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B GIO DC V O TO TRNG I HC KINH T TP.

H CH MINH

TIN HA

NGHIN CU S HI LNG CA KHCH HNG DOANH NGHP I VI SN PHM, DCH V NGN HNG HSBC, CN TP.HCM

Chuyn ngnh M s

: :

Kinh t Ti chnh Ngn hng 60.31.12

LUN VN THC S KINH T


NGI HNG DN KHOA HC: PGS.TS. TRN HONG NGN

Tp. H Ch Minh Nm 2007

LI CM N
Ti xin knh gi li cm n chn thnh ti Ban gim hiu, cc thy c trng i Hc Kinh t Thnh ph H Ch Minh, cc t chc v c nhn truyn t kin thc, tho lun, cung cp cc ti liu cn thit, cng vi nhng cu tr li v gip cho ti hon thnh bi lun vn ny. c bit ti xin cm n ti: Thy Trn Hong Ngn Anh Ng Minh Hi Anh Nguyn Vit Ch Bi Th M Chu Ch Nguyn Th Thng : : : : : Trng khoa Ngn hng Trng HKT Khoa Sau i Hc Trng HKT Phng Khch hng Doanh nghip NH HSBC Trng i din NH HSBC ti Cn Th Phng Kinh Doanh Ngoi T & Vn - NH HSBC

V, ti cng xin cm n ti tt c cc khch hng, gia nh v bn b gip cho ti trong thi gian qua. Trn trng. Tin Ha Lp Cao hc Kha 14 Trng i hc Kinh t

DANH MC CC CH VIT TT
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. NH TMCP ATM WTO FDI SERVQUAL SERVPERF FSQ TSQ FTSQ VN STB ACB HSBC : Ngn Hng : Thng Mi C Phn : My rt tin t ng : T chc Thng mi th gii : u t trc tip Nc ngoi : M hnh cht lng dch v : M hnh cht lng dch v thc hin : M hnh cht lng chc nng : M hnh cht lng k thut : M hnh cht lng chc nng, k thut & hnh nh Doanh nghip : Vit Nam : Ngn hng Thng mi C phn Si Gn Thng Tn : Ngn hng Thng mi C phn Chu : Ngn hng Hng Kng v Thng Hi

DANH MC CC HNH V, TH V BNG BIU


HNH V, TH
Hnh 2.1: Tiu ch hot ng Tt c v khch hng ca NH HSBC Hnh 1.1: Quy trnh nghin cu Hnh 1.2: Quan h gia cht lng dch v v s hi lng khch hng (Spreng v Mackoy, 1996) Hnh 1.3: M hnh cht lng dch v ca Grnroos, 1984 Hnh 3.1: M hnh nghin cu cc nhn t tc ng n s hi lng khch hng Hnh 3.2: M hnh nghin cu tng qut Hnh 3.3: Tc ng gia Thi gian s dng dch v v S hi lng ca khch hng Hnh 3.4: Tc ng gia S lng ngn hng giao dch v S hi lng ca khch hng Hnh 3.5: M hnh cc nhn t tc ng n s hi lng khch hng

BNG BIU
Bng 3.1: Thang o cc nhn t tc ng n s hi lng khch hng Bng 3.2: Tng hp cc thang o c m ha Bng 3.3: Thng k m t cc mong i ca khch hng Bng 3.4: Thng k m t cc thang o cht lng dch v Bng 3.5: Thng k m t cc thang o gi c Bng 3.6: Thng k m t cc thang o hnh nh doanh nghip Bng 3.7: Thng k m t s hi lng ca khch hng Bng 3.8: Kt qu phn tch h s Cronbachs Alpha Bng 3.9: Kt qu phn tch nhn t Bng 3.10: Kt qu phn tch Pearson v Cc Nhn T Tc ng n S Hi Lng ca Khch Hng Bng 3.11: Kt qu phn tch Pearson v Mc Hi Lng ca Khch Hng Bng 3.12: Kt qu Phn tch hi quy Bng 3.13: Tng hp cc thang o S hi lng khch hng

MC LC
MC LC ............................................................................................................................... 1

LI M U.............................................................................................................................. 4 CHNG 1 - C S L LUN V M HNH NGHIN CU ......................................... 9 1.1 1.2 Dch v...................................................................................................................... 9 1.1.1 Khi nim dch v ........................................................................................... 9 1.1.2 c tnh dch v .............................................................................................. 9 Cht lng dch vu.................................................................................................. 10 1.2.1 Khi nim cht lng dch v ....................................................................... 10 1.2.2 Quan h gia cht lng dch v v s hi lng ca khch hng ............... 12 1.2.3 S khc bit gia cht lng dch v v s hi lng ca khch hng ......... 13 1.2.4 Cc nhn t quyt nh cht lng dch v .................................................. 13 M hnh cht lng dch v trong ngn hng bn l .............................................. 15 1.3.1 M hnh SERVQUAL (Parasuraman, 1988)................................................. 15 1.3.1.1. S tin cy................................................................................. 15 1.3.1.2. Hiu qu phc v .................................................................... 15 1.3.1.3. S hu hnh ............................................................................. 16 1.3.1.4. S m bo ............................................................................. 16 1.3.1.5. S cm thng........................................................................... 16 1.3.2 M hnh SERVPERF (Cronin and Taylor, 1992) ......................................... 17 1.3.3 M hnh FSQ and TSQ (Grnroos,1984)..................................................... 17 1.3.3.1 Cht lng k thut................................................................. 17 1.3.3.2 Cht lng chc nng............................................................. 18 1.3.3.3 Hnh nh doanh nghip........................................................... 19 Tm hiu v gi c................................................................................................... 20 1.4.1 nh hng ca gi c n s hi lng ca khch hng ............................... 20 1.4.2 Quan h gia lng gi c, gi tr v gi c cm nhn ............................... 20 Tm hiu s hi lng ca khch hng ..................................................................... 21 1.5.1 Khi nim ...................................................................................................... 21 1.5.2 Cc nhn t quyt nh s hi lng ca khch hng.................................... 22

1.3

1.4 1.5

CHNG 2 - DCH V NGN HNG TI VIT NAM V HOT NG CA NGN HNG HSBC..................................................................................................... 25 2.1 2.2 2.3 2.4 Dch v ngn hng ti Vit Nam............................................................................. 25 2.1.1 S pht trin mnh m ca hot ng dch v NH trong thi gian va qua . 25 2.1.2 Vai tr quan trng ca s hi lng khch hng i vi Ngn hng.............. 28 Gii thiu v Ngn hng HSBC.............................................................................. 29 Hot ng ca Ngn hng HSBC ........................................................................... 30 Chin lc pht trin Tt c v s hi lng ca khch hng ti Ngn hng HSBC ............................................................................................................................. 32

CHNG 3 M HNH NGHIN CU, PHNG PHP NGHIN CU V KT QU NGHIN CU ........................................................................................ 34 3.1 M hnh nghin cu cc yu t quyt nh s hi lng ca khch hng ................ 34 3.1.1 M hnh nghin cu ...................................................................................... 34 3.1.2 Cc gi thuyt ............................................................................................... 36 3.1.3 M hnh o lng s hi lng ca khch hng ............................................ 36 3.1.3.1 M hnh nh tnh.................................................................... 36 3.1.3.2 M hnh o lng s hi lng ca khch hng ...................... 38 Phng php nghin cu ........................................................................................ 38 Thu thp d liu ...................................................................................................... 38 3.3.1. D liu s cp ............................................................................................... 38 3.3.2. D liu th cp ............................................................................................. 39 Thit k nghin cu ................................................................................................ 39 3.4.1 Nghin cu nh tnh..................................................................................... 39 3.4.2 Nghin cu nh lng ................................................................................. 41 3.4.3 Thit k bng cu hi.................................................................................... 45 Kt qu nghin cu ................................................................................................. 46 3.5.1. Phn tch m t.............................................................................................. 46 3.5.1.1. Xc nh nhu cu khch hng................................................. 46 3.5.1.2. Cc nhn t tc ng n s hi lng khch hng................. 47 3.5.1.3. o lng s hi lng ca khch hng.................................... 48 3.5.2. Phn tch thang o......................................................................................... 49 3.5.2.1. Cronbachs alpha.................................................................... 49 3.5.2.2. Phn tch nhn t .................................................................... 52 3.5.3. M hnh nghin cu tng qut ...................................................................... 54 3.5.3.1. M hnh nghin cu ................................................................ 54 3.5.3.2. Cc gi thuyt ......................................................................... 55 3.5.4. Kim nh m hnh nghin cu .................................................................... 55 3.5.4.1. Phn tch tng quan h s Pearson ...................................... 55 3.5.4.2. Phn tch hi quy .................................................................... 56 3.5.4.3. Phn tch ANOVA ................................................................... 60 3.5.5. Kt qu nghin cu ....................................................................................... 62 3.5.5.1. Xc nh nhu cu khch hng................................................. 62 3.5.5.2. Cc nhn t tc ng n s hi lng khch hng................. 62 3.5.5.3. o lng s hi lng ca khch hng.................................... 67 3.5.5.4. Mi quan h gia thi gian s dng v s lng NH giao dch vi s hi lng ca khch hng ................................................................ 67

3.2 3.3 3.4

3.5

CHNG 4 - CC KIN NGH ............................................................................................ 68 4.1. Mt s xut nng cao s hi lng ca khch hng............................................. 68 4.1.1 nh hng chin lc pht trin................................................................. 68 4.1.2 Nng cao cht lng dch v ........................................................................ 68 4.1.3 Hon thin kh nng phc v chuyn nghip ca i ng nhn vin........... 69 4.1.4 m bo tnh cnh tranh v gi ................................................................... 69 4.1.5 Xy dng mi trng lm vic chuyn nghip ............................................. 69 4.1.6 Pht trin hp tc vi cc nh ch ti chnh khc ...................................... 70 4.1.7 Cng c hnh nh tt p ca Ngn hng trong lng khch hng ............... 70 Hn ch v cc nghin cu tip theo ...................................................................... 70

4.2.

KT LUN ............................................................................................................................. 72 TI LIU THAM KHO ........................................................................................................ 73 PH LC ............................................................................................................................. 75

1. Phiu thm d kin khch hng ................................................................................... 75 2. Phn tch nhn t ln 1................................................................................................... 75 3. Phn tch nhn t ln 2................................................................................................... 82 4. Phn tch nhn t ln 3................................................................................................... 87 5. Phn tch nhn t o lng s hi lng ca khch hng ............................................... 92 6. Phn tch hi quy ............................................................................................................ 93 7. Phn tch ANOVA ........................................................................................................... 95

LI M U
Hin nay xu hng ton cu ho, hi nhp kinh t quc t v khu vc ang din ra mnh m, cng vi s pht trin ca khoa hc cng ngh v s m ca th trng, trong lnh vc Ngn hng din ra s cnh tranh quyt lit gia cc Ngn hng nh nc, Ngn hng Thng Mi C phn v Ngn hng Nc ngoi cung cp dch v trn th trng Ti chnh Ngn hng Vit Nam. Trong mi trng cnh tranh khc lit , khch hng l nhn t quyt nh s tn ti ca Ngn hng. Ngn hng no dnh c mi quan tm v s trung thnh ca khch hng Ngn hng s thng li v pht trin. Chin lc kinh doanh hng n khch hng ang tr thnh mt chin lc kinh doanh c tm quan trng bc nht. Phi hp cng khch hng trong kinh doanh, thu ht khch hng mi, cng c khch hng hin ti ang tr thnh mt cng c kinh doanh hu hiu vi lng chi ph b ra nh nhng mang li hiu qu kinh doanh cao. Lm th no em n cho khch hng s hi lng tt nht lun l vn m cc Ngn hng phi c gng thc hin vi tt c kh nng ca mnh. Hn na, s hi lng ca khch hng s gip ch cho vic to dng khch hng trung thnh vn rt cn thit duy tr hot ng thng xuyn ca Ngn hng. Tuy nhin, trong s cnh tranh, vic to dng khch hng trung thnh cng cha m bo chc chn khch hng s tn ti vi Ngn hng lu di. Quan h vi khch hng nh l mt thc th sng, do vy Ngn hng cn quan tm, chm sc thc th sng ny mt cch thng xuyn. iu ny c ngha rng trch nhim trong vic pht trin v duy tr mi quan h vi khch hng, lm cho khch hng hi lng l ca Ngn hng. Ngn hng cn phi ch ng trong vic duy tr, pht trin mi quan h ny. Do vy, Nghin cu s hi lng ca Khch hng i vi Ngn hng l mt cng vic quan trng, phi thc hin thng xuyn, lin tc c th p ng kp thi vi nhng thay i trong nhu cu ca h chng ta c th phc v khch hng tt hn v lm cho khch hng lun tha mn khi s dng cc dch v v sn phm ca Ngn hng. ti Nghin cu s hi lng ca khch hng Doanh nghip i vi sn phm, dch v ca Ngn hng HSBC c thc hin khng ngoi mc ch trn v tc gi hy vng s nhn c nhiu kin ng gp vn nghin cu c hon thin hn.

5 MC TIU NGHIN CU Cn c vo tnh hnh hot ng v chin lc pht trin ca NH HSBC, ti nghin cu c thc hin vi cc mc tiu sau: Xc nh cc mong mun ca khch hng i vi ngn hng. Xy dng m hnh nghin cu o lng s hi lng ca khch hng da trn vic tm hiu cc nhn t tc ng n s hi lng khch hng. nh gi mc hi lng ca khch hng i vi cc sn phm, dch v NH. Kin ngh mt s bin php nng cao mc hi lng ca khch hng i vi cc sn phm, dch v NH I TNG V PHM VI NGHIN CU i tng nghin cu: nhm khch hng doanh nghip (corporate customers). V vy, khch hng c nhn v cc t chc ti chnh khng phi l i tng nghin cu ca bi vit ny C s chn la i tng nghin cu i vi cc Ngn hng nc ngoi khi mi thnh lp, i tng phc v ch yu ca h l cc doanh nghip nc ngoi, doanh nghip trong nc, c nhn ngi nc ngoi, v sau cng mi l c nhn ngi Vit. S d nh vy l v chnh sch bo h cc ngn hng trong nc ca Ngn hng Nh nc Vit Nam khng cho php cc Ngn hng nc ngoi t do pht trin mng khch hng c nhn v cc dch v km theo. iu ny cng khng ngai l i vi HSBC. Trong giai on u pht trin, HSBC hng n khch hng ch o ca mnh l khch hng doanh nghip, nht l cc doanh nghip nc ngoi. Th nht, y l nhm khch hng bit r v tim lc ti chnh, cht lng phc v, cng nh danh ting ca HSBC nhiu quc gia khc nhau v h d dng chn HSBC l i tc h tr tch cc cho mnh trong cc dch v ti chnh. Th hai, v cc doanh nghip c nhu cu rt ln v thng xuyn v cc h tr ti chnh nn h l nhm khch hng giao dch thng xuyn vi Ngn hng. Do , khi trin khai cc dch v cho nhm khch hng doanh nghip th tnh kh thi s cao v quy m cng ng k, ng thi nhm khch hng doanh nghip cng em n nhiu li nhun cho Ngn hng xut pht t tn sut giao dch nhiu v u n. Th ba, khi hot ng u t nc ngoi pht trin Vit Nam th s lng cc doanh nghip nc ngoi (nht l cc doanh nghip trong khu vc Chu -Thi Bnh Dng ni

6 HSBC c bit n nhiu nht) cng gia tng ng k v tt yu h tm n HSBC l s la chn hng u ca mnh. Th t, nhiu doanh nghip nc ngoi c cng ty nc s ti vn l khch hng ca tp on HSBC nn Ngn hng HSBC Vit cng c h tr nhiu thng tin v doanh nghip, do vy Ngn hng s thu hiu nhng doanh nghip ny nhiu hn v h d dng cp hn mc tn dng cho nhng doanh nghip ny hn so vi cc khch hng l. Th nm, cc doanh nghip nc ngoi vi ch kim ton c lp v cc thng tin ti chnh minh bch nn sn sng cung cp cc yu cu v bo co ti chnh lm cn c Ngn hng xem xt thc hin cc quan h giao dch. Th su, xut pht t yu cu an ton trong hot ng ca Ngn hng. Vit Nam so vi nhiu nc trn th gii c ch s ri ro quc gia (countrys risk) cao nn vic la chn khch hng l s ri ro nhiu ln hn so vi khch hng doanh nghip v Ngn hng khng hiu r khch hng l mt cch tng tn do khch hng l khng c cc bo co ti chnh r rng, cng nh v lch s tn dng v cc kh khn v thay i ch , ch lm Trong nhng nm gn y, vi s pht trin mnh m ca th trng bn l y tim nng ca Vit Nam cng vi vic tho d dn cc hn ch trong lnh vc Ngn hng ca Ngn hng Nh nc nn HSBC m rng phm vi hot ng ca mnh sang lnh vc khch hng l. Tuy nhin, vi nhng ng gp tch cc i vi s pht trin ca Ngn hng th khch hng doanh nghip vn l nhm khch hng ch o (ng gp trn 2/3 doanh li ca Ngn hng) v ng thi cng l khch hng truyn thng ca Ngn hng t trc n nay. Chnh v nhng l do nu trn m tc gi la chn i tng nghin cu l Khch hng Doanh nghip, vn giao dch vi Ngn hng trong nhiu nm qua tm hiu y hn v nhu cu ca khch hng v cm nhn ca khch hng v cht lng phc v ca Ngn hng. Phm vi nghin cu: cc doanh nghip s dng sn phm v dch v ca Ngn hng HSBC, Chi nhnh TP.HCM. NGHA THC TIN CA TI NGHIN CU ti nghin cu xc nh cc yu t tc ng n mc hi lng ca khch hng mt cch y v chnh xc hn. T NH s c nhng ci thn thch hp nhm nng cao hiu qu hot ng ca NH v gip cho khch hng lun cm thy hi lng mi khi tm n NH. Kt qu nghin cu l c s phc v cho vic trin khai cc sn phm, v dch v mi p ng nhu cu ca khch hng.

7 Vi vic phn tch cc yu t lin quan n mc hi lng ca khch hng, NH s hiu r hn v nhu cu khch hng cng nh cht lng dch v m NH ang cung cp. y l cch nh gi mang tnh khch quan v khi qut cao o lng hiu qu hot ng ca NH trong mt khch hng. Trn c s nghin cu s hi lng ca khch hng i vi cc dch v ca NH HSBC, Chi nhnh TP.HCM trong thi gian qua, tc gi s xut mt s bin php nng cao s hi lng ca khch hng. Nghin cu cng gp phn phc v cho chin lc pht trin Tt c v s hi lng ca khch hng m Ban lnh o NH HSBC ra. NI DUNG TI NGHIN CU ti nghin cu c chia thnh 4 chung vi ni dung c th nh sau: Chng 1 C s l lun v m hnh nghin cu Chng 2 Dch v ngn hng ti vit nam v hot ng ca ngn hng HSBC Chng 3 M hnh nghin cu, Phng php nghin cu v Kt qu nghin cu Chng 4 Cc kin ngh nhm nng cao s hi lng ca khch hng QUY TRNH NGHIN CU

Xc nh vn nghin cu

Mc tiu nghin cu

C s l lun: - L thuyt v Cht lng Dch v - M hnh CLDV (SERVQUAL, SERVPERF, FTSQ) - Gi c v S Hi Lng

Xc nh m hnh nghin cu v cc thang o

Nghin cu nh tnh - Tho lun - Phng vn - Hiu chnh m hnh & thang o

Nghin cu nh lng - Thit k bng cu hi - Thu thp s liu

X l s liu Phn tch tin cy Phn tch nhn t Phn tch h s Pearson Phn tch hi quy Phn tch ANOVA Xc lp m hnh tng hp Kim nh gi thuyt

Kt qu nghin cu

Kt lun v cc kin ngh

Hnh 1.1: Quy trnh nghin cu

CHNG 1 - C S L LUN V M HNH NGHIN CU


1.1 DCH V 1.1.1 Khi nim dch v Dch v l mt khi nim ph bin trong marketing v kinh doanh.C rt nhiu cch nh ngha v dch v nhng theo Valarie A Zeithaml v Mary J Bitner (2000) th dch v l nhng hnh vi, qu trnh v cch thc thc hin mt cng vic no nhm to gi tr s dng cho khch hng lm tha mn nhu cu v mong i ca khch hng 1.1.2 c tnh dch v Dch v l mt sn phm c bit c nhiu c tnh khc vi cc loi hng ha khc nh tnh v hnh, tnh khng ng nht, tnh khng th tch ri v tnh khng th ct tr. Chnh nhng c tnh ny lm cho dch v tr nn kh nh lng v khng th nhn dng bng mt thng c. 1.1.2.1 Tnh v hnh (intangible) Dch v khng c hnh dng c th, khng th s m, cn ong, o m mt cch c th nh i vi cc sn phm vt cht hu hnh. Khi mua sn phm vt cht, khch hng c th yu cu kim nh, th nghim cht lng trc khi mua nhng sn phm dch v th khng th tin hnh nh gi nh th. Do tnh cht v hnh, dch v khng c mu v cng khng c dng th nh sn phm vt cht. Ch thng qua vic s dng dch v, khch hng mi c th cm nhn v nh gi cht lng dch v mt cch ng n nht. 1.1.2.2 Tnh khng ng nht (heterogeneous) c tnh ny cn c gi l tnh khc bit ca dch v. Theo , vic thc hin dch v thng khc nhau ty thuc vo cch thc phc v, nh cung cp dch v, ngi phc v, thi gian thc hin, lnh vc phc v, i tng phc v v a im phc v. Hn th, cng mt loi dch v cng c nhiu mc thc hin t cao cp, ph thng n th cp. V vy, vic nh gi cht lng dch v hon ho hay yu km kh c th xc nh da vo mt thc o chun m phi xt n nhiu yu t lin quan khc trong trng hp c th. 1.1.2.3 Tnh khng th tch ri (inseparable) Tnh khng th tch ri ca dch v th hin vic kh th phn chia dch v thnh hai giai on rch ri l giai on sn xut (production) v giai on s dng (consumption). S to thnh v s dng dch v thng thng din ra dng thi cng lc vi nhau. Nu hng ha thng c sn xut, lu kho, phn phi v sau cng mi giao n ngi tiu dng th dch v c to ra v s dng ngay trong sut qu trnh to ra . i vi sn phm hng ha, khch

10 hng ch s dng sn phm giai on cui cng (end-users), cn i vi dch v, khch hng ng hnh trong sut hoc mt phn ca qu trnh to ra dch v. Ni cch khc, s gn lin ca hai qu trnh ny lm cho dch v tr nn hon tt. 1.1.2.4 Tnh khng th ct tr (unstored) Dch v khng th ct tr, lu kho ri em bn nh hng ha khc. Chng ta c th u tin thc hin dch v theo th t trc sau nhng khng th em ct dch v ri sau em ra s dng v dch v thc hin xong l ht, khng th dnh cho vic ti s dng hay phc hi li. Chnh v vy, dch v l sn phm c s dng khi to thnh v kt thc ngay sau . 1.2 CHT LNG DCH V 1.2.1 Khi nim cht lng dch v Cht lng dch v c nhiu cch nh ngha khc nhau ty thuc vo i tng nghin cu v mi trng nghin cu v vic tm hiu cht lng dch v l c s cho vic thc hin cc bin php ci thin cht lng dch v ca doanh nghip. V vy, vic nh ngha cht lng dch v khng ch quan trng trong vic xy dng mc tiu pht trin m cn nh hng cho doanh nghip pht huy c th mnh ca mnh mt cch tt nht. Tuy c nhiu nh ngha khc nhau, nhng xt mt cch tng th, cht lng dch v bao gm nhng c im sau y: 1.2.1.1 Tnh vt tri (Transcendent) i vi khch hng, dch v c cht lng l dch v th hin c tnh vt tri u vit (innate excellence) ca mnh so vi nhng sn phm khc. Chnh tnh u vit ny lm cho cht lng dch v tr thnh th mnh cnh tranh ca cc nh cung cp dch v. Cng phi ni thm rng s nh gi v tnh vt tri ca cht lng dch v chu nh hng rt ln bi s cm nhn t pha ngi tip nhn dch v. Quan h ny c ngha rt ln i vi vic nh gi cht lng dch v t pha khch hng trong cc hot ng marketing v nghin cu s hi lng ca khch hng. 1.2.1.2 Tnh c trng ca sn phm (Product led) Cht lng dch v l tng th nhng mt ct li nht v tinh ty nht (units of goodness) kt tinh trong sn phm, dch v to nn tnh c trng ca sn phm, dch v. V vy, dch v hay sn phm c cht lng cao s hm cha nhiu c trng vt tri hn so vi dch v cp thp. S phn bit ny gn lin vi vic xc nh cc thuc tnh vt tri hu hnh hay v hnh ca sn phm dch v. Chnh nh nhng c trng ny m khch hng c th nhn bit cht lng dch v ca doanh nghip khc vi cc i th cnh tranh. Tuy nhin, trong thc t rt kh xc nh cc c trng ct li ca dch v mt cch y v chnh xc.

