(Luận văn) lack of training at cgv cinemas

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business t to ng hi ep w n lo ad ju y th NGUYEN NGOC MINH yi pl n ua al n va ll fu oi m LACK OF TRAINING AT nh at CGV CINEMAS z z k jm ht vb om l.c gm MASTER OF BUSINESS ADMINISTRATION an Lu n va ey t re Ho Chi Minh City – Year 2019 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business t to ng hi ep w n lo ad ju y th NGUYEN NGOC MINH yi pl n ua al n va ll fu LACK OF TRAINING AT m oi CGV CINEMAS at nh z z k jm ht vb om l.c gm MASTER OF BUSINESS ADMINISTRATION an Lu SUPERVISOR: Dr Nguyen Phong Nguyen n va ey t re Ho Chi Minh City – Year 2019 Acknowledgment First and foremost, I have to thank my research supervisor, Dr Nguyen Phong Nguyen Without his assistance and dedicated involvement in every step throughout t to the process, this paper would have never been accomplished I would like to thank you ng hi very much for your support and understanding over thesis implementation period ep I would also like to thank the experts who were involved in the validation w interview for this research project: Mr Park Hye Sung, Mr Pham Van Dien, Mr n lo Vuong The Phong, Mr Thai Gia Vuong, who are managers of CJ CGV Viet Nam Co ad y th Ltd Without their passionate participation and input, the validation interview could ju not have been successfully conducted yi pl I would also like to acknowledge Dr Pham Phu Quoc, of the International al ua School of Business at University of Economic Ho Chi Minh city as the second reader n of this thesis, and I am gratefully indebted to him for his very valuable comments on n va the proposal of this thesis ll fu oi m I also would like to express my sincere thanks to all the members of MBUS class of the International School of Business at the University of Economics Ho Chi nh at Minh City for discussion and recommendations along the process that I have z undertaken this thesis The comments from you helped me have more information as z jm ht vb well as materials to complete this thesis Finally, I must express my very profound gratitude to my parents and to my k gm wife for providing me with unfailing support and continuous encouragement thesis This accomplishment would not have been possible without them an Lu Thank you om l.c throughout my years of study and through the process of researching and writing this va n Nguyen Ngoc Minh ey t re Excutive summary As a member of the operation department, after analyzing the report of Voice Of Customer (VOC), I noticed the number of customers complaining about the service t to quality at CGV movie theaters is increasing, always keeping on 20% of total customer ng hi contact to CGV As a business in the entertainment service industry, this greatly ep affects the image and brand awareness of the company which might cause losing w customers, the company cannot achieve revenue and profit targets The customer n lo complains about the quality of service comes from many problems, but the most ad important problem is the professionalism and service attitude of employees because y th the company is lacking training programs resulting in employees losing mindset as ju yi well as lack of soft skills in customer service To solve this problem, a number of pl solutions will also be launched with the aim of creating training programs as well as al n ua supporting cinemas with plans to improve qualifications and skills for employees at a n va cost appropriate to the current financial situation of the company which saves the cost ll fu of training compared with the current oi m at nh z z k jm ht vb om l.c gm an Lu n va ey t re Contents I Introduction 1.1 Company background 1.2 Market overview t to Problem identification II ng hi ep 2.1 Symptoms & evidence 2.2 Initial cause & effect map 11 Qualitative research 11 2.2.2 External qualitative research 13 2.2.1 w n Internal qualitative research 15 Updated Cause – Effect maps 18 ad 2.3 lo 2.2.3 Potential central problem – Final Cause – Effects map 19 y th 2.4 Problem justification 22 ju III Problem definition 22 3.2 Problem existence 22 3.3 Problem importance 24 yi 3.1 pl ua al Causes analysis 25 n IV va Alternative solutions & Implementation plan 28 n V Apply compulsory practical coaching for trainers at cinemas – Train the trainer solutions 28 5.2 Conducting training course with external experts or professional trainers 30 5.3 Establish Task Force Training Team 32 ll fu 5.1 oi m nh Supporting