Improving customer service in MB hoang quoc viet branch”

Graduation Thesis

Supervisor: M.A Trương Thi Minh Hanh

DECLARATION
Signed hereby, certify hereby that “Improving customer service in Military
Commercial Join Stock Bank - Hoang Quoc Viet Branch” is my own research.
The content and figures presented in the thesis reflect a true and fair situation
of the internship organization. I also assure that my research result have not
been previously or concurrently published in any other work.
Hanoi, May 7th 2016
Student

Nguyễn Chúc Quỳnh

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ABSTRACT
Customer service is lifeblood in banking sector to satisfy customer, create
loyalty and attract more and more potential customers. It is also important for
banking activities like MB Hoang Quoc Viet Branch to understand what
makes a quality of customer service. The purpose of this study is to make an
assessment of customer service and then to give some recommendations to
improve the customer service in MB Hoang Quoc Viet Branch. In order to

examine the quality of customer service based on measuring dimensions and
attributes SERVPERF model, a questionnaire with ten questions were used to
collect data about customers’ opinion of customer service in MB Hoang Quoc
Viet. The preliminary result of the research shows that quality of customer
service’s achievements has strength in MB Hoang Quoc Viet. However it is
revealed that its customer service also has weakness such as quality of staffs
and technology system. The conclusion can also be drawn that the quality of
customer service in MB Hoang Quoc Viet Branch. Following an in-depth
multi-dimensional

analysis

of

preliminary

research

result,

some

recommendations for “Improving customer service in Military Commercial
Join Stock Bank – Hoang Quoc Viet Branch” will also be presented.

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ACKNOWLEDGEMENTS
I owe a debt of gratitude to many people who helped me to complete this
graduation thesis. I would like to acknowledge all of them.
I would like to express my deepest gratitude to my supervisor, Mrs. Truong
Thi Minh Hanh, M.A, lecture of the Faculty of Foreign Languages, Academy
of Finance, for her whole-hearted guidance and support. Without her valuable
recommendations, this thesis cannot come on to an end.
My sincere thanks also go to all the teachers off Faculty of Foreign
Languages, Academy of Finance.
I would like to acknowledge, Mrs. Tran Thi Thu Huong, the Deputy Director
of Military Commercial Join Stock Bank- Hoang Quoc Viet Branch for
creating favorable conditions for me to work at the office.
Moreover, I would like to extend my special thanks to Mrs. Nguyen Thi
Thanh Huyen, the Professional supporter for providing me authentic and upto-date information and figures relating to current situation at the bank for
fulfillment of this paper.
I also want to convey my sincere thanks to all the staff at MB Hoang Quoc
Viet Branch for their kindness. Without their kind support, I could not finish
my own research.
Finally, I would like to acknowledge the encouragement and strong support
from my beloved family. Without their great love and dedication, this paper
would not be translated into reality.

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LIST OF ABRREVIATION
ATM

Automated Teller Machine

MB

Military Commercial Join Stock Bank

SBV

The State Bank of Vietnam

VND

Viet Nam Dong

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LIST OF FIGURES
FIGURE 1.1: SERVPERF MODEL
FIGURE 1.2: THEORETICAL RESEARCHING MODEL
FIGURE 2.1: CUSTOMER’S EVALUATION ON TRANSACTION TIME
FIGURE 2.2: CUSTOMER’S SATISFACTION WITH THE PRODUCTS
OFFERED BY MB
FIGURE 2.3: ASSESSING THE QUALITY OF CUSTOMER SERVICE

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LIST OF TABLES
TABLE 2.1: CRITERIA OF RETAIL BANKING FOR INDIVIDUAL
CUSTOMERS OF MB HOANG QUOC VIET BRANCH OVER ................3
TABLE 2.2: THE ASSESSMENT ATTRIBUTES OF CUSTOMER
SERVICE QUALITY AT BANKS
TABLE 2.3: CUSTOMER’S EVALUATION ON TANGIBLE
TABLE 2.4: CUSTOMER’S EVALUATION ON EMPATHY
TABLE 2.5: CUSTOMER’S EVALUATION ON RESPONSIVENESS
TABLE 2.6: CUSTOMER’S EVALUATION ON STAFF OF MB HOANG
QUOC VIET BRANCH