11 V vy, cc c trng ny khng c gi tr tuyt i m ch mang tnh tng i gip cho vic nhn bit cht lng dch v trong trng hp c th c d dng hn thi. 1.2.1.3 Tnh cung ng (Process or supply led) Cht lng dch v gn lin vi qu trnh thc hin/chuyn giao dch v n khch hng. Do , vic trin khai dch v, phong thi phc v, v cch cung ng dch v s quyt nh cht lng dch v tt hay xu. y l yu t bn trong ph thuc vo s biu hin ca nh cung cp dch v. Chnh v th, nng cao cht lng dch v, nh cung cp dch v trc tin cn phi bit ci thin yu t ni ti ny to thnh th mnh lu di ca chnh mnh trong hot ng cung cp dch v cho khch hng. 1.2.1.4 Tnh tha mn nhu cu (Customer led) Dch v to ra nhm p ng nhu cu khch hng. Do , cht lng dch v nht thit phi tha mn nhu cu khch hng v ly yu cu ca khch hng lm cn c ci thin cht lng dch v. Nu khch hng cm thy dch v khng p ng c nhu cu ca mnh th h s khng hi lng vi cht lng dch v m h nhn c. Cng phi ni thm rng trong mi trng kinh doanh hin i th c im ny cng tr nn quan trng hn bao gi ht v cc nh cung cp dch v phi lun hng n nhu cu khch hng (customer-centric) v c gng ht mnh p ng cc nhu cu . S l v ch v khng c cht lng nu cung cp cc dch v m khch hng nh gi l khng c gi tr. Xt trn phng din phc v khch hng, tnh tha mn nhu cu bao hm c ngha ca tnh cung ng. S d nh vy v tuy cht lng dch v bt u t khi doanh nghip nm bt nhu cu ca khch hng n khi tin hnh trin khai dch v nhng chnh trong qu trnh thc hin cung ng dch v m khch hng s cm thy hi lng khng v t cm nhn cht lng dch v tt hay xu. Nu tnh cung ng mang yu t ni ti (internal focus) th tnh tha mn nhu cu li b chi phi bi tc ng bn ngoi nhiu hn (external focus). 1.2.1.5 Tnh to ra gi tr (Value led) R rng, cht lng dch v gn lin vi cc gi tr c to ra nhm phc v khch hng. Dch v khng sn sinh ra gi tr no ht th c xem nh l khng c cht lng. Doanh nghip to ra gi tr v khch hng l i tng tip nhn nhng gi tr . V vy vic xem xt cht lng dch v hay c th hn l cc gi tr em li cho khch hng ph thuc vo nh gi ca khch hng ch khng phi ca doanh nghip. Thng thng, khch hng n nhn nhng gi tr dch v mang li v so snh chng vi nhng g h mong i s nhn c.

12 Ni cch khc, tnh gi tr ca cht lng dch v cng b chi phi nhiu bi yu t bn ngoi (khch hng) hn l ni ti (doanh nghip). Dch v cht lng cao l dch v to ra cc gi tr khng ch p ng nhu cu khch hng m cn vut hn hn cc mong mun ca khch hng v lm cho doanh nghip ca bn ni bt hn i th cnh tranh. Do , tnh to ra gi tr l c im c bn v l nn tng cho vic xy dng v pht trin cht lng dch v ca doanh nghip. 1.2.2 Quan h gia cht lng dch v v s hi lng ca khch hng Cht lng dch v l nhn t tc ng nhiu nht n s hi lng ca khch hng (Cronin v Taylor, 1992; Yavas et al, 1997; Ahmad v Kamal, 2002). Nu nh cung cp dch v em n cho khch hng nhng sn phm c cht lng tha mn nhu cu ca h th doanh nghip bc u lm cho khch hng hi lng. Do , mun nng cao s hi lng khch hng, nh cung cp dch v phi nng cao cht lng dch v. Ni cch khc, cht lng dch v v s hi lng ca khch hng c quan h tng h cht ch vi nhau (positive relationship), trong cht lng dch v l ci c to ra trc v sau quyt nh n s hi lng ca khch hng. Mi quan h nhn qu gia hai yu t ny l vn then cht trong hu ht cc nghin cu v s hi lng ca khch hng. Trong nghin cu v mi quan h gia hai yu t ny, Spreng v Mackoy (1996) cng ch ra rng cht lng dch v l tin ca s hi lng khch hng.

C ht lng mong i Nhu cu c p ng C ht lng cm nhn Nhu cu khng c p ng C ht lng mong i S hi lng C ht lng dch v

Hnh 1.2: Quan h gia cht lng dch v v s hi lng khch hng (Spreng v Mackoy, 1996)

13 1.2.3 S khc bit gia cht lng dch v v s hi lng ca khch hng

Theo Oliver (1993), tuy c quan h cht ch vi nhau nhng cht lng dch v v s hi lng khch hng c s khc bit nht nh th hin nhng kha cnh sau: Cc tiu ch o lng cht lng dch v mang tnh c th trong khi s hi lng khch hng c lin quan n nhiu yu t khc ngoi cht lng dch v nh gi c, quan h khch hng, thi gian s dng dch v, Cc nh gi cht lng dch v ph thuc vo vic thc hin dch v (service delivery) nh th no nhng s hi lng khch hng li l s so snh gia cc gi tr nhn c v cc gi tr mong i i vi vic thc hin dch v . Nhn thc v cht lng dch v t ph thuc vo kinh nghim vi nh cung cp dch v, mi trng kinh doanh trong khi s hi lng ca khch hng li ph thuc nhiu vo cc yu t ny hn. Vic tm hiu s khc bit ny s gip chng ta hn ch c s nhm ln gia vic xc nh cc nhn t quyt nh cht lng dch v v cc nhn t tc ng n s hi lng khch hng. 1.2.4 Cc nhn t quyt nh cht lng dch v Cht lng dch v c o lng bi nhiu yu t v vic nhn nh chnh xc cc yu t ny ph thuc vo tnh cht ca dch v v mi trng nghin cu. C nhiu tc gi nghin cu vn ny nhng ph bin nht v bit n nhiu nht l cc tiu ch nh gi cht lng dch v ca Parasuraman et al. Nm 1985, Parasuraman et al a ra mi nhn t quyt nh cht lng dch v c lit k di y: 1 2 3 4 5 6 7 8 9 Kh nng tip cn (access) Cht lng thng tin lin lc (communication) Nng lc chuyn mn (competence) Phong cch phc v (courtesy) Tn trng khch hng (credibility) ng tin cy (reliability) Hiu qu phc v (responsiveness) Tnh an ton (security) Tnh hu hnh (tangibles)

14 10 1 2 3 4 5 Am hiu khch hng (understanding the customer) S tin cy (reliability) Hiu qu phc v (responsiveness) S hu hnh (tangibles) S m bo (assurance) S cm thng (empathy)

V n nm 1988, ng khi qut ho thnh 5 nhn t c th nh sau:

Trn c s nghin cu v cht lng dch v v k tha hc thuyt ca Parasuraman et al, Johnston v Silvestro (1990) cng c kt nm nhn t khc ca cht lng dch v bao gm: 1 2 3 4 5 cht lng dch v nh sau: 1 2 3 4 5 6 dch v bao gm: 1 2 3 4 5 Yu t dch v ct li (core service) Yu t con ngi (human element) Yu t k thut (non-human element) Yu t hu hnh (tangibles) Yu t cng ng (social responsibility) C tnh chuyn nghip (professionalism and skills) C phong cch phc v n cn (attitudes and behaviour) C tnh thun tin (accessibility and flexibility) C s tin cy (reliability and trustworthiness) C s tn nhim (reputation and credibility) C kh nng gii quyt khiu kin (recovery) S n cn (helpfulness) S chm sc (care) S cam kt (commitment) S hu ch (functionality) S hon ho (integrity)

Cng vo nm 1990, Gronroos tin hnh nghin cu v a ra su nhn t o lng

n nm 2001, Sureshchandar et al cng a ra nm nhn t nh hng n cht lng

15 Cc yu t o lng cht lng dch v rt a dng c xc nh khc nhau ty lnh vc nghin cu. V vy, cc ti liu nghin cu c nu ra trn y l c s tham kho cho vic xc nh c th cc thang o cht lng dch v trong lnh vc ngn hng. 1.3 M HNH CHT LNG DCH V TRONG NGN HNG BN L 1.3.1 M hnh SERVQUAL (Parasuraman, 1988) y l m hnh nghin cu cht lng dch v ph bin v c p dng nhiu nht trong cc nghin cu marketing. Theo Parasuraman, cht lng dch v khng th xc nh chung chung m ph thuc vo cm nhn ca khch hng i vi dch v v s cm nhn ny c xem xt trn nhiu yu t. M hnh SERVQUAL c xy dng da trn quan im cht lng dch v cm nhn l s so snh gia cc gi tr k vng/mong i (expectations) v cc gi tr khch hng cm nhn c (perception). SERVQUAL xem xt hai kha cnh ch yu ca cht lng dch v l kt qu dch v (outcome) v cung cp dch v (process) c nghin cu thng qua 22 thang o ca nm tiu ch: S tin cy (reliability), hiu qu phc v (responsiveness), s hu hnh (tangibles), s m bo (assurance), v s cm thng (empathy). 1.3.1.1. S tin cy S tin cy ni ln kh nng cung ng dch v chnh xc, ng gi v uy tn. iu ny i hi s nht qun trong vic thc hin dch v v tn trng cc cam kt cng nh gi li ha vi khch hng. Trong lnh vc ngn hng, tiu ch ny thng c o lng bi cc thang o sau y: NH thc hin dch v ng ngay t ln u. NH cung cp dch v ti thi im m h ha. NH thc hin dich v chnh xc, khng c sai st. Nhn vin ngn hng lun sn sng phc v khch hng. Ngn hng lun c nhn vin t vn ti bn hng dn gip khch hng. Ngn hng gi bng sao k u n v kp thi. 1.3.1.2. Hiu qu phc v y l tiu ch o lng kh nng gii quyt vn nhanh chng, x l hiu qu cc khiu ni, sn sng gip khch hng v p ng cc yu cu ca khch hng. Ni cch khc hiu qu phc v l s phn hi t pha nh cung cp dch v i vi nhng g m khch hng mong mun c th nh: Nhn vin ngn hng sn sng gip khch hng.

16 Ngn hng cung cp dch v nhanh chng, kp thi. Ngn hng phc p tch cc cc yu cu ca khch hng. NH c ng dy nng phc v khch hng 24/24. NH lun c gng gii quyt kh khn cho khch hng. 1.3.1.3. S hu hnh S hu hnh chnh l hnh nh bn ngoi ca cc c s vt cht, thit b, my mc, phong thi ca i ng nhn vin, ti liu, sch hng dn v h thng thng tin lin lc ca Ngn hng. Ni mt cch tng qut tt c nhng g m khch hng nhn thy trc tip c bng mt v cc gic quan th u c th tc ng n yu t ny: Ngn hng c c s vt cht y . Ngn hng c trang thit b v my mc hin i. Nhn vin ngn hng trng rt chuyn nghip v n mc p. Ngn hng sp xp cc quy giao dch, cc bng biu v k ti liu rt khoa hc v tin li cho khch hng. 1.3.1.4. S m bo y l yu t to nn s tn nhim, tin tng cho khch hng c cm nhn thng qua s phc v chuyn nghip, kin thc chuyn mn gii, phong thi lch thip v kh nng giao tip tt, nh , khch hng cm thy an tm mi khi s dng dch v ca Ngn hng: Nhn vin ngn hng phc v khch hng lch thip, nh nhn. Chng t giao dch r rng v d hiu. Nhn vin ngn hng lun cung cp cc thng tin dch v cn thit cho khch hng. Nhn vin NH tr li chnh xc v r rng cc thc mc ca khch hng. 1.3.1.5. S cm thng S cm thng chnh l s quan tm, chm sc khch hng n cn, dnh cho khch hng s i x chu o tt nht c th (providing individual attention) gip cho khch hng cm thy mnh l thng khch ca Ngn hng v lun c n tip nng hu mi lc mi ni. Yu t con ngi l phn ct li to nn s thnh cng ny v s quan tm ca Ngn hng i vi khch hng cng nhiu th s cm thng s cng tng: Nhn vin NH ch n nhu cu ca tng khch hng. Khch hng khng phi xp hng lu c phc v. Ngn hng c a im giao dch thun tin cho khch hng.

17 NH c h thng ATM hin i v d s dng. Nhn vin NH lun i x n cn vi khch hng. 1.3.2 M hnh SERVPERF (Cronin and Taylor, 1992) M hnh SERVPERF c pht trin da trn nn tng ca m hnh SERVQUAL nhng o lng cht lng dch v trn c s nh gi cht lng dch v thc hin c (performance-based) ch khng phi l khong cch gia cht lng k vng (expectation) v cht lng cm nhn (perception). 1.3.3 M hnh FSQ and TSQ (Grnroos,1984) Theo Grnroos, cht lng dch v c xem xt da trn hai tiu ch l cht lng chc nng (FSQ: Functional Service Quality) v cht lng k thut (TSQ: Technical Service Quality) v cht lng dch v b tc ng mnh m bi hnh nh doanh nghip (corporate image). Nh vy, Grnroos a ra 3 nhn t nh hng n cht lng dch v l cht lng chc nng, cht lng k thut v hnh nh doanh nghip (gi tt l m hnh FTSQ).

Cht lng mong i

Cht lng cm nhn

Dch v cm nhn

Hot ng marketing ( PR, bn hng, gim gi, qung co) Tc ng bn ngoi: li sng, truyn ming, thi quen , vn ha

Hnh nh doanh nghip

Cht lng k thut


Cung cp dch v g ?

Cht lng chc nng


Cung cp dch v nh th no ?

Hnh 1.3: M hnh cht lng dch v ca Grnroos, 1984 1.3.3.1 Cht lng k thut y l cht lng khch hng nhn c thng qua vic tip xc vi doanh nghip v c cm nhn quan trng i vi khch hng. Ni cch khc, cht lng k thut l kt qu

18 ca qu trnh tng tc gia doanh nghip v khch hng m doanh nghip cung cp dch v (what?) v khch hng tip nhn dch v . C 5 tiu ch nh gi nhn t ny: Kh nng gii quyt vn K nng chuyn mn Trnh tc nghip Trang thit b hin i H thng lu tr thng tin Cc thang o cht lng k thut Nhn vin NH c kh nng ra quyt nh nhanh chng Nhn vin NH c kh nng gii quyt tho ng cc khiu ni ca khch hng Nhn vin NH c trnh chuyn mn gii Nhn vin NH thc hin dch v chnh xc v kp thi Nhn vin c o to chnh quy v thng xuyn Nhn vin gii p hiu qu cc thc mc ca khch hng NH bo mt thng tin khch hng v giao dch NH lun bo cho khch hng bit v tin trnh cng nh kt qu thc hin giao dch NH rt ch tm n nhu cu ca khch hng NH c trang thit b hin i cng nh h thng my d phng m bo cho hot ng NH nhanh chng v chnh xc NH c h thng ATM hin i v thun tin cho khch hng NH c cc chng t giao dch v ti liu lin quan r rng, khng c sai st NH c h thng thng tin lin lc thng thong v d dng NH c thng tin v s d, ti khon giao dch nhanh chng 1.3.3.2 Cht lng chc nng Cht lng chc nng th hin qu trnh thc hin dch v ca doanh nghip, phn nh vic dch v c cung cp nh th no (How?). Trong tng quan gia hai kha cnh cht lng k trn th cht lng chc nng ng vai tr quan trng hn c th hin thng qua 7 tiu ch sau: S thun tin trong giao dch Hnh vi ng x Thi phc v

19 Cng tc t chc doanh nghip Tip xc khch hng Phong thi phc v Tinh thn tt c v khch hng Cc thang o cht lng chc nng NH c a im giao dch thun tin cho khch hng NH c mng li i l rng khp Thi gian phc v ca NH hp l v thun tin H thng truy cp thng tin d s dng Nhn vin NH to c s tn nhim v tin tng cao ni khch hng Nhn vin NH rt sn sng phc v khch hng Nhn vin NH gip khch hng rt tn tnh Nhn vin NH rt lch thip v n cn vi khch hng NH lun lng nghe kin ng gp ca khch hng Lnh o v Nhn vin NH lun gn b v on kt vi nhau NH lun quan tm n quyn li nhn vin v c ch i ng hp l Nhn vin NH thng xuyn lin lc vi khch hng NH lun t chc tic cm n khch hng vo cui mi nm ghi nhn s ng gp ca h i vi NH Nhn vin ngn hng tr li in thai nhanh chng NH c cch b tr rt p mt NH c cc ti liu, sch, nh gii thiu v dch v NH rt cun ht Cc chng t giao dch c thit k khoa hc v d hiu Nhn vin NH n mc lch thip v n tng NH lun xem quyn li ca khch hng l trn ht NH c chnh sch linh hot v yu cu ca khch hng NH lun thc hin ng n nhng g cam kt vi khch hng 1.3.3.3 Hnh nh doanh nghip Hnh nh doanh nghip c hiu l cm nhn/n tng chung ca khch hng v doanh nghip, theo , nu doanh nghip to c hnh nh tt trong lng khch hng th h d dng b qua nhng thiu st xy ra trong qu trnh s dng dch v. Grnroos cng ch ra rng hnh

20 nh doanh nghip l ti sn v gi ca doanh nghip v c tc ng tch cc n nh gi ca khch hng v cht lng dch v, gi tr sn phm v s hi lng ca h. Hn th hnh nh doanh nghip cng gip cho khch hng tin tng hn vo doanh nghip v tr thnh khch hng trung thnh ca doanh nghip (Andreassen & Lindestand, 1998). Nh vy, hnh nh doanh nghip c tc ng n v chu nh hng bi cht lng dch v v s hi lng ca khch hng. Cng cn lu rng, nhng khch hng thng xuyn s dng dch v ca doanh nghip s c cm nhn ng n hn v hnh nh doanh nghip so vi nhng khch hng khc (Johnson, Fornell, Andreassen, Lervik, v Cha, 2001). Hnh nh doanh nghip c xem nh l thit b lc (filter) gip cho mi quan h gia khch hng v doanh nghip tt p v bn vng hn. Ngoi ra, khch hng nh gi hnh nh doanh nghip tt hay xu thng qua cm nhn ca h i vi doanh nghip v so snh hnh nh doanh nghip vi cc i th khc. Tuy nhin, mc nh hng nhiu hay t ph thuc vo tng doanh nghip c th. 1.4 TM HIU V GI C 1.4.1 nh hng ca gi c n s hi lng ca khch hng Gi c l hnh thc biu hin ng tin ca gi tr hng ha v dch v c xc nh da trn gi tr s dng v cm nhn ca khch hng v sn phm, dch v m mnh s dng. Khch hng khng nht thit phi mua sn phm, dch v c cht lng cao nht m h s mua nhng sn phm, dch v em li cho h s hi lng nhiu nht. Chnh v vy, nhng nhn t nh cm nhn ca khch hng v gi v chi ph (chi ph s dng) khng nh hng n cht lng dch v nhng s tc ng n s hi lng ca khch hng (Cronin v Taylor, 1992). Trong nhiu nghin cu v s hi lng ca khch hng trc y, tc ng ca yu t gi c t c ch n so vi cc tiu ch khc (Voss et at., 1998). Tuy nhin, cng vi s cnh tranh ngy cng mnh m ca th trng v cc thay i trong nhn nh ca khch hng v sn phm, dch v, cc nh nghin cu xc nh rng gi c v s hi lng khch hng c mi quan h su sc vi nhau (Patterson et al., 1997). Do , nu khng xt n nhn t ny th vic nghin cu v s hi lng khch hng s thiu tnh chnh xc. 1.4.2 Quan h gia lng gi c, gi tr v gi c cm nhn Khi mua sn phm, dch v, khch hng phi tr mt chi ph no i li gi tr s dng m mnh cn. Nh vy, chi ph c gi l gi c nh i c c gi tr mong mun t sn phm, dch v. Nu em lng ha gi c trong tg quan gi tr c c th khch hng s c cm nhn v tnh cnh tranh ca gi c l tha ng hay khng. Ch khi no khch

