Luận Văn Lack Of Training At Cgv Cinemas

UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business
NGUYEN NGOC MINH
LACK OF TRAINING AT
CGV CINEMAS
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MASTER OF BUSINESS ADMINISTRATION
Ho Chi Minh City – Year 2022

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UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business
NGUYEN NGOC MINH
LACK OF TRAINING AT
CGV CINEMAS
MASTER OF BUSINESS ADMINISTRATION
SUPERVISOR: Dr. Nguyen Phong Nguyen
Ho Chi Minh City – Year 2022

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Acknowledgment
First and foremost, I have to thank my research supervisor, Dr. Nguyen Phong
Nguyen. Without his assistance and dedicated involvement in every step throughout
the process, this paper would have never been accomplished. I would like to thank you
very much for your support and understanding over thesis implementation period.
I would also like to thank the experts who were involved in the validation
interview for this research project: Mr. Park Hye Sung, Mr. Pham Van Dien, Mr.
Vuong The Phong, Mr. Thai Gia Vuong, who are managers of CJ CGV Viet Nam Co.
Ltd. Without their passionate participation and input, the validation interview could
not have been successfully conducted
I would also like to acknowledge Dr. Pham Phu Quoc, of the International
School of Business at University of Economic Ho Chi Minh city as the second reader
of this thesis, and I am gratefully indebted to him for his very valuable comments on
the proposal of this thesis.
I also would like to express my sincere thanks to all the members of MBUS 7
class of the International School of Business at the University of Economics Ho Chi
Minh City for discussion and recommendations along the process that I have
undertaken this thesis. The comments from you helped me have more information as
well as materials to complete this thesis.
Finally, I must express my very profound gratitude to my parents and to my
wife for providing me with unfailing support and continuous encouragement
throughout my years of study and through the process of researching and writing this
thesis. This accomplishment would not have been possible without them.
Thank you.
Nguyen Ngoc Minh

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Excutive summary
As a member of the operation department, after analyzing the report of Voice
Of Customer (VOC), I noticed the number of customers complaining about the service
quality at CGV movie theaters is increasing, always keeping on 20% of total customer
contact to CGV. As a business in the entertainment service industry, this greatly
affects the image and brand awareness of the company which might cause losing
customers, the company cannot achieve revenue and profit targets. The customer
complains about the quality of service comes from many problems, but the most
important problem is the professionalism and service attitude of employees because
the company is lacking training programs resulting in employees losing mindset as
well as lack of soft skills in customer service. To solve this problem, a number of
solutions will also be launched with the aim of creating training programs as well as
supporting cinemas with plans to improve qualifications and skills for employees at a
cost appropriate to the current financial situation of the company which saves the cost
of training compared with the current.

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Contents
I. Introduction..................................................................................................................................................6
1.1 Company background ........................................................................................................................6
1.2 Market overview .................................................................................................................................7
II. Problem identification.............................................................................................................................8
2.1 Symptoms & evidence.........................................................................................................................8
2.2 Initial cause & effect map.................................................................................................................11
2.2.1 Qualitative research...................................................................................................................11
2.2.2 External qualitative research .....................................................................................................13
2.2.3 Internal qualitative research ......................................................................................................15
2.3 Updated Cause – Effect maps ..........................................................................................................18
2.4 Potential central problem – Final Cause – Effects map.................................................................19
III. Problem justification .............................................................................................................................22
3.1 Problem definition.............................................................................................................................22
3.2 Problem existence..............................................................................................................................22
3.3 Problem importance..........................................................................................................................24
IV. Causes analysis.......................................................................................................................................25
V. Alternative solutions & Implementation plan .........................................................................................28
5.1 Apply compulsory practical coaching for trainers at cinemas – Train the trainer solutions......28
5.2 Conducting training course with external experts or professional trainers.................................30
5.3 Establish Task Force Training Team..............................................................................................32
VI. Supporting information ........................................................................................................................36
6.1 Interview guide..................................................................................................................................36
6.1.1 External interview guide.............................................................................................................36
6.1.2 Internal interview guide .............................................................................................................38
6.2 Sumary of qualitative research............................................................................................................40
6.2.1 Summary of finding from external qualitative research .............................................................40
6.2.2 Summary of finding from internal qualitative research..............................................................52
6.3 Summary of quantitative research ..................................................................................................61
6.4 Questionnaire s of quantitative research.........................................................................................64
6.5 External expert training ...................................................................................................................66
6.5.1 Customer service excellence training course .............................................................................66
6.5.2 Proactive customer service training course ...............................................................................67
6.6 Detail comparison cost of TFT plan ................................................................................................67
6.6.1 Current cost of training for a new cinema..................................................................................67
6.6.2 Task force team cost...................................................................................................................68
6.6.3 New trainer of University training schedule ..............................................................................69
6.6.4 Task force team re-training schedule.........................................................................................70
Reference ..............................................................................................................................................................72

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I. Introduction
1.1 Company background
CJ CGV Viet Nam is one of the most successful investments in the overseas
market of CJ Group Korea. CJ Group is the ninth largest group (Chaebol) in Korea
which has invested in 21 countries around the world. CJ CGV is the third largest
cinema in the world and Korea's biggest cinema with 50% market share and the
second-largest operator of joint venture IMAX screen in China just behind Wanda
Cinema. CJ CGV also has received the Best Cinema Brand award in 7 consecutive
years in Korea. CGV stands for “Culture, Great, Vital”, which is introduced Korea’s
first cultureplex: an exciting venue with food, event programs, shopping experience
and ultra-premium auditoriums.
CJ CGV Viet Nam is formed from Megastar which is established in Feb 2005. In
August 2011, CJ Group acquired 80% stake in Envoy Media Partners, a British
company, which is the founder of Megastar. After the acquisition, they change the
name to CGV from Jan 2014. CJ CGV Viet Nam is the largest film distributor and
cinema operator in Vietnam and also one of the major media companies with its media
sales business. CJ CGV Viet Nam offers product and service with the vision “Beyond
cinema” tailored specifically to Vietnamese customers. There are many various
screening halls such as general hall, Gold Class (premium movie), L’amour hall for
watching films on beds, special 4DX hall with five-sense experience screening hall
and an IMAX hall with ultra-large screen digital screening hall with a laser screening
system. In film distribution field, CJ CGV Viet Nam almost has been exclusive
distribution of newest Hollywood blockbusters to serve customer’s demand.
Under the leadership of the head of CJ CGV Viet Nam - Mr. Sim Boom Jeom,
CGV has achieved successes, for instance, CGV Viet Nam ranks as the number one of
cinema operator and film distributor with more than 60 cinemas across the country,
45% of box office sales and 65% of distribution. In 2017, CJ Group decided to invest
more $200 million to open 12-15 new cinemas/year until 2020 (cost $4 - $7
million/new cinema). In May 2018: thanks to the efforts in communication and
marketing of “Avenger: The Infinity War” in Vietnam, CGV broke the record for the
highest performance when it attracted 6 million admissions, earning $10 million in

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ticket sales(1)
. In addition to business, CJ CGV Viet Nam is also very interested in
developing the Vietnamese film market. CGV activities are contributing to Vietnam’s
cinema industry development through not only movies exhibition but also other
outreach programs such as Movies for Everyone, Toto's Filmmaking Class, Vietnam
Film Festival in Korea, and Yxine.
1.2 Market overview
According to CGV's internal performance report, CGV is the leader of the
cinema market with more than 45% market share in movie exhibition and more than
65% market share in film distribution in Vietnam. The average growth rate of cinema
business in the big cities in recent years is very attractive, up to 20 - 25% per year. If
the national box office revenue in 2008 is 100 billion VND, then by 2017 reached
about 3,500 billion VND, approximated 150 million USD(1)
.
Currently, the cinema has become an important destination in the entertainment
life of the Vietnamese. According to a survey that CGV's marketing team made in
2017, 55% of Vietnamese come to the cinema once a month or more often. This
makes the Vietnamese film market as a "dream market" for investors, especially
foreign investors. Up until the beginning of December 2017, there was 630 cinema
room in the whole country. About 65% of the screening is owned by foreign
companies, which are dominated by two Korean conglomerates, CJ CGV and Lotte
Cinema.
CGV has more than 60 cinema complexes nationwide with more than 300
screens. It is expected that in 2018, CGV will open six more cinemas. Lotte Cinema, a
"countryman" of CGV, is also a fast developer with 36 cinemas across Vietnam and
continue increasing in 2018. Apart from the two Korean companies, Galaxy Cinema
(Thien Ngan Co., Ltd) with 14 cineplexes and BHD Cinema (Binh Hanh Dan Co., Ltd
- BHD) with a smaller scale of 8 cinema complexes. These companies are also having
a revolution to change the quality of service to have a competitive advantage to
involve in the race to expand market share. According to unofficial sources, the
Wanda Group, China's largest entertainment corporation which has the second-largest
number of cinemas in the world, is also targeting the Vietnamese market. If this

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source is really believable then the future cinema market will be even more attractive
in the race of the big players.
It can be seen that the cinema market in Vietnam is growing quite fast as
businesses continue to expand to compete. However, besides market competition by
opening more new sites or investing in facilities or keep upgrading cinema rooms with
higher technology, the service quality is also really focused. Compared with the
service quality of the cinemas of ten years ago, it is possible to see customers are
experiencing at a higher level of service as close to the quality of the major cinema
markets such as America or Korea.
II. Problem identification
2.1 Symptoms & evidence
3rd Quarter -2017
Channel Facebook Phone Email Total Percentage
Last
Quarter
vs LQ
Complaints 1539 3397 350 5,286 19% 3,820 38%
Inquiries 6,537 14,615 1178 22,330 81% 19,663 14%
4th Quarter -2017
Last
Quarter
vs LQ
Complaints 1897 3377 421 5,695 21% 5,286 8%
Inquiries 6,569 13,876 1319 21,764 79% 22,330 -3%
1st Quarter-2018
Last
Quarter
vs LQ
Complaints 2730 3328 563 6,621 19% 5,695 16%
Inquiries 9,050 17,915 955 27,920 81% 21,764 28%
2nd Quarter-2018
Last
Quarter
vs LQ
Complaints 3048 3847 998 7,786 22% 6,621 19%
Inquiries 9,483 15,284 3253 31,596 78% 27,920 0%
Figure 1: Voice of Customer in 4 recent quarters by channels
(Source: CGV VOC report)

