Research Article Customer service culture at Techcombank ...
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Himalayan Economics and
Business Management
Research Article
Customer service culture at Techcombank in Vietnam
Nguyen Hoang Tien1, Dinh Ba Hung Anh
2, Pham Thi Diem
1, Nguyen Thanh Vu
3, Ho Tien Dung
4, Bui Xuan
Bien5, Vu Tuan Anh
6 and Pham Van On
7
1Van Hien University, Vietnam
2Ho Chi Minh City University of Technology, Vietnam
3Nguyen Tat Thanh University, Vietnam
4University of Economics Ho Chi Minh City, Vietnam
5Hanoi Finance and Banking University, Vietnam
6Da Lat University, Vietnam
7Tien Giang University, Vietnam
INTRODUCTION Vietnam is in the process of international
economic integration and faces great challenges. And
of course a business not only competes with domestic
enterprises but also with enterprises in the world. In an
increasingly fierce competitive environment, the
difference in product quality between businesses is
getting smaller and smaller, especially in the service
industry, so if businesses want to survive and
develop, the prerequisite is to make customers satisfied.
Currently, the banking and finance industry is
developing strongly thanks to the increasing demand of
people. A bank wants to attract customers, in addition
to improving products and services, the bank must also
care about customers. Customers play an increasingly
important role in the development of the business,
so when taking good care of customers, the bank will
attract more customers as well as retain existing
customers, making the market share open. Expansion,
revenue and profit increase. Customer service culture is
an issue that attracts a lot of attention from managers.
Their instruction to meet needs of customers and want
to reach chronic needs that challenge to attract potential
customers for their business and customer care is not
just good, but to elevate customer service to
perfection. Typically, banking and finance market has
very high level of competition, opponents always have
policies of enhanced or additional services to be
more appealing and attractive. In addition, the needs of
customers are not fixed, the customer always
requires high more and always change
preferences when the material life is enhanced. So how
can the bank's customer service be better, get customers
and keep them for longer? Customers can rate the
service and compare it with rival banks. To be able to
retain potential customers, in addition to taking care of
customers, we need to build a banking service culture in
an organized manner. In this
group we will jointly explore and clarify the customer
service culture of Techcombank and then set out
recommendations to develop and elevate a
perfect customer service culture at Techcombank
Rationale
Customers of an organization are a collection of
individuals, groups of people, businesses who have a
need to use the company's products and want to satisfy
that need. Customers are people who do not depend on
us, we (the seller, the Bank) depend on them (Phan &
Su, 2013). Customer service is the entire interaction and
*Corresponding Author
Nguyen Thanh Vu
Article History
Received: 10.08.2021
Accepted: 20.08.2021 Published: 31.08.2021
Citations: Nguyen Hoang Tien, Dinh Ba
Hung Anh, Pham Thi Diem,
Nguyen Thanh Vu, Ho Tien Dung,
Bui Xuan Bien, Vu Tuan Anh &
Pham Van On (2021); Customer
service culture at Techcombank in
Vietnam. Hmlyan Jr Eco Bus Mgn;
2(4) 61-69.
DOI: 10.47310/Hjebm.2021.v02i04.008
Abstract: The economy of Vietnam is in the process of rapid growth, the service
sector is developing strongly and get the attention of everyone. Banking and financial
services have been promoted when meeting new needs of people. Currently, there are many
banks in existence and development, but the products and services of most banks are the
same. So what makes a difference, attracts and creates trust for customers about our
bank is the customer service culture. Banks must make a difference; stand out in the service
customer care to between the bank competitors, customers can get entitled to us. As
well as not only bring good service, but also to elevate the service perfectly
to thereby receive satisfaction, retain customer loyalty as well as exploitation of new
potential customers.
Keywords: banking, customer service culture, service improvement, perfect service.
Open Access
Nguyen Hoang Tien et al., Jr Eco Bus Mgn; Vol-2, Iss- 4 (July-Aug, 2021): 61-69
62
support activities of a business to customers during the
process of experiencing products and services to meet
their desired needs. It can also be understood that
customer service is the accompanying services to
complete the marketing transaction process to ensure
that the needs and desires of customers are met
(Nguyen Duong, 2019). Creating
a customer service culture is a very important step, but
not the only factor to retain customers. If the service
culture is good but the product is not good, it cannot
make customers stay and loyal to the brand (Nguyen
Duong, 2019). Customer service is part of the corporate
culture, not just an isolated part. That is how each
organization operates, how to communicate with
customers or between positions within the company,
how people feel about the atmosphere in the business in
general and at Techcombank in particular (SOI.Pro,
2019). In fact, it is difficult to have a standard to
evaluate a good customer service culture, because the
characteristics of the industry are different. However,
there are two factors that can determine the quality of
customer service. One is speed: Ensuring services from
delivery, warranty, support to resolving queries are
always the fastest is the most important factor to create
a quality customer service. The second
is professionalism: From demeanor, talking style to the
ability to solve situations, grasp customer psychology or
know about products and policies. The customer is the
king, the payer for the business, so taking good care of
customers is not only the duty of the customer service
department, but all members of the business need to
understand the role of the job. Satisfying customers,
putting customer needs as the responsibility of the
business to meet them, take that as the basis for
decision-making and action (Cempartner,
2019). Service quality of a business or a bank depends
on the distance, the level of customer expectations as
well as their perceived level of service
quality. Customer service quality includes 5 main
components: responsiveness, service capacity,
reliability, empathy and tangible means. A high-quality
customer service culture is the Bank's capacity,
provided by the Bank and reflected in the level of
satisfaction of the needs and desires of the target
customers that the Bank aims to (Yen & Hien, 2014).
