21 | International (VIB) | 6 | 22 |
23 | Southeast Asia (Seabank) | 6 | 25 |
24 | Vietnam Public (PVcomBank) | 6 | 25 |
26 | Viet A (VietA Bank) | 6 | 25 |
35 | Vietnam Thuong Tin (Vietbank) | 6 | 43 |
25 | Tien Phong (TPB) | 5 | 15 |
18 | Lien Viet Post Office (LPB) | 3 | 9 |
19 | Saigon – Hanoi (SHB) | 3 | 22 |
28 | Petrolimex (PGBank) | 3 | twelfth |
30 | Bao Viet (Baoviet bank) | 3 | 9 |
33 | Ocean Bank (Ocean Bank) | 3 | 11 |
29 | Global Petroleum (GP Bank) | 2 | 5 |
32 | North Asia (BacABank) | 2 | 15 |
34 | Construction (CB) | 2 | 26 |
27 | National (NCB) | first | 26 |
thirty first | Kien Long (KLB) | first | 13 |
TOTAL | 364 | 1579 |
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(Source: Author's statistics as of December 31, 2016)
For banks located in Ho Chi Minh City, the basic organizational structure includes Head Office and business units:
Headquarters : is the head office performing the functions of banking administration and supporting the operations of business units. The head office consists of the leadership board (Board of Directors, Board of General Directors, Board of Supervisors); Councils/Committees (Assets and Liabilities Management Committee - yes, Risk Management Committee, Credit Council,...) and functional blocks (Retail customer block, Wholesale customer block, etc.) , Operation block,...)
Business units : these are units that directly perform banking business activities such as providing deposit products, credit, payment services. Business units may include transaction offices, branches, transaction offices, transaction points, savings funds. The business units operate independently of each other under the management of the Head Office as well as the State Bank - Ho Chi Minh City Branch. The units under the branch are under the management of the branch.
3.2 Actual situation of deposit mobilization activities of Vietnamese commercial banks in the city. Ho Chi Minh
3.2.1 Deposit mobilization products
In recent times, bank liquidity has always been a hot spot in monetary policy management as well as short-term business plans of commercial banks. Therefore, since 2013, Vietnamese commercial banks in Ho Chi Minh City have been active in deploying many new deposit products with many utilities and incentives to retain existing customers and increase cash capital. deposit deposits from new customers, especially from the residential market. Some of the main deposit mobilization products of commercial banks include:
Demand deposit
Demand deposit, also known as transaction deposit, payment deposit. This is a relatively important part of the money mobilized in developed countries with a high rate of non-cash payments (Tram Thi Xuan Huong et al., 2011). The purpose of these deposits is not to earn interest but mainly for payment. The advantage of this product is that it is possible to deposit, withdraw, transfer, pay at any branch of the bank providing the product; receive a monthly salary; issue checks and may earn interest on demand.
With the main purpose when sending money is to use the payment services of the bank, so the interest rate that the bank pays to the depositor is very low, not even paying interest. However, in Vietnam, the rate of non-cash payment is low, so to attract this type of deposit, some banks will still pay interest, but at a low rate of 0.2 - 1%/year. Typically, the group of state-owned commercial banks includes Vietinbank, Vietcombank and BIDV (0.2%/year). In the group of joint stock commercial banks, this interest rate is usually higher, ranging from 0.3-0.5% (Sacombank, Dong A, Saigon - Hanoi, Viet A). Besides, some commercial banks with strategies to strongly develop deposit products or to attract this amount of payment deposits often apply higher interest rates such as SCB, Kien Long (1%/year).
The rate of mobilization from this source will be quite high if the bank has diversified services, integrated many utilities, high quality banking products, customer satisfaction services, and a wide network system. and most convenient for customers to send money. Saved money
Savings deposit is the main form of capital mobilization, the individual's savings are deposited in a bank for the purpose of earning profit and securing assets. Savings deposits are usually temporarily idle money for a certain period of time, therefore, term savings accounts often account for a large proportion of the capital structure of commercial banks and are more stable than deposits. payment.
