Bài Mẫu Báo Cáo Thực Tập Ngôn Ngữ Anh Điểm Cao - sdt/ ZALO 093 189 2701

BÀI MẪU BÁO CÁO THỰC TẬP NGÔN NGỮ
ANH ĐIỂM CAO
Topic: “Improving customer service in Military commercial join stock
bank – Hoang Quoc Viet Branch.
TABLE OF CONTENTS
CHAPTER 1: LITERATURE REVIEW ....................................................................4
1.1 Customer service ...............................................................................................4
1.1.1 Definition of customer service ....................................................................4
1.1.2. Definition of customer service quality.......................................................5
1.1.3 Customer loyalty .........................................................................................6
1.1.4 Customer satisfaction ..................................................................................7
1.1.5. Factors affecting customer service in banks ..............................................8
1.1.5.1. External factors ....................................................................................8
1.1.5.1.1 Economic environment...................................................................8
1.1.5.1.2 Social and cultural environment.....................................................9
1.1.5.1.3 Technological environment............................................................9
1.1.5.2. Internal factors ...................................................................................10
1.1.5.2.1 Attitude on service development for individual customers..........10
1.1.5.2.2 Education and skills.....................................................................11
1.1.5.2.3 Facilities, scale and reputation of the bank ..................................12
1.1.5.2.4 Banking technology......................................................................12
1.1.5.2.5 The level of organization and management of the bank ..............13
1.2. Model to analyze customer services quality...................................................14
Customer Service quality .........................................................................17
1.2.1. Responsiveness.........................................................................................17
1.2.2. Empathy....................................................................................................18
1.2.3. Tangible....................................................................................................18

1.2.4. Staff ..........................................................................................................19
1.2.5. Transaction time.......................................................................................19
CHAPTER 2: CUSTOMER SERVICE FOR INDIVIDUAL CLIENDTS IN MB
HOANG QUOC VIET BRANCH ............................................................................20
2.1. Introduction of Military commercial join stock bank.....................................20
2.1.1. History and development of Military Commercial Joint Stock Bank......20
2.1.2. Introduction of MB Hoang Quoc Viet Branch.........................................21
2.1.3. Products and services ...............................................................................22
2.1.4. Business performance of MB Hoang Quoc Viet Branch .........................23
2.2. Dimensions and attributes to measure customer service in MB Hoang Quoc
Viet branch.............................................................................................................24
2.3. Current customer service in MB Hoang Quoc Viet Branch...........................26
2.3.1. Customer’s evaluation on tangible dimension .........................................26
2.3.2. Customer’s evaluation on empathy dimension ........................................28
2.3.3. Customer’s evaluation on responsiveness dimension..............................29
2.3.4. Customer’s evaluation on staff of MB Hoang Quoc Viet branch............30
2.2.5. Customer’s evaluation on transaction time ..............................................32
2.3.4. General assessment of customer service quality as perceived by Military
Bank customers ..................................................................................................37
2.4. Summary of findings customer service in MB Hoang Quoc Viet Brach......39
2.4.1. Achievements ...........................................................................................39
2.4.2. Shortcomings and causes..........................................................................40
2.5. Solutions to improving customer service in MB Hoang Quoc Viet Branch ..42
2.5.1. Building customer information system ....................................................42
2.5.2. Improving the quality of staff and building professional communication
skills for staff at the branch ................................................................................46
2.5.3. Enhancing behavior standards, customer service attitude for staff in the
bank ....................................................................................................................51
2.5.4. Enhancing the customer care in MB Hoang Quoc Viet Branch ..............54

CHAPTER 3: RECOMMENDATIONS...................................................................58
3.1 Customer service orientation of MB Hoang Quoc Viet branch ......................58
3.1.1. Business orientation of MB.....................................................................58
3.1.2 Customer service orientation of MB Hoang Quoc Viet branch................59
3.2. Recommendations...........................................................................................61
3.2.1. Recommendations to the head- office of Military commercial join stock
Bank....................................................................................................................61
3.2.1.1. Developing the internal management customer service system........61
3.2.1.2. Enhancing self-testing and adjustment to improve the customer
service in MB Hoang Quoc Viet Branch. .......................................................61
3.2.1.3 Applying of modern banking technology ..........................................61
3.2.2. Recommendations to the Government, the State Bank of Vietnam, and
other related agencies .........................................................................................62
3.2.2.1. Recommendations to the Government...............................................62
3.2.2.2. Recommendations to the SBV and other related agencies ................62

CHAPTER 1: LITERATURE REVIEW
This chapter related a review of literature related to the research work as
documented by authorities on customer service.
It will cover the definitions of customer service, the definitions of customer
service quality, definitions of customer satisfaction, definitions of customer
loyalty. It will also take a look into the SERVQUAL MODEL to assess
service quality dimension, customer service quality and some factors affecting
customer service in banking sector.
1.1 Customer service
1.1.1 Definition of customer service
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 and individual customer. The
perception of success of such interactions is dependent on employees "who
can adjust themselves to the personality of the guest".
According to Paul Mckinney (2015), Customer service is the act of taking
care of the customer's needs by providing and delivering professional, helpful,
high quality service and assistance before, during, and after the customer's
requirements are met.
Christine Johnson (2006, p.102) said that good customer service means
providing product and service which has high quality, answering queries,
making customer easy to purchase goods and delivering on time.
According to consultant Sudhir Andrews (2007, p.198), customer service not
only satisfies a customer but also reflects the professionalism of the
organization as the result of building its image. He believed that good
customer service can build trust and customer loyalty. Employees can also get

rewards and develop the friendship with customers if they provide good
services.
In general, Customer service relates to the service provided to customers
before, during and after a purchase.
Some characteristics of good customer service include:
Promptness: Promises for delivery of products must be on time. Delays and
cancellations of products should be avoided.
Politeness: Politeness is almost a lost art. For any business, using good
manners is appropriate whether the customer makes a purchase or not.
Professionalism: All customers should be treated professionally, which
means the use of competence or skill expected of the professional.
Professionalism shows the customer they're cared for.
Personalization: Using the customer's name is very effective in producing
loyalty. Customers like the idea that whom they do business with knows them
on a personal level.
1.1.2. Definition of customer service quality
According Parasuraman, Zeithaml and Berry (1985), the quality of service is
the customer's perception of service has generated a good level of customers’
previous expectations. Also according to Parasuraman, the expectation in
service quality is the desire of the customer, which means they feel the right
provider will perform and not perform the service requested.
Bitner and Hubert (1994) stated that the perception of service quality can
occur at multiple levels in an organization. Research by Caruna (2000)
revealed that service quality is an important input to customer satisfaction,
therefore the main point of management attention should be on customers, of
which service quality is an important antecedent.

Customers receive products through active communication, information and
comments received. To evaluate customer service quality at banks, customers
must come and perform transactions, assess the facilities, the service attitude of
staff, level of satisfaction of products and services, etc.
1.1.3 Customer loyalty
Customer loyalty (Customer loyalty, 2002) is both an attitudinal and
behavioral tendency to favor one brand over all others, whether due to
satisfaction with the product or service, its convenience or performance, or
simply familiarity and comfort with the brand. 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 competitive environment. Journal Citation Ciation
Report (Thomson Reuters, 2014) Customer loyalty is viewed as the strength
of the relationship 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 are identified as contributing to loyalty, along with motivational,
perceptual, and behavioral consequences. Albert Canuana,2002 stated that
service loyalty, with its final effect on repurchasing by customers, appears to
have received relatively little attention. This study starts by first delineating
the concept of service loyalty and proceeds to distinguish between service
quality and customer satisfaction. A model that links service quality to service
loyalty via customer satisfaction is proposed. Appropriate measures are
identified and a postal survey is undertaken among 1,000 retail banking
customers. A response rate of 20.5 per cent is obtained. Results indicate that
customer satisfaction does play a mediating role in the effect of service
quality on service loyalty.

