Customer relationship management in bank the case of vietinbank ’s hanoi branch

Cohort 2015– 2017 Master’s Thesis Customer Relationship Management in Bank – The case of VIETINBANK ’s Hanoi Branch Author: Dang Trung Hieu Supervisor: Nguyen Phu Hung Hanoi, September 2017 TABLE OF CONTENTS TABLE OF CONTENTS i LIST OF TABLES iii LIST OF FIGURES iii FOREWORDS iv CHAPTER INTRODUCTION OF DISSERTATION 1.1 The rationale of the thesis 1.2 Objectives of study .2 1.3 Questions of study 1.4 Scope of research 1.5 Methodology and Data 1.5.1 Methodology of the research 1.5.2 Description of Data, Population, and Sample 1.5.3 Tools of survey and analysis .3 1.6 Conclusions and Roadmap of Dissertation CHAPTER BACKGROUNDS OF VIETINBANK 2.1 Introduction of VIETINBANK 2.1.1 Listing .5 2.1.2 Structure 2.1.3 Performance 2.1.4 Labor .11 2.1.5 Market ranking 12 2.1.6 Scope of business 14 2.1.7 Core values 14 2.1.1 Targets 15 2.2 VIETIN BANK’s Hanoi branch 16 2.3 General challenges facing VIETINBANK in general, and Hanoi Branch in particular17 2.3.1 Operation risks 17 2.3.2 Credit risks 18 2.3.3 Market risk 18 2.4 Challenges facing VIETINBANK ’s Hanoi division office .19 2.5 Conclusions 20 CHAPTER LITERATURE REVIEW 21 3.1 What is Customer Relationship Management? 21 i 3.1.1 CRM concept 21 3.1.2 e-CRM 22 3.1.3 Benefits of CRM .23 3.1.4 The link between CRM and business performance 26 3.1.5 Criticisms of CRM 27 3.2 Factors affecting the implementation of CRM 28 3.3 Factors affecting the performance of the CRM 28 3.4 The evolution of CRM in banking .29 3.5 Conclusions 32 CHAPTER SURVEY RESULTS AND FINDINGS 33 4.1 Introduction 33 4.2 Results of survey 33 4.2.1 How you rate the overall quality of VIETINBANK service .34 4.2.2 How you rate the staff behavior? .34 4.2.3 How you rate quality of customer-care service 35 4.2.4 How you compare VIETINBANK with other banks 35 4.2.5 What is the credibility you perceive of VIETINBANK 36 4.2.6 Adequacy of CRM procedures 37 4.2.7 The necessity of CRM 38 4.2.8 The necessity to create a separate specialized CRM department 38 4.2.1 Quality of the staffs working on CRM 39 4.3 Discussions of survey results .39 4.4 Conclusions 40 CHAPTER RECOMMENDATIONS AND CONCLUSIONS 41 5.1 Summary of findings of the dissertation 41 5.2 The total approach to enhance building customer relationship that this thesis follows41 5.3 Recommendations to Enhance Customer Relationship Management at Hanoi Branch42 5.3.1 Making strategic Investment program in CRM 43 5.3.2 Solutions to enhance the quality of customer-care service .44 5.3.1 Solutions to enhance the adequacy of CRM procedures 47 5.3.2 Improving CRM’s IT infrastructure 49 5.3.3 Create an environment promoting CRM practices 50 5.4 Limit of the thesis .51 5.5 Conclusions 51 LIST OF REFERENCES 52 APPENDIX 54 ii LIST OF TABLES Table 2-1: List of Subsidiaries of VIETINBANK Table 2-2: Performance versus Obejectives Table 2-3: Major performance indicators 10 Table 2-4: VIETINBANK staff composition 12 Table 2-5: Performance of the Hanoi Branch of Vietin Bank 16 Table 3-1: Characteristics of e-CRM 22 Table 5-1: Projected Investment to CRM 43 Table 5-2: Requirements and projected costs of a specialized CRM analytical unit 45 Table 5-3: Expected investments on CRM software 49 LIST OF FIGURES Figure 2-1: Organizational structure of the VIETINBANK Figure 3-1: CRM relationship (source: Kubi and Doku) 24 Figure 3-2: Stages to implement CRM 30 Figure 4-1: Responders profiles 33 Figure 4-2: Overall quality rating of VIETINBANK services 34 Figure 4-3: Rating of staff behavior 34 Figure 4-4: Rating quality of customer-care service of VIETINBANK 35 Figure 4-5: The credibility you perceive of VIETINBANK 37 Figure 4-6: The necessity of CRM 38 Figure 4-7: Necessity to create a separate specialized CRM department 38 Figure 4-8: Quality of the CRM staff 39 Figure 5-1: Total approach to enhance CRM performance for the VIETINBANK’s Hanoi Branch 42 Figure 5-2: The support of internal staffs for creation of a new CRM department 45 iii FOREWORDS Today, banks are facing an aggressive competition and they have to make efforts to survive in a competitive and uncertain market place Many banks have realized that managing customer relationships is a very important factor for their success Customer relationship management (CRM) is a strategy that can help a bank to build long-lasting relationships with their customers and increase their profits through the right management system and the application of customer-focused strategies CRM in the banking sector is of strategic importance In this thesis, a descriptive case study of VIETINBANK is presented The aim of this thesis is to analyze the necessity, the design, and the implementation of CRM in VIETINBANK , identify the benefits, the problems, as well as the success and failure factors of the implementation and develop a better understanding of CRM impact on banking competitiveness as well as provide a greater understanding of what constitutes good CRM practices for VIETINBANK iv CHAPTER INTRODUCTION OF DISSERTATION 1.1 The rationale of the thesis In Vietnam, banking is a sector in