Phát triển dịch vụ ngân hàng bán lẻ tại ngân hàng tmcp đầu tư và phát triển việt nam chi nhánh thái hà

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - TRỊNH VIỆT HOÀ IMPROVING THE RETAIL BANKING SERVICES IN BANK FOR INVESTMENT AND DEVELOPMENT OF VIET NAM – THAI HA BRANCH PHÁT TRIỂN DỊCH VỤ NGÂN HÀNG BÁN LẺ TẠI NGÂN HÀNG TMCP ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH THÁI HÀ LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH Hà Nội - 2017 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - TRỊNH VIỆT HOÀ IMPROVING THE RETAIL BANKING SERVICES IN BANK FOR INVESTMENT AND DEVELOPMENT OF VIET NAM – THAI HA BRANCH PHÁT TRIỂN DỊCH VỤ NGÂN HÀNG BÁN LẺ TẠI NGÂN HÀNG TMCP ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH THÁI HÀ Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: TS NGUYỄN THỊ KIM OANH Hà Nội - 2017 DECLARATION ON HONOUR I confirm that I have written the present thesis independently and without making use of any sources or references other than those explicitly stated in th e bibliography Passages extracted literally or as regards content from the sources and references listed in the bibliography are identified in the thesis as a citation or a paraphrase This master thesis has not been previously published and has thus neither been made accessible to other interested parties nor submitted to another examination authority Date………………………… Author Trinh Viet Hoa i ACKNOWLEDGMENT To finish the dissertation "Improving the retail banking services in Bank for Investment and Development of Vietnam - Thai Ha Branch ", I would like to thank all the teachers for teaching and helping I studied in Viet Nam National University, Ha Noi School of Business and Management I would like to express my sincere thanks to the dedicated help of instructor Dr Nguyen Thi Kim Oanh, Board of Directors of Deposit Insurance Viet nam – Ha noi Branch I would like to thank my friends, colleagues, relatives and family who have always been with me, encouraged and helped me during my study and research Although we have tried our best to study the topic, due to limited time, knowledge and practical experience is still limited, so I can not avoid the lack of research, I hope to receive the comments of teachers, friends, colleagues to complete the thesis I sincerely thank! ii TABLE OF CONTENT DECLARATION ON HONOUR i ACKNOWLEDGMENT ii OVERVIEW ix TABLE OF CONTENT iii ABBREVIATIONS vi LIST OF FIGURES vii LIST OF TABLES viii CHAPTER 1: INTRODUCTION TO THESIS 1.1 The urgency of the thesis 1.2 Purpose of thesis .2 1.3 Subjects and scopes of study 1.4 New contributions of the thesis .3 1.5 Structure of the thesis .4 CHAPTER 2: BASIC ISSUES ON IMPROVING RETAIL BANKING SERVICES AT COMMERCIAL BANK .5 2.1 Literature review .5 2.2 Retail banking activities of commercial banks 2.2.1 The over view of Commercial Bank 2.2.2 The Concept of Retail Banking Services 2.2.3 Characteristics of retail banking .9 2.2.4 Retail banking products 11 2.3 Improve retail banking 16 2.3.1 Theory of improvement of retail banking .16 2.3.2 The role of retail banking service improvement .17 2.3.3 Criteria for assessing retail banking improvement 19 2.3.4 Factors affecting the improvement of retail banking 23 iii 2.4 Experience in retail banking improvement in some banks around the world and experience in Vietnam 30 2.4.1 Experience improving retail banking in some banks around the world 30 2.4.2 Lessons learned for Vietnamese commercial banks 32 Conclusion Chapter 33 CHAPTER RESEARCH METHODOLOGY AND IMPROVEMENT OF SURVEY INSTRUMENT 34 3.1 Research methodology 34 3.1.1 Type of research and data analysis methodology 34 3.1.2 Research data 35 3.1.3 Sampling and data collection 36 3.1.4 Research models .37 3.2 Develop questionnaire 38 CHAPTER SITUATION OF IMPROVING RETAIL BANKING SERVICE IN BIDV – THAI HA BRANCH 40 4.1 Overview of business activities of BIDV Thai Ha branch 41 4.1.1 The process of formation and development 41 4.1.2 Organizational model .41 4.1.3 Evaluating results of business activities of BIDV, Thai Ha branch 42 4.2 The status of retail banking services of BIDV - Thai Ha Branch 45 4.2.1 The status of retail banking services and retail banking services turnover at BIDV Thai Ha branch 46 4.2.2 Current price / charge situation in capital mobilization, lending and retail services .58 4.2.3 Current status of facilities and equipment for RETAIL BANKING activities 59 4.2.4 Current status of human resources for RETAIL BANKING activities 60 4.2.5 The current state of information technology infrastructure for retail banking61 4.3 Achievements and limitations of retail banking service of BIDV – Thai Ha branch 63 iv 4.3.1 Achievements 63 4.3.2 Limitations .64 4.4 Reason 66 4.4.1 Subjective reasons 66 4.4.2 Objective reasons 69 Conclusion Chapter 71 CHAPTER 5: SOLUTIONS TO IMPROVE RETAIL BANKING SERVICES IN BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM, THAI HA BRANCH 72 5.1 Trends in improving retail banking services in Vietnam .72 5.2 Orientation of retail banking improvement at BIDV, Thai Ha branch to 2020 73 5.2.1 General direction 73 5.2.2 Orientation of improving retail banking 74 5.3 Solutions to retail banking improvement at BIDV, Thai Ha Branch 74 5.3.1 Solutions group on