distinct groups Finally, I complete the questionnaire for quantitative research and conduct the survey in selected locations.
1.1 Non-flexible problem solving 1.2 Few employees lack soft skills 1.3 Respond slowly
1.4 Attitude is not good, not friendly when customer ask 1.6.
Unhappy to customer mistake 1.5 Don’t understand customer’s feeling
2 Facilities 2.1 Old facility, not consistent among new and old cinemas
3 Food and Beverage 3.1 Confused with combo options
3.2 Does not clarify the price or the size
4 Promotion programs 4.1 Few promotion programs make confusing
4.2 Lack of information about promotion programs 4.3 Should communicating promotion program widely
5 Booking online 5.1 Automatic ticket machine broken
5.2 Problem of connection among booking page and payment page
6 Others 6.1 Customer service quality not consistent
6.2 Provide special products to all cinemas 6.3 Should reduce price
Table 2: Summary of external finding issues by categories
A recent report from the customer service department highlights five key factors influencing customer satisfaction with CGV's services: employee attitude, promotional programs, online booking service, food and drink quality, and facilities To gain deeper insights into customer perceptions of these factors, a structured in-depth interview was conducted.
Customer dissatisfaction with CGV services stems from five key issues, primarily related to non-human factors like the ticketing system Many customers experience significant inconvenience due to errors during the booking process, where payment is processed without receiving a booking confirmation When they reach out to customer service, they are informed that the transaction failed due to a disconnection between the payment and ticket booking systems, leading to a lengthy refund process—3 to 7 days for domestic cards and 30 to 45 days for international cards This delay contributes to customer frustration Although CGV has introduced automatic ticket machines at some locations, users often encounter problems, such as machines failing to print tickets due to unrecognized codes In such cases, customers can still visit the ticket counter for assistance.
Customers express dissatisfaction not only with the quality of facilities in some long-established cinemas but also with the food and beverage (F&B) offerings While CGV provides a wide range of F&B products, information about these items is not prominently displayed, as customers primarily see limited options on advertising screens This lack of clarity complicates the decision-making process, especially when staff members suggest upsizing or altering orders without prior customer consent Such practices highlight potential shortcomings in staff training and skills, which will be further explored in the analysis.
Customers express that while multiple promotions from various brands can offer benefits, they often lead to confusion The overlap of numerous simultaneous promotions makes it challenging for customers to navigate and understand the available offers For instance, the ongoing Citibank promotion of "buy 2 tickets, get 1 free" for CGV combos coincides with the Shinhan Bank offer of "buy 1 ticket, get 1 free," creating a cluttered promotional landscape that complicates decision-making for consumers.
1.1 Lack of training for new staffs 1.2 Working spirit fall
1.3 High pressure working environment 1.4 Lack of motivation
1.5 Lack of benefit 1.6 Low Salary 1.7 HR policies is not support for staffs
2 Facilities 2.1 Old facility, not consistent among new and old cinemas (2 respondent) 2.2 Lack of renovation and maintenance because of high cost (3 respondent)
3 Food and Beverage 3.1 Too many options make customer confused (2 respondents)
3.2 Lack of information about Concession product (1 respondents) 3.3 Unclear price among up-selling combo and original combo
4 Promotion programs 4.1 There are many promotion programs (2 respondent)
4.2 Non-selective of 3 rd party cooperation programs.
5 Booking online 5.1 Problem of connection among booking page and payment page
(3 respondent) 5.2 Lack of collaboration between CGV & partner
Table 2: Summary of internal finding issues by categories
In addition to interviewing regular CGV's customers to find out the cause of high complaint An internal short interview with Operation Manager and three
Regional Cinema Managers from the Mekong, South East, and South West regions recently convened to address internal challenges, particularly focusing on staff customer service attitudes A consensus emerged that the decline in cinema facilities is closely linked to investment budgets, with nearly 20% of cinemas operating for over a decade experiencing significant deterioration The high costs associated with maintenance and renovation pose a long-term challenge that requires both financial resources and a well-defined strategy However, the Operations Manager indicated that CGV is planning future renovations, suggesting that facility issues may soon be addressed.
CGV is currently diversifying its food and beverage offerings to attract a broader customer base, resulting in a variety of combo menus This expansion has led to an increase in choices, with customers now facing over 30 options and corresponding prices, which can be overwhelming for those unfamiliar with CGV's concession products However, managers believe that enhancing staff consulting skills and developing a clear information system to explain these options can effectively address customer confusion and improve the overall experience.
CGV is implementing promotions to benefit customers, but the lack of clear coordination with numerous partners, such as banks and payment applications, has led to confusion among both customers and staff This confusion arises from poorly defined conditions, resulting in CGV employees being unable to provide accurate information Consequently, customers often receive incorrect details about promotions and lack an official channel for verification, leading to dissatisfaction To address this issue, CGV is developing an information system for its website and mobile application, allowing customers to easily access accurate information, similar to solutions for previous information gaps regarding concession products.
Managers attribute errors in the booking system primarily to a poor connection between the CGV booking page and the third-party payment page, as well as occasional malfunctions of the automatic ticket machines To address these issues, CGV is actively upgrading and monitoring the online ticket booking system to improve connection quality and reduce customer complaints The breakdowns of the automatic ticket machines are linked to maintenance challenges, which stem from the high costs of regular upkeep Given that these machines were launched three years ago, signs of degradation have become increasingly apparent.
Customer complaints at CGV primarily revolve around the service attitude of employees, which significantly impacts the overall service quality Recently, there has been a notable increase in complaints regarding staff qualifications, attributed to a lack of essential skills for effective customer service Managers have observed that employees often respond slowly or rigidly to customer requests due to a lack of confidence in their process knowledge As representatives of CGV, employees should create a friendly and welcoming atmosphere for customers, a quality that is lacking in some staff members Additionally, CGV's personnel policies, dictated by the CJ group, hinder the development of a tailored human resource strategy for Vietnam, resulting in high work pressure, inadequate benefits, uncompetitive salaries, and an ineffective staff evaluation system.
