(Tiếng Anh) Phân tích chất lượng dịch vụ của VNPOST Đề xuất giải phát Marketing dịch vụ

SUBJECT: SERVICE MARKETING

GROUP PROJECT
AN ANALYSIS OF SERVICE QUALITY OF



TABLE OF CONTENTS
INTRODUCTION ........................................................................................................... 1
1. THEORETICAL BASIS .............................................................................................. 3
1.1. Services and the Characteristics of Services ........................................................... 3
1.1.1. Definition of Services ...................................................................................... 3
1.1.2. Characteristics of Services ............................................................................... 4
1.1.2.1 Lack of Ownership ..................................................................................... 4
1.1.2.2 Intangibility ................................................................................................ 4
1.1.2.3 Inseparability .............................................................................................. 4
1.1.2.4 Variability .................................................................................................. 5
1.1.2.5 Perishability ............................................................................................... 5
1.1.2.6 User Participation ....................................................................................... 5
1.2. Service Quality Model (SERVQUAL Model) ........................................................ 5
1.3. Gap Model ............................................................................................................. 7
1.4. Loyalty and Customer Satisfaction ......................................................................... 9
1.4.1 Customer Satisfaction ....................................................................................... 9
1.4.2. Customer Loyalty .......................................................................................... 10
2. VNPOST.................................................................................................................... 12
2.1. Overview of VNPost ............................................................................................ 12
2.1.1. History........................................................................................................... 12
2.1.2. Vision and mission ........................................................................................ 12
2.1.3. Activities ....................................................................................................... 13
2.1.3.1. Main service: ........................................................................................... 13
2.1.3.2. Value-added services: .............................................................................. 13

2.1.3.3. Additional services: ................................................................................. 13
2.1.4. Branches ........................................................................................................ 14


2.1.5. Target customers ........................................................................................... 14
2.1.6. The competitive environment ........................................................................ 15
2.2. An analysis of SERVQUAL Model to Service Quality Measurement in VN Post 18
2.2.1. Reliability ...................................................................................................... 18
2.2.2. Responsiveness .............................................................................................. 21
2.2.3. Assurance ...................................................................................................... 22
2.2.4. Empathy ........................................................................................................ 24
2.2.5. Tangibles ....................................................................................................... 28
2.3. An analysis of Gap models in VNPost ................................................................. 30
2.3.1. Gap 1 - The knowledge gap ........................................................................... 30
2.3.2. Gap 2 - The policy gap .................................................................................. 32
2.3.3. Gap 3 - The delivery gap ............................................................................... 32
2.3.4. Gap 4 - The communications gap................................................................... 33
2.3.5. Gap 5 - The perception gap ............................................................................ 34
2.3.6. Gap 6 - The service gap ................................................................................. 34
3. SOLUTIONS ............................................................................................................. 36
3.1. Solutions to Win Customer Satisfaction (using Gap models) ............................... 36
3.1.1. Gap 1 - The knowledge gap ........................................................................... 36
3.1.2. Gap 2 - The policy gap .................................................................................. 37
3.1.3. Gap 3 - The delivery gap ............................................................................... 37
3.1.4. Gap 4 - The communications gap................................................................... 38
3.1.5. Gap 5 - The perception gap ............................................................................ 39
3.1.6. Gap 6 - The service gap ................................................................................. 40
3.2. Solutions to Win Customer Loyalty (using The Wheel of Loyalty) ...................... 43
3.2.1 Building a Foundation For Loyalty (step 1) .................................................... 43
3.2.2 Creating Loyalty Bonds (step 2) ..................................................................... 44

3.2.2.1. Individual customers ............................................................................... 44


3.2.2.2. Online shop owners ................................................................................. 45
3.2.2.3. Private enterprise ..................................................................................... 45
3.2.2.4. State-owned enterprises ........................................................................... 45
3.2.3 Reducing Churn Drivers (step 3) .................................................................... 46
CONCLUSION.............................................................................................................. 47
REFERENCE ................................................................................................................ 48


