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<b>FOREWORD ... 5 </b>

<b>CHAPTER 1: INTRODUCTION ... 7 </b>

<b> 1.1. The neccessity of Thesis ... 7 </b>

<b>1.2. Objective of the Thesis …...………..7 </b>

<b>1.3. Subject and Scope of Thesis ...…...……….…...8 </b>

<b>1.4. Research Method...………..8 </b>

<b>1.5. Contribution of Research...………....8</b>

<b>CHAPTER 2: LITERATURE REVIEW ... 9 </b>

<b> 2.1. Service ... 9 </b>

<b> 2.1.1. The concept of service ... 9 </b>

<b> 2.1.2. Characteristics of service ... 9 </b>

<b> 2.2. The quality of service ... 10 </b>

<b> 2.2.1. The concept of the quality of service ... 10 </b>

<b> 2.2.2. Factors affecting the quality of service ... 11 </b>

<b> 2.3. Customers' satisfaction ... 11 </b>

<b> 2.3.1. Customers' satisfaction ... 11 </b>

<b> 2.3.2. The relationship between quality of service and the satisfaction ... 12 </b>

<b>CHAPTER 3: METHODOLOGY ... 13 </b>

<b>3.1. Research framework………...………...13 </b>

<b>3.2. Surveyed process……….14 </b>

<b>CHAPTER 4: DATA ANALYSIS………16 </b>

<b>4.1. General introduction………..16 </b>

<b>4.1.1 Introduction of Vietinbank………..16 </b>

<b>4.1.2. Branches' organization………...16</b>

4.1.2.1. Organization chart ... 16

4.1.2.2. Human resource ... 21

<b>4.1.3. Branches' performance ………..…...23 </b>

4.1.3.1. Business performance ... 23

4.1.3.2. Other performance ... 26

<b>4.2. Research result………26 </b>

4.2.1. Description analysis………..26

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4.2.3. Pregression analysis………..30

4.2.4. Exploitation study……….32

<b>4.3. Assessment of customers' satisfaction………...33 </b>

4.3.1. Customers' expectation………...…… 33

4.3.2. Customers' satisfaction……….34

4.3.3. Maintaining branches' customers………..41

<b>CHAPTER 5: SOLUTION FOR IMPROVING CUSTOMERS' SATISFACTION IN </b>
<b>VIETINBANK - DINH TIEN HOANG BRANCH………44 </b>

<b>5.1. Solution for improving customers' satisfaction………...44</b>

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

<b>5.2. Direction for developing services of Vietinbank Dinh Tien Hoang branch in </b>
<b>the period of 2016 – 2020……….. 48 </b>

<b>5.3. Proposal to Vietin Bank head office ………..50</b>

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

<b>CONCLUSION ... 53 </b>

<b>LIST OF REFERENCES ... 54 </b>

<b>APPENDIX 1: CODE TABLE OF SCALE ... 55 </b>

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<b>TABLE LIST </b>

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

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<b>FIGURE LIST </b>

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

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<b> </b> <b>FOREWORD </b>

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
<i><b>to meet the customers’ demands. The topic: “Improving the customers’ satisfaction in Vietin </b></i>
<i><b>Bank – Dinh Tien Hoang branch” is conducted to assess the scale of customers’ satisfaction </b></i>
when using the bank’s services. Therefore, more effective solutions will be given to improve
<i><b>their pleasance. The structure of the thesis including: </b></i>

<i><b>Chapter 1: The necessity of Research Thesis </b></i>
<i><b>Chapter 2: Literature review </b></i>

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<i><b>Chapter 5: Solutions for improving customers’ satisfaction in Vietin Bank Dinh Tien </b></i>
<i><b>Hoang branch </b></i>

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!

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<b>CHAPTER 1: </b>

<b> INTRODUCTION</b>

<b>1.1 The necessity of Thesis </b>

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
<b>research. </b>

<b>1.2. Objective of the Thesis </b>

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.
<b> Recommend some solutions to improve customers’ satisfaction to the bank. </b>

<b>1.3. Subject and Scope of Thesis </b>

1.3.1. Subject of Research

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1.3.2. Scope of Research

The space of scope: Viettin Bank, Dinh Tien Hoang Branch
<b> The duration of scope: Data collection from 2011-2015 </b>

<b>1.4. Research Method </b>

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
<b>which, recommend, suggest to help Viettin Bank in particular. </b>

<b>1.5. The practical meaning of thesis </b>

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.

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<b>CHAPTER 2: </b>

<b> LITERATURE REVIEW</b>

<b>2.1. Service </b>

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

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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
<b>tastes of their customers to avoid waste. New service plans are often expensive. </b>

<b>2.2. Service quality </b>

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

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including (1) reliability; (2) ability to respond; (3) service capacity; (4) access, (5) courtesy,
(6) communication, (7) credibility, (8) security; (9) understanding customer; and (10) visible
means. From these 10 aspects, further research is drawn on five key factors (eg, Parasuraman
et al., 1988, 1991) of service quality including: (1) Reliability: The ability to perform the right
service and on time. (2) Responsiveness: Express the desire and willingness of the service
staff to provide timely service to customers. (3) Assurance: The professionalism of the service
staff. (4) Empathy: Show employee interest to the customer. (5) Visible: clothing, appearance
of staff and service facilities. So it can be seen that service quality is a multifaceted concept,
that is a composite indicator of different elements. In different service areas it is measured by
<b>different factors. </b>

<b>2.3. Satisfaction of customers </b>

2.3.1. Customers’ satisfaction

Customers’ satisfaction is the emotional state of the service product used (Spreng et al.,
1996). Customers’ satisfaction is the level of a person's sense of place that results from
comparing the results obtained from the consumption of the product / service with his
expectations (Kotler, 1996). Overall, researchers consider satisfaction as a feeling of comfort
when customers meet their expectations of the product or service. Overall service satisfaction
is considered as a particular variable in relation to quality of service components (Durvasula
<b>and Mehta, 1999; Chow and Luk, 2005; Mostafa, 2005; Zarei et al., 2012). </b>

2.3.2. The relationship between quality of service and satisfaction of customers

Quality of service and satisfaction are two different but closely related concepts in
research on service quality services that lead to satisfaction. The reason is the quality of

service involved. To the delivery of the service, while the satisfaction was only appreciated
after using the service.

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Quality of service is a factor that greatly affects customer satisfaction. If a service
provider gives customers quality products that meet their needs, that network provider is
initially making the customer happy. Therefore, to improve customer satisfaction, service
providers must improve the quality of service. In other words, quality of service and customer
satisfaction are closely interrelated, in which the quality of service is what precedes and
decides customer satisfaction. The causal relationship between these two factors is a key issue
in most studies of customer satisfaction. If the quality is improved but not based on the needs
of the customer, then the customer will never be satisfied with the service. Therefore, when
using the service, if customers feel the service is high quality, they will be satisfied with that
service. Conversely, if customers feel the service is of low quality, dissatisfaction will arise.
In the field of service quality research and customer satisfaction have been the systematic
researchers for many years. Including some well-known models such as the Quality Distance
Model (Parasuraman et al., 1985), the SERVQUAL model (Parasuraman et al., 1988). In the
models above, the SERVQUAL model is a research model applied in the retail and service
sectors, including the following:

Reliability: The reliability of the service agreements provided by the business or
organization such as: timely, timely, error-free.

Feedback: is to provide feedback or contribute ideas to develop the information
obtained. The process of soliciting customer feedback about a particular business, product or
service

Skills: the ability or ability to perform a masterpiece of one or a series of actions based
on knowledge (knowledge or experience) to produce the desired result.

Accessibility: All that is required is what the business must do to satisfy the customer's
needs and expectations, ie serve the customer the way they want to be served and Do the
things necessary to keep the customers you are. .

Information: Signals, acquired, understood and judged to be helpful in business
decision-making.

