Summary of the doctoral thesis Commercial: Providing business management training services of Vietnamese management consulting companies

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Concerning the academic and theoretical contributions: The thesis developed the theoretical framework on providing the business management training (BMT) services of management consulting companies (MCC), including: process of providing BMT services of MCC; criteria for assessing the quality of providing BMT services of MCC; establishing the research model of the impact of process of providing BMT services on the quality of providing BMT services of MCC; identifying 3 groups of factors affecting the process of providing BMT services of MCC.

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1 INTRODUCTION 1. Research rationale Scientifically, according to our understanding, there are currently not many studies on providing the business management training (BMT) services, while this can be considered an increasingly important link, contributing to improving management capacity and level of the leadership team in businesses. Especially, most of the studies mainly focus on learning about BMT service providers, specifically management consulting companies (MCCs). Thus, the rationale for this approach is currently almost left open, the content of supply, the supply process, the factors that influence providing BMT services which is approached from the perspective of the current MCCs are still not yet clearly asserted. Practically, the necessity of research and development of the market providing BMT services is expressed through many contents. Firstly, in implementing and realizing the policies and guidelines of the Party and State, the regular, longterm and indispensable tasks set out by the 13th National Congress of the Party is to study supplement and complete policies on human resource development, especially highquality human resources. Secondly, i.e. the training needs to improve the quality of management human resources of Vietnamese businesses. Thirdly, the market for consulting services and BMT in our country is still weak and has many limitations. Fourthly, activities of providing training services is becoming more and more important for businesses as well as the development of the economy. The reasons above serve as the basis for us to choose to the research topic "Providing business management training services of Vietnamese management consulting companies", showing the necessity in both scientific and practical aspects in our country. 2. Research objectives General objective: To propose solutions to promote the provision of BMT services of Vietnamese MCCs. To accomplish the above overall goal, specific objectives include: Systematizing and developing a theoretical basis for providing BMT services, the quality of providing BMT services and the factors influencing the provision of BMT services of MCCs. Assessing: Current situation of providing BMT services of Vietnamese MCCs in the aspects of: content, form of supply; Quality of service provision and factors influencing this service provision. On that basis, the thesis evaluates the successes, limitations and causes in providing BMT services of Vietnamese MCCs. Analyzing the opportunities and challenges of providing BMT services in Vietnam, to clarify the viewpoints, goals and development orientations of the Party and State, from which to give forecasts, prospects and potentials capacity to develop the provision of BMT services in Vietnam in the vision to 2030. Proposing recommendations to promote the provision of BMT services of Vietnamese MCCs in the vision to 2030. 3. Research questions The study is intended to answer the following questions: Theoretical basis for providing BMT services, the quality of providing BMT services and factors influencing the provision of BMT services of MCCs? What is the current situation and the quality of providing BMT services of Vietnamese MCCs? What factors influence this service provision? What should be done to promote the provision of BMT services in our country in the time to come? 4. Research object and scope Research object: To provide BMT services of MCCs in general and of Vietnamese MCCs in particular.
2 Research scope: The scope of space focuses on MCCs in Vietnam that provide the BMT services. Scope of time: To study the current situation from 2016 to 2020; To survey in the period 2018 2019; To propose solutions till 2030. Scope of content: (1) The process of the provision of BMT services of MCCs from the initial step of contacting and studying training needs to transferring results and evaluating the training program; (2) The quality of providing BMT services of MCCs with a set of scales for the contents of the supply process and criteria for assessing the quality of providing BMT services of MCCs; (3) Factors influencing the provision of BMT services of MCCs. 5. Research methodology 5.1. Methods of collecting data Documental research: We consult and analyze published research works, articles in scientific journals, internal documents of business enterprises in the field of consulting and training, especially from case study businesses and from various sources, such as books, scientific journals, market economic information, etc. Interviews: The individuals selected for interview are (ii) experts who research or participate in the provision of BMT services, and (ii) managers in Vietnamese MCCs that provide BMT services. Case studies: The companies with the cases selected are all units with a period of establishment and operation from 3 to more than 10 years, with a team of knowledgeable and experienced lecturers and experts. Case study companies include: Power Business Management Consultant Joint Stock Company, VietEz Vietnam, and OCD Management Consulting Co. Survey by questionnaire: The second primary data source is collected by survey method through questionnaires for enterprise customers using the BMT services of MCCs. After the official questionnaire was designed, the questionnaires are sent to the survey respondents by email, by post and by hand delivery to the enterprise customers. More than 350 questionnaires were sent to businesses in Hanoi City, one questionnaire to each business, in the first 6 months of 2019. After removing invalid questionnaires (lacking information, choosing too many options, missing answers...), we collected 268 valid questionnaires to form the quantitative research sample of the thesis (see Appendix 6 for details). This research sample includes 268 enterprises that ensure the principle of minimum sample size (Hair et al., 2014), according to the number of questions in the 53question questionnaire, it will require at least n = 265 businesses (= 5*53 questions). 5.2. Methods of processing and analyzing data Descriptive analysis and linear regression: To analyze survey results, descriptive statistical analysis methods and linear regression are used through the statistical software SPSS. Specifically: Descriptive statistical analysis; Regression analysis requires a stepbystep procedure. 6. Research contributions Concerning the academic and theoretical contributions: The thesis developed the theoretical framework on providing the business management training (BMT) services of management consulting companies (MCC), including: process of providing BMT services of MCC; criteria for assessing the quality of providing BMT services of MCC; establishing the research model of the impact of process of providing BMT services on the quality of providing BMT services of MCC; identifying 3 groups of factors affecting the process of providing BMT services of MCC. Concerning the managerial contributions: The thesis studied the experience of some MCCs on providing BMT services by collecting 5 lessons learned for Vietnamese MCCs. The thesis analyzed the current situation of providing BMT services of Vietnamese MCC; implemented regression for verified the research model on the impact of the supply process on the quality of providing BMT services of Vietnamese MCC; analyzed the situation of macro, industrial and internal factors that affect the process of providing BMT services of Vietnamese MCC; thereby
