Vietnam is in the process of international economic integration and faces great challenges. And of course a business not only competes with domestic enterprises but also with enterprises in the world. In an increasingly fierce competitive environment, the difference in product quality between businesses is getting smaller and smaller, especially in the service industry, so if businesses want to survive and develop, the prerequisite is to make customers satisfied.

Currently, the banking and finance industry is developing strongly thanks to the increasing demand of people. A bank wants to attract customers, in addition to improving products and services, the bank must also care about customers. Customers play an increasingly important role in the development of the business, so when taking good care of customers, the bank will attract more customers as well as retain existing customers, making the market share open. expansion, revenue and profit increase. Customer service culture is an issue that attracts a lot of attention from managers. Their instruction to meet needs of customers and want to reach chronic needs that challenge to attract potential customers for their business and customer care is not just good, but to elevate customer service to perfection. Typically, banking and finance market has very high level of competition, opponents always have policies of enhanced or additional services to be more appealing and attractive. In addition, the needs of customers are not fixed, the customer always requires    high    more     and  always change preferences when the material life is enhanced. So how can the bank's customer service be better, get customers and keep them for longer? Customers can rate the service and compare it with rival banks. To be able to retain potential customers, in addition to taking care of customers, we need to build a banking service culture in an organized manner. In this group we will jointly explore and clarify the customer service culture of Techcombank and then set out recommendations to develop and elevate a perfect customer service culture at Techcombank.

Customers of an organization are a collection of individuals, groups of people, businesses who have a need to use the company's products and want to satisfy that need. Customers are people who do not depend on us, we (the seller, the Bank) depend on them.  Customer service is the entire interaction and support activities of a business to customers during the process of experiencing products   and services to meet their desired needs. 

It can also be understood that customer service is the accompanying services to complete the marketing transaction process to ensure that the needs and desires of customers are met. Creating a customer service culture is a very important step, but not the only factor to retain customers. If the service culture is good but the product is not good, it cannot make customers stay and loyal to the brand. Customer service is part of the corporate culture, not just an isolated part. That is how each organization operates, how to communicate with customers or between positions within the company, how people feel about the atmosphere in the business in general and at Techcombank in particular. In fact, it is difficult to have a standard to evaluate a good customer service culture, because the characteristics of the industry are different. However, there are two factors that can determine the quality of customer service. One is speed: Ensuring services from delivery, warranty, support to resolving queries are always the fastest is the most important factor to create a quality customer service. The second is professionalism: From demeanor, talking style to the ability to solve situations, grasp customer psychology or know about products and policies. The customer is the king, the payer for the business, so taking good care of customers is not only the duty of the customer service department, but all members of the business need to understand the role of the job. Satisfying customers, putting customer needs as the responsibility of the business to meet them, take that as the basis for decision-making and action [5]. Service quality of a business or a bank depends on the distance, the level of customer expectations as well as their perceived level of service quality. Customer service quality includes 5 main components: responsiveness, service capacity, reliability, empathy and tangible means. A high-quality customer service culture is the Bank's capacity, provided by the Bank and reflected in the level of satisfaction of the needs and desires of the target customers that the Bank aims to.   

Customer expectations are formed before using the service. Perception is the customer's evaluation of the service. When using the service, the customer compares the perceived service with the desired service and if the actual use of the service is more satisfied than the expectations, the customer is satisfied. According to Oiver, satisfaction is the consumer's response to the fulfillment of wants. According to Kotler, satisfaction is the level of a person's sensory state resulting from comparing the results obtained from the product or service with the person's expectations. Expectations here are considered human wishes or expectations. It stems from personal needs, previous experiences and information such as advertising and word of mouth. Thus, satisfaction is a function of the difference between received and expected results. Customers can perceive one of three levels of satisfaction: If the performance is worse than expected, the customer will not be satisfied. If the results received match the expectations, the customer will be satisfied. If the actual results exceed the expectations, the customer is very satisfied and delighted. The quality of service is perceived by the customer, not determined by the Bank, it reflects the ability to meet the customer's expectations at or above them and should be maintained. Customer care is incompletely understood as a salesperson's enthusiastic welcome to customers. The above interpretation is not wrong, but it is still not enough. Customer care is all that is necessary for a business to satisfy the needs and expectations of its customers, that is, to serve customers the way they expect to be served and to do what is necessary to do so. keep existing customers [3]. Each different business has different products and services, so there will be different customers in each space and different service time. But how customer service varied, but all adhere to some basic principles, is when customers need help, they must be patient, listen to them, offer customer service exceeding the expectations. Communicate and behave in a friendly and nice manner with customers. From the attitude, behavior to the capacity of the waiter, must always be ready to answer and effectively resolve questions, complaints, and frustrations. customer vertical. Willing to create more advantages for customers such as more attentive service, responding at customers when they have urgent requests, extending service time when customers need, creating for workplaces, dealing with customers. customers are not hindered. Maintain regular contact with customers and ensure customers have full information about products and services used. Monitor the fulfillment of promises and commitments to customers [3]. It can be seen that what every customer, whether an individual or a business, wants more from the goods and services they buy is that they must be completely reliable [3].                      

