(Luận văn) call center services and customer loyalty, a study in the vietnamese banking industry

t to ng hi UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ep w n lo ad ju y th yi Le Hong Nhung pl n ua al va n CALL CENTER SERVICES AND CUSTOMER LOYALTY fu ll A study in the Vietnamese banking industry oi m at nh z z k jm ht vb gm MASTER OF BUSINESS (HONOURS) om l.c an Lu n va ey t re th Ho Chi Minh City – Year 2015 t to ng hi UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ep w n lo ad ju y th yi pl Le Hong Nhung n ua al va n CALL CENTER SERVICES AND CUSTOMER LOYALTY ll fu oi m A study in the Vietnamese banking industry at nh z z k jm ht vb ID: 22120061 om l.c gm MASTER OF BUSINESS (HONOURS) an Lu n va SUPERVISORS: PROF NGUYEN DONG PHONG DR NGUYEN PHONG NGUYEN ey t re th Ho Chi Minh City – Year 2015 t to ng hi ep w n TABLE OF CONTENTS lo ad ABSTRACT y th CHAPTER 1: INTRODUCTION Research background 1.2 Research gap 1.3 Research questions and objectives 1.4 Research scope and methodology 1.5 Thesis Structure ju 1.1 yi pl n ua al n va ll fu CHAPTER 2: LITERATURE REVIEW AND HYPOTHESIS DEVELOPMENT 11 m 2.1 Theoretical foundation 11 oi 2.1.1 Definition of a call center 12 nh 2.1.2 Customer Loyalty 13 at z 2.1.3 Perceived Customer Orientation 14 z vb 2.1.4 Customer Satisfaction 16 jm ht 2.1.5 Perceived Service Quality 17 2.2 Proposed research model and hypotheses 20 k gm Figure 1: Conceptual model 21 l.c CHAPTER - RESEARCH METHODOLOGY 23 om Figure 2: Research process 24 an Lu 3.1 Measurement of constructs 24 3.1.1 Perceived service quality 25 n va 3.1.2 Perceived customer orientation 26 3.1.3 Customer satisfaction 26 th 3.3 Data analysis method 29 ey 3.2 Sample 28 t re 3.1.4 Customer loyalty 27 t to ng CHAPTER 4: DATA ANALYSIS AND RESULTS 32 hi ep 4.1 Reliability Analysis 32 Table 1: Item Statistics 33 w n 4.2 Exploratory Factor Analysis (EFA) 34 lo 4.2.1 EFA for individual construct 34 ad 4.2.2 Multidimensional constructs – Perceived service quality and Customer loyalty 34 y th ju 4.2.3 Customer orientation 35 yi 4.2.4 Customer satisfaction 35 pl Table 2: KMO and Bartlett's Test 36 al n ua 4.2.5 EFA for all variables 36 va Table 3: KMO and Bartlett's Test 36 n Table 4: RESULTS OF JOINT FACTOR ANALYSIS FOR ALL SCALES 37 fu ll 4.3 Regression analysis 38 m oi 4.3.1 Simple regression analysis 38 at nh Table 5: Model Summary of simple regression analysis 38 Table 6: ANOVA of simple regression analysis 39 z z Table 7: Coefficients of simple regression analysis 40 vb 4.3.2 Multiple regression analysis: 40 ht jm Table 8: Model Summary of multiple regression analysis 41 k Table 9: ANOVA of multiple regression analysis 41 gm Table 10: Coefficients of multiple regression analysis 43 l.c Table 11 46 om Summary of hypotheses testing result 46 an Lu CHAPTER 5: DISCUSSION AND IMPLICATION 47 5.1 Discussion 47 va n 5.2 Implication 48 Appendix 1: Questionnaire: Call center service and customer loyalty in bank services 62 th APPENDICES 62 ey REFERENCES 52 t re 5.3 Limitations and directions for future research 50 t to ng APPENDIX 2: 65 hi ep EFA AND RELIABILITY TEST RESULTS - SCALES WITHOUT MODIFICATION 65 APPENDIX 3: 67 w n RESULTS OF UNIDIMENSIONALITY AND RELIABILITY TEST - REFINED SCALES 67 lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm an Lu n va ey t re th t to ng hi ep ABSTRACT w n lo ad y th This study aims to explore the impact of perceived service quality, customer ju satisfaction, and customer orientation on customer loyalty towards banking call center yi pl service al n ua A sample of 223 customers who used banking call center service in Ho Chi Minh n va City, Viet Nam was surveyed to test the model ll fu Structural equation modeling was used to analyze the data It found that customer m oi satisfaction and customer orientation had positive effects on customer loyalty It also found at nh that perceived service quality had positive effects on customer satisfaction z Limitation of this study shows that the sample is selected conveniently and just from z jm ht vb several districts in Ho Chi Minh City, so it is not representative of the population The finding suggests that banking managers should concentrate on service quality, k an Lu Call center, customer loyalty, commercial