The impact of loyalty programs service quality and store reputation on customer satisfaction and loyalty

Introduction

Research background

Since joining the World Trade Organization (WTO) nearly nine years ago and committing to 100% foreign capital retail businesses in 2009, Vietnam has significantly transformed its distribution and retail sector, opening hundreds of stores and supermarkets The country's retail market is recognized as highly promising and attractive to both domestic and international investors Numerous international retailers are currently operating in Vietnam alongside local companies, with many more global groups expressing interest in entering this dynamic market According to a report by A.T Kearney (2014), Vietnam ranks among the top 30 emerging retail markets worldwide.

From 2007 to 2011, Vietnam's retail market emerged as one of the most dynamic in Southeast Asia, boasting high annual growth rates, as highlighted in a 2014 Deloitte report Hanoi and Ho Chi Minh City ranked among the top 10 Asian cities for retail expansion that year Between 2009 and 2013, retail sales surged by 60%, with projections estimating the market to reach US$109 billion by 2017 The competitive landscape features both domestic players, such as the leading Co.opmart supermarket chain, and significant foreign retailers like Big C, Lotte, and Metro Cash & Carry, which hold substantial market shares Additionally, Vietnam is negotiating its participation in the Trans-Pacific Partnership Agreement (TPP) and other Free Trade Agreements, signaling further growth potential in its retail sector.

The EU-Vietnam Free Trade Agreement (EVFTA) is poised to significantly benefit Vietnam's economy and its citizens while offering attractive opportunities for investors With Vietnam's participation, competition between domestic and foreign retailers is expected to become more balanced, leading to an influx of retailers from Japan, South Korea, and Thailand Major developers like AEON Mall, Central Group, and CJ Group are keenly interested in the market, with AEON planning to establish at least seven shopping centers in Vietnam Additionally, other international groups have outlined long-term strategies to expand their supermarket presence across the country.

To thrive in a competitive landscape, retail businesses must implement targeted strategies that enhance their competitiveness A key focus should be on cultivating a loyal customer base and improving store reputation, as these factors are essential for sustainable growth and development.

Research problems

Currently, most large retailers in Vietnam has started building customer loyalty program for their own, for example: "Customer Loyalty Program" of Co.opmart or

Big C's "Big Coin Programs" aim to foster strong customer relationships, encouraging repeat purchases (Dowling and Uncles, 1997) Research by Omar and Musa (2011) and Omar et al (2013) explores loyalty program service quality in Malaysia's retail market, proposing a model that connects service quality with customer satisfaction and loyalty This relationship is further supported by Zakaria et al (2014), highlighting the significant impact of loyalty program service quality on customer satisfaction and loyalty.

Studies by Zeithaml et al (2002) demonstrate that customer satisfaction is crucial for loyalty and success In addition to significant investments in the quality of customer loyalty programs, retailers are increasingly focusing on their store reputation Previous research indicates that customers are influenced by store attributes, which they use to evaluate perceived benefits and form their attitudes (Wang, 2009).

Research on the effectiveness of loyalty programs in Vietnam's retail sector is limited, raising questions about their contribution to development The specific elements influencing the service quality of these loyalty programs remain unexplored, highlighting the need for further study While the relationship between satisfaction and loyalty has garnered attention in marketing, most research has focused on products rather than retail services The connection between store satisfaction and loyalty is particularly under-researched, despite the increasing competition and emergence of new retail formats Evidence suggests a positive correlation between store loyalty and reputation, yet the exact nature of the relationship among satisfaction, store reputation, and loyalty in retail contexts remains ambiguous This article aims to clarify whether the relationship between store reputation and loyalty is direct or mediated by store satisfaction.

This article explores "The Impact of Loyalty Program Service Quality and Store Reputation on Customer Satisfaction and Loyalty." The research aims to provide insights into the key factors influencing service quality in retail loyalty programs and the elements that affect store reputation It examines the relationship between service quality, store reputation, customer satisfaction, and loyalty Based on surveys conducted with loyalty program members from Ho Chi Minh City's top three supermarket chains—Co.opmart, Big C, and Lotte Mart—this study targets women aged 20-50, focusing on daily consumption products The findings will offer valuable recommendations for retail managers to enhance store reputation and customer loyalty program effectiveness.

Research objectives

This study aims to explore the connection between the service quality of loyalty programs and customer satisfaction and loyalty.

• Identify and measure the influence level of the impact of loyalty program’s service quality and store reputation on customer satisfaction.

• Measure the influence of customer satisfaction on customer loyalty.

Research methodology and scopes

The study focused on customers purchasing goods and participating in the loyalty programs at Co.opmart, Big C, and Lotte Mart in Ho Chi Minh City, Vietnam The author conducted direct interviews with customers as they retrieved their motorcycles from the bike park after shopping at these supermarkets.

The author utilized data analysis tools, specifically Microsoft Excel and SPSS, to effectively manage and analyze the collected data for the research SPSS was employed to assess scale reliability through Cronbach’s Alpha and to conduct factor analysis, identifying which items were most consistently answered by respondents within a large dataset.

Regression to check the relationship between independent variables and dependent variables.

Significance of the study

This study aims to assist retail owners in formulating effective strategies for enhancing loyalty program service quality, thereby improving store reputation to attract more customers and foster closer relationships with clients Additionally, it seeks to bolster the competitive advantage of retailers.

The structure of the study

This thesis is organized into five chapters:

This chapter presents the research background of the study, research statements/ research problems, research objectives, research scopes and methodology, the significance of the study, and the research structure.

Chapter 2: Literature review and hypotheses

This chapter outlines the essential theories and definitions related to the key concepts discussed, along with the theoretical modeling and proposed hypotheses Additionally, it introduces the conceptual model that underpins the study.

This chapter mentions about the research design, research methodology and illustrate the process of conducting the research.

Chapter 4: Data analysis and data results

In this chapter, the author summarizes the characteristics of the collected samples and presents the findings from the data analysis Based on these results, conclusions are drawn regarding the research hypotheses outlined in Chapter 2.

Chapter 5: Conclusions, implications and limitations

The concluding chapter highlights the key findings of the research and its significance in both management theory and practice It provides a summary of the study, discusses its limitations, and offers recommendations for future research endeavors.

Literature review and hypotheses

Customer Loyalty Program

Customer loyalty programs are strategic marketing initiatives designed to foster personalized relationships with customers, ultimately enhancing their loyalty (Meyer Waarden, 2008) These programs serve as effective value-sharing tools, improving customers' perceptions of retailers (Bolton et al., 2000; Yi and Jeon, 2003) The first loyalty program was introduced by Texas International Airlines in 1979, rewarding passengers based on their travel distance However, despite the increasing popularity of these programs, researchers debate whether they genuinely cultivate customer loyalty or if such loyalty stems from other influences (Hoffman and Lowitt, 2008).

Customers begin by accumulating points while shopping, which, although lacking immediate monetary value, have significant psychological benefits Research indicates that this accumulation enhances customer satisfaction during transactions, thereby increasing perceived value when purchasing goods The potential to convert points into rewards fosters anticipation for future benefits, strengthening customer relationships and loyalty to the business.

The conversion step in loyalty programs transforms accumulated points into valuable rewards, enhancing both psychological and physical satisfaction for customers This process not only boosts shopping behavior, as noted by Hoffman and Lowitt (2008), but also fosters respectful feelings that deepen customer relationships with businesses Ultimately, these psychological and material benefits serve to attract customers and enhance loyalty Furthermore, loyalty programs aim to collect and analyze customer data, supporting broader public relations objectives.

Loyalty programs primarily attract customers through their benefits, but the design and customer service are crucial elements that significantly impact their effectiveness Despite numerous studies on loyalty programs, a standardized scale for retailers to assess service quality and evaluate the success of various program components is still lacking.

Understanding customer expectations is crucial for developing quality services in loyalty programs (2002, p 370) However, a disconnect often exists between what customers expect from these programs and what retailers perceive those expectations to be This gap can lead to loyalty programs that either overlook essential features or include irrelevant elements (Vesel and Zabkar, 2009) Furthermore, many retail loyalty programs lack distinctiveness, making it difficult for customers to choose among them As a result, when rewards fail to stand out, consumers tend to switch programs in response to attractive promotional offers (Mauri, 2003).

Customer Loyalty Programs of big retailers in Ho Chi Minh City

Retail loyalty programs in Vietnam have surged in popularity and availability, significantly impacting consumer store choices This article highlights the leading customer loyalty programs from Co.opmart, Big C, and Lotte Mart in Ho Chi Minh City The author conducted thorough research by reviewing each supermarket's website and shopping in-store to gain firsthand insights into these programs A common feature among these loyalty initiatives is their ability to collect customer behavior data, enabling retailers to identify trends, effectively reward loyal customers, and shape shopping habits.

