Over the past decade, the human financial problem has been and is being solved by a number of operating and trading enterprises. Countries around the world now provide business through financial settlement for a number of customers with legitimate needs. This field is being supported and developed, creating more and more large enterprises, covering all countries. For this development, there are many benefits to the people of Vietnam. VIB is also one of the developed banks located in Vietnam. To overcome difficulties in life, the Bank will support each person's circumstances to a certain extent. Thus, it can also be called a valid and lawful cooperation between the two parties. Therefore, the issue of Customer Service of the Banks is getting more attention nowadays. Because Customers feel satisfied about this cooperation, they will be more attentive. Most of the profits will come from 2 parties, Customers or banks. Because banks can lend to get low interest rates, and vice versa, customers can also deposit money in banks in exchange for an interest rate suitable for a certain period of time.

In such a fiercely competitive environment, customers are the decisive factor in the survival and brand positioning of banks. The bank that wins the attention and loyalty of customers will stand and grow. Business customer orientations are becoming the most important strategies of banks. How to bring satisfaction to customers in the best way is always a matter of international VIB Bank in general and the other particular bank. Thus, for the Bank, customer service is very important to be paid attention to and creates customer satisfaction.

Research objective: Customer service culture at VIB International Bank. To show how important the Customer Service Culture is.

Research object: The thesis focuses on the study of Customer Service Culture at VIB International Bank.

Current state analysis for VIB bank

Current status of customer service at VIB: VIB building websites, mobile apps, concise content to grasp information quickly, takes less time and effort. Industrial Revolution 4.0 with a change in the habits to create a clear influence in the banking sector. With the advantage of quick -witted, private banks are showing a positive advantage in the approach and enhance the customer experience in the distribution channel, and the product of digital technology. 

VIB is one of the pioneer banks moved pour i strongly in providing products and services based on digital technologies such as websites and mobile applications, to provide customers with simple banking services quickly, simply and securely. VIB consecutively receive great prizes on from a number of prestigious institutions at home and abroad. MyVIB own applications and especially banking website of www.vib.com.vn are rated highly on customer experience. Trends in the world of banking is growing rapidly from day to day. In addition to continuing to improve the product, basic services such as opening account, transfer money, pay bills, expenditure management, financial consulting, effective investments to help customers manage their resources on digital technology platform. The Bank also actively open its role in the ecosystem of digital technology by creating platforms designed to connect customers with units providing consumer services to create increased value to customers. Such as additional services online shopping, gifts, electronics, air ticket booking, hotel. right on the technology platform, which helps customer transactions in a simple way, fast and secure.

Feature

Regarding user interaction features, VIB website offers smart financial calculation tools that help customers easily calculate savings and loans before deciding to use the product. Besides, when registering products and services online on VIB digital banking website, customer support service within 5 minutes with a minute-by-minute countdown effect shows VIB's efforts and commitment in serving customers. row. VIB website also provides a platform to look up information for customers about real estate projects, a wide network of showrooms that VIB has affiliated with as well as reference price information of each type of vehicle to help customers easily find the product line. My dream car is like my dream house.

Service, security

In services, in addition to focusing on the development of services catering to guests when using the products of the bank as account manager, delivered straight finance, card management comprehensively, the bank also opened Extensive personalization for each user. For example, allows you to change the background image, rather than the main services that you use on your home screen.  The service is very simple which again creates the difference in customer experience.

Domestic customer service culture besides the achievements in financial and banking services is always interested and actively responding as well as carrying out activities for the community, contributing to the common development. of the home country. In recent years, VIB's staff has actively participated in many meaningful social and charity programs, focusing on 3 areas: Education, environment, and community development such as With its practical action VIB awarded the " Enterprises implement the Social Protection and Social Responsibility" by the Ministry of Planning and Investment and Economic Forecasting Report institution c.

• Sponsoring the Banking Academy's Future Banker program;

• Sponsoring the program of Honoring the Vietnamese Land;

• Supporting victims leading the collapse of Can Tho bridge;

• Support to build a hospital for the poor in Kien Giang province; support the fund for Children's Smile; support flood compatriots in the Central region.

• Vietnamese talent nurturing program for poor primary school students to overcome difficulties in 10 provinces and cities nationwide.