3 assessing the advantages, disadvantages and their causes in providing BMT services of MCC Vietnam. Finally, the thesis proposed 3 groups of recommendations to promote providing BMT services of Vietnamese MCC in the near future. 7. Thesis structure In conjunction with the introduction and conclusion, the thesis is organized into 4 chapters: Chapter 1: Research overview Chapter 2: Theoretical and practical basis for providing business management services of management consulting companies Chapter 3: The current situation of providing business management services of management consulting companies in Vietnam Chapter 4: Proposing solutions and recommendations to promote the provision of business management services of Vietnamese management consulting companies CHAPTER 1: RESEARCH OVERVIEW 1.1. Overview f research on training services and providing business management training services 1.1.1. Research on business management training and business management training services With case studies on this topic, such as that of Ali et al. (2018), Dianne et al. (2016), Astri Ghina (2014), Mai Thanh Lan and Le Quan (2011), Hoang Van Chau (2009), Raymond A. Noe (2009), Ngo Thi Minh Hang (2008), Wan Victor (1988), scholars in generalhighly appreciate the important role of BMT activities. However, most of these studies only focus on analyzing and evaluating the important role of BMT activities and services, rather than finding solutions to promote BMT in the current context. 1.1.2. Research on providing business management training services With case studies, such as those of Nguyen Thi Phuong Thu (2017), Vijay et al. (2015), Srinivasan (2014), Yujinet al. (2014), Islam (2014), Millan (2002), Watson and van Vuuren (2002), ELENA Consortium (2004), Hoang Van Haiet al. (2006), Marjolein and Henny (2005), the researches on the provision of BMT services in general have confirmed the important role and necessity of this type of service for businesses, especially in the current context. However, the researches on the provision of BMT services are mainly in specific fields and geographical areas, lacking general research. 1.1.3. Research on the quality of providing business management training services Case studies include the work of Poorania and Thiyagarajan (2018), OECD (2009), Tom Martin & Associates/TMA (2016), Dinh Van Tuyen (2014), Parasuraman et al. (1988), Meltem and Birgul (2010), Bui Lien Ha (2014), Le Duy Binh (2004), World Bank (2001). Considering in an objective manner, the studies related to the quality of providing management consulting services for the enterprises are still limited in depth and updatability. 1.1.4. Research on factors influencing the provision of business management consulting services Case studies on factors influencing the provision of business management consulting services include the studies of Mai Van Nam and Hoang Phuong Dai (2012), Nguyen Doan Thi Lieu et al. (2006), Le Quang Truc (2010), Tran Kim Hao (2005), Holmlund et al. (2016), Zhaoet al. (2014). In general, there have been so far very few studies on the factors influencing the provision of BMT services of MCCs. 1.2. Research gaps and approaches of the thesis Based on the above overview study, we draw a number of evaluations about the research gaps related to the thesis topic as follows: In general, research on the provision of domestic business
4 management training services is still limited. Through summarizing, analyzing and referring to the above studies, it can be seen that there has not been a single topic of indepth research on the theoretical and practical basis of providing BMT training services of MCCs, especially in the Vietnamese market. In practice, the current situation of providing BMT training services of Vietnamese MCCs has nearly not been analyzed yet. Finally, it is because there have not been many studies on the situation, there have not been detailed assessments of the current status of providing BMT training services of Vietnamese MCCs. Very few studies have comprehensively assessed the successes, limitations, and causes for the existence of this activity. This also serves as the basis for the formulation of development solutions to promote the provision of BMT training services of Vietnamese MCCs. CHAPTER 2: THEORETICAL AND PRACTICAL BASIS FOR PROVIDINGBUSINESS MANAGEMENT TRAINING SERVICES OF MANAGEMENT CONSULTING COMPANIES 2.1. Overview of the business management training services of management consulting companies 2.1.1. Basic concepts 2.1.1.1. Definition of business management, business management training, business management training service Business management (BM) is understood as the sum of activities carried out in order to achieve the goals of the enterprise through the efforts of others. BM has four functions: planning, organizing, leading, operating and controlling (Pham Vu Luan, 2004). Business management training (BMT) is the training activity to improve knowledge, qualifications, skills and attitudes about planning, organizing, leading and controlling activities and resources of an enterprise. According to the approach of the thesis, BMT services are activities to satisfy the need to improve knowledge, skills and attitudes towards planning, organizing, leading and controlling activities and resources of enterprises. 2.1.1.2. Definition of management consulting companies (MCCs) In Vietnam, the management company is defined under the Enterprise Law 2020 with the business sector regulated by Decision No. 27/2018/QDTTg on promulgating the system of Vietnamese economic sectors. Specifically, according to the Enterprise Law 2020, a company or enterprise is an "organization with its own name, property, transaction office, established or registered for establishment in accordance with the law for the purpose of doing business. business” (Article 4, Clause 10). CTTVQL are companies with business code 70200 Management consulting activities under Decision No. 27/2018/QDTTg. This industry code covers activities that provide advice, guidance and operational assistance to a client's business in management matters, such as strategic and operational planning, financial decision making, target and market policy, human resource policy, implementation and planning; production program and control plan. 2.1.1.3. Definition of providing business management training (BMT) services of management consulting companies (MCCs) Providing BMT services of MCCs is understood as a process performed by a MCC in order to satisfy the need to improve knowledge, skills, and attitudes about corporate governance. Following the functional approaches, there is training in planning, organizing, leading and controlling; according to the operational approach including training in purchasing management, purchasing management, production management, marketing management...; according to the resource approach with training in human resource management, financial management, technology management, facilities management... 2.1.2. Form and content of BMT services of MCCs 2.1.2.1. Form of BMT services
5 According to previous studies, such as that of Tran Kim Dung (2003), Astri (2014), MCCs can provide many different types of flexible BMT services, including: fulltime training; and on thejob training with specific types such as mentoring, organizing experience sharing sessions, illustrating, tutoring, selflearning. 2.1.2.2. Content of BMT services The actual needs of enterprise customers require different BMT contents, including many specialized fields such as: Overall training and business management strategy, Digital business management training, Financial management training, Sales management training, Marketing management, Ebusiness training, Human resource management training, Productivity management training, Overall quality management training, Social responsibility practice management training. In addition to the above contents, BMT may also have other contents such as: training to change mindsets and attitudes, training to develop soft skills, etc. 2.2. The process of the provision of BMT services of MCCs In the provision of BMT services, in order to provide customers with the best quality services, MCCs need to learn and clearly identify the trends of BMT needs of customers, which serve as the basis for the process of providing content, programs, training methods... in the process of providing the services. Figure 2.5: The process of providing training services Source: We formulate from the research by Srinivasan (2014), Astri (2014), Ali et al. (2018) and Poorania et al. (2018) 2.2.1. Initiating contact and researching to identify training needs Initiating contact is the first step in any process of providing training services (Millan Kubr, 2002). In this step, service providers carry out search, contact, meet customers, listen to their needs and discuss with customers. 2.2.2. Design training programs In this phase, the MCCs will proceed to develop and organize ideas, outline the processes and the goals to achieve of the chain of activities in the process of providing the services (Millan Kubr, 2002). To evaluate this stage, the research sets 6 criteria, focusing on such contents as: the clarity and specificity of the course objectives and each module/knowledge volume, the appropriateness of the content framework of the training program, a detailed plan on the timetable of the organization of the work, the teaching staff, the cost of the training, as well as the process of training and evaluating the results. 2.2.3. Developing detailed training programs Based on the design of the training program that has been formulated, the MCCs will carry out the implementation of the detailed training program and plan. Specifically: Searching for possible solutions, Selecting training beneficiaries, Designing training contents, training forms, training methods. To evaluate this stage, we focus on such contents as the basis of program formulation, the degree of correctness and suitability with the customer needs of the training beneficiaries, training contents, forms, duration and training methods as determined by the MCCs. 2.2.4. Carrying out training and monitoring the quality of training This is the most efficient step throughout the process of providing the services (Millan Kubr, 2002). First of all, the MCCs need to build and organize separate groups of training beneficiaries, which have similarities in terms of working conditions, job positions, qualifications and skills. After dividing into groups, the provider selects and guides the training beneficiaries in learning methods and skills to get the best results. To evaluate this stage, the author uses the following criteria: Training activities are implemented by the MCCs in keeping with the training design and schedule initially formulated; Training activities implemented by the MCCs ensure the
