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Phân tích chất lượng dịch vụ của VNPOST phân tích chiến lược marketing và những giải pháp để cải thiện thúc đẩy chất lượng dịch vụ VNPOST. Bài chỉ mang tính chất tham khảo, không nên copy 100% nhaaaaaaaaa
SUBJECT: SERVICE MARKETING GROUP PROJECT AN ANALYSIS OF SERVICE QUALITY OF TABLE OF CONTENTS INTRODUCTION 1 THEORETICAL BASIS 1.1 Services and the Characteristics of Services 1.1.1 Definition of Services 1.1.2 Characteristics of Services 1.1.2.1 Lack of Ownership 1.1.2.2 Intangibility 1.1.2.3 Inseparability 1.1.2.4 Variability 1.1.2.5 Perishability 1.1.2.6 User Participation 1.2 Service Quality Model (SERVQUAL Model) 1.3 Gap Model 1.4 Loyalty and Customer Satisfaction 1.4.1 Customer Satisfaction 1.4.2 Customer Loyalty 10 VNPOST 12 2.1 Overview of VNPost 12 2.1.1 History 12 2.1.2 Vision and mission 12 2.1.3 Activities 13 2.1.3.1 Main service: 13 2.1.3.2 Value-added services: 13 2.1.3.3 Additional services: 13 2.1.4 Branches 14 2.1.5 Target customers 14 2.1.6 The competitive environment 15 2.2 An analysis of SERVQUAL Model to Service Quality Measurement in VN Post 18 2.2.1 Reliability 18 2.2.2 Responsiveness 21 2.2.3 Assurance 22 2.2.4 Empathy 24 2.2.5 Tangibles 28 2.3 An analysis of Gap models in VNPost 30 2.3.1 Gap - The knowledge gap 30 2.3.2 Gap - The policy gap 32 2.3.3 Gap - The delivery gap 32 2.3.4 Gap - The communications gap 33 2.3.5 Gap - The perception gap 34 2.3.6 Gap - The service gap 34 SOLUTIONS 36 3.1 Solutions to Win Customer Satisfaction (using Gap models) 36 3.1.1 Gap - The knowledge gap 36 3.1.2 Gap - The policy gap 37 3.1.3 Gap - The delivery gap 37 3.1.4 Gap - The communications gap 38 3.1.5 Gap - The perception gap 39 3.1.6 Gap - The service gap 40 3.2 Solutions to Win Customer Loyalty (using The Wheel of Loyalty) 43 3.2.1 Building a Foundation For Loyalty (step 1) 43 3.2.2 Creating Loyalty Bonds (step 2) 44 3.2.2.1 Individual customers 44 3.2.2.2 Online shop owners 45 3.2.2.3 Private enterprise 45 3.2.2.4 State-owned enterprises 45 3.2.3 Reducing Churn Drivers (step 3) 46 CONCLUSION 47 REFERENCE 48 INTRODUCTION Today with the strong development of information technology, express delivery has since grown continuously In the current trend of globalization, services play an increasingly important role in economies in developed countries, especially in new industries such as telecommunications and electronics (industries with high levels of technology) and long-standing industries such as express delivery contribute to the overall development of the whole society Economists predict that in the future, the service industry, especially the express delivery service industry, will grow incessantly and become an indispensable service in life It was simply born to serve the needs of transporting goods of a society, a society in which each person will his part and his expertise in the capacity and time as well as the scope of activities The benefits of courier services have made them even more important Today the industry is quite developed to serve the needs of people in a society that needs simple quickness, from which this service was born To quickly meet the needs of the people, the Vietnam Post has also implemented a courier service for letters, documents, items and goods from senders to recipients between Vietnam in the country and countries around the world within the framework of the World Postal Union (UPU) and the EMS Association follow to time targets are announced by the Post and Telecommunications Joint Stock Company When more and more delivery service are officially put into operation, customers also demand a higher standard and the competition among companies majoring in delivery increases significantly The companies also recognize the importance of analysing with the right models and upgrading service quality to customer Indeed, the analysis of service quality will provide the essential information to customer service providers in order that they can propose effective strategies for the company’s development In this essay, by applying the knowledge acquired at class and the real experience of our team after research about Vietnam Post (VNPost), we analyse service quality of EMS service of VNPost and recommend some solutions for improving service quality to win customer satisfaction and loyalty Because of some objective and subjective reasons, there may be some mistakes during the process of carrying out this task However, we hope that this essay will be helpful and proposed solutions can also performed as effective tools to encourage long-term relationships with tourists as well as encourage customer satisfaction and loyalty for VNPost THEORETICAL BASIS 1.1 Services and the Characteristics of Services 1.1.1 Definition of Services According to Philip Kotler and Armstrong (1991), “A service is an act of performance that one party can offer to another that is essentially intangible and does not result in the ownership of anything Its production may or may not be tied to a physical product” So, it can be generally defined that Services are economic activities offered by one party to another and most commonly employing time-based performances to bring about desired results In other words, services are a special form of product which consists of activities, benefits and satisfactions offer for sale that is intangible and does not