UNIVERSITY OF ECONOMICS AND LAW
SERVICE MARKETING

Lecturer: M.Econ Nguyen Tran Cam Linh
Subject: Analyzing the service quality and measure of service quality of the
postal courier, thereby making marketing strategies to improve the service
quality and increase efficiency to help the process develop completely.


UNIVERSITY OF ECONOMICS AND LAW
SERVICE MARKETING

No.

Name

St. code

Email

1. Nguyễn Hoàng Lan Trinh

K174101213


u.vn

2. Võ Văn Ri

K174101204

3. Võ Đức Thanh

K174101206



4. Trần Thị Hồng Vân

K174101217


vn

Lecturer: M.Econ Nguyen Tran Cam Linh
Subject: Analyzing the service quality and measure of service quality of the
postal courier, thereby making marketing strategies to improve the service
quality and increase efficiency to help the process develop completely.


i
ACKNOWLEDGMENT
We would like to send our sincere thanks to Ms. Nguyen Tran Cam Linh - the
teacher for whom guide the group directly. This project was completed based on the
reference, learning experience from related research results, other sources such as
books, specialized newspapers of many authors of many universities and
organizations. research, political organizations,…
Due to knowledge and time constraints, this project cannot avoid shortcomings.
We hope you give us your ideas and help to improve the project. Once again we

sincerely thank you.


ii
ABTRACTS

The study aims to analyze the service quality of the postal service at the
Vietnam Post then deriving recommendations based on the results in order to make
the quality of the service grow to its full potential.
Research is conducted by both qualitative and quantitative methods. Qualitative
method is used to research documents and find the suitable scale for the study,
analyzing results and solutions. Quantitative method is used for analyzing data,
reviewing the scale of research, analyzing the research model, and hypotheses. The
model used to do research in this study was the SERVQUAL model.
The results showed that all 5 factors have a positive impact on the quality of
service regulations in the Vietnam Post. And those are Reliability, Responsiveness,
Tangible, Assurance, and Empathy.


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TABLE OF CONTENT

CHAPTER 1: THEORETICAL BASIS .................................................................. 1
1.1 Definition and characteristics of Service .......................................................... 1
1.2 Definition and characteristics of the Express Mail Service in Postal Service. . 2
1.3 Postal service .................................................................................................... 3
1.4 Model of Service Quality .................................................................................. 4
1.4.1 Reliability.................................................................................................... 4
1.4.2 Responsiveness ........................................................................................... 5
1.4.3 Assurance ................................................................................................... 5

1.4.4 Empathy ..................................................................................................... 5
1.4.5 Tangibles .................................................................................................... 6
1.5 The GAP model of service quality .................................................................... 6
CHAPTER 2: INTRODUCTION OF THE SITUATION OF PROVISION OF
VIETNAM POST POST SERVICE ........................................................................ 8
2.1 Summary overview of the development of express mail VNP ........................... 8
2.1.1 Overview of the formation and development of VNP ................................. 8
2.1.2 Operation and Delivery systems ................................................................. 8
2.1.3 Infrastructure ............................................................................................. 9
2.1.4 Business development situation - delivery postage service group ............. 10
2.2 Services provided ............................................................................................ 11
2.3 Marketing Segmentation ................................................................................ 11
2.4 Competition environment ............................................................................... 12
2.5 VNQuick post Service International ............................................................... 13
CHAPTER 3: RESULTS OF SURVEYING THE QUALITY OF THE
SERVICES AND THE WAY OF POSTAL EXPRESS SERVICE...................... 15
3.2 Create a survey about the quality of VNP postal courier service .................... 15
3.3 Results of the survey on service quality and distance of Vietnam Post post
office courier services ........................................................................................... 17
3.3.1 Analysis of sample characteristics ............................................................ 17
3.3.2 Assurance ................................................................................................. 20
3.3.3 Empathy ................................................................................................... 21