21 hng cm nhn cht lng dch v (perceived service quality) c c nhiu hn so vi chi ph s dng (perceived price) th gi c c xem l cnh tranh v khch hng s hi lng. Ngc li, khch hng s t ra khng hi lng v cm thy mnh phi tr nhiu hn so vi nhng g nhn c v gi c trong trng hp ny s tc ng tiu cc n s hi lng ca khch hng. y l mi quan h gia lng gi c, gi tr v gi c cm nhn. Tuy nhin, chnh gi c cm nhn mi l nhn t tc ng n s hi lng ca khch hng. C th lng gi c b ra nhiu hn so vi gi tr nhn c nhng khch hng cm nhn nh th l hp l th h vn s hi lng v ngc li. Trong nghin cu v mi quan h gia gi c cm nhn v s hi lng khch hng, Varki v Colgate (2001) cng chng mnh rng hai yu t ny tc ng qua li ln nhau ty vo nhy cm ca khch hng i vi gi cng nh mi quan h gia ngi s dng dch v vi nh cung cp dch v. Ngoi ra, nh gi tc ng ca nhn t gi c n s hi lng khch hng, chng ta cn xem xt y hn ba kha cnh sau: (Maythew v Winer, 1982). Gi so vi cht lng Gi so vi cc i th cnh tranh Gi so vi mong i ca khch hng V vy, khi xem xt tc ng ca gi n s hi lng khch hng chng ta cn nhn thc mt cch y hn gi y bao gm chi ph b ra v chi ph c hi c c sn phm dch v cng nh tng quan ca gi n nhng kha cnh cp trn. Trong phm vi bi vit ny, yu t gi c c xem xt chnh l tnh cnh tranh ca gi c cm nhn. Nu khch hng cm nhn tnh cnh tranh ca gi c cng cao th h s cng hi lng v ngc li. 1.5 TM HIU S HI LNG CA KHCH HNG 1.5.1 Khi nim C rt nhiu nghin cu v s hi lng ca khch hng vi hn 15,000 bi lun v cng trnh ca nhiu tc gi (Peterson v Wilson, 1992) v thc t c nhiu cch hiu khc nhau v khi nim ny. Ni mt cch n gin, s hi lng ca khch hng chnh l trng thi/cm nhn ca khch hng i vi nh cung cp dch v sau khi s dng dch v (Terrence Levesque v Gordon H.G McDougall, 1996). C th hn, s hi lng ca khch hng l s phn hi tnh cm/ton b cm nhn ca khch hng i vi nh cung cp dch v trn c s so snh s khc bit gia nhng g h nhn uc so vi mong i trc (Oliver, 1999 v Zineldin, 2000). Cng trn quan im ny,

22 Kotler (2000) cho rng s hi lng c xc nh trn c s so snh gia kt qu nhn c t dch v v mong i ca khch hng c xem xt d trn ba mc sau y: Nu kt qu nhn c t hn mong i th khch hng s cm thy khng hi lng. Nu kt qu nhn c ging nh mong i th khch hng s hi lng. Nu kt qu nhn c nhiu hn mong i th khch hng s rt hi lng v thch th vi dch v . Trong khi , Oliva, Oliver, v Bearden (1995) th li cho rng s hi lng ca khch hng l mt nhim v ca doanh nghip th hin qua mi quan h gia nhng gi tr ca sn phm, dch v so vi nhng mong i trc ca khch hng v chng. R rng d c nhiu khi nim khc nhau nhng nh ngha v s hi lng ca khch hng lun gn lin vi nhng yu t sau: Tnh cm/thi i vi nh cung cp dch v Mong i ca khch hng v kh nng p ng nhu cu t pha nh cung cp dch v Kt qu thc hin dch v/Cc gi tr do dch v mang li nh sn sng tip tc s dng dch v 1.5.2 Cc nhn t quyt nh s hi lng ca khch hng Trn c s tm hiu v c tnh dch v v cc kho st v m hnh cht lng dch v cng nh cc thang o cht lng dch v trong lnh vc Ngn hng (xem mc 1.2, 1.3, v 1.4), tc gi a ra cc nhn t quyt nh s hi lng ca khch hng bao gm cht lng dch v, tnh cnh tranh v gi v hnh nh doanh nghip vi cc thang o c th nh sau: 1.5.2.1 S thun tin (Convenience) NH c a im giao dch thun tin cho khch hng NH c mng li i l rng khp Thi gian phc v ca NH hp l v thun tin H thng truy cp thng tin d s dng Th tc giao dch d dng v nhanh chng NH c h thng ATM hin i v thun tin cho khch hng NH c thng tin v s d, ti khon giao dch nhanh chng 1.5.2.2 S hu hnh (Tangibles) NH c trang thit b v my mc hn i

23 NH c cch b tr rt p mt NH c cc ti liu, sch nh gii thiu v dch v NH rt cun ht NH c cc chng t giao dch r rng, khng c sai st Nhn vin NH n mc lch thip v n tng NH c c s vt cht y 1.5.2.3 Phong cch phc v ca nhn vin (Staff Conduct) Nhn vin NH gii quyt tha ng cc khiu ni ca khch hng Nhn vin NH c trnh chuyn mn gii Nhn vin NH thc hin dch v chnh xc v kp thi Nhn vin gii p hiu qu cc thc mc ca khch hng Nhn vin NH rt sn sng phc v khch hng Nhn vin NH gip khch hng rt tn tnh Nhn vin NH rt lch thip v n cn vi khch hng 1.5.2.4 Danh mc dch v cung cp (service portfolios) NH c danh mc dch v a dng v phong ph NH lun tin phong cung cp cc dch v mi p ng nhu cu ngy cng tng ca khch hng NH c cc hot ng gii thiu v dch v rt hiu qu NH lun c s chun b tt trc khi trin khai dch v 1.5.2.5 Tip xc khch hng (Customer Interaction) Nhn vin NH thng xuyn lin lc vi khch hng NH lun t chc tic cm n khch hng vo cui mi nm ghi nhn s ng gp ca h i vi NH Nhn vin NH tr li in thoi nhanh chng NH c ng dy nng phc v khch hng 24/24 NH lun lng nghe kin ng gp ca khch hng 1.5.2.6 Tnh cnh tranh v gi (Price Competitiveness) NH c chnh sch gi linh hot NH p dng mc li sut cnh trnh Chi ph giao dch hp l NH c chng trnh t vn/cp nht v thng tin gi c th trng

24 1.5.2.7 S tn nhim (Credibility) NH thc hin dch v ng ngay t ln u NH cung cp dch v ti thi im m h ha NH thc hin dich v chnh xc, khng c sai st NH lun thc hin ng n nhng g cam kt vi khch hng NH bo mt thng tin khch hng v giao dch Ngn hng gi bng sao k u n v kp thi 1.5.2.8 Hnh nh doanh nghip (Image) NH lun xem quyn li ca khch hng l trn ht NH lun gi ch tn i vi khch hng NH lun i u trong cc ci tin v hot ng x hi NH c cc hot ng marketing hiu qu v n tng

25

CHNG 2 - DCH V NGN HNG TI VIT NAM V HOT NG CA NGN HNG HSBC
2.1 DCH V NGN HNG TI VIT NAM 2.1.1 S pht trin mnh m ca hot ng dch v NH trong thi gian va qua Tnh n cui nm 2006, nc ta c 34 ngn hng thng mi c phn, 5 ngn hng thng mi quc doanh, 5 ngn hng lin doanh, 35 chi nhnh ngn hng nc ngoi v 4 cng ty lin doanh cho thu ti chnh 100% vn nc ngoi. Thm vo , nhiu Ngn hng (NH) 100% vn nc ngoi ang chun b nhp cuc, gn 10 cng ty ti chnh ang ch hon tt th tc php l trin khai cc dch v tn dng tiu dng. S pht trin mnh m m ra nhiu c hi nhng cng y thch thc cho cc NH trong vic gi chn khch hng, khai thc cc sn phm, dch v mi, tm kim phng thc pht trin thch hp v khng nh v th trn th trng. Hn th, vic pht sinh nhiu phn nn, v khiu ni t pha khch hng cng l mt vn ng quan tm cn c ci tin tt hn trong giai on pht trin tng lai ca NH. thc hin c iu , cc NH cn thit phi am hiu r th trng, v nm bt kp thi cc nhu cu khch hng nhiu hn. Khng th ph nhn hot ng dch v Ngn hng Vit Nam ngy cng a dng, phong ph vi s cnh tranh mnh m ca nhiu Ngn hng trong nc ln nc ngoi. Cc hot ng ngn hng ph bin nh nghip v nhn tin gi, dch v ngn qu, chuyn khon, cho vay, chit khu thng phiu, bo lnh, ti tr xut nhp khu, thanh ton quc t lin tc gia tng c v quy m ln s lng giao dch. Cc hot ng cung cp dch v ngn hng mi Vit Nam nh mi gii chng khon, t vn u t, bo lnh pht hnh, bao thanh ton, cho thu ti chnh, kinh doanh vng, thc hin cc giao dch hon i, hp ng la chn v hp ng trng lai...hin nay tuy cn hn ch nhng ha hn s tng trng mnh trong thi gian sp ti. Tp trung pht trin dch v, cc Ngn hng khng ch v khch hng m cn v s tn ti v pht trin ca chnh mnh trc sc p t nhiu Ngn hng khc sp ra i v l trnh m ca dch v Ngn hng trc nm 2010 ca chnh ph. Ch tnh ring trong na u nm 2007, c hn 50 chi nhnh NHTM mi m. Trong bi cnh cnh tranh gay gt , cc NHTM trong nc v cc Ngn hng Nc ngoi u c cc ng thi pht trin theo hng lin tc a ra nhng dch v mi, gia tng nhiu s la chn cho khch hng.

26 Tuy nhin, cng cn phi ni thm rng nhiu dch v NH trong thi gian va qua ch trng n lng nhiu hn cht do chy ua nng v pht trin qu nhanh nhm khng nh thng hiu ca mnh nht l cc NHTMCP trong nc. Nhiu NH c phn u c chung mc tiu m rng mng li, thm dch v trc ri n nh cht lng sau bi h lo ngi nhu khng ra tay trc NH bn s trin khai v mnh s ht ch. Ni cch khc cc NHTM ua nhau pht trin sn phm mi, to ra nhiu knh cung cp dch v cho khch hng nhng ch dng li chiu rng m cha u t v chiu su. Chng hn nh cc dch v ATM, Home banking/ Internet banking c trin khai rt nhiu cc NH nhng cc s c k thut thng xuyn xy ra nht l vo cc dp cao im nh vo ngy tr lng, ngy l, cui tun gy tr ngi cho khch hng. Mt iu ng ch na l cc NHTM ch trng pht trin cc dch v bn l nhiu hn l u t cc dch v ngn hng phc v cng ty nht l cho cc cng ty ln. Thm vo , tng dch v ca NHTM cha to dng c thng hiu ring, qui m ca tng dch v cn nh, cht lng dch v thp, sc cnh tranh yu, c bit tnh tin ch ca mt s dch v i vi khch hng cha cao, trong khi hot ng marketing ngn hng cn hn ch, nn t l khch hng tip cn v tn sut s dng dch v ngn hng cn t. Hin nay, nng lc cnh tranh ca cc NH Vit Nam cn yu (4/10 im) so vi cc NH nc ngoi (theo nh gi ca B Nguyn Thu H, Ph tng gim c Ngn hng Ngoi thng Vit Nam). Trong khi , vi li th ni tri v trnh qun l, cng ngh, vn v kinh nghm hot ng, cc Ngn hng nc ngoi i trc cc NHTM trong nc kh xa v cc dch v bn bun, cung cp sn phm dch v cho cc ngn hng (bank to bank), kinh doanh vn v cc cng c ti chnh hn ch ri ro cho cc cng ty. Gn y, mt s NH nc ngoi (HSBC, ANZ, Standard Chartered Bank, v sp ti c th l CITIBANK) cng nhy vo th trng bn l y tim nng Vit Nam lm cho cuc ua v dch v tr nn nng bng hn bao gi ht. Khi so snh v thng l v c th hot ng ca NH nc ngoi trong hot ng cung cp dch v vi cc NH ni a th chng ta d nhn thy rng cc NH nc ngoi c chnh sch thng thong, v linh hot hn. in hnh l trong dch v cho vay, nu cc NH nc ngoi thng cho vay khng cn c ti sn th chp, min l khch hng c phng n kinh doanh kh thi, hiu qu, v thc hin ng quy nh trong giao dch nhng ch trng n thu ph dch v v bn cho cc sn phm nhiu hn th cc NHTM trong nc li lu tm n phng chm kinh doanh nm ng chui vn lin quan nhiu n cc th tc v cm tnh ca mnh. Tuy nhin vi nhng n lc v ci

27 thin ca cc NHTM th s khc bit ny cng ngy cng c thu hp li v NH nc ngoi cng c nhiu hn ch nht nh so vi cc NH trong nc lin quan n khung php l v cung cp dch v trn gi, v a bn hot ng nn dch v, sn phm ca NHNN cn cha ph bin rng khp n khch hng l. Chnh v nhng c im k trn m vic nng cao cht lng dch v ngn hng l vn sng cn trong cnh tranh ca cc doanh nghip cung cp dch v ti chnh. V pha cc NHTMCP trong nc, chin lc trong cuc ua mi v cnh tranh dch v c cc NHTMCP a ra l tm s phn khc th trng, tn cng vo th trng ngch, a ra sn phm dch v c o vi s lin kt ca cc i tc c nhiu li th v khch hng, mng li v cng ngh vi mc tiu gia tng cc tin ch, da trn cng ngh ngn hng hin i, nhm gia tng vic thu ht khch hng, gim thiu ri ro trong kinh doanh. C th cc NHTM c phn tin n lin minh, a dng ho dch v v hp tc quc t khai thc th mnh ca cc bn trong vic cung ng dch v ngn hng cho cc cng ty trong lnh vc thng mi, u t v ti chnh... cng l hng pht trin tch cc c nhiu ngn hng t ra. Chng hn nh trong chin lc kinh doanh ca mnh, Eximbank hp tc vi i tc chin lc cung cp cc dch v thu h tin mt, thanh ton, cho vay hp vn, ti tr vn cho cc d n, ti tr vn tiu dng, pht hnh th, lp t my ATM, trin khai h thng my thanh ton th cho hng trm nghn khch hng c nhn trong ton quc. V pha cc Ngn hng nc ngoi, h cng ch trng n vic lin kt vi cc t chc tn dng trong nc m rng mng li v quan h khch hng theo hng pht trin theo chiu su to nh v thng hiu ca Ngn hng mnh. Tnh n ht nm 2006, c tnh tng s vn iu l v vn gp mua c phn ca cc tp on ngn hng, ti chnh nc ngoi thc s a vo Vit Nam hin nay ln ti gn 1 t USD. y l xu hng ph bin hin nay v ha hn s pht trin mnh m trong tng lai trn c s hai bn cng c li. Hn na, cc NH nc ngoi s tng bc c m rng phm vi hot ng v vi c hi c thnh lp Ngn hng con 100% vn nc ngoi, h s cng c iu kin pht trin cc dch v thun li hn. Trong giai on chun b cho vic pht trin dch v NH khi thi im m ca hon ton dch v ngn hng ca Vit Nam vo nm 2010 th cc NH cn phi c nh hng pht trin r rng ngay t by gi. Theo Tin S L Xun Ngha, V trng V chin lc pht trin Ngn hng th: "nh hng pht trin mt s dch v ngn hng ch yu s bao gm: nh hng pht trin dch v huy ng vn, pht trin dch v tn dng v u t, pht trin dch v

28 thanh ton, pht trin dch v ngoi hi v nghip v u t ca cc t chc tn dng trn th trng ti chnh, pht trin th trng ngn hng v xc nh i tng phc v ca h thng ngn hng v cui cng l pht trin cc dch v khc. V vy, cuc cnh tranh v cc dch v Ngn hng s cn tip din mnh m trong thi gian ti k c v lng v cht. 2.1.2 Vai tr quan trng ca s hi lng khch hng i vi Ngn hng S hi lng ca khch hng ng vai tr quyt nh i vi s sng cn ca Ngn hng. Trong bi cnh cnh tranh gay gt v quyt lit nh hin nay, vai tr ny cng tr nn quan trng hn bao gi ht. Trc nht, khi khch hng hi lng vi cc sn phm v dch v cung cp, h s tr thnh cc khch hng trung thnh nht ca NH v c tc ng mnh m n kt qu hot ng ca NH trn cc phng din sau: Tip tc s dng cc sn phm, dch v ca NH nh gi cao cht lng dch v ca NH Tng cng giao dch nhiu hn na vi NH ng h cc sn phm, dch v mi do NH gii thiu Tin tng hn vo NH D dng chp nhn mc gi c cho bn Pht trin quan h tt p vi NH Sn sng gii thiu tt v NH cho bn b, i tc khc Nh vy, khch hng hi lng khng ch s tr li s dng dch v ca NH m cn ni tt v NH vi ngi khc v mi ngi ny li c th ni vi nhu ngi khc na v chnh h gp phn gia tng ng k doanh s, th phn, li nhun kinh doanh v xy dng hnh nh tt p ca Ngn hng trong lng mi khch hng. em li s hi lng cho khch hng chnh l cch gi chn khch hng v tng li nhun ca NH bi mt khch hng ng ngha mt doanh thu v mt khch hng khng hi lng c th lm gim uy tn ca NH. Th hai, vai tr trn cng tr nn quan trng hn khi ta bit rng tm kim mt khch hng trung thnh tht khng d dng cht no. Thc t, vic tm kim khch hng mi tn km nhiu ln hn duy tr khch hng hin c. Theo nhiu ti liu thng k cho thy, chi ph cho vic tm kim mt khch hng mi cao hn gp 5-6 ln so vi chi ph gn gi mt khch hng c, v cng ty c th gia tng li nhun t 25-125% do gi chn c 5% khch hng ca cng ty (Adam Kafelnikov, Customer Satisfaction The Prime Concern of Your Business and the Critical Component of Its Profitability- Marketing Journal, 2006).

29

2.2

GII THIU V NGN HNG HSBC Ngn hng Hng Kng v Thng Hi (HSBC) l sng lp vin ca Tp on HSBC t

nm 1959. Vi khong 10.000 vn phng v chi nhnh ti 82 quc gia v vng lnh th cng s ti sn tr gi khong 2.000 t la M tnh ti 31 thng 12 nm 2006, tp on HSBC l mt trong nhng t chc dch v ti chnh v ngn hng ln nht th gii. Biu tng ca HSBC l S trung thc, Lng tin cy v Dch v hon ho. HSBC m Vn phng ti Si Gn vo nm 1870 v hot ng c hn 100 nm Vit Nam cho n nm 1975. HSBC cng b nhim i l Hi Phng vo nm 1884. i l ny sau c nng cp thnh chi nhnh ph ca NH vo u nhng nm 1920 v tip tc hot ng n nm 1954. Ngn hng HSBC cng b nhim thm mt i l ti H Ni vo nm 1907. Ngn hng HSBC cng c v tng cng mi quan h vi Vit Nam thng qua vic m cc vn phng i din ti Thnh ph H Ch Minh v H Ni nm 1992. Vn phng i din ti Thnh ph H Ch Minh c nng cp thnh mt chi nhnh cung cp y cc dch v Ngn hng vo nm 1995. Ngy 28 thng 02 nm 2005, Ngn hng HSBC m chi nhnh th hai ti H Ni. Ngn hng cng thnh lp Vn phng i din ti Cn Th vo thng 5 nm 2005. Ngy 29 thng 12 nm 2005, Ngn hng HSBC hon thnh giao dch mua 10% c phn ca Ngn hng thng mi c phn K thng Vit Nam (Techcombank), Ngn hng thng mi c phn ln t ba ti Vit Nam xt v vn. Techcombank cng va c Ngn hng Nh nc cho php tng t l s hu c phn ca i tc chin lc nc ngoi l HSBC t 10% ln 15%.Nh vy, HSBC l Ngn Hng Nc Ngoi c s vn chin lc ln nht trong mt NHTMCP ni a tnh n thi im ny. Ngoi ra, HSBC cng l ngn hng nc ngoi duy nht ti Vit Nam cung cp y cc dch v ti chnh bao gm dch v ti chnh doanh nghip, dch v ngn hng cho cc nh ch ti chnh v cng ty a quc gia, thanh ton quc t, thanh ton v qun l tin t, lu k chng khon v qun tr qu, ngoi hi v th trng vn, thu xp n, ti tr d n v dch v ti chnh c nhn. HSBC Vit Nam lun i tin phong trong vic cung cp cc sn phm c o, a dng v sng to cho cc khch hng s dng dch v ti chnh c nhn. c bit, HSBC Vit Nam l Ngn hng u tin v Ngn hng Nc ngoi duy nht ti Vit Nam cho vay tn chp, ng

30 thi l Ngn hng nc ngoi u tin gii thiu dch v ATM; dch v m ti khon c nhn v la chn u t ti nc ngoi; Ngn hng u tin v ngn hng nc ngoi duy nht ti Vit Nam bn cc sn phm bo him nhn th thng qua h thng vn phng chi nhnh (AIA 2001) Vi nhng thnh tch hot ng ni tri trong nhiu nm qua, HSBC l Ngn hng nc ngoi ln nht ti Vit c v vn u t, mng li giao dch, chng loi sn phm, s lng nhn vin v khch hng, tc pht trin bn vng, kh nng kinh doanh, qun l ri ro, ng dng k thut tin tin, tnh hiu qu ca h thng phn phi, kh nng xm nhp th trng v k nng nghip v V tr dn u ca HSBC c khng nh bi hng lot cc gii thng uy tn trong nc cng nh quc t nh: Gii thng Ngn hng c yu thch nht Vit Nam t nm 2001 n 2006 do Thi bo Kinh t Vit Nam bnh chn. The Saigon Times Top 40 FDI Award 2005 do Saigon Times Group bnh chn. Ngn hng nc ngoi tt nht Vit Nam 2006 v Ngn hng Xut Nhp khu tt nht 2006 do FinanceAsia bnh chn. Ngn hng tt nht Vit Nam 2006 v Ngn hng lu k tt nht Vit Nam 2006 do Asset Triple A bnh chn. Ngn hng nc ngoi cung cp dch v ngoi hi tt nht Vit Nam 2006 do Asiamoney FX Poll bnh chn. "Ngn hng bn l tt nht Vit Nam 2006" ca Tp ch Asian Banker. y l gii thng danh gi v ton din nht trong khu vc chu - Thi Bnh Dng ghi nhn s xut sc, vt tri trong lnh vc ngn hng bn l. Ngn hng nc ngoi tt nht ti Vit Nam nm 2007 do Financial Asia bnh chn. 2.3 HOT NG CA NGN HNG HSBC Hot ng ca Ngn hng HSBC ti Vit Nam rt a dng v phong ph bao gm cc lnh vc chnh nh sau: 1 2 3 Dch v ti chnh cho khch hng c nhn, cng ty, nh ch ti chnh. Ti tr thng mi v tiu dng, cc dch v chng khon v lu k. Cc dch v ngoi hi v th trng vn, qun l tin t, thanh ton quc t. Ti khon bng tin ng v ngoi t (vng lai, tin gi c k hn)

Dch v ngn hng cho c nhn

31 Cho vay thu chi, tiu dng, vay c nhn c thi hn, vay mua xe hi, mua nh Th rt tin t ng (ATM) quc t, th tn dng quc t (visa v master) ng tin t th tn dng, sc du lch, chuyn tin kiu hi, thu i ngoi t Dch v ngn hng cho cng ty gm c khch hng trong nc v quc t Phm vi cung cp: cung cp y dch v Cht lng cung cp: hng u Vit Nam Ti tr thng mi v vn lu ng: bo lnh (u thu, thc hin hp ng, thanh ton ng trc, bao thanh ton, thu chi, ti tr hng ho lu kho) Thanh ton quc t: m tn dng th, thng bo v xc nhn, chit khu chng t xut khu, nh thu chng t xut nhp khu, bo lnh nhn hng v m th tn dng d phng Hot ng tn dng: cho vay ngn hn, trung hn v di hn (th chp v khng c th chp), cho vay hp vn (Syndication Loan) Qun l tin t v thanh ton. Trong iu kin thiu mt h thng thanh ton t ng lin ngn hng hon chnh, HSBC thit lp mng kt ni in t v k hp ng lin kt vi cc ngn hng ln trong nc p ng nhu cu thu chi tin mt ca khch hng. Ngoi ra, h thng ngn hng in t ca HSBC (HSBCnet) l h thng ton cu da trn nn tng Internet ca tp on HSBC gip cho khch hng c th xem thng tin ti khon trc tuyn m ti HSBC, thc hin thanh ton trc tuyn, cp nht thng tin mi trn th trng ti chnh, v tch hp vi h thng k ton ca cng ty Lu k chng khon v thanh ton b tr HSBC l ngn hng nc ngoi u tin c nhn giy php lu k chng khon do UBCKNN cp vo thng 7 nm 2000 vi cc dch v bao gm: lu k, nhn v chuyn giao, x l theo yu cu/lnh ca cng ty, nhn cc khon thu nhp, bo co ngn qu v u t, cc dch v theo y quyn. Dch v Ngoi hi v th trng vn Giao ngay (SPOT) K hn (FORWARD) Hon i (SWAP)

32 Pht sinh tin t (DERIVATIVE): giao dch quyn chn, hp ng hon i li sut, hp ng hon i tin t T vn qun l ri ro, cng c u t trn th trng vn Kinh doanh ngoi hi 2.4 CHIN LC PHT TRIN TT C V S HI LNG CA KHCH HNG Trong nhiu nm qua, HSBC l NH c nhiu thnh tch hot ng ni bt trong lnh vc ti chnh vi hng lot gii thng danh ting v quan trng hn ht l xy dng uc s tin tng ca khch hng i vi Ngn hng.Vi phng chm p ng mi nhu cu khch hng, Ban lnh o NH HSBC tin rng chnh s hi lng ca khch hng chnh l thc o s thnh cng v l mc tiu quan trng nht trong chin lc pht trin ca NH. Trc s gia tng mnh m ca hot ng NH, cc nhu cu khch hng cng ngy cng tr nn a dng v phong ph hn v tt yu h s tm n nhng NH no tha mn tt nht nhu cu ca mnh. Thm vo , cc NH cng c nhiu n lc tm kim khch hng cho ring mnh v nng cao hiu qu hot ng ca mnh. Chnh v vy, tm hiu v nng cao s hi lng ca khch hng l rt cn thit v hu ch i vi chin lc pht trin lu di v khng nh v th hng u Ngn hng nc ngoi tt nht Vit Nam m NH HSBC to dng c trong thi gian qua.

