Improving customer service in MB hoang quoc viet branch

Signed hereby, certify hereby that “Improving customer service in MilitaryCommercial Join Stock Bank - Hoang Quoc Viet Branch” is my ownresearch.. It is also important forbanking activit

Signed hereby, certify hereby that “Improving customer service in MilitaryCommercial Join Stock Bank - Hoang Quoc Viet Branch” is my ownresearch The content and figures presented in the thesis reflect a true and fairsituation of the internship organization I also assure that my research resulthave not been previously or concurrently published in any other work

Hanoi, May 7th 2016

Student

Nguyễn Chúc Quỳnh

Customer service is lifeblood in banking sector to satisfy customer, createloyalty and attract more and more potential customers It is also important forbanking activities like MB Hoang Quoc Viet Branch to understand whatmakes a quality of customer service The purpose of this study is to make anassessment of customer service and then to give some recommendations toimprove the customer service in MB Hoang Quoc Viet Branch In order toexamine the quality of customer service based on measuring dimensions andattributes SERVPERF model, a questionnaire with ten questions were used tocollect data about customers’ opinion of customer service in MB Hoang QuocViet The preliminary result of the research shows that quality of customerservice’s achievements has strength in MB Hoang Quoc Viet However it isrevealed that its customer service also has weakness such as quality of staffsand technology system The conclusion can also be drawn that the quality ofcustomer service in MB Hoang Quoc Viet Branch Following an in-depthmulti-dimensional analysis of preliminary research result, somerecommendations for “Improving customer service in Military CommercialJoin Stock Bank – Hoang Quoc Viet Branch” will also be presented

I would like to acknowledge, Mrs Tran Thi Thu Huong, the Deputy Director

of Military Commercial Join Stock Bank- Hoang Quoc Viet Branch forcreating favorable conditions for me to work at the office

Moreover, I would like to extend my special thanks to Mrs Nguyen ThiThanh Huyen, the Professional supporter for providing me authentic and up-to-date information and figures relating to current situation at the bank forfulfillment of this paper

I also want to convey my sincere thanks to all the staff at MB Hoang QuocViet Branch for their kindness Without their kind support, I could not finish

my own research

Finally, I would like to acknowledge the encouragement and strong supportfrom my beloved family Without their great love and dedication, this paperwould not be translated into reality

Automated Teller Machine

Military Commercial Join Stock Bank

The State Bank of Vietnam

Viet Nam Dong

LIST OF FIGURES

LIST OF TABLES

TABLE 2.1: CRITERIA OF RETAIL BANKING FOR INDIVIDUALCUSTOMERS OF MB HOANG QUOC VIET BRANCH OVER 3

TABLE OF CONTENTS

DECLARATION I ABSTRACT II ACKNOWLEDGEMENTS III LIST OF ABRREVIATION IV LIST OF FIGURES V LIST OF TABLES VI TABLE OF CONTENTS VII