VIB received the international award Vietnam International Bank (VIB) has just been recognized as the Bank with the most innovative working environment in Vietnam in 2018 by the international financial magazine - International Finance based in United Kingdom.    

First, VIB focuses on building a democratic working environment with a model in which organizational structure boundaries are relative, creating an environment for smooth information exchange. It is a premise for creativity and smooth coordination in the organization. VIB also create mechanisms to empower flexible management based on policies of defined clarity and contacts, help employees be more active in the decision handled at the job, is also to show confidence in employees. 

Second, VIB also focus on investment and continually upgrade working conditions to give employees a workplace with high amenities. The Bank highly respects 5S culture, creating a clean, airy, tidy and low-paper work space; there is no respite, providing maps for the needs of employees. 

Third, VIB focused on promoting the culture of learning. Determine the success of organizations function depends on internal capacity of staff employees, VIB always focus on developing and perfecting 5 core competencies for staff employees, which includes: Knowledge; Capacity of quick decisions; Ability to respond to any changes; Development thinking and ultimately the empathy.

To better understand the research on banking service culture with the development and economic integration, external data related to the service culture of VIB international bank in order to help the company make better decisions. service decisions more effectively. Listen to the voice of the customer and translate that information into the right management. Market research can be as simple as handing out a recommendation card to a customer, or as complex as a sample survey that requires careful preparation from survey questions and opinion polling techniques to the final statistical analysis of data.

Direct Observation

Observe what products or services customers are buying and how they use them. Pay special attention to the difficulties customers face when using popular products and services. 

Experiment

Example of a creative bank introducing new features for online payment cards and introducing customers to transactions. After that, the bank will record the reaction of customers to adjust pricing and fit before the official market launch of the product the school and ng 

Collecting and analyzing purchase data

The development of information technology and card codes have made it possible for banks to keep information about customers' needs and tastes. For example, by tracing card data on a computer, a bank can accurately and quickly determine a customer's transaction level to determine the frequency of use, as well as to have a form of promotion for customers. loyal goods. Direct mail banks go a step further by tapping into customer databases to determine which customers should receive promotions or special offers.

Survey research 

Surveys are used to poll the opinions of current and potential customers often around issues: satisfaction, tastes, price objections, knowledge about products and services, etc. Sample surveys will be conducted on a sample of customers representing the target market. The larger the sample group size, the more accurate and reliable the results obtained. 

Focus groups

A focus group is a group of people invited to discuss their products, services, perceptions about a particular company, or even political issues, etc. a trained mediator. This intermediary can ask focus group members, such as

Interviewing Dissatisfied Customers

No one wants to receive bad news, but you can learn a lot from interviewing unhappy and frustrated customers. lose benefits than others. Potential customers can tell you what they want, but there is no guarantee that they will spend money to buy the bank's services. Satisfied customers can tell you what to expect from your product, but you already know this. Meanwhile, unsatisfied and disinterested customers can point out the weak points, what is not worth the products and services provided. In addition, more data can be gathered through popular sources such as government publications, census data, trade journals, trade shows and the Internet. Small banks, if they lack the capital to organize an independent research lab, can take advantage of these resources. However, for some specific research, the bank may have to purchase research services or, if it is necessary to conduct research on its own, the company may hire outside resources to carry out the research. a certain fee agreed upon by both parties.

In the fiercely competitive environment of the integrated economy, the International Commercial Joint Stock Bank has well met the quality of customer care services. Since then, it has become a reputable bank.  The article has given some solutions and recommendations to help improve the quality of customer service at the branch.

Advantages of VIB

Over the past year, VIB has achieved excellent business results reflected in the strong growth in both size and quality in key business segments in the context of the global response to the Covid-10 pandemic. This confirms VIB's capacity and consistency in strategic orientation to become a leading retail bank with high technology content. In November 2020, VIB officially moved from UPCOM to listed on HoSE with nearly 1 billion shares traded. VIB believes that this will bring higher and higher values ​​to shareholders in terms of transparency, transaction size and liquidity of shares. This is also the driving force for VIB to continue its high-speed and steady growth momentum established over the years to bring optimal values ​​to customers, employees and shareholders.