In February 2008, Techcombank received the title of "The most satisfied service in 2008" voted by readers of Saigon Marketing newspaper. By March 2008: Launched Techcombank Visa Credit credit card, Deployed ADM automatic deposit machine – Deployed a series of technology modernization projects such as: upgrading core banking software system to version T24.R7, a member of both the largest card alliances Smartlink and BankNet, connects the ATM system with strategic partner HSBC, deploys a toll-free Customer Service number (24/7 support). August 2008: Techcombank Received the Vietnam Gold Star Award 2008 by the Young Business Association. In the same year, Techcombank also launched a Techcombank – Vietnam Airlines – Visa co-branded card. The airline was ranked in the "top 500 leading enterprises in Vietnam" from the VNR 500 organization and received the "Credit Product of the Year" award from the Vietnam Economic Times. In the current context of market economy and global integration, everyone has needs to use financial services at banks. There are many banks in the market so that customers can choose according to their needs. What customers care about at these banks is not only about interest rates but also about services at the bank as analyzed the link from customers to expectations and satisfying needs through customer service culture. at the bank. Since the interest rates between banks are not much different, the competition in service quality is almost the main factor leading to the success, creating a competitive gap and the typical awards of Techcombank. Whether the service quality is good or not, customer satisfaction or not depends a lot on the customer behavior culture of each branch. Dedication to customers is shown in every department from security guards, receptionists, tellers or managers. Therefore, each employee in Techcombank at each branch needs to be aware of and adhere to the principles of customer behavior in order to be able to attract new customers as well as retain existing customers. Create a culture of impeccable customer service.

"Without customers, no company would exist" The comment of the famous economist Erwin Frand has shown the role of the customer in all business activities. During the business downturn due to the impact of the Covid-19 epidemic, companies had to face a significant drop in revenue, resulting in staff reductions and downsizing of services. However, this really did not help the company regain momentum. Yes, in difficult times, customer service culture must be given even more priority: The more customers a business can attract, the quicker and easier it will be to overcome the crisis. So the way for Techcombank to let customers feel and pay attention to the perfect and different customer service culture here is: First, respect and listen to comments. from customers – This is the top priority of transactions made at Techcombank, if there are any comments or complaints from customers, employees must listen with respect and receptiveness, then the consultant explains in detail the problem that the customer is asking with the most transparent and clear speed. In all cases, a calm and cooperative attitude must be maintained in the face of customer behavior. After all issues are resolved, it is necessary to keep in touch and store noted information in the system to promptly respond to all customer needs to create goodwill. Absolutely no uncooperative attitude, uncivilized behavior or disrespectful words to customers. The second is focusing on customer service, forming a key separate service culture at Techcombank – It is the satisfaction from customers through transactions at the bank that will increase prestige and profit. In addition, focusing on activities of taking care of gratitude and giving gifts on special occasions, timely grasping new needs, always sharing and ready to serve the fastest reasonable needs for customers. The third is to make statistics and implement new programs through the collection of customer opinions - Give small surveys to provide opinions to adjust and improve services thereby creating a culture. Customer service at Techcombank is the most perfect. Fourth is the implementation of training and mass system according to the completed customer service culture with the system spreading in many places, having a careful training cycle on the principle of implementing the customers service culture that is essential for businesses.