Problem justification
Problem definition
Training is a vital strategy for enhancing competitive advantage in enterprises, particularly for CGV, where service quality stands out It encompasses a coaching and guiding process aimed at improving employee attitudes and capabilities Defined as a structured learning experience, training seeks to instill lasting changes in an individual’s knowledge and skills Specifically, it focuses on imparting practical skills and knowledge relevant to specific fields, enabling individuals to master necessary competencies systematically While training is often seen as a narrower concept compared to education, it typically occurs at later stages in a person's development Various types of training exist, including basic, intensive, professional, vocational, re-training, distance training, and self-training.
At CGV, mandatory training is essential for new employees to understand the company's operations, culture, and regulations This training process is recognized as the most effective method for helping employees quickly adapt to the company environment and begin their most productive tasks.
Problem existence
In this survey, I utilized qualitative data collection methods to gather insights from both customers and managers regarding CGV services, categorizing their perspectives effectively Following this, I employed quantitative techniques, using a non-probability sampling approach with structured questionnaires to facilitate data collection This method allows for findings that are straightforward to measure, summarize, compare, and generalize Specifically, I implemented convenience sampling, targeting CGV employees who were readily available to participate, enabling me to collect data efficiently by randomly selecting employees at CGV cinemas for the study.
My qualitative research findings will be validated through quantitative analysis to accurately identify the core issues I will design a questionnaire consisting of approximately 15 questions divided into three sections: filter questions, demographic questions, and main questions The filter questions will help assess the reliability of customer responses, while the demographic questions will gather information on age, marital status, and other relevant details The main section will include key questions that require respondents to confirm their previous answers before proceeding I will utilize a verbal rating scale ranging from "strongly agree" to "strongly disagree" for each question The survey, which will take about 10-15 minutes to complete, will be conducted offline at CGV ticket counters, using a self-completion format due to its various advantages.
A recent survey revealed that 50% of employees at CGV felt the training provided was insufficient, with 11% strongly disagreeing, highlighting a significant gap in the skills and knowledge necessary to meet job requirements Furthermore, 28% of employees expressed dissatisfaction with the relevance of the training courses offered, indicating a disconnect between employee expectations and the training provided This suggests that CGV not only needs to enhance the quantity of training but also ensure that it aligns with the actual demands of its workforce.
CGV's current training program for new employees at upcoming cinemas, particularly in provinces outside of Ho Chi Minh City and Hanoi, is inadequate New hires undergo a week of theoretical training at CGV University, followed by three weeks of practical coaching at a cinema before preparing for the opening This approach results in an overload of theoretical knowledge without immediate practical application, making it challenging for employees to grasp essential concepts Additionally, the quality of coaching during the practical phase poses a significant risk; if trainers lack the necessary expertise or adhere to substandard practices, trainees may adopt incorrect methods, compromising their effectiveness in their roles.
New employees often struggle to operate cinemas effectively after a brief and inconsistent training process The training duration is insufficient, and the content does not align with the actual needs of the staff, leaving trainees feeling unprepared Additionally, the high cost of training, particularly for theaters in areas without existing CGV cinemas, poses a significant challenge Local recruits must travel to major cities for training at the CGV center, incurring substantial transportation and per diem expenses With a typical CGV cinema employing at least 7 full-time and 25-30 part-time staff, the financial burden of training approximately 37 individuals for a month is a pressing concern that warrants attention.
Problem importance
Dissatisfied customers may choose to leave for competitors or voice their complaints for resolution Improving overall customer satisfaction can reduce complaint rates and enhance customer loyalty However, an increasing customer complaint ratio signals potential brand abandonment, which could lead to a significant decline in revenue for CGV.
CGV's competitive advantage in the market largely hinges on the quality of its service However, if the issue of inadequate training is not addressed comprehensively, CGV risks losing this vital edge.
Training effectiveness is significantly influenced by the quality of the training content, alongside the need for employees to undergo proper training It is typically evaluated through four key outcomes: trainees' reactions to the program, knowledge or skill acquisition, behavior change, and improvements in measurable organizational results such as turnover, accidents, or productivity If the training content at CGV is not thoroughly developed, it can lead to challenges in executing training courses and hinder employees' ability to acquire knowledge and modify their behavior effectively.
When employees underperform, training is often seen as the solution to enhance their skills and knowledge However, the assumption that performance issues stem solely from a lack of knowledge or skills is rarely verified While inadequate job-related knowledge can contribute to poor performance, it is not the only factor at play In fact, there may be other underlying reasons for an employee's struggles that training alone cannot resolve Therefore, addressing performance issues requires a broader understanding beyond just skill deficits.
Causes analysis
The increase in customer complaints at CGV cinemas can be attributed to five key factors: employee attitude and skills, facilities, food and beverage offerings, promotion programs, and online booking To address the facilities issue, CGV plans to invest in renovating cinemas that have been in operation for over five years While the project department oversees the renovation process, the operational department's role is to monitor facility quality and track renovation progress However, the impact of financial constraints on facility quality and the project department's execution will not be discussed further in this paper.
Similarly, for the online booking
The IT department is primarily responsible for managing the online booking system, as highlighted by regional managers during interviews They expressed concerns to the IT team, which acknowledged the need for enhancements and committed to researching and investing in infrastructure upgrades, particularly during peak times Consequently, the improvement of the online booking system falls beyond the operational department's authority and requires a comprehensive cause-effect analysis to address the identified issues.
CGV is implementing promotions to enhance customer benefits, but the involvement of numerous partners like banks and payment applications has resulted in overlapping conditions This has led to customer complaints regarding the effectiveness of these promotions.
The lack of clear communication from management to CGV staff leads to confusion and misinformation, hindering their ability to provide accurate consultations to customers This results in customer dissatisfaction regarding promotion programs, exacerbated by the absence of an official information channel Employees often lack the necessary skills to relay accurate promotional details, and the existing process for disseminating this information from the Head Office to cinemas is flawed According to an interview with the Operations Manager, promotional information is typically sent to cinema managers via email, but there is insufficient oversight to ensure that the recipients have accurately received and understood the information Therefore, establishing an intermediary role to facilitate the flow of promotional information is essential for improving communication and customer satisfaction.