Savings deposit is the main source of capital for commercial banks to operate stably. In recent years, savings deposits have grown steadily over the years, ensuring business capital for the bank. Banks have diversified forms of deposit such as savings books, savings cards or online term savings, etc. Savings deposit products are increasingly diversified, targeting many different audiences as well as customers. There are many utilities included with the product. For example, at SCB, there are 8 savings products: Wealth savings; Gold term, gold interest rate; The longer the deposit, the higher the offer; Flexible accumulation; Saving investment deposit; Accumulate Phuc An Khang; Profitable savings every day; Regular term savings deposits; Online deposit. Customers participate in depositing with a level of 1 billion or more, terms of more than 12 months will receive periodic gifts and annual health insurance. This is one of the incentives for SCB to attract a wide range of customers, creating a stable growth momentum for mobilized capital for the bank. Some large-scale banks such as BIDV, VCB, and Vietinbank also expanded many deposit products, contributing to improving benefits for customers. At Vietinbank, there are currently 6 savings products including regular term savings; Multi-term savings; Multi-utility savings; Preferential deposit rates; Cumulative savings and online savings. contribute to improve the benefits for customers. At Vietinbank, there are currently 6 savings products including regular term savings; Multi-term savings; Multi-utility savings; Preferential deposit rates; Cumulative savings and online savings. contribute to improve the benefits for customers. At Vietinbank, there are currently 6 savings products including regular term savings; Multi-term savings; Multi-utility savings; Preferential deposit rates; Cumulative savings and online savings.
Table 3.2 Savings deposit interest rates of some commercial banks by month term
NH - Term | 1M | 2 M | 3M | 4M | 9M | 12M | 18M | 24M | 36M |
Vietinbank | 4.3 | 4.3 | 4.8 | 5.3 | 5.5 | 6.8 | 6.0 | 6.5 | 7.0 |
Vietcombank | 4.3 | 4.3 | 4.8 | 5.3 | 5.5 | 6.5 | 6.2 | 6.2 | 6.2 |
BIDV | 4.3 | 4.3 | 4.8 | 5.3 | 5.5 | 6.9 | 6.8 | 6.8 | 6.8 |
Agribank | 4.3 | 4.3 | 4.8 | 5.3 | 5.5 | 6.5 | 6.5 | 6.8 | 6.8 |
Military MB | 4.4 | 4.5 | 4.9 | 5.4 | 5.6 | 7.2 | - | - | - |
ACB | 4.4 | 4.4 | 4.8 | 5.5 | 5.6 | 6.2 | 6.9 | 6.5 | 6.7 |
Techcombank | 4.9 | 5.0 | 5.2 | 5.7 | 5.7 | 6.4 | 6.7 | 6.8 | 6.9 |
Dong A Bank | 4.9 | 5.0 | 5.2 | 6.1 | 6.4 | 7.1 | 7.2 | 7.2 | 7.2 |
Peaceful | 4.9 | 4.9 | 5.3 | 6.1 | 6.1 | 7.4 | 6.5 | 6.5 | 6.5 |
Sacombank | 5.0 | 5.1 | 5.4 | 6.0 | 6.0 | 6.8 | 6.6 | 6.7 | 6.8 |
HD Bank | 5.0 | 5.0 | 5.2 | 6.3 | 6.4 | 7.0 | 7.6 | 6.9 | 6.9 |
Vpbank | 5.2 | 5.2 | 5.4 | 6.2 | 6.4 | 6.8 | 7.1 | 7.2 | 7.2 |
Eastern | 5.4 | 5.4 | 5.5 | 6.5 | 6.8 | 7.4 | 7.7 | 7.5 | 7.6 |
SCB | 5.4 | 5.5 | 5.5 | 7.1 | 7.1 | 7.5 | 7.7 | 7.8 | 7.8 |
Bac A Bank | - | 5.3 | 5.4 | 6.7 | 6.8 | 7.2 | 7.4 | 7.4 | 7.4 |
Note: 1M: 1 month Source: Author's own compilation June 2017
The interest in the growth of savings deposits shows its importance to the business activities of Vietnamese commercial banks. Not stopping there, Vietnamese commercial banks also diversify types of terms from short term (1 week, 2 weeks, 3 weeks, 31 days, 39 days, 45 days) to 1 - 36 months, there are even terms of 60 months, 72 months to meet the increasing demands of customers. According to data from Table 3.2, banks with high state ownership such as Vietinbank, Vietcombank, BIDV, Agribank have lower interest rates in all terms. Because this group of banks has the advantage of scale, network of operations as well as brand reputation, etc., so they are less pressured on liquidity, so interest rates are somewhat lower. On the other hand, for the group of Joint Stock Commercial Banks, the interest rate is higher. In general, for a term of less than 12 months, the longer the term, the higher the interest rate.