Strong growth, proactive and flexible response to Covid-19 Since the beginning of the Covid-19 pandemic, Vietnam has flexibly responded to and prevented the outbreak of the pandemic and is one of the few economies in the world. positive growth in the past year. In that context, all VIB employees have shown great efforts, high discipline and flexibility to ensure continuous and uninterrupted business operations. VIB has focused resources on proactively implementing Circular 01 and Directive 02 of the State Bank of Vietnam related to military governance, operation and customer support during Covid-19 pandemic. VIB is one of the pioneer banks to offer a support package for both existing and new loans, with a support interest rate of up to 2.0%.

Parallel, VIB has exempted or reduced transaction fees for many clients, including money transfers interbank payment transactions online. With the initiative to respond to the pandemic and flexibility in business operations, the Bank has achieved impressive results in the past year. Total assets reached 245 trillion. 33% growth compared to 2019, in which credit growth reached 29.4%. Increased cost efficiency, with the coefficient costs on total income (CIR) decreased from 42.2% to 39.8%. With outstanding business results, the rate of return on average equity (ROAE) VIB 30%, of the top of the industry. The proportion of safety are followed as well as indicators on raising lending (LDR) expenditure at 76.6%, coefficient of short-term funds for long-term loans at 34.696 compared with provisions respectively is less than 85% and 40%, CAR reached 10.12% Basel Il. NPL ratio was 1.46% at the management and no loans and bonds from 2018 VAMC.

Pioneer of bank with superior technology, utilities optimization and breakthrough growth Last year marked the gigantic growth of VIB array of bank, with the number of customers registered through the application MyVIB 3-fold increase, contributing to the total number of customers exceeded 3 million VIB customers. The number of customers enabled banking services increased by 103% and the number of transactions online grew 110% in 2020. The Annual Report 2020 5 factors have helped VIB among the top banks billions significant number of online transactions the highest, at 91% of the total number of transactions. This is the result of investments in technology continuously over the years, confirmed the position's pioneering VIB in the application of modern technologies such as processing large data (Big Data), artificial intelligence (Al) and cloud computing (Cloud) to promote business. VIB research, grasp and catch the consumer trend of the times, and actively apply the processes, new technology solutions by collaborating with startups for offering innovative products and services in the market.

Continuing to lead in quality and growth in core retail businesses VIB orients to take care of every step in the cardholder's journey. Personally, I have observed that banks take care of customers more at the sales stage than after sales... All banks have after-sales support such as call centers, preferential programs. Some banks are only interested in VIP customers with large deposits and high spending limits.

With VIB, credit card holders spending VND 15 million a month are taken care of by VIP regime. Not classifying extremely VIP customers, but taking care of regular customers and using VIB cards as the main transaction bank. For all credit card holders, VIB has a 24/7 support hotline, attractive incentive programs, and the bank's annual incentives.

Difficulties of VIB

In the face of complicated developments in the epidemic situation, besides prioritizing all resources to maintain safe and sustainable business operations, VIB actively cooperates with customers, partners, and the State Bank of Vietnam (SBV) and management agencies to minimize the negative impacts of the epidemic on life and the economy. Accordingly, based on the impact assessment of the Covid-19 epidemic, VIB will reduce interest rates for customers affected by the Covid-19 epidemic with an average reduction of 1.5% from July 15. to end on 12/31/2021.

According to initial estimates, there will be more than 8,500 customers with interest rate reductions, which are businesses in government priority industries, SME businesses, individual customers and businesses in other sectors affected by the Covid-19 pandemic.

Previously, when the Covid-19 pandemic broke out in 2020, in response to the Government's call and the direction of the SBV, VIB made many reductions in lending interest rates for corporate and individual customers to remove difficulties. for affected customers. As one of the first banks to offer a support package for both existing and new loans, since the beginning of 2020, more than 3,000 VIB customers have been restructured according to Circulars 01 and 03 of the State Bank, nearly 10,000 VIB customers are entitled to a reduction in interest rates from 0.5% to 2%. In the second quarter of 2021, the bank contributed 20 billion VND to support the Government's Covid-19 Vaccine Fund.

