(LUẬN văn THẠC sĩ) poor training quality in vietinbank – x branch’s enterprise customer department

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business VƯƠNG THỊ HƯỜNG POOR TRAINING QUALITY IN VIETINBANK – X BRANCH’S ENTERPRISE CUSTOMER DEPARTMENT MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2019 TIEU LUAN MOI download : skknchat@gmail.com UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business VƯƠNG THỊ HƯỜNG POOR TRAINING QUALITY IN VIETINBANK – X BRANCH’S ENTERPRISE CUSTOMER DEPARTMENT MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: ĐOÀN ANH TUẤN Ho Chi Minh City – Year 2019 TIEU LUAN MOI download : skknchat@gmail.com Table of Contents Executive summary CHAPTER 1: COMPANY INTRODUCTION 1.1 General information about Vietinbank – X branch 1.2 Enterprise customer department CHAPTER 2: SYMPTOMS 11 2.1 High turnover rate 11 2.2 Low sale 12 2.2.1 Deposit mobilizing activity 12 2.2.2 Credit activity 14 2.3 High non-performing loans ratio 16 2.4 High provisioning expense 19 2.5 Low profit 23 CHAPTER 3: PROBLEM IDENTIFICATION 27 3.1 Potential problems 27 3.1.1 High workload 27 3.1.2 Incompatible compensation policy 30 3.1.3 Poor training courses 32 3.2 Validating problems: 35 3.2.1 Managers’ perspectives 35 3.2.2 Employees’ perspectives 37 3.3 The importance of main problem 37 CHAPTER 4: CAUSE VALIDATION 39 4.1 Potential causes 39 TIEU LUAN MOI download : skknchat@gmail.com 4.1.1 Unclear Training objectives 41 4.1.2 Unprofessional trainers 41 4.1.3 Poor methods 42 4.1.4 Unpractical training contents 43 4.1.5 Inefficient training time management 44 4.1.6 Inappropriate frequency of training 44 4.1.7 Insufficient training amenities 44 4.1.8 Lack of training evaluation 45 4.2 Validating causes 45 4.2.1 Unclear Training objectives 45 4.2.2 Unprofessional trainers 46 4.2.3 Lack of training evaluation 46 CHAPTER 5: ALTERNATIVE SOLUTION 48 5.1 Solutions for setting clear training objectives 50 5.2 Solutions for developing professional trainers 55 5.3 Solutions for improving the quality of training evaluation 59 CHAPTER 6: ACTION PLAN 64 Conclusion 69 Supporting Information 70 References 82 Appendix 86 Appendix 88 Appendix 90 TIEU LUAN MOI download : skknchat@gmail.com List of Abbreviations Vietinbank Vietnam Joint Stock Commercial Bank for Industry and Trade NPL Non - Performance Loan ECD Enterprise Customer Department HRD Human Resource Department DOB Director of Board TIEU LUAN MOI download : skknchat@gmail.com List of Tables Table 1: Concepts about Kinds of Credit Group 18 Table 2: Non – Performing Loans of X Branch and Enterprise Customer Department in 2018 18 Table 3: Ratio of Specific Provision 20 Table 4: The Profit of X Branch’s Enterprise Customer Department, X Branch and HCM Region’s Enterprise Customer Department 24 Table 5: A Summary of Some Researchers' Comments on the Role of Key Factors in a Training Course 49 Table 6: Estimated Costs for Solutions to Improve the Quality of Trainers 59 Table 7: Estimated Costs for Solutions to Improving the Quality of Training Evaluation 61 Table 8: Estimated Costs of Kaufman's Training Evaluation Method 62 Table 8: Action Plan 68 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department (LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department List of Figures Figure 1: Human Resource Structure According to Work Experience of Enterprise Customer Department in 2018 11 Figure 2: Turnover Rate from 2016-2018 in X Branch’s Enterprise Department 12 Figure 3: Total Deposits of X Branch and Enterprise Customer Department in 2018 13 Figure 4: The Rate of Implementing Deposit Mobilization Plan in 2018 of X Branch and Enterprise Customer Department 14 Figure 5: The Average Productivity of Deposit Mobilizing Implementation of the Enterprise Customer department in X Branch and HCM City Region 15 Figure 6: Credit Balance of the Enterprise Customer Department in 2018 15 Figure 7: Productivity of Credit Activity in 2018 16 Figure 8: The NPL ratio of X Branch’s Enterprise Customer Department, X Branch and HCM Region’s Enterprise Customer Department 19 Figure 9: Loan Debt Ratio without Collateral of X Branch, the Enterprise Customer Department and HCM Region 21 Figure 10: Provision Expense of X Branch in 2018 22 Figure 11: Proportion of Provision Expense of X Branch and HCM Region in 2018 22 Figure 12: Total Profit after Deducting Provisions of X Branch and HCMC Region in 2018 23 Figure 13: The Rate of Implementing Profit Plan in 2018 25 Figure 14: ROA of X Branch and HCM Region in 2018 26 Figure 15: The Average Income of Some Commercial Banks in 2018 31 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department (LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department List of Diagrams Diagram 1: Organization of Operation of X Branch Diagram 2: A Model of Job Stress 29 Diagram 3: The Initial Cause – Effect Map 35 Diagram 4: Updated Cause – Effect map of Enterprise Customer Department 41 Diagram 5: Final Cause – Effect Map of the customer Department 47 Diagram 6: The Analysis Process of Employees’ Performance 52 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department of-training-on-the-job-training-method-and-off-the-job-methods/323692019 [updated 29th, April 2019; cited 2019 22 Poon JMLao Management training and development practices of Malaysian organization Malaysian Management Review 2000;4(2):77-85 23 Menguin J Why get people skills training? Worldpress.com Programmes2007 [ 24 Ehsan Saeed Idrees Yaqoot WSWMN, Mohd Faizal Mohd Isa Factors Influencing Training Effectiveness: Evidence from Public Sector in Bahrain ACTA universitaits Dnubius 2017;13(2):2-14 25 Challoo LKAMGPIJRL The Impact of Frequency on Achievement in Online Courses Journal of Interactive Online Learning 2011;10(3):1-9 26 Yanan H A Study On Training Factors And Its Impact On Training Effectiveness In Kedah State Developemnt Corporation, Kedah, Malaysia (Unpublished Master dissertation) Universiti Utara Malaysia 2011;4:65-78 27 Authur WJab, W Effectiveness of training in organizations: A meta-analysis of design and evaluation features Journal of Applied Psychology 2003;88(2):234-45 28 Juneja P Training of Employees - Need and Importance of Training https://www.managementstudyguide.com/training-of-employees.htm: MSG Content Team comprises experienced Faculty Member, Professionals and Subject Matter Experts; 2015 [updated July, 2015.] 29 Hoeckel K Cost and Benefits in Vocational Education and Training Personnel Management 2008;1(3):17 30 Tanveer A Impact of Training & Development on Employees' Performance in Banks of Pakistan European Journal of Training and Development Studies 2015;3(1):22-44 31 Swanson RAG, Gary D Forecasting the Economic Benefits of Training Training and Development Research Center: Project Number One Eric Magazine 198;1(1):21 32 Rahmah RLJaMJB Developing Employee Expertise Through Structured On- The - Job training (S-OJT): An Introduction to This Training Approach and The KNPC Industrial and Commercial Training 2012;44(2):75-84 33 Clements CJ Training: quantifying the financial benefits International Journal of Contemporary Hospitality Management 1995;7(1):10-5 84 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department (LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department 34 Punia BK, Kant S A Review of Factors Affecting Training Effectiveness vis-à-vis Managerial Implications and Future Research Directions2013 151-64 p 35 Andriotis N tips on setting realistic training objectives https://www.talentlms.com/blog/tips-set-realistic-training-objectives/:Talentlms Company; 2017 [ 36 Europe UNECF Compilation of Good Practices in Statistical Offices America: United Nations Econimic Commission For Europe; 2013 280 p 37 Boreham N, Samurỗay, R., Fischer, M (Eds.) Work process knowledge Openedition Journal 2002;2(1):244 38 Govinda Lingam NL, Lalesh Sharma Educational Reforms and Implications on Teachers' World of Work: Perspectives of Fijian Primary Teachers Australian Journal of Teacher Education 2017;42(1):18 39 Weber E Globalization, "Glocal" Development, and Teachers' Work: A Research Agenda Economic Journal 2017;2(1):36 40 Rep Evaluating Training Results Training & Development Journal 1996;2(1):559 41 Kirkpatrick D Training Evaluation Field Guide United States Kirkpatrick Partners, LLC.; 2011 January, 2011 132 p 42 Arthurs K Kaufman's Five Levels of Evaluation https://www.ehow.co.uk/info_8582553_kaufmans-five-levels-evaluation.html2017 [updated May 13, 2017 85 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department (LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department Appendix 86 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department (LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department 87 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department (LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department Appendix BUSINESS RESULTS OF VIETINBANK – X BRANCH in 2018 88 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department (LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department 89 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department (LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department Appendix BUSINESS RESULTS OF VIETINBANK – X BRANCH in 2017 90 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department (LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department(LUAN.van.THAC.si).poor.training.quality.in.vietinbank.–.x.branch’s.enterprise.customer.department