Customer expectations are formed before using the
service. Perception is the customer's evaluation of the
service. When using the service, the customer compares
the perceived service with the desired service and if the
actual use of the service is more satisfied than the
expectations, the customer is satisfied (Dong,
2013). According to Oiver (2001), satisfaction is the
consumer's response to the fulfillment of
wants. According to Kotler (2001), satisfaction is the
level of a person's sensory state resulting from
comparing the results obtained from the product or
service with the person's expectations. Expectations
here are considered human wishes or expectations. It
stems from personal needs, previous experiences and
information such as advertising and word of
mouth. Thus, satisfaction is a function of the difference
between received and expected results. Customers can
perceive one of three levels of satisfaction: If the
performance is worse than expected, the customer will
not be satisfied. If the results received match the
expectations, the customer will be satisfied. If the actual
results exceed the expectations, the customer is very
satisfied and delighted. The quality of service
is perceived by the customer, not determined by the
Bank, it reflects the ability to meet the customer's
expectations at or above them and should be
maintained. Customer care is incompletely understood
as a salesperson's enthusiastic welcome
to customers. The above interpretation is not wrong, but
it is still not enough. Customer care is all that is
necessary for a business to satisfy the needs and
expectations of its customers, that is, to serve customers
the way they expect to be served and to do what is
necessary to do so. keep existing
customers (Nga, 2018). Each different business has
different products and services, so there will be
different customers in each space and different service
time. But how customer service varied, but all adhere to
some basic principles, is when customers need help,
they must be patient, listen to them, offer customer
service exceeding the expectations. Communicate and
behave in a friendly and nice manner with customers.
From the attitude, behavior to the capacity of the waiter,
must always be ready to answer and effectively resolve
questions, complaints, and frustrations. customer
vertical. Willing to create more advantages for
customers such as more attentive service, responding at
customers when they have urgent requests, extending
service time when customers need, creating for
workplaces, dealing with customers. customers are not
hindered. Maintain regular contact with customers and
ensure customers have full information about products
and services used. Monitor the fulfillment of promises
and commitments to customers (Nga, 2018). It can be
seen that what every customer, whether an individual or
a business, wants more from the goods and services
they buy is that they must be completely
reliable (Nga, 2018).
In February 2008, Techcombank received the title of
"The most satisfied service in 2008" voted by readers of
Saigon Marketing newspaper. By March 2008:
Launched Techcombank Visa Credit credit card,
Deployed ADM automatic deposit machine – Deployed
a series of technology modernization projects such as:
upgrading core banking software system to version
T24.R7, a member of both the largest card alliances
Smartlink and BankNet, connects the ATM system with
strategic partner HSBC, deploys a toll-free Customer
Service number (24/7 support). August 2008:
Techcombank Received the Vietnam Gold Star Award
2008 by the Young Business Association. In the same
year, Techcombank also launched a Techcombank –
Vietnam Airlines – Visa co-branded card. The airline
Nguyen Hoang Tien et al., Jr Eco Bus Mgn; Vol-2, Iss- 4 (July-Aug, 2021): 61-69
63
was ranked in the "top 500 leading enterprises in
Vietnam" from the VNR 500 organization and received
the "Credit Product of the Year" award from the
Vietnam Economic Times (Luong Hanh, 2020). In the
current context of market economy and global
integration, everyone has needs to use financial services
at banks. There are many banks in the market so that
customers can choose according to their needs. What
customers care about at these banks is not only about
interest rates but also about services at the bank as
analyzed the link from customers to expectations and
satisfying needs through customer service culture. at the
bank. Since the interest rates between banks are not
much different, the competition in service quality is
almost the main factor leading to the success, creating a
competitive gap and the typical awards of
Techcombank. Whether the service quality is good or
not, customer satisfaction or not depends a lot on
the customer behavior culture of
each branch. Dedication to customers is shown in every
department from security guards, receptionists, tellers
or managers. Therefore, each employee in
Techcombank at each branch needs to be aware of
and adhere to the principles of customer behavior in
order to be able to attract new customers as well as
retain existing customers. Create a culture of
impeccable customer service.
"Without customers, no company would exist" The
comment of the famous economist Erwin Frand has
shown the role of the customer in all business
activities. During the business downturn due to the
impact of the Covid-19 epidemic, companies had to
face a significant drop in revenue, resulting in staff
reductions and downsizing of services. However, this
really did not help the company regain momentum. Yes,
in difficult times, customer service culture must be
given even more priority: The more customers a
business can attract, the quicker and easier it will be to
overcome the crisis (SAGA, 2021). So the way for
Techcombank to let customers feel and pay attention to
the perfect and different customer service culture here is:
First, respect and listen to comments. from customers –
This is the top priority of transactions made at
Techcombank, if there are any comments or complaints
from customers, employees must listen with respect and
receptiveness, then the consultant explains in detail the
problem that the customer is asking with the most
transparent and clear speed. In all cases, a calm and
cooperative attitude must be maintained in the face of
customer behavior. After all issues are resolved, it is
necessary to keep in touch and store noted information
in the system to promptly respond to all customers
needs to create goodwill. Absolutely no uncooperative
attitude, uncivilized behavior or disrespectful words to
customers. The second is focusing on customer service,
forming a key separate service culture at Techcombank
– It is the satisfaction from customers through
transactions at the bank that will increase prestige and
profit. In addition, focusing on activities of taking care
of gratitude and giving gifts on special occasions,
timely grasping new needs, always sharing and ready to
serve the fastest reasonable needs for customers. The
third is to make statistics and implement new programs
through the collection of customer opinions - Give
small surveys to provide opinions to adjust and
improve services thereby creating a culture. Customer
service at Techcombank is the most perfect. Fourth is
the implementation of training and mass system
according to the completed customer service culture
with the system spreading in many places, having a
careful training cycle on the principle of implementing
the customer’s service culture that is essential for
businesses?