3.2.2 Status of deposit mobilization
In recent times, deposit interest rates have fluctuated in a decreasing trend over time. But the source of deposits mobilized by Vietnamese commercial banks in the city. Ho Chi Minh did not decrease. The situation of capital mobilization of joint stock commercial banks in Ho Chi Minh City in the period 2011-2016 is shown in Table 3.3:
Table 3.3 Results of deposit mobilization of Vietnamese commercial banks in Ho Chi Minh City. Ho Chi Minh City for the period 2011 - 2016. Unit: trillion VND
Targets | 2011 | 2012 | two thousand and thirteen | 2014 | 2015 | 2016 |
Mobilized capital in VND | 667.8 | 779.1 | 947.4 | 1087.3 | 1284.6 | 1558.2 |
Foreign currency mobilized capital | 219.1 | 194.8 | 180.5 | 202.5 | 232.0 | 215.3 |
Total mobilized capital | 886.9 | 973.9 | 1127.9 | 1289.7 | 1516.6 | 1773.5 |
( Source: compiled by the author from the HCM City Statistical Office) In general, the total deposit mobilization of Vietnamese commercial banks in Ho Chi Minh City has increased steadily over the years, the annual growth rate is from 10 % - 18 years. In 2015, the highest growth rate was 18%. The average growth rate of deposits in this period is 15%/year. In total mobilized capital, mobilized capital in local currency has always accounted for a very high proportion over the years, averaging 82.7% during this period and tends to increase. Mobilized capital in Vietnam dong has also grown steadily over the years at a stable rate. Capital growth rate
VND mobilization is also higher than the growth rate of mobilized capital in foreign currencies. In 2016, there was a fairly high increase in local currency capital mobilization (up 21% compared to 2015). By the end of 2015, the State Bank of Vietnam applied a ceiling interest rate for deposits in US dollars of 0%/year, while the amount of deposits in US dollars always accounted for a high proportion of deposits in foreign currency. As a result, the amount of deposits in foreign currencies decreased by 7% compared to the same period last year, equivalent to a decrease of VND 16.7 trillion).
2000
1800
1600
1400
1200
1000
800
600
400
200
0
2011 2012 2013 2014 2015 2016
20%
18%
16%
14%
twelfth%
ten%
8%
6%
4%
2%
0%
Unit: trillion VND
Foreign currency mobilized capital Mobilized capital in VND
Growth rate of total mobilized capital
Figure 3.1 Deposit mobilization results of Vietnamese commercial banks in Ho Chi Minh City. Ho Chi Minh City in the period 2011 - 2016.
