Himalayan Economics and

Business Management
Open Access
Research Article
Customer Relationship Management at Vietcombank Ho Chi Minh
City in Vietnam
Nguyen Minh Ngoc1, Nguyen Hoang Tien2 and Dinh Ba Hung Anh2
1
Van Hien University, Vietnam
2
Ho Chi Minh City University of Finance and Marketing, Vietnam
Abstract: This article will systematize knowledge concepts and theoretical issues related
*Corresponding Author to customer relationship management and select a CRM application model suitable for
Nguyen Minh Ngoc commercial banks. Regarding the research object, this article will focus on analyzing the
current situation of customer relationship management at Vietcombank, thereby building a
Article History more complete customer relationship management system. Building customer policies with
Received: 11.04.2021 the target customer group to create value for customers, maintain and increase customer
Accepted: 22.04.2021 loyalty will help reduce management costs, increase business efficiency, contribute to
Published: 10.05.2021
improving customer satisfaction, customer service capacity at Vietcombank.
Citations: Keywords: CRM, Vietcombank, customer relationship management, Ho Chi Minh City .
Nguyen Hoang Tien, Dinh Ba
Hung Anh, & Nguyen Minh Ngoc.
(2021); Customer Relationship
Management at Vietcombank Ho
Chi Minh City in Vietnam. Hmlyan
Jr Eco Bus Mgn; 2(4) xx-xx

I
1. NTRODUCTION
The urgency of the subject
Today, with the cooperation of countries to bring about a growing economy, the cooperation for integration is a
matter of concern because it is accompanied by very fierce competition, along with all banks. Today's commerce, to
survive and develop sustainably, it is necessary to depend on whether the customer is the main one, whether or not they
can be satisfied and whether or not they can deliver their expectations, which is a very worrying issue today.

To maintain their loyalty is a problem that banks have to solve a lot. With a customer to easily transact with any
commercial bank if they want and they will also be disloyal if that party does not provide them with a need. Because
nowadays, commercial banks always consider customers as the top priority in all their activities. So building a good
customer relationship will bring a lot of benefits and help Vietcombank Ho Chi Minh City (VCB HCMC) take better care
of customers and promote loyalty, sustainability and maximum customer trust. about customer needs. Besides, it also
means that it will help VCB reduce costs, increase efficiency in the business process and improve the fierce competition
like now. Therefore, this is the reason why the authors have chosen the topic: " Customer relations at Vietcombank Ho
Chi Minh City"

Object and scope of research

Research object: Theoretical and practical basis of customer relationship management activities at VCB.

Research scope: On the basis of theory as well as practical activities of CRM at VCB, thereby building a CRM
system at VCB.
RESEARCH METHODS
The article uses different research methods, in which mainly dialectical materialism, historical materialism, analytical
approach and systematization of objects such as statistical tools, analytical tools, etc. extrapolation, qualitative and
quantitative comparative methods for research.

Scientific and practical significance

 Orientation of CRM activities for sales of products and services at VCB
 Analyze customers to have an overall picture of customers and understand their requirements through which to build
reasonable policies to satisfy the increasing needs of customers.
 Develop policies for each target customer group
 Improve customer loyalty through CRM activities

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Nguyen Minh Ngoc, et al., Jr Eco Bus Mgn; Vol-2, Iss- 4 (July-Aug, 2021): 24-31
2. THEORETICAL BASIS OF CRM
2.1 Overview of the CRM system
CRM stands for Customer Relationship
Management. It is the strategy of companies in
developing close relationships with customers through
research, thoroughly understanding the needs and habits
of customers, approaching and communicating with
customers systematically and effectively, manage
customer information such as account information,
needs, contact in order to better serve customers.
Through the customer relationship system, the
customer information will be updated and stored in the
database management system. Thanks to a special data
detection tool, businesses can analyze and form a list of
potential customers.
A CRM system is simply the application of software
to keep track of customer data. However, a more
complex system requires a combination of factors:
information, people, policies and the company's efforts
to attract and retain customers.
CRM Operation Process
Talking about CRM activities, there are 5 main
points that form a closed circle and when we start, we
can start from any point (Note that customer-centric)
Sales: this can be considered as a main task of CRM,
in sales operations, there are activities around such as:
Transactions, mailing labels, emails, quotes,
appointment schedules, contracts, shipment, collecting
money.