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3.3.4 Reliability.................................................................................................. 22
3.3.5 Responsiveness ......................................................................................... 23
3.3.6 Tangible.................................................................................................... 24
3.4 Cronbach’s Alpha Reliability ......................................................................... 25
CHAPTER 4: ANALYZE, EVALUATING QUALITY OF MAIL POSTING

SERVICES FROM SURVEY RESULTS.............................................................. 28
4.1 Target customer .............................................................................................. 28
4.2 Valuation and analysis of service quality at VNP post courier....................... 28
4.2.1 Reliability.................................................................................................. 28
4.2.2 Responsiveness ......................................................................................... 29
4.2.3 Assurance ................................................................................................. 30
4.2.4 Empathy ................................................................................................... 31
4.2.5 Tangibles .................................................................................................. 32
4.3 Response by using the Vietnam Post’ postal service. ...................................... 33
4.3.1 The return of the customer ....................................................................... 33
4.3.2 Customers’ feedbacks ............................................................................... 34
CHAPTER 5: ANALYSIS PROBLEM AND SOLUTION ABOUT GAP OF
SERVICE QUALITY ............................................................................................. 37
5.1 Analysis problem and solution Gap 1 ............................................................. 37
5.2 Analysis problem and solution Gap 2 ............................................................. 37
5.3 Analysis problem and solution Gap 3 ............................................................. 38
5.4 Analysis problem and solution Gap 4 ............................................................. 38
5.5 Analysis problem and solution Gap 5 ............................................................. 39
5.6 Analysis problem and solution Gap 6 ............................................................. 40
CHAPTER 6: SOLUTIONS AND STRATEGIES TO DEVELOP SERVICE
QUALITY FOR VNP SERVICE ........................................................................... 41
6.1 Problems and solutions of problems based on 7P strategy ............................. 41
6.1.1 Problem and Solution for product ............................................................ 41
6.1.2 Problem and Solution for Price ................................................................ 43
6.1.3 Problem and Solution for Promotion & Education .................................. 43
6.1.4 Problem and Solution for Place ............................................................... 44
6.1.5 Problem and Solution for People ............................................................. 45


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6.1.6 Problem and Solution for Process ............................................................ 46
6.1.7 Problem and Solution for Physical Environment..................................... 47
6.2 Solutions to increase customer loyalty ............................................................ 47
6.2.1 Building the foundation for loyalty .......................................................... 47
6.2.2 Loyalty development strategy .................................................................... 48
6.3 Prize in Integrated Services Communications Marketing (IMC) Strategy ..... 49
CHAPTER 7: RESOLUTION OF CRISIS IN COVID 19 ................................... 51
7.1 Opportunities and challenges of VNP in Covid 19 ......................................... 51
7.2 Problem and solutions for the quality of VNP services in Covid translation 19
.............................................................................................................................. 51
7.2.1 Reliability.................................................................................................. 51
7.2.2 Responsiveness ......................................................................................... 52
7.2.3 Assurance ................................................................................................. 53
7.2.4 Empathy ................................................................................................... 54
7.2.5 Tangibles .................................................................................................. 55
CONCLUSION ....................................................................................................... 57
REFERENCES ....................................................................................................... 58


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INTRODUCTION
 Purpose of the study
The main purpose of this study is to improve the quality of the postal service at
the Vietnam Post. Things change rapidly in this day, so do the postal service. As a
service business, one has to make sure that its services remain useful constantly with
time and its price has to be affordable for all users. The customers’ satisfaction has to
be taken into account to reduce the loss of effort, money, and time while trying to
improve the quality of service at the Vietnam Post.
Another purpose of this study is to provide a systematic analysis of the current
Quality of Service (QoS) regulations at the Vietnam Post and its actual performance in

order to derive recommendations for QoS regulation and practices. By implementing
recommendations derived from the information identified in the analysis, the Vietnam
Post would have a better performance in terms of business, have a better chance to
balance between customers’ needs and the company interests.
 Outline of the study
To achieve all the purposes above, the group authors had to break it down into
smaller objectives to accomplish. Those objectives are:


Capturing all the basic knowledge about postal service, the five SERVQUAL
dimensions, and the GAP model of service quality (Chapter 1).



