General Overview of Agribank Branch in Trieu Son District - Thanh Hoa

for customers, to further improve the quality of the Bank's customer care services.

The quality of customer care service before, during and after the transaction includes the following groups of factors:

 Reliability: Relates to the ability to perform a service as expected reliably, accurately, and completely.

 Tangible facilities: Related to facilities, equipment, appearance, decoration

employee outerwear

 Responsiveness: Willingness to provide prompt, prompt service and enthusiastic customer assistance.

 Service capacity: Related to staff's level of knowledge, polite attitude

polite and able to convey to customers.

 Empathy level: Caring and individualized attention

to customers

1.2 Variables, research model hypotheses.

- For a long time, researchers have tried to define and measure service quality. This group of authors initiated and used qualitative and quantitative research to build and test a scale of service quality components (called the SERVQUAL scale). The SERVQUAL scale has been adjusted and tested in many different types of services.

The SERVQUAL scale measures perceptions of service through five service quality components, including:

1. Reliability: Demonstrates the ability to perform services consistently and accurately.

first time deadline

2. Responsiveness: Shows the willingness of the service staff

to provide timely service to customers.

3. Service capacity (assurance): Demonstrates professional qualifications and polite, enthusiastic service to customers.

4. Empathy: Showing care and concern for each individual.

client.

5. Tangibles: Expressed through appearance and clothing of

service staff, equipment to perform the service.

The scale consists of 2 parts, each part has 22 statements. The first part aims to determine customers' expectations for the type of service of the business in general. That is, regardless of any specific business, the interviewees indicate their level of desire for that service. The second part aims to determine customers' perceptions of the service performance of the surveyed business. That is, based on the specific service of the surveyed business to evaluate. The research results aim to identify the gaps between customers' perceptions of the quality of service performed by the business and customers' expectations for that service quality. Specifically, according to the SERVQUAL model, service quality is determined as follows:

Service Quality = Perception – Expected Value

Parasuraman & ctg (1991) asserted that SERVQUAL is a complete scale of service quality, achieving value and reliability and can be applied to all different types of services. However, each specific type of service has its own characteristics. Many researchers have also tested this scale with many types of services as well as in many different countries. The results show that the components of service quality are not the same in each service industry and each different market. Specifically, Mehta & ctg (2000), in a study in Singapore, concluded that supermarket service quality includes only two components: tangibles and service staff. Nguyen & ctg (2003) tested SERVQUAL for the outdoor entertainment market in Ho Chi Minh City and found that this service quality includes four components: reliability, staff service ability, empathy and tangibles. To conclude, due to the characteristics of each type of service, researchers need to adjust the SERVQUAL scale for each specific study.

The use of quality and gap models as a basis for assessing service quality is also controversial (Carmen, 1990; Babakus & Boller, 1992; Cronin & Taylor, 1992). Cronin & Taylor, 1992 with the SERVPERE model, argued that the level of customer perception of the service performance of the business best reflects the quality of service. According to model C: Service quality = Level of perception.

This conclusion has been agreed by other authors such as Lee et al. (2000), Brady et al. (2002 ). The SERVPERE scale also uses 22 statements similar to the customer perception question in the SERVQUAL model, omitting the expectation part. For the convenience of research in a short period of time, I chose the SERVPERE model as the research model for this topic.

Research model

The topic has been based on theoretical foundation to establish a general research model on criteria reflecting service quality. At the same time, there are corrections and supplements to suit the research topic and the investigation object:

Copper level

have a cold

Facilities

tangible

Level of confidence

Satisfaction

Responsiveness

Capacity to serve

service

Figure 1: Initial research model

Research hypothesis based on model

F1: Group of tangible facilities.

F2: Reliability level group. F3: Responsiveness level group. F4: Service capacity group. F5: Empathy level group.

CHAPTER 2: ANALYSIS OF FACTORS AFFECTING

CUSTOMER SERVICE QUALITY AT AGRIBANK, TRIEU SON DISTRICT BRANCH - THANH HOA

2.1 General overview of Agribank branch in Trieu Son district - Thanh Hoa

2.1.1 History of formation and development.

The Bank for Agriculture and Rural Development of Trieu Son District - Thanh Hoa is a branch of the State-owned commercial bank under the branch of the Bank for Agriculture and Rural Development of Thanh Hoa province under the system of the State Bank of Vietnam, established on March 26, 1988 under Decision No. 31/QD-NHNN of the General Director of the State Bank of Vietnam (now the Governor), performing the function of currency trading.

