THÔNG TIN TÀI LIỆU
UNIVERSITY OF ECONOMICS HO CHI MINH CITY INTERNATIONAL SCHOOL OF BUSINESS t to ng hi ep w n lo ad ju y th yi pl NGUYEN QUOC VIEN ua al n FACTORS AFFECTING THE UTILIZATION OF CALL CENTERIN CUSTOMER SERVICE BY FIRMS IN VIETNAM MARKET n va ll fu oi m at nh z z vb ht MASTER OF BUSINESS (Honours) k jm om l.c gm n a Lu n va y te re Ho Chi Minh City - year 2014 UNIVERSITY OF ECONOMICS HO CHI MINH CITY INTERNATIONAL SCHOOL OF BUSINESS t to ng hi ep w n lo ad ju y th NGUYEN QUOC VIEN yi pl n ua al FACTORS AFFECTING THE UTILIZATION OF CALL CENTERIN CUSTOMER SERVICE BY FIRMS IN VIETNAM MARKET n va ll fu oi m at nh ID: 22110079 z MASTER OF BUSINESS (Honours) z ht vb k jm SUPERVISOR: Dr ĐINH THAI HOANG om l.c gm n a Lu n va y te re Ho Chi Minh City - year 2014 ACKNOWLEDGEMENT During the process of writing my thesis, I had coped with difficulties and obstacle that t to I could not anticipate The pressure of daily work seems to make me give up my study ng hi However, thanks to the encouraging of my supervisor, Dr Dinh Thai Hoang, I was received a ep great will to overcome step by step the difficulties w I own my deepest gratitude to my supervisor, Dr Dinh Thai Hoang, who with his n lo ad wide research experience, guided me to complete this topic Without his continuous support, y th encouragement, and enthusiasm, this research would hardly have been completed ju yi I am indebted to Dr Nguyen Dinh Tho for his immeasurable amount of teaching and pl ua al guidance during the research design course I would like to thank Ms Thai Thi Thu Giang, n my friend at University of Economics Ho Chi Minh City, who introduced me the MBUS va n course at ISB and encouraged me to go to the end of the course fu ll I also express my warmest gratitude to my professors at ISB, University of Economics oi m at nh Ho Chi Minh City for their teaching and guidance during my MBUS course I wish to thank warmly my classmates who showed their teamwork spirit and willingness to help each other z z ht vb to complete our theses k jm Finally, this thesis is dedicated to my beloved parent and daughter who understand, om l.c my work of this dissertation gm encourage, and sympathize with me especially in making the convenient environment during n a Lu n va y te re ABSTRACT This thesis aims to investigate the factors that affect the utilization of call center in t to customer service by firms in Vietnam, especially in Ho Chi Minh City – a biggest and ng hi dynamic center business of Vietnam Many Vietnamese firms are using the call center as a ep tool for their customer service channel; however, the benefits that Vietnamese customer w orientation firms or broader the orientation market firms gain from its customer focus or n lo ad market focus through call center system either directly or indirectly remain unknown The y th study uses quantitative research method with the sample size of 230 enterprises including ju yi firms are utilizing the call center for their own, firms are using the call center outsourcing pl ua al service and firms have hotline number to serve their customers The reliability, convergent n and discriminant validity of scales was tested by Cronbach’s Alpha coefficient and va n exploratory factor analysis then regression analysis was done to find out the correlation fu ll between the concepts in the theoretical model This study finds that the key concepts in the oi m at nh technology acceptance model (TAM), perceived ease of use of the call center, cannot be used to predict call center utilization by organizations Other concepts: perceived usefulness of call z z ht vb center, market orientation and service innovation are predictors of call center utilization k jm Learning orientation facilitates market orientation, perceived usefulness and perceived ease gm of use of the call center by Vietnamese firms The result of this research assist in identifying om l.c keys factors that lead Vietnamese firms to adopt using the call center as a tool to take care, retain their customers and develop market in globalization stage; moreover, this study shows a Lu that both large enterprises and SME also gain the benefits from using call center by choosing n n va the right form of call center investment; owning a call center or using call center outsourcing y te re Keywords: Call center utilization, market orientation, learning orientation, contact center in Vietnam CONTENTS ACKNOWLEDGEMENT t to ABSTRACT ng LIST OF TABLES AND FIGURES hi ep CHAPTER 1: INTRODUCTION w 1.1 Contact center introduction n lo 1.2 Research background ad ju y th 1.3 Research problem .8 1.4 Research objective .9 yi pl 1.5 Thesis structure 10 ua al CHAPTER 2: LITERATURE REVIEW & HYPOTHESES 11 n va 2.1 Technology Acceptance Model – TAM .11 n fu 2.2 TAM and contact center utilization 12 ll m oi 2.3 Market and learning orientations and intention to adopt call center system .15 nh 2.4 Service innovation and call center utilization .18 at z CHAPTER 3: RESEARCH METHOD 21 z vb 3.1 Measurement .21 ht jm 3.2 Quality study .23 k gm 3.3 The sample 24 om l.c 3.4 Data collection, purifying and coding data 24 CHAPTER 4: DATA ANALYSIS AND RESULTS 26 a Lu 4.1 Descriptive statistics 26 n b Competitor orientation 29 c interfunctional coordinator .30 y a Customer orientation 28 te re 4.2.1 Market Orientation Cronbach’s Alpha .28 n va 4.2 Reliability statistic 28 4.2.2 Learning orientation Cronbach’s Alpha .31 a Commitment to learning 31 t to b Shared vision 32 ng c Open mindedness 33 hi ep 4.2.3 Perceived usefulness of call center 33 w 4.2.4 Perceived easy to use call center 34 n lo 4.2.5 Service Innovation .35 ad y th 4.3 Exploratory Factor Analysis (EFA) 36 ju 4.3.1 EFA of Market orientation concept 36 yi pl 4.3.2 EFA of Learning orientation 37 al n ua 4.3.3 EFA of Perceived usefulness, Perceived ease of use and Service innovation 39 n va 4.4 Correlations analysis 41 ll fu 4.5 Regression Analysis 42 oi m 4.6 Discussion 50 at nh CHAPTER 5: CONCLUSION 54 z 5.1 Management implication 55 z ht vb 5.2 Limitation and directions for future research 56 jm REFERENCE .58 k APPENDIX 1: Research process 65 gm l.c APPENDIX 2: Scale Items 66 om APPENDIX 3: Scale Items refinement 69 a Lu APPENDIX 4: Factor analysis .72 n APPENDIX 5: Regression analysis .75 n va APPENDIX 6: The result of qualitative survey 77 y te re LIST OF TABLES AND FIGURES t to Figure 1: Theory of reasoned action 11 ng Figure 2: Original technology acceptance model 12 hi ep Figure 3: A conceptual model of call center utilization .19 w Figure 4: Model regression results 49 n lo Table -5: Cronbach’s Alpha of three components in Market orientation concept 31 ad y th Table-10: Cronbach’s Alpha of three components in Learning orientation concept .33 ju Table-28: Correlations (see appendix 4) 74 yi pl Table-45: The summary of verifying hypothesis in conceptual model 49 n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re CHAPTER 1: INTRODUCTION 1.1 Contact center introduction t to Nowadays, people regularly receive calls or messages from the customer service ng hi center of telecommunication companies, banks, insurance organizations, hospitals, ep transportation companies, game online companies and consumer firms… or even calls for w telesales and telemarketing The question is how they can make a lot of calls; send a hundreds n lo ad of messages at the same time to their customers, how they can remember all the customer y th numbers and detail of each transaction That is a call center; thus, what is the call center? ju yi As defined by North American Quitline Consortium (NAQC), call center is a place pl ua al where contacts are made and received It is often the “front door” to a business and is the n place where most crucial customer interactions take place Therefore, its effective and va n efficient operation is a key ingredient to the overall success of any organization (NAQC, fu ll 2010) There are five main operational functions in any type of call center: workforce oi m financial management at nh management, quality management, technology management, report and communications and z z ht vb Call centers provide a single contact for customers who may try to reach a company k jm via multiple channels: e-mail, Web chat, fax, and phone, short message service (SMS) or gm VoIP (voice over Internet protocol) Call centers, often called contact centers to reflect the om l.c multiple points of access, provide staff with consistent information throughout an integrated system; the term call center is used interchangeably with contact center These centers a Lu capture data from across the enterprise and consolidate customer-related information into a n n va central database This integration improves the customer's interaction and satisfaction and y te re enhances the efficiency of the business operation (Duane Sharp, 2003) Large organizations such as telecommunication companies, insurance and financial firms may choose to outsource its call center services, as a professional call center will be t to able to provide the systems and trained workforce to provide quality service to customers ng hi 1.2 Research background ep Vietnam's economic growth rate has been among the highest in the Asia Pacific region in w n recent years 2010, 2011, 2012, 2013 respectively 6.4%, 6.2%, 5.2%, 5.2% Growth in lo ad services eased to 5.9%, this sector still made the largest