RESEARCH METHODS The local approach used mainly in all the methods
of analyzing material, such as methods go nh
calculated for study quality assessment services. To
approach to probe and explain by means of surveys on
customer behavior and attitudes. The qualitative method
includes the selection of customer information through
surveys and surveys of needs, data used are gender,
preferences, (What factors do customers trust
Techcombank for? What do customers like when
experiencing the service at Techcombank?) The main
purpose is to answer the research with explanatory
questions, demonstrating the results. According to the
research, the enterprise will poll 10 long-term
employees to consult to build a questionnaire. My
group has researched many reference sources and a
number of books and newspapers to produce survey
data by qualitative method. The research results of the
qualitative method will also be a stepping stone to build
a survey scale for the quantitative method. The
customer satisfaction survey on service quality at
Techcombank will rate it as a number from 1 (very
dissatisfied) to 5 (very satisfied) to conduct quantitative
research. And the quantitative method "finds a way to
group the signs and find out the cause and effect in the
target groups", based on the documents and research
sources of the qualitative method to have an accurate
and objective view of the problem. Techcombank's
customer service culture topic. The method of
collecting secondary data, this method is based on
available sources, so when applying this method, it
requires specificity, meaning it must be clear, consistent
with research objectives, accurate. of data and
current. And the method of comparing and contrasting
to find the most accurate documents on the research
problem as well as reliable sources of information from
the Internet. The article also provides some examples of
awards achieved by the bank. These are important
proofs that prove the service quality of the most
intuitive bank.
In addition, combined use additional methods
used primary data, such as user surveys but by the time
when the current Covid-19 pandemic is complicated so
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the questionnaire was designed in the form of Google
and was sent to a part of Techcombank's customers, in
addition, the data was also collected from published
scientific reports and data provided by Techcombank.
Some difficulties and challenges in the service are
also explored through the banking operations and
processes based on linear regression analysis used
to test the research model on customer service
culture. The obtained results of the project: Researching
theories on service quality and customer satisfaction in
general, thereby building a scale model of service
quality and customer satisfaction that is applied to
service quality and customer satisfaction. used at
Techco mbank in particular and for other commercial
banks in general in Vietnam. On that basis, some
recommendations and solutions are proposed to
improve the quality of credit services of Techcombank
in the current period, significantly contributing to the
development of Techcombank.
The survey process to collect primary data is carried out
in 3 steps:
Step 1: Build a survey questionnaire:
Building a survey questionnaire based on the issues to
be studied to assess the quality of banking
services. Sent a questionnaire to the staff at
Techcombank and conducted a survey to
try testing a number of customers. Edit and complete
the survey.
Step 2: Conduct the survey:
To conduct the survey, the author sent the survey to
customers in the following ways: send the survey
to Techcombank employees and send the online form
to Techcombank customers.
Sampling method:
Overall: all individual customers have been using the
service at Techcombank.
Sample size: according to some studies, the
representativeness of the number of samples selected
for the survey will be appropriate if the number of
samples is 5 samples for 1 subject. The survey model in
this study includes 6 independent factors with 30
observed variables, so the number of samples needed
for the survey is 30 * 6 = 180 variables or more. The
survey was done socks i votes are transmitted in the
form of Google forms are 500 votes in which the
number of questionnaires collected 200 valid
samples. Thus, with the requirements of the sample size
set, the number of observations of 200 questionnaires
collected has ensured good research performance.
Step 3: Process survey data:
General information is processed and results are given
by Excel software. The survey is processed by Eview
software to give accurate results through data from
customers.
RESEARCH RESULTS Service characteristics have made a lot of difference
in the definition of product quality and service
quality. While customers can judge the quality of
tangible products easily through appearance, product
design, packaging, price, brand reputation through
touching products, grasping, smelling, looking directly
at the product to evaluate, this cannot be done for
intangible products and services because the service
will be shown during the process of using the service,
the process of interaction between customers. goods and
service providers. Therefore, with customer care
services at banks, customers are equally
interested, because now transactions through banks,
online transactions are more convenient and faster than
traditional ones, especially in the epidemic situation.
When it comes to service quality, it is often assumed
that it is also customer satisfaction. There are many
different studies in the world that have been born with
the aim of defining and measuring service quality,
which is assessed on two sides: Service delivery process
and service results. According to researchers, there are
5 gaps in the service quality measurement model. In
these 5 gaps, gap 5 is the target to study because it
determines the level of customer satisfaction when they
perceive the difference between expectations and the
service received. This difference is measuring the 4
distances from 1 to 4 create.