result in the ownership of anything We can not store or touch services When a company provides a service, the customer has paid for it, there is no transfer of ownership Customers can not transport or store service They only exist while the provider is supplying it and the customer is consuming it For example, a haircut is a service, the customer can not transport or store a haircut In fact, the haircut only exists while somebody is cutting your hair Without a doubt, services have grown dramatically in recent years, and are growing quickly in the world economy, becoming more and more important In developed countries, the services sector contributes more to economic growth than any other Services, such as banking, education, medical treatment, travel, transport make up the majority of the economies of the rich nations Though there are many different definitions and understandings of services, services have many own features to distinguish with goods 1.1.2 Characteristics of Services 1.1.2.1 Lack of Ownership Lack of ownership may be one of the most obvious ones of characteristics of services It means customers cannot own and store service like a product The lack of ownership is the ones that strongly linked to several other characteristics 1.1.2.2 Intangibility The first characteristic when mentioning about services may be intangibility one Services intangibility means that they can not be seen, tasted, heard or smelled before they are bought People cannot touch them, handle them or try them out For instance, airline passengers have nothing except a ticket and a promise that they will arrive at a certain time and at a certain destination And there is nothing can be touched with airline service 1.1.2.3 Inseparability Inseparability means that services are produced and consumed at the same time In other words, the provider must deliver the service at the time of consumption Unlike goods, services can only be delivered and consumed when the providers are present at that time Services cannot be separated from their providers Services are first sold, then produced and consumed exactly at the same time For instance, when visiting a restaurant, you order your meal, the waiting, and delivery of the meal, the service provided by the waiter All these parts, including the providers, are part of the service and therefore inseparable 1.1.2.4 Variability Variability does also belong to the important characteristics of services It refers to the fact that the quality of services can vary greatly, depending on who provides them and when, where and how services are provided Because of the labor-intensive nature of services, there is a great deal of difference in the quality of service provided by various providers, or even by the same providers at different times Each delivery of the particular service is never exactly as the same as the previous or future ones Each one is unique, even in the case that the same customer requests the same service For example, the haircut that a person has in the present may be similar to the one they had months ago, but it is not 100% identical 1.1.2.5 Perishability Perishability means that services cannot be stored for the future sale or use In other words, services cannot be inventoried This is one of the most significant characteristics of services, since it may have a major impact on financial results Once the provider delivers the service, it irreversibly vanishes 1.1.2.6 User Participation Finally, the characteristics of services include user participation Indeed, users participate in every service production Even when the user is not required to be at a location where the service is performed, users can participate in the service production Service neither can be separated from its provider nor can be separated from its user For example, banking service happens when customers participate in the process and use products this bank supplies Customers can use internet banking to transfer money without coming to the bank However, this service will not happen if customers not use the internet banking service that the bank supplies 1.2 Service Quality Model (SERVQUAL Model) Service quality Model or SERVQUAL Model was developed and implemented by the American marketing gurus Valarie Zeithaml, A Parasuraman and Leonard Berry in 1988 It is a method to capture and measure service quality experienced by customers not state-owned companies, VNPost is no exception In fact, customers often complain and have bad feedback on the service of the tellers in some postal locations across the country In addition, the cost of using the courier service of VNPost is quite high compared to the customer's wishes, for competitors, taking Giaohangtietkiem as an example, the price of EMS is higher, especially noticeable when the customer needs to transport heavy and provinces When customers have used services at other companies such as Giaohangtietkiem, they will feel dissatisfied with EMS services when being charged such high Tariff of Giaohangtietkiem and expensive fees Tariff of EMS in VNPost 35 SOLUTIONS 3.1 Solutions to Win Customer Satisfaction (using Gap models) 3.1.1 Gap - The knowledge gap Reason: Shortcomings in market research and proactively collecting comments from customers Cause lack of information about customer expectations and expectations for EMS services VNPost has not really focused on