These are the annual fees that cardholders must pay under the card use contract, cash withdrawal fee 4% for issuing bank and at least 50,000 VND for one transaction; fees for payment t
Trang 1ĐẠI HỌC QUOC GIA IIA NOI KHOA QUAN TRI VA KINH DOANH
CAO LAN ANIT
IMPROVING THE QUALITY OF CARD SERVICES AT BANK
FOR INVESTMENT AND DEVELOPMENT OF
VIETNAM — SOGIAODICII 1 BRANCIL
NANG CAO CIIAT LUQNG DICII VU THE TAI NILTMCP BAU TU
VA PHAT TRIEN VIET NAM - CHI NHANH SO GIAO DICH 1
LUẬN VĂN THẠC SĨ QUẦN TRỊ KINH DOANH
Tà Nội - 2017
Trang 2ĐẠI HỌC QUOC GIA IIA NOI KHOA QUAN TRI VA KINH DOANH
CAO LAN ANIT
TMPROVING TIIE QUALITY OF CARD SERVICES AT BANK
VIETNAM — SOGIAODICII 1 BRANCIL
VÀ PHÁT TRIÊN VIỆT NAM-— CHI NHÁNH SỞ GIAO DICII1
Chuyên ngành: Quản trị kinh doanh
Mã số: 6 34 01 02
LUẬN VAN THAC Si QUAN TRI KINH DOANH
NGƯỜI HƯỚNG DẪN KHOA HỌC: TS PHẠM THỊ THANH HÒA
1à Nội - 2017
Trang 3doanh, Trường Đại học Quốc Gia Hà Nội, đặc
nhiều kiến thức và đã tạo điều kiện giúp tôi thực hiện bán luận văn này
Tôi xin bảy tỏ lòng biết ơn chân thành đến TS Phạm Thị Thanh Hòa đã đánh nhiễu thời gian tâm huyệt, tận tỉnh hướng đẫn, chỉ bảo cho tôi trong suốt quá trình thực hiện đã tài
Tôi xin chân thành cảm ơn Ban lãnh đạo Ngân hàng Thương Mại Cổ Phin Diu
‘Tu va Phát Iriển Việt Nam chỉ nhánh Sở Giao Dịch 1 và các anh chị em ở các phòng nghiệp vụ của chỉ nhành và phòng giao dich đã tạo điều kiện thuận lựi, giúp đỡ lôi
trong việc thu thập số liệu và những thông tin cần thiết cho việc nghiên cửu luận văn này
'tôi xin chân thành cảm ơn gia đình, bạn bè và đồng nghiệp đá đông viên khích lệ và
giún đỡ lôi trang quá tình học lập và nghiên củu.
Trang 4ACKNOWLEDGEMENT
I would like to express my deep gratitude to the teachers of the Hanoi school of
Business and Management, Viemam National University, especially the teachers who
imparted to me a lot of knowledge and helped me Carry out this essay
I would like to cxpress sinecre gratitude to TS Pham Thi Thanh Hoa has spent a lot
of time, dedicated guidance, only told me during the course of the topic
T would like lo express my sincere thanks Lo the Board of Direclors of Joint, Stock Commercial Bank for Investment and Development of Vietnam Sogiaodich 1 Branch and for the siblings in the professional sections of branches and transaction offices who ccalod favorable conditions Help me in collecting data and information nccdod for thơ study of this thesis
I sincerely thank family, friends and colleagues for encouraging and supporting me
in the process of study and research
Hanoi, date 25 month 5 year 2017
Student
CAO LAN ANH
Trang 5SERVICES OF COMMERCIAL BANKS
1.1 Overview of card services a1 commercial hanks
LLI Definition and characteristics af card services of commercial bank 5 1.1.3 The role and henefits of card services of commercial banks
113 Main activities of card services at commercial banks
1.2.2 The necessity of improving card operabons of commercial banks 10 1.2.3 Evaluation models of card service quality at conmiercial banks 11
4.3, Experience in enhancing the quality of card services at some banks and lessons
1.3.3 Rxperionce lessons drawn for BIDY — Sogiandich 1 Branch co 1D CHAPTER 2: REALITY OF CARD SERVICE QUALITY AT BIDV
2.2.2 Reality of card service quality af the Branch ïn reCerM yEA c3 22.3 Reality of card service quality at BIDV — Sogiaodich 1 Branch eee 36
2.3 Evaluation of the quality of card services al BIDV — Si
2.3, LACHICVEMENES occ ses susatiesssaninieessessiniiesias suessenineiecesnsaeienseasies OO
iandich 1 Branch 50
Trang 62.3.2 Limitations and causes - M
CHAPTER 3: SOLUTIONS TO IMPROVE TIE QUALITY OF CARD SERVICES
AT BIDV — SOGIAODICH 1 BRANCH
3.1 Developing orientations of card operations at the bank
3.2.1 investing solutions to improve facilities and demand meeting ability 5
3.2.2 Solutions to improve service deployment outcome - SF 3.2.3 Solutions to complete the service providing process 59 4.2.4 Solutions ta complete the managentent operation - .Ổ)
3.2.5 Solutions to strengthen the brandi tmaae oƒ the branch - - ø2
3.2.6 Salutions to enhance responsibility with society and comunity G3
3.3.4 Reccomendations to the State Bank 63
3.4.3 Recommendations to the association of card issuing and payment banks 66
CONCLUSIONS, LIMITATIONS, ANT CONTRIBUTIONS OF THE STUDY
REFERENC
APPENDIX
Trang 7
ABBREVIATION
Meaning of acranyra
ATM Automalic Teller Machine
BIDV Joint Slock Commercial Bank for Investment and Development of
Vietnam
CVV Card Verification Value
EDC Electronic Data Capture
PIN Personal Identification Number
POS Point of Sale
Trang 8
LIST OF FIGURES
Figure 1.1; Research model of Parasuramian et al (1988)
Higure 1.2: Research model of ''hai Van Vinh va Devinder Grewal (2007)
Figure 1.3: Research model of Tynh Thuy Phuong (2010)
Figue 1.4; Rescarch model of Nguyen Thi Kicu Linh (2008) so
Figure 1.5: Research model of L8 ‘Thi ‘Thu Huong (2014)
Figure 1.6: Proposed research model
Trang 9Table 2.10: Conumon risks in card service business at the branch
Table 2.11 Results of the scale reliability testing
LIST OF TABLES
: Business results of the branch in the stage of 2013 -2015
“rable 2.2:
Table 2.3:
Results of card service business
‘Number of ATM cards at the branch
Revcirnc Ñom card serviecs
Number of international payment cards at the branch
Table 2.12 Results of independent factor analysis,
Table 2.13 Rotated componcnf matrix ofindcpendsnt variablos
Table 2.14 Results of dependent factor analysis
‘Table 2.15 Rotated component matrix of dependent variables
Table 2.16 Multiple rcgrossiơ analsi5
“Table 2.17 Regressian coeffieients coi
Table 2.18 Evaluahion of resaurces
Table 2.19 Rvaluation of outvome
'Table 2.20 Evaluation 0Ÿ pIoeess sec
‘fable 2.21 Evaluation of management
Table 3.22 Evilualion of imags
Table 2.23 Evaluation of social zesponsibility
‘Table 2.24 Evaluation of the quality of card services
Trang 10
INTRODUCTION
1 Rationale of the study
Nowadays, the increasing development of science and technology contributes
considerably to the improvement of people’s life quality People are more and more accessible to safer and more sophisticated service products Banking service products are
one of the breakthroughs on the basis of modern science and technology One of those