INTRODUCTION
Today with the strong development of information technology, express delivery has
since grown continuously. In the current trend of globalization, services play an
increasingly important role in economies in developed countries, especially in new
industries such as telecommunications and electronics (industries with high levels of
technology) and long-standing industries such as express delivery contribute to the overall
development of the whole society. Economists predict that in the future, the service
industry, especially the express delivery service industry, will grow incessantly and
become an indispensable service in life. It was simply born to serve the needs of
transporting goods of a society, a society in which each person will do his part and his
expertise in the capacity and time as well as the scope of activities. The benefits of courier
services have made them even more important. Today the industry is quite developed to
serve the needs of people in a society that needs simple quickness, from which this service
was born.
To quickly meet the needs of the people, the Vietnam Post has also implemented a
courier service for letters, documents, items and goods from senders to recipients between
Vietnam in the country and countries around the world within the framework of the World
Postal Union (UPU) and the EMS Association follow to time targets are announced by the
Post and Telecommunications Joint Stock Company. When more and more delivery

service are officially put into operation, customers also demand a higher standard and the
competition among companies majoring in delivery increases significantly. The companies
also recognize the importance of analysing with the right models and upgrading service
quality to customer. Indeed, the analysis of service quality will provide the essential
information to customer service providers in order that they can propose effective strategies
for the company’s development.
In this essay, by applying the knowledge acquired at class and the real experience of
our team after research about Vietnam Post (VNPost), we analyse service quality of EMS
service of VNPost and recommend some solutions for improving service quality to win
customer satisfaction and loyalty. Because of some objective and subjective reasons, there
may be some mistakes during the process of carrying out this task. However, we hope that
this essay will be helpful and proposed solutions can also performed as effective tools to
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encourage long-term relationships with tourists as well as encourage customer satisfaction
and loyalty for VNPost.

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1. THEORETICAL BASIS
1.1. Services and the Characteristics of Services
1.1.1. Definition of Services
According to Philip Kotler and Armstrong (1991), “A service is an act of performance
that one party can offer to another that is essentially intangible and does not result in the
ownership of anything. Its production may or may not be tied to a physical product”.
So, it can be generally defined that Services are economic activities offered by one
party to another and most commonly employing time-based performances to bring about
desired results.

In other words, services are a special form of product which consists of activities,
benefits and satisfactions offer for sale that is intangible and does not result in the
ownership of anything.
We can not store or touch services. When a company provides a service, the customer
has paid for it, there is no transfer of ownership. Customers can not transport or store
service. They only exist while the provider is supplying it and the customer is consuming
it. For example, a haircut is a service, the customer can not transport or store a haircut. In
fact, the haircut only exists while somebody is cutting your hair.
Without a doubt, services have grown dramatically in recent years, and are growing
quickly in the world economy, becoming more and more important. In developed
countries, the services sector contributes more to economic growth than any other.
Services, such as banking, education, medical treatment, travel, transport make up the
majority of the economies of the rich nations.
Though there are many different definitions and understandings of services, services
have many own features to distinguish with goods.

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1.1.2. Characteristics of Services

1.1.2.1 Lack of Ownership
Lack of ownership may be one of the most obvious ones of characteristics of services.
It means customers cannot own and store service like a product. The lack of ownership is
the ones that strongly linked to several other characteristics.
1.1.2.2 Intangibility
The first characteristic when mentioning about services may be intangibility one.
Services intangibility means that they can not be seen, tasted, heard or smelled before they
are bought. People cannot touch them, handle them or try them out. For instance, airline
passengers have nothing except a ticket and a promise that they will arrive at a certain time

and at a certain destination. And there is nothing can be touched with airline service.
1.1.2.3 Inseparability
Inseparability means that services are produced and consumed at the same time. In
other words, the provider must deliver the service at the time of consumption. Unlike
goods, services can only be delivered and consumed when the providers are present at that
time. Services cannot be separated from their providers. Services are first sold, then
produced and consumed exactly at the same time. For instance, when visiting a restaurant,
you order your meal, the waiting, and delivery of the meal, the service provided by the