retail banking services packages .74 5.3.2 Group of personnel solutions 75 5.3.3 Technology Solutions Group 76 5.3.4 Customer service solutions 77 5.4 Requests 78 5.4.1 Recommend to Vietnam Development Commercial Joint Stock Bank 78 5.4.2 Recommendations to the State Bank and other ministries .81 CONCLUSIONS .83 BIBLIOGRAPHY .84 APPENDIX .86 v ABBREVIATIONS BIDV Bank for Investment and Development of Vietnam - Thai Ha Branch CAR Capital Adequacy Ratio IT Information Technology IFRS International Financial Reporting Standards VAMC Vietnamese Asset Management Company VAS Vietnamese Accounting Standards WTO World Trade Organization vi LIST OF FIGURES Figure 3.1 The quantitative research process (Author, 2017) 35 Figure 3.2 Research framework .37 Figure 4.1 Organization structure framework of BIDV – Thai Ha branch 42 Figure 4.2 Service package of BIDV Thai Ha 46 Figure 4.3 BIDV's capital mobilization situation, Thai Ha branch from 2015 to 2016 .47 Figure 4.4 Situation of BIDV's term deposit mobilization, Thai Ha branch from 2015 to 2016 48 Figure 4.5 Credit structure .49 Figure 4.6 Implementation Status Of Retail Outstanding Loan over the times .49 Figure 4.7 Outstanding loans of BIDV – Thai Ha Branch compared to the whole system 50 Figure 4.8 The structure of incomes from operations (not including business operation expenses) 52 Figure 4.9 Income and expenditure structure of BIDV – Thai Ha Branch compared to BIDV system 53 Figure 4.10 Foreign Exchange Profits of BIDV, Thai Ha Branch 54 Figure 4.11 Price of BIDV- Thai Ha branch in comparison to other competitors 58 Figure 4.12 Status of facilities and equipment for retailing bank 60 Figure 4.13 Infrastructure of equipment supplying services 61 vii LIST OF TABLES Table 4.1 Financial Report of BIDV - Thai Ha Branch 43 Table 4.2 Descriptive Statistics 45 Table 4.3 Retail sales of BIDV Thai Ha increased over the years .50 Table 4.4 Net income from card services, POS .54 Table 4.5 Some results on international credit card products 56 Table 4.6 Result of BSMS service of BIDV Thai Ha branch 57 Table 4.7 Results of BIDV's domestic payment service fee, Thai Ha branch from 2015 to 2016 58 viii products and services in the direction of simplifying procedures, reducing the number of transactions for customers and improving service quality Branches should provide a full range of international payment services such as receiving foreign money transfer, opening L / C, overseas remittance service, etc., combine many products together to create convenience for customers To use and diversify products of international payment services; to research international payment products and services which are being competed by banks including foreign banks; To study in detail the domestic demand for the design of international payment service products such as cross border payment, deferred payment L / C 5.3.2 Group of personnel solutions Branches need to have in-depth retail banking professionals who are knowledgeable about international law and practices to advise clients on their efficiency, safety, risk mitigation and safety To improve human resources, the organizational culture environment must be improved first To develop a personnel strategy for retail banking services, BIDV Thai Ha branch needs to specialize and improve the quality of staff in terms of skills, professionalism, transactional style and recognizing the importance of improving the quality of retail banking services in banking First of all, BIDV - Thai Ha branch should pay attention to strengthening the organizational structure of the system, building the labor norms system, especially labor norms for staff involved in retail banking services, ensuring maximum capacity and productivity; adding staff to the retail banking, performing internal appointments and transfers, recruiting new staff, and taking new ones to create dynamism and creativity to meet the needs of human resources appropriate to retail banking framework Improve the quality of human resources, strengthen training, especially onthe-job training to create fundamental changes in awareness, enhance the ability to operate and manage e-banking operations; Independent work skills, work discipline and sense of responsibility in the implementation of the work Attaching the training 75 results with the use of cadres in accordance with the right person, the right job, the rotation of staff to arrange the work best suited to the professional capacity, promote the creative spirit of the personnel rim Due to the characteristics of the product / service, the success of improving retail banking services depends very much on the customer relations and transaction staff, who are in direct contact with customers They are the ones who give customers the first impression of banking as well as the first knowledge about the products and services that banks provide Therefore, every Customer Relation Officer and Trader must be aware of their importance and know how to make a good impression in the customer's heart Creating a customer satisfaction, friendliness or other positive emotions is one of the tasks of the customer contact staff One effective form of training that needs to be applied is training through the experiences of