The first gap occurs when there is a difference
between customers' expectations about service quality
and Techcombank's perception of customer
expectations. The basic point of this difference is that
sometimes banks do not fully understand what
characteristics make up the quality of their services as
well as how to deliver them to customers to satisfy their
needs.
The second gap occurs when a bank has difficulty
translating its perception of customer expectations into
characteristics of quality. In many cases, banks may be
aware of customer expectations but not always be able
to translate these expectations into specific quality
criteria and deliver them as expected to customers.
service quality characteristics. The main cause of this
problem is the professional ability of the service staff,
because they are the ones who work directly with
customers, as well as too much variation in service
demand. There are times when the demand for the
service is so high that the bank cannot meet it in time.
A third gap occurs when customer service personnel
are unable to deliver services to customers according to
defined criteria. In service, employees have direct
Nguyen Hoang Tien et al., Jr Eco Bus Mgn; Vol-2, Iss- 4 (July-Aug, 2021): 61-69
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contact with customers, playing a very important role in
the process of creating quality. However, employees are
not always able to complete the task according to the set
criteria.
Advertising media and old information ng impact on
customer expectations of service quality. Promises in
promotional programs can increase customer
expectations but also reduce the quality customers
perceive when they are not delivered as advertised. This
is the fourth distance.
The fifth gap occurs when there is a difference
between the quality and expectations by the customer
and the quality they perceive. Service quality depends
on this fifth gap. Once customers realize that there is no
difference between the quality they expect and the
quality they perceive when using the service, the quality
of the service is considered perfect.
Discussing the research results: Through the
above research conclusions of Techcombank, in
addition to the lack of problems in providing customer
service quality, the bank also has ways in which
customer service is appreciated by customers. The price
is good and I feel satisfied every time I use the service
at the bank. Banks are trying to develop and improve
our services each year to match the demand for
customers.
Online consumption has been an inevitable trend
globally in general and in Vietnam in
particular. According to a survey report by Nielsen, the
Asia-Pacific region has the highest proportion of
consumers shopping online globally. This report also
confirms that this shopping behavior is changing
rapidly, especially now that consumers use mobile
devices to search for products and services online.
Catching up with the market trend, with the desire to
best fulfill the needs of customers, Techcombank has
implemented 2 E-banking programs of VND 0 and 1%
Cashback that Techcombank implemented to meet the
needs and motivate customers. customers use g more
than e-banking services. This program is free for all e-
banking transactions as well as active SMS fees, money
transfer fees to other banks (from September 2016 for
customers and implemented until now).
Ms. Dang Thi Lan Anh – Marketing and
Sales Manager at Techcombank affirmed that this free
policy has motivated customers to use more e-banking
services. This is not only a positive move of
Techcombank in accompanying the State Bank of
Vietnam to implement policies to encourage people to
limit cash use, but also to help the Bank save facilities
and expenses. Transaction operating fee at the
counter. Since then, continue to offer free policies,
reduce fees suitable for the majority of customers.
Thanks to this convenient service, the bank has an
extremely large number of customers, not only
individual customers but also corporate customers. To
bring maximum profits for business customers, online
banking Techcombank not only implement incentive
programs cost but also supports real-h rea of the
payment transaction characteristics particularly as
paying bills electricity, customs duty.
Before 2021, Techcombank's call center has also
deployed 12 customer support services and received
many positive feedbacks such as: Handling swallowed
debit cards, domestic debit card checking, credit card
checking, temporary locking credit card, temporary
debit card, permanent credit card lock, permanent debit
card lock, debit card PIN reset, credit card PIN reset,
FIB/FMB user lock, internet payment feature lock,
tracing, complaint transfer money through FIB.
With the desire to bring more new experiences that
are both fast and convenient
for customers. Techcombank continuously deploys
integrated multi-channel services along with efforts to
digitize products and services. Therefore, from May 28,
2021, Techcombank officially added 02 additional
services of debit card PIN re-issuance and credit card
PIN re-issuance to support customers via Call
Center. Besides the services developed, Techcombank
will continue to expand new services more to meet
the highest demands in the future of our customers.
Besides, Techcombank joins hands to help the
community during this stressful epidemic season. On
May 27, 2021, Techcombank donated 10 billion VND
to prevent and repel Covid-19 at the launching
ceremony of the peak donation campaign to support the
prevention and control of the Covid-19 epidemic,
organized by the Central Government. Vietnam
Fatherland launched. The program was attended by
President Nguyen Xuan Phuc, Chairman of the Central
Committee of the Vietnam Fatherland Front Do Van
Chien and the National Steering Committee on Covid-
19 prevention and control. This is Techcombank's latest
support in a series of pioneering activities to implement
corporate social responsibility with the mission of
"Transforming the financial industry, raising living
values", to join the country, businesses and the
community. successfully prevent and repel the Covid-
19 pandemic. In 2020 alone, Techcombank has spent
VND 41 trillion to support customers affected and
damaged by Covid 19. “As a reputable commercial
bank, Techcombank is committed to always
accompanying the Vietnamese government and people
to repel and defeat the Covid-19 epidemic, and at the
same time create favorable conditions for customers
affected by the epidemic to stabilize. Business
recovery," said Techcombank Vice Chairman Do Tuan
Anh.