Facing the complicated situation of the epidemic, VIB also promoted online transaction channels to create convenience and ensure safety for customers. Customers can easily open a card for payment, open a payment account, online savings, money transfer and other banking services 24/7 right at home without having to go to a bank branch, no should meet the staff do not need paper records. Besides, VIB continuously implemented many incentive programs for customer transactions through payment accounts and cards. The bank applies 0% interest installment conversion for 3 months for credit card spending from VND 3 million, bringing the minimum credit card payment to VND 0 and many other practical supports for customers during the Covid-19 pandemic.

On the market side, the increased use of technologies and digital platforms is also a premise to promote non-cash payments. VIB representative cited data that 66% of Vietnamese people use the Internet, 72% use smartphones out of a total of 143 million people using mobile phones, 44% of banking customers use electronic payment channels. 158 million cards in circulation, more than 10 million people using e-wallets. 

However, according to the State Bank of Vietnam, currently only 30% of the population has a bank account, 18,668 ATMs and 261,705 payment machines accept cards, serving 158 million cards, of which 85%. cash withdrawal transaction. Even with the rise of digital, 99% of Vietnamese still transact cash every day. Wishing to have more policies to promote service providers and payment acceptance points to gradually switch to using cashless payment solutions.

Changing customer habits, expanding the coverage of e-commerce in neighboring provinces and cities, and improving the payment process are the first important factors to improve the customer experience, through which widely develop non-cash payment methods in Vietnam

VIB is one of the banks that actively innovates products and services, strongly applies methods to improve customer experience to promote non-cash payments. The strategy of diversifying credit card lines and expanding the customer base using MyVIB e-banking has been effective. 

VIB credit card opening speed has increased by 150% over the same period. The unit is also one of the leading banks in terms of MasterCard credit card spending with a growth of 300% compared to 2017, twice the average growth rate of the market.

60% of individual customers use electronic payment channels, 77% of individual customers' transactions are made through the MyVIB mobile application. This is also a digital banking application that has received high praise from users and international organizations for its variety of utilities and convenient experience for customers.

In the process of international economic integration and the global economic crisis, the service culture - working environment is considered as a very valuable asset of the business like any other asset. that the business owns. Therefore, the construction, development and protection of corporate culture is one of the necessary and vital tasks for businesses in Vietnam in the current context.

The current economic crisis has been posing significant difficulties and challenges to the world economy in general and the Vietnamese economy. On the other hand, it also forces us to look and evaluate more seriously the operation of the market, especially the financial market system with the core force being international financial institutions and banks. More than ever, the issue of bank risk management with a focus on corporate credit ratings is the most urgent task for commercial banks to initially limit potential risks and at the same time Find your own path in the future. The research topic would like to mention some of the most basic aspects of business improvement to serve as a theoretical basis for solving the weaknesses and limitations of the enterprise system. On the basis of learning about this problem in Vietnam and internationally, I would like to propose some solutions and recommendations to better improve the corporate credit social work at the Branch, thereby contributing to minimizing risks. risks and improve service quality further in the coming time.

Recommendation

Take advantage of opportunities to develop markets, products, new distribution channels in Covid-19pandemic, such as inventory financing, lending support rapid export; increased demand payment in reduction or free to existing customers. International Bank VIB need instructions on how to use on-site or via SMS to the customer; enhance the development of consumer loans to individual customers in order to stimulate the economy; interested in developing market segment of low-income customers. This is the market share potential customers in Vietnam, 69% in terms of the population do not have a payment account in the bank, but there are number of mobile subscribers and internet users.

Strengthen measures to stabilize the exchange rate in the short term. In which, the macro-economy scenario should be made if the currency's devaluation falls into 3 levels of 1-3%, 3-5%, and 5-7% to have appropriate options with the monetary policy of the country. 

Direct liquidity assistance to banks with practical and specific support for businesses in difficulty, thereby providing liquidity support to the corporate system, especially affected small and medium enterprises affected by the Covid-19 pandemic. Training and developing a new supervisory culture: as a supervisory body, it is necessary to actively guide and urge commercial banks to soon issue regulations on standards and minimum capital requirements. for the risk management system applied at the bank, including the control system, internal audit, asset and liability management system, credit risk management, operational risk and market risk. The minimum requirements that banks need to meet are the prerequisites for the state supervisory authority to approve the use of the respective risk management system of the bank.