Effective cinema marketing and film distribution rely on clear communication with theaters, including gathering feedback to clarify program terms and mechanics The operating team plays a crucial role in this process by collecting necessary information and collaborating with relevant departments, particularly the Internal Control department, which streamlines the transfer process to theaters Consequently, this thesis will not address promotional strategies further.
CGV is currently diversifying its food and beverage offerings to attract a wider range of customers, resulting in numerous combo menu options With around five original combos available, customers face up to 30 choices, each with different prices, which can lead to confusion, especially for infrequent visitors Managers believe that enhancing staff consulting skills and developing a clear information system can effectively address this issue Customer complaints often stem from a lack of comprehensive information about food and beverage products, which could be mitigated through targeted staff training.
Focusing on staff training at CGV Company can effectively enhance grievance resolution processes and equip employees with essential skills for delivering exceptional customer service Additionally, such training fosters employee motivation, instilling a sense of respect and value within the company This empowers staff to maximize their potential, leading to positive changes in their mindset, actions, and attitudes, ultimately contributing to a better workplace and improved service quality.
The training programs at CGV are currently inadequate, with CGV University, in collaboration with the human resources department, tasked with developing training content for new employees However, these programs remain incomplete, particularly following the management system upgrade in June 2017, which necessitated changes in operational processes and required corresponding updates to training materials Furthermore, CGV lacks essential information channels for training resources, guidelines, and procedures, making it difficult for new staff to access supplementary knowledge after their initial training.
Maintaining a stable workforce is crucial for ensuring quality service, yet CGV faces a significant challenge with a high employee turnover rate of approximately 24% This instability in manpower complicates training efforts, ultimately impacting service delivery.
The challenge of training cinema staff at the University is compounded by the lack of experienced trainers; the most seasoned member has only been with CGV for eight months Additionally, many capable former employees have left, and there has been no recruitment of new staff, resulting in ineffective on-the-job training and poor knowledge transfer between old and new employees To address these issues, it is essential that job skills, safety, and health training occur prior to hiring and continue throughout employment.
The University faces challenges in maintaining a stable workforce due to the continuous influx of new hires, particularly in remote provinces Consequently, training for new employees is delegated to the cinema's management team, resulting in on-the-job training that often lacks proper standards As a result, new employees at CGV may not receive adequate training and instead rely on the practices of existing staff.
Alternative solutions & Implementation plan
Apply compulsory practical coaching for trainers at cinemas – Train the trainer solutions
CJ CGV Vietnam faces challenges in training due to inadequate content and ineffective methods The inclusion of irrelevant or incorrect material diminishes training quality and its impact on job performance To address this, CJ CGV Vietnam should conduct a thorough task analysis to identify performance issues stemming from knowledge or skill gaps By understanding the specific job requirements, university team members can develop tailored training programs that equip employees with the necessary skills and knowledge for their roles.
University team members should conduct in-depth research on cinema staff roles by visiting cinemas and experiencing their daily operations firsthand This is crucial, especially since many new trainers lack formal education from programs specifically designed for trainer development To effectively grasp cinema operations, these trainers must observe experienced instructors delivering training courses and then practice teaching the material to other employees in a comparable manner.
University team members will engage in daily operations at a cinema under the guidance of an experienced Cinema Manager, enabling them to accurately assess the skills and knowledge required for various positions They will analyze work processes to identify areas for improvement, ultimately simplifying tasks for employees This hands-on experience will not only enhance training content but also allow University trainers to develop their skills while working in cinemas Since most trainers are recruited externally, it's crucial to provide them with opportunities to understand the unique cinema business environment To effectively train others, University trainers must first be well-trained themselves A two-month on-the-job training period in cinemas is recommended, aligning with the probationary timeframe for University staff.
The cost of this solution is minimal, as university employees can continue their regular workday while receiving hands-on training at cinemas instead of traditional office-based learning This approach not only eliminates expenses but also allows university trainers to gain insights into the staff's roles and mindsets, as well as observe experienced trainers in action Such interactions enable the development of tailored training strategies that cater to the diverse perspectives and psychological understandings of each learner The choice of instructional methods is influenced by various factors, including the learning environment, content, and participant characteristics.
Training approaches must be tailored to the specific roles within an organization Part-time employees require a different instructional method compared to floor supervisors, who benefit from concise training focused on their immediate responsibilities In contrast, assistant cinema managers need a more comprehensive understanding, while managerial positions demand extensive training that encompasses broader management principles and strategic vision.
In early 2019, CGV company plans to recruit three training positions, with two based in the Head Office and one in the Ha Noi Office A comprehensive coaching process will be established for new trainers to ensure they gain a thorough understanding of their roles within the cinema environment Following this training, these new team members will officially start their roles as trainers, responsible for conducting training sessions for CGV's new staff Additionally, trainers are required to create high-quality training materials that align with practical needs and the existing work processes at CGV to ensure effective training outcomes.
Conducting training course with external experts or professional trainers
To enhance the quality of training at CGV University, it is advisable to incorporate external resources such as industry experts, professional trainers, or renowned speakers alongside internal trainers This approach not only benefits cinema employees but also enriches the training experience for university trainers External experts bring a wealth of knowledge and diverse problem-solving techniques, allowing them to address challenges more effectively Their ability to identify key information and connect various concepts leads to the delivery of specialized content that significantly improves CGV employees' skills For instance, a customer service expert can provide valuable insights into customer care and effective problem-solving strategies Additionally, inviting professionals to conduct training sessions enriches the curriculum with high-quality content, making the training more appealing to participants.
Organizing training courses with experts not only enhances the quality of training content but also significantly boosts employee engagement, a vital component of an effective HR strategy Beyond competitive compensation and benefits, such as high salaries and healthcare programs, these training initiatives demonstrate the company's commitment to employee development, fostering a culture where individuals can enhance their knowledge and skills, ultimately improving their overall value within the organization.
