LITERATURE REVIEW
Service marketing mix in banks
Services can be defined simply as deeds, processes, and performances, but their meanings have evolved over time A broader definition encompasses all economic activities that produce intangible outputs, consumed at the moment of production, and that offer added value in forms such as convenience, amusement, timeliness, comfort, or health to the consumer.
Marketers encounter significant challenges with service perishability, particularly in inventory management Effective demand forecasting and innovative capacity planning are crucial yet complex aspects of this issue Additionally, the non-returnable nature of services necessitates robust recovery strategies to address any potential failures.
The marketing mix is a fundamental concept in marketing, encompassing the elements that organizations can control to effectively engage with customers Traditionally, it consists of four key components: product, price, place (distribution), and promotion, which serve as essential decision variables in marketing strategies and plans The interrelated nature of these elements suggests that they influence one another, highlighting the importance of finding an optimal combination tailored to specific market segments at any given 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
Effective management of the four Ps—product, place, promotion, and price—is crucial for successful service marketing However, the strategies for these elements need to be adapted for services While traditional promotion includes sales, advertising, and publicity, in the context of services, it also relies heavily on service delivery personnel, such as clerks and nurses, who engage in real-time promotion during service interactions, even if their roles are primarily operational.
Services are unique in that they are produced and consumed simultaneously, meaning customers are actively involved in the service delivery process Due to the intangible nature of services, customers often seek tangible cues to better understand their experience In the hotel industry, for instance, elements such as the hotel's design, décor, and the demeanor of its staff significantly shape customer perceptions and overall 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
Since the 1950s, the marketing approach in the banking sector has gained importance in Western countries, followed by Turkey in the 1980s This shift towards market-oriented banking has prompted banks to develop new markets and adopt effective marketing and planning strategies to deliver their services efficiently.
The marketing scope within the banking sector should be viewed through the lens of service marketing, focusing on how financial institutions position themselves in the minds of customers Bank marketing encompasses not only the sale of services but also the creation of a distinct personality and image that resonates with clients Additionally, financial marketing addresses the disparities and unique offerings among various financial institutions, as well as the criteria by which customers evaluate these services.
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
The financial services sector is experiencing heightened competition driven by increased international banking awareness and the emergence of new enterprises Additionally, the liberalization of interest rates has further intensified this competitive landscape.
To thrive in a competitive landscape and adapt to changing demographics, banks must focus on increasing their profits This growth is essential for creating new markets and safeguarding their existing market shares.
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
Service marketing in banks must adapt to external variables such as technological advancements, legal regulations, and competitive dynamics These factors significantly influence the banking market, shaping how services are marketed and delivered.
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
Banking services, like many others, are intangible and revolve around various financial activities such as lending, depositing, and transferring money These services are formalized through contracts, and their structure plays a crucial role in the long-term success of financial institutions In addition to fundamental attributes such as speed, security, and convenience, customers also value the right to receive consultancy on additional services.
Pricing is a crucial aspect of the marketing mix, varying based on the type of transaction involved Banks must carefully assess the pricing of their services to maintain relationships with existing customers and attract new ones In the banking sector, pricing can be categorized as interest, commissions, and fees Unlike other marketing variables that incur costs, price is the only element that generates revenue.
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
Banking services are inherently complex and possess both physical and mental intangibility The value derived from these services largely hinges on the customer's knowledge, capability, and active participation, in addition to the features of the offerings This is due to the inseparable nature of production and consumption in banking services.
Many authors contend that the characteristics of banking services necessitate personal interaction between customers and banks, making direct distribution the only viable option Consequently, branch offices continue to rely on traditional methods for delivering banking services, similar to previous applications in recent years.
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
Customer satisfaction refers to the assessment of a product or service based on how well it meets the needs and expectations of the customer When a product or service falls short of these expectations, it typically leads to dissatisfaction.
Satisfaction encompasses a range of emotions influenced by context and type of service It can manifest as contentment, a passive response to routine services, or as pleasure, linked to experiences that evoke happiness When consumers encounter unexpectedly positive services, satisfaction may transform into delight Additionally, satisfaction can arise from relief when a negative experience is removed Lastly, it may also reflect ambivalence, where consumers experience a blend of positive and negative feelings regarding products or services.
Consumer satisfaction is often viewed as a static measurement, but it is actually a dynamic concept that evolves over time This evolution is influenced by various factors, especially as product usage and service experiences change, leading to significant variability in satisfaction levels.
