Lovelock, C & Wright, L (2001), Principle Of Service Marketing And Management, Mcgraw-Hill, Sydney.

internal communication in the bank. This situation reflects the fact that the construction of the bank's brand identity by senior leaders has not been standardized and systematized, and the implementation of bringing brand value to employees through internal branding activities and bringing brand value to customers through external marketing activities is not highly unified. Internal branding activities themselves have not created high uniformity and are very weak in internal communication activities. Therefore, the recommendation for most Vietnamese commercial banks is to do well right from the beginning, involving the senior management levels of the banks, which is to establish, standardize, and systematize brand identity, brand characteristics, brand mission and vision, and unify the brand value built within the organization and the brand value that wants to be built in the minds of customers so that employees truly understand a unified value internally and through their perception of brand value, they convey a unified brand value outside the organization, integrating with external marketing activities. In addition, it is necessary to develop internal communication activities about brand value through channels that are highly appreciated and practical by employees, such as internal forums for exchanging thoughts and aspirations among employees, and innovation competitions to change daily work. Communication about the bank's brand value within the bank needs to be placed in comparison with other banks in the same group and industry so that employees have a correct understanding and perception of the brand value, laying the foundation for employees' trust and actions towards the brand. Communication activities should not be carried out one-way but need to ensure feedback and participation of employees in the communication process. The best target for carrying out internal communication activities is the functional leaders who directly manage bank employees.

5.2.2.3 Brand-oriented leadership activities

Banks should focus their brand-oriented leadership activities on building the working environment and leadership style of the functional and departmental management team. Leadership activities need to be closely linked to the specific cultural elements of each bank. Therefore, it is necessary to integrate banking culture with brand values and leadership and communication activities so that employees can perceive the brand value in a sustainable way. Some banks focus on creating a youthful, harmonious, dynamic, customer-centric working environment, and this is

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The point that makes young employees very attached to the organization. Some banks create a team working environment to support each other in work: experienced people guide those with less experience, old employees guide new employees, bosses support employees. Employees and leaders participate in forums to exchange and listen to employees' thoughts and aspirations in work, in the treatment regime, difficulties and problems, experience in solving problems,

… Building a brand-oriented working environment through discussion forums is a highly effective method. Creating a back-office working environment that supports the front-office department that directly interacts with customers is an important factor for direct employees to believe in the bank’s brand value and transfer this value to customers, for example, standardizing support activities for the sales department such as time, process, procedures, etc.

Leadership needs to be maintained not only at the senior level but also at the functional and branch levels so that employees can feel the long-term development direction of a bank, the vision, the right direction of the senior management board, creating employee trust in the bank brand. In large commercial banks, leadership factors are very different. For example, at a commercial bank in the group of four state-owned banks in the past (now equitized), employees evaluate that what remains in their minds and thanks to that they stay with the bank for a long time is the tradition in leadership and handling of the bank's work. Accordingly, employees have a certain amount of independence in their work and if anything happens, they receive great support from leaders, especially direct leaders. Meanwhile, at another bank in this group, all decisions are concentrated at the highest level of management and in the person holding the highest position, leadership activities are highly centralized. In brand-oriented leadership, senior leaders focus on building brand value and brand vision. Communication to employees should be the job of functional leaders who directly manage employees while increasing employee participation and empowerment in the bank's work and brand activities.

Chapter Summary

This chapter first compares the similarities and differences between the author's research and the research of King & Grace (2012), thereby showing the new academic contributions: (1) Affirming that work environment factors have an equivalent impact on SMTH within banks compared to individual employee factors.

(2) Adding a new factor “employees’ awareness of the fit between personal needs and bank response” to the model of factors affecting internal brand strength at Vietnamese commercial banks, which has not been analyzed by any previous research. (3) The study also noted a significant difference between the two groups of credit-rated and non-credit-rated banks. This indicates the theoretical and practical significance of the research results. The study also has certain limitations, such as only conducting a survey of banks in Hanoi, and dividing the subjects into direct and indirect groups in contact with customers is not reasonable. It is necessary to classify them according to specific occupational departments, showing the level of occupational risk that employees in that department must accept when conducting multi-group analysis. Further studies can consider developing ways to measure the factors in the research model in both qualitative and quantitative aspects to best suit the conditions and circumstances of the commercial banking sector in Vietnam. Personal characteristics, direct leadership, incentive mechanisms, occupational risks, individual-workplace fit (individual-career fit, individual-workplace fit, individual-bank fit) are factors that need to be clarified further. The influence of these factors on internal brand strength at Vietnamese commercial banks should be further clarified in future studies. Regarding research methods, it is necessary to develop observational research methods, case study methods, and experimental research in the field of Vietnamese commercial banks. The chapter also proposes solutions to practical problems including controlling factors affecting internal brand strength and proposing internal brand building activities in Vietnamese commercial banks.

LIST OF AUTHOR'S RESEARCH WORKS

1. Nguyen Thu Lan (2016), Some factors affecting internal brand strength at Vietnamese commercial banks , Journal of Economics and Development, special issue November, pp. 41 - 50, National Economics University Publishing House, Hanoi.

2. Nguyen Thu Lan (2016), Testing Kinh & Grace's (2012) model on factors affecting internal brand strength at Vietnamese commercial banks , Journal of Economics and Development, No. 233 (II) November, pp. 89-98, National Economics University Publishing House, Hanoi.

3. Nguyen Thu Lan (2015), Creating internal brand strength - A tool to guide customer behavior of domestic banks, Proceedings of the Workshop "Buying behavior of Vietnamese people towards domestic and foreign goods in the era of globalization", National Economics University Publishing House, Hanoi

4. Nguyen Thu Lan (2012), Strategic CRM and the role of branding activities within service enterprises, Proceedings of the Workshop “Customer Relationship Management – Theory and Practical Application in Vietnam”, National Economics University Publishing House, Hanoi.

5. Nguyen Thu Lan (2008), Building a brand within the enterprise - a strategy to build a business brand , Journal of Economics and Development, No. 137, November , pp. 49-52 , National Economics University Publishing House, Hanoi.

6. Nguyen Thu Lan (2004), Levels of banking products from a marketing perspective , Journal of Economics and Development, No. 81, March, pp. 37-39 , National Economics University Publishing House, Hanoi

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APPENDIX

APPENDIX CHAPTER 2

2.1. Scale of variables in King and Grace's model (2012)

English version

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