6 training objectives and content quality; Trainers participating in training have appropriate qualifications, experience and methods and meet the requirements of training activities; Issues arising in the training process are handled by the MCCs reasonably and in line with the training context. 2.2.5. Transferring and evaluating training results The ultimate purpose of the provision of BMT services is to improve the skills of the trainees and at the same time increase the efficiency of the enterprise. Hence, when the enterprise customer feels that the desired effect has been achieved, it is natural to end the training, even when the training contract has not been completed (Millan Kubr, 2002). After the result transfer period, the MCCs, as well as the enterprise customer, conduct the evaluation of the training program. This stage is evaluated by the criteria with the focus on the content of the level of consensus among the MCCs and customers when transferring training results, meeting basic training needs, evaluating the content of knowledge provided by participants and positive changes in behavior, work performance of the training beneficiaries. 2.3. Quality of the BMT services of MCCs 2.3.1. Fundamental theories for assessing the quality of providing BMT services of MCCs The fundamental theories used in the thesis include: resource basedview, organizational learning and SERVQUAL service quality scale. Accordingly, the quality of providing BMT services of MCCs is measured by the SERVQUAL scale of five factors, namely: reliability, responsiveness, assurance, tangibles, and sympathy. 2.3.2. Research model and hypothesis on the impact of the providing process on the quality of providing BMT services of MCCs The stages in the process of providing training services have a direct impact on the quality of the provision of BMT services. The results of each stage will determine the quality of the next stage, thereby forming a closely related whole. If the results of the previous stage are not effective, the next stage will follow, and the entire process of providing the services will be negatively affected. The research model created shows that the contents in the process of the provision of BMT services will have a significant impact on the quality of providing BMT services. Figure 2.6: Impact of research model on the process of the provision of BMT services of MCCs Source: We formulate from the research by Srinivasan (2014), Astri (2014), Ali et al. (2018) and Poorania et al. (2018) The research hypotheses are established as follows: H1: Initiating contact and research to identify training needs of customers has a positive impact on the quality of the provision of BMT services. H2: Designing training programs has a positive impact on the quality of the provision of BMT services. H3: Developing training programs has a positive impact on the quality of the provision of BMT services. H4: Carrying out training and monitoring the quality of training have a positive impact on the quality of the provision of BMT services. H5: Transferring and evaluating training results have a positive impact on the quality of the provision of BMT services. 2.4. Factors influencing the provision of BMT services of MCCs 2.4.1. Macroenvironmental factors The macro environment has an impact on the entire economy, all industries and sectors of the country. The macro environment includes the following basic contents: the legal and political
7 environment, the economic environment, the sociocultural environment, the technological environment, and the demographic environment. 2.4.2. Industry environmental factors Industry environment is the operating environment of the enterprise along with competitors with the same products and services, customers, suppliers and other binding conditions. The industry environment has a direct impact on businesses through the following main factors (Porter, 1985): 2.4.3. Internal factors of MCCs The internal factors of MCCs are all the subjective factors lying in the potential of MCCs. Properly assessing the potential allows businesses to make full and optimal use of resources, and at the same time formulate the right business strategies and plans, contributing to taking advantage of business opportunities in the market (Srinivasan, 2014). Internal factors of MCCs involve: financial capacity, quality of human resources, position of businesses in the market, level of technology, information, and corporate culture. 2.5. Experiences of some companies the provision of BMT services and lessons drawn there from 2.5.1. Experiences of a number of MCCs the provision of BMT services The thesis summarizes and analyzes the experience of three leading MCCs in the world, including: McKinsey & Company, Boston Consulting Group, and PwC Consulting. Experience of McKinsey & Company McKinsey's management training programs equip clients with the skills and knowledge needed to achieve immediate and longterm managerial effectiveness, with the following topics: On initial exposure and research Determining training needs, McKinsey deploys activities related to market segmentation, target market selection and brand positioning for businesses. In terms of training program design, McKinsey designs BMT programs on the basis of closely following the reality of the client's business environment to ensure the practicality and effectiveness of the training program design. In terms of developing detailed training programs, McKinsey flexibly applies training programs to suit all types of businesses that need to use BMT services and improve training quality. Regarding training implementation and training quality monitoring, McKinsey has an extremely rich and quality source of lecturers and experts, always ensuring a team of qualified and experienced teachers and experts from many other sources. each other, from different countries. Regarding the transfer of results and evaluation of the training program, McKinsey always focuses on the evaluation of the training program in order to continuously improve the quality of its BMT service delivery. Boston Consulting Group's experience The Boston Consulting Group (BCG) and late founder Bruce Henderson are credited as the father of strategy consulting, in the fullest sense of the word. The business of providing BMT services at BCG has outstanding features through the stages of the supply process. In terms of initial contact and research to identify training needs, BCG focuses on raising the awareness of client businesses about the benefits of using BMT services. Regarding the design of training programs, the BMT programs at BCG are very rich and diverse, helping business leaders have a more objective view of their organizations, thereby making the right orientations in the field of corporate training. In terms of developing detailed training programs, BCG actively innovates and updates training programs and orientations according to the development trend of the international market so that business managers can grasp the movement. of the current global economy. In terms of training implementation and training quality monitoring, BCG has a team of qualified and experienced instructors and consultants from many different sources, from many different countries
8 to impart knowledge. and rich experience for customers, helping them have the most vivid reallife experiences through each case study. Regarding the transfer of results and evaluation of training programs, BCG conducts rigorous evaluation of training programs in order to improve the quality of BMT service delivery. Experience of PwC Consulting BMT services of PwC helps client businesses design a training strategy that aligns with their business and/or project goals through the following steps: On initial contact and needs identification research training, PwC works with the client to map out achievable short and long term plans that fit the client's budgetary needs, excite learners, and achieve their training goals. In terms of training program design, PwC analyzes the current state of a client's curriculum, and designs a framework of “custom” programs for customers to choose from or design their own courses. own. In terms of developing detailed training programs, PwC works with clients to help them define learning priorities and identify pathways that can connect current skills with future goals and actions. vi desired. In terms of training implementation and training quality monitoring, PwC has built a team of good and experienced lecturers who can impart theoretical knowledge and practical experiences related to corporate governance. Regarding the transfer of results and evaluation of training programs, every summer, PwC organizes an annual comprehensive conference for businesses and customers from all over the world to meet and discuss issues related to corporate governance, share practical experiences to develop together. 