Firstly, the transaction attire of SCB is currently not synchronized. The current uniform is the uniform of all three banks before the consolidation and the uniform is too old.
This makes customers feel that the bank’s transaction activities are unprofessional, unattractive and confusing for customers when transacting. In the coming time, SCB should soon have a uniform uniform throughout the system to enhance customers’ perception of the bank’s professionalism as well as create a distinctive and differentiating feature from other banks for customers to recognize. SCB, do not confuse SCB with some other banks.
Maybe you are interested!
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Secondly, upgrading facilities, repairing old degraded transaction places to create eye-catching, clean, cool, professional and polite appearance. Carrying out the relocation of transaction locations in unfavorable locations, obstructed vision, transaction points too close to each other, causing internal competition, overlapping in marketing and attracting customers.
Third, due to the merger of three banks, the facades promoting the brand of the transaction places are not uniform in style and color, so there is a need for a change in the external design of the bank and the bank. Synchronize the facade at transaction points to help customers easily identify SCB’s brand (logo, sign, nameplate, placard, …) because nowadays customers often confuse SCB with Sacombank and Saigonbank.
Conclusion of chapter 3
Chapter 3 presents the development orientation as well as the operation content and the orientation to improve the service quality of SCB. At the same time, the study makes recommendations to the Government and the State Bank. Based on the research results on the contribution of the components Reliability, Responsiveness, Service Capacity, Empathy, and Tangibles along with the current status of SCB’s products and services, the study gives solutions to improve customer satisfaction with SCB’s service quality. Accordingly, SCB should focus on improving five service quality components according to the level of impact from high to low: Empathy, Responsiveness, Tangibles, Reliability and Service Capacity. Thereby creating loyalty, attachment and long-term attachment of customers, contributing to improving the competitiveness, position and brand of SCB; increase market share, revenue, profit and operational efficiency towards the goal of stable and sustainable development in the future.
This study presented the theoretical basis for service quality as well as customer satisfaction. From the theoretical basis, it is shown that service quality is decisive and directly affects customer satisfaction. The study also states some service quality measurement models and some previous studies on service quality components in the banking sector. From there, choosing SERVPERF model is a suitable model to survey and analyze the relationship between service quality and customer satisfaction for Saigon Commercial Joint Stock Bank after the consolidation. This relationship was surveyed with 234 customers transacting at SCB in Ho Chi Minh City. Research results show that SCB’s service quality scale consists of five components Reliability, Responsiveness, Service Capacity, Empathy and Tangible Means with 28 variables retained after removing 6 variables. According to the research results, the above five components are positively correlated with customer satisfaction. Based on the research results and the current situation of SCB’s products and services analyzed in Chapter 2, a number of recommendations for the Government, the State Bank and solutions for SCB to improve the quality of SCB’s services have been made. given.
Research results show that Empathy has the strongest impact, followed by Tangible Means, Reliability, and finally Service Capacity. In the short term, SCB needs to focus on these components according to their level of impact. However, because the survey was only conducted in Ho Chi Minh City with a limited sample size, the research results are not representative of the entire SCB system, plus the characteristics of banking products and services are very different. easy to be copied, banks will have similar products and services, so in order to develop service quality in a long-term and sustainable direction, SCB needs to pay special attention to service capacity – this is the key the main distinguishing factor and difference between SCB and other banks.
Limitations and follow-up studies
This study has some limitations. First, the survey sample is not representative because it has only been surveyed in Ho Chi Minh City with a sample size of 234. The ability to generalize the results of the study will be higher if it is conducted with a large scale. large scale in other cities in the country and expand the survey sample size to get more accurate and objective results. This is a direction for further research. Second, the study only considers the impact of service quality on customer satisfaction. There can be many other factors contributing to the explanation of customer satisfaction such as technical quality, functional quality, corporate image, bank marketing, etc. This issue provides a direction. more for further research. In addition, conducting customer loyalty research for SCB is also another direction for further research.