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<b>CHAPTER 3 </b>
<b> </b> <b>METHODOLOGY </b>

<b>3.1. Proposed research framework </b>

The purpose of the survey is to identify the level of satisfaction of customers using 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 customer satisfaction.
Currently companies in the service sector often measure customer satisfaction in accordance
with the criteria of the RATER model and apply the model SERVQUAL. The nature of the
study also performs customer satisfaction surveys through RATER criteria but is divided
according to student research requirements. Research framework according to the following
criteria:

- Reliability: The ability of the branch to fulfill the promise of reliable and accurate
service.

- Feedback: Staff feedback on customer requests

- Skills: Skill is defined as the proficiency of a kind of knowledge to solve their tasks.
In the banking profession, the employees are always required high professional skills

- Accessibility: Customer's access to the service provided at the branch

- Information: Information is an important factor in a turbulent economy, and having
information properly is essential to every customer

- Service quality: Quality of service is also one of the determining factors for customer
satisfaction

<b>H1 </b>
<b> </b>

<b> H2 </b>
<b> </b>

<b> H3 </b>
<b> H4 </b>

<b> </b> <b>H5 </b>

<b> H6 </b>

H1, H2, H3, H4, H5 effect positive to customers’ satisfaction.
Reliability

Feedback

Skill

Accessibility

Information

Service
quality

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<b>3.2. Survey Process </b>

<b>Step 1: Building questionnaire: </b>

- Seting up a rough questionnaire based on the information to be collected in the theoretical
model and related satisfaction studies.

There are 25 questions including 6 factors effect the customers’ satisfaction.
Factor 1: Reliability: 7 questions

Factor 2: Feedback: 4 questions
Factor 3: Skills: 3 questions
Factor 4: Accessbility: 5 questions
Factor 5: Information: 3 questions
Factor 6: Service quality: 3 questions

- Selecting and correcting questions based on the teacher's input. Interviewed 10 random
clients to test the clarity of the questionnaire, thereby recording their initial idea of the
product and service of the branch and the customer's desire for the branch.

<b>- Editing and finalizing the questionnaire, then submit an official questionnaire. </b>

<b>Step 2: Determining the number of samples needed and the scale for the survey: </b>

- The sample size is 142 samples. Currently, according to many researchers, the issue of how
much sample size, how large is still unclear. Furthermore, the sample size depends on the
estimation methods used in the particular study. According to some studies in the world, the
representative sample size selected for the survey would be appropriate if the sample size
was 5 for an estimate. Survey models in the subject included 7 independent variables with
25 observation variables. Therefore the required sample size is 25 × 5 = 125 or more. So the
sample size used in the survey is 142 samples should be representative of the sand is still
guaranteed for the survey. ( “Research Variables” – Saul Mcleod, 2008; "Independent
<i>Variable." In Encyclopedia of Research Design. Neil J. Salkind, editor. (Thousand Oaks, </i>
CA: SAGE, 2010)

- The scale is used in the satisfaction survey is the Likert scale. It consists of 5 levels of
popularity from 1 to 5 to find out the rating of respondents. Therefore, the questionnaire
<b>designed from 1 is "fully agree" to 5 is "totally disagree". </b>

<b>Step 3: Sending survey form to customer: </b>

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<b>Step 4: Contacting the customer to track the answer: </b>

After 10 days, if not received feedback from the customer, students will call the
customer reply. For questionnaires placed at transaction counters, customers can make direct
<b>replies and send them back to their employees immediately. </b>

<b>Step 5: Receiving feedback from customers: </b>

There were 157 questionnaires received (121 received at the counter and 36 received by
email) with a response rate of 74.8%, of which 15 were rejected for invalidation. Therefore
<b>the number of samples left for analysis is 142 votes. </b>

<b>Step 6: Clearing data processing using SPSS analysis tools: </b>

● Data content: The questionnaire data is designed with 25 measures of factors that
bring customer satisfaction and four scales of customer satisfaction when dealing with a bank
include four main sections of coded questions.

- Some general information about customers

- Factors that affect customer satisfaction

- The level of customer satisfaction

- Recommendations of customers

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<b>CHAPTER 4: </b>
<b>DATA ANALYSIS </b>

<b>4.1. General introduction </b>

<b>4.1.1. Introduction of Vietin Bank </b>

VietinBank was established in 1988 and was separated from Vietnam national Bank. It
plays a pillar role in Vietnam bank sector.

It has 155 branches nationwide and more than 1000 transaction agencies as well as 9
independent audit companies including Finance leasing company, Loan managing and asset
exploting company, Commercial and Industrial stock company, Funds managing company,
jewellery company, labour nunion company, international transfer company, VietinAviva
company and 5 career units including IT center, card center, human resource training and
developing center, Bank Star I hotel and Bank Star II hotel- Cua Lo.

As the foundation member and the joint partner of INDOVINA bank.

It has the dealer relationship with more than 900 banks, owns financial institutions in
more than 90 nations and territories in all over the world.

As the first Vietnam’s banks was awareded the certification of ISO 9001:2000.

Being a member of Vietnam Bankers Association, Asian Bankers Association, Global
Interbank Financial Telecommunication Association (SWIFT), Visa and MasterCard
International.

As the pioneer in applying modern technologies and electronic commerce in Vietnam,
meeting the requirements of management and business.

As the first bank in Vietnam to have branch in Europe, marking the significant
development of Vietnam’s finance in region and global market.

Constanly doing research, upgrading productions, and services as well as creating new
<b>productions to correspond with the highest demands from customers. </b>

<b>4.1.2. Branch’s organization </b>

4.1.2.1. Chart of branch’s organization

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<b>Figure 1.1: The chart of VIETIN BANK Dinh Tien Hoang branch </b>
Credit
manage
departmen
t
Financial
accountin
g
departme
nt
Transact
ion
agency
05
Transact
ion
agency
04
Transact
ion
agency
03
Transact
ion
agency
02
Transact

ion
agency
01
Technolo
-gical
services
Business
customer
services
Administ
ration
departme
nt
Risk

manage-ment
Business
customer
services
relationshi
p
Technologi
-cal
relationshi
p
Fund

manage-ment
General
planning

departme
nt

<b>DIRECTOR </b>

<b>VICE </b>
<b>DIRECTORS </b>
<b>Customer </b>
<b>relationship </b>
<b>department </b>
<b>Risk management </b>
<b>department </b>

<b>Coordinators </b> <b>Internal </b>

<b>management </b>
<b>department </b>

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<i>• Board of Director</i>

The board of directors of VIETINBANK Dinh Tien Hoang branch consists of a chief
executive and a deputy director.

The Director is responsible for running and managing all activities of the branch and is
responsible to State law and business partners.

A deputy director is an assistant to a director, operating one or more specific branches of
a branch according to the arrangement of the director, responsible to the director and the law
<b>on assigned tasks. ; On behalf of the manager relations with related parties solve the work. </b>

• The customer relations department has the following tasks:

Developing and implementing policies and guidelines to implement customer policy,
developing market and market share; deploying existing products.

Identifing the target market, target customers; develop and implementing
monthly/quarterly/yearly sales program and marketing solutions, receiving customer requests
and feedback.

Understanding the needs of customers; Consulting with customers to choose credit
products, banking services; Providing, guiding and answering customer inquiries about
regulations, credit procedures, banking services, assuring effective customer service with high
professionalism.

Responsible for setting up, maintaining and developing cooperative relations with
customers and selling products of the bank, negotiating to expand the areas of cooperation
with customers; Comprehensive customer care, ensuring customers are served full with
increasing quality.

Directly setting limits, credit limits, and credit proposals. Tracking and managing
customer activity. To supervise the process of using loans and assets to secure loans. Urge
customers to pay principal and interest (including those transferred outside the table).
Proposing to restructure the debt repayment period, keeping track of the collection of
principal, interest and fees (if any) until the loan contract is finalized. Processing when
customers do not meet the credit conditions. Timely detecting of loans with risk signs and
proposed handling.

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and commenting on provisioning for credit risk.

To receive and examine the dossiers of request for interest exemption/reduction, propose

the interest exemption/reduction and transfer to the Risk Management Sub-Division in
accordance with the regulations. Compliance with the bank's credit line limits for customers.
<i>Tracking customer usage limits. </i>

<i>• The task force has the following tasks: </i>

Directly performing the operation and management of lending, guaranteeing for
customers in accordance with regulations and procedures of VietinBank and its branches.
Directly managing accounts and deal with customers.

