Improving the customers’ satisfaction in vietin bank dinh tien hoang branch

Trần Quang Anh 15H725C FOREWORD CHAPTER 1: INTRODUCTION 1.1 The neccessity of Thesis 1.2 Objective of the Thesis … ……………………… 1.3 Subject and Scope of Thesis .… …………….… 1.4 Research Method …………………………… 1.5 Contribution of Research .…………………………… CHAPTER 2: LITERATURE REVIEW 2.1 Service 2.1.1 The concept of service 2.1.2 Characteristics of service 2.2 The quality of service 10 2.2.1 The concept of the quality of service 10 2.2.2 Factors affecting the quality of service 11 2.3 Customers' satisfaction 11 2.3.1 Customers' satisfaction 11 2.3.2 The relationship between quality of service and the satisfaction 12 CHAPTER 3: METHODOLOGY 13 3.1 Research framework………………………………………………… ……… 13 3.2 Surveyed process………………………………………………………………….14 CHAPTER 4: DATA ANALYSIS………………………………………………………16 4.1 General introduction…………………………………………………………… 16 4.1.1 Introduction of Vietinbank…………………………………………………… 16 4.1.2 Branches' organization……………………………………………………… 16 4.1.2.1 Organization chart 16 4.1.2.2 Human resource 21 4.1.3 Branches' performance ………………………………………………… … 23 4.1.3.1 Business performance 23 4.1.3.2 Other performance 26 4.2 Research result……………………………………………………………………26 4.2.1 Description analysis……………………………………………………… 26 4.2.2 Confirmatory factor analysis………………………………………………28 Trần Quang Anh 15H725C 4.2.3 Pregression analysis………………………………………………………… 30 4.2.4 Exploitation study…………………………………………………………….32 4.3 Assessment of customers' satisfaction………………………………………… 33 4.3.1 Customers' expectation…………………………………………… …… 33 4.3.2 Customers' satisfaction…………………………………………………….34 4.3.3 Maintaining branches' customers………………………………………… 41 CHAPTER 5: SOLUTION FOR IMPROVING CUSTOMERS' SATISFACTION IN VIETINBANK - DINH TIEN HOANG BRANCH……………………………………44 5.1 Solution for improving customers' satisfaction……………………………… 44 5.2.1 Professional Skills 44 5.2.2 Service quality improvement 45 5.2.3 Feedback 46 5.2.4 Information 47 5.2.5 Accessibility 48 5.2.6 Reliability 48 5.2 Direction for developing services of Vietinbank Dinh Tien Hoang branch in the period of 2016 – 2020…………………………………………………………… 48 5.3 Proposal to Vietin Bank head office ………………………………………… 50 5.3.1 Capital – Capital mobilization 50 5.3.2 Great services development and exploitation of standing service production having advantages 50 5.3.3 Internet technology and technology application to service production 51 5.3.4 Network development 51 5.3.5 Human resource 51 5.3.6 Operation management 52 CONCLUSION 53 LIST OF REFERENCES 54 APPENDIX 1: CODE TABLE OF SCALE 55 APPENDIX 2: OFFICIAL SURVEY TABLE 57 Trần Quang Anh 15H725C TABLE LIST Table 1.1: Calculation of the number of staffs in the branches between 2011 – 2015……21 Table 1.2: Capital mobilization during 2011 – 2015……… …………………………… 23 Table 1.3: Results of credit performance in Dinh Tien Hoang branch during 2013-2015 24 Table 1.4 Credit growth during 2011 – 2015……… ……………………………………25 Table 1.5: Calculation of customers’ gender……… …………………………………….26 Table 1.6: Descriptive Statistics of services time usage……… ………………………… 27 Table 1.7: Descriptive Statistics of the number of services customers use……………… 27 Table 1.8: Result of assessing scale’s reliability ……… ……………………………… 29 Table 1.9: The interretate audited results among variables………… ……………………30 Table 1.10: Result of analysis ………………….…………………………………………31 Table 1.11: Result of assessing multicollinearity…………………………………………32 Table 1.12: Descriptive Statistics of factors assessing the scale of satisfaction………… 33 Table 1.13: Customers’ satisfaction……………………………………………………….34 Table 1.14: Descriptive Statistics of factors assessing reliability…………………………35 Table 1.15: Descriptive Statistics of factors assessing feedbacks……………………… 38 Table 1.16: Descriptive Statistics of factors assessing skills…………………………… 38 Table 1.17: Descriptive Statistics of factors assessing approach………………………….39 Table 1.18: Descriptive Statistics of factors assessing information……………………….41 Table 1.19: Descriptive Statistics of factors assessing services quality………………… 41 Trần Quang Anh 15H725C FIGURE LIST Figure 1.1: The chart of Vietin Bank Dinh Tien Hoang branch’s organization……… 17 Figure 1.2: The number of staffs in branch during 2011 – 2015………………………22 Figure 1.3: Human resource structure according to age……………………………… 22 Figure 1.4 Human resource structure according to study level……………………… 23 Figure 1.5 Profits from services during 2011 – 2015…………………….27 Trần Quang Anh 15H725C FOREWORD The increasing changes of the world’s economy along with the deeper global’s economy integration creates more opportunities as well as challenges for businesses desiring to confirm their position in the market The successive crisises made the economy get involved in troubles Real estate market and stock market in Vietnam has not given any sign of recovery, businesses have faced with a lot of difficulties like: Much