INTRODUCTION 1

CHAPTER 1:LITERATURE REVIEW 4

1.1 Customer service 4

1.1.1Definition of customer service 4

1.1.2 Definition of customer service quality 5

1.1.3 Customer loyalty 5

1.1.4 Customer satisfaction 6

1.1.5 Factors affecting customer service in banks 7

1.2 Model to analyze customer services quality 12

1.2.1 Responsiveness 13

1.2.2 Empathy 14

1.2.3 Tangible 14

1.2.4 Staff 14

1.2.5 Transaction time 14

CHAPTER 2:THE STUDY 15

2.1 Introduction of Military Commercial Join Stock Bank 15

2.1.1 History and development of Military Commercial Joint Stock Bank 15

3.1.2 Introduction of MB Hoang Quoc Viet Branch 16

2.1.4 Business performance of MB Hoang Quoc Viet Branch 18

2.2 Dimensions and attributes to be measure customer service in MB Hoang Quoc Viet Branch 19

2.3 Current customer service in MB Hoang Quoc Viet Branch 22

2.3.1 Customer’s evaluation on tangible dimension 22

2.3.2 Customer’s evaluation on empathy dimension 25

2.3.3 Customer’s evaluation on responsiveness dimension 27

2.3.4 Customer’s evaluation on staff of MB Hoang Quoc Viet Branch 28

2.2.5 Customer’s evaluation on transaction time 31

2.3.4 General assessment of customer service quality as perceived by Military Bank customers 36

2.4 Summary of findings customer service in MB Hoang Quoc Viet Branch .37

2.4.1 Achievements 37

2.4.2 Shortcomings and causes 38

2.5 Solutions to improving customer service in MB Hoang Quoc Viet Branch .39

2.5.1 Building customer information system 39

2.5.2 Improving the quality of staff and building professional communication skills for staff at the branch 41

2.5.3 Enhancing behavior standards, customer service attitude for staff in the bank 44

CHAPTER 3:RECOMMENDATIONS 47

3.1 Customer service orientation of MB Hoang Quoc Viet Branch 47

3.1.1 Business orientation of MB 47

3.1.2 Customer service orientation of MB Hoang Quoc Viet Branch 48

3.2 Recommendations 49

3.2.1.Recommendations to the head- office of Military Commercial Join Stock Bank 49

3.2.2 Recommendations to the Government, the State Bank of Vietnam, and other related agencies 51

CONCLUSION 52

LIST OF REFERENCES 53

APPENDIX 1 55

1 Rationale

Nowadays many banks realize that all advantages, which they want to gainthrough their core products are quickly lost as others banks have the sameproducts being offered However, since it is a major fact that no business canexist without customers, the important strategy is focused on providing thehigh-quality customer service In every business regardless of size or types,excellent customer service needs be at the heart of that business model if youwish to be successful It is important to provide essential customer service toall types of customers, including potential, new and existing customers Thequestion of how to make a good customer service is always the problem thatevery bank tries to resolve in the best way Therefore, improving the customerservice becomes one of the most important tasks that the bank needs to doregularly to meet the client’s demands timely Bankers need to make sure thattheir clients always prefer their service

Military Commercial Join Stock Bank- Hoang Quoc Viet Branch hasachieved some positively initial results However, in comparison with otherbranches in the same system, MB Hoang Quoc Viet Branch of MB stillsomehow lack of professionalism in customer service The limited ability ofcommunicating with customers may causes difficulties in exploiting thepotential customers Therefore, developing a good customer service is the key

to assure the customers’ satisfaction and encourage them to make businesswith the bank continuously Besides, good customer service can help yourbusiness grow and prosper

Facing the difficulties and challenges in banking sector, MB wants to retaintheir customers and attract new customers Therefore, improving the quality

of customer service is an urgent task which arises in the branches of MB ingeneral and MB Hoang Quoc Viet Branch particularly.

For this reasons, the author would like to focus on topic “Improving

customer service in MB Hoang Quoc Viet Branch”.

2 Aims of the study

The purpose of the research is to:

- Assess customer service in MB Hoang Quoc Viet Branch by usingSERVPERF model

- Suggest some solutions to improve the customer service in MB HoangQuoc Viet Branch

3 Scope of the study

The thesis focuses on the current situations of customer service for individualclients in MB Hoang Quoc Viet Branch during the period of three years from

2012 to 2014 Competition in banking sector is heavy and is likely toincrease So how they can improve their customer service better and better isreally a hard question

4 Methods of the study

Based on collected data from annual reports, financial reports, websites,financial books and other previous researches… this thesis would coordinatesome mainly methods like comparison, analysis, statistic, synthesis,questionnaire …to finalize achievements and limitations and then the bestsolutions for improving customer service in MB Hoang Quoc Viet Branch

5 Organization of the study

The main body of the study is divided into 3 chapters as follows:

The fundamentals of customer service in commercial banks

Chapter 2: THE STUDY

The situation of customer service in MB Bank- Hoang Quoc Viet Branch

The solution of customer service in MB Bank- Hoang Quoc Viet Branch

Chapter 3: RECOMMENDATION

The recommendation for MB Hoang Quoc Viet Branch, MB Bank, StateBank of Viet Nam in order to improve the customer service in MB Bank –Hoang Quoc Viet Branch

CHAPTER 1 LITERATURE REVIEW

This chapter present a review of literature related to the research work as documented by authorities on customer service.