Making a risk provisioning calculation based on the classification results of the
Customer Relationship Department in accordance with the regulations of VietinBank; To
send results to the Risk Management Division for review and submission to competent
authorities for decision.

Taking full responsibility for the safety of the Department's operations; Strictly
following the internal control procedures before the transaction is carried out. Customer
monitoring complying with the terms of the credit agreement.

To carry out money laundering prevention against transactions arising under the
regulations of the State and VietinBank; Detecting, reporting and dealing promptly with
suspicious transactions in emergency situations.

The treasury service and management team is responsible for: Directly performing stock
management and entry/exit fund operations. To propose and advise the branch director on
measures and conditions for ensuring the safety of warehouses, funds and monetary security;
developing of treasury services; To strictly complying with the rules and procedures of
treasury management. To be fully responsible for ensuring safety of treasury and currency
<i>security, ensuring security of assets of VietinBank Branch and customers. </i>

<i>• Risk management is responsible for: </i>

Advising on proposing policies and measures to develop and improve the quality of
credit operations Managing, monitoring, analyzing and assessing the potential risks to the
branch's credit portfolio; Maintaining and applying credit rating and rating systems to
portfolio management.

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limits of the relevant departments and proposing handling of any violations.

Proposing to the director of the plan to reduce the bad debt of the branch, the customer
and the plan to restructure the debt of customers as regulation.

Supervising debt classification and risk provisioning; To sum up debt classification
results and make risk provisions and send them to the accounting and finance sections for
making balance according to regulations.

Collecting and managing credit information, reporting on credit activities and credit
quality of the branch; Make a report analyzing the status of loan security assets of the branch.
Carrying out bad debt handling.

Participating in the work of credit risk, operational risk, money laundering prevention.
Being an important role in the management of ISO quality system. It is the focal point in
coordinating the process of managing the quality system according to ISO standards at the
branch. Developing and proposing to the Director the improvement program of quality
management system; Measuring the level of satisfaction of customer satisfaction.

Developing plans and coordinating implementation of implementation plan, inspection,
assessment and maintenance of quality management system at the units in the Branch.

Collaborating with organizations to evaluate the certification of quality management
<i>system maintenance; To sum up results of the branch system's quality evaluation. </i>

<i>• The internal management department has the following tasks: </i>

The Accounting and Finance Department has the following tasks: - To manage and
carry out detailed accounting work, general accounting; Carrying out post-audit work on
accounting and financial activities of the branch (including transaction offices); To perform
the task of managing and supervising the finance; Implementing customer information
management. Proposing consultancy to the branch director on guiding the implementation of
financial and accounting regimes, formulating regimes and measures for asset management,
norms and financial management.

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departments to sell products, providing market information, cost prices; To be responsible for
managing the coefficients of safety in business activities, ensuring the payment capacity and
the foreign exchange status of the branch.

The Administrative Organization Department has the following tasks: To lead the
consultancy, suggest and assist the Director in implementing the organization and personnel
work and developing the human resources at the branch. Letter of the clerical work; The focal
point for organizing or representing branches in communication relations, receiving
organizations and individuals inside and outside the VietinBank system; To inspect,
supervise, synthesize and report on the observance of labor regulations, internal rules of the
agencies ...; Formulating, announcing the work program and schedule of the board of
directors to the relevant units; The focal point for the implementation of the service of
meetings and conferences organized by its branches or assigned by VietinBank to its branch;
To advise and propose the establishment of rules and regulations on office work and

administrative management measures. Carrying out the advisory, management, exploitation
and use of assets of the branch; Ensuring full material condition and safe, civilized and clean
<i>working environment for the whole branch. </i>

<i>• Subordinate unit has the following tasks:</i>

Directly dealing with customers and providing banking services. Transaction offices
conduct direct transactions with customers at transaction offices. To receive all inquiries of
customers to the department to solve.

4.1.2.2. Human Resource

Human resources are always the most important factor for the development of an
organization or a business. Same thing to VietinBank, VietinBank always considers human
factors as the decisive factor for success under the motto "each VietinBank staff is a
competitive advantage" in terms of both professional capacity and moral qualities. The staff
of VietinBank Dinh Tien Hoang is always one of the strong team in terms of both quantity
and quality. Below is a table showing the number of employees working at the branch through
<b>2011-2015 </b>

<b>Year </b> <b>Number </b> <b>of </b> <b>employee </b>
<b>(person)</b>

<b>2011 </b> <b>112</b>

<b>2012 </b> <b>120</b>

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<b>2014 </b> <b>130</b>

<b>2015 </b> <b>135</b>

Source: [1,2,3,4,5]

<b>Table 1.1: Calculation of the number of staffs in the branches between 2011 – 2015 </b>

<b>Figure 1.2: The number of staffs in branch during 2011 – 2015 </b>

<b> Source: [1,2,3,4,5] </b>

Based on the table and illustrations above, it is clear that the human resources of the
branch in the past five years (2011 - 2015) tend to increase steadily over the years. This
proves that the branch is in the process of delivering business services that require more labor.
Every year, the number of employees increases from 5 to 10 people. The reason for this is
that: VietinBank is increasingly diversified in services as well as business areas. The market is
increasingly expanding, the number of customers who wish to use the service also increased.
Recruiting more labor each year is necessary to provide our clients with the best services, in
the widest possible range.

According to the most recent statistics, the branch's human resources structure in 2013
by age and level are shown in the following two graphs:

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<b> Source: [1,2,3,4,5] </b>

<b>Figure 1.4 Human resource structure according to study level </b>

<b> Source: [1,2,3,4,5] </b>

It can be seen that employees in VietinBank Dinh Tien Hoang mainly in the age of
20-30 (74.79%) are young working class, in the right direction with the goal of building modern
human resources system. Make use of young power very much for the development of
VietinBank Dinh Tien Hoang. In addition, college graduated staffs occupy the majority of the
human resources (72.07%). This is the target labor that VietinBank Dinh Tien Hoang aims at
in the work of improving human resources, building branch development.

<b>4.1.3. Branches' performance </b>

4.1.3.1. Business performance
Capital raising activities

The branch's capital mobilization over the past five years has achieved commendable
results. The amount of capital mobilized in the next year is always higher than the previous
year. The structure of capital mobilization is moving in positive direction. With the low cost
of capital mobilized, the profit margin of the branch is always high, creating huge profit for
the company. As well as attracting residents 'and business organizations' financial resources,
financial institutions and branches have also strengthened control over liquidity and security
<b>of their branches. </b>

<b>Table 1.2: Capital mobilization during 2011 – 2015 </b>

Unit: billion dong,%

Target Unit 2011 2012 2013 2014 2015

RAISE CAPITAL billion dong 2,570 3,471 3,016 4,280.

3

4,949.
5

1. By type of money

- VNĐ billion dong 2,307 3,209 2,315 3,827 4,493

Proportion % 89.8 92.4 76.76 89.4 90.8

- Foreign exchange VNĐ billion dong 263 262 701 453.3 456.5

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2. According to the source

of mobilization

- ĐCTC billion dong 433 921 1,021 983.5 800.2

Proportion % 16.8 26.5 33.9 23 16.2

- TCKT billion dong 755 835 431 561.3 589.3

Proportion % 29.4 24.0 14.3 12.1 11.9

- Private, individual billion dong 1,382 1,715 1,544 2,735.

5 3,560

Proportion % 53.8 49.5 51.8 64.9 71.9

<b> Source: [1,2,3,4,5] </b>

The period 2011-2015 is a time illustrating the collective strength of Dinh Tien Hoang
branch in attracting and seeking idle capital in the population amidst difficult economic
conditions and a series of crisis crises. Particularly in the years 2011-2015, the amount of
mobilized capital of the branch has increased rapidly, increased from 2570 billion in 2011 to
4.949 billion in 2015 respective to 92.6%. At the same time, the growth rate of mobilized
capital also improved. In 2012 compared with 2011 increased 901 billion respectively 35%.
By 2013, the growth rate of capital mobilization has decreased compared to 2012, down 15%
respectively 455 billion. In the period of 2013 - 2015, the capital mobilization of the branch
increased rapidly from 3.016 billion to 4.949 billion, 64.1% respectively.