Inviting experts for employee training can be costly, depending on the training content and participant levels CGV Vietnam should prioritize training for cinema employees and university trainers, who will develop into future leaders and part-time shift leaders To achieve this, the SMEI training center has been selected, with costs set at 5,000,000 VND for full-time employees and 2,500,000 VND for part-time staff attending the training courses.
Agenda No of trainee Participant Trainer Venue Time
Training full time Employee in HCM
Training full time Employee in Ha Noi
Training part-time staff in Ha Noi
Proactive customer service 30 Part-time shift
Training part-time staff in HCM
Proactive customer service 40 Part-time shift
Table 3 - Customer service training plan
Summer is a crucial time for the cinema industry, making it essential to implement a comprehensive training plan for both full-time and part-time employees This training, conducted before the summer season, equips staff with the necessary knowledge and skills to effectively serve the influx of customers, which accounts for approximately 30-40% of annual attendance Consequently, two detailed customer care skills programs will be offered, with specific content outlined in supporting information 6.5, along with associated costs.
No Description Price Amount Unit Total
Including flight ticket, perdiem and hotel
Table 4 – Estimated cost of customer service training
Establish Task Force Training Team
CGV's cinema staff training programs primarily focus on theoretical knowledge, leaving new employees with limited practical experience To address this gap, the establishment of a training task force team, comprised of skilled and knowledgeable veteran employees, is proposed as an effective solution In today's fast-paced, high-tech environment, forming task forces is a common practice, enabling organizations to leverage diverse expertise from various departments such as marketing, manufacturing, and management This collaborative approach enhances training effectiveness by fostering a culture of teamwork and maximizing each member's potential Typically consisting of four to twelve individuals, these task forces, also known as project teams or working groups, are formed based on members' expertise, organizational history, and project interest, ensuring a well-rounded perspective on training challenges.
The proposal calls for the formation of a Task Force Team (TFT) in each region, including North East, North West, Central, South East, South West, and the Mekong, outlining specific roles and responsibilities for each team.
- Training and coaching new team members as well as current staff soft skills and knowledge by on the job training one to one method to perform their job well.
- Support management team set up new cinema in CGV to make sure all standards and procedures are in place.
- Build the cinema management team who are able to run the operation smoothly and effectively.
- New external FTs & PTs are lacking of time for training ( PT: < 2 weeks
- University can only take one session at a time (theory part: in which PT:
- New external FTs & PTs could be train about theory and practical in well process and gotten enough information and skills.
- TFT will spend maximum 2 months for a site opening project It will be enough for transferring knowledge and practical experiences to new site management team
Cost - High cost for gathering all FTs &
PTs staffs in a training at nearby cities (~ 288 million/ site)
- Low investment, more return (173,4 million/ site) – Please refer the appendix of cost comparison
- Trainers (site supervisors/ managers) are almost not qualified of training skills
- University has limited number of members to go along many sites, also all training sessions
- Training materials are still in less practical elements
- TFT members would be trained by University and co-facilitators
- TFT members will conduct trainings at sites during the project time
- Training materials can be conducted in better requirements
- Hands out and proper users cannot be tracked well
- Lack of “following up quality of performance” evaluation & “after training” evaluation
Within a two-month timeframe, the TFT will simultaneously conduct training and tracking to ensure adherence to the correct processes and standards For detailed information, please refer to the appendix on certification and the follow-up process.
Table 5 - Comparison between current and new process
The management team at a movie theater plays a crucial role beyond routine operations and overseeing part-time staff They are responsible for five key tasks: programming movie schedules, executing local area marketing strategies, and enhancing customer service.
Accounting (finance settlement), Concession (responsible for all F & B issues). Therefore, to implement the TFT deployment plan for the cinemas, the structure of the task force team should be:
Figure 6 - Task Force Team structure
To be part of the TFT team, candidates must hold a Floor Supervisor position or higher at their respective cinema locations, reporting directly to the OM/RCM During project phases, they will be responsible for the successful opening of new sites, while in non-project periods, their focus will shift to function training, management, and quality assurance based on business needs Participation in the TFT offers significant benefits, including retraining in knowledge and soft skills, which enhances their qualifications for year-end assessments and potential promotions Additionally, those who choose to step down from their facilitator roles within the TFT will have priority in selecting a stable position at a cinema of their choice, potentially at a higher level.
A pilot project will be initiated to establish a TFT team in the South East region, specifically in Binh Phuoc province, where no CGV cinemas currently exist If the pilot proves effective after evaluation, it will be expanded to other areas A notification will be sent to all management team members at seven cinemas in the Central region inviting them to apply, with interviews conducted by the Central Regional Cinema team.
Managers will identify candidates with strong work capabilities and a positive mindset These selected individuals will undergo retraining to enhance their skills before starting their roles in supporting the CGV Binh Phuoc project A detailed schedule for the project's implementation will be established to ensure a smooth process.
Project TFT of CGV Binh Phuoc
Project Manager: Mr Vuong The Phong – South East RCM
No TASKS PIC START DURA
1 Full-time in South East Area apply for TFT positions HR 20-May 4 24-May Collaborate with University,
2 TFT member selection RCM 28-May 3 30-May Collaborate with HR,
3 Re-training/Coaching TFT University 03-Jun 18 20-Jun Facilitators support
4 Opening preparation TFT 24-Jun 28 21-Jul Collaboration with
5 Coaching new management team on daily task TFT 21-Jul 60 21-Sep University support
The TFT re-training and coaching period is crucial as it sets the standard for training new employees A structured timetable will be implemented for this process, lasting three weeks (refer to section 6.5.3 in the Supporting Information) During this time, TFT members will receive comprehensive retraining on their workflow knowledge, ensuring they become skilled facilitators capable of conducting on-the-job training for new management members and part-time staff at the new cinema.
Supporting information
Interview guide
There are nine critical questions based on five above objects in the questionnaire for an in-depth interview:
Q0: Could you tell me how often do you go to the cinema?
Q1: What is your overall feeling or your opinion about CGV’s service quality? Q2: What do you think about the attitude of CGV’s service staff?
Q3: How do you feel about CGV’s food and beverage quality?
Q4: How do you feel about CGV’s promotion programs?