1. Francis, Buttle, and Stan Maklan. Customer Relationship Management Concepts and Technologies. 2019.

2. McGraw Hill Education. CRM at the Speed of Light, Fourth Edition. 2017.

3. Greenberg, Paul. CRM at the Speed of Light. McGraw-Hill Osborne Media, 2004.

4. Greenberg, Paul. CRM at the Speed of Light: Capturing and Keeping Customers in Internet Real Time. McGraw-Hill Osborne Media, 2001.

5. Customer Relationship Management: Concepts & Applications. Dreamtech Press, 2007.

6. Customer Relationship Management: Concepts and Technologies. T&F India, 2019.

7. Customer Relationship Management: Concepts and Cases. Second edition, Prentice Hall India Learning Private Limited, 2012.

8. Customer Relationship Management. Second Edition, Taylor and Francis, 2008.

9. Customer Relationship Management: Perspectives from the Market Place. Butterworth-Heinemann, 2002.

10. Customer Relationship Management: A Strategic Imperative in the World of e–Business. Wiley & Sons, 2000.

11. Tien, N. H., N. T. Hung, and N. V. Tien. "The role of brand and brand management in creating business value - case of Facebook Vietnam." International Journal of Research in Marketing Management and Sales, vol. 1, no. 2, 2019, pp. 124-128.

12. Tien, N. H., H. T. T. Minh, and P. V. Dan. "Branding building for Vietnam higher education industry - reality and solutions." International Journal of Research in Marketing Management and Sales, vol. 1, no. 2, 2019, pp. 118-123.

13. Tien, N. H. "Knowledge Management in Strategic Alliances and Foreign Joint Ventures." Proceedings of University Scientific Conference of: “Young Lecturers and MBA Students”, Faculty of Economics, TDM University, 15 June 2018, pp. 141-149.

14. Tien, N. H., P. P. Phu, and D. T. P. Chi. "The role of international marketing in international business strategy." International Journal of Research in Marketing Management and Sales, vol. 1, no. 2, 2019, pp. 134-138.

15. Tien, N. H., N. T. Vu, H. T. Dung, and L. D. M. Duc. "Determinants of real estate bubble in Vietnam." International Journal of Research Finance and Management, vol. 2, no. 2, 2019, pp. 75-80.

16. Tien, N. H., N. T. Vu, and N. V. Tien. "The role of brand and brand management in creating business value - case of Coca-Cola Vietnam." International Journal of Research in Marketing Management and Sales, vol. 1, no. 2, 2019, pp. 57-62.

17. Tien, N. H., B. X. Bien, and N. V. Tien. "Solutions enhancing competitiveness of made-in-Vietnam brands in Vietnamese market." International Journal of Research in Marketing Management and Sales, vol. 1, no. 2, 2019, pp. 93–99.

18. Tien, N. H., H. T. Dung, and N. V. Tien. "Branding building for Vietnam tourism industry - reality and solutions." International Journal of Research in Marketing Management and Sales, vol. 1, no. 2, 2019, pp. 63–68.

19. Tien, N. H., and D. B. H. Anh. "Japanese Innovation Policy and Development of High Quality Human Resource – Experiences for Vietnam." Proceedings of International Scientific Conference in Economics and Business (ICYREB) on: “National Entrepreneurship and Innovation”, Academy of Finance in partnership with IPAG Business Institute (France), York University (Canada), and Waikato University (New Zealand), 30 Oct. 2018, Hanoi, pp. 108–114.

20. Tien, N. H., and D. B. H. Anh. Global Strategic Marketing Management. Ementon Publisher, 2017, Warsaw.

21. Tien, N. H., and D. B. H. Anh. "Comparative analysis of the process of economic integration of EU and ASEAN." International Journal of Commerce and Management Research, vol. 5, no. 3, 2019, pp. 96–99.

22. Tien, N. H. "Application of CRM in Agricultural Management." Proceedings of National Scientific Conference on: “Development of High-tech Agriculture in the Highlands in the Context of Regional Linkage and International Integration”, Institute of Social Science in Central Region, Vietnam Academy of Social Science, Apr. 2019, pp. 216–223.

23. Tien, N. H., D. T. Y. Nhi, and D. T. P. Chi. "CRM Application in Agricultural Management in the Mekong Delta." International Journal of Multidisciplinary Research and Development, vol. 6, no. 10, 2019, pp. 123–126.