Table 2.1: The comparison between the Customer Loyalty Program of three main brand names of supermarket in Ho Chi Minh City: Co.opmart, Big C and Lotte Mart

Factors Co.opmart Big C Lotte Mart

- Entrance, way to the shopping area

- Information board in the car park, service area, cash area, lockers,

- Banner, billboard in the store

- Via the sound of Co.opmart Radio

- Posters, billboards outside the store

- Via the sound of Big

- Using shelftalker to remark the products that saving Big Coin

- Information board at the service area

- Posters, billboards outside the store

- Along the corridor in the shopping area

- Register directly at the store

- Fill in the register form

- Receive The main member card and the keychain card

- Open new member card with no fee

- Open new member card with no fee Member Card level and requiring to upgrade

- No devided level - No devided level

Regulation of accmulating marks/buying revenue

Each year, accumulated points determine the level of membership and associated benefits, with the accumulation process resetting at the beginning of the new year.

- Relating to the remain accumulating marks which have not been transfered into

- Saving more Big Coin when buying special products that Big C cooperate to pruduce

- Big Coin that customer saves can be used as cash (ex:

- After 30 June every year, all remaining Big Coin in the card

- After sa zving up to 50,000 Marks, customer can used this accumulating marks as cash.

- At the end of the year, customer will be rewarded based on the buying rvenue: + Less than 30 million VND : 1%

40 million VND : 2%+ From 40 to less than voucher, the program will automatically transfer to next year saving and the the using expiry date to 31 Dec will be erase 50 million VND : 3%

- The amount of saving will be counted until 31 Dec Benefits - Standard member: 150

- Gold and Premium Member : 500 marks = Voucher 100,000 VND

- Gold and premium member will receive more accumulating points in the promotion

- Participate in special promotion for Gold and Premium member

- Refund the parking fee, bus ticket fee into Big Coin account for each bill that more than 100,000 VND

- Receive discount when using service of cooperate partners : Phở 24 Highland Coffee,…

- Participate in special promotion for Big C member only.

- Participate in special promotion for Lotte member only: buying products with special price,…

Card reissue fee - Main card : 20,000

- 10,000 VND for the set card

2.3 Conceptualization of Loyalty program’s service quality

Customer loyalty programs are increasingly appealing to shoppers, offering significant added value in supermarkets This article explores the relationship between loyalty program quality, customer satisfaction, and loyalty The concept of service quality in loyalty programs is underexplored and requires identification and operationalization of its key dimensions Service quality is defined as the overall assessment of a service firm based on performance versus customer expectations (Parasuraman et al., 1988) In the context of loyalty programs, it encompasses the customer experience in applying, renewing, updating, accumulating, redeeming, and utilizing the program Additionally, the effectiveness of loyalty program service quality is influenced by factors such as the customer’s ability to navigate the program's complex rules (Frisou and Yildiz).

In 2011, research highlighted the significance of program structure (Liu, 2007) and the unique alignment of programs with information and communication accessibility (Nobel and Phillips, 2004) To foster customer loyalty, some retailers have focused on providing personalized services and special treatment to enhance the customer experience.

Numerous studies indicate that customer value significantly influences long-term loyalty to a firm Retailers utilize customer loyalty programs as a strategic marketing approach to incentivize consumers through rewards, fostering repeat purchasing behavior and gathering insights into their preferences to enhance profitability By assigning unique identifiers like numerical IDs or membership cards to participants, firms can effectively collect and analyze customer data Research by Gwinner et al (1998) shows that customers are less likely to switch companies when they recognize the economic, time, and energy-saving benefits of maintaining a relationship Moreover, if consumers fail to perceive value in their connections with a firm, they may only remain engaged due to a lack of better alternatives This leads us to our hypothesis.

H1: There is a positive impact of loyalty program service quality on the customer satisfaction.

Among general instruments, the most popular model used for evaluation of service quality is SERVQUAL, a well-known scale developed by Parasuraman et al.

SERVQUAL, developed by Parasuraman et al in 1985, identifies key attributes of service quality, including tangibles, reliability, responsiveness, competency, courtesy, assurance, credibility, security, access, and understanding Despite criticisms from some researchers, SERVQUAL remains the most widely used instrument for confirmatory factor analyses in service quality measurement To date, it has demonstrated its effectiveness as a parsimonious model applicable across various service organizations and industries.

A review of existing literature on service quality and loyalty programs highlights that key factors influencing customer satisfaction include rewards, service personnel, program policies, tangibility, communication, and personalization Each of these dimensions plays a crucial role in shaping the overall service quality of loyalty programs and will be examined in detail in the following sections.

Loyalty programs universally aim to provide benefits and rewards to customers based on their spending Major retailers like Co.opmart, Big C, and Lotte Mart offer various incentives, including vouchers, discount tickets, and gift sets Research highlights the significance of rewards in customer satisfaction, with Dowling and Uncles (1997) emphasizing their importance Furthermore, Stauss et al (2005) note that inadequate rewards can lead to customer frustration Bridson et al (2008) suggest that a balanced combination of tangible rewards (discounts, vouchers) and intangible benefits (enhanced service and recognition) can significantly influence customer satisfaction This leads us to our first hypothesis regarding the effectiveness of loyalty programs.

H1a: There is a positive impact of rewards on the customer satisfaction.

The behaviors of retail employees, such as orienting, guiding, and problem-solving, significantly influence customers' perceptions of program quality (Brady and Cronin, 2001) Research shows that when employees effectively utilize communication skills like attentive listening and orientation, customers perceive the service more positively and are more likely to return (Gremler and Gwinner, 2000).

Academic research highlights the importance of interaction quality (Vesel and Zabkar, 2009), personal interaction, and personnel service (Sirohi et al., 1998) as key areas where employees must excel Additionally, greater emotional engagement from employees fosters stronger relationships between customers and retailers (Rosenbaum et al., 2005), ultimately enhancing customer satisfaction through quality service This leads us to propose our second hypothesis.

H1b: There is a positive impact of staff on the customer satisfaction

In a loyalty program, the importance of clearly and detail program design can be seen as essential factor contribute to its effectiveness (Roehm et al., 2002) Fowler

Research indicates that customers are more likely to join loyalty programs that clearly communicate specific rules and rewards Recent studies suggest that the effectiveness of these programs is closely linked to their policies, which can significantly enhance customer satisfaction Thus, we propose our third hypothesis.

H1c: There is a positive impact of policy on the customer satisfaction

Tangibility, a crucial element of perceived service quality, encompasses the physical characteristics associated with service encounters, including the layout and accessibility of facilities (Parasuraman et al., 1988; Dabholkar et al., 1996) In the context of retail loyalty programs, it is essential for service counters to be easily located and spacious enough for customer movement Any obstacles that complicate service receipt can negatively affect customers' perceptions of quality Conversely, effective tangibility enhances customer satisfaction and fosters a more positive experience (Rosenbaum et al., 2005) Thus, we propose the fourth hypothesis.

H1d: There is a positive impact of tangibility on the customer satisfaction

Effective communication, defined as the formal and informal sharing of meaningful information, is crucial for fostering strong relationships between customers and retailers Membership in loyalty programs enhances customer awareness of policy changes and promotional updates, leading to better-informed consumers and improved retailer-customer interactions.

(2008) finds that communication plays an extremely important role of the pleasant of customers who use the service at retailers From above discussion, we have the fifth hypothesis:

H1e: There is a positive impact of communication on the customer satisfaction

Personalization plays a crucial role in enhancing customer satisfaction and perceived service quality, as highlighted by Srinivasan et al (2002) By developing tailored reward programs for their most valued clients, companies can significantly boost personalization and perceived value A lack of personal attention may lead customers to notice service discrepancies between suppliers, potentially influencing their shopping decisions (Javalgi and Moberg, 1997) Furthermore, targeted loyalty initiatives can foster stronger connections with key customer segments through personalized service Research in the Portuguese retail banking sector by Ball et al (2006) supports the notion that personalization positively affects both customer satisfaction and loyalty This leads us to our sixth hypothesis.

H1f: There is a positive impact of personalization on the customer satisfaction.