Q5: How do you feel about online booking service of CGV?
Q6: How do you feel about the infrastructure of CGV?
Q7: Do you have any idea to help CGV improve service quality to increase customer’s satisfaction?
Q8: Could you rank the quality of cinema brand that you have used?
The initial question (Q0) was designed to assess the quality of respondents due to the use of a convenient sampling method Following this, (Q1) served as a warm-up, allowing respondents to share their general opinions on CGV’s services before delving into more specific inquiries from (Q2) to (Q6), which focused on five key areas Based on respondents' answers, interviewers could probe deeper with additional questions to gather more insights, as detailed in part VII – Supporting Information - Summary of Findings from Qualitative Research After addressing the five questions, (Q7) aimed to summarize the gathered information and prompt respondents to suggest solutions, providing valuable insights for CGV to consider in their strategy Lastly, (Q8) was employed to reaffirm and assess the perceived value of CGV’s brand in relation to its competitors.
The in-depth interview results are detailed in the transcript and summary found in the Appendix The interview revealed several key issues, which have been categorized into six distinct groups based on four critical objects outlined in the table below.
In the analysis of the six categories, certain issues related to facilities, online booking, and individual opinions can be overlooked, specifically issues 2.1, 2.2, 5.1, and 6.3, as well as industry characteristics highlighted in issues 6.1 and 6.2 The primary focus should be directed towards three key areas: employee attitude and skills, the quality of food, and overall service delivery.
Beverage and Promotion programs These objects will be measured by quantitative research in next part to evaluate the influence level on customer’s satisfy.
Q0.1: (Introduction) How often do you go to CGV cinemas?
Q0.2: (Introduction) What cinema(s) do you usually visit?
Q0.3: (Introduction) What is your membership status?
Q1: What is your opinion about CGV’s service quality?
Q2: Which feature of CGV’s quality service that you think is good? Or bad?
Q3: How do you compare CGV’s quality service to other competitors?
Q4: What is your opinion about CGV’s employee attitudes?
Q5: Which feature of CGV’s quality service that you think is good? Or bad?
Q6: How do you compare CGV’s employee attitude to other competitors?
Q7: What is your opinion about CGV’s facilities?
Q8: Which feature of CGV’s facilities that you think is good? Or bad?
Q9: How do you compare CGV’s facilities to other competitors?
Q10: What is your opinion about CGV’s food and drinks?
Q11: Which feature of CGV’s food and drinks that you think is good? Or bad?
Q12: How do you compare CGV’s food and drinks to other competitors?
Q13: What is your opinion about CGV’s online booking?
Q14: Which feature of CGV’s online booking that you think is good? Or bad?
Q15: How do you compare CGV’s online booking to other competitors?
Q16: What is your opinion about CGV’s promotion programs?
Q17: Which feature of CGV’s promotion programs that you think is good? Or bad?
Q18: How do you compare CGV’s promotion programs to other competitors?
There are seven short questions addressed directly to ask about the issues that customers are complaining.
Q0: Customer complaint are increasing and maintain a high ratio What is your opinion about this?
Q1: What do you think about the quality of CGV employee service?
Q2: How do you think the current promotion programs are making customer confuse?
Q3: The online booking system has occurred problem, do you give me your opinion about this?
Q4: How do you think about the reasonable food and beverage pricing? Q5: How about the facilities quality of CGV cinemas?
Q6: What will you do to improve the service quality of CGV?
The interview begins with a general question (Q0) aimed at gauging managers' opinions on the rising percentage of customer complaints, providing an internal perspective on the issue Following this, questions (Q1) to (Q5) delve into five key topics, with the interviewer prepared to explore further based on the respondents' answers, similar to an external depth interview Additional information will be sought as outlined in part VII – Supporting Information: Summary of Findings from Qualitative Research Finally, question (Q6) will solicit opinions on potential solutions to enhance service quality.
Q0: (Introduction) What is your opinion about CGV’s high complaint ratio?
Q1: What do you think about the quality of CGV employee service?
Q2: What is the solution to improve employee qualification?
Q3: How do you think the current promotion programs are making customer confuse?
Q4: How to solve the confusion of promotion programs for customer?
Q5: The online booking system has occurred problem, do you give me your opinion about this?
Q6: How to improve the booking online system?
Q7: How do you think about the reasonable food and beverage pricing?
Q8: Could you give me your opinions about the food and beverage menus are making customers confuse or dissatisfaction?
Q9: How do you assess facilities quality of CGV cinemas?
Q10: What will you do to improve the facilities quality of CGV?
Q10: Overall, which solution do you think that can help improve CGV customer service quality?
Sumary of qualitative research
6.2.1 Summary of finding from external qualitative research
Quote (description of coding from answer)
Q0 Could you tell me how often do you go to the cinema?
NGA: I go to cinema every week because watching film at CGV is very convenient because it is near my office as well as have a lot of show time.
HUONG: It is about 2-3 time / month or sometime it is less
MAI: Around 2 times/month, it is more frequency when there are many blockbuster movies be shown.
+ Very convenient + A lot of show time
“ CGV is very convenient because it is near my office as well as have a lot of show time.”
“about 2-3 time / month or sometime it is less”
“it is more frequency when there are many blockbuster movies be shown.’’
Q1: Could you tell me about your felling or your opinion about CGV’s service quality?
HUONG believes that CGV offers excellent customer service, highlighting the ease of online booking and ticket purchasing, which allows customers to manage their experience independently She considers CGV's service quality to be the best among all the cinemas she has visited.
MAI: I think the customer services of CGV are very good; facility is better than the other cinemas; staff are professional, dynamic and friendly especially in
Thao Dien Mall But on the other hand, there is some problem with some cinemas.
CGV is a highly regarded cinema in Vietnam, and I generally feel satisfied with my experiences there It is my top choice for watching movies, thanks to the positive staff attitude and quality of the facilities However, one aspect I find frustrating is the lengthy advertisements that play before the film, often lasting around 20 minutes, which can be quite boring To avoid this, I tend to arrive late for screenings.