2.5.2. Lessons drawn from experiences Firstly, in initiating contact and researching to identify training needs, Vietnamese MCCs should attach importance to raising the awareness of enterprises about the benefits of using BMT services; should establish a pricing policy suitable for each market and each customer group in a certain period on the basis of implementing activities related to market segmentation, target market selection and brand positioning for the enterprise. Secondly, in designing training programs, Vietnamese MCCs should stick to the reality of the enterprise customer's business environment to ensure the practicality and effectiveness of the training program design; should add optional features to the courses, helping enterprise customers be more comfortable and flexible in designing and choosing courses that are suitable for practice. Thirdly, in developing detailed training programs, Vietnamese MCCs should: flexibly apply training programs to suit all types of enterprises that need to use BMT services and improve training quality. Fourthly, in carrying out the implementation and monitoring the quality of training, Vietnamese MCCs should build a team of good and experienced trainers who can impart theoretical knowledge and practical experience related to business management to trainees. Fifthly, in transferring and evaluating the results of the training programs, Vietnamese MCCs should focus on evaluating the training programs in order to improve the quality of the provision of BMT services; organize forums, conferences and seminars every year so that enterprise customers can have their own playground, a place to exchange, learn and share experiences in their business management process. CHAPTER 3: THE CURRENT SITUATION OF THE PROVISION OF BMT SERVICES OF VIETNAMESE MCCs 3.1. Overview of MCCs and BMT service providers in Vietnam 3.1.1. Overview of MCCs in Vietnam BMT services are often considered as one of the activities of management consulting service providers, with sectoral code 70200 Management consulting activities. The history of formation and development of the BMT service market in Vietnam is therefore closely associated
9 with the formation and development of the management consulting service market, also known as business support services for enterprises. In general, the business management consulting service market is small in size, run by MCCs, or a research institute, a university and so on. Currently, customers often have a demand for consulting many different services (risk consulting, risk management, financial management, business management, etc.), so the providers of this type of service often include many consulting packages to meet the needs of customers. BMT services are just one of those consulting/service packages. Table 3.1: Number of MCCs in the field of consulting service (code 70200) by year of operation in the period 2010 - 2020 Year Quantity Growth Total (%) 2010 2.082 42,70% 205689 1,01% 2011 2.982 43,23% 291299 1,02% 2012 3.897 30,68% 324991 1,20% 2013 4.762 22,20% 346777 1,37% 2014 5.858 23,02% 373213 1,57% 2015 6.892 17,65% 402326 1,71% 2016 7.623 10,61% 442485 1,72% 2017 8.387 10,02% 505059 1,66% 2018 9.357 11,57% 560417 1,67% 2019 10.453 11,71% 610637 1,71% 2020 11.384 8,91% 668503 1,70% Source: General Statistics Office (2020) and National portal on business registration (https://dichvuthongtin.dkkd.gov.vn) 3.1.2. The current status of form and content of the provision of BMT services 3.1.2.1. The current status of form of the provision of BMT services Researching on the current status of form of BMT, according to experts, the type of business management consulting and the method of organizing experience sharing sessions by topic are the forms of business management service provision most chosen by many units. In addition to the consulting method, the method of organizing experience sharing sessions and the method of job illustration training are also methods commonly used by units as a method of business management training. 3.1.2.2. The current status of content of the provision of BMT services The results of surveying and evaluating enterprise customers on the quality of providing content of training service provision by the customers show the current reality is that Vietnamese MCCs have fairly fully implemented and assured in terms of quality. In particular, some training contents are prominent such as services of providing productivity management training, development efficiency and improvement, overall management quality management training, role management and social responsibility. Table 3.2: Survey results on the BMT contents Number of samples N = 268 Average Standard No. Observed variables score deviation 1 Overall training and strategy 3.60 0.857 2 IT training 3.71 0.851 3 Financial management training 3.63 1.002
10 4 Sales, marketing and distribution management training 3.75 1.000 5 Ebusiness training 3.75 0.965 6 HR management training 3.74 0.916 Productivity and efficiency management training, development and 7 3.84 1.086 improvement 8 Total quality management training 3.83 0.919 9 Social responsibility management training 3.79 1.084 Source: Research student’s actual survey, 2019 3.2. Analyzing the current situation of the process of the provision of BMT services of Vietnamese MCCs 3.2.1. The current status of initiating contact and researching training needs In general, Vietnamese MCCs have provided basic services at an acceptable level, however, these enterprises have not been able to discover specific needs or have discovered but have not yet provided the exact services to meet those needs. The reason for this situation is that the enterprises providing business development services in general and providing BMT services in particular in Vietnam are still too young (usually under five years) and are smallsized. Table 3.4: The survey results of the current status of initiating contact and researching training needs Number of samples N = 268 Average Standard No. Observed variables score deviation X1.1 –The provider seriously contacted and surveyed the current status of human 1 2.74 1.263 resources of customers X1.2 The provider correctly identified and evaluated the source quality of 2 3.34 1.224 customers X1.3 The provider made specific analysis of the HR supplydemand relationship 3 2.66 1.045 of customers 4 X1.4 The provider correctly identified the customer needs of using BMT services 2.83 1.379 X1.5 The provider identified and set training plans in line with customer goals 5 2.88 1.279 and needs Source: Research student’s actual survey, 2019 3.2.2. The current status of training program design In general, the training program design activity needs to be flexible to easily adjust and change according to the actual situation of both the customer and the MCC. And changing the training program design will not have much impact on the quality of the provision of BMT services. According to the survey results, it can be seen that MCCs are quite confident with their course design when the average score for the evaluation criteria is all above 3.4/5 points. The survey results show that most MCCs agree that the objectives for the course and each module/volume of knowledge are clearly defined with a relatively high average score for this content (3.94). In Vietnam, training goals still largely come from demands of the leadership, with little involvement from employees who directly receive the content of the training program. Table 3.5: Survey results on the current status of the training programs in the design stage of MCCs Number of samples N = 268 Average Standard No. Observed variables score deviation X2.1 Objectives for the course and each module/volume of knowledge clearly and 1 3.94 0.866 specifically defined X2.2 The content framework of the training program specifically created to suit 2 3.55 0.921 customers 3 X2.3 A detailed plan on the time schedule for organizing the training specifically 3.93 0.838
11 developed to suit customers X2.4 The teaching staff introduced is qualified and has the ability to train suitable 4 4.19 0.858 for customers X2.5 Training costs are determined in line with the content and duration of the 5 3.47 0.969 training course 6 X2.6 The process of training and evaluation clearly and appropriately created 3.51 0.897 Source: Research student’s actual survey, 2019 3.2.3. The current status of the detailed training program design According to the experts interviewed, in Vietnam, at present, the selection of trainees to participate in the training course is mostly conducted by the management level of the enterprise. A number of contents in BMT as often selected are leadership skills, conflict resolution skills, problem solving and decisionmaking skills, planning, organizing, evaluating and implementing skills. The analysis results show that the training method needs to be more practical than just training the theory down and must be carefully prepared to ensure that the theories, skills and practical parts are all conveyed to learners. This is also something that should be improved in the process of designing the BMT program in particular. However, according to the subjective opinion of the MCCs interviewed in this study, it can be seen that most of the MCCs think that the training method has been determined to be suitable for the human resources of customers with a score