LITERATURE REVIEW
Service marketing mix in banks
There are many different definitions of service, but by the most simple way, services are deeds, processes, and performances Although we rely on the simple definition of services, to be aware of that over time services and the service sector of the economy have been defined in subtly different ways Compatible with the simple way, broad definition is one that defines service to include “all economic activities whose output is not a physical product or construction, is generally consumed at the time it is produced, and provides added value in forms (such as convenience, amusement, timeliness, comfort, or health) that are essentially intangible concerns of its first purchaser.” 1
A primary issue that marketers face in relation to service perishability is the ability to inventory Demand forcasting and creative planning or capacity utilization are therefore important and challenging decision areas The fact that services cannot typically be returned or resold also implies a need for strong recovery strategies when things do go wrong
One of the most basic concepts in marketing is marketing mix, defined as the elements an organization control that can be used to satisfy or communicate with customers The traditional marketing mix is composed of the four elements (four Ps): product, price, place (distribution) and promotion These elements appear as the core decision variable in many marketing text or marketing plan The notion of mix implies that all the variables are interrelated and depend on each other to some extent Further, the marketing mix philosophy implies an optimal mix of the four factors for a given market segment at a given point in time
Table M1: Elements of traditional marketing mix
Channel types Exposure Intermediaries Outlet location
Flexibility Price level Terms Differentiations
1 Principle of Service Marketing, 1994, MCGaw Hill
Packaging Warranty Product lines Branding
- Types of Ad Sales promotion Publicity
Careful management of product, place, promotion, and price will clearly also be essential to the successful marketing of service However, strategies for the four Ps require some modifications when applied to services For example, traditionally promotion is thought of as involving decision related to sales, advertising, sales promotions, and publicity In services, these factors are also important, but because services are produced and consumed simultaneously, service delivery people (such as clerks, ticket takers, nurses, and phone personnel) are involved in real time promotion of service even if their jobs are typically defined in terms of the operational function they perform
Because services are produced and consumed simultaneously, customers are often present in the firm’s factory, interact directly with the firm’s personnel, and are actually part of service production process Also, because services are intangible, customers will often be looking for any tangible cue to help them understand the nature of the service experience For example, in hotel industry, the design and décor of hotel as well as the appearance and attitudes of its employees will influence customer perceptions and experiences
Acknowledgement of importance of these additional variables has led services marketers to adopt the concept of an expanded marketing mix for services shown in table 1.3 below:
Table M2: added elements of marketing mix 2
2 Service Marketing – integrating customer focus across the firm – Valarie A Zeithaml, Mary Jo Bitner, Dwayne D Gremler – 4 th eddition
Facility Equipment Signage Employee dress Other tangibles
All human actors who play a part in service delivery and thus influence the buyer’s perceptions: namely, the firm’s personnel, the customers, and other customers in service environment
The environment in which the service is delivered and where the firm and customers interact, and any tangible components that facilitate performance or communication of the service
The actual procedures, mechanisms, and flow of activities by which the service is delivered – the service delivery and operation system
1.1.2 Service marketing mix in banks
Marketing approach in banking sector had taken significance after 1950 in western countries and then after 1980 in Turkey New banking perceptiveness oriented toward market had influenced banks to create new market Banks had started to perform marketing and planning techniques in banking in order to be able to offer their new services efficiently
Marketing scope in banking sector should be considered under the service marketing framework Performed marketing strategy is the case which is determination of the place of financial institutions on customers’ mind Bank marketing does not only include service selling of the bank but also is the function which gets personality and image for bank on its customers’ mind On the other hand, financial marketing is the function which relates uncongenitalies, differences and non similar applications between financial institutions and judgement standards of their customers
The reasons for marketing scope to have importance in banking and for banks to interest in marketing subject can be arranged as 3 :
Change in demographic structure: Differentiation of population in the number and composition affect quality and attribute of customer whom benefits from banking services
Intense competition in financial service sector: The competition became intense due to the growing international banking perceptiveness and recently being non limiting for new enterprises in the sector Increase in liberalization of interest rates has intensified the competition
Bank’s wish for increasing profit: Banks have to increase their profits to create new markets, to protect and develop their market shares and to survive on the basis of intense competition and demographic chance levels
The marketing comprehension that are performed by banks since 1950 can be shown as in following five stages:
2 Marketing comprehension based on having close relations for customers
4 Marketing comprehension that focused on specializing in certain areas
5 Research, planning and control oriented marketing comprehension Marketing activities of firms begin with determination of the market that they offer their services or goods Firms must find out the features of the market that it f anging market condition While marketing manager is arranging the variables under firm’s control, she/he
3 Article “Service marketing in banks” – http://www.oppapers.com should also adopt the external variables We could call the factors that affect banks’ market as technological developments, legal arrangements and competition
Service marketing mix in banks
Nowaday when mentioning about service marketing mix in banking, people think about these below elements 4 :
Recently, banks are in a period that they earn money in servicing beyond selling money The prestige is get as they offer their services to the masses
Like other services, banking services are also intangible Banking services are about the money in different types and attributes like lending, depositing and transferring procedures These intangible services are shaped in contracts The structure of banking services affects the success of institution in long term Besides the basic attributes like speed, security and ease in banking services, the rights like consultancy for services to be compounded are also preferred
The price which is an important component of marketing mix is named differently in the base of transaction exchange that it takes place Banks have to estimate the prices of their services offered By performing this, they keep their relations with extant customers and take new ones The prices in banking have names like interest, commission and expenses Price is the sole element of marketing variables that create earnings, while others cause expenditure
While marketing mix elements other than price affect sales volume, price affect both profit and sales volume directly
Banks should be very careful in determining their prices and price policies Because mistakes in pricing cause customers’ shift toward the rivals offering likewise services
Traditionally, banks use three methods called “cost-plus”, “transaction volume base” and “challenging leader” in pricing of their services
4 Service Marketing – integrating customer focus across the firm – Valarie A Zeithaml, Mary Jo Bitner, Dwayne D Gremler – 4 th eddition
The complexity of banking services are resulted from different kinds of them The most important feature of banking is the persuasion of customers benefiting from services
Most banks’ services are complex in attribute and when this feature joins the intangibility characteristics, offerings take also mental intangibility in addition to physical intangibility On the other hand, value of service and benefits taken from it mostly depend on knowledge, capability and participation of customers besides features of offerings This is resulted from the fact that production and consumption have non separable characteristics in those services
Most authors argue that those features of banking services makes personal interaction between customer and bank obligatory and the direct distribution is the sole alternative Due to this reason, like preceding applications in recent years, branch offices use traditional method in distribution of banking services
One of the most important element of marketing mix of services is promotion which is consist of personal selling, advertising, public relations, and selling promotional tools
Due to the characteristics of banking services, personal selling is the way that most banks prefer in expanding selling and use of them
Customer satisfaction
Satisfaction is consumer’s fulfillment response It is a judgment that a product or service feature, or the product or service itself, provide a pleasurable level of consumption-related fulfillment 5
In less technical term, satisfaction is the customer’s evaluation of a product or service in term of whether that product or service has met the customer’s needs and expectations Failure to meet needs and expectations is assumed to result in dissatisfaction with the product or service
In addition to a sense of fulfillment in the knowledge that one’s needs have been met, satisfaction can also be related to other types of feeling, depending on the particular context or type of service For example, satisfaction can be viewed as contentment – more of passive response that consumer may associate with services they do not think a lot about or services that they receive routinely over time
Satisfaction may also be associated with feelings of pleasure for services that make the consumers feel good or are associated with a sense of happiness For those services that really surprise the consumers in a positive way, satisfaction may mean delight In some situations, where the removal of a negative leads to satisfaction, the consumers may associate a sense of relief with satisfaction Finally, satisfaction may be associated with feeling of ambivalence when there is a mix of positive and negative experiences associated with the products or services
Although consumer satisfaction tends to be measured at a particular point in time as if it were static, satisfaction is a dynamic, moving target that may evolve over time, influent by a variety of factors Particularly when product usage or the service experience takes place over time, satisfaction may be highly variable depending on
5 Service Marketing – integrating customer focus across the firm – Valarie A Zeithaml, Mary Jo Bitner, Dwayne D Gremler – 4 th eddition which point in the usage or experience cycle one is focusing on Similarly, in the case of very new services or a service not previously experienced, customer expectations may be barely forming at the point of initial purchase; these expectations will solidify as the process unfolds and the consumer begins to form his or her perceptions Through the service cycle the consumer may have a variety of different experiences – some good, some not good – and each will ultimately impact satisfaction
