LUẬN văn THẠC sĩ ứng dụng quản trị quan hệ khách hàng trong doanh nghiệp thương mại vừa và nhỏ tại việt nam

INTRODUCTION

Rationale

CRM (customer relationship management) has been increasingly recognized as a business strategy to effectively understand, manage, and sustain customer relationship with advanced information and communication technologies

The term of "relationship marketing", coined by Berry(1983) emphasized on continuing relationships rather than simply individual transaction It is a new-old concept The idea of a business earning the customers' favor and loyalty by satisfying their wants and needs was not unknown to the earliest merchants

Gronroos (1994) cites this Middle Eastern proverb from ancient trade: "As a merchant, you'd better have a friend in every town."

Before the mid of twentieth century, most of the retails activities take place in small stores, the purchasing process was very simple, allowed the shopkeeper and customer to spend quality time getting to know each other The shopkeeper deeply understand about his/her customers' habits and behaviours After that, at the mid of last century, the mass production techniques and mass marketing fundamentally changed the competitive landscape by increasing product availability for consumers Many huge shopping malls and super markets with rich merchandise portfolio in a convenient way gradually replace the small stores in trading activities

Customer lost their uniqueness, as they became an ―account number‖ and shopkeepers lost track of their customers‘ individual needs as the market became full of product and service options (Chen & Popovich, 2003)

In the 21st century, the explosive growth of the Internet and information technology(IT) has also brought new ways for businesses to communicate with their customers in various cost effective ways, such as: website, email, cloud-based CRM applications, and now even the omni-channel retailing fullfilment system with artificial intelligence(AI) and cognitive technologies supported are not fiction (IBM-Watson,2017) Attracting customer has become very difficult these days, when people are harder to please They are smarter, price conscious and sensitive,

Formatted more demanding, less forgiving, and they are approached by many more competitors with equally good or better offers (Kotler,2003)

Increasing competition and decreasing customer loyalty have led to the emergence of concepts that focus on the nurturing of relationships to customers(Fazlzadeh,2011) The combination of "the old" relationship marketing mindset and "the new" CRM and other business support technologies might be the answer for a sustainable way to nurture relationship with customers Many companies today are racing to re-establish their connections to new as well as existing customers to boost long-term customer loyalty Some companies are competing effectively and winning this race through the implementation of relationship marketing principles using strategic and technology-based customer relationship management (CRM) applications.(Chen & Popovich, 2003)

SMEs are featured with limitation of capital and resources,but recently as the cost for CRM application significant reduced and Nielsel approximated the explosive growth of Vietnam e-commerce market at a rate of 22%last year, many Vietnam SMEs start deploying CRM as solutions to improve its relationship with customer) Report from a SME CRM solution provider in Vietnam indicated that during last year their customer growth was more than 200% But during the process of CRM implementation, representative also noted that Vietnam SMEs faced a lot of obstacle in the process of achieving the properly benefits.According to our best knowledge, there is currently no studies on barriers on CRM management in the context of Vietnam In addition, because more than 90% of Vietnamese firms are SMEs (GSO, 2016 1 ) Thus, this study aimed to identify barriers in implementing customer relationship management in Vietnam SMEs by answering the following questions:

1 What are the benefits or objectives of business when implementing CRM?

2 What areis the key antecedents that affects the result of CRM implementation?

3 What areis the major barriers that VNSMEs faced when implementing

1 https://www.gso.gov.vn/

Research Objectives

To review existing knowledge on barriers of customer relationship management provided by previous studies;

To identify key antecedents of CRM application that affects the result of CRM implementation;

To identify barriers in implementing customer relationship management of Vietnamese SMEs;

To provide some suggestions in CRM implementation practices to improveVNSMEs performance and benefit in developing long-term relationship with their customers.

Subject and Scope of Research

The research subject of this thesis areis the key antecedents of CRM application andbarrier factors of CRM implementation of Vietnamese SMEs

This study examine Vietnamese SMEs which implementing CRM for their businesses activities in Vietnam The timespan for data collection is cros-sectional and implemented in 2017.

Structure of the thesis

Part 1 presents the introduction, Part 2 presents the literature and theoretical framework relate to practice in CRM implementation and benefit in developing relationship with customer, Part 3 presents about methodology where the research design and research methods are explained Part 4 explains results and discussions while Part 5 gives conclusions, limitations and implications

Detailed structure of this thesis is:

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List of figures Part 1: Introduction Part 2: Theoretical background Part 3: Methodology

Part 4: Results and discussions Part 5: Conclusions, limitations and implications References

THEORETICAL BACKGROUND

Benefits or objectives of business when implementing CRM

Positive impact of successfully implementation of Customer Relationship Management is widely recognized in most of the literature These have been many studies focusing on the benefit of business when successfully implementation of CRM as well as practice factors for success in CRM application CRM is one of the hottest topic in the fields of business strategy, marketing management, and

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Roman, 13 pt information technology (Fazlzadeh et al, 2011) CRM is also a cross functional philosophy that calls for substantial business intergration Thus, to implement CRM successfully, a very different mindset is needed (Piccoli et al, 2003)

Successfully implementing CRM application have resulted in increased competitiveness for many companies as witnessed by higher revenues and lower operational costs Managing customer relationships effectively and efficiently not only boosts customer satisfaction but also improves retention rates (Reichheld, 1996; Jackson, 1994; Levine, 1993) CRM applications help organizations gain customer loyalty and increase profitability by improving life-time value of each customers

CRM application offers the benefit of sharing customer data throughout the organization and implementing innovative technology that resulting in remarkable competitive advantages as below:

Table 2.1: Benefit of successfully CRM implementation

Customer data sharing throughout the organization resulting in:

Superior levels of customer service Opportunities for cross-selling and up- selling

Vast information about customers‘ habits and references Integrated and complete view of the customer

Improved targeting to segments and individual customers

Efficient call centers/service centers

Extends capability to the customer for self-service and Internet applications Attracts existing and new customers through personalized communications and improved targeting

Integrates customer and supplier relationships

Constructs metrics to analyze common and unique customer patterns Source: (Chen & Popovich, 2003)

Key factors for success and barriers of CRM application

Key factors for success and barriers of CRM application Case studies and data sets examined in the academic literature, to date, are largely comprised of successes (Bohling, 2006) For instance, Leverick et al (1998) provide a wide ranging review of success factor research with particular reference to the marketing domain By way of more specific areas, Ryals et al (2000) provide a comprehensive review of the CRM literature; Wilson and McDonald (1996) review success factors for marketing decision support; and in a wide-ranging study, Dutta (2000) examines emerging success factors in e-commerce – one area where a comprehensive literature review could not be found Wilson et al (2002) examines the factors that influence the successful deployment of CRM applications, with particular emphasis on those factors which are distinct from other areas of application derived from five in-depth case studies Below table are summarise previous research on success factors for CRM implementation:

Table 2.2: Success factors for CRM implementation

Comment [HSB1]: What factors? Put them into a table

On the other hand, there are limited study about the barriers or obstacles when implementing CRM Bohling (2006) express an opinion that to help identify factors that distinguish successes from failures, future data sets must also include failures

Barriers factors of implementing CRM are often described as an inessential or additional discussion about CRM implementation For instance, Fazlzadeh et al (2011) determined that the most important barriers to small and medium-sized enterprises (SMEs) in science and technology parks are poor communication, inadequate supporting budgets and inefficiencies in business process In other research, Bohling et al (2006) determinded the three most commonly cited roadblocks from the survey of

101 US-based firms were lack of necessary resources, insufficient focus on change management, and insufficient involvement of employees

Table 2.3: Barriers factors identified by previous studies

Barriers factors Bohlinng et al.(2006)

Insufficient focus on change management

Key antecedents of CRM application

Relationship marketing(RM) has been introduced in the service marketing by Leonard Berry in 1983 The focus of relationship marketing is to facilitate and support the customers‘ consumption and usage processes throughout the

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Relationship marketing is a tactical implications in a firm (Gronnroos, 1997)

Armstrong and Kotler (2000) point out that relationship marketing is a relationship process for creating, retaining, and enhancing mutual value between enterprises and customers or other stakeholder groups

Table 2.4: Transactional marketing vs CRM approach (Piccoli et al., 2003)