Understanding the service business model of the Vietnam Post (Chapter 2).



Surveying the postal customers’ perception of the current QoS regulation
(Chapter 3).



Suggesting the path which needed to be taken to improve the business
performance and Conclusion (Chapter 4,5 and 6)

 Scope of the study
In this study, there are three main pieces of information that needed to be
gathered and they are Literature review, Vietnam Post’ overview, Customers’
perspective about the Vietnam Post

The literature review consists of many basic theories about postal service in
particular and the service industry in general such as service definition, postal service
definition; the quality of service dimensions, and the gap model of service quality.


vii
VNP overview would give a big picture of the history of the Vietnam Post,
services they provided, their market targets. In other words, the Vietnam Post
services’ quality would be assessed in this section.
Customers’ perspective about the Vietnam Post is going to show the GAP
between how Vietnam Post evaluated themself and feedback from their customers.
This process requires developing and distributing questionnaires survey to Vietnam
Post’ customers to gather enough information to understand the customers’
perspective.

The methodology of the study
This chapter aims to describe the methodology of information gathering used in
the study.
The above chapter about the structure and the scope of the study has already
given some idea on the information needed. The main instruments used to gather the
information were:


Desk research: existing postal service studies (QoS of Universal Postal Service
- EU and the impact of quality service in postal service - Malaysia), the
Vietnam Post website’ public information and other online sites, articles related
to postal services and quality of service dimension.




Development and distribution of target group questionnaires for postal users in
Ho Chi Minh city.
The number of distributed questionnaires and return: 250 and 210. The return

rate was not 100%, one reason was surely the length of the questionnaire or the
questionnaire’ receivers didn’t interested in the subject or simply didn’t use the
services.
The questionnaire result would be used as the Statistical Package of Social
Sciences (SPSS) materials to identify the underlying relationships between measured
variables and QoS in the Vietnam Post.


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CHAPTER 1: THEORETICAL BASIS
1.1 Definition and characteristics of Service
Definition: Services are economic activities offered by one party to another
and most commonly employing time-based performances to bring about desired
results.
The American Marketing Association defines services as - “Activities, benefits, and
satisfactions which are offered for sale or are provided in connection with the sale of
goods.”
Characteristics of the service are:
Intangibility: Services are intangible and do not have a physical existence.
Hence services cannot be touched, held, tasted, or smelt. This is the most defining
feature of service and that which primarily differentiates it from a product. Also, it
poses a unique challenge to those engaged in marketing a service as they need to
attach tangible attributes to an otherwise intangible offering.
Heterogeneity/Variability: Given the very nature of services, each service
offering is unique and cannot be exactly repeated even by the same service provider.

While products can be mass-produced and be homogenous the same is not true of
services.
Perishability: Services cannot be stored, saved, returned, or resold once they
have been used. Once rendered to a customer the service is completely consumed and
cannot be delivered to another customer.
Inseparability/Simultaneity of production and consumption: This refers to the
fact that services are generated and consumed within the same time frame. Eg, a
haircut is delivered to and consumed by a customer simultaneously unlike, say, a
takeaway burger which the customer may consume even after a few hours of
purchase. Moreover, it is challenging to separate a service from the service provider.
Types of Services
Core Services: A service that is the primary purpose of the transaction.
Supplementary Services: Services that are rendered as a corollary to the sale of a
tangible product.


