61

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

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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

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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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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.