bank, customer orientation om Keywords l.c gm make their services different and prominent from other banks n va ey t re th t to ng hi ep CHAPTER 1: INTRODUCTION w n lo ad y th Banks play an important and active role in the financial and economic development of a ju country An effective banking system greatly influences the growth of a country in various yi pl sectors of the economy This study would like to explore the impact of perceived service ua al quality, customer satisfaction, and customer orientation on customer loyalty towards banking n call center service The first chapter shows you research background, research gap in Viet va n Nam situation, research questions and objectives, research scope and methodology, and ll fu thesis structure of the study oi m 1.1 Research background at nh z In recent years, the banking industry plays an important role in Vietnam’s economy The z vb contribution of commercial banks to increasing economic development is great The jm ht commercial banks not only continue being a great capital flow channel but also contributing k to keep stable monetary purchasing power in economy As the role of finance intermediary, gm commercial banks fund surplus money from savers and transfer into loans for borrowers l.c who not have enough money to carry out a desired activity This helps enterprises and om economy running smoothly and be an effectively capital flow channel (Mof, 2012).The an Lu commercial banks enforce monetary policy of the State Bank of Viet Nam (SBV) In 2013, SBV decreased operation interest rate 2% a year, decrease VND short-term interest rate 3% va n a year for priority sectors; decreases VND deposit interest rate ceiling 1% a year (Cafe F, th (Security Investment, 2014) These evidences show that the commercial banks become ey capital maintained high growth rate at end of 2013, reached 15.6% compared to end of 2012 t re 2014) Credit growth in 2013 reached 11%, higher nearly 8.91% than end of 2012 Raising t to ng important capital flow channel for economy and contribute to keep monetary purchasing in hi ep stable Prof Dr Tran DinhThien – Director of Viet Nam Institute of Economics mentioned that control inflation rate around 6.04% was important contribution in operation of w n Government, attempt of the Banking industry and Finance in 2013 (Deposit Insurance of lo ad Vietnam, 2014) y th ju Allowance foreign banks’ investment brings to commercial banks many opportunities yi and challenges Practitioners in the banking industry face a large number of complex pl ua al challenges in the global marketplace (Malhotra and Mukherjee, 2004) First of all, n competition in banking industry becomes fierce According to the terms at joining in WTO n va in 2006, the Vietnamese banking industry has opened for seven years Foreign finance ll fu institutes have been allowed to hold Vietnamese commercial joint stock banks, and foreign oi m bank appearance In the Vietnamese banking industry, switching cost of new commercial nh banks for attracting customers is not high, because current banks in Vietnam have not been at outstanding in banking products and services strategy Competitive pressure of bank industry z z increases when foreign banks join in Vietnam market Foreign banks have a lot of vb jm ht advantages in professional services and modern technology Furthermore, foreign banks have wide networks all over the world (The Saigon Times, 2009) Foreign banks with k gm professional products and services force Vietnamese commercial banks to have a change l.c Customer service is still a big problem for Vietnamese commercial banks, and established om call centers as a solution for them A competitiveness bank has a strong customer service, an Lu especially, in after-sell service The relationship of customer and bank should not end at the bank door Customers’ access after transaction adds value to the transaction (Feinberg et al, va 2002) Bank call centers in Viet Nam have just established for less than ten years The first n ey established in 2005 This call center hasbeen appreciated since established (Viet Stock, t re call center in Vietnamese commercial banks is Call center 247 of Asia Commercial Bank, th t to ng 2005) Overall, banks in Viet Nam have less