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1.2 Definition and characteristics of the Express Mail Service in Postal Service.
Definition: Express mail service is an expedited mail delivery service for
which the customer pays a premium for faster delivery. Express mail is a service for
domestic and international mail and is in most nations governed by the country's own
postal administration.
Express delivery or fast delivery means the performance of one, several or all
stages of collection, selection, transportation, and delivery, by physical means, in
written form and parcels and packages of goods have a fast time and high reliability.
Usually, in the message board of the courier will be accompanied by "time
commitment". The term in the industry is called "transit time", this is the period of
time from when documents, parcels, packages of goods are received until they are
delivered to the delivery address.
Characteristics: Postal information is transmitted intact throughout the

production process. In the postal information, how the news or postal items are
accepted in the sender must be presented as such to the recipient, there is no change in
form or content. The news is moved only by space and time. The postage must be
100% safe not to be confused, damaged, torn, lost, not to disclose the content, full
name of the sender and the recipient. Any change in appearance or content will reduce
or lose the consumption value of the product.
Postal delivery services include:
Express-express service of the day: Express service - Same day delivery is the
service of receiving, transporting all kinds of documents, items, goods, and delivering
to the address of the domestic recipient on the same day sending or delivering on the
fastest journey.
Timer broadcast service: Timed Delivery service is a service of receiving and
sending of documents, articles, and goods and delivering to domestic receivers
according to the time agreed with the sender.
Money deposit: Money Transfer Service is a Service of receiving, delivering to
recipients by fastest and secured means.


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Express service with a notice: Newspaper service is a service that the Company
is responsible for informing the sender of information about the delivery of mail to the
recipient.
Guaranteed delivery service: Guaranteed Delivery Service is the Service that
the Shipment will be tracked with a unique number, recorded, recorded throughout the
delivery process to track when necessary. The scheduled journey is delayed from 2-7
days.
Flower service: The Flower Service meets the needs of customers who wish to
send congratulatory or condolence messages with flowers, cash, or merchandise to the
recipient with a congratulation or condolence card.
Service of price declaration: Customers use the price declaration service to

ensure mail, documents, and goods.
The means of support for express delivery are mainly motorbikes, cars, and
airplanes. Motorbikes are often used for urban express delivery, small cars are
newspaper cars - used in combination with motorbikes in case of heavy and heavy
goods, large cars are used for the delivery of parcels between neighboring provinces,
aircraft for cities that are far from each other or from one country to another.

1.3 Postal service
Philip Kotler (1997) defined service as ‘an action or an activity which can be
offered by a party to another party, which is intangible. On the other hand, Zeithaml
and Bitner (2003:85) mentioned that ‘Service quality is a focused evaluation that
reflects the customer’s perception of specific dimensions of service namely reliability,
responsiveness, assurance, empathy, tangibles.’ Based on the assessment of service
quality provided to the customers, business operators can identify the problem
quickly, improve their service, and better assess client expectations. (Business
Dictionary.com).
Efficiency, flexibility, composure, and excellent customer service are some of
the essential qualities you need when it comes to choosing a postal service. Having a
postal service that fulfills all these criteria will ensure your delivery.


4
Here’s a brief on the essential qualities you must seek in a postal company:
- Efficiency: Efficiency is a big key to great postal service. A good postal
service shows how effective the services are from the time the items were purchased
up to the completion of the delivery. This includes successful pickup, parcel delivery
within the committed date and time, excellent customer service provided by the driver,
and the overall customer experience.
- Flexibility: It is very important for a postal service to be flexible and to
maintain the composure while doing their job. Postal services need to be on their toes