It will cover the definitions of customer service, customer service quality, customer satisfaction and customer loyalty It will also take a look into the SERVPERF MODEL to assess service quality dimension, customer service quality and some factors affecting customer service in banking sector.

1.1 Customer service

1.1.1Definition of customer service

There are numerous definitions of customer service in the literature and suchdefinitions reflect different perspectives According to Wikipedia, “Customer

service” is the provision of service to customers before, during and after a

purchase Accordingly, it may vary by product, service, industry andindividual customer The perception of success of such interactions isdependent on employees "who can adjust themselves to the personality of theguest"

According to Paul McKinney (2015), Customer service is the act of takingcare of the customer's needs by providing and delivering professional, helpful,high quality service and assistance before, during, and after the customer'srequirements are met

Christine Johnson (2006, p.102) says that good customer service meansproviding product and service which has high quality, answering queries,making customer easy to purchase goods and delivering on time

organization as the result of building its image He believed that goodcustomer service can build trust and customer loyalty Employees can also getrewards and develop the friendship with customers if they provide goodservices.

In general, Customer service relates to the service provided to customersbefore, during and after a purchase

1.1.2 Definition of customer service quality

According Parasuraman, Zeithaml and Berry (1985), the quality of service isthe customer's perception of service has generated a good level of customers’previous expectations Also according to Parasuraman, the expectation inservice quality is the desire of the customer, which means they feel the rightprovider will perform and not perform the service requested

Bitner and Hubert (1994) stated that the perception of service quality canoccur at multiple levels in an organization Research by Caruna (2000) revealthat service quality is an important input to customer satisfaction, thereforethe main point of management attention should be on customers, of whichservice quality is an important antecedent

Customers receive products through active communication, information andcomments received To evaluate customer service quality at banks, customersmust come and perform transactions, assess the facilities, the service attitude ofstaff, level of satisfaction of products and services, etc

1.1.3 Customer loyalty

Customer loyalty is both an attitudinal and behavioral tendency to favor onebrand over all others, whether due to satisfaction with the product or service,its convenience or performance, or simply familiarity and comfort with thebrand Customer loyalty encourages consumers to shop more consistently,

spend a greater share of wallet, and feel positive about a shopping experience,helping attract consumers to familiar brands in the face of a competitiveenvironment (Customer loyalty, 2002).Journal Citation Ciation Report(Thomson Reuters, 2014) Customer loyalty is viewed as the strength of therelationship between an individual's relative attitude and repeat patronage.The relationship is seen as mediated by social norms and situational factors.Cognitive, affective, and conative antecedents of relative attitude areidentified as contributing to loyalty, along with motivational, perceptual, andbehavioral consequences Albert Canuana,2002 state that service loyalty, withits final effect on repurchasing by customers, appears to have receivedrelatively little attention This study starts by first delineating the concept ofservice loyalty and proceeds to distinguish between service quality andcustomer satisfaction A model that links service quality to service loyalty viacustomer satisfaction is proposed Appropriate measures are identified and apostal survey is undertaken among 1,000 retail banking customers Aresponse rate of 20.5 per cent is obtained Results indicate that customersatisfaction does play a mediating role in the effect of service quality onservice loyalty.

In general, it is agreed that customer satisfaction measurement is a consumption assessment by the user, about the products or services gained(Churchill and Surprenant, 1982; Yuksel and Rimmington, 1988)

post-1.1.4 Customer satisfaction

Many researchers have definitions customer satisfaction According toCambridge Dictionary Customer satisfaction is a measure of how happy customers feel when they do business with a company Journal ofMarketing(January 1982) is defined customer satisfaction has a direct impact

Satisfaction is as a judgment following a consumption experience - it is theconsumer’s judgment that a product provided (or is providing) a pleasurablelevel of consumption-related fulfillment (Oliver Richard L,1997).