information 36 VI at Interview guide 36 z 6.1 External interview guide 36 6.1.2 Internal interview guide 38 ht vb Sumary of qualitative research 40 jm 6.2 z 6.1.1 Summary of finding from external qualitative research 40 6.2.2 Summary of finding from internal qualitative research 52 k 6.2.1 l.c gm Summary of quantitative research 61 6.4 Questionnaire s of quantitative research 64 6.5 External expert training 66 om 6.3 an Lu Customer service excellence training course 66 6.5.2 Proactive customer service training course 67 Detail comparison cost of TFT plan 67 6.6.2 Task force team cost 68 6.6.3 New trainer of University training schedule 69 6.6.4 Task force team re-training schedule 70 Reference 72 ey Current cost of training for a new cinema 67 t re 6.6.1 n 6.6 va 6.5.1 I Introduction 1.1 Company background CJ CGV Viet Nam is one of the most successful investments in the overseas t to market of CJ Group Korea CJ Group is the ninth largest group (Chaebol) in Korea ng hi which has invested in 21 countries around the world CJ CGV is the third largest ep cinema in the world and Korea's biggest cinema with 50% market share and the second-largest operator of joint venture IMAX screen in China just behind Wanda w n lo Cinema CJ CGV also has received the Best Cinema Brand award in consecutive ad years in Korea CGV stands for “Culture, Great, Vital”, which is introduced Korea’s y th first cultureplex: an exciting venue with food, event programs, shopping experience ju yi and ultra-premium auditoriums pl ua al CJ CGV Viet Nam is formed from Megastar which is established in Feb 2005 In n August 2011, CJ Group acquired 80% stake in Envoy Media Partners, a British n va company, which is the founder of Megastar After the acquisition, they change the ll fu name to CGV from Jan 2014 CJ CGV Viet Nam is the largest film distributor and oi m cinema operator in Vietnam and also one of the major media companies with its media nh sales business CJ CGV Viet Nam offers product and service with the vision “Beyond at cinema” tailored specifically to Vietnamese customers There are many various z z screening halls such as general hall, Gold Class (premium movie), L’amour hall for vb jm ht watching films on beds, special 4DX hall with five-sense experience screening hall and an IMAX hall with ultra-large screen digital screening hall with a laser screening k gm system In film distribution field, CJ CGV Viet Nam almost has been exclusive om l.c distribution of newest Hollywood blockbusters to serve customer’s demand Under the leadership of the head of CJ CGV Viet Nam - Mr Sim Boom Jeom, an Lu CGV has achieved successes, for instance, CGV Viet Nam ranks as the number one of cinema operator and film distributor with more than 60 cinemas across the country, va n 45% of box office sales and 65% of distribution In 2017, CJ Group decided to invest t re ey more $200 million to open 12-15 new cinemas/year until 2020 (cost $4 - $7 million/new cinema) In May 2018: thanks to the efforts in communication and marketing of “Avenger: The Infinity War” in Vietnam, CGV broke the record for the highest performance when it attracted million admissions, earning $10 million in ticket sales(1) In addition to business, CJ CGV Viet Nam is also very interested in developing the Vietnamese film market CGV activities are contributing to Vietnam’s cinema industry development through not only movies exhibition but also other t to outreach programs such as Movies for Everyone, Toto's Filmmaking Class, Vietnam ng hi Film Festival in Korea, and Yxine ep 1.2 Market overview w According to CGV's internal performance report, CGV is the leader of the n lo cinema market with more than 45% market share in movie exhibition and more than ad y th 65% market share in film distribution in Vietnam The average growth rate of cinema ju business in the big cities in recent years is very attractive, up to 20 - 25% per year If yi the national box office revenue in 2008 is 100 billion VND, then by 2017 reached pl ua al about 3,500 billion VND, approximated 150 million USD(1) n Currently, the cinema has become an important destination in the entertainment va n life of the Vietnamese According to a survey that CGV's marketing team made in fu ll 2017, 55% of Vietnamese come to the cinema once a month or more often This m oi makes the Vietnamese film market as a "dream market" for investors, especially at nh foreign investors Up until the beginning of December 2017, there