Customer
Relationship Management at Vietcombank Ho Chi Minh City in Vietnam
Nguyen
Minh Ngoc1,
Nguyen Hoang Tien2
and Dinh Ba Hung Anh2
1Ho
Chi Minh City University of Finance and Tiếp thị, Vietnam
2Van
Hien University, Vietnam
*Corresponding
tác giả
Nguyen
Minh Ngoc
Article
History
Received:
19.07.2021
Accepted:
29.07.2021
Published:
10.08.2021
Abstract:
This
article will systematize knowledge concepts and theoretical
issues related to customer relationship management and select α
CRM application model suitable for commercial banks. Regarding
the research object, this article will focus on analyzing the
current situation of customer relationship management at
Vietcombank, thereby building α more complete customer
relationship management system. Building customer policies with
the target customer group to create value for customers, maintain
and increase customer loyalty will help reduce management costs,
increase business efficiency, contribute to improving customer
satisfaction, customer service capacity at Vietcombank.
Keywords:
CRM,
Vietcombank, customer relationship management, Ho Chi Minh City .
1. ΙNTRODUCTION
Today,
with the cooperation of countries to bring about α growing economy,
the cooperation for integration is α matter of concern because it is
accompanied by very fierce competition, along with all banks.
Today’s commerce, to survive and develop sustainably, it is
necessary to depend on whether the customer is the main one, whether
or not they can be satisfied and whether or not they can deliver
their expectations, which is α very worrying issue today.
To
maintain their loyalty is α problem that banks have to solve α
lot. With α customer to easily transact with any commercial
ngân hàng if they want and they will also be disloyal if that party does
not provide them with α need. Because nowadays, commercial
banks always consider customers as the top priority in all their
activities. So building α good customer relationship will bring
α lot of benefits and help Vietcombank Ho Chi Minh City (VCB HCMC)
take better care of customers and promote loyalty, sustainability
and maximum customer trust. about customer needs. Besides, it
also means that it will help VCB reduce costs, increase efficiency
in the business process and improve the fierce competition like
now. Therefore, this is the reason why the authors have
chosen the topic:
Research
object: Theoretical and practical basis of customer relationship
management activities at VCB.
Research
scope: On the basis of theory as well as practical activities of CRM
at VCB, thereby building α CRM system at VCB.
Ŕesearch
Ɱethods
The
article uses different research methods, in which mainly dialectical
materialism, historical materialism, analytical approach and
systematization of objects such as statistical tools, analytical
tools, etc. extrapolation, qualitative and quantitative comparative
methods for research.
-
Orientation
of CRM activities for sales of products and services at VCB -
Analyze
customers to have an overall picture of customers and understand
their requirements through which to build reasonable policies to
satisfy the increasing needs of customers. -
Develop
policies for each target customer group -
Improve
customer loyalty through CRM activities
2.
THEORETICAL BASIS OF CRM
2.1 Overview
of the CRM system
CRM
stands for Customer Relationship Management. It is the strategy
of companies in developing close relationships with customers
through research, thoroughly understanding the needs and habits of
customers, approaching and communicating with customers
systematically and effectively, manage customer information such as
tài khoản information, needs, contact in order to better serve
customers.
Through
the customer relationship system, the customer information will be
updated and stored in the database management system. Thanks to
α special data detection tool, businesses can analyze and form α
menu of potential customers.
𝓐
CRM system is simply the application of PM to keep track of
customer data. However, α more complex system requires α
combination of factors: information, people, policies and the
company’s efforts to attract and retain customers.
Talking
about CRM activities, there are 5 main points that form α closed
circle and when we start, we can start from any point (lưu ý that
customer-centric)
Sales:
this can be considered as α main task of CRM, in sales operations,
there are activities around such as: Transactions, mailing labels,
emails, quotes, appointment schedules, contracts, shipment,
collecting money.
Tiếp thị:
When α customer buys our products, that means α transaction has been
made, the next step is to set up Tiếp thị plans to entice customers
to buy more of our company’s products.
Service:
When customers buy products from the company, the next job is to
provide the best services to customers such as: giving gifts on the
occasion of the company’s establishment, February 14, March 8,
November 20. The purpose is to attract customers back to buy
from the company for the next time.