Most research confirms that the confirmation or disconfirmation of consumption expectations is the essential determinant of satisfaction Thismeans that customers have a certain predicted product performance in mindprior to consumption

pre-During consumption, customers experience the product performance andcompare it to their expected product performance level Satisfactionjudgments are then formed based on this comparison The resulting judgment

is labeled positive disconfirmation if the performance is better than expected,negative disconfirmation if it is worse than expected, and simple confirmation

if it is as expected In short, customers evaluate product performance bycomparing what they expected with what they believe they received Theperformance implications of the customer satisfaction instrument are alsoexplored What is shown is that customer segments, in fact, yield statisticallydifferent satisfaction scores, which verifies the managerial value of customersegmentation practices Finally, the facets of customer satisfaction asexplanatory cues for the switching behavior of individual and businesscustomers were tested successfully

1.1.5 Factors affecting customer service in banks

1.1.5.1 External factors

The bank is operating in conditions which often change due to a lot of diverserelations between it and the various economic actors All relationshipsconstitute operating environment and business of commercial banks To beable to develop rapid and sustainable services, commercial banks need toresearch about the operating environment affecting our business

Environmental activities include: economic environment, social and culturalenvironment and technological environment.

1.1.5.1.1 Economic environment

Any business organizations are affected by the economic environment ontheir business activities In particular, commercial banks are subject having anintimate relationship with most of the other economic sectors Therefore,when the economic environment changes in any direction, the operations ofcommercial banks are also affected strongly For individual customers,income is the main factor, the most important factor impacting on their use offinancial and banking services During the developing economies, per capitalincome increases, the demand for people with the products and services ofbanks will increase, which will boost the commercial bank of constantly openwide business operations, improve service quality and product, diversify newservices to increase market share and satisfy every customer's needs Incontrast, the economy falls into instability, difficulty will make theunemployment rate rose, consumption declined, people's incomes go down,the things that impact directly on the banks as the amount of deposited money

in banks will decline, lending individual customers become more difficult andrisky, etc

1.1.5.1.2 Social and cultural environment

Customary practices, conception of life, the social and cultural factors, etc.have decided to influence preferences and consumption habits of bank serviceindividual customers Although Vietnam's population is relatively large, thenumber of participants in banking transactions is very low, and the majority

of people still have the habit of using cash for payments To be able to changeconsumption habits of people, banks should take measures to propagate and

advertise the utilities from using banking services, help people feel secure andconfident when using services.

Besides that, some factors of population such as population density, averageage, education level, income, etc in each region also affect the development

of banking services in the area

The study of the socio-cultural factors not only determine their impact on thebehavior using banking products and services of customers, but also help thebank managers active in participate in formulating policies, regulations andprocedures in the design business and organizational models consistent withthe cultural characteristics of each region and market sector both domesticallyand internationally

Therefore, banks need to delve on the above factors, from which subgroups ofcustomers, to be able to provide appropriate services to more customers, helpdevelop better banking services

1.1.5.1.3 Technological environment

The rapid development of science and technology also has strong impact tothe commercial banks Based on the application of information technologysoftware advanced, high-speed processes has helped the administration ofcommercial banking effectively; offer new better services which meet customerneeds Thus, the commercial banks have to capture the change of environmenttechnology to applications of scientific and technical achievements in service tosatisfy customers’ demand

In fact, the changes in information technology have a strong impact to thebanking business New technology allows banks to not only processinnovation professionally, but also renew the distribution method, developnew products and services such as the development of computer networks thatallows bank network to provide 24/24 banking services Changes in

technology has a strong impact to the complex production of the industry, andalso has an influence on how the use of banking products and services to thepopulation This has created new demands on products and banking servicesbanking activities as the birth and development of electronic commerce hasput forward new requirements for the banking sector in the provision ofpayment services, etc.

1.1.5.2 Internal factors

Subjective factors are factors affecting the banking of the development ofbanking services These factors are crucial to the operation of commercialbanks as well as the development of services for individual customers

1.1.5.2.1 Attitude on service development for individual customers

Any business that wants to develop fast and sustainably needs to build adevelopment strategy from which long-term direction of action, creatingfundamental basis for policy and business decisions Development strategy ofbanking services should be developed on the basis of the survey, the businessclimate survey and customers, and it is important to rely on bank resources.When there is a well-developed strategy, it will help banks to improve theactiveness, ability to grasp the opportunity and flexibility in the responses tothese challenges may occur, which may change methods and ways ofmanagement when needed