was 630 cinema z room in the whole country About 65% of the screening is owned by foreign z jm ht Cinema vb companies, which are dominated by two Korean conglomerates, CJ CGV and Lotte k CGV has more than 60 cinema complexes nationwide with more than 300 gm l.c screens It is expected that in 2018, CGV will open six more cinemas Lotte Cinema, a "countryman" of CGV, is also a fast developer with 36 cinemas across Vietnam and om continue increasing in 2018 Apart from the two Korean companies, Galaxy Cinema an Lu (Thien Ngan Co., Ltd) with 14 cineplexes and BHD Cinema (Binh Hanh Dan Co., Ltd n va - BHD) with a smaller scale of cinema complexes These companies are also having t re a revolution to change the quality of service to have a competitive advantage to ey involve in the race to expand market share According to unofficial sources, the Wanda Group, China's largest entertainment corporation which has the second-largest number of cinemas in the world, is also targeting the Vietnamese market If this source is really believable then the future cinema market will be even more attractive in the race of the big players It can be seen that the cinema market in Vietnam is growing quite fast as t to ng businesses continue to expand to compete However, besides market competition by hi opening more new sites or investing in facilities or keep upgrading cinema rooms with ep higher technology, the service quality is also really focused Compared with the w service quality of the cinemas of ten years ago, it is possible to see customers are n lo experiencing at a higher level of service as close to the quality of the major cinema ad ju y th markets such as America or Korea II Problem identification yi pl 2.1 Symptoms & evidence al ua 3rd Quarter -2017 3397 Inquiries 6,537 14,615 Percentage Last Quarter vs LQ 350 5,286 19% 3,820 38% 22,330 81% 19,663 14% Percentage Last Quarter vs LQ 21% 5,286 8% 22,330 -3% 1178 ll 1539 Total fu Complaints Email n Phone va Facebook n Channel m oi 4th Quarter -2017 Email Total Complaints 1897 3377 421 5,695 Inquiries 6,569 13,876 1319 21,764 z Phone z Facebook at nh Channel jm 1st Quarter-2018 ht vb 79% Facebook Phone Email Total Percentage Last Quarter vs LQ Complaints 2730 3328 563 6,621 19% 5,695 16% Inquiries 9,050 17,915 955 27,920 81% 21,764 k Channel l.c gm 28% om 2nd Quarter-2018 Email Total Percentage Last Quarter vs LQ Complaints 3048 3847 998 7,786 22% 6,621 19% Inquiries 9,483 15,284 3253 31,596 78% 27,920 0% n Phone va Facebook an Lu Channel ey t re Figure 1: Voice of Customer in recent quarters by channels (Source: CGV VOC report) Voice of customer in year from July 2017 to June 2018 31,596 35,000 27,920 30,000 t to 25,000 22,330 21,764 5,286 5,695 6,621 7,786 Total Total Total Total 3rd Quarter -2017 4th Quarter -2017 1st Quarter-2018 2nd Quarter-2018 ng 20,000 hi 15,000 ep 10,000 5,000 w n lo ad Inquiries ju y th Complaints yi Figure –Voice of customer in year from July 2017 to June 2018 (Source: CGV VOC report) pl ua al CGV Customer Service Center is the main channel where customers can n contact to get support about information related to CGV and can reflect on the quality va n of service through many channels such as social network CGV Fan page, email or call fu ll center Through the analysis of data and the chart above, it can be seen that there was m oi a increment of complaint in the total Voice Of Customer (VOC) from July 2017 to at nh June 2018 with 20% average ratio z Overall, the number of cases which customers complained about the service z ht vb quality of CGV increased slightly from 5,286 cases in the third quarter 2017 to 5,695 jm in the fourth quarter same year with an increased rate of 8% By the first quarter of k 2018, this is the time of Tet holidays, so there is a significant growth in total VOC that gm customer service center received when the total number of customers complain about l.c the quality of service increased 16% from 5,695 cases to 6,621 cases and accounted om for 19% of total VOCs Furthermore, the total number of complaints reached the peak n va increment compared with the previous quarter As a result, the total number of an Lu in the over a year at 22% of total VOCs in the second quarter of 2018, with a 19% t re customer complaints about service quality increased steadily in the continuous ey quarters, next quarter kept higher than the previous quarter, and maintaining an average of 20% of total VOC was a clear