24. Tien, N. H. "CRM Application in Managing Hotel, Restaurant and Tourism Services in Vietnam." International Journal of Research in Management, vol. 1, no. 1, 2019, pp. 14–17.

25. Tien, N. H. "CRM Application in Customer Service Management at Big4 Banks in Vietnam." International Journal of Research in Management, vol. 1, no. 1, 2019, pp. 9–13.

26. Tien, N. H., D. B. H. Anh, N. M. Ngoc, and D. T. Y. Nhi. "Sustainable Social Entrepreneurship in Vietnam." International Journal of Entrepreneurship, vol. 23, no. 3, 2019, pp. 1–12.

27. Tien, N. H. Human Resource Management. VHU Publisher, 2020, Ho Chi Minh City, Vietnam.

28. Tien, N. H. Strategic International Human Resource Management. Ementon Publisher, 2017, Warsaw, Poland.

29. Tien, N. H. Responsible and Sustainable Business. Eliva Press, 2020, Chisinau, Moldova.

30. Tien, N. H., D. B. H. Anh, and T. D. Thuc. Global Supply Chain and Logistics Management. Academic Publications, 2019, Dehli, India.

31. Tien, N. H., T. T. Thao, and D. B. H. Hung. "Sustainability issues in social model of corporate social responsibility. Theoretical analysis and practical implications." Journal of Advanced Research in Management, vol. 19, no. 1, 2019.

32. Tien, N. H. "Green Entrepreneurship Understanding in Vietnam." International Journal of Entrepreneurship, vol. 24, no. 2, 2020.

33. Tien, N. H., H. T. T. Minh, N. M. Ngoc, and V. K. Nhan. "Family business in Vietnam and in Poland: Review of characteristics and trend of development." Journal of Southwest Jiaotong University, vol. 54, no. 6, 2020, pp. 1–19.

34. Duc, L. D. M., H. T. X. Thuy, N. T. H. Yen, and N. H. Tien. "Corporate Social Responsibility and Corporate Financial Performance Case of Listed Vietnamese Companies." Zeszyty Naukowe Politechniki Częstochowskiej. Zarządzanie, vol. 32, 2018, pp. 251–265.

35. Tien, N. H. International Economics, Business and Management Strategy. Academic Publications, 2019, Dehli, India.

36. Tien, N. H. Principles of Management. Financial Publisher, 2020, Ho Chi Minh City.

37. Tien, N. H., H. T. T. Minh, L. D. M. Duc, and N. P. Mai. "Enhancing Sustainability in the Contemporary Model of CSR: a Case of Fast Fashion Industry in Developing Countries." Social Responsibility Journal, 2020.

38. Tien, N. H., P. Q. Viet, N. M. Duc, and V. T. Tam. "Sustainability of Tourism Development in Vietnam’s Coastal Provinces." World Review of Entrepreneurship Management and Sustainable Development, 2020.

39. Tien, N. H. Leadership in Social Responsible Enterprises. Ementon Publisher, 2015, Warsaw.

40. Tien, N. H., D. B. H. Anh, and N. M. Ngoc. "Corporate Financial Performance due to Sustainable Development in Vietnam." Corporate Social Responsibility and Environmental Management, vol. 27, no. 2, 2019, pp. 1–12.

41. Tien, N. H., and D. B. H. Anh. "Gaining competitive advantage from CSR policy change: case of foreign corporations in Vietnam." Polish Journal of Management Studies, vol. 18, no. 1, 2018, pp. 403–417.

42. Tien, N. H. Change Management in a Modern Economy. Modelling Approach. PTM Publisher, 2012, Warsaw.

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

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

45. Tien, N. H., T. M. Thai, T. H. Hau, P. T. Vinh, and N. V. T. Long. "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.

46. Tien, N. H., N. T. Hung, N. T. Vu, and B. X. Bien. "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.

47. Tien, N. H., and D. B. H. Anh. "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.

48. 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.

49. Tien, N. H., and N. M. Ngoc. "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.

50. Tien, N. H., and N. M. Ngoc. "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.

51. 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”, 2017, Quy Nhon University, Quy Nhon, Binh Dinh province, pp. 441–445.