In the service marketing framework established by Zeithaml, Bitner, and Gremler, understanding the customer experience cycle is crucial For new services, customer expectations are often in their infancy during the initial purchase, evolving as the service experience progresses Throughout this cycle, consumers encounter a range of experiences—both positive and negative—that significantly influence their overall satisfaction.
Customer satisfaction is shaped by key product or service attributes, perceptions of quality, and pricing Additionally, personal factors like a customer's mood and emotional state, along with situational influences such as family opinions, play a significant role in determining overall satisfaction.
Customer satisfaction is largely determined by how customers evaluate specific features of a product or service For example, in a resort hotel, key features may include the pool area, access to golf facilities, dining options, room comfort and privacy, staff helpfulness, and pricing To assess customer satisfaction, businesses often utilize focus groups to identify these critical features and then measure customer perceptions of them alongside overall service satisfaction.
Customer’s emotions also affect their perceptions of satisfaction with products and services These emotions can be stable, preexisting emotions
The consumption experience significantly impacts consumer satisfaction through specific emotions Positive feelings like happiness, pleasure, and elation contribute to higher customer satisfaction, while negative emotions such as sadness, regret, and anger result in decreased satisfaction levels.
Attributions for service success or failure
Attribution, or the perceived cause of events, significantly impacts customer satisfaction When outcomes are surprising—whether a service exceeds or falls short of expectations—consumers often seek explanations, which can shape their overall satisfaction In many cases, customers assume some responsibility for the results of their experience Even when they do not feel accountable, various types of attributions still play a crucial role in influencing their satisfaction levels.
Perceptions of equity or fairness
Customer satisfaction is significantly impacted by perceptions of equity and fairness Customers often evaluate their experiences by questioning whether they received fair treatment compared to others, if they were offered competitive prices and quality service, and whether the value they received matched the effort and cost involved The concept of fairness plays a crucial role in shaping customers' satisfaction levels, especially during service recovery scenarios.
Other consumers, family members, and coworkers
Consumer satisfaction is shaped not only by product features and personal beliefs but also by the influence of others For instance, during a family vacation, individual reactions can dynamically affect overall satisfaction, with later perceptions shaped by shared stories and selective memories In a business context, satisfaction with new services or technologies is similarly impacted by personal experiences, as well as feedback from colleagues, usage patterns, and the extent of adoption within the organization.
Service quality and GAP model
Customers evaluate service quality and overall satisfaction based on their experiences Today, companies understand that enhancing service quality and customer satisfaction is essential for effective competition By focusing on these aspects, businesses can differentiate themselves in the market.
To enhance service quality, companies can utilize the Service Quality Gap Model, which helps identify areas for improvement and understand customer perceptions of their services.
Service quality gap model has been divided by 2 parts: Customer gap and provider gap
The customer gap refers to the disparity between customer expectations and their perceptions of service experiences Customer expectations serve as benchmarks that influence their service encounters, while perceptions are individual evaluations of those experiences Satisfaction is shaped by what customers anticipate will occur Factors influencing customer expectations include marketer-controlled elements like pricing and advertising, as well as external factors such as personal needs, word-of-mouth, and competitive offerings, which marketers can only partially influence.
Gap closed to zero or perception service similar to expectation is perfect thing, but Companies tend to close customer gap to develop
To effectively bridge the crucial customer gap, the gaps model emphasizes the necessity of closing provider gaps within the service organization These provider gaps encompass four distinct areas that need to be addressed to enhance service quality and customer satisfaction.
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
Managers often lack awareness of customer expectations due to limited direct interaction, reluctance to inquire about these expectations, or unpreparedness to address them This disconnect can lead to poor decision-making and inefficient resource allocation, ultimately resulting in perceptions of subpar service quality In today's dynamic organizations, the responsibility for adjusting service delivery frequently rests with empowered teams and frontline employees.
To bridge provider gap 1, it is essential for management and empowered employees to obtain precise information regarding customer expectations This can be achieved by implementing both formal and informal methods for gathering insights through effective marketing research.
To bridge the gap in customer understanding, companies must employ diverse research strategies to gain insights into their customers, foster robust relationships to comprehend evolving customer needs, and develop effective recovery strategies to address any issues that arise.
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 differ from traditional performance metrics as they focus on essential customer requirements that are both visible and measurable by the customer These standards align with customer expectations and priorities, rather than concentrating solely on company metrics like 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
For effective service improvement, it is essential that all stakeholders—including managers, frontline employees, and support staff—share a unified understanding of the new services, aligned with customer needs and expectations Without a common vision, efforts to enhance existing services are likely to falter, as discrepancies in understanding can lead to misaligned objectives and ineffective solutions.