inventory, low consumption, significantly reducing businesses’ liquidity capacities Besides, financial market is approaching crisis bottom, businesses participating in financial sector, especially commercial banks dealing with a plenty of problems: Which direction for their survival? How to have a stable position in the market? How to confirm the name and brand? And in this fierce competition, customers are the decisive factor for the survival of businesses in general and banks in particular The banks which draw more attentions and confidence of customers will survive and develop Therefore, customer centric strategy wins the favor of banks And the question: how to attract more customers to the bank, make them rely and feel pleased to use its services is the thing which banks are trying to achieve As one of the first commercial banks in Vietnam, Vietin Bank always confirms its more competitive advantages in comparison with other banks During the process of building and growing up, Vietin Bank is always aware of the importance of customers to their existence and development The application of quality management system according to the criteria of ISO 9000 indicated the great cares from the board of directors of banks to their service quality Vietin Bank - Dinh Tien Hoang branch is a long standing one with a lot of experience as well as its staff’s constant efforts and is regarded as one of the top branches of Vietin bank system Dinh Tien Hoang branch has won the favor of customers with its professional services as well as enthusiasm For a great development of Vietin Bank, customers’ satisfaction is the key goal The study of customers’ satisfaction has to be conducted regularly to meet the customers’ demands The topic: “Improving the customers’ satisfaction in Vietin Bank – Dinh Tien Hoang branch” is conducted to assess the scale of customers’ satisfaction when using the bank’s services Therefore, more effective solutions will be given to improve their pleasance The structure of the thesis including: Chapter 1: The necessity of Research Thesis Chapter 2: Literature review Chapter 3: Methodology Chapter 4: Data analysis Trần Quang Anh 15H725C Chapter 5: Solutions for improving customers’ satisfaction in Vietin Bank Dinh Tien Hoang branch Although the thesis has got many concerns and supports from lecturers and staffs from the branch, it can not avoid mistakes Therefore, I highly appreciate your contributions and supports for its completion Yours faithfully! Student Tran Quang Anh Trần Quang Anh 15H725C CHAPTER 1: INTRODUCTION 1.1 The necessity of Thesis Nowadays, the trend of globalization, international and regional economic integration is taking place strongly, with the development of science and technology and opening market, in the banking field, there has been fierce competition between Government Banks, Joint-Stock Commercial Banks and Foreign Banks provide banking services in Viet Nam’s market In this fierce competitive environment, customers are the decisive factor in the survival of the bank The bank that gets the concern and the loyalty of the customer will win and grow Customer-focused business strategy is becoming the most importance How to give customers the best satisfaction is always the problem that banks must try their best to perform with all their abilities In addition, the satisfaction of customer will be helpful to create loyal customers that are essential to maintain regular activity of Banks This means the responsibility for developing and maintaining relationship with the customer, making the customer satisfied is the bank’s Banks must be active in maintaining and developing this relationship Therefore, researching the satisfaction of customer to bank is an important task, which must be carried out regularly and continuously, to be able to respond promptly changes in their demands so that we can serve better our customers and make them satisfied when using the services and products of the bank The thesis "Assessing Factors Affect bank’s customers satisfaction" was perfomed not out the above purpose and the student hope to receive more comments to improve the research 1.2 Objective of the Thesis Identify the customer's desire to the bank Create a research model that measures the satisfaction of customers based on understanding the factors that affect the customers’ satisfaction Assess the level of satisfaction of customers for products and services of bank Recommend some solutions to improve customers’ satisfaction to the bank 1.3 Subject and Scope of Thesis 1.3.1 Subject of Research Customers’ satisfaction of Vietin Bank Trần Quang Anh 15H725C 1.3.2 Scope of Research The space of scope: Viettin Bank, Dinh Tien Hoang Branch The duration of scope: Data collection from 2011-2015 1.4 Research Method Investigation, data collection from the following sources: Questionnaire from customers, interview results from employees, bank