Analysis:
When we create α menu of target customers or customers who have
purchased our company’s products (Customers have made any
transactions) The analysis will be considered as α key element for
our companies. Sales, quảng cáo, and service follow-up such as
analysis by age, region,which products are best-selling, and
generally analyze whatever the CRM user wants.
Collaborative:
Provides the ability to interact with customers (phone, tin nhắn hộp thư online, fax,
website, inbox, bài viết, in person). CRM helps businesses interact with
customers through all channels (direct contact, mail, fax, phone,
website, e-mail) and supports the coordination between teams of
employees with customer channels. row. Collaborative CRM is α
solution that ties people, processes, and data together so
businesses can better serve and keep their customers.
Implementing
α CRM program is more than simply buying the right PM and
installing it into the system. In order for α CRM program to be
effective, organizations must first decide what types of customer
information should be of interest and for what purposes.
For
example, many financial institutions store customer “lifetime”
information for the purpose of quảng cáo insurance products to
customers at appropriate intervals, close to customer needs.
Organizations
then need to consider the different ways in which customer
information is recorded, how and where customer data is stored, and
how this data is currently being stored. use. 𝓐 company can
interact with customers in α variety of ways, such as by mail,
trang web, physical store, call center, mobile sales force or
quảng cáo campaigns and advertisement.
2.2. The
role of the CRM system in the business strategy of banks
With
α CRM, you no longer have to worry about the sales staff leaving
their jobs with α menu of customers, transaction history, customer
debt, etc. CRM allows you to store customer information in α
customer database in α straightforward way, collect all kinds of
customer information such as: customer menu, customer profile,
transaction history and debt with every customer.
With
CRM, employees don’t need to save customer data on personal
computers, don’t need to record customers on α notebook anymore. The
entire customer database (of the CRM system) is stored on the
server (or in the cloud storage technology in α centralized way, so
it is safe, secure and remotely accessible.
-
Safety:
customer database is backed up (backup) daily; Even if
the sales staff quit, it’s okay… -
Security:
every object accessing the customer database must have the correct
name & password, all work tasks are controlled with proper
responsibility and authority… -
Remote
access: any object, any work task can use α phone or computer to
access the CRM system anytime, anywhere.
Big
data and science because customer information is as large and large
as an encyclopedia of customers, classified, quantified, and
organized in databases stored on servers or in storage technology.
cloud 4.0 You and employees can now only operate on the computer or
điện thoại screen, both quickly and easily; For example, staff
booking appointments to negotiate with customers is extremely
convenient.
Detailed
and automatic because customer psychology, customer behavior, or
customer interactions with businesses are tracked and recorded
automatically through customer clicks anytime, anywhere such as:
surveys, reviews, product images on your trang web or landing
page; click & open on tin nhắn hộp thư online; like & follow on
fanpage.
The CRM
system itself will remove that concern. 𝓐 CRM system gives every
employee access to the same customer details; In other words,
the CRM system provides customer details to any employee who needs
it. With CRM, individual customer and business You work
from the same flow of complete, detailed and accurate customer
information.
According
to α statistic, an average CRM system can retain business customers
up to 30%. CRM not only does α good job of managing and taking
care of new customers, but also supports and retains old customers,
with available tin nhắn hộp thư online / SMS scripts and templates. The tin nhắn hộp thư online and
SMS customer care system will automatically remind, notify, tin nhắn hộp thư online,
and send SMS messages to customers on birthdays and opening days; on
special occasions, holidays.
CRM
overall management of customer requests and contacts; and the
answers, the feedback of the customer care staff. CRM also
manages and tracks each customer’s specific case; and clear and
detailed handling solutions of specialized staff.
2.3. Features
of CRM systems at banks
Currently,
there are α few commercial banks in Vietnam that have applied CRM
technology and initially achieved positive results. Many banks
in Vietnam are at CMS level – communication system. This partly
limits the effectiveness of customer relationship management
activities because banks have only built α common database system
for finding customer information and sharing it between departments.
quảng cáo, sales and customer care exploitation.
What
is CRM in banking?
CRM
is the system to discover potential customers, turn them into
customers and then keep customers coming back to use the company’s
services. Thus, CRM is the synthesis of many quảng cáo
techniques to the management of two-way information with
customers. Like many different customer analysis tools, CRM
analyzes the behavior of each market segment to the shopping
behavior of each customer.
What
effectiveness does CRM application bring in banking?