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35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
Voice of customer in 1 year
from July 2017 to June 2018
31,596
27,920
22,330 21,764
5,286 5,695 6,621 7,786
Complaints Inquiries
Total
3rd Quarter -2017
Total
4th Quarter -2017
Total
1st Quarter-2018
Total
2nd Quarter-2018
Figure 2 –Voice of customer in 1 year from July 2017 to June 2018
(Source: CGV VOC report)
CGV Customer Service Center is the main channel where customers can
contact to get support about information related to CGV and can reflect on the quality
of service through many channels such as social network CGV Fan page, email or call
center. Through the analysis of data and the chart above, it can be seen that there was
a increment of complaint in the total Voice Of Customer (VOC) from July 2017 to
June 2018 with 20% average ratio.
Overall, the number of cases which customers complained about the service
quality of CGV increased slightly from 5,286 cases in the third quarter 2017 to 5,695
in the fourth quarter same year with an increased rate of 8%. By the first quarter of
2018, this is the time of Tet holidays, so there is a significant growth in total VOC that
customer service center received when the total number of customers complain about
the quality of service increased 16% from 5,695 cases to 6,621 cases and accounted
for 19% of total VOCs. Furthermore, the total number of complaints reached the peak
in the over a year at 22% of total VOCs in the second quarter of 2018, with a 19%
increment compared with the previous quarter. As a result, the total number of
customer complaints about service quality increased steadily in the 4 continuous
quarters, next quarter kept higher than the previous quarter, and maintaining an
average of 20% of total VOC was a clear indication of decrement in CGV's services
quality.

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It affects to customer satisfaction and leads to customers could leave CGV
brand, made the sales sharply decrease. Customer service quality is defined as an
assessment of how well a service is provided meet customer expectations (2)
. Business
service operators often evaluate the customer service quality provided to their
customers in order to improve their service, to exactly identify problems and to better
achievement of repurchase loyalty which represents for customer’ satisfaction.
On the other hand, service quality is also noted as the comparison between
expectations of customers about the service and performance of the company(3)
. The
higher the performance represented, the higher expectations are fulfilled. Especially
for service enterprises such as CGV, the quality of service is the overall assessment of
results from comparing the company's performance with the customer's expectations
of how firms in that industry should perform(3)
. CGV is a big company in the movie
exhibition industry, therefore, service quality is always the core factor as well as one
of the competitive advantages that help CGV holding the market leader position.
However, the increase in the ratio of complaint about the quality of service at CGV is
a sign that CGV gradually loses its competitive advantage. It also leads to customers
could leave CGV as well as the company loses its revenue by CGV is no longer
trusted by customers.
Since service is intangible, enterprises faced with difficult to understand how
customer evaluate their service quality. Most of the evaluation of customer base on the
experience the service. Unlike tangible products, the consumers fewer cues to
evaluate(4)
. Service quality problem are no longer the sole concern of service
companies. Many firms realized that their offering may be partly a tangle product and
partly intangible service(5)
. Improving service quality at CGV is one of the very
important mission because CGV is a company whose main product is the service that
brings the cinema experience to customers. In addition, there are many competitors in
the market which can have many advantages over CGV in terms of price, location,
brand identity, etc. Therefore, service quality that satisfies customers is very important
to encourage them to revisit and to earn their loyalty so CGV should seriously pay
attention to this.

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2.2 Initial cause & effect map
Figure 3 - Initial cause and effect map
2.2.1Qualitative research
The qualitative research method is a common way in market research to help
researcher develop quality measures as well as quality improvement efforts. In this
paper, the in-depth interview method is used to understand customer satisfaction
through an interview guide with the unstructured format and open-ended questions
that can obtain insights from CGV customers about its customer service. As we
known, in-depth interview is used to interview a small number of respondents to
explore their perspectives on a particular idea, situation and about any changes they
perceive in themselves as a result of their involvement in the program. Based on this
thing, I conduct in-depth interview follow the below process to get as many insights as
possible.
Process for Conducting In-Depth Interviews:
 Plan
 Develop Instruments
 Pilot and Draft with team

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 Collect Data
 Analyze Data
 Summary Finding and Classify in category
In this study, I realized that the increasing of customer complaints was due to
the quality of CGV's services. The CGV service problem is provided by the entire
staff of CGV to the Customer. Therefore, I decided to do in-depth interviews with
both sides including the customers and the company' employee or in other words
external qualitative research and internal qualitative research to better understand both
sides of the symptom.
External qualitative research is conducted to understand attitudes and insights
of customer. Therefore, I selected 3 randomly CGV frequency customers to find out
about the customer's evaluation of the CGV current service quality. The questions are
used for external quality research separated into five main concerns, namely:
employee attitude; facilities; food & beverage; promotion and booking online. I
developed these topics to many questions and used in the in-depth interview.
Moreover, through the attitude and behavior of the respondent, I develop more
questions by probes and prompt method to exploit good and bad things about the
service of CGV.
On the other hand, CGV employees who are managers will also be invited to
carry out an internal qualitative research. I will focus on 4 managers as Operation
Manager, 3 Regional Managers of South East, South West and Mekong region to
conduct in-depth interviews with the believe that these managers have sufficient
experience and expert knowledge to help me the exact diagnosis of the symptoms and
problems which I am researching.
With the in-depth interview method, I had to record the conversation during
12-20 minutes. I chose the suitable venue for the interviews: a coffee shop or at the
office and proceeded within 3 days from August 3rd to 6th, 2018. The results of these
interviews will be compiled into transcripts (Part VII. Supporting information).
Finally, based on the respondents’ answers which are recorded in the transcript, I
collect the critical coding and conduct to classify these into different categories. Last

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step I finalize the list of the questionnaire for quantitative research and do the survey
with our sampling in chosen places.
2.2.2 External qualitative research
Categories Critical Coding
1. Employee attitude and
skills
1.1. Non-flexible problem solving
1.2. Few employees lack soft skills
1.3. Respond slowly
1.4. Attitude is not good, not friendly when customer ask 1.6.
Unhappy to customer mistake
1.5. Don’t understand customer’s feeling
2. Facilities 2.1. Old facility, not consistent among new and old cinemas
3. Food and Beverage 3.1. Confused with combo options
3.2. Does not clarify the price or the size
4. Promotion programs 4.1. Few promotion programs make confusing
4.2. Lack of information about promotion programs
4.3. Should communicating promotion program widely
5. Booking online 5.1. Automatic ticket machine broken
5.2. Problem of connection among booking page and payment page
6. Others 6.1. Customer service quality not consistent
6.2 Provide special products to all cinemas
6.3. Should reduce price
Table 2: Summary of external finding issues by categories
Based on the report of customer service department about customer’s
complains and CGV’s services, there are five critical objects which effect on
customer’s satisfy are employee attitude, promotion programs, online booking service,
food and drink, and facilities. In order to understand deeply customer’s feeling about
these objects, an in-depth interview has been conducted in form of structured
interview.
As a result of the interview, it is found a number of reasons that customers are
not satisfied with the quality of CGV services based on 5 main issues that customers
are most concerned about. It will begin with non-human factors such as the ticketing
system. The customers feel very inconvenient when the system of CGV error during

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the booking process. After the booking and choosing the F&B products on CGV
website or mobile application, it will be transferred to the payment step, but at this
step, after entering the information for the payment, there is no booking number sent
to customers while the system still charged money of customer. At that time,
customers contacted the customer service center, they were informed that their
transaction was unsuccessful due to the disconnection between the payment system
and the ticket booking system, so CGV would proceed reimbursement for them.
However, according to the regulations of the banks, the time to refund for payment
made by domestic cards (ATM) from 3 to 7 days and international payment cards
(Visa/Master) from 30 to 45 days which is the main reason that customers feel
dissatisfied about CGV's booking system. In addition, CGV has also implemented
some automatic ticket machines in some cinemas, however, when customers
experiencing this service, they sometimes faced with problems which the machine
could not print out the ticket because the machine could not find the ticket code.
However, in the case of automatic ticket machines broken, the customers can still go
to the ticket counter to ask for tickets.
Beside the unsatisfactory about the quality of facilities that customers have
known the main reason for some cinemas had been operated long time ago, the issue
of F & B products are also discussed by the interviewees. They argue that CGV is
selling a lot of F & B products, however, the information about the products is not
widely showed to the customer while they can only see on advertising TV screens
with some of simple combos. It is simple but when choosing these products, the staff
consult to up the size or change the taste or add more products with different prices,
which make customers find it so difficult to make their choice. One thing to keep in
mind is that there are some cases when customers purchased original products,
however, they received up-selling did by staff without asking the customers. This also
relates to the staff's working skills, which are affected by the training that I will
analyze more clearly in below.
According to customers, having multiple promotions combined with other
brands not only bring more benefits to customers but also brings many troubles. The
customers feel that there are too many promotions which run at the same time
overlapping, so it is difficult for customers to gain information. This program has not