- credit, banking services. Is a bank operating in a midland district in the southwest of Thanh Hoa. The area has 36 communes and one town with a total population of 220,000 people, 52,120 households, mainly living on agricultural production. The total natural land area is 29,208 hectares, the commodity economy is slow, mainly small-scale household economy. However, in recent years, the local economy has grown quite well, with high per capita income. Because of operating in such an area, the bank's operations have encountered many difficulties because of the large number of customers, small loans leading to overload in credit and accounting work, and high operating costs. The bank's investment in the agricultural sector may encounter many risks, natural disasters, epidemics, significantly affecting the effectiveness of lending and capital mobilization.

Operation process of the State Bank of Vietnam and the People's Committee of Trieu Son district

Period 1988-1995:

In the new phase of operation, the Bank conducted business activities in accordance with Directive 202 of the Council of Ministers dated February 28, 1991 on providing credit for Agriculture and Rural Development and Decree 14/CP dated March 2, 1993 regulating policies for lending to production households to develop agriculture, forestry, fishery and rural economy.

Period 1996-2006

The State Bank of Vietnam and the State Bank of Vietnam in Trieu Son continue to provide loans to households according to the State's direction, actively serving the cause of industrialization and modernization of the country.

Currently, the State Bank of Vietnam and the People's Committee of Trieu Son is operating quite effectively with a total outstanding loan balance of 312,216 million VND (by the end of 2011), and capital mobilized locally by December 31, 2011 reached 206,744 million VND. The Bank has also achieved achievements of high social nature, such as the Bank's credit capital creates jobs and improves the living standards of the people.

2.1.2 Characteristics of the organizational structure of the State Bank of Vietnam and the Department of Agriculture and Rural Development of Trieu Son district.

- Regarding organizational structure: The State Bank of Vietnam and the State Bank of Trieu Son district has its headquarters located in the center of the district town, with a business network including 2 Accounting and Treasury departments, a Credit department and 3 transaction offices Sim, Nua, Da.

- Regarding quantity: As of December 31, 2011, the total number of employees in the unit was 38 officers.

+ Male workers are 13/38 people, accounting for 34%

+ Female workers have 25/38 people, accounting for 66%

+ Party members: 19/38 people, accounting for 50%

- Organizational structure: The Bank's leadership is a board of directors consisting of 3 people: One director and two deputy directors. The director is the head of the Bank, operating and responsible for all activities of the Bank through deputy directors, directors of affiliated level III branches of the State Bank of Vietnam and heads of functional departments.

+ Credit officers: 15/38 people, accounting for 39%

+ Staff doing accounting and treasury work: 15/38 people, accounting for 39%

+ Staff doing management work: 08/38 people, accounting for 21%

- In terms of quality: The staff has relatively even professional qualifications, 19/38 university graduates account for 50%, 2/38 senior and college graduates account for 5%, 17/38 intermediate level graduates account for 45%, average age 38.7 years old.

The staff has a spirit of solidarity and mutual support, a sense of responsibility in all areas of work and is always rotated between departments reasonably. Qualified staff are arranged and deployed evenly to be the core and make breakthroughs for the company.

emulation movement to complete tasks and maintain development and effective exploitation

business activities at 3 transaction offices.

The organizational structure of the State Bank of Vietnam and the Department of Agriculture and Rural Development of Trieu Son district is shown in the following diagram:

Manager

Deputy Director in charge of accounting and administration

Deputy General Director

Level 3 Bank Responsibility

Deputy Director in charge of business

Accounting Department

Control Room

Nua Transaction Office

Da Nang Transaction Office

Sales Department

Sim Branch

( Source: information from the accounting department of the State Bank of Vietnam and the Department of Agriculture and Rural Development of Trieu Son district)

Diagram 2: Organizational structure of the State Bank of Vietnam and the Department of Agriculture and Rural Development of Trieu Son district

- Board of Directors: Manages all branch activities, builds and implements

Check specific action programs to complete the planned targets.

- Financial accounting department:

Responsible for the Bank's financial affairs, preparing financial reports

and other reports to the director, head office...