• Credit activities

Credit activity is an important activity in the bank's operations. Normally in the
European countries this activity usually contributes 60% of the bank's profit structure. But in
Vietnam, this activity is up to 80-90%. Recognizing the importance of this activity, from the
first day of its establishment, the branch has accelerated the credit growth towards sustainable
growth and reduced risk. Parallel with building credit growth is the construction of
management system, risk management. During the development process, the credit growth
<b>rate and scale of the branch was developed in accordance with the direction of the State Bank. </b>

<b>Table 1.3: Results of credit performance in Dinh Tien Hoang branch during </b>
<b>2013-2015 </b>

Unit: billion dong, %

Credit 2011 2012 2013 2014 2015

1

<b>Credit Table 1.3: </b>

<b>Results of credit </b>
<b>performance in Dinh </b>
<b>Tien Hoang branch </b>

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<b>during 2013-2015 </b>

Unit: billion dong, %
outstanding at the end of the
period

2 Loan outstanding TDH

maximum of the year 807 912 1,192.0 1,268.6 1,850.0

3 Average outstanding retail

credit debt 47.7 185 191.0 134.0 167.5

Credit quality

4 Bad debt ratio 1,71% 0,64% 1.37% 5.28% 2.32%

5 Debt ratio of group II / TDN 10,4% 9,57% 26.49% 18.03% 18.12%

6 Collection of off-balance sheet

debt 2.55 2.8 9.52 0.006 0.500

Credit structure

7 The proportion of outstanding

retail loans / TDN 3,40% 10,02% 8.94% 5.35% 8.9%

8 TDH / TDN outstanding

balance ratio

55% 49.37%

55.80% 56.6% 73.28%

Source: [6,7,8,9,10]

In the period 2011-2015, the operation of the branch still faces many difficulties and
challenges due to the fact that the economic situation has not seen any significant positive
changes: the purchasing power remains low, the credit growth slows, the real estate market
and the stock market is still in silence. However, with the unified unity of all employees,
under the proper leadership of the management. Dinh Tien Hoang Branch still has the right
<b>result as planned by Vietin Bank. </b>

<b>Table 1.4. Credit growth during 2011 – 2015 </b>

Year

Target 2011 2012 2013 2014 2015

Total outstanding loans

(billion VND) 1,410 1,847 2,136 2,239.6 2,524

Growth over the adjoining

year (%) 31 15.6 4.9 13

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Credit growth is maintained at a good growth rate. In 2011, the branch raised VND 2.570
billion and allocated VND 1,410 billion for credit, accounting for 54.9%. By 2012, the
amount of capital for credit growth has increased rapidly to VND437 billion, equivalent to
31% of 20011. In 2013, total outstanding loans tend to decrease compared to 2012, down
15.6% compared to 2010 and speed Credit growth will continue to fall by 4.9% in 2014. In
2015, credit will show rapid growth. Total outstanding loans increased from VND 2,239.6
billion in 2014 to VND2,524 billion in 2015, equivalent to 13%.

4.1.3.2. Other performance

Attaching the development to the common interests of the society, VIETIN BANK
Dinh Tien Hoang is always involved in many community activities, wish to contribute to a
better life and more meaning. Some activities include:

• Acompany and Support the exam season, Green summer

• Awarding scholarships to disadvantaged students, excellent students

• Visiting and giving gifts to poor patients, disadvantaged children, the elderly and
street children

• Participating in activities to support flood victims, community blood donation
activities.

These results of social activities above are remarkable achievements in line with the direction
of the authorities, contributing to building image of a VIETINBANK that always
<b>accompanies the common interests of the community and society. </b>

<b> 4.2. Research results </b>

4.2.1. Description analysis

Sex of customers using services at VIETINBANK Dinh Tien Hoang branch

<b>Table 1.5: Calculation of customers’ gender of the customer</b>

It is based on the data table, we found that clients of the branch were mostly female,
accounting for 67.6% of the 142 respondents.

Frequency Percent Valid Percent Cumulative Percent

Valid

Male 46 32,4 32,4 32,4

Female 96 67,6 67,6 100,0

Total 142 100,0 100,0

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Customer service time at the branch:

<b>Table 1.6: Descriptive Statistics of services time usage</b>

N Minimum Maximum Mean Std.

Deviation

Time

Valid N

(listwise)

142

142

1 4 3.6

.863

Of the 142 customers surveyed, the time they were dealing with VIETINBANK Dinh
Tien Hoang were mostly customers with a long-standing affiliation (3.6 years average)

<b>Figure 1.5: Profits from services during 2011 – 2015 </b>

Looking at the chart above, we see that the number of customers with trading time over
3 years accounts for 70.42%. New customer transactions in the year accounted for 4.93%.

Customer service products used in VIETINBANK branch Dinh Tien Hoang

<b>Table 1.7: </b>

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<b>Descriptive Statistics of the number of services customers use</b>

N Minimum Maximum Mean Std. Deviation

Qlt

Td

Ttqt

Kdtt

Nhhd

Valid N (listwise)

142

142

142

142

142

142

0

0

0

0

0

0

4

3

4

2

4

1.52

1.18

0.74

0.49

0.57

.760

1.262

.965

.671

.748

In the products and services that the branch provides to customers, the management
products are most used by customers (average value is 1.52). Followed by credit products
(1.18), international payment services (0.74). For local bank products, although the branch
provides customers with a variety of different products, each customer chooses only one type
of utility products for them. An average of 0.57 indicates that more than half of the surveyed
customers use this product.

4.2.2. Confirmatory factor analysis

<i>➢ Verify scale reliability </i>

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included in the analysis. If the Cronbach's Alpha coefficient is 0.7 or higher, the scale is good
and the correlation is higher

<b>Table 1.8: Result of assessing scale’s reliability </b>

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CL3 47.94 166.593 .692 .961

Looking at the table above, we find that the cumulative correlation coefficients of all
observed variables are greater than 0.3, indicating that the scale is good and that the
correlation is high.

4.2.3. Pregression analysis

<b>Analysis of linear regression correlation </b>

<b>Regression line: HL = f(DTC, DPH, KN, DTCC, TT, CL) </b>

<b>Table 1.9: The interretate audited results among variables </b>

Correlations

DTC DPH KN DTCC TT CL HL

DTC Pearson
Correlation

1 .731(**) .803(**) .757(**) .750(**) .659(**) .792(**)

Sig. (2-tailed) .000 .000 .000 .000 .000 .000

N 142 142 142 142 142 142 142

DPH Pearson

Correlation

.731(**) 1 .754(**) .668(**) .657(**) .523(**) .636(**)

Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000

N 142 142 142 142 142 142 142

KN Pearson

Correlation

.803(**) .754(**) 1 .702(**) .743(**) .599(**) .723(**)

Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000

N 142 142 142 142 142 142 142

DTC
C

Pearson
Correlation

.757(**) .668(**) .702(**) 1 .735(**) .709(**) .731(**)

Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000

N 142 142 142 142 142 142 142

TT Pearson

Correlation

.750(**) .657(**) .743(**) .735(**) 1 .729(**) .751(**)

Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000

N 142 142 142 142 142 142 142

CL Pearson

Correlation

.659(**) .523(**) .599(**) .709(**) .729(**) 1 .775(**)

Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000

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HL Pearson

Correlation

.792(**) .636(**) .723(**) .731(**) .751(**) .775(**) 1

Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000

N 142 142 142 142 142 142 142

** Correlation is significant at the 0.01 level (2-tailed)

All variables have sigs <1% so they have a very close relationship. Because the function
of the regression function can be realized.

Regression analysis: Regression analysis will determine the relationship between the
dependent variable (satisfaction level) and the independent variables (reliability, feedback,
skill, accessibility, This helps us to predict the degree of dependent variable when we know
the value of the independent variable.