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waiter. All these parts, including the providers, are part of the service and therefore
inseparable.
1.1.2.4 Variability
Variability does also belong to the important characteristics of services. It refers to
the fact that the quality of services can vary greatly, depending on who provides them and
when, where and how services are provided. Because of the labor-intensive nature of
services, there is a great deal of difference in the quality of service provided by various
providers, or even by the same providers at different times. Each delivery of the particular
service is never exactly as the same as the previous or future ones. Each one is unique,
even in the case that the same customer requests the same service. For example, the haircut
that a person has in the present may be similar to the one they had 2 months ago, but it is
not 100% identical.
1.1.2.5 Perishability
Perishability means that services cannot be stored for the future sale or use. In other
words, services cannot be inventoried. This is one of the most significant characteristics of
services, since it may have a major impact on financial results. Once the provider delivers
the service, it irreversibly vanishes.
1.1.2.6 User Participation

Finally, the characteristics of services include user participation. Indeed, users
participate in every service production. Even when the user is not required to be at a
location where the service is performed, users can participate in the service production.
Service neither can be separated from its provider nor can be separated from its user. For
example, banking service happens when customers participate in the process and use
products this bank supplies. Customers can use internet banking to transfer money without
coming to the bank. However, this service will not happen if customers do not use the
internet banking service that the bank supplies.
1.2. Service Quality Model (SERVQUAL Model)
Service quality Model or SERVQUAL Model was developed and implemented by
the American marketing gurus Valarie Zeithaml, A. Parasuraman and Leonard Berry in
1988. It is a method to capture and measure service quality experienced by customers.
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The model has five factors which in testing, appear to be relatively stable and robust.
1. Reliability: the ability to perform the promised service dependably and accurately.
2. Responsiveness: the willingness to help customers and to provide prompt service.
3. Assurance: the knowledge and courtesy of employees and their ability to convey
trust and confidence.
4. Empathy: the provision of caring, individualized attention to customers.
5. Tangibles: the appearance of physical facilities, equipment, personnel and
communication materials.
Based on these five dimensions listed above, the researchers developed a 22-item
Service Quality scale. Moreover, they state that there’s a range of tolerance where customer
perception on a service dimension, anchored by the minimum level consumers would be
willing to accept and the level that customers believe can and should be delivered.
According to their study, reliability was the most critical dimension, followed by
responsiveness, assurance, and empathy. The tangibles were of least concern to customers.
Service quality

dimensions

22-Item scale

Providing service as promised.
Dependability in handling customers’ service problems.
Reliability

Performing services right first time.
Providing services at the promised time.
Maintaining error-free record.
Keeping customer informed as to when service will be performed.
Prompt service to customers.

Responsiveness
Willingness to help customers.
Readiness to respond to customers’ requests.
Assurance

Employees will instill confidence in customers.
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Making customers feel safe in their transactions.
Employees who are consistently courteous.
Employees

who

have the

knowledge

to answer

customers’ questions.
Giving customers individual attention.
Employees who deal with customers in a caring fashion.
Empathy

Having the customer’s best interests at heart.
Employees who understand the needs of their customers.
Convenience business hour.
Modern equipment.
Visually appealing facilities.