In which, the results of deposit mobilization of joint stock commercial banks in Ho Chi Minh City compared to the total mobilized capital in the whole area of Ho Chi Minh City are shown in the following table 3.4:
Table 3.4 Results of deposit mobilization of Vietnamese joint stock commercial banks in Ho Chi Minh City. Ho Chi Minh City in the period 2011 - 2016. Unit: trillion VND
Targets | 2011 | 2012 | two thousand and thirteen | 2014 | 2015 | 2016 |
Mobilized capital of joint stock commercial banks | 526.8 | 531.7 | 636.1 | 718.4 | 823.5 | 952.4 |
Capital mobilized from other organizations | 360.1 | 442.2 | 491.8 | 571.4 | 693.1 | 821.1 |
Total mobilized capital | 886.9 | 973.9 | 1127.9 | 1289.7 | 1516.6 | 1773.5 |
( Source: compiled by the author from Ho Chi Minh City Statistical Office)
Mobilized capital from joint stock commercial banks always accounts for a high proportion of total deposits (2011: 59%, 2012: 55%, 2013 and 2014: 56%, 2015 and 2016: 54%) As of December 2016, commercial banks in Ho Chi Minh City have mobilized 952.4 trillion VND. In addition, capital mobilized from joint stock commercial banks has also grown steadily over the years with an average growth rate of over 10%/year, ensuring capital sources and creating conditions for credit institutions to expand and grow. planned credit.
Developing retail banking services is a trend and an indispensable requirement for banks today, in order to strengthen brand promotion, increase market share and diversify types of products and services. of banks, contributing to increasing the competitiveness of banks. If in the past, only JSCBs developed the retail banking sector with the market segment being individual customers and small and medium-sized enterprises, but now, with the participation of state-owned commercial banks, it becomes more competitive. competition becomes stronger. Banks should have a business strategy as well as offer specific customer segments. Especially for the deposit segment, deposits from residents are an important part of deposits and always account for a high proportion of mobilized capital. Residential deposits are a part of money income of all classes of people in society deposited in banks for the purpose of saving, earning profit and making payments easily. Residential deposits include savings and payment deposits. Table 3.5 shows the scale of residential deposits in Ho Chi Minh City in the period 2011 - 2016:
Table 3.5 Residential deposits of Vietnamese commercial banks in Ho Chi Minh City in the period 2011-2016. Unit: trillion VND
Targets | 2011 | 2012 | two thousand and thirteen | 2014 | 2015 | 2016 |
Residential Deposits | 497.3 | 473.6 | 618.6 | 708.2 | 808.8 | 926.3 |
Other mobilized capital | 389.6 | 500.3 | 509.3 | 581.5 | 707.8 | 847.2 |
Total mobilized capital | 886.9 | 973.9 | 1127.9 | 1289.7 | 1516.6 | 1773.5 |
( Source: compiled by the author from Ho Chi Minh City Statistical Office)
Residential deposits always account for a large proportion and are constantly increasing in the total deposits mobilized by commercial banks in Ho Chi Minh City. The proportion of residential deposits in the total mobilized capital in the area from 2011 to 2016 was 56.1% respectively; 48.6%; 54.8%; 54.9%; 53.3%; 52.2% Billion
The increasing importance over the years proves the important role of residential deposits in mobilizing capital of the economy and the deposit attraction policies of banks in Ho Chi Minh City have promoted. effective, competitive with other capital mobilization channels and ensure the harmony between the interests of customers and
bank. Residential deposits achieved a high growth rate over the years (in 2013 increased by 36%, in 2014 - 2016 increased by over 14%) and were relatively stable, showing confidence in the banking system along with banking services. Convenience goods are the main reason for attracting this deposit department.
Unit: trillion VND
Residential Deposits
926.3
708.2
808.8
497.3
473.6
618.6
2011 2012 2013 2014 2015 2016
Figure 3.2 Residential deposits of Vietnamese commercial banks in Ho Chi Minh City. Ho Chi Minh
Thus, the analysis results show that the growth of deposit balances of individual customers in Ho Chi Minh City has increased steadily and steadily over the years (Figure 3.2). On the other hand, the proportion of deposits deposited by individual customers is always higher than that of other customer groups, on average in the period 2011 - 2016 accounted for 53.3%. That shows the importance of individual customers to commercial banks' capital mobilization, focusing on developing new customers and taking good measures to retain existing customers will contribute to Commercial banks have stable operating capital, contributing to more favorable conditions in the business process.