indication of decrement in CGV's services quality It affects to customer satisfaction and leads to customers could leave CGV brand, made the sales sharply decrease Customer service quality is defined as an assessment of how well a service is provided meet customer expectations (2) Business t to service operators often evaluate the customer service quality provided to their ng hi customers in order to improve their service, to exactly identify problems and to better ep achievement of repurchase loyalty which represents for customer’ satisfaction w On the other hand, service quality is also noted as the comparison between n lo expectations of customers about the service and performance of the company(3) The ad y th higher the performance represented, the higher expectations are fulfilled Especially ju for service enterprises such as CGV, the quality of service is the overall assessment of yi results from comparing the company's performance with the customer's expectations pl ua al of how firms in that industry should perform(3) CGV is a big company in the movie n exhibition industry, therefore, service quality is always the core factor as well as one n va of the competitive advantages that help CGV holding the market leader position ll fu However, the increase in the ratio of complaint about the quality of service at CGV is oi m a sign that CGV gradually loses its competitive advantage It also leads to customers at trusted by customers nh could leave CGV as well as the company loses its revenue by CGV is no longer z z vb Since service is intangible, enterprises faced with difficult to understand how jm ht customer evaluate their service quality Most of the evaluation of customer base on the k experience the service Unlike tangible products, the consumers fewer cues to l.c gm evaluate(4) Service quality problem are no longer the sole concern of service companies Many firms realized that their offering may be partly a tangle product and om partly intangible service(5) Improving service quality at CGV is one of the very an Lu important mission because CGV is a company whose main product is the service that brings the cinema experience to customers In addition, there are many competitors in va n the market which can have many advantages over CGV in terms of price, location, attention to this 10 ey to encourage them to revisit and to earn their loyalty so CGV should seriously pay t re brand identity, etc Therefore, service quality that satisfies customers is very important ad ju y th yi pl n ua al University to re-organize training programs more professionally to provide sufficient knowledge and skills for staff In addition, the company is also conducting a contest which staff will contribute their ideas to improve the quality of service The potential ideas will be helped and invested by the company to transfer the ideas into best practice to increase service quality for CGV • Mr Dien: The human factor is the service quality decision, this is my own opinion Therefore, staff training is what CGV should now to improve service quality However, the training programs are just too theoretical when the University provides only theory Employees need more practice to apply those theories into practice I think CGV needs to set up a training center by using a cinema as the training center for coaching human resources for the company In addition, the operation is very messy especially after changing of new management system So we are facing with lack of SOP modification to follow new system I think the University also has to edit some SOP and make the guidelines to update for all staff • Mr Phong: To improve the quality of service, the company should invest in upgrading technology I see the current rivals are also beginning to invest in technology aimed at bringing the best customer experience such as with the phone application, when the customer successfully booking, they will receive a barcode and customers only need to bring this barcode to the cinema, scan at the barcode automatic scanner and enter the cinema, no need to print tickets at auto ticket machines or ask staff to print out tickets In addition, when the promotions are popular, CGV employees must have information n va + Standard Operation Process + Practical training oi m ll fu + training program too theoretical at nh “ the training programs are just too theoretical” “lack of SOP modification to follow new system.” “ Employees need more practice