leaders, some documents about service, quality of service, reporting data of Viettin Bank Studying the factors affect the satisfaction and loyalty of customers in general and from which, recommend, suggest to help Viettin Bank in particular 1.5 The practical meaning of thesis Thesis determines the factors that affect the customers’ satisfaction in a more complete and accurate way From there, the bank will have the appropriate improvements to increase the efficient operation of the bank and help customers always feel satisfied when using services or products of the bank Research results are the basis for the deployment of new products and services to respond the requirement of customers Based on the research of the satisfaction of customer with the services of Viettin Bank, Dinh Tien Hoang Branch recently, student will suggest some measures to improve customers’ satisfaction Trần Quang Anh 15H725C CHAPTER 2: LITERATURE REVIEW 2.1 Service 2.1.1 Service concept Services are activities and results that a party (seller) can provide to the other party (buyer) and is essentially non-proprietary Service can be attached or not attached to a physical product ( “Service (economics) – www.wikipedia.org ) In fact, the offer offered by a business can range from a pure item to a pure service For specific items such as soap, toothpaste or kitchen salt, no service is required A service-specific item is one plus one or more services to increase the likelihood of attracting buyers, especially for tangible products with sophisticated manufacturing and technology For example, a car manufacturer sells cars with warranty service, instruction for use and maintenance, delivery according to buyers, etc These services can be provided by the manufacturer or by a Intermediary specialized in that service business An item consists of a main service that includes smaller items and services For example, an airplane passenger is buying a carriage But the trip also included a number of specific items, such as food, drinks and an airline magazine After the same item can be a pure service For example, a psychotherapy or curling Psychotherapists provide only a single service, and the only specific thing is a clinic or a massage machine Thus a product of a business can be a specific item or service, and may include additional services 2.1.2 Characteristics of the service The service has basic characteristics different from other tangible products, such as invisibility, inseparability from origin, quality uncertainty In most manufacturing industries, the product is packaged and transported through intermediaries, agents, wholesalers, retailers and end-users For services, consumers may have to go to where the service is "created." That is, the service is sold or provided to customers before they feel the real benefit of it This makes customers feel desperate to buy services, so to purchase a service or product with service, customers must be fully informed what they will have in their entirety of the process of buying and using a product or service Therefore, the propaganda, advertising plays a very important role to guide customers to decide to buy a service Trần Quang Anh 15H725C The service is basically not specific, so it is easy to imitate This makes the competition more intense and that is the main challenge of service marketing A service can be provided by many organizations, so marketing-mix solutions are also affected by the policies of the organizations that the business associates to provide services to customers A very basic characteristic of the service is its inseparability In most cases, services are produced and consumed simultaneously, and are only completed along with the completion of consumer consumption If there are no customers yet, there is no system to create the service Because services are provided by different providers, at different times and locations, and with customer interference in service creation, service instability has created service instability It is therefore difficult to check in advance the quality of service and this has caused difficulties in quality management of the service Another very important feature is service mix, which requires a high degree of synergy and synchronicity, which is a rational structure consisting of many related services, complementing each other in the process of creating benefits for the customer The coordination of these services together at different levels and structures will form different service arrangements The problem is that every business needs to know how to combine those different types of services to create a complete set of services that are tailored to their strengths and meet the needs of their needs Demand is specific to each target market that the business has chosen On the other hand, because the market is constantly changing, it is imperative for businesses to design a service structure so