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ended while the others have started with the same terms & conditions such as the
program associated with Citibank Bank buy 2 tickets get 1 free CGV combo running
along with Shinhanbank program that buy 1 ticket get 1 ticket free.
2.2.3 Internal qualitative research
Categories Critical Coding
1. Employee attitude and
skills
1.1. Lack of training for new staffs
1.2. Working spirit fall
1.3. High pressure working environment
1.4. Lack of motivation
1.5. Lack of benefit
1.6. Low Salary
1.7. HR policies is not support for staffs
2. Facilities 2.1. Old facility, not consistent among new and old cinemas (2
respondent)
2.2. Lack of renovation and maintenance because of high cost (3
respondent)
3. Food and Beverage 3.1. Too many options make customer confused (2 respondents)
3.2. Lack of information about Concession product (1 respondents)
3.3. Unclear price among up-selling combo and original combo
4. Promotion programs 4.1. There are many promotion programs (2 respondent)
4.2. Non-selective of 3rd
party cooperation programs.
5. Booking online 5.1. Problem of connection among booking page and payment page
(3 respondent)
5.2. Lack of collaboration between CGV & partner
Table 2: Summary of internal finding issues by categories
In addition to interviewing regular CGV's customers to find out the cause of
high complaint. An internal short interview with Operation Manager and three
Regional Cinema Managers including Mekong, South East and South West regions
were also held to find out more about internal causes. The issue that these four
managers are particularly concerned about is the customer service attitude of the
staffs. Most of their comments concur that the degradation of facilities is dependent on
the budget of investment. About one-fifth of cinemas have been operated for more
than 10 years, therefore, the facilities of these cinemas have deteriorated. However,

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the cost of maintenance and renovation is quite high, so overcoming the problem of
facilities is also a difficult problem to solve for a long time, It not only need
concentrate financial resources but also need a specific plan in long term. According
to the information provided by Operation Manager, CGV is also planning to renovate
these cinemas in the future, so the facility issue may also could be ignored.
As for the food and beverage issues, the opinions of the managers also answer
that CGV is currently implementing a diversification of product categories to open a
wide range of customers. Thus, there are many types of combo menus that are
applying as a result. It leads to the fact that the more options which CGV provide for
customers, the more information they have to receive, especially in the up-selling
products in Concession. Managers described that with a simple original combo,
customers have more six choices for up-selling with six different prices and CGV is
currently selling around 5 original combos. As a result, if you are not a frequent
customer of CGV's concession products, 30 options with 30 different prices will make
you get in confusing. However, if the staff has good consulting skills and also CGV
can develop an information system that clearly explains the options, managers all
believe the problem can be solved in a short time.
Similarly, the promotions are also being implemented by CGV in order to bring
many benefits to customers. However, the coordination with too many partners such
as banks, payment applications, etc. without good selection of the applying conditions
leads to overlap. It does not only confuse the customer but also the CGV staff who are
not well informed by the management team. Therefore, they are not able to provide
accurate consultation to the customer. As a result, when customers receive wrong
information from staff and do not have an official channel to look up information, the
feeling of dissatisfaction about the promotion programs is obvious. With the question
of how to deal with this problem, the managers also said that CGV is developing the
information system on the website as well as the mobile phone application so that
customers can look up information similar to the way solving the lack of information
on concession products as mentioned in above.
Accordingly to managers, the main reasons of booking system often get in
error is come from poor connection between CGV booking page and payment page of
3rd
party; and also come the automatic ticket machine sometime get broken. However,

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the booking ticket online system is being upgraded and monitored by CGV to enhance
the quality of connection to avoid complaining in the future. The issue come from the
auto ticket machine broken related to maintenance issue similarly with the facility
mentioned above. It happens often because of the lack of maintenance that the main
reason also comes from the high cost of regular maintenance. In addition, automatic
ticket machines have been launched three years ago so this the beginning of
degradation is seeable.
It can be seen that, Among the factors that customers complain about, the
service attitude of employees seems to be the most important, which is the decisive
factor for CGV's overall service quality. However, the number of cases that customers
complaints about the qualification of staff has been increasing dramatically. To
explain for this, managers analyzed that the cause comes from the lack of skills
needed to serve the customer. They also provide specific examples, such as when
customers make requests for employees, response process was done slowly or rigidly
because staffs are not confident of process knowledge. In addition, staffs are the
representative of CGV, to satisfy the customer, staffs should bring the customer the
friendly and welcome feeling. However, it is the thing is missing in some CGV
employees. Due to the fact that personnel policy is totally dependent on the CJ group,
CGV cannot develop a suitable human resource policy for Vietnam which leads to
creating high working pressures, lack of benefit, uncompetitive salary and
unsuitability staff evaluation system.
As a result, from the information obtained after the interview with the
managers, we can see that the problems are directly affecting the service quality at
CGV, especially the human resource and training staff. However, through qualitative
research, it is not yet known whether the underlying causes or the consequences of
these problems could affect to the company performance, therefore, further exploring
through quantitative research to identify the potential problem is a necessity.

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2.3Updated cause & effect maps
Figure 4 - Updated cause and effect map
According to Goodman(6)
, the three main causes of customer dissatisfaction
lead to complaints are individual employee caused, company or retailer product and
process caused. Customer dissatisfaction because of employees or products causes, the
qualitative research above showed as well as a research of Bell(7)
studied. In addition,
it is possible to see the process as one of the factors that may make customers
dissatisfaction with the quality of service that a business supply. Customer evaluates
the complaint processing process of a business through the manner in which it handles
complaints(8)
. Therefore, if a complaint handling process is not really clear and
flexible, the ratio of complaints from customers may increase.
The reason for bad employee attitude also comes from the employee's
perception of the situation as he or she facing(9)
. A Broadbent(10)
research pointed that,
due to limited capacity, a person must process information selectively and thus, when
presented with information from two different channels, an individual's process of
sensing what he or she believes to be the best fit. However, defensive perception
creates a barrier within the limits of external stimuli that go through the cognitive
process when it is not consistent with one's beliefs, attitudes, motivations, etc.
Therefore when an individual limit the processing of external stimuli by choosing to
explain what he or she sees based on beliefs, experiences, or attitudes that may lead to

19
the wrong decision due to lack of solving problem skill. In a simpler way to explain,
an employee who is lacking in skills will have poor awareness and will cause
customer dissatisfaction.
In order to have a good quality of service, enterprises must ensure that 6
criteria are well implemented such as attitudes and behavior; professionalism and
skills; accessibility and flexibility; reliability and trustworthiness; recovery; reputation
and credibility(11)
. In addition, an effective complaint handling process can have a
significant impact on customer retention rates, avoid the spread of crisis, and improve
bottom-line performance(12)
. Therefore, to create a customer complaint handling
process smoothly, CGV also needs well-trained staffs to perform this process
efficiently and flexibly in each case.
In addition, evaluations that do not match the reality of the ability also affect
the self-esteem of the employee and make the employee become unfriendly (11)
. In
fact, the CGV rating system mentioned above is highly dependent on the CJ group
policy, so the actual assessment of employee competence will not be possible with the
correct ratio. However, it can still be acceptable according to managers.
2.4Potential central problem – Final Cause & Effects map
Figure 5 – Final cause-effect map

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For variables which researched in the preceding sections, non-human factors
such as booking ticket systems, facilities, promotion programs or food and beverage
can be addressed depending on the company financial situation, the change in policies,
strategies or customer guidance as suggested by the managers. It can be seen, the
human factor is the decisive factor need to solve base on the management view.
Main causes which customers complain about employee service attitude are
unfriendly staff, slow in response to customer requests, lack of necessary service skills
and not flexible in handling complaints. All these causes, as managers have reflected,
are due to the fact that staff at the cinemas are missing training courses to be coached
the skills needed in the service industry. It can be seen that the lack of training is a
potential problem need to solve to improve the staff qualification at CGV thereby
enhancing the image and quality of service at CGV.
Training influences the performance of employees on a regular basis, leading to
a reduction in the overall performance of the organization. There are many companies
want to build a high-performance workforce, however, in order to implement, the
company has to have good training courses to make their employee more ability to
become a member in a high-performance workforce. Moreover, when each employee
cannot achieve their goals, of course, the goals of the organization will not be
achieved. Therefore, CGV's lack of training not only affects the percentage of
customers complaining but also directly affects the company's performance.
Implementation of a performance measurement system will involve the entire
company at every level(13)
. In seeking the problems associated with the
implementation, it has been researched that the appraisal system is only deployed
training at the management level. The objectives of the teams, departments or
moreover, the goals of the company have been decided by the heads while the
employees are only allocated these criteria to input to the evaluation system.
Furthermore, these goals are not yet defined clearly while using the overall goal of the
team or department to assess individually.
For a clear analysis, I base on the information provided by the regional
managers, which stems from the change of the management system in June 2017,
leads to employees needing the training to adapt with the new system to change the
operation. However, a series of standard operating processes (SOP) have not been

21
changed to fit the new system, so employees might find them hard to work with out of
date processes. In addition, the training content has not caught up with the change of
the system upgrading and the lack of training content required more practical skills. In
fact, University still has training programs, but these programs are theoretical contents
so when applying to reality, there are still many shortcomings. Regional managers
said that employees are in desperate need of a training program that can help them
catch up quickly, a program that requires learners after attending training can work
well.
On the other hand, CGV's turn over rate is quite high at over 90% for part-time
employees and over 40% for full-time employees in 1 year, so the workforce is not
stable. For more specific, the personnel is constantly going in and out, but the training
programs have not met the actual needs to help new employees have the knowledge
and skills to work effectively. The lack of training programs also causes the opposite
effect of turn over rate because if employees are not well trained, they will feel the
company does not support to be able to work well at the company.
The potential problem is easily seen originating from many main reasons is a
lack of training. Many reasons cause to lack of training and lack of training are also
causes of a variety of other problems. According to Mr. Park Hye Sung, the lack of
training for employees leads to employees feeling unconnected with the company, a
very important factor in the aim of employee engagement in human resource
management. It is a reduction in the spirit of doing the work of employees when they
feel "lost", lack of support from the company, which leads to their working attitude
also becomes worse, unfriendly when approaching customers. Moreover, the lack of
training leads to a range of other factors such as employees will not be equipped with
soft skills to be able to take good customer care, which will make them lack flexibility
in how to handle problems, which makes customers feel the problem-solving process
is unprofessional.
With the reasons analyzed, when employees are not trained to have good skills
and knowledge, the company cannot get a high-performance workforce, which all
companies are looking forward to having. And with an inefficient workforce, it is
difficult for the company to have a good performance to achieve the goals that it has
set.