experience in this operation Call center is still hi ep a new service in Vietnam banking system w 1.2 Research gap n lo ad Call center allow bank to build, maintain, and manage customer relationships by y th conducting transactions, giving information, answering questions, solving problems and ju yi resolving complaints quickly, and less expensively than face to face contact Indeed, it pl appears that customers now expect and demand telephone and internet access to banks 24 al n ua hours a day seven days a week 365 days a year (Feinberg et al, 2002) In the literature, a va number of studies about banking call center services (Feinberg et al, 2002; Dean, 2004; n Keiningham et al, 2006; Jaiswal, 2008; Whiting &Donthu, 2009; Lau et al, 2013) have been fu ll conducted up to now There is little research developed for examining the determinants of m oi customer loyalty on banking call center services In addition, very few scholars the nh research about this issue in Asia, especially, in Viet Nam Therefore, this research aim is to at z test the effects of factors such as service quality, customer orientation, customer satisfaction z ht vb on customer loyalty in Vietnamese bank call centers The expectation result appreciates jm customer loyalty in Vietnamese commercial bank through call center service Based on this k result, bank managers can satisfy customer needs, enhance service quality, build, and om 1.3 Research questions and objectives l.c gm improve their call center service an Lu The main purpose of this study is to identify adoption and development of Vietnamese n va commercial bank call center services through call center factors influencing directly to essential and critical for call center services Factors influencing the customer loyalty to the th limited knowledge of Vietnamese banking customers by clarifying which factors are ey factors influencing customer loyalty to the bank in Vietnam The study hopes to add to t re customer loyalty to the bank for a developing country case as well as how the call center t to ng bank may be the foundations of related organizations that can help them to develop services hi ep more effective This study aims to examine key call center factors influencing the customer loyalty to the bank with these specific objectives identified as following w n lo To identify significant call center factors that influence customer loyalty to the bank The ad ju y th corresponding research question developed is: yi RQ1: What are the main factors influencing customer loyalty to the bank in Vietnam? pl ua al n To explore how the call center factors affect customer loyalty to the bank in Vietnam n va The corresponding research question developed is: fu ll RQ2: How the factors influence customer loyalty to the bank in Vietnam? oi m nh at This study aims to research the customer loyalty to bank in Vietnam by examining z z influencing factors such as service quality of the call center service, customer satisfaction vb jm ht toward the call center and customer orientation of call center service Call center services is a broad field but according to the specific of the context of this study, questionnaires of this k gm study was only collected among people who have experience and tendency in using call om l.c center services over years in Ho Chi Minh City of Vietnam for necessary analysis an Lu 1.4 Research scope and methodology va n The study was carried out in Ho Chi Minh City using a sample of adults in working age ey companies use 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Research.Ethnography,10(4): 549-564 w Wu, P., Huang, C., & Chou, C (2014).Service expectation, perceived service quality, and n lo customer satisfaction in food and beverage industry.International Journal of ad ju y th Organizational Innovation (Online), 7(1), 171-180 yi Yee, R W Y., Yeung, A C L., & Cheng, T E (2010) An empirical study of employee pl loyalty, service quality and firm performance in the service industry International al n ua Journal of Production Economics, 124(1), 109-120 n va ll fu oi m at nh z z k jm ht vb om l.c gm an Lu n va ey t re th 61 t to ng APPENDICES hi ep Appendix 1: Questionnaire: Call center service and customer loyalty in bank services w n Personal