In general, it is agreed that customer satisfaction measurement is a post-
consumption assessment by the user, about the products or services gained
(Churchill and Surprenant, 1982; Yuksel and Rimmington, 1988).
1.1.4 Customer satisfaction
Many researchers have definitions customer satisfaction . According to
Cambridge Dictionary Customer satisfaction is a measure of how happy
customers feel when they do business with a company. Journal of Marketing
(January 1982) is defined customer satisfaction has a direct impact on the
primary source of future revenue streams for most companies. Satisfaction is
as a judgment following a consumption experience - it is the consumer’s
judgment that a product provided (or is providing) a pleasurable level of
consumption-related fulfillment ( Oliver Richard L 1997).
Most research confirms that the confirmation or disconfirmation of pre-
consumption expectations is the essential determinant of satisfaction. This
means that customers have a certain predicted product performance in mind
prior to consumption.
During consumption, customers experience the product performance and
compare it to their expected product performance level. Satisfaction
judgments 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 by
comparing what they expected with what they believe they received. The
performance implications of the customer satisfaction instrument are also
explored. What is shown is that customer segments, in fact, yield statistically
different satisfaction scores, which verifies the managerial value of customer
segmentation practices. Finally, the facets of customer satisfaction as

explanatory cues for the switching behavior of individual and business
customers 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 diverse
relations between it and the various economic actors. All relationships
constitute operating environment and business of commercial banks. To be
able to develop rapid and sustainable services, commercial banks need to
research about the operating environment affecting our business.
Environmental activities include: economic environment, legal environment;
social and cultural environment and technological environment.
1.1.5.1.1 Economic environment
Any business organizations are affected by the economic environment
on their business activities. In particular, commercial banks are subject having
an intimate relationship with most of the other economic sectors. Therefore,
when the economic environment changes in any direction, the operations of
commercial banks are also affected strongly. For individual customers,
income is the main factor, the most important factor impacting on their use of
financial and banking services. During the developing economies, per capital
income increases, the demand for people with the products and services of
banks will increase, which will boost the commercial bank of constantly open
wide business operations, improve service quality and product, diversify new
services to increase market share and satisfy every customer's needs. In
contrast, the economy falls into instability, difficulty will make the
unemployment 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 and
risky, 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 service
individual customers. Although Vietnam's population is relatively large, the
number 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 change
consumption habits of people, banks should take measures to propagate and
advertise the utilities from using banking services, help people feel secure and
confident when using services.
Besides that, some factors of population such as population density, average
age, 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 the
behavior using banking products and services of customers, but also help the
bank managers active in participate in formulating policies, regulations and
procedures in the design business and organizational models consistent with
the cultural characteristics of each region and market sector both domestically
and internationally.
Therefore, banks need to delve on the above factors, from which subgroups of
customers, to be able to provide appropriate services to more customers, help
develop better banking services.
1.1.5.1.3 Technological environment
The rapid development of science and technology also has strong impact to
the commercial banks. Based on the application of information technology
software advanced, high-speed processes has helped the administration of

commercial banking effectively; offer new better services which meet customer
needs. Thus, the commercial banks have to capture the change of environment
technology to applications of scientific and technical achievements in service to
satisfy customers’ demand.
In fact, the changes in information technology have a strong impact to the
banking business. New technology allows banks to not only process
innovation professionally, but also renew the distribution method, develop
new products and services such as the development of computer networks that
allows bank network to provide 24/24 banking services. Changes in
technology has a strong impact to the complex production of the industry, and
also has an influence on how the use of banking products and services to the
population. This has created new demands on products and banking services
banking activities as the birth and development of electronic commerce has
put forward new requirements for the banking sector in the provision of
payment services, etc.
1.1.5.2. Internal factors
Subjective factors are factors affecting the banking of the development of
banking services. These factors are crucial to the operation of commercial
banks as well as the development of services for individual customers. The
subjective factors include: the development point services for individual
customers, the bank's marketing activities, financial strength and reputation of
the bank, technological capacity and qualification of personnel banker, etc.
1.1.5.2.1 Attitude on service development for individual customers
Any business that wants to develop fast and sustainably needs to build a
development strategy from which long-term direction of action, creating
fundamental basis for policy and business decisions. Development strategy of
banking services should be developed on the basis of the survey, the business

climate 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 the
activeness, ability to grasp the opportunity and flexibility in the responses to
these challenges may occur, which may change methods and ways of
management when needed.
Moreover, the needs of individual customers are always very complex and
uneven, so each bank should have a policy or service development standpoint
for specific individual customer. To be able to develop services for individual
customers in the best way, the strategy of each bank should specify that the
bank needs to focus on groups of individual customers, the market segment is
promising 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, communication
skills, professional ethics of banking staff directly impact the quality of
strategies, action plans. To improve service quality, besides the support of
elements of technology and finance, banks must continually foster
professional qualifications and soft skills for staff. Service quality depends
largely on the expertise, attitude, experiences, sense of responsibility and
spirit of cooperation among all members and parts of the bank. And mental
capacity of the bank staff, the personnel policy values setting out in each bank
have a profound impact on the formation of a comprehensive service quality
produce, etc. customers will feel more satisfied and confident when dealing
with employees who have professional qualifications stable, agile style, open,
polite, respectful to customers.
Besides that, banks should have leadership team who have qualified and
capable of good governance in order to give proper orientation for the

development of banking in general and the development of banking services
particularly.
1.1.5.2.3 Facilities, scale and reputation of the bank
The size of the bank is one of the crucial factors to the operation of the bank
and the customer service deployed at each bank. Facilities include buildings,
ATM network, computers, operating procedures, etc. have a direct impact to
the banking service. Good facilities facilitate customer service more
convenient.
A large-scale system with branches and transaction offices throughout will
serve customers quickly and more efficiently. Through it, the prestige, the
image of the bank is market recognition and greater visibility. Moreover, to
maintain loyal customers and attract potential customers, banks are
increasingly reputable consolidation efforts, its brand on the market,
establishing customer trust. And above all, to satisfy our customers in the best
way, the banks must constantly invest infrastructure and expand the scale of
development.
1.1.5.2.4 Banking technology
Nowadays, technology is playing a leading role in important, fundamental
factor for commercial banks to increase productivity, quality and
performance. Development and application of new modern technologies
allow banks to create perfect services that meet expectations of customers.
The system of modern information technology will be a solid basis for
funding to help develop new services having distinct characteristics and
unique, providing customers with service quickly and accurately with safety
higher by reducing manual intervention. Also, the application of modern
technology also allows banks to improve business operational process logically,
improve bank management, particularly risk management capabilities. Although

investments in technology systems require major cost but after going into use,
these technologies will help banks improve their competitiveness by developing
services and reducing costs in operations of business.
Technology development also creates conditions for the deployment and
development of new services for individual customers such as money
transfers automatically, the online payment services, card services, Internet-
banking, mobile-banking and use automated trading kiosks with many utilities,
etc. The new service brings many benefits to customers, giving satisfaction to
customers, to help customers use the number increased service, thereby bringing
more income to the bank.
To exploit the advantages of modern technology, the bank should have highly
qualified staff which able to master the technology to support customers with
the fastest, most professional.
Applying modern technologies in banking helps banks deploy multiple
services, reducing transaction time, transaction costs, etc. to increasingly meet
and satisfy best the increasingly diverse needs of the market.
1.1.5.2.5 The level of organization and management of the bank
Based on quality management system theoretical perspective, a bank is a
system in which there is a unified coordination between functional units. The
level of quality achieved on the basis of cost reduction depends largely on the
level of organization and management of each business. Quality of
management operations reflects the quality of bank operations coordination,
between the rational exploitation of existing resources to make our products
depends on the awareness, understanding and management of quality, level of
construction and direct program implementation, policy, quality objectives of
the planned corporate management department.

At each bank, quality of service is often different in the branch, at every point
in the supply or banking leaders. There are leaders only interested in sales,
amounts disbursed, interest earned and the deposits mobilized without
attention to customer service quality. So build a system, goals and measures
designed to improve customer satisfaction.
1.2. Model to analyze customer services quality
Cronin & Taylor (1992) proposed SERVPEF model. They insisted on that
service quality is determined by performance only. The authors investigated the
conceptualization and measurement of service quality and the relationship
among service quality, consumer satisfaction, and purchase intentions. They
suggested the current operationalization of service quality confounds
satisfaction and attitude. Hence, they tested an alternative method of
operationalizing perceived service quality and the significance of the
relationships among service quality, consumer satisfaction, and purchase
intentions. They suggested that the performance-based measure of service
quality may be an improved means of measuring the service quality construct,
and service quality is an antecedent of consumer satisfaction. Consumer
satisfaction has a significant effect on purchase intentions, and service quality
has less effect on purchase intentions than consumer satisfaction does.
SERVPERF Cronin and Taylor (1992) in their empirical work controverted
the framework of Parasuraman, Zeithaml and Berry (1985, 1988) with respect
to conceptualization and measurement of service quality, and propounded a
performance-based measure of service quality called ‘SERVPERF’
illustrating that service quality is a form of consumer attitude. They argued
that SERVPERF was an enhanced means of measuring the service quality
construct. In equation form, SERVPERF service quality can be expressed as:
Services quality = Perception