Marketing: When a customer buys our products, that
means a transaction has been made, the next step is to
set up Marketing plans to entice customers to buy more
of our company's products.
Service: When customers buy products from the
company, the next job is to provide the best services to
customers such as: giving gifts on the occasion of the
company's establishment, February 14, March 8,
November 20. The purpose is to attract customers back
to buy from the company for the next time.
Analysis: When we create a list of target customers
or customers who have purchased our company's
products (Customers have made any transactions) The
analysis will be considered as a key element for our
companies. Sales, marketing, and service follow-up
such as analysis by age, region,which products are best-
selling, and generally analyze whatever the CRM user
wants.
Collaborative: Provides the ability to interact with
customers (phone, email, fax, web, sms, post, in
person). CRM helps businesses interact with customers
through all channels (direct contact, mail, fax, phone,
25
web, e-mail) and supports the coordination between
teams of employees with customer channels.
row. Collaborative CRM is a solution that ties people,
processes, and data together so businesses can better
serve and keep their customers.
CRM implementation
Implementing a CRM program is more than simply
buying the right software and installing it into the
system. In order for a CRM program to be effective,
organizations must first decide what types of customer
information should be of interest and for what purposes.
For example, many financial institutions store
customer "lifetime" information for the purpose of
marketing insurance products to customers at
appropriate intervals, close to customer needs.
Organizations then need to consider the different
ways in which customer information is recorded, how
and where customer data is stored, and how this data is
currently being stored. use. A company can interact
with customers in a variety of ways, such as by mail,
website, physical store, call center, mobile sales force
or marketing campaigns and advertisement.
2.2. The role of the CRM system in the business
strategy of banks
CRM helps to centralize customer management
With a CRM, you no longer have to worry about the
sales staff leaving their jobs with a list of customers,
transaction history, customer debt, etc. CRM allows you
to store customer information in a customer database in
a straightforward way, collect all kinds of customer
information such as: customer list, customer profile,
transaction history and debt with every customer.
With CRM, employees don't need to save customer
data on personal computers, don't need to record
customers on a notebook anymore. The entire customer
database (of the CRM system) is stored on the server
(or in the cloud storage technology in
a centralized way, so it is safe, secure and remotely
accessible.
 Safety: customer database is backed up (backup)
daily; Even if the sales staff quit, it's okay...
 Security: every object accessing the customer
database must have the correct name & password,
all work tasks are controlled with proper
responsibility and authority...
 Remote access: any object, any work task can use a
phone or computer to access the CRM system
anytime, anywhere.
CRM helps improve the organization of customer
information tin
Big data and science because customer information
is as large and large as an encyclopedia of customers,
classified, quantified, and organized in databases stored
Nguyen Minh Ngoc, et al., Jr Eco Bus Mgn; Vol-2, Iss- 4 (July-Aug, 2021): 24-31
on servers or in storage technology. cloud 4.0 You and
employees can now only operate on the computer or
smartphone screen, both quickly and easily; For
example, staff booking appointments to negotiate with
customers is extremely convenient.
Detailed and automatic because customer
psychology, customer behavior, or customer
interactions with businesses are tracked and recorded
automatically through customer clicks anytime,
anywhere such as: surveys, reviews, product images on
your website or landing page; click & open on
email; like & follow on fanpage.
CRM helps to communicate customer information
The CRM system itself will remove that concern. A
CRM system gives every employee access to the same
customer details; In other words, the CRM system
provides customer details to any employee who needs
it. With CRM, individual customer and business
You work from the same flow of complete, detailed and
accurate customer information.
CRM helps improve customer service
According to a statistic, an average CRM system
can retain business customers up to 30%. CRM not only
does a good job of managing and taking care of new
customers, but also supports and retains old customers,
with available email / SMS scripts and templates. The
email and SMS customer care system will automatically
remind, notify, email, and send SMS messages to
customers on birthdays and opening days; on special
occasions, holidays.
CRM overall management of customer requests and
contacts; and the answers, the feedback of the customer
care staff. CRM also manages and tracks each
customer's specific case; and clear and detailed
handling solutions of specialized staff.
2.3. Features of CRM systems at banks
Currently, there are a few commercial banks in
Vietnam that have applied CRM technology and
initially achieved positive results. Many banks in
Vietnam are at CMS level - communication
system. This partly limits the effectiveness of customer
relationship management activities because banks have
only built a common database system for finding
customer information and sharing it between
departments. marketing, sales and customer care
exploitation.