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
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
Inadequate physical evidence and servicescape can significantly impact customer satisfaction When tangible elements fail to align with customer expectations, it leads to disappointment Additionally, a poorly designed servicescape that does not cater to the needs of both customers and employees can hinder overall experience Regular maintenance and updates of the servicescape are essential to ensure it remains appealing and functional Furthermore, the absence of effective recovery mechanisms for service failures can exacerbate negative perceptions and diminish trust in the brand.
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 provided by customer contact personnel is significantly affected by the evaluation and compensation standards set by management These standards communicate management's priorities and highlight the performance metrics that truly matter In the absence of effective service standards, or when existing standards fail to align with customer expectations, the quality of services is likely to suffer Conversely, well-developed service standards can greatly enhance service quality and help bridge both the internal and customer experience gaps.
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
High-quality service performance cannot be guaranteed solely by existing guidelines; it requires adequate resources, including personnel, systems, and technology For standards to be effective, they must be enforced, meaning employees should be evaluated and rewarded based on their adherence to these standards If a company fails to support and promote these standards, even well-defined expectations will not translate into satisfactory service delivery Consequently, when service delivery does not meet established standards, it ultimately disappoints customer expectations.
Gap 4: Not matching performance to promises
Provider gap 4 highlights the disparity between a service provider's actual service delivery and its external communications, such as advertising and sales efforts This gap can elevate customer expectations, influencing their perception of service quality Consequently, when there is a mismatch between the promised and the actual service, it negatively impacts customer satisfaction.
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 significant challenge related to provider gap 4 is that customer communications often span multiple organizational boundaries Unlike physical goods that can be controlled in production, the actions of individuals in response to advertising promises cannot be managed in the same way This leads to a need for interactive marketing, which focuses on the engagement between contact personnel and customers, requiring coordination with traditional marketing efforts to ensure consistency and effectiveness.
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
Key factors contributing to provider gap 4 in service firms include a disconnect between employees promoting services and the actual service delivery When employees lack a comprehensive understanding of the service, they may make unrealistic promises or fail to convey essential service details to customers This misalignment can lead to a negative perception of service quality Therefore, effectively aligning actual service delivery with external marketing communications is crucial for narrowing provider gap 4 and positively influencing customer perceptions.
TECHCOMBANK CASE STUDY
Status of Techcombank and introduction of its card service
Techcombank launched its banking card services in 2003 with support from Vietcombank, establishing its Card Center in April 2004 Initially, the bank offered a single domestic debit card called FastAccess By 2005, Techcombank expanded its card offerings to include various types, catering to VIP/Priority customers, the Vietnam airline team, and gift cards.
In 2006, they established a partnership with Visa International, enabling them to issue and facilitate payments with Visa cards Since then, they have developed a variety of customized card options tailored to meet the diverse needs of their customers, including both Visa and domestic debit cards.
2.1.1.1 Prospects of card in Vietnam market
Vietnam's economy is steadily developing, characterized by stability and growth The commercial banking system has undergone significant transformations, particularly in payment technologies, allowing global innovations to be integrated into Vietnam's financial landscape This evolution presents opportunities for Vietnamese products to enter international markets Additionally, the robust state of the world economy is fostering the growth of credit card usage—an increasingly convenient payment method widely accepted globally—expanding its accessibility for consumers.
Vietnam presents significant opportunities for technological advancement and widespread adoption, creating an ideal environment for the growth of card services This development is expected to positively transform customers' understanding and knowledge of technology.
Experts predict that Vietnamese incomes will rise to $600 per year in the coming years, aligning with the government's goal of reaching $700 per year within the next decade Despite Vietnam's current low-income status and significant wealth disparity, average incomes are on the rise, aided by advancements in technology and a trend towards integration Approximately 20-30% of the population lives in urban areas, with a workforce under 45 years old possessing basic knowledge of science and technology, presenting opportunities for new development In the next 5-7 years, the demographic embracing technology will expand to those under 50-52 years old, particularly in urban centers As incomes increase, consumer spending will rise, leading to a greater adoption of cashless payment methods.
The development of commercial centers, services, supermarkets, and shops will positively transform the commercial environment, leading to changes in consumer habits that favor cashless payment methods Additionally, a more closed legal environment creates a corridor for commercial development, allowing the government to open new pathways for businesses and banks to enhance their competitive advantages.