3.3 Actual situation of customer-oriented corporate social responsibility activities at Vietnamese commercial banks in Ho Chi Minh City. Ho Chi Minh.
Although, the concept of customer-oriented CSR has not been concretized during the operation of Vietnamese commercial banks in Ho Chi Minh City. However, in the course of operation, Vietnamese commercial banks have also shown their responsibility to customers through policies on prices, service costs, and attention to customer satisfaction and satisfaction. row. These responsibilities are reflected in the operational mission or core values of banks such as “Delivering”.
provide customers and society with diversified products and services of high quality; bring the highest benefits to Lien Viet Post Bank and Society” (LienVietPostBank). With ACB, the bank "always focuses on customers in the past, present, and future with the spirit of serving customers wholeheartedly". This bank identifies customers as the highest among the 5 main stakeholders with ACB. Or for VietinBank, this bank offers 7 core values, of which 2 are related to customers and the community, including: “Customers are at the center of all VietinBank activities. VietinBank is committed to providing uniform products, services and service styles; the only VietinBank to best meet all the appropriate needs of customers", "Innovation and creativity are the driving force; growth, development, safe and effective business, Sustainability is the goal. Performing well the responsibility to the community and society is the honor and pride of VietinBank.” Over the years, deposit products at Vietinbank have also received support and positive feedback from many customers in Ho Chi Minh City. For Vietcombank, "Humanity" is one of the core values of Vietcombank's culture. Therefore, in addition to business development orientations associated with customers and customers, Vietcombank always determines its responsibility to the community and always strives to make maximum contributions to the overall development of society. . At SCB, SCB identifies customers as the focus, "all activities of SCB are customer-oriented. SCB always acts on the basis of thorough consideration and care to grasp the needs of customers. SCB commits to customers to provide products, modern financial services with the spirit of dedicated service and bring the highest benefits to customers”. Besides, always accompanies, respects, listens, shares information and meets all requirements of customers with optimal solutions. Every year, SCB also has social charity programs, which partly recognize customers' contributions to society such as the fundraising program "Mid-Autumn Festival. Accordingly, individual customers when depositing savings (renew or new) with a term of 06 months or more at SCB can participate in the program, for every 1,000,000 VND of savings customers will receive a gift from SCB. 80 dong to pay Every year, SCB also has social charity programs, which partly recognize customers' contributions to society such as the fundraising program "Mid-Autumn Festival. Accordingly, individual customers when depositing savings (renew or new) with a term of 06 months or more at SCB can participate in the program, for every 1,000,000 VND of savings customers will receive a gift from SCB. 80 dong to pay Every year, SCB also has social charity programs, which partly recognize customers' contributions to society such as the fundraising program "Mid-Autumn Festival. Accordingly, individual customers when depositing savings (renew or new) with a term of 06 months or more at SCB can participate in the program, for every 1,000,000 VND of savings customers will receive a gift from SCB. 80 dong to pay
contributed to SCB's "Mid-Autumn Festival" fund. Then, based on the amount received from customers, SCB will contribute the corresponding amount to the Fund. In addition, to be able to multiply this joy further, SCB also arranged donation boxes at transaction points to receive the kindness from customers to further support the program. This is a practical activity, demonstrating the cohesion between SCB, customers and the social community.
Thus, although Vietnamese commercial banks in Ho Chi Minh City have not yet introduced specific concepts of customer-oriented CSR in their operations, in general, banks have attached their business activities. with the values and benefits of customers, providing customers with the most convenient and optimal deposit products to bring satisfaction to customers. In addition, banks also constantly direct their business activities to the community and society through meaningful and practical programs, promoting the close relationship between customers - banks - society. . This proves that Vietnamese commercial banks have begun to pay attention to the benefits of customer-oriented CSR.