constantly as they are often forced to handle deliveries that require immediate
responses. A good postal service will respond appropriately, regardless of the needs of
their customers.
- Maintains Composure at all times: If you are looking for a postal service that
does the job efficiently and effectively, you need someone who can maintain
composure in this business. A business with composure works effectively without
allowing the potential consequences of failures affecting the process.
- Focus on Customer Service: The best postal service should focus on pleasing
the customer while providing top-level service. The best postal service treats all
customers well and every delivery is equally as important as the last. They know that
it’s their job to get the delivery to its destination safely and on time.
- Safety Precautions: They must handle packages with great care and should
take extra precautions to ensure the shipment is secure and handled properly.
- A Fair Value: Being cheap often equals poor quality service and it rarely
represents the best. The best postal company will provide you a fair price range for the
services that they offer. It’s essential to look for both clear and reasonable prices when
choosing any postal service.
1.4 Model of Service Quality
1.4.1 Reliability
It is the ability to perform the promised service dependably and accurately.
Reliability means that the company delivers on its promises-promises about a
delivery, service provision, problem resolutions, and pricing. Customers want to do


5
business with companies that keep their promises, particularly their promises about
the service outcomes and core service attributes. All companies need to be aware of
customer expectations of reliability. Firms that do not provide the core service that
customers think they are buying fail their customers in the most direct way.
1.4.2 Responsiveness

It is the willingness to help customers and provide prompt service. This
dimension emphasizes attentiveness and promptness in dealing with customer’s
requests, questions, complaints, and problems. Responsiveness is communicated to
customers by the length of time they have to wait for assistance, answers to questions
or attention to problems. Responsiveness also captures the notion of flexibility and the
ability to customize the service to customer needs.
1.4.3 Assurance
It means to inspire trust and confidence. Assurance is defined as employees’
knowledge of courtesy and the ability of the firm and its employees to inspire trust
and confidence. This dimension is likely to be particularly important for the services
that the customers perceive as involving high rising and/or about which they feel
uncertain about the ability to evaluate. Trust and confidence may be embodied in the
person who links the customer to the company, for example, the marketing
department. Thus, employees are aware of the importance to create trust and
confidence from the customers to gain competitive advantage and for customers’
loyalty.

1.4.4 Empathy
It means providing caring individualized attention the firm provides its
customers. It is essential to provide individual attention to show to the customer that
the company does best to satisfy his/her needs to gain customers’ trust and loyalty.
Nowadays, the industry is so competitive, the customer’s requirements are rising day
after day and it is the company’s duty to meet the demands of customers, or they will
find somewhere else to do business with.


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1.4.5 Tangibles
Since services are intangible, customers derive their perception of service
quality by comparing the tangible associated with these services provided. It is the

appearance of physical facilities, equipment, personnel, and communication materials.

1.5 The GAP model of service quality
The Gap Model of Service Quality is a framework for analyzing common
customer satisfaction issues.

Gap 1: Customer Expectation vs. Management Perception
The Gap between consumer expectation and management perception: This gap
arises when the management or service provider does not correctly perceive what the
customer wants or needs.
Gap 2: Management Perception vs. Quality Specifications
The Gap between management perception and service quality specification:
This is when the management or service provider might correctly perceive what the
customer wants, but may not set a performance standard.
Gap 3: Quality Specifications vs. Service Delivery


7
The Gap between service quality specification and service delivery: This gap
may arise in situations pertaining to the service personnel. It could happen due to poor
training, incapability, or unwillingness to meet the set service standard.
Gap 4: Service Delivery vs. External Communications
Gap between service delivery and external communication: Consumer
expectations are highly influenced by statements made by company representatives
and advertisements. The gap arises when these assumed expectations are not fulfilled
at the time of delivery of the service.
Gap5: Customer Perception vs. Service Delivery
The Gap between service delivery and customer expectation arises when the
consumer did not understand why the employee doing what they are doing even
though they are doing a great job.

Gap 6: Actual Service Delivery vs. Perceived Customer Gap
The Gap between expected service and experienced service: This gap arises
when the consumer misinterprets the service quality.