the very people who have successfully communicated with the customer, learning from customer feedback Complete mechanisms of motivation and punishment to really become a tool to encourage employees to actively contribute to the development of the Branch Develop internal competition programs to encourage good performers in marketing and deploying new products / services; flexibly and flexibly apply the mechanisms and policies set by HSC, which is considered as a good tool for encouraging and encouraging cadres who have good achievements in retail activities Priority should be given to ensuring adequate facilities (means, cost, etc.) for personal careers to carry out the retail business 5.3.3 Technology Solutions Group BIDV Thai Ha branch should focus on improving the quality of information technology infrastructure for banking services in general and retail banking in particular It is necessary to enhance the efficiency of self service and ATM systems with the ability to provide various utilities At the same time, it is necessary to continue to expand e-banking channel associated with increasing quality, recognizing the basic factors affecting the quality of services in e-banking such as 76 reliability, The ability to meet, the convenience, the ability to perform tasks, security from which to take appropriate measures to improve service quality Technology investment must not only be consistent with the long-term strategic direction of the bank, but also meet the increasing requirements of customers and especially to bring different value added Can compete with retail banking services are flourishing in most places Invest in technology that increases the quality of service provided to customers, speeds up transaction processing and increases security and confidentiality Besides, through the equipment, is one of the presence of the bank, customers can also get the impression of professionalism of the bank First of all, the branch upgrades existing equipment and invests in new equipment such as automated trading system Trial deployed in a number of transaction offices has a large number of customers to evaluate the test Branches need to develop data collection and management programs, which can be used to accurately assess the performance of retail banking services of a branch, the performance of each transaction department and staff - Building automatic incoming call management system The system will automatically classify incoming calls to each employee 5.3.4 Customer service solutions Branch should soon launch promotion program on payment products, especially Branch emphasize the outstanding advantages of the system to send a place to withdraw many places to facilitate customers This is also a precondition for improving the quality of customer service for the bank To this, one of the solutions is to increase the efficiency and self-service of the ATM system to provide a variety of services at a cheaper cost, upgrading the ATM system to " Miniature "spread throughout the province, city At the same time, developing a network of POSs and strengthening linkages between commercial banks to improve efficiency and expand the use of ATM and POS cards; Develop banking and home banking to take advantage of the growth of personal computers and internet connectivity In particular, commercial banks should soon introduce new types of services so customers can place orders, make 77 payments, query deposits and information about commitments between banks and customers, etc Developing a telephone banking model, this is a very popular low cost model that is convenient for both customers and banks Customers can conduct transactions at any time and place; Expansion of distribution channels through agents such as agent of remittance, agent of issuing ATM card, agent of payment Branches should promote the marketing of products and services at the counter of the transaction and to the customer's home: Lay out the simple and compact documents introducing the features and utilities of various types of services to customers At the same time, the transactor needs to actively communicate with the attitude of civilization and courtesy with customers to find out the feedback and exploit the demand of money transfer of customers to provide the best payment service The bank should be prepared for specific options to cope with emergencies and provide confidence to customers using the service In particular, banks need to take measures to secure the network, ensure the confidentiality of personal information in electronic transactions, and have effective security against hacker intrusion to ensure the use of the Internet Convenient payment is safe and accurate In addition, Branches should encourage businesses that have current account balances at banks participating in international payment services to offer premium services such as reduced fees when using new services or using both Service packages for banking operations such as account transfer, bank transfer, cashier's check or loan repayment 5.4 Requests 5.4.1 Recommend to Vietnam Development Commercial Joint Stock Bank 5.4.1.1 On product development, service - To build and perfect the process of supplying banking products and services