service products is bank cards Customers using cards can conveniently carry out many
transactions such as payment, transfer, cash withdrawal, internet payment, etc without
having to go to the bank As a result, card products are becoming friendlier, closer, and
being widely accepted by consumers As for the banks, card products also bring them a lot
of intangible benefits such as raising the banks’ position, promoting their brand image, and
attracting customers to the banks These are also business activities bringing revenue to the banks These are the annual fees that cardholders must pay under the card use contract,
cash withdrawal fee (4% for issuing bank and at least 50,000 VND for one transaction);
fees for payment transaction of goods and services by credit card at card accepting units
(2.5% of the value of each transaction, commercial discount (for agent banks that help
conduct payment transaction for issuing banks), some other fees such as credit card penalty
fee, checking fee (fee that cardholders pay for their checking requirements), fee for card re-
issuance (due to theft or loss) and card exchange (as requested by cardholders), fee for
posting stolen or lost cards to the list of forbidden circulation
With the advantages that card services bring, each bank has built its own strategies to
dominate the market and develop its card service brand The competition in developing
card services of commercial banks nowadays has made customers’ demands more and
more satisfied and made the card service market become more active than ever Therefore,
the improvement of card service quality is very important and necessary for commercial
banks
In the past few years, BIDV — Sogiaodich 1 Branch has implemented a lot of measures
to improve the quality of card services However, the card services of BIDV still have several shortcomings For example, many customers apply for a card issuance but do not
get the cards, causing the cost wastage for the bank The problem of overdue credit card
debt is arising, Besides, the habit of using cash has existed in Vietnamese people’s minds
for a long time Therefore, the aim of Sogiaodich 1 Branch is to improve the quality of
card services in order to expand the card product market and better control risks in card business For this reason, the author selected the topic "Improving the quality of card
1
Trang 11services at Bank for Investment and Development of Vietnam — Sogiaodich 1 Branch " as
my MA thesis
2 Overview of the stuily
‘the quality of card services is one of the factors affecting card service business, which brings a lat of revenne to current commercial banks Thus, there are lots of stndies related
to the opcration as well as the quality of card scrvices Some related studics arc presented
of card scrviccs, which is a prerequisite for achieving the goal of cxpanding and developing card services in a potential market like Hai Duong
The simdy of Dĩnh Nguyen Tioai Phnong (2011) aimed at exploring the solutions for card service development at Asia Commercial Bank (ACB) The rescarch focused on analyzing the reality of card service development and measuring the satisfaction of employees and cuslomers on the card product development a Asia Commercial Bank Despite the faet tha Ihe expansion and development of card services are always accompanied by potential risks, the author did not focus on presenting the zisks of the bank
in card business to have a right developing orientation and a risk forecasting ability
‘Therefore, the solations that the aulhor proposed were slill general and quite unreasonable
in the card business environment with a lot of potential risks
Hư Thi Thanh Huơng (2013) carried out a study on card product development at
Vietnam Bank for Agriculture and Rural Development (Agribank), In her sludy, th
concentrated on analyzing the reality of card service developing solutions that were applied
Trang 12
Hossain Shahtiar (2008) conducted a study on customer satisfaction with credit cards at
Prime Conmmetoial Bank of Bangladesh, The purpose of the study was to have an overview
of the users’ satisfaction with credit cards of Prime Commercial Bank in Bangladesh, To carry out the reascach, the author conducted a survey measuring the influence of factors on customer satisfaction with credit cards of Prime Commercial Bank of Bangladesh However, eredit cards were just one type of bank cards In Vietnam, credit cards arc still quite new and not widely accepted by many customers, Other card products such as payment cards and domeslic debil cards are slill doriinating in the card business of Vietnamese commercial banks nowadays Therefore, the solutions proposed by the author were difficult to apply in the card business of commercial banks in Vietnam
‘The rascuch of Han Kuo Tan (2009) explored different aspo s of scrvice qualily and customer expectations from credit card issuers in Malaysia The research showed that the card issuers wishing to improve their competitiveness in the market needed to offer multi- functional credit cards, contributing to enhancing customer satisfaction The research proposed some recommendations for card issucrs to improve the quality of their credit card services, However, the author failed to mention the risks in credit card business Itis a fact that if banks are only interested in developing their credit cards without paying attention ta the risk control and management in the card business, scrious losscs which reduce the banks’ business operations can be caused
To sum up, thers have heen tary studies related In the business operations as well as
:scarch topie of the author is not dapticated with previous rescarch lopies
3 Objectives af the study
3.1 Overall objective
~ Studying the quality of card services at BIDV — Sogiaodich 1 Branch in order to propose the solutions to improve the quality of card services at this bank
3.2 Specific objectives
- Building a theoretical basis on card services and qualily of card services,
- Studying the development reality of card services and the quality of card services at BIDV — Sogiaodich 1 Branch, from which the author will assess the quality of card
services al BIDV — Sogiaadich | Branch.