of 4.09. Table 3.6: Survey results on the current status of the detailed training program in the creation stage Number of samples N = 268 Average Standard No. Observed variables score deviation X3.1 The program created on the basis of an agreed exchange between the 1 3.74 0.877 customer and the service provider to come to the most feasible solution 2 X3.2 Training beneficiaries properly identified and suitable for customers' needs 4.02 0.734 X3.3 Training content created accurately and in line with the current situation 3 3.77 0.885 and needs of customers 4 X3.4 The form and duration of training created to suit customers 3.85 0.772 X3.5 The training method determined in accordance with the current human 5 4.09 0.841 resource situation of the customer Source: Research student’s actual survey, 2019 3.2.4. Current status of training implementation and training quality monitoring In general, the problems arising in the training process handled reasonably and in line with the training context and also received relatively positive reviews from enterprise customers with an average score of 3.21. The experts participating in the indepth interviews also said that due to the increasing competition in the field of the provision of BMT services, MCCs have increasingly improved their products and attached special attention to the preparation and logistics stages, so that the training program can take place smoothly and professionally, so there are not many problems arising during the training process. Table 3.7: Survey results on the current status of the stage of training implementation and training quality monitoring Number of samples N = 268 Average Standard No. Observed variables score deviation X4.1 Training activities implemented exactly as designed, the training 1 3.21 1.118 schedule initially created X4.2 Training activities implemented to ensure the objectives and quality of 2 2.83 1.160 training content 3 X4.3 Trainers involved in training having appropriate qualifications, 3.36 1.161
12 experience, and methods and meeting training requirements X4.4 Issues arising in the training process handled reasonably and in line with 4 3.21 1.125 the training context Source: Research student’s actual survey, 2019 3.2.5. Current status of transferring the results and evaluating the training programs According to the results of evaluation from the enterprise customers on the current status of the transfer and evaluation of the training programs, the training course criteria received a positive assessment in terms of content of knowledge provided by the participants with the lowest average score (2.83). The reason is that the problem of time delay occurs frequently, leading to the fact that class hours are often longer than scheduled, thus making students tired and reducing the effectiveness of the training program. In addition, the activities took longer than expected, resulting in some content in the curricula being dropped due to time issues. Table 3.8: Survey results on the current status of the stage of transferring and evaluating the training programs Number of samples N = 268 Average Standard No. Observed variables score deviation X5.1 The training course ends based on consensus between the 1 2.88 0.775 provider and the customer 2 X5.2 The training course meets the basic requirements of customer 3.31 0.895 X5.3 The training course receives positive reviews about the content of 3 2.83 0.789 knowledge provided by the participants X5.4 –The participants, after training, have positive changes in behavior 4 3.03 0.928 and work performance Source: Research student’s actual survey, 2019 3.3. The current status of the quality of providing BMT services of Vietnamese MCCs 3.3.1. The current status of the quality of providing BMT services According to the survey results, the quality of of the provision of BMT services of Vietnamese MCCs is being highly appreciated by the survey participants. In particular, facilities, equipment, staff style and service support mean of the service provider were rated the highest with an average score of 3.85. The survey results show that MCCs in Vietnam at present are attaching great importance to investing in facilities and equipment, as well as service support means to improve the quality and efficiency in providing the services to customers. Table 3.3: Survey results on the quality of providing BMT services of Vietnamese MCCs Number of samples N = 268 Average Standard No. Observed variables score deviation 1 Y1 The provider did what it promised accurately and reliably 3.36 1.292 Y2 Customers' trust in the qualifications, abilities, style and attitudes of the 2 3.79 1.168 supplier's staff in the process of contacting and implementing services Y3 –Evaluating facilities, equipment, staff style and service support means of the 3 3.85 1.193 service provider Y4 –Evaluating the appropriate level of attention and service of the supplier to 4 3.61 1.227 customers Y5 Evaluating the service providers' ability to react quickly and flexibly when 5 3.70 0.879 necessary Source: Research student’s actual survey, 2019 3.3.2. Testing the research model and hypotheses on the impact of the provision process on the quality of providing BMT services of Vietnamese MCCs
13 3.3.2.1. Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA) The results of Cronbach's Alpha coefficient analysis and EFA for 24 observed variables (items questions in the questionnaire) are grouped into 5 independent variables. The results also show that 24 observed variables have Cronbach's Alpha coefficient = 0.865 and KMO coefficient = 0.813, showing the appropriateness (> 0.7) of the factor analysis. With satisfactory Bartlett test results (Sig.
14 X1: Results of the initial stage of contacting and determining the BMT needs X2: Results of the design stage of the BMT program X3: Results of the formulation stage of the detailed BMT program X4: Results of the stage of implementing training and supervising the quality of BMT X5: Results of the stage of implementing transfer and evaluation of the BMT program 3.3.2.3. The results of testing the research model and hypotheses about the impact of the provision process on the quality of providing BMT services of MCCs Based on the above regression analysis results, the research model of the provision of BMT services has identified 4 contents that have a significant impact on the quality of providing BMT services of Vietnamese MCCs. Specifically as shown below: Figure 3.2: The results of testing the impact of the provision content on the quality of providing BMT services in Vietnam Source: Results of regression analysis 3.4. The status of some factors influencing the provision of BMT services of Vietnamese MCCs 3.4.1. Macroenvironmental factors in Vietnam According to the assessment of enterprises about the importance of macroenvironmental factors: The political and legal environment has a great influence on the the provision of BMT services of Vietnamese MCCs. The economic environment is an extremely important factor since it has a direct impact on the MCCs and the the provision of BMT services. The cultural environment has a significant impact on the the provision of BMT services of MCCs. The technology environment: According to the Global Innovation Index 2021 Report, Vietnam is ranked 44th out of 127 countries in terms of global innovation. Accordingly, Vietnam's science and technology level is increasingly improved. The demographic environment: The increasing number of people involved in the service sector is a source of highquality labor to serve the operation of MCCs as well as the demand for hiring BMT services. Increasing population expands the size of the labor market, leading to the high rate of personnel training. At the same time, population growth is also a factor contributing to the increase in the number of companies, raising the demand for training, thereby promoting the the provision of BMT services of MCCs. 3.4.2. Environmental factors of the business management training service industry in Vietnam Customers: A survey of enterprise customers using BMT services shows that new BMT services have the highest demand with 73.51% of enterprise customers currently using them, followed by retraining with 45.9% of customers. The form of advanced training and refresher training accounts for a relatively large proportion and in the future when the role of business management is recognized and enhanced. The form of advanced training and retraining may be regularly chosen by enterprise customers. Competitors: Competitors for providing BMT services of MCCs include foreign companies, domestic companies and universities, institutes…Along with the need to hire consulting services to improve business management capacity of domestic enterprises, foreign consulting companies are gradually encroaching on market share of the BMT service industry. Besides foreign companies, more and more domestic enterprises in the field of BMT service industry have been established, the scale increasingly expanded and the consulting capacity increasingly enhanced. Providers: Providers of MCCs providing BMT services are units providing human resources and technology internet … The number of providers of MCCs is quite rich and diverse, allowing companies to have many options to search for the most suitable providers and save costs.