Information quality is the cardholders' perception of the relevance and accuracy of program details, such as reminders about point expiration dates and information on participating outlets Research indicates that effective information exchange is crucial in both traditional selling and relationship marketing High-quality information is defined as meeting user-specified appreciation criteria and certain standards In this context, information encompasses updates from the retailer's official website, allowing customers to easily search for details on new products, stock availability, pricing, discounts, and promotions Based on this discussion, we propose the sixth hypothesis.

H1g: There is a positive impact of information on the customer satisfaction.

Store reputation

A business's reputation is crucial for its survival, shaped by its actions and communication, and reflects consumers' overall evaluation of the company According to Weiss et al (1999), corporate communications significantly influence this perception They also note that when consumers see minimal differences between stores on key attributes, they may judge them based on less prominent factors Although reputation is intangible, it provides numerous benefits, such as fostering consumer preference, garnering support during crises, and enhancing future market value.

A retailer's strong reputation can significantly influence consumer preferences, often leading customers to choose it over similar businesses, even when prices vary This positive reputation helps differentiate the retailer's products in competitive markets, supports premium pricing strategies, and ultimately plays a crucial role in customer decision-making when selecting where to shop.

Weigelt and Camerer (1988) define corporate reputation as a collection of attributes associated with a company, derived from its historical actions This reputation develops over time and is distinct from the concept of image, as noted by Balmer.

In 1998, Balmer highlighted that an organization's reputation significantly influences word of mouth, which can enhance customer acquisition Rogerson (1983) noted that companies with strong reputations attract more customers and benefit from positive word-of-mouth, leading to increased new customer growth and lower churn rates.

A favorable retail store reputation can be achieved by offering a diverse merchandise mix that includes well-known brands and those with strong reputations, as noted by Rogerson (1983) The interconnectedness of brand reputation and retail reputation is significant, as positive brand perceptions enhance customer patronage and purchasing behaviors, while negative reputations have the opposite effect Consequently, the reputation of the brands a store offers directly impacts its overall reputation, which subsequently influences consumer decision-making According to Newman and Cullen (2001), customers' choices are shaped by the perceived attributes of the store, highlighting the importance of maintaining a strong store reputation.

Newman and Cullen (2001) established a significant direct relationship between store reputation and customer loyalty through their structural equation model Additionally, Sivadas and Baker-Prewitt (2000) highlighted that consumer perceptions of store reputation are closely tied to store loyalty Bloemer et al (1998) further argued that the connection between store perceptions and loyalty is mediated by customer satisfaction Ultimately, customers' choice of store is influenced by their perception of store reputation, which is derived from perceived store attributes This leads us to our seventh hypothesis.

H2: Higher the store reputation, higher will be the customer loyalty.

Customer Satisfaction

Customer satisfaction, a concept rooted in decades of research, is defined by Reid and Bojanic (2006) as an evaluation of whether the product experience meets expectations This satisfaction occurs when a firm’s service aligns with or surpasses customer expectations, serving as a crucial goal for businesses as it fosters brand loyalty and encourages repeat purchases Additionally, customer satisfaction encompasses both cognitive and emotional judgments during consumption; Oliver (1996) describes it as the consumer's fulfillment response, reflecting the degree of pleasantness or unpleasantness experienced, which ultimately influences their emotional state (Ha and Jang, 2010).

Customer satisfaction is the perception of pleasurable fulfillment derived from a service, as defined by Oliver (1996) It can be evaluated by considering the overall satisfaction with different attributes of a product or service, according to Churchill and Surprenant.

Numerous studies have identified key factors influencing customer satisfaction, including the ease of obtaining information, performance at the attribute level, prior experience, and the time spent searching for a service.

Customer satisfaction in retail is influenced by individual shopping motivations, such as routine, product exploration, and the enjoyment of bargaining (Clottey et al 2008) It is defined as a post-purchase response that compares perceived quality with expected quality (Giese and Cote, 2000; Anderson et al 1994) Various store attributes—like quality, price, variety, and service—play a crucial role in shaping this satisfaction (Clottey et al 2008) Although there is no consensus on measuring satisfaction in retail, it is widely recognized that quality is a key antecedent (Bolton and Drew 1994; Anderson et al 1994) Ultimately, customer satisfaction significantly impacts repurchase intentions, word-of-mouth communication, future purchasing behavior, profitability, and long-term customer loyalty (Oliver, 1997).

From above discussion, we have the last hypothesis.

H3: There is a positive impact of customer satisfaction on the customer loyalty.

Customer Loyalty

The concept of customer loyalty develops over time, with Kotler et al (1999) noting that acquiring a new customer can cost up to five times more than retaining an existing one Loyalty is demonstrated through a commitment to repurchase preferred products or services (Oliver 1997; Dick and Basu 1994) According to Zeithaml et al (2002), customer loyalty can be categorized as either behavioral or attitudinal, where the behavioral aspect focuses on customers who remain loyal by consistently purchasing and using a product or service (Parasuraman et al 1988; Zeithaml et al.).

In the realm of customer loyalty, mere repurchase can signify inertia rather than true commitment, as noted by Bloemer and Kasper (1995) Reichheld (1990) emphasizes that genuine behavioral loyalty is reflected in a customer's willingness to recommend a product or service to others Additionally, the attitudinal perspective highlights that customers develop a sense of belonging and commitment to a brand Dick and Basu (1994) further elaborate that loyalty is demonstrated through a favorable attitude towards a brand compared to alternatives and consistent repeat patronage.

According to Gremler & Brown (1996), customer loyalty is defined as the frequency of repeat purchases from a retailer, reflecting a positive attitude towards the store, and the preference to shop exclusively at that supermarket when the need arises This definition aligns with the objectives of this study, emphasizing the importance of customer loyalty in retail settings.

Loyalty, as defined in 1995, goes beyond mere repeat purchases at a specific supermarket brand, emphasizing genuine commitment rather than transactional behavior Zeithaml et al (1996) argue that loyalty is a complex, multidimensional construct that encompasses both positive and negative responses Importantly, a loyal customer does not always equate to a satisfied one Additionally, Gremler & Brown (1996) highlight that customer defection does not necessarily contradict loyalty, reinforcing the nuanced understanding of customer relationships presented by Zeithaml et al (1996).

Even when issues remain unresolved, approximately 50% of customers continue to support the brand This loyalty can be attributed to various factors, including the costs associated with switching, limited awareness of alternative options, geographical constraints, financial limitations, and habitual behavior that isn't necessarily tied to brand loyalty.

The conceptual model

Omar and Musa (2011) present a research model that identifies seven key elements of service quality in customer loyalty programs, highlighting their impact on customer satisfaction and loyalty within the retail sector.

Omar and Musa (2011) identified seven key dimensions of service quality in customer loyalty programs: program policy, tangibility, rewards, information, courteousness, personalization, and communication These dimensions significantly enhance program satisfaction and foster greater customer loyalty.

Thomas (2013) highlighted the interconnectedness of customer satisfaction, customer loyalty, and store reputation The research indicates that customer satisfaction significantly influences customer loyalty, with store reputation serving as a key mediator in this relationship.

Recognizing the significant influence of customer loyalty programs and store reputation on customer satisfaction, the author integrates these elements into a novel research model This model is developed through a thorough review of existing literature and the formulation of relevant hypotheses.

Figure 2.1: The proposed conceptual model for the thesis

Table 2.2: Hypotheses of the research

H1(a,b,c,d,e,f,g) There is a positive impact of customer loyalty program service quality on the customer satisfaction.

H1a There is a positive impact of rewards on the customer satisfaction.

H1b There is a positive impact of staff on the customer satisfaction

H1c There is a positive impact of policy on the customer satisfaction

H1d There is a positive impact of tangibility on the customer satisfaction

H1e There is a positive impact of communication on the customer satisfaction

H1f There is a positive impact of personalization on the customer satisfaction.

H1g There is a positive impact of information on the customer satisfaction.

H2 Higher the store reputation, higher will be the customer loyalty.

H3 There is a positive impact of customer satisfaction on the customer loyalty.

This chapter presents an overview of customer loyalty programs implemented by major supermarket chains in Ho Chi Minh City, highlighting their service quality, store reputation, customer satisfaction, and the factors influencing customer loyalty, based on previous research Additionally, the author proposes a conceptual model related to these themes The following chapter will detail the research methodology employed in this thesis.

Draf of measurements Literature review

Research methodology

Research design

This study utilized primary data gathered from consumers with membership cards shopping at three supermarket chains in Ho Chi Minh City: Co.opmart, Big C, and Lotte Mart A questionnaire survey was employed as the method for data collection.