Trang 13- Propose some solutions to improve the quality of card services at BIDV — Sogiaodich
1 Branch
4 Subject of the study
‘The study focuses on quality of card services at BIDV — Sogiaadich 1 Branch
5 Scope of the study
- In torms of space: The study was conducted in BIDV — Sogiaodich 1 Branch
In this thesis, the author combined comparative and synthetic analysis methods
Comparative method was used to compare the changes of indicators reflecting the results of card business, the devclopment of card products over the years (number of customers, number of cards, and costs in card business)
Synthetic analysis method was used to analyze the development reality of card produets and the risks in card business (pouting out the causes of changes and explaining, the reasons for changes in the development of card products, and the zisks in card business)
= Trwestigation Method: The authar aszs the survey method to assess the sulisfuction of customers using the card products through questionnaires Survey results were processed using SPSS software
7 Organization of the thesis
‘This thesis was divided into three chapters:
Chapter 1: Overview of card services and quality of card services at commercial banks Cluapler 2: Reality of card service qualily at BIDV - Sogiaodich 1 Branch
Chapter 3: Solutions to improve card quality at BIDV — Sogiaodich 1 Branch.
Trang 14CHAPTER 1: OVERVIEW OF CARD SERVICES AND QUALITY OF CARD
SERVICES OF COMMERCIAL BANKS
1,1 Overview of card services at commercial banks
L.LJ Definition and characteristics of card services of commercial banks
* Definition
A bank card is a payment tool issued by a card issuing bank to a customer to conduct
payment for goods or services or withdraw cash within the scope of his or her deposit
balance or allowed credit limit Card services are used to perform services through
automatic trading systems, also known as ATM service systems In other words, a bank
card is a means issued by a card issuer to carry out card transactions in accordance with the
terms and conditions agreed by the parties (Governor of the State Bank of Vietnam, 2007)
Bank card services are non-cash payment services originated from the method of purchase and sale of retail goods on credit and have developed associated with the application of
information technology in the field of finance and banking (Mwatsika, 2014)
* Characteristics of card services
A card is a payment tool with different characteristics from other payment tools Nowadays, when information technology develops at a high level, card payment service is
a popular payment method replacing other traditional payment methods This is because card services have a lot of outstanding features compared to other means of payment
- Flexibility: With a variety of cards suitable for all people from high-income customers
(gold cards) to low-income customers (standard cards), cards can be used to withdraw cash
or pay for goods and services, etc A card is regarded as a modem, safe, and fast
“electronic wallet” helping cardholders control their spending activities
- Convenience: A card is a means of non-cash payment bringing customers many
benefits that no other means of payment can compare Cardholders can use their card to pay for goods and services in anywhere at anytime without having to carry cash or travel
checks For credit cards, customers can also be provided with a credit limit by the bank
Customers can make advance payments and repay money later without interest within a
period of time In addition, cardholders also enjoy many preferential treatments from the
bank such as free information on banking services, accounts, exchange rates, 24/24
services, ete Cardholders can also get preferential discounts when making payment at card
accepting units or enjoy competitive interests on the account balance
Trang 15- Security and rapidity: Cards are made based on very modem and sophisticated
technology and are difficult to counterfeit, so the security of the card is very high
Especially when smart cards are launched to the market, their security is increased; therefore, they are widely used in the market When cards are lost or PINs are revealed,
cardholders can notify the bank to lock the card account in time to avoid the thieves’ ability
to withdraw the money
Cards are often small and light, so it is easier for cardholders to carry when they have to
make a large amount of payment or moving far When shopping for goods or services,
customers only need to show their cards and sign payment slips to complete the payment
This means customers have saved the costs of transporting and counting
1.1.2 The role and benefits of card services of commercial banks
When the economy is developed, the improvement in people's living standards and
incomes leads to the development of many types of services, in which financial services,
especially card services, are increasingly developing These services bring many benefits
to customers who are using cards The banking system links the activities in the economy through card services, therefore card services play a vital role in economic transactions
+ For card users:
Customers using cards are mainly individuals since these services are introduced to primarily serve individuals in the transaction process As people's incomes are increasing,
the transaction demands are also going up with the development trend The storage of cash
in transactions is very large, so the demands for transactions via card services are
increasing to reduce the risks in cash transactions Moreover, customers can access faster
to their accounts, which are more convenient, secure, and efficient with better time
management and less time of traveling Along with that trend, banks are constantly
improving the quality as well as mordernizing their services to serve customers better
+ Card services help develop banking industry
Nowadays, there are a lot of banks in the financial market The evaluation of the bank reputation through the quality of card services is very important because customers are
people who decide which banks they want to use based on the quality of their card services
and the security that these services offer Customers often perceive that if the service
quality of a bank is the best, that bank is reliable Thus, banks need to focus on improving
the service quality including the quality of card services
Regarding enterprises outside the banking industry, the impact from the development of card services is very big Apart from companies using ATM cards to pay salaries to their
6
Trang 16staff, many other service enterprises such as commercial centers or mobile operators also
have services associated with the development of card services People using postal and
telecommunications services can conveniently make their cost payment by card In
addition, people can also easily pay by card when they go shopping at supermarkets
+ Card services contribute to the development of the economy
Card services can not affect the entire economy However, the quality improvement of
these services will make the economy more civilized
- Reducing social costs: The use of card transactions helps reduce a big amount of cash
in circulation, thereby reducing the costs of printing, issuing, transporting cash, destroying old money, as well as reducing counterfeit money
- Speeding up payment activities:
Card services improve people’s belief in the operation of the banking system thanks to
the security, high accuracy, and time saving, At the same time, the government can control the transactions of individuals, enterprises, and the whole economy as a basis for calculating the monetary supply as well as operating more effective monetary policies
The application of modem technology in card issuance and payment creates conditions
for the national economy to integrate and gradually catch up with the world economy
- Minimizing some of the illegal economic activities, contributing to the management of
personal incomes, income taxes, and enhancing the decisive role of the govenment in the
economy
1.1.3 Main activities of card services at commercial banks