Management and use of Bank assets

Advise the director on financial management and accounting at the branch.

branch

Report to the director on issues related to assigned tasks

- Sales department:

Business planning for branches

Manage credit products, services, and card activities of the branch.

Report to the director on assigned tasks

- Transaction and treasury department:

Directly contact with customers, conduct transactions with customers. Responsible for collecting and paying VND, foreign currency...

Report to the director any issues related to assigned tasks.

- Credit department:

Find and evaluate customers for the branch

Process and collect customer information to conduct assessment and decision making.

appropriate lending to avoid credit risk.

Introduce customers to the branch's products and services, introduce promotional programs, and priorities for each type of service when customers use that service. Thereby improving the efficiency of credit operations, bringing income to the branch.

2.1.3. Activities of the State Bank of Vietnam and the Department of Agriculture and Rural Development of Trieu Son district.

The State Bank of Vietnam and the State Bank of Vietnam in Trieu Son district participates in business activities in accordance with the Law on Credit Institutions of Vietnam 1997, the regulations on organization and operation of the Bank issued by the Chairman of the Board of Directors of the State Bank of Vietnam and other legal documents of the National Assembly, the Government and the State Bank of Vietnam.

2.1.3.1. Capital mobilization activities.

Aware of the importance of capital mobilization, right from its establishment, the Trieu Son District Branch of the State Bank of Vietnam has paid great attention to capital mobilization, especially in the current conditions where there are a large number of credit institutions of different types operating in the monetary sector and competing fiercely, thus requiring the branch to strive to attract a large and stable amount of capital to ensure the need for investment in credit expansion in the district.

Despite many difficulties, Trieu Son district also has advantages that few other areas have. This is a place with abundant natural resources, abundant mineral resources such as chromium ore mines, stone kilns have been and are being exploited, contributing to improving the investment environment, attracting investment, encouraging production and business development. With capital mobilization measures in the past year, the branch has achieved encouraging results.

*Capital mobilization structure:

Table 1: Capital mobilization structure by economic sector of the branch

State Bank of Vietnam and the Department of Agriculture and Rural Development of Trieu Son district over 3 years (2009-2011)

Unit: Million VND

Target

2009	2010	2011	Compare
			2010/2009		2011/2010
			Amount	%	Amount	%
Population TG	119,022	146,708	186,124	27,686	23.3	39,416	26.8
TG Doanh career	11,334	12,538	20,620	1,239	10.9	8,037	63.8
Total source HDV	130,366	159,291	206,744	28,925	22.1	47,453	29.7