contribution to GDP growth, at 2.5 y th percentage points (Dominic Mellor, Chu Hong Minh, and Nguyen Luu Thuc Phuong, 2014) ju yi With customer service becoming a key focus in Asia Pacific, Vietnam is improving customer pl ua al relationships for the purpose of greater loyalty, brand recall, and profitability Adopting using n the call center or call center service is one of the best ways to improve the customer va n satisfaction and customer relationship by firms in Vietnam, that’s because there’s a growth in ll fu oi m call center in recent years at nh According to Dao Thi Minh Thao, a research associate in the ICT Practice at Frost & Sullivan APAC, this effort is leading to an impressive growth in Vietnam’s contact center z z ht vb industry that was estimated to be worth $4.2 million in 2011 and is expected to reach $11.4 k jm million in 2018, with a growth rate of 15 percent Most contact center projects in Vietnam are gm deployed by banks, financial institutions, and telco service providers These sectors require a om l.c high level of customer care; large seat numbers are needed to always be available to serve customers She also commented that “for further growth and success, small and middle-sized a Lu enterprises (SME) should look forward to more efficient contact center application adoption n n va to align these trends for the future Emerging global vendors in providing suitable solutions y te re also need to offer more customized solutions and effective marketing activities at more affordable price” (Donna Jeremiah, 2012) Realizing the potential and advantages of call center, many researches on call center and its effectiveness were taken Most of them focus on the advantages such as customer t to satisfaction in using and outsourcing call center and service quality in call center operation ng hi In researches indicating the advantages of call center, application of the technologies ep involved in call center operations can play a key role in accessing more customers, and in w n providing better quality services especially where additional or extended services become lo ad available (Walker and Craig-Lees, 1998) However, call center is a new form of technology y th in Vietnam; it has just developed in recent years when firms think of customer There is ju yi almost no theoretical research for this type of service technology; thus this is an opportunity n ua al 1.3 Research problem pl for this study va n In Vietnam, it’s easy to realize call center is used by most of banks, financial and ll fu oi m insurance firms, telecommunication companies, hospitals, transportation companies, game at nh online companies and consumer firms… What are the motivations that lead the firms choosing the call center as tool for customer service channel? The fact is that there is no z z ht vb previous studies mention the evolution of the call center, analyzing the technologies that have k jm contributed to its growth, providing guidelines for the development and implementation of a gm call center as well as the management of the facility, and the role of human factors that can om l.c make a call center a successful operation Especially, there is no empirical research on what factors effecting the utilization of call center in customer service by firms in Vietnam a Lu Vietnamese firms just remark the benefits and advantages of using call center through the n n va trend of customer care service what the other big companies did to retain their customers; or broader how the Vietnamese orientation market firm (large or small firm) benefits from its y question as regards how Vietnamese customer orientation service firm (large or small firm) te re however, these benefits must be deeply based on the orientation of each organization The t to ng hi (4) Our business objectives are driven by customer satisfaction (5) We pay close attention to after-sales service (6) We respond quickly to customer needs (7) We rapidly adapt our products in response to customers’ needs ep Competitor orientation w In our firm, our sales people share information about competitors n (8) lo We respond rapidly to competitor actions (10) Top management regularly discuss competitors’ strengths and weaknesses (11) Customers are targeted when we have an opportunity for competitive advantage ad (9) ju y th yi pl ua al Inter-functional coordination Our top managers from each business function regularly visit customers (13) Business functions within our firm are integrated to serve our target market needs (14) Our managers understand how employees can contribute to customers’ value (15) We share resources with other business units n (12) n va ll fu oi m at nh Learning orientation