question: lo ad Which bank are you with now? ju y th yi pl ua al □Vietcombank □ ACB □Vietinbank □Techcombank □Other: n Do the bank which you are with have call center service? □No n va □Yes ll fu Do you use call center service of the bank? □No oi m □Yes at nh For each of the following statements, please choose the number that corresponds with your level of agreement Strongly disagree = z z Strongly agree = ht vb Q1 Call center service has rapid transaction speed Q3 When Call center service promises to something by a certain time, it does so Q11 Employees of call center are never too busy to respond to 62 th Q10 Employees of call center are always willing to help you ey Q9.Employees of call center give you prompt service t re Q7 Call center insists on error-free records Q8 Employees of call center tell you exactly when services will be performed n Responsive ness va Q5 Call center performs the service right the first time Q6 Call center provides its services at the time it promises to so an Lu Q4 When you have a problem, Call center shows a sincere interest in solving it om Reliability l.c Q2 Call center employees have attractive voice gm Tangible k jm Perceived service quality t to ng your request hi ep Q12 The behavior of employees of call center instills confidence in customers Assurance Q13 You feel safe in your transactions with call center Q14 Employees of call center are consistently courteous with you Q15 Employees of call center have the knowledge to answer your questions w n lo ad ju y th Empathy yi Q16.Call center gives you individual attention Q17 Call center has operating hours convenient to all its customers Q18 Call center has employees who give you personal attention pl al Q19 Call center has your best interests at heart ua Q20 Employees of call center understand your specific needs Q21 Call center maintains a high level of commitment to you, as a customer n Customer orientation va n Q22 Call center constantly creates value for you ll fu Q23 Call center understands you needs Q24 Call center has the main objective of keeping your satisfied oi m Q25 Call center regularly monitors your satisfaction level nh Q26 Call center pays close attention to after sales service at z Q27 Call center does a good job keeping you informed of changes which affect you Q28 Call center encourages informal feedback regarding its services Q29 Call center asks you to evaluate the quality of its work and service z Q32 You will use call center for future needs om Q38 Take some of your business to a competitor that offers more attractive prices 63 th Price sensitivity ey Q37 Do more business with bank in the next few years t re Q36 Consider call center your first choice to use bank services n Q35 Encourage friends and relatives to business with bank Purchase intentions va Q33 Say positive things about bank services to other people Q34 Recommend bank service to someone who seeks your advice an Lu Customer loyalty Word of mouth communicat ion l.c Q31 You have overall satisfaction gm Q30 Will you refer using call center? k jm ht vb Customer satisfaction t to ng hi Q39 Pay a higher price than competitors charge for the benefits you currently receive from bank ep Complainin g behavior Q40 Switch to a competitor if you experience a problem with bank service w Q41 Complain to other consumers if you experience a problem with bank service Q42 Complain to external agencies, such as the Better Business Bureau, if you experience a problem with bank service n lo ad ju y th Q43 Complain to bank employees if you experience a problem with bank service yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm an Lu n va ey t re th 64 t to ng hi EFA AND RELIABILITY TEST RESULTS - SCALES WITHOUT MODIFICATION ep APPENDIX 2: w n Factor % variance Eigen- Item-total Cronbatch's loading extracted value correlation alpha lo Tangible1 ju 3.991 86.501 1.73 0.933 0.563 0.854 0.730 0.854 0.730 0.950 69.129 3.456 0.840 0.920 0.854 0.875 0.777 ua Reliability2 79.824 al Reliability1 pl Reliability yi Tangible2 0.578 y th Tangible ad Perceived service quality 0.729 0.683 n 0.760 0.708 Reliability4 0.909 0.830 Reliability5 0.660 Respons (Responsiveness) 0.949 Respon1 0.736 Respon2 0.899 Respon3 0.514 Respon4 0.789 Assurance 0.906 