The local approach used mainly in all the methods of analyzing material, such as methods go nh calculated for study quality assessment services. To approach to probe and explain by means of surveys on customer behavior and attitudes. The qualitative method includes the selection of customer information through surveys and surveys of needs, data used are gender, preferences, (What factors do customers trust Techcombank for? What do customers like when experiencing the service at Techcombank?) The main purpose is to answer the research with explanatory questions, demonstrating the results. According to the research, the enterprise will poll 10 long-term employees to consult to build a questionnaire. My group has researched many reference sources and a number of books and newspapers to produce survey data by qualitative method. The research results of the qualitative method will also be a stepping stone to build a survey scale for the quantitative method. The customer satisfaction survey on service quality at Techcombank will rate it as a number from 1 (very dissatisfied) to 5 (very satisfied) to conduct quantitative research. And the quantitative method "finds a way to group the signs and find out the cause and effect in the target groups", based on the documents and research sources of the qualitative method to have an accurate and objective view of the problem. Techcombank's customer service culture topic. The method of collecting secondary data, this method is based on available sources, so when applying this method, it requires specificity, meaning it must be clear, consistent with research objectives, accurate. of data and current. And the method of comparing and contrasting to find the most accurate documents on the research problem as well as reliable sources of information from the Internet. The article also provides some examples of awards achieved by the bank. These are important proofs that prove the service quality of the most intuitive bank.

In addition, combined use additional methods used primary data, such as user surveys but by the time when the current Covid-19 pandemic is complicated so the questionnaire was designed in the form of Google and was sent to a part of Techcombank's customers, in addition, the data was also collected from published scientific reports and data provided by Techcombank.

Some difficulties and challenges in the service are also explored through the banking operations and processes based on linear regression analysis used to test the research model on customer service culture. The obtained results of the project: Researching theories on service quality and customer satisfaction in general, thereby building a scale model of service quality and customer satisfaction that is applied to service quality and customer satisfaction. used at Techco mbank in particular and for other commercial banks in general in Vietnam. On that basis, some recommendations and solutions are proposed to improve the quality of credit services of Techcombank in the current period, significantly contributing to the development of Techcombank.

The survey process to collect primary data is carried out in 3 steps:

Build a survey questionnaire

Building a survey questionnaire based on the issues to be studied to assess the quality of banking services. Sent a questionnaire to the staff at Techcombank and conducted a survey to try testing a number of customers. Edit and complete the survey.

Conduct the survey

To conduct the survey, the author sent the survey to customers in the following ways: send the survey to Techcombank employees and send the online form to Techcombank customers.

Sampling Method:

Overall: all individual customers have been using the service at Techcombank.

Sample size

According to some studies, the representativeness of the number of samples selected for the survey will be appropriate if the number of samples is 5 samples for 1 subject. The survey model in this study includes 6 independent factors with 30 observed variables, so the number of samples needed for the survey is 30 * 6 = 180 variables or more. The survey was done socks i votes are transmitted in the form of Google forms are 500 votes in which the number of questionnaires collected 200 valid samples. Thus, with the requirements of the sample size set, the number of observations of 200 questionnaires collected has ensured good research performance.

Process survey data

General information is processed and results are given by Excel software. The survey is processed by Eview software to give accurate results through data from customers.

Service characteristics have made a lot of difference in the definition of product quality and service quality. While customers can judge the quality of tangible products easily through appearance, product design, packaging, price, brand reputation through touching products, grasping, smelling, looking directly at the product to evaluate, this cannot be done for intangible products and services because the service will be shown during the process of using the service, the process of interaction between customers. goods and service providers. Therefore, with customer care services at banks, customers are equally interested, because now transactions through banks, online transactions are more convenient and faster than traditional ones, especially in the epidemic situation.

When it comes to service quality, it is often assumed that it is also customer satisfaction. There are many different studies in the world that have been born with the aim of defining and measuring service quality, which is assessed on two sides: Service delivery process and service results. According to researchers, there are 5 gaps in the service quality measurement model. In these 5 gaps, gap 5 is the target to study because it determines the level of customer satisfaction when they perceive the difference between expectations and the service received. This difference is measuring the 4 distances from 1 to 4 create.