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• Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015 zt2i3t4l5ee zt2a3gsnon-credit services, joint stock commercial bank zt2a3ge zc2o3n4t5e6n7ts At that time, the Branch had to set aside a provision for credit risks, which reduced the Branch's income. Chart 2.2. Pre-tax profit of BIDV Tien Giang in the period 2011-2015 Unit: Billion VND 140 120 100 80 60 40 20 0 63.3 80.34 89.29 110.08 131.99 2011 2012 2013 2014 2015 Profit before tax (Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24]) However, through chart 2.2, it can be seen that BIDV Tien Giang's profit is still increasing continuously, and its operating efficiency is currently leaking. This is a contribution of non-credit services, and this service segment will be increasingly focused on growth by BIDV Tien Giang to ensure the highest profit safety because credit activities have many potential risks. At the same time, focusing on developing non-credit services is consistent with one of the contents of restructuring the financial activities of credit institutions in the project "Restructuring the system of credit institutions in the period 2011-2015" approved by the Prime Minister in Decision No. 254/QD-TTg dated March 1, 2012 [14]: "Gradually shifting the business model of commercial banks towards reducing dependence on credit activities and increasing income from non-credit services". 2.2. Current status of non-credit service development at BIDV Tien Giang. 2.2.1. BIDV Tien Giang has deployed the development of non-credit services in recent times. Along with the development of the Head Office, BIDV Tien Giang's products and services are constantly improved and deployed in a diverse manner to ensure provision for many different customer groups in the area: individual customers, corporate customers, and financial institutions. Typical services are as follows: Payment services, treasury services, guarantee services, card services, trade finance, other services: Western Union, insurance commissions, consulting services, foreign exchange derivatives trading, e-banking services,... 2.2.1.1. Payment services: In accordance with the Prime Minister's Project to promote non-cash payments in Vietnam [15], banks in Tien Giang province have continuously developed payment services to reduce customers' cash usage habits through card services and electronic banking services such as: salary payment through accounts, focusing on developing card acceptance points, developing multi-purpose cards, paying social insurance by transfer, paying bills through banks, etc. Chart 2.3. Net income from payment services in the period 2011-2015 Unit: Million VND 6000 5000 4000 3000 2000 1000 0 3922 4065 4720 5084 5324 2011 2012 2013 2014 2015 Net income from payment services (Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24]) Along with the technological development of the entire system, BIDV Tien Giang has a payment system with a fairly stable transaction processing speed, bringing many conveniences to customers. The results of observing chart 2.3 show that the income from payment services that the Branch has achieved has grown over the years but the speed is not high and the products are not outstanding compared to other banks. Domestic payment products such as: Online bill payment, electricity bills, water bills, insurance premiums, cable TV bills, telecommunications fees, airline tickets, etc. bring many conveniences to customers. Regarding international payment, this is an indispensable activity for foreign economic activities, BIDV Tien Giang is providing international payment methods for small enterprises producing agriculture, aquatic food and seafood that have credit relationships with banks in industrial parks in Tien Giang province such as: money transfer, collection, L/C payment. 2.2.1.2. Treasury services: BIDV Tien Giang always focuses on ensuring treasury safety and currency security, always complies with legal regulations, and minimizes risks in operations such as: counting and collecting money from customers, receiving and delivering internal transactions, collecting from the State Bank (SBV) or other credit institutions, receiving ATM funds, bundling money, etc. BIDV Tien Giang's treasury service management department is always fully equipped with modern machinery and equipment such as: money transport vehicles, fire prevention tools, money counters, money detectors, magnifying glasses, etc. to ensure absolute safety in treasury operations, immediately identifying real and fake money and other risks that may affect people and assets of the bank and customers. In addition, implementing regulation 2480/QC dated October 28, 2008 between the State Bank of Tien Giang province and the Provincial Police on coordination in the fight against counterfeit money, in the 3-year review of implementation, BIDV Tien Giang discovered, seized and submitted to the State Bank of Tien Giang province 475 banknotes of various denominations and was commended by the Provincial Police and the State Bank of Tien Giang province [17]. Chart 2.4. Net income from treasury services in the period 2011-2015 Unit: Million VND 350 300 250 200 150 100 50 0 105 122 309 289 279 2011 2012 2013 2014 2015 Net income from treasury services (Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24]) However, as shown in Figure 2.4, income from treasury operations is not high and fluctuates. 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Net income from guarantee and trade finance services in the period 2011-2015 Unit: Million VND 14000 12000 10000 8000 6000 4000 2000 0 5193 5695 2742 3420 8889 3992 11604 12206 5143 5312 2011 2012 2013 2014 2015 Net income from guarantee services Net income from Trade Finance (Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24]) Through chart 2.5, we can see that BIDV Tien Giang's income from guarantee services and trade finance has grown over the years. The reason is: Among BIDV Tien Giang's corporate customers, the construction industry is the industry with the highest proportion of customers after the trading industry, this is a group of customers with potential to develop guarantee services. The second group of customers is corporate customers in the fields of agricultural production, livestock and seafood processing with high import and export turnover in the area. are the target of trade finance development. In addition, BIDV Tien Giang also focuses on continuously developing these customer groups to increase revenue for many other products and services in the future. 