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CHAPTER 2: INTRODUCTION OF THE SITUATION OF PROVISION OF
VIETNAM POST POST SERVICE
2.1 Summary overview of the development of express mail VNP
2.1.1 Overview of the formation and development of VNP
Vietnam Post Corporation is formed on the basis of implementing the pilot
scheme on forming the Vietnam Post and Telecommunications Group (VNPT Group),
approved by the Prime Minister in Decision No on 23/3/2005.
On June 1, 2007, the Prime Minister issued Decision of June 1st, 2007,
approving the scheme on setting up Vietnam Post Corporation. Accordingly, Vietnam
Post Corporation is a state-owned corporation, established by the State, specializing in
the field of postage, independent economic accounting, and funded by the State
through the Group and Council. Member of VNPT Group is the representative of the
State owner in the Corporation and the Board of Members of the Corporation. In
furtherance of the Decision of the Prime Minister, on June 15, 2007, the Ministry of
Post and Telematics (now the Ministry of Information and Communications) issued a
Decision on the establishment of Vietnam Post Corporation.
VNP officially separated from telecommunications and operated independently
from January 1st, 2008. After some years since the split, VNPost has been achieved
Certain steps in activity development production and business activities, especially
development Postal service.
On November 16, 2012, the Prime Minister issued a Decision on transferring
the right to represent the state owner at Vietnam Post Corporation from Vietnam Posts
and


Telecommunications

Group.

about

the

Ministry

of

Information

and

Communications. Vietnam Post Corporation is renamed Vietnam Post Corporation
(according to Decision of December 28, 2012, of the Ministry of Information and
Communications).
2.1.2 Operation and Delivery systems
The headquarters of Corporations of Vietnam Post Office (Vietnam Post) is
located at 05 Pham Hung Street, My Dinh 2 town, Southern Tu Liem district, Ha Noi
city, Vietnam.


9
There are 05 international post offices to handle international inbound and
outbound postal items (02 Offices of Exchange (OE) in Hanoi and Ho Chi Minh City,
01 custom checking post office in Da Nang, 02 border gate post offices in Lao Cai,
Lang Son); 05 regional sorting centers in Hanoi, Da Nang, Ho Chi Minh City, Can

Tho and Binh Dinh; 03 inter-provincial newspaper sorting centers in Hanoi, Ho Chi
Minh City and Da Nang, 08 inter-provincial newspaper printing and distribution
points in Dien Bien, Nghe An, Binh Dinh, Dak Lak, Can Tho, Hanoi, Ho Chi Minh
City, and Da Nang; 78 level-1 post offices (17 regional post offices, 61 central
province, and city post offices) handling with postal items at the regional level and
central province and city level; 597 level-2 post offices handling with postal items at
the district, commune and region levels.
655 delivery post offices are established at the central province, district, and
region post offices to manage delivery routes of 817 level-3 transaction post offices
and to organize the collection, home delivery after after-delivery activities. In the
central areas of provinces, communes, and villages, there are 11,800 postmen to
deliver, pick up and transport postal items from the commune center to level 3 post
offices, postal communal, and culture points with a total of 11,900 delivery routes.

2.1.3 Infrastructure
Network system
System of service points: 13.000 points, average service radius: 2.93 km/point
to ensure that each village has at least one service point, serving the average
population of 7,100 persons/point. Of total service points, there are:
- 64 level-1 post offices;
- 760 level-2 post offices;
- 1,793 level-3 post offices;
- 8.184 communal postal and cultural points;
- 434 post agents;
- 43 kiosks;
- 1.460 independent public letterbox


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2.1.4 Business development situation - delivery postage service group