in a simple and convenient manner, shortening the transaction time for 78 customers, while still ensuring the quality of products and services as well as safety, Effective in banking operations - Build advertising programs, promotion through the media focus on advertising channels on television and radio media with the broadcast time and frequency of broadcast properly When implementing the program Rewards should not be too long to discourage customers waiting As the result, bank needs to timely information on the list of winners on the media, at the transaction and Send to the customer to participate in the form of mail and email - Have a reasonable product roadmap For new products and services, BIDV is requested to plan, launch programs to the branches soon, avoid the situation for the branches to be passive and lack of preparation before approaching, gender Introduce new products and services to customers; At the same time, there are professional and marketing training programs and related documents such as leaflets, letters, and so on - Continue to assign and implement specific directions and coordinate with member units in implementing the contents of comprehensive cooperation agreements with corporations and corporations to increase strengthen the ability of affiliates to cooperate with affiliates, facilitate the marketing and cross-selling products - Assignment of focal branches, focus on implementing comprehensive cooperation with enterprises Avoiding competition among BIDV's branches would be detrimental to BIDV and should not be united in the eyes of customers using the products and services 5.4.1.2 Investment in human resources It is recommended that BIDV allocate budget and regularly have annual training programs for different levels of staff from management to operation such as management practices at foreign banks for a time Time for senior leaders planning, creating conditions for staff to participate in training courses to improve professional knowledge (100% funding for the training of masters, Doctor ), communication skills, customer consultation 79 Periodically organizing professional competitions aims to create motivation for staff to update their knowledge create playground for professional exchange and also to register excellent individuals Periodically check online direct sales staff to assess the ability to capture and advise services to customers There are clear rules and regulations for staff of different branches to serve customers most friendly, enthusiastic Avoid lethargy, irresponsibility, drive customers back and forth between BIDV branches when customers use BIDV's products but are products of other branches not affiliated with BIDV Carrying out cross-cutting of staff from implementing units and units implement policies to enhance the practical experience, thereby creating new products and services close to customer needs Delegate headquarters officials down to branch support in certain cases 5.4.1.3 Information technology Build a software system for managing and storing customer profile information as well as scientifically documented documents so that customers not need to re-supply them at the next transaction, as well as look up the directional documents Lead the way, saving time and office costs and convenience for customers So building a database that manages these documents to make it easy, fast, and accurate to access and search is essential This will save a lot of time and space instead of manual archiving and searching The bank needs to build a software system to assist in the risk management of banks capable of analyzing and processing information in the most accurate and of the best quality - Advanced card technology, global network connection, ensuring security and safety for customers: The bank needs to research and apply new means of payment, international payment, Including electronic money, smart cards, multifunction cards Focus on investment in computer network security in order to improve safety, detect and prevent computer network penetration to commit offenses Secure 80 data transmission, received through the public service Enhance the security of information, avoid leaking and abuse of information in the online flow Develop website of BIDV more complete: add the address of the telephone hotline 24/24 customer support, design the full range of banking products and services and provide the guide form Used when making transactions for customers to look up and use 5.4.2 Recommendations to the State Bank and other ministries 5.4.2.1 There is a long-term strategy for the development of banking services On the basis of the State, it is necessary to build a unified, uniform and forward-looking system of documents guiding the development of non-credit services for commercial banks to implement Limit the adjustment, avoiding costly wastage for banks The development of guidelines should focus on limiting and eliminating cumbersome administrative procedures, particularly in areas such as licensing, corporate governance and reporting to relevant authorities 5.4.2.2 Create a business environment for fair, fair, transparent non-credit services Early establishment of the National Payment Center to unify the means of