* Issuing activities:
The issuing activities of banks include the management and implementation of the
entire card issuing process, card use, and debt collection These three processes are all
important and should not be disregarded Each process is closely related to the customer
service and the risk management for the bank Financial institutions and banks issuing cards must develop regulations on the use of cards and debt collection: minimum payment
amount, statement date, due date, fees and interests, maximum and minimum credit limits,
preferential policies, and so on
Basically, card issuing activities are carried out as follows:
- Conducting marketing activities to bring products into the market
- Verifying card applicants
- Offering credit limits, especially for credit cards
- Designing and buying white cards
Trang 17- Embossing and encoding
- Providing personal identification numbers (PINS) to cardholders
- Managing customer information
- Managing customers’ card use
+ Managing debt collection from customers
- Providing customer service
- Cheating payments with mtemnational card organizations
When carrying out issuing activities, apart from getting card issuance fees from cardholders, banks also get the exchange tees that card payment barks collected from card payment through international card organizations ‘This is the basic profit of financial
First, the payment activity of a cerlain lype of card is expanded int a market meaning hát
cardholders can usc their cards snore casily and conveniently As people's demands for tonrism
and entertainment are increasing, the development of card payment market abroad becomes more urgent, Card issuers and issuing banks pay maximum attention to how cardholders make use of this nor-cash payment mnclhod, The large tmmbcr of card acecptors available tnroughout potential markets and business lines means that bank cards are more widely accepted and bring benefits to cardholders, card accpetors, and issuing banks
Second, not just slopping al cxpanding the payment! markel by signing contracts with
new card acceptors, a card payment bank is parhoularly interested in maintaining relationships with current card acceptors This is reflected in the customer service of the payment banks, Without proper policies amd good support services enabling card card acceptors to accept the customer's cards easily and being credited by the bank after subtracting discount fee rates, other banks will take advantage of this situation to offer
Trang 18In general, card payment activities are not just limited to the crediting to the card acceptors under commitment Instead, sinec the profils from card payment aclivilies are not small compared to the average business profits, the severe competition makes payment banks always have appropriate marketing strategies and customer services At the same time, they have to provide card acceptors (who accept their customers’ cards) with free services to cnhance their competitiveness
Card payment activities of banks are mainly canducted as follows:
- Building and wemaging the information system of customers and card acceplors
- Managing the operation of card acceptor network
- Conducting payment for card transactions to card acceptors
- Providing customer
- Offering training on card payment methods to staff of card acceptors
- Supplying equipment and facilities for card payment
* Risk management activities:
The issuance and payment of bank cards face different types of risks such as illcgal use
of cards by organizations or individuals, card acceptors not complying with instructed procedures, counterfeit transactions, information being revealed to the third party or card
acceptors not announcing business termination while still owing moncy to the bank All
these behaviors cause risks and financial losses to the banks Therefore, one of the key areas 0Ÿ bank card business is the risk management
The risk management deparbacn| al issuing barks is considered the backbone of card
activities, which has the Eanctions of:
- Preventing and investigating the use of counterfeit cards
- Managing the list of accounts related to lost cards
- Making plans to keep track of the security of card workpieces, printed cards, damaged ards, and withdrawn cards
- Updating information on the list of stolen or lost cards
- Cooperating with relevant authorities in investigating and dealing with contract
breaches or counterfeit card use
- Tracking and managing the operations of card center including operations of the staff
- Organizing training sessions for card acceptors’ staff and cardholders on counterfzit preventive measures
The more the bank card business grows, the more the risk management scelor is
invested Experts in this tield should be really knowledgeable about cards and modern
9
Trang 19technology Due to the ability to earn super profits, international criminal organizations are
by all means making use of modem technology to collect card data and customer accounts
to implement counterfeiting activities, which causes financial losses as well as bad reputation to the banks and cardholders
1.2 Quality of card services at commercial banks
1.2.1 Definition of card service quality
Before discussing the definition of card service quality, the author provides a brief
ofverview of service quality
* Service quality:
Over a long time, researchers have tried to define and measure the perception of service quality
- According to Svensson (2002), service quality is reflected in the interaction process
between customers and employees of service providers Lehtinen (1982) thinks that service
quality must be evaluated based on the two aspects, which are the service providing process and the outcomes of the service Gronroos (1984) also proposes two areas of service quality which are technical quality and functional quality
- Parasuraman et al (1985), the pioneers in service quality research in marketing, offer a
five-gap model and components of service quality, which are abbriviated to SERVQUAL
* Quality of card services
The quality of card services is the ability to meet the card service with the expectation
of customers using cards In other words, it is all the additional benefit activities that the banks give customers who are using cards with the aim to establish, consolidate, and extend long-term partnerships with customers through the creation of customer satisfaction
(Le Hoang Duy, 2009)
1.2.2 The necessity of improving card operations of commercial banks
Card services are becoming more and more important in the economy The improvement of this activity is really essential for banks The improvement in card
payment activities brings benefits not only to banks and customers but also to the
economy, contributing to the economic development Moreover, the development and improvement of card operations also aim at modemizing the banking sector, helping
Vietnam integrate into the world’s economic development trend Regarding banks, through
card services, banks can attract huge deposits from customers with low deposit rates.
Trang 20Card services are considered a strategic self-service banking channel and an important
tool for the activities of banks, Card services provide 24 hours a day and 365 days a year
banking operations and transactions and are located in strategic locations
1.2.3 Evaluation models of card service quality at commercial banks
1.2.3.1 Service quality model of Parasuraman et al
Parasuraman et al (1988) initiated and conducted a quantitative and qualitative research
to develop and test the scale of service quality components (called SERVQUAL scale)
The SERVQUAL scale was adjusted and tested for a variety of services Finally, the
SERVQUAL scale consisted of 22 variables which measured five components of service
quality including reliability, responsiveness, assurance, tangibles, and empathy, Namely,
according to the SERVQUAL model, service quality was defined as follows:
Service quality = Perceptions — Expectations
‘The research model of Parasuraman et al (1988) was demonstrated as follows
Figure 1.1: Research model of Parasuraman et al (1988)