Figure 3.1: The process of thesis research

Measures of the constructs

Based on the literature, the researcher set up the survey instrument, using scales that were already validated in previous studies:

Table 3.1: Measurement Scales from previous research basements

Items Measurement Scales Research basement

Offers high-quality gifts Offers branded reward gifts Provides desirable reward gifts

Loyalty Program Service Quality, Omar and Musa (2011)

ST1 The staff solves cardholders’ queries Loyalty Program

ST2 The staff cares about receiving feedback Service Quality, Omar ST3 The staff often have cardholders’ best interests at heart and Musa (2011) ST4 The staff listens to cardholders’ suggestions

Procedures that are easy to understand Enough time to redeem the points Earned points quickly

Provides a comfortable seating area Service counter is easy to find Service counter has space to move around

CM1 Web site is useful Loyalty Program

CM2 Offers a reliable web site Service Quality, Omar

CM3 Web site is informative and Musa (2011)

CM4 Web site is easy to access

CM5 Web site updated regularly

CM6 Prompt feedback through the web site

CM7 Web site is attractive

Provides personalized service Gives personal attention Acts in cardholders’ best interest

Reminds about expiry date of points Informs about participating outlets Reminds about expiry date of vouchers

Loyalty ProgramService Quality, Omar and Musa (2011)

Base on the research of Omar (2011), the elements of customer satisfaction can be measured by:

Table 3.2: Measurement Scales for customer satisfaction

In order to measure the customer satisfaction customer loyalty, the author use below measurement of the variables for validity test base on the research of Thomas (2013):

Table 3.3: Measurement of the variables of customer satisfaction and customer loyalty

1.I feel comfortable when shopping at the supermarket

2.I am pleased that the supermarket meets my requirements

3.I am glad that have chosen to shop supermarket

1 I would recommend this retail store to others

2 I visit this store more frequently than other retail stores

3 In the near future, I am likely to purchase from this retail store again

4 I would continue to purchase from this retail store even if there was a slight increase in price

5 I consider the store to be my first choice of retail store

To assess the customer perceived value of store reputation, the author employs measurement variables derived from Chiang's (2010) research, ensuring validity in the testing process.

Table 3.4: Measurement of the variables of store reputation

Items Measurement Scales Research basement

Research process

The research comprised two phases: a pilot study and a main survey The pilot study utilized qualitative methods alongside a quantitative approach, employing standardized measures to categorize the diverse perspectives and experiences of consumers into a limited set of predetermined response categories, each assigned a numerical value.

The author developed three hypotheses in Chapter 2, drawing on existing literature regarding the influence of loyalty program quality and store reputation on customer satisfaction and loyalty Subsequently, the author refined the model and identified the initial scale for the study's questionnaire.

Following the preliminary questionnaire, the researcher conducted in-depth interviews with 10 individuals in Ho Chi Minh City to accurately position the study within the context of Vietnamese consumers This process involved verifying and adjusting the terminology used in the original scale for better clarity and comprehension While most structural measures were based on prior research, this step was essential for ensuring their relevance and understanding within the study's context The author gathered valuable feedback and suggestions from interviewees to refine the official questions (See Appendix A).

Following qualitative research, the authors refined the questions to better align with the Vietnamese market and enhance clarity They designed the questions to ensure relevance, and the main survey was conducted extensively using a convenient format to gather responses from consumers in Ho Chi Minh City The quantitative research process included several key steps.

- Step 1: The authors include questions for the study:

The questionnaire was designed in English, then translated into Vietnamese to given to the respondents (See Appendix B & C).

- Step 2: The author defined the sample size of the research:

Research indicates varying minimum sample size requirements for statistical analysis Bollen (1989) suggests that at least 5 samples are necessary for parameter estimates However, Hoelter (1983) and Gorsuch (1983) recommend a larger sample size, with both asserting that a minimum of 200 samples is essential for conducting Exploratory Factor Analysis (EFA).

Ongoing studies will examine 39 observed variables, necessitating a minimum sample size of N= 5 x 39 = 195, based on Bollen's (1989) standards However, Gorsuch (1983) suggests a sample size of at least 200 acres Consequently, the author estimates the required sample size for this study to be 200 Additionally, Tabachnick and Fidell provide further guidance on sample size considerations.

In 2007, guidelines for determining the sample size in regression analysis were established, stating that the sample size (N) should exceed R + 8*k, where k represents the number of independent variables In this study, with k set at 3, the required sample size was calculated to be N > 52 + 8*3, resulting in a minimum of 76 participants Consequently, questionnaires were distributed to 250 private customers engaged in shopping activities.

Ho Chi Minh City is home to major supermarket chains including Big C, Co.opmart, and Lotte Mart, alongside other notable stores like Satra Mart and Vinmart To ensure a robust sample size of 200, which exceeds the requirement of N > 76, these supermarkets offer member cards that enhance customer engagement and loyalty.

- Step 3: The author issued the questionnaire to the interviewees

The main study collected data from three major supermarket chains in Vietnam: Big C, Co.opmart, and Lotte Mart, focusing on business districts in Ho Chi Minh City due to their significant influence on shopping demand Unlike the pilot test's convenience sampling, this phase utilized probability sampling, ensuring each participant had a known chance of selection, which minimized sampling error and allowed for broader generalization Questionnaires were randomly distributed to customers shopping or resting in the supermarkets, with a minimum age requirement of 18 to ensure adequate understanding A total of 250 questionnaires were collected over six days, with 209 deemed valid for analysis after excluding incomplete responses.

Step 4: The author received the questionnaire and checked again for suitable results.

After 6 days of surveying, a total of 250 questionnaires were collected and 209 were used for analysis after eliminating the incomplete responses or answered with value number “3” for more than fifty percent of the number of questions in the questionnaire from the list of response As a result, the usable data or this study was 209 observations It is suitable with the requirement of minimum sample size: 76 observations.

Data analysis method

In this study, data analysis was conducted using SPSS software version 16.0, along with Microsoft Excel for descriptive statistics The reliability and validity of the measurement scales were assessed through Cronbach’s alpha and exploratory factor analysis (EFA) Subsequently, Multiple Regression analysis was employed to investigate the relationships between independent and dependent variables, in line with the proposed hypothesis.

A reliability test using Cronbach’s alpha was conducted with SPSS to evaluate the internal consistency of the measurement results As noted by Sekaran (1992), the coefficient alpha is widely recognized as a key measure of reliability for multi-item scales (Ryu et al., 2008, p 464).

According to Leech et al (2005), an acceptable value for Cronbach's alpha, which measures reliability, is above 0.7, though it may be acceptable to have a range of 0.60 to 0.69 when the scale contains a limited number of items Conversely, a Cronbach's alpha exceeding 0.90 may indicate redundancy among items or an excess of items in the scale that are unnecessary for accurately measuring the intended concept.

In addition to evaluating Cronbach's alpha, the Item Repair - Total correlation is crucial for effective assessment According to Leech et al (2005), a high correlation (0.40 or above) indicates that the item is well-aligned with other items, contributing positively to the overall scale Conversely, if the item-total correlation is low (below 0.30) or negative, it may signal issues with vocabulary, wording, or conceptual relevance, necessitating modifications or removal of those items.

Exploratory Factor Analysis (EFA) is a statistical method that evaluates a testable model based on its fit to a hypothesized population model, providing indices for model interpretation (Leech et al., 2005) This method is particularly useful for identifying how a large set of items correlate as a group, revealing similar responses among most respondents (Leech et al., 2005).

Multivariate regression analysis is employed to evaluate hypotheses and forecast outcomes based on various independent variables (Leech et al., 2005) Leech et al (2005) emphasize that while multiple regression analysis involves numerous assumptions, it is advisable to concentrate on the key assumptions that can be easily verified using SPSS.

1 The independence of residuals (errors).

2 A linear relationship between each predictor variables and the dependent variable.

3 Excess or errors are normally distributed.

In this chapter, the author discusses the research design, detailing the research process and scale It also covers the sample size and methods for data collection and analysis The following chapter focuses on the descriptive analysis of the collected data.

Data analysis and findings

Sample characteristics

Table 3 presents descriptive statistics indicating that female respondents comprised 61.2% of the sample, surpassing the 38.8% of male respondents This trend reflects the dominant role of women in decision-making for family purchases in Vietnam's supermarket shopping market The majority of respondents were aged between 24-30 and 31-40, aligning with the typical customer demographic for supermarkets in Ho Chi Minh City As Vietnamese incomes rise, most respondents reported a monthly salary between 9 to under 15 million VND, indicating a solid income level Additionally, the data reveals that 48.3% of respondents are staff officers, highlighting the shift away from traditional household roles where women solely depend on their husband's income, as many now balance homemaking with professional careers.