Therefore, the quality of services related to customers' expectations and their
perception of the service. Build a system that's expected to be the customer is
required to improve customer service quality in every business. Business
customer service to inform all employees of the bank and the authority,
responsibility, specific to each department staff, especially staff dealing
directly with customers. The bank has no mechanism for attaching the rights
and responsibilities of employees in dealing with the customer, especially the
policy effective encouragement for staff satisfaction with the service attitude
is good and attract more customers to the bank.
Strengthening infrastructure, modern technology makes customer service
product and service quality is improved, perform timely customer service,
quick and accurate. This also makes the reputation, image, symbol of the bank
increased.
Strengthen incentives for good customer relations, frequent, prolonged
contact with the bank by transferring money fee waivers, issuing a check,
letter of credit... to maintain and banking customers pay attention, entice new
customers classification and preferential policies, stimulate them as providing
customers with a variety of products with high quality service, courteous
service attitude, dedicated, understanding, empathy, creating mutual
confidence, harmonious interests of both the bank and the customer.
In 1992, from the results of their experimental research, Crolin & Taylor
proposed SERVPERF Model and believed that this model is better than
SERVQUAL Model. In addition, Quester & Romaniuk (1997) also conducted
the comparison between these 2 models in the Australian advertising industry
and concluded that SERVPERF Model is better than SERVQUAL Model.
SERVPERF Model is used to measure the customers’ perception (instead of
measuring both perceived and expected quality like SERVQUAL Model),

then identify the services quality and omit the measurement of customers’
expectation.
Cronin and Taylor (1992) in their empirical work controverted the framework
of Parasuraman, Zeithaml and Berry (1985, 1988) with respect to
conceptualization and measurement of service quality, and propounded a
performance-based measure of service quality called ‘SERVPERF’ illustrated
that service quality is a form of consumer attitude. They argued that
SERVPERF was an enhanced means of measuring the service quality
construct.
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.
Finger 1.1: SERVPERF model
(Source: service quality definition was conceptualized by Parasuraman,
Zeithaml and Berry (1988), and examined by Cronin and Taylor (1992))
Reliability
Responsiveness
Assurance
Tangibles
Empathy
Service quality

In the research of Le Thi Hai Nhu (2013), “Improving customer service
quality for individual customers at bank for investment and development of
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 on
reliability, responsiveness, assurance, empathy, tangible, staff and transaction
time. So, the author used the researching model for this thesis as bellow:
Finger 1.2: Theoretical researching model
(Source: SQ as conceptualized by Parasuraman, Zeithaml, and Berry (1988)
and examined by Cronin and Taylor(1992), Le Thi Hai Nhu (2013))
1.2.1. Responsiveness
Responsiveness is the staffs’ readiness and guarantee that the service is
performed quickly. It reflects the trustworthiness of the company to keep its
Customer
Service quality
Transaction time
Staff
Tangibles
Empathy
Assurance
Responsiveness
Reliability

promise of providing its services and the self-consciousness of the staff to
have the proper manner of serving. Making customers wait without an
appropriate reason will create the negative impacts on customers’ evaluation
of services quality.
Always informing customers when they will be served
Providing services quickly
Willing to serve customers
Willing to meet customers’ demands
1.2.2. Empathy
This is showing the special caring to each customer. The company puts
themselves in customer’s position so that they can understand customers’
demands and provide them of necessary services. The services that cannot
make customers feel comfortable and convenient are unsuccessful in
empathizing with customers.
Staffs pay attention to each customer
Staffs attentively care each individual customer
Staffs clearly understand customers’ demands
Staffs put customers’ benefits priority
Arrange the suitable meeting time for 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 strongest
impression to customers.
Modern equipment
Eye-catching facilities
Professional and elegant style of staffs’ appearance

Clearly arranged documents and spreadsheet
1.2.4. Staff
Employee research is as important to service improvement as customer
research, for three reasons. First, employees are themselves customers of
internal service, and thus are the only people who can assess internal service
quality. Because internal service quality affects external service quality,
measuring internal service quality is essential. Second, employees can offer
insight into conditions that reduce service quality in the organization.
Employees experience the company's service delivery system day after day.
They see more than customers see and they see it from a different angle.
Employee research helps reveal why service problems occur, and what
companies might do to solve these problems. Third, employee research serves
as an early-warning system. Because of employees' more intensive exposure to
the service delivery system, they often see the system breaking down before
customers do.
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 their
customers’ valued time.
In customer service, transaction time reflects service quality. If you have good
products/service but you miss/late in transaction time that means your service
quality is not good. Especially, in customer service, staffs have to ensure
implementation time as committed with customers.

CHAPTER 2: CUSTOMER SERVICE FOR INDIVIDUAL CLIENDTS
IN MB HOANG QUOC VIET BRANCH
2.1. Introduction of Military commercial join stock bank
2.1.1. History and development of Military Commercial Joint Stock Bank
Established in 1994, through 22 years of operation, the Military Bank has
continuously done the business effectively and been assessed by the State Bank
of Vietnam as one of the leading commercial joint stock banks of Vietnam.
Military Bank was established in accordance with the Business license no.
0054/NH-GP of the governor of the state Bank of Vietnam granted on 14th
September, 1994 and decision no. 00374/GP-UB by the Hanoi people’s
committee. The operational duration under the license is 50 years and the Bank
operated officially on 4th November 1994.the Bank has been established to
provide banking services including receiving short, medium and long-term
deposits from organizations and individuals; making short, medium and long-
term loans and advances to organizations and individuals based on the nature and
capability of the Bank’s sources of capital; also including foreign exchange
transactions, international trade financial services, discount of commercial
papers, bonds and other valuable papers, and providing other banking
services allowed by the state Bank of Vietnam.
The Military Bank serves diversified customers including enterprises and
individuals of all economic sectors, among them there are state-owned, private
enterprises, enterprises with foreign capital and individuals. With the motto of
safe and efficient operation, the bank always attaches the customer's interest to
that of the Bank, over the past years the Military Bank has been always the
trusted companion of customer and its prestige is increasingly strengthened and
developed.
The growth in capital and the scope of business of the Bank has been always
stable and continuous through its 10 year of operation. Its charter capital has

continuously increased from VND 20 billion in 1994 to 7,300 billion by the end
of 2010. MB maintained its stable development in two years of 2008 and 2009
and affirmed its reliable and trustworthy name. The equity capital reached Vnd
5,300 billion, total assets were Vnd 69,008 billion, total mobilized capital was
Vnd 59,279 billion while the loan balance rose to Vnd 29,588 billion. profit
of the bank reached Vnd 1,505 billion, far exceeding the plan of Vnd 1,000
billion and increasing by 75% as compared with that of the previous year. So,
after two years of struggling with the challenges of the financial crisis, MB had
delivered a growth in all operation respects at the rate of 200% as compared
with those of 2007.
The head office of Military commercial joint stock Bank is located at no. 21 Cat
Linh Street, Ba Dinh district, Hanoi, Vietnam. As at 31 December 2015, the
Bank has one head office, one operation center, 35 branches, 66 transaction
offices located in cities and provinces all over Vietnam, five subsidiaries and
three associates.
2.1.2. Introduction of MB Hoang Quoc Viet Branch
On 08/08/2007, with the decision to expand in Hanoi, MB Bank opened another
branch in the area at Hoang Quoc Viet street to expand the network, the
management has decided to establish MB Hoang Quoc Viet branch. Hoang Quoc
Viet Branch was established with the main activities of mobilizing deposits,
providing credit, providing banking products and services for the individual
objects in the area and in the region.
Initially, MB Hoang Quoc Viet Branch had 25 staff members. Until now, MB
Hoang Quoc Viet Branch has the number of employees of 92 people with 2
affiliated transaction offices under the branch:
- Transaction office of Tu Liem : No.155, Pham Van Dong Str, Bac Tu Liem
Dist, Ha Noi.
- Transaction office of Nam Thang Long: No. 68, Ho Tung Mau, Nam Tu Liem
District, Ha Noi.

2.1.3. Products and services
Military bank offers a complete range of products and services for personal
banking, corporate banking, and financial institution as the following
(source: http://www.militarybank.com.vn/home.asp )
• 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 payment
E-banking

2.1.4. Business performance of MB Hoang Quoc Viet Branch
* Results achieved
In recent years, with business orientation and strategic vision of the leadership
team and the effort of all staff, Hoang Quoc Viet Branch of Military commercial
join stock Bank has achieved success in many areas. Business performance in
detail, on the mobilization of capital and credit activities of Hoang Quoc Viet
Branch of MB through the 2012, 2013, 2014 respectively are shown in Table 2.1
below.
Table 2.1: Criteria of retail banking for individual customers of MB Hoang
Quoc Viet branch over 3 years (from 2012 to 2014)
Target Unit
2012 2013 2014
Results Results +/- (%) Results +/- (%)
Capital mobilization
Billion
dongs
2026 2755,41 +36 3081,42 +11,83
Casa balance
Billion
dongs
603,75 899,58 +49% 1071,42 +19,1
Term deposits
Billion
dongs
1422,25 1855,83 +30,48 2010 +8,31
Credit activities
Billion
dongs
16,08 22,48 +39,78 33,97 +51,17
Other activities
Billion
dongs
8,36 11,50 +37,56 16,68 +45,04
Number of individual
customers
Person 19.278 28.071 +45,61 32.725 +16,58
Number of issued cards Card
ATM card Card 8.702 17.119 25.018
Credit card Card 145 360 688
Number of transaction offices 5 7 8
Number of ATMs
Machin
e
8 14 18
(Source: Annual Report 2012-2014 of Military commercial join stock Bank)