CA NGN HNG HSBC

33

Hnh 2.1: Tiu ch hot ng Tt c v khch hng ca NH HSBC

34

CHNG 3 M HNH NGHIN CU, PHNG PHP NGHIN CU V KT QU NGHIN CU


3.1 M HNH NGHIN CU CC YU T QUYT NH S HI LNG CA KHCH HNG 3.1.1 M hnh nghin cu M hnh SERVQUAL l m hnh ph bin v c s dng nhiu trong cc nghin cu marketing rt c ch trong vic khi qut ha cc tiu ch o lng cht lng dch v nhng vn c nhiu nhc im (Babakus & Boller, 1992; Brown et al, 1993; Buttle, 1996; Genestre & Herbig, 1996; Gilmore & Carson, 1992; Robinson, 1999; Hemmasi et al, 1994) v nu p dng trit o lng cht lng dch v ngn hng th s khng thch hp nhng kha cnh sau: Kh kh thi do cc tiu ch o lng mang tnh chung chung o lng quy trnh cung cp nhiu hn l kt qu thc hin dch v Khng xem xt n cc yu t bn ngoi cng nh hot ng marketing m ch ch trng n yu t ni ti m thi Vic so snh khong cch gia cht lng k vng v cht lng cm nhn rt kh xc nh do vic phi xem xt nhiu thang im v khng xc nh trc tip da vo thc t thc hin dch v Do , cc tiu ch o lng cht lng dch v SERVQUAL khng th p dng hng lot trong tt c lnh vc m phi c hiu chnh ph hp vi tng trng hp nghin cu m bo tnh chnh xc cao. M hnh SERVPERF mang tnh k tha v ch trng n cht lng dch v thc hin v cng bao gm nm tiu ch nh cp trn (S tin cy, Hiu qu phc v, S hu hnh, S bo m v S cm thng) nn cng khng c la chn lm m hnh nghin cu i vi nhng nghin cu v s hi lng khch hng trong lnh vc ngn hng th m hnh cht lng k thut v cht lng chc nng ca Grnroos t ra hp l hn (Lassar et al, 1998) bi nhng l do sau: Mt l, m hnh FTSQ tp trung hai kha cnh chnh ca cht lng dch v l cht lng chc nng (doanh nghip thc hin dch v nh th no) v cht lng k thut (doanh nghip cung cp dch v g). Ngn hng l lnh vc i hi s giao tip, lin lc thng xuyn gia khch hng v nhn vin ngn hng (high-contact

35 service) nn qu trnh thc hin dch v nh th no c bit quan trng i vi khch hng trong vic nh gi cht lng dch v. Trong khi m hnh SERVQUAL khng phn tch n vic ngn hng cung cp dch v g v cung cp dch v nh th no. Hai l, khi cc ngn hng cng cung cp cc dch v ging nhau v t xy ra sai st th khch hng s ch nhiu hn n qu trnh thc hin dch v nh th no t nh gi cht lng dch v ca ngn hng. i vi vic trin khai cc dch v cao cp cho khch hng th yu t cht lng chc nng cng tr nn quan trng hn na v n khng nh ng cp ca nh cung cp dch v v nh du s khc bit gia doanh nghip vi cc i th khc. Ba l, mt s tiu ch o lng ca m hnh SERVQUAL cng c xem xt trong m hnh FTSQ thng qua cc thang o nghin cu gip cho vic phn tch cht lng dch v mang tnh kh thi v hp l hn. Xut pht t nhng u v nhc im k trn, m hnh SERVQUAL v FTSQ l c s tham kho tc gi c th a ra m hnh nghin cu ca lun vn. Trc nht, khi thit lp m hnh tc gi vn xem xt yu t then cht tc ng n s hi lng khch hng l cht lng dch v (6 nhn t: S hu hnh, Phong cch phc v, Hnh nh doanh nghip, S tn nhim, Danh mc phc v, Tip xc khch hng), k n l yu t Gi c, v sau cng l Hnh nh doanh nghip vi cc tiu ch, v thang o s dng mang tnh tng hp v c iu chnh c th hn. M hnh nghin cu c thit lp nh sau:

36

S thun tin S tn nhim S hu hnh

Danh mc dch v

S hi lng ca khch hng

Phong cch phc v

Tip xc khch hng

Tnh cnh tranh v gi

Hnh nh doanh nghip

Hnh 3.1: M hnh nghin cu cc nhn t tc ng n s hi lng khch hng 3.1.2 Cc gi thuyt Ho: S thun tin cng nhiu th s hi lng cng cao H1: S hu hnh cng tt th khch hng cng hi lng H2: Phong cch phc v cng tt th s hi lng cng tng H3: Danh mc dch v cng nhiu th s hi lng cng cao H4: Tip xc khch hng cng nhiu th s hi lng khch hng cng cao H5: Tnh cnh tranh v gi cng cao th khch hng cng hi lng H6: S tn nhim cng cao th khch hng s cng hi lng H7: Hnh nh doanh nghip cng tt th s hi lng khch hng cng tng 3.1.3 M hnh o lng s hi lng ca khch hng 3.1.3.1 M hnh nh tnh Theo Bernd Stauss v Patricia Neuhaus (1997), chng ta c th phn loi mc hi lng ca khch hng thnh ba loi v chng c s tc ng khc nhau n nh cung cp dch v: Hi lng tch cc (Demanding customer satisfaction): y l s hi lng mang tnh tch cc v c phn hi thng qua cc nhu cu s dng ngy mt tng ln i vi nh cung cp dch v. i vi nhng khch hng c s hi lng tch cc,

37 h v nh cung cp dch v s c mi quan h tt p, tn nhim ln nhau v cm thy hi lng khi giao dch. Hn th, h cng hy vng nh cung cp dch v s c kh nng p ng nhu cu ngy cng cao ca mnh. Chnh v vy y l nhm khch hng d tr thnh khch hng trung thnh ca doanh nghip min l h nhn thy doanh nghip cng c nhiu ci thin trong vic cung cp dch v cho h. Yu t tch cc cn th hin ch chnh t nhng yu cu khng ngng tng ln ca khch hng m nh cung cp dch v cng n lc ci tin cht lng dch v ngy cng tr nn hon thin hn. Hi lng n nh (Stable customer satisfaction): i vi nhng khch hng c s hi lng n nh, h s thy thoi mi v hi lng nhng g ang din ra v khng mun c s thay i trong cch cung cp dch v ca doanh nghip. V vy, nhng khch hng ny t ra d chu, c s tin tng cao i vi doanh nghip v rt sn lng tip tc s dng dch v ca doanh nghip. Hi lng th ng (Resigned customer satisfaction): nhng khch hng c s hi lng th ng t tin tng vo doanh nghip v h cho rng rt kh doanh nghip c th ci thin c cht lng dch v v thay i theo yu cu ca mnh. H cm thy hi lng khng phi v doanh nghip tha mn hon ton nhu cu ca h m v h ngh rng s khng th no yu cu doanh nghip ci thin tt hn na. V vy, h s khng tch cc ng gp kin hay t ra th vi nhng n lc ci tin ca doanh nghip. Cng cn phi ni thm rng, ngoi vic phn loi s hi lng ca khch hng, Bernd Stauss v Patricia Neuhaus cng khng nh rng mc hi lng cng nh hng rt ln n hnh vi khch hng. Ngay c khi khch hng c cng s hi lng tch cc i vi doanh nghip nhng mc hi lng ch mc hi lng th h cng c th tm n cc doanh nghip khc v khng tip tc s dng dch v ca doanh nghip. Ch nhng khch hng c mc hi lng cao nht rt hi lng th h chc chn s l nhng khch hng trung thnh v lun ng h doanh nghip. V vy, khi nghin cu v s hi lng khch hng doanh nghip cn ch lm cho khch hng hi lng l rt cn thit m gip h cm thy hon ton hi lng li cc k quan trng hn nhiu. i vi nhng khch hng hi lng chung chung th h c th ri b doanh nghip bt c lc no trong khi nhm khch hng cm nhn hon ton hi lng th s l

38 nhng khch hng trung thnh ca doanh nghip. S am hiu ny s gip cho doanh nghip c nhng bin php ci tin cht lng dch v linh hot cho nhng nhm khch hng khc nhau 3.1.3.2 M hnh o lng s hi lng ca khch hng o lng s hi lng ca khch hng, rt nhiu tc gi nh Hausknecht, 1990; Heskett et al, 1994; Jones v Sasser, 1995; Terrence Levesque v Gordon H.G McDougall, 1996) a ra cc tiu ch khc nhau. Tuy nhin c kt lun chnh xc hn v s hi lng ca khch hng i vi ngn hng HSBC, tc gi s dng nm tiu ch (c tng hp t cc nghin cu ca cc tc gi nu trn) nh sau: Tng th cht lng dch v Kh nng p ng yu cu khch hng Mc hi lng ca khch hng Gii thiu NH cho ngi th ba Tip tc s dng dch v NH 3.2 PHNG PHP NGHIN CU thc hin nghin cu v s hi lng ca khch hng i vi Ngn hng HSBC, tc gi kt hp s dng nhiu phng php nghin cu nh nghin cu nh tnh, nghin cu nh lng, nghin cu m t, nghin cu phn tch trn c s tm hiu c s l thuyt v cc nghin cu in hnh v s hi lng ca khch hng cng vi cc thang o chi tit c thit lp nh trnh by trong Chng 1. Ngoi ra, cc chnh sch hot ng ca ngn hng, cc mi tng quan gia ti nghin cu v cc nhn t khc cng c xem xt mt cch khch quan, ng b kt qu nghin cu t c chnh xc v thc tin. Cng cn phi ni thm rng, ti nghin cu S hi lng ca khch hng l mt nghin cu iu tra trong nhng phn hi ca khch hng thu thp t phiu iu tra l ngun thng tin quan trng nht c dng trong qu trnh nghin cu. i vi nghin cu iu tra, cc d liu thu thp s mang tnh khch quan hn do hn ch c cc kin ch quan ca ngi vit. Do , qu trnh phn tch v x l d liu s a ra kt qu c tin cy v tng quan cao, c th c p dng cho nhng nghin cu sau vi s lng mu nhiu hn. 3.3 THU THP D LIU Trong qu trnh nghin cu, tc gi s dng hai ngun d liu sau y: 3.3.1. D liu s cp Phiu iu tra nhn c t khch hng.

39 Kt qu phng vn, tho lun vi nhn vin/lnh o Ngn hng nm r hn v quan im, k hoch cng nh nh gi ca h v vn nghin cu. 3.3.2. D liu th cp C s l thuyt v cc bi vit c chn lc trn cc tp ch marketing, tp ch ngn hng l ngun d liu th cp quan trng phc v cho vic nghin cu. Ngun thu thp thng tin cho d liu th cp c nhc n nh sau: Th vin trng i hc Kinh t TPHCM Tp ch Ngn hng Tp ch Marketing Cc bi tham lun v dch v v cht lng dch v Bi ging v Phng php nghin cu v phn tch d liu SPSS Bo co hot ng ca NH HSBC Internet 3.4 THIT K NGHIN CU 3.4.1 Nghin cu nh tnh Mc tiu 3.4.1.1.

y l bc nghin cu s b sng lc li cc bin a vo m hnh nghin cu, kim tra cc thang o s dng, tham kho cc kin t pha NH v khch hng v vn nghin cu, qua xy dng cc thang o a vo m hnh nghin cu v thit lp bng cu hi 3.4.1.2. Quy trnh Trc tin, tc gi s chun b mt s cu hi tho lun v trao i vi nhn vin/ lnh o Ngn hng vi ni dung tp trung v vn nghin cu s hi lng ca khch hng chng hn nh: NH nh gi khch hng hi lng nh th no i vi dch v NH NH nhn xt g v m hnh cht lng dch v trong lnh vc ngn hng NH c kin g v cc tiu ch o lng cht lng dch v NH c nhn nh g v cc k vng ca khch hng trong tng lai Cc thang o s hi lng ca khch hng c trnh by c hp l cha NH s dng cc thang o no o lng mc hi lng ca khch hng NH lm th no em li s hi lng cho khch hng

40 Sau tin hnh tho lun vi thnh phn tham gia gm c Gim c iu hnh Ngn hng, lnh o ca phng k hoch Marketing, phng kinh doanh tin t, phng thanh ton quc t v B phn dich v khch hng; nhn vin ca phng thanh ton, nhn vin ca quy giao dch, nhn vin ca phng marketing; v nhn vin ca phng pht trin sn phm. V pha khch hng, tc gi chn ngu nhin 10 khch hng tham gia phng vn tay i, qua ghi nhn kin ca h v dch v NH v cc mong mun ca h i vi ngn hng. 3.4.1.3. Kt qu Sau khi tin hnh nghin cu nh tnh, 8 nhn t ca m hnh nghin cu v s hi lng khch hng c ng tnh v c th dng cho nghin cu tip theo l nghin cu nh lng; 5 tiu ch o lng mc hi lng khch hng gim xung cn 3 (loi b 2 tiu ch Gii thiu ngn hng cho ngi th ba v Mc hi lng ca khch hng) l: Tng th cht lng dch v Kh nng p ng yu cu khch hng Tip tc s dng dch v NH Tuy nhin cc thang o nu ra trong m hnh nghin cu cn phi c iu chnh cho ph hp hn. Nh vy, tri qua bc nghin cu nh tnh, cc thang o nhn t tc ng n s hi lng khch hng c xc nh nh sau: 1) a b c 2) a b c d 3) a c d e S thun tin (STT) NH c a im giao dch thun tin cho khch hng NH c mng li i l rng khp Th tc giao dch d dng v nhanh chng S hu hnh (SHH) Ngn hng c trang thit b v my mc hn i NH c cc ti liu, sch nh gii thiu v dch v NH rt cun ht NH c cc chng t giao dch r rng, khng c sai st Nhn vin NH n mc lch thip v n tng Phong cch phc v ca nhn vin (PCPV) Nhn vin NH gii quyt tha ng cc khiu ni ca khch hng Nhn vin NH thc hin dch v chnh xc v kp thi Nhn vin NH lun sn sng phc v khch hng Nhn vin NH rt lch thip v n cn vi khch hng b Nhn vin NH c trnh chuyn mn gii

41 4) a b 5) a b c d 6) a b c 7) a b c 8) a b c d Danh mc dch v cung cp (DMDV) NH c danh mc dch v a dng v phong ph NH lun tin phong cung cp cc dch v mi p ng nhu cu ngy cng tng ca khch hng Tip xc khch hng (TXKH) Nhn vin NH thng xuyn lin lc vi khch hng NH c ng dy nng phc v khch hng 24/24 NH lun t chc tic cm n khch hng hng nm NH lun lng nghe kin ng gp ca khch hng Tnh cnh tranh v gi (TCTG) NH c chnh sch gi linh hot NH p dng mc li sut cnh trnh Chi ph giao dch hp l S tn nhim (STN) NH bo mt thng tin khch hng v giao dch NH gi bng sao k u n v kp thi NH thc hin dch v ng ngay t ln u Hnh nh doanh nghip (HADN) NH lun gi ch tn i vi khch hng NH lun i u trong cc ci tin v hot ng x hi NH c cc hot ng marketing rt hiu qu v n tng NH c chin lc pht trin bn vng

Tri qua bc nghin cu nh tnh, cc thang o c xc nh y (gm 28 thang o ca 8 nhn t tc ng n s hi lng khch hng v 3 thang o cho vic o lng mc hi lng ca khch hng) phc v cho vic thit lp bng cu hi iu tra v nghin cu nh lng tip theo. 3.4.2 Nghin cu nh lng Mc tiu 3.4.2.1

Nghin cu nh lng c tin hnh nhm kim nh li cc thang o trong m hnh nghin cu. y l bc phn tch chi tit cc d liu thu thp c thng qua phiu iu tra gi cho khch hng xc nh tnh l gch, tng quan ca cc nhn t vi nhau v t a ra kt qu c th v ti nghin cu.

42 3.4.2.2 a b c d e f Quy trnh

Xy dng bng cu hi Xc nh s lng mu cn thit cho nghin cu Gi phiu iu tra cho khch hng Lin h vi khch hng theo di kt qu tr li Thu nhn phn hi t pha khch hng X l d liu thng qua vic s dng cng c phn tch SPSS theo trnh t sau: Phn tch m t Phn tch tin cy ca cc thang o Phn tch nhn t Xy dng m hnh nghin cu tng hp Kim nh m hnh thng qua phn tch Pearson, phn tch hi quy v phn tch ANOVA Kt qu

3.4.2.3

Mt trong nhng hnh thc o lng c s dng ph bin nht trong nghin cu nh lng l thang o do Rennis Likert (1932) gii thiu. ng a ra loi thang o 5 mc ph bin t 1-5 tm hiu mc nh gi ca ngi tr li. Thng thng, chng ta s s dng cc thang o a kha cnh v c thang o n kha cnh trong qu trnh thit lp thang o v lp bng cu hi. C tt c 550 bng cu hi c gi cho khch hng thng qua ng bu in (250), email (200), v ti quy giao dch (100) vi s h tr ca b phn dch v khch hng. Danh sch khch hng nhn phiu iu tra qua ng bu in v email c la chn ngu nhin trn c s d liu ca NH. Sau hai tun nu khng nhn c phn hi t pha khch hng th ngi gi s gi in thoi li nh khch hng tr li i vi phiu iu tra t ti quy th khch hng khi n giao dch ti NH c th tr li v gi li cho nhn vin lin ngay . c 167 phiu iu tra c thu nhn (77 phiu bng ng bu in, 49 phiu t email v 41 phiu ti quy giao dch) vi t l phn hi l 30.36%, trong c 25 phiu b loi do khng hp l. Do , s lng mu cn li a vo phn tch l 142 phiu. Theo nghin cu ca Bollen, tnh i din ca s lng mu c la chn nghin cu s thch hp nu kch thc mu l 5 mu cho mt c lng. M hnh nghin cu trong lun vn bao gm 8 nhn t c lp vi 28 bin quan st (Bng 4.1). Do , s lng mu cn thit

43 l t 140 mu tr ln. S lng mu dng trong nghin cu l 142 mu nn tnh i din ca mu c m bo cho vic thc hin nghin cu. STT M ha Din gii S THUN TIN 1 2 3 STT01 STT02 STT03 NH c mng li i l rng khp Th tc giao dch d dng v nhanh chng NH c a im giao dch thun tin cho khch hng S HU HNH 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 SHH01 SHH02 SHH03 SHH04 PCPV01 PCPV02 PCPV03 PCPV04 PCPV05 HADN01 HADN02 HADN03 HADN04 TCTG01 TCTG02 TCTG03 TXKH01 NH c trang thit b v my mc hin i NH c cc ti liu, sch nh gii thiu v dch v NH rt cun ht NH c cc chng t giao dch r rng, khng c sai st Nhn vin NH n mc lch thip v n tng PHONG CCH PHC V Nhn vin NH c trnh chuyn mn gii Nhn vin NH thc hin dch v chnh xc v kp thi Nhn vin NH gii quyt tha ng cc khiu ni ca khch hng Nhn vin NH lun sn sng phc v khch hng Nhn vin NH rt lch thip v n cn vi khch hng HNH NH DOANH NGHIP NH lun i u trong cc ci tin v hot ng x hi NH lun gi ch tn i vi khch hng NH c chin lc pht trin bn vng NH c cc hot ng marketing rt hiu qu v n tng TNH CNH TRANH V GI NH p dng mc li sut cnh trnh Chi ph giao dch hp l NH c chnh sch gi linh hot TIP XC KHCH HNG NH c ng dy nng phc v khch hng 24/24

44 21 22 23 24 25 TXKH02 TXKH03 TXKH04 Nhn vin NH thng xuyn lin lc vi khch hng NH lun t chc tic cm n khch hng hng nm NH lun lng nghe kin ng gp ca khch hng DANH MC DCH V DMDV01 NH c danh mc dch v a dng v phong ph DMDV02 NH lun tin phong cung cp cc dch v mi p ng nhu cu ngy cng tng ca khch hng S TN NHIM 26 27 28 STN01 STN02 STN03 NH thc hin dch v ng ngay t ln u NH bo mt thng tin khch hng v giao dch NH gi bng sao k u n v kp thi

