Students: Vũ Huyền Chi _

Trịnh Ngọc Diệp _ 11221309

Nguyễn Cao Tuệ Minh_
Vũ Đức Minh_
Class: Actuary K64 (A1)

EngTHTH: CUSTOMER SERVICE_ Viettel Post Company

I. Background: Viettel Post joint stock corporation

1. Company name: Viettel Post Joint Stock Corporation (a member of Viettel Group)

2. Address: 01, Giang Van Minh, Kim Ma, Ba Dinh, Hanoi

- Transaction Office: Viettel Post Building, 15 Duy Tan, Cau Giay, Hanoi, Vietnam

- Headquarters: Km 2, Thang Long Boulevard, Me Tri Ward, Nam Tu Liem District, Hanoi

- Southern Office: N1 Building – 158 / 2a Hoang Hoa Tham, Ward 12, Tan Binh District, Ho
Chi Minh

3. History and Development

a) History

- Viettel Post Joint Stock Corporation, formerly known as the Press Release Center, was
established on July 1, 1997, with the initial task of serving military agencies in the Ministry of
Defense.

- In 2006, Viettel Post changed from the dependent accounting model to independent accounting,
with the name of Viettel Post Company Limited.

- In 2009, Viettel Post officially operated as a Joint Stock Company after successfully
implementing the equitization plan through the initial 31 public offering of shares and was
approved by the Department of Planning and Investment of Hanoi.

- On April 13, 2012, the Department of Planning and Investment of Hanoi issued a business
registration certificate to Viettel Post Joint Stock Corporation, enterprise code 0104093672. With
this license, Viettel Post officially is the first corporation in the model of Military
Telecommunications Group (Viettel Post, Annual report, 2019).

b) Development

After 20 years of operating in the market, Viettel Post has a network in 63/63 provinces / cities
across the country, a system of large warehouses and is located in prime locations, the gateway
to trade of Vietnam. The transport vehicle system with more than 500 vehicles. The staff with
more than 17,000 employees. Not only in the domestic market, since 2009 to present, the
Corporation has developed a network to the postal and logistic markets in Cambodia and
Myanmar.

4. Structure

5. Main business activities/production

Specializing in domestic and international express Delivery Service; Logistics Service;

Fulfillment Service; E-commerce Service;...
6. Target market

Viettel Post's strategy is to develop a multi-service business, bring services closer to customers
for both domestic and international markets, and at the same time affirm that a business fulfills
its obligations to plus co, social responsibility.

7. Finance

a) Revenue (2021)

- The Viettel Post Corporation (VTP) has announced its financial results for the first quarter of
2021 (Q1/2021), showing that revenue increased by 110% year over year to VND 5,158 billion
and profit after tax increased by 12% to VND 109 billion.

- VTP achieved 22% of its profit goal for 2021 as of the end of the first quarter of 2021. Trading
revenue increased by more than 2.3 times over the previous year to VND 3,550 billion, while
service revenue increased by 16% to VND1,608 billion.

- After VTP acquired a network of more than 300,000 points of sale from Viettel Telecom in late
Q1/2020, sales of scratch cards and phone SIM cards were primarily responsible for the
significant increase in trading revenue.
 b) Turnover (2021): a turnover of VND 10.45 trillion in the first half of this year, an increase
of 53 per cent year on year.

8. Achievement

- The only logistics enterprise in the top 10 GOLD STARS AWARD of Vietnam 2021.

- 1st place in the Top 5 prestigious Logistics Companies – Express delivery, delivery industry
group last mile – for 3 consecutive years

- Viettel Post won the IBA International Business Award for the third time in a row.
- Viettel Post also received many prestigious awards in the country such as 100% of the
nominations, the title Sao Khue, the TOP 10 IT enterprises, the TOP 10 Listed enterprises with
the best management capacity in 2021,...