Right from the beginning of the epidemic season,
Techcombank has always followed the governments
and the Ministry of Health's Covid-19 prevention
Nguyen Hoang Tien et al., Jr Eco Bus Mgn; Vol-2, Iss- 4 (July-Aug, 2021): 61-69
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guidelines to the fullest, applying 5K guidelines (Masks
- Disinfection - Distance - Decentralization - Medical
declaration). system-wide. The Bank focuses optimal
resources to ensure business continuity in order to best
serve customers, support and accompany customers to
overcome difficulties to stabilize and
develop. Techcombank also focuses on liquidity
management to ensure a strong financial foundation
during and after the pandemic, in order to be able to
meet the needs of customers who want to borrow
money, or want to make payments, in the context of the
Covid-19 pandemic being complicated for a long time.
In parallel, Techcombank promotes investment in
banking transaction digitization solutions to provide
convenient - Fast - Secure and Safe electronic
transaction tools, with diverse products from utilities
Daily payments to pre-approved credit cards, financial
management and investment products. These solutions
help customers make transactions remotely, limit cash
contact and reduce the risk of Covid-19 infection,
thereby, making Techcombank the main transaction
bank for more customers.
This is the reason why the volume and value of
transactions via electronic channels of Techcombank
individual customers in the first quarter of 2021 reached
136.9 million transactions respectively (up 88.6% over
the same period last year). In Q1 2021, Techcombank
has added approximately 245,000 new customers,
bringing the total number of customers whose service
bank to 8.6 million users.
CONCLUSION In today's very competitive business era, imprinting
in the mind of customers is not only about good
products but must go hand in hand with focusing on
customer service. Because what customers perceive in
your business is not only the product they buy, but also
the customer service that has become a distinct culture
at each business you give them.
For the banking sector, we can say that cultural
services customers have no small role in determining
the development of the banking network in the market
in general and in particular Techcombank. Grasping this
key point, Techcombank always focuses on building
and developing a sales team that is knowledgeable in
business, enthusiastic in serving customers with a
professional style at work, and strives to become a
successful bank. reputation. As well as improving
systematization with new technologies to create
convenient services for customers.
With a customer-centric strategy, Techcombank
wishes to bring customers the best experiences,
products and services. In order to do that, employee
experience plays a very important role, aiming at
Techcombank's core cultural values such as effective
collaboration for a common goal, creativity at work,
and personal development. body every day.
Wishing to bring a quick and convenient experience
to customers, at the same time, Techcombank has
always consistently implemented the orientation policy
of the State Bank and the Government, according to
each solution offered towards the convenience of
customers. convenient and accessible for customers in
realizing their financial and transactional needs.
However, to build a customer service culture is not
easy, it is necessary to go through a process from
understanding to surveying customers' wishes, then
comparing with the current potential that Techcombank
can meet, where or what requirements are best met.
Recommendation
From the limitations pointed out from the research
results, there are solutions to overcome as follows:
Techcombank needs to listen to customers more;
this is a useful tool to help shorten the difference in
customer expectations about the quality of services
provided by Techcombank. In addition, the professional
development of the staff should also be carefully
focused with in-depth courses and necessary soft skills
for the job to enhance the customer experience.
More investment in care, advertising or promotion
strategies is also a way to care about customers. Make
customers feel that they are being "specially taken care
of" such as receiving preferential information as soon as
possible if they are loyal customers, on their birthdays,
there are messages to wish them happy birthday, thank
accompanying with Techcombank, or more practically
a material gift.
Continuing to promote training programs and
uniform rules for employees was able to unify customer
service culture in all branches. Besides, developing new
technologies to make transactions with Techcombank
more convenient, catching up with development trends
as well as building a perfect customer service culture
system.
In the face of new, complicated and unpredictable
developments of the Covid-19 epidemic, Techcombank
needs to implement urgent solutions to prevent and
control the epidemic throughout the system, such as
implementing support campaigns with the spirit of
being ready to share everything. difficulties,
accompanies the people such as implementing many
measures: reducing interest rates, extending and
delaying debts; exempt, reduce some types of payment
transaction fees, etc. to support customers affected by
the Covid-19 pandemic.
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9. < https://techcombank.com.vn/gioi-thieu/goc-bao-
chi/thong-cao-bao-chi/ngan-hang-ban-le-duoc-tin-
dung-nhat-VN-va-top6 -chau-a-TBD >
10. Tien N. H., Hung, N. T, & Tien, N. V. (2019). The
role of brand and brand management in creating
business value - case of Facebook Vietnam,
International Journal of Research in Marketing
Management and Sales 2019, 1(2), 124-128.
11. Tien, N. H., Minh, H. T. T., & Dan, P. V. (2019).
Branding building for Vietnam higher education
industry - reality and solutions, International
Journal of Research in Marketing Management
and Sales, 1(2), 118-123.
12. Tien, N.H. (2018). Knowledge Management in
Strategic Alliances and Foreign Joint Ventures.
Proceedings of University Scientific Conference of:
“Young Lecturers and MBA Students”, 141-149.
Faculty of Economics, TDM University. Binh
Duong 15 June 2018.
13. Tien, N. H., Phu, P. P., & Chi, D. T. P. (2019). The
role of international marketing in international
business strategy, 1(2), International Journal of
Research in Marketing Management and Sales,
134-138.