From
α technology perspective, CRM in banks with supporting PM is
now divided into 3 basic parts: Tiếp thị, sales and service.
– For
the sales department
CRM
is α tool to help automate sales force (Sale Force tự động hóa)
As
α central tool to help answer customers (Call Center)
As
α supply chain management tool
– For
customer support service
As
α support service management tool
Hotline
tool
On-premises
services administration tool
– With
the quảng cáo department
Lead
Management tool
Tools
to help analyze customer profitability
Tiếp thị
chiến dịch management tool
Thư điện tử
Tiếp thị Tools
Other
quảng cáo automation tools
With
the maximum exploitation and continuous updating of customer
information, the application of CRM in banks is now one of the
powerful tools to support sales staff in finding, Cập nhật and unify
data. This information will include non-relationship customers
and pre-relationship customers.
For
managers, customer information updates such as meeting schedules,
weekly plans, etc. will support the work control of junior credit
officers. From there, the person in charge of directly will
know what his employees are doing, where and how effective each job
is.
In
addition, there are α few banks CRM development towards integration
with some other utilities, for example: To approve the submission
online, leaders of units of ca nh can monitor the progress
made submission, modification and approval on the system; setting
up appointments with the ngân hàng; create α forum exclusively for
customer relations staff to exchange.
For
the banking sector, how will the measurement of customer values
include many factors and requirements of the CRM system on
customer satisfaction? Of course, in order to achieve such
goals, there will need to be distinct changes in technology, in
organizational structure and employee skills, training and
recruitment.
3.
RESEARCH METHODS
3.1. The
method of data collection
-
For
secondary data
Collect
information and data related to Joint Stock Commercial Ngân hàng for
Foreign Trade of Vietnam – Ho Chi Minh Branch, such as revenue,
labor, etc. from the service department, corporate customer
department, general department and department OF Administration and
personnel of the branch.
-
For
primary information
Collecting
information through interview forms and customers using services of
Joint Stock Commercial Ngân hàng for Foreign Trade of Vietnam – Ho Chi
Minh branch.
Sampling
method
Participate
in interviews: for customers who are using at VCB and employees
directly related to the ngân hàng’s CRM activities. For the group of
customers who are using related to enterprise’s CRM activities. With
total employees directly related to CRM work at the enterprise,
including: teller, credit, customer department and investigation.
4.
EVALUATING THE EFFECTIVENESS OF CRM AT VIETCOMBANK HCMC
4.1. History
and characteristics of CRM system at Vietcombank
The
former Vietnam Ngân hàng for Foreign Trade, now the Joint Stock
Commercial Ngân hàng for Foreign Trade of Vietnam (Vietcombank),
officially came into operation on April 1, 1969 with the predecessor
organization being the Foreign Exchange Department (under the State
Ngân hàng of Vietnam). Vietnam). Ngân hàng for Foreign Trade of Vietnam
officially operated as α joint stock commercial ngân hàng on June 2, 2008
Full
name: Joint Stock Commercial Ngân hàng for Foreign Trade of Vietnam
Short
name: Vietcombank
Head
office: 198 Tran Quang Khai, Hoan Kiem District, Hanoi
Owning
α modern banking technical infrastructure, VCB has many advantages
in applying advanced technology to automatic processing of banking
services, product development, and e-banking services based on the
platform. high technology.
There
are about 16,800 employees, and also developed Autobank system with
more than 2,536 ATMs and over 60,000 Card-accepting units
nationwide.
4.2. Strengths
and weaknesses of CRM system at VCB compared to other Big4 banks
The
“Big 4” includes the four largest banks in Vietnam today
such as Agribank, BIDV, VietinBank and Vietcombank.
-
Strength
Compared
with 3 banks Agribank, BIDV, VietinBank, loan balance is higher and
Vietcombank is much lower than those 3 banks.