The first gap occurs when there is a difference between customers' expectations about service quality and Techcombank's perception of customer expectations. The basic point of this difference is that sometimes banks do not fully understand what characteristics make up the quality of their services as well as how to deliver them to customers to satisfy their needs.

The second gap occurs when a bank has difficulty translating its perception of customer expectations into characteristics of quality. In many cases, banks may be aware of customer expectations but not always be able to translate these expectations into specific quality criteria and deliver them as expected to customers. service quality characteristics. The main cause of this problem is the professional ability of the service staff, because they are the ones who work directly with customers, as well as too much variation in service demand. There are times when the demand for the service is so high that the bank cannot meet it in time.

A third gap occurs when customer service personnel are unable to deliver services to customers according to defined criteria. In service, employees have direct contact with customers, playing a very important role in the process of creating quality. However, employees are not always able to complete the task according to the set criteria.

Advertising media and old information ng impact on customer expectations of service quality. Promises in promotional programs can increase customer expectations but also reduce the quality customers perceive when they are not delivered as advertised. This is the fourth distance.

The fifth gap occurs when there is a difference between the quality and expectations by the customer and the quality they perceive. Service quality depends on this fifth gap. Once customers realize that there is no difference between the quality they expect and the quality they perceive when using the service, the quality of the service is considered perfect.

Through the above research conclusions of Techcombank, in addition to the lack of problems in providing customer service quality, the bank also has ways in which customer service is appreciated by customers. The price is good and I feel satisfied every time I use the service at the bank. Banks are trying to develop and improve our services each year to match the demand for customers.

Online consumption has been an inevitable trend globally in general and in Vietnam in particular. According to a survey report by Nielsen, the Asia-Pacific region has the highest proportion of consumers shopping online globally. This report also confirms that this shopping behavior is changing rapidly, especially now that consumers use mobile devices to search for products and services online.

Catching up with the market trend, with the desire to best fulfill the needs of customers, Techcombank has implemented 2 E-banking programs of VND 0 and 1% Cashback that Techcombank implemented to meet the needs and motivate customers. customers use g more than e-banking services. This program is free for all e-banking transactions as well as active SMS fees, money transfer fees to other banks (from September 2016 for customers and implemented until now).

Ms. Dang Thi Lan Anh – Marketing and Sales Manager at Techcombank affirmed that this free policy has motivated customers to use more e-banking services. This is not only a positive move of Techcombank in accompanying the State Bank of Vietnam to implement policies to encourage people to limit cash use, but also to help the Bank save facilities and expenses. transaction operating fee at the counter. Since then, continue to offer free policies, reduce fees suitable for the majority of customers.

Thanks to this convenient service, the bank has an extremely large number of customers, not only individual customers but also corporate customers. To bring maximum profits for business customers, online banking Techcombank not only implement incentive programs cost but also supports real-h rea of the payment transaction characteristics particularly as paying bills electricity, customs duty.

Before 2021, Techcombank's call center has also deployed 12 customer support services and received many positive feedbacks such as: Handling swallowed debit cards, domestic debit card checking, credit card checking, temporary locking credit card, temporary debit card, permanent credit card lock, permanent debit card lock, debit card PIN reset, credit card PIN reset, FIB/FMB user lock, internet payment feature lock, tracing, complaint transfer money through FIB.

With the desire to bring more new experiences that are both fast and convenient for customers. Techcombank continuously deploys integrated multi-channel services along with efforts to digitize products and services. Therefore, from May 28, 2021, Techcombank officially added 02 additional services of debit card PIN re-issuance and credit card PIN re-issuance to support customers via Call Center. Besides the services developed, Techcombank will continue to expand new services more to meet the highest demands in the future of our customers.

Besides, Techcombank joins hands to help the community during this stressful epidemic season. On May 27, 2021, Techcombank donated 10 billion VND to prevent and repel Covid-19 at the launching ceremony of the peak donation campaign to support the prevention and control of the Covid-19 epidemic, organized by the Central Government. Vietnam Fatherland launched. The program was attended by President Nguyen Xuan Phuc, Chairman of the Central Committee of the Vietnam Fatherland Front Do Van Chien and the National Steering Committee on Covid-19 prevention and control. This is Techcombank's latest support in a series of pioneering activities to implement corporate social responsibility with the mission of "Transforming the financial industry, raising living values", to join the country, businesses and the community. successfully prevent and repel the Covid-19 pandemic. In 2020 alone, Techcombank has spent VND 41 trillion to support customers affected and damaged by Covid 19. “As a reputable commercial bank, Techcombank is committed to always accompanying the Vietnamese government and people to repel and defeat the Covid-19 epidemic, and at the same time create favorable conditions for customers affected by the epidemic to stabilize. business recovery," said Techcombank Vice Chairman Do Tuan Anh.