that they can flexibly adjust to changing needs and tastes of their customers to avoid waste New service plans are often expensive 2.2 Service quality 2.2.1 Quality of service concept Quality of service is an important factor for the survival and development of any commercial bank ( Zeithaml et al 1996; Wirtz et al 2008) The research on the quality of banking services has been carried out for many years, resulting in both theoretical and practical developments, particularly the development and validation of service quality scales in the banking sector in many different countries in the world 2.2.2 Factors affecting the quality of service Quality of service is not formed from many different factors It can be said that it is a multi-faceted concept Parasuraman et al (1985) outlined ten aspects of service quality 10 Trần Quang Anh 15H725C increase capital from publishing middle and long term bonds Furthermore, VIETIN BANK can even strive to increase finance ability through focusing and improving working quality, actively create added capital source and charter capital by saving internally, profit fund left, risk prevention fund after minusing yearly loss • Open more transaction network to districts in the country and bank agency network abroad In the present VIETIN BANK network has covered all cities and provinces and some countries in the world like Russia, Cambodia, Mianma… In order to have an effective working network, need to concentrate on increasing developing the network in industrial zones, urban areas, new residential area… because these are the places that round up the most needs for using bank service 5.1.6 Reliability VIETIN BANK is known as a bank serving investment and development in Viet Nam with an experienced and enthusiastic to customer workforce To consolidate their trust and belief to the bank, VIETIN BANK needs to maintain and promote further these advantages: • To establish a good image of VIETINBANK in customers’ heart with the unification from the leaflet, logo, slogan, the general design of headoffice, interior decoration in workplace as well as types, service quality and transaction manner of employees The advertising must also be done synchronously and consistently in entire system • To respect commitments with customers and always for business efficiency of customers • To promote social and community contributions such as carrying out the scholarship fundraising programs, organizing the collective sports activities for charitable purposes and sponsoring public projects, etc 5.2 Direction for developing services of Vietinbank Dinh Tien Hoang branch in the period of 2016-2020 The goal of VIETIN BANK Board of leaders is trying to bring VIETINBANK to be of the 20 most qualified, effective and trustworthy Banks in South East Asia in 2020 In order to reach that goal, the Bank’s Board of leaders in general and Dinh Tien Hoang branch’s Board of directors in particular has built a development strategy including: VIETIN BANK’s strategy from 2011-2015 and vision to 2020 is trying to become of 20 top qualified, effective and trustworthy banks in South East Asia in 2020 It specifically focuses in 03 strategic steps: Complete professional and effective organizing model, business processes, management 48 Trần Quang Anh 15H725C regulation, authorization and cooperating among units to reach to product and customer following the best international routine Quickly develop high quality human resource based on using and developing professionals domestic and international as core force to develop stablely and steadily Improve exploiting ability, apply technology in bank business to free work force, and increase the spreading of science and technology to every business activity of VIETIN BANK ➢ So as to achieve the Bank’s goal from 2011-2015, the Board of directors of the branch brought out purpose and business mission of the branch in 2016, in details: • Credit activity: - Focus on dealing with bad debts and potentially risky debts that have the tendency to turn to bad debts (including the possibility of applying edited regulations like Regulation 493/QD-NHNN about debt classification), decrease 2nd group debts, hanging interests, drattedly retrieve off board debts - Tightly control suitable credit growth in direct of - Large customer group (over 100 billions of account outstanding): Focus on evaluate correctly customer’s situation, identify clearly each customer’s Credit limitation, increase maximum asset to react actively if there is risk - Develop account outstanding for customer who works effectively and has potential to develop well - Resolutely reduce account outstanding from difficult customer group that has potential risk; Decrease account outstanding from uneffective customer group that doesn’t have ability to recover; - Don’t let the number of customers with bad debts accelerate - Change credit structure in the direction of