15 Potential rivals: Reality shows that, with the steady and rapid development of the economy, the market for BMT services in Vietnam is increasingly fiercely competitive with a great number of enterprises having been prepared to enter the industry. Substitute services: The Vietnamese MCCs participating in the case study all assessed these services as having a great influence on the development of the provision of BMT services in the future. 3.4.3. Internal factors of Vietnamese MCCs Financial capacity: Most Vietnamese enterprises, including MCCs, are from small to microsized with an average selfaccumulated capital of VND 4 to 7 billion. This makes it hard for small, newly established or weak financial institutions to access credit and capital resources, causing many difficulties in providing BMT services. Competence and qualifications of human resources: According to experts, it is not easy to develop a highquality human resource in providing BMT services today. Intangible potential (brand, reputation): For businesses operating in the field of consulting and training services, intangible potential factors such as brand and reputation are the determinants of success. Although every business is aware of the importance of building reputation and brand, the number of actual businesses embarking on branding is not many. The leadership capacity of Vietnamese business leaders has not been brought into full play. Most of leaders only attach importance to observing and evaluating each individual in the organization, imposing targets on employees, but not to promoting and motivating work, not paying attention to the mechanism to stimulate creativity for employees. There is no mechanism to lead the entire team, focusing on the results of the whole working group. Information technology level: Currently, at most MCCs, the computer system and specialized software for providing BMT services are relatively fully equipped by the companies. In addition to the software serving the work of MCCs, more and more attention is also being paid by these companies to online consulting activities and providing management software for enterprise customer needing them. Corporate culture: As an intangible factor, but corporate culture has an important impact on the provision of BMT services. Currently, leaders of MCCs have used corporate culture to motivate employees to participate in providing BMT services. 3.5. General assessment of the provision of BMT services of Vietnamese MCCs 3.5.1. Advantages Firstly, the type, method and content of BMT: Vietnamese MCCs have been deploying many different types of training to enterprise customers in order to improve training efficiency. Regarding the method of providing BMT services, at present, Vietnamese MCCs have deployed many methods of providing BMT services to customers. Regarding the content of providing BMT services, basically, the content of the training program is formulated to suit customers. Secondly, the process of providing BMT services, Vietnamese MCCs have carried out relatively methodically the process of providing BMT services to customers. For the stage of initiating contact and researching the training needs, in the process of identifying training needs of customers, companies have chosen to identify training needs by comparing job performance standards or basis and production and business strategy, assessment of managers and needs of employees. For the design stage of the training program, MCCs are attaching great importance to the design step of the curriculum. For the stage of implementing training and monitoring training quality, the contingent of lecturers participating in the training must have appropriate qualifications, experience, and methods and meet the requirements of training activities.
16 Thirdly, the quality of providing BMT services, according to survey results, the quality of providing BMT services of Vietnamese MCCs is currently highly appreciated, especially the system of facilities and equipment, staff style and service support means of MCCs. 3.5.2. Limitations Firstly, the form and content of BMT, at present, a majority of Vietnamese MCCs have not yet fully met the provision of advanced BMT services. The BMT content of Vietnamese MCCs is still not really rich, diverse and do not meet the requirements of BMT of customers. Secondly, the process of providing BMT services, for the stage of initiating contact and researching training needs, most Vietnamese MCCs only approach customers who have the need to use the CBT services, but not implement solutions to raise awareness as well as the ability of customers to use the BMT services. For the design stage of the training programs of the MCCs, the customers using the BMT services are still too dependent upon MCCs. In the period of creating detailed training programs, the process of developing detailed content for training programs still needs to be further improved to be able to meet the needs of customers as well as increase effectiveness for the training program more. The stage of transferring the results and evaluating the training program has not really achieved high efficiency. Thirdly, the quality of providing BMT services, although the number of MCCs is increasing, the quality of training is still one of the major weaknesses of enterprises in Vietnam today. 3.5.3. Causes of limitations Firstly, it is because of the increasingly high and diverse development needs of enterprise customers, along with increasingly stricter requirements. Secondly, the strong development of technology also makes the MCCs continuously update and innovate in the process of providing BMT services. Thirdly, competition in the market of providing BMT services in Vietnam today is quite strong. Fourthly, the financial capacity of MCCs in Vietnam is currently limited, thus greatly affecting activities of providing BMT services of companies. Fifthly, in some MCCs, human resources sometimes do not meet the requirements of activities of providing BMT services. Sixthly, since the awareness of Vietnamese managers about the importance of business management as well as BMT services are still limited, the quality and applicability of training results to actual management activities is not high. CHAPTER 4: PROPOSED SOLUTIONS AND RECOMMENDATIONS TO PROMOTE THE BMT SERVICE PROVISION OF VIETNAMESE MMCs 4.1. Orientation and development goals of providing BMT services in Vietnam till 2030 4.1.1. Development orientation of the provision of BMT services According to legal documents on developing the market for providing BMT services of the Party and the Government such as the Law on Support for Small and Medium Enterprises, Joint Circular 04/2014/TTLTBKHĐTBTC, Decree 39/2018 /NDCP, Circular 06/2019/TTBKHDT, Circular 54/2019/TTBTC, Decree 55/2019/NDCP, the main development orientations for providing BMT services include: Firstly, developing the provision of BMT services in close association with service improvement and development, increasing the value and benefits that the services bring to customers. Secondly, developing the provision of BMT services is parallel with developing and improving financial resources by attracting and using capital effectively. Thirdly, developing BMT services cannot go without activities of attracting and allocating human resources. Fourthly, developing the provision of BMT services goes hand in hand with promoting marketing and promoting services through the mixed use of promotion tools. Fifthly, developing the provision of BMT services attaches importance to improving the material and technical foundations and information technology towards modernization on the basis of taking advantage of the current integration process and open door policy. Sixthly, developing the provision of BMT