Right from the beginning of the epidemic season, Techcombank has always followed the government's and the Ministry of Health's Covid-19 prevention guidelines to the fullest, applying 5K guidelines (Masks - Disinfection - Distance - Decentralization - Medical declaration). system-wide. The Bank focuses optimal resources to ensure business continuity in order to best serve customers, support and accompany customers to overcome difficulties to stabilize and develop. Techcombank also focuses on liquidity management to ensure a strong financial foundation during and after the pandemic, in order to be able to meet the needs of customers who want to borrow money, or want to make payments, in the context of the Covid-19 pandemic being complicated for a long time.

In parallel, Techcombank promotes investment in banking transaction digitization solutions to provide convenient - Fast - Secure and Safe electronic transaction tools, with diverse products from utilities Daily payments to pre-approved credit cards, financial management and investment products. These solutions help customers make transactions remotely, limit cash contact and reduce the risk of Covid-19 infection, thereby, making Techcombank the main transaction bank for more customers. 

This is the reason why the volume and value of transactions via electronic channels of Techcombank individual customers in the first quarter of 2021 reached 136.9 million transactions respectively (up 88.6% over the same period last year). In Q1 2021, Techcombank has added approximately 245,000 new customers, bringing the total number of customers whose service bank to 8.6 million users.

In today's very competitive business era, imprinting in the mind of customers is not only about good products but must go hand in hand with focusing on customer service. Because what customers perceive in your business is not only the product they buy, but also the customer service that has become a distinct culture at each business you give them.

For the banking sector, we can say that cultural services customers have no small role in determining the development of the banking network in the market in general and in particular Techcombank. Grasping this key point, Techcombank always focuses on building and developing a sales team that is knowledgeable in business, enthusiastic in serving customers with a professional style at work, and strives to become a successful bank. reputation. As well as improving systematization with new technologies to create convenient services for customers.

With a customer-centric strategy, Techcombank wishes to bring customers the best experiences, products and services. In order to do that, employee experience plays a very important role, aiming at Techcombank's core cultural values ​​such as effective collaboration for a common goal, creativity at work, and personal development. body every day.

Wishing to bring a quick and convenient experience to customers, at the same time, Techcombank has always consistently implemented the orientation policy of the State Bank and the Government, according to each solution offered towards the convenience of customers. convenient and accessible for customers in realizing their financial and transactional needs.

However, to build a customer service culture is not easy, it is necessary to go through a process from understanding to surveying customers' wishes, then comparing with the current potential that Techcombank can meet, where or what requirements are best met.

Recommendation

From the limitations pointed out from the research results, there are solutions to overcome as follows

Techcombank needs to listen to customers more, this is a useful tool to help shorten the difference in customer expectations about the quality of services provided by Techcombank. In addition, the professional development of the staff should also be carefully focused with in-depth courses and necessary soft skills for the job to enhance the customer experience.

More investment in care, advertising or promotion strategies is also a way to care about customers. Make customers feel that they are being "specially taken care of" such as receiving preferential information as soon as possible if they are loyal customers, on their birthdays, there are messages to wish them happy birthday, thank accompanying with Techcombank, or more practically a material gift.

Continuing to promote training programs and uniform rules for employees was able to unify customer service culture in all branches. Besides, developing new technologies to make transactions with Techcombank more convenient, catching up with development trends as well as building a perfect customer service culture system.

In the face of new, complicated and unpredictable developments of the Covid-19 epidemic, Techcombank needs to implement urgent solutions to prevent and control the epidemic throughout the system, such as implementing support campaigns with the spirit of being ready to share everything. difficulties, accompanies the people such as implementing many measures: reducing interest rates, extending and delaying debts; exempt, reduce some types of payment transaction fees, etc. to support customers affected by the Covid-19 pandemic.