22
III. Problem justification
3.1 Problem definition
Training is one of the methods to increase the competitive advantage for
enterprises(14)
, in particular, CGV with competitive advantages is the quality of its
services. Training is defined as a coaching and guiding process in an effort supposes a
better attitude in employees(15)
or deliberate intervention to make an individual or
organization a better person or authority(16)
. It also identified as a planned learning
experience designed to bring about permanent change in an individual's knowledge or
skills(17)
. More specific, training refers to the teaching of practical skills, occupations
or knowledge related to a specific field, so that people can learn to master the
knowledge, skills and occupations in a systematic way and prepares for the trainee to
adapt to life and the ability to take on a certain job. Training concept usually means
narrower than the education concept, often training refers to the later stage, when a
person has reached a certain age, have a certain level. There are many types of
training: basic training and intensive training, professional training and vocational
training, re-training, distance training, self-training.
At CGV, training is also one of the mandatory processes that an employee who
starts working at CGV must attend to gain knowledge of the company's works and
culture as well as processes and other regulations. This process has been defined as
the most effective way to help employees quickly integrate into the company
environment as well as embark on the most productive tasks.
3.2 Problem existence
In this survey, I did the qualitative data collection methods in advance to get
perspectives of customers as well as managers about CGV service and identify them
into the category. Then, I conduct with the quantitative and use non-probability
sampling technique with structured data collection instruments to create list of
questionnaires. Findings of this method are usually easy to measure, summarize,
compare and generalize. Besides choosing the sample, I used the convenience
sampling (also known as availability sampling) is a specific type of non-probability
sampling method that relies on data collection from CGV employees who are
conveniently available to participate in study which can be applied by asking

23
randomly employee at the CGV cinemas. As a result, I can collect easily data from
these employees for the research.
My finding from qualitative research will be transferred and measured by
quantitative research. It helps me find out the accurate problem about the problem
existence. Questionnaires will be designed to total around 15 questions and separated
into 3 parts: filter questions, demographic and main questions. With filter question, I
easily check customer‘s answers is reliable or not. Next step, I do the demographic
question to get their information about their age, marriage status, and so on. The last
part of my questionnaire is the nucleus, I develop the remark question to verify the
answers then the respondents can move to the next step if the last answer exists. In
this research, I used the verbal rating scale for each question (from strongly agree to
strongly disagree). It takes 10-15 minutes to complete the survey by offline at ticket
box of CGV. In addition, the type of questionnaire is self-completion. I choose this
kind because of some below advantages:
 Simple and Inexpensive
 Customer in Control
 Avoids Bias
With the question of whether the company provided enough training for
employees, 50% employee disagreed, 11% of them strongly disagreed, indicating that
employees were feeling inadequate in training that could help them to increase their
knowledge and skills to match the job requirement. It is shown that CGV is lacking in
focus for training. In addition, a total of 28% employees responded that the training
courses that CGV has organized are not consistent with what they are expected. So,
the training is not only just enough but also must be true to the actual employees
demand are needed.
Based on interview information from the executives, CGV's current training
program for the new employee of the upcoming cinemas is still unreasonable,
especially cinemas in the provinces where are not HCMC or Hanoi. Specifically,
according to the current process, a newcomer employee will be trained at CGV
University campus (located in HCM and Ha Noi) within one week by theoretical
content. After that, he/she will be assigned to one of the cinemas for being coached in

24
three weeks practically and then to take over their new upcoming cinema for opening
preparation. With a training process designed like this, an employee will have to learn
too much theory in the first week without practice, it leads to knowledge that is not
immediately applicable will be difficult to comprehend. Subsequently, when they are
divided into rehearsal clusters, they will be coached by current employees of cinemas.
It could be a great risk that if the facilitators is a qualified person with a wide range of
knowledge and experience working in accordance with the standard procedures, the
learners will acquire the correctness of the implementation. Whereas, if the quality of
the facilitators have problematics, for example, the wrong mindset or not working
follow the standard procedure, etc. It will lead the trainee to learn and follow the
wrong things.
In fact, new employees, after participating in the current training process and
starting to operate their cinemas, might find it hard to operate the cinema effectively
and smoothly. The training time is too short, the training contents are not standardized
and training cannot provide what the participants really need in their work leads to
trainee feel seem acquired nothing after training. In addition, the cost of training is
really high, especially in theaters located in areas where there has been no CGV
cinema before. Local employees who are recruited will have to travel to major cities
where the University - CGV training center and big cinemas located, which costs
plenty of transportation and business trip per diem. To be more specific, a typical
CGV cinema will consist of at least 7 full-time employees and about 25-30 part-time
employees, therefore, training cost for around 37 people during one month of city life
is a wasteful issue that needs to be concerned. In addition, efforts are not as effective
as expected because the conditions of cinemas located in big cities are different
compared with cinemas in the provinces where the staff is actually working.
3.3 Problem importance
When dissatisfied, customers have the option of exiting (e.g., going to a
competitor) or voicing their complaints in an attempt to receive retribution. An
increase in overall customer satisfaction should decrease the incidence of complaints,
increased overall customer satisfaction should also increase customer loyalty(18)
.
Therefore, if the customer complaint ratio is increasing, CGV could face the fact that
the customer will leave the brand and as the result in a serious decline in revenue. In

25
addition, the quality of service is one of the competitive advantages of CGV in the
market, if the lack of training is not resolved thoroughly, CGV may be to lose this
competitive advantage.
Beside employees have to be trained, the content of training course have its
importance to reach the effectiveness. Training effectiveness usually is determined by
assessing some combination of the criteria such as four levels of training outcomes:
trainees' reactions to the program content and training process (reaction); knowledge
or skill acquisition (learning); behavior change (behavior); and improvements in
tangible individual or organizational outcomes such as turnover, accidents, or
productivity (results)(19)
. Therefore, if the training contents of CGV is not completed
perfectly, of course, the implementation of training courses will encounter many
difficulties and affect the acquisition of knowledge, change the behavior of
employees.
If staff not performing well, of course, they need the training to improve. The
underlying assumption, rarely verified, is that the reason for any problems with the
performance of employees is that they do not know something they should know or
they lack some skills they should have. Certainly, an employee who lacks essential
job-related knowledge or skill probably is not a high-performing employee. But this is
not the only, or even the most likely, the reason he or she might not be performing
well. Lack of knowledge or skill is one of these factors, although it is the only one that
training can address (20)
.
IV.Causes analysis
As analyzed above, the reasons for increasing customer complaints in CGV
cinemas come from five main causes: Employee attitude and skills; Facilities; Food
and Beverage; Promotion programs; Online booking. For facilities cause, CGV is also
planning to improve it in the near future as an investment to renovate cinemas which
have been operated for 5 years or more. The implementation of this renovation is also
in charge by the project department, so as employees of the operation department, we
only play a role to reflect on the quality of the facilities and follow the renovation
progress. The cause that customers complain about the quality of facilities depends on
the financial situation of the company as well as the implementation by the project
department, so it will be ignored in this paper. Similarly, for the online booking

26
system cause, the IT department is taking the main responsibility to manage this
system. According to the share from the regional managers during the interview, they
also raised this issue to the IT department and received feedback that IT team will
research and invest more in infrastructure to upgrade the online booking system,
especially during peak periods. Therefore, improving the online booking system is
also not under the authority of the operation department, it also needs to terminate for
final cause-effect map.
With customers complaining about promotions, as mentioned above, the
promotions are also being implemented by CGV in order to bring many benefits to
customers. However, the coordination with too many partners such as banks, payment
applications, etc. without good selection of the applying conditions leads to overlap. It
does not only confuse the customer but also the CGV staff who are not well informed
by the management team. Therefore, they are not able to provide accurate consultation
to the customer. As a result, when customers receive wrong information from staff
and do not have an official channel to look up information, the feeling of
dissatisfaction about the promotion programs is obvious. This reason also comes from
the fact that employees do not have the skills to receive good information and the
process conveys promotion information from Head office to cinemas is not really
perfect. According to the reflection from Operation manager through the interview,
the promotion information is usually sent to cinemas managers via email with the
guidelines, but the lack of inspection that the information received by the recipient
correct or not. Therefore, there is a need to have a part as an intermediary to receive
information from departments with promotions such as Cinema Marketing, Film
Distribution, Group Sales, etc. and send information to theaters, and then receive
feedback from questions to clarify the program's terms and mechanics. However, in
order to set up this process with the role of the operating team, we will collect the
information and must rely on support from the relevant departments, especially the
Internal Control department, who will modify the transfer process to theaters, thus, in
this thesis, I will not mention promotions cause anymore.
As for the food and beverage issues, the opinions of the managers also answer
that CGV is currently implementing a diversification of product categories to open a
wide range of customers. Thus, there are many types of combo menus that are