electronic payment via banks; To work out measures to boost the association and cooperation of payment service-providing organizations, especially soon to form a unified card payment switching system between banks Continuing to create favorable conditions to encourage the maximum flow of remittances from overseas remittances through banks, best restricting smuggled money transfers by checking and supervising regular remittance activities To formulate policies related to new products and services so as to create a healthy competitive environment in the market, actively coordinate with the Ministry of Public Security and the provincial / municipal People's Committees in taking measures to direct the subordinate units shall conduct crime prevention and control in e-banking business activities, ensure the security and safety of ATM locations and information when customers conduct transactions via telecommunication and internet networks , Minimizing losses for commercial banks 81 The State Bank shall act as the focal point in promoting mutual cooperation in the connection of commercial banks in investment in infrastructure, modern technologies and the deployment of products and services The association set up criteria to measure the development of non-credit services so that banks have a basis for comparing the perfection of the product The Association offers prizes to motivate emulation between banks as well as information that is appropriate for customers to choose to use the service 5.4.2.3 There should be supportive policies for the development of specific noncredit services Information Technology Support: SBV should take the lead in modernizing banking technology Focusing and promoting non-cash payment, improving the quality of means and instruments of payment for all funds Cyclicality in the economy is achieved through financial institutions, especially banks that rapidly increase their return on capital and limit the amount of cash in circulation To adopt policies to encourage and support commercial banks to invest in and cooperate with and borrow capital for investment in infrastructure and modernization of banking technology in order to develop important banking products and services In this area, the Bank Information Technology Department plays an important role in researching and selecting advanced software technologies and products in the domestic and foreign markets for consultancy and orientation for commercial banks Tax support for new non-credit services: specifying exemption from or reduction of import duties on machinery and equipment, reduction of tax on turnover for certain services for a particular sector The purpose is to encourage banks to offer new products and services with high economic value 82 CONCLUSIONS Wishing to get closer to the international standards, narrow the gap in product and service supply with modern banks in the world and prepare for the progress in integration road, Joint Stock Commercial Bank for Investment and Development of Vietnam, Thai Ha Branch has been trying to improve retail banking services to supply to the Financial Market and satisfy the needs of the customers Based on research methodology combining with theory and practices, arguments about retail banking services of commercial banks can be generalized and applied in assessment at BIDV, Thai Ha branch Thereby solutions for Joint Stock Commercial Bank for Investment and Development of Vietnam - Thai Ha Branch and recommendations to BIDV and State Bank can be proposed to contribute to improve the retail banking services in accordance with the characteristics of BIDV, Thai Ha Branch However, due to the limited knowledge and the conditions, and research ability, the results obtained are only the first step I am looking forward to receiving the additional contributions of teachers, professionals and colleagues to complete the project I, author of the thesis, sincerely thank! 83 BIBLIOGRAPHY Number VIETNAMESE ISSUES Nguyen Manh Tien, (2002), Research on the mobilization and use of foreign currency University of Economics of Ho Chi Minh City Nguyen Danh Luong (2003) Research on Card payment method Banking University of Ho Chi Minh City Nguyen Kim Anh, (2004) Research on the development of credit operations of Vietnamese commercial banks has a doctoral dissertation Phan Thị Thu Ha, (2007) Commercial bank textbook - National Economics University Publishing House Pham Long, (2010) Competition in Internet Banking and Mobile Banking Huynh Thi Tram Anh, (2011) Improve the quality of retail banking services at Eximbank Vietnam JSC University of Economics of Ho Chi Minh City Nguyen Trong Nghia, (2011).Opportunities and challenges for Vietnamese credit institutions in the process of international economic integration - Journal of Financial Markets – Currency Dao Le Kieu Oanh, (2012) Development of wholesale and retail banking services in the Bank for Investment and Development of Vietnam Banking University of Ho Chi Minh City Do Huu Hai, Nham Phong Tuan and Pham Van Tuan, 2015 Factors Contributing to the Development of the Retail Banking Services in Hanoi, Canadian Center of Science and Education Can Van Luc, 2015 “Enhancing the competitiveness of Vietnam's 10 commercial