<b>Table 1.10: Result of analysis </b>

Coefficients (a)

Model Unstandardized

Coefficients

Standardized
Coefficients

Sig.

B Std. Error Beta P

(Constant)
DTC
DPH
KN
DTCC
TT
CL
- .102
.345
.012
.105
.057
.092
.374
-.107
.088
.072
.077
.073
.073
.069
.332
.012
.112
.059
.099

.369
.01
.000
.04
.03
.02
.02
.000
a : Dependent Variable: HL

From the regression analysis, the relationship between the dependent variable
(satisfaction level) and the six independent variables is shown in the following equation

HL = 0.332DTC+0.012DPH+0.112KN+0.059DTCC+0.099TT+0.369CL

All positive beta coefficients show that independent variables have a positive effect on
customer satisfaction. As such, the branch should strive to improve these factors to improve
customer satisfaction at the branch.

According to the results, all six factors have a positive impact on customer satisfaction.
The four most influential factors are DPH (feedback), KN (skill), DTCC (accessibility), TT
(information). Here is the results table:

Hypothesis Result

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2 Feedback Supported

3 Skill Supported

4 Accessibility Supported

5 Information Supported

6 Service quality Supported

<i>➢ Examination of multi-collinearity of the regression line </i>

Multiple-linearity is a state in which independent variables are strongly correlated.
Looking at the following table, we find that the variables with very small sig values indicate
that the model used is appropriate and that all variables meet acceptable standards. In
addition, the Collinearity diagnostics criterion with the Variance inflation factor of
independent variables in the model is less than 10, this shows that the multi-collinearity of
independent variables is negligible.

<b>Table 1.11: Result of assessing multicollinearity </b>

Coefficients (a)

Model Unstandardized

Coefficients

Standardized
Coefficients

t Sig. Sig.

B Std.

Error

Beta Tolerance VIF

(Constant)
DTC
DPH
KN
DTCC
TT
CL
-.102
.345
.012
.105
.057
.092
.374
.107
.088
.072
.077
.073
.073
.069
.332
.012
.112
.059

.099
.369
-.950
3.909
.164
1.360
.771
1.254
5.439
.344
.000
.870
.176
.442
.212
.000
.253
.370
.269
.315
.292
.395
3.959
2.700
3.714
3.173
3.426
2.532
<i>a. Dependent Variable: HL </i>

4.2.4. Exploitation study

Analyzing the factors that determine the level of satisfaction of customers when trading
at VIETINBANK

With 5 scales corresponding to 1 is "totally disagree" to 5 is "absolutely agree"

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33

rates" (2.36), CL3 "Diversified products to meet customer demand" (2.29), DTC7 "Time to
wait for short transaction" (2.25)

<b>Table 1.12: Descriptive Statistics of factors assessing the scale of satisfaction</b>

N Minimum Maximum Mean Std.Deviation

DTC1
DTC2
DTC3
DTC4
DTC5
DTC6
DTC7
DPH1
DPH2
DPH3
DPH4
KN1
KN2
KN3

DTCC1
DTCC2
DTCC3
DTCC4
DTCC5
TT1
TT2
TT3
CL1
CL2
CL3
Valid N (listwise)

142
142
142
142
142
142
142
142
142
142
142
142
142
142
142
142
142

142
142
142
142
142
142
142
142
142
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1

1
1
1
1
3
4
5
4
3
4
5
3
4
3
3
4
4
4
4
4
4
5
4
3
4
3
4
4
3
1.60

1.70
2.13
1.86
1.93
2.05
2.25
1.74
1.63
1.80
1.68
1.85
1.93
1.89
2.07
2.01
2.06
1.93
2.21
1.94
2.16
2.11
2.05
2.36
2.29
.572
.661
.901
.740
.721
.793

.877
.660
.637
.669
.645
.684
.721
.706
.759
.674
.765
1.096
.779
.712
.759
.722
.677
.718
.669

<b>4.3. Assessment of customers' satisfaction </b>

4.3.1.Customers’ expectation

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suggest that VIETINBANK should offer preferential interest rates or preferential interest rate
packages so that customers could access capital easily, as well as get more benefits when
depositing money or participating in transactions. 16/142 customers expect to receive the
information provided by the branch quickly and promptly. Some customers make suggestions

for transaction processing time as well as time for waiting for the transaction should be
shortened to save more time for customers. From these above recommendations, the branch
should consider to meet the expectations of customers, and what level they can meet.

In addition, when customers come to make transaction at Dinh Tien Hoang branch, due
to the small area of the counters, the branch do not arrange seats for customers when waiting
for the transaction, the number of seats for customers to wait is also limited, which makes
customers feel uncomfortable during the time waiting for transaction.

Of the 10 customers interviewed, two customers were completely satisfied with the
service attitude of the staff of the branch. 7 customers were satisfied and 1 customer felt not
very unhappy at the transaction at the branch. They said that during the transaction, the
transactor always has a friendly attitude towards customers, always ready to help customers
but some customers feel unhappy when in the transaction process staff of VIETIN BANK are
not very friendly, "no smiles". In terms of professional skills, staff of VIETIN BANK is
considered to be one of the quality human resources but personal skills are also one of the
factors that influence the satisfaction of customers that need to be paid attention to by the
branch.

4.3.2. Customers’ satisfaction

In a competitive economy, customer is the decisive factor of the existence of the
business, the satisfaction of customers is the factor bringing customers back to the business,
especially in the service sector, the level of customer satisfaction is an issue that every
business service provider pays attention to. In the process of research, VIETINBANK is a
bank highly appreciated for the customer service attitude as well as services that banks are
providing. Dinh Tien Hoang Branch is one of the oldest branches of VIETINBANK. In
addition to the experience is the dynamism, hard work of the employees throughout the
branch to meet the satisfaction of customers. Below is the table describing the level of
customer satisfaction at the transactions at VIETINBANK Dinh Tien Hoang:

<b>Table 1.13: Customers’ satisfaction</b>

N Minimum Maximum Mean Std. Deviation

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35

N Minimum Maximum Mean Std. Deviation

Hl 142 1,00 3,00 1.96 ,84008

Valid N (listwise) 142

According to the table above, the highest satisfaction level is level 1 – completely
satisfied, highest is level 3 - normal. The average customer satisfaction level is 1.96
approximately 2 - satisfied. This is a great compliment to Dinh Tien Hoang branch. Most of
customers coming to Dinh Tien Hoang branch are satisfied with the service attitude and
services provided by the branch. To achieve this, there are the great efforts of the Board of
managers as well as all employees of the branch. However, customers are still not
“completely satisfied” with the branch, so the branch still needs to improve to enhance the
customer satisfaction level at Dinh Tien Hoang branch.

• Reliability

Reliability is defined as the ability of a service supplier to fulfil a promise of providing
reliable and accurate services. According to the study, the variable DTC has an average value
of 1.93 or, in other words, the customer agrees that the services that the branch provides are
exactly what the branch has promised, its accuracy and high assurance. VIETINBANK is
becoming a joint stock commercial bank trusted by customers, branch services are widely
used, the quality of services is increasing.

<b>Table 1.14: Descriptive Statistics of factors assessing reliability</b>

N Minimum Maximum Mean Std.Deviation

DTC1
DTC2
DTC3
DTC4
DTC5
DTC6
DTC7
DTC
142
142
142
142
142
142
142
142
1
1
1
1
1
1
1
1
3

4
5
4
3
4
5
3
1.60
1.70
2.13
1.86
1.93
2.05
2.25
1.93
.572
.661
.901
.740
.721
.793
.877
.664

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According to the data table above, DTC1 - VIETINBANK Dinh Tien Hoang is the
branch whose customer reliability is lowest as level 1 - Fully agreed and highest is level 3 -
Neutral, average value of DTC1 is 1.60 or in other words, most customers asked agree on a
high level that Dinh Tien Hoang branch is a trusted branch. VIETINBANK is one of the

oldest commercial banks in Vietnam, being a big bank known by many customers.
Previously, VIETINBANK was a bank with capital from the state budget, has strong financial
strength, is a bank established with the purpose of creating capital for the implementation of
construction investment projects, so the faith generated in the customer's mind is quite great.
Effort of VIETINBANK that is always trying their best to serve customers is the most
important factor to increase the reliability of customers on VIETINBANK Dinh Tien Hoang.