27
applying as a result. It leads to the fact that the more options which CGV provide for
customers, the more information they have to receive, especially in the up-selling
products in Concession. Managers described that with a simple original combo,
customers have more six choices for up-selling with six different prices and CGV is
currently selling around 5 original combos. As a result, if you are not a frequent
customer of CGV's concession products, 30 options with 30 different prices will make
you get in confusing. However, if the staff has good consulting skills and also CGV
can develop an information system that clearly explains the options, managers all
believe the problem can be solved in a short time. The point that customer complain
about food and beverage products is they are not provided full information which can
be solved by training for staffs.
It can be seen that if staff training is focused by CGV company, it can solve a
number of issues such as upgrading the grievance solving processes also equipping
staff with the skills needed for the jobs to provide for customers a good service
experience. Moreover, the training also creates motivation for employees(19)
, helping
them to feel respected by the company to develop themselves, to take full advantage
of their abilities so that they understand their importance with the company so they
can change their thoughts, actions, and attitude to become better.
Currently, the training programs for CGV is rather poor. As mentioned above,
CGV training department named CGV University which in collaboration with the
human resources department, is responsible for planning and designing training
programs and training content for new staff. However, in fact, these programs are still
incomplete, especially after CGV upgrading its management system from June 2017.
The upgrade of the management system has made all the operation processes changing
requires knowledge content that the training program must change accordingly. In
addition, the CGV is missing crucial information channels, where training materials,
guidelines, procedures, etc. were attached, so that new employees after training can be
reached in case need to supplement or revisit the knowledge that is needed.
In addition, the maintaining of human resources is also important in order to
ensure the quality of service. However, CGV's manpower turn-over rate is quite high
while reaching around 24%. It leads to the unstable workforce which makes training
difficult. For example, the University's trainers, who are required really experienced in

28
cinema operation to design training programs, make the training contents but they are
also newcomers, the most experienced member in University team has been working
at CGV for only 8 months. Or in cinemas, there are many cases where former
employees who have real ability left the job while not recruiting new employees, so
the on-job training process or transfer of work between old and new employees seem
not to be done either. “Ideally, job-skills, as well as safety and health, training should
occur before the time of hiring and continue while working on the job site”.(21)
.
However, The failure to maintain a steady of human resources while the newcomers
continued joining to make it difficult for the University to gather new staffs to carry
out the training courses, especially in the provinces which far away. So the training for
new employees is handed over to the management team of the cinema in the form of
on-job training. As a result, when employees join in CGV, sometimes they are not
trained properly with standards, they just only follow what the current employees do.
V. Alternative solutions & Implementation plan
For many causes as mentioned above, there are many solutions to tackle the
lack of training problem at CJ CGV Vietnam company. Based on the solutions found
when researching the literature and the actual situation of the company, I have found
solutions that I believe they are appropriate and applicable to the CJ CGV Viet Nam
company.
5.1 Apply compulsory practical coaching for trainers at cinemas – Train the
trainer solutions
As mentioned above, the lack of training comes from a variety of reasons,
including the reality that CJ CGV Viet Nam is having poor training contents and is
lacking in effective training methods. If CGV includes the wrong or unnecessary
content or fail to teach the appropriate content, the quality of the training is
compromised and any potential impact on job performance is lessened. Ideally, CJ
CGV VIET NAM should design training content based on a careful task analysis
once it determines that a performance problem is most likely the result of a knowledge
or skill deficiency (20)
. University team members will understand the job requirements
of each job position so that they can know employees are required what knowledge
and skills to be able to design the appropriate training program. To do this, University
team members must be the ones who research the detail job of the cinema staff by

29
going to the cinemas and experiencing the daily work of the staff here. Because most
trainers are not graduates of programs specifically designed to train the trainers(22)
.
Most beginning trainers are not graduates of programs specifically designed to train
trainers. To understand operation at cinemas, they need to observe an experienced
trainer teach the course while they are preparing to deliver it and then attempt to teach
it to other employees in a manner similar to what they observed.
Therefore, University team members will perform daily operations as an
employee of a cinema under the direction of an experienced Cinema Manager. As a
result, they will have an accurate analysis of what knowledge and skills needed for
each position. In addition, they will carry out work processes and find out if work
processes are really consistent for employees to make improvements that simplify
work for employees. Besides learning as a staff at cinemas to improve the training
content and make reasonable modifications to the standard operation process (SOP),
the trainers of University also could develop themselves while training on the job at
cinemas. Based on the opinions of the managers, the University's trainers find their
difficult to understand the operation of the cinemas because cinema is one of the most
distinctive forms of business. Nearly all University trainers are recruited from the
outside so it is important to create the opportunity for them to understand that the
working environment in movie theaters is the only way to solve the problem. In other
words, University trainers who want to train others must be the best trained (23)
. A
two-month period is recommended for University staff to have on the job training in
cinemas as this is also the probation time.
Furthermore, the cost of this solution is almost nonexistent when University
employees still go to work as a regular day, instead of having to work in the office
with theoretical learning they will be coached by direct practical at cinemas. In
addition to free of cost, trainers of the University will better understand the positions
and mindset of the staff at the cinema and also can observe the method by which
experienced trainers delivery the training content. This will help to find a suitable
approach to the various objects who will the trainee later. Each learner will have a
psychological understanding and different view on an issue(24)
. The selection of
instructional approaches depends on many criteria, including conditions of learning,
content, and characteristics of the participants(22)
. For example, a full-time employee

30
who will need an approach and teaching method completely different to a part-time
employee; or a floor supervisor will need to be instructed in a concise and less
macroscopic content than the position of assistant cinema manager; conversely, the
training method for manager positions requires broad and management with greater
vision.
Under the current plan, 3 training positions will be recruited by the CGV
company, comprising 2 positions in the Head Office and 1 position in Ha Noi Office
in early 2019. A coaching process will be implemented for new trainers (please see
details at part 6.5.3. Supporting information part) to help new member of University
team have the opportunity to learn the detail task of each position at a cinema. After
this training period, new members of the University will officially begin their work as
a trainer who will conduct training courses for new staffs of CGV. In addition, as
mentioned above, the trainers who want to have effective training, they have to
develop quality materials according to practical needs and in accordance with the
current work processes at CGV.
5.2 Conducting training course with external experts or professional
trainers.
Besides using trainers who are employees of CGV University, it is
recommended using external resources such as experts, professional trainers or well-
known speakers to conduct specialized training courses. The main participants in these
training sessions will be cinemas' employees as well as University's trainers. The
reason for using training experts is because they have a broader and deeper knowledge
better than the company's trainers, they may solve the problem in the different ways
base on a wide range of their knowledge & experience. Experts focus more on
recognizing signs that allow them to recall information blocks and have the ability to
integrate and connect knowledge better.(25)
. As a result, professionals will be able to
deliver more specialized content and be able to solve the problem of improving CGV
employees' skills. For example, an expert in customer service will transmit good
content about related-customer service contents such as customer care or after-sales
service, or give useful tips for implementing effective customer problems solving
process. Moreover, the invitation to professional experts to organize training courses

31
will create wide of training content which have high quality and increase the
attractiveness for participants.
In addition to the benefits of diversifying and increasing the quality of training
content or attracting learners, organizing training courses with experts is a great way
to help the company increase employee engagement which really crucial of HR
strategy(26)
. The benefits the company provides to its employees besides providing
them with a good compensation and benefits policy such as high salary or providing a
health care program; the training helps employees feel that company creates the
opportunities to develop themselves, improve their values by increasing their
knowledge and skills.
However, inviting experts to conduct training courses for employees makes the
company using a big cost which depends on the content or the level of participants
who involved in training. CGV Viet Nam should focus on providing training for
cinemas employees as well as University' trainers who will become future leaders or
trainers for next staff generation and part-time shift leaders. To implement this, SMEI
training center has been chosen for the proposal at a cost of 5,000,000 VND / full-time
employee and 2,500,000 VND/part-time staff who will attend the training course as
plan follow:
Agenda
No of
trainee
Participant Trainer Venue Time
Phase 1 Full-time training
Training full time Employee in HCM
Customer service
excellence
14 Cinema manager
SMEI
Trainers
CGV
University
HCM
10/06/2019 -
11/06/2019
19
Assistant/Acting
Cinema Manager
3
CGV University
Ho Chi Minh
trainers
Training full time Employee in Ha Noi
Customer service
excellence
12 Cinema manager
SMEI
Trainers
CGV
University Ha
Noi
13/06/2019 -
14/06/2019
11
Assistant/Acting
Cinema Manager
2
CGV University
Ha Noi trainers
Phase 2 Part-time training
Training part-time staff in Ha Noi
Proactive
customer service
30
Part-time shift
Leader
SMEI
Trainers
University Ha
Noi
17/06/2019-
18/06/2019