Moreover, the needs of individual customers are always very complex anduneven, so each bank should have a policy or service development standpointfor specific individual customer To be able to develop services for individualcustomers in the best way, the strategy of each bank should specify that thebank needs to focus on groups of individual customers, the market segment ispromising and consistent performance

1.1.5.2.2 Education and skills

In business, the human factor is always key, critical to the success or failure

of a business In the banking sector, professional competence, communicationskills, professional ethics of banking staff directly impact the quality ofstrategies, action plans To improve service quality, besides the support ofelements of technology and finance, banks must continually fosterprofessional qualifications and soft skills for staff Service quality dependslargely on the expertise, attitude, experiences, sense of responsibility andspirit of cooperation among all members and parts of the bank And mentalcapacity of the bank staff, the personnel policy values setting out in each bankhave a profound impact on the formation of a comprehensive service qualityproduce, etc customers will feel more satisfied and confident when dealingwith employees who have professional qualifications stable, agile style, open,polite, respectful to customers

1.1.5.2.3 Banking technology

Nowadays, technology is playing a leading role in important, fundamentalfactor for commercial banks to increase productivity, quality andperformance Development and application of new modern technologiesallow banks to create perfect services that meet expectations of customers.The system of modern information technology will be a solid basis forfunding to help develop new services having distinct characteristics andunique, providing customers with service quickly and accurately with safetyhigher by reducing manual intervention Technology development alsocreates conditions for the deployment and development of new services forindividual customers such as money transfers automatically, the onlinepayment services, card services, Internet-banking, mobile-banking and useautomated trading kiosks with many utilities, etc

1.2 Model to analyze customer services quality

Cronin & Taylor (1992) propose SERVPEF model They insisted on thatservice quality is determined by performance only The authors investigated theconceptualization and measurement of service quality and the relationshipamong service quality, consumer satisfaction, and purchase intentions Theysuggested the current operationalization of service quality confoundssatisfaction and attitude

According to service quality definition was conceptualized by Parasuraman,Zeithaml and Berry (1988), and examined by Cronin and Taylor (1992),service quality was based on 5 dimensions: Reliability, Responsiveness,Assurance, Empathy, and Tangible

Figure 1.1: SERVPERF model

In the research of Le Thi Hai Nhu (2013), “Improving customer service quality for individual customers at bank for investment and development of

Reliability

Responsiveness

Assurance

Tangibles Empathy

Service quality

Vietnam – Western Hanoi Branch” showed that staff‘s quality and transaction

time are also very important to evaluate customer service quality

From the researching model of Cronin and Taylor (1992) and Le Thi Hai Nhu(2013), measuring the customer service quality is based on evaluations onreliability, responsiveness, assurance, empathy, tangible, staff and transactiontime So, the author used the researching model for this thesis as bellow:

Figure 1.2: Theoretical researching model

(Source: SQ as conceptualized by Parasuraman, Zeithaml, and Berry (1988) and examined by Cronin and Taylor(1992), Le ThiHaiNhu (2013))

1.2.1 Responsiveness

Responsiveness is the staffs’ readiness and guarantee that the service isperformed quickly It reflects the trustworthiness of the company to keep itspromise of providing its services and the self-consciousness of the staff tohave the proper manner of serving Making customers wait without an

Customer Service quality

Transaction time

Staff Tangibles

Empathy Assurance

Responsiveness

Reliability

appropriate reason will create the negative impacts on customers’ evaluation

of services quality

1.2.2 Empathy

This is showing the special caring to each customer The company putsthemselves in customer’s position so that they can understand customers’demands and provide them of necessary services The services that cannotmake customers feel comfortable and convenient are unsuccessful inempathizing with customers

1.2.3 Tangible

Service is intangible; thus, to some extents, customers will base on tangibles

to evaluate services quality Tangibles here mean facilities, equipment,documents and especially staffs’ image which creates the strongestimpression to customers

1.2.4 Staff

Employee research is as important to service improvement as customerresearch, for three reasons First, employees are themselves customers ofinternal service, and thus are the only people who can assess internal servicequality Because internal service quality affects external service quality,measuring internal service quality is essential Second, employees can offerinsight into conditions that reduce service quality in the organization

1.2.5 Transaction time

As we all know that transaction time is very important in customer service.Staffs strive to provide fast and easy resolution because they think about theircustomers’ valued time

In customer service, transaction time reflects service quality If you have goodproducts/service but you miss/late in transaction time that means your service

CHAPTER 2 THE STUDY

The following sections present the study of how to improve customer service

in MB Hoang Quoc Viet Branch.