What is CRM in banking?
CRM is the system to discover potential customers,
turn them into customers and then keep customers
coming back to use the company's services. Thus, CRM
is the synthesis of many marketing techniques to the
management of two-way information with
customers. Like many different customer analysis tools,
26
CRM analyzes the behavior of each market segment to
the shopping behavior of each customer.
What effectiveness does CRM application bring in
banking?
From a technology perspective, CRM in banks with
supporting software is now divided into 3 basic parts:
Marketing, sales and service.
- For the sales department
CRM is a tool to help automate sales force (Sale Force
Automation)
As a central tool to help answer customers (Call Center)
As a supply chain management tool
- For customer support service
As a support service management tool
Hotline tool
On-premises services administration tool
- With the marketing department
Lead Management tool
Tools to help analyze customer profitability
Marketing campaign management tool
Email Marketing Tools
Other marketing automation tools
With the maximum exploitation and continuous
updating of customer information, the application of
CRM in banks is now one of the powerful tools to
support sales staff in finding, Update and unify
data. This information will include non-relationship
customers and pre-relationship customers.
For managers, customer information updates such as
meeting schedules, weekly plans, etc. will support the
work control of junior credit officers. From there, the
person in charge of directly will know what his
employees are doing, where and how effective each job
is.
In addition, there are a few banks CRM
development towards integration with some other
utilities, for example: To approve the submission online,
leaders of units of ca nh can monitor the progress made
submission, modification and approval on the
system; setting up appointments with the bank; create a
forum exclusively for customer relations staff to
exchange.
For the banking sector, how will the measurement of
customer values include many factors and requirements
of the CRM system on customer satisfaction? Of course,
in order to achieve such goals, there will need to be
distinct changes in technology, in organizational
structure and employee skills, training and recruitment.
Nguyen Minh Ngoc, et al., Jr Eco Bus Mgn; Vol-2, Iss- 4 (July-Aug, 2021): 24-31
3. RESEARCH METHODS
3.1. The method of data collection
 For secondary data
Collect information and data related to Joint Stock
Commercial Bank for Foreign Trade of Vietnam - Ho
Chi Minh Branch, such as revenue, labor, etc. from the
service department, corporate customer department,
general department and department OF Administration
and personnel of the branch.
 For primary information
Collecting information through interview forms and
customers using services of Joint Stock Commercial
Bank for Foreign Trade of Vietnam – Ho Chi Minh
branch.
3.2. Research process
Sampling method
Participate in interviews: for customers who are
using at VCB and employees directly related to the
bank's CRM activities. For the group of customers who
are using related to enterprise's CRM activities. With
total employees directly related to CRM work at the
enterprise, including: teller, credit, customer department
and investigation.
4. EVALUATING THE EFFECTIVENESS OF
CRM AT VIETCOMBANK HCMC
4.1. History and characteristics of CRM system at
Vietcombank
The former Vietnam Bank for Foreign Trade, now
the Joint Stock Commercial Bank for Foreign Trade of
Vietnam (Vietcombank), officially came into operation
on April 1, 1969 with the predecessor organization
being the Foreign Exchange Department (under the
State Bank of Vietnam). Vietnam). Bank for Foreign
Trade of Vietnam officially operated as a joint stock
commercial bank on June 2, 2008
Full name: Joint Stock Commercial Bank for
Foreign Trade of Vietnam
Short name: Vietcombank
Head office: 198 Tran Quang Khai, Hoan Kiem
District, Hanoi
Owning a modern banking technical infrastructure,
VCB has many advantages in applying advanced
technology to automatic processing of banking
services, product development, and e-banking
services based on the platform. high technology.
There are about 16,800 employees, and also
developed Autobank system with more than 2,536
ATMs and over 60,000 Card-accepting units
nationwide.
4.2. Strengths and weaknesses of CRM system at
VCB compared to other Big4 banks
The "Big 4" includes the four largest banks in
Vietnam today such as Agribank, BIDV, VietinBank
and Vietcombank.
27
 Strength
Compared with 3 banks Agribank, BIDV,
VietinBank, loan balance is higher and Vietcombank is
much lower than those 3 banks.
 Regarding deposits, one of the factors that helped
improve Vietcombank's profit margin was that the
bank had the largest amount of demand deposits,
showing its advantage in cheap capital.