After 9 years of operation, MB Hoang Quoc Viet Branch has confirmed a new
position with strong growth aspirations, more stable operation by the media, branding
continuity which is deployed, and many human activities for religion, charity, etc.,
which has established a good image in the public mind and customer mind.
2.2. Dimensions and attributes to measure customer service in MB Hoang
Quoc Viet branch
According to Parasuraman (1988), 5 basic variables will be measured indirectly
by measuring 22 factors needed (items) to evaluate the service quality and the
service for individual customer is also a general service so it will be measured in
five dimensions based on SERVPERF model. However, based on theoretical
research model, comments of experts and result of interviewing the bank’s
leader, the author adjusted attributes in each dimension to make it easier for
survey customer. 5 Dimensions includes 38 observation variables to measure
customer service quality at MB Hoang Quoc Viet 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 Tangible
( 5 attributes)
1. Military Bank has a modern system of office
equipment and technology to support customers.
2. Employee’s appearance is police, elegant and
professional.
3. Military Bank has a system of ATMs which is
flexible, modern and ease of use.
4. Military Bank’s website is full of information,
attractive and highlighted leaflets.
5. Military Bank’s products and services are various,
abundant and reasonable.
2 Empathy
( 4 attributes)
1. Dealing with works accurately and quickly.
2. Employees consult 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
3 Responsiven
ess
( 5 attributes)
1. Professional support.
2. Always timely responding to customer requirements.
3. Timely providing customers with useful information.
4. Waiting time is not too long.
5. Simple, easy-to-understand, and quick procedures.
4 Staff
(11
attributes)
1. Staff is open, honest and enthusiastic with 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 always
friendly and enthusiastic.
6. Staff always timely provides customers with useful
information.
7. Staff consults customers carefully.
8. Staff deals with operations carefully, accurately and
quickly.
9. Staff always cares about customer benefits.
10. Staff always quickly and timely meets customer
demands.
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 and
accurate.
3. Procedures are simple, quick and easy to understand.
4. Time for transaction is quick.
5. Implementation time is as committed with customers.
(Source: Author’s
summary)
Factors are evaluated on covering the entire process related to the service
provider. There are factors presenting qualifications of bank employees, there are

factors that depend on the skills, attitude of service and courtesy of service
providers, but also there are many extraneous factors directly providing services
like the layout of transaction points, banking technology 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 many stages, involving many people in the
different job positions. All these factors are not beyond general purpose best to
meet the needs and expectations of customers.
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 the bank
for making transactions. The purpose of the survey is to understand the
customer's assessment of service quality of MB, there by to enhance service
quality, maintaining old customers and attract potential customers.
Table 2.3: Customer’s evaluation on tangible
Attributes
Rate (%)
Mean
Score
1 2 3 4
1. MB has a modern system of office
equipment and technology to support
customers.
0 4 56 40 3.56
2. Employee’s appearance is police,
elegant and professional.
0 2 35 63 3.61
3. MB has a system of ATMs which
is flexible, modern and ease of use.
2 6 52 40 3.30
4. Military commercial join stock
bank’s website is full of information,
attractive and highlighted leaflets.
2 6 55 37 3.27
5. MB’s products and services are
various, abundant and reasonable.
1 2 53 44 3.40
Overall mean 3.43
(Source: Survey by author, 2016)

Military commercial join stock bank has made important adjustments on
development focused business strategy, establish specialized business model of
banks according to international standards. This is a move vigorously contributed
to MB image is well known as today. The survey of 200 customers are currently
trading in MB Hoang Quoc Viet Branch facilities, the author obtained 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 support
customers" is at the quite high average agree level of 3.61 and 3.56 average
point. This is the main purpose of MB to constructing image in customer’s mind
with model technology and friendly transaction environment.
The attribute on tangible elements " Military commercial join stock bank‘s
products and services are various, abundant and reasonable" with the average
agree level of 3.40. Compare with other bank, maybe MB’s banking service and
products are still limited. But product development department is still ongoing
effort to develop and improve our products to meet customer expectations.
With the assessment "MB has a system of ATMs which is flexible, modern and
ease of use”, The survey results obtained was evaluate at 3.30 average point.
This proves that there is still a small number of customers are not really satisfied
with the ATM system of MB Hoang Quoc Viet Branch.
Nevertheless, the attribute “MB’s website is full of information, attractive and
highlighted leaflets” was evaluated at 3.27 point. Although MB Hoang Quoc
Viet branch has operated for over nine years, the network market share is not
widely developed, but the website is still lack of information about interest rate,
products and banking services. In next time, MB Hoang Quoc Viet should create
the programs to upgrade the system and attached products on website clearly to
meet customer needs. This proves that the picture with Marketing through Web
pages of the bank actually effectively. MB should relies on this criterion in order

to improve the bank's image, its activities so that customers 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
Attributes
Rate (%)
Mean
Score
1 2 3 4
1.Dealing with works accurately
and quickly.
1 9 58 32 3.21
2.Employees consult customers on
a careful basis and deal with
customer complaints reasonable.
1 4 42 53 3.47
3.Programs on promotion and
customer care after sales of the
bank are reliable.
0 8 50 42 3.34
4.Employees are open, reliable and
enthusiastic with customers.
0 2 43 55 3.53
Overall mean 3.39
It can be seen clearly that the customers have quite high evaluations on the
staff’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 average agree
value of 3.47. The customers identified the attribute of “Programs on promotion
and customer care after sales of the bank are reliable” and “Dealing with works
accurately and quickly” at the average agreed value of 3.34 and 3.21
respectively. According to above result, it is clear that the customer who has
been using the products of banking services in MB Hoang Quoc Viet said that
banking staffs do not deal with the interests of customers and not promptly meet their
requirements. According to the survey, customers mentioned that the bank tellers
consult incompletely about the product information and lack paying attentions to
customer needs when there are a large number of customers. In addition, in this case,

the bank tellers usually call customer’s name wrongly and enter the amount and
address incorrectly due to mishearing.
Two factors which concern the interests and meet promptly the customer
requirements are linked together, are conditions to meet best the customer
agreement. A staff that has skills to handle the job well will create the ways to
satisfy the customer requirements. The fact that in MB Hoang Quoc Viet,
training staff’s skills on customer care has not been invested the methodical
training, incomplete customer policies, and some other reasons by technology
system at the branches. In general, the service manners of MB Hoang Quoc Viet
are relatively good but some customers still have not agreed because of a number
of objective and subjective existences. Therefore, the bank should take the
methods to limit the risks depending on each situation.
Nevertheless, we can say Military commercial join stock bank is the leading
bank for customer service. When the interest rate banks virtually no difference,
only the openness, honesty and enthusiasm of staff with new customers is a
measure for understanding standards of bank customers.
2.3.3. Customer’s evaluation on responsiveness dimension
Table 2.5: Customer’s evaluation on responsiveness
Attributes
Rate (%)
Mean
Score
1 2 3 4
1.Professional support. 3 10 54 33 3.12
2.Always timely responding to
customer requirements.
2 11 65 22 3.07
3.Timely providing customers with
useful information.
1 6 41 52 3.44
4.Waiting time is not too long 2 7 43 48 3.37
5.Simple, easy-to-understand, and
quick procedures.
1 4 39 56 3.50
Overall mean 3.30
The figure showed the professional service was rated the most optimistic by
customers. The customers also agree with two factors " Simple, easy-to-

understand, and quick procedures” and “Providing timely the useful information
for customers” which have the average value of 3.50 and 3.44 respectively.
Because of applying technology when conducting transactions with customers,
the bank can reduce the maximum waiting time, queuing, contacts, in addition to
vouchers ... have been standardized clearly by the system, the banking
documents and procedures are evaluated well because most of transactions are
applied the available documents.
In the customer’s survey results, customer service in MB Hoang Quoc Viet
branch was evaluated quite well. Nevertheless, in this dimension the author
review again three attributes still can be improved are:
With the attribute “Waiting time is not too long” is evaluate with 3.37 average
point. This proves that there is still a small number of customers are not really
happy with the transaction procedures in MB. This will entail the customer to
wait longer in the transaction process. MB Hoang Quoc Viet needs special
attention in order to further improve service quality.
In addition, two factors which are underestimated and disagree are the attribute
“Professional support” with 3.12 average point and " Always timely responding
to customer requirements " with 3.07 average point. During transactions with
customers, the bank has tried its best to serve customers as quickly as possible,
but the most timely not meet the requirements of customers in a timely manner is
not desirable and unavoidable. This will be the criteria for Military commercial
join stock bank trying to improve more. Customers assessed the agree level not
really high with plenty of limitations, they expect to be responded a higher level.
2.3.4. Customer’s evaluation on staff of MB Hoang Quoc Viet branch
These question raising 10 comments on the bank staff in Hoang Quoc Viet
branch of MB. Customers for comment at each statement according to the
following options: (1) completely disagree, (2) disagree, (3) agree, (4)
completely agree.