CRM differs from traditional marketing initiatives (Table 1), CRM also has its roots in relationship marketing which is aimed at improving long run profitability by shifting from transaction-based marketing, with its emphasis on winning new customers, to customer retention through effective management of customer relationships(Christopher et al., 1991).Landry (1998) defines relationship marketing as a long-term database system application by an enterprise to understand a customer‘s profile and further develop relationship through various communication channels to deliver value and service Additionally, RM involvesbuilding long term interactive relationships, especially with customers, which is the most important benefit for the organizations which have adopted this concept (Webster, 1992) This is underlined by Gronroos (1991) who states that the purpose of relationship marketing is to establish, maintain and enhance relationships with customers and other partners Communication with customer partners is necessary process of relationship marketing Having strong relationship marketing helps in relationship development, fosters trust, and provides the information and knowledge needed to undertake the cooperative and collaborative activities (Hajar et al.,2014)

In an organization knowledge management includes learning aboutcustomer needs and wants, dissemination of this knowledge within theorganization (Sin et al.,

2005) CRM practice uses customer knowledge asa means for enhancing customer relationships CRM process can providean opportunity for companies to profiably communicate with relevantcustomers(Plakoyiannaki & Saren, 2006) On the first hand, knowledgeis viewed as one of the important and high valued organization assetsfor an enterprise Knowledge management capability has four factorssuch as acquirement, transformation, application and protection Onthe other hand knowledge management has signifiant impaction tothe customer loyalty and satisfaction (Wang et al., 2010) Figure 2.2 below shows the proposed framework structure for KMS from Fteimi and Lehner(2014)

Figure 2.2 Knowledge Management System (Fteimi and Lehner, 2014)

Furthermore, knowledge management also followed the trend, with systems commonly being defined as technologies that support four knowledge management activities: knowledge creation, codifiation, transfer and application (Nevo & Chan,

2007) Although information and data management are important pillars of knowledge management, knowledge management encompasses broader issues – in particular, the creation of processes and behaviors that allow people to transform information within the organization to create and share knowledge

In achieving successful CRM, organizations should go beyond theconception of CRM as a set of technological solutions A review ofdifferent studies, see example (Chen & Popovich, 2003; Xu & Walton,2005; Zablah et al., 2004) reveals three aspects of CRM technology- external operation with customers and facilitate a two waycommunication, internal operations and to analyze data, informationand disseminate the resulting knowledge throughout the organization.This definition, which is based on META group segmentation, dividesCRM technologies into collaborative, operational, and analyticalcategories.Technological resources has reach across customer touch points such ase-mail, phone calls, fax and website pages as channels by firms interactwith their customers (Payne & Frow, 2006)

Furthermore, operationalCRM technologies involve the Intranet and Extranet to link variousapplications and systems together in order to make the information andknowledge available at all touch points within the firm and betweenthe firm and its business partners (Xu & Walton, 2005) Hence, it‘s muchimportance to enhance the customer experience, moreover various available channels to improve the strength of business customerrelationships (Hamid & Kassim, 2004).Peppard

(2000) suggests that technological advances in global networks,convergence and improved interactivity, are key to explaining thegrowth of e-business and CRM

Technology has been acknowledged asan element towards the success of CRM (Kubi & Doku, 2010) to achievethe customer profitability

Forces of change and critical role of top management team

From 1999, McGrath et al cited that companies are experiencing significant pressures from increased levels of competition, rapidly changing market requirements, higher rates of technical obsolescence, shorter product life-cycles and the heightened importance of meeting the needs of increasingly sophisticated

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Formatted: Font: Bold, Italic customers Added to this are visibly increasing product development lead times, more frequent development of new technologies and increasing product development costs and complexity The ways in which companies meet these challenges depends largely on the nature of the business they are in, the dynamic forces of the market in which they operate, and the resources and skills that can be applied to ensure their business objectives are met (Shepherd et al., 2000)

New products and services are fundamental to organizational performance and survival (Damanpour, 1991; Smith et al., 2005) Finding new way to serve the customers increase the ability of firms to meet new market demands and helps them establish position in a fast pace technological generation

A key logic in the innovation literature is that the pace of new product introductions is a function of the search and identification of new knowledge and information (Katila & Ahuja, 2002; Maggitti, Smith, & Katila, 2013; March, 1991).And top management team serve a critical role in the search process (Qiang Li et al., 2013)

Top management commitment for innovation

Implimentation of enterprise technology, such as CRM and ERP, requires changes to organizational culture (Al-Mashari and Zairi, 2000)

―Top management commitment is an essential element for bringing an innovation online and ensuring delivery of promised benefits Top management commitment, however, is much more than a CEO giving his or her blessing to the CRM project Customer-centric management requires top management support and commitment to CRM throughout the entire CRM implementation Without it, momentum quickly dies out.‖ (Chen & Popovich, 2003)

During the research ―From production to solutions innovation: a new paradigm for competitive advantage", Shepherd et al devised New product development (NPD) frameworksto deploy innovative ideals that generallycomprise four key elements that emphasized the critical role of Top management team in every steps:

(1) A senior, cross-functional managementteam responsible for reviewingprogrammes and making associated GO/NO-GO decisions

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(2) Empowered cross-functional executionteams who are responsible for an effectiveexecution and management of productdevelopment programmes

(3) Aligned cross-functional processesproviding an execution roadmap for allemployees and ensuring activities areeffectively co-ordinated and aligned

(4) Specific ―decision points'' or milestones,which demand the delivery of specificdeliverables These are employed to allowthe senior cross-functional managementteam to review programme progress andattractiveness

While both technology and business processes are both critical to successful CRM initiatives, it is the individual employees who are the building blocks of customer relationships(Chen & Popovich, 2003).And even in SME, effective training can play a vital role in supporting small firm expansion and growth (Jenning et al., 1996) Bolton report (1971) highlighted the dichotomy between the

―need‖ for and the ―demand‖ for training and development in small firms and noted the inadequacy of the provision of supporting these activities Small business owner and manager do not recognized the need for training and development or that there are obstacles to converting a recognized need into effective demand

It must be recognized that some small business owner managers prefer independence and autonomy to growth and profit (Beaver, 1984; Bolton, 1971;

Stanworth and Curran, 1973; Stanworth and Gray, 1991) and work within limited geographical horizons with little desire to expand (Binks and Jennings, 1986;

Storey, 1986; Flamholtz, 1990) Although it does not follow with logical necessity that the pursuit of growth and expansion are a prerequisite of undertaking training and development, the reality is that virtually all training and development schemes and programmes assume this to be the case Some owner managers therefore feel that an inevitable consequence of training will be growth and consequently, choose not to participate in training and development programmes (Jenning et al.,1996)

Hypotheses development and research model

Economic growth and development in Vietnam has followed a positive trajectory in the last three decades, following the introduction of ―doi moi‖ (reform or renovation) in 1986, while the majority of OECD members have experienced sluggish growth (Nguyen et al., 2015) Vietnam, with a population now approaching

100 million, has risen substantially from the status of a poor income country to enter the low-medium income level, with World Trade Organization membership and growing integration into the world economy Researchers (Carree and Thurik 2005;

Minniti 2007; Braunerhjelm 2008; Acs, Desai, and Hessels 2008; Acs and Virgill 2010; Wennekers and Thurik 1999) have identified the pivotal role of entrepreneurship in facilitating economic growth

Recent data indicates Vietnam‘s economy remain on a solid growth with 6.68% in 2015 (BSI report, 2015) Retail sales also rose at a double-digit rate as a surge in private sector credit encourage greater private consumption (FE consumption report, 2016) In the first 6-months period of 2017, Vietnam GDP is estimated to increase 5.73% The contribution of some sectors accounted for a large proportion of the general growth as follows: Wholesale and retail trade increased 7.10% over the same period last year, which is the highest contribution to general increase (0.65 percentage point); accommodation and catering services increased 8.90%, contributing 0.35 percentage point

The development of SMEs in Vietnam, however, is limited especially by market constraints and the SMEs' internal limitations such as limited capital, old and poorly maintained equipments, outdated technology, lack of management skills and management experience Because of this, Vietnamese SMEs cannot reach their full potential (Webster and Taussing, 1999)