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TABLE OF CONTENTS
DECLARATION................................................................................................I
ABSTRACT.....................................................................................................II
ACKNOWLEDGEMENTS............................................................................III
LIST OF ABRREVIATION............................................................................IV
LIST OF FIGURES..........................................................................................V
LIST OF TABLES..........................................................................................VI
TABLE OF CONTENTS...............................................................................VII
INTRODUCTION.............................................................................................1
CHAPTER 1:LITERATURE REVIEW............................................................4
1.1 Customer service.........................................................................................4
1.1.1Definition of customer service..................................................................4
1.1.2. Definition of customer service quality....................................................5
1.1.3 Customer loyalty.......................................................................................5
1.1.4 Customer satisfaction................................................................................6
1.1.5. Factors affecting customer service in banks............................................7
1.2. Model to analyze customer services quality..............................................12
1.2.1. Responsiveness......................................................................................13
1.2.2. Empathy................................................................................................14
1.2.3. Tangible.................................................................................................14
1.2.4. Staff.......................................................................................................14
1.2.5. Transaction time....................................................................................14

CHAPTER 2:THE STUDY............................................................................15
2.1. Introduction of Military Commercial Join Stock Bank............................15
2.1.1. History and development of Military Commercial Joint Stock Bank...15
3.1.2. Introduction of MB Hoang Quoc Viet Branch......................................16
2.1.3. Products and services............................................................................16

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2.1.4. Business performance of MB Hoang Quoc Viet Branch......................18
2.2. Dimensions and attributes to be measure customer service in MB Hoang
Quoc Viet Branch............................................................................................19
2.3. Current customer service in MB Hoang Quoc Viet Branch........................22
2.3.1. Customer’s evaluation on tangible dimension......................................22
2.3.2. Customer’s evaluation on empathy dimension.....................................25
2.3.3. Customer’s evaluation on responsiveness dimension...........................27
2.3.4 .Customer’s evaluation on staff of MB Hoang Quoc Viet Branch.........28
2.2.5. Customer’s evaluation on transaction time...........................................31
2.3.4. General assessment of customer service quality as perceived by
Military Bank customers.................................................................................36
2.4. Summary of findings customer service in MB Hoang Quoc Viet Branch
.........................................................................................................................37
2.4.1. Achievements........................................................................................37
2.4.2. Shortcomings and causes......................................................................38

2.5. Solutions to improving customer service in MB Hoang Quoc Viet Branch
.........................................................................................................................39
2.5.1. Building customer information system.................................................39
2.5.2

Improving the quality of staff and building professional communication

skills for staff at the branch...............................................................................41
2.5.3

Enhancing behavior standards, customer service attitude for staff in

the bank...........................................................................................................44
CHAPTER 3:RECOMMENDATIONS..........................................................47
3.1 Customer service orientation of MB Hoang Quoc Viet Branch................47
3.1.1. Business orientation of MB..................................................................47
3.1.2 Customer service orientation of MB Hoang Quoc Viet Branch.............48

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3.2.

Supervisor: M.A Trương Thi Minh Hanh

Recommendations.................................................................................49

3.2.1.Recommendations to the head- office of Military Commercial Join
Stock Bank......................................................................................................49
3.2.2. Recommendations to the Government, the State Bank of Vietnam, and
other related agencies......................................................................................51
CONCLUSION...............................................................................................52
LIST OF REFERENCES................................................................................53
APPENDIX 1..................................................................................................55

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INTRODUCTION
1.

Rationale

Nowadays many banks realize that all advantages, which they want to gain
through their core products are quickly lost as others banks have the same
products being offered. However, since it is a major fact that no business can
exist without customers, the important strategy is focused on providing the
high-quality customer service. In every business regardless of size or types,
excellent customer service needs be at the heart of that business model if you
wish to be successful. It is important to provide essential customer service to

all types of customers, including potential, new and existing customers. The
question of how to make a good customer service is always the problem that
every bank tries to resolve in the best way. Therefore, improving the customer
service becomes one of the most important tasks that the bank needs to do
regularly to meet the client’s demands timely. Bankers need to make sure that
their clients always prefer their service.
Military Commercial Join Stock Bank- Hoang Quoc Viet Branch has achieved
some positively initial results. However, in comparison with other branches in
the same system, MB Hoang Quoc Viet Branch of MB still somehow lack of
professionalism in customer service. The limited ability of communicating
with customers may causes difficulties in exploiting the potential customers.
Therefore, developing a good customer service is the key to assure the
customers’ satisfaction and encourage them to make business with the bank
continuously. Besides, good customer service can help your business grow
and prosper.
Facing the difficulties and challenges in banking sector, MB wants to retain
their customers and attract new customers. Therefore, improving the quality

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of customer service is an urgent task which arises in the branches of MB in
general and MB Hoang Quoc Viet Branch particularly.
For this reasons, the author would like to focus on topic “Improving

customer service in MB Hoang Quoc Viet Branch”.
2.