Some banks have concretized core values in their operations that aim to well implement CSR for customers, details are presented in Table 3.6.
Table 3.6 Summary of CSR in customer-oriented approach of Vietnamese commercial banks
Bank | Economic responsibility | Legal responsibility | Responsibility moral duty | Responsibility charity duty |
ACB | Modernize | Integrity | ||
Agribank | Maximize benefits for customers | Comply with internal rules, regulations, regulations, professional processes and management mechanisms from Head Office to branches. branch | Comply with the code of professional ethics and social moral standards | |
BIDV | provide products | responsible |
banking products and services of the highest quality and convenience | Final responsibility for products and services provided | |||
HDbank | Customers are the focus of all activities of the bank and always strive to best meet the expectations of customers. | trustworthy trust, trust real, dare think, dare to do and dare to take responsibility duty. | ||
Lienviet PostBank | provide products and services that customers need, not must have products and services that the Bank has. | Rule of law | Connecting Social in Business | |
Maritime Bank | Understanding customers | Regulatory compliance | Responsibilities and integrity | Community Responsibility |
OCB | Customers are the focus. Understanding and friendly. Customer satisfaction is the driving force for growth. Committed to providing the right solution for your needs. | Transparency institutions. | ||
Sacombank | Optimizing a comprehensive, modern and multi-utility financial solution for customers | Accompanying the common development of the community social community | ||
SCB | Innovating, creating and diversifying products | comply with the law, international practices, open and transparent all information related to the operation business. | Integrity and transparency | |
Techcom Bank | Customers are the focus, everything we do is only valuable when it really brings benefits for customers | |||
Vietinbank | products, services and | obey the law | always thinking | Perform |
uniform service style; best meet all suitable needs of customers | Bank's internal laws and regulations | think, act Acting to ensure fairness, integrity, transparency transparency and accountability | good blame Responsibility to the community and society is the honor and pride of VietinBank | |
Joint Stock Commercial Bank National Citizen (NCB) | NCB is committed to providing its customers with perfect, convenient and diverse products and services, being a reliable partner and companion of customers. | NCB is committed to complying with the regulations of the State Bank of Vietnam, Government and other relevant regulations. | commit perform social responsibility, participate in social activities, charity programs to build one plus Dong Van smart, progressive. |
(Source: author compiled from websites of banks)
CONCLUSION CHAPTER 3
In chapter 3, the author has outlined the process of formation and development as well as the operating network of the system of Vietnamese commercial banks in the city. Ho Chi Minh. In addition, the author also presents the deposit mobilization products as well as the mobilization efficiency of the group of Vietnamese commercial banks in Ho Chi Minh City in the period 2011-2016. The last part of the chapter introduced the author. Briefly introduce the implementation of customer-oriented corporate social responsibility of Vietnamese banks. The author also provides a summary table of components of customer-oriented CSR of some Vietnamese commercial banks in Ho Chi Minh City.
CHAPTER 4: RESEARCH MODEL OF THE IMPACT OF CORPORATE SOCIAL RESPONSIBILITIES ON CUSTOMERS DEPOSING CUSTOMERS IN VIETNAM COMMERCIAL BANKS.
Qualitative research
Official scale
Quantitative research
Research results
Objectives of the study
Theoretical foundations and models
Draft scale 1
- Scale reliability
- EFA analysis
- Analysis of CFA
- SEM analysis
- Hypothesis testing
- Multi-group analysis
4.1 Research Process
- Discussion groups
- Adjust the scale
- Build a questionnaire
Figure 4.1 Research process
The research process begins with the research objective and ends with the presentation of the research results. This study was carried out including 5 main steps:
Step 1: Determine the research objective. On the basis of theories related to the research, the author proposes a research model.
Step 2: Build a scale based on research and synthesis from domestic and foreign research models.