During the research of motivation and entrepreneurship in Vietnam SMEs, Swierczeks & Thai (2003) found some interesting characteristics of Vietnam ownerthat they are more motivated by challenge and achievement than the necessity for a career and economic security The motivation of Vietnamese entrepreneurs is positively correlated to the Entrepreneurial Orientation And Vietnamese SME owners emphasize a short-term approach based on Net Profit rather than Business Growth

Vietnamese entrepreneurs are more willing to accept challenges and to emphasize working hard (Ronnas and Rammaurthy, 2000) They also depicted the Vietnamese entrepreneurs as "some one in the mid-age with ten more years of education and previous employment in a position of responsibility, most probably in state sector, and willing to take challenges" The changing economic conditions in Vietnam are producing a positive entrepreneurial culture based on necessity These findings are contrasted with the expected values of Vietnamese culture and challenging business environment that SME owners would be more motivated by Security than other dimensions

These findings about characteristic of Entrepreuneuship in Vietnam raised questions about how it will affect the perspective of Vietnam SME on the barriers of CRM implementation and that will be discussed in the next section

2.5.2 Barriers of CRM implementation in Vietnam SMEs

Lacks of skillful Human Resources

Top management, marketing and sales management are generally the initiators of a firm CRM project (Cap Gemini, 1999) CRM initiatives require vision and each and every employee must understand the purpose and changes that CRM will bring (Chen & Popovich, 2003)

According to VietnamWorks.com's survey of human resources in 2015, the human resource for marketing and sale continues to be in the top six areas of demand The supply index also increased by about 20%, sometimes up to 40% compared with the previous year but still not meet the demand Marketing, especially digital marketing is a fierce competition area and change constantly, so the marketing staff must constantly learn to catch up with practical requirements

Discussion about the CRM implementation hurdles related to human resource ability, Bohling cited that CRM strategy and programs can be hampered due to a resistance to change at various levels of the organization For instance, marketing managers may not easily make the transition from being responsible for all aspects of the marketing of a single product or brand to handling functions spanning multiple brands and products that are simultaneously relevant to a firm‘s customers (Kumar, Ramani, and Bohling, 2004) Similarly, sales personnel would need to be actively involved in the process of understanding data-driven campaign output files that prioritize customer selection and overcome reluctance to accept recommendations that do not suggest traditional customer touch patterns (Kumar, Ramani, and Bohling 2004)

Implementing CRM, as in most major changes efforts, objections and disagreement among various functional departments that arise in the process of business reengineering and CRM implementation can only be solved through personal intervention by top management In addition, project teams require not only sponsorship by top management but also a project champion that can persuade top management for continuous change efforts (Al-Mashari and Zairi, 1999)

As the quality of human resource plays a vital role as one of the key antecedents and the discussion above about how lack of it might hinder the success of CRM implementation, thus the author have the following hypothesis

H1 Lacks of skillful human resource is a barrier to Vietnam SMEs in successfully CRM implementation

Lacks of Customer Knowledge Management Ability

The statement ―retaining customers is more profitable than building new relationships‖ is especially true in the changing Internet market The Boston Consulting Group estimates that it costs $6.80 to market to existing customers via the Web, versus $34 to acquire a new Web customer (Hildebrand, 1999) To illustrate how CRM practice can help firms to better understanding and properly interact with their most profitable customers and improve customer retention and loyalty through knowledge management process, please refer Figure 2.5: CRM Knowledge Management process below

Figure 2.5: CRM Knowledge Management process

As Fig 2.5 suggests, the knowledge management process can be further subdivided into three distinct micro-processes: (1) data collection, (2) intelligence generation, and (3) intelligence dissemination (Alavi & Leidner, 2001; Fahey et al.,

2001) As its name implies, the data collection process refers to a firm‘s activities that focus on capturing information about customers and markets It can involve recording details about a particular interaction (e.g., customer response to a direct mail campaign), obtaining data from secondary sources (e.g., U.S Census data), or querying customers about their satisfaction with the firm (Park & Kim, 2003;

Stefanou & Sarmaniotis, 2003) CRM applications merely help firm to record the data of customers, the ability to transforming it into customer knowledge, customer complaint handling and build on-site customer related decision making policyis consider to be the difficulty for most of Vietnam SMEs

H2 Lacks of Customer Knowledge Management ability is a barrier to Vietnam SMEs in successfully CRM implementation

Changing Business Culture and Cross-functional interaction

Chapter Brief

The chapter had presented academic literatures on the subjects of CRM and key antecedents of implementing CRM; Vietnam SMEs background and characteristic of Vietnam entrepreunership It provided relevant theories, researches and studies, as well as to provide the conceptional framework The proposed research model and hypotheses of barrier factors that negatively influenced to CRM implementation of Vietnam SMEs ended this chapter In the next chapter, methodology for the research will be presented in detail to make it scientific research.

METHODOLOGY

Research design

This chapter explains how the research is conducted in term of methodological approaches It also identifies research design and choice as well as reasons for the choices Chapter begins with research design then follows by research strategy before presentation of research technique, paradigm, questionnaire preparation and data collection The chapter ends with method of analysis and ethical consideration

A research design is the plan of a research study and it can be described as a plan for executing the research and answering the research objectives It provides the structure to resolve the identified problem and avoid situations where the evidence does not address the initial research problems (Yin, 2009) This research uses deductive approach because it tends to apply of existing theories on the CRM and key antecendents of implementation to propose the hypotheses of barrier factors for CRM implementation and follow all steps of deductive approach such as: hypothesis development, data collection and testing, hypothesis confirm/reject, discussion and theory revision The research questions for this research derived from theories and previous researches as presented in chapter 2 of theoretical background Previous researches had pointed out that many researches have been done within the CRM area, but case studies and data sets examined in the academic literature, to date, are largely comprised of successes To help identify factors that distinguish successes from failures, future data sets must also include failures (Bohling, 2006) The intention is not to establish new theories; it is rather to apply existing key antecedent theories, adapt it into barrier factors and apply in new contexts of Vietnam SMEs

This research uses both qualitative and quantitative method (mixed methods research) It uses form of survey as the main research strategy to collect data and using statistical tools for data analysis Before doing the survey, this research also uses in-depth discussion with SME owners to understand dimensions

Comment [HSB6]: ok of CRM and the key antecedents of implementing as well as discussion and collect attributes from SME owners‘ point of view about the barriers that prevent Vietnam SMEs in successfully implementing CRM

The research starts with qualitative research by focusing on group discussion to define the barriers that prevent Vietnam SMEs in successfully implementing CRM, as well as to define the measurements for those barriers This step aims to have a set of measurements of common barriers that Vietnam SMEs faced when implementing CRM

Then, following by quantitative research, includes collecting respondents of SME owners through a survey with questionnaire, checking credibility of measurements, doing analysis for statistical data and reports All steps as below figure 3.1

Figure 3.1 Research process (Source: the author)

Data sources and data collection

Data sources are broadly divided into primary and secondary data collection Primary data collects specific and up-to-date information; however, it is costly and often inaccessible (Cowton, 1998) On the contrary, secondary sources are the existing data and information that has been collected for another purpose than solving the problem at hand (Stewart, 1984; Frankfort-Nachmias & Nachmias, 1992)

Primary data collection is most applicable and suitable method for collecting data to do this research of the barriers that prevent Vietnam SMEs in successfully implementing CRM As the research process stated above, after having the measurements adapted to previous researches and studies about CRM implementation, in this thesis, the qualitative research by focus group discussion will be done to understand more deeply about ideas of experts in the industry and customers in the industry for determinants of CRM implementation barrier factors and how to measure them For focus group discussion, thanks to current business network and business development seminar, has persuaded 6 top managers/CRM managers of SMEs in Hanoi and Hai Phong to participate in the focus group discussion

Furthermore, data collection for quantitative results has been conducted by a 21- question- survey which is sent to businesses with CRM function or busineses planning to apply CRM The answers to questions are structured in 5 scale with the highest level of agreement is 5 – strongly agree and highest level of disagreement is

Qualitative research

Qualitative research is often used in exploratory research or in the early stage of research process (Joseph Maxwell, 1992) It is used to gain an understanding of underlying reasons, opinions, and motivations It provides insights into the problem or helps to develop ideas or hypotheses for potential quantitative research Qualitative research is also used to uncover trends in thought and opinions, and dive deeper into the problem