Table 4.1 : Descriptive Statistics for the Sample (N = 209)

From 5 to under 9 million VND 51 24.4%

4.2 The reliability test: the Cronbach’s alpha test

The internal consistency of each construct was deemed acceptable, with Cronbach’s alpha values exceeding 0.7, indicating high reliability of the measurement items (Hair et al 1998, cited in Ha and Jang 2010) Furthermore, a Corrected Item-Total Correlation above 0.3 suggests that an item has a moderate correlation with other items, making it a valuable component of the overall scale (Burnstein & Nunnally, as quoted in Ha and Jang 2010) Conversely, items with a total correlation below 0.3 warrant a review of their wording and relevance to ensure they align with the intended concept.

The Cronbach alpha test results for each structure have been summarized in the table below:

Table 4.2: The results of Cronbach’ alpha test

Scale Mean if Item Deleted

Scale Variance if Item Deleted

Cronbach's Alpha if Item Deleted

The study found that 10 scales achieved a Cronbach’s alpha above 0.7, with the highest being 0.908 for Staff in the Customer Loyalty Program and the lowest at 0.744 for Information in the Customer Loyalty Program Additionally, the corrected item-total correlation for each item exceeded 0.3, confirming that all scales meet the reliability criteria Consequently, these measures were utilized in the main survey to evaluate the study hypotheses.

Removing specific items from the scales significantly improved the reliability, as evidenced by the increase in Cronbach's alpha: from 0.744 to 0.782 for the Information scale by deleting item INFORM08, from 0.829 to 0.831 for the Reputation scale by removing item REPU23, and from 0.754 to 0.796 for the Loyalty scale by eliminating item LOYAL29 The decision to exclude these items was supported by their low item-total correlations, with INFORM08 at 0.462, REPU23 at 0.628, and LOYAL29 at 0.516, indicating they did not align well with the overall task value scores.

The author conducted exploratory factor analysis (EFA) after assessing Cronbach’s alpha to evaluate measurement scales, aiming to identify which items group together based on respondent similarities (Leech et al., 2005) Utilizing Principal Axis Factoring with Varimax rotation, the study identified ten factors: Rewards, Policy, Information, Personalization, Tangibility, Communication, Staff, Reputation, Customer Satisfaction, and Customer Loyalty The analysis confirmed that items within each concept were appropriately grouped The KMO value of 0.893 indicated sufficient items for each factor, while the significant Bartlett's test result (p < 0.05) confirmed a strong correlation among variables, validating the basis for factor analysis.

Table 4.3: KMO and Bartlett's Test for all variables

Kaiser-Meyer-Olkin Measure of

An exploratory factor analysis (EFA) using Principal Axis Factoring with Varimax rotation revealed four key factors from ten items related to perceived risk, social cost, consumer attitudes towards counterfeit products, and purchase intentions Notably, the first six factors accounted for 74.3% of the total variance, highlighting that a significant portion of the variance can be attributed to these initial items.

Table 4.4 : Total Variance Explained for all variables

Factor Initial Eigenvalues Extraction Sums of Squared

Extraction Method: Principal Axis Factoring. a When factors are correlated, sums of squared loadings cannot be added to obtain a total variance.

The author removed the items REPU21 and REPU22 because the distance between the maximum value and the subsequent value was less than 0.25 The Rotated Factor Matrix revealed that items with a factor loading greater than 0.5 are considered significant Consequently, the items were categorized into six distinct groups based on their factor loadings.

Recent findings indicate a shift in interviewees' perceptions regarding certain variables, diverging from the initial hypotheses and established theories This shift highlights how respondents view the factors that genuinely impact their satisfaction and loyalty while shopping at supermarkets Following the Exploratory Factor Analysis (EFA), Customer Satisfaction and Customer Loyalty were categorized under a unified group termed "Customer Outcome." Similarly, Staff and Communication were grouped together as "Serving," while Rewards and Policy formed another cohesive category.

Customer Outcome (Customer Satisfaction, Customer Loyalty)

In the following section, we present the results of the regression analysis, which simultaneously incorporates one dependent variable and five independent variables.

Table 4.5: Rotated Component Matrix for all variables

After conducting Cronbach’s Alpha Analysis and Exploratory Factor Analysis (EFA), the author performed multiple regression analysis to examine the relationships among six key factors As noted by Hair et al (2010), this analysis enables the prediction of the impact of independent variables on the dependent variable The study investigated the relationship between independent variables—such as Serving, Regulation, Personalization, Information, and Tangibility—and Customer Outcomes, which encompass Customer Satisfaction and Customer Loyalty, using standard multiple regression analysis Pearson correlation tests were employed to assess the correlation between the variables, revealing that the explanatory variables are not correlated with one another.

Table 4.6: Correlations or all variables

** Correlation is significant at the 0.01 level (2-tailed).

The result of running the Multiple Regression was reported to determine how well the model fit:

Square Std Error of the

1 768 a 590 579 50770 1.479 a Dependent Variable: Customer Outcome b Predictors: (Constant), Regulation, Serving, Personalization,

The multiple correlation coefficient (R) was found to be 0.768, indicating a strong relationship between the variables The R Square value of 0.590 reveals that 59% of the variance in consumer outcomes can be explained by the model, while the adjusted R Square of 0.579 suggests that approximately 57% of the variance is predictable from the five independent variables analyzed.

Total 127.471 208 a Dependent Variable: Customer Outcome b Predictors: (Constant), Regulation, Serving, Personalization, Tangibility, Information

The value of F was 58.307 and sig0.05), the author could conclude that the factor of tangibility did not have the relationship with the customer outcome on this research.

H1d: There is a positive impact of personalization on the customer outcome

As presented in above table, sig value of perceived risk was 0.27 (under 0.05).

It indicated that the factor of personalization have the positive impact on the customer outcome.

H1e: There is a positive impact of information on the customer outcome

With the sig value 0.229 (>0.05), the author could conclude that the factor of information did not have the relationship with the customer outcome on this research.

Exploratory factor analysis (EFA)

The author conducted exploratory factor analysis (EFA) following the evaluation of Cronbach’s alpha to determine the grouping of measurement scales Utilizing Principal Axis Factoring with Varimax rotation, the study identified ten factors: Rewards, Policy, Information, Personalization, Tangibility, Communication, Staff, Reputation, Customer Satisfaction, and Customer Loyalty The analysis confirmed that items within each concept were appropriately grouped The KMO value of 0.893 indicated that there were sufficient items for each factor, while the significant Bartlett's test result (p < 0.05) demonstrated a high correlation among variables, validating the basis for factor analysis.

Table 4.3: KMO and Bartlett's Test for all variables

Kaiser-Meyer-Olkin Measure of

The exploratory factor analysis (EFA) using Principal Axis Factoring with Varimax rotation revealed four key factors from ten items related to perceived risk, social cost, consumer attitudes towards counterfeit products, and purchase intentions Notably, the first six factors accounted for 74.3% of the variance, demonstrating that a significant portion of the variance can be explained by these initial items.

Table 4.4 : Total Variance Explained for all variables

Factor Initial Eigenvalues Extraction Sums of Squared

Extraction Method: Principal Axis Factoring. a When factors are correlated, sums of squared loadings cannot be added to obtain a total variance.

The author removed the items REPU21 and REPU22 because the distance between the maximum value and the subsequent value was less than 0.25 The Rotated Factor Matrix indicated that items with a factor loading greater than 0.5 are considered significant Consequently, the items were organized into six distinct groups based on their factor loadings.

Recent findings indicate a shift in interviewees' perceptions regarding certain variables, diverging from the study's initial hypotheses and existing theories This shift highlights how respondents believe these factors genuinely impact their satisfaction and loyalty in supermarket shopping Following an Exploratory Factor Analysis (EFA), Customer Satisfaction and Customer Loyalty were grouped together as "Customer Outcome," while Staff and Communication were categorized under "Serving," and Rewards and Policy were also grouped accordingly.

Customer Outcome (Customer Satisfaction, Customer Loyalty)

The regression equation incorporated one dependent variable alongside five independent variables simultaneously, with the results detailed in the following section.

Table 4.5: Rotated Component Matrix for all variables

Multiple regression analysis

After conducting Cronbach’s Alpha Analysis and Exploratory Factor Analysis (EFA), the author proceeded with multiple regression analysis to explore the relationships among six key factors As noted by Hair et al (2010), this analysis enables the prediction of the independent variables' impact on the dependent variable The study examined the connection between independent variables—such as Serving, Regulation, Personalization, Information, and Tangibility—and Customer Outcomes, which encompass Customer Satisfaction and Customer Loyalty, through standard multiple regression analysis Additionally, Pearson correlations were employed to assess the correlation between variables, revealing that the explanatory variables do not exhibit significant correlations with one another.