decreasing long term mid-ranged account outstanding; Focus on developing customer base, prioritize promoting medium and small customer groups suitable for the branch’s management ability to diversify, decrease large customers gathering rate, in terms of career, decrease account outstanding in constructing related business, increase gradually retail, medium and small business account outstanding - Increase available and guaranteed asset quality • Raising capital activity: - Strive to raise capital growth with minimum speed of 12-16%/ year Maintain old relationships, find and develop new relationships with potential customers 49 Trần Quang Anh 15H725C - Reconstruct raising capital growth through increasing long term capital growth (real term) to raise stability of capital growth foundation - Continue to push raising capital from citizens, create a specific personal customer strategy to serve well for raising capital • Service acitivity: - Identify net service as stable revenue, the Branch focus on pushing service activity, promote maximum traditional products, and especially focus on retail service activity and new services that have high technology - Strive to improve the branch’s financial situation in direction of dealing with bad debts, retrieving hanging interest, actively retrieving off board debts, control income interest according to the plan, extract enough DPRR, increase gradually profit, improve staffs’ income 5.3 Proposal to Vietin Bank head office In order to bring the highest satisfaction to customers, besides the efforts of Dinh Tien Hoang branch itself, the supports of Head Office and entire system are indispensable Some recommendations help VIETINBANK to synchronously implement and sustainably develop in the current integration environment as follow: 5.3.1 Capital – Capital mobilization Capital mobilization is one of the important activities making up bank's capital This can be seen as the main source using in credit activity in order to help banks save input costs To increase deposits from individuals, economic organizations and financial institutions, it is a must for VIETINBANK Headquarter and its branches to: • Improve the quality and professional service attitude of staffs in dealing with customers to attract funds • Increase transactional conveniences for customers, such as setting up transaction points in some densely populated districts to serve outside working hours, and establishing a separate transaction desks to serve VIP customers • Continue to cooperate with local credit institutions to provide domestic payment services in order to increase sources of payment deposits • Exploit temporarily idle capital of joint stock companies in capital raising sessions through opening the blocked accounts to receive money used to buy shares from shareholders 5.3.2 Great services development and exploitation of standing service production having advantages 50 Trần Quang Anh 15H725C The financial and banking market is now witnessing the increasingly fierce competition among banks To stand up and develop further, VIETINBANK should give strategies to have more products and services to customers, especially service products with differential advantage • Based on the technology platform and service products of system, VIETINBANK focuses on training the sales skills for staffs, combined with the promotion of service products to strongly develop traditional services and actively sell new products • Promote the development of derivative products providing utilites and the hedging tools to clients • Cooperate with companies providing the public services such as electricity, water, telecommunication, passenger transportation to provide collection service and manage the corporation account 5.3.3 Internet technology and technology application to service production Restrictions on information technology affect the quality of products and services as well as the development progress of new products and services Many new products are delayed in development or its quality doesn’t yet meet requirements In order to overcome the above difficulties, VIETINBANK needs to: • Upgrade the information technology system on whole system, ready to meet needs for providing modern banking services to customers and improve service quality even more • Step by step to build a automatic mechanism of operations and manipulations in transactions in order to handle transactions with customers in a more professional way • Increase the applicability from Head Office's data program to manage the business efficiency of branches 5.3.4 Network development VIETINBANK's network is currently concentrated in large cities, central areas, and no devided the serving zones clearly leading to internal competition Lack of coordination and linkage among branches in completing the overall plan of the whole system • It is necessary to coordinate to establish a wide and strong