Tangibles
Employees who have a neat, professional appearance.
Visually appealing materials associated with the service.
These are the five dimensions of service quality that form the basis of the individual
items in the SERVQUAL research instrument (questionnaire). The acronym RATER is
often used to help students of marketing remember the five dimensions of quality explicitly
mentioned in the research instrument. It is these five dimensions that are believed to
represent the consumer's mental checklist of service quality.
The SERVQUAL instrument was developed as a part of a broader conceptualization
of how customers understand service quality. This conceptualization is known as the model
of service quality or more popularly as the gaps model.
1.3. Gap Model
The model of service quality, popularly known as the gaps model was developed by
a group of American authors, A. Parasuraman, Valarie A. Zeithaml, and Len Berry as well,

in a systematic research program carried out between 1983 and 1988. The model identifies
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the principal dimensions (or components) of service quality; proposes a scale for measuring
service quality (SERVQUAL) and suggests possible causes of service quality problems.
Businesses use the SERVQUAL instrument (i.e. questionnaire) to measure potential
service quality problems and the model of service quality to help diagnose possible causes
of the problem. The model of service quality is built on the expectancy-confirmation
paradigm which suggests that consumers perceive quality in terms of their perceptions of
how well a given service delivery meets their expectations of that delivery.
The model of service quality identifies six gaps that may cause customers to

experience poor service quality.
- Gap 1 (The Knowledge Gap): relates to a lack of management understanding of
what customers expect.
- Gap 2 (The Policy Gap): is a failure to translate managers’ perceptions of customer
expectations into the quality standards established for service delivery.
- Gap 3 (The Delivery Gap): is the difference between specified delivery standards
and the firm’s actual performance.
- Gap 4 (The Communications Gap): is the difference between what the company
communicates and what is actually delivered to the customer.
- Gap 5 (The Perception Gap): is the difference between what the company has
actually delivered and what the customer perceives (note this perception may be
wrong due to difficulty in evaluating the service).

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- Gap 6 (The Service Gap): is the difference between what the customer perceives

and his/her original expectations.
1.4. Loyalty and Customer Satisfaction
1.4.1 Customer Satisfaction
Customer satisfaction (often abbreviated as CSAT, more correctly CSAT) is a term
frequently used in marketing. It is a measure of how products and services supplied by a
company meet or surpass customer expectation. Customer satisfaction is defined as "the
number of customers, or percentage of total customers, whose reported experience with a
firm, its products, or its services (ratings) exceeds specified satisfaction goals."
In a survey of nearly 200 senior marketing managers, 71 percent responded that they
found a customer satisfaction metric very useful in managing and monitoring their
businesses. It is seen as a key performance indicator within business and is often part of a
Balanced Scorecard. In a competitive marketplace where businesses compete for
customers, customer satisfaction is seen as a key differentiator and increasingly has become
a key element of business strategy.
"Customer satisfaction provides a leading indicator of consumer purchase intentions
and loyalty." Customer satisfaction data are among the most frequently collected indicators
of market perceptions. Their principal use is twofold:
1. "Within organizations, the collection, analysis, and dissemination of these data
send a message about the importance of tending to customers and ensuring that
they have a positive experience with the company's goods and services."
2. "Although sales or market share can indicate how well a firm is performing
currently, satisfaction is perhaps the best indicator of how likely it is that the firm’s
customers will make further purchases in the future. Much research has focused
on the relationship between customer satisfaction and retention. Studies indicate
that the ramifications of satisfaction are most strongly realized at the extremes."

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On a five-point scale, "individuals who rate their satisfaction level as '5' are likely to

become return customers and might even evangelize for the firm. When a customer is
satisfied with a product, he or she might recommend it to friends, relatives, and colleagues.
"Individuals who rate their satisfaction level as '1,' by contrast, are unlikely to return.
Further, they can hurt the firm by making negative comments about it to prospective
customers. Willingness to recommend is a key metric relating to customer satisfaction.”

A business ideally is continually seeking feedback to improve customer satisfaction.
1.4.2. Customer Loyalty
Customer loyalty is positively related to customer satisfaction as happy customers
consistently favor the brands that meet their needs. Loyal customers are purchasing a firm’s
products or services exclusively, and they are not willing to switch their preferences over
a competitive firm.
Brand loyalty stems out of a firm’s consistent effort to deliver the same product, every
time, at the same rate of success. Organizations give special attention to customer service,
seeking to retain their existing current base by increasing customer loyalty. Often, they
offer loyalty programs and customer rewards to the most loyal customers as an expression
of appreciation for doing repeat business with them.
In fact, customer loyalty is built from the company to the customer. The more
satisfied the customer, the more like to do repeat business with a firm. Then, customer
loyalty encourages customers to shop particular brands regularly, to spend more money, to
advertise the brand with a mouth-to-mouth advertising and to have a positive shopping
experience.