Parasuraman et al asserted that SERVQUAL was a complete scale for service quality,
which had a high value and reliability and could be applied to any types of service
However, each service sector had its own characteristics Many researchers had also tested
this scale with a wide range of services as well as in different countries The results
showed that the components of service quality were not consistent across service sectors
and in different markets,
1I
Trang 21Therefore, due to the specificity of each type of service, researchers should adjust the
SERVQUAL scale so that it is suitable for each specific study
1.2.3.2 ROPMIS service quality model of Thai Van Vinh and Devinder Grewal
The authors developed a model of card service quality consisting of 6 components: (1) Resources (physical resources and financial capability of the bank), (2) Outcomes (what customers enjoy when using card services), (3) Process (process of serving and satisfying customers’ needs when they use card services), (4) Management (management capability
of the banks for card service business, (5) Image (image of the banks in customers’ eyes),
(6) Social responsibility
After identifying the variables in the draft model, the authors conducted testing with
quantitative method in which data were collected through direct interviews with 1,250
clients and indirect interviews 1,000 customers online Collected data were synthesized
and coded using Exel, and statistically verified using SPSS 20.0 The scales were checked for reliability and Exploratory Factor Analysis (EFA) From the testing results, the authors
concluded that the initial research hypotheses were completely suitable Therefore, the
research model of the author was presented as follows:
Figure 1.2; Research model of Thai Van Vinh va Devinder Grewal (2007)
1.2.3.3 Card service quality model of Huynh Thuy Phuong
The author built a model to study the quality of Connect24 cards based on SERVQUAL
scale of Parasuraman et al (1988) However, since each type of service has its own
characteristics, the author conducted qualitative research to adjust and add some components suitable with card service quality at Vietnamese commercial banks Qualitative research was carried out via direct interviews with about 15 random clients
12
Trang 22using ATM cards at Vietcombank and consultation with card department managers The
results showed that the quality of card services included the following components (1)
reliability, (2) customer care skills, (3) security, (4) empathy, (5) tangibles, and (6)
accessibility with 31 variables to measure these components That way, the author
developed her research model as follows:
Figure 1.3: Research model of Huynh Thuy Phuong (2010)
1.2.3.4 Card service quality model of Nguyen Thi Kieu Linh
According to Parasuraman, there were three main factors affecting customers’
expectations including personal needs, words of mouth, and experience in using the
service However, in the process of building her research model, Nguyen Thi Kieu Linh did not analyze the impact of these factors but focusing on collecting customers’ feedback
on expected services and their perceptions of the actual services The author aimed to find out what customers expected from card service quality when their demands arose
Together with the exploration of customer expectations was the measurement of their
assessment on the actual services The measurement of service quality was based on the
comparision of the difference between expectations and perceptions This was also the
measure of distance in the theoretical model of Parasuraman
13
Trang 23In addition, in order to concretize customer expectations from card services, the author
used five components including tangibles, reliability, responsiveness, assurance, and
empathy The SERQUAL scale of Parasuraman consisted of 22 verified variables that were
tested to be appropriate and comprehensive However, the author had some adjustments
compared to the original model The author’s research model was presented as follows:
= Reliability
Perceptions
Figure 1.4: Research model of Nguyen Thi Kieu Linh (2009)
1.2.3.5 Card sevice quality model of Le Thi Thu Huong
‘The author developed her research model based on a review of relevant literature in the
field of bank card services such as studies by Rahaman et al (2011), Hasan (2013),
Mwatsika (2014), Kumbhar (2011), Ha Nam Khanh Giao (2011), and Le Thanh Dich
(2009) According to Le Thanh Dung (2009), the quality of card services was formed on
the basis of five components: employee skills, transaction security, reliability, tangibles,
and accessibility Phung Tien Dat (2010) pointed out that there were five components
affecting the quality of card services including reliability, responsiveness, empathy, and
tangibles In addition, the study of Mwatsika (2014) on customer satisfaction with the
quality of ATM services in Malawi pointed out that there were 5 components affecting
customer satisfaction with ATM services including reliability, responsiveness, empathy,
assurance, and tangibles Besides, Hasan (2013) also concluded that customers would be
satisfied with the quality of ATM services offered by banks through such components as
reliability, responsiveness, convenience, and ease of use
From the reviewed studies, Le Thi Thu Huong proposed a research model using
SERVPERF model and adjusted the measurement variables to suit the context of the study
Accordingly, the research model of Le Thi Thu Huong was as follows:
Trang 24
Figure 1.5: Research model of Lê Thị Thu Hương (2014)
1.2.3.6 Research model proposed by the author
After reviewing the research models to measure the service quality and card service
quality in previous studies, the author decided to adapt the ROPMIS model by Thai Van
Vinh and Devinder Grewal (2007) to study the quality of card services at BIDV —
Sogiaodich 1 Branch for the following reasons;
Firstly, the model was developed from the synthesis of many theories in different
studies (Dang Thanh Hung, 2012)
Secondly, the original ROPMIS model was implemented in the specific context of
‘Vietnam whereas other models are mainly tested in other countries This meant that
applying ROPMIS model was appropriate because it was very close to the research scope
of the topic (Tran Trieu Khai, 2010)
Thirdly, although this model had not widely been used, some studies using ROPMIS
model to study card service quality showed positive results and demonstrated the applicability of this model (Dang Thanh Hung, 2012)
Fourthly, the ROPMIS model used six components whereas other models were mainly
based on the SERQUAL model and the SERVPERF model which only consisted of five
components
Thus, the proposed model for this study was stated as follows:
15
Trang 25- Process: relates to attitude and behaviour of the banks’ staff when dealing with
customers’ requirements in their card-using process
- Management: ability to manage card service business of the banks including the application of information technology in card services, knowledge and skills of managers, knowledge of the bank about card users, ways of dealing with customers’ complaints, etc
- Image: refers to the relationship between banks with other commercial banks and economic organizations to deal with transactions related to customers’ card services It was
the perception of customers about the banks
= Social responsibility: refers to the reliability and brand of the banks, the banks’
responsibilities to special subjects, customers, employees, and the community
1.3 Experience in enhancing the quality of card services at some banks and lessons
drawn for BIDV - Sogiaodich 1 Branch
1.3.1 Experience of foreign banks
Experience of Citibank—The USA
16
Trang 26Citibank is one of ths largest banks in the United States which provides a very abundant and diverse bank services for customers (individual and corporate customers) including card services With a diversified development plan, good services, and a large number of customers, Citibank is one of the most successful banks in the world’s financial and banking market, It is the largest credit card issner in the world The experience of CitiRank