improving the quality of services required by customers, or may be due to too many location hierarchies, resulting in erroneous information transmission Solution: Objective Proposed Solutions Sharpen market - Conduct market research on customer interest in using EMS every research year to stay abreast of the latest consumer trends and tastes Since procedures then developing the core strategy in the field of customer care - Paying attention to improving customer care, having diversified information channels to timely support, resolve questions, arise and especially customer complaints during the use of the service - Proactively collect feedback from customers after each use of the service by sending evaluation forms to customers, deploying it in small post offices in certain provinces and cities nationwide, then arriving major post offices across the country This can be done every quarter or every half year Facilitate and - Build an online communication community on a platform which is encourage suitable for all employees of a post office (each branch has its own communication community) that makes it easy to exchange and communicate between front-line between colleagues, bosses and employees tablets employees and management - For managers: facilitating communication for frontline employees through regular meetings, direct/anonymous feedback, etc Proactively checking productivity and regular working attitude: 36 observe directly or appoint fake people to test the service, etc - For frontline staff: coordinate with management in activities, actively engage with colleagues, etc 3.1.2 Gap - The policy gap Reason: With VNPost as a state-owned company, management levels are still not flexible in policies to attract and retain customers There is no close connection between the parts and other units in the VNPost system, causing many inadequacies, waste and cost in the process of combining services and delivering final services to customers Solution: Objective Proposed Solutions Redesign a consistency - Create incentives for customers who are business owners of service process Expand links with electronic exchanges - Classify customer details (loyal customers, VIP customers, businesses, etc) from which to develop services, service packages suitable for different customers to ensure service delivery best service for customers, creating a competitive advantage for the Post Office 3.1.3 Gap - The delivery gap Reason: Due to shortcomings in personnel policies such as inefficient and unclear recruitment of post offices, uneven low-level training and control of personnel VNPost's management policies for services are either lax or not proper Lack of teamwork in the organization Solution: Objective Proposed Solutions Measuring the - Build an internal feedback system and release the application employees’ (APP) for the customers to send feedback about service to 37 performance and deliver right after they feel bad at some things in order to reward those who have a more realistic view about the employees’ attain quality goals contribution - Promote the training of skills and skills for the workers, - Improve the quality of the workforce at all stages of the system (transactions, mining, transportation, distribution, etc) Especially, building a professional sales force, ensuring coverage in all areas and areas throughout the system Educate the customers about their roles and - Use the employees to educate the customers because they have the most chances to approach the customers responsibilities in service delivery to make it effectively 3.1.4 Gap - The communications gap Reason: VNPost is currently doing well in this segment, so it continues to promote and maintain its operations Continuing to convey accurate and positive information to customers, ensuring proper and sufficient implementation of the proposed programs to serve customers Solution: Objective Proposed Solutions Educate managers - Service providers have to preview advertisements and other responsible for sales communications carefully before customers are exposed to and marketing them communications - The company should provide employees training course of soft about operational skills such as communication skill, problem-solving skill, capabilities managing difficult customers skill, etc Besides, managers have to guarantee that each employee knows how to deal with each 38 case delivery failed in EMS service Ensure that communications - The company should use practical advertisements by using images from real customers, feedback, pictures, employees, etc content is accurate as service delivery that customers are actually received Be specific with promises and - Identify and explain in real time the reasons for these shortcomings in service performance manage customers’ understanding of communication content 3.1.5 Gap - The perception gap Reason: The communication between customers and VNPost is limited, customers not know the rules, benefits and value received when using the service The lack of information easily leads to the negative when receiving customer services, they often pay attention to the damage when using the service rather than the advantages of the service and the service deployment process Solution: Objective Proposed Solutions Keep the customers informed - Write some posts on social media to inform, about the process of VNPost in approach the potential