business network both in quantity and quality in order to expand the operation area and easy to access customers • Actively expand and develop the new distribution channels (ATM, POS, homebanking, internet banking ) to create more convenience for customers and help customers easily access banking services 5.3.5 Human resource 51 Trần Quang Anh 15H725C The current trend of banks is comprehensive customer satisfaction This can only be achieved if all members, from General Director to trainees, determine towards the satisfaction of customer needs This problem depends on the human element and the efficiency of staffs depends on the management quality • Therefore, VIETINBANK needs to improve its management capacity and professional skills, foreign languages skill of managers and improve their communication ability , negotiation ability and ability for establishing relationships with partners to raise the quality for customer care of bank • Continuing to train and develop human resources with high professional qualifications, specialized skills to meet integration requirements and competitive ability with fierce competition environment • Wait in the front for qualified human resources at specialized universities by sponsoring scholarships for students with academic merit and good morality 5.3.6 Operation management Banking activities contains various riskies, thus the risk management in the executive management is considered as a top priority • To perform and arrange the suitable organizational model to ensure the safety in risk management and improve the performance efficiency of the whole system • Establish the part-time internal inspection units in each operational block to control the operational risk in order to replace the functions and duties of the existing internal audit department at branches • In addition, VIETINBANK also needs to invest, develop and control risks in the operation of its affiliated units, improve competitiveness to promote all operational aspects of affiliated units and become a development channel of widespread banking service CONCLUSION The market is increasingly volatile, the competition is also stronger and the world had seen the deep crises leading to the collapse or downgrade of reputable financial institutions Although the socio-economic environment is difficult, the quality issue is always a key issue for enterprises to complete their production and business processes, create its competitive position in the fierce market and is a door for organizations accessing customers worldwide In that relationship, satisfying the customer needs at the best level is always a difficult problem and it is necessary for enterprises to continuously solve this problem The study of 52 Trần Quang Anh 15H725C customer satisfaction surveys towards the services of suppliers is an important step in the process of providing services with good quality to customers It can be said that the satisfaction survey of customers using services at Dinh Tien Hoang branch has a valuable and practical meaning in improving the service quality that branch provides to customers Results of the survey give both good points and bad points to bring customers the satisfaction as maximum as possible The thesis focuses on factors affecting the satisfaction of customers using services at VIETINBANK - Dinh Tien Hoang branch, the limited aspects in the process for providing services are used as the basis to offer a few suggestions in order to improve the customer satisfaction Due to the limitations in the time aspect as well as the scope for implementing this intership report, it is not possible to build a comprehensive and general assessment about the customer satisfaction in VIETINBANK as well as customers having demands for using VIETINBANK services in the future Increasing the staff capacity as well as offering favorable interest rates are not completed and should be considered To perfect this thesis, I would like to send my special thanks to the instructors and thanks to staffs at VIETINBANK - Dinh Tien Hoang branch for their support during the study period Due to the limitations in the research experience, this thesis is still missing, I am willing to receive the contributions to complete more this thesis Thank you sincerely! LIST OF REFERENCES Joint Stock Commercial Bank for Investment and Development of Vietnam , [2015], Income Statement of VIETIN BANK - Dinh Tien Hoang brach in 2011 Joint Stock Commercial Bank for Investment and Development of Vietnam , [2013], Income Statement of VIETIN BANK - Dinh Tien Hoang brach in 2012 Joint Stock Commercial Bank for Investment and Development of Vietnam , [2013], Income Statement of VIETIN BANK - Dinh Tien Hoang brach in 2013 Joint Stock Commercial Bank for Investment and Development of Vietnam , [2013], Income Statement of VIETIN BANK - Dinh Tien Hoang brach in 2014 53 Trần Quang Anh 15H725C Joint Stock Commercial