Customer satisfaction is influenced by specific product or service features, perception of product and service quality, and price In addition, personal factor such as the customer’s mood or emotional state and situational factors such as family member opinions will also influence satisfaction
Customer satisfaction with a product or service is influenced significantly by the customer’s evaluation of product or service features For a service such as resort hotel, important feature my include the pool area, access t gold facilities, restaurants, room comfort and privacy, helpfulness and courtesy of staff, room price, and so forth In concluding satisfaction studies, most firms will determine through some means (often focus groups) what the important features and attributes are for their service and them measure perceptions of those features as well as overall service satisfaction
Customer’s emotions also affect their perceptions of satisfaction with products and services These emotions can be stable, preexisting emotions
Specific emotions may also be included by the consumption experience itself, influencing a consumer’s satisfaction with the service Positive emotions such as happiness, pleasure, elation, and a sense of warm-heartedness enhanced customers’ satisfaction In turn, negative emotions such as sadness, sorrow, regret, and anger led to diminished customers’ satisfaction
Attributions for service success or failure
Attribution – the perceived cause of events – influences perceptions of satisfaction as well When they surprise by an outcome (the service is either much better or much worse that expected), consumers tend to look for the reasons can influence their satisfactions For many services, customers take at least partial responsibility for how things turn out Even when customers do not take responsibility for the outcome, customer satisfaction may be influenced by other kinds of attributions
Perceptions of equity or fairness
Customer satisfaction also is influenced by perceptions of equity and fairness
Customers ask themselves: have I been treated fairly compared with other customers? Did other customers get better treatment, better prices, or better quality service? Did I pay a fair price for the service? Was I treated well in the exchange for what I paid and the effort I expended? Notion of fairness are central to customer’s perceptions of satisfaction with products and services, particularly in service recovery situations
Other consumers, family members, and coworkers
In addition to product and service features and one’s own individual feelings and beliefs, consumer satisfaction is often influenced by other people For example, satisfaction with a family vacation trip is dynamic phenomenon, influenced by reactions and expressions of individual family members over the duration of the vacation Later, what family member express in terms of satisfaction or dissatisfaction with the trip will be influenced by stories that are retold among family and selective memories of the events In a business setting, satisfaction with a new service or technology will be influenced not only by individuals’ personal experiences with the software itself but also by what others say about it in company, how others use it and feel about it, and how widely it is adopted in the organization.
Service quality and GAP model
How customers perceive service, how they assess whether they have experienced quality service, and whether they are satisfied are mentioned below Customers perceive service in term of service quality and how satisfy they are overall with their experience Companies today recognize that they can compete more effectively by distinguishing themselves with respect to service quality and improved customer satisfaction
In order to find out the way to improve service quality, Companies can score Service quality gap model to know where the process of improving service quality begins and how customer perceive its services
Service quality gap model has been divided by 2 parts: Customer gap and provider gap
The customer gap is the difference between customer expectation and perceptions (Figure 1.1) Customer expectations are standards or reference points that customers bring into the service experience, whereas customer perceptions are subjective assessments of actual service experiences Customer satisfactions often consist of what a customer believes should or will happen The sources of customer expectations are marketer-controlled factors (such as pricing, advertising, sales promises) as well as factors that marketer has limited ability to affect (innate personal needs, word-of-mouth communications, competitive offerings)
Gap closed to zero or perception service similar to expectation is perfect thing, but Companies tend to close customer gap to develop
To close the all important customer gap, the gaps model suggests that provider gaps need to be closed These gaps occur within the organization providing the service and include four gaps:
Gap 1: Not knowing what customers expect
6 Service Marketing – integrating customer focus across the firm – Valarie A Zeithaml, Mary Jo Bitner, Dwayne D Gremler – 4 th eddition
Expected service Gap Perceived service
Gap 2: Not selecting the right service designs and standards
Gap 3: Not delivering to service designs and standards
Gap 4: Not matching performance to promises
More details of these gaps are provided below:
Gap 1: Not knowing what customers expect
Gap 1 defines the difference between customer expectations of service and company understanding of those expectations