This chapter covers the brief introduction of MB and MB Hoang Quoc Viet

Branch includes the overview, main activities and products, current

situation, current situation of MB’s customer service consisting of survey

model, data process, and survey results as well as the recommendation of

how to improve customer service

2.1 Introduction of Military Commercial Join Stock Bank

2.1.1 History and development of Military Commercial Joint Stock Bank

Established in 1994, the Military Bank has gone through the continuouslybusiness with efficiency and always be considered as one of the leading jointstock commercial banks of Vietnam

Military Bank was founded in accordance with the Business license no 0054/NH-GP of the governor of the state Bank of Vietnam which is granted on14th September, 1994 and Resolution no 00374/GP-UB by the HanoiPeople’s Committee MB was established with the aim of providing bankingservices including receiving short, medium and long-term deposits and loansfor organizations and individuals, and financial supports based on the featuresand capability of the Bank’s capital

The growth in capital and the scope of business of the Bank has always beenstable and continuous through its 10 years of operation Its charter capital haseventually increased from VND 20 billion in 1994 up to 7,300 billion VND

by the end of 2015 MB maintained its tendency of development in the twoyears of 2013 and 2014 and affirmed its reliable brand

3.1.2 Introduction of MB Hoang Quoc Viet Branch

In order to expand the network operation in Hanoi, MB opened anotherbranch in the area at Hoang Quoc Viet Street in 2007 thus led to thefoundation of this mentioned branch Located at 126 Hoang Quoc Viet Street,Cau Giay District, Ha Noi, it was established with the major activities ofmobilizing deposits, providing credit, providing banking products andservices for the individual objects in the area and in the region

Initially, MB Hoang Quoc Viet Branch recruited 25 staff members The figurehas recently counted up to 92 employees with 2 affiliated offices oftransaction:

- Transaction office of Tu Liem: No 155, Pham Van Dong Str., Bac Tu LiemDistrict, Ha Noi

- Transaction office of Nam Thang Long: No 68, Ho Tung Mau, Nam TuLiem District, Ha Noi

2.1.3 Products and services

Military bank offers a complete range of products and services for personalbanking, corporated banking, and financial institution which is illustratedthrough the following chart

(source: http://www.militarybank.com.vn/)

Saving Personal accounting Valuable papers Personal lending

MB card Money transfer Personal foreign exchange products Other services

Personal

banking

Account service Corporate lending Foreign exchange Guarantee services Trade finance services Domestic payment Valued paper products Other services

Corporate

banking

Correspondent bank Financial market Trade finance

Financial

institutions

Internet banking Mobile banking Home banking Contact center Billing paymentE-banking

2.1.4 Business performance of MB Hoang Quoc Viet Branch

Casa balance Billion

2.2 Dimensions and attributes to be measure customer service in MB Hoang Quoc Viet Branch

According to Parasuraman (1988), 5 basic variables will be measuredindirectly by measuring 22 factors needed (items) to evaluate the servicequality and the service for individual customer is also a general service so itwill be measured in five dimensions based on SERVPERF model However,based on theoretical research model, comments of experts and result ofinterviewing the bank’s leader, the author adjusted attributes in eachdimension to make it easier for survey customer 5 Dimensions includes 38observation variables to measure customer service quality at MB Hoang QuocViet Branch This is shown clearly under the following table:

Table 2.2: The assessment attributes of customer service quality at banks

No Dimensions Attributes

1 Dealing with works accurately and quickly.

2 Employees consult customers on a careful basisand deal with customer complaints reasonable

3 Programs on promotion and customer care aftersales of the bank are reliable

4 Employees are open, reliable and enthusiastic withcustomers

4 Reasonable waiting time

5 Simple, comprehensive, and quick procedures

(11 attributes) customers.