32
Training part-time staff in HCM
Proactive
customer service
40
Part-time shift
Leader
SMEI
Trainers
University
HCM
20/06/2019 -
21/06/2019
Table 3 - Customer service training plan
Summer is an extremely important period for the cinema business model, so
the training plan is for full-time employees as well as part-time staff which conducted
before summer is reasonable because the staff will be equipped with the knowledge
and skills necessary to apply in practice for the cinema during the period of serving
the largest number of customers in the year, accounting for about 30- 40% of the total.
As a result, two in-depth customer care skills programs will be offered to those with
the detailed contents (covered in supporting information 6.5) and a cost as bellow
No Description Price Amount Unit
Total
(VND)
Note
1
Customer service
excellence
5,000,000 61 person 305,000,000
2
Proactive
customer service
2,500,000 70 person 175,000,000
2
Stationery (paper,
flipchart,
markers)
500,000 8 days 4,000,000
3
Classroom
activities
1,000,000 8 days 8,000,000
4 Printing materials 200,000 131 person 26,200,000
6
Trainer
allowance (Ha
Noi trip)
15,000,000 1 set 15,000,000
Including flight
ticket, perdiem
and hotel
GRAND TOTAL 533,200,000
Table 4 – Estimated cost of customer service training
5.3 Establish Task Force Training Team
As discussed above, CGV's training programs for cinema staff are tend toward
theoretical, new staffs have fewer opportunities in practicing but they have started
working To solve this, an idea of establishing a team that supports training with a
background in work knowledge and high skills is called the training task force team
considered as a viable option. “In the high-tech, fast-growth environment, “ad
hocracy” through teams or task forces is a standard operating procedure’’(27)
, a team of
veteran employees who have good experience and knowledge will make the training
more effective. In the new work culture, we often establish task force teams that cross
conventional lines in organizations. Furthermore, the make-up of such problem-

33
solving groups usually cuts across status ranks and organizational levels. The concern
is to gather personnel with the expertise and diversity to provide a variety of
perspectives, such as from marketing, manufacturing and management backgrounds or
disciplines. This is when team building is most essential for the maximum
contribution of each member’s potential towards group tasks and goals. Task force
team is a small group, usually four to twelve people, that brings together a specific set
of skills to accomplish a short-term task. It may be called a "project team" or a
"working group". Individuals are selected for their expertise, their history in the
organization, and their interest in the project(28)
.
A proposal requires the establishment of a task force team (TFT) for each
region including North East, North West, Central, South East, South West, and the
Mekong with role and responsibility as:
- Training and coaching new team members as well as current staff soft skills
and knowledge by on the job training one to one method to perform their
job well.
- Support management team set up new cinema in CGV to make sure all
standards and procedures are in place.
- Build the cinema management team who are able to run the operation
smoothly and effectively.
CRITERIA CURRENT SITUATION -
WITHOUT TFT
PROPOSAL - WITH TFT
Training
time/
duration
- New external FTs & PTs are lacking
of time for training ( PT: < 2 weeks
& FT: < 3 weeks)
- University can only take one session
at a time (theory part: in which PT:
02 days & FT: 07 days)
- New external FTs & PTs could be
train about theory and practical in
well process and gotten enough
information and skills.
- TFT will spend maximum 2 months
for a site opening project. It will be
enough for transferring knowledge
and practical experiences to new
site management team
Cost - High cost for gathering all FTs &
PTs staffs in a training at nearby
cities (~ 288 million/ site)
- Low investment, more return (173,4
million/ site) – Please refer the
appendix of cost comparison

34
Trainer/
Training
Tools/
Materials
- Trainers (site supervisors/
managers) are almost not qualified
of training skills
- University has limited number of
members to go along many sites,
also all training sessions
- Training materials are still in less
practical elements
- TFT members would be trained by
University and co-facilitators
- TFT members will conduct
trainings at sites during the
project time
- Training materials can be conducted
in better requirements
Tracking,
follow up &
evaluation
- Hands out and proper users cannot
be tracked well
- Lack of “following up quality of
performance” evaluation & “after
training” evaluation
- In short term (within 02 months),
the TFT could do training and
tracking at the same time, make
sure all in right process and
standard - Please refer the
ap5pendix of certification & follow
up process
Table 5 - Comparison between current and new process
Basically, the role of management team at a movie theater not also implement
routine operation including manage part-time staff but also take responsibility for five
specific tasks, including Programming (scheduling movie sessions), LAM (doing
Local Area Marketing), CS (maintaining and improving Customer Service),
Accounting (finance settlement), Concession (responsible for all F & B issues).
Therefore, to implement the TFT deployment plan for the cinemas, the structure of the
task force team should be:
Figure 6 - Task Force Team structure

35
They are required to be Floor Supervisor and above at cinema in each region.
This team will be directly reported to OM/ RCM. In project time, they will take full
responsibility for new site opening, whereas, in non-project period, they will support
for function training & management/ QA & QC according to the request or subject to
business requirements. The benefit of those involved in TFT is that they will be
retrained in knowledge and soft skills to improve themselves, furthermore, their
presence in the TFT team will be a big advantage for them in the process year-end
assessment to get promotion. In addition, if they want to stop working as a facilitator
in TFT, they will be given the priority to choose a cinema they want to work stably
with a higher position.
To pilot for this project, it will be selected to take part in the process of setting
up a TFT team in the South East region, where a cinema will be opened in Binh Phuoc
province without any CGV cinemas have existed before. If the pilot has its
effectiveness after the assessment process, it will be applied to the remaining areas as
mentioned above. More specifically, a notice will be sent to all employees who are
working as a member in the management team at seven cinemas in the Central region
for applying. Candidates will be interviewed by the Central Regional Cinema
Manager to select those who have the ability to work and have a good mindset. After
that, they will be retrained to consolidate their knowledge and begin the task of
supporting the CGV Binh Phuoc. To summarize, a schedule for implementing the
project would be
Project TFT of CGV Binh Phuoc
Project Manager: Mr. Vuong The Phong – South East RCM
Regional: South East
Opening day: 21-Jul-19
Today 5-Nov-18
No. TASKS PIC START
DURA
TION
(Days)
FINISH REMARK
TFT MASTER PLAN
1
Full-time in South East Area
apply for TFT positions
HR 20-May 4 24-May
Collaborate with University,
Operation Support
2 TFT member selection RCM 28-May 3 30-May
Collaborate with HR,
University
3 Re-training/Coaching TFT University 03-Jun 18 20-Jun Facilitators support

36
4 Opening preparation TFT 24-Jun 28 21-Jul
Collaboration with
Operation Support
5
Coaching new management
team on daily task
TFT 21-Jul 60 21-Sep University support
Table 6 - Project implementation schedule
In the steps above, the TFT re-training/coaching period is the most important
process as it acts as a standard for the training of new employees. Therefore, a specific
timetable for this process will be applied (please see at section 6.5.3 of Supporting
information part) within 3 weeks. During this time, TFT members will be
retrained/coached all of their workflow knowledge in the most standard way to
become quality facilitators who have the ability to in charge of on the job training for
new members of management as well as part-time staffs of new cinema.
VI.Supporting information
6.1 Interview guide
6.1.1 External interview guide
There are nine critical questions based on five above objects in the
questionnaire for an in-depth interview:
Q0: Could you tell me how often do you go to the cinema?
Q1: What is your overall feeling or your opinion about CGV’s service quality?
Q2: What do you think about the attitude of CGV’s service staff?
Q3: How do you feel about CGV’s food and beverage quality?
Q4: How do you feel about CGV’s promotion programs?
Q5: How do you feel about online booking service of CGV?
Q6: How do you feel about the infrastructure of CGV?
Q7: Do you have any idea to help CGV improve service quality to increase
customer’s satisfaction?
Q8: Could you rank the quality of cinema brand that you have used?
The first question (Q0) aimed to verify the quality of respondent because the
interview uses a convenient sampling method. Continuously, (Q1) is a warm-up
question which makes respondents express general opinions about CGV’s service
before going deeper into the next question from (Q2) to (Q6). These 5 questions focus
on 5 critical objects, based on the respondent’s answers, interviewers would expand
the interview’s content with some extra questions to find more information (which

37
was described in part VII – Supporting information -Summary of finding from
qualitative research). When the respondents finish 5 questions, the necessary
information should be found out, so (Q7) is used to summarize the information and
encourage respondents to give solutions based on their opinion. This is useful
information for CGV to consider when building solutions. Finally, (Q8) is used to
reconfirm and evaluate the value of CGV’s brand in comparison with rivals.
The result of the in-depth interview was described in the transcript and summary
in Appendix. By interview, there are some issues was found and summary by 6
categories which based on 4 critical objects in below table.
In above 6 categories, the issues in categories of facilities, booking online and
others could be ignored because they are individual opinions, such as issues 2.1, 2.2,
5.1, 6.3, or they are characteristic of industry (issues 6.1 and 6.2). Therefore, there are
three objects should be focused on are Employee attitude and skills, Food and
Beverage and Promotion programs. These objects will be measured by quantitative
research in next part to evaluate the influence level on customer’s satisfy.
External interview guide:
Questions Responses
Q0.1: (Introduction) How often do you go to CGV
cinemas?
Q0.2: (Introduction) What cinema(s) do you usually
visit?
Q0.3: (Introduction) What is your membership status?
Q1: What is your opinion about CGV’s service quality?
Q2: Which feature of CGV’s quality service that you
think is good? Or bad?
Q3: How do you compare CGV’s quality service to
other competitors?
Q4: What is your opinion about CGV’s employee
attitudes?
Q6: How do you compare CGV’s employee attitude to
other competitors?
Q7: What is your opinion about CGV’s facilities?
Q8: Which feature of CGV’s facilities that you think is
good? Or bad?