Business culture is considered as a key factor for the long-term development of
the business. All companies need to define their own business culture, especially those
operating in the service industry because this is the area where customers can easily
assess the corporate culture. Providing services required interaction between
employees and customers, therefore, the customers would determine whether they are
satisfied with the service or not based on how they were treated by the employees. In
this day and age, service sector businesses compete not only in price strategy, service
quality, but also in customer service, and if the customer service is well developed, it
would be easier to compete with many other businesses. Staffs are both an employee
and a brand, they represent the company and they are the one who interacts with
customers, so in customers’ perspective, the employees’ image also reflects the
company’ image, so do their behavior. In other words, businesses must train their
employees to the point where they would take the customers’ concerns as their own
and do whatever it takes to gain customers’ satisfaction.
Viet Nam Post - Mission: "Serve the community and connect people with
quality, friendly and modern services" - Vision: "To be an excellent brand in Vietnam,
to become a leading and reputable national postal enterprise in the region and the
world."; Business philosophy - "Always a part of customer attachment". Having a
separate website about corporate culture: guicaniemtin.vn, ... From there we see the
corporate culture is very specific and traditional,... They do a very great job of
building their business culture and promoting it to the community, their internal
communication is well-developed compared to many state-owned enterprises.
The fact that the only legal income of a private enterprise is from the
customers, so the private enterprise is continuously forced to constantlly improve the
quality of its products/services and quality. Customer care incentives (welcoming,
manner of service, after-sales, warranty, promotions, maximize customers’
experience). In contrast to many state-owned enterprises.
In November 2019, Vietnam Post was also the leading post and delivery group
in VNR 500 - Top 500 best profitable enterprises in Vietnam. Some services have
high growth rates such as mailers; parcels and consignment postage; Non-address



11
parcels, considered a promising service with potential for growth in the near future.
To achieve these results, Vietnam Post had started implementing the new management
and business models such as direct sales, large customer care marketing, Vietnam Post
has promoted information technology applications. such as the application of postal
software with the GS10 number, the OE10 foreign translation software, the
application of barcodes and the parcel number, the application of measures to manage
the parcel delivery time criteria, and adjust the service rates. Domestic and
international parcels such as addressless postal service, hitchhiking rates. Besides,
VNPost also focuses on market research to develop new services and promote postal
production and business activities. Several new services have been researched and
deployed such as the service of receiving money at the recipient, the direct mail
service (DirectMail), the production and business of envelopes, air transportation, etc.,
opening up many opportunities and potentials for development. Development.
However, in general, postal services are still mass in nature, lacking in services
designed to target specific customers, such as large customers and potential
customers.

2.2 Services provided
Core Product - the central component that supplies the principal, problemsolving benefits customers seek. In the postal service delivery group, the core service
is the delivery service.
Supplementary Services - augments the core product, facilitating its use, and
enhancing its value and appeal. In the postal and delivery service group, additional
services are postal positioning, newspaper distribution, etc.
Delivery Processes - used to deliver both the core product and each of the
supplementary services.

2.3 Marketing Segmentation

The fact that the world's most famous postal companies continue to open
offices and formally establish business enterprises in Vietnam, showing that our
country's postal market is still very attractive. Meanwhile, domestic postal businesses


12
are facing a lot of difficulties in maintaining their networks and services. Currently,
more than 40 enterprises are licensed to provide postal delivery services, but the highclass customer market segment is still dominated by the four above-mentioned firms,
making it difficult for DNBC Vietnam to squeeze in. Service quality does not
guarantee customers' requirements. Even large enterprises in the postal such as
Vietnam Post Corporation, belonging to the Vietnam Posts and Telecommunications
Group, account for only a very small proportion in providing high-class post services
to international customers in Vietnam. The EMS courier brand of Vietnam Post
Corporation is only familiar with domestic customers, while foreign customers still
prefer brands such as DHL, FedEx, which are familiar and have a global reputation for
tradition. Providing high-quality service for hundreds of years. In addition, because it
is a state-owned enterprise, the Corporation has to perform public obligations when
providing post-cost postal services to people in remote areas, borders,... Currently
70% market share international express delivery holds by the above courier
companies, therefore, VNPost market share is only about 30%.

2.4 Competition environment
5 competitive pressure of VNP
Customer pressure
Customers are likely to put pressure on companies about the quality of service
because multiple companies provide similar service experience. Companies compete
with each other through quality, variety of services, brand power, ... then price. For
postal services, when the cost of shipping of VIETNAM POST increases, customers
can easily switch to other businesses. Therefore, the bargaining power of buyers is
high.