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

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

54. Ngoc, N. M., and N. H. Tien. "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.

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

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

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

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

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

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

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

62. Tien, N. H., HTT Minh, NH Diep, LH Vu, DT Hai, & TTH Thuan (2021). China and USA in Vietnam’s Inter­na­tional Relations in the Region. “JOUR­NAL OF AR­CHE­OLOGY OF EGYPT/ EGYPT­OLOGY”, 18(8), 2681-2710.

63. Tien, N. H., DBH Anh, PB Ngoc, TTT Trang, & HTT Minh (2021). Brand Building and Development for the Group of Asian International Education in Vietnam. “PSY­CHOLOGY AND EDUCATION”, 58(5), 3297-3307.

64. Tien, N. H. (2019). Develop Leadership Competencies and Qualities in Socially Responsible Busi­nesses – Reality in Vietnam. “IN­­­TER­­NATIONAL JOUR­­NAL OF RE­SEARCH IN MANAGEMENT”, Vol.1, No. 1, 01-04.

65. Tien, N. H. (2018). Solutions for Sustainable Development of Binh Duong Tou­rism. Proceedings of University Scien­­­tific Conference on: “Binh Duong Tou­­rism, Enhancing Competitiveness to­­­wards Sustainable Development”, 55-67. Binh Duong Department of Culture, Sport and Tourism. December 2018.

66. Tien, N. H. (2018). Hanoi Culture of Cuisine as Factor Attra­c­ting Tourists to Viet­nam. Proceedings of University Scientific Conference on: “Va­lues of Gastronomic Culture in Tou­rist Activities”, 101-105. Faculty of Social Science and Humanities, Depart­ment of Culture and Tourism. 21 May 2018, Tien Giang Uni­ver­sity. 

67. Tien, N. H. (2020). Sustainable Development of Higher Edu­cation. A Case of Business Universities in Viet­nam. “JOU­R­­­­NAL OF HUNAN UNI­VER­SITY NATURAL SCIENCES”, Vol. 47, No 12., 41-56.

68. Tien, N. H. (2019). 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, 131-137. 

69. Tien, N. H. (2019). Trade Freedom and Protectionism of Lea­ding Economies in Global Trade System. “IN­­­TER­­NATIONAL  JOUR­­NAL OF CO­M­­MERCE AND MANAGEMENT RE­SEARCH”, May 2019, Vol. 5, No. 3, 100-103. 

70. Tien, N. H. (2019). Comparative Analysis of Advantages and Disadvantages of the Modes of Entrying the International Market. “IN­­­TER­­NATIO­NAL  JOUR­­NAL OF AD­VANCED RE­SE­ARCH IN EN­GI­­NEE­RING AND MA­NAGEMENT”, Vol. 5, No. 7, 29-36.

71. Tien, N. H. (2019). 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, 12-17.

72. Tien, N. H. (2020). Social Entrepreneurship and Corporate Sustainable Development. Evidence from Vietnam. “CO­GENT BUSINESS AND MANAGE­MENT”, Taylor and Francis Publisher, Vol 7, No 1, 1-17.   

73. Tien, N. H. (2020). Staff Motivation Policy of Foreign Com­panies in Vietnam. “IN­­­­­TER­­NATIONAL JOURNAL OF FINANCIAL MANA­GEMENT AND ECONOMICS”, , Vol. 3, No. 1, 1-4.

74. Tien, N. H. (2019). 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, 64-67.

75. Tien, N. H. (2019). International Distribution Policy – Com­parative Case Study of Samsung and App­le. “INTERNATIONAL  JOUR­NAL OF RESEARCH IN MARKETING MANA­GEMENT AND SALES”, Vol. 1, No. 2, 24-27.

76. Tien, N. H. (2021). Sustainability of Coastal Tourism Deve­lop­ment: Comparative Analysis of Viet­nam’s Northern and Souththern Provin­ces. “JOUR­­NAL OF SOUTHWEST JIAO­TONG UNIVERSITY”, Vol. 55, No. 6., 1-19.

77. Tien, N. H. (2020). Knowledge Management in the Context of Industrial Revolution 4.0. “IN­­­TER­­NA­TIO­NAL JOUR­­NAL OF COMMERCE AND ECONOMICS”, Vol. 2, No. 1, 39-44.