Qualitative measurement is initiated by the focus group discussion A list of questions were sent out to all participants in form of open-ended questions and documentation about 6 key antecedents of CRM application which enables them to brainstorm and figure out the main barriers to CRM implementation in the context of their own businesses and the country as a whole After collecting all the responses from participants, an online conference was held for the group to have in- depth discussion The result was recorded by the researcher

The result of survey indicates the quantitative measurement for this research The survey is structured into 21 questions For every proposed barrier to application of CRM in Vietnam, the author identified from 3 to 5 sub-groups requiring the respondents to confirm by scaling their answers from 1 – strongly disagree to 5 – strongly agree The results are then collected and analysed using basis statistical concepts including mean and standard deviation to identify the key factors in the sample

Most of opinions from in-depth discussion agreed the barriers for implementing CRM in Vietnam SMEs, those factors can be classified into 5 categories: Lacks of skillful Human Resource, Lacks of customer management knowledge, Changes in business culture and cross-functional interaction, Lacks of new processes & standardization and Security Threats Before the in-depth discussion, there were six key barriers for CRM implementation was proposed by the author, five factors are stated above and the last one is Mid Management Conflicts of Interest But most of opinions agreed to combine this factor with Changes in business culture and cross-functional interaction Response to definitions and determinants of each category, most of opinions agree as the below table 3.1, this table tells the perception of key barriers to CRM implementation in Vietnam SMEs

Table 3.1 Key barrier factors and sub-dimensions to CRM implementation in

Barriers Sub-dimensions Details description

Digital marketing personnel that have ability to assisting in the formulation of strategies to build a lasting digital connection with consumers; planning

Resource and monitoring the ongoing company presence on social media; launching optimized online advertisements to increase company and brand awareness

Content Builder Copywriter personnel that have ability to researching industry-related topics (combining online sources, interviews and studies); writing clear marketing copy to promote firm‘s products/services; preparing well-structured drafts using Content Management Systems

Sale Personnel that have ability to ―getting the sale‖ using various customer sales methods; forecasting sales, developing ―out of the box‖ sales strategies/models and evaluating their effectiveness; evaluating customers skills, needs and building productive long lasting relationships

Customer Service Personnel that have ability to attracts potential customers by answering product and service questions; maintains customer records by updating account information; resolves product or service problems by clarifying the customer's complaint; determining the cause of the problem; selecting and explaining the best solution to solve the problem; expediting correction or adjustment; following up to ensure resolution

CRM Team Leader that have the overall understanding of CRM system, ability to creating an inspiring team environment with an open communication culture for respresentative team member of sale, marketing, customer service, financial, operation…departments;setting clear and cross-functional team goals;delegating tasks and set deadlines for your team members; lead and documentation process experiment; report to BOD

Lacks of customer manage ment knowledg e

Ability to understanding and perform wide-range CRM system‘s features effectively and securely

Ability to collecting data on consumers, competitors and market place and consolidating information into actionable items, reports and presentations; understanding business objectives and designing surveys/questions to discover prospective customers‘ preferences; compiling and analyzing statistical data

Ability to dealing with customer complaints in a positive and constructive manner; determining the cause of the problem; selecting and explaining the best solution to solve the problem; expediting correction or adjustment; following up to ensure customer‘s satisfaction

Interpersonal communication and job assignment skills

Ability to communicate and job assignment clearly, effectively or even inspirationally with other team members through verbal and non-verbal messages, especially in the uncertainty business environment

Knowledge updating and setting up internal training programs skills

Ability to keeping up-to-date knowledge and information related to firm‘s operational and changing in market demand; setting up internal training goals, perform training programs and evaluating effectiveness

Changes CRM‘s staff involvement Staff involvement in the CRM implementation in business culture and cross- functiona l interactio n project

The ability to change (or be changed) to fit changed circumstance

Organizational inertia is the tendency of a mature organization to continue on its current trajectory

Resource rigidity relates to the motivation to respond, routine rigidity to the structure of that response

Lack of interest, concern or actively interaction with other team members or department throughout the CRM implementation process

Employee motivation is the level of energy, commitment, and creativity that a company's workers bring to their jobs

CRM supplier‘s instructions and training

Instructions and training activities that CRM supplier provided for both Management team and staffs who directly interaction with CRM system

An experiment is a procedure carried out to support, refute, or validate a hypothesis Experiments provide insight into cause-and-effect by demonstrating what outcome occurs when a particular factor is manipulated Similarly new processes experiment aimed to design the best way to help staffs, department or firm to achieve required target and formed it in a new process descriptions

Business process standardization (BPS) is defined as a process that involves: setting the standard, reporting the standard, establishing adherence to the standard, encouraging the continuous improvement of the standard BPS aims to unify the procedures in organizations that use different practices to do the same process

Threats of leaking confidential information and trade secrets to those outside of your organization, including competitors

Threats of losing top talent employees and his/her intelligence to other firms or competitors

Threats that the current or future performance of the department or the company depends on the availability of one or a few key-persons, then that department or company is exposed to Key-Person Dependency Risk

Research measurements

*The observed variables will be measured by 5-point Likert scale, formed by: 1 -totally disagree, 2-disagree, 3-no opinion, 4-agree, 5-totally agree

*The classified variables such as: name and size or of company, position of the respondent, field of business, experiences…will be measured by nominal measurements, ordinal measurements…

The below table 3.2 shows the operationalized variables for the quantitative research:

1 Lacks of skillful Human Resource

1.1 Technical Digital Marketing Staff A1 ―1‖ =Totally Disagree

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2 Lacks of customer management knowledge

―5‖ Totally Agree 2.4 Interpersonal communication and job assignment skills

―5‖ Totally Agree 2.5 Knowledge updating and setting up internal training programs skills

3 Changes in business culture and cross- functional interaction

4 Lacks of new processes & standardization

4.1 CRM supplier‘s instructions and training

Quantitative research

The population of this study is Vietnam SMEs that applied CRM system The current situation of lacking reliable data of implementing CRM in Vietnam posed a number of difficulties to this research Since the population size are not available, the result of quantitative survey are not reprensentative andresearch results tend to rely more on qualitative factors The quantitative measure is limited to some basis statistical analysis for the sample and is considered as a suplementation to confirm the factors identified by the in-depth group discussion

In fact our survey by questionnaire to Vietnam SME‘s was done as following:

Time of the survey: 2 weeks, from 15 Dec, 2017 to 31 Dec, 2017 During four weeks of the survey, a total of 180 online questionnaires are distributed to Vietnam SMEs through various channel: online forum, groups, emails and personal networking At the week of closing, it is received

32 answeredquestionnaires After qualifying check, a total of 25 answeredquestionnaires are acceptable for the research

The qualified answered-questionnaires are coded, then being input Excel Data will be processed by Excel for the basic descriptive statistics.

Validity and reliability

Due to the fact that this research is based on qualitative measure rather than quantitative measure, the following strategy was implemented to enhance the reliability and validity of research findings:

The first strategy is triangulation, the major goal of which is to circumvent the personal biases of investigators and overcome the deficiencies intrinsic single- investigator, single-theory or single-theory study thus increasing the validity of the study (Denzil 1989) In this research, the author use more than one data sources to analyse the findings to research questions Firstly, the focus group discussion was held Secondly, the survey was sent out via various channels The respondents are from different business sectors, various CRM backgrounds and from different level of management perspectives These 2 data sources were not overlapped and represented different aspects which enhance the validity of the research

The second strategy is expert consensual validation from others which involves independent analysis of data by others In order the make the result of this research more valid and reliable, the author has circulated the findings to business owners who have profound experiences in CRM to confirm the knowledge and findings

Member check is another tactic used The author recycled the analysis back to the focus group members The conclusion is only given after getting the member‘s confirmation.

Ethical consideration

All information collected from the respondents was treated with highest confidentialitywithout disclosure to the third party No collected information was modified or changed,hence information gotten was presented as originally collected, document of the literaturesreviewed for the purpose of this study were appreciated in the reference list.

