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Tiêu đề Improving the Quality of Card Services at Bank for Investment and Development of Vietnam Sogiaodich 1 Branch
Tác giả Cao Lan Anh
Người hướng dẫn TS. Phạm Thị Thanh Hoa
Trường học University of Hanoi - National University of Hanoi
Chuyên ngành Business Administration
Thể loại Thesis
Năm xuất bản 2017
Thành phố Hanoi
Định dạng
Số trang 93
Dung lượng 4,24 MB

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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

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ĐẠI 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

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ĐẠI 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

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doanh, 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.

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ACKNOWLEDGEMENT

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

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SERVICES 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

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2.3.2 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

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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

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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

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Table 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

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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

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services 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

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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.

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- 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.

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CHAPTER 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

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- 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

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staff, 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

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- 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

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In 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

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technology 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.

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Card 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,

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Therefore, 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

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using 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

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In 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:

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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:

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- 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

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Citibank 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

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- 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

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of 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)

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Eourthly, 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).

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CHAPTER 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

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3.1.2 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

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In 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

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2.2 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

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‘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

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Up 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

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step 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

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Revenue 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

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2.2.1.3 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

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booths 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

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It 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

Ngày đăng: 24/05/2025, 19:41

Nguồn tham khảo

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