-
Regarding
deposits, one of the factors that helped improve Vietcombank’s
profit margin was that the ngân hàng had the largest amount of demand
deposits, showing its advantage in cheap capital. -
Vietcombank’s
bad debt ratio is at least 1%. Meanwhile, BIDV is the highest
with 1.8% Agribank and VietinBank at 1.6%. -
Although
not having the highest revenue, Vietcombank has the leading profit
before tax, moreover, it is far behind the other 3
banks. Vietcombank’s profit before tax in 2018 was more than
VND 18,000 billion and twice higher than that of BIDV, Agribank or
Vietinbank. Why is that so? The main reason lies in the
cost of risk provisions; Vietcombank while criticizing VND
7,400 billion, BIDV is up to VND 18,259 billion, Agribank is VND
21,707 billion, Vietinbank is VND 7,692 billion. BIDV’s
provision expenses will be α burden for this business. -
Vietnam’s
strongest products and services, wide network. VCB’s card
products are diverse, meeting the different needs of
customers. Most of VCB has α very wide network throughout the
units, always offering preferential programs for customers such as
using international credit cards branded Visa, MasterCard, American
Express with the benefit of using credit limits. Used to spend at
card-accepting units worldwide. With α wide network of 43,000
merchants and 2,407 ATMs across provinces and cities, ready to meet
the needs of users. -
Strong
brand, prestige and high credibility:
Vietcombank
is the ngân hàng with the strongest brand in the Vietnamese financial
market, through many surveys from consumers, individuals and
organizations.
-
Foreign
exchange activities with the highest turnover:
With
international payment and trade finance sales of VCB in 2019
reaching 78.3 billion đô la, up 21.5%. With that goal, VCB
continues to maintain its leading position in the market in terms of
foreign currency trading and services.
-
Weakness
-
The
ngân hàng’s information technology resources are lacking in both human
and machinery
There
is α shortage of senior officials and policy analysts, and the
leadership đội nhóm and staff all have university degrees or
higher. Vietcombank’s ATM system has caused many inconveniences
to customers about the status of the machine being faulty, broken,
and out of money
-
Products
and services are not uniform, the trang web has not been
changed
Although
the products are quite diverse for different customers, there is not
α variety of connections, so it has not attracted much attention. In
addition, VCB’s quảng cáo is not good, it is also possible that the
product launched may not be suitable for the majority of customers.
-
On- balance
sheet bad debt, Vietcombank increased slightly by several million
đô la. -
Among
the four banks, Vietcombank has the smallest outstanding loans and
deposits from customers. Followed by Vietinbank, BIDV, and
Agribank, which currently have the largest outstanding loans and
deposits from customers, all of which have exceeded 40 billion
đô la.
4.3. Promoting
and exploiting the strengths of the CRM system at VCB HCMC
-
In
order to improve the financial situation and improve business
performance, the ngân hàng needs to increase revenue and expenses so
that the growth rate of revenue is higher than the growth rate of
costs, thus ensuring the ngân hàng operating profitably. -
Stepping
into the developing economy, prioritizing investment in
infrastructure and industries with comparative advantages,
creating α strong development step when participating in
international integration, maintaining the growth rate. economic
and sustainable. -
Upgrading,
promoting innovation, perfecting and capturing α large market
share in the area -
Strengthening
internal inspection, strictly controlling activities to detect
shortcomings and timely repair, helping Vietcombank stay on the
right track and bring efficiency to the ngân hàng itself and the
country’s economy. -
The
organization is comprehensive, promoting the training and
retraining of human resources.
4.4. Overcoming
weaknesses of CRM system at VCB HCM branch
-
Mobilized
capital has increased but not high, the proportion of total
capital is still visible. The reason is that Vietcombank’s
deposit market share is not really large -
Improve
the staff in the ngân hàng. Training more courses to improve the
shortcomings, flawed analytical policies that occur in the ngân hàng -
Improve
Vietcombank’s ATM system in terms of problems such as line
failure, old machines that have faded all numbers, broken, often
run out of money without updating. Upgrade the transmission
line to avoid the situation of customers waiting too long due to
weak transmission lines -
Improve
banking services: the ngân hàng has not paid much attention to customer
service, especially security. Although the security guard is
very crowded, he does not know how to allocate work and also does
not help customers in guiding and supporting parking and driving
for customers. -
Overdue
debts are recovered very little due to inefficient production, so
borrowers do not have any revenue to pay debts, dealing with
overdue debts encounters many difficulties. -
There
is α shortage of senior officials and policy analysts, and the
leadership đội nhóm and staff all have university degrees or higher. -
Vietcombank’s
ATM system has caused α lot of trouble to customers about the
status of the machine being faulty, broken, and out of money.
5.
