Abdullah H.aldlaigan, And Francis A. Buttle (2002), “Systra-Sq: A New Measure Of Bank Service Quality” , International Journal Of Service Industry Management, Vol.13, No.4, Pp.362-381

TRUST (0.286) has the third highest standardized Beta coefficient, demonstrating that in the banking sector, customer trust plays a very important role in the development of banks. Customers only transact with banks when they feel safe and confident. In other words, they only "choose a face to entrust their gold" based on the necessary condition that the bank must have high safety and trust. In addition to the safety criterion, TRUST is also measured by assessments such as whether the bank performs services accurately, keeps customer information confidential, sends regular statements, and whether the bank is willing to listen to customer opinions. However, because this is almost a mandatory factor for all banks, the difference in customer assessment comes from the characteristics of how the bank performs.

 Respect commitments to customers

 Ensure accurate and fast service quality

Develop practical professional training courses both domestically and internationally to improve staff qualifications.

Incorporate customer satisfaction skills training into the curriculum of training courses

 Build a sustainable and distinct development strategy

Currently, most banks have not yet developed a retail banking service development strategy to create a distinct and effective image. The development strategies of commercial banks have many similarities, such as developing retail services, expanding scale, network and developing human resources, technology, management and operations... Very few banks have a distinct and clear direction in their retail banking development strategy such as Sacombank, a pioneer in serving small business customers and creating a good reputation when female customers are always the priority and respected customers (this is also the only bank in Vietnam with a branch with all female employees and a ladies first credit card, lending to women to start a business), MB Bank aims for the image of a friendly bank, connecting the community, Dong A Bank builds a multi-functional, multi-utility image (this is the first and almost the only bank with an ATM with a deposit function and a gold vending machine).

The similarities between commercial banks are also reflected in the product catalog, product utilities, websites, slogans, even advertising poster ideas and advertising programs... This reflects the common development level, but is also a difficult point in building a distinct image of each commercial bank. Therefore, if Viet Capital Bank wants to create prestige and trust in the hearts of customers, it must build its own development orientation to create a distinct and sustainable position in the hearts of customers.

 Be at the forefront of service innovation and customer needs

Banks need to differentiate their products by “customizing” them more. Differentiation needs to be done regularly, because banking products are often easy to copy. Product differentiation, in addition to creating new products and new features, can also be just regular design change programs. Banks can allow their customers to design their own photo prints on debit and credit cards. This creates a playground for all talented and passionate customers to submit their own card designs for other customers to refer to and choose to use. Customers with the most used card designs will be rewarded with money in their accounts, while customers who use the design will have to pay a fee. Therefore, customers can regularly change the form of the card product they still use according to their preferences and personalities, which brings freshness to a product that is considered indispensable to customers.

CONCLUDE

Customer satisfaction is a vital factor and the goal that all banks are pursuing today. With increasingly fierce competition in the business environment, understanding customer needs and factors affecting customer satisfaction is becoming more and more necessary, and therefore, this study is more and more helpful in implementing marketing activities more effectively as well as perfecting the bank's development policy. In the service sector, especially banks, the role of satisfying customer needs is even more important due to the close interaction between customers and banks as well as the positive impacts that banks have. More specifically, if banks bring customers higher satisfaction, they will be more likely to continue using the service; support new products and services of the bank; introduce the bank to other partners, become loyal customers of the bank; and above all, contribute to increasing sales, market share, profits and position of the bank in the market. With the research topic "Research on the satisfaction of individual customers using products and services of Viet Capital Commercial Joint Stock Bank", the objectives mentioned in the research paper are presented through descriptive statistics, reliability analysis, factor analysis, regression analysis, and ANOVA, along with reviewing the development policy of the bank and common correlations in the process of building the research model. Firstly, customers want the most that the bank performs accurate, fast services and competitive prices. Secondly, the factors affecting customer satisfaction include service quality (service style, convenience, credibility, tangibility), service price, and corporate image. Third, the level of customer satisfaction with Viet Capital Bank is relatively acceptable in all three aspects of service quality, ability to meet needs, and continued use of banking services, but in the long term, the bank needs to improve a lot to increase customer satisfaction.

It should also be noted that customer satisfaction is the result of many factors. Therefore, the work of bringing customer satisfaction needs to be done regularly and long-term. Because the business environment is always changing, the application of research results needs to be handled flexibly and adjusted accordingly. Finally, the above research results are a reliable source of input data for marketing books and help banks have the opportunity to better understand customer needs, customer assessments of the quality of bank services so that banks can recognize "where they stand in the eyes of customers", thereby having the basis to improve the quality of operations and improve customer satisfaction more effectively.

Ho Chi Minh City 05/2013

LIST OF REFERENCES

Vietnamese:

1. Do Tien Hoa (2007), “Research on Business Satisfaction with HSBC Bank Products and Services”, Master's Thesis, Ho Chi Minh City University of Economics

2. Hoang Trong, Chu Nguyen Mong Ngoc (2005), “Data analysis with SPSS”,

Hanoi Statistical Publishing House.