to apply those theories into practice” “ the operation is very messy” “ I think the University also has to edit some SOP and make the guidelines to update for all staff” z +lack of SOP modification z vb + operation messy k jm ht + employee need more practices om l.c gm + guideline update for staff Lu + employee must have information and be trained more soft skills + employee soft skills “ the company should invest in upgrading technology” va n re “employees must have information and be trained more soft skills to be able to advise clients.” y te + technology investment an + upgrading technology ac th si eg cd 59 jg hg ad ju y th yi pl n ua al and be trained more soft skills to be able to advise clients • Mr Vuong: According to the information I received, the Korean CGV company is developing a new concept that cinemas integrated other services such as Cine de Chief - a cinema combined with a restaurant - or there is a library, coffee shop inside the cinema, etc Therefore, in order to increase the quality, CGV needs to diversify services so that customers coming to CGV can not only watch movies but can also enjoy other services + diversify service + service diversification n va “ CGV needs to diversify services so that customers coming to CGV can not only watch movies but can also enjoy other services” oi m ll fu at nh z z k jm ht vb om l.c gm an Lu va n y te re ac th si eg cd 60 jg hg 6.3 Summary of quantitative research The survey was conducted August 15th, 2018 to April 20th, 2018 on Google t to Forms platform The surveyors received a total of 50 valid answers from respondents, ng who are regular customers of CGV These answers were combined and analyzed to hi understand customers’ evaluation on service quality of researched cinemas The main ep findings of research team are summarized as follows: w • Demographic perspectives: n lo Of 50 respondents, there are 30 male and 20 female respondents The ad ju and 6B y th distribution of gender and marital status among respondents is illustrated in Figure 6A yi Marial status pl Gender ua al n 18% va n 40% ll fu 60% oi m 82% at nh z Female z Male Married Single vb k jm ht Figure 6A & 6B: Distribution of total respondents by gender and marital status the remaining 18% are married l.c gm From both figures, The majority of respondents, about 82%, are single while om The distribution of age and back-ground of respondents is demonstrated in Figure 7A an Lu and 7B It can be seen most of CGV employee is young generation while 76% of total respondents are from 18-25 years old and 18% are from 26-35 years old; only 6% of va n respondents are from 36-50 years old ey t re 61 Background Age t to 6% 10% 24% ng 18% hi ep 76% 66% w n lo ad 18 – 25 26 – 35 36 – 50 Technical Economic or Management Others ju y th Figure 7A & 7B: Distribution of total respondents by age and back-ground yi pl The majority (70%) of respondents are full-time employees, 10% of al ua respondents are running own business, 12% are students Very few respondents are n part-time employees or having other occupation The monthly income of respondents va n are more evenly distributed as 38% of total respondents receive 8-15M VND per fu ll month; 32% receive less than 8M VND and 22% receive from 15-30M VND Only m oi small portion of respondents (8%) receive more than 30M VND of income per month nh Among 50 survey participants, 8% never attended any training courses, half of at z them had attended only one training course in a year, 40% attended 2-3 times and only z ht vb 2% have never attended any CGV training courses k jm Frequently attend training courses ratio gm 2% om l.c 8% 40% an Lu 50% n va Once a year 2-3 times per year ey t re Never be attended More than times a year Figure 7A & 7B: Distribution of total respondents by age and back-ground 62 There were 36 part-time staff and 14 full-time employees participated in the survey and as mentioned above, a total of 46 participants have attended at least one t to CGV training course So, 10 questions have been answered by only 46 participants ng and the results are as follows: hi ep Staff satisfaction of CGV training program Agree Neutral Disagree Strongly disagree 10 23 4% 13% 22% 50% 11% 10 18 11% 22% 39% 17% 11% 12 11 8 15% 26% 24% 17% 17% 14 15 17% 30% 17% 33% 2% 20 10 43% 22% 17% 9% 20 10 22% 17% 9% 12 6 26% 13% 13% 17% 4% 1 Strongly agree w n Company provided enough training programs when you first join to company to meet job requirement lo ad With the appropriateness of courses to your needs? ju y th oi m ll 9% 43% 16 13% 35% 17 17% 37% 24% 20 12 12 43% 26% 26% 10 15 16 9% 22% 33% 35% at nh z z 11 k jm ht vb gm 2% 2% om l.c The trainers have range knowledge and experience 9% fu 10 The training courses conducted at good venues n va 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 n The training increased my knowledge of sales skills? ua al pl yi The training is sufficiently knowledgeable and professional? Company understands the service needs of my department The training increased my knowledge of customer service skills? 