14. Tien, N. H., Vu, N. T., Dung, H. T., & Duc, L. D.
M (2019), Determinants of real estate bubble in
Vietnam, International Journal of Research
Finance and Management, 2(2), 75-80.
15. Tien, N. H., Vu, N. T., & Tien, N. V. (2019), The
role of brand and brand management in creating
business value case of Coca-Cola Vietnam,
International Journal of Research in Marketing
Management and Sales, 1(2), 57-62.
16. Tien, N. H., Bien, B. X., & Tien, N. V. (2019).
Solutions enhancing competitiveness of made-
inVietnam brands in Vietnamese market,
International Journal of Research in Marketing
Management and Sales, 1(2), 93-99.
17. Tien, N. H., Dung, H. T., & Tien, N. V. (2019).
Branding building for Vietnam tourism industry
reality and solutions, International Journal of
Research in Marketing Management and Sales,
1(2), 63-68.
18. Tien, N. H., & Anh, D. B. H. (2018). Japanese
Innovation Policy and Development of High
Quality Human Resource – Experiences for
Vietnam. Proceedings of International Scientific
Conference in Economics and Business (ICYREB)
on: “National Entrepreneurship and Innovation”,
108-114. Hanoi, 30 October 2018, Academy of
Finance in partnership with IPAG Business
Institute (France), York University (Canada) and
Waikato University (New Zealand).
19. Tien, N. H., & Anh, D. B. H. (2017). Global
Strategic Marketing Management. Ementon
Publisher, Warsaw.
20. Tien, N. H., & Anh, D. B. H. (2019). Comparative
analysis of the process of economic integration of
EU and ASEAN, International Journal of
Commerce and Management Research, 5(3), 96-99.
21. Tien, N. H. (2019). Application of CRM in
Agricultural Management. Proceedings of National
Scientific Conference on: “Development of High-
tech Agriculture in the Highlands in the Context of
Regional Linkage and International Integration”,
216-223. April 2019, Institute of Social Science in
Central Region, Vietnam Academy of Social
Science.
22. Tien, N. H., Nhi, D. T. Y., & Chi, D. T. P. (2019).
CRM Application in Agricultural Management in
the Mekong Delta. International Journal of
Multidisciplinary Research and Development,
6(10), 123-126.
23. Tien, N. H. (2019). CRM Application in Managing
Hotel, Restaurant and Tourism Services in Vietnam.
International Journal of Research in Management,
1(1), 14-17.
24. Tien, N. H. (2019). CRM Application in Customer
Service Management at Big4 Banks in Vietnam.
International Journal of Research in Management,
1(1), 9-13.
25. Tien, N. H., Anh, D. B. H., Ngoc, N. M., & Nhi, D.
T. Y. (2019). Sustainable Social Entrepreneurship
in Vietnam. International Journal of
Entrepreneurship, Vol. 23 , No. 3, 1-12.
26. Tien, N. H. (2020). Human Resource Management.
VHU Publisher, Ho Chi Minh City, Vietnam.
27. Tien, N. H. (2017). Strategic International Human
Resource Management. Ementon Publisher,
Warsaw, Poland.
28. Tien, N. H. (2020). Responsible and Sustainable
Business. Eliva Press, Chisinau, Moldova.
Nguyen Hoang Tien et al., Jr Eco Bus Mgn; Vol-2, Iss- 4 (July-Aug, 2021): 61-69
68
29. Tien, N. H., Anh, D. B. H., & Thuc, T. D. (2019).
Global Supply Chain and Logistics Management,
Academic Publications, Dehli, India.
30. Tien, N. H., Thao V. T. T, Hung Anh, D. B. (2019).
Sustainability issues in social model of corporate
social responsibility. Theoretical analysis and
practical implications, Journal of Advanced
Research in Management 19 (1).
31. Tien, N. H. (2020). Green Entrepreneurship
Understanding in Vietnam. International Journal
of Entrepreneurship 24(2).
32. Tien, N. H., Minh, H. T. T., Ngoc, N. M., & Nhan,
V. K. (2020). Family business in Vietnam and in
Poland: Review of characteristics and trend of
development, Journal of Southwest Jiaotong
University 54(6), 1-19.
33. Duc, L. D. M., Thuy, H. T. X., Yen, N. T. H., &
Tien, N. H. (2018). Corporate Social Responsibility
and Corporate Financial Performance Case of
Listed Vietnamese Companies, Zeszyty Naukowe
Politechniki Częstochowskiej. Zarządzanie, 32,
251-265.
34. Tien, N. H., (2019). International Economics,
Business and Management Strategy, Academic
Publications, Dehli, India.
35. Tien, N. H. (2020). Principles of Management.
Financial Publisher. Ho Chi Minh City.
36. Tien, N. H., Minh, H. T. T., Duc, L. D. M., & Mai,
N. P. (2020). Enhancing Sustainability in the
Contemporary Model of CSR: a Case of Fast
Fashion Industry in Developing Countries. Social
Responsibility Journal.
37. Tien, N. H., Viet, P. Q., Duc, N. M. & Tam, V. T.
(2020). Sustainability of Tourism Development in
Vietnam’s Coastal Provinces. World Review of
Entrepreneuship Management and Sustainable
Development.
38. Tien, N. H. (2015). Leadership in Social
Responsible Entreprises. Ementon Publisher,
Warsaw.