2 Staff is beautiful, polite and elegant

3 Staff has active and professional service style

4 Staff has much experience and good expertise

5 Staff has good communication skills, is alwaysfriendly and enthusiastic

6 Staff always timely provides customers with usefulinformation

7 Staff consults customers carefully

8 Staff deals with operations carefully, accuratelyand quickly

9 Staff always cares about customer benefits

10 Staff always quickly and timely meets customerdemands

11 Staff reasonably deals with customer complaints

5 Transaction

time

(5 attributes)

1 Transaction time can be evaluated exactly by staff

2 Time for each operation of transaction is quick andaccurate

3 Procedures are simple, quick and easy tounderstand

4 Time for transaction is quick

5 Implementation time is as committed withcustomers

(Source: Author’s summary)

Those factors are evaluated on covering the entire process related to theservice provider There are factors presenting qualifications of bankemployees, there are factors that depend on the skills, attitude of service andcourtesy of service providers, but also there are many extraneous factorsdirectly providing services like the layout of transaction points, bankingtechnology used, the process of delivering the product and the product itself,etc It’s the fact that the quality of banking services each depends on manystages, involving many people in the different job positions All these factorsare not beyond general purpose best to meet the needs and expectations ofcustomers.

2.3 Current customer service in MB Hoang Quoc Viet Branch

2.3.1 Customer’s evaluation on tangible dimension

In January 2016, the author conducted a survey for customers going to thebank for making transactions The purpose of the survey is to understand thecustomer's assessment of service quality of MB, thereby to enhance servicequality, maintaining old customers and attract potential customers

Table 2.3: Customer’s evaluation on tangible

1 MB has a modern system of

office equipment and technology to

support customers

2 Employee’s appearance is police,

is flexible, modern and ease of use.

4 Military Commercial Join Stock

Bank’s website is full of information,

attractive and highlighted leaflets

5 MB’s products and services are

(Source: Survey by author, 2016)

Military Commercial Join Stock Bank has made important adjustments ondevelopment focused business strategy, establish specialized business model

of banks according to international standards This is a move vigorouslycontributed to MB image is well known as today The survey of 200 customersare currently trading in MB Hoang Quoc Viet Branch facilities, the authorobtained the following results

The attributes “Employee’s appearance is police, elegant and professional”and “MB has a modern system of office equipment and technology to supportcustomers” is at the quite high average agree level of 3.61 and 3.56 averagepoint This is the main purpose of MB to constructing image in customer’smind with model technology and friendly transaction environment

The attribute on tangible elements " Military Commercial Join Stock Bank‘sproducts and services are various, abundant and reasonable" with the averageagree level of 3.40 Compare with other bank, maybe MB’s banking serviceand products are still limited But product development department is stillongoing effort to develop and improve our products to meet customerexpectations

With the assessment "MB has a system of ATMs which is flexible, modernand ease of use”, the survey’s results obtained was evaluate at 3.30 averagepoint This proves that there is still a small number of customers are not reallysatisfied with the ATM system of MB Hoang Quoc Viet Branch.

Nevertheless, the attribute “MB’s website is full of information, attractive andhighlighted leaflets” was evaluated at 3.27 point Although MB Hoang QuocViet Branch has operated for over nine years, the network market share is notwidely developed, but the website is still lack of information about interestrate, products and banking services In next time, MB Hoang Quoc Vietshould create the programs to upgrade the system and attached products onwebsite clearly to meet customer needs This proves that the picture withMarketing through Web pages of the bank actually effectively MB shouldrely on this criterion in order to improve the bank's image, its activities so thatcustomers feel more satisfied about the quality of its services

2.3.2 Customer’s evaluation on empathy dimension

Table 2.4: Customer’s evaluation on empathy

1 Dealing with works

customers on a careful basis and

deal with customer complaints

reasonable

3 Programs on promotion and

customer care after sales of the

bank are reliable

4 Employees are open,

reliable and enthusiastic with

customers

(Source: Survey by author, 2016)

It can be seen clearly that the customers have quite high evaluations on thestaff’s professional qualifications of MB Hoang Quoc Viet , the criterion of

“Employees are open, reliable and enthusiastic with customers” accounted for

an average point of 3.53 The assessment of “Employees consult customers on

a careful basis and deal with customer complaints reasonable” has averageagree value of 3.47 The customers identified the attribute of “Programs on