II. Results

1. Problem 1st : Passing the buck

On December 4, 2018, Ms.D sent 3 gem stones which weigh 100g in total to the factory in
Hung Yen to package for her customer. And the shipment has been paid. However, the postman
did not deliver the goods to the recipient, but left it in front of the door and announced to the
head office that the recipient has received it, leading to the loss of Ms. D's goods. When the
Hung Yen factory reported that they had not received the goods, Ms. D contacted the postman
and the postman promised to check again and report back to her as soon as possible but then did
not contact her again. Even when she contacted the person in charge, she received the same no
response. Until Ms. D called the director of VTP Hung Yen, they called her back and pushed the
responsibility to VTP Hang Kenh (the unit Ms. D sent the goods) to deal with. When Ms. D
contacted VTP Hang Kenh, the postmaster also acted the same as the postman. Then she called
VTP Hung Yen again, and they asked her to issue the invoices, transfer statements, and
messages. She agreed and finished exporting all the documents, then VTP Hung Yen continued
to push the case to VTP Hang Kenh for settlement, but when she went to the Hang Kenh post
office, Ms. D was told that there was no information. The case kept going back and forth,
making Ms. D spinner, losing both her money and time, but with no results.

- Discussion: In this cases, VIETTEL POST made 2 big mistakes:

 The delivery staff did not follow the standard procedure: he did not deliver the goods to
the recipient, but left it at the door and annouced that it was received, leading to the loss
of goods.
 Both post offices evade responsibilities, passed the buck to each other
- Suggestions (solutions):
 With customers:
 VIETTEL POST needs to send a customer service representative to listen Ms. D and
investigate the case carefully
 After getting to the bottom of the problem, VIETTEL POST Hang Kenh and
VIETTEL POST Can Tho must publicly apologize and offer appropriate
compensation.
 With the internal of VIETTEL POST: After investigating the situation
 Delivery staff who did not follow the standard procedures must be responsible for
goods compensation and be suspended for 3 days as the warning.
 At the same time, it is necessary to consider punishment for the manager and person
who is in charge of both VIETTEL POST Can Tho and VIETTEL POST Hang Kenh
because there was an incident that pushed the responsibility back and forth in the
process of handling customer complaints.
2. Problem 2nd : VIETTEL POST is accused of losing customers’ goods
during the transportation
 Informing about this incident to the press, the General Director of Red Coral Bay Trading -
Tourism Service Joint Stock Company said that at the end of March, he and a group of friends
coordinated to carry out the charity program Donating 1 million VND in Covid-19 epidemic
areas nationwide. On March 28, he sent 8 boxes of masks to Mr. Le Thanh Binh in Vinh An
commune, Phu Vang district, Thua Thien Hue province to transfer to people in the province
through his partner Viettel Post Company.

However, when receiving the goods on the afternoon of March 31, the consignee discovered the
deformation of the box, so he did not accept it. The postman and Mr.Binh checked and found 85
boxes were missing, compatible with 4,050 masks. The incident was recorded and reported to
Viettel Post branch in Hue.

- Discussion: In this incident, VIETTEL POST made the mistake of causing loss of goods.
More than 4000 masks lost during transportation, especially masks were crucial item at
that time.
- Suggestions (solutions):
 At that time, after checking, Viettel Post Company contacted to apologize and take the
responsibility on property damage during transportation and offered partial support.
 But compensation and apology are not enough, we believe that VIETTEL POST still
needs to do more. VIETTEL POST needs to clarify: Where did these masks go? Due
to which stage and from when? Is it objective or subjective? Who should be
responsible for the loss? If this is not clarified, it will greatly affect the reputation of
Viettel Post because Viettel Post has also received many complaints from customers
about the loss and exchange of customers' goods.