Bng 3.1: Thang o cc nhn t tc ng n s hi lng khch hng Nh vy, sau khi thu thp c s lng mu thch hp, tc gi s dng cng c SPSS phn tch d liu vi cc thang o c m ha nh trong bng sau v kt qu chi tit s c trnh by di y. STT 1 2 3 4 5 6 7 8 9 10 11 12 13 M ha STT01 STT02 STT03 SHH01 SHH02 SHH03 SHH04 PCPV01 PCPV02 PCPV03 PCPV04 PCPV05 Din gii NH c mng li i l rng khp Th tc giao dch d dng v nhanh chng NH c a im giao dch thun tin cho khch hng NH c trang thit b v my mc hin i NH c cc ti liu, sch nh gii thiu v dch v NH rt cun ht NH c cc chng t giao dch r rng, khng c sai st Nhn vin NH n mc lch thip v n tng Nhn vin NH c trnh chuyn mn gii Nhn vin NH thc hin dch v chnh xc v kp thi Nhn vin NH gii quyt tha ng cc khiu ni ca khch hng Nhn vin NH lun sn sng phc v khch hng Nhn vin NH rt lch thip v n cn vi khch hng

DMDV01 NH c danh mc dch v a dng v phong ph

45 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 DMDV02 TXKH01 TXKH02 TXKH03 TXKH04 STN01 STN02 STN03 TCTG01 TCTG02 TCTG03 HADN01 HADN02 HADN03 HADN04 SHL01 SHL02 SHL03 NH lun tin phong cung cp cc dch v mi p ng nhu cu ngy cng tng ca khch hng NH c ng dy nng phc v khch hng 24/24 Nhn vin NH thng xuyn lin lc vi khch hng NH lun t chc tic cm n khch hng hng nm NH lun lng nghe kin ng gp ca khch hng NH thc hin dch v ng ngay t ln u NH bo mt thng tin khch hng v giao dch NH gi bng sao k u n v kp thi NH p dng mc li sut cnh trnh Chi ph giao dch hp l NH c chnh sch gi linh hot NH lun i u trong cc ci tin v hot ng x hi NH lun gi ch tn i vi khch hng NH c chin lc pht trin bn vng NH c cc hot ng marketing rt hiu qu v n tng Tng th cht lng dch v Kh nng p ng yu cu khch hng Tip tc s dng dch v NH Bng 3.2: Tng hp cc thang o c m ha 3.4.3 Thit k bng cu hi 4.3.3.1. Mc tiu Tm hiu mong i ca khch hng i vi NH o lng mc hi lng ca khch hng Kim nh cc nhn t tc ng n s hi lng ca khch hng Xc nh mi tng quan gia thi gian s dng, v s lng NH giao dch vi s hi lng ca khch hng 4.3.3.2. Ni dung Sau qu trnh nghin cu nh tnh, bng cu hi (PH LC 1) c thit k vi 28 thang o o lng cc tc nhn em n s hi lng ca khch hng v 3 thang o xc nh

46 mc hi lng ca khch hng i vi NH bao gm 5 phn chnh vi 8 cu hi c ni dung nh sau: 1. Section 1 : Mt s thng tin v khch hng Q1: Thi gian khch hng s dng dch v NH Q2: S NH m khch hng giao dch 2. Section 2 : Mong i ca khch hng i vi NH 3. Section 3 : Cc nhn t tc ng n s hi lng ca khch hng 4. Section 4 : Mc hi lng ca khch hng Q1: Tng th cht lng dch v NH Q2: Kh nng p ng nhu cu Q3: Tip tc s dng dch v NH 5. Section 5 : Kin ngh ca khch hng 3.5 KT QU NGHIN CU 3.5.1. 3.5.1.1. PHN TCH M T Xc nh nhu cu khch hng

i vi khch hng, yu t h mong i nht i vi NH theo th t l (1): Giao dch thc hin nhanh chng, chnh xc; (2): Gi c cnh tranh; (3): Danh mc dch v a dng. Khi x l s liu, cc la chn theo th t u tin mong i nhiu nht c o lng theo thang im t 1-3 v cc kin khc c cho im l 4 em vo tnh ton Descriptive Statistics
Giao dich nhanh chong, chinh xac Gia ca canh tranh Danh muc dich vu da dang Mang luoi dai ly rong khap Nhan vien chuyen nghiep Thu tuc don gian San long giup do khach hang Thuc hien dung cac cam ket Chung tu de hieu va ro rang Trang thiet bi hien dai Valid N (listwise) N 142 142 142 142 142 142 142 142 142 142 142 Mean 2,11 2,12 2,14 2,27 2,30 2,66 2,88 3,01 3,18 3,20

Bng 3.3: Thng k m t cc mong i ca khch hng

47 3.5.1.2. Cc nhn t tc ng n s hi lng khch hng 3.5.1.2.1. Cht lng dch v

Trong 21 thang o cht lng dch v NH (Bng 3.4), khch hng ng tnh nhiu nht 5 yu t TXKH04_NH lun lng nghe kin ng gp ca NH (GTTB: 4.60); TXKH03_NH lun t chc tic cm n khch hng hng nm (GTTB: 4.24); SHH01_NH c trang thit b v my mc hin i (GTTB: 4.15); PCPV05_Nhn vin NH rt lch thip v n cn vi khch hng (GTTB: 4.08); v TXKH01_NH c ng dy nng phc v 24/24 (GTTB: 4.06). Tuy nhin, nhn vo bng thng k 3.4 ta cng thy c 5 thang o c GTTB thp nht th hin mc ng ca khch hng khng ging nhau cc bin quan st. l cc bin DMDV01_Danh mc dch v a dng v phong ph (GTTB: 3.42); STT03_NH c a im giao dch thun tin (GTTB: 3.43); STT02_Th tc n gin (GTTB: 3.49); DMDV02_Cc dch v mi cung cp (GTTB: 3.54); v SHH02_Cc ti liu gii thiu v NH rt cun ht (GTTB: 3.56) Descriptive Statistics
N 142 142 142 142 142 142 142 142 142 142 142 142 142 142 142 142 142 142 142 142 142 142 Minimum 2 1 1 3 1 1 2 2 1 2 2 3 1 1 2 2 1 2 1 1 1 Maximum 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 Mean 3,59 3,49 3,43 4,15 3,56 3,87 3,99 3,79 3,63 3,80 3,81 4,08 3,42 3,54 4,06 3,87 4,24 4,60 3,71 3,59 3,61 Std. Deviation ,939 ,973 1,034 ,743 1,082 ,959 ,911 ,937 ,971 ,869 ,816 ,744 ,999 1,165 ,815 ,909 ,891 ,584 1,001 ,924 1,103

STT01 STT02 STT03 SHH01 SHH02 SHH03 SHH04 PCPV01 PCPV02 PCPV03 PCPV04 PCPV05 DMDV01 DMDV02 TXKH01 TXKH02 TXKH03 TXKH04 STN01 STN02 STN03 Valid N (listwise)

Bng 3.4: Thng k m t cc thang o cht lng dch v

48 3.5.1.2.2. Tnh cnh tranh v gi

Kt qu thng k m t (Bng 3.5) cho thy khch hng ng tnh nhiu nht v thang o TCTG03_Chnh sch gi linh hot (GTTB: 4.25) v TCTG01_Li sut cnh tranh (GTTB: 3.81). y l s ng rt cao i vi nhn t gi, qua chng ta c th nhn ra rng khch hng rt quan tm n gi c khi quyt nh s dng dch v (ph hp vi kt qu mong i ca khch hng nh trnh by trong phn 3.5.1.1) Descriptive Statistics
N 142 142 142 142 Minimum 1 1 2 Maximum 5 5 5 Mean 3,81 3,80 4,25 Std. Deviation 1,017 1,028 ,846

TCTG01 TCTG02 TCTG03 Valid N (listwise)

Bng 3.5: Thng k m t cc thang o gi c 3.5.1.2.3. Hnh nh doanh nghip Nhn vo Bng 3.6 ta c th nhn ra rng khi nh gi cc tiu ch o lng hnh nh doanh nghip, khch hng ng tnh nhiu nht hai thang o HADN04_NH c cc hot ng marketing rt hiu qu v n tng (GTTB: 4.66), v HADN02_NH lun gi ch tn i vi khch hng (GTTB: 3.87) Descriptive Statistics
N 142 142 142 142 142 Minimum 1 2 1 3 Maximum 5 5 5 5 Mean 3,51 3,87 3,70 4,66 Std. Deviation 1,077 ,885 ,982 ,618

HADN01 HADN02 HADN03 HADN04 Valid N (listwise)

Bng 3.6: Thng k m t cc thang o hnh nh doanh nghip 3.5.1.3. o lng s hi lng ca khch hng Kt qu iu tra (Bng 3.7) cho thy mc hi lng ca khch hng i vi NH l rt cao, trong 3 bin quan st ca thang o s hi lng ca khch hng u c GTTB >4.7 v h khng nh s tip tc s dng dch v NH trong tng lai. y l mt tn hiu ng mng cho kt qu hot ng cng nh uy tn ca NH trong nhiu nm qua. iu ny cng i hi NH cn

49 phi n lc nhiu hn hon thin hn na cht lng dch v v gi gn s hi lng ca khch hng. Descriptive Statistics
Std. Deviation
,548 ,502 ,566

N
Tong the chat luong dich vu Kha nang dap ung yeu cau khach hang Tiep tuc su dung dich vu ngan hang Valid N (listwise) 142 142 142 142

Minimum
3 3 3

Maximum
5 5 5

Mean
4,73 4,70 4,71

Bng 3.7: Thng k m t s hi lng ca khch hng 3.5.2. PHN TCH THANG O 3.5.2.1. Cronbachs alpha

H s Cronbachs alpha l mt php kim nh thng k dng kim tra s cht ch v tng quan gia cc bin quan st. iu ny lin quan n hai kha cnh l tng quan gia bn thn cc bin v tng quan ca cc im s ca tng bin vi im s ton b cc bin ca mi ngi tr li. Phng php ny cho php ngi phn tch loi b nhng bin khng ph hp v hn ch cc bin rc trong m hnh nghin cu v nu khng chng ta khng th bit c chnh xc bin thin cng nh li ca cc bin. Theo , ch nhng bin c H s tng quan tng bin ph hp (Corrected Item-Total Correlation) ln hn 0.3 v c H s Alpha ln hn 0.6 mi c xem l chp nhn c v thch hp a vo phn tch nhng bc tip theo (Nunnally v BernStein, 1994). Cng theo nhiu nh nghin cu, nu Cronbachs alpha t t 0,8 tr ln th thang o lng l tt v mc tng quan s cng cao hn. Nhn vo Bng 3.8, chng ta c th thy c kt qu phn tch tin cy nh sau: V nhn t S THUN TIN, c 3 bin quan st u c H s tng quan tng bin ph hp >0.3 nn c la chn. Trong khi , nhn t DANH MC DCH V li khng tha iu kin nn b loi. Tuy nhin, khi kt hp chung cc bin ca nhn t S THUN TIN vi cc bin ca nhn t DANH MC DCH V th tp hp 5 bin quan st STT01, STT02, DMDV01, DMDV02 u c H s tng quan tng bin ph hp >0.3 v t h s Alpha 0.7611 cao (trong khi H s Alpha ca 3 bin STT01, STT02, STT03 ch c 0.6779) thch hp a vo Phn tch nhn t. Nh vy, nhn t S THUN TIN chnh l t hp cc bin o

50 lng ca hai nhn t nh l S THUN TIN v DANH MC DCH V. iu ny c th c l gii rng DANH MC DCH V l mt thnh t ca S THUN TIN. V nhn t S HU HNH, cc bin quan st u c H s tng quan tng bin ph hp >0.3 v H s Alpha >0.6 (0.7121) nn t yu cu v tin cy c th a vo phn tch nhn t. V nhn t PHONG CCH PHC V, bin quan st PCPV04 khng t yu cu v H s tng quan tng bin ph hp 0.1410<0.3 nn b loi, cc bin cn li u c H s tng quan tng bin ph hp >0.3 v H s Alpha t 0.8604 nn c th dng phn tch nhn t V nhn t TIP XC KHCH HNG, 4 bin quan st u t yu cu v H s tng quan tng bin ph hp >0.3 v c H s Alpha 0.6384 nn tha iu kin a vo phn tch nhn t V nhn t S TN NHIM, 3 bin quan st u c H s tng quan tng bin ph hp >0.3 v H s Alpha 0.7274 nn thch hp cho vic phn tch nhn t V nhn t TNH CNH TRANH V GI, cc bin o lng u tha iu kin v phn tch tin cy (H s tng quan tng bin ph hp >0.3 v H s Alpha t 0.6533) nn c a vo phn tch nhn t V nhn t HNH NH DOANH NGHIP, bin quan st HADN04 c H s tng quan tng bin ph hp 0.0551<0.3 nn b loi, 3 bin cn li gm HADN01, HADN02, HADN03 t yu cu v H s tng quan tng bin ph hp >0.3 v H s Alpha 0.7119 nn ph hp a vo phn tch nhn t V nhn t S HI LNG CA KHCH HNG, 3 bin quan st tha yu cu v H s tng quan tng bin ph hp >0.3 v c H s Alpha 0.7653 nn cng c la chn a vo phn tch nhn t Nh vy, c tt c 26 bin (Bng 3.8) ca 7 thang o a vo phn tch nhn t so vi 28 bin quan st iu tra ban u ca 8 thang o (2 bin PCPV04, v HADN04 b loi). Ngoi ra, 3 bin o lng s hi lng ca khch hng cng c xem xt trong phn phn tch nhn t RELIABILITY ANALYSIS
Item-total Statistics Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected ItemTotal Correlation

Alpha if Item Deleted

51
STT01 STT02 STT03 DMDV01 DMDV02 13,5745 13,6667 13,7163 13,7305 13,9362 9,4319 8,9524 9,4618 9,1268 8,8602 Alpha = SHH01 SHH02 SHH03 SHH04 11,4296 12,0141 11,7042 11,5845 5,6936 4,2126 4,1956 4,2729 Alpha = PCPV01 PCPV02 PCPV03 PCPV05 11,5141 11,6690 11,5000 11,2254 4,7197 4,8187 5,2872 5,9489 Alpha = TXKH01 TXKH02 TXKH03 TXKH04 12,7042 12,8944 12,5211 12,1620 3,1601 2,9320 2,9038 3,6970 Alpha = ,7798 ,3398 ,4661 ,5945 ,6237 ,7121 ,7928 ,7180 ,6957 ,6387 ,8604 ,4181 ,4101 ,4406 ,4434 ,6384 ,5694 ,5801 ,5543 ,5738 ,7842 ,8194 ,8264 ,8507 ,7309 ,6802 ,5877 ,5725 ,5696 ,6289 ,4812 ,5693 ,5332 ,7349 ,7145 ,7634 ,7339 ,7478

STN01 STN02 STN03

7,2042 7,3239 7,3028

2,9013 3,3837 2,7516 Alpha =

,6050 ,5083 ,5450 ,7274 ,4756 ,4698 ,4561 ,6533 ,5099 ,4770 ,6189 ,7119

,5724 ,6885 ,6521

TCTG01 TCTG02 TCTG03

8,0493 8,0634 7,6056

2,4302 2,4144 2,9356 Alpha =

,5411 ,5504 ,5749

HADN01 HADN02 HADN03

7,5634 7,2113 7,3803

2,6023 3,2316 2,6061 Alpha =

,6568 ,6856 ,5091

SHL01 SHL02 SHL03

9,4155 9,4366 9,4296

,9254 ,9428 ,7858 Alpha = ,7653

,5278 ,6011 ,6731

,7625 ,6843 ,5944

Bng 3.8: Kt qu phn tch h s Cronbachs Alpha

52 3.5.2.2. Phn tch nhn t

Phn tch nhn t (Exploratory Factor Analysis) l mt k thut phn tch nhm thu nh v tm tt cc d liu rt c ch cho vic xc nh cc tp hp bin cn thit cho vn nghin cu. Quan h gia cc nhm bin c lin h qua li ln nhau c xem xt di dng mt s cc nhn t c bn. Mi mt bin quan st s c tnh mt t s gi l H s ti nhn t (factor loading). H s ny cho ngi nghin cu bit c mi bin o lng s thuc v nhng nhn t no. Trong phn tch nhn t, yu cu cn thit l h s KMO (Kaiser-Meyer Olkin (KMO) phi c gi tr ln (0,5<KMO<1) th hin phn tch nhn t l thch hp, cn nu h s KMO <0,5 th phn tch nhn t c kh nng khng thch hp vi cc d liu. Thm vo , h s ti nhn t ca tng bin quan st phi c gi tr ln hn 0,45, im dng khi Eigenvalue (i din cho phn bin thin c gii thch bi mi nhn t) ln hn 1 (mc nh ca chng trnh SPSS), v tng phng sai dng gii thch bi tng nhn t ln hn 50% mi tha yu cu ca phn tch nhn t (Gerbing & Anderson, 1988). Khi tin hnh phn tch nhn t, tc gi s dng phng php trch (Extraction method) l Principal Axis factoring vi php xoay (Rotation) Promax.v phng php tnh nhn t l phng php Regression. Qu trnh phn tch nhn t c tin hnh thng qua cc bc sau: Bc 1: Tp hp cc bin quan st qua kim tra v tin cy a vo phn tch nhn t (26 bin nghin cu cc nhn t tc ng n s hi lng khch hng v 3 bin quan st o lng mc hi lng ca khch hng). Qu trnh ny c gi l phn tch nhn t ln 1 (PH LC 2) vi kt qu nh sau: V cc nhn t tc ng n s hi lng ca khch hng: KMO t 0,776 v c 2 bin TXKH03 v TCTG03 b loi (H s ti nhn t < 0,45) v tp hp cc bin quan st cn li s c a vo phn tch nhn t ln 2 V mc hi lng ca khch hng: KMO t c l 0,665, Eigenvalue > 1 v tng phng sai dng gii thch nhn t > 50% (54,058%) tha iu kin ca phn tch nhn t. Nh vy, kt qu phn tch nhn t v mc hi lng ca khch hng (PH LC 5) cho thy 3 bin quan st SHL01, SHL02, v SHL03 u c H s ti nhn t > 0,45 v dng gii thch thang o mc hi lng khch hng l hp l

53 Bc 2: Nhng bin quan st tri qua phn tch nhn t ln 1 thnh cng (24 bin) a vo phn tch nhn t ln 2 (PH LC 3) cho kt qu KMO t c c gim i cht t cn 0,765 v c thm mt bin quan st b loi (SHH01) Bc 3: Phn tch nhn t ln 3 (PH LC 4) tp hp 23 bin quan st cn li v em n kt qu nh sau: KMO Eigenvalue S nhn t 2. STT 3. STN 4. SHH : 0,765 : 1,221 : 6 nhn t

Tng phng sai : 51,49% 1. PCPV : gm 4 bin ca nhn t PCPV v 1 bin ca nhn t TXKH : gm 3 bin ca nhn t PCPV v 2 bin ca nhn t DMDV : gm 3 bin ca nhn t STN v 2 bin ca nhn t TXKH : gm 3 bin ca nhn t SHH

5. HADN: gm 3 bin ca nhn t HADN 6. TCTG : gm 2 bin ca nhn t TCTG Pattern Matrix(a)
Factor 1 PCPV01 PCPV02 PCPV03 PCPV05 TXKH02 STT01 STT02 STT03 DMDV01 DMDV02 STN01 STN02 STN03 TXKH01 TXKH04 SHH02 SHH03 SHH04 ,908 ,787 ,793 ,687 ,686 ,683 ,777 ,475 ,686 ,561 ,790 ,612 ,673 ,654 ,455 ,551 ,710 ,805 2 3 4 5 6

54
HADN02 HADN01 HADN03 TCTG01 ,517 ,619 ,913 ,796

TCTG02 ,515 Extraction Method: Principal Axis Factoring. Rotation Method: Promax with Kaiser Normalization. a Rotation converged in 6 iterations.

Bng 3.9: Kt qu phn tch nhn t 3.5.3. M HNH NGHIN CU TNG QUT 3.5.3.1. M hnh nghin cu Sau khi tin hnh phn tch d liu thu thp c thng qua cc bc phn tch tin cy Cronbachs Alpha, v phn tch nhn t, m hnh nghin cu c iu chnh gm 6 bin c lp (Phong cch phc v, S thun tin, S tn nhim, S hu hnh, Hnh nh doanh nghip, v Tnh cnh tranh v gi) o lng bin ph thuc l S hi lng ca khch hng. C 6 bin ny u tc ng v lm tng/gim s hi lng ca khch hng vi cc thang o nh trnh by Bng 3.9 v m hnh nghin cu tng qut s c hiu chnh nh sau:

Phong cch phc v

S tn nhim

S thun tin

S hi lng ca khch hng


S hu hnh Hnh nh doanh nghip

Tnh cnh tranh v gi

Hnh 3.2: M hnh nghin cu tng qut

55 3.5.3.2. Cc gi thuyt

Ho: S thun tin cng nhiu th s hi lng cng cao H1: S hu hnh cng tt th khch hng cng hi lng H2: Phong cch phc v cng tt th s hi lng cng tng H3: Tnh cnh tranh v gi cng cao th khch hng cng hi lng H4: S tn nhim cng cao th khch hng s cng hi lng H5: Hnh nh doanh nghip cng tt th s hi lng khch hng cng tng 3.5.4. KIM NH M HNH NGHIN CU 3.5.4.1. Phn tch tng quan h s Pearson

Ngi ta s dng mt s thng k c tn l H s tng quan Pearson lng ha mc cht ch ca mi lin h tuyn tnh gia hai bin nh lng. Nu gia 2 bin c s tng quan cht th phi lu vn a cng tuyn khi phn tch hi quy. Trong phn tch tng quan Pearson, khng c s phn bit gia cc bin c lp v bin ph thuc m tt c u c xem xt nh nhau. a cng tuyn l trng thi trong cc bin c lp c tng quan cht ch vi nhau. Vn ca hin tng cng tuyn l chng cung cp cho m hnh nhng thng tin rt ging nhau, v rt kh tch ri nh hng ca tng bin mt n bin ph thuc. Hiu ng khc ca s tng quan kh cht gia cc bin c lp l n lm tng lch chun ca cc h s hi quy v lm gim tr thng k t ca kim nh ngha ca chng nn cc h s c khuynh hng km ngha hn khi khng c a cng tuyn trong khi h s xc nh R square vn kh cao. Trong qu trnh phn tch hi quy bi, a cng tuyn c SPSS chun on bng la chn Collinearity Diagnostic. Xem xt ma trn tng quan gia cc bin c lp (Bng 3.10), ta thy nhn t PHONG CCH PHC V c tng quan mnh nht vi nhn t S TN NHIM (0,307). K tp, nhn t S THUN TIN c tng quan ng k vi nhn t TNH CNH TRANH V GI (0,258) v nhn t HNH NH DOANH NGHIP c tng quan nhiu nht n PHONG CCH PHC V (0,260), trong khi S HU HNH li c tng quan nhiu nht vi nhn t PHONG CCH PHC V (0,285). Ngoi ra, nhn t S HI LNG cng c s tng quan tuyn tnh rt cht ch vi tt c 6 bin c lp (PHONG CCH PHC V, S THUN TIN, S TN NHIM, HNH NH DOANH NGHIP, S HU HNH V TNH CNH TRANH V GI). Nh vy, gia cc bin c lp vi nhau c s tng quan tuyn tnh yu u c h s Pearson <0,3 (ngoi tr

56 cp PHONG CCH PHC V v S TN NHIM) do tha iu kin a vo phn tch hi quy v tnh a cng tuyn ca hai bin PCPV v STN cn c ch n.