+ Very good + Online booking easy + service quality is the best
+ Good + Young, dynamic and friendly employees
+ Service quality management + Customer Service quality
“I think CGV’s quality service is very good about customer service”
“I think CGV’s quality service is very good ”
“…customer services of CGV are very good in general The cinemas are very professional.”
“…customer services of CGV are very good; employees are young, dynamic and friendly”
“I think the customer service of CGV are very good”
“there are some problems with some cinemas”
“ I appreciate CGV is a good cinema in VN ”
“ Both staff attitude and quality inside the cinema are good.”
“ CGV shows a lot of advertisement before film ” this I know this is a part of your business but it is too long although have a lot of interesting advertisement.
Promotion packages for loyal customers, such as complimentary birthday tickets or surprise offers, are appealing incentives However, I am disappointed that CGV only provides standard packages tailored to different customer tiers, including general members, VIPs, and VVIPs For example, if you were a VIP customer last year and spent 10 million VND, the benefits do not seem to reflect your loyalty adequately.
In 2023, CGV has implemented a policy that downgrades VIP customers to Standard status if their total spending does not match or exceed last year's amount This change has left many VIP customers, including myself, feeling dissatisfied with the new policy.
+Very good + Better than others + Professional, dynamic and friendly + Problem
+ Staff attitude and quality inside the cinema are good + Shows a lot of advertisement before film it is too long
“ it is too long although have a lot of interesting advertisement.”
“ CGV always offers standard packages for different kind of level of customer ”
“ This makes VIP customer like me feel unhappy.”
“ customer service of CGV is under my expectation.”
“ they are not willing to answers and their attitude is not good, not friendly.”
“ with staffs at Office Box.”
“ their attitude is lack of enthusiasm.’
“ I appreciate CGV is a good cinema in VN ”
Q2: Which feature of CGV’s quality service that you think is OK?
CGV offers high-quality service by prioritizing customer needs, providing a variety of seating options, including private seats for couples, standard seats for groups, and premium seats for a more luxurious experience They also run numerous promotional programs to entice customers However, it's worth noting that CGV's ticket prices are higher compared to other brands.
Vietnamese consumers favor services that offer average pricing While CGV provides good service quality, it is priced at a mid-range level In comparison, Galaxy also offers HD standard movies at similar price points.
Therefore, I think people don’t use CGV’s service cause by their high price However, I know the
+ Places + Facilities + Employee attitude + Employee skills + Pricing strategy + Product strategy + Promotion strategy
They offer a variety of seating options to meet diverse customer needs, including private seats for couples, standard seats for groups, and special seats designed for a more enhanced experience.
“However, the price of CGV‘s ticket is higher than other brand”
“Service staff support me friendly and happily”
“employees apply rules rigidly and non-flexible to solve customer problems”
“It is too rigid, employees make regulations like a machine.
CGV’s customer segment is people whose income are in higher average level.
NGA: Service staff support me friendly and happily I usually book ticket online, then go to cinema to take ticket.
Employees often apply rules rigidly and inflexibly when addressing customer issues A personal experience illustrates this: while attending a cinema with my younger sisters, who are clearly under 22 years old, we encountered a strict policy requiring proof of age for the U22 promotion Despite their obvious youth, CGV staff insisted on seeing personal identification or a student card to verify their age This rigid adherence to regulations made the employees seem more like machines than customer service representatives.
+ Focus on higher average income + Friendly and funny staff
Q2.1: Because you told me CGV is your priority So do you usually go to another cinema and which are the differences between CGV and other cinema?
NGA: To be honest, there is NO because although
CGV is always crowed but the space outside or inside are great It makes me feel comfortable, even small cinema I also like the atmosphere of it.
+ The space outside or inside are great
+ Facilities “ the space outside or inside are great It makes me feel comfortable ”
Q3: What do you think about the attitude of CGV’s service staff?
HUONG: I noticed that the service staff at CGV are highly professional Upon exiting the elevator, I was greeted by a staff member who guided me to the booking table At the table, they provided detailed information about the movies and attentively inquired about my preferences regarding the film, seating, and food or drink options.
+ Employee attitude + Employee skill + Employee empathy
“Service staff support me carefully”
“the employees are young and very hard-working”
“few young employees lack soft skills and they question customers too fast or cross arms during ordering”
“I think they need to get more welcoming and show better
They also ask more information about friends come with to advise suitable products Finish booking, they also guide me to the room I fell that I was concerned carefully.
The overall atmosphere at NGA is characterized by welcoming and positive employee attitudes While some staff may occasionally appear rushed during night shows, this does not significantly impact the experience Upon entering the cinema, employees greet guests warmly, and cashiers consistently exhibit polite behavior The reliability of CGV employees is commendable, as they have been known to safeguard lost items, such as wallets or keychains, and return them to the front desk.
MAI: Buying ticket is Ok, because I often buy ticket online and It is Ok if I change that ticket at
At the Ticket Box, I encountered some challenges while seeking assistance from the staff at the box office Unfortunately, their unwillingness to answer my questions and their unfriendly demeanor left a negative impression It seems that a few employees may lack essential soft skills, which affects customer interactions.
+ Question too fast + Cross arms during ordering
+ Say hello + Polite attitudes + Credibility
+ Attitude is not good, not friendly when customer ask
“the employee attitudes are very welcoming and positive”
“some employees may run around and respond a bit slowly”
“ all employees say Hello to me and the cashiers always ask me with polite attitudes”
“ really like the credibility of the CGV employees”
“ they are not willing to answers and their attitude is not good, not friendly.”
Q3.1: Do you get any case that service staff have bad attitude and make you unhappy?
During my recent experience, I initially booked five tickets and later added one more The service staff displayed an unhappy attitude and asked me to double-check my request, citing the customers waiting behind me Although I acknowledge that the mistake was mine for making changes, I believe a more considerate response from her would have made me feel much more at ease.
During peak hours, the high volume of customers at NGA often results in less attentive service, making it difficult for staff to maintain a friendly demeanor However, I have not encountered any issues with the service staff at CGV, and I empathize with their situation, as they are also managing a significant influx of patrons.