fast development All commercial banks are conscious whether their existence and development depend on achieving customer, satisfying them, maintain their loyalty All commercial banks have regarded customers much like a top priority at all times in all their activities VIETINBANK is in a hard time of competition to retain customers from a number of newer banks VIETINBANK needs a strategic tool to identify the bank's most profitable customers and prospects, devotes time and attention to expanding account relationships with those customers through individualized marketing, repricing, discretionary decision-making, and customized service-all delivered through the various sales channels that the bank uses Today, many businesses such as banks, insurance companies, and other service providers realize the importance of Customer Relationship Management (CRM) and its potential to help them acquire new customers, retain existing ones and maximize their lifetime value At this point, close relationship with customers will require a strong coordination between sales and marketing departments to provide a long-term retention of selected customers Being top state bank in the past, VIETINBANK then did not have to struggle for acquiring new customers, because most of its customers are large state-owned enterprises Just serving these SOE customers could bring in enough revenues for VIETINBANK However, relative safe customer sources lead to poor product and service quality as well as poor customer services quality In addition, the number of state customers decline quickly in the last years, forcing VIETINBANK to redirect to a new source of customers that it does not have experience before the private small and medium enterprises and the individual/household customers VIETINBANK is behind other private banks in serving these customer groups, thus is losing parts of its customers to competitors This is the reason that this thesis will study the role of Customer Relationship Management in VIETINBANK and the need for Customer Relationship Management to increase customer value by using some analytical methods in CRM applications Under this VIETINBANK case study, I chose the topic: “Customer Relationship Management – the case of VIETINBANK’s Hanoi Branch” 1.2 Objectives of study The objective of this thesis is to investigate and evaluate CRM situation of VIETINBANK , understand the perception of VIETINBANK staffs on how to improve the situation, and to propose potential solutions or directions on building the capacity to meet with growing market requirements and to improve the internal performance 1.3 Questions of study What are the status-quo of VIETINBANK and how CRM is critical to the survival of VIETINBANK ? How has the VIETINBANK managed CRM? What are the focal points that the manager of VIETINBANK should consider to enhance the CRM? How to apply new approach to increase the performance of managing customer relationship? 1.4 Scope of research The dissertation will limit its attention on the matters of CRM in the Hanoi Branch of the VIETINBANK Due to the difficulty of data, the thesis will collect data only for the year 2015 to now 1.5 Methodology and Data 1.5.1 Methodology of the research Thesis will first a literature review of CRM Then, from the literature review, it creates a framework model to analyze drivers for CRM Using that model over primary data, I specify the challenges VIETINBANK is facing in managing CRM The thesis expects to conduct survey using data mining tasks such as cluster profile analysis, concept description, and deviation detection The surveys would target specific customer populations segments, not all 1.5.2 Description of Data, Population, and Sample The thesis also analyzes secondary data collected from academic journals, websites, and governmental offices to draw a comprehensive picture of the whole banking industry and assess the comparative competence of the VIETINBANK ’s CRM in this context Lessons drawn from literature will serve as basis for recommending solutions to enhance the CRM performance for VIETINBANK My targeted surveyees include:  Current customers;  Internal personnel;  Internal managers Though it would be much better to categorize customers into individual and business subgroups, due to time and financial constraints, I did not 1.5.3 Tools of survey and analysis The dissertation is going to use the following tools for survey and analysis  Google form for online questionnaire  Survey in paper form 1.6 Conclusions and Roadmap of Dissertation After the first chapter of introduction, we an analytical review of the VIETINBANK in the Chapter 2, the literature review on the CRM management in Chapter The Chapter describes data results from the survey, analyses and discusses the findings Finally, the Chapter recapitulates the findings and contributions of the dissertation CHAPTER BACKGROUNDS OF VIETINBANK 2.1 Introduction of VIETINBANK VIETINBANK was established on 26/03/1988 after its separation from the State Bank of Vietnam in accordance with Decree No.53/HDBT by the Ministers Council Being one of the four largest