- Quality of relationships with partners who are travel agents:
The general opinion of the interviewees showed that in many cases, travel agents have "encroached" on the territory of travel businesses by not only acting as intermediaries for travel businesses or suppliers in the industry but also designing package programs to sell to tourists - activities that are normally carried out by travel businesses. The lack of consistency in implementing the price policy of travel companies is clearly demonstrated through the change in the price of tourism programs of some agents. The results of the assessment of the quality of the relationship between businesses and travel agents also showed that: 30% of businesses and agents do not trust each other; 9% said that the two sides do not understand each other; 11% said that the two sides do not share the advantages and risks in business activities and related work and 23% said that commitments are not properly implemented between the two sides. According to the total criteria measuring partnership quality, the assessment score is at an average level (3.0 points) and about 17% of businesses and their agents have poor partnership quality.
- Quality of relationships with partners who are competing businesses:
The assessment score of the quality of partnership with competitors of travel businesses is the lowest compared to all other partners (2.5 points). The synthesis of interview results with experts - managers also shows that: the situation of organizing copycat tourism programs makes the mass tourism programs of most Vietnamese travel businesses have no difference, the phenomenon of dumping prices to attract customers is also a problem affecting the revenue, profit and customer market of many travel businesses.
In Vietnam, by the end of October 2011, the total number of international travel businesses licensed to operate was 957 (Travel Department, General Department of Tourism). Compared to nearly 2 years earlier (December 2009), the number of international travel businesses increased by 161, from 796 to 957. Despite having a history of more than 50 years of tourism development, the number of businesses
Tourism industry is growing rapidly, but according to many experts in this field, Vietnam has not yet effectively exploited its tourism potential.
5
4
3.1
3.0
3
2.7
2.9
2.5
2
1
0
Housing Authority
water
Supply unit
grant
Travel Agent Community Competitors
local painting
The interview results show that, although there is a wide network of travel agencies across the country, the separate, small-scale and unprofessional business habits of most domestic tourism businesses are still a weakness that managers admit. The survey results also prove this reality when over 50% of travel businesses said that they do not trust, do not understand and do not share the advantages and difficulties in business. About 34% of businesses do not have compatible policies and cultures and also do not ensure the implementation of common commitments. On average, according to the criteria for measuring the quality of partnerships, over 43% of travel businesses participating in the survey have poor quality relationships with partners who are competing businesses.
Rating Points
Figure 3.4. Quality of travel agency relationships with each group of partners
- General assessment:
According to the assessment in the Vietnam Tourism Marketing Plan 2008-2015, the disconnection between different factors in the tourism sector (management units
tourism resources, state tourism management agencies, and tourism industry participants) have created great difficulties in linking and building tourism products, reducing the ability to diversify the customer market and reducing profits from tourism business activities [7]. Thus, along with the survey results, it can be affirmed that the quality of relationships between Vietnamese travel businesses and partners is still limited. The highest score for the quality of partnership relationships belongs to partners who are suppliers (3.1); followed by travel agents (3.0) and local communities (2.9). The two groups of partners with the lowest scores are state management agencies (2.7) and competing businesses (2.5), both below average (Figure 3.4).
It is worth noting that the highest score is only average (3.1/5), showing that the quality of relationships between Vietnamese international travel businesses and all surveyed partner groups is still very limited. Therefore, it is necessary to intervene in factors affecting the quality of partnership relationships as well as measures to adjust and change from awareness to implementation of partnership activities to help businesses and partners understand each other better, strengthen trust and be willing to share more in related work so that businesses can achieve better business results.
3.2. The impact of factors affecting the quality of partnership
The impact of factors affecting the quality of partnership is shown in the adjusted research model of the thesis (pages 67-68) with 05 hypotheses - from hypothesis H1 to H5. Before testing each hypothesis by regression method, correlation analysis was performed to check the correlation relationship between variables.
All variables measuring business performance in terms of economics, competition and visitor satisfaction are significantly related with p < 0.01. Partnership quality is positively and significantly related to all three measures.
economic performance, competitiveness and visitor satisfaction. Relationship quality is significantly related to economic performance at R =
0.394 and p < 0.01. Partnership quality also has a significant relationship with business performance in terms of competitiveness at R = 0.344 and p < 0.01. For business performance in terms of tourist satisfaction, partnership quality also has a significant relationship at R = 0.452 and p < 0.01.
All variables affecting partnership quality are significantly related to each other and to partnership quality with p < 0.01 14 . Among them, partnership participation is significantly related to partnership quality at R = 0.626 and p < 0.01 14 .
0.01. Partner status/role is significantly related to partnership quality at R = 0.512 and p < 0.01. Information and technology sharing is significantly related to partnership quality at R = 0.765 and p < 0.01. Cultural similarity is significantly related to partnership quality at R = 0.639 and p < 0.01. Personal relationship is significantly related to partnership quality at R = 0.672 and p < 0.01. Except for partner role variable which is not significant with economic business results, all other independent variables are significantly related to business results in all three aspects with p < 0.01, except partner role with competitive business results with p < 0.05.