The upcoming surge in credit card usage is driven by favorable conditions that aim to restore user confidence and enhance payment quality This shift will help overcome significant challenges and position credit card payments as a superior option compared to other market alternatives.
In the near future, bank-issued cards will cater to a diverse range of customers with lower payment limits to encourage domestic consumption These cards will not only facilitate cash withdrawals and payments for goods and services but also serve as tools for making phone calls and functioning as citizen IDs Additionally, the expansion of the POS network will enhance payment options, allowing cards to be used for various expenses such as fuel, telephone bills, and tuition fees As e-commerce continues to grow in Vietnam, cards will emerge as the most convenient payment method, with an estimated 90% of transactions being securely processed automatically.
2.1.1.2 The strategy to develop card
The card market in Vietnam is categorized into three banking groups: leading banks, developing banks, and newcomers, with TECHCOMBANK positioned in the developing segment The bank aims to identify market segments, target specific audiences, and expand its market share by addressing gaps left by leading competitors while preventing new entrants from gaining a foothold Within its personal service strategy, TECHCOMBANK prioritizes card products as a driving force, establishing its card development strategy as a key focus area To achieve these goals, TECHCOMBANK has outlined a comprehensive action plan.
- Following the world trend, TECHCOMBANK will find out the partners to establish new products which are modern and suitable with target customers
TECHCOMBANK is actively enhancing its card services by focusing on promotion and quality improvement, recognizing that these strategies are essential for attracting and retaining new customers in Vietnam, where card services are still relatively new.
- Improving the card management system in order to fix existant errors and advoid risk
To capture market share in the North while simultaneously redesigning card products and services for the South, it is essential to explore ATM and POS systems in business centers, shops, and supermarkets for enhanced transactions and branding.
2.1.1.3 Some successes and ambituous plan of card development
To successfully develop banking cards, it is essential to enhance accompanying services Techcombank stands out as a leader in this sector, thanks to its investment in innovative services such as Hombanking, F@st Advance, Mobipay, F@st-i-Bank, and F@st Saving Among these, F@saSaving is a modern account designed using Techcombank's advanced technology, which has been available in the 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
Account owners enjoy various benefits, including transaction authorization, collateral options, and mortgage features associated with their savings FastSaving allows cash advances twice a month, each up to 30% of the current outstanding balance Customers can withdraw funds or close their accounts at the customer service counter Additionally, they can access their savings through transfers, payment orders, or by using a FastAccess card at ATMs.
If you're in need of quick cash for daily expenses, travel, or purchasing items like a new TV or car before your next paycheck, Fast Advance from Techcombank is the ideal solution This service allows you to withdraw funds beyond your current credit balance, up to a specified Advance limit Additionally, you can easily book airplane tickets online using a Fast Access card, eliminating the need for a credit card Techcombank's Fast Advance is designed to cater to your financial needs and expectations.
In 2006, Techcombank made significant strides in its card services with the launch of Fast Mobipay and Fast i-bank These innovative products enable customers to purchase goods and services globally and transfer money across Vietnam without needing to visit a physical bank or point of sale The investment required for these advancements was minimal, thanks to modern technology and a proactive, skilled workforce, particularly with an updated software system.
Table 1: Rate of increased investment capital for accompanied products and service Năm Investment capital (triệu đồng) Speed (%)
Source:: Report on card activities from 2004 to 2008
A review of Techcombank’s previous survey on card service: Customer
Vietnam, with an urban population exceeding 10 million, represents a significant market opportunity for card services The card services sector in Vietnam is currently experiencing unprecedented growth, attracting numerous banks to participate Since its entry into the market in 2003, this industry has become increasingly dynamic and competitive.
Techcombank's "Fast-access" card achieved a significant milestone with 28,000 cards issued by year-end, complemented by Vietcombank's card services and valuable added features Aiming to establish itself as a multi-functional urban bank and the leading financial institution, Techcombank views payment cards as a crucial development tool However, facing intense market competition, the bank opted to revise its card strategy In 2006, a survey titled "Customer Satisfaction on 'Fast-access' Card" was conducted across four major cities: Hanoi, Hai Phong, Da Nang, and Ho Chi Minh City, to gather insights on customer feedback.
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
Techcombank's survey serves as a crucial foundation for assessing the quality of its customer service, evaluating the effectiveness of its Fast-access features, and understanding the implementation of its incentive programs Additionally, the bank aims to uncover customers' genuine expectations regarding card services, enabling it to take targeted actions to enhance service quality in alignment with 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