customers if they intending to time so that they can appreciate choose EMS service for their delivery, help them service quality at a reasonable know clearly about the process of VNPost to make level up their mind before they use and arrange necessary items such as knives, scissors, free tape in case 39 customers need to repack the goods 3.1.6 Gap - The service gap The Service Gap is the difference between what the customer perceives and his/her original expectations Gap is the accumulated outcome of all the preceding gaps It will be closed when Gaps from to have been addressed With the aim of closing this Gap, VNPost should apply all methods to reduce the difference of the previous gaps to ensure that service quality provided to customers meets the expectations of customers We claim that there are no methods which can absolutely remove these Gaps, they just can make these Gaps smaller Solution: Gap Objects Gap – The Sharpen market Proposed Solutions - Conduct market research on customer interest in Knowledge research using EMS every year to stay abreast of the latest Gap procedures consumer trends and tastes Since then developing the core strategy in the field of customer care - Paying attention to improving customer care, having diversified information channels to timely support, resolve questions, arise and especially customer complaints during the use of the service - Proactively collect feedback from customers after each use of the service by sending evaluation forms to customers, deploying it in small post offices in certain provinces and cities nationwide, then arriving major post offices across the country This can be done every quarter or every half year Facilitate and encourage - Build an online communication community on a platform which is suitable for all employees of a 40 communication post office (each branch has its own community) between front-line that makes it easy to exchange and communicate employees and between colleagues, bosses and employees, management tablets - For managers: facilitating communication for frontline employees through regular meetings, direct/anonymous feedback, etc Proactively checking productivity and regular working attitude: observe directly or appoint fake people to test the service, etc - For frontline staff: coordinate with management in activities, actively engage with colleagues, etc Gap – The Redesign a Policy Gap - Create incentives for customers who are business consistency of owners Expand links with electronic exchanges service process - Classify customer details (loyal customers, VIP customers, businesses, etc) from which to develop services, service packages suitable for different customers to ensure service delivery best service for customers, creating a competitive advantage for the Post Office Gap - The Measuring the - Build an internal feedback system and release the Delivery employees’ application (APP) for the customers to send Gap performance and feedback about service to deliver right after they reward those who feel bad at some things in order to have a more attain quality goals realistic view about the employees’ contribution - Promote the training of skills and skills for the workers, - Improve the quality of the workforce at all stages 41 of the system transportation, (transactions, distribution, etc) mining, Especially, building a professional sales force, ensuring coverage in all areas and areas throughout the system Educate the - Use the employees to educate the customers customers about because they have the most chances to approach their roles and the customers responsibilities in service delivery to make it effectively Gap – The Educate managers - Service providers have to preview advertisements Communicat responsible for and other communications carefully before ion Gap customers are exposed to them sales and marketing communications - The company should provide employees training about operational course of soft skills such as communication skill, capabilities problem-solving skill, managing difficult customers skill, etc Besides, managers have to guarantee that each employee knows how to deal with each case delivery failed in EMS service Ensure that - The company should use practical advertisements communications by using images from real customers, feedback, content is accurate pictures, employees, etc as service delivery that customers are actually received Be specific with promises and - Identify and explain in real time the reasons for these shortcomings in service performance 42 manage customers’ understanding of communication content Gap – The Keep the customers - Write some posts on social media to inform, Perception informed about the approach the potential customers if they intending Gap process of VNPost to choose EMS service for their delivery, help in time so that they them know clearly about the process of VNPost to can appreciate make up their mind before they use and arrange service quality at a necessary items such as knives, scissors, free tape reasonable level in case customers need to repack the goods 3.2 Solutions to Win Customer Loyalty (using The Wheel of Loyalty) There are a large number of customers using EMS service of VNPost due to the overall coverage of branches across the country, but customers usually not come back again, which means VNPost does not win customer loyalty Customer loyalty is a