z ht vb Managers basically agree that our firm’s ability to learn is the key to our competitive gm advantage k jm (1) z Commitment to learning The basic values of our firm include learning as a key to improvement (3) In our firm, employee learning is an investment, not an expense (4) Learning in our firm is seen as a key commodity necessary to guarantee om l.c (2) n a Lu n va organizational Survival y (5) te re Shared vision There is a commonality of purpose in our firm 67 (6) There is total agreement on our organizational vision across all levels, functions, and divisions t to ng hi (7) All employees are committed to the goals of our firm (8) Employees view themselves as partners in charting the direction of our firm ep Open-mindedness w We are not afraid to reflect critically on the shared assumptions we have made about n (9) lo ad our markets y th (10) Personnel in our firm realize that the very way they perceive the marketplace must be ju yi continually questioned pl We always collectively question our own biases about the way we interpret market n va Service innovation n information ua al (11) ll fu Innovation is readily accepted in program/project management (2) Our firm’s top management gives special emphasis to service innovation (3) Our firm constantly seeks new ways to better service our customers (4) Our firm is able to change/modify our current service approaches to meet special oi m (1) at nh z z k jm Compared to our competition, our firm is able to come up with new service offerings (1) om l.c Call Center Utilization gm (5) ht vb requirements from customers Times per week the firm receives calls from customers, makes calls to customers, n a Lu sends or receives e-mail related to customers service activities Hours per week the firm uses the Call center or customer database application or n va (2) y te re Customer Relationship Management (CRM) application to search for historical customer information 68 Appendix Scale Items refinement Perceived usefulness of the call center t to (1) By using the call center our firm would obtain information about the existing ng hi customer in database more easily ep (2) By using the call center our firm would obtain information about existing customers w n and serve them more quickly lo By using the call center our firm would obtain customer care service more cheaply (4) By using the call center our firm would contact suppliers, customers, and distributors ad (3) ju y th yi in markets more easily pl By using the call center, our firm would find it more effective in making customer va Overall, our firm would consider that the call center is useful for conducting service n (6) n service decisions ua al (5) oi m at nh Perceived ease of use of the call center ll fu business activities Learning to use the call center would be easy for our firm (2) Our firm would find it easy to use the call center to search for information about z (1) z k jm Our firm would find it easy to use the call center to communicate with organizations (4) Overall, our firm would find it easy to use the call center n a Lu Market orientation om l.c in the markets gm (3) ht vb particular customers n va Customer orientation (2) Business strategies are driven by the goal of increasing customer value (3) Our competitive advantage is based on understanding customers’ needs y We closely monitor and assess our level of commitment in serving customers’ needs te re (1) 69 t to (4) Our business objectives are driven by customer satisfaction (5) We pay close attention to after-sales service (6) We respond quickly to customer needs ng hi Competitor orientation ep (7) In our firm, our sales people share information about competitors w lo Top management regularly discuss competitors’ strengths and weaknesses ad (9) We respond rapidly to competitor actions n (8) y th Inter-functional coordination ju Business functions within our firm are integrated to serve our target market needs (11) Our managers understand how employees can contribute to customers’ value (12) We share resources with other business units yi (10) pl n ua al n va Learning orientation oi m Managers basically agree that our firm’s ability to learn is the key to our competitive advantage at nh (1) ll fu Commitment to learning z z In our firm, employee learning is an investment, not an expense (3) Learning in our firm is seen as a key commodity necessary to guarantee ht vb (2) om l.c gm Shared vision k jm organizational survival There is a commonality of purpose in our firm (5) There is total agreement on our organizational vision across all levels, functions, and n a Lu (4) n va divisions All employees are committed to the goals of our firm y te re (6