38
Q9: How do you compare CGV’s facilities to other
competitors?
Q10: What is your opinion about CGV’s food and
drinks?
Q11: Which feature of CGV’s food and drinks that you
Q12: How do you compare CGV’s food and drinks to
other competitors?
Q13: What is your opinion about CGV’s online
booking?
Q14: Which feature of CGV’s online booking that you
Q15: How do you compare CGV’s online booking to
other competitors?
Q16: What is your opinion about CGV’s promotion
programs?
Q17: Which feature of CGV’s promotion programs that
you think is good? Or bad?
Q18: How do you compare CGV’s promotion programs
to other competitors?
6.1.2 Internal interview guide
There are seven short questions addressed directly to ask about the issues that
customers are complaining.
Q0: Customer complaint are increasing and maintain a high ratio. What is your
opinion about this?
Q1: What do you think about the quality of CGV employee service?
Q2: How do you think the current promotion programs are making customer
confuse?
Q3: The online booking system has occurred problem, do you give me your
opinion about this?
Q4: How do you think about the reasonable food and beverage pricing?
Q5: How about the facilities quality of CGV cinemas?
Q6: What will you do to improve the service quality of CGV?
With the first question (Q0), managers will be asked a general opinion about
the increase in the percentage of complaining customers to have an internal overview

39
of symptom. Continuously, the next questions from (Q1) to (Q5) are also focused on
five key subjects, based on respondents' answers, the interviewer will expand the
interview with a number of questions similarly with the external depth interview. Ask
for additional information (which was described in part VII – Supporting information
-Summary of finding from qualitative research). Finally, (Q6) is used to get opinions
on solutions that can be applied to improve service quality.
Internal interview guide:
Questions Responses
Q0: (Introduction) What is your opinion about CGV’s
high complaint ratio?
Q1: What do you think about the quality of CGV
employee service?
Q2: What is the solution to improve employee
qualification?
Q3: How do you think the current promotion programs
are making customer confuse?
Q4: How to solve the confusion of promotion
programs for customer?
Q5: The online booking system has occurred problem,
do you give me your opinion about this?
Q6: How to improve the booking online system?
Q7: How do you think about the reasonable food and
beverage pricing?
Q8: Could you give me your opinions about the food
and beverage menus are making customers confuse or
dissatisfaction?
Q9: How do you assess facilities quality of CGV
cinemas?
Q10: What will you do to improve the facilities quality
of CGV?
Q10: Overall, which solution do you think that can
help improve CGV customer service quality?

40
6.2 Sumary of qualitative research
6.2.1 Summary of finding from external qualitative research
Q&A
(full Q&A)
Coding
(key answer)
Category
(<20, concept in theory)
Quote
(description of coding from answer)
Q0. Could you tell me how often do you go to the
cinema?
 NGA: I go to cinema every week because watching
film at CGV is very convenient because it is near
my office as well as have a lot of show time.
 HUONG: It is about 2-3 time / month or sometime
it is less
 MAI: Around 2 times/month, it is more frequency
when there are many blockbuster movies be shown.
+ Very convenient
+ A lot of show time
+ More frequency
“... CGV is very convenient because it
is near my office as well as have a lot
of show time.”
“about 2-3 time / month or sometime
it is less”
“it is more frequency when there are
many blockbuster movies be shown.’’
Q1: Could you tell me about your felling or your
opinion about CGV’s service quality?
 HUONG: I think CGV’s quality service is very
good about customer service. Online booking and
taking ticket is easy and customers can do by
themselves. I think CGV’s service quality is the best
in the cinemas I have watched at.
 MAI: I think the customer services of CGV are very
good; facility is better than the other cinemas; staff
are professional, dynamic and friendly especially in
Thao Dien Mall. But on the other hand, there is
some problem with some cinemas.
 NGA: To be honest, generally, I appreciate CGV is
a good cinema in VN. I feel quite satisfied. I mean
whenever I want to go to see a movie, CGV is my
priority. Both staff attitude and quality inside the
cinema are good. However, there is only thing I
don’t like that is CGV shows a lot of advertisement
before film. It often takes around 20 minute which
makes me feel boring so I always go late to avoid
+ OK
+ Very good
+ Online booking easy
+ service quality is the
best
+ Very good
+ Very good
+ Professional
+ Good
+ Young, dynamic and
friendly employees
+ Service quality
management
+ Customer Service
quality
+ Promotion Package
“I think CGV’s quality service is very
good about customer service”
“I think CGV’s quality service is very
good ”
“…customer services of CGV are
very good in general. The cinemas are
very professional.”
“…customer services of CGV are
very good; employees are young,
dynamic and friendly”
“I think the customer service of CGV
are very good”
“there are some problems with some
cinemas”
“... I appreciate CGV is a good
cinema in VN...”
“... Both staff attitude and quality
inside the cinema are good.”
“... CGV shows a lot of advertisement
before film...”

41
this. I know this is a part of your business but it is
too long although have a lot of interesting
advertisement.
Another thing I want to mention is promotion
packages for loyal customers. It is very interesting for
us such as free ticket on Birthday or on random days as
well. However, there is one thing that makes me
disappointed. CGV always offers standard packages
for different kind of level of customer as general
member, VIP or VVIP. For instance, if last year you
were a VIP customer and you spent 10 million VND to
CGV. In this year, if you cannot maintain total money
spending as last year and under that money, CGV will
back your level from VIP to Standard customer. This
makes VIP customer like me feel unhappy.
+Very good
+ Better than others
+ Professional,
dynamic and friendly
+ Problem
+ Good cinema in VN
+ Staff attitude and
quality inside the
cinema are good
+ Shows a lot of
advertisement before
film
it is too long
“... it is too long although have a lot
of interesting advertisement.”
“... CGV always offers standard
packages for different kind of level of
customer...”
“... This makes VIP customer like me
feel unhappy.”
“...customer service of CGV is under
my expectation.”
“...they are not willing to answers and
their attitude is not good, not
friendly.”
“...with staffs at Office Box.”
“...their attitude is lack of
enthusiasm.’
“... I appreciate CGV is a good
cinema in VN...”
think is OK?
 HUONG: I think CGV’s service quality is very
good, they focus on customer demand. Firstly, they
provide many different type of seat and customer
could choose suitable type for demand such as
private seat for couple, normal seat for group of
customer, special seat for more experience of
customers. CGV also give many promotion program
to attract customer. However, the price of CGV‘s
ticket is higher than other brand. In my opinion,
Vietnamese prefer to service with average level of
price. CGV’s service quality is good, but if we
compare with Galaxy, their price is in average level
and quality of movie is also HD standard.
Therefore, I think people don’t use CGV’s service
cause by their high price. However, I know the
+ Professional and
polite staff
+Multiple choice of
products
+ Many promotion
program
+ High price
+ Places
+ Facilities
+ Employee attitude
+ Employee skills
+ Pricing strategy
+ Product strategy
+ Promotion strategy
“they provide many different type of
seat and customer could choose
suitable type for demand such as
private seat for couple, normal seat
for group of customer, special seat for
more experience of customers”
“However, the price of CGV‘s ticket
is higher than other brand”
“Service staff support me friendly and
happily”
“employees apply rules rigidly and
non-flexible to solve customer
problems”
“It is too rigid, employees make
regulations like a machine.

42
CGV’s customer segment is people whose income
are in higher average level.
 NGA: Service staff support me friendly and
happily. I usually book ticket online, then go to
cinema to take ticket.
 MAI: For example, employees apply rules rigidly
and non-flexible to solve customer problems. I have
ever encountered with this is when I go to a cinema
with my younger sisters. According to the
regulation, the customer must prove age to be
eligible for benefits of the U22 promotion which
apply for under 22 years old customers. My younger
sisters are quite small, around 10-15 years old,
surely under the age of 22 and can see by normal
eyes. However, CGV staffs still ask for personal
identification or student card to prove that they are
under the age of 22. It is too rigid, employees make
regulations like a machine.
+ Focus on higher
average income
+ Friendly and funny
staff
+ Online booking is
convenience
+ Non-flexible
problem solving
+ Employee skill
Q2.1: Because you told me CGV is your priority. So
do you usually go to another cinema and which are the
differences between CGV and other cinema?
 NGA: To be honest, there is NO because although
CGV is always crowed but the space outside or
inside are great. It makes me feel comfortable, even
small cinema. I also like the atmosphere of it.
+ The space outside or
inside are great
+ Facilities “... the space outside or inside are
great. It makes me feel
comfortable...”
Q3: What do you think about the attitude of CGV’s
service staff?
 HUONG: I see that CGV’s service staff is
professional. When I walk out from elevator, there
is a CGV’s staff wait and guide me to the booking
table. At booking table, the also introduce carefully
about the movie’s information, ask carefully my
requirement about movie, seat and drink or food.
+ Employee attitude
+ Employee skill
+ Employee empathy
“Service staff support me carefully”
“the employees are young and very
hard-working”
“few young employees lack soft skills
and they question customers too fast
or cross arms during ordering”
“I think they need to get more
welcoming and show better
+ Professional
+ Supportive
+ Young and hard-

43
They also ask more information about friends come
with to advise suitable products. Finish booking,
they also guide me to the room. I fell that I was
concerned carefully.
 NGA: Well, in general, the employee attitudes are
very welcoming and positive. Sometimes, in the
night shows, some employees may run around and
respond a bit slowly. But I don’t think that matters
to me much. When I enter the cinema, all
employees say Hello to me and the cashiers always
ask me with polite attitudes. I really like the
credibility of the CGV employees. Sometimes, I or
my friends lost some items like wallet or keychain
in the cinema. But the employees kept those and
returned to the front desk.
 MAI: Buying ticket is Ok, because I often buy
ticket online and It is Ok if I change that ticket at
Ticket Box. However, I have some question I want
to ask the staff at Box office, I feel they are not
willing to answers and their attitude is not good, not
friendly.
working employees
+ Few employees lack
soft skills
+ Question too fast
+ Cross arms during
ordering
+ Welcoming and
positive
+ Respond slowly
+ Say hello
+ Polite attitudes
+ Credibility
+ Buying ticket is OK
+ Attitude is not good,
not friendly when
customer ask
+ Employee skill
+ Employee attitude
interaction skills”
“the employee attitudes are very
welcoming and positive”
“some employees may run around and
respond a bit slowly”
“ all employees say Hello to me and
the cashiers always ask me with polite
attitudes”
“ really like the credibility of the
CGV employees”
friendly.”
Q3.1: Do you get any case that service staff have bad
attitude and make you unhappy?
 HUONG: Yes, I have a case. That time, I booked 5
ticket initially, then I add 1 more ticket. The service
staff express unhappy attitude and request me to
check again because there are many customers were
waiting behind. In this case, mistake is mine
because of changing, but if she used another way to
respond to me, I would have felt more comfortable.
 NGA: Only on the peak time, there are too many
customers so service rarely smile. I have not get any
issue with CGV’s service staff. I also empathy with
them, because there are too many customers they
+ Lack of information
about promotion
program
+ Unhappy to
customer mistake
+ Employee’s information
+ Employee’s Problem
solving skill
+ Employee attitude
+ Customer satisfaction
“I booked 5 ticket initially, then I add
1 more ticket. The service staff
express unhappy attitude and request
me to check again because there are
many customers were waiting behind”
“Only on the peak time, there are too
many customers so service rarely
smile”
“The answer go around ”
“The staff there did not do so, they
solve the problem more flexible ”
“ the staff refused and informed me
that the managers were all busy”