Correlations
PCPV STT Pearson 1 ,214(*) Correlation STT Pearson ,214(*) 1 Correlation STN Pearson ,307(**) ,145 Correlation HADN Pearson ,260(**) ,228(**) Correlation TCTG Pearson ,178(*) ,258(**) Correlation SHH Pearson ,285(**) ,172(*) Correlation SHL Pearson ,620(**) ,564(**) Correlation * Correlation is significant at the 0.05 level (2-tailed). ** Correlation is significant at the 0.01 level (2-tailed). PCPV STN ,307(**) ,145 1 ,176(*) ,216(**) ,198(*) ,576(**) HADN ,260(**) ,228(**) ,176(*) 1 ,244(**) ,195(*) ,604(**) TCTG ,178(*) ,258(**) ,216(**) ,244(**) 1 ,186(*) ,608(**) SHH ,285(**) ,172(*) ,198(*) ,195(*) ,186(*) 1 ,542(**) SHL ,620(**) ,564(**) ,576(**) ,604(**) ,608(**) ,542(**) 1

Bng 3.10: Kt qu phn tch Pearson v Cc nhn t tc ng n S Hi Lng ca Khch Hng Tuy vic o lng mc hi lng ca khch hng ch c 3 bin quan st nhng chng ta thy rng chng cng c s tng quan cht ch vi nhau vi h s Pearson tt c cc bin u ln hn 0,4 nn c hin tng a cng tuyn vi nhau v khng thch hp phn tch hi quy, trong s hi lng ca khch hng lun gn lin vi kh nng p ng yu cu (0,814) v tip tc s dng dch v ca NH (0,871)

Correlations
Tong the chat luong dich vu Tong the chat luong dich vu Kha nang dap ung yeu cau khach hang Tiep tuc su dung dich vu ngan hang Su hai long cua khach hang Pearson Correlation Pearson Correlation Pearson Correlation Pearson Correlation 1 ,424(**) ,520(**) ,791(**) Kha nang dap ung yeu cau khach hang ,424(**) 1 ,621(**) ,814(**) Tiep tuc su dung dich vu ngan hang ,520(**) ,621(**) 1 ,871(**) Su hai long cua khach hang ,791(**) ,814(**) ,871(**) 1

** Correlation is significant at the 0.01 level (2-tailed).

Bng 3.11: Kt qu phn tch Pearson v Mc Hi Lng ca Khch Hng 3.5.4.2. Phn tch hi quy Phn tch hi quy s xc nh mi quan h nhn qu gia bin ph thuc (S HI LNG) v cc bin c lp (PHONG CCH PHC V, S THUN TIN, S TN NHIM,

57 S HU HNH, HNH NH DOANH NGHIP, TNH CNH TRANH V GI). M hnh phn tch hi quy s m t hnh thc ca mi lin h v qua gip ta d on c mc ca bin ph thuc khi bit trc gi tr ca bin c lp. Phng php phn tch c chn la l phng php chn tng bc Stepwise vi tiu chun vo PIN l 0,05 v tiu chun ra POUT l 0,1. Kt qu phn tch Bng 5.10 c th hin nh sau: 3.5.4.2.1 nh gi ph hp ca m hnh hi quy tuyn tnh bi H s xc nh R2 c chng minh l hm khng gim theo s bin c lp c a vo m hnh (6 bin). Tuy nhin, m hnh thng khng ph hp vi d liu thc t nh gi tr R2 (0,989) th hin. Trong tnh hung ny, R2 iu chnh t R2 c s dng phn nh st hn mc ph hp ca m hnh hi quy tuyn tnh a bin (0,988) v n khng ph thuc vo lch phng i ca R2. So snh 2 gi tr R2 v R2 iu chnh bng 3.12, chng ta s thy R2 iu chnh nh hn v dng n nh gi ph hp ca m hnh s an ton hn v n khng thi phng mc ph hp ca m hnh. Nh vy, vi R2 iu chnh l 0,988 cho thy s tng thch ca m hnh vi bin quan st l rt ln v bin ph thuc S hi lng ca khch hng gn nh hon ton c gii thch bi 6 bin c lp trong m hnh. 3.5.4.2.2 Kim nh ph hp ca m hnh Kim nh F s dng trong phn tch phng sai l mt php kim nh gi thuyt v ph hp ca m hnh hi quy tuyn tnh tng th xem xt bin ph thuc c lin h tuyn tnh vi ton b tp hp ca cc bin c lp. Nhn vo bng 3.12 ta thy rng tr thng k F c tnh t gi tr R2 y khc 0, gi tr sig. rt nh cho thy m hnh s dng l ph hp v cc bin u t c tiu chun chp nhn (Tolerance > 0,0001). Thm vo , tiu ch Collinearity diagnostics (chun on hin tng a cng tuyn) vi h s phng i phng sai VIF (Variance inflation factor) ca cc bin c lp trong m hnh u <2 (1-1,182) th hin tnh a cng tuyn ca cc bin c lp l khng ng k v cc bin trong m hnh c chp nhn. Sau cng, h s Durbin Watson dng kim nh tng quan chui bc nht cho thy m hnh khng vi phm khi s dng phng php hi quy bi v gi tr d t c l 1,944 (gn bng 2) v chp nhn gi thuyt khng c s tng quan chui bc nht trong m hnh. Nh vy, m hnh hi quy bi tha cc iu kin nh gi v kim nh ph hp cho vic rt ra cc kt qu nghin cu.

58 3.5.4.2.3 Gii thch phng trnh

T bng phn tch hi quy (Bng 3.12), ta thy mi quan h gia bin ph thuc S hi lng ca khch hng v 6 bin c lp c th hin trong phng trnh sau: SHL = 0,309TCTG+0,296HADN+0,286STN+0,275STT+0,272PCPV+0,245SHH Trong : SHL : S hi lng TCTG : Tnh cnh tranh v gi HADN : Hnh nh doanh nghip STN STT SHH : S tn nhim : S thun tin : S hu hnh

PCPV : Phong cch phc v Theo phng trnh hi quy trn cho thy S hi lng ca khch hng c quan h tuyn tnh vi cc nhn t Tnh cnh tranh v gi (H s Beta chun ha l 0,309), Hnh nh doanh nghip (H s Beta chun ha l 0,296), S tn nhim (H s Beta chun ha l 0,286), S thun tin (H s Beta chun ha l 0,275), Phong cch phc v (H s Beta chun ha l 0,272), v S hu hnh (H s Beta chun ha l 0,245) Cng phi ni thm rng cc h s Beta chun ha u >0 cho thy cc bin c lp tc ng thun chiu vi S hi lng khch hng. Kt qu ny cng khng nh cc gi thuyt nu ra trong m hnh nghin cu (H0-H5) c chp nhn v c kim nh ph hp. Nh vy, NH phi n lc ci tin nhng nhn t ny nng cao s hi lng ca khch hng.

Phn tch hi quy


Variables Entered/Removed(a) Variables Entered PCPV TCTG HADN STN STT Variables Removed . . . . .

Model 1 2 3 4 5

Method Stepwise (Criteria: Probability-of-F-to-enter <= ,050, Probability-of-F-to-remove >= ,100). Stepwise (Criteria: Probability-of-F-to-enter <= ,050, Probability-of-F-to-remove >= ,100). Stepwise (Criteria: Probability-of-F-to-enter <= ,050, Probability-of-F-to-remove >= ,100). Stepwise (Criteria: Probability-of-F-to-enter <= ,050, Probability-of-F-to-remove >= ,100). Stepwise (Criteria: Probability-of-F-to-enter <= ,050, Probability-of-F-to-remove >= ,100).

59
6 SHH . Stepwise (Criteria: Probability-of-F-to-enter <= ,050, Probability-of-F-to-remove >= ,100).

a Dependent Variable: SHL Model Summary(g) Adjusted Square ,380 ,635 ,766 ,856 ,934 R Std. Error of the DurbinEstimate Watson ,43180 ,33121 ,26522 ,20797 ,14124 1,944

Model 1 2 3 4 5 6

R ,620(a) ,800(b) ,878(c) ,927(d) ,967(e)

R Square ,384 ,640 ,771 ,860 ,936

,994(f) ,989 ,988 ,05904 a Predictors: (Constant), PCPV b Predictors: (Constant), PCPV, TCTG c Predictors: (Constant), PCPV, TCTG, HADN d Predictors: (Constant), PCPV, TCTG, HADN, STN e Predictors: (Constant), PCPV, TCTG, HADN, STN, STT f Predictors: (Constant), PCPV, TCTG, HADN, STN, STT, SHH g Dependent Variable: SHL ANOVA(g) Model 1 Regression Residual Total 2 Regression Residual Total 3 Regression Residual Total 4 Regression Residual Total 5 Regression Residual Total 6 Regression Residual Total Sum of Squares 16,157 25,916 42,073 26,935 15,138 42,073 32,437 9,636 42,073 36,191 5,882 42,073 39,380 2,693 42,073 41,606 ,467 42,073

df 1 139 140 2 138 140 3 137 140 4 136 140 5 135 140 6 134 140

Mean Square 16,157 ,186 13,468 ,110 10,812 ,070 9,048 ,043 7,876 ,020 6,934 ,003

F 86,657

Sig. ,000(a)

122,769

,000(b)

153,716

,000(c)

209,192

,000(d)

394,791

,000(e)

1989,293

,000(f)

a Predictors: (Constant), PCPV b Predictors: (Constant), PCPV, TCTG c Predictors: (Constant), PCPV, TCTG, HADN d Predictors: (Constant), PCPV, TCTG, HADN, STN e Predictors: (Constant), PCPV, TCTG, HADN, STN, STT f Predictors: (Constant), PCPV, TCTG, HADN, STN, STT, SHH g Dependent Variable: SHL

60
Coefficients(a) MODEL Unstandardized Coefficients B 1 2 3 (Constant) PCPV (Constant) PCPV TCTG (Constant) PCPV TCTG HADN 4 (Constant) PCPV TCTG HADN STN (Constant) PCPV TCTG HADN STN STT (Constant) PCPV TCTG HADN STN STT 2,722 ,463 1,754 ,394 ,325 1,184 ,329 ,276 ,269 ,680 ,269 ,244 ,252 ,242 ,345 ,241 ,209 ,223 ,234 ,208 -,120 ,204 ,195 ,208 ,217 Std. Error ,194 ,050 ,178 ,039 ,033 ,157 ,032 ,027 ,030 ,134 ,026 ,021 ,024 ,026 ,095 ,018 ,015 ,016 ,018 ,016 ,044 ,008 ,006 ,007 ,007 ,007 ,008 ,620 ,527 ,515 ,441 ,437 ,383 ,360 ,387 ,359 ,319 ,322 ,331 ,318 ,308 ,293 ,272 ,309 ,296 ,286 ,275 ,245 Standardized Coefficients Beta 14,015 9,309 9,843 10,146 9,912 7,564 10,321 10,279 8,844 5,074 10,426 11,472 10,548 9,317 3,632 13,610 14,189 13,616 13,222 12,643 -2,738 27,009 31,544 30,246 29,244 28,336 25,271 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,007 ,000 ,000 ,000 ,000 ,000 ,000 1,000 ,967 ,967 ,917 ,926 ,892 ,860 ,903 ,887 ,877 ,846 ,870 ,869 ,876 ,885 ,814 ,863 ,863 ,869 ,880 ,878 1,000 1,034 1,034 1,090 1,080 1,121 1,163 1,108 1,128 1,140 1,182 1,149 1,150 1,142 1,130 1,228 1,158 1,159 1,151 1,136 1,139

Sig.

Collinearity Statistics Tolerance VIF

,195 SHH ,208 a Dependent Variable: SHL

Bng 3.12: Kt qu Phn tch hi quy 3.5.4.3. Phn tch ANOVA nhng phn trc, chng ta kim nh cc nhn t tc ng n s hi lng khch hng cng nh xc nh mc hi lng ca khch hng i vi NH. Trong phn ny, khi tin hnh phn tch ANOVA xem xt mi quan h gia thi gian s dng v s lng NH giao dch c tc ng nh th no i vi S hi lng ca khch hng: Gi thuyt H0: Khng c s khc bit v S hi lng ca khch hng gia cc nhm khch hng c thi gian s dng dch v khc nhau Gi thuyt H1: Khng c s khc bit v S hi lng ca khch hng gia cc nhm khch hng c s lng NH giao dch khc nhau

61 Kt qu phn tch ANOVA (PH LC 7) cho thy Gi thuyt H0 v H1 b bc b (sig. nh v F gi tr kh cao). Do , ta c th khng nh c s khc bit v S hi lng ca khch hng gia cc nhm khch hng c thi gian s dng v s lng NH giao dch khc nhau:
<1 nam M: 4,82 22 1-2 nam M: 4,52 3-4 nam 5-6 nam > 6 nam

28

M: 4,61 29 30 M: 4,80 33 M: 4,77

Hnh 3.3: Tc ng gia Thi gian s dng dch v v S hi lng ca khch hng
1-2 NH M:4,62 M:4,87 3-4 NH 5-6 NH 14 M:4,65 32 44 M:4,79 10 7-8 NH > 8 NH

42 M:4,68

Hnh 3.4: Tc ng gia S lng ngn hng giao dch v S hi lng ca khch hng

62 3.5.5. KT QU NGHIN CU Xc nh nhu cu khch hng

3.5.5.1. i nht l:

Theo kt qu thng k m t cho thy khi giao dch vi Ngn hng, khch hng mong Th nht: NH s thc hin cc giao dch mt cch chnh xc v nhanh chng v y l im ct li trong cht lng dch v ca NH. Nu NH s sut trong qu trnh thc hin dch v th khng nhng lm nh hng n hot ng ca doanh nghip m cn khin h tht vng v khng c n tng tt v NH. p ng tt nht nhu cu ny, NH phi u tin ci thin cht lng phc v ca Phng Nghip v (Operations Department) v y l b phn trc tip x l cc giao dch ca khch hng m bo tnh chnh xc v kp thi ca dch v cung cp. Th hai, khch hng cng mong mun NH c chnh sch gi c phi chng v li sut cnh tranh h cm thy nhng g mnh b ra l hp l v tha ng. Nh trnh by trong phn c s l thuyt, cm nhn v tnh cnh tranh v gi c quan h cht ch vi cht lng dch v m khch hng nhn c. Do , vic khch hng mong i nhiu v gi c l hon ton d hiu. Th ba, khch hng mong i NH cung cp cc dch v a dng cn thit cho khch hng cc nhu cu a dng ca h c th c p ng y nht. Cng vi hot ng u t, kinh doanh ngy cng m rng, khch hng mong mun cc nhu cu mi pht sinh ca h s c NH quan tm v p ng. i vi vn ny, ty vo ngun lc v thi im thch hp NH s trin khai dch v mi trn c s nh gi tnh ph bin ca dch v v s chun b y t pha NH. Trn y l 3 mong i m khch hng k vng nhiu nht i vi. Ngoi ra, khch hng cng mong mun Ngn hng c mng li i l rng khp v i ng nhn vin ti gii, chuyn nghip m bo cho vic thc hin hiu qu nht cc giao dch yu cu. Do , khi xy dng chin lc marketing v pht trin, NH cn ch n nhng nhu cu ny p ng ng n mong i ca khch hng. 3.5.5.2. Cc nhn t tc ng n s hi lng khch hng T 8 nhn t xc nh trong nghin cu nh tnh (8 nhn t vi 28 bin), thng qua phn tch tin cy (7 nhn t vi 26 bin) v phn tch nhn t (6 nhn t vi 23 bin quan st), m hnh cc nhn t tc ng n s hi lng khch hng theo th t Beta chun ha c kim nh trong phn tch hi quy c th hin nh trong hnh 3.5

63

S thun tin Phong cch phc v


Beta:0,272 Beta: 0,275

S tn nhim
Beta: 0,286

S hi lng ca khch hng


Beta:0,309

S hu hnh

Beta: 0,245

Beta: 0,296

Hnh nh doanh nghip

Tnh cnh tranh v gi

Hnh 3.5: M hnh cc nhn t tc ng n s hi lng khch hng Nhn vo hnh 3.5, chng ta c th thy 6 nhn t tc ng n s hi lng khch hng vi cc mc khc nhau. Tuy nhin khong cch chnh lch khng nhiu t 0,245 n 0,309 do tt c u nh hng n s hi lng khch hng v vic nhn nh mc quan trng ca cc nhn t ch dao ng trong mt khong cch rt t. Mt l, TNH CNH TRANH V GI (0,309) c gi tr Beta chun ha cao nht nn da vo m hnh hi quy th y l nhn t tc ng nhiu nht n s hi lng khch hng. iu ny c th l gii l trong mi trng cnh tranh ngy nay vi vic xut hin ca rt nhiu NH trong nc ln nc ngoi, khch hng c nhiu s chn la v h tr nn nhy cm nhiu hn vi yu t gi c so vi trc y. Rt r rng, Ngnh Ngn hng hin nay l mt trong nhng ngnh ngh pht trin mnh m nht Vit Nam nn vic thu ht v gi chn khch hng tr nn v cng cn thit. Nu trc y khi m NH hu nh nm quyn quyt nh trong vic hp tc vi doanh nghip th hin nay mi quan h ny tr nn cn bng tr li v l quan h hai chiu r rt, trong c hai bn u rt cn hp tc vi nhau.

64 Kt qu thng k cho thy khch hng c s hi lng cao v chnh sch gi c v li sut p dng ca NH (cc GTTB >0,4). V vy, chng ta c th khng nh tnh cnh tranh v gi ca NH HSBC trong cm nhn ca khch hng l hon ton chp nhn c. Hn na, vi nhiu kinh nghim hot ng trong lnh vc NH, HSBC nm bt nhu cu khch hng v tnh hnh th trng nhanh nhy nn c nhng iu chnh kp thi v linh hot trong chnh sch gi c, v do cng cng c hn na s hi lng ca khch hng v yu t gi. Chnh v vy, vic duy tr v vn dng linh hot chnh sch v gi l rt cn thit i vi NH khch hng lun cm thy nhng g h b ra l hon ton tng xng vi cc gi tr dch v nhn c. Hai l, HNH NH DOANH NGHIP (0,296) c H s Beta chun ha cao th hai th hin yu t ny cng tc ng rt nhiu n s hi lng khch hng trn c s nh hng n cm nhn ca khch hng v NH v cht lng dch v do NH cung cp. to nn hnh nh tt p ca HSBC trong lng khch hng i hi mt qu trnh to dng lu di v lin tc t pha NH trn nhiu lnh vc nh cht lng dch v han ho, hot ng x hi tch cc, chin lc marketing hiu qu, i ng nhn vin chuyn nghip, chnh sch pht trin bn vng Theo cm nhn ca khch hng, HSBC to dng c s tn nhim cao ni khch hng (GTTB: 3,87) v xy dng nn hnh nh mt HSBC vi tiu ch phc v lun hng n khch hng v mang phong cch phc v chuyn nghip trong tt c cc hot ng dch v em n cho khch hng s hi lng cao nht. y l phn ng tch cc t pha khch hng ghi nhn nhng thnh qu m NH HSBC n lc gy dng trong nhiu nm qua v cn c gn gi v pht huy nhiu hn na trong thi gian ti. Ba l, S TN NHIM (0,286) c H s Beta chun ha cao th ba chng t trong lnh vc NH, lng tin ca khch hng ng mt vai tr ht sc quan trng i vi s pht trin ca NH. Khch hng ch giao dch vi NH khi h cm thy an ton v tin tng. Ni cch khc, h ch chn mt gi vng trn c s iu kin cn l NH phi c s an ton v tn nhim cao. V yu t ny, khch hng c s hi lng cao i vi NH HSBC (GTTB ca cc bin quan st u ln hn 3,6). Ngoi tiu ch an ton, S TN NHIM cn c o lng bi cc nh gi nh NH thc hn dch v chnh xc, bo mt thng tin khch hng, gi bng sao k u n, v NH c sn lng lng nghe kin khch hng hay khng. Tuy nhin, do y hu nh l yu t bt buc phi c ca tt c cc NH nn s khc bit trong nh gi ca khch hng xut pht t c im NH thc hin nh th no m thi. Bn l, S THUN TIN (0,275) tc ng n s hi lng khch hng v chnh yu t ny gip cho khch hng s dng trc tip v d dng nht cc dch v ca NH. Ni cch khc,

65 y l yu t kch thch khch hng s dng dch v NH trn c s em n cho h s thoi mi, thun li v d dng giao dch vi NH. Cc gi tr ca yu t ny cng cao th s hi lng ca khch hng cng tng v ngc li. Cc thang o o lng S THUN TIN da trn 5 kha cnh l mng li i l, th tc giao dch, a im giao dch, cc loi hnh dch v cung cp, v kh nng p ng nhanh chng cc dch v mi ca NH. Theo nh gi ca khch hng, giao dch vi NH tng i thun tin nhng mc hi lng khng cao lm (GTTB t 3,42 n 3,59). Theo , khch hng hi lng nht l NH c mng li i l khp ni trn th gii c th thc hin cc giao dch nhanh chng v thun li (GTTB: 3,59) v thp nht l danh mc dch v cung cp (GTTB: 3,42). Tuy NH thng xuyn trin khai nhiu dch v phc v khch hng nhng thc t nhu cu khch hng thay i nhanh chng hn nn NH cha th p ng 100% k vng ca h v NH lun phi tm hiu khch hng ci thin yu t ny. Nm l, PHONG CCH PHC V (0,272) lun ng vai tr quan trng trong lnh vc dch v nht l nhng ngnh ngh c i hi cao v tip xc khch hng nh NH. PHONG CCH PHC V gn lin vi yu t con ngi trn cc phng din nh trnh chuyn mn, kh nng x l nghip v, gii quyt khiu ni, phong cch lch thip v hiu qu lin lc vi khch hng. Khch hng tip nhn cc dch v NH thng qua vic tip xc vi nhn vin v hiu NH hn cng nh nhng con ngui ny. Cng c th hiu, yu t con ngi l nhp cu ni gia NH v khch hng nhu cu khch hng c th c khm ph v p ng tt nht. PHONG CCH PHC V l yu t th hin r rt nht tnh cht cung cp dch v nh th no trong m hnh cht lng dch v m Grnroos cp. PHONG CCH PHC V cng gn lin vi HNH NH DOANH NGHIP v do vy cng tc ng n s hi lng ca khch hng. Su l, S HU HNH (0,245) cng tc ng n s hi lng khch hng trn c s to s thch th v hp dn cho khch hng khi n giao dch vi NH. i vi khch hng c nhn th mc nh hng ca yu t ny cng th hin r hn na. S HU HNH l nhng g khch hng c th cm nhn v NH qua cc gic quan ca mnh nh ti liu NH, chng t giao dch, ng phc nhn vin, c s vt chtS HU HNH l thnh phn ca cht lng dch v, nh hng n cht lng dch v v do tc ng n s hi lng ca khch hng. Nh vy, tng hp cc thang o ca 6 nhn t tc ng n s hi lng khch hng trong m hnh nghin cu c miu t trong bng sau:

66 PHONG CCH PHC V (PCPV) 1 2 3 4 5 6 7 8 9 10 PCPV01 PCPV02 PCPV03 PCPV05 TXKH02 STT01 STT02 STT03 Nhn vin NH c trnh chuyn mn gii Nhn vin NH thc hin dch v chnh xc v kp thi Nhn vin NH gii quyt tha ng cc khiu ni ca khch hng Nhn vin NH rt lch thip v n cn vi khch hng Nhn vin NH thng xuyn lin lc vi khch hng S THUN TIN (STT) NH c mng li i l rng khp Th tc giao dch d dng v nhanh chng NH c a im giao dch thun tin cho khch hng NH lun tin phong cung cp cc dch v mi p ng nhu cu ngy cng tng ca khch hng S TN NHIM (STN) 11 12 13 14 15 16 17 18 19 20 21 22 23 STN01 STN02 STN03 TXKH01 TXKH04 SHH02 SHH03 SHH04 HADN01 HADN02 HADN03 TCTG01 TCTG02 NH thc hin dch v ng ngay t ln u NH bo mt thng tin khch hng v giao dch NH gi bng sao k u n v kp thi NH c ng dy nng phc v khch hng 24/24 NH lun lng nghe kin ng gp ca khch hng S HU HNH (SHH) NH c cc ti liu, sch nh gii thiu v dch v NH rt cun ht NH c cc chng t giao dch r rng, khng c sai st Nhn vin NH n mc lch thip v n tng HNH NH DOANH NGHIP (HADN) NH lun i u trong cc ci tin v hot ng x hi NH lun gi ch tn i vi khch hng NH c chin lc pht trin bn vng TNH CNH TRANH V GI (TCTG) NH p dng mc li sut cnh trnh Chi ph giao dch hp l Bng 3.13: Tng hp cc thang o S hi lng khch hng

DMDV01 NH c danh mc dch v a dng v phong ph DMDV02

67 3.5.5.3. o lng s hi lng ca khch hng

HSBC l NH nc ngoi tt nht Vit Nam nn rt d hiu l khch hng c s hi lng rt cao i vi NH (Mc hi lng dao ng t hi lng n rt hi lng). Vic o lng s hi lng ca khch hng da trn 3 thang o v cht lng dch v (GTTB: 4,73), kh nng p ng nhu cu (GTTB: 4,7) v tip tc s dng dch v NH (GTTB: 4,71). Xt mt cch trnh t, cht lng dch v l iu kin u tin em n s hi lng ca khch hng, tip n nu cht lng dch v p ng nhiu nht nhu cu khch hng th h s cng hi lng hn v s dng dch v NH lu hn. C 3 thang o ny c tng quan cht ch vi nhau quyt nh mc hi lng ca khch hng i vi NH. Kt qu ny l s khng nh ng n ca tiu ch hot ng Tt c v khch hng m HSBC thc hin trong nhiu nm qua. Nh vy, NH rt thnh cng khi em n cho khch hng s hi lng cao trong cc dch v cung cp. Tuy nhin y cng l mt p lc rt ln cho NH trong vic ci thin tt hn ci tt nht hin ti m NH t c v nh th NH cng phi n lc vt qua chnh mnh gn gi v em n cho khch hng s hi lng cao hn na. 3.5.5.4. Mi quan h gia thi gian s dng v s lng NH giao dch vi s hi lng ca khch hng C th y kt qu kim nh cho thy, nhng khch hng s dng dch v NH cng lu th S hi lng cng cao trong khi nhng khch hng c s lng giao dch NH cng nhiu th S hi lng cng gim i. iu ny cng c th l gii l do khi khch hng gn b vi NH cng lu th chng t h tn nhim NH v hi lng v NH nhiu hn so vi nhng khch hng mi. Hn na, khch hng s dng dch v NH cng lu th h s cng hiu r v NH v c mi quan h thn thit hn vi NH. H chnh l nhng khch hng trung thnh sn sng ng hnh cng NH v ng h NH lu di. Cng nh vy, nhng khch hng giao dch vi nhiu NH th h s c nhiu s la chn v so snh hn so vi nhm khch hng giao dch vi s t NH, v do S hi lng cng d dng gim st. Cng vi s pht trin ca hot ng u t ti Vit Nam, cc NH ngy cng ra i nhiu hn v khch hng cng c c hi giao dch vi nhiu NH hn. y l iu kin thun li cho khch hng nhng cng em n nhiu p lc cnh tranh i vi NH trong vic em n s hi lng cho khch hng mt cch tt nht.

68

CHNG 4 - CC KIN NGH


4.1. MT S XUT NNG CAO S HI LNG CA KHCH HNG Nghin cu s hi lng ca khch hng l rt quan trng nhng xut cc gii php ci thin mc hi lng ca khch hng li cng tr nn c ngha hn. Vi v th Ngn hng nc ngoi tt nht Vit Nam trong nhiu nm qua, HSBC em n cho khch hng s hi lng cao mi khi s dng dch v ca NH. V vy, cc xut nng cao s hi lng ca khch hng trc tin phi ch trng n vic cng c cc thnh qu t c v gia tng gi tr dch v cung cp. Thm vo , khi thc hin ci tin, Ngn hng cn ch n tnh ng b v nht qun ca cc gii php th hin cc phng din sau: 4.1.1 nh hng chin lc pht trin Chin lc pht trin Tt c v khch hng m HSBC theo ui trong nhiu nm qua khng ngng em n cho khch hng s hi lng cao v hon ton ph hp cho s pht trin bn vng ca Ngn hng. Vi s ra i ca nhiu t chc ti chnh ln Vit Nam, chin lc pht trin ny cng t ra c ngha hn v n l kim ch nam cho mi hot ng phc v khch hng v gip khch hng gn b vi Ngn hng nhiu hn. Tuy nhin, thch ng tt nht vi tng giai on c th, chin lc pht trin v khch hng c th c iu chnh c th hn nh Cung cp cc dch v ti chnh tt nht cho khch hng, Lun tin phong p ng tt nht nhu cu khch hng, Tt c v s hi lng ca khch hng 4.1.2 Nng cao cht lng dch v y mnh cc dch v NH in t (e-banking services) nhm tng cng tnh nhanh chng ca cc giao dch Pht trin cc gi tr tng thm ca dch v: ch t vn, hu mi, thc hin trn gi, thc hin theo yu cu, cu lc b VIP n gin ho th tc giao dch Tng cng t chc cc cuc hi tho gii thiu v sn phm/dch v mi cho khch hng m bo tnh chnh xc, kp thi ca cc giao dch y mnh trin khai cc dch v mi nh cc giao dch pht sinh, bo lnh, cho thu ti chnh p ng nhu cu hn ch ri ro ti chnh ngy cng tng ca khch hng Xy dng quy trnh x l nghip v nht qun, thng sut rt ngn thi gian ch i ca khch hng

69 Thit lp ng dy nng phc v khch hng nhanh chng v mi lc mi ni Ci tin cng ngh ngn hng Hin i ha h thng thng tin lin lc khch hng c th lin h d dng nht vi NH 4.1.3 Hon thin kh nng phc v chuyn nghip ca i ng nhn vin Xy dng cc kha o to chuyn mn thc tin c trong nc v nc ngoi nng cao trnh ca nhn vin Kt hp o to cc k nng nng cao s hi lng khch hng vo chng trnh ca cc kha hun luyn Tuyn dng cc nhn vin ti gii m bo cht lng lm vic hiu qu nht C chnh sch khen thng v ghi nhn cc n lc ng gp ca nhn vin i vi vic tha mn nhu cu khch hng Quan tm n cc chnh sch i ng/quyn li ca nhn vin h hi lng lm vic (employee satisfaction) v gip cho khch hng hi lng vi dch v NH 4.1.4 m bo tnh cnh tranh v gi Tin hnh kho st v gi dch v mt s NH khc xem xt li chnh sch gi ca NH Cp nht thng tin v bin ng th trng cng nh gi c giao dch cng c lng tin ca khch hng v tnh cnh tranh v gi ca NH Pht huy tnh linh hot ca cc chnh sch gi p dng c 2 phng php tnh chi ph giao dch gin tip v trc tip M rng thi hn tnh ph hng qu/hng nm thay v ch tnh theo tng giao dch nh hin nay p dng li sut c bit cho cc khon tin gi s lng nhiu u i min ph giao dch i vi nhng khch hng c s d tin gi trn hn mc quy nh ca NH 4.1.5 Xy dng mi trng lm vic chuyn nghip Xy dng vn ha lm vic Tt c v khch hng trong nhn thc ca tp th Ngn hng

70 Trang b y cc c s vt cht cn thit Ch trng v cht lng hon thnh cng vic ht vic ch khng phi ht gi cao tnh c lp trong gii quyt vn Tng cng s hp tc, gip gia cc phng, ban vi nhau Nui dng tinh thn lm vic hng say v thc nng cao trnh ca nhn vin 4.1.6 Pht trin hp tc vi cc nh ch ti chnh khc Pht huy th mnh v ti chnh, v trnh qun l M rng mng li giao dch v khch hng Tm kim cc c hi u t mi theo tiu ch hai bn cng c li Nng cao v th Ngn hng 4.1.7 Cng c hnh nh tt p ca Ngn hng trong lng khch hng Tn trng cc cam kt vi khch hng Pht huy cc ng gp v x hi v cng ng nh thc hin cc chng trnh gy qu hc bng, t chc cc hot ng th thao v mc ch t thin, ti tr cc d n cng cng Tng cng cc quan h khch hng m bo cht lng dch v chnh xc v nhanh chng Xy dng chin lc pht trin bn vng i u trong cc ci tin dch v v p ng nhu cu khch hng 4.2. HN CH V CC NGHIN CU TIP THEO Nghin cu c nhng ng gp tch cc i vi NH trong vic tm hiu khch hng v nhn bit v th ca mnh. Tuy nhin, bi vit cng c mt s hn ch nht nh v i tng nghin cu v phm vi nghin cu: i tng nghin cu l khch hng doanh nghip vi nhng c tnh ring v nhu cu dch v, tiu ch nh gi cht lng dch v v cm nhn v gi c dch v khc vi khch hng c nhn nn kt qu nghin cu khng th ng dng ng lot cho tt c khch hng. Phm vi nghin cu ch hn ch cc khch hng s dng dch v NH HSBC ti TPHCM nn cha th nh gi tng qut v nh gi ca khch hng nhng a phng khc v khch hng tim nng cha s dng dch v NH.

71 Nghin cu ch xem xt n thi gian s dng v s ngn hng s dng, cha tm hiu s hi lng khch hng trong mi lin h vi ngnh ngh kinh doanh, tim lc ti chnh v yu t dn tc theo nh gi ca khch hng. Trn c s cc kt qu tm thy, ti nghin cu c th c tin hnh vi s lng mu ln hn, phm v nghin cu rng hn v ng dng vo cc lnh vc dch v khc nh bo him, bu chnh, gio dc, t vn vn c s tng tc cht ch gia khch hng v nh cung cp dch v (high-contact services) theo phng php nghin cu thc hin ca ti.

72

KT LUN
S hi lng ca khch hng l yu t sng cn v l mc tiu m cc Ngn hng hin nay u eo ui. Cng vi s cnh tranh ngy cng mnh m trong mi trng kinh doanh, vic tm hiu v nhu cu khch hng, cc nhn t tc ng n s hi lng khch hng cng tr nn cn thit hn v do bi nghin cu cng gip ch cho vic thc hin c hiu qu hn cc hot ng marketing cng nh hon thin chnh sch pht trin ca Ngn hng. Trong lnh vc dch v, c bit l NH th vai tr ca vic tha mn nhu cu khch hng cng c ngha quan trng hn xut pht t tnh cht tng tc cht ch gia khch hng v NH cng nh nhng tc ng tch cc m NH c c. C th hn, nu NH em n cho khch hng s hi lng cng cao th kh nng tip tc s dng dch v; ng h cc sn phm, dch v mi ca NH; gii thiu NH cho cc i tc khc, tr thnh khch hng trung thnh ca NH; v trn ht gp phn gia tng doanh s, th phn, li nhun v v th ca NH trn th trng. Vi ti tm hiu Nghin cu s hi lng ca khch hng Doanh nghip s dng sn phm, dch v ca NH HSBC, cc mc tiu cp trong bi nghin cu ln lt c trnh by thng qua cc s liu thng k m t, phn tch tin cy, phn tch nhn t, phn tch hi quy, v ANOVA cng vi vic xem xt chnh sch pht trin ca NH v cc mi tng quan ph bin trong qu trnh xy dng m hnh nghin cu. Th nht, khch hng mong mun nhiu nht l NH thc hin dch v chnh xc, nhanh chng v gi c cnh tranh. Th hai, cc nhn t tc ng n s hi lng khch hng bao gm cht lng dch v (phong cch phc v, s thun tin, s tn nhim, s hu hnh), gi c dch v, v hnh nh doanh nghip. Th ba, mc hi lng ca khch hng i vi NH HSBC l rt cao trn c 3 phng din v cht lng dch v, kh nng p ng nhu cu, v tip tc s dng dch v NH. Cng cn lu rng s hi lng ca khch hng l kt qu to nn ca nhiu yu t. V vy, cng vic em n s hi lng ca khch hng cn phi thc hin thng xuyn v lu di. Do mi trng kinh doanh lun thay i nn vic ng dng cc kt qu nghin cu cn phi c x l linh hot v iu chnh cho ph hp. Sau cng, cc kt qu nghin cu trn l ngun d liu u vo ng tin cy cho cc chnh sch marketing v gip NH c c hi hiu r hn v nhu cu khch hng, nh gi ca khch hng v cht lng dch v NH NH nhn bit mnh v tr no trong mt khch hng, t c c s nng cao cht lng hot ng v nng cao s hi lng ca khch hng hiu qu hn. Tp HCM 09/2007

73

TI LIU THAM KHO


Ting Vit: 1. 2. 3. 4. Hong Trng, Chu Nguyn Mng Ngc (2005), Phn tch d liu vi SPSS, Nh Xut Bn Thng K H Ni. Hong Trng (1999), Phn tch D liu a bin, ng dng trong Kinh t v kinh doanh, Nh xut bn thng k. T.S Nguyn Thnh Hi (1999), Qun tr nhn s, Nh xut bn Thng K Nguyn Tn Thnh (2006), Nghin cu S tha mn ca khch hng i vi sn phm dch v th a nng ATM ca Ngn hng ng , Lun vn thc s, Trng i hc Bch khoa, i hc quc gia TP.HCM. 5. 6. 7. Nguyn Hu Lam (1998), Hnh vi t chc, Nh xut bn Gio Dc. Nguyn Hu Lam (ch bin), inh Thi Hong, Phm Xun Lan (1998) Qun tr chin lc v pht trin v th cnh tranh, Nh xut bn Gio Dc. Th.S Nguyn Hu Thn (1996), Qun tr Nhn s, Nh xut bn Thng k.

Ting Anh: 8. Susmita Sharma (2002), Customer Satisfaction survey to improve service performance: A case study of Amadeus Asia, Asian Institute of Technology School of Management Thailand. 9. 10. MA. Trinh Thanh Hai (2007), Customer Satisfaction at Bank of Tokyo and Mitsubishi, UFJ CFVG programe. Parasuraman, A.V.A. Zeithaml, & Berry, L.L (1998), SERVQUAL: A multiple-item scale for measuring consumer perception of service quality, Journal of Retailing, Vol.64 No.1, pp.12-37. 11. Terrence Levesque, Gordon H.G. McDougall, (1996), Determinants of customer satisfaction in retail banking, International Journal of Bank Marketing,Vol.14 No.7, pp.12-20. 12. Bernd Stauss, and Patricia Neuhaus (1997), The qualitative satisfaction model, International Journal of Service Industry Management, Vol.8 No.3, pp.236-249.

74 13. Walfried M. Lassar, Chris Manolis, and Robert D. Winsor (2000), Service quality perspectives and satisfaction in private banking, International Journal of Services Marketing, Vol.14 No.3, pp. 244-271. 14. Abraham Pizam, and Taylor Ellis (1999), Customer satisfaction and its measurement in hospitality enterprises, International Journal of Contemporary Hospitality Management, Vol.11 No.7, pp.326-339. 15. 16. Kurt Matzler (2002), The factor structure of Customer satisfaction, International Journal of Service Industry Management, Vol.13 No.4, pp.314-332. Abdullah H.Aldlaigan, and Francis A. Buttle (2002), SYSTRA-SQ: a new measure of bank service quality, International Journal of Service Industry Management, Vol.13 No.4, pp.362-381 17. Websites: http://www.emeraldinsight.com http://www.google.com http://www.hsbc.com.vn http://www.baoviet.com.vn http://apecmarketing.com http://www.marketingchienluoc.com http://www.business.gov.vn http://www.itjsc.com.vn http://www.tapchibcvt.gov.vn

75

PH LC PH LC 1
CLIENT SURVEY FORM (PHIU THM D KIN KHCH HNG)
Dear our valued Clients, Thank you very much for using our services during the past time. So as to provide you with highest satisfaction, please let us better understand of your requirements by completing this survey form at your earliest convenience. All of your precious comments are highly appreciated and useful for improving our services (Rt cm n qu khch hng s dng dch v Ngn hng trong thi gian qua. Vi phng chmtt c v khch hng, chng ti lun mong mun em n cho khch hng s hi lng cao nht. Xin qu khch vui lng in vo phiu thm d kin sau y v gi li cho chng ti trong thi gian sm nht c th. Xin chn thnh cm n s gip ca qu khch hng!)

1. How long have you been using our services? (Anh (ch) s dng dch v ngn hng chng ti trong bao lu?)
Less than 1 year (t hn 1 nm) 1-2 years (1-2 nm) 3- 4 years (3-4 nm) 5-6 years (5-6 nm) more than 6 years (hn 6 nm)

2. How many banks have you have accounts with? (Anh (ch) giao dch vi bao nhiu ngn hng?)
1-2 banks (1-2 NH) 3-4 banks (3-4 NH) 5-6 banks (5-6 NH) 7-8 banks (7-8 NH) more than 8 banks (hn 8 NH)

3. Please rank three criteria that you expect most from the bank in priority subject to the following rule (Xin vui lng nh gi ba tiu ch m anh (ch) mong i nht khi giao dch vi ngn hng theo quy c sau)
(1) Most expected (mong i nht), (2) quite expected (mong ik tip), (3) expected (mong i)

Accurate and on-time delivery (Giao dch nhanh chng, chnh xc) Ensuring commitment (Thc hin ng cc cam kt) Price competitiveness (Gi c cnh tranh) Competence of employees (Nhn vin chuyn nghip) Available business networks (Mng li giao dch rng khp) Providing full ranges of services (Danh mc dch v a dng) Willingness to help customers (Sn lng gip khch hng) Simple procedure (Th tc n gin) Modern equipment and technology (Trang thit b hin i) Clear and easily-understood documents (Chng t d hiu v r rng)

76 4. Please give your comments on determinants of satisfaction by ticking one box on each line given below (Anh (ch) c ng tnh vi cc tiu ch tc ng n s hi lng ca khch hng c lit k di y?)
Strongly Agree (Hon ton ng ) Quite Agree (ng ) Agree (Bnh thng) Quite disagree (Khng ng )

(STT)

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22

The bank has agents all over the world for business needs (NH c mng li i l rng khp) The bank has simple procedure for doing business (Th tc giao dch d dng v nhanh chng) The bank has convenient branch locations (NH c a im giao dch thun tin cho khch hng) The bank has modern equipment and technology (NH c trang thit b v my mc hn i) The bank has well-displayed posters, brochures, handouts, leaflets, (NH c cc ti liu, sch nh gii thiu v dch v NH rt cun ht) The documents are clear and easy to understand (NH c cc chng t giao dch r rng, khng c sai st) Bank employees look professional and are well dressed (Nhn vin NH n mc lch thip v n tng) Bank employees are well- trained with high competence (Nhn vin NH c trnh chuyn mn gii) The bank performs the service accurately in a timely manner (Nhn vin NH thc hin dch v chnh xc v kp thi) Bank employees show great interests in problem-solving (Nhn vin NH gii quyt tha ng cc khiu ni ca khch hng) Bank employees are always available for our service (Nhn vin NH lun sn sng phc v khch hng) Bank employees are polite and consistently courteous with customers (Nhn vin NH rt lch thip v n cn vi khch hng ) The bank offers a complete range of services (NH c danh mc dch v a dng v phong ph) The bank is always a pioneer in providing new services for customers (NH lun tin phong cung cp cc dch v mi p ng nhu cu ngy cng tng ca khch hng) The bank has hotline for answering all inquiries (NH c ng dy nng phc v khch hng 24/24) Bank employees usually contact and vistit customers (Nhn vin NH thng xuyn lin lc vi khch hng) The bank has annual meeting to show gratefulness/appreciation for customers contribution (NH lun t chc tic cm n khch hng hng nm) The bank considers your rights as their prime concern (NH lun lng nghe kin ng gp ca khch hng) The bank performs the service right the first time (NH thc hin dch v ng ngay t ln u) The bank ensures information confidentiality (NH bo mt thng tin khch hng v giao dch) Bank statements are sent regularly (NH gi bng sao k u n v kp thi) The bank offers competitive interest rates (NH p dng mc li sut cnh trnh )

5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

Very disagree (Hon ton khng ng )

No

Items (Ch tiu)

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

77
23 24 25 26 27 28 The bank collects reasonable commission/charges (Chi ph giao dch 5 hp l) The bank has flexible pricing policies (NH c chnh sch gi linh hot) The bank honors commitment to customers (NH lun gi ch tn i vi khch hng) The bank has great innovation and social contribution (NH lun i u trong cc ci tin v hot ng x hi) The bank has right strategy for sustainable development (NH c chin lc pht trin bn vng) The bank lauches marketing activities effectively and efficiently (NH c cc hot ng marketing rt hiu qu v n tng) 5 5 5 5 5 4 4 4 4 4 4 3 3 3 3 3 3 2 2 2 2 2 2 1 1 1 1 1 1

5. Overall, how satisfied are you with service quality of our bank? (Anh (ch) c hi lng vi cht lng dch v ca Ngn hng?)
Very satisfied (Rt hi lng) Quite satisfied (Kh hi lng) Satisfied (Hi lng) Quite dissatisfied (Tng i khng hi lng) Very dissatisfied (Hon ton khng hi lng)

6. How does the bank meet your expectations? (NH p ng nhu cu ca khch hng nh th no?)
Excellent (Rt tt) Very good (Kh tt) Good (Tt) Fair (Bnh thng) Poor (Khng tt)

7. Will you continue using our services? (Anh (ch) c tip tc s dng dch v ngn hng khng?)
Definitely (Chc chn) Probably (Khng chc) Probably not (Hu nh khng) Definitely not (Khng tip tc) Neither probably nor probably not (Khng bit)

8. In your opinion, what the bank should do to improve customer satisfaction? (Theo anh (ch), Ngn hng cn lm g nng cao s hi lng ca khch hng?) _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ Client (Tn cng ty) : ______________________________________________ Date (Ngy) : ______________________________________________

THANK YOU FOR YOUR COOPERATION (CM N S GIP CA QU KHCH HNG)

78

PH LC 2 PHN TCH NHN T LN 1


KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square df Sig. Communalities Initial ,772 ,668 ,563 ,559 ,647 ,485 ,561 ,336 ,467 ,459 ,620 ,384 ,473 ,468 ,340 ,431 ,483 ,461 ,274 ,487 ,438 ,519 ,475 ,332 ,352 ,346 Extraction ,817 ,731 ,571 ,526 ,617 ,512 ,600 ,308 ,537 ,415 ,866 ,386 ,482 ,431 ,401 ,426 ,601 ,560 ,216 ,451 ,443 ,716 ,468 ,556 ,346 ,374

,776 1382,148 325 ,000

PCPV01 PCPV02 PCPV03 PCPV05 TXKH02 STT01 STT02 STT03 DMDV01 DMDV02 STN01 STN02 STN03 TXKH01 TXKH04 SHH02 SHH03 SHH04 SHH01 HADN02 HADN01 HADN03 TCTG01 TCTG02 TCTG03 TXKH03

Extraction Method: Principal Axis Factoring.