Chapter brief

This chapter had explained in detail the research design and methodology for the researchimplementation This research process had been done through two stages, initial researchand official research Initial research uses qualitative research method by group discussionsof Vietnam SME‘s ownerswith researcher

Results of the qualitative research help to adjust the research model having

21 observedvariables to measure 5 definitions in the research model (Lacks of skillful Human Resource, Lacks of customer management knowledge, Changes in business culture and cross-functional interaction, Lacks of new processes & standardization and Security threats) Official quantitative research uses questionnaire to do survey This chapter also explains about related portions of the research such as: collected information, measurementdefinition, techniques and obstacle for data analysis Results of thequantitative research are 32 respondents in the total questionnaire distributed 180, occupied 17,7%, in which, 25 respondents are qualified.

RESULTS AND DISCUSSIONS

Sample description

 The focus group consisted of 6 participants who are the top managers/CRM managers of SMEs in Hanoi and Hai phong were selected to discuss on the key antecedents of CRM application and key barriers of businesses in implementing CRM These participants are from companies which have more than

5 years in various industries including Hotel service, retailing, manufacturing… and especially one participants from CRM solution provider

 When conducting survey, 25 surveys were collected The respondents‘ background is summarized in the following table:

Business Owner, Member of BOD, Middle Management, CRM

From VND1 billion to VND 100 billion

Number of employees From 3 to more than 300 employees

Results of focus group discussion

In answering the question that ―Does your business encounter difficulties in applying CRM‖, 5 out of 6 participants answered ―Yes‖ Only 1 participant explained that her business does not encounter problems because the business has been operating for more than 5 years and the CRM was set up from very beginning

However, she agreed that every business may face a number of difficulties when applying CRM, especially at the early stage

On a specific question about the impact of human resource on CRM, a half of participants considered human resource has ―Significant impact‖ while the other half suggested that human resource is only one factor which does not impact on CRM In order to test this factor, the researcher still includes this factor in the survey Four out of 6 participants stressed on the importance of setting up standards for business process when using CRM in their businesses.Most of participant worried about the Information Security when applying CRM

On the top management level, a majority of participants considered the Knowledge of Management on CRM and Business Culture the factors impacting on CRM On the other context, when the business is not equipped with these factors, it will become huge obstacles for businesses.

Results of survey

Table 4.2 Results on thekey factors of barrier

Lacks of skillful Human Resources

Lacks of Customer Knowledge Management Ability

Changing Business Culture and Cross- functional interaction

Lacks of new processes and standards

(Source: Excel Data Analysis Tools) The observed variables will be measured by 5-point Likert scale, formed by:

1 -totally disagree, 2-disagree, 3-no opinion, 4-agree, 5-totally agree.Distance value

= (Maximum - Minimum)/n = (5 - 1)/5 = 0.8 The level of mean are as follow: 1.00 – 1.80: totally disagree; 1.81 – 2.60: disagree; 2.61 – 3.40: no opinion; 3.41 – 4.20: agree; 4.21 – 5.00: totally agree Thus the lowest acceptable mean is 3.41, and higher than 4.21 is consider as totally agree

As the mean of all key factors of barrier are higher than 3.41, all hypotheses are accepted Most of respondents have degree of agreement on 2 out of 5 barriers to CRM proposed by researcher which is revealed by the mean value higher than 4:

Changing Business Culture and Cross-functional interaction(4.11) and Lacks of Customer Knowledge Management Ability(4.08) Other 3 barrier factors with lower mean are: Lacks of new processes and standards (3.93), Lacks of skillful Human Resources (3.83) and Information Security Threats (3.47)

Scale 3 in survey represents ―No opinion‖ while Scale 4 represents ―Agree‖

Among the factors, ―Lack of Customer Knowledge Management Ability‖ and

―Changing Business Culture and Cross-functional interaction‖ have higher mean value, indicating that businesses tend to find it more difficult to apply CRM successfully due to these 2 factors

Results on the sub-dimensions of each factor Table 4.3 Results on the sub-dimension of each factor

Dimensions Operationalize d variables Mean SD

1 Lacks of skillful Human Resource

2 Lacks of customer management knowledge

2.4 Interpersonal communication and job B4 3.72 1.10 assignment skills 2.5 Knowledge updating and setting up internal training programs skills

3 Changes in business culture and cross- functional interaction

4 Lacks of new processes & standardization

4.1 CRM supplier‘s instructions and training D1 3.64 1.32

(Source: Excel Data Analysis Tools)

In terms of standard deviation, small standard deviation means the value set are close to the mean of the data set, on average, and a large standard deviation means that the value in the data set are farther away from the mean, on average

From the calculation of standard deviation for the samples collected, it can be seen that the standard deviation is relatively low (around 1), meaning that the scaling of responses is not different from the mean value, therefore, the weight of barriers indicated in the Mean seems to represent the barrier for most of the respondents

When looking into each characteristics of one barrier, the result is still consistent There is no significant difference in the value of mean and standard deviation of each sub-group and the group as a whole Please refer table below for the list of 6 sub-dimensions that SMEs owner considered as the most commonly barriers:

Table 4.4 6 sub-dimensions as most commonly barriers Mean

3 Knowledge updating and setting up internal training programs skills

Discussion on the results

From the discussion of the focus group, the following factors were identified as the barriers to CRM in Vietnam:

1 Lacks of skillful Human Resources

2 Lacks of Customer Knowledge Management Ability

3 Changing Business Culture and Cross-functional interaction

4 Lacks of new processes and standards

5 Information Security Threats Another factor that is controversial and not agree among the focus group is

Result of survey is used as supplementation for the identified factors during the focus group discussion, as stated above, all the hypotheses are accepted, the list of barrier factorsfor CRM implementation of Vietnam SMEs were defined as follow:

1 Changing Business Culture and Cross-functional interaction (Mean:

2 Lacks of Customer Knowledge Management Ability (Mean: 4.08)

3 Lacks of new processes and standards (Mean: 3.97)

4 Lacks of skillful Human Resources (Mean: 3.83)

5 Information Security Threats (Mean: 3.47) Following section will provide some insights about the details of each factor and compare the results of the study with prior studies to see the similarities and differences, and provide some discussion that (hopefully) explain why there is/are such differences

Barrier 1: Changing Business Culture and Cross-functional interaction Table 4.5: Detail sub-dimensions of Barrier 1-Changing Business Culture and

Cross-functional interaction Item Mea n rank Detail sub-dimensions

3 1 Changes in business culture and cross-functional interaction

The highest rank barrier factor for Vietnam SMEs in CRM implementation is Changes in business culture and cross-functional interaction This finding is highly agreed with previous study that implementation of enterprise technology, such as CRM and ERP, requires changes to organizational culture (Al-Mashari and Zairi, 2000)

―Enterprises must rethink and continue to try to create new business models‖ (Voelpel et al., 2004).With the characteristic of Vietnam SMEs which is cited in 2.5.1

Background of Vietnam SMEs that ―Vietnamese SME owners emphasize a short-term approach based on Net Profit rather than Business Growth‖( Swierczeks & Thai, 2003) this is also emphasized that during changing from short-team Net Profit approach base to Business Growth like ―building organizational culture‖ or ―create new business models‖ is challenged to most of Vietnam SMEs

There are 5 sub-dimensions for this factor sequenced by mean rank as follow: Adaptation ability (4.28), Organization inertia (4.28), Apathetic attitude (4.16), Staff motivation (3.96) and CRM‘s staff involvement (3.88) These sub- dimensions are represent for commonly obstacle that Vietnam SMEs faced when managing the change in business culture and improving the cross-functional interaction: adaption ability for both staffs and managers to change (or be changed) to fit changed new circumstance Vietnam SMEs also faced with Organizational inertia which is the tendency of a mature organization to continue on its current trajectory Resource rigidity relates to the motivation to respond, routine rigidity to the structure of that response Raising the level of Employee motivation (the level of energy, commitment, and creativity that a company's workers bring to their jobs) is sometimes lack of properly attention from Vietnam SME owners and manager, and lack of Staff involvement is considered as a consequence

Barrier 2: Lacks of customer management knowledge Table 4.6: Detail sub-dimensions of Barrier 2-Lacks of customer management knowledge Item Mea n rank Detail sub-dimensions