17 services in Vietnam requires the attention and coordination of the Government, relevant agencies, associations, communities and businesses towards sustainable development and achievement of many benefits for stakeholders. 4.1.2. Development goal of providing BMT services Market development activities providing BMT services of the Party and Government in the period till 2030 with a vision to 2050, according to relevant legal documents such as the Law on Support for Small and Mediumsized Enterprises, Joint Circular 04/2014 /TTLTBKHĐTBTC, Decree 39/2018/NDCP, Circular 06/2019/TTBKHDT, Circular 54/2019/TTBTC, Decree 55/2019/NDCP, aimed at the following specific objectives: Firstly, to develop the service of providing BMT in terms of scale and quantity. It is forecast that, according to the general trend, under the effect of international integration and competition, the service of providing BMT serves as an additional resource, an important factor for the development of production and business, which is extremely important for businesses, the demand for services will certainly increase. Secondly, developing the market for providing BMT services attaches importance to achieving the goal of improving the quality of services provided to customers. Thirdly, developing the market for providing BMT services towards the goal of developing human resources and modernizing the services provided. Fourthly, developing the market for providing BMT services focuses on realizing the goal of diversifying this type of service to increase its attractiveness to the market. Fifthly, increasing service accessibility for businesses is one of the important goals in developing the market for providing BMT services. Sixthly, the State focuses on improving the legal system and policies related to the development of the market for providing BMT services in order to create favorable mechanisms and policies to encourage the private sector to participate and develop the market for providing these services consistently. A stable legal environment is a premise for MCCs and enterprise customers to use BMT services to develop in accordance with the State's orientation. 4.2. Opportunities and challenges for providing BMT services of Vietnamese MCCs 4.2.1. Opportunities for providing BMT services of Vietnamese MCCs Firstly, in recent years, Vietnam's economy has grown strongly in spite of difficulties from trade barriers, increasing protectionism of other countries or USChina trade tensions. Secondly, Vietnam's sociopolitical situation in recent years has been stable and has more and more positive changes, creating favorable conditions for businesses, including those operating in the market for providing BMT services. Thirdly, in recent years, the Government of Vietnam has increasingly paid attention to and created a favorable legal environment for businesses operating in the field of providing business development services to be born and develop, such as the promulgation of the Decree on provision and use of consulting services. Fourthly, the explosion of the industrial revolution 4.0 and the trend of international integration into the world knowledge economy have opened up many new opportunities for MCCs in Vietnam to develop and integrate. Fifthly, the development of Vietnam's labor market in recent years has created favorable conditions for MCCs to build a team of qualified and skilled personnel. Sixthly, in general, the business management capacity of managers in Vietnam at present is not high. Most business owners have weak management capacity, are not highly specialized and are not properly trained. Seventhly, business development services, especially BMT services, are increasingly popular in Vietnam. Eighthly, the development of the online education market in Vietnam creates favorable opportunities for MCCs when the users of this service are mainly managers and business owners with a narrow time frame. Currently, the size of the world online education market is growing strongly. 4.2.2. Challenges for providing BMT services of Vietnamese MCCs Firstly, at present, Vietnam is officially a member of WTO, and there are many important free trade agreements. Secondly, Vietnam's economy in recent years, notwithstanding its many important achievements, is still considered to have low stability and potential risks, especially in
18 the context of global integration like today. Thirdly, the limitations of the legal environment are one of the major challenges of Vietnamese MCCs. Fourthly, currently, the quality of Vietnamese labor is still limited, causing many difficulties and challenges for businesses in general and enterprises in the market for providing BMT services in particular. Fifthly, in fact, in Vietnam, at present, businesses have not attached importance to accurately assessing and analyzing the qualifications of the management team as well as business management capacity to have the proper training orientation, avoid wasting time, money and going the wrong way. Sixthly, the market for providing BMT services in Vietnam has not really developed and is only at the beginning stage, thus still facing many difficulties and challenges. Seventhly, objectively, the quality of providing BMT services MCCs in Vietnam is still limited. Eighthly, although the online education market in Vietnam creates favorable opportunities for MCCs, yet the online education system requires a large database, network security, highspeed transmission lines and a large operating support team. 4.3. Perspectives on promoting the provision of BMT services of Vietnamese MCCs Developing the provision of BMT services in Vietnam in the period till 2030 with a vision to 2050 should be carried out on the basis of thoroughly grasping the main views of the Party and Government, according to such legal documents as the Law on Business Support Small and mediumsized enterprises, Joint Circular 04/2014/TTLTBKHĐTBTC, Decree 39/2018/NDCP, Circular 06/2019/TTBKHDT, Circular 54/2019/TTBTC, Decree No. Decree 55/2019/NDCP. Specifically, the main points of view are: Providing BMT services of Vietnamese MCCs should ensure integration; Providing BMT services of Vietnamese MCCs should ensure compliance with Industry 4.0 trends; Providing BMT services of Vietnamese MCCs should ensure the sustainable development goals of enterprises. 4.4. Solutions to promote the provision of BMT services of Vietnamese MCCs 4.4.1. Completing the process of providing BMT services 4.4.1.1. The solution group initiating contact and researching training needs Firstly, Vietnamese MCCs should proactively seek, contact, meet with customers, listen to their needs, conduct discussions with customers for initial recognition, which serves as a basis for determining the subsequent contents in the process of providing training services to customers. Secondly, Vietnamese MCCs should focus on approaching potential enterprises to disseminate to them the importance of management training for their business operations, thereby eliciting customer needs. Thirdly, Vietnamese MCCs should be more sensitive in predicting and suggesting to customers content that may be useful to enterprises. Fourthly, the identification of training needs in this period is very necessary. Fifthly, Vietnamese MCCs should invest a lot in research and analysis of objectives, plans, strategies, and efficiency indicators in organizational aspects of the enterprise customers before conducting contact, consulting and determining training needs. Sixthly, in the current competitive context, companies in this industry need to focus on discovering needs which are specific or have been discovered but they have not yet provided the exact services to meet those needs to create superior provision capacity compared to competitors. Seventhly, the determination of the training needs of human resources involved in the process of providing BMT services must be based on the assessment of the employee's job performance. Eighthly, Vietnamese MCCs should segment the market, select the target market and position the brand for the business. 4.4.1.2. The solution group designing training programs Firstly, in the design stage of the training program, Vietnamese MCCs should promote the initiative of customers using the services by various measures to improve service provision efficiency and ensure the objectives of the training program. Secondly, Vietnamese MCCs should focus on investing capital in advanced techniques and modern technologies to improve the quality of BMT programs. Thirdly, Vietnamese MCCs should attach importance to improving equipment, material and technical facilities, and information technology towards modernization on the basis of taking advantage of the current integration process and opendoor policy. Fourthly, Vietnamese
