Improving the quality of card services at bank for investment and development of vietnam sogiaodich 1 branch

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - CAO LAN ANH IMPROVING THE QUALITY OF CARD SERVICES AT BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM – SOGIAODICH BRANCH NÂNG CAO CHẤT LƢỢNG DỊCH VỤ THẺ TẠI NH TMCP ĐẦU TƢ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH SỞ GIAO DỊCH LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH Hà Nội - 2017 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - CAO LAN ANH IMPROVING THE QUALITY OF CARD SERVICES AT BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM – SOGIAODICH BRANCH NÂNG CAO CHẤT LƢỢNG DỊCH VỤ THẺ TẠI NH TMCP ĐẦU TƢ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH SỞ GIAO DỊCH Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƢỜI HƢỚNG DẪN KHOA HỌC: TS PHẠM THỊ THANH HÒA Hà Nội - 2017 LỜI CẢM ƠN Tơi xin bày tỏ lịng biết ơn sâu sắc đến thầy cô giáo Khoa Quản trị Kinh doanh, Trường Đ ại học Quốc Gia Hà Nội, đặc biệt thầy cô đ ã truyền đ ạt cho nhiều kiến thức đ ã tạo điều kiện giúp thực luận văn Tơi xin bày tỏ lịng biết ơn chân thành đến TS Phạm Thị Thanh Hòa dành nhiều thời gian tâm huyết, tận tình hướng dẫn, bảo cho tơi suốt q trình thực đề tài Tôi xin chân thành cảm ơn Ban lãnh đ ạo Ngân hàng Thương Mại Cổ Phần Đầu Tư Phát Triển Việt Nam chi nhánh Sở Giao Dịch anh chị em phòng nghiệp vụ chi nhánh phòng giao dịch tạo điều kiện thuận lợi, giúp đỡ việc thu thập số liệu thông tin cần thiết cho việc nghiên cứu luận văn Tôi xin chân thành cảm ơn gia đình, bạn bè đồng nghiệp đ ộng viên khích lệ giúp đỡ tơi q trình học tập nghiên cứu ACKNOWLEDGEMENT I would like to express my deep gratitude to the teachers of the Hanoi school of Business and Management, Vietnam National University, especially the teachers who imparted to me a lot of knowledge and helped me Carry out this essay I would like to express sincere gratitude to TS Pham Thi Thanh Hoa has spent a lot of time, dedicated guidance, only told me during the course of the topic I would like to express my sincere thanks to the Board of Directors of Joint Stock Commercial Bank for Investment and Development of Vietnam – Sogiaodich Branch and for the siblings in the professional sections of branches and transaction offices who created favorable conditions Help me in collecting data and information needed for the study of this thesis I sincerely thank family, friends and colleagues for encouraging and supporting me in the process of study and research Hanoi, date 25 month year 2017 Student CAO LAN ANH TABLE OF CONTENTS ABBREVIATION i LIST OF FIGURES .ii LIST OF TABLES iii INTRODUCTION CHAPTER 1: OVERVIEW OF CARD SERVICES AND QUALITY OF CARD SERVICES OF COMMERCIAL BANKS 1.1 Overview of card services at commercial banks 1.1.1 Definition and characteristics of card services of commercial banks 1.1.2 The role and benefits of card services of commercial banks 1.1.3 Main activities of card services at commercial banks 1.2 Quality of card services at commercial banks 10 1.2.1 Definition of card service quality 10 1.2.2 The necessity of improving card operations of commercial banks .10 1.2.3 Evaluation models of card service quality at commercial banks 11 1.3 Experience in enhancing the quality of card services at some banks and lessons drawn for BIDV - Sogiaodich Branch .16 1.3.1 Experience of foreign banks 16 1.3.2 Experience of domestic