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39. Tien, N. H. Competitiveness of Enterprises in a Knowledge-Based Economy. PTM Publisher, Warsaw, 2012.

40. Tien, N. H. Competitiveness of Vietnam’s Economy: Modeling Analysis. PTM Publisher, Warsaw, 2013.

41. Tien, N. H., Thai, T. M., Hau, T. H., Vinh, P. T., and Long, N. V. T. "Solutions for Tuyen Quang and Binh Phuoc tourism industry sustainable development: Comparative analysis." International Journal of Research in Marketing Management and Sales, vol. 2, no. 1, 2020, pp. 101–107.

42. Tien, N. H., Hung, N. T., Vu, N. T., and Bien, B. X. "Risks of Vietnamese enterprises in trade relations with China." International Journal of Research in Finance and Management, vol. 3, no. 1, 2020, pp. 1–6.

43. Tien, N. H., and Anh, D. B. H. "Trade freedom and protectionism of leading economies in global trade system." International Journal of Commerce and Management Research, vol. 5, no. 3, 2019, pp. 100–103.

44. Tien, N. H. "Develop leadership competencies and qualities in socially responsible businesses: Reality in Vietnam." International Journal of Research in Management, vol. 1, no. 1, 2019, pp. 1–4.

45. Tien, N. H., and Ngoc, N. M. "Comparative analysis of advantages and disadvantages of the modes of entering the international market." International Journal of Advanced Research in Engineering and Management, vol. 5, no. 7, 2019, pp. 29–36.

46. Tien, N. H., and Ngoc, N. M. "Related and non-related diversification strategy of domestic business groups in Vietnam." International Journal of Advanced Research in Engineering and Management, vol. 5, no. 7, 2019, pp. 12–17.

47. Tien, N. H. "Challenges and opportunities for enterprises in the world of the 4th industrial revolution." Proceedings of National Scientific Conference on Accounting, Auditing and Vietnam Economy in the Face of 4.0 Industrial Revolution, Nov. 2017, Quy Nhon University, Binh Dinh, pp. 441–445.

48. Tien, N. H., Dung, N. T. H., Trang, T. T. T., and Phuong, B. T. N. "Factors affecting tourists’ return intention: A case of Binh Quoi village in Ho Chi Minh City." Journal of Archaeology of Egypt/Egyptology, vol. 18, no. 9, 2021, pp. 493–507.

49. Ngoc, P. B., Tien, N. H., and Trang, T. T. T. "Current path to community-based sustainable tourism development of Khanh Hoa province in Vietnam." Journal of Archaeology of Egypt/Egyptology, vol. 18, no. 9, 2021, pp. 508–525.

50. Ngoc, N. M., and Tien, N. H. "Branding strategy for Gamuda Land real estate developer in Ho Chi Minh City, Vietnam: Celadon City project." Psychology and Education, vol. 58, no. 5, 2021, pp. 3308–3316.

51. Ngoc, N. M., Tien, N. H., and Thu, T. H. "The impact of financial structure on financial performance of logistic service providers listed at Ho Chi Minh City Stock Exchange." Journal of Archaeology of Egypt/Egyptology, vol. 18, no. 2, 2021, pp. 688–719.

52. Ngoc, N. M., Tien, N. H., Chau, P. B., and Khuyen, T. L. "The impact of financial structure on business performance of real estate enterprises listed at Ho Chi Minh City Stock Exchange." Journal of Archaeology of Egypt/Egyptology, vol. 18, no. 8, 2021, pp. 92–119.

53. Tien, N. H., Giao, N. Q., Trang, T. T. T., and Mai, N. P. "Sustainability issues in the development of higher education industry." Hong Kong Journal of Social Sciences, vol. 57, Spring/Summer, 2021, pp. 79–90.

54. Tien, N. H., Anh, D. B. H., Duc, L. D. M., Trang, T. T. T., and Ngoc, P. B. "Subjective well-being in tourism research." Psychology and Education, vol. 58, no. 5, 2021, pp. 3317–3325.

55. Tien, N. H., Dung, N. T. H., Trang, T. T. T., and Ngoc, P. B. "Assessing customer satisfaction for Can Gio tourist destination in Ho Chi Minh City." Journal of Archaeology of Egypt/Egyptology, vol. 18, no. 14, 2021, pp. 249–268.