19 MCCs should invest funds more in the improvement of technical facilities and information technology. Fifthly, Vietnamese MCCs should promote the application of information technology in the creation of the BMT process for customers. Sixthly, the design activities of training program of Vietnamese MCCs should ensure flexibility to easily adjust and change according to the actual situation of both customers and MCCs. Seventhly, in the design stage of the training program, Vietnamese MCCs should ensure clear and adequate identification of the important factors related to the training program. 4.4.1.3. The solution group developing detailed training programs Firstly, the optimal training program should be created based on the results of exchanging and negotiating between the MCCs and the customers to ensure objectivity and effectiveness. Secondly, MCCs should invest more in the design of the teaching methods, improving training methods to enhance interaction between learners and lecturers through discussion and practice. Thirdly, Vietnamese MCCs should ensure that the content of the BMT program is suitable with customers. Fourthly, the content of BMT of Vietnamese MCCs should be improved towards diversification on the basis of fully meeting the business management requirements of customers under the current conditions. Fifthly, Vietnamese MCCs should pay more attention to the choice of training form as this activity plays a very important role in ensuring the detailed training programs are highly effective. 4.4.1.4. The solution group implementing training and supervising training quality Firstly, Vietnamese MCCs should ensure that the training activities are implemented according to the original design and training schedule. Secondly, the training activities of the MCCs need to be implemented to ensure the training objectives and content quality. Thirdly, Vietnamese MCCs should research and assess accurately the current human resource situation of their enterprises in order to analyze the strengths, weaknesses, opportunities and challenges of the enterprise, creating a basis for formulating human resource training policies. Fourthly, Vietnamese MCCs should focus on improving the professional qualifications and knowledge of lecturers participating in BMT. Fifthly, in the coming time, Vietnamese MCCs should focus more on activities of training professionalism, ethics and professional skills for staff in order to contribute to improving the quality of providing BMT services to customers. Sixthly, MCCs should attach importance to improving the leadership capacity of business managers by regularly participating in training courses for leaders to improve their education and management skills. Seventhly, the implementation of training and supervision of BMT quality need to be paid more attention by Vietnamese MCCs. Eighthly, Vietnamese MCCs should continue to promote the provision of the two most popular types of BMT services at present, i.e. new training and retraining to meet the needs of large customers. Ninthly, in addition to the popular BMT methods, Vietnamese MCCs should quickly research and implement some other BMT methods such as selfstudy, externally focused training, job rotation, etc. Tenthly, Vietnam MCCs should ensure good handling of problems arising during training. 4.4.1.5. The solution group transferring the results and evaluating the training programs Firstly, the transfer of results between MCCs and customers’ needs to ensure flexibility and completeness. Secondly, Vietnamese MCCs need to quickly improve the effectiveness of the stage of transferring and evaluating the training programs. Thirdly, Vietnamese MCCs need to ensure good control of the effectiveness of training program evaluation methods in order to improve the efficiency of providing BMT services to customers. Fourthly, in order to evaluate the effective learning program, MCCs and enterprise customers need to create customer databases. Fifthly, the evaluation of training programs of Vietnamese MCCs should also pay attention to factors of appropriateness in training time, location, and training costs, thereby contributing to bringing the best quality of providing BMT services for businesses today. Sixthly, Vietnamese MCCs need to
20 ensure the ability to react quickly and flexibly when necessary in the process of providing BMT services to customers. 4.4.2. Improving the quality of providing BMT services Firstly, Vietnamese MCCs should fully implement the content of providing BMT services as committed to customers. Secondly, Vietnamese MCCs should actively grasp the market situation and current business conditions of the enterprises to improve the quality of BMT provision content to their customers. Thirdly, MCCs should plan a longterm business strategy for BMT services, on that basis to plan the need to use the services regularly to ensure the quality of provision in the long term. Fourthly, Vietnamese MCCs should promote the implementation of the quality assurance mechanism for providing BMT services in order to improve operational efficiency and improve revenue. Fifthly, in the coming time, Vietnamese MCCs should strengthen linkages in the provision of BMT services to improve the quality of the services provided to customers. Sixthly, Vietnamese MCCs should affirm the quality of the services provided to customers by investing in improving consulting staff and related equipment. Seventhly, Vietnamese MCCs should focus on raising the level of attention and appropriate services for customers by improving service distribution policies. Eighthly, Vietnamese MCCs should focus on developing human resources involved in the process of providing BMT services. Ninthly, Vietnamese MCCs should continue to review and standardize the entire process of providing BMT services, ensuring that the steps in this process and the activities in the steps of the process are consistent with actual conditions of the provision company as well as the customer group that the company is targeting. Tenthly, in order to improve the quality of BMT services, Vietnamese MCCs should build a database of customers. Eleventhly, Vietnamese MCCs should strengthen inspection, supervision, reward and handling of responsibilities in providing BMT services. Twelfthly, Vietnamese MCCs should organize the assessment of the satisfaction and quality of enterprise customers based on quality standards to set reasonable evaluation criteria, from which to provide timely remedial measures to improve service provision efficiency. 4.4.3. Improving internal factors in Vietnamese MCCs Financial capacity: Firstly, MCCs should focus on improving their financial capacity through internal and external capital sources. Secondly, MCCs should proactively overcome economic difficulties caused by the Covid19 pandemic, ensuring a stable financial situation. Thirdly, MCCs need to ensure the clarity and transparency of financial activities and financial statements in order to easily access different sources of capital for providing BMT services. This allows improving the financial potential of businesses. Quality of human resources: Firstly, MCCs need to focus on building and developing human resources with knowledge, experience and skills. Secondly, the innovation and creativity capacity of the human resource team in the MCCs also determines the service provision efficiency. Thirdly, MCCs need to improve their organizational and management skills. Fourthly, in the current context, Vietnamese MCCs need to focus on improving service marketing skills to contribute to developing the provision of BMT services. Fifthly, for recruitment policy, MCCs should publicize the recruitment needs, clearly describe the job position and related requirements for the candidates. Sixthly, for wage policy, in order to encourage employees to work with real productivity, quality and efficiency, the minimum wage must correspond to the costofliving index in each period. Seventhly, Vietnamese MCCs should pay more attention to nonfinancial remuneration policies for employees. Eighthly, in addition to attracting human resources to work on a longterm basis, MCCs need to focus on the form of consulting contracts, working on a short term basis with domestic and foreign experts. The position of enterprises in the market: Firstly, Vietnamese MCCs should improve their reputation in providing BMT services by ensuring the quality of providing the services. Secondly, the pricing policy of the BMT services provided needs to be further improved to improve