Table 4.6: Correlations or all variables

** Correlation is significant at the 0.01 level (2-tailed).

The result of running the Multiple Regression was reported to determine how well the model fit:

Square Std Error of the

1 768 a 590 579 50770 1.479 a Dependent Variable: Customer Outcome b Predictors: (Constant), Regulation, Serving, Personalization,

The Model Summary indicates a multiple correlation coefficient (R) of 0.768, with an R Square value of 0.590 and an adjusted R Square of 0.579 This suggests that 57% of the variance in consumer outcomes can be predicted by five independent variables.

Total 127.471 208 a Dependent Variable: Customer Outcome b Predictors: (Constant), Regulation, Serving, Personalization, Tangibility, Information

The value of F was 58.307 and sig0.05), the author could conclude that the factor of tangibility did not have the relationship with the customer outcome on this research.

H1d: There is a positive impact of personalization on the customer outcome

As presented in above table, sig value of perceived risk was 0.27 (under 0.05).

It indicated that the factor of personalization have the positive impact on the customer outcome.

H1e: There is a positive impact of information on the customer outcome

With the sig value 0.229 (>0.05), the author could conclude that the factor of information did not have the relationship with the customer outcome on this research.

The elimination of factor reputation elements during the Cronbach’s Alpha and EFA testing indicates that store reputation does not influence customer outcomes in this research.

Table 4.11: Summary of hypotheses testing results

H1a There is a positive impact of regulation on the customer outcome Supported

H1b There is a positive impact of serving on the customer outcome Supported

H1c There is a positive impact of tangibility on the customer outcome Not supported

H1d There is a positive impact of personalization on the customer outcome

H1e There is a positive impact of information on the customer outcome

Not supported H2 Higher the store reputation, higher will be the customer loyalty Not supported

4.6 Explanation for the finding results of the hypotheses

Recent research in consumer behavior identifies seven key factors—Rewards, Policy, Staff, Communication, Information, Tangibility, and Personalization—that significantly influence customer satisfaction in the supermarket retail sector Furthermore, both customer satisfaction and store reputation play crucial roles in fostering customer loyalty Notably, our findings reveal an unexpected negative impact of tangibility and information on customer outcomes, while emphasizing that customer satisfaction and customer loyalty are closely intertwined.

Consumers often overlook store reputation when making purchasing decisions and show little concern for the distinction between satisfaction and loyalty towards retailers This contrasts with prior empirical research, as the author found a lack of studies on retail loyalty in Vietnam and limited international evidence supporting these findings The differing contexts of previous research, conducted in countries with varying cultures, living standards, moral standards, lifestyles, and legal frameworks, may contribute to divergent consumer perceptions of retail loyalty.

To validate the findings, the author conducted in-depth interviews with five respondents, exploring key themes: (1) the interconnectedness of customer satisfaction and loyalty, (2) the equivalence of staff and communication quality, (3) the inclusivity of rewards and policies, and (4) the lack of impact of store reputation on customer loyalty.

Customer satisfaction is crucial for fostering customer loyalty, as shoppers experience comfort and pleasure while shopping at the supermarket This positive experience encourages them to return for future purchases, indicating that satisfaction and loyalty are intertwined.

In an in-depth interview with five participants, it was found that both Staff and Communication are crucial for accessing information and providing suggestions about the Customer Loyalty Program Quality Customers can easily obtain promotions and feedback through supermarket staff and the website Regarding Rewards and Policy, all interviewees acknowledged their understanding of these factors, noting that rewards and policies are governed by the Customer Loyalty Program regulations, which dictate the gifts received and the process for earning bonuses over time Lastly, while all participants recognized the importance of store reputation, including product quality and after-sales service reviews, they emphasized that personal experience with the service ultimately influences their loyalty to a retailer, indicating that store reputation does not significantly impact their shopping choices.

The outcome of the study can be attributed to the nature of the collected sample, as the author included additional questions to gain comprehensive insights into supermarket shopping decisions The findings reveal that customers often feel confident in their choice of brand names among retailers, with respondents given the option to select multiple answers to this question.

Table 4.12: Statistics of frequency of factors that affect customer choosing to shop at a supermarket

The proximity of supermarkets significantly influences customer loyalty, as many shoppers prefer locations close to home with ample parking for their vehicles This convenience factor is crucial for attracting customers, as nearly all supermarket visitors arrive by car or motorcycle While location is a fixed element that cannot be easily altered, other key factors such as promotions, product diversity, and quality can be improved to enhance the supermarket's appeal and success.

The author conducted an interview with customers regarding their participation in supermarket loyalty programs, revealing that nearly 49.8% of respondents hold two or more loyalty cards simultaneously This statistic highlights the diversity of information among respondents, which can lead to varied outcomes in data interpretation Some customers struggle to differentiate between the loyalty programs of different supermarkets, resulting in inaccurate assessments of their quality Notably, male shoppers, who may occasionally shop for their spouses, often find themselves unclear about the details of customer loyalty service quality.

Table 4.13: The number of supermarket brand that customers participate in the customer loyalty program

Explanation for the findings results of the hypotheses

This chapter reinforces the thesis goal outlined in the introduction, highlighting the link between the research findings and practical applications through suggested managerial strategies It also addresses key limitations of the study and proposes directions for future research The chapter is structured into three main sections: conclusions, managerial implications, and limitations of the study along with recommendations for future research.

This study explored how the quality of loyalty programs and store reputation influence customer satisfaction and loyalty within the retail sector in Ho Chi Minh City It successfully achieved three specific objectives, providing valuable managerial insights and practical implications for enhancing customer engagement and retention.

Regulation positively influences customer outcomes, significantly affecting customer satisfaction and loyalty Previous research, including the work of Omar and Musa (2011), supports this finding, highlighting that consumers require clear information regarding loyalty programs The perceived quality of these programs is determined by the attractiveness of rewards and the clarity of policies, which in turn fosters trust and loyalty towards supermarket brands.

Serving positively influences customer outcomes, highlighting the crucial roles of staff and communication in shaping perceptions of loyalty programs This aligns with previous research, such as Omar and Musa (2011), which emphasizes that consumers expect high-quality service from employees.

Conclusions, inplications and limitations

Conclusions

This study explored how the quality of loyalty programs and store reputation influence customer satisfaction and loyalty within the retail sector in Ho Chi Minh City It successfully achieved three specific objectives, providing valuable insights and practical implications for management in enhancing customer engagement and retention.

Regulation positively influences customer outcomes, significantly impacting customer satisfaction and loyalty Research, including studies by Omar and Musa (2011), highlights that consumers require clear information regarding loyalty programs, including details on rewards and the simplicity of policies A well-structured loyalty program enhances trust and fosters brand loyalty among supermarket shoppers.

Serving staff and effective communication significantly influence customer perceptions of loyalty programs, impacting their satisfaction and loyalty Research by Omar and Musa (2011) supports this, highlighting the importance of excellent service from employees Staff should not only be polite and courteous but also possess strong problem-solving skills to address customer issues Additionally, supermarket customers increasingly value the communication process with retailers, making it essential for businesses to carefully consider and respond to customer feedback and suggestions.

Personalization significantly enhances customer outcomes, as consumers expect recognition based on their loyalty card tiers Historically, customers enjoyed personalized service from local grocers who knew them well and tailored recommendations to their needs This relationship fostered loyalty and trust, allowing customers to share personal information for customized service However, the rise of large supermarkets has diminished this personal touch, leaving consumers feeling anonymous Therefore, customers with high-tier loyalty cards, who invest heavily in their shopping, deserve special treatment through exclusive promotions, gifts, and discounts that set them apart from other shoppers.

Managerial implication

From the above result, the author will recommend three groups of elements that can be executed better to gain more and more customer satisfaction and loyalty in retail sector.

Regulation plays a crucial role in enhancing customer satisfaction and loyalty, with research indicating that rewards are the most significant influencing factors To boost these metrics, it is essential to prioritize reward systems within loyalty programs Managers should ensure that discounts are accessible across all locations, allowing customers to redeem birthday or Tet gifts at any supermarket in the chain, rather than being restricted to a specific store Additionally, implementing a six-month validity period for discount coupons can simplify the process for customers, reducing confusion Retailers can further engage customers by organizing festivals that celebrate loyalty program participation Finally, collaborating with production enterprises to create co-branded discount programs can provide customers with flexible options, such as choosing between regular discount coupons or higher-value coupons for specific product categories, benefiting both supermarkets and manufacturers by enhancing customer choice without incurring additional costs.