commercial banks 18 1.3.3 Experience lessons drawn for BIDV – Sogiaodich Branch 19 CHAPTER 2: REALITY OF CARD SERVICE QUALITY AT BIDV – 21 SOGIAODICH BRANCH .21 2.1 Introduction of BIDV – Sogiaodich Branch 21 2.1.1 Foundation and development history 21 2.1.2 Operating model of BIDV – Sogiaodich Branch 22 2.1.3 Business results .22 2.2 Reality of the card service quality at BIDV – Sogiaodich Branch in recent years 24 2.2.1 Results of card business 24 2.2.2 Reality of card service quality at the branch in recent years 31 2.2.3 Reality of card service quality at BIDV – Sogiaodich Branch 36 2.3 Evaluation of the quality of card services at BIDV – Sogiaodich Branch .50 2.3.1 Achievements 50 2.3.2 Limitations and causes 51 CHAPTER 3: SOLUTIONS TO IMPROVE THE QUALITY OF CARD SERVICES AT BIDV – SOGIAODICH BRANCH 54 3.1 Developing orientations of card operations at the bank .54 3.2 Solutions to improve the quality of card services at BIDV Bank – Sogiaodich Branch 55 3.2.1 Investing solutions to improve facilities and demand meeting ability 55 3.2.2 Solutions to improve service deployment outcome 57 3.2.3 Solutions to complete the service providing process 59 3.2.4 Solutions to complete the management operation 60 3.2.5 Solutions to strengthen the brand image of the branch 62 3.2.6 Solutions to enhance responsibility with society and community 63 3.3 Reccomendations 63 3.3.1 Reccomendations to the State Bank 63 3.3.2 Recommendations to BIDV Head Office .64 3.4.3 Recommendations to the association of card issuing and payment banks 66 CONCLUSIONS, LIMITATIONS, AND CONTRIBUTIONS OF THE STUDY 67 REFERENCES .69 APPENDIX Abbreviation ACB ATM BIDV CVV EDC PIN POS i LIST OF FIGURES Figure 1.1: Research model of Parasuraman et al (1988) 11 Figure 1.2: Research model of Thai Van Vinh Devinder Grewal (2007) 12 Figure 1.3: Research model of Huynh Thuy Phuong (2010) .13 Figure 1.4: Research model of Nguyen Thi Kieu Linh (2009) 14 Figure 1.5: Research model of Lê Thị Thu Hương (2014) 15 Figure 1.6: Proposed research model 16 ii LIST OF TABLES Table 2.1: Business results of the branch in the stage of 2013 -2015 22 Table 2.2: Results of card service business 24 Table 2.3: Number of ATM cards at the branch 26 Table 2.4: Revenue from card services 28 Table 2.5: Number of international payment cards at the branch 29 Table 2.6: Revenue from international payment card services 30 Table 2.7: Some training activities of card staff at the branch 32 Table 2.8: Some advetising and marketing activities for card products 33 Table 2.9: Distribution system and management technology of card service business .34 Table 2.10: Common risks in card service business at the branch .35 Table 2.11 Results of the scale reliability testing .37 Table 2.12 Results of independent factor analysis .39 Table 2.13 Rotated component matrix of independent variables .40 Table 2.14 Results of dependent factor analysis 41 Table 2.15 Rotated component matrix of dependent variables 42 Table 2.16 Multiple regression analysis .42 Table 2.17 Regression coefficients 43 Table 2.18 Evaluation of resources 44 Table 2.19 Evaluation of outcome 45 Table 2.20 Evaluation of process .46 Table 2.21 Evaluation of management .47 Table 2.22 Evaluation of image 48 Table 2.23 Evaluation of social responsibility 49 Table 2.24 Evaluation of the quality of card services 50 iii Job Valid Student Officer Business man Other occupations Total Time to use the