Table 2.6: Customer’s evaluation on staff of MB Hoang Quoc Viet branch
No. Attributes N Mean
1 Staff is open, honest and enthusiastic with customers. 200 3.65
2 Staff is beautiful, polite and elegant. 200 3.72
3 Staff has active and professional service style. 200 3.24
4 Staff has much experience and good expertise. 200 2.98
5
Staff has good communication skills, is always
friendly and enthusiastic.
200 3.53
6
Staff always timely provides customers with useful
information.
200 3.49
7 Staff consults customers carefully. 200 2.94
8
Staff deals with operations carefully, accurately and
quickly.
200 3.41
9 Staff always cares about customer benefits. 200 3.43
10
Staff always quickly and timely meets customer
demands.
200 2.91
11 Staff reasonably deals with customer complaints. 200 3.36
Overall mean 3.67
Based on survey data tables of customers for bank staffs in MB Hoang Quoc
Viet Branch, survey results showed that customers appreciated the staff form
beautiful, polite, elegant, with the highest value agrees average of 3.72; Next is
the statement, "Staff has good communication skills, is always friendly and
enthusiastic" with the average value for 3.65 and 3.53 respectively. Besides, the
customer agrees with the statement of MB Hoang Quoc Viet Branch’s staff
"Staff always timely provides customers with useful information." "Staff always
cares about customer benefits" The average value of 3.49 and 3.43. The
comments on "Staff always cares about customer benefits" "Staff deals with

operations carefully, accurately and quickly”, respectively, are rated at 3.43 and
3 41. Also noted that "Staff reasonably deals with customer complaints", "Staff
has active and professional service style" customers also rated quite high at 3.36
and 3.24. From the above statement can be seen that MB growing efforts to
improve its image bank towards a friendly, dynamic and professional. However,
there are some customers using the products and services in MB Hoang Quoc
Viet back to that qualification of staff is not really stable, staff not really advise
customers carefully. Besides staff failing to meet customer's requirements
quickly, promptly; according to calculations, the average value was less than 3.
According to the survey personnel profession is not really steady averaged at
2.98 so crowded sometimes they traded product advisor incomplete information,
lack of attention to customer needs, on the other hand who are constantly
changing due to staff changes and job hopping between rooms by the staff of the
branch transaction frequent rotation support each other, no fixed sitting position
so much as lead to employees not to fully grasp the needs of customers regularly
especially loyal customers, often dealing with the bank. This gives customers
crestfallen mentality when trading, sometimes crowded, the tellers easy customer
call and enter the wrong amount, due to inaccurate address misheard.
Three factors of "Staff has much experience and good expertise"; "Staff consults
customers carefully", "Staff always quickly and timely meets customer
demands" the three elements have a close relationship with each other, which
prerequisites to best satisfy customer satisfaction on service quality. An
employee with strong qualifications, skilled work handled well, will know how
to advise the useful information to customers and responding, resolve customer
work quickly, promptly time to satisfy customer requirements.
2.2.5. Customer’s evaluation on transaction time
In this question, yet the judgment of time serving customers such as:
(1) Transaction time can be evaluated exactly by staff.

(2) Time for each operation of transaction is quick and accurate.
(3) Procedures are simple, quick and easy to understand.
(4) Time for transaction is quick.
(5) Implementation time is as committed with customers.
Finger 2.1: Customer’s evaluation on transaction time
The finger showing "Time for each operation of transaction is quick and
accurate" the highest rated customer at 3.36 and MB demonstrated efforts to
improve its image by shortening customer transaction time. To achieve this
target, it is thanks to the clear division of labor, several enthusiastic support staff
positions and staff in addition to grasp the professional qualifications to address
the needs of customer most quickly; For "Procedures are simple, quick and easy
to understand" customers rated relatively high average level of 3.26 agreeing. By
applying modern technology when performing transactions with customers, the
bank can minimize vouchers require customers to write. The paperwork and
procedures of bank are at good rating because the majority of transactions are
applied pre-printed vouchers. Next, the customer agrees with the statement that
"Staff can evaluate accurate transaction time." and noted that "Time for
transaction is quick." with the average value of 3.24 and 3.18. Currently, MB
2.7
2.8
2.9
3
3.1
3.2
3.3
3.4
1 2 3 4 5
3.18
3.36
3.26 3.24
2.93
Average
Mark
Targets

Hoang Quoc Viet branch is applying the automatic system retrieves customer
names and transaction automation ATM card or the CIF, these form also
classified customers at the counter Transaction. There are very rare cases
customer retention jam in one transaction when a customer transaction volume.
Factors to be underestimated and customer dissatisfaction is "Implementation
time is as committed with customers." which is 2.95. The cause is the unsuitable
workflow of bank; many difficult operations like application of funds,
disbursements, international payments with large amounts will take some time to
process. On the other hand, the controllers must be submitted for approval
through director and director of the Center for Individual customer. Sometimes
this causes the customer have to wait relatively long time.
* The level of customer satisfaction with the products offered by MB Hoang Quoc
Viet
In this question asked about the level of customer satisfaction of the main
services provided Military bank are numbered from 1 to 5, among them:
1. Payment deposit
2. Savings deposit
3. Lending
4. International payment
5. Internet banking
6. Card
7. Other services
The customer will check the products they are using and to know the
satisfaction level of service to the extent that: (1) completely disagree, (2)
disagree, (3) agree, (4) completely agree.

Finger 2.2: Customer’s satisfaction with the products offered by MB
The results in the table below shows all the customers are happy with the product
that MB supply with the lowest average value was 3.02 and the highest was 3.72.
Specifically as follows:
Card is with the highest level of satisfaction was 3.72. However, in 200
respondents, the 130 respondents who use products of MB cards constituted 65%
of customers at random. Currently, the network of banking units and ATMs
across the country covered, along with participation in Bank net and Smart link
cards and the quality of card in MB face increasingly different from Military
commercial join stock bank and ATM card has the advantage of withdrawing at
ATM's and interbank with MB at no charge, only a very small fee of
VND1200/withdrawal/statement from 2014, only half the fees of other banks for
ATM card out of MB appreciating the limits withdrawals, can draw 30 million
VND/withdrawal and 100 million/day if using M1 card - Account and the card
associated with the account of M1. Those are advantages should also be required
to take advantage of the diversity card for greater access to customers in the
province, such as schools, hospitals, industrial parks, etc. and given the
reasonable sales policy to attract more customers.
0
1
2
3
4
1 2 3 4 5 6 7
3.52 3.68
3.01
3.41 3.34
3.72
3.08
Average
Mark
Targets

Lending has the lowest satisfaction level of 3.01. This is the flagship product of
the bank to attract more customers use different service products, among 200
respondents, only 58 people have used the service, there are 8 customers
unhappy service 4% of respondents. After customer poll, the main reason the
customer is not satisfied of MB lending rates relatively high compared to the
average level of more bank loan procedure from the stage of receiving the loan
application Sewing disbursement still more complex, cumbersome that
customers must wait a relatively long time. To compete with other banks in the
area, then MB should have more appropriate policies in addition to the support
package more attractive to attract customers who use credit products of the bank.
Among the main products and services provided by MB, product savings and
deposit accounts paying a high satisfaction level at 3.68 and 3.52. Two deposit
products and loans are two products that the number of people accounted for the
largest use. The number of customers using the payment deposit is 116 people,
saving service is 160 people from a total of 200 customers were asked. This is
one of the traditional products of the bank, the number of large customers using
policy interest rates by savings and flexible payment brings many benefits to
customers when using the service. So which branch should have reasonable
policies to retain old customers and attract more new customers.
International payment products have a high level of satisfaction is 3.41, however,
the number of people who use this service accounted for only 34% of
respondents. These are the strengths of MB compared to other banks, due to
geographical branches concentrated in MB Hoang Quoc Viet branch with many
hospitals, schools, urban areas, supermarkets and companies, the area population
level relatively high marketing international payment products should be
subsidiary to focus fully exploit, marketing and further expansion in the
industrial zones, villages, import-export companies.

Electronic banking products such as Internet Banking, Mobile banking, Bank
plus, etc. there are many facilities such as online money transfer, online savings,
loan payments, purchase airline tickets, recharge phone cards, paying electricity
bills, money for water, information retrieval, etc. has captured the great
satisfaction of the customer. Satisfaction level of this service is 3.41. This
service is more service charges collected from customers, without spending time
in banking transactions, not only that brought great utility for customers save
transaction time. Therefore, MB Hoang Quoc Viet Branch needs to enhance
marketing, cross-selling products to attract more customers to use this service.
All remaining products are at good rating with average satisfaction level is 3.08.
That showed that the majority of products and services that MB Hoang Quoc
Viet Branch offers are satisfying customers.
2.3.4. General assessment of customer service quality as perceived by
Military Bank customers
Along with the transition patterns across the system transactions, MB focuses
infrastructure elements. From space transactions luxurious, beautifully to the
modern equipment, all of which are invested by the desire for maximum
convenience and comfort for customers to trade. General assessment of customer
service quality as perceived by MB as follows:
Questions to assess customer service quality outlined four options for customers
are: (1) strongly satisfy, (2) satisfy, (3) dissatisfy, (4) strongly dissatisfy.