₵ONCLUSIONS
AND ŔECOMMENDATIONS
5.1. Conclusions
In
the context of α competitive economy and extensive integration,
improving competitiveness is an important and vital condition for
Vietcombank to survive and thrive. Affirming its leading
position in the Vietnamese commercial banking system, step by step
reaching out to regional and world markets.
Through
the analysis of the ngân hàng’s business activities, we can see some
achievements of the ngân hàng in recent years. See the financial
capacity as well as business of the ngân hàng. The achievements that
Vietcombank has achieved are the result of the whole system, the
efforts of all staff, the whole system. These spirits are more
and more necessary in the coming time when we have integrated with
the world.
Thereby
focusing on analyzing and evaluating the current competitive
situation of Vietconbank compared to Vietnamese commercial
banks. Besides the results that the ngân hàng has achieved, the ngân hàng
also has many limitations. Although Vietcombank is currently
the leading ngân hàng among commercial banks in Vietnam, there are still
limitations and in order to be able to maintain such α position,
especially keeping up with international commercial banks. As
one of the commercial banks in Vietnam, Vietcombank needs to improve
its competitiveness to develop sustainably in the integration
trend. For international integration, Vietcombank needs to make
more efforts to promote existing resources, take advantage of
strengths and opportunities to affirm the ngân hàng’s position.
In
business, besides putting profit as the top priority, the ngân hàng
always focuses on creating trust in customers, creating favorable
conditions, meeting customers’ needs well, making customers feel
comfortable. comfortable and satisfied about the ngân hàng. Vietcombank
must make its activities more and more developed in α good
direction, focusing on quảng cáo and service activities, quickly
solving customers’ needs.
5.2. Recommendations
and Suggestions
Improve
capital mobilization efficiency: it is necessary to diversify forms
of capital mobilization to increase Vietcombank’s equity. This is
one of the most important contents in the development process of the
ngân hàng. Although equity accounts for α small proportion of total
assets, it plays α key role in determining the size, competitiveness
and level of risk protection. Increase equity by developing
bonds, issuing shares, attracting domestic and foreign investors to
participate in equity purchase.
Promote
the application of arising operations, strengthen measures to
increase foreign currency sources, develop and improve the
efficiency of foreign currency trading activities. Develop and
expand correspondent banking system.
Improving
management and administration capacity, foreign trade banks operate
with α nationwide network. Foreign trade banks need to build α
new business mechanism to improve governance capacity. Make
clear assignment and division of responsibilities between
departments as well as in each executive position. This is α
prerequisite to ensure transparent and smooth operation.
Develop
α reasonable salary and bonus regime to encourage employees to make
positive contributions to the development of the ngân hàng. Create α
convenient working environment, with promotion opportunities for
qualified employees… to motivate employees to work more
effectively.
Building
the thương hiệu of Joint Stock Commercial Ngân hàng of Vietnam in the
integration process. Banks need to choose the scope of branding
on their market development strategy. Banks should develop
their strengths in selected market segments such as: development in
the international credit card market and international payment.
For
Tiếp thị, Sales, and Customer Service Departments at VCB HCMC
Having
α kế hoạch for training and developing human resources should be formed
on the basis of the process of management and standardization of
staff. In which, the standardization of sets is based on the
minimum requirements that must be met in terms of qualifications,
education and experience. Requirements on skills of each type
of job title in the ngân hàng. The training of human resources of
the ngân hàng must be combined with many forms, especially in which
training and retraining to improve the existing implementation
capacity according to new requirements, combining professional
skills training with job training to improve moral quality of
vocational careers of officials of staff. Combining
training with innovation and structure, transaction
network. Training in banking management knowledge to meet the
requirements of banking management in accordance with international
practices through international training programs and projects
combined with staff training abroad.
Banks
need to promote quảng cáo to attract depositors. Promote
propaganda, publicity, widely about banking services, forms and
policies of capital mobilization, deposit attraction. so that
customers know about such services. Organize α customer care
department, α reasonable business strategy segment.
Diversify
products and services and deploy new methods to improve service
quality. Widely deploying electronic payment service activities,
investing and widely applying new payment instruments according to
international standards.
Foreign
trade banks need to build up the external symbols of their banks:
staff uniforms, layout of sales and purchases.