Effective staff training and communication are crucial for enhancing customer satisfaction and loyalty in supermarkets Employees directly interact with clients, making their training in communication skills, loyalty program knowledge, and relevant software essential Retailers should implement comprehensive training for all staff, not just those involved in loyalty programs, to ensure consistent support for customers Promoting friendly communication and sharing best practices across the organization can strengthen customer relationships Additionally, managers must standardize workflows, align employee schedules with customer traffic, and maintain a professional appearance for all staff Implementing a suggestion box will allow customers to provide feedback on service, while improving telephone support through operator training will help address customer inquiries promptly.

To enhance personalization in supermarkets, it is essential to standardize customer data for effective management and analysis of purchasing habits, enabling tailored promotions that align with individual customer preferences Managers should leverage collected data, such as purchase history and customer lifetime value, to develop targeted customer care strategies that boost satisfaction and loyalty Additionally, creating a personalized website based on users' access and search history will provide customers with a unique shopping experience Retailers can also conduct surveys to gauge customer satisfaction and identify desired services, further refining their offerings.

Limitations and future research

This study has notable limitations, primarily due to its focus on large supermarkets in metropolitan Ho Chi Minh City, which may not accurately reflect the dynamics of supermarkets in rural areas Rural customers prioritize price significantly, especially in comparison to traditional markets, and their income levels and purchasing power differ from those in urban districts Consequently, the generalizability of the study's findings would improve with a broader scope, which is a key objective for future research.

This study utilized the Cronbach alpha coefficient and factor analysis to evaluate the scale, while theoretical models were calibrated through multiple linear regression analysis Future research should employ advanced analytical techniques, such as Structural Equation Modeling (SEM), to enhance the measurement of the scale and the testing of the theoretical model.

Future research should focus on re-evaluating this model by collecting data from diverse geographical areas while considering significant cultural differences Additionally, incorporating factors such as household size, acceptable price ranges, and product categories will enhance the understanding of customer perceptions.

The current research employs a basic methodology; however, future studies should incorporate more advanced techniques Utilizing data analysis methods such as Confirmatory Factor Analysis (CFA) or Structural Equation Modeling (SEM) could enhance the reliability of the findings.

In this research, convenience sampling was utilized as a non-probability sampling method For future studies, it is recommended to employ probability sampling to enhance the generalizability of the findings Probability sampling selects participants based on randomization, allowing for calculated probabilities of inclusion Although this method is more complex, time-consuming, and costly than non-probability sampling, it yields reliable estimates and quantifies sampling error, enabling valid inferences about the broader population.

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Appendix A: Guideline for qualitative in-depth interview

1 The supermarket loyalty program offers high-quality gifts

The respondents suggest replacing the word

“high-quality” by “good quality and practical”

2 The supermarket loyalty program offers branded reward gifts

The word “branded” is a little bit confused, it will be better if asking them by using the word

3 The supermarket loyalty program provides desirable reward gifts

The word “desirable” is difficult to understand, so the respondents suggest using “practical, matching” for this question

4 The staff solves cardholders’ queries The word “solved” is not right in some situation, so the respondents recommend to replace by

“answer the queries” or supported the customers

5 The staff cares about receiving feedback

The scale is easily to understand

6 The staff often have cardholders’ best interests at heart

The sentence is so emotional, so the respondent recommend changing this sentence into “The staff receive the satisfaction of cardholders”

7 The staff listens to cardholders’ suggestions

8 Procedures that are easy to understand It will be better if the author add in the word

9 Enough time to redeem the points The scale is easily to understand

10 Earned points quickly The scale is easily to understand

11 Provides a comfortable seating area The sentence will be more clear to understand if it is wording by “Loyalty customer service counters of supermarkets is spacious, comfortable”

12 Service counter is easy to find The scale is easily to understand

13 Service counter has space to move around

14 Web site is useful The scale is easily to understand

15 Offers a reliable web site The scale is easily to understand, but if it is official website, it is obviously reliable.

16 Web site is informative The scale is difficult to understand because the word “informative” is so broad and have the same mean with “useful”

17 Web site is easy to access The scale is easily to understand, but nowadays almost every websites is very easy to access

18 Web site updated regularly The scale is easily to understand

19 Prompt feedback through the web site The scale is easily to understand

20 Web site is attractive The scale is easily to understand, but it is not important to have an attractive website in the retail sector

21 Provides personalized service The word “personalized service” can change to

“the rights and privileges under each level card”

22 Gives personal attention The respondent suggest the sentence wording is

“The customer loyalty program has care policy at the levels of cards”

23 Acts in cardholders’ best interest The respondent suggest the sentence wording is

“The customer loyalty program at supermarket bring satisfaction for each cardholder”

24 Reminds about expiry date of points The scale is easily to understand

25 Informs about participating outlets The word “participating outlets” can be wording into “full information about the suppliers participating in the promotion for cardholders”

26 Reminds about expiry date of vouchers The scale is easily to understand

27 Retailer history is reliable The history may not important for them to choose, so they suggest the items “after sales service” to replace

28 Reliability for the quality of goods The scale is easily to understand

29 Word of mouth is excellent It will be more specific if the author change the sentence to “I often hear the words evaluated and commented favorably on supermarket”

30 I feel comfortable when shopping at the supermarket

31 I am pleased that the supermarket meets my requirements

32 I am glad that have chosen to shop supermarket

33 I would recommend this retail store to others

The scale is easily to understand, but they think that the recommendation if not as important as the real experience the quality of supermarket.

34 I visit this store more frequently than other retail stores

The scales have the same meaning with others in this section

35 In the near future, I am likely to purchase from this retail store again

The sentence should be rewrite as “I think that I am a loyalty customer of the supermarket”

36 I would continue to purchase from this retail store even if there was a slight increase in price

The scale is easily to understand but it is not reasonable because everyone cares about the rice so much.

37 I consider the store to be my first choice of retail store

My name is Dang Bich Phuong, and I am currently pursuing an MBA at the ISB Institution, University of Economics Ho Chi Minh City My research focuses on the influence of loyalty program quality and store reputation on customer satisfaction and loyalty I kindly request your participation in this survey, as your responses are invaluable to my study Thank you for your time and support.

Your personal information will be kept completely confidential During the survey, if you have any questions, please contact me via email: phuongdang1989@gmail.com or phone number 0985958939.

Sincere thanks to the support of Ladies and Gentlemen.

Part A Survey of participating supermarket’s loyalty programs.

1.Have you join the supermarket’s loyalty program yet? e answer the questionnaire) the survey)

2.Which supermarket that you have been joined in the loyalty program?

Note: There may be multiple choice answers to this question

3.Which supermarket do you often shop at?

Call X is supermarket where you regularly shop at and register the Customer loyalty program card:

4.How long have you been participated in Customer loyalty program at supermarket X?

5.How many times per month do you often go shopping at supermarket X?

6.The reason that you choose shopping at the supermarket X is:

Note: There may be multiple choice answers to this question

Part B Survey of supermarket’s customer loyalty programs quality.

Please indicate the level of your agreement of with the following statement about the "X" by marking (√) in the appropriate boxes, with:

And with different level type in the box number 2, 3 and

Totally disagree Disagree Middle Agree Totallyagree

Loyalty program at supermarket X has:

2 …gift of the famous brands 1 2 3 4 5

4 …the clear policy, easy to understand 1 2 3 4 5

5 …enough time to accumulate points to redeem 1 2 3 4 5

6 …easily accumulate points when shopping 1 2 3 4 5

7 …remind customers regularly to accumulate points off period 1 2 3 4 5

8 … full information about the suppliers participating in the promotion for cardholders 1 2 3 4 5

9 …remind customers about voucher expiry date 1 2 3 4 5

10 …the rights and privileges under each level card 1 2 3 4 5

11 …care policy at the levels of card 1 2 3 4 5

12 Customer Loyalty Program at supermarket X produce satisfaction for each cardholder 1 2 3 4 5

Employee of customer loyalty program at supermarket X:

13 …answer the queries of cardholders 1 2 3 4 5

14 …attention to feedbacks and comments from the cardholder 1 2 3 4 5

15 …get the satisfaction of cardholders 1 2 3 4 5

16 …always listen to suggestions of cardholders 1 2 3 4 5

17 Loyalty customer service counters of supermarkets X is spacious, comfortable 1 2 3 4 5

18 Loyalty customer service counters of supermarkets X is easy to find 1 2 3 4 5

19 Information about customer loyalty program posted on website is useful, updated 1 2 3 4 5

20 Supermarket X promptly answer questions about loyalty program through the website 1 2 3 4 5

21 The quality of goods in supermarkets X is reliable 1 2 3 4 5

22 I often hear the words evaluated and commented favorably on supermarket X 1 2 3 4 5

23 The after sales service is quite good (refund or exchange if the customer returns the product ) 1 2 3 4 5

24 I feel comfortable when shopping at the supermarket

25 I am pleased that the supermarket X meets my requirements 1 2 3 4 5

26 I am glad that have chosen to shop supermarket X 1 2 3 4 5

27 Supermarket X would be my first choice when shopping 1 2 3 4 5

28 I realized I was loyalty customers of supermarket X 1 2 3 4 5

29 I just buy at the supermarket X rather than at any other supermarket 1 2 3 4 5

□ Under 5 million VND □ From 5 to under 9 million VND □ From 9 to under 15 million VND

□ From 15 to under 25 million VND □

□ Single □ Married □ Married and with childrenThanks for your support.