Bank for Investment and Development of Vietnam , [2013], Income Statement of VIETIN BANK - Dinh Tien Hoang brach in 2015 Joint Stock Commercial Bank for Investment and Development of Vietnam, [2013], Consolidated credit report of VIETIN BANK - Dinh Tien Hoang branch in 2011 Joint Stock Commercial Bank for Investment and Development of Vietnam, [2013], Consolidated credit report of VIETIN BANK - Dinh Tien Hoang branch in 2012 Joint Stock Commercial Bank for Investment and Development of Vietnam, [2013], Consolidated credit report of VIETIN BANK - Dinh Tien Hoang branch in 2013 Joint Stock Commercial Bank for Investment and Development of Vietnam, [2013], Consolidated credit report of VIETIN BANK - Dinh Tien Hoang branch in 2014 10 Joint Stock Commercial Bank for Investment and Development of Vietnam, [2013], Consolidated credit report of VIETIN BANK - Dinh Tien Hoang branch in 2015 11 Adminstrative management book , Co-editor Prof., Dr Nguyen Thanh Do and Ass Prof., Dr Nguyen Ngoc Huyen, National Economics University Publishing House in 2009 12 http://www.Vietin Bank.vn/ 13 “Service (economics) – www.wikipedia.org 14 Zeithaml, Berry and Parasuraman, "The Behavioral Consequences of Service Quality," Journal of Marketing, April 1996 15 Berry, Parasuraman and Zeithaml, "Quality Counts in Services, Too," Business Horizons, May-June 1985 16 Parasuraman, Zeithaml and Berry, "A Conceptual Model of Service Quality and Its Implications for Future Research," Journal of Marketing, Fall 1985 17 Mattila, Anna S dan Jochen Wirtz 2008 “The role of store environmental stimulation and social factors on impulse purchasing.” 18 Kotler, Philip 1996 Crisis in the Arts: “The Marketing Response California Management Review” 19 Richard A Spreng, Scott B MacKenzie and Richard W Olshavsky, Jul., 1996 20 Relationships between SERVQUAL dimensions and organizational performance in the case of a business-to-business service , Durvasula and Mehta 1998 21 Chow, C.C and Luk, P (2005) ‘A strategic service quality approach using analytic hierarchyprocess’,Managing Service Quality 22 Mohamed M Mostafa, (2005) "An empirical study of patients' expectations and 54 Trần Quang Anh 15H725C satisfactions in Egyptian hospitals" 23 “Creating consumer‐based brand equity for young Iranian consumers via country of origin sub‐components effects", Azim Zarei, Hadi Moradi, 2012 24 “Research Variables” – Saul Mcleod, 2008 25 "Independent Variable." In Encyclopedia of Research Design Neil J Salkind, editor (Thousand Oaks, CA: SAGE, 2010 ) 26 Kotler and Keller, 2007 27 Chowdhary and Prakash, 2007 28 Zeithaml, V A and Bitner, M.J (1996) Service Marketing New York : McGraw-Hill 29 Pratten, J D (2004) Customer satisfaction and waiting staff International Journal of Contemporary Hospitality Management 30 Bebko, C P (2000) Service intangibility and its impact on consumer expectations of service quality Journal of Services Marketing 31 Chowdhary, N and Prakash, M (2007) Prioritizing service quality dimensions Managing Service Quality 32 Edvardsson, B (1998) Service quality improvement Managing Service Quality 33 Kotler, P and Keller, L K (2007) A Framework for Marketing Management 34 Boshoff, C., & Gray, B., “The Relationships between Service Quality, customer Satisfaction and Buying Intentions in the private Hospital Industry”, South African Journal of Business Management, vol.35, no.4, pp.27–37, 2004 35 Angur,M G., Nataraajan, R, and Jahera, J S., “ Service Quality in the banking industry: an assessment in a developing economy”, International Journal of BankMarketing, vol.17, no.3, pp.116-123, 1999 36 Caruana, A., “Service loyalty: the effects of service quality and the mediating role of customer satisfaction”, European Journal of Marketing, vol 36, nos 7/8, pp 811-28, 2002 APPENDIX 1: CODE TABLE OF SCALE No Code Explanation time Time of using services of VIETINBANK qlt Money management product td Credit product 55 Trần Quang Anh 15H725C ttqt International payment service kdtt Currency trading product nhhd Modern banking services RELIABILITY DTC1 VIETIN BANK - Dinh Tien Hoang branch is a branch trusted by customers DTC2 Branch secures well the customer information DTC3 ATM machine system always operates in the good condition DTC4 DTC5 Procedures conducted in transactions at branches are simple and convenient DTC6 Time for processing transactions at the branch is fast DTC7 Time for customers to wait a transaction is short The papers, forms, and notes used in the transaction are designed simply and clearly LEVEL OF FEEDBACK DPH1 Branch employees guide the procedures for customers fully and legibly DPH2 Branch employees are polite, friendly with customers 10 DPH3 Branch employees serve fairly with all customers 11 DPH4 Branch employees are willing to help customers SKILL Branch employees provide advices and answer satisfactorily to customers’ 12 KN1 13 KN2 Branch employees settle complaints quickly