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BANKING SERVICE QUALITY MEASUREMENT IN VIETNAM
|Components||Service Quality Attributes|
|Tangible Media||Current equipment Grand|
|‘s facilities Spacious and comfortable company|
|Staff have pages clothing (special for businesses)|
|Attached Documents in full service operation|
|Reliability||Provide the right service as promised|
|Provide the right service at the time when the company commits|
|Do the right service from the very first time|
|Care about solving problems faced by customers|
|Accurate in recording Copy|
|Responsiveness|| Accurate communication
with the customer when the service will be performed|
|Provide service to customers quickly|
|Staff is always available please help customers|
|Ready to meet love customer demand|
|Service capabilities||Bank’s reputation goods in service capacity|
|Employees create things trust with customers|
|Safety in delivery Translate|
|Polite and courteous staff nice|
| Knowledgeable staff
expertise to answer guest inquiries|
|Empathetic||There are programs Show interest in customers|
|Each employee can Show interest in customers|
|Staff attentive customer’s (special) concerns|
|Employees understand their needs customer’s special request|
|There is trading time Convenience for customers|
|Has branch network widespread|
|There is a network of dispensers Convenient ATM automatic money|
“Source: Le Van Huy, Pham Thanh Thao, 2008”
DISCUSSION FOR EXPERT Opinions
I am a graduate student of Course 20 – University of Economics Ho Chi Minh City. I am currently working on a graduation thesis with the topic “Evaluating customer satisfaction with service quality at Saigon Commercial Joint Stock Bank after consolidation”. I hope you will spend a little of your valuable time to discuss with me about the factors and components to measure service quality. The information provided from you will help me a lot in completing this thesis.
– In your opinion, is the quality of banking services assessed by the 5 components in the following table appropriate or not?
– Are the elements in each component appropriate? Are there any factors that need to be adjusted accordingly? What factors need to be removed as well as added to better evaluate the quality of banking services?
– Can the service quality of SCB be assessed by these 5 components? If not, is there any difference?
– Out of the five ingredients, which one is the most important? Why? (Table 1)
Which of the components is the most important? Why? (Table 2)
– Which service of SCB is the most developed? What services of SCB need to develop?
– What contents need to be focused and improved to improve the service quality of SCB?
| Doesn’t matter|
|Normal||Important|| Very important|
|Power service force|
|Direction tangible convenience|
| 1. Reliability (Reliability): can|
presently service availability
give suitable customers, timely
time, on time, exactly
|Bow service delivery as promised.|
provide the right service at the right time|
show the right service at the right time|
but customers encounter.
|Main accurate in the record.|
| 2. Responsiveness|
help help customers and provide
grant service in a timely manner,
correct time, quickly.
accurately report to customers|
row when is the service performed
provide service to customers|
staff are always willing to help|
ready to meet the requirements of|
| 3. Service capacity|
(Assurance): professional qualification
subject, service style, count
specializing in career, manners
NS, the hospitality of the staff
dress customer service.
the language of the bank in|
ability service capacity.
customers feel safe when|
staff is always welcoming, polite,|
staff with full knowledge|
specializing in subject to answer questions of
| 4. Empathy (Empathy): the|
Mandarin mind, pay attention to hope
would like of customers like
guest What do customers care about,
would like what’s in the bank.
goods with care policy|
members always show concern|
heart to customers.
|Core The staff pays attention to the (special) concerns of the customer.|
staff always understand the delivery needs|
Translate of customers.
Have questions and suggestions, Mr/Ms|
Okay SCB warmly received and
pay thoughtful words.
|Yes Convenient transaction time.|
|Yes wide trading network.|
| 5. Tangible media|
good current page, equipment
.’s work clothes core members, and communication materials
pine make customers feel secure,
|Page modern equipments.|
spacious and convenient facilities|
SCB members have special costumes|
enemy, polite and tidy.
complete communication material, concise|