Among the control variables, firm size has a significant relationship with economic and customer performance at R of 0.171 and 0.167, respectively, p
< 0.05; enterprise age has a significant relationship with economic business results at R = 0.195, p < 0.05; enterprise business scope has a significant relationship with customer business results at R = 0.193, p < 0.05. Some control variables also have a significant relationship with each other such as: enterprise age and size; ownership form and business scope. Table 3.1 shows the pairwise correlation between the variables.
14 In order to limit and eliminate the phenomenon of multicollinearity between independent variables in the research model, to handle the limitations of the multivariate regression model with the Quality of Partnership when the factors are correlated with each other, the variance inflation factor - VIF (variance inflation factor) of these variables was tested. The results of the VIF values of the variables are all <10 (Table 3.2) showing that although the independent variables are correlated, they are at an acceptable level (according to Hair: VIF >= 10: there is a phenomenon of multicollinearity) [26].
85
Table 3.1. Pairwise correlations between variables
Variables
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | ||
1 | Collaborative participation | |||||||||||||
2 | Position/Role of Partner | 0.448 ** | ||||||||||||
3 | Sharing of information and technology | 0.577 ** | 0.481 ** | |||||||||||
4 | Cultural similarities | 0.418 ** | 0.260 ** | 0.535 ** | ||||||||||
5 | Personal relationship | 0.504 ** | 0.321 ** | 0.545 ** | 0.610 ** | |||||||||
6 | Business size | -0.100 | 0.139 | -0.088 | -0.113 | 0 .005 | ||||||||
7 | Business age | 0.016 | 0.208 * | 0.090 | -0.027 | 0.077 | 0.367 ** | |||||||
8 | Business scope | 0.032 | 0.170 * | 0.046 | -0.041 | -0.048 | 0.024 | 0.056 | ||||||
9 | Form of ownership | -0.078 | -0.181 * | -0.099 | -0.081 | -0.055 | -0.009 | 0.054 | 0.866 ** | |||||
10 | Quality of partnership | 0.626 ** | 0.512 ** | 0.765 ** | 0.639 ** | 0.672 ** | -0.065 | 0.078 | -0.070 | -0.031 | ||||
11 | Business Results – Economy | 0.363 ** | 0.151 | 0.353 ** | 0.371 ** | 0.388 ** | 0.171 * | 0.195 * | 0.008 | -0.023 | 0.394 ** | |||
12 | Business Results – Competition | 0.396 ** | 0.188 * | 0.392 ** | 0.261 ** | 0.331 ** | 0.093 | 0.148 | 0.015 | -0.014 | 0.344 ** | 0.750 ** | ||
13 | Business Results – Customers | 0.378 ** | 0.430 ** | 0.501 ** | 0.400 ** | 0.364 ** | 0.167 * | 0.118 | 0.193 * | -0.149 | 0.452 ** | 0.531 ** | 0.574 ** |
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Quality of partnership and its impact on business performance of Vietnamese travel agencies - 16 -
![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 Branchs 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 Giangs 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 Giangs 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 Ministers 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 Giangs 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. Specifically, in the period 2011-2013, net income increased and increased most sharply in 2013, then in the period 2013-2015, there was a downward trend. This fluctuation is due to the fact that fees collected from treasury services are often very low and can even be waived to attract customers to use other services.
2.2.1.3. Guarantee and trade finance services:
BIDV Tien Giang, thanks to the advantages of the province and the favorable location of the Branch, has continuously focused on developing income from guarantee services and trade finance.
Chart 2.5. 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 Giangs income from guarantee services and trade finance has grown over the years. The reason is: Among BIDV Tien Giangs 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 Giangs 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).
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div.maincontent .s40 { color: black; font-family:Times New Roman, serif; font-style: normal; fo](https://tailieuthamkhao.com/uploads/2022/06/06/dich-vu-phi-tin-dung-tai-ngan-hang-thuong-mai-co-phan-dau-tu-va-phat-8-1-120x90.png)
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. Specifically, in the period 2011-2013, net income increased and increased most sharply in 2013, then in the period 2013-2015, there was a downward trend. This fluctuation is due to the fact that fees collected from treasury services are often very low and can even be waived to attract customers to use other services.
2.2.1.3. Guarantee and trade finance services:
BIDV Tien Giang, thanks to the advantages of the province and the favorable location of the Branch, has continuously focused on developing income from guarantee services and trade finance.
Chart 2.5. 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).