➢ DTC2 – The branch where security of customer information is good.

In the era of information technology, information is widely disseminated on internet
sources, newspapers ... Having information is having many opportunities, so information
security is one of the urgent requirements with customers. . Moreover, VIETINBANK has a
lot of big customers so the information security further affirms its importance when customers
choose to use the service. According to Table 2.11, the average value of DTC2 variable is 1.7,
which means that the customer is happy about the security of customer information. To
achieve this, VIETINBANK Dinh Tien Hoang has invested in a modern computer system that
is well-secured and all customer information in the transaction process is carefully checked
and properly stored by agents and transactors on computer systems with modern softwares.
Customer database is stored and secured at modern computer system in server room. The
server room is considered an important place in the office of the branch where only authorized
staff and officials can use the information in the server room and must comply with all
regulations on security safe set by the branch.

➢ DTC3 – ATM system always works properly

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ATM or a slow money outflow sometimes causes customers to lose that money which annoys
customers during the transaction. According to the table above, DTC3 variable - ATM system
is always operating well, customers rated as lowest as 1 - absolutely agree and highest is 5 -

totally disagree, the average value is 2.13 means that apart from customer satisfaction when
using the ATM system, there are quite a number of customers completely dissatisfied with the
use of this system. The reason for the ATM running out of money or difficulty in the
transaction of customers is due to the irregular inspection or mistakes during the inspection,
which makes the customer dissatisfied.

➢ DTC4 – Documents, forms, receipts used in the transaction are designed simple and
clear and DTC5 - Procedures of transactions at branches are simple and convenient.

In bank transactions, documents, forms and receipts are widely used in large numbers
on a transaction day at one counter. If they are not designed simple and easy for customers in
the transaction process, the transaction will become difficult, causing more troubles for
customers. At VIETINBANK Dinh Tien Hoang, the average value of the DTC4 variable is
1.86, of the DTC5 variable is 1.93, which is approximately 2, which means that the customers
are satisfied with the convenience of the papers and forms used in the transaction at the
branch. To achieve this, it is worth mentioning to the use of quality management system ISO
9000 in the operation of the entire branch network of VIETINBANK. The system of
documents and forms is designed in accordance with standards and used uniformly
throughout the branch network of VIETINBANK. Customer satisfaction with the paperwork
and forms used in transaction process of the branch is a major effort of the risk management
department.

➢ Time of waiting for transaction and transaction processing time at the branch

According to the customer's feedbacks, the time of waiting for the transaction of
customers and the transaction processing time of the transactor is quite long. There are many
customers complaining about having to wait up to 30 minutes for the transaction. The
transaction processing skill of the transactor is professional but does not really bring
satisfaction to customers. At present, the transaction of the branch should be handled at the
counter of the branch by the transactor, then the signatures of the controllers are required to

ensure the safety in the transaction process but occasionally makes the customer
uncomforttable in procedural behavior of staff. This issue needs to be considered and
provided a standard time for counter transactions to bring satisfaction to customers.

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Level of accessibility is defined as employee response to customer requests. According
to the data collected during the study, the mean value of the DPH variable is 1.71, customer
appreciated and satisfied with the feedback of the staff about the customer's requests.
Specificially as follow:

<b>Table 1.15: Descriptive Statistics of factors assessing feedbacks</b>

N Minimum Maximum Mean Std.Deviation

DPH1
DPH2
DPH3
DPH4

142
142
142
142

1
1
1
1

3
4
3
3

1.74
1.63
1.80
1.68

.660
.637
.669
.645

The variables used in the study to assess the level of response were DPH1 - Branch
employees providing complete, easy-to-understand procedures; DPH2 - Branch employees
are polite, friendly with customers; DPH3 - Branch employees are fair to all of their
customers and DPH4 - Branch employees are ready to help. According to table 2.12, the
average value of variables for evaluating the level of employee response to customer requests
is 1.63 to 1.8, which means the level of customer satisfaction about the employee response to
their request is at high level, most customers are satisfied with the staff's services. To achieve
this, the employees of VIETINBANK branches are high quality human resources, have
professional knowledge and professionalism in work. All employees working at the branches
are aware that the customer is the decisive factor in the existence of the bank. Customer
satisfaction is the objective of the staff at the branch. All employees of the branches are
recruited from reputable colleges nationwide with professional qualifications and skills that
are well-trained and continuously re-trained throughout the course of their work. It is
increasingly improving customer satisfaction when using the service at the branches.

• Skills

Skill is defined as the proficiency of a kind of knowledge to solve their tasks. In the
banking profession, the employees are always required high professional skills. Professional
skills are essential skills in business, in dealing with clients which include communication
skill, negotiating skill with clients, problem solving skill, handling skills. Below is a customer
assessment of the skills of branch staff:

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N Minimum Maximum Mean Std.Deviation

KN1
KN2
KN3
142
142
142
1
1
1
4
4
4
1.85
1.93
1.89
.684
.721
.706

According to the statistics table describing the factors that assess the skills of branch
employees, the KN1, KN2, KN3 variables have the smallest value of 1. - Absolutely agree
and the highest is 4. Mind The average values of the variables are approximately 2, which
account for the customer satisfaction about the expertise of the branch staff. For customers,
being consulted and answered their questions satisfactorily and quickly resolved the
complaint is the factor to bring about their satisfaction. But how to increase the level of
customer satisfaction to a higher level requires the branches to have solutions to improve the
personal skills of employees.

• Accessiblity

Customer accessibility on branch’s services is evaluated based on the variables of
DTCC1, DTCC2, DTCC3, DTCC4, DTCC5. Below is a table describing the factors that
evaluate a customer's access to a branch's service:

<b>Table 1.17: Descriptive Statistics of factors assessing approach</b>

N Minimum Maximum Mean Std.Deviation

DTCC1
DTCC2
DTCC3
DTCC4
DTCC5
142
142
142
142
142

1
1
1
1
1
4
3
4
5
4
2.07
1.91
2.06
1.93
2.21
.759
.674
.765
1.096
.779

➢ DTCC1 – Wide transaction network

Currently VIETINBANK has a wide network in 63 provinces and somecountries in the
world such as:

- Banking network: VIETINBANK has 117 branches and over 551 points of network,
1,300 ATMs / POS in 63 provinces / cities nationwide.

- Non-bank network: Including Investment Securities Companies, Financial Leasing

Company, Investment Insurance Company with 20 branches nationwide.

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Czech ...

- Joint ventures with foreign countries.

- This is the reason that customers are quite satisfied about the transaction network of
VIETINBANK. Customers can conveniently transact in many places throughout the country.
The average value of the DTCC1 variable is 2.07, the smallest value is 1 - Absolutely
agreeable and the highest value is 4 - Disagree. The establishment of a wide transaction
network thanks to strong financial strength and continuous development of the
VIETINBANK over the years. The network is currently available in 63 provinces nationwide,
but concentrated in densely populated areas, cities or towns, but there are not many branches
in the districts. This network needs to be constantly expanded and more focused to
neighboring provinces but not just big cities.

➢ DTCC2 - The arrangement of the transaction counters is reasonable, easy for
customers to identify.

The arrangement of the counters is also considered one of the factors that affect
customer satisfaction. At present, the transaction counters of the branch are arranged quite
reasonable. From the front door at the branch office is the guide to banking transactions for
the customers who come there at the first time, inside is the counters for customers.
Transaction counters are located around the oval working desk to save space and facilitate for
customer transactions. This is why the average value of the DTCC2 variable is 1.91, which
means that the customer is satisfied with the arrangement of the counters. But now there are
some customer proposals, when going to the transaction counter many customers have to
stand transacting, with the transactions that need a long time, this will reduce the customer
satisfaction with the service of the branch.