 Vietcombank's bad debt ratio is at least
1%. Meanwhile, BIDV is the highest with 1.8%
Agribank and VietinBank at 1.6%.
 Although not having the highest revenue,
Vietcombank has the leading profit before tax,
moreover, it is far behind the other 3
banks. Vietcombank's profit before tax in 2018 was
more than VND 18,000 billion and twice higher
than that of BIDV, Agribank or Vietinbank. Why is
that so? The main reason lies in the cost of risk
provisions; Vietcombank while criticizing VND
7,400 billion, BIDV is up to VND 18,259 billion,
Agribank is VND 21,707 billion, Vietinbank is
VND 7,692 billion. BIDV's provision expenses will
be a burden for this business.
 Vietnam's strongest products and services, wide
network. VCB's card products are diverse, meeting
the different needs of customers. Most of VCB has
a very wide network throughout the units, always
offering preferential programs for customers such
as using international credit cards branded Visa,
MasterCard, American Express with the benefit of
using credit limits. Used to spend at card-accepting
units worldwide. With a wide network of 43,000
merchants and 2,407 ATMs across provinces and
cities, ready to meet the needs of users.
 Strong brand, prestige and high credibility:
Vietcombank is the bank with the strongest brand in
the Vietnamese financial market, through many surveys
from consumers, individuals and organizations.
 Foreign exchange activities with the highest
turnover:
With international payment and trade finance sales
of VCB in 2019 reaching 78.3 billion USD, up
21.5%. With that goal, VCB continues to maintain its
leading position in the market in terms of foreign
currency trading and services.
 Weakness
 The bank's information technology resources are
lacking in both human and machinery
There is a shortage of senior officials and policy
analysts, and the leadership team and staff all have
university degrees or higher. Vietcombank's ATM
system has caused many inconveniences to customers
about the status of the machine being faulty, broken,
and out of money
 Products and services are not uniform, the website
has not been changed
Nguyen Minh Ngoc, et al., Jr Eco Bus Mgn; Vol-2, Iss- 4 (July-Aug, 2021): 24-31
Although the products are quite diverse for different
customers, there is not a variety of connections, so it
has not attracted much attention. In addition, VCB's
marketing is not good, it is also possible that the
product launched may not be suitable for the majority
of customers.
 On- balance sheet bad debt, Vietcombank increased
slightly by several million USD.
 Among the four banks, Vietcombank has the
smallest outstanding loans and deposits from
customers. Followed by Vietinbank, BIDV, and
Agribank, which currently have the largest
outstanding loans and deposits from customers, all
of which have exceeded 40 billion USD.
4.3. Promoting and exploiting the strengths of the
CRM system at VCB HCMC
 In order to improve the financial situation and
improve business performance, the bank needs to
increase revenue and expenses so that the growth
rate of revenue is higher than the growth rate of
costs, thus ensuring the bank operating profitably.
 Stepping into the developing economy, prioritizing
investment in infrastructure and industries with
comparative advantages, creating a strong
development step when participating in
international integration, maintaining the growth
rate. economic and sustainable.
 Upgrading, promoting innovation, perfecting and
capturing a large market share in the area
 Strengthening internal inspection, strictly
controlling activities to detect shortcomings and
timely repair, helping Vietcombank stay on the
right track and bring efficiency to the bank itself
and the country's economy.
 The organization is comprehensive, promoting the
training and retraining of human resources.
4.4. Overcoming weaknesses of CRM system at VCB
HCM branch
 Mobilized capital has increased but not high, the
proportion of total capital is still visible. The reason
is that Vietcombank's deposit market share is not
really large
 Improve the staff in the bank. Training more
courses to improve the shortcomings, flawed
analytical policies that occur in the bank
 Improve Vietcombank's ATM system in terms of
problems such as line failure, old machines that
have faded all numbers, broken, often run out of
money without updating. Upgrade the transmission
line to avoid the situation of customers waiting too
long due to weak transmission lines
 Improve banking services: the bank has not paid
much attention to customer service, especially
security. Although the security guard is very
crowded, he does not know how to allocate work
and also does not help customers in guiding and
supporting parking and driving for customers.
28
 Overdue debts are recovered very little due to
inefficient production, so borrowers do not have
any revenue to pay debts, dealing with overdue
debts encounters many difficulties.