There are many reasons for managers not being aware of what customers expect: they may not interact directly with customers, they may be unwilling to ask about expectations or they may be unprepared to address them When people with the authority and responsibility for setting priorities do not fully understand customers’ service expectations, they may trigger a chain of bad decisions and supoptimal resource allocations that result in perceptions of poor service quality In today changing organizations, the authority to make adjustments in service delivery is often delegated to empowered teams and frontline people
When management or empowered employees do not acquire accurate information about customers’ expectations, provider gap 1 is large Formal and informal methods to capture information about customer expectations must be developed through marketing research
To minimize gap 1, Companies should focus on how to understand customers through multiple research strategies, how to built strong relationship with customers and understand customer needs overtime, and how to implement recovery strategies when things go wrong
Figure 1.2 shows the key factors responsible for provider gap 1 An inadequate marketing research orientation is one of the critical factors
Gap 2: Not having the right service quality designs and standards
Gap 2 focuses on difference between company understanding of customer expectations and development of customer-driven service designs and standards
Customer-driven standards are different from the conventional performance standards that company establish for service in that they are based on pivotal customer requirements that they are visible to and measured by customers They are operations standards set to correspond to customer expectations and priorities rather than to company concerns such as productivity or efficiency
Inadequate marketing research orientation o Insufficient marketing research o Research not focused on service quality o Inadequate use of marketing research
Lack of upward communication o Lack of interaction between management and customers o Insufficient communication between contact employees and managers o To many layers between contact personnel and top management
Insufficient relation focus o Lack of market segmentation o Focus on transactions rather than relationship o Focus on new customers rather than relationship customers
Inadequate service recovery o Lack of encouragement to listen to customer complaints o Failure to make amends when things go wrong o No appropriate recovery mechanisms on place to service failures
Company perception of Customer expectation
Figure 1.2: Key factors leading to provider gap 1
Because services are intangible, they are difficult to describe and communicate
This difficulty becomes especially evident when new services are being developed
It is critical that all people involved (managers, frontline employees, and behind- the-scenes support staff) be working with the same concepts of the new services, based on customer needs and expectations For a service already exists, any attempt to improve it will also suffer unless everyone has the same vision of the service and associated issues
One of the most important ways to avoid gap 2 is to clearly design service without oversimplification, incompleteness, subjectivity, and bias To do so, tools are
Customer –driven service designs and standards
Poor service design o Unsystematic new service development process o Vague, undefined service designs o Failure to connect service design to service positioning
Absence of customer-driven standards o Lack of customer-driven standards o Absence of process management to focus on customer requirements o Absence of formal process for setting service quality goals
Inappropriate physical evidence and servicescape o Failure to develop tangibles in line with customer expectation o Servicescape design the does not meet customer and employee needs o Inadequate maintenance and updating of the servicescape o No appropriate recovery mechanisms on place to service failures
Management perception of Customer expectation
Figure 1.3: Key factors leading to provider gap 2
P needed to ensure that new and existing services are developed and improved in as careful a manner as possible
The quality of services delivered by customer contact personnel is critically influenced by the standards against which they are evaluated and compensated
Standard signals to contact personnel what the management priorities are and which types of performance really count When service standards are absent or when standards in place do not reflect customer expectations, quality of services they receive s likely to be enhanced If service standards are developed appropriately they can have powerful positive impact on closing both gap 1 and customer gap
Gap 3: Not delivering to service designs and standards
Gap 3 is discrepancy between development of customer-driven service standards and actual service performance by company employees
Customer –driven service designs and standards
Deficiencies in human resource policies o Ineffective recruitment o Poor employee-technology job fit o Inappropriate evaluation and compensation system o Lack of empowerment, perceived control, and team work
Customers who do not fulfill roles o Customers who lack knowlegde of their roles and responsibility o Customers who negatively impact each other
Problems with service intermediaries o Channels conflict over objectives and performance o Difficulty to controlling quality and consistencies o Tension between empowerment and control
Failure to match supply and demand o Failure to smooth peaks and valleys of demand o Inappropriate customer mix o Overreliance on price to smooth demand
Figure 1.4: Key factors leading to provider gap 3
Even when guidelines exist for performing services well and treating customers correctly, high-quality service performance is not certainty Standards must be backed by appropriate resources (people, systems, and technology) and also must be enforced to be effective – that is, employees must be measured and compensated on the basis of performance along those standards Thus, even standards accurately reflect customers’ expectations, if company fails to provide support for those standards – if it does not facilitate, encourage, and require their achievement – standards do no good When the level of service delivery falls short of the standards, it falls short of what customers expect as well