in improving the quality of card scrvices is:
- Citibank researches and develops a type of credit card linked to other industries such
as avialion, real estate (Mortgage Minister Credit Card - which allows customers to pay rent up to 15 years in advance), sports such as football (The Football Card the credit card with special football prize), and galf (the Link Golf Card - a type of credit card designed
~ In providing card scrvices, CitiBank focuses on improving the quality of customer service ‘Ihe staff are trained with professional customer serving skills and the management are always advised lo provide customers with the most suilable card services Tlus creates
LISBC — the UK, established in 1865 and headquartered in London, England, is one of
the largest banks in the world with nearly 9,500 offices operating in 76 counties and territories over the world and modem technology HSBC offers a wide range of services such as personal finance, investment and corporate finance, private banking, financial advisory and many other services, In which, the taost successful aspect is the card services
of the bank, Experience in the card business of HSBC is as follows:
~The Bank has constantly researched and issued new types of cards to better meet the
ds of the markal, Al the samc lime, HSB
Trang 27- HSBC focuses on improving the quality of card transactions The staff at the bank are
trained with card service skills to serve customers professionally and the management
provides customers with the best card services
In addition, the bank also conducts advertising and sponsorship programs to promote its
image and brand, develop and improve the quality of business activities in general and card services in particular
1.3.2 Experience of domestic commercial banks
Experience of Vietinbank
VietinBank has affirmed its position as the leading commercial bank, holding the
leading and key role in the monetary market of Vietnam At the same time its is the first state-owned commercial bank with foreign strategic shareholders At present, VietinBank
is the second largest bank in terms of total assets with 15% market share in the domestic
market and has the best credit quality in Vietnam The bank has the second largest network
in the Vietnamese banking system (after Agribank) with 157 branches and more than 1,000
transaction offices / savings accounts It has achieved many national and international
awards such as Awards from Government and Industries, Brand award, International
awards For card business, Vietinbank has achieved quite a lot of success in the issuance
and payment of domestic credit cards, international credit cards (VISA, MASTER CARD,
etc.), ATM card services, cash cards; Internet Banking, Phone Banking, SMS Banking
Vietinbank has provided a wide range of services in accordance with intemational
standards, including card service products Vietinbank's card services are diverse in terms
of types and bring many outstanding benefits to customers This has helped the branch strongly develop card services business in recent years
Experience of Vietcombank
From a specialized bank for foreign trade, Vietcombank has now become a multi-
functional bank offering a full range of services in the field of international trade, traditional activities such as capital trading, capital mobilization, credit, project financing
as well as modem banking services such as foreign exchange trading and derivative
business, electronic banking, and so on
With the advantage of technology, Vietcombank has been ahead of other banks when
officially issuing debit card connect 24 (in May, 2002), promoting the development of
automated bank (Auto Bank) Since its success in the domestic card market, Vietcombank has combined with domestic and foreign organizations to develop affiliate card services such as Golden Lotus Plus, MTV, Connect Visa, etc , support the Bank for Foreign Trade
18
Trang 28of Laos to deploy the technology of international card payment system connected via
Vietcombank
In the increasingly tough competition of the Vietnamese card market, Vietcombank
always affirms its leading position in providing payment services, including domestic and
international card services for customers Especially, Vietcombank connect 24 card integrates many outstanding features to meet the needs of customers, which have honored
the logo "National Brand” In the area of payment, Vietcombank is the only bank accepting
payment of 6 types of international cards including Visa, Mastercard, JCB, CUP, Diners,
Clib and is exclusive in payment of Vietcombank American Express
Vietcombank continues to diversify its card services when officially launching its Vietcombank UnionPay card International credit card Vietcombank UnionPay is a
convenient product with the feature of advance spending and later paying, interest free
period up to 45 days, and flexible credit limit up to hundreds of million
With the motto of always accompanying customers in improving financial management
and spending efficiency, Vietcombank continues to lead in the issuance of intemational
cards with over 33% market share of debit card and nearly 30% market share of credit card issuance The network of ATM acceptors all over the country facilitates customers with
maximum convenience The card payment services are superior to those of other banks and
lead the market with 55% market share in local areas
In addition, with the aim of building a non-cash payment society, Vietcombank always
cooperates with international card organizations, switching organizations, banks, and
partners to bring convenience to customers The trust of customers is the motivation for Vietcombank to develop its card service products, continuing to improve its position and
prestige in domestic and foreign markets
1.3.3 Experience lessons drawn for BIDV — Sogiaodich 1 Branch
Firstly, the branch should focus on developing debit cards so that local people are
familiar with non-cash payment services and gradually apply credit features into card
products (lessons from Vietinbank)
Secondly, BIDV Head Office plays a very important role in policy making and issuing regulations to support the development of card services of branches including BIDV —
Sogiaodich 1 Branch, enabling the branch to develop its card market rapidly (lesson from
Vietcombank)
Thirdly, the branch should develop a debit card system to contribute to the development
of the card market (lesson from Vietinbank)
19
Trang 29Eourthly, the branch needs to develop a risk management system in card operations to avoid potential credit risks (lessons from HSBC and Citibank)
Fifthly, the branch should diversify card products and services to meet the maximum
needs of customers At ths same time, it also needs to attach importance to improving the
quality of human tesonrces, especiatly the team of card transaction staff (lesson from 'Victconrbank).
Trang 30CHAPTER 2: REALITY OF CARD SERVICE QUALITY AT BIDV—
SOGIAODICH 1 BRANCH
2.1 Introduction of BIDV — Sogiaodich 1 Branch
2.1.1 Foundation and development history
Joint Stock Commercial Bank for Investment and Development of Vietnam (BIDV) is
one of the four largest commercial banks in Vietnam (Agribank, Vietinbank, Vietcombank, and BIDV) in terms of total assets and operating network
According to Decision No 70 QD/TCCB dated 28 March, 1991 of BIDV's General
Director, BIDV established Sogiaodich 1 Branch which was a subsidiary and BIDV's legal representative, carrying out internal accounting with separate balance sheet and its own
seals, and directly conducting transactions with customers From 1991 to 1998, Sogiaodich
1 Branch was located at 194 Tran Quang Khai and moved to 53 Quang Trung in 1998 After that, it was moved to 191 Ba Trieu, which is also the current office Sogiaodich 1
Branch was built with the duty of a direct business unit of the Head Office and gradually
become a key unit in BIDV system At the same time, Sogiaodich 1 Branch was also a leader in experimenting new products, implementing new technologies, performing special