Step 3: The author conducts qualitative research to complete the scale and build a formal survey questionnaire.
Step 4: Formal quantitative research. Data were collected by distributing survey questionnaires. The reliability of the scale is tested by Cronbach's Alpha coefficient, exploratory factor analysis (EFA) to check convergent and discriminant value, CFA analysis method to test the scale and structural analysis. linear SEM to test the compatibility of the model and the hypotheses. Bootstrap Testing and Multigroup Analysis using Amos.
Step 5: Present the research results.
4.2 Building the scale of variables
Corporate social responsibility scale
Trong nghiên cứu này, tác giả tiếp cận TNXHDN theo định hướng khách hàng, tiếp cận này lấy khách hàng làm trung tâm. Hoạt động TNXHDN bao gồm thường bao gồm bốn yếu tố kinh tế (giá cả, phí dịch vụ phù hợp với chất lượng; thông tin về sản phẩm); luật pháp (tuân thủ pháp luật); đạo đức (tuân thủ pháp luật trên cơ sở tôn trọng các chuẩn mực đạo đức như công bằng với khách hàng trong kinh doanh,...); từ thiện (hướng đến các hoạt đồng cộng đồng, xã hội). Cách tiếp cận này giống cách tiếp cận của Nguyễn Hồng Hà (2016), thang đo này kế thừa thang đo của Valeria và cộng sự (2008). Theo Oliver (1999) TNXHDN tiếp cận theo định hướng khách hàng thì 60% các yếu tố của thang đo là tập trung vào các giá trị kinh tế của khách hàng, thang đo này có 3/5 yếu tố liên quan đến trách nhiệm kinh tế, 1 yếu tố trách nhiệm từ thiện, 1 yếu tố trách nhiệm đạo đức. Do đó, sử dụng thang đo này có thể đo lường được TNXHDN theo định hướng khách hàng. Như vậy, tác giả đề xuất sử dụng thang đo này để đo lường TNXHDN trong nghiên cứu này (see Appendix 2).
Customer loyalty scale
Loyalty scales often measure two components of loyalty: behavioral loyalty and attitudinal loyalty. Some commonly used scales are those of Martínez and Bosque (2013). However, this scale includes 4 factors, but there are 3 factors related to behavioral loyalty, only one factor is attitudinal loyalty. The scale of Beerli et al. (2004) only measures attitudinal loyalty. To measure both behavioral loyalty and attitudinal loyalty,
In this study, the author proposes to use Oliver's (1999) scale, which is also used by Pérez and Bosque (2015a) to measure customer loyalty in the banking sector (see Appendix 2). .
Customer identification scale
The author's customer identification scale inherits the 6-factor scale of Pérez and Bosque (2015a). This scale focuses on the close relationship between the customer and the bank as well as the customer's perception of membership in the bank (see Appendix 2).
Customer emotion scale
There aren't really many scales to measure customer emotions. When it comes to customer emotions, people often refer to keywords such as "comfort", "love", "happiness",... Levy & Ho's 6-factor scale (2016) has four factors. factors related to customer identification. Vlachos' 4-factor scale (2012), the factors are more about customer emotions. Therefore, the author proposes to use this scale to measure customers' emotions (see Appendix 2).
Customer confidence scale
Based on the customer trust scale of Martínez and Bosque (2013), this scale was used to measure the trust of 382 customers to find out the influence of CSR on customer loyalty in Spain. Dental. This scale also describes the concept of customer trust in the bank. Therefore, the author proposes to use this scale to measure the trust of depositing customers towards Vietnamese commercial banks in Ho Chi Minh City (see Appendix 2).
Customer satisfaction scale
Customer satisfaction scales often point to the level of customer satisfaction relative to their costs. Some keywords to measure satisfaction include “satisfied”, “right choice”, “satisfied”… There is not much difference between customer satisfaction scales between studies. In this study, the author inherits the scale of Pérez & Bosque (2015a) which is based on the scale of the original