service Valid Under years From years 4-6 years Over years Total Descriptive Statistics NL1 NL2 NL3 NL4 KQ1 KQ2 KQ3 KQ4 KQ5 QT1 QT2 QT3 QT4 QL1 QL2 QL3 QL4 HA1 HA2 HA3 TN1 TN2 TN3 HL1 HL2 HL3 HL4 Valid N (listwise) Reliability Statistics Cronbach's Alpha 887 Item-Total Statistics Scale Item Deleted NL1 11.46 NL2 11.40 NL3 11.57 Item-Total Statistics Scale Item Deleted NL1 11.46 NL2 11.40 NL3 11.57 NL4 11.51 Reliability Statistics Cronbach's Alpha 901 Item-Total Statistics Scale Item Deleted KQ1 13.84 KQ2 13.89 KQ3 14.00 KQ4 14.07 KQ5 14.00 Reliability Statistics Cronbach's Alpha 916 Item-Total Statistics Scale Item Deleted QT1 10.88 QT2 10.81 QT3 10.74 QT4 10.63 Reliability Statistics Cronbach's Alpha 828 Item-Total Statistics Scale Item Deleted QL1 10.63 QL2 10.94 QL3 11.00 QL4 11.00 Reliability Statistics Cronbach's Alpha 865 Item-Total Statistics Scale Item Deleted HA1 7.40 HA2 7.60 HA3 7.55 Reliability Statistics Cronbach's Alpha 920 Item-Total Statistics Scale Item Deleted TN1 6.93 TN2 7.12 TN3 7.10 Reliability Statistics Cronbach's Alpha 852 Item-Total Statistics Scale Item Deleted HL1 10.84 HL2 10.82 HL3 10.75 Item-Total Statistics Scale Mean if Item Deleted HL1 10.84 HL2 10.82 HL3 10.75 HL4 10.78 KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy Bartlett's Test of Sphericity Approx Chi-Square Total Variance Explained Initial Eigenvalues Component Total 4.940 3.792 3.095 1.985 1.946 1.818 522 492 464 10 415 11 389 12 366 13 344 14 336 15 306 16 288 17 18 19 20 21 22 23 Extraction Method: Principal Analysis Rotated Component Matrixa Component KQ3 855 KQ5 851 KQ4 843 KQ2 838 KQ1 814 QT1 QT3 QT2 QT4 NL4 NL1 NL3 NL2 QL2 QL3 QL1 QL4 TN3 TN2 TN1 HA3 HA2 HA1 Extraction Method: Principal Component Analysis Rotation Method: Varimax with Kaiser Normalization a Rotation converged in iterations KMO and Bartlett's Test Kaiser-Meyer-Olkin Adequacy Bartlett's Test Sphericity Total Variance Explained Compo Initial Eigenvalues nent Total 2.772 502 382 343 Extraction Meth Analysis Component Matrixa Component HL4 851 HL3 832 HL2 824 HL1 823 Extraction Method: Principal Component Analysis a components extracted Correlations HL Pearson Correlation Sig (2-tailed) N NL Pearson Correlation Sig (2-tailed) N KQ Pearson Correlation Sig (2-tailed) N QT Pearson Correlation Sig (2-tailed) N QL Pearson Correlation Sig (2-tailed) N HA Pearson Correlation Sig (2-tailed) N TN Pearson Correlation Sig (2-tailed) N ** Correlation is significant at the 0.01 level (2-tailed) * Correlation is significant at the 0.05 level (2-tailed) Model Summaryb R Model R Square 847a 718 a Predictors: (Constant), TN, KQ, NL, HA, QL, QT b Dependent Variable: HL ANOVAb Model Regression Residual Total a Predictors: (Constant), TN, KQ, NL, HA, QL, QT b Dependent Variable: HL Coefficientsa Model (Constant) NL KQ QT QL HA TN a Dependent Variable: HL ... commercial banks 1. 1.2 The role and benefits of card services of commercial banks 1. 1.3 Main activities of card services at commercial banks 1. 2 Quality of card services at commercial banks... OF CARD SERVICES AND QUALITY OF CARD SERVICES OF COMMERCIAL BANKS 1. 1 Overview of card services at commercial banks 1. 1 .1 Definition and characteristics of card services of commercial... commercial banks 11 1. 3 Experience in enhancing the quality of card services at some banks and lessons drawn for BIDV - Sogiaodich Branch .16 1. 3 .1 Experience of foreign banks 16 1. 3.2