Figure 2.5: Assessing the quality of customer service
According to survey results, the majority of customers satisfied with the service
quality in MB Hoang Quoc Viet branch, accounting for 68% of the respondents.
22% of respondents expressed strongly satisfaction attitude to the quality of
banking services. These are some of the incentive branch, thereby further
promoting and enhancing customer service better. However, there were up to
10% of customers surveyed felt unhappy about the quality of service in banks
due to many reasons such as high interest rates, high tariffs, and service attitude
of the staff is not good, etc.
On the other hand, the bank should strengthen customer care not only for the
loyal customers that need to treat all customers alike. Many customers can see
the attention of the bank for himself: no distinction between people dealing with
large sums of money and people dealing with small amounts.
Besides, tellers should "laugh a little more," and avoid bringing your mood at
work causing customer dissatisfaction mentality when trading.
22%
68%
10%
Strongly satisfy
Satisfy
Dissatisfy

2.4. Summary of findings customer service in MB Hoang Quoc Viet
Brach
2.4.1. Achievements
MB Hoang Quoc Viet Branch head office is located at 126 Hoang Quoc Viet
street, Hanoi. The facility is spacious, clean and eyes-catching, MB Hoang Quoc
Viet gradually dominates and makes belief in the population. The opening of 03
new transaction offices in 2012, 02 transaction offices in 2013 and 01 transaction
office in 2014 began going into stable operation, contributing significantly to
capital mobilization and scattered lending, collection services for the Branch
customers and helping facilitate the transaction.
Business operations of branch achieved positive results thanks to largely
restructured customer system, maximizing the potential customer relations and
customer service was placed on top in order to retain old customers and attract
more new customers.
Cards, payments, savings are the strengths of MB service because of bank staff
who are cheerful, friendly, helpful and professional at high level; extensive trade
networks, simple, convenient and easy procedures.
Implementing programs of 5S and Mystery shopping was created service quality
standards and put MB services under an unified standard on all branches and
transaction offices MB’s working environment is highly valued by customers.
Customers who wait for the transaction always have water to drink, newspapers
and magazines to read. Beside that, the branch has convenient parking, staff
dresses elegantly and politely. Information about the bank regularly appears in
newspapers and magazines.
The comprehensive branch offices were repaired spaciously accordance to
banking standards that contributed to improving reputation of MB Hoang Quoc
Viet brand in locality.

Performing regular work of self-training, training personnel rotation from top
managers to the potential employees improved the professionalism and customer
service attitude.
Ensuring customer satisfaction on customer service quality of the bank from the
first transaction. The staff appreciated the form and attitude of service.
Transaction time is shortened because the branch has made the appropriate
improvements in transaction processes and information technology.
The condition of bank’s facilities is good and location is convenient for
customers.
Image, reputation and brand of MB are increasingly affirmed at certain locations.
2.4.2. Shortcomings and causes
According to the customer’s survey result with the retail area director and the
top manager of MB Hoang Quoc Viet branch, the author give some
shortcomings and show its causes in customer service in MB Hoang Quoc Viet
branch following:
Transaction time lasts longer, leading to waiting times longer deals, directly
affects to customers. With customers who have a large transactions, income and
expenses in excess of quota trading, counter staff will have to do procedures in
front of tellers on processing and wait through two stages prior to approval of the
inspectors and customer service manager. Meanwhile, tellers give papers and
hand over control to customer service manager for approval. For large
customers, the transaction must wait for approval through many steps that they
are not really satisfied because job processing time of transactions is long and
customers have to wait longer.
The staff has not been appreciated for their ability to communicate directly with
customers, and sometime consulting products and services are incompletes.
Customers also do not satisfied about staff’s attitude and communication skill.
Currently when customers go to the bank to make transactions, consultancy

division including 01 counselor will advise customers about products, services
and help customer go to the right counter. However, the number of customers at
the branch is too large to consult. This makes not satisfied for customers,
especially fastidious customers.
Customer information systems have not built in a completed way. Customer
information is not stored into the system, leading to difficulty in finding
information. Currently, the basic information of customers have been entered on
the system, but not enough information such as the business situation, the
transaction situation, etc. Customer has not been closely monitored.
In business activities of the bank, customers regularly contact with staff to deal
with works, and all attitude and style of work of employees have a decisive
effect on the image and reputation of the bank. So, with the knowledge,
experience, service attitude, ability to convince customers, appearance, attire,
etc., staff can increase the quality of service or can also reduce the quality of
service. Currently, with the arrival of many foreign and domestic banks, the level
of technology, product with almost no difference, with the same interest rate as
stipulated by the State Bank’s regulations, banks can only enhance
competitiveness, improve its image in the service quality of the staff. Staff
quality is higher which means competitive advantage of the larger banks.
Therefore, to maintain and develop relationships with existing customers as well
as future customers, MB Hoang Quoc Viet Branch must constantly improve the
quality of its staff.
Besides, the bank's human resources are not good enough, many officials have
concurrently that affects to the image of the bank.
And many customers have not known products that MB improved Bank
assurance, customers primarily known as customer relationship with bank loans,
so the immediate goal is that MB Hoang Quoc Viet Branch should strengthen
promoting products and services to customers.

Although, in recent times, MB has focused on the care plan, but it has no specific
policies to take care of regularly, scientifically and thoughtfully. The individual
customers center’s staff has not assigned specific scientific care so they are
sometimes not able to understand the needs of customers or provide appropriate
services. However, these things can build trust of customers in using services
provided by MB. Therefore, a large amount of customers who have used services
provided by Military Bank is not those loyal customers any more.
2.5. Solutions to improving customer service in MB Hoang Quoc Viet
Branch
2.5.1. Building customer information system
The lifeblood of any business is the customer. Customers who decide to sales
based on their perception of the quality of products and service. In other words,
the quality of key decisions and customer profitability are determined and decide
what quality is and how.
To serve our customers in the best way, MB should focus on building a customer
information system in sync throughout the system in general and MB Hoang
Quoc Viet in particular.
The gathering of customer data is the most basic step in building customer
information systems. The question is how to collect information and data on
customers in a comprehensive, fair and effective.
At the bank, the customer deals directly with a teller to implementing data
collection by the customer to staff transactions performed and recorded. Teller
after having first customer must immediately update customer information to the
system through software BDS or customer management program then prints out
the Star Fish and autograph guest confirmed restaurant called "Document
management portfolio paper, customer accounts." Then the inspectors shall have
approved open records, account and oversight to help professional staff do a
good job building customer profiles. "Ticket catalog records management,

account" customers must be stored carefully, neatly in the order management of
low- to high or called CIF (Customer Information File) simultaneously that take
full use such information in the course of professional development.
Getting the customer data classification as the basis for making the planning and
design of customer service operations. Therefore, to facilitate the collection of
customer information and keep up the system, the author should propose the use
of new technology and information through multiple channels. Information
management practices, including:
Poll information management, customer accounts
Notepads customer information
Software management system of customer information
Build customer information records:
In banking, consulting department and tellers is the direct data entry of customer
information into the system on the basis of full information of the customer base,
such as the initial information about the most basic primarily customer phone
number, address, customer name, age, qualifications, interests, personality of the
owner, date of transaction with the bank, frequency of transaction, type of
account opening, number of customer capital, etc.
Once there is sufficient background information of customers, each customer at
the bank should be given a code to track customers. In addition, to serve
customers in the best way it requires each department and professional must
have a track record for customer its customers to plan customer care. The
additional information required is:
Typical customer: Includes business characteristics, business size, business
policy, business direction, business concept, development potential, potential
sales and customer service areas row.

The operations: Includes actual sales performance, capacity and quality of staff
and managers, their relationship with the competitors, the attitude of cooperation
and business relations of with bank customers.
The transaction: Includes activities in banking transactions. These problems
exist, advantage should promote, for future policy, capital and conditions of
customer transactions. When dealing with customers, banks should make every
effort to give customers the service brings professionalism.
Revision of customer information:
Once you have the customer information, the regular monitoring of customer
activity is work needed to complete the improvement of customer service
quality, retain old customers and develop customer systems new goods. To
maintain this work, requiring staff of bank transactions i.e. counselor, tellers,
customers, specialists in handling the information gathered from customers to
serve working later, as follows:
Record your phone calls dialed, including time, content calls, number of calls,
etc. so will avoid duplication, while providing sufficient information necessary
for the work for steps later.
Try to understand the required attitude, the psychology of the customer after the
phone call, you have finished calling purposes, the content of this solution may
be placed in the rear panel to record create favorable conditions, quick to check
later.
Edit the customer information must be meticulous, careful. For some important
information should be recorded and not to happen yet regrettable mistake.
For each customer visit must be made "customer generalized table". In that table
must complete customer information.
After completing certain daily tasks must be carried out to handle customer
information. For example, write a letter to thank the customers who cooperate
with her and their appointment will meet on the following day.