+ Lack of information about promotion program
“I booked 5 ticket initially, then I add
1 more ticket The service staff express unhappy attitude and request me to check again because there are many customers were waiting behind”
“Only on the peak time, there are too many customers so service rarely smile”
“The staff there did not do so, they solve the problem more flexible ”
“ the staff refused and informed me that the managers were all busy” have to serve It’s not effect to feeling and experience of watching movie.
MAI expressed her intention to speak directly with the staff to seek a clear explanation regarding the issues she encountered While she is open to reasonable explanations, she finds the typical responses about rules and uniformity across cinemas unsatisfactory In contrast, she noted that another cinema handled problems more flexibly Additionally, when she requested to meet with the managers, the staff declined, stating that the managers were busy, leaving her dissatisfied with the overall handling of the situation.
+ Rarely smile on peak time
+ Answer go around + Other cinemas solve problem more flexible + Refuse to inform manager
“I did not satisfy with how this is handled.”
Q3.2: CGV receive many complains about bad attitude of CGV’s service staff, what do you think about this symptom?
In rare instances, personal preferences can lead to frustrating experiences in service settings I once encountered a situation where I specifically wanted to purchase only a drink, but the staff insisted on recommending a combo that included two Cokes and popcorn, despite my refusal An understanding service representative would have respected my choice and ceased further suggestions, but the continued offers became increasingly annoying.
NGA: I think it depend on different cinema I usually watch movie at CGV AEON Mall Tan Phu and I feel CGV’s service staffs is friendly
However, CGV’s service staffs at Pandora and CT
Plaza rarely smile and not as happy as CGV AEON
Mall Tan Phu I think that they may be tired.
+ Don’t understand customer’s feeling + Annoying by advice combo
+ Unhappy and tired face at some cinema
Summary of quantitative research
Between August 15 and April 20, 2018, a survey was conducted on the Google Forms platform, gathering 50 valid responses from regular customers of CGV cinemas The collected data was analyzed to assess customer evaluations of service quality at the researched locations Key findings from the research team are summarized below.
Of 50 respondents, there are 30 male and 20 female respondents The distribution of gender and marital status among respondents is illustrated in Figure 6A and 6B
Figure 6A & 6B: Distribution of total respondents by gender and marital status
From both figures, The majority of respondents, about 82%, are single while the remaining 18% are married.
The age distribution of CGV employees reveals that a significant majority, 76%, are aged between 18 and 25 years, while 18% fall within the 26 to 35 age range Only 6% of respondents are aged 36 to 50, indicating that the workforce predominantly consists of younger individuals.
Technical Economic or Management Others
Figure 7A & 7B: Distribution of total respondents by age and back-ground
A survey revealed that 70% of respondents are full-time employees, while 10% are business owners and 12% are students, with only a small number engaged in part-time work or other occupations Monthly income among respondents is varied, with 38% earning between 8-15 million VND, 32% earning less than 8 million VND, and 22% earning between 15-30 million VND A mere 8% of respondents report earning over 30 million VND per month.
Among 50 survey participants, 8% never attended any training courses, half of them had attended only one training course in a year, 40% attended 2-3 times and only2% have never attended any CGV training courses.
Frequently attend training courses ratio
Never be attended Once a year 2-3 times per year More than 3 times a year
Figure 7A & 7B: Distribution of total respondents by age and back-ground
A total of 46 participants, consisting of 36 part-time staff and 14 full-time employees, took part in the survey, all of whom had attended at least one CGV training course They responded to 10 questions, and the results are summarized as follows:
Staff satisfaction of CGV training program
Strongly agree Agree Neutral Disagree Strongly disagree 1
Company provided enough training programs when you first join to company to meet job requirement
2 With the appropriateness of courses to your needs?
The training is sufficiently knowledgeable and professional?
Company understands the service needs of my department.
5 The training increased my knowledge of customer service skills?
6 The training increased my knowledge of sales skills?
The training increased my knowledge of management skills?
The training courses which I attended helped build my capacity to respond to the needs of my job requirement
9 The training courses conducted at good venues
10 The trainers have range knowledge and experience
Questionnaire s of quantitative research
Questionnaire for Training Satisfaction Evaluation of CGV Cinemas
Cinema code: HCM-XXX Date:
1 What is your employment contract? Full-time Part-time
2 Have you ever attend a training course of CGV Cinemas?
(if Yes, please proceed to next part; if No, please stop and thanks for your cooperation)
Part 2: Please fill in the blanks or place an X or check mark next to the word or phrase that best matches your response.
4 Specify your education back-ground
Technical Economic or Management Others
5 How frequently do you be attend training course which conducted by CGV cinema(s)?
(Please go to next page)
Part 3: Please fill in the blanks or place an X or check mark next to the word or phrase that best matches your response
Staff satisfaction of CGV training program Strongly agree
Agree Neutral Disagree Strongly disagree
1 Company provided enough training programs when you first join to company to meet job requirement ⃝ ⃝ ⃝ ⃝ ⃝
2 With the appropriateness of courses to your needs? ⃝ ⃝ ⃝ ⃝ ⃝
3 The training is sufficiently knowledgeable and professional? ⃝ ⃝ ⃝ ⃝ ⃝
4 Company understands the service needs of my department ⃝ ⃝ ⃝ ⃝ ⃝
5 The training increased my knowledge of customer service skills? ⃝ ⃝ ⃝ ⃝ ⃝
6 The training increased my knowledge of sales skills? ⃝ ⃝ ⃝ ⃝ ⃝
7 The training increased my knowledge of management skills? ⃝ ⃝ ⃝ ⃝ ⃝
8 The training courses which I attended helped build my capacity to respond to the needs of my job requirement ⃝ ⃝ ⃝ ⃝ ⃝
9 The training courses conducted at good venues ⃝ ⃝ ⃝ ⃝ ⃝
10 The trainers have range knowledge and experience ⃝ ⃝ ⃝ ⃝ ⃝
Part 4: Please give your opinion in detail about:
12 What types of support would help you carry out your role?
Consider training (information and skills-based) and resources needed.