For
individual customers and institutional customers of VCB HCMC
-
Vietcombank
promotes processes and policies that are adjusted in line with the
current market situation and will naturally meet the requirements
of customers. In addition, Vietcombank has also completed the
adjustment of the regulation on savings for individual customers,
adjusted the management of product codes, interest rate codes and
decision-making authority for standard products. -
Improving
customer satisfaction, processes and procedures have been changed
in the direction of more friendly and fast, of course there is
stiff competition in terms of quality and good service. This
will help improve the attachment and loyalty of individual or
institutional customers to the ngân hàng’s services. -
Vietcombank
switched to α customer-centric approach and used modern customer
segmentation models. Enables customers to provide
comprehensive omnichannel experiences, enabling products and
services to be tailored to the needs of individual and
institutional customers; and will manage risks flexibly and
dynamically. -
Centralize
and automate transaction processes to provide accurate, fast and
efficient services. Customers will enjoy α great experience,
while staff will focus on loan advice and support, asset
management and investments. -
Vietcombank
has also provided many customer support channels through mobile
applications, multi-service ATMs and communication channel
partner, expanding and strengthening the relationship.
Solution
to Develop CRM System to Face Future Business Challenges at VCB HCMC
-
Kế hoạch
the right CRM strategy before implementation
Implementing
CRM activities is α combination of all human factors, technology and
business strategy of the whole ngân hàng. The strategy shows the
goal of CRM implementation and is α decisive factor to the
effectiveness of CRM activities at the ngân hàng. When implementing
CRM activities, it is necessary to:
-
Define
the ngân hàng’s CRM objectives, including the value the ngân hàng offers to
customers and the values the ngân hàng wants to receive. -
Analyze
the factors affecting CRM activities including: culture and brand
of the ngân hàng, people, technology and budget that the ngân hàng spends on
CRM activities. On that basis, choose the right CRM strategy
for the ngân hàng. -
Thiết kế
plans to execute the planned strategy with respect to time, actions
and desired results
-
Establishing
α CRM implementation department
In
order to successfully implement CRM activities, banks need to set up
α specialized department to kế hoạch, organize, implement and evaluate
the effectiveness of CRM activities in each unit. In addition,
it is necessary to clearly define CRM activities as the
responsibility of all departments and individuals in the
ngân hàng. Establishing α department dedicated to CRM implementation
should ensure:
-
Identify
rights and responsibilities in implementing customer relationship
management; -
Set
specific requirements for each department, based on the overall
strategy of the ngân hàng -
Training
staff to operate, manage and exploit customer value -
Regularly
test the operation of that department during the interaction and
implementation, in order to adjust the operation.
-
Build
Quality Human Resources
Implementing
human resources is considered the most important factor in the
implementation of CRM activities at the ngân hàng. In order for the
customer service operation to be really effective, the object that
the ngân hàng needs to pay the most attention to is the customer service
staff, who directly interact with the customers.
Focus
on encouraging employees to appreciate innovation and expand peer
relationships. With the above training method, internal
information is clearly shared, ensuring that the collection and
management of customer information is easier and more accurate. In
addition to training to improve professional qualifications and
skills for employees, so that the staff can devote all their
attention to their work.
VCB
needs to make sure that they are respected and that CRM activities
benefit them. Factors that need to be considered to encourage
employees are:
-
Enhancing
employee opinions: The staff is the person who directly
implements CRM activities at the ngân hàng, so when implementing CRM
activities, the administrator needs to get suggestions from the
staff. -
Compensation
and reward policy: CRM activities are also α function and task in
the ngân hàng. The ngân hàng needs to develop α remuneration policy
for individuals who successfully complete the assigned
work. -
Choosing
the right technology solution pháp
Currently
there are many technology solutions for CRM implementation, but
whether these solutions are really effective or not, it must be
suitable for the organization VCB wants to deploy. What
factors should be considered when choosing CRM technology solutions
for banks. Some criteria that need to be considered are: (1)
The technology solution must be consistent with the CRM strategy
that the ngân hàng built before; (2) The Ngân hàng must grasp and master
the technologies deployed in the system; (3) Interoperability
of the CRM PM with the ngân hàng’s customer data source and the
various services the ngân hàng provides; 4) The ngân hàng’s readiness
with CRM technology solution includes: Budget for CRM activities,
human resources, technology infrastructure, customer size to
ensure smooth and high efficiency of operations.
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-
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Quang Tin (2016), “Some solutions to improve customer
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