➢ DTCC3 - Good customer service facilities (equipments, toilets, drinking water,
newspapers ...) and DTCC4 - Convenient parking

Facilities such as equipments, toilets, drinking water and parking are not the
determining factors for customer satisfaction but are factors that influence customer
satisfaction in the transaction process at the branch. According to customer assessment, the
average value of these variables is approximately 2 - customers agree with the opinion given
or in other words, the customer is satisfied with these facilities.

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the table describing the evaluation of levels of accessibility factors, the average value of this
variable is 2.21 with the smallest value of 1, the maximum value is 4 - the customer disagrees
with the opinion, which means the customers are not completely satisfied when using the
functions on the ATM and internet banking system ... This is also one of the issues that should
be paid attention to improve customer satisfaction.

• Information

Information is an important factor in a turbulent economy, and having information
properly is essential to every customer. Currently, VIETINBANK uses the information
channel as advertising leaflets and media for advertising. Currently, Dinh Tien Hoang branch
does not have a website to provide information to customers using the service at the branch,
so the information is not updated quickly. Despite accurate information, the delay of the
information also makes customers dissatisfied. Below is a table describing the factors that
evaluate the information the bank provides to its customers:

<b>Table 1.18: Descriptive Statistics of factors assessing information</b>

N Minimum Maximum Mean Std.Deviation

TT1
TT2
TT3

142
142
142

1
1
1

3
4
3

1.94
2.16
2.11

.712
.759
.722

According to the table, the value of variable TT2 - The information provided by the
branch is accessible (web, newspapers, leaflets ...) with average value of 2.16 and TT3 -
Branches always provide information properly for customers has average value of 2.11,
customers are satisfied about the services that banks provide but some customers disagree

with the idea "Information provided by the branch is accessible (web, newspapers, leaflets ...
".

• Quality of service

Quality of service is also one of the determining factors for customer satisfaction.
Quality of service is assessed as the satisfaction of customers to the expectations of customers
before using the service.

<b>Table 1.19: Descriptive Statistics of factors assessing services quality </b>

N Minimum Maximum Mean Std.Deviation

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CL2

CL3

142
142

1
1

4
3

2.36
2.29

.718
.669

In the variables in the model, CL2 - Attractive interest rate is the variable with the
highest average value in the whole model - the average value is 2.36. Compared with other
joint stock commercial banks operating in Vietnamese financial market, VIETINBANK is not
the only bank with preferential interest rates, but compared to other banks, the interest rate of
VIETINBANK is now not considered an attractive interest rate. The services that the branch
is offering include a wide range of services but only a few products and services are focused
on, and the branch needs to invest more in differentiated services.

In summary, VIETINBANK Dinh Tien Hoang is the branch that customers are quite
satisfied with the services they provide as well as the customer service of employees. But
there are a number of factors that make customers not completely satisfied when using the
service of the branch. In order to improve the level of customer satisfaction, specific solutions
will be proposed in the next chapter of the study.

4.3.3. Maintaining branches' customers

Maintaining customers is very important; it has crucial meaning to any companies,
especially to service companies. Therefore maintaining customers is important to VIETIN
BANK Dinh Tien Hoang branch.

According to customer relationship management point of view, maintaining customer is
creating loyal customers to the enterprise. The value that an enterprise gains from a loyal
customer is very large and in the following formula:

Value that the enterprise gains from a loyal customer = Product value bought by a
customer from the enterprise for their whole life + Product value other customers bought from
the enterprise in their whole life due to recommendation from the loyal customer.

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43

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44

<b> CHAPTER 5:</b>

<b>SOLUTION FOR IMPROVING CUSTOMERS’ SATISFACTION IN </b>
<b>VIETIN BANK – DINH TIEN HOANG BRANCH </b>

<b>5.1. Solution for improving customers' satisfaction </b>

5.1.1. Professional skills:

VIETIN BANK Dinh Tien Hoang staffs are rich in not only experience but also
professional skills but to raise customer satisfaction, understanding deeply about service
quality and factors affecting customer satisfaction is truly necessary.

• Training subjects:

- Tellers working at the branch

- Surveyors and customer care staffs

- Managers and vice managers at the branch

- And staffs that have good achievement in the first months of the year.

• Training fee estimation

- Hall hiring fee: 30 million dong/ 3 days

- Trainer hiring fee: 100 million dong/ 3 days

- Other fees (documents, supporting services…): 3 million dong/ 3 days

- TOTAL COST: 133 million dong
• Choosing and training teacher
- Outside training form:

Dr. Dang Ngoc Su is currently a professional in service quality field, with 12 years of
field experience in enterprises and training experience outside of enterprise. He used to be the
trainer for training courses:

+ Leading skill training course for the Director – Industial Commercial joint stock Bank
of Viet Nam (VIETIN BANK)

+ Leading skill training course - Industial Commercial joint stock Bank of Viet Nam –
Negotiation and customer care skill

+ Teached courses about presentation and solving conflicts
… And many more training programs in many other enterprises

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45

directors of the branch that used to participate in “Customer service quality in transaction
counter”

5.1.2. Service quality improvement

Not only banks which have full services are considered modern banks. Basing on each
bank’s working characteristic and business strategy that we develop related services.
However, service quality is more important and the factor affecting greatly to customer
satisfaction. Because if service quality is not guaranteed, diversity and service development
will no longer be meaningful when that service isn’t accepted and used by customers. To
complete service quality, VIETIN BANK Dinh Tien Hoang branch needs to tackle some
following problems:

• Promote the most modern bank services which are internetbanking, e-banking so that
the bank can provide information to customer in the fastest way. Customers can perform
transaction right where they work. Meanwhile focus on data quality and the technological
system security quality, strictly punish stagnant situations in providing customers with
service, especially concentrate in line error issue, blocked chain due to overloading.

• Develop more added value services like cross selling service and all in one service.
Credit, especially investment credit and manufacture business serving is considered the
branch’s strong point. Therefore, to develop entirely the service, VIETIN BANK can use
credit as a medium to increase cross selling other services. Which means when providing
credit to customer, VIETIN BANK encourage them to open an account, transfer income in,
perform import – export through the bank... by incentive policies.

• Simplify procedure, automate perform steps to reduce customer’s transaction time.
Guarantee presicion and punctuality of transactions to built trust in customer. Build a
throughout and united business process among offices to shorten customer waiting time.
Equip fully necessary facilities, provide reasonable transaction counters so customer feels
comfortable and relaxed when coming over to make a transaction at the branch.

• Increase marketing work to introduce new service product to customer. The bank
could hold seminors to introduce products to customers. In order to market successfully,
VIETIN BANK needs to have professional marketing department. This department’s mission

is studying the market, service development direction, identifying targeted customers,
potential customers. At Dinh Tien Hoang branch, this mission is performed in most of prime
offices like customer relationship office and credit office.

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46

own as well as regularly update technological system in direction of nonstop development of
science and technology.

• ATM machine – automatic money withdraw machine or automatic transaction
machine is a bank machine that makes automatic transaction with customers, identify
customer through ATM card (debt note card, credit card) or related devices, helps customer
check their account, withdraw cash, make transaction, pay for products or services. VIETIN
BANK ATM system is placed across the country, in crowded areas to make convenience for
customer. But this system sometimes doesn’t work as well as customer expectation. Some
common errors while using ATM are: ATM runs out of money or has too much change for
customers who withdraw a large amount, or transaction error, customer receives transaction
messenger but no money in the ATM or the money comes out too slowly causing customer to
lose the money and feel dissatisfied while making transaction. In order to improve the
situation above, the branch needs to increase checking ATM devices regularly, adds enough
cash not to delay customer transaction. Having specialized force in responsible for the ATM
devices activity

In today’s competitive market, the rising of many domestic and international banks
gives customers more choices and they become more sensitive to price factor than before.
Thus, Dinh Tien Hoang branch needs to guarantee competitive price to attract new customers
and keep current customers through the following resolutions:

• Proceed to survey service price and interest in some local banks to reconsider the
bank’s price and interest policy. Update information on market fluctuation as well as

transaction price to consolidate customer trust in the bank’s price.