and reasonably 14 KN3 Branch employees handle operations quickly, accurately inquiries LEVEL OF ACCESS 15 DTCC1 16 DTCC2 17 DTCC3 18 DTCC4 19 DTCC5 Transaction network is wide The layout of the transaction counters is reasonable, easy to identify customers Facilities serving customers are good (equipment, toilet, water, newspapers ) Parking place is convenient Functions on ATM machines, interner banking are designed to be easy to use INFORMATION 56 Trần Quang Anh 15H725C 20 TT1 Information which branch providing to customers is always accurate and complete 21 TT2 Information provided by branch is accessible (web, newspapers, leaflets ) 22 TT3 Branch always provide timely information to customers SERVICE QUALIFY 23 CL1 Transaction fee is reasonable 24 CL2 Interest rates are attractive 25 CL3 Services are diversify to meet customers’ needs DTC Reliability DPH Level of feedback KN Skill DTCC Level of access TT Information CL Service qualify HL Level of satisfaction APPENDIX 2: OFFICIAL SURVEY TABLE Customer survey form about quality of product and service of Viet Nam Commercial investment and development joint stock bank Dinh Tien Hoan branch Greetings, I’m Tran Quang Anh, VIETIN BANK Dinh Tien Hoang trainee I’m studying about customer satisfaction in order to improve service quality at the branch Therefore, please fill in the following survey questionnaire I assure you that all the information you provide only serve for study purpose and is secured! I General customer information Please tick (√) in the suitable block with your information Your gender: Male Female Your age group: 57 Trần Quang Anh Under 20 From 20 to 30 From 31 to 40 From 15H725C 41 to 50 From 51 to 60 Above II 60 Content Your time of using service at VIETIN BANK Dinh Tien Hoang branch 11 year 21 year – under years years – under years over years Types of service you currently using at VIETIN BANK Dinh Tien Hoang branch (can choose more than 1) Domestic withdraw and payment card International withdraw and payment card Transaction account for deposit, withdraw, receive and transfer money Saving Other services How many banks you use From to banks From to banks From to banks More than banks The followings are statements about the service quality of VIETIN BANK Dinh Tien Hoang branch, please show your satisfaction level about the statements by writing (X) in suitable blocks from to as agreement: Very agree Agree Neutral Disagree Very disagree Order Factor A RELIABILITY 58 Trần Quang Anh 15H725C VIETIN BANK Dinh Tien Hoang is a branch trusted by customers The branch secures its client’s information well ATM system always works well Papers, forms, tickets in transaction is simply designed Transaction procedure at the branch is simple and convenient Transaction process time at the branch is fast Customer waiting time before transaction is short B FEEDBACK Branch’s staffs guide the procedure for customers fully and clearly Branch’s staffs are polite, friendly with customers 10 Branch’s staffs serve all customers fairly 11 Branch’s staffs are willing to help customers C SKILLS 12 Branch’s staffs provide advices and answers inquiries satisfactorily 13 Branch’s staffs solve the complaints quickly and reasonably 14 Branch’s staffs handle works quickly, accurately D THE ACCESSIBILITY 15 The wide transaction network 16 The layout of the transaction counters is reasonable, easy for customers to identify 17 The service facilities (equipment, toilets, drinking water, newspaper ) are good 18 Parking place is convenient 19 Functions on ATMs, internet banking are designed to be easy to use E INFORMATION 20 Branch provides accurate and complete information 59 Trần Quang Anh 15H725C to customers 21 Branch provides accessible information (web, newspapers, leaflets ) 22 Branch provides always provide timely information to customers F SERVICE QUALITY 23 Transaction cost is reasonable 24 Interest rate is attractive 25 Services are various, meet the needs of customers  How you feel about branch’s services? Very dissatisfied dissatisfied Neutral Satisfied Very satisfied  Do you have any ideas to improve customer satisfaction using the service? ………………………………………………………………………………………………… ………………………………………………………………………………………………… ………………………………………………………………………………………………… ………………………………… THANK YOU SO MUCH! 60 Trần Quang Anh 15H725C 61 ... DTC1 - VIETINBANK Dinh Tien Hoang is the branch which is trusted by the customers 35 Trần Quang Anh 15H725C According to the data table above, DTC1 - VIETINBANK Dinh Tien Hoang is the branch. .. the services of VIETINBANK branch Dinh Tien Hoang Therefore, the object of the survey is that the customer is using the service at the branch There are many different models in the world to measure... customers therefore maintain customers’ relationship with the branch 43 Trần Quang Anh 15H725C CHAPTER 5: SOLUTION FOR IMPROVING CUSTOMERS’ SATISFACTION IN VIETIN BANK – DINH TIEN HOANG BRANCH 5.1