Assurance1 0.815 Assurance2 0.743 Assurance3 0.934 Assurance4 0.809 Empathy 0.921 Empathy1 0.873 0.805 Empathy2 0.851 0.777 Empathy3 0.946 0.902 Empathy4 0.866 0.783 Empathy5 0.923 0.871 n va Reliability3 fu 0.621 ll 2.622 0.914 oi m 65.544 0.816 0.640 nh 0.783 at 0.447 z z vb 76.044 3.042 0.854 0.891 ht k jm 0.768 0.703 gm 0.854 79.644 3.982 l.c 0.758 0.881 0.93 om n Orient2 0.572 0.626 th 0.705 ey 0.515 t re 0.868 Orient1 65 va 4.552 an Lu 50.575 Customer Orientation 0.727 t to 0.731 Orient4 0.188 0.366 Orient5 0.863 0.747 0.658 0.654 0.958 0.755 0.242 0.346 0.728 0.550 hi 0.626 ng Orient3 ep Orient6 w n Orient7 lo Orient9 ad Orient8 y th 89.277 Customer Satisfaction ju 0.827 0.984 0.922 0.915 0.873 69.715 2.789 83.799 2.514 0.855 n Mouthcom1 0.729 Mouthcom2 0.956 Mouthcom3 0.930 0.703 0.901 0.707 ll 0.778 fu communication) n va Mouthcom (Word of mouth 0.851 ua Customer Loyalty 0.938 al Satisfa3 pl Satisfa2 yi Satisfa1 2.678 oi m 0.878 0.857 0.717 Pricsensi1 0.821 Pricsensi2 0.821 83.785 1.676 0.653 0.805 0.676 0.676 Compbeha (Complaining 77.199 3.088 l.c gm Pricsensi (Price sensitivity) 0.397 k 0.629 0.551 0.397 jm Purcintent2 0.674 ht 0.629 1.397 vb Purcintent1 69.84 z 0.746 z intentions) at nh Purcintent (Purchase 0.874 0.762 Compbeha1 0.932 0.854 Compbeha2 0.871 0.809 Compbeha3 0.785 0.740 Compbeha4 0.749 0.709 0.899 om behavior) an Lu n va ey t re th 66 t to ng hi RESULTS OF UNIDIMENSIONALITY AND RELIABILITY TEST - REFINED SCALES ep APPENDIX 3: w Original scale Refined scale n Items lo Factor loading Item-total correlation Factor loading Item-total correlation ad Perceived service ju y th quality 0.563 0.537 0.523 0.854 0.73 0.854 0.73 0.854 0.73 0.854 0.73 0.95 0.92 0.943 0.918 Reliability1 0.854 0.777 0.854 0.777 Reliability2 0.729 0.683 0.729 0.683 Reliability3 0.76 0.708 0.76 0.708 Reliability4 0.909 0.83 0.909 0.83 Reliability5 0.66 0.621 0.66 0.621 0.908 0.863 0.883 0.762 0.794 0.711 n ua Reliability al Tangible2 pl Tangible1 yi 0.578 Tangible n va ll fu oi m at nh Respons z 0.949 0.914 Respon1 0.736 0.64 Respon2 0.899 0.783 Respon3 0.514 0.447 Respon4 0.789 0.727 0.757 Assurance 0.906 0.854 0.934 Assurance1 0.815 0.768 0.815 Assurance2 0.743 0.703 0.743 Assurance3 0.934 0.854 0.934 Assurance4 0.809 0.758 0.809 Empathy 0.921 0.881 0.932 0.889 Empathy1 0.873 0.805 0.873 0.805 Empathy2 0.851 0.777 0.851 0.777 Empathy3 0.946 0.902 0.946 0.902 z (Responsiveness) jm ht vb Eliminated k gm 0.692 l.c 0.881 om 0.768 0.703 an Lu 0.854 0.758 n va ey t re th 67 Eliminated t to ng Empathy4 hi ep Empathy5 0.866 0.783 0.866 0.783 0.923 0.871 0.923 0.871 79.824 78.6 Eigenvalue 3.991 3.93 0.933 0.927 % variance extracted w n lo Cronbach's alpha ad Customer Orientation Orient2 ju y th Orient1 0.705 Eliminated Eliminated 0.572 0.626 Eliminated Eliminated 0.626 0.731 Eliminated Eliminated 0.188 0.366 Eliminated Eliminated ua al 0.863 0.747 0.888 0.8 Orient6 0.658 0.654 0.7 0.63 Orient7 0.958 0.755 0.667 0.781 Orient8 0.242 Orient9 0.728 n Orient5 pl Orient4 yi Orient3 0.515 n va fu ll 0.346 m 0.55 oi Cronbach's alpha 0.868 3.277 0.874 z 4.552 z Eigenvalue 0.662 58.7 at 50.575 Eliminated 0.548 nh % variance extracted Eliminated Satisfa2 0.984 0.922 Satisfa3 0.915 0.873 2.678 Cronbach's alpha 0.938 0.922 0.915 0.873 89.277 2.678 0.938 Customer Loyalty n va Mouthcom (Word of an Lu Eigenvalue 0.984 om 89.277 0.827 l.c % variance extracted 0.851 gm 0.827 k 0.851 jm Satisfa1 ht vb Customer Satisfaction 0.703 0.77 0.698 Mouthcom1 0.729 0.707 0.729 0.707 Mouthcom2 0.956 0.878 0.956 0.878 68 th 0.778 ey communication) t re mouth t to ng Mouthcom3 0.857 0.93 0.857 intentions) 0.746 0.674 0.679 0.618 Purcintent1 0.629 0.397 0.629 0.397 0.717 0.653 0.766 0.68 0.821 0.676 0.821 0.676 0.821 0.676 0.821 0.676 hi 0.93 ep Purcintent (Purchase w n lo Purcintent2 Eliminated Eliminated ad Pricsensi (Price Pricsensi1 n ua al (Complaining pl Compbeha yi Pricsensi2 ju y th sensitivity) 0.874 0.762 0.811 0.714 Compbeha1 0.932 0.854 0.932 0.854 Compbeha2 0.871 0.809 0.871 0.809 Compbeha3 0.785 0.74 0.785 0.74 Compbeha4 0.749 0.709 0.749 0.709 n va behavior) ll fu oi m 0.855 vb Cronbach's alpha 2.718 z 2.789 z Eigenvalue 67.941 at 69.715 nh % variance extracted 0.843 k jm ht om l.c gm an Lu n va ey t re th 69