State-owned commercial banks of Vietnam, VIETINBANK ’s total assets account for over 20 percent of the market share of the whole Vietnamese banking system VIETINBANK ’s capital resources keep on increasing over the years and have been substantially rising since 1996 with the annual average growth of 20 percent, especially up 35 percent a year against that of last year VIETINBANK has developed an operations network comprising of 155 branches, over 1.000 transaction offices, established correspondent relationship with 900 banks, financial institutions of 90 countries and territories all over the world (VietinBank, 2017, p 9) Vision of VIETINBANK is to become the leading financial and banking corporation in Vietnam that operates in diverse areas, as well as provides products and services that conform to international standards, aiming to improve the values of life VIETINBANK focuses on Core Values Customer-oriented operations VIETINBANK has gone over 28 years of incorporation and development (VietinBank, 2017, p 9) Phase l (1988 – 2000): Established and transformed into a two-tier bank, officially put Vietnam JSC Bank for Industry and Trade into operation Phase II (2001 – 2008): Successfully implemented the organizational restructuring project, targeting debts handling, general policies & mechanisms and business operations Phase III (2009 to present): Successful launched IPO and conducted a complete system innovation towards modernization and standardization in all aspects of banking activities; converting organization model and corporate governance in accordance with international standards and practices VIETINBANK operates with the Business Philosophy of:  Safe, effective and sustainable  Loyal, dedicated, passionate & committed, wise and principled  The prosperity of VIETINBANK customers is VIETINBANK ’s ultimate success 2.1.1 Listing According to the Annual report of VIETINBANK (VietinBank, 2017, p 9), VIETINBANK stock has been officially traded on Ho Chi Minh City Stock Exchange (HOSE) since 16/07/2009 Type of share: Ordinary shares Securities Code: CTG Par value per share: VND 10,000 Total number of shares: 3,723,404,556 shares (as at 31/12/2016) 2.1.2 Structure As a commercial bank, the structure of VIETINBANK is quite simple The departments are divided duties, powers, functions and their expertise They usually are mutual assistance in approaching customers, under the direction of bank’s manager The decisions are made by both department’s manager and transaction office’s manager The human resource distribution situation VIETINBANK in recent years has changed much In addition, with the extension of VIETINBANK ’s system and the development of branch also change about the structure annually such as turning to widen out, having more departments, firing or hiring new employees depend on the requirements of the job and the ability of staff to meet the new demands and requirements Today, the structure of VIETINBANK is described as diagram below According to the official websited of the bank, the VIETINBANK has independent accounting subsidiaries, including VIETINBANK Leasing Company, VIETINBANK Securities Company, VIETINBANK Asset Management Company, VIETINBANK Insurance Company, VIETINBANK Fund Management Company, VIETINBANK Gold and Jewellery Figure 5-1: Total approach to enhance CRM performance for the VIETINBANK’s Hanoi Branch 5.3 Recommendations to Enhance Customer Relationship Management at Hanoi Branch By identifying its challenges, VIETINBANK can find out some solutions to be able to deliver the right information at the right time to the right people and specially help Hanoi branch increase the number of customers, earn more revenues, and reduce simultaneously all costs of VIETINBANK ’s activities This thesis suggest many solutions, which are presented in the following sections 42 5.3.1 Making strategic Investment program in CRM As shown in the literature review, empirical evidence show that establishing CRM has clear positive relationship with business profitability and performance Over the world, the rise in popularity of CRM is phenomenal Invest in CRM as strategic approach would help to improve shareholder value through developing appropriate relationship with key customers and customer segments that unites the potential of information technology and relationship marketing strategies to deliver profitable long term relationship That shows bank’s desire for stronger customer focus and demonstrates senior management recognition that better relationship can improve bank’s performance The investment should lead to a business strategy and modes of operation deployed to maintain and develop relationship with profitable customers and manage the cost of doing business with less profitable customers Thus, it requires improving processes of identifying, attracting, differentiating and retaining customers, and that requires a lot of investment in terms of human, financial, and time resources Specifically, the investment may include: Table 5-1: Projected Investment to CRM Item Projected Action Cost CRM operations design $20 K redesign