vital factor that can greatly affect VNPost’s profitability It helps the company to save money for acquiring new customers, to advertise and sell through positive word—of mouth (WOM) recommendations of loyal customers Loyal customers are also willing to pay and experience VNPost’s services again VNPost should apply the Wheel of Loyalty with steps to win customer loyalty Proposed solutions for each step will be mentioned below 3.2.1 Building a Foundation For Loyalty (step 1) VNPost, which is known as the oldest post office in Vietnam, with the history of formation and development of Vietnam Post Corporation attached to the name of the Post branch and attached to the history of the national liberation, protection and construction building the Socialist Republic of Vietnam, serving all people in all regions of the country Therefore, everyone can become a customer of VNPost However, not everyone can have the potential to become a loyal customer of VNPost 43 Potential customers who can become loyal ones and bring VNPost great benefits can be classified into two main types: customers and businesses In other words, VNPost targets its right customers into types of model: - B2C (business to customer) includes individual customers, online shop owners, - B2B (business to business) includes private enterprise, state enterprises VNPost has to build a foundation for customer loyalty to win the loyalty of main customers mentioned above The post office must deliver services with high quality, bring customers the best values to get customers’ satisfaction before they want to win customer loyalty Customer satisfaction is the main basis for loyalty Customers who feel quite good when using services of VNPost not mean that they will become long-term customers in the future But the more satisfied customers feel, the more easily VNPost can win the loyalty of them The methods that can be applied to win customer satisfaction is mentioned above in the Gaps Model Indeed, VNPost should use solutions from GAPS MODEL to improve quality service, delivery quality service more effective and get customer satisfaction Besides, in some situations, customers who satisfy with service quality and get more values from VNPost will obviously become loyal ones It means they no need any special treatment such as better price, discounts or extra gifts or any promotion to encourage them to decide to use VNPost in the next time Therefore, VNPost has to build a strong foundation for service quality from the first phase Diagram of Customer Loyalty 3.2.2 Creating Loyalty Bonds (step 2) 3.2.2.1 Individual customers Individual customers are customers who aren’t usually use EMS service, this group use only for some occasion like send goods for families, friends in domestic and international, which means it’s hard for them to use service frequently Therefore, VNPost 44 should give them loyalty cards, when they finish times, 14 times sending parcels they will receive a small gift or get a discount to encourage them get back to the service Besides, times and 14 times can help customers form the habit of using the EMS service 3.2.2.2 Online shop owners For online store owners, they have a lot of parcels every day have to send, many orders to track and problems easily arising during shipping Therefore, for this group, there should be a policy of receiving and processing feedback in bulk at the end of the day to ensure the delivery process goes smoothly Besides, should use policy credit card payment to pay ship fee, as well as receive money from ship COD via card at the end of the month and take parcels from home to facilitate this group of customers In addition, it is also advisable to issue membership cards for this customer group, sending them preferential policies and priorities when registering as a member 3.2.2.3 Private enterprise Private businesses that are customers of existing EMS services can be divided into two types of E-commerce and other businesses E-commerce will usually collaborate with many courier companies, in order to create a competitive advantage with other companies, they must improve service quality, delivery speed, speed of complaint settlement customer complaints As for other businesses, usually goods will concentrate in large quantities, or important papers For bulk goods, there should be trucks to their businesses to pick up goods, have a support team to move goods up and down, sign a long-term cooperation contract For important papers and documents, there should be security policies and safety terms for customers to rest assured The company staff can be requested to accompany during the delivery process if necessary In order to maintain long-term cooperation, there should be occasions to express gratitude to customers, to express gratitude for the cooperation between the two sides, to regularly present gifts on ceremonies and special occasions to remind VNPost presence to customers 3.2.2.4 State-owned enterprises State-owned enterprises are regular and almost mandatory customers of VNPost in general and EMS services in particular Similar to private enterprises, state-owned 45 enterprises often have two types of goods: large commodities and important papers However, when working with state-owned enterprises VNPost will also serve those who need to send parcels to state-owned enterprises, usually these will be notarized papers, certificates