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Business Performance of the Company in the Period 2009–2011 Table 2.1. Business Results of Viet Holiday Travel Company -
Viewpoints on Improving the Quality of Tour Guides of Travel Agencies in Hanoi -
The Impact of Website Quality on Tourist Satisfaction and Purchase Intention - The Case of a Travel and Tourism Business - 14
N= 105, **p =< 0.01; * p =<0.05 (2-tailed).
The hypotheses in the adjusted research model are tested using multivariate regression analysis. Figure 3.5 presents a summary of the results of hypothesis testing. The results of multivariate regression analysis show that all factors affecting the quality of partnership have a positive relationship with the quality of partnership; the quality of partnership has a positive relationship with business results (will be presented specifically in section 3.3) with the impact level denoted by the corresponding β shown in Figure 3.5.
H1
H6a
H2
Β6a=0.504
MATTER
H3
H4
RELATIONSHIP AMOUNT
OPPOSITE TO
Author
H6b
Β6b=0.341
H6c
Β6c=0.502
H5
- Form of ownership
- Business size
- Business age
- Business scope
COOPERATION PARTICIPATION β1 = 0.147
BUSINESS RESULTS
- Economy
PARTNER POSITION/ROLE β2 = 0.137
BUSINESS RESULTS
- Compete
INFORMATION AND TECHNICAL SHARING
β3 = 0.386
CULTURAL SIMILARITY β4 = 0.200
BUSINESS RESULTS
- Guest satisfaction
PERSONAL RELATIONSHIP β5 = 0.221
Figure 3.5. Results of testing hypotheses
The regression model for partnership quality was significant (F = 54.65; p
< 0.001). The value of Adjusted R 2 is 0.72, indicating that 72% of the variation in partnership quality is explained by the five independent variables in the model. The results of the multiple regression analysis for partnership quality are presented in Table 3.2.
Table 3.2.
Results of multiple regression analysis for partnership quality
Variable
Quality of partnership | ||||
Variable influencing factors | (β) | (t) | (p) | (VIF) |
Collaborative participation | 0.147 | 2,164 | 0.033* | 1,715 |
Position/Role of Partner | 0.137 | 2,250 | 0.027* | 1,382 |
Sharing of information and technology | 0.386 | 5.252 | 0.000*** | 2.014 |
Cultural similarities | 0.200 | 2,907 | 0.005** | 1,762 |
Personal relationship | 0.221 | 3.107 | 0.002** | 1,886 |
R 2 adjustment | 0.721 | |||
N = 105; *p= <0.05; **p = < 0.01; ***p = < 0.001 (2-tailed)
The results of the regression analysis showed the impact level of each factor affecting the quality of partnership relationships of Vietnamese travel businesses. The impact level of the 05 factors is ranked in decreasing order as follows: Information and technical sharing; Personal relationships; Cultural similarities; Participation in cooperation; and finally the role of partners. The impact of these factors on the quality of partnership relationships is analyzed in the following contents.
3.2.1. Impact of Collaborative Participation
Research Hypothesis 1 (H1) states that Participation of parties in partnership has a positive relationship with partnership quality. As expected, the results of the survey data analysis show that participation of parties has a strong relationship with partnership quality in a positive direction with β1 =
0.147 (p < 0.05). Thus, H1 was confirmed.
According to the interview results, one of the conditions to improve the quality of partnership is the enthusiasm of the partner to support and help when requested. Results
The survey has proven the above statement when it showed that the level of influence of cooperation participation on the quality of partnership accounts for 13.5% of the total number of influencing factors 15. Because cooperation participation is measured by the positive attitude of the parties when participating in common work ; the attention each party gives to the other side and the encouragement each party gives to each other when solving common problems. , these manifestations are necessary conditions to enhance the quality of partnership. According to the survey results, the attitude of active participation in the
Joint work was rated highest (4.2 points), followed by mutual encouragement to solve common problems (4 points) and finally each party's concern for each other (3.9 points). Although only ranked fourth among the five factors affecting the quality of partnership, the influence rate of cooperation participation on the quality of partnership also accounts for 13.5%, so businesses need to pay appropriate attention to this factor to enhance the quality of the relationship.
3.2.2. Impact of Partner Position/Role
Research hypothesis 2 (H2) states that the partner's position/role with the enterprise has a positive relationship with the quality of their relationship with the enterprise. The test results show that the partner's role has a positive and significant relationship with the quality of the partnership at β3 = 0.137 (p < 0.05). Thus, H3 is concluded to be correct.
Although the level of influence is not as great as the remaining factors (about 12.5%), the importance of the position/role of the partner on the quality of the relationship cannot be denied. According to the survey results, among the partners of the travel business, the role of suppliers with the highest average rating compared to the remaining partners (4.6) has shown the most important role of this partner for the travel business. The tourist market and the local community are both in second place with an average rating of 4.3.
15 Sum the influence of all factors affecting partnership quality (∑β) to 100% to calculate this value.