 There is a shortage of senior officials and policy
analysts, and the leadership team and staff all have
university degrees or higher.
 Vietcombank's ATM system has caused a lot of
trouble to customers about the status of the
machine being faulty, broken, and out of money.
5. CONCLUSIONS AND RECOMMENDATIONS
5.1. Conclusions
In the context of a competitive economy and
extensive integration, improving competitiveness is an
important and vital condition for Vietcombank to
survive and thrive. Affirming its leading position in the
Vietnamese commercial banking system, step by step
reaching out to regional and world markets.
Through the analysis of the bank's business
activities, we can see some achievements of the bank in
recent years. See the financial capacity as well as
business of the bank. The achievements that
Vietcombank has achieved are the result of the whole
system, the efforts of all staff, the whole system. These
spirits are more and more necessary in the coming time
when we have integrated with the world.
Thereby focusing on analyzing and evaluating the
current competitive situation of Vietconbank compared
to Vietnamese commercial banks. Besides the results
that the bank has achieved, the bank also has many
limitations. Although Vietcombank is currently the
leading bank among commercial banks in Vietnam,
there are still limitations and in order to be able to
maintain such a position, especially keeping up with
international commercial banks. As one of the
commercial banks in Vietnam, Vietcombank needs to
improve its competitiveness to develop sustainably in
the integration trend. For international integration,
Vietcombank needs to make more efforts to promote
existing resources, take advantage of strengths and
opportunities to affirm the bank's position.
In business, besides putting profit as the top priority,
the bank always focuses on creating trust in customers,
creating favorable conditions, meeting customers' needs
well, making customers feel comfortable. comfortable
and satisfied about the bank. Vietcombank must make
its activities more and more developed in a good
direction, focusing on marketing and service activities,
quickly solving customers' needs.
5.2. Recommendations and Suggestions
For VCB HCMC bank leaders
Improve capital mobilization efficiency: it is
necessary to diversify forms of capital mobilization to
increase Vietcombank's equity. This is one of the most
important contents in the development process of the
Nguyen Minh Ngoc, et al., Jr Eco Bus Mgn; Vol-2, Iss- 4 (July-Aug, 2021): 24-31
bank. Although equity accounts for a small proportion
of total assets, it plays a key role in determining the size,
competitiveness and level of risk protection. Increase
equity by developing bonds, issuing shares, attracting
domestic and foreign investors to participate in equity
purchase.
Promote the application of arising operations,
strengthen measures to increase foreign currency
sources, develop and improve the efficiency of foreign
currency trading activities. Develop and expand
correspondent banking system.
Improving management and administration capacity,
foreign trade banks operate with a nationwide
network. Foreign trade banks need to build a new
business mechanism to improve governance
capacity. Make clear assignment and division of
responsibilities between departments as well as in each
executive position. This is a prerequisite to ensure
transparent and smooth operation.
Develop a reasonable salary and bonus regime to
encourage employees to make positive contributions to
the development of the bank. Create a convenient
working environment, with promotion opportunities for
qualified employees… to motivate employees to work
more effectively.
Building the brand name of Joint Stock Commercial
Bank of Vietnam in the integration process. Banks need
to choose the scope of branding on their market
development strategy. Banks should develop their
strengths in selected market segments such as:
development in the international credit card market and
international payment.
For Marketing, Sales, and Customer Service
Departments at VCB HCMC
Having a plan for training and developing human
resources should be formed on the basis of the process
of management and standardization of staff. In which,
the standardization of sets is based on the minimum
requirements that must be met in terms of qualifications,
education and experience. Requirements on skills of
each type of job title in the bank. The training of human
resources of the bank must be combined with many
forms, especially in which training and retraining to
improve the existing implementation capacity according
to new requirements, combining professional skills
training with job training to improve moral quality of
vocational careers of officials of staff. Combining
training with innovation and structure, transaction
network. Training in banking management knowledge
to meet the requirements of banking management in
accordance with international practices through
international training programs and projects combined
with staff training abroad.
29
Banks need to promote marketing to attract
depositors. Promote propaganda, publicity, widely
about banking services, forms and policies of capital
mobilization, deposit attraction. so that customers know
about such services. Organize a customer care
department, a reasonable business strategy segment.
Diversify products and services and deploy new
methods to improve service quality. Widely deploying
electronic payment service activities, investing and
widely applying new payment instruments according to
international standards.