• Promote flexibility of price policy such as applying incentive interest for customers
who transact large amounts of money or decrease transaction fee for customers that have big
balance and long term customers. When making transaction with customer, should calculate
total benefit collected from transactions of the customers with the bank such as interest
collected from credit, fee collected from payment, interest collected from deposits… to
identify competitive price point for each customer.

5.1.3. Feedback

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47

in order to have suitable resolution to recover and maintain good customer relationship.
• Create hotline to serve customer quickly everywhere and everytime, customer will feel
more satisfied when they are served outside of business hour. With ATM automatic service,
guarantee to provide 24/24h like commitment with customer is a very important matter and
has great effect to customer satisfaction. Have to make sure ATM system always works well
and has enough money for customer to withdraw and convenient for customer to perform
transaction. Thus, ATM manager has to have regularly attached department to check the
machine’s working status in case of running out of money or paper… that isn’t processed
timely.

5.1.4. Information

Work atmosphere affects directly the mentality and attitude of staffs. To create a
comfortable mentality, thoughtful and enthusiastic attitude when serving customer as well as
professional business process, the branch needs to build a more professional work
atmostphere such as:

• Build working culture “Customer satisfaction is the bank’s goal” in the staffs’
awareness. Change selling point of view from the purpose of “complete the plan and receive
high profit” to “satisfy maximum customer needs to therefore complete the business plan and
gain profit”.

• Take note in work completion quality “complete the work not the hour”. Value the
independence of the employee in dealing with conflicts and complaints from customers if
there are to occur in a quick and persuative way. Increase cooperation and help among
departments and offices. Nourish keen working attitude and skill development awareness of
staffs. The board of directors itself and mid ranged managers (managers and vice managers)
need to be the pioneeres in working style.

• Create an open working atmosphere and have a space for staffs to rest and share
information as well as their experience with their colleges. Create an “open sharing” culture
among staffs to reach the branch’s general goal.

5.1.5. Accessibility

Create strategy to become a multifunctional financial banking group, VIETIN BANK
always increases developing cooperation and advance its competition position not only in the
country but also internationally. To achieve that goal, need to tackle the following issues:

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48

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.

<b>5.2. Direction for developing services of Vietinbank Dinh Tien Hoang branch in the </b>
<b>period of 2016-2020 </b>

The goal of VIETIN BANK Board of leaders is trying to bring VIETINBANK to be 1
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 1 of 20 top
qualified, effective and trustworthy banks in South East Asia in 2020. It specifically focuses
in 03 strategic steps:

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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:

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50

- 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

<b>5.3. Proposal to Vietin Bank head office </b>

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:

<b> 5.3.1. Capital – Capital mobilization </b>

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.

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51

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.

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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.

<b> </b> <b>CONCLUSION </b>

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53

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!

<b>LIST OF REFERENCES </b>

1. Joint Stock Commercial Bank for Investment and Development of Vietnam , [2015],

Income Statement of VIETIN BANK - Dinh Tien Hoang brach in 2011

2. Joint Stock Commercial Bank for Investment and Development of Vietnam , [2013],
Income Statement of VIETIN BANK - Dinh Tien Hoang brach in 2012

3. Joint Stock Commercial Bank for Investment and Development of Vietnam , [2013],
Income Statement of VIETIN BANK - Dinh Tien Hoang brach in 2013

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54

5. Joint Stock Commercial Bank for Investment and Development of Vietnam , [2013],
Income Statement of VIETIN BANK - Dinh Tien Hoang brach in 2015

6. Joint Stock Commercial Bank for Investment and Development of Vietnam, [2013],
Consolidated credit report of VIETIN BANK - Dinh Tien Hoang branch in 2011
7. Joint Stock Commercial Bank for Investment and Development of Vietnam, [2013],

Consolidated credit report of VIETIN BANK - Dinh Tien Hoang branch in 2012
8. Joint Stock Commercial Bank for Investment and Development of Vietnam, [2013],

Consolidated credit report of VIETIN BANK - Dinh Tien Hoang branch in 2013
9. 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. tin 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

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55

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

<b> </b> <b>APPENDIX 1: CODE TABLE OF SCALE </b>

No. Code Explanation

1 time Time of using services of VIETINBANK

2 qlt Money management product

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4 ttqt International payment service

5 kdtt Currency trading product

6 nhhd Modern banking services

RELIABILITY

1 DTC1 VIETIN BANK - Dinh Tien Hoang branch is a branch trusted by customers

2 DTC2 Branch secures well the customer information

3 DTC3 ATM machine system always operates in the good condition

4 DTC4 The papers, forms, and notes used in the transaction are designed simply and
clearly

5 DTC5 Procedures conducted in transactions at branches are simple and convenient
6 DTC6 Time for processing transactions at the branch is fast

7 DTC7 Time for customers to wait a transaction is short
LEVEL OF FEEDBACK

8 DPH1 Branch employees guide the procedures for customers fully and legibly
9 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

12 KN1 Branch employees provide advices and answer satisfactorily to customers’
inquiries

13 KN2 Branch employees settle complaints quickly and reasonably

14 KN3 Branch employees handle operations quickly, accurately

LEVEL OF ACCESS

15 DTCC1 Transaction network is wide

16 DTCC2 The layout of the transaction counters is reasonable, easy to identify
customers

17 DTCC3 Facilities serving customers are good (equipment, toilet, water, newspapers
...)

18 DTCC4 Parking place is convenient

19 DTCC5 Functions on ATM machines, interner banking ... are designed to be easy to
use

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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

1 DTC Reliability

2 DPH Level of feedback

3 KN Skill

4 DTCC Level of access

5 TT Information

6 CL Service qualify

7 HL Level of satisfaction

<b> </b> <b>APPENDIX 2: OFFICIAL SURVEY TABLE </b>

<b>Customer survey form about quality of product and service of Viet Nam Commercial </b>
<b>investment and development joint stock bank Dinh Tien Hoan branch </b>

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.
1. Your gender:

1 Male
2 Female

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1 Under 20
2 From 20 to 30
3 From 31 to 40
4 From 41 to 50
5 From 51 to 60
6 Above 60

II. Content

3. Your time of using service at VIETIN BANK Dinh Tien Hoang branch

1 1 year

2 1 year – under 2 years
3 2 years – under 3 years
4 over 3 years

4. Types of service you currently using at VIETIN BANK Dinh Tien Hoang branch (can
choose more than 1)

1 Domestic withdraw and payment card
2 International withdraw and payment card

3 Transaction account for deposit, withdraw, receive and transfer money
4 Saving

5 Other services

5. How many banks do you use

1 From 1 to 2 banks
2 From 3 to 4 banks
3 From 5 to 6 banks
4 More than 6 banks

6. 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 1 to 5 as agreement:

Very agree
1

Agree
2

Neutral
3

Disagree
4

Very disagree
5

Order Factor 1 2 3 4 5

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1 VIETIN BANK Dinh Tien Hoang is a branch trusted

by customers

2 The branch secures its client’s information well

3 ATM system always works well

4 Papers, forms, tickets in transaction is simply
designed

5 Transaction procedure at the branch is simple and
convenient

6 Transaction process time at the branch is fast
7 Customer waiting time before transaction is short

<b>B </b> <b>FEEDBACK </b>

8 Branch’s staffs guide the procedure for customers
fully and clearly

9 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

<b>C </b> <b>SKILLS </b>

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

<b>D </b> <b>THE ACCESSIBILITY </b>

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

<b>E </b> <b>INFORMATION </b>

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to customers

21 Branch provides accessible information (web,

newspapers, leaflets ...)

22 Branch provides always provide timely information
to customers

<b>F </b> <b>SERVICE QUALITY </b>

23 Transaction cost is reasonable
24 Interest rate is attractive

25 Services are various, meet the needs of customers
 How do you feel about branch’s services?

Very dissatisfied
1

dissatisfied
2

Neutral
3

Satisfied
4

Very satisfied
5

 Do you have any ideas to improve customer satisfaction using the service?

………
………
………
………

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