banking system in the context of integration, Vietnam Retail Banking Forum 2015 11 Huynh Song Hao, 2015 Developing mobile banking services to meet customer needs Vietnam Retail Banking Forum 2015 84 12 Report on business results of Vietnam Bank for Investment and Development of Thai Ha branch in 2015, 2016 ENGLISH ISSUES Carlotta Mariotto and Marianne Verdier, (2012) Reserch on Competition in Internet Banking and Mobile Banking Journal of Retailing, 66(1), 33 HAIR, Joseph, et al (1998) Multivariate Data Analysis Prentical Hall International, Inc HATCHER, Larry (1994) A Step-by-Step Approach to Using the SAS System for Factor Analysis and Structural Equation Modeling Cary, N.C., SAS Institute Inc Korda and Boris Snoj, (2010) Reserch on the quality of retail banking services with customer satisfaction SAUNDLERS, Mark, LEWIS, Philip and THORNHILL, Adrian (2012) Research methods for business students ed., Pearson Education Limited WEBSITE Bidv.com.vn Sbv.gov.vn 85 APPENDIX RESEARCH QUESTIONNAIRE Dear Sir/Madam! I am studying Master Course at Vietnam National University I am carrying out the research about retail banking service of BIDV – Thai Ha Branch I hope that problems relate to retail banking activities of BIDV – Thai Ha Branch will be explored clearly through this research After that, I believe that these recommendations in this research will help BIDV – Thai Ha Branch can enhance the competitive advantage due to improving retail banking service Thereby, I hope that you can take some time for me to complete these below questions I am looking forward as well as highly appreciate your co-operation! Name of your company: _ Your position in your company: (Tick X into your choice) □ Chief Executive Official □ Manager/ Deputy Manager □ Head/ Deputy Head of Business □ Head/ Deputy Head of Marketing Department Department □ Others: For the questions from3 to 32, I hope that you can base on your personal evaluation to answer these questions You can evaluate these questions through degrees (from strongly disagree to strongly agree) by giving circle for your choice Strongly Disagree disagree Slightly Neutralize disagree Slightly Agree agree 86 Strongly agree Retail banking services (savings products, personal loans, e-banking services, money transfer, payment ) of BIDV - Thai Ha branch 7 7 7 7 7 are very various BIDV – Thai Ha branch offers a wide range of services related to life, entertainment, business and study BIDV – Thai Ha branch offers a wide range of services to customers BIDV – Thai Ha branch continuously researches and creates new services BIDV – Thai Ha branch apply information technology in its professional activities The deposit interest rate of BIDV – Thai Ha branch is always higher than other banks in the same group Satisfaction of customers' demand for loans (in terms of interest rate, partly satisfying or satisfying most of the loan demand) is high 10 11 BIDV – Thai Ha branch provides the cheapest service compared to other commercial banks BIDV – Thai Ha branch changed the price in certain cases BIDV – Thai Ha branch receives regular 12 payments (Card fee, IBMB, account management fee, BSMS) BIDV – Thai Ha branch collects money on the 13 basis of usage (E-banking service fee) 87 14 15 16 17 BIDV – Thai Ha branch has good facilities BIDV – Thai Ha branch has professional staff (in uniform and polite) The brochures and bank documents as well as publications are very hidden The guidance, form and procedure of BIDV Thai Ha branch always listed full 7 7 7 7 7 7 7 The transaction place of BIDV – Thai Ha 18 branch is always clean, comfortable seats in the bank waiting room satisfied customers 19 20 21 22 BIDV – Thai Ha branch is responsible for what they introduce and commit Retail banking activities of BIDV – Thai Ha branch’s staffs are highly appreciated BIDV – Thai Ha branch always carry out its services effectively BIDV – Thai Ha branch always takes care customer BIDV – Thai Ha branch accelerates the 23 application of digital technology in transactions (Internet and mobile service) 24 25 26 27 BIDV – Thai Ha branch is in charge of many ATMs Customers of BIDV – Thai Ha branch prefer to trade at banks and branches Customers of BIDV – Thai Ha branch prefer transaction at ATM Customers of BIDV – Thai Ha branch prefer to trade on Internet and mobile phone 88 Finally, please give me some detail information about you and your organization *Private information If you concern about result of this research as well as want to get a summary, please give me your personal detail: Your full name: _ Your address: Email: _ Thank you for your co-operation! 89 ... DEVELOPMENT OF VIET NAM – THAI HA BRANCH PHÁT TRIỂN DỊCH VỤ NGÂN HÀNG BÁN LẺ TẠI NGÂN HÀNG TMCP ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH THÁI HÀ Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN... GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - TRỊNH VIỆT HOÀ IMPROVING THE RETAIL BANKING SERVICES IN BANK FOR INVESTMENT AND DEVELOPMENT OF VIET NAM – THAI HA BRANCH PHÁT TRIỂN DỊCH VỤ NGÂN... Bank for Investment and Development of Vietnam - Thai Ha Branch ", I would like to thank all the teachers for teaching and helping I studied in Viet Nam National University, Ha Noi School of Business