2.2.1.4. Card and POS services: As a service that BIDV Tien Giang has recently developed strongly, it can be said that this is a very potential market and has the ability to develop even more strongly in the future. Card services with outstanding advantages such as fast payment time, wide payment range, quite safe, effective and suitable for the integration trend and the Project to promote non-cash payments in Vietnam. Cards have become a modern and popular payment tool. BIDV Tien Giang early identified that developing card services is to expand the market to people in society, create capital mobilized from card-opened accounts, contribute to diversifying banking activities, enhance the image of the bank, bring the BIDV Tien Giang brand to people as quickly and easily as possible. BIDV Tien Giang is currently providing card types such as: credit cards (BIDV MasterCard Platinum, BIDV Visa Gold Precious, BIDV Visa Manchester United, BIDV Visa Classic), international debit cards (BIDV Ready Card, BIDV Manu Debit Card), domestic debit cards (BIDV Harmony Card, BIDV eTrans Card, BIDV Moving Card, BIDV-Lingo Co-branded Card, BIDV-Co.opmart Co-branded Card). These cards can be paid via POS/EDC or on the ATM system. In addition, with debit cards, customers can not only withdraw money via ATMs but also perform utilities such as mobile top-up, online payment, money transfer,... through electronic banking services. In order to attract customers with card services, BIDV Tien Giang has continuously increased the installation of ATMs. As of December 31, 2015, BIDV Tien Giang has 23 ATMs combined with 7 ATMs in the same system of BIDV My Tho, so the number of ATMs is quite large, especially in the center of My Tho City, but is not yet fully present in the districts. Basic services on ATMs such as withdrawing money, checking balances, printing short statements,... BIDV ATMs accept cards from banks in the system. Banknetvn and Smartlink, cards branded by international card organizations Union Pay (CUP), VISA, MasterCard and cards of banks in the Asian Payment Network. From here, cardholders can make bill payments for themselves or others at ATMs, by simply entering the subscriber number or customer code, booking code that service providers notify and make bill payments. Chart 2.6. Net income from card services in the period 2011-2015 Unit: Million VND 3500 3000 2500 2000 1500 1000 500 0 687 1023 1547 2267 3104 2011 2012 2013 2014 2015 Net income from card services (Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24]) Through chart 2.6, it can be seen that BIDV Tien Giang's card service income is constantly growing because the Branch focuses on developing businesses operating in industrial parks, which are the source of customers for salary payment products, ATMs, BSMS. Specifically, there are companies such as Freeview, Quang Viet, Dai Thanh, which are businesses with a large number of card openings at the Branch, contributing to the increase in card service fees [25]. Table 2.6. Number of ATMs and POS machines in 2015 of some banks in Tien Giang area. Unit: Machine STT Bank name Number of ATMs Cumulative number of ATM cards POS machine 1 BIDV Tien Giang 23 97,095 22 2 BIDV My Tho 7 21,325 0 3 Agribank Tien Giang 29 115,743 77 4 Vietinbank Tien Giang 16 100,052 54 5 Dong A Tien Giang 26 97,536 11 6 Sacombank Tien Giang 24 88,513 27 7 Vietcombank Tien Giang 15 61,607 96 8 Vietinbank - Tay Tien Giang Branch 6 46,042 38 (Source: 2015 Banking Activity Data Report of the General and Internal Control Department of the Provincial State Bank [21]) Through table 2.6, the author finds that the number of ATMs of BIDV Tien Giang is not much, ranking fourth after Agribank Tien Giang, Dong A Tien Giang, Sacombank Tien Giang. The number of POS machines of BIDV Tien Giang is very small, only higher than Dong A Tien Giang and BIDV My Tho in the initial stages of merging the BIDV system. Besides, BIDV Tien Giang has a high number of cards increasing over the years (table 2.7) but the cumulative number of cards issued up to December 31, 2015 is still relatively low compared to Agribank, Vietcombank, Dong A (table 2.6). div.maincontent .content_head3 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent .s1 { color: black; font-family:"Courier New", monospace; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s2 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; 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(Source: Credit department credit performance report 2009-2011)

In 2010, total mobilized capital increased by 28,925 million VND with a growth rate of 22.1% compared to 2009, of which capital from residents increased by 27,686 million VND, an increase of 23.3%. In 2010, capital mobilization was identified as a key task targeting customers, mainly residents, so propaganda and advertising activities were strengthened through loan disbursement sessions through groups, associations, and radio networks in communes in the area. Marketing work was given importance, and instructions were given to send staff to approach customers to ask them to deposit money due.

Total mobilized capital in 2011 at the local level reached 206,744 million VND, an increase of 47,453 million VND compared to 2010, a growth rate of 29.7%. Of which, mobilized capital from residents reached 186,124 million VND, an increase of 39,416 million VND compared to 2010, a growth rate of 26.8%. Resident capital accounted for 90% of total mobilized capital. Thanks to active leadership, high determination, close contact with customers, timely consultation, and regular propaganda about deposit and payment methods through the Agricultural Bank, many customers were attracted to deposit money in 2011 and increased resident capital.