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The Wheel of Loyalty

Based on the Wheel of Loyalty, we have 3 steps to win customer loyalty:
Step 1. Building a foundation of loyalty involves.

- The good fit between customer needs and capabilities.
- Tiering services effectively.
- Obtaining customer satisfaction through service quality.
Step 2. Customer loyalty bonds include.
- Reward-based, social, customization, and structural bonds.
- Created through membership and loyalty programs.
Step 3. Strategies for reducing customer defections include.
- Analyzing customer defections and monitoring declining accounts.
- Addressing key churn drivers, increasing switching costs.
- Implementing effective complaint-handling and service recovery procedures.

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2. VNPOST
2.1. Overview of VNPost
2.1.1. History
Vietnam Post Corporation was established on the basis of implementing the pilot
Project on establishing Vietnam Posts and Telecommunications Group (VNPT) approved
by the Prime Minister in the Decision No.58/2005/QD-TTg dated 23 March 2005.
The Decision No.674/QD-TTg was issued by Prime Minister dated 01 June 2007 on
approving the Project on establishing Vietnam Post Corporation. Accordingly, Vietnam
Post Corporation is the state-owned corporation, which is established by the State and
specializes in the field of post on the basis of independent economic accounting and
allocated the capital by the State through the VNPT Group, the Board of Members of
VNPT Group, the representative of the State capital owner at the Corporation and
belonging to the Board of Members of the Corporation. Implementing the Decision
No.674/QD-TTg by the Prime Minister, on 15 June 2007, the Ministry of Post and
Telecommunications (currently the Ministry of Information and Communications) issued
the Decision No.16/2007/QD-TCCB- BBCVT on establishing Vietnam Post Corporation.

2.1.2. Vision and mission
Mission: “Provide and connect people with high quality, friendly and modern postal
services”.
People cannot exist without a connection. Vietnam Post’s mission is vital for the
whole community. Proud of this mission, Vietnam Post contributes to the society with high
quality and professional services.
Vision: “A strong brand name in Vietnam and a leading postal operator in the region
and the world”.
Vietnam Post desires for a high recognition and acknowledgement of customers,
partners and the public in Vietnam on our efforts. Vietnam Post expects to keep its leading
role with high prestige as other postal operators in the region and the world.

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2.1.3. Activities
2.1.3.1. Main service:
- Domestic EMS express delivery service to 63 provinces and cities accounting for
80% market share.
- International EMS courier service: to 102 countries and territories. Occupy about
25% market share.
- EMS HSXT (application for admission to colleges and universities).
- EMS deal.
- EMS VISA to the US.
- EMS Documents and Official Passport.
2.1.3.2. Value-added services:
- EMS Speeding.
- EMS Timer.
- Next day EMS (NDD).
2.1.3.3. Additional services:

In order to meet the increasing needs of customers, up to now, EMS has developed
with 11 additional services used with domestic EMS services as follows:
- Hand delivery service.
- Service of price declaration.
- Broadcasting service (SMS broadcast and digital broadcast).
- Postal withdrawal service.
- Change of name and address of the recipient.
- Domestic COD collection service.
- Service received at address.
- Service Charge at recipient (EMSC).
- Payee service (EMS PPA).
- EMS tally service.
- Searching orders by SMS 8176.