2% an Lu n va ey t re 63 6.4 Questionnaire s of quantitative research Questionnaire for Training Satisfaction Evaluation of CGV Cinemas Cinema code: HCM-XXX Date: t to ng Part 1: Filter question hi ep What is your employment contract? Full-time Part-time Have you ever attend a training course of CGV Cinemas? w No n Yes lo ad (if Yes, please proceed to next part; if No, please stop and thanks for your cooperation) y th Part 2: Please fill in the blanks or place an X or check mark next to the word or phrase that ju best matches your response yi pl Specify your gender al Female n ua Male n va Specify your marital status Single ll fu Married 36 – 50 z Economic or Management z Technical at Specify your education back-ground 51 – 60 nh 26 – 35 oi 18 – 25 m Specify your age Others ht vb jm How frequently you be attend training course which conducted by CGV k cinema(s)? gm Never be attended l.c Once a year om 2-3 times per year an Lu More than times a year va n (Please go to next page) ey t re 64 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 t to Staff satisfaction of CGV training program ng hi Strongly agree Agree Neutral Disagree Strongly disagree ⃝ ⃝ ⃝ ⃝ ⃝ ⃝ ⃝ ⃝ ⃝ ⃝ ep Company provided enough training programs when you first join to company to meet job requirement With the appropriateness of courses to your needs? The training is sufficiently knowledgeable and professional? Company understands the service needs of my department The training increased my knowledge of customer service skills? 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 The training courses conducted at good venues The trainers have range knowledge and experience ⃝ ⃝ ⃝ yi ⃝ ⃝ pl ⃝ ⃝ ⃝ ua al ⃝ ⃝ n ⃝ n va ⃝ fu ⃝ ⃝ ⃝ ⃝ ⃝ ⃝ ⃝ ⃝ ju 10 ⃝ ⃝ y th ⃝ ⃝ ⃝ ad ⃝ ⃝ lo ⃝ ⃝ n ⃝ w ⃝ ⃝ ⃝ ⃝ ⃝ ⃝ ⃝ ⃝ ⃝ ⃝ ll Part 4: Please give your opinion in detail about: m oi 11 Please tell us what Company should to improve the quality training programs? nh at _ z z k jm ht vb 12 What types of support would help you carry out your role? Consider training (information and skills-based) and resources needed gm om l.c _ _ _ _ an Lu va n Thank for your collaboration ey t re 65 6.5 External expert training 6.5.1 Customer service excellence training course t to Program Training method Day Module Time Duration 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 - House rule introduction - 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 ng Trainer hi ep Orientation & warm-up 8:30 9:00 0.5H w n ad ju y th 9:00 11:00 2H yi Theory & Role play activities Lunch ua al Day (10/06/2019 & 13/06/2019) pl Understand customer behavior to develop excellent customer service n 13:00 15:00 n va 2H NGUYỄN NGỌC MINH CHÂU, BA, CME®, CSE® trainer of SMEI Viet Nam ll fu oi m 2H z 15:00 17:00 at Manage customer expectations nh z vb NGUYỄN NGỌC MINH CHÂU, BA, CME®, CSE® trainer of SMEI Viet Nam 8:00 12:00 jm 4H - Identify the style according to customer behavior - Communication methods to each customer style - Build long-term relationships with customers - Some success strategies - Evaluate Customer satisfaction based on perception - Determine customer expectations - Save time and reduce stress by focusing on Customer expectations - Active listening skill - The art of using words effectively in communication - Body language application k Core skills to develop excellent customer service ht Lunch gm - Identify and respond effectively to specific customer behaviors - Understand the requirements of customers to actively meet - Handle customer complaints - Restore service to turn dissatisfied customers into loyal customers Theory & Role play activities 16:00 17:00 1H - Sumary training course contents ey Training course sumary NGUYỄN NGỌC MINH CHÂU, BA, CME®, CSE® trainer of SMEI Viet Nam t re 3H n 13:00 16:00 va Dealing with fastidious customer an Lu Day (11/06/2019 & 