Aims of the study

The purpose of the research is to:
-

Assess customer service in MB Hoang Quoc Viet Branch by using

SERVPERF model.
-

Suggest some solutions to improve the customer service in MB Hoang

Quoc Viet Branch.
3.

Scope of the study

The thesis focuses on the current situations of customer service for individual
clients in MB Hoang Quoc Viet Branch during the period of three years from
2012 to 2014.

Competition in banking sector is heavy and is likely to

increase. So how they can improve their customer service better and better is
really a hard question.
4.

Methods of the study

Based on collected data from annual reports, financial reports, websites,
financial books and other previous researches… this thesis would coordinate
some mainly methods like comparison, analysis, statistic, synthesis,
questionnaire …to finalize achievements and limitations and then the best
solutions for improving customer service in MB Hoang Quoc Viet Branch.
5.

Organization of the study

The main body of the study is divided into 3 chapters as follows:
Chapter 1: LITERATURE REVIEW
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The fundamentals of customer service in commercial banks
Chapter 2: THE STUDY
The situation of customer service in MB Bank- Hoang Quoc Viet Branch
The solution of customer service in MB Bank- Hoang Quoc Viet Branch
Chapter 3: RECOMMENDATION
The recommendation for MB Hoang Quoc Viet Branch, MB Bank, State Bank
of Viet Nam in order to improve the customer service in MB Bank – Hoang
Quoc Viet Branch

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CHAPTER 1
LITERATURE REVIEW
This chapter present a review of literature related to the research work as
documented by authorities on customer service.
It will cover the definitions of customer service, customer service quality,
customer satisfaction and customer loyalty. It will also take a look into the
SERVPERF MODEL to assess service quality dimension, customer service
quality and some factors affecting customer service in banking sector.
1.1 Customer service
1.1.1Definition of customer service
There are numerous definitions of customer service in the literature and such
definitions reflect different perspectives. According to Wikipedia, “Customer
service” is the provision of service to customers before, during and after a
purchase. Accordingly, it may vary by product, service, industry and
individual customer. The perception of success of such interactions is
dependent on employees "who can adjust themselves to the personality of the
guest".
According to Paul McKinney (2015), Customer service is the act of taking
care of the customer's needs by providing and delivering professional, helpful,
high quality service and assistance before, during, and after the customer's

requirements are met.
Christine Johnson (2006, p.102) says that good customer service means
providing product and service which has high quality, answering queries,
making customer easy to purchase goods and delivering on time.
According to consultant Sudhir Andrews (2007, p.198), customer service not
only satisfies a customer but also reflects the professionalism of the
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organization as the result of building its image. He believed that good
customer service can build trust and customer loyalty. Employees can also get
rewards and develop the friendship with customers if they provide good
services.
In general, Customer service relates to the service provided to customers
before, during and after a purchase.
1.1.2. Definition of customer service quality
According Parasuraman, Zeithaml and Berry (1985), the quality of service is
the customer's perception of service has generated a good level of customers’
previous expectations. Also according to Parasuraman, the expectation in
service quality is the desire of the customer, which means they feel the right
provider will perform and not perform the service requested.
Bitner and Hubert (1994) stated that the perception of service quality can
occur at multiple levels in an organization. Research by Caruna (2000) reveal
that service quality is an important input to customer satisfaction, therefore

the main point of management attention should be on customers, of which
service quality is an important antecedent.
Customers receive products through active communication, information and
comments received. To evaluate customer service quality at banks, customers
must come and perform transactions, assess the facilities, the service attitude of
staff, level of satisfaction of products and services, etc.
1.1.3 Customer loyalty
Customer loyalty is both an attitudinal and behavioral tendency to favor one
brand over all others, whether due to satisfaction with the product or service,
its convenience or performance, or simply familiarity and comfort with the
brand. Customer loyalty encourages consumers to shop more consistently,