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2.1.4. Branches
Transactions: The Company's transaction network is wide across 63 provinces
(including transactions of branches and agents).
Exploiting: 4 regional exploitation centers in Hanoi, Ho Chi Minh City, Da Nang and
Binh Dinh.
Transportation: The transport team consists of hundreds of specialized cars and
thousands of cars of agents involved in postal transport.
2.1.5. Target customers
Group of the

Characteristics analysis

target

customers

Main activities

Customer behavior

Individual

Need for express

Be affected by price.

customers

delivery or receiver of

Having a concern about the

goods and supplies to

quality and safety of the

acquaintances, don't

services.

B2C
(business

regularly use delivery

to

services.

customer)

B2B
(business
to
business)

Online shop

Online business, need

Be affected by price.

owners

to transport goods

Having a concern about the

continuously to lots of

manage, update order

customers per day.

status and control revenue.

State-owned

Send and receive

Be attracted by benefits.

enterprises

parcels, parcels,

Having a concern about the

especially important

quality of all services, the

document papers, need

safety of document.

the high security.

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Private

Sending and receiving

Be attracted by benefits.

enterprise

goods, documents,

Having a concern about the

parcels, fast and strict

quality of the services, the

delivery, cheap cost.

safety of document and
convenient in
sending/receiving stages.

2.1.6. The competitive environment
Name

Introduction
Under the

Strengths
- Delivery network

management of:

throughout the country

Viettel Military

- No need to bring goods

Telecom

to post office Viettel

Corporation.

post

Established year
1997.

Viettel
Post

- Customers use delivery
services in Hanoi,

Weaknesses
- COD changes are not
supported for orders in
transit.
- Shipping cost is higher
than other services of
the same type.

- Collecting and delivery

choose Viettel post to

targets are only 80%

help you optimize

committed.

service costs.
- Free shipping within

- The delivery time is
quite long.

urban orders, free
collection for
provincial orders.
- Preserving goods well,
delivery staff have
high responsibility in
their work.

Giaohang
tietkiem

Delivery address
for the purpose of

- Website system, good
customer care regime.

- Frequently overloaded
bill of lading.

supporting small
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and medium-sized

- Attractive shipping

online businesses.

rates, there are many

Founded in 2013.

incentives.

Savings delivery is
always directed to

- There are goods
insurance services.

professionalism,
speeding up

delivery.
Giaohangnhanh is a

Giaohang
nhanh

- Fast shipping. There is

- COD fees are quite high

delivery unit

a delivery service of 60

and payment time is

specializing in

minutes for customers

long. Shipping costs

internal delivery

receiving the order.

from 30,000 VND -

service. Founded in
2012.

- Website system, good
customer service.
- There is compensation

85,000 VND.
- The preservation of
goods is not really good.

in case the goods are
damaged.
AhaMove is a
shipper app that
connects shippers

Ahamove

- Prestigious shipping
unit.
- Fast delivery time with

with shoppers

1 hour delivery service

developed by Quick

package.

Delivery. Just enter

- Clear driver

the information into

information.

the app on your

city and TP. Ho Chi
Minh.
- The number of shipper
is not much, so it takes a
long time.

- Follow the shipper

phone and you can

order tracking journey

quickly find

on the map.

delivery shipper.

- Only ship within Hanoi

- Advance payment

service available.

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- Ship price is quite
reasonable.
Kerry Express is
headquartered in Ho

Kerry
Express

- Fast shipping service,
quality.

- COD fees are high.
Delivery fee varies from

Chi Minh City with

VND 20,000 to VND

a nationwide

100,000 depending on

delivery network

distance and amount to

throughout the

be transferred.

country. The

- There are many

company has good

shortcomings of goods

facilities,

preservation issues.

professional and
experienced staff.

DHL
Express

As an international

- Joining the market

shipping company,

early, DHL has

although DHL has

cooperated with

been present in

VNPost and is present

Vietnam for 30

in all provinces.

- Not going into each
village or commune.
- Bulky items often have a
high ship fee.

years, until the last 5 - Reasonable delivery
years, DHL has
costs.
really invested and
- Fast, punctual delivery.
promoted

- Providing fast and

development in

reliable international

Vietnam market.

delivery service.
- Professional customer
service, dedicated.

GrabExpress is
Grab
Express

Grab's delivery
service, operated

- Call ship through
reputable Grab unit.
- Fast delivery time.

- Only ship within Hanoi
city and TP. Ho Chi
Minh.

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directly on the Grab

- Large number of

app on phones, so

shipper, no need to

shop owners can

wait long, almost press

call ships very

the machine to find the

quickly and

shipper immediately.

conveniently.

- The delivery fee is quite
high.

- Clear driver
information, bill
delivery.
- Can monitor shipper's
order status and
itinerary in real time
on the map.
- Advance payment
service available.
- Diverse payment

methods, often have
discount codes.

2.2. An analysis of SERVQUAL Model to Service Quality Measurement in VN Post
2.2.1. Reliability
VNPost has successfully completed the services that were publicly committed to
customers accurately and reliably: including consistency, stability that the company must
perform right from the first transaction.
Providing service as promised. Working hours are clearly specified, open and close
on time. VNPost provides clear costs of services, assists customers in searching services
and associated costs. The cost is always public and applies to all customers as follows:
EMS COD charge is calculated by 1% of the amount collected, a minimum of 15,000 VND.

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EMS cost

Customer (Sender) can come to the post office to receive money as soon as notice has
received the goods from the recipient. The delivery team calls customers when they arrive
at the delivery address, the delivery staff of the post office ensures that the orders are
delivered must always be properly signed from the recipient.
Especially in this Covid-19 epidemic season, EMS takes the disease seriously by
delivery staff standing 2m away from customers; wear masks during transportation and
delivery; Bring dry hand wash water with you. Vietnam Post applies the price of VND
30,000 for the first 5 kg (each subsequent kg is VND 3,000) for goods and parcels to the
isolated people at isolated points in Hanoi, Ho Chi Minh, from Hanoi to the northern
provinces, Ho Chi Minh to the southern provinces. Especially, for transportation routes
from Hanoi to the southern provinces, Ho Chi Minh to the Northern provinces, Vietnam
Post applies a 50% discount compared to the courier service charge.

Shipper’s calling customer

Customer signed receipt

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Dependability in handling customers’ service problems. The post office has a
customer care team and a mailbox that accepts complaints online to receive feedback from
customers, expressing an interest in solving customer problems. There is a hotline system,
reflecting emails so customers can complain and solve problems customers encounter. The
case of refunds to the sender is delayed compared to the real time will have a dedicated
team to resolve, reschedule the receipt of money later for guests. Items not delivered will
be noted with full information and the reason for not being delivered, the order will
continue to be delivered again the second time. There is a counselor and guide appropriate
services. customer needs as well as writing papers and payments. Providing small solutions
but making customers extremely satisfied. For example, customers who send a large
number of goods to different provinces and addresses, the staff will support printing the
recipient list (name, phone number, address), senders just cut and paste onto the mailer.
Maintaining error-free records. VNPost packed the product carefully, ensuring that
during the transport process, there is no problem of tanking or dropping transporting items.
Orders delivered to the recipient are always preserved in the best state, avoiding the case
of goods being damaged, scratched, distorted at receipt. The stage is always supervised to
note that there is no error with the customer's order, less loss of goods occurs. Responsible
work, high reputation.
But the disadvantage of VNPost is they not provide services at the promised time.
VNpost still has errors on the expected time and calling behavior to notify the recipient.
Usually deliver on time with the estimated time informed to the customer. But the delivery
time is usually longer than other places. Delivery staff has a few cases to the delivery

location but do not call customers in advance, regardless of whether the package is
delivered to the right owner or not. If returned will be refunded.
In general, Reliability dimension of EMS is judged as below:
No.

Items

Yes

No

1

Providing service as promised.

🗹

◻

2

Dependability in handling customers’ service problems.

🗹

◻

20