processes, regulations, rules, standards CRM MIS software $50 K (Excel-based) IT infrastructure $10 K PCs, networks, connection Data collection $20 K Both internal and external data CRM staff can resort to the use of external data (which can never be as personal or effective) Training TOTAL EXPECTED $5 K Staff development $105 K COST OF INVESTMENT 43 5.3.2 Solutions to enhance the quality of customer-care service As found in the survey (see 4.2.3), 27% of customers rate the quality of customer care under average This is dangerously high In order deal with this matter, VietinBank may apply solutions below 5.3.2.1 Building a strong Customer-centric Strategy to enable CRM and develop customer loyalty Customer Relationship Management (CRM) requires a customer-centric focus and strategy that aligns business strategies with customer needs to generate profit through maximizing customer lifetime value Many business managers implement CRM technology without addressing the customer-centric strategic orientation that must be present for CRM to be successful As the Literature Review has examined, many banks emphasize customer-centric business strategy as a foundation and a facilitator for customer loyalty The Strategic CRM as the development of customer centric business culture with operational CRM representing the automation of customer facing part of the business while analytical CRM is concerned with exploiting customer data to enhance both customer and bank value Specifically, the strategy should meet the following: Requirements  Purposes Able to classify customer into group of  Required similar characteristics application of common action package for the cost-effective for a group of customers  Able to data-mine  To understand large group of data  Able to understand customer  Required to design personalized package for each customer 5.3.2.2 Build a CRM department within the Hanoi Branch This action is expected to get specialized team to conduct relationship development and maintenance job If a selling staff has to multiple tasks at a time, he or she may not be able to deliver the best performance The separated CRM office would also help as independent source of information for the managers to make informed decisions 44 In fact, this solution is also reflected in the opinions of internal employees The survey shows that 58% of staffs asked consider it is necessary to create a separated and independent CRM department to control the CRM operations (see 4.2.8, page 38) That acceptance means that the unit would perform well since they get the supports from the whole Hanoi Branch Figure 5-2: The support of internal staffs for creation of a new CRM department With regard to the current size and the workloads of the Hanoi Divisional Office, the unit should meet the following requirements: Table 5-2: Requirements and projected costs of a specialized CRM analytical unit Requirement Expected Investment Cost and operation costs Size of unit 30 staffs, including operation costs: $45 K/month IT: Data-mining: Analytical: Contact customers 25 Equipment 35 Desktop computers Investment: $50 K separated Server Monthly operational cost $5 K 45 Requirement Expected Investment Cost and operation costs Printers 25 phone station Utility cost: $1 K Office TOTAL Investment: $50 K Operations: $60+ K/month 5.3.2.3 Build a specialized CRM analytical unit of team As reviewed in the literature, analytical capability of the CRM is critical (see page 23) The Hanoi Branch must focuses on using technology to process and make sense of large amounts of customer data The analysis require data mining which is very demanding over the big-data the bank has To fulfill the job, the Hanoi Branch of VietinBank should establish a new specialized analytical CRM team or unit This unit would help to analyze large amount of data to understand attributes of customers, demands of customers, then categorize them into more homogenous group to serve better, increasing the efficiency while reducing costs 5.3.2.4 Benchmarking for performance Establish benchmarking system is to force compliance and promote performance Key Performance Indicator (KPI) is a tool for managing performance in financial organizations, especially banks (Chen & Li, 2006; Foss & Stone, 2002) In designing the Benchmarking system, VietinBank Hanoi Branch should meet the following requirements: The KPI system should be based on relevant statistics KPI system should start with the current level of operations and orient toward the better KPIs of competing banks VietinBank must have a long-term plan to put it in place, with pilotage period Don’t apply the system in sudden without testing its effects as well as the reaction of employees VietinBank must give employees time to reach the targeted performance 46 The KPI system should have clear explanation for employees to understand and accept it Expected costs to implement this measure is 20,000 USD 5.3.2.5 Creating online customer satisfaction rating For most companies, customer satisfaction ratings can have powerful effects Firstly, they help focus employees on the importance