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spend a greater share of wallet, and feel positive about a shopping experience,
helping attract consumers to familiar brands in the face of a competitive
environment (Customer loyalty, 2002).Journal Citation Ciation Report
(Thomson Reuters, 2014) Customer loyalty is viewed as the strength of the
relationship between an individual's relative attitude and repeat patronage.
The relationship is seen as mediated by social norms and situational factors.
Cognitive, affective, and conative antecedents of relative attitude are
identified as contributing to loyalty, along with motivational, perceptual, and
behavioral consequences. Albert Canuana,2002 state that service loyalty, with

its final effect on repurchasing by customers, appears to have received
relatively little attention. This study starts by first delineating the concept of
service loyalty and proceeds to distinguish between service quality and
customer satisfaction. A model that links service quality to service loyalty via
customer satisfaction is proposed. Appropriate measures are identified and a
postal survey is undertaken among 1,000 retail banking customers. A response
rate of 20.5 per cent is obtained. Results indicate that customer satisfaction
does play a mediating role in the effect of service quality on service loyalty.
In general, it is agreed that customer satisfaction measurement is a postconsumption assessment by the user, about the products or services gained
(Churchill and Surprenant, 1982; Yuksel and Rimmington, 1988).
1.1.4 Customer satisfaction
Many researchers have definitions customer satisfaction. According to
Cambridge Dictionary Customer satisfaction is a measure of how happy
customers feel when they do

business with a

company. Journal of

Marketing(January 1982) is defined customer satisfaction has a direct impact
on the primary source of future revenue streams for most companies.
Satisfaction is as a judgment following a consumption experience - it is the

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consumer’s judgment that a product provided (or is providing) a pleasurable
level of consumption-related fulfillment (Oliver Richard .L,1997).
Most research confirms that the confirmation or disconfirmation of preconsumption expectations is the essential determinant of satisfaction. This
means that customers have a certain predicted product performance in mind
prior to consumption.
During consumption, customers experience the product performance and
compare it to their expected product performance level. Satisfaction
judgments are then formed based on this comparison. The resulting judgment
is labeled positive disconfirmation if the performance is better than expected,
negative disconfirmation if it is worse than expected, and simple confirmation
if it is as expected. In short, customers evaluate product performance by
comparing what they expected with what they believe they received. The
performance implications of the customer satisfaction instrument are also
explored. What is shown is that customer segments, in fact, yield statistically
different satisfaction scores, which verifies the managerial value of customer
segmentation practices. Finally, the facets of customer satisfaction as
explanatory cues for the switching behavior of individual and business
customers were tested successfully.
1.1.5. Factors affecting customer service in banks
1.1.5.1. External factors
The bank is operating in conditions which often change due to a lot of diverse
relations between it and the various economic actors. All relationships
constitute operating environment and business of commercial banks. To be
able to develop rapid and sustainable services, commercial banks need to
research

about

the

operating

environment

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affecting

our

business.

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Environmental activities include: economic environment, social and cultural
environment and technological environment.
1.1.5.1.1 Economic environment
Any business organizations are affected by the economic environment on
their business activities. In particular, commercial banks are subject having an
intimate relationship with most of the other economic sectors. Therefore,
when the economic environment changes in any direction, the operations of
commercial banks are also affected strongly. For individual customers,
income is the main factor, the most important factor impacting on their use of

financial and banking services. During the developing economies, per capital
income increases, the demand for people with the products and services of
banks will increase, which will boost the commercial bank of constantly open
wide business operations, improve service quality and product, diversify new
services to increase market share and satisfy every customer's needs. In
contrast, the economy falls into instability, difficulty will make the
unemployment rate rose, consumption declined, people's incomes go down,
the things that impact directly on the banks as the amount of deposited money
in banks will decline, lending individual customers become more difficult and
risky, etc.
1.1.5.1.2 Social and cultural environment
Customary practices, conception of life, the social and cultural factors, etc.
have decided to influence preferences and consumption habits of bank service
individual customers. Although Vietnam's population is relatively large, the
number of participants in banking transactions is very low, and the majority of
people still have the habit of using cash for payments. To be able to change
consumption habits of people, banks should take measures to propagate and