14/06/2019) om l.c CUSTOMER SERVICE EXCELLENCE lo Benefits of Customer Service Excellence Customer service excellence curriculum 66 6.5.2 Proactive customer service training course Program Training method Day Module t to ng hi ep Orientation & warm-up 8:30 9:00 Definition of Customer Service 9:00 11:00 Du rat ion 0.5 H 2H w Theory & Role play activities n Day (17/06/2019 & 20/01/2019) Trainer Details NGUYỄN NGỌC MINH CHÂU, BA, CME®, CSE® trainer of SMEI Viet Nam lo ad ju y th Make cutomers feel their important role yi Serve proactively and professionally 13:00 15:00 15:00 17:00 2H 2H NGUYỄN NGỌC MINH CHÂU, BA, CME®, CSE® trainer of SMEI Viet Nam pl ua al n Proactively meet the demand 8:00 12:00 4H n va NGUYỄN NGỌC MINH CHÂU, BA, CME®, CSE® trainer of SMEI Viet Nam Lunch ll fu 13:00 16:00 Training course sumary 16:00 17:00 3H NGUYỄN NGỌC MINH CHÂU, BA, CME®, CSE® trainer of SMEI Viet Nam at Handling complaints of customers nh Theory & Role play activities oi Day (18/06/2019 & 21/06/2019) - Orientation about Proactive Customer Service training course - Setting up mind in Service - House rule introduction - Definition of Customer Service success - Role of customer service - Building customer service culture Lunch m z - Language communication - Non-language communication - Customer care - Define serving goals - Active care versus passive responses - Providing dynamism and enthusiasm - Predicts demand through customer behavior - Determine the needs of customers - Meet the needs of customers - Handling complaints and complaint handling procedures - Try the level of consent of the customer - Classification of customer requirements - Right to decide - How to respond to customer requests z 1H - Sumary training course contents k jm ht vb PROACTIVE CUSTOMER SERVICE Time l.c gm Proactive Customer service curriculum 6.6 Detail comparison cost of TFT plan om 6.6.1 Current cost of training for a new cinema Full-time- Per diem 58,800,000 Full-time - Accommodation 117,600,000 Full-time - Transportation (daily) 19,600,000 Full-time – Transportation (arrive & return) 14,000,000 n Amount va Description an Lu No ey t re 67 t to ng Part-time- Daily allowance 6,000,000 Part-time - Accommodation 36,000,000 Part-time – Transportation (daily) 6,000,000 Part-time – Transportation (arrive & return) 12,000,000 Trainer – Training room rental 10,000,000 Trainer – Training material & tea break 5,000,000 hi ep Trainer – Per diem 600,000 lo ad Trainer - Accommodation 2,400,000 y th 12 n 11 w 10 288,000,000 ju GRAND TOTAL yi pl 6.6.2 Task force team cost ua al Description Amount Training allowance for facilitator retraining Stationery (paper, flipchart, markers) Classroom activities Printing materials Staff allowance (TFT) Staff accommodation (Duty period) 20,000,000 Training venue 25,000,000 n No va 40,000,000 n fu 1,000,000 ll m oi 1,000,000 nh 2,500,000 at z 80,000,000 z k jm ht vb 169,500,000 om l.c gm GRAND TOTAL an Lu n va ey t re 68 6.6.3 New trainer of University training schedule Part Module Hour Training method Day t to ng hi Service Training & House rule ep 1H Details Training Manager - Orientation about Start With CGV training course - Setting up mind in Service - House rule introduction Training Analyst - Introduction about CGV Ticket Prices - Introduction about Different Vouchers, Combo - Introduction about Promotion Training Analyst - Introduction about Usher position - Usher's role / SOP / MOT Training Analyst - Introduction about Ticket Box position - Ticket Box's role / SOP / MOT Training Analyst - Introduction about Concession position - Concession's role / SOP / MOT Training Analyst - Practice at site with Position Check list Trainer w n Promotion, Voucher, Combo, Ticket Price ad y th Usher Theory 100% 1H ju Day yi pl Start With CGV lo 1H al Ticket Box 1H n ua 2H ll fu Position Practice n 1H va Concession at nh z z - Understanding about Field Management - How to apply Field Management at Cinema vb 1H k Staff Management & CS Time jm 1H - Understanding about CinoX system - CinoX POS and CinoX Back Office ht Facilitator Theory & Pracice - Understanding about Programming om 1H - Introduction and understand about Staff Management l.c Day gm an Lu Field Management oi Training Manager 1H Management system CinoX Basic Program Management m Orientation Field Management Practice 100% 1H Training Manager - How to run Cashroom task (Cash Float, Cash Up, Close Day) ey Cashroom Managenment t re Training Manager n 1H va