Gap 4: Not matching performance to promises
Provider gap 4 illustrates the difference between service delivery and the service provider’s external communications Promises bade by a service company through its media adverting, sales force, and other communications may potentially raise customer expectations, the standards against which customers assess service quality
The discrepancy between actual and promised service therefore has an adverse effect on customer gap
Broken promises can occur for many reasons: overpromising in advertising or personal selling, inadequate coordination between operation and marketing, and differencies in policies and procedures across service outlets
One of the major difficulties associated with provider gap 4 is that communications to customer involve issues that cross organizational boundaries Because advertising promises what people do, and because what people do can not be controlled like machines that produce physical goods can be controlled, this type of communications involves functions other than the marketing department This type of marketing is what we call interactive marketing – the marketing between contact people and customer – and it must be coordinated with the conventional type of
Lack of integrated services marketing communications o Tendency to view each external communication as independent o Absence of interactive marketing in communication plan o Absence of strong internal marketing program
Ineffective management of customer expectations o Absence of customer expectation management through all forms of communication o Lack of adequate education for customers
Overpromising o Overpromising in advertisement o Overpromising in personal selling o Overpromising through physical evident cues
Inadequate horizontal communications o Insufficient communication between sales and operations o Insufficient communication between advertisings and operations o Differences in policies and procedures across branches or units
Figure 1.5: Key factors leading to provider gap 4 external marketing used in product and service firms When employees who promote service do not fully understand the reality of service delivery, they are likely to make exaggerated promises or fail to communicate to customer aspects of the service intended to serve them well The result is poor service quality perception Effectively coordinating actual service delivery with external communications, therefore, narrow provider gap 4 and favorably affects customer gap as well
TECHCOMBANK CASE STUDY
Status of Techcombank and introduction of its card service
Techcombank became issued bank for card from 2003 with Vietcombank support, and its Card Center was officially established from April of 2004 At the beginning, Techcombank has only one kind of card, that is domestic debit card named fastaccess In 2005, they variated their debit card with different types such as the card for VIP/Priority customers, for Vietname airline team, or for gift End the
2006, they gained an agreement with Visa international institution who allow and support them to issue and make payment with visa card Up to now, they have customized many types of card for different types of customers based on visa card and domestic debit card
2.1.1.1 Prospects of card in Vietnam market
Vietnam Economy is regarded as stability and developing step be step Commercial banking system has changed much, especially in payment technology of banks which model technologies in the world have many opportunities to be brought to Vietnam, and create chances for Vietnam to explore our product in international market World economy with good status will promote credit card development – one of the very convinient payment method which accepted in many areas in the world – and widen the location for using card and making payment
In Vietnam, there are good opportunities for technology to develop and popularize, and this is a very good framework for card service decelopment, and then customers’ knownledge about technology will change in positive orientation
According to some experts, with current status of the economy, incomes of Vietnamese will increase to 600 USD/year in next some years, and that fit what Vietnamese goverment expects that Vietnamese incomes will reach 700 USD/year in next 10 years Even Vietnam is one of the countries whose people has low incomes and the GAP between the rich the the poor is still big, but everage incomes of vietnamese tend to increase, and with the support of high technology and integration trend, there will be some good change in applying high-tech products like card At this time, popolation of urban areas is about 20-30% of all the nation in which the age under 45 still working and studying with their basic knowledge about science and technology is the potential for new development trends In the next 5-7 years, the range of age who are acceptable science and technology will be wider, under 50-52 years old, and at high rate in working people in the urban areas When incomes increase, the fund for consuming will be increase, and payment methods without cash will be applied much more
Commercial environment will positively change by development of commercial centers, services, supermarkets, shops, and the result is that consuming habits of people will be changed that will be good conditions for payment tools without cash
One of the important thing is that legal environment tend to be more closed, and that is a legal corridor for commercial development With this corridor, the government opens new ways for businesses and banks to develop and increase compatitive advantages
With many good conditions above, there will be a big movement with credit card in the next time The first gain of card payment is to go over big stucks and recover users’ belief, improve payment quality compared to other around markets in the area