Please tell us what Company should do to improve the quality training programs?
External expert training
6.5.1 Customer service excellence training course
Program Day Training method Module Time Duration Trainer Details
NGUYỄN NGỌC MINH CHÂU, BA, CME®, CSE® trainer of SMEI Viet Nam
- Orientation about Customer Service Excellence training course
- Setting up mind in Service
Benefits of Customer Service Excellence
- Definition of Customer Service success
- Outstanding customer service creates profits and advantages for the company
- Excellent customer service delivery methods to reduce stress on the job Lunch
Understand customer behavior to develop excellent customer service
NGUYỄN NGỌC MINH CHÂU, BA,
- Identify the style according to customer behavior
- Communication methods to each customer style
- Build long-term relationships with customers CME®, - Some success CSE® trainer strategies
2H of SMEI Viet - Evaluate Customer Nam satisfaction based on perception
- Save time and reduce stress by focusing on Customer expectations
Core skills to develop excellent customer service
NGUYỄN - Active listening skill NGỌC MINH
CHÂU, BA, CME®, CSE® trainer of SMEI Viet
- The art of using words effectively in communication
- Body language Nam application Lunch
- Identify and respond effectively to specific customer behaviors
14/06/2019) activities customers to actively fastidious customer
NGỌC MINH CHÂU, BA, CME®, CSE® trainer of SMEI Viet meet
- Restore service to Nam turn dissatisfied customers into loyal customers
6.5.2 Proactive customer service training course
Program Day Training method Module Time
NGỌC MINH CHÂU, BA, CME®, CSE® trainer of SMEI Viet Nam
- Orientation about Proactive Customer Service training course
- Setting up mind in Service
- Definition of Customer Service success
Make cutomers feel their important role
NGỌC MINH CHÂU, BA, CME®, CSE® trainer of SMEI Viet Nam
- Active care versus passive responses
NGUYỄN NGỌC MINH CHÂU, BA, CME®, CSE® trainer of SMEI Viet Nam
- Predicts demand through customer behavior
- Determine the needs of customers
- Meet the needs of customers
NGỌC MINH CHÂU, BA, CME®, CSE® trainer of SMEI Viet Nam
- Handling complaints and complaint handling procedures
- Try the level of consent of the customer
- How to respond to customer requests
Detail comparison cost of TFT plan
6.6.1 Current cost of training for a new cinema
4 Full-time – Transportation (arrive & return) 14,000,000
8 Part-time – Transportation (arrive & return) 12,000,000
10 Trainer – Training material & tea break 5,000,000
1 Training allowance for facilitator do retraining 40,000,000
6.6.3 New trainer of University training schedule
Part Module Hour Day Training method Trainer Details
S ta rt W it h C G V Service Training
- Orientation about Start With CGV training course
- Setting up mind in Service
- Introduction about CGV Ticket Prices
- Introduction about Different Vouchers, Combo
- Introduction about Ticket Box position
- Ticket Box's role / SOP / MOT
- Practice at site with Position Check list
F ie ld M an ag em en t
- How to apply Field Management at Cinema.
- CinoX POS and CinoX Back Office
1H - Introduction and understand about Staff Management.
- Introduction about Booking Online system and common errors
- Introduction about Loyalty and common errors
- How to run Cashroom task(Cash Float, Cash Up, CloseDay)
- Introduce about Concession Operation and Sanitation.
- The importance of Concession in Cinema Operation.
St ar t W it h C G V Practice 7H Day 3 Practice
100% - Ticket Box (Opening shift & closing shift)
100% - Concession (day shift & closing shift)
F ie ld M an ag em en t Duty manager task (Opening shift) 21H Day 13 ~ 15 Practice under facilitator' guide
Duty manager task (Opening shift) 21H Day 17 ~ 19 Practice under facilitator' guide
Duty manager task (Closing shift)
35H Day 21 ~ 25 Practice under facilitator' guide
21H Day 28 ~ 32 Practice under facilitator' guide
Management 35H Day 35 ~ 39 Practice under facilitator' guide
Managenment 35H Day 42 ~ 46 Practice under facilitator' guide
Concession 35H Day 49 ~ 53 Practice under facilitator' guide
35H Day 56 ~ 60 Practice under facilitator' guide
6.6.4 Task force team re-training schedule
Weekday Date Time Training Content P.I.C
Regional Manager 10:00 - 17:30 New site opening activity review Regional Cinema Manager
Tue 4-Jun 9:00 - 17:30 Review Programming function
(guidelines, processes) Regional Cinema Manager Wed 5-Jun 9:00 - 17:30 Review LAM function (guidelines, processes) Regional Cinema Manager
Accounting Manager 15:00 - 16:30 Review Monthly closing - Operation support Operation Support Manager
15:00 - 17:30 Monthly closing failed sharing Operation Support Manager
Fri 7-Jun 9:00 - 14:30 Review Concession function
(guidelines, processes) Conession Manager 14:30 - 17:30 Hygiene & Safety sharing Safety Analyst
Sat 8-Jun 9:00 - 17:30 Online Assigment _ Train The
Mon 10-Jun 9:00 - 17:30 Train The Trainer (Training &
Tue 11-Jun 9:00 - 12:00 Train The Trainer Review
Manager 13:00 - 17:30 Review CS function (guidelines, processes) University trainer
Management) for Manager on duty University trainer
(Box/ Con/ Usher) University trainer
Fri 14-Jun 9:00 - 16:30 Get Ready To Lead Training Manager
16:30 - 17:30 Graduation Session Unversity team, COO, OM
Sun 16-Jun Online Assignment (PT Training)
Mon 17-Jun 9:00 - 17:30 Rehearsal - PT Training - Day 1 University Team Tue 18-Jun 9:00 - 17:30 Rehearsal - PT Training - Day 2 University Team Wed 19-Jun 9:00 - 17:30 Rehearsal - PT Training - Day 3 University Team Thu 20-Jun 9:00 - 17:30 Feedback day + Rehearsal - FT
Fri 21-Jun 9:00 - 17:30 Rehearsal - FT Training / Wrapped- up University Team
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