of fulfilling and exceeding customer expectations Secondly, when satisfaction ratings dip, they warn of potential problems that can affect future revenue (Ramendra Thakur, 2016) Customer satisfaction metrics assist with understanding exactly how happy (or unhappy) customers are A research from Financial Times found that most of unhappy customers did not complain, but they simply actually leave and never come back This shows how important it is to understand and use customer satisfaction surveys to adjust quickly the system to not make customers angry The online system can be made free in Google form, or can be made easily by IT service of the bank The latter is more preferred for the whole system for its protection of privacy, but the former is cheap and more relevant to the size and working level of the VietinBank’s Hanoi Branch 5.3.1 Solutions to enhance the adequacy of CRM procedures As found in the survey regarding to Adequacy of CRM procedures, 32% staffs consider the current CRM procedures inadequate (see 4.2.6, 4.2.8) Following are the potential measures to solve the issue 5.3.1.1 Improving or Redesign CRM operations The composition of VietinBank’s customer base is changing quickly recently Started as a state-owned bank, initially, most of VietinBank customers are state-owned enterprises Only in recent years, Vietinbank extend its services to retail sectors, households, and private firms Obviously, the old regulations can no longer fit with more diversified customer categories Therefore, for each of customer groups, Vietinbank must design separate rules and standardized regulation and procedures The redesign of CRM operations must have participations of staffs who are in charge of contacting customers In addition to regulations, 47 procedures, it is also needed to have practical guides for staffs, as well as designed programs to train staffs to operationalize new materials This action would help to increase the operational capacity of the CRM staffs 5.3.1.2 Create e-CRM operations as a new channel faster to communicate The advantages of an e-CRM implementation to VIETINBANK is service interaction marketing include (i) quick service/response time, (ii) two-way interaction service relationships, and (iii) the ability to provide service for customers from anywhere at any time In order to so, VIETINBANK has to invest from three perspectives Technology perspective 1.1 IT-based to get higher capacity 1.2 Multiple interaction points with the organization 1.3 Easy to use 1.4 Contact with data visualization 1.5 Cost saving Business perspective 2.1 Delivery of the right product and service at the right time through the right channel 2.2 Produce personalized and customizable product and services Customer perspective 3.1 Channels for customers to provide feedback 3.2 Establishment of customer trust in CRM systems The integration of e-CRM into the system would help to (i) improve customer awareness and perceptions, (ii) increase value and frequency of transactions, and (iii) satisfaction and loyalty of online customers Once VIETINBANK has implemented e-CRM, it can expect large gains in the areas of customer relationship quality and relationship outcome 5.3.1.3 Creating Mobile Customer Relationship Management Today, mobile service plays a necessary role for employees, customers, partners in order to connect VIETINBANK with one of them If VIETINBANK owns a mobile Customer Relationship Management strategy, it may be substantially enhance staff productivity, boost 48 collaboration with partners, increase customer satisfaction and finally decrease the cost of operation and multiply bank’s profit This investment require outsourcing to a third party, thus the actions and costs involved cannot be projected solely by VIETINBANK 5.3.2 Improving CRM’s IT infrastructure 5.3.2.1 Increasing budget for the CRM Software Providing more budgets to make sure the CRM software highly intuitive, easy to use for staffs, and salespeople can see all the relevant data, leads, contacts, connection, accounts and connected accounts, and opportunities that they need Of course, VIETINBANK should pay attention to and allocate a relevant portion of CRM budget towards integration, because the duplicating data between email, calendar and sales management systems will nothing but confuse the already stressed out sales persons The software may include: Table 5-3: Expected investments on CRM software Action  Centralized Expected Costs Expected benefits $15 K Inform Database decisions of managers; Filter customers of customers by purposes  $15 K Standardize Data collection data by attributes  $20 K Workstations for specialized Application staffs working altogether to share knowledge $50 K Total cost 5.3.2.2 Improving the CRM Software As learnt from the literature review, the first and the foremost thing is that VIETINBANK should make Customer Relationship Management software become easy to use and both internal customers and its employees VIETINBANK should just display any information that is related to the main information needing to get customers back and filling Customer 