Chào Ông/Bà, tôi là Đặng Bích Phương, học viên cao học tại Viện Đào Tạo Quốc Tế, Trường Đại Học Kinh Tế TP HCM Hiện tôi đang nghiên cứu về ảnh hưởng của chất lượng dịch vụ trong chương trình khách hàng thân thiết và danh tiếng siêu thị đến sự hài lòng và lòng trung thành của khách hàng Tôi rất mong nhận được sự hỗ trợ từ Ông/Bà bằng cách dành ít phút để trả lời Phiếu khảo sát này, sự giúp đỡ của Ông/Bà sẽ vô cùng quan trọng và được trân trọng.

Thông tin cá nhân của bạn sẽ được bảo mật hoàn toàn Nếu bạn có bất kỳ câu hỏi nào trong quá trình thực hiện khảo sát, xin vui lòng liên hệ với tôi qua email: phuongdang1989@gmail.com hoặc qua số điện thoại.

Phần A Khảo sát về việc tham gia chương trình khách hàng thân thiết của siêu thị.

1.Ông/Bà đã tham gia chương trình Khách hàng thân thiết (KHTT) của siêu thị chưa? ả lời tiếp bảng câu hỏi) ảm ơn và kết thúc khảo sát)

2.Xin vui lòng cho biết Ông/Bà đã tham gia chương trình khách hàng thân thiết của siêu thị nào

Lưu ý: Có thể có nhiều lựa chọn trả lời cho câu hỏi này ghi rõ):………

3.Ông/Bà thường đi mua sắm ở siêu thị nào nhất? ghi rõ):………

Gọi X là siêu thị mà Ông/Bà thường xuyên mua sắm và có thẻ KHTT: ừ ừ ừ ừ ừ

4.Xin vui lòng cho biết Ông/Bà đã tham gia chương trình khách hàng thân thiết của siêu thị X được bao lâu? năm ới 1 năm 1 – 2 năm 2 – 3 năm

5.Xin vui lòng cho biết Ông/Bà đi mua sắm tại siêu thị X trung bình bao nhiêu lần mỗi tháng?

6.Lý do mà Ông/Bà lựa chọn mua sắm ở siêu thị X là:

Lưu ý: Có thể có nhiều lựa chọn trả lời cho câu hỏi này ẻ ần nhà ạng ất lượng ều khuyến mãi ệt tình

Phần B Khảo sát về chất lượng chương trình khách hàng thân thiết của siêu thị.

Xin vui lòng cho biết mức độ đồng ý của Ông/Bà đối với các phát biểu liên quan đến “X” bằng cách đánh dấu (√) vào các ô phù hợp, với Ô số 1 biểu thị "Hoàn toàn không đồng ý" và Ô số 5 biểu thị "Hoàn toàn đồng ý".

Còn với mức độ khác thì đánh vào các ô số 2, 3 và 4 Hoàn toàn không đồng ý Không đồng ý Trung dung Đồng ý Hoàn toàn đồng ý

Chương trình Khách hàng thân thiết tại siêu thị X có:

1 …quà tặng có chất lượng tốt 1 2 3 4 5

2 …quà tặng của những thương hiệu nổi tiếng 1 2 3 4 5

3 …quà tặng thiết thực, phù hợp 1 2 3 4 5

4 …thể lệ rõ ràng, dễ hiểu 1 2 3 4 5

5 …đủ thời gian tích điểm đổi quà 1 2 3 4 5

6 …cách thức tích điểm dễ dàng khi mua sắm 1 2 3 4 5

7 …nhắc nhở khách hàng thường xuyên về thời hạn đổi điểm tích lũy 1 2 3 4 5

8 …thông tin đầy đủ về những nhà cung cấp tham gia khuyến mãi cho chủ thẻ 1 2 3 4 5

9 …nhắc nhở khách hàng về thời hạn sử dụng phiếu quà tặng 1 2 3 4 5

10 …quyền lợi và ưu đãi theo từng cấp độ thẻ 1 2 3 4 5

11 …chính sách chăm sóc theo từng cấp độ thẻ 1 2 3 4 5

12 Chương trình KHTT tại siêu thị X tạo sự hài lòng cho từng chủ thẻ 1 2 3 4 5

Nhân viên chương trình Khách hàng thân thiết tại siêu thị X:

13 …giải đáp được thắc mắc của chủ thẻ 1 2 3 4 5

14 …quan tâm đến góp ý, nhận xét của chủ thẻ 1 2 3 4 5

15 …nhận được sự hài lòng của chủ thẻ 1 2 3 4 5

16 …luôn lắng nghe đề xuất của chủ thẻ 1 2 3 4 5

17 Quầy dịch vụ khách hàng thân thiết của siêu thị X rộng rãi, thoái mái 1 2 3 4 5

18 Quầy dịch vụ khách hàng thân thiết của siêu thị X dễ tìm, dễ thấy 1 2 3 4 5

19 Thông tin chương trình KHTT đăng trên website siêu thị X hữu ích, cập nhật 1 2 3 4 5

20 Siêu thị X kịp thời trả lời thắc mắc về chương trình

21 Chất lượng hàng hóa tại siêu thị X đáng tin cậy 1 2 3 4 5

22 Tôi thường nghe những lời đánh giá và bình luận tốt đẹp về siêu thị X 1 2 3 4 5

23 Các dịch vụ sau bán hàng khá tốt (hoàn tiền hoặc đổi trả nếu khách hàng không hài lòng về sản phẩm…) 1 2 3 4 5

24 Tôi thấy thoải mái khi mua sắm tại siêu thị X 1 2 3 4 5

25 Tôi thấy hài lòng vì siêu thị X đáp ứng được yêu cầu của tôi 1 2 3 4 5

26 Tôi thấy vui vì mình đã lựa chọn siêu thị X để mua sắm 1 2 3 4 5

27 Siêu thị X sẽ là lựa chọn đầu tiên của tôi khi đi mua sắm 1 2 3 4 5

28 Tôi cho rằng mình là khách hàng thân thiết của siêu thị X 1 2 3 4 5

29 Tôi chỉ mua hàng tại siêu thị X chứ không phải là tại siêu thị nào khác 1 2 3 4 5

Phần C Thông tin cá nhân của Ông/Bà:

3 Mức thu nhập tháng: (VND)

□ Dưới 5 triệu □ Từ 5 đến dưới 9 triệu □ Từ 9 đến dưới

□ Từ 15 đến dưới 25 triệu □ Trên 25 triệu

□ Nội trợ □ Nhân viên văn phòng □ Công nhân

□ Doanh nhân □ Nghề tự do □ Khác

□ Độc thân □ Đã có gia đình □ Đã có gia đình và có con

Cảm ơn sự hỗ trợ của quý Anh/Chị.

Appendix D: Histogram, Normal Regression & Scatter plot of Dependent Variable: Customer Satisfaction and Loyalty

Tiêu đề	The Impact Of Loyalty Program’s Service Quality And Store Reputation On Customer Satisfaction And Loyalty
Tác giả	Dang Bich Phuong
Người hướng dẫn	Dr. Pham Ngoc Thuy
Trường học	University of Economics Ho Chi Minh City
Chuyên ngành	Master of Business
Thể loại	Thesis
Năm xuất bản	2016
Thành phố	Ho Chi Minh City

Định dạng
Số trang	81
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