Making customer assessment scale:
Get customer information as a basis, so the bank can assess and classify
customer service customer care and service quality improvement. There are
many ways to evaluate the customer, the author proposes a method was
established customer rating system, based on the volume of customer
transactions such as balance of deposits, loans, service fees collected in year,
etc.); customer classification history; or the introduction of new customers and
sales transactions of new customers.
It can be said that, in 2010, MB has witnessed a dramatic transformation by
developing and expanding the network, the number of outlets is constantly
increasing. But the expansion of the network and personnel apparatus involves a
large amount of investment capital. Especially in difficult and challenging times
as today, banks seek ways to cut costs and the tendency to tighten the opening of
new banks by merging small banks which operate inefficiently on big banks, MB
should focus on planning holistically to evaluate the performance of the branch,
the transaction on the basis.
Instead of expanding the trading network of affiliates, MB should focus on
developing the scope of activities by opening the Satellite Customer Center with
a compact size or the banking kiosk. Beside that, The bank should strengthen
distribution channels through agents as agents paying remittances, payment
agents, release agents and ATMs, etc. Moreover, it should promote links with
insurance companies, system trade centers, supermarkets, tourist attractions, etc.
which are distributors of products for MB. In addition, MB also need to further
promote the development of modern distribution channels such as the addition of
ATM/POS, develop sales activities by telephone and direct sales team, team of
collaborators.

2.5.2. Improving the quality of staff and building professional
communication skills for staff at the branch
Constantly improve the quality of human resources and strategic development of
high quality human resources. As we all know, the human factor is decisive to
the success of the bank. To ensure quality service we must first improve quality
of service providers. Customer relations staff should have professional
knowledge, equipped with soft skills, sales skills for communication service and
sales. At the same time, bank employees also need to have good service attitude,
courtesy, professionalism and enthusiasm to meet the needs of customers. Bank
managers should routinely build and deploy soft, skills training classes for those
sales staff often have direct contact with customers to improve the employees,
elevated position of MB image bank for customers.
Improving the quality of staff
The human factor has always been regarded as one of the key factors
determining the growth and success of any enterprise. For banks, business
activity in the services sector, the quality of staff increasingly important role. It
is in the process of contact, daily transactions between customers and bank staff
will determine the image and reputation of the bank. Currently, where the
products and services and the technological level of the bank is similar, the
quality of human resources is a "weapon" to create differentiation and
competitiveness among banks. Therefore, the development of service solutions
Individual customers, MB to constantly improve general knowledge,
professional skills, communication skills for employees. To perform this job,
MB to perform synchronous following specific measures:
Building management systems work:
Develop and standardize job profiles: every job requires the employee have the
knowledge, experience and different skills. The construction and standardized

job profile is extremely necessary requirements to provide a basis for recruitment
of personnel as well as the periodic assessment of the quality of bank staff
Develop and improve the system performance evaluation index work (KPI -
Key Performance Indicator) for the Front Office and Back/Support Office in
order to accurately assess the capacity and results of completed work staff. On
the results of that assessment, reward and punishment must be fair regime to
stimulate efficiency and quality of work. Besides, the results of this assessment
is the basis for the bank to perform the layout, the staff rearranged to suit the
professional level as well as plans to transfer or hiring new staff.
Improving the quality of recruitment:
MB should develop a recruitment plan long term consistent with business
strategy and development direction of the bank and forecast staffing needs for
the units in the line, avoiding cases Employment unscheduled and urgent nature's
fortunes.
Develop and regularly update "question bank" structure and placement exam
titles.
After the training process bank integration and probation period, employees
should perform harvest reports and test actual operational testing with the
independent assessment of specialized parts.
The quality of recruitment depends on the ability to attract potential candidates
to join. Therefore, the propaganda and advertisements for the recruitment
program is very necessary. For key positions, need high-quality human
resources, MB should also require the assistance of a professional recruitment
firm.
In addition, MB can coordinate with universities to organize an internship
program for final year students. Thereby, help students to visualize and capture
the work, improving knowledge and work experience; the bank can
simultaneously assess student ability, and can recruit students who fit certain
jobs. MB should regularly coordinate with universities organize meetings,

communicate with students (part-time jobs), students have certain knowledge
about the working environment, promotion opportunities in MB Hoang Quoc
Viet, contributed to build, promote the image of MB helps to attract quality
human resources.
Training and staff development
Professionalism in the activities of the Training Center is as the coordinator in
the organization and implementation of training activities across the system.
That is why the professionalism and efficiency of the activities of the Centre a
strong influence on the success of the training. Therefore, training centers should
note the following issues:
Open training sessions for new employees to new employees understand
organizational structure, strategic sale, system sales business process, design
skills and product development services, skills manage and deploy sell all
individual products, communication skills customer service, negotiation skills,
corporate culture, the interests and fundamental obligations.
To meet the demand for large-scale training, banks need to diversify the forms of
training: training through organized classes, training through the training
bulletin, training through online training system, etc.
Develop training programs breakthrough, for example, program planning
staff; program "Spread the red carpet, welcome talented people", programs to
attract and train excellent students in prestigious universities with the goal of
becoming the future leaders, etc.
Periodically organize training courses and professional skills for staff personnel
capable of performing the work with modern technology, the ability to behave
when in contact with customers. At the same time, planning to send its young
cadres capable intensive training in the areas of core business, new services in
order to build a team of experts, as the core of human resources in the future.

Regular organization of seminars between employees with the leadership and
encouragement to the presentation on the difficulties and problems as well as
practical experience in professional activities.
Develop staff remuneration policies
Besides recruitment policy and training, employee remuneration policy is also
very important role. Attractive salary and benefits programs for employees are
the factors encouraging employees to work enthusiastically, seriously, with a
sense of responsibility, dedication and maximum long-term commitment with
the bank. The salary, bonus, promotion for staff should always be renewed in the
direction of equality, fairness, based on clear criteria commenting; not just
relying on the position, seniority, but also based on the actual performance, the
level of enthusiasm, effort, responsibility, professional ethics of personnel for
jobs. In addition, MB should improve operational efficiency through the
inspection, internal audit responsibilities associated with specific individuals.
Thus, to get good staff, work effectively, MB policy should focus on recruiting,
training and remuneration of staff.
Building professional communication skills for staff
Communication skills is one important factor to create a good impression,
certain trust of customers to the bank, is the key to their decision to become bank
customers row. Thus, the communication of banking staff directly impacts the
decision-making process using the product and customer service affect the
business performance of the bank. Therefore, when in contact with customers,
employees involved in MB transactions must understand that besides mastering
expertise should also implement the following principles:
Firstly, there is the principle of respect for the customer. Customer respect is
shown at the teller know how to behave fairly, equally between customers.
Respecting customers also expressed in teller listener feedback from customers,
said remediation, conduct dexterity, flexibility and customer satisfaction; how

use plain language, with cultural, neat attire, proper regulation of banking,
customer reception with attitude smiling, affable, enthusiastic, friendly and
comfortable, etc.
Secondly, the tellers contribute to maintain the differences in products and
services of the bank. The difference is not only in service output expressed in the
culture in customer service of employees, to make customers feel comfortable,
satisfied and found neglected differentiation when using banking services.
Thirdly, the principle of effective listener and knows how to speak. Teller, when
she is in direct contact with the customer to know towards customers, always
looks into their eyes and knows exactly when to smile. When customers are
saying, teller should express attention and should not be interrupted unless a
wish to clarify certain issues. The teller should encourage customers to share
their expectations about the type of product they're using, saying using clear
language understandable and calm resolve the situation goes customer response;
listen, receive feedback from customers, to capture timely information, advising
leaders on making improvements about products and services as well as reducing
unnecessary administrative Procedures The in transactions.
Fourthly, bank clerks must honestly dealing with customer service. The officials
need careful guidance, enthusiastic customers correct administrative procedures
with the provisions of the bank; rights and responsibilities of the customer when
using this kind of service. Honesty also manifested in the cash logistics
accurately with customers, evaluating the true state of customer records, without
any demands and requirements with customers to profit.
Fifthly, bank clerks must be careful principles, agile and accurate. During the
transaction, a trader has to carefully perform tasks from data entry of customer
until the implementation of the relevant transactions such as payment,
withdrawal, debit authorizations. However, when the transaction takes place, the
manipulation of trading staff have definitive, agile and must comply with strict

procedures correctly. Avoid long waiting times for customers during the
transaction and unpredictable happen mistakes caused dissatisfaction about the
quality of customer service bank in particular and in general.
Sixthly, the principles of patience, know how to wait and seek for similarities,
relationships with common interest to provide services, mutual cooperation
process in direct contact, teller should know to wait and use selected stops,
know to make an impression to the customer that uses the service Bank of
himself, understand the psychology, customer needs, advise customers on the
benefits of the product to use banking services.
Seventhly, the principle is to build trust in a relationship and maintaining long-
term guests. In fact, if you want to build trust sustainability, want to maintain
relationships with customers, the long-term care workers should understand that
customer acceptance of products and services that uses the new banks only is the
beginning of a strategic approach to customer satisfaction, but also through the
customer care service after the transaction is done.
2.5.3. Enhancing behavior standards, customer service attitude for staff
in the bank
About style
Standard 1: Wear the uniform prescribed by Military Bank, tagged employees
during working hours. Employees wear uniforms as prescribed by Military
Bank. During the work, employees must wear a staff card, the front of the card is
always turning out to ensure customers, who face visible, at eye level.
Standard 2: Jewelry which is simple, elegant.
For female employees: Jewelry which is simple, elegant. Neat hair, hairstyles
and makeup forms to suit the working environment. Neat nails cut short, not so
long nails, nail polish flashy.
For male employees: Early neat hair, trim beards. Nails cut short. Do not wear
jewelry offensive.