customer service tasks, and training managers and specialists for the Head Office In 1998,
the branch became an independent cost-accounting division and in 2000, Sogiaodich 1 Branch actually became a multi-functional business model During the past 24 years since its foundation, the branch has grown up, affirmed itself as a reliable address, a brand deserving to be the "leading bird" as the compliments of BIDV’s CEO
21
Trang 313.1.2 Operating model oƒ BID1~ Sogiaodich 1 Branch
Management Board
interprise Customer Division
stable growth indicators over the years
Table 2.1: Business results of the branch in the stage of 2013 -2015
Unit: million dong
Amount | Ratio | Amount Ratio
Trang 32In 2012, BIDV system transformed its operation model into a joint stock commerciat
bank in the context thal the Vielnam
cccnomy in generat and the banking sector faced many difficulties and challenges due to the fierce competition in the market, However, with BIDV’s ‘tradition and strength, all the staff of Sogiaodich 1 Branch quickly implemented BIDV’s orientations, assessed the situation, and determined the targets to have suitable and creative developing stratogics; proposcd synchronous and cffective measures and solutions to adapt to the difficult and challenging business environment; developed working emulation movernents and created a professional, active, and friendly working environment, promoted scientific research, innovation, and work improvement, took care of the material and spiritual life of laborers, etc ‘Thanks to these activities, the Đbusinoss Tasulis of the branch always bad stable growth over the yours Namely, as for the capital mobilization, the mobilized capitals of the branch reached 25,705 billion dong in
2013, 36,157 billion dong in 2014, 36.8% (increase by 36.8%), and 30,969 billion dong in
2015 (decrease by 11.9% compared to 2014) The inerease of mobilized capitals of the branch was duc to the fact that the branche always applicd flexible forms of mobilization
to ensure the value for depositors at all times
Besides, the credit balance af the branch also increased rapidly with the amount of cxedit in the ycars of 2013, 2014, and 2015 was 10,660 billion dong, 12,780 billion dong,
and 16,329 billion dong respectively (increase by 19 - 28%) The increasing credit balance
was strictly controlled in terms of quality with the bad debt ratia of snuck lower than the avorage in the area and the whole scelor (in 2015 at 0.09%) On the other hand, the profit
of the branel was also at the top of the BIDV system and was constantly increasing every
year In 2013, the branch's profit was 664.151 billion dong (18.3% compared to 2013) and iis total profit reached 852 29 trillion dong in 2015 Gnorcssc by 8.5% compared to 2014)
‘These achievements were because in recent years the branch had provided a full range of produets and services of a modem bank inchading many leading efficient products in BIDY system, The customer structure was improved with a wide range of cconomie scclors, types of enterprises, and sectors such as production, business, circulation, distribution, electronics and tetecommunications, etc
To sum up, business activities of BIDY — Sogiaodich | Branch achieved many positive results which created favourable developing conditions for other types of service including card services
Trang 332.2 Reality of the card service quality at BIDV — Sogiaodich 1 Branch in recent years
2.2.1 Results of card business
2.2.1.1 Results of card service business in general
In the context of many difficulties and challenges in both international and domestic
environment, BIDV had closely adhered to the policies of the Government and the State
Bank, flexibly responded to the market movement, and initiatively and creatively provided
a lot of new services to accomplish the tasks assigned BIDV — Sogiaodich 1 Branch had
inherited those achievements and received many priorities from the Head Office in the
aspects of management, customer service, as well as service products in the system
including card services The business results in this kind of service at the branch in recent
period were as follows:
Table 2.2: Results of card service business
Unit: Thousand dong
fiom card services | 8:813.000 | 8.603.000 | 8.710.000 | ©!) | 5.4, | 10709 | 1 294 Revenue ñom
card issuance and | 5 691.000 | 2.508.000 [3.011.000 | (1139) | 43%, | 503.000
Trang 34‘The table shows that the revenue from card service business of BIDV — Sogiaodich 1 Branch iid not have much fluctuation over the years Tn 2013, the revenue from card services of the branch was 8,813,000 thousand dong, 8,603,000 thousand dong in 2014
(decrease by 2.4% compared to 2013), and 8,710,000 in 2015 (increase by 1.2% compared
to 2014) Thus, in 2015, the revenue from card services of the branch improved compared
to previous years, This improvement was because the Sogiaodich 1 Branch implemented the Head Office’s policy in increasing service fees Accordingly, in order to develop its card services, the branch expanded its cooperation with local snlerprises paying employees’ salary through cards At the same time, the branch installed more POS machines at stores, helping the stores add more convenience to attract customers In
addition, Ú
evenue from ATM and POS serviees accounted for the majorily of the tolat
severe with the revenue in three years of 2013, 2014, and 2015 was 6,192 thousand dong, 6,095,000 thousand dong, and 5,699,000 thousand dong respectively
With the revenue from the card services mentioned above, the branch spent on card business operations with the total cost of 5,723,000 thousand dong in 2013, 5,608,000 thousand dong in 2014, and 5,705,000 thousand dong in 2015 In which, the costs for
‘ying card materials and ATM depreciation accounted for the major proportion After
subtracting all cxpenscs on card business, the bank's total profit from card business
operations was 3,090,000 thousand dong in 2013, 2,995,000 thousand dong in 2014, and
3,005 thousand dong in 2015 Tt can be seen thai the revere from card services af the branch tended to decrease duc fo the Giet thal most of the euslorners stil] appreciated using
cash in their spending The shops installing POS machine system refused to use the service
due fo the fees In addition, the project "Promoting non-cash payment in the period of 2010
+ 2015" of the branch had not been completed, so the implementation was not as cfTective
as expected
In general the card servics business at BIDV — Sogiaodich 1 Branch still faced many
difficultics and challenges, and the biggesl challenge was (he spending habits of the
people Facing this relality, the branch had continously offered promotion programs to encourage customers to open and nse cards with the desire to expand the number of
customers using their card services Tlowever, in order lo do this, BIDV — Sogiandich 1
Branch should increase the benefits for customers using the service
2.2.1.2 Results of domestic payment card iusiness
BIDY deployed its card service business lo ils branches quite early with both card
issuance and payment operations The first card service product of BIDV was ATM cards
25
Trang 35Up to now, BIDV had two types of domestic payment cards: basic debit cards and
affiliated and co-branded debit cards
of cards of cards
Number of
accumulated cards 50.423 | 60.034 | 63.108 9.611 19,1% 3074 |5,1%
Number of accumulated
affliated | cards 5.582 |6.119 | 6.874 537 | 9,6% 755 | 12,3% and ¢0- amber of
Source: Statements of busisness results of Sogiaodich 1 Branch (2013 — 2015)
+ Basic debit cards
The three types of basic debit cards of BIDV — Sogiaodich 1 Branch were mainly BIDV
Harmony, BIDV eTrans, and BIDV Moving Each card brand had its own design and
aimed at serving a different group of customers, namely: BIDV Harmony card was
designed for customers with good and high income, who wished to carry out transactions
at high limits whereas BIDV eTrans aimed at the group of common customers with
average income and average spending needs and BIDV Moving was designed for younger