49 Relationship Software This helps better screen and makes it easy in helping manage confidentiality/ privacy/ security issues with customer data In addition, VIETINBANK should focus on training all employees to constantly make use of the Customer Relationship Management software effectively, for example, by opening classes or teaching directly staffs on the system for maximum results 5.3.3 Create an environment promoting CRM practices 5.3.3.1 Creating VIETINBANK ’s CRM Communities As learnt from literature review, a culture of appreciating customer relationship is very important to align employees to same behavior styles when working with customers Having some customers, they sometimes show their experiences about products and services to maximize the useful things and minimize the bad products into society A forum of housewives is a typical example They usually discussed on organic products and shared the best store’s address on forum And this store was best-selling in this method And VIETINBANK Ha noi should this and then post its products or services or feedbacks It is also the useful way to popularize products and services, strengthen brand name and extend image around country 5.3.3.2 Training Staffs at professional workshops and abroad Findings from the survey section Quality of the staff (4.2.1, page 39) shows that the staffs working in areas of building relationship with customers shows that that staffs not have enough skills to perform the job at expected statisfaction Bringing employees to banks overseas to learn practical lessons should be one of solutions to improve CRM of Hanoi Branch With the development of modern technology, staffs will be trained at the best lesson at work, rather than at textbook, so that their skills in using CRM already update at higher level After coming back to Vietnam, they can disseminate all knowledge and experiences to other learners and make CRM be used effectively Without training, implementing new CRM software will not much to increase productivity Budget and plan for comprehensive training sessions and make sure VIETINBANK ’s staff understands how the CRM software fits the VIETINBANK ’s overall strategy 50 5.4 Limit of the thesis The thesis has certain limits Due to time and financial limits, the survey did not get the amount of responses as expected Few responses may make the analysis fail to reflect correctly current situation The other limit is in the proposal of improving IT infrastructure As I not have IT background, I cannot discuss this solution in depth However, 5.5 Conclusions Above are major solutions to improve the performance of CRM of VIETINBANK The recommendations are all based on a careful review of experience from other banks and companies The solution also get supports from internal workforce Hopefully, this thesis would provide VietinBank managers with a good source of reference 51 LIST OF REFERENCES Chen, Y., & Li, L (2006) Deriving information from CRM for knowledge management-a note on a commercial bank Systems Research and Behavioral Science, 23(2), 141+ Ciprian Matiş, L I (2014) Customer Relationship Management in the Insurance Industry Procedia Economics and Finance, 15, 1138-1145 Dyché, J (2001) The CRM Handbook: A Business Guide to Customer Relationship Management 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Journal of Business Research, 69(10), 4095-4102 52 Rana Saifullah Hassan, A N (2015) Effect of Customer Relationship Management on Customer Satisfaction Procedia Economics and Finance, 563-567 Ryals, L a (2001) Customer relationship management in financial services: towards information-enabled relationship marketing Journal of Strategic Marketing, 9, 3-27 Shum, P., Bove, L., & Auh, S (2008) Employees' affective commitment to change: The key to successful CRM implementation European Journal of Marketing, 42(11/12), 13461371 State Bank of Vietnam (2014) Financial Sector Assessment Retrieved from State Bank of Vietnam: http://webcache.googleusercontent.com/search?q=cache:2zY6bCf2mQ8J:www.sbv.go v.vn/webcenter/contentattachfile/idcplg%3FdDocName%3DSBV281196%26filename %3D282964.pdf+&cd=2&hl=vi&ct=clnk&client=firefox-b-ab Swift, R S (2001) Accelerating Customer Relationships: Using CRM and Relationship Technologies Prentice Hall Professional The WorldBank group (2014) Taking Stock - An update on Vietnam's recent economic development Washington DC: WorldBank VietinBank (2017) Annual report of VietinBank Hanoi: VietinBank 53 APPENDIX Survey form 54 Staff 55 56 ... The VIETIN BANK? ??s Hanoi branch is the subject of study of this thesis The Hanoi Branch is one of the largest regional branch of VIETINBANK The performance of the Hanoi Branch of VIETINBANK is... According to the official websited of the bank, the VIETINBANK has independent accounting subsidiaries, including VIETINBANK Leasing Company, VIETINBANK Securities Company, VIETINBANK Asset Management. .. making units, including VIETINBANK Information Technology Center, VIETINBANK Card Center and VIETINBANK Training Center Figure 2-1: Organizational structure of the VIETINBANK VIETINBANK branch network