Foreign trade banks need to build up the external
symbols of their banks: staff uniforms, layout of sales
and purchases.
For individual customers and institutional
customers of VCB HCMC
 Vietcombank promotes processes and policies that
are adjusted in line with the current market
situation and will naturally meet the requirements
of customers. In addition, Vietcombank has also
completed the adjustment of the regulation on
savings for individual customers, adjusted the
management of product codes, interest rate codes
and decision-making authority for standard
products.
 Improving customer satisfaction, processes and
procedures have been changed in the direction of
more friendly and fast, of course there is stiff
competition in terms of quality and good
service. This will help improve the attachment and
loyalty of individual or institutional customers to
the bank's services.
 Vietcombank switched to a customer-centric
approach and used modern customer segmentation
models. Enables customers to provide
comprehensive omnichannel experiences, enabling
products and services to be tailored to the needs of
individual and institutional customers; and will
manage risks flexibly and dynamically.
 Centralize and automate transaction processes to
provide accurate, fast and efficient
services. Customers will enjoy a great experience,
while staff will focus on loan advice and support,
asset management and investments.
 Vietcombank has also provided many customer
support channels through mobile applications,
multi-service ATMs and communication channel
partners, expanding and strengthening the
relationship.
Solution to Develop CRM System to Face Future
Business Challenges at VCB HCMC
 Plan the right CRM strategy before
implementation
Implementing CRM activities is a combination of all
human factors, technology and business strategy of the
whole bank. The strategy shows the goal of CRM
Nguyen Minh Ngoc, et al., Jr Eco Bus Mgn; Vol-2, Iss- 4 (July-Aug, 2021): 24-31
implementation and is a decisive factor to the
effectiveness of CRM activities at the bank. When
implementing CRM activities, it is necessary to:
 Define the bank's CRM objectives, including the
value the bank offers to customers and the values
the bank wants to receive.
 Analyze the factors affecting CRM activities
including: culture and brand of the bank, people,
technology and budget that the bank spends on
CRM activities. On that basis, choose the right
CRM strategy for the bank.
 Design plans to execute the planned strategy with
respect to time, actions and desired results
 Establishing a CRM implementation
department
In order to successfully implement CRM activities,
banks need to set up a specialized department to plan,
organize, implement and evaluate the effectiveness of
CRM activities in each unit. In addition, it is necessary
to clearly define CRM activities as the responsibility of
all departments and individuals in the
bank. Establishing a department dedicated to CRM
implementation should ensure:
 Identify rights and responsibilities in implementing
customer relationship management;
 Set specific requirements for each department,
based on the overall strategy of the bank
 Training staff to operate, manage and exploit
customer value
 Regularly check the operation of that department
during the interaction and implementation, in order
to adjust the operation.
 Build Quality Human Resources
Implementing human resources is considered the
most important factor in the implementation of CRM
activities at the bank. In order for the customer service
operation to be really effective, the object that the bank
needs to pay the most attention to is the customer
service staff, who directly interact with the customers.
Focus on encouraging employees to appreciate
innovation and expand peer relationships. With the
above training method, internal information is clearly
shared, ensuring that the collection and management of
customer information is easier and more accurate. In
addition to training to improve professional
qualifications and skills for employees, so that the staff
can devote all their attention to their work.
VCB needs to make sure that they are respected and
that CRM activities benefit them. Factors that need to
be considered to encourage employees are:
 Enhancing employee opinions: The staff is the
person who directly implements CRM activities at
the bank, so when implementing CRM activities,
the administrator needs to get suggestions from the
staff.
30
 Compensation and reward policy: CRM activities
are also a function and task in the bank. The bank
needs to develop a remuneration policy for
individuals who successfully complete the assigned
work.
 Choosing the right technology solution pháp
Currently there are many technology solutions for
CRM implementation, but whether these solutions are
really effective or not, it must be suitable for the
organization VCB wants to deploy. What factors should
be considered when choosing CRM technology
solutions for banks. Some criteria that need to be
considered are: (1) The technology solution must be
consistent with the CRM strategy that the bank built
before; (2) The Bank must grasp and master the
technologies deployed in the system; (3)
Interoperability of the CRM software with the bank's
customer data source and the various services the bank
provides; 4) The bank's readiness with CRM technology
solution includes: Budget for CRM activities, human
resources, technology infrastructure, customer size to
ensure smooth and high efficiency of operations.
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