44
have to serve. It’s not effect to feeling and
experience of watching movie.
 MAI: I will go to talk directly with those staff. I
need them to explain clearly about the problems. If
the explanation is reasonable, I am happy to accept
it. However, the answer go around like this is the
rules, all cinemas are the same, etc. But when I go
to the other cinema, the staff there did not do so,
they solve the problem more flexible. And when I
asked to meet with the managers, the staff refused
and informed me that the managers were all busy. I
did not satisfy with how this is handled.
+ Rarely smile on peak
time
+ Answer go around
+ Other cinemas solve
problem more flexible
+ Refuse to inform
manager
+ Not satisfy
“I did not satisfy with how this is
handled.”
Q3.2: CGV receive many complains about bad attitude
of CGV’s service staff, what do you think about this
symptom?
 HUONG: These case is rarely. Truly, I have also the
case like that. It depend on characteristic. In that
case, I wanted to buy a drink, and I don’t want to
buy any else. However, the service staff see my
friends are waiting so she advice a combo with 2
coke and 1 popcorn. I have refused. If service staff
is an understood style, she will stop offering, but
she still offer with many reason and I felt to be
annoyed
 NGA: I think it depend on different cinema. I
usually watch movie at CGV AEON Mall Tan Phu
and I feel CGV’s service staffs is friendly.
However, CGV’s service staffs at Pandora and CT
Plaza rarely smile and not as happy as CGV AEON
Mall Tan Phu. I think that they may be tired.
+ Don’t understand
customer’s feeling
+ Annoying by advice
combo
+ Employee’s empathy
+ Employee attitude
+ Employee skill
“the service staff see my friends are
waiting so she advice a combo with 2
coke and 1 popcorn. I have refused. If
service staff is an understood style,
she will stop offering, but she still
offer with many reason and I felt to be
annoyed”
“CGV’s service staffs at Pandora and
CT Plaza rarely smile and not as
happy as CGV AEON Mall Tan Phu.
I think that they may be tired”
+ Unhappy and tired
face at some cinema
Q3.3: So, how to deal with this situation then you will
feel satisfied?
 MAI: Well, in this case, the staff should call the
managers. Because when the manager comes and
+ Customer belief “The manager comes and explain
+ Customer satisfaction even same answer with the staff, but
the customer is more believable and
they can accept the answer easily.”

45
explain even same answer with the staff, but the
customer is more believable and they can accept the
answer easily.
+ Satisfy
+ Believe in manager
Q3.4: When you have problem with this cinema, will
you go to that cinema to watch the movie next time?
 MAI: No, I will go to the other cinema but still
choose CGV brand. + Choose CGV brand
+ Customer Loyalty
Brand
“I will go to the other cinema but still
choose CGV brand.”
Q3.5: It mean you are evaluating the customer service
quality of CGV is not consistent to all cinemas?
 MAI: Yes, CGV should be review the customer
service to all cinemas.
+ Customer service
quality not consistent + Customer service
quality
“CGV should be review the customer
service to all cinemas.”
Q3.6: Because CGV has a lot of group of different
staff at different position so could you help me clear
more detail?
 HUONG: Generally, with staffs at Office Box,
when I want to ask them about promotion and how
to buy ticket
+ Staffs at Office Box
+ Uniform quality of
service
friendly.”
Q3.7: That means whenever you want to ask that
questions and because they are too busy so they don’t
have time to answers you and their attitude is not
happy, is it right?
 HUONG: yes, exactly. I can understand a little
because I know they work as customer service of
CGV. They have to meet a lot of customers per day
so maybe their attitude is lack of enthusiasm. + Attitude is lack of
enthusiasm.
+ Employee attitude “...their attitude is lack of
enthusiasm.’
Q3.8: So could you let me know CGV Pandora and
CGV Pearl, which one is better about Staff‘s attitude?
 HUONG: Staff‘s attitude at CGV Pearl is better.
+ Attitude at CGV
Pearl is better.
+ Uniform quality of
service “... attitude at CGV Pearl is better.”
Q3.9: Do you meet any trouble with other staffs at
other positions?

46
 HUONG: Not yet. But it is only about Staff at ticket
box. I mean CGV Pearl is Ok but I want to mention
about CGV Pandora.
+ Only about Staff at
ticket box
Q4: Assume that CGV’s staff have bad attitude with
you, what will you response with that attitude?
 NGA: If I have note pay for ticket, I will cancel and
leave the cinema. By contrast, I still watch movie
and I won’t not come back that cinema. I will
complain about the service staff’s attitude to
managers before I leave.
 HUONG: It depend on his attitude. I also
understand their feeling. If mistake is mine, similar
to previous case, I can empathy with him. Although
I also feel unhappy, it’s not effect to experience of
watching movie. However, if service staff have
worse attitude and effect to my emotion, I will
complain to help them improve their quality. I will
request to talk with manager and tell him about
service staff’s attitude to improve. I also send
complain letter or leave comment on website or
forum because I usually review movies on some
forums.
 MAI: I will complain directly to him about his bad
attitude. If he can listen and understand, I will
happy. If not, I will complain to CGV’s customer
service department.
+ Complain to
manager
+ Complain to
manager
+ Send complain letter
+ Leave comment on
forum
+ Complain to
manager
+ Customer’s complain
solving
“I will complain about the service
staff’s attitude to managers before I
leave”
“I will complain to help them improve
their quality. I will request to talk
with manager and tell him about
service staff’s attitude to improve. I
also send complain letter or leave
comment on website or forum
because I usually review movies on
some forums”
“I will complain to CGV’s customer
service department”
Q5: How do you feel about CGV’s promotion
programs?
 NGA: CGV have less promotion programs than
other brand. However I still choose CGV because
their quality of movie, screen and comfortable if
seat. I’m interesting with CGV’s personal
promotion programs. I think they have record the
behavior of customer such as date that you usually
go there, type of movies you watch frequently.
+ Few promotion
programs
+ Good personal
promotion programs
+ Promotion programs
+ Pricing strategy
+ Promotion strategy
“CGV have less promotion programs
than other brand”
“I’m interesting with CGV’s personal
promotion programs”
“I know some CGV’s promotion
programs that is very good such as
Vietnamese movie with price of VND
50,000”
“I think it’s OK. I have registered

47
Then, they give some personal promotion program
to customer. I think that they are concern VIP
customer well.
 HUONG: Truly, I prefer to watch movie at Galaxy
cinema so I don’t concern about CGV’s promotion
programs. However, I know some CGV’s
promotion programs that is very good such as
Vietnamese movie with price of VND 50,000. Their
service quality is good and the price is acceptable, I
think that is a good service from CGV.
 MAI: I am quite satisfied with the CGV promotions
because of the increasing benefits to customers,
especially the ticket price promotions. This makes it
easier for young and low-income customers like me
to approach the CGV.
+ Good promotion
program for VIP
members
+ Don’t care so much
+ Many promotion
programs
+ Special deals but not
inform
+ Customer satisfaction
+ Policies for CGV’s
members
CGV’s member and I have some good
promotion programs”
“However I still choose CGV because
their quality of movie, screen and
comfortable if seat”
“I only see promotion programs on
booking app, and I usually concern
about promotion programs for credit
card. About other promotion
programs, I don’t care so much.”
“CGV has many promotion programs
and they are quite attracting”
“it’s quite costly to maintain the VIP
status”
“they have more partnership
programs”
“I’m happy to be CGV customer”
“there are special deals but the cashier
does not inform us”
“I am quite satisfied ”
Q5.1: How many year are you VIP customer of CGV?
NGA: It is almost 3 years. So I always try to maintain
my old level – VIP in order to receive better promotion
packages
+ Maintain VIP level
to receive better
promotion packages
+ Promotion strategy “... maintain my old level – VIP in
order to receive better promotion
packages”
Q6: How do you fell about online booking service of
CGV?
 HUONG: In the first time I use booking online
service, I really annoy in the period of taking ticket
because I don’t know how to use the automatic
ticket machine and there isn’t service staff to guide
me. I have done follow the guide of machine but it
has some issues that time so I couldn’t take ticket. I
try to find a service staff for help but no one there.
Therefore, many customers who also booking
online is stuck and make a long line.
+ Lack of support
+ Automatic ticket
machine broken
+ Booking faster
+ Employee attitude
+ Facility
“In the first time I use booking online
service, I really annoy in the period of
taking ticket because I don’t know
how to use the automatic ticket
machine and there isn’t service staff
to guide me. I have done follow the
guide of machine but it has some
issues that time so I couldn’t take
ticket. I try to find a service staff for
help but no one there”
“rarely use online booking services”

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