In the near future, cards issued by banks will fit customers at various class, its limit in payment will be lower than current to wider the range of consumption domestically Card is not only for cash withdrawing, making payment for goods and services, it also can be used to make a phone call, or can be used as citizen ID,
Beside that, POS network will be explored to serve customer need in payment Card will be used to pay for petro fees, telephone fees, tuition fees, and then e- commerce will develop in vietnam, so card will be the most convinient method for payment It’s estimated that there are 90% secured transactions which will be automatically well done
2.1.1.2 The strategy to develop card
Card market in Vietname is devided into 3 banking groups: the leadings, the developings, and new commers TECHCOMBANK is in the 2nd group – Developing Techcombank purpose is to make market segment, choose market target, develop market share, attach the GAPs that the leadings missed, and prevent newcomers to penetrade the market In Techcombank personal service strategy, card product is regarded as a driven product and card development strategy is the key strategy, so TECHCOMBANK draw out its action plan as below 7 :
- Following the world trend, TECHCOMBANK will find out the partners to establish new products which are modern and suitable with target customers
- Paralleled with pushing new products, TECHCOMBANK is proactive in promotion and quality improvement, because card service is new to vietnamese customers, and these method will help to attract new customers and maintain them
- Improving the card management system in order to fix existant errors and advoid risk
- Being hury to occupy the market share in the North, paralleled with re-designing card product and service to penetrade in the South, exploring ATM and POS system in business center, shops, supermarkets, for transactioning and branding
2.1.1.3 Some successes and ambituous plan of card development
To develop cards, a prerequiste on development of service accompanied must be supplemented Techcombank is regarded as the leading bank in this field thanks to investing into services namely: Hombanking, F@st advance, Mobipay, F@st-i- bank, F@st saving F@saSaving is one kind of account developed basing on Techcombank’s modern technology and has been lauching into market since June
2004 This special product is provided by Techcombank for customers having current accounts
FastSaving account can be considered as an automactic investment amount in which customers can benefit from interest which is higher than normal one Using Fast
Saving, customers can get other benefits of an account owner as: transaction authorization, colleteral, mortgage and other characters of a normal saving amount
Cash advance from FastSaving can be made twice a month, each one 30% of current outstanding balance Customers can withdraw money or clear account at customer service counter area They can take money from saving account by transfering such as using an order to pay or FastAccess card via ATM to make payment
A review of Techcombank’s previous survey on card service: Customer
Vietnam with urban population of more than 10 million is the big potential market for card services Card service in Vietnam is the most eventful market than ever, in which many banks are joining in Penetrating in the market in 2003, the
“Fast-access” card of Techcombank positioned itself with 28.000 card in the end of the year, the combination with Vietcombank card service and providing very value- added services With the orientation of becoming a multi-functional urban bank and the best bank, Techcombank has tried to explore the payment card as the key for development However, because of the strict competition of the market, Techcombank decided to build another card strategy, and the survey taken in 2006 with the title “customer satisfaction on “Fast-access” card” for 4 big cities: Ha noi, Hai Phong, Da nang and Ho Chi Minh
Some targets set up for survey: the survey was expected to find out some factors below:
1 Customer satisfaction on Fast-access
2 Customer evaluation on card services of Techcombank
5 The structure of current customers
The results is an important base for Techcombank to review its customer service quality provided, evaluate features of Fast-access, and find out the realization of incentive programs of Techcombank In this survey, Techcombank also wants to find out true expectations of customers on card services, so that they can take actions to improve the quality that fit customer needs
“Current customers of Techcombank card service”
Criterion for survey on satisfaction of customers about card service:
1) Fast and accurate money withdrawal
2) Numerous ATM locations where customers can withdraw money with a card
3) Prompt responses to customers’ requests
9) Quick turnaround time for card issuance
In which we found some below criterion of service quality:
Fast and accurate money withdrawal
Prompt responses to customers’ requests
Quick turnaround time for card issuance
Through letters, direct interview samples in Ha Noi
Method to pick samples size: n = Z² P(1-P)/E²
Z – fail-safty, Z is defined at 95%
P – the rate of satisfaction customers
70% of customers were estimated for attention (no feedback + unreachable + others)
So number of samples are 1.100 (customers)
Method to choose the samples:
Systematic Sampling with criteria of Debit amount for 4 cities See below:
Table 3: Survey Systematic Sampling with criteria of Debit amount for 4 cities
STT DEBIT AMOUNT Ha Noi Hai Phong Da Nang
2.2.3.1 Total samples and feedback percentages
After getting low feedback percentages, Techcombank tried to interview through telephone (for no feedback letters) and gained 51 results (4 cities)
Total of feedbacks in more details:
Ha Noi Hai Phong Da Nang Ho Chi
Total of feedbacks on Debit amount:
Table 5: Survey feedback devided by amounts
City D=0 Mio 0