39. Tien, N. H., Anh, D. B. H., & Ngoc, N. M. (2019).
Corporate Financial Performance due to
Sustainable Development in Vietnam. Corporate
Social Responsibility and Environmental
Management , Vol. 27, No. 2., 1-12.
40. Tien, N. H., & Anh, D. B. H. (2018). Gaining
competitive advantage from CSR policy change:
case of foreign corporations in Vietnam, Polish
Journal of Management Studies, 18(1), 403-417.
41. Tien, N. H. (2012). Change Management in a
Modern Economy. Modelling Approach. PTM
Publisher, Warsaw.
42. Tien, N. H. (2012). Competitivenes of Enterprises
in a Knowledge Based Economy. PTM Publisher,
Warsaw.
43. Tien, N. H. (2013). Competitiveness of Vietnam’s
Economy. Modeling Analysis. PTM Publisher,
Warsaw.
44. Tien, N. H., Thai, T. M., Hau, T. H., Vinh, P. T., &
Long, N. V. T. (2020). Solutions for Tuyen Quang
and Binh Phuoc Tourism Industry Sustainable
Development. Comparative Analysis. International
Journal of Research in Marketing Management
and Sales, 2(1), 101-107.
45. Tien, N. H., Hung, N. T., Vu, N. T., & Bien, B. X.
(2020). Risks of Vietnamese Enterprises in Trade
Relations with China. International Journal of
Research in Finance and Management, 3(1), 1-6.
46. Tien, N. H., & Anh, D. B. H. (2019). Trade
Freedom and Protectionism of Leading Economies
in Global Trade System, International Journal of
Commerce and Management Research, 5(3), 100-
103.
47. Tien, N. H. (2019). Develop Leadership
Competencies and Qualities in Socially
Responsible Businesses – Reality in Vietnam,
International Journal of Research in Management,
1(1), 1-4.
48. Tien, N. H., & Ngoc, N. M. (2019). Comparative
Analysis of Advantages and Disadvantages of the
Modes of Entrying the International Market,
International Journal of Advanced Reearch in
Engineering and Management, 5(7), 29-36.
49. Tien, N. H., & Ngoc, N. M. (2019). Related and
Non-related Diversification Strategy of Domestic
Business Groups in Vietnam, International Journal
of Advanced Reearch in Engineering and
Management, 5(7), 12-17.
50. Tien, N. H. (2017). Challenges and opportunities
for enterprises in the world of the 4th industrial
revolution, Proceedings of NATIONAL
SCIENTIFIC CONFERENCE on “Accounting,
Auditing and Vietnam Economy in the Face of 4.0
Industrial Revolution”, 441-445, November 2017,
Quy Nhon University, Quy Nhon, Binh Dinh
province.
51. Tien, N. H., NTH Dung, TTT Trang, VT Hien, &
BTN Phuong (2021). Factor Affecting Tourists’
Return Intention. A Case of Binh Quoi Village in
Ho Chi Minh City. “JOURNAL OF ARCHEOLO-
GY OF EGYPT / EGYPTOLOGY”, 18 (9), 493-
507.
52. Ngoc, P. B., Tien, N. H., & TTT Trang (2021).
Current Path to Community Based Sustainable
Tourism Development of Khanh Hoa Province in
Vietnam. “JOURNAL OF ARCHEOLOGY OF
EGYPT / EGYPTOLOGY”, 18(9), 508-525.
53. Ngoc, N. M., & Tien, N. H. (2021). Branding
Strategy for Gamuda Land Real Estate Developer
in Ho Chi Minh City Vietnam. Celadon City
Project. “PSYCHOLOGY AND EDUCATION”,
58(5), 3308-3316.
54. Ngoc, N. M., Tien, N. H, & TH Thu. (2021). The
Impact of Financial Structure on Financial
Performance of Logistic Service Providers Listed
at Ho Chi Minh City Stock Exchange. “JOURNAL
OF ARCHEOLOGY OF EGYPT/EGYPT-
OLOGY”, 18(2), 688-719.
55. Ngoc, N. M., Tien, N. H., PB Chau, & TL Khuyen
(2021). The Impact of Financial Structure on Bu-
Nguyen Hoang Tien et al., Jr Eco Bus Mgn; Vol-2, Iss- 4 (July-Aug, 2021): 61-69
69
siness Performance of Real Estate Enterprises
Listed at Ho Chi Minh City Stock Exchange.
“JOURNAL OF ARCHEOLOGY OF
EGYPT/EGYPTOLOGY”, 18(8), 92-119.
56. Tien, N. H., NQ Giao, TTT Trang, & NP Mai
(2021). Sustainability Issues in the Development of
Higher Education Industry. “HONG KONG
JOURNAL OF SOCIAL SCIENCES”, Vol. 57, No.
Spring/ Summer, 79-90
57. Tien, N. H., DBH Anh, LDM Duc, TTT Trang, &
PB Ngoc (2021). Subjective Well-Being in
Tourism Research. “PSYCHOLOGY AND EDU-
CATION”, 58(5), 3317-3325.
58. Tien, N. H., NTH Dung, TTT Trang, & PB Ngoc
(2021). Assessing Customer Satisfaction for Can
Gio Tourist Destination in Ho Chi Minh City.
“JOURNAL OF ARCHEOLOGY OF
EGYPT/EGYPTOLOGY”, 18(14), 249-268.