III. Options: how to improve VIETTEL POST’s customer service

- VIETTEL POST needs to make improvements on it’s employee training system:

 Delivery staffs/ shippers:
 They have to learn how to be a good communicator, especially face-to-face
communication skills, because they are the ones who meet the customers in person.
 It is necessary to train and equip workers with adequate knowledge of standard
shipping procedures. They need to learn and understand the process so as not to cut or
omit any stage in the process to avoid leading to loss of goods.
  VIETTEL POST needs to organize more training courses on technology, so that
shippers can apply it to their work, helping to optimize and shorten delivery time.
 CSR’s (Customer service representatives):
 VIETTEL POST has to educate CSR’s to master communication skills: patient,
always willing to answer and reply to customers’ questions or complaints. CSR’s
should also be able to speak confidently, stay positive to keep both them and the
customers to stay calm.
 It is essential for VIETTEL POST to train CSRs to be tech-savvy, due to the fact that
most customer feedback, requests or complaints are sent through social networking
sites, websites. They have to be online available 24/7 to reply immediately when the
customers are in need.
 CSR’s are also the ones who must understand exactly the terms and conditions of the
company with customers, especially compensation policies to be able to advise
customers carefully.
Drawback of this option: This method will take a lot of time and money to train qualified
employees. But for a service company like VIETTEL POST, human resources is the key
factor in their success. So investing a lot of time, effort and budget in training their staff is
completely worth it.

- In the advanced world we are living in, VIETTEL POST needs to build an online
customer care system on social networking platforms, and websites so that customers can
follow the goods delivery process and easily send feedback to VIETTEL POST's staff.
Therefore, the company can quickly and promptly handle customer complaints.
Drawback: To develop a good online platform, VIETTEL POST needs to invest huge
budget, which is inevitable. However, in the long term, the company will receive huge
benefits from it.
- VIETTEL POST needs to regularly update and adjust customer care policies, especially
policies on customer compensation to match the reality. And these policies must always
be public, and widely available to all customers.

IV. Recommendations and conclusions

As mentioned above, for service providers like VIETTEL POST, the human resources is always
the most vital factor. There are many reasons to clarify this statement. The most obvious cause is
because services are economic activities between people. Far from the products sold on shelves,
services are invisible, inconsistent in quality, making it difficult for systems and machines to
replace the role of humans. So, the first option, investing in human factors, in our opinion is the
prioritized one.

REFERENCES:

1. 6 tips to improve your team’s customer service skills. Survey Monley by momentive.
Retrieved from https://www.surveymonkey.com/mp/6-keys-improving-teams-customer-service-
skills/

2. Diu Babie (2018). Bóc phốt Viettel Post lừa đảo khách hàng, đùn đẩy trách nhiệm. Retrieved
from https://dinhphot.com/boc-phot-viettel-post-lua-dao-khach-hang-dun-day-trach-nhiem/

3. VIETTEL POST returned to high growth with net profit increasing by 12% in Q1/2021 thanks
to cost optimization (6/5/2021). Retrieved from
https://viettelpost.com.vn/uncategorized-en/viettel-post-returned-to-high-growth-with-net-profit-
increasing-by-12-in-q1-2021-thanks-to-cost-optimization/

4. Viettel Post ‘s financial report 2012. Retrieved from

https://drive.google.com/file/d/1K_OJn78EXAFuq9qHCftaXUyQc-bDQ7S9/view

5. Thanh But (2/4/2020). Viettel Post phải bồi thường hoàn toàn cho khách hàng vụ bị tố làm
mất 4.000 khẩu trang từ thiện. Thuong Gia online magazine. Retrieved from
https://thuonggiaonline.vn/viettel-post-phai-boi-thuong-hoan-toan-cho-khach-hang-vu-bi-to-lam-
mat-4000-khau-trang-tu-thien-30345.htm

6. Khanh Ninh (9/4/2020). Không thể chỉ bồi thường là xong. Dai bieu nhan dan newspaper.
Retrieved from https://daibieunhandan.vn/Goc-nhin/Khong-the-chi-boi-thuong-la-xong-i48542/