clients (pupils, students, new staff) Based on the modem technology integrated with
advanced banking system, the issuance of basic debit cards at the branch was an important
26
Trang 36step to issue international smart chip cards such as VISA and MASTERCARD The basic
obit cards al the branch always maintained high sccurity with the Lechnology of embossed magnetic card In addition, with the strategy of becoming the Ieading card issuing branch
of BIDV, the branch had prepared the personnel conditions and technology to meet the niseds of agencies, organizations, and enterprisss in the area regarding payment delegation service through card accounts As a result, the number of accumulated debit cards of the branch had constantly increased By the end of 2015, the number of issued cards by the branch was 63,108 cards, itr which the number of active cards was 47,490 cards and the nuniber of newly issued cards in the year was 9,112 cards
+ Affiliated and co-branded debit cards
With the aim ta make card sorvicos become a basic product in the proccss of diversifying banking service products and the expansion and development of ATM services, BIDV Sogiaodich 1 Branch continuously focused on deploying aflihated and co-branded debit cards, By 2015, the branch had had a certain number of cardholders with 6,874 issued cards and 4,013 active cards (decrcasc by 16.4% compared to 2014} BIDV's aifiliated debit cards were cards that identified students, officer staff, or members of the partners lo carry out the management fimetions which wars buill by the partners,
Besides, co-brand debit cards of the branch inckaded BIDY - Co.op Mart, BIDV - Lingo and BIDV - HiWAY These types of card were issued based on the cooperation between the branch and commercial organizations trading large-scale and prestigious goods and services Cardholders could enjoy many profercntial treatments when carrying out card transactions with co-branded partners or the third party However, up to now, BIDV - Lingo and BIDV - LIIWAY cards had ceased to be issued at the branch and in the whole
cards, therefore, reduced the quatity of card serviess
ki 3
Trang 37Revenue from card services
Table 2.4: Revenue from card services
Source: Statements of busisness results of Sogiaodich I Branch (2013 — 2015)
The table shows that the revenue from the domestic payment card services of the branch
had an unstable fluctuation and was decreasing The revenue from domestic payment card services of the branch reached 7,844 million dong in 2013, 7,485 million dong in 2014,
(decrease by 4.6% compared to 2013) In 2015, the revenue from domestic payment
services of the branch was 7,665 million dong (increase by 2.4% compared to 2014, but decrease by 359 million dong compared to 2013) In addition, in the total revenue from the
domestic payment card services, the revenue from basic debit card services accounted for
the majority (over 90%) with 7,295 million dong in 2013, 6,661 million dong in 2014 and
6,975 million dong in 2015; This was quite a specific limitation in card business operation
in Vietnam in general and at BIDV — Sogiaodich 1 Branch in particular These results indicated the ineffectiveness and unsustainability of the card issuance and card payment activities at the branch It also showed that the link between selling units and the branch
was not high and sustainable, which led to the slow development in the revenue of credit
card payment through POSs and had not met the requirements of an economy gradually
aiming at a non-cash payment system
28
Trang 382.2.1.3 Results of international payment card business
Apart from domestic payment card products, international payment card products had
also been paid attention by the branch The development of this type of card in terms of
quantity and revenue was as follows:
Number of accumulated
Source: Statement of busisness results of Sogiaodich 1 Branch (2013— 2015)
According to the results, the number of international payment cards of BIDV —
Sogiaodich 1 Branch fluctuated over the years The number of MasterCards was 2,196 in
2013, 1,891 in 2014, and 2,034 in 2015 At the same time, the number of
Visa/MasterCards of the branch in the three years was 782, 819, and 918 respectively
Different from domestic payment card products, the number of international payment cards
of the branch had an increase in the number of issued and active cards This is a signal showing
the changes in the spending habit of customers and the utilities of the product line
- Easy to use, time-saving, easy to shop in anywhere at any place: With a small card and
simple operation, BIDV Visa/MasterCards could be used at tens of million ATM / POS
29
Trang 39booths or on websites with a VISA/MASTER logo around the world Customers could use
the cards to go shopping, travel domestically and abroad, pay at supermarkets, shops,
restaurants, shopping centers, hotels, resorts, or place online orders
- High security, maximum prevention of counterfeit cards: BIDV Visa/MasterCards are
one of the safest credit cards nowadays due to the integrating technology of magnetic cards
and Chip cards under EMV standard (a global standard for cards given by Europay,
Mastercard and Visa, the three largest card alliance in the world) The processor in the chip
on the cards protects card data information, ensure safer and more secure transactions, and
prevent the risks of counterfeit cards
- Attractive credit limit, 0% interest within maximum 45 days
- There were three types of Visa/MasterCards: Platinum - issued to the group of
customers with an income of 20 million dong and higher, Gold - issued to the group of
customers with an income of 10 million dong and higher; Standard - issued to the group of
customers with an income of 4 million and higher
In general, the number of international payment cards at the branch had an increasing
signal However, the strong competition from other banks in the field of card payment at
card acceptors caused the share in customers This required the branch to have flexible
solutions in charge policy, customer service, tangible assets, etc to quickly increase the
number of issued cards
Revenue from card services
Table 2.6; Revenue from international payment card services
Trang 40It can be seen from the table that the total revenue from international payment card
services of BIDV — Sogiaodich | Branch changed over the years The total revenue from
international payment card services of the branch reached 969 million dong in 2013, 1,119
million dong in 2014 (increase by 15.48% compared to 2013), and 1,045 million dong in
2015 (decrease by 6.61% as compared to 2014)
Of the total revenue from international card payment services, the revenue from
MasterCards reduced gradually and the revenue from Visa/MasterCards increased The
revenue from MasterCards at the branch in the three years was 727 million dong, 763
million dong, and 637 million respectively, and the revenue from Visa/MasterCards at the
branch in 2013, 2014, and 2015 was 242 million dong, 336 million dong, and 408 million dong respectively
Thus, despite the fluctuation in the revenure from international payment card services,
the operation of international payment cards developed quite effectively and sustainably
due to the rise of the revenue from Visa/MasterCards This was very important for the policy of developing non-cash payment of our government
2.2.2 Reality of card service quality at the branch in recent years
2.2.2.1 Some activities to improve the quality of card services at the branch in recent years
In recent years, the improvement in the quality of card services was one of the important
tasks that the branch always concerned In order to improve the quality of card services, the branch had carried out the following activities:
Firstly, training and developing card staff
Identifying the important role of the staff in improving the quality of card services at the
branch, over the past few years the management of the branch had organized a series of
training programs with the aim to develop the card staff at the branch The specific
contents of these activities included:
31