Booking Errors & Loyalty - Introduction about Booking Online system and common errors - Booking online Management - Introduction about Loyalty and common errors 69 1H Practice 7H t to Concession ng hi Day OFF ep - Usher (Close shift) Day Practice 100% Practice 100% - Usher (Opening shift) 14H Day ~ Practice 100% Practice 100% - Ticket Box (Opening shift & closing shift) 21H Day ~ 11 Practice 100% Practice 100% - Concession (day shift & closing shift) n lo ad ju y th Day 12 pl 21H Practice under facilitator' guide 100% ua al Day 13 ~ 15 Day 16 n 21H Practice under facilitator' guide 100% va Day 17 ~ 19 n Day 20 ll fu 35H Day 21 ~ 25 oi m Day 26 ~ 27 at 21H Practice under facilitator' guide 100% nh Practice under facilitator' guide 100% Day 28 ~ 32 z z Day 33 ~ 34 Practice under facilitator' guide 100% Day 35 ~ 39 jm ht 35H vb Day 40 ~ 41 k 35H Practice under facilitator' guide 100% Day 42 ~ 46 gm Day 47 ~ 48 Day 54 ~ 55 35H Practice under facilitator' guide 100% Day 56 ~ 60 an Lu Day OFF Practice under facilitator' guide 100% Day 49 ~ 53 om 35H l.c Day OFF Duty manager task (Opening shift) Day OFF Duty manager task (Opening shift) Day OFF Duty manager task (Closing shift) Day OFF Staff Management & CS Time Day OFF Program Management Day OFF Cashroom Managenment Day OFF yi Field Management Practice 100% 7H w Practice Concession Practice 100% Day ~ Start With CGV Day Training Manager - Introduce about Concession Operation and Sanitation - The importance of Concession in Cinema Operation n va Date Mon 3-Jun Time Training Content 9:00 - 10:00 TFT Orientation 10:00 - 17:30 New site opening activity review P.I.C Traning manager & Regional Manager Regional Cinema Manager & Operation Support 70 ey Weekday t re 6.6.4 Task force team re-training schedule Manager Tue 4-Jun 9:00 - 17:30 Wed 5-Jun 9:00 - 17:30 t to ng 9:00 - 15:00 hi Thu 6-Jun ep 15:00 - 16:30 w n 15:00 - 17:30 Monthly closing failed sharing 9:00 - 14:30 Review Concession function (guidelines, processes) 14:30 - 17:30 Hygiene & Safety sharing 7-Jun ad 8-Jun Mon 10-Jun Tue 11-Jun 9:00 - 17:30 pl 9-Jun yi Sun 9:00 - 17:30 ju y th Sat lo Fri Review Programming function (guidelines, processes) Review LAM function (guidelines, processes) Review Accounting function (guidelines, processes) Review Monthly closing - Operation support ua al 9:00 - 12:00 13:00 - 17:30 Regional Cinema Manager Regional Cinema Manager Chief Accountant & Accounting Manager Operation Support Manager Operation Support Manager Conession Manager Safety Analyst Online Assigment _ Train The Trainer Day-off Train The Trainer (Training & Instruction Skills) Train The Trainer Review (Presentation) Training Manager Training Manager Training Manager Customer Service for Managers n 12-Jun n Wed ProjectionTechnical Manager Projectionist Task Sharing va 9:00 - 12:00 Review CS function (guidelines, processes) VN Elite Program (Field Management) for Manager on duty University trainer ll fu 13:00 - 17:30 oi 13-Jun 16:00 - 17:30 Review SOP, MOTs & checklists (Box/ Con/ Usher) 9:00 - 16:30 Get Ready To Lead 16:30 - 17:30 Graduation Session University trainer at nh Training Manager z Fri University trainer m 9:00 - 16:00 Thu 14-Jun z Unversity team, COO, OM Day-off Sun 16-Jun Online Assignment (PT Training) Mon 17-Jun 9:00 - 17:30 Rehearsal - PT Training - Day Tue 18-Jun 9:00 - 17:30 Rehearsal - PT Training - Day University Team Wed 19-Jun 9:00 - 17:30 Rehearsal - PT Training - Day University Team Fri 21-Jun 9:00 - 17:30 University Team an Lu 9:00 - 17:30 om 20-Jun University Team l.c Thu Feedback day + Rehearsal - FT Training Rehearsal - FT Training / Wrappedup k jm ht 15-Jun gm vb Sat University Team n va ey t re 71 Reference t to ng hi ep CGV CJ CGV Viet Nam performance report Internal: 6-2018 Kheng LL, Mahamad O, Ramayah T, Mosahab R The impact of service quality on customer loyalty: A study of banks in Penang, Malaysia International journal of marketing studies 2010;2(2):57 Parasuraman A, Zeithaml VA, Berry LL Servqual: A multiple-item scale for measuring consumer perc Journal of retailing 1988;64(1):12 Richard MD, Allaway AW Service quality attributes and choice behaviour Journal of Services Marketing 1993;7(1):59-68 Shostack GL Breaking free from product marketing The Journal of Marketing 1977:73-80 Goodman J, Newman S Understand customer behavior and complaints Quality Progress 2003;36(1):51-5 Michel S, Bowen D, Johnston R 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