from individuals, etc In order to create favorable conditions for this group of customers, facilities in VNPost should arrange additional photocopiers, computers and printers in case of missing documents that can be added on the spot 3.2.3 Reducing Churn Drivers (step 3) There are some reasons for the problem called customer churn Maybe, because some reasons such as customers who come to VNPost for the first time not satisfy with their experience, they not want to come to VNPost again as well as in the next time, customers will not put VNPost into list “My favourite express delivery” Despite any reasons, VNPost has to understand the reasons why customers switch The solution for understanding the churn drivers is VNPost should have a team to collect data and information about customer churn, investigate and analyse to find out the reasons VNPost should have the clear information of customers who have already come to VNPost Employees whose the duty is taking care of customers will call to talk about customers’ experience, especially about satisfaction and dissatisfaction An important solution to reduce churn drivers is putting effective complaint handling ways and service recovery processes in place Problems of customers must be solved immediately Therefore, VNPost must have a strong organization, manager board and staff system that are always ready to solve the customers’ problems quickly and effectively, supervise and predict any problems that may happen Besides, all factors of VNPost such as facilities, atmosphere, delivery quality, especially employees must be in the best status, actually perform like the best express delivery service where customers can give their belief After that, they will come back to VNPost in the future and can become loyal customers Furthermore, the post office needs developing to have more new things which attract customers to come back to try out, at least taking parcels at home such as Giaohangtietkiem 46 CONCLUSION VNPost is the oldest post office in Vietnam, serving all classes of people across the country Service Quality is a fundamental element to reach a successful business By analysing SERVQUAL Model including dimensions: Reliability, Responsiveness, Assurance, Empathy, Tangibles, we generally capture and measure service quality experienced by customers after trying EMS service of VNPost and compare to the others However, this essay focuses only on the customers’ viewpoint about service quality, thus, these opinions spring mostly from one side Thanks to making use of the Gaps Model and the Wheel of Loyalty, we propose some solutions to win Customer Satisfaction and Loyalty We hope that these solutions will have positive impacts on service quality of VNPost In order to attracting more and more customers using, especially increasing continuously the trust, loyalty and satisfaction of customers in service quality as well as making them decide to reuse EMS service, there is no better way to carefully control the operation and constantly upgrade service quality at VNPost 47 REFERENCE Slideshare.net (2019) SQ Lecture Two : Consumer Behaviour and Service Quality [online] Available at: https://www.slideshare.net/SQAdvisor/sq-lecture-twoconsumerbehaviour-and-service-quality [Accessed 20 Apr 2019] En.wikipedia.org (2019) SERVQUAL [online] Available at: https://en.wikipedia.org/wiki/SERVQUAL [Accessed 20 Apr 2019] My Accounting Course (2019) What is Customer Loyalty? - Definition | Meaning | Example [online] Available at: https://www.myaccountingcourse.com/accountingdictionary/customer-loyalty [Accessed 20 Apr 2019] En.wikipedia.org (2019) Customer satisfaction [online] Available at: https://en.wikipedia.org/wiki/Customer_satisfaction [Accessed 20 Apr 2019] Simon Uwins (2019) Loyalty Circle of Growth — Simon Uwins [online] Available at: https://www.simonuwins.com/loyalty-circle-of-growth [Accessed 20 Apr 2019] Allan, L (2019) Hard Measures versus Soft Measures [online] Businessperform.com Available at: http://www.businessperform.com/workplacetraining/hard-measures-versussoft-measures.html [Accessed 20 Apr 2019] Giang, K (2020) Giải pháp nâng cao chất lượng dịch vụ bưu chuyển phát Tổng cơng ty Bưu điện Việt Nam [online] Available at: http://www.tapchicongthuong.vn/bai-viet/giai-phap-nang-cao-chat-luong-dich-vu-buuchinh-chuyen-phat-tai-tong-cong-ty-buu-dien-viet-nam68158.htm?fbclid=IwAR096YFcNkrnYy5tnt4W0knHIyyzBk6AGnjOPUh384MvM42ZoxvyHCH1xs [Accessed 27 Jan 2020] Vietnam Post (2020) Tổng công ty Bưu điện Việt Nam [online] Available at: http://www.vnpost.vn/ [Accessed Jan 2020] Thập, T (2011) Phát triển chiến lược marketing Tổng công ty Bưu Việt Nam giai đoạn [online] Available at: http://luanan.nlv.gov.vn/luanan?a=d&d=TTcFfqzCPuQu2011.1.13&e= -vi-20 1-img-txIN - [Accessed 14 Apr 2011] 48 49 ... by VNPost When the services offered by VNPost are considered good and the customer will be satisfied, otherwise, if the customer feels that the service is not good, should not be provided by VNPost, ... become a customer of VNPost However, not everyone can have the potential to become a loyal customer of VNPost 43 Potential customers who can become loyal ones and bring VNPost great benefits... customers who come to VNPost for the first time not satisfy with their experience, they not want to come to VNPost again as well as in the next time, customers will not put VNPost into list “My