59. Tien, N. H., DL Diem, TTT Trang, & PB Ngoc
(2021). Development of Tourism in South Central
Coastal Provinces of Vietnam. “JOURNAL OF
ARCHEOLOGY OF EGYPT/ EGYPTOLOGY”,
18(8), 1408-1427.
60. Tien, N. H., HTT Minh, NH Diep, LH Vu, DT Hai,
& TTH Thuan (2021). ASEAN and China in
Vietnam’s International Relations in the Region.
“JOURNAL OF ARCHEOLOGY OF EGYPT/
EGYPTOLOGY”, 18(8), 2661-2680.
61. Tien, N. H., HTT Minh, NH Diep, LH Vu, DT Hai,
& TTH Thuan (2021). China and USA in
Vietnam’s International Relations in the Region.
“JOURNAL OF ARCHEOLOGY OF EGYPT/
EGYPTOLOGY”, 18(8), 2681-2710.
62. Tien, N. H., DBH Anh, PB Ngoc, TTT Trang, &
HTT Minh (2021). Brand Building and
Development for the Group of Asian International
Education in Vietnam. “PSYCHOLOGY AND
EDUCATION”, 58(5), 3297-3307.
63. Tien, N. H. (2019). Develop Leadership
Competencies and Qualities in Socially
Responsible Businesses – Reality in Vietnam. “IN-
TERNATIONAL JOURNAL OF RESEARCH IN
MANAGEMENT”, Vol.1, No. 1, 01-04.
64. Tien, N. H. (2018). Solutions for Sustainable
Development of Binh Duong Tourism. Proceedings
of University Scientific Conference on: “Binh
Duong Tourism, Enhancing Competitiveness to-
wards Sustainable Development”, 55-67. Binh
Duong Department of Culture, Sport and Tourism.
December 2018.
65. Tien, N. H. (2018). Hanoi Culture of Cuisine as
Factor Attracting Tourists to Vietnam. Proceedings
of University Scientific Conference on: “Values of
Gastronomic Culture in Tourist Activities”, 101-
105. Faculty of Social Science and Humanities,
Department of Culture and Tourism. 21 May 2018,
Tien Giang University.
66. Tien, N. H. (2020). Sustainable Development of
Higher Education. A Case of Business Universities
in Vietnam. “JOURNAL OF HUNAN UNIVER-
SITY NATURAL SCIENCES”, Vol. 47, No 12.,
41-56.
67. Tien, N. H. (2019). Solutions for Tuyen Quang and
Binh Phuoc International Tourism Products and
Services Development. Comparative Analysis. “IN-
TERNATIONAL JOURNAL OF RESEARCH IN
MARKETING MANAGEMENT AND SALES”,
Vol. 2, No. 1, 131-137.
68. Tien, N. H. (2019). Trade Freedom and
Protectionism of Leading Economies in Global
Trade System. “INTERNATIONAL JOURNAL
OF COMMERCE AND MANAGEMENT RE-
SEARCH”, May 2019, Vol. 5, No. 3, 100-103.
69. Tien, N. H. (2019). Comparative Analysis of
Advantages and Disadvantages of the Modes of
Entrying the International Market. “INTER-
NATIONAL JOURNAL OF ADVANCED RESE-
ARCH IN ENGINEERING AND MA-
NAGEMENT”, Vol. 5, No. 7, 29-36.
70. Tien, N. H. (2019). Related and Non-related
Diversification Strategy of Domestic Business
Groups in Vietnam. “INTERNATIONAL JOUR-
NAL OF ADVANCED RESEARCH IN ENGI-
NEERING AND MANAGEMENT”, Vol. 5, No. 7,
12-17.
71. Tien, N. H. (2020). Social Entrepreneurship and
Corporate Sustainable Development. Evidence
from Vietnam. “COGENT BUSINESS AND
MANAGEMENT”, Taylor and Francis Publisher,
Vol 7, No 1, 1-17.
72. Tien, N. H. (2020). Staff Motivation Policy of
Foreign Companies in Vietnam. “INTER-
NATIONAL JOURNAL OF FINANCIAL
MANAGEMENT AND ECONOMICS”, , Vol. 3,
No. 1, 1-4.
73. Tien, N. H. (2019). Working Environment and
Labor Efficiency of State Owned Enterprises and
Foreign Corporations in Vietnam. “INTER-
NATIONAL JOURNAL OF FINANCIAL
MANAGEMENT AND ECONOMICS”, Vol. 2,
No. 2, 64-67.
74. Tien, N. H. (2019). International Distribution
Policy – Comparative Case Study of Samsung and
Apple. “INTERNATIONAL JOURNAL OF
RESEARCH IN MARKETING MANAGEMENT
AND SALES”, Vol. 1, No. 2, 24-27.
75. Tien, N. H. (2021). Sustainability of Coastal
Tourism Development: Comparative Analysis of
Vietnam’s Northern and Souththern Provinces.
“JOURNAL OF SOUTHWEST JIAOTONG
UNIVERSITY”, Vol. 55, No. 6., 1-19.
76. Tien, N. H. (2020). Knowledge Management in the
Context of Industrial Revolution 4.0. “INTERNA-
TIONAL JOURNAL OF COMMERCE AND
ECONOMICS”, Vol. 2, No. 1, 39-44.
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