Standard 3: Smile, greet customers and take the initiative to ask about the needs
of customers at the start of customer service
As customers enter the store, employees must proactively greet and smile at
visitors. This action represents the welcoming, friendly with customers and
customers feel comfortable, happy to begin to work. Ask employees actively
trading needs of our customers. In case the customer name, the customer name to
MB customers that are interested in her.
Standard 4: Ready to serve, quickly, right position, no long wait for customers
without good reason, the device should not be used while dealing with
customers. If required to listen, to ask permission or apology customer before
hearing.
Staff members are always at the ready to serve customers with enthusiasm,
openness and friendliness. No phone calls, texting while dealing with guests.
Where they cannot refuse the call, the customer should apologize before the
hearing. Where there are elderly, disabled with the transaction, priority service
staff before. However, before the service, employees must apologize to those
customers waiting.
Standard 5: No private work in time, to fulfill their responsibility assigned
Employees do not work separately, talking, joking, eating, etc. during working
hours. Female employees do absolutely not makeup at the counter, at the table.
Male employees do not smoke without the consent of the customer, particularly
with female customers.
About attitude
Standard 1: While dealing with customers, keep a friendly attitude, warm, sober staff
should demonstrate the affable, beaming with customers, this feels good to customer
psychology. Attitude, friendly gesture reflected gentle manners, always concerned
about the customer, not avoid indifference, generic replies, unclear. Courteous staff
needed in all acts avoid going too limited a flippant, not polite behavior.

Standard 2: Respond and resolve customer requests in a quick, expeditious and
diligent style. During the service, it is urgent, nimble operations give customers
see the professionalism in work style.
Standard 3: Ready to help or resolve customer complaints properly, patience and
cooperation. In case of customer complaint, employees must adhere to the
following principles: It listened to what customers say with a serious attitude, no
smiles, no daydreaming, no interruption when the customer is saying. Keeping calm
before the customer complains. Sorry customers and quickly figure out how to
solve.
Standard 4: Coherent voice, sufficient volume, clear voice when communicating
with customers must be clear and coherent so that customers easily get the
information needed. Volume when talking is just enough, not too big and not too
little to ensure that customers do not feel uncomfortable or difficult to
communicate.
Standard 5: Compliance with regulations on working time. Staff should comply
with regulations on working time. The employees must come first this time to
prepare the working conditions (turn on the computer, preparing forms,
import/fund, etc.).
Standard 6: Thank customers and see them again as the end customer
transactions. Staff should be proactive customer thank end transactions explicitly
as: Thanks you. And expressed desire to serve customers in the next time to get a
promise or even just the word "yes" or "yes" from the customer (psychological
research survey of US companies in addition, up to 85% of customers make
promises to continue using the services of the bank if the quality of service to
meet the requirements).

2.5.4. Enhancing the customer care in MB Hoang Quoc Viet Branch
In the strategy of its business operations, MB Hoang Quoc Viet branch focuses
on service quality for service quality which can help MB to build a new image to
make a big difference and improve competitive advantage marketplace.
Therefore, to build a strong brand in customer sustainability, MB should
improve the quality of customer service representative with the staff of MB staff
provide a good service and satisfying evening multi-customer demand.
Therefore, MB to enhance customer care, as follows:
Identify the customer service standards
Service time: ready 24 hours x 7 days.
Process simple transactions - fast - accurate and the equipment used should be
trusted. E.g. paper form guarantee deposit/withdraw money easily accessible,
minimizing the customer information to complete the form, minimizing the
number of customers to sign documents, etc. best to avoid customer case must
go back multiple parts when performing a transaction only, or multiple
transactions.
Tellers polite and professional, enthusiastic and attentive, ready to advise -
answering questions for customers, ensuring all customers are feeling happy
when using the products and services provided by the bank to attract new
customers, retain old customers.
Build good relationships with customers. The building good relationship and
regularly exchange information with customers are important in understanding
and meeting customer expectations. Information exchange can be carried out in
various forms such as customer conferences; advertising programs, promote
products and services; organizing polls, surveys of customer demand; establish
hotline, etc. Through it, the bank customer to transmit information about
products, services, handling of customer requests and gather feedback and
customer complaints associated all activities relating to the bank. The bank also

stores data necessary information about the customer focused service to facilitate
exchanges with customers.
Resolve questions, complaints of customers a dedicated and satisfactory
manner. These questions, complaints from customers are signals for the bank to
constantly improve service quality. The research shows that customers often
complain about a certain number of errors. If these errors could be discovered,
recognized, thereby modifying the timely reduction of complaints, which is
synonymous with the satisfaction and confidence of customers is improved. Also
limit the spread of information from bank customers not to settle complaints
brought his dissatisfaction speak with others.
Build a team of loyal customers, loyal to the bank. Customer’s loyalty in
relationship show through the ability to increase the size and diversity of the
transaction, the ability to persuade others to use mobile banking services. The loyalty
of customers increased profitability through increased revenue, decreased costs to
attract customers, reduce customer sensitivity to prices, reduced costs of customer
service because they were acquainted with the system's operation the bank. To get a
team of loyal customers, banks must first build trust, the trust of customers in
banking, guarantee quality of service provided by the bank.
Construction-related standards of customer service such as:
Willing to serve customers: Staff members always show a willingness to serve
and consult to customers about bank’s services and products. Make a good
impression on customers. This attitude creates a good interaction between
customers and employees in the transaction.
Interests: Expressing concern, empathy and patience with customers. Make
customers feel their needs are properly concerned. Actively communicate with
customers to find customers seem shy, avoiding the mention of his demand.

Clean environment: Surroundings clean, no dirt from utensils, tables, chairs,
computers, photocopiers, etc. The previous transaction offices, branches should
also clean, no objects obstructing the entrance.
Convenient for customers: Protect the unit must actively help customers when
the transaction parking and take the car to leave. Protection must always
cheerful, enthusiastic, earnest to impress right from the first moment when the
customer comes to dealing with MB. Inside a transaction, teller must to ensure
clear way, not put/to obstruct things. The leaflets, forms, pens, etc. should
arrange convenient, easily accessible to customers.
Commitment to service: Employees must be committed to their work, to comply
with the functions and tasks assigned, honest, enthusiastic and fun.
Communication: Communication is a very important factor in the quality of
service. In communications, staff should demonstrate enthusiasm, affable, polite,
ready to help customers. Pay attention to the voice, expressions intonation,
volume enough to hear customers, capture the information easy to understand.
Professional services: Professionalism is a core requirement of good service
quality, it can be standardized with the process and regulations, etc. and the
knowledge of other social work service.
Flexibility: Flexibility gives more optimal efficiency in their work towards MB
and its customers. However, flexibility must ensure compliance with regulations
and statutes. In terms of customers, the flexibility in job creation for customers
to see better service and should take precedence over longer want to stick to MB.
Friendliness: In the process of working with customers, who work to have a
friendly attitude, make customers feel comfortable to discuss the transaction
needs.
Fairness: Employees must adhere to this principle seriously. Do not let
customers feel unfairly treated, can lead to emotional reactions, inhibition
customers.

Credible: This is one of the most important elements of service quality system.
Customers come to MB when they have confidence in MB, in prestige as well as
the commitment of MB. Therefore, employees must be present to make customers
believe in yourself and MB.
Responsibility: In any case, from the leadership to the staff to have responsibility
for work assigned, must be responsible for their respective work and to be
responsible for the customer.
Safety, Security: Another important factor is safety, security. Employees must be
committed with customers about the safety of transactions and customer
information when trading in MB, to ensure the rights and obligations to
customers in accordance with the provisions of Military Bank and legislation
law.
Establishing a dedicated customer care at each transaction point
Military Bank needs to establish customer care department to implement
separate policies for customer care in order to retain customer loyalty to the
bank, with functions such as:
Receipt of complaints and inquiries from customers regarding products and
services, monitor the frequency generated complaints about a service that
enables them to make timely reports to the Board of Directors to take appropriate
measures to improve product advances.
Collect feedback from customers, timely evaluation and information inversely
customer reviews, mailing thank and reward our customers who contribute
practical value.
Organize customer and promotions.
Perform all customer care program was oriented.

Bài Mẫu Báo Cáo Thực Tập Ngôn Ngữ Anh Điểm Cao - sdt/ ZALO 093 189 2701

Bài Mẫu Báo Cáo Thực Tập Ngôn Ngữ Anh Điểm Cao - sdt/ ZALO 093 189 2701

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