79

Total Variance Explained Rotation Sums of Squared Loadings(a) Total 4,284 3,070 3,069 2,845 2,659 2,460 1,587

Factor Total 6,106 2,469 2,058 1,854 1,723 1,362 1,013 ,930 ,838 ,767 ,723 ,686 ,657 ,610 ,525 ,505 ,477 ,423 ,405 ,390 ,327 ,304 ,268 ,235 ,196 ,149

Initial Eigenvalues % of Variance 23,485 9,495 7,914 7,130 6,629 5,239 3,895 3,575 3,225 2,949 2,780 2,638 2,525 2,348 2,021 1,944 1,835 1,629 1,558 1,499 1,258 1,168 1,032 ,904 ,753 ,574 Cumulative % 23,485 32,980 40,894 48,024 54,652 59,891 63,786 67,362 70,586 73,535 76,315 78,954 81,479 83,827 85,848 87,792 89,627 91,256 92,813 94,312 95,570 96,737 97,769 98,673 99,426 100,000

Extraction Sums of Squared Loadings Total 5,660 2,012 1,642 1,390 1,233 ,862 ,556 % of Variance 21,769 7,740 6,317 5,347 4,744 3,317 2,140 Cumulative % 21,769 29,509 35,826 41,172 45,917 49,233 51,373

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26

Extraction Method: Principal Axis Factoring. a When factors are correlated, sums of squared loadings cannot be added to obtain a total variance.

80

Factor Matrix(a) Factor 1 PCPV01 PCPV02 PCPV03 PCPV05 TXKH02 STT01 STT02 STT03 DMDV01 DMDV02 STN01 STN02 STN03 TXKH01 TXKH04 SHH02 SHH03 SHH04 SHH01 HADN02 HADN01 HADN03 TCTG01 TCTG02 TCTG03 TXKH03 ,484 ,626 ,509 ,511 ,480 ,534 ,544 ,467 ,480 ,466 ,522 ,643 ,757 ,658 ,526 ,540 ,686 ,522 ,581 2 3 4 5 6 7

Extraction Method: Principal Axis Factoring. a 7 factors extracted. 19 iterations required.

81

Pattern Matrix(a) Factor 1 PCPV01 PCPV02 PCPV03 PCPV05 TXKH02 STT01 STT02 STT03 DMDV01 DMDV02 STN01 STN02 STN03 TXKH01 TXKH04 SHH02 SHH03 SHH04 SHH01 HADN02 HADN01 HADN03 TCTG01 TCTG02 TCTG03 TXKH03 Extraction Method: Principal Axis Factoring. Rotation Method: Promax with Kaiser Normalization. a Rotation converged in 7 iterations. ,511 ,768 ,759 ,456 ,536 ,552 ,921 ,532 ,823 ,872 ,793 ,821 ,703 ,687 ,649 ,758 ,464 ,727 ,606 ,918 ,585 ,612 ,599 ,505 2 3 4 5 6 7

82
Structure Matrix Factor 1 PCPV01 PCPV02 PCPV03 PCPV05 TXKH02 STT01 STT02 STT03 DMDV01 DMDV02 STN01 STN02 STN03 TXKH01 TXKH04 SHH02 SHH03 SHH04 SHH01 HADN02 HADN01 HADN03 TCTG01 TCTG02 TCTG03 TXKH03 Extraction Method: Principal Axis Factoring. Rotation Method: Promax with Kaiser Normalization. Factor Correlation Matrix Factor 1 2 3 4 5 6 7 1 1,000 ,253 ,354 ,386 ,352 ,268 ,230 2 ,253 1,000 ,210 ,179 ,262 ,367 ,202 3 ,354 ,210 1,000 ,297 ,216 ,229 ,104 4 ,386 ,179 ,297 1,000 ,266 ,261 ,241 5 ,352 ,262 ,216 ,266 1,000 ,383 ,129 6 ,268 ,367 ,229 ,261 ,383 1,000 ,275 7 ,230 ,202 ,104 ,241 ,129 ,275 1,000 ,623 ,572 ,823 ,627 ,716 ,541 ,502 ,598 ,770 ,739 ,900 ,817 ,743 ,685 ,749 ,688 ,753 ,525 ,687 ,605 ,916 ,557 ,638 ,616 ,508 2 3 4 5 6 7

Extraction Method: Principal Axis Factoring. Rotation Method: Promax with Kaiser Normalization.

83

PH LC 3 PHN TCH NHN T LN 2


KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square df Sig. Communalities Initial ,771 ,667 ,557 ,558 ,642 ,480 ,556 ,332 ,459 ,459 ,620 ,378 ,466 ,455 ,275 ,420 ,483 ,453 ,271 ,483 ,417 ,512 ,446 Extraction ,841 ,648 ,563 ,531 ,580 ,476 ,618 ,303 ,521 ,368 ,631 ,399 ,515 ,439 ,280 ,431 ,579 ,585 ,205 ,452 ,396 ,741 ,625

,765 1278,485 276 ,000

PCPV01 PCPV02 PCPV03 PCPV05 TXKH02 STT01 STT02 STT03 DMDV01 DMDV02 STN01 STN02 STN03 TXKH01 TXKH04 SHH02 SHH03 SHH04 SHH01 HADN02 HADN01 HADN03 TCTG01 TCTG02

,265 ,291 Extraction Method: Principal Axis Factoring.

84
Total Variance Explained Rotation Sums of Squared Loadings(a) Total 4,123 2,869 3,155 2,670 2,391 2,090

Factor Total 5,681 2,447 2,042 1,812 1,669 1,242 ,944 ,877 ,765 ,745 ,690 ,653 ,613 ,544 ,507 ,430 ,407 ,394 ,364 ,312 ,272 ,238 ,200

Initial Eigenvalues % of Variance 23,672 10,197 8,507 7,551 6,954 5,176 3,935 3,655 3,189 3,106 2,875 2,721 2,554 2,266 2,112 1,792 1,698 1,640 1,515 1,300 1,131 ,991 ,835 Cumulative % 23,672 33,869 42,377 49,928 56,882 62,058 65,993 69,648 72,837 75,943 78,817 81,539 84,093 86,359 88,471 90,263 91,960 93,601 95,116 96,416 97,547 98,538 99,374

Extraction Sums of Squared Loadings Total 5,232 1,974 1,569 1,344 1,211 ,687 % of Variance 21,801 8,223 6,538 5,601 5,047 2,863 Cumulative % 21,801 30,025 36,562 42,164 47,211 50,073

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

,150 ,626 100,000 Extraction Method: Principal Axis Factoring. a When factors are correlated, sums of squared loadings cannot be added to obtain a total variance. Factor Matrix(a) Factor 1 PCPV01 PCPV02 PCPV03 PCPV05 TXKH02 STT01 STT02 STT03 DMDV01 DMDV02 STN01 STN02 ,512 ,581 ,452 ,777 ,662 ,544 ,562 ,687 ,526 ,617 2 3 4 5 6

85
STN03 TXKH01 TXKH04 SHH02 SHH03 SHH04 SHH01 HADN02 HADN01 HADN03 TCTG01 TCTG02 Extraction Method: Principal Axis Factoring. a Attempted to extract 6 factors. More than 25 iterations required. (Convergence=,001). Extraction was terminated. Pattern Matrix(a) Factor 1 PCPV01 PCPV02 PCPV03 PCPV05 TXKH02 STT01 STT02 STT03 DMDV01 DMDV02 STN01 STN02 STN03 TXKH01 TXKH04 SHH02 SHH03 SHH04 SHH01 HADN02 HADN01 HADN03 TCTG01 TCTG02 ,520 ,614 ,921 ,740 ,896 ,787 ,813 ,689 ,687 ,662 ,767 ,462 ,701 ,565 ,784 ,622 ,679 ,654 ,455 ,513 ,739 ,791 2 3 4 5 6 ,487 -,502 -,508 ,501 ,486 ,471 ,506 ,474 ,513 ,477

,556 Extraction Method: Principal Axis Factoring. Rotation Method: Promax with Kaiser Normalization. a Rotation converged in 6 iterations.

86
Structure Matrix Factor 1 PCPV01 PCPV02 PCPV03 PCPV05 TXKH02 STT01 STT02 STT03 DMDV01 DMDV02 STN01 STN02 STN03 TXKH01 TXKH04 SHH02 SHH03 SHH04 SHH01 HADN02 HADN01 HADN03 TCGT01 TCTG02 ,619 ,619 ,843 ,786 ,528 ,912 ,792 ,740 ,693 ,749 ,684 ,767 ,519 ,680 ,593 ,787 ,584 ,703 ,656 ,468 ,598 ,756 ,760 2 3 4 5 6

Extraction Method: Principal Axis Factoring. Rotation Method: Promax with Kaiser Normalization. Factor Correlation Matrix Factor 1 2 3 4 5 6 1 1,000 ,249 ,379 ,389 ,330 ,240 2 ,249 1,000 ,227 ,162 ,233 ,333 3 ,379 ,227 1,000 ,312 ,201 ,301 4 ,389 ,162 ,312 1,000 ,245 ,246 5 ,330 ,233 ,201 ,245 1,000 ,396 6 ,240 ,333 ,301 ,246 ,396 1,000

Extraction Method: Principal Axis Factoring. Rotation Method: Promax with Kaiser Normalization.

87

PH LC 4 PHN TCH NHN T LN 3


KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square df Sig. Communalities Initial ,770 ,665 ,549 ,558 ,641 ,479 ,554 ,324 ,445 ,459 ,614 ,363 ,456 ,454 ,265 ,419 ,466 ,441 ,482 ,414 ,509 ,438 ,265 Extraction ,850 ,650 ,551 ,531 ,581 ,491 ,621 ,312 ,506 ,365 ,639 ,378 ,516 ,440 ,275 ,452 ,546 ,605 ,455 ,401 ,735 ,684 ,263

,765 1240,104 253 ,000

PCPV01 PCPV02 PCPV03 PCPV05 TXKH02 STT01 STT02 STT03 DMDV01 DMDV02 STN01 STN02 STN03 TXKH01 TXKH04 SHH02 SHH03 SHH04 HADN02 HADN01 HADN03 TCTG01 TCTG02

Extraction Method: Principal Axis Factoring.

88
Total Variance Explained Rotation Sums of Squared Loadings(a) Total 4,109 2,879 3,132 2,473 2,357 2,096

Factor Total 5,617 2,439 2,039 1,764 1,549 1,221 ,906 ,769 ,749 ,736 ,674 ,617 ,548 ,532 ,440 ,421 ,398 ,392 ,320 ,277 ,239 ,201 ,150

Initial Eigenvalues % of Variance 24,423 10,606 8,866 7,671 6,736 5,310 3,939 3,344 3,256 3,202 2,930 2,684 2,382 2,314 1,911 1,830 1,730 1,704 1,393 1,202 1,038 ,874 ,654 Cumulative % 24,423 35,030 43,895 51,566 58,302 63,613 67,552 70,896 74,151 77,353 80,283 82,967 85,349 87,663 89,574 91,405 93,134 94,839 96,232 97,434 98,472 99,346 100,000

Extraction Sums of Squared Loadings Total 5,176 1,969 1,567 1,327 1,105 ,701 % of Variance 22,503 8,561 6,812 5,770 4,805 3,046 Cumulative % 22,503 31,064 37,876 43,646 48,451 51,497

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

Extraction Method: Principal Axis Factoring. a When factors are correlated, sums of squared loadings cannot be added to obtain a total variance.

89
Factor Matrix(a) Factor 1 PCPV01 PCPV02 PCPV03 PCPV05 TXKH02 STT01 STT02 STT03 DMDV01 DMDV02 STN01 STN02 STN03 TXKH01 TXKH04 SHH02 SHH03 SHH04 HADN02 HADN01 HADN03 TCTG01 TCTG02 Extraction Method: Principal Axis Factoring. a Attempted to extract 6 factors. More than 25 iterations required. (Convergence=,001). Extraction was terminated. ,607 -,545 ,501 ,469 ,532 ,604 ,479 ,512 ,476 ,514 ,583 ,781 ,668 ,552 ,565 ,691 ,534 ,618 2 3 4 5 6

90

Pattern Matrix(a) Factor 1 PCPV01 PCPV02 PCPV03 PCPV05 TXKH02 STT01 STT02 STT03 DMDV01 DMDV02 STN01 STN02 STN03 TXKH01 TXKH04 SHH02 SHH03 SHH04 HADN02 HADN01 HADN03 TCTG01 TCTG02 ,908 ,787 ,793 ,687 ,686 ,683 ,777 ,475 ,686 ,561 ,790 ,612 ,673 ,654 ,455 ,551 ,710 ,805 ,517 ,619 ,913 ,796 ,515 2 3 4 5 6

Extraction Method: Principal Axis Factoring. Rotation Method: Promax with Kaiser Normalization. a Rotation converged in 6 iterations.

91
Structure Matrix Factor 1 PCPV01 PCPV02 PCPV03 PCPV05 TXKH02 STT01 STT02 STT03 DMDV01 DMDV02 STN01 STN02 STN03 TXKH01 TXKH04 SHH02 SHH03 SHH04 HADN02 HADN01 HADN03 TCTG01 TCTG02 ,917 ,793 ,734 ,692 ,750 ,695 ,770 ,529 ,668 ,590 ,792 ,578 ,701 ,657 ,468 ,626 ,729 ,770 ,619 ,621 ,841 ,824 ,499 2 3 4 5 6

Extraction Method: Principal Axis Factoring. Rotation Method: Promax with Kaiser Normalization. Factor Correlation Matrix Factor 1 2 3 4 5 6 1 1,000 ,265 ,375 ,384 ,328 ,241 2 ,265 1,000 ,237 ,145 ,236 ,339 3 ,375 ,237 1,000 ,316 ,194 ,295 4 ,384 ,145 ,316 1,000 ,231 ,222 5 ,328 ,236 ,194 ,231 1,000 ,397 6 ,241 ,339 ,295 ,222 ,397 1,000

Extraction Method: Principal Axis Factoring. Rotation Method: Promax with Kaiser Normalization.

92

PH LC 5 PHN TCH NHN T O LNG S HI LNG CA KHCH HNG


KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square df Sig. Communalities Initial Tong the chat luong dich vu Kha nang dap ung yeu cau khach hang Tiep tuc su dung dich vu ngan hang ,288 ,399 ,466 Extraction ,357 ,508 ,757

,665 114,845 3 ,000

Extraction Method: Principal Axis Factoring. Total Variance Explained Initial Eigenvalues Factor 1 2 3 Total 2,048 ,589 ,363 % of Variance 68,256 19,638 12,106 Cumulative % 68,256 87,894 100,000 Extraction Sums of Squared Loadings Total 1,622 % of Variance 54,055 Cumulative % 54,055

Extraction Method: Principal Axis Factoring. Factor Matrix(a) Factor 1 Tong the chat luong dich vu Kha nang dap ung yeu cau khach hang Tiep tuc su dung dich vu ngan hang ,597 ,713 ,870

Extraction Method: Principal Axis Factoring. a 1 factors extracted. 17 iterations required.

93

PH LC 6 PHN TCH HI QUY


Variables Entered/Removed(a) Variables Entered PCPV TCTG HADN STN STT SHH Variables Removed . . . . . .

Model 1 2 3 4 5 6

Method Stepwise (Criteria: Probability-of-F-to-enter <= ,050, Probability-of-F-to-remove >= ,100). Stepwise (Criteria: Probability-of-F-to-enter <= ,050, Probability-of-F-to-remove >= ,100). Stepwise (Criteria: Probability-of-F-to-enter <= ,050, Probability-of-F-to-remove >= ,100). Stepwise (Criteria: Probability-of-F-to-enter <= ,050, Probability-of-F-to-remove >= ,100). Stepwise (Criteria: Probability-of-F-to-enter <= ,050, Probability-of-F-to-remove >= ,100). Stepwise (Criteria: Probability-of-F-to-enter <= ,050, Probability-of-F-to-remove >= ,100).

a Dependent Variable: SHL Model Summary(g) Adjusted Square ,380 ,635 ,766 ,856 ,934 ,988 R Std. Error of the DurbinEstimate Watson ,43180 ,33121 ,26522 ,20797 ,14124 ,05904 1,944

Model 1 2 3 4 5 6

R ,620(a) ,800(b) ,878(c) ,927(d) ,967(e) ,994(f)

R Square ,384 ,640 ,771 ,860 ,936 ,989

a Predictors: (Constant), PCPV b Predictors: (Constant), PCPV, TCTG c Predictors: (Constant), PCPV, TCTG, HADN d Predictors: (Constant), PCPV, TCTG, HADN, STN e Predictors: (Constant), PCPV, TCTG, HADN, STN, STT f Predictors: (Constant), PCPV, TCTG, HADN, STN, STT, SHH g Dependent Variable: SHL

94

Coefficients(a) Unstandardized Coefficients B 2,722 ,463 1,754 ,394 ,325 1,184 ,329 ,276 ,269 ,680 ,269 ,244 ,252 ,242 ,345 ,241 ,209 ,223 ,234 ,208 -,120 ,204 ,195 ,208 ,217 ,195 ,208 Std. Error ,194 ,050 ,178 ,039 ,033 ,157 ,032 ,027 ,030 ,134 ,026 ,021 ,024 ,026 ,095 ,018 ,015 ,016 ,018 ,016 ,044 ,008 ,006 ,007 ,007 ,007 ,008 Standardized Coefficients Beta 14,015 ,620 ,527 ,515 ,441 ,437 ,383 ,360 ,387 ,359 ,319 ,322 ,331 ,318 ,308 ,293 ,272 ,309 ,296 ,286 ,275 ,245 9,309 9,843 10,146 9,912 7,564 10,321 10,279 8,844 5,074 10,426 11,472 10,548 9,317 3,632 13,610 14,189 13,616 13,222 12,643 -2,738 27,009 31,544 30,246 29,244 28,336 25,271 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,007 ,000 ,000 ,000 ,000 ,000 ,000 1,000 ,967 ,967 ,917 ,926 ,892 ,860 ,903 ,887 ,877 ,846 ,870 ,869 ,876 ,885 ,814 ,863 ,863 ,869 ,880 ,878 1,000 1,034 1,034 1,090 1,080 1,121 1,163 1,108 1,128 1,140 1,182 1,149 1,150 1,142 1,130 1,228 1,158 1,159 1,151 1,136 1,139 Collinearity Statistics Tolerance VIF

Model

Sig.

1 2 3

(Constant) PCPV (Constant) PCPV TCTG (Constant) PCPV TCTG HADN (Constant) PCPV TCTG HADN STN (Constant) PCPV TCTG HADN STN STT (Constant) PCPV TCTG HADN STN STT SHH

a Dependent Variable: SHL

95

PH LC 7 PHN TCH ANOVA


Descriptives
Su hai long cua khach hang 95% Confidence Interval for Mean Mean Std. Deviation Std. Error Lower Upper Bound Bound 4,52 ,501 ,107 4,29 4,74 4,61 4,77 4,80 4,82 4,71 ,578 ,445 ,298 ,307 ,445 ,107 ,077 ,054 ,058 ,037 4,39 4,61 4,69 4,70 4,64 4,83 4,93 4,91 4,94 4,79 Minimum Maximum

N <1 nam 1-2 nam 3-4 nam 5-6 nam > 6 nam Total 22 29 33 30 28 142

3 3 3 4 4 3

5 5 5 5 5 5

Test of Homogeneity of Variances Su hai long cua khach hang Levene Statistic 3,583 df1 4 df2 137 Sig. ,008 ANOVA Su hai long cua khach hang Sum of Squares 1,829 26,081 27,909 df 4 137 141 Mean Square ,457 ,190 F 2,401 Sig. ,053

Between Groups Within Groups Total

POST HOC TESTS


Multiple Comparisons
Dependent Variable: Su hai long cua khach hang Dunnett t (2-sided) (I) Thoi gian su dung (J) Thoi gian su dung Mean Difference (I- Std. Error J) -,31 -,21 -,05 -,02 ,124 ,116 ,112 ,115 Sig. 95% Confidence Interval Lower Bound -,61 -,50 -,33 -,30 Upper Bound ,00 ,07 ,22 ,26

<1 nam 1-2 nam 3-4 nam 5-6 nam

> 6 nam > 6 nam > 6 nam > 6 nam

,051 ,205 ,969 ,999

a Dunnett t-tests treat one group as a control, and compare all other groups against it.

Descriptives

96
Su hai long cua khach hang 95% Confidence Interval for Mean Mean Std. Deviation Std. Error Lower Upper Bound Bound 4,87 ,233 ,074 4,70 5,03 4,79 4,68 4,65 4,62 4,71 ,353 ,389 ,580 ,597 ,445 ,053 ,060 ,103 ,160 ,037 4,68 4,56 4,44 4,27 4,64 4,90 4,80 4,85 4,96 4,79 Minimum Maximum

N 1-2 NH 3-4 NH 5-6 NH 7-8 NH > 8 NH Total 10 44 42 32 14 142

4 4 3 3 3 3

5 5 5 5 5 5

Test of Homogeneity of Variances Su hai long cua khach hang Levene Statistic 2,156

df1 4

df2 137

Sig. ,077 ANOVA

Su hai long cua khach hang Sum of Squares ,790 27,120 27,909

df 4 137 141

Between Groups Within Groups Total

Mean Square ,197 ,198

F ,997

Sig. ,411

POST HOC TESTS


Multiple Comparisons
Dependent Variable: Su hai long cua khach hang Dunnett t (2-sided) (I) Ngan hang giao dich (J) Ngan hang giao dich Mean Difference (IJ) ,25 ,17 ,06 ,03 Std. Error Sig. 95% Confidence Interval Lower Bound -,20 -,16 -,27 -,32 Upper Bound ,69 ,50 ,40 ,37

1-2 NH 3-4 NH 5-6 NH 7-8 NH

> 8 NH > 8 NH > 8 NH > 8 NH

,184 ,137 ,137 ,143

,417 ,486 ,959 ,999

a Dunnett t-tests treat one group as a control, and compare all other groups against it.

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