The threat of substitutes
Transport services are always quite stable in the market with very few other
substitutes due to the characteristics of the industry. But for mail delivery, since the
rise of the internet and technology, exchanging physical letters is no longer a good
option.


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Barriers to entry into the industry
Barriers to entry in the delivery service industry are high with the costs of
joining the industry, characterizing services, and establishing appropriate distribution
channels.
Pressure from suppliers
Because it is state-owned, it has the power to negotiate with suppliers.
Competition among competitors in the industry
VNP is now facing relatively high competition from domestic businesses such
as Viettel Post, Fast Delivery, Savings Delivery, Express,...The future of the
commercial market will continue to expand. and the increasing level of competition.

2.5 VNQuick post Service International
We have not been able to conduct surveys with international EMS users, so
objectively please allow us not to analyze too deeply in this section.
VietNamPost Express will prioritize the exploitation of international EMS
segment (inbound and outbound), expanding services and increasing utilities and
services to attract customers. Besides, the Company will also modernize technology in
service management, ensuring data transmission and exchange with service providers
and countries within the National EMS Association. accuracy and stability; investing
in infrastructure construction, modern equipment; create conditions for cadres and
laborers to study to improve their qualifications.

International postal and parcel service: In the current period, Vietnam Post will
continue to provide international mail and parcel services to key countries such as
Asia. - Pacific (China, Korea, Japan, Taiwan, Indonesia, Singapore,...); Europe
(Germany, France, Russia, Italy, Netherlands,...); Americas region (USA, Canada,
Mexico,...)
- To Asia: 2 to 3 working days. Particularly for destinations including Hong Kong,
Indonesia, Japan, Malaysia, Philippines, Singapore, South Korea, Taiwan, and
Thailand are broadcast on the next business day.
- To Australia: 3 to 4 working days.


14
- To North America: 4 working days. To the USA: 2 to 3 days.
- To Europe: 3 working days. Northern Europe and Eastern Europe: 4 working days.
- To Africa: 4 working days
- To the rest of the World: 5 business days
The above shipping time does not include the time that the shipment is kept for
customs inspection of the Departure and destination. The above transit time will not
be applied in case of natural disasters.


15
CHAPTER 3: RESULTS OF SURVEYING THE QUALITY OF THE
SERVICES AND THE WAY OF POSTAL EXPRESS SERVICE
3.1 Reference research model

3.2 Create a survey about the quality of VNP postal courier service
Please select your age
◻


Below 15

◻

15-22

◻

22-29

◻

30-45

◻

Over 45

Please select your sex
◻

Male

◻

Female

◻

Other


Please select the frequency of using fast delivery
◻

Once a week

◻

More one time a week

◻

Once a month

◻

More one time a month

◻

Sometimes


16
◻

Other

The following is a scale of 5, calculated as:
1: Strongly disagree ...


3: Neutral / Confused ...

5: Strongly agree

About the quality of VNP postal courier service:
Assurance
1 Customers able to trust employees

1

2

3

4

5

2 Employees consistently are courteous with

1

2

3

4

5


1

2

3

4

5

1

2

3

4

5

1 Provide convenient service charges.

1

2

3

4


5

2 Operating hours convenient to customers

1

2

3

4

5

3 Employees provide prompt information to

1

2

3

4

5

1

2


3

4

5

1 VNP provides the services as promised

1

2

3

4

5

2 When promises to do something by a certain time,

1

2

3

4

5


1

2

3

4

5

customers.
3 Customers feel safe in their transactions with the
employees
4 Employees have knowledge to answer customers’
queries

Empathy

customers
4 Employees understand the specific needs of their
customers queries

Reliability

they should do it
3 When a customer has a problem, they show
sincere interest in solving the problem