2 2 Lacks of customer management knowledge

2.5 2 Knowledge updating and setting up internal training

Roman, 13 pt, Bold, No underline, Font color: Green programs skills

2.4 5 Interpersonal communication and job assignment skills

The second rank barrier factor for Vietnam SMEs in CRM implementation are Lacks of customer management knowledge This finding is highly agreed with previous study that ―As its name implies, the data collection process refers to a firm‘s activities that focus on capturing information about customers and markets It can involve recording details about a particular interaction (e.g., customer response to a direct mail campaign), obtaining data from secondary sources (e.g., U.S

Census data), or querying customers about their satisfaction with the firm‖ (Park &

There are 5 sub-dimensions for this factor sequenced by mean rank as follow: CRM system operation skills (4.4), Knowledge updating and setting up internal training programs skills (4.28), Complaints handing skills (4.04), Customer information analysis skills(3.96), Interpersonal communication and job assignment skills(3.97) These sub-dimensions are represent for commonly obstacle that Vietnam SMEs faced when dealing with situation of lacking of customer management knowledge: Difficulties in overall operating the CRM systems such as understanding and perform wide-range CRM system‘s features effectively and securely Ability to keeping up-to-date knowledge and information related to firm‘s operational and changing in market demand; setting up internal training goals, perform training programs and evaluating effectiveness are also a hard to achieved for most Vietnam SMEs The ability to dealing with customer complaints in a positive and constructive manner; determining the cause of the problem; selecting and explaining the best solution to solve the problem; expediting correction or adjustment; following up to ensure customer‘s satisfaction required a lot of proper training to maintaining systematically

Barrier 3: Lacks of new processes and standards Table 4.7: Detail sub-dimensions of Barrier 3-Lacks of new processes and standards Item Mea n rank Detail sub-dimensions

4 3 Lacks of new processes and standards

4.1 3 CRM supplier‘s instructions and training D1 3.64 1.32

The third rank barrier factor for Vietnam SMEs in CRM implementation are Lacks of new processes and standards This finding is highly agreed with previous study that Zablah (2004) emphasized the importance of defining both CRM process and the processes that relevant to CRM This includes providing a detailed mapping and description of the relevant processes (knowledge and interaction management) and sub-processes, as well as an allocation of responsibilities for process activities among individuals and groups (i.e., process roles; Buckley &Carter, 1996), with lacks of resource and even knowledge, detail process documentations is challenged to most of Vietnam SMEs

There are 3 sub-dimensions for this factor sequenced by mean rank as follow: Standardizations for new processes (4.28), New processes experiment (4), CRM supplier‘s instructions and training (3.64) These sub-dimensions are represent for commonly obstacle that Vietnam SMEs faced when dealing with situation of lacking of new processes and standards: CRM changes the way of doing the same task so setting up business process standardization (BPS) which is defined as a process that involves: setting the standard, reporting the standard, establishing adherence to the standard, encouraging the continuous improvement of the standard

BPS aims to unify the procedures in organizations that use different practices to do the same process is not a easy target, even for large SMEs The new process experiment is perform regularly, as Vietnam SMEs well-known with the characteristic of ―flexible‖, but understanding the key factors that affect the failure or even success of new experiment is not a practice and mindset of Vietnam SMEs

Barrier 4: Lacks of skillful Human Resources Table 4.8: Detail sub-dimensions of Barrier 4-Lacks of skillful Human

Resources Item Mea n rank Detail sub-dimensions

The fourth rank barrier factor for Vietnam SMEs in CRM implementation are Lacks of skillful Human Resources This finding is highly agreed with previous study that ―CRM initiatives require vision and each and every employee must understand the purpose and changes that CRM will bring‖ (Chen & Popovich,

2003) Setting up a brand new team from old member that fit with the new business models is challenged to most of Vietnam SMEs

There are 5 sub-dimensions for this factor sequenced by mean rank as follow: CRM Team leader/champion (4.36), Content Builder Copywriter (4),

Technical Digital Marketing Staff (3.76), Customer Service Staff (3.64), Sale Staff (3.4) Lacking of CRM Team Leader or the CRM Champion that have the overall understanding of CRM system, ability to creating an inspiring team environment with an open communication culture for respresentative team member of sale, marketing, customer service, financial, operation…departments; setting clear and cross-functional team goals; delegating tasks and set deadlines for your team members; lead and documentation process experiment; report to BOD is the most highly emphasized Followed Human Resource is the lacking of Content Builder Copywriter, personnel that have ability to researching industry-related topics (combining online sources, interviews and studies); writing clear marketing copy to promote firm‘s products/services; preparing well-structured drafts using Content Management Systems

Barrier 5: Information Security Threats Table 4.9: Detail sub-dimensions of Barrier 5-Information Security Threats Item Mea n rank Detail sub-dimensions

The last barrier factor for Vietnam SMEs in CRM implementation are Information Security Threats This finding is highly agreed with previous study that Seify (2006) emphasized that ―One of the most important strategies in CRM (Customer Relationship Management) is to capture enough information from customers and using this information carefully And security of this information is very important in CRM data management‖

There are 3 sub-dimensions for this factor sequenced by mean rank as follow: Business opportunities leaking (3.64), Firm ―Brain drain‖ effect (3.4) and

Key-personel dependency (3.36) These sub-dimensions are represent for the threatsthat Vietnam SMEs faced when implementing CRM: leaking confidential information and trade secrets to those outside of the organization, including competitors, losing top talent employees and his/her intelligence to other firms or competitors and the current or future performance of the department or the company depends on the availability of one or a few key-persons, then that department or company is exposed to Key-Person Dependency Risk.

Chapter brief

In brief, this chapter presents all empirical data collected by surveying and it also explains results of qualitative and quantitative researches The qualitative research used toidentify the barrier factors and also the related sub-dimension factors that impact the CRM implementation of Vietnam SME Next chapter thedeeper discussions about its implication and provide suggestions to improve the process of CRM implementation in Vietnam SMEs will be follow.

CONCLUSIONS, LIMITATIONS AND IMPLICATIONS

Conclusions

The objective of this study is to identify barriers in implementing customer relationship management in SMEs and prioritizing them and provide some suggestion in CRM implementation practices to improve VNSMEs performance and benefit in developing long-term relationship with their customers Three main questions are: What is the key antecedents that affects the result of CRM implementation? What is the major barriers that VNSMEs faced when implementing CRM? What should be done to enhance the CRM implementation process in Vietnam SMEs?

Depend on the theoretical background was stated in chapter 2, we are able to confirm the first question was answered clearly as listed in the table 5.1 below:

Table 5.1 CRM implementation key antecedents Item CRM implementation key antecedents

6 Motivation of Innovation The second question which key barriers Vietnam SMEs faced when implementing CRM was answered depend on the research result was stated in chapter 4

From statistical analysis in chapter 4, we have 5 key factors are considered as key barriers for CRM implementation of Vietnam SME as table 5.2 below

Table 5.2 Key barriers in CRM implementation for Vietnam SMEs Item Key barriers in CRM implementation for

1 Changing Business Culture and Cross functional interaction

2 Lacks of Customer Knowledge Management Ability

3 Lacks of new processes and standards 3.97

4 Lacks of skillful Human Resources 3.83

The third question: What should be done to enhance the CRM implementation process in Vietnam SMEs? This is actually relates to implications of the research results and it will be mentioned in the following

5.2 5.2 Implications and suggestions for Vietnam SMEs

There are practical implications and theoretical implication for this research

From documentation in chapter 2 Theoretical Backgroud, there are considerable relationship between the key antecedents and barrier factors in CRM implementation

Following discussion will try to provide some key connection of CRM antecedents that impact each barriers when implenting CRM in Vietnam SME:

Barrier 1: Changing Business Culture and Cross functional interaction

In this study, there are 5 sub-dimensions of this factor as stated: CRM‘s staff involvement,Adaptation ability, Organization inertia, Apathetic attitude, Staff motivation Business Dictionary provided a short definition of Business Culture as follow: ―Model or style of business operations within a company The business culture determines how different levels of staff communicate with one another as well as how employees deal with clients and customers.‖

Formatted: Indent: Left: 0 cm, Hanging:

1.27 cm, No bullets or numbering

 Relationship marketing: business culture focus on customer-centric operations, strong intent to build long-term relationship with customer from all level of staff and management, caring about customer‘s wants and needs and interact with customers in a properly manner, especilly customer‘s complaints

 Knowledge Management: actively cross-functional (sale, marketing, customer service ) interaction to discuss, verifying, co-creation, sharing and application of customer knowledge

 Change Management: the business culture support positive changes, for instance: experiment processes, testing new ideal ;supporting the staffs that have difficulty in adaption with changes

 Human Resource Development: business culture supports training and learning activities of staff, for instance: internal training, cross-section training, on-job training, online learning, self-study activities

 Technological Resource: encourage utilizing technological resource in daily activities such as apply new features of CRM applications, using new cloud-base management tools

 Motivation of Innovation: business culture that encourage discussion, brainstorming, experiment, adjusment news ideal for innovation from all level and all departments

Barrier 2: Lacks of Customer Knowledge Management Ability

Knowledge management capability has four factors such as acquirement, transformation, application and protection On the fist hand, knowledge is viewed as one of the important and high valued organization assets for an enterprise On the other hand knowledge management has signifiant impaction to the customer loyalty and satisfaction (Wang et al., 2010)

 Relationship marketing: identification of every single touch-points with customers, learning about customer needs and wants at each point, forming properly process to assure customer satisfactions (even before buying), then dissemination of this knowledge within the organization;

 Change Management: knowledge management play a vital role during change process Every changing effort, especially during expriment process often faced with business inertia (the tendency of a mature organization to continue on its current trajectory), infomation sharing cross-functional through knowledge management activities will help provide insight for each and every related staff understand why changing is needed how benifit for them from those changes

 Human Resource Development: Customer Knowledge provide deep insight about customer‘s needs and wants, sharing of knowledge through on-job training and other training programs using such updated customer information might positively increase the staff performance at every single touch-points

 Technological Resource: CRM application play a vital role in record, update and sharing customer related data in daily business activities

Some CRM application also have strong features in statistic and provide basic analytic information for top management On the other hand, cross-funtional discussions using customer related infomation as a regular task play a vital role in staff invovelment of utilizing technology resources

 Motivation of Innovation: Customer Knowledge Management when applied properly will provided tons of verified customer informations (who are they, why do they buy our products/services, how do they evaluate our products/services, does our products/services helps them easier to do something, what are their insight, what can be improve in our current procedures to help improve our value proposition in customer‘s lens and minds ) As the resource limitation of SMEs, it is critical not to think big in this step, imitators take less risk in innovation because they will start with an innovator's minimum viable products or ideal and take a more effective approach

Barrier 3: Lacks of new processes and standards

Customer relationship management is an enterprise-wide customer-centric business model that must be built around the customer It is a continuous effort that requires redesigning core business processes starting from the customer perspective and involving customer feedback According to Business Dictionary, business process reengineering‘s (BPR) main objective is to break away from old ways of working, and effect radical (not incremental) redesign of processes to achieve dramatic improvements in critical areas (such as cost, quality, service, and response time) through the in-depth use of information technology Until the experiment process is completed and documentation properly, personels who perform it will need strong adaption ability to work in uncertainty manner This situation might be the largest obstacle for Change Management

 Relationship Marketing: lacks of documentations and training about new process during process experiment required strong adaption abilitity from employee Each simple interaction with customer in a single touch-points will help them defined the firm‘s image and evaluating their value proposition, for instance: ―i like this advertisation, it remind me about my family‘s last year vacation, it‘s really fun‖(marketing); ―I like the shopkeeper here, she‘s always remember my name and know what i want, even when i forgot it.‖(sale); ―Sorry about that i get angry with you yesterday, I forgot to check with my husban and he helped me to received the package from the postman, i really needed it yesterday ‖(customer service)

Without properly process and standards definition, a caring-aboutcustomer employee can perform beyond that, and in author‘s opinion, it‘s mostly come from caring-about-customer business culture, not the procedure

 Knowledge Management: as stated above that during process experiment required strong adaption abilitity from employee, on the other hand it is critical to clearly identify the key factors and documentation for the new process based on the knowledge acquired from daily activities

 Human Resource Development: knowledge acquired from actual business activities are the best curriculum for each firm‘s training program Although understanding theory knowledge is a good point, but each firm have unique business model and market characteristic and examples from daily business practice is best coped and easier for applicaton and improving staff performance

Limitations

The author of this research is awared of the biggest limitation of this study might be in the limitation of sample number together with lacking of related reliable database about CRM implementation situation in Vietnam Because of that limitation, this research result is based more on qualitative measure and quantitative measure statistic is used as supplementation On the other hands, the theories of the thesis is based on existing studies all over the world and Vietnam,lacking a wide range accepted theoretical framework and research model of customer relationship management for SMEs is also a limitation of this study

This study is cross-sectional in nature A longitudinal study will help us to have more conclusive evidences about the barrier factors of CRM implementation in Vietnam SMEs

The last but not least for limitation of this research is language issue The author use English as a foreign language so definitely it does impact on quality of the thesis.

Recommendation for future research

The subject of this research is critical and (hopefully) has practical meaning for CRM implementation in Vietnam SMEs, but it still contain many gaps for future research related to improving the CRM implementation of Vietnam SMEs The future research would be included the actual benefit of CRM implementation, deeper case-study

For the future research, larger sampling, probability type is recommended to generalize results to other contexts

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Plakoyiannaki, E., & Saren, M (2006) ―Time and the customer relationship management process: conceptual and methodological insights.‖Journal of Business &

Qiang Li, Maggitti, et al.(2013), "Top management attention to innovation: the role of search selection and intensity in new product introductions" Academy of

Quan Anh Nguyen, Gillian Sullivan Mort & Clare D'Souza (2015): ―Vietnam in transition:

SMEs and the necessitating environment for entrepreneurship development‖, Entrepreneurship & Regional Development: An

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 Kostka, C and Mo¨nch, A (2002) Change Management, Carl Hanser Verlag, Munich

 Kotler Ph (2003) Marketing Management, 11th edition, Prentice Hall,New Jersey

 Kubi, B A., & Doku, A K (2010) Towards a sucessful customer relationship management: A conceptual framework African Journal of Marketing Management, 2(3), 37-43

 Kumar, V and Girish Ramani (2004), ―Taking Customer Lifetime Value Analysis to the Next Level,‖ Journal of Integrated Communications, pp 27-

 Landry, L (1998) Relationship marketing: hype or here to stay Marketing News, 32(14), 4

 Leverick, F., Littler, D., Bruce, M and Wilson, D (1998), "Using Information Technology Effectively: A Study of Marketing Installations", Journal of Marketing Management, Vol 14, pp 927-962

 Levine, J (1993), ―Relationship marketing‖, Forbes, 20 December, pp 232-

 Maggitti, P G., Smith, K G., & Katila, R 2013 The complex search process of invention Research Policy, 42: 90–100

 Mahdi Seify, (2006), New Method for Risk Management in CRM Security Management

 March, J G 1991 Exploration and exploitation in organizational learning

 Matthyssens, P., Vandenbempt, K and Berghman, L (2006), ―Value innovation in business markets: breaking the industry recipe‖, Industrial Marketing Management, Vol 35 No 6, pp 751-761

 McGrath, Shapiro and Anthony (1992), Product Development Success through Cycle Time Excellence, Butterworth-Heinemann, London

 Minniti, Maria 2007 Entrepreneurship: The Engine of Growth Vol 1

 Nevo, D., & Chan, Y E (2007) A Delphi study of knowledge management systems: Scope and requirements Information and Management, 44(6), 583-

 Ngai EWT (2005) Customer relationship management research (1992- 2002): An academic literature review and classification Mark Intell.Plann., 23(6): 582-605

 Nijssen, E.J., Hillebrand, B., Vermeulen, P.A.M and Kemp, R.G.M (2006),

―Exploring product and service innovation similarities and differences‖, International Journal of Research in Marketing, Vol 23 No 3, pp 241-251

 Nora Fteimi and Franz Lehner (2014), "The Core Elements of Corporate Knowledge Management and Their Reflection in Research and Practice - The Case of Knowledge Management Systems"