3. Hoang Trong (1999), “Multivariate Data Analysis, Applications in Economics and Business” , Statistical Publishing House.

4. Le Thi Tuyet Trinh (2011), “ Research on factors affecting satisfaction at the Bank for Agriculture and Rural Development, Da Nang Branch”, Da Nang University

5. Nguyen Tan Thanh (2006), “Research on Customer Satisfaction with ATM Multi-function Card Products and Services of Dong A Bank”, Master's thesis, University of Technology, Ho Chi Minh City National University.

6. Nguyen Van Hoa (2008), “Improving Customer Satisfaction at the Bank for Investment and Development of Vietnam - Ho Chi Minh City Branch”, Master's thesis, Ho Chi Minh City University of Economics

English:

7. Abdullah H.Aldlaigan, and Francis A. Buttle (2002), “SYSTRA-SQ: a new measure of bank service quality” , International Journal of Service Industry Management, Vol.13, No.4, pp.362-381

8. Bernd Stauss, and Patricia Neuhaus (1997), “The qualitative satisfaction model” , International Journal of Service Industry Management, Vol.8 No.3, pp.236-249.

9. MA. Trinh Thanh Hai (2007), “Customer Satisfaction at Bank of Tokyo and Mitsubishi, UFJ” CFVG programe.

10. Parasuraman, AVA Zeithaml, & Berry, LL (1998), “SERVQUAL: A multiple-item scale for measuring consumer perception of service quality ”, Journal of Retailing, Vol.64 No.1, pp.12-37.

11. Terrence Levesque, Gordon HG McDougall, (1996), “Determinants of customer satisfaction in retail banking” , International Journal of Bank Marketing , Vol.14 No.7, pp.12-20.

12. Walfried M. Lassar, Chris Manolis, and Robert D. Winsor (2000), “Service quality perspectives and satisfaction in private banking” , International Journal of Services Marketing, Vol.14 No.3, pp. 244-271.

13. Kurt Matzler (2002), “The factor structure of Customer satisfaction” , International Journal of Service Industry Management, Vol.13 No.4, pp.314-332.

14. Websites:

 http://apecmarketing.com

 http://www.baoviet.com.vn

 http://www.business.gov.vn

 http://www.emeraldinsight.com

 http://www.google.com

 http://www.hsbc.com.vn

 http://www.itjsc.com.vn

 http://www.marketingchienluoc.com

 http://www.tapchibcvt.gov.vn

 http://www.vietcapitalbank.com.vn

APPENDIX 1

APPENDIX

CUSTOMER OPINION SURVEY

Thank you very much for using our banking services in the past time. With the motto "all for customers", we always want to bring customers the highest satisfaction. Please fill in the following survey and send it back to us as soon as possible. Sincerely thank you for your support!

1. Which branch do you use our banking services at most?

◻ Hai Ba Trung Head Office

◻ Saigon Branch

◻ Hang Xanh Branch

◻ Thu Duc Branch

◻ Other

2. Please rate the three criteria that you expect most when transacting with the bank according to the following convention: (1): most expected, (2): next expected, (3): expected

◻ Fast and accurate transactions

◻ Fulfill commitments

◻ Competitive price

◻ Professional staff

◻ Wide trading network

◻ Diverse service portfolio

◻ Willing to help customers

◻ Simple procedure

◻ Modern equipment

◻ Clear and easy to understand documents

3. Please indicate your level of agreement with the following statements according to the convention 1: completely disagree….3: neutral…..5: completely agree.

Stated

Level of agreement
NH has a wide network of agents	1	2	3	4	5
Easy transaction procedure	1	2	3	4	5
Bank has convenient transaction location	1	2	3	4	5
NH has modern equipment	1	2	3	4	5
NH has attractive service introduction documents	1	2	3	4	5
Bank has clear transaction documents	1	2	3	4	5
NH staff dressed politely	1	2	3	4	5
NH staff have good professional qualifications	1	2	3	4	5
Bank staff perform services accurately and promptly.	1	2	3	4	5
Bank staff satisfactorily resolve complaints	1	2	3	4	5
NH staff are always ready to serve customers	1	2	3	4	5
Bank staff are attentive to customers	1	2	3	4	5
Diverse service portfolio	1	2	3	4	5
NH is always a pioneer in providing new services.	1	2	3	4	5
NH has a 24/7 hotline to serve customers.	1	2	3	4	5
Bank staff regularly contact customers	1	2	3	4	5
Does the bank organize an annual customer thank-you party?	1	2	3	4	5
NH always listens to customer feedback	1	2	3	4	5
NH performs service right the first time	1	2	3	4	5
NH secures customer information and transactions	1	2	3	4	5
Bank sends statements on time	1	2	3	4	5
The bank applies competitive interest rates.	1	2	3	4	5
Reasonable transaction costs	1	2	3	4	5
NH has flexible pricing policy	1	2	3	4	5
NH always keeps its reputation with customers.	1	2	3	4	5
NH actively carries out social activities	1	2	3	4	5
NH has a sustainable development strategy	1	2	3	4	5
NH has impressive marketing activities	1	2	3	4	5