56. Tien, N. H., Diem, D. L., Trang, T. T. T., and Ngoc, P. B. "Development of tourism in South Central Coastal Provinces of Vietnam." Journal of Archaeology of Egypt/Egyptology, vol. 18, no. 8, 2021, pp. 1408–1427.

57. Tien, N. H., Minh, H. T. T., Diep, N. H., Vu, L. H., Hai, D. T., and Thuan, T. H. T. "ASEAN and China in Vietnam’s international relations in the region." Journal of Archaeology of Egypt/Egyptology, vol. 18, no. 8, 2021, pp. 2661–2680.

58. Tien, N. H., Minh, H. T. T., Diep, N. H., Vu, L. H., Hai, D. T., and Thuan, T. H. T. "China and USA in Vietnam’s international relations in the region." Journal of Archaeology of Egypt/Egyptology, vol. 18, no. 8, 2021, pp. 2681–2710.

59. Tien, N. H., Anh, D. B. H., Ngoc, P. B., Trang, T. T. T., and Minh, H. T. T. "Brand building and development for the group of Asian International Education in Vietnam." Psychology and Education, vol. 58, no. 5, 2021, pp. 3297–3307.

60. Tien, N. H. "Develop leadership competencies and qualities in socially responsible businesses: Reality in Vietnam." International Journal of Research in Management, vol. 1, no. 1, 2019, pp. 1–4.

61. Tien, N. H. "Solutions for sustainable development of Binh Duong tourism." Proceedings of University Scientific Conference on Binh Duong Tourism, Enhancing Competitiveness Towards Sustainable Development, Dec. 2018, Binh Duong Department of Culture, Sport and Tourism, pp. 55–67.

62. Tien, N. H. "Hanoi culture of cuisine as factor attracting tourists to Vietnam." Proceedings of University Scientific Conference on Values of Gastronomic Culture in Tourist Activities, 21 May 2018, Tien Giang University, pp. 101–105.

63. Tien, N. H. "Sustainable development of higher education: A case of business universities in Vietnam." Journal of Hunan University Natural Sciences, vol. 47, no. 12, 2020, pp. 41–56.

64. Tien, N. H. "Solutions for Tuyen Quang and Binh Phuoc international tourism products and services development: Comparative analysis." International Journal of Research in Marketing Management and Sales, vol. 2, no. 1, 2019, pp. 131–137.

65. Tien, N. H. "Trade freedom and protectionism of leading economies in global trade system." International Journal of Commerce and Management Research, vol. 5, no. 3, May 2019, pp. 100–103.

66. Tien, N. H. "Comparative analysis of advantages and disadvantages of the modes of entering the international market." International Journal of Advanced Research in Engineering and Management, vol. 5, no. 7, 2019, pp. 29–36.

67. Tien, N. H. "Related and non-related diversification strategy of domestic business groups in Vietnam." International Journal of Advanced Research in Engineering and Management, vol. 5, no. 7, 2019, pp. 12–17.

68. Tien, N. H. "Social entrepreneurship and corporate sustainable development: Evidence from Vietnam." Cogent Business and Management, Taylor and Francis Publisher, vol. 7, no. 1, 2020, pp. 1–17.

69. Tien, N. H. "Staff motivation policy of foreign companies in Vietnam." International Journal of Financial Management and Economics, vol. 3, no. 1, 2020, pp. 1–4.

70. Tien, N. H. "Working environment and labor efficiency of state-owned enterprises and foreign corporations in Vietnam." International Journal of Financial Management and Economics, vol. 2, no. 2, 2019, pp. 64–67.

71. Tien, N. H. "International distribution policy: Comparative case study of Samsung and Apple." International Journal of Research in Marketing Management and Sales, vol. 1, no. 2, 2019, pp. 24–27.

72. Tien, N. H. "Sustainability of coastal tourism development: Comparative analysis of Vietnam’s Northern and Southern provinces." Journal of Southwest Jiaotong University, vol. 55, no. 6, 2021, pp. 1–19.

73. Tien, N. H. "Knowledge management in the context of Industrial Revolution 4.0." International Journal of Commerce and Economics, vol. 2, no. 1, 2020, pp. 39–44.