 P.L.Jennings, P Banfield, G.Beaver, "Human resource development in small firms: a competence-based approach" Strategic Change, vol 5,89- 105(1996)

 Park, C -H., & Kim, Y -G (2003) A framework of dynamic CRM: Linking marketing with information strategy Business Process Management Journal, 9(5), 652–671

 Payne, A., & Frow, P (2006) Customer relationship management: from strategy to implementation Journal of Marketing Management, 22, 135- 168

 Peppard, J (2000) Customer relationship management (CRM) in fiancial service European Management Journal, 18(3), 312-327

 Peppers, D., Rogers, M., & Dorf, B (1999) Is your company ready for oneto-one marketing? Harvard Business Review, 77(1), 101–119

 Piccoli, G., O’Connor, P., Capaccioli, C., & Alvarez, R (2003, August).Customer relationship management: A driver for change in the structure of the U.S lodging industry Cornell Hotel and Restaurant Administration Quarterly, 44, 61–73

 Plakoyiannaki, E., & Saren, M (2006) Time and the customer relationship management process: conceptual and methodological insights Journal of Business & Industrial Marketing, 21(4), 218-230

 Qiang Li, Maggitti, et al."Top management attention to innovation: the role of search selection and intensity in new product introductions" Academy of

 Quan Anh Nguyen, Gillian Sullivan Mort & Clare D'Souza (2015): Vietnam in transition: SMEs and the necessitating environment for entrepreneurship development, Entrepreneurship & Regional Development: An International Journal

 Reichheld, F.F (1996a), The Loyalty Effect, Harvard Business School Press, Boston, MA

 Ronnas, P and Rammaurthy, B (2000) Entrepreneurship in Vietnam:

Transformation and Dynamism, Copenhagen: Nordic Institute of Asian Studies and Institute of Southeast Asian Studies, October 2000

 Ryals, L Knox, S and Maklan, S (2000), Customer Relationship Management(CRM): Building the Business Case FT Prentice Hall, London

 Seth, J N., & Parvatiyar, A (1995) The evolution of relationship marketing

 Sin, L Y M., Tse, A C B., et al (2005) CRM: conceptualization and scale development European Journal of Marketing, 39(11/12), 1264-1290

 Siti Hajar Mohamad, Norfaridatul Akmaliah Othman, (2014), ISSN: 2231-

 Smith, W K., & Tushman, M L 2005 Managing strategic contradictions: A top management model for managing innovation streams Organization Science, 16: 522–536

 Stanworth, M J K and Curran, J (1973) Management Motivation in the Smaller Business, Gower Publishing Aldershot

 Stanworth, M J K and Gray, C (1991) Bolton 20 Years On, Small Business Research Trust, Paul Chapman Publishing Ltd, London

 Stefanou, C J., & Sarmaniotis, C (2003) CRM and customer-centric knowledge management: An empirical research Business Process Management Journal, 9(5), 617– 634

 Storey, D (1986) Entrepreneurship and the new firm In: Curran, Stanworth and Watkin (eds), The Survival of the Small Firm, Gower Publishing, Aldershot

 Voelpel, S.C., Leibold, M and Tekie, E.B (2004), ―The wheel of business model reinvention: how to reshape your business model to leapfrog competitors‖, Journal of Change Management, Vol 4 No 3, pp 259-276

 Wang, I C., Huang, C Y., et al (2010) The inflence of customer relationship management process on management performance

International Journal of Organization Innovation, 2(3), 40-50

 Webster, F E (1992) The changing role of marketing in the corporation

 Webster, L and Taussig, M (1999) Vietnam's Undersized Engine: A Survey

Of 95 Larger Private Manufacturers, Mekong Project Development Facility and IFC Number 8

 Wennekers, Sander, and Roy Thurik 1999 ―Linking Entrepreneurship and Economic Growth.‖ Small Business Economics 13 (1): 27–56

 Wilson, H.N and McDonald, M.H.B (1996), ―Computer Aided Marketing Planning: The Experience Of Early Adopters‖, Journal of Marketing Management, 12, pp 391-416

 Xu, M., & Walton, J (2005) Gaining Customer Knowledge Through Analytical CRM Industrial Management and Data Systems, 105(7), 955-

 Zablah, A R., Bellenger, D N., et al (2004) An evaluation of divergent perspectives on customer relationship management: towards a common understanding of an emerging phenomenon Industrial Marketing Management, 33(6), 475-489.

QUESTIONNAIRE

Tôi tên là: Phan Tùng

Hiện tôi đang thực hiện nghiên cứu đề tài khoa học có tên gọi ― Ứng dụng quản trị quan hệ khách hàng trong doanh nghiệp thương mại vừa và nhỏ Việt Nam‖ với mục đích giúp đánh giá các yếu tố ảnh hưởng tích cực cũng như tiêu cực đối với hiệu quả ứng dụng CRM trong doanh nghiệp và từ đó có thể đưa ra những gợi ý giúp các doanh nghiệp tận dụng các thế mạnh của công nghệ để xây dựng mối quan hệ bền vững với khách hàng, giảm sự phụ thuộc vào quảng cáo, nâng cao hiệu quả kinh doanh

Kính mong Ông/Bà trả lời các câu hỏi sau đây bằng cách điền dấu X vào ô lựa chọn phù hợp ý kiến của mình

Những thông tin thu được chúng tôi cam kết chỉ sử dụng cho mục đích nghiên cứu đề tài, được bảo mật và không tiết lộ tới bên thứ ba

Xin chân thành cám ơn sự hợp tác của Ông/Bà

Phần 1 Thông tin doanh nghiệp:

 Sản xuất  Thương mại  Dịch vụ  Ngành nghề khác 1.4 Tổng số năm kinh nghiệm trong ngành của chủ doanh nghiệp:

1.5 Tổng số năm ứng dụng công nghệ trong Quản trị quan hệ khách hàng:

 Công ty vốn tư nhân  Công ty nhà nước hoặc cổ phần vốn nhà nước chi phối 1.8 Số người lao động:

Có hợp đồng chính thức: ………Người Bán thời gian/Cộng tác viên:

……….Người 1.9 Tổng doanh thu (VNĐ) trong năm 2017(ước tính) của doanh nghiệp:

 Dưới 1 tỷ  Từ 1 tỷ-5 tỷ  Từ 5 tỷ-10 tỷ

 Từ 10 tỷ-100 tỷ  Trên 100 tỷ

Phần 2 Nội dung chính: Ông/bà vui lòng đưa ra đánh giá rào cản ứng dụng Quản trị quan hệ khách hàng tại doanh nghiệp?

Số Chi tiết nhận định

A Thiếu nguồn lực nhân sự có kỹ năng

A.1 Thiếu nhân sự có kỹ năng về kỹ thuật digital marketing

A.2 Thiếu nhân sự có kỹ năng xây dựng nội dung

A.3 Thiếu nhân sự có kỹ năng chăm sóc khách hàng

A.4 Thiếu nhân sự có kỹ năng bán hàng/thuyết phục khách hàng A.5 Thiếu trưởng nhóm có năng lực triển khai đội ngũ

B Thiếu kiến thức và kỹ năng quản trị KH

B.1 Thiếu kỹ năng vận hành hệ thống CRM B.2 Thiếu kỹ năng phân tích thông tin khách hàng

B.3 Thiếu kỹ năng tổ chức xử lý các phản hồi tiêu cực từ khách hàng

B.4 Thiếu khả năng truyền đạt và giao việc trong môi trường thay đổi nhanh và tình trạng thiếu chắc chắn

B.5 Thiếu người liên tục cập nhật kiến thức mới và tiến hành đào tạo đội ngũ

C Thay đổi trong Văn hóa doanh nghiệp và tương tác xuyên chức năng

C.1 Khó khăn khi phổ biến, thúc đẩy nhân sự sử dụng ứng dụng CRM trong hoạt động hàng ngày

C.2 Nhân sự không muốn hoặc rất khó khăn khi sử dụng ứng dụng mới

C.3 Nhân sự chậm thích nghi với các thay đổi trong quy trình làm việc

C.4 Nhân sự có xu hướng không tích cực đưa ra ý kiến phản biện mang tính xây dựng

C.5 Nhân sự thấy mọi việc vẫn ổn và không có động lực để thay đổi

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