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advertise the utilities from using banking services, help people feel secure and
confident when using services.
Besides that, some factors of population such as population density, average

age, education level, income, etc. in each region also affect the development
of banking services in the area.
The study of the socio-cultural factors not only determine their impact on the
behavior using banking products and services of customers, but also help the
bank managers active in participate in formulating policies, regulations and
procedures in the design business and organizational models consistent with
the cultural characteristics of each region and market sector both domestically
and internationally.
Therefore, banks need to delve on the above factors, from which subgroups of
customers, to be able to provide appropriate services to more customers, help
develop better banking services.
1.1.5.1.3 Technological environment
The rapid development of science and technology also has strong impact to
the commercial banks. Based on the application of information technology
software advanced, high-speed processes has helped the administration of
commercial banking effectively; offer new better services which meet customer
needs. Thus, the commercial banks have to capture the change of environment
technology to applications of scientific and technical achievements in service to
satisfy customers’ demand.
In fact, the changes in information technology have a strong impact to the
banking business. New technology allows banks to not only process
innovation professionally, but also renew the distribution method, develop
new products and services such as the development of computer networks that
allows bank network to provide 24/24 banking services. Changes in
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technology has a strong impact to the complex production of the industry, and
also has an influence on how the use of banking products and services to the
population. This has created new demands on products and banking services
banking activities as the birth and development of electronic commerce has
put forward new requirements for the banking sector in the provision of
payment services, etc.
1.1.5.2. Internal factors
Subjective factors are factors affecting the banking of the development of
banking services. These factors are crucial to the operation of commercial
banks as well as the development of services for individual customers.
1.1.5.2.1 Attitude on service development for individual customers
Any business that wants to develop fast and sustainably needs to build a
development strategy from which long-term direction of action, creating
fundamental basis for policy and business decisions. Development strategy of
banking services should be developed on the basis of the survey, the business
climate survey and customers, and it is important to rely on bank resources.
When there is a well-developed strategy, it will help banks to improve the
activeness, ability to grasp the opportunity and flexibility in the responses to
these challenges may occur, which may change methods and ways of
management when needed.
Moreover, the needs of individual customers are always very complex and
uneven, so each bank should have a policy or service development standpoint
for specific individual customer. To be able to develop services for individual
customers in the best way, the strategy of each bank should specify that the
bank needs to focus on groups of individual customers, the market segment is
promising and consistent performance.

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1.1.5.2.2 Education and skills
In business, the human factor is always key, critical to the success or failure of
a business. In the banking sector, professional competence, communication
skills, professional ethics of banking staff directly impact the quality of
strategies, action plans. To improve service quality, besides the support of
elements of technology and finance, banks must continually foster
professional qualifications and soft skills for staff. Service quality depends
largely on the expertise, attitude, experiences, sense of responsibility and
spirit of cooperation among all members and parts of the bank. And mental
capacity of the bank staff, the personnel policy values setting out in each bank
have a profound impact on the formation of a comprehensive service quality
produce, etc. customers will feel more satisfied and confident when dealing
with employees who have professional qualifications stable, agile style, open,
polite, respectful to customers.
1.1.5.2.3 Banking technology
Nowadays, technology is playing a leading role in important, fundamental
factor for commercial banks to increase productivity, quality and
performance. Development and application of new modern technologies
allow banks to create perfect services that meet expectations of customers.
The system of modern information technology will be a solid basis for
funding to help develop new services having distinct characteristics and

unique, providing customers with service quickly and accurately with safety
higher by reducing manual intervention. Technology development also creates
conditions for the deployment and development of new services for individual
customers such as money transfers automatically, the online payment services,
card services, Internet-banking, mobile-banking and use automated trading
kiosks with many utilities, etc.
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1.2. Model to analyze customer services quality
Cronin & Taylor (1992) propose SERVPEF model. They insisted on that
service quality is determined by performance only. The authors investigated the
conceptualization and measurement of service quality and the relationship
among service quality, consumer satisfaction, and purchase intentions. They
suggested the current operationalization of service quality confounds
satisfaction and attitude.
According to service quality definition was conceptualized by Parasuraman,
Zeithaml and Berry (1988), and examined by Cronin and Taylor (1992),
service quality was based on 5 dimensions: Reliability, Responsiveness,
Assurance, Empathy, and Tangible.
Reliability

Responsiveness

Assurance

Service quality

Empathy

Tangibles

Figure 1.1: SERVPERF model
In the research of Le Thi Hai Nhu (2013), “Improving customer service
quality for individual customers at bank for investment and development of
Vietnam – Western Hanoi Branch” showed that staff‘s quality and transaction
time are also very important to evaluate customer service quality.
From the researching model of Cronin and Taylor (1992) and Le Thi Hai Nhu
(2013), measuring the customer service quality is based on evaluations on
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reliability, responsiveness, assurance, empathy, tangible, staff and transaction
time. So, the author used the researching model for this thesis as bellow:

Reliability
Responsiveness
Assurance

Empathy

Customer Service
quality

Tangibles
Staff
Transaction time

Figure 1.2: Theoretical researching model
(Source: SQ as conceptualized by Parasuraman, Zeithaml, and Berry (1988)
and examined by Cronin and Taylor(1992), Le ThiHaiNhu (2013))
1.2.1. Responsiveness
Responsiveness is the staffs’ readiness and guarantee that the service is
performed quickly. It reflects the trustworthiness of the company to keep its
promise of providing its services and the self-consciousness of the staff to
have the proper manner of serving. Making customers wait without an
appropriate reason will create the negative impacts on customers’ evaluation
of services quality.
1.2.2. Empathy

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This is showing the special caring to each customer. The company puts
themselves in customer’s position so that they can understand customers’
demands and provide them of necessary services. The services that cannot
make customers feel comfortable and convenient are unsuccessful in
empathizing with customers.
1.2.3. Tangible
Service is intangible; thus, to some extents, customers will base on tangibles
to evaluate services quality. Tangibles here mean facilities, equipment,
documents and especially staffs’ image which creates the strongest impression
to customers.
1.2.4. Staff
Employee research is as important to service improvement as customer
research, for three reasons. First, employees are themselves customers of
internal service, and thus are the only people who can assess internal service
quality. Because internal service quality affects external service quality,
measuring internal service quality is essential. Second, employees can offer
insight into conditions that reduce service quality in the organization.
1.2.5. Transaction time
As we all know that transaction time is very important in customer service.
Staffs strive to provide fast and easy resolution because they think about their
customers’ valued time.
In customer service, transaction time reflects service quality. If you have good
products/service but you miss/late in transaction time that means your service
quality is not good. Especially, in customer service, staffs have to ensure
implementation time as committed with customers.
CHAPTER 2
THE STUDY

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The following sections present the study of how to improve customer service
in MB Hoang Quoc Viet Branch.
This chapter covers the brief introduction of MB and MB Hoang Quoc Viet
Branch includes the overview, main activities and products, current
situation, current situation of MB’s customer service consisting of survey
model, data process, and survey results as well as the recommendation of
how to improve customer service.
2.1. Introduction of Military Commercial Join Stock Bank
2.1.1. History and development of Military Commercial Joint Stock Bank
Established in 1994, the Military Bank has gone through the continuously
business with efficiency and always be considered as one of the leading joint
stock commercial banks of Vietnam.
Military Bank was founded in accordance with the Business license no.
0054/NH-GP of the governor of the state Bank of Vietnam which is granted
on 14th September, 1994 and Resolution no. 00374/GP-UB by the Hanoi
People’s Committee. MB was established with the aim of providing banking
services including receiving short, medium and long-term deposits and loans
for organizations and individuals, and financial supports based on the features
and capability of the Bank’s capital.
The growth in capital and the scope of business of the Bank has always been
stable and continuous through its 10 years of operation. Its charter capital has
eventually increased from VND 20 billion in 1994 up to 7,300 billion VND
by the end of 2015. MB maintained its tendency of development in the two

years of 2013 and 2014 and affirmed its reliable brand.
3.1.2. Introduction of MB Hoang Quoc Viet Branch

Student: NGUYỄN CHÚC QUỲNH CQ50/51.04

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Graduation Thesis

Supervisor: M.A Trương Thi Minh Hanh

In order to expand the network operation in Hanoi, MB opened another
branch in the area at Hoang Quoc Viet Street in 2007 thus led to the
foundation of this mentioned branch. Located at 126 Hoang Quoc Viet Street,
Cau Giay District, Ha Noi, it was established with the major activities of
mobilizing deposits, providing credit, providing banking products and
services for the individual objects in the area and in the region.
Initially, MB Hoang Quoc Viet Branch recruited 25 staff members. The figure
has recently counted up to 92 employees with 2 affiliated offices of
transaction:
- Transaction office of Tu Liem: No. 155, Pham Van Dong Str., Bac Tu Liem
District, Ha Noi.
- Transaction office of Nam Thang Long: No. 68, Ho Tung Mau, Nam Tu
Liem District, Ha Noi.
2.1.3. Products and services
Military bank offers a complete range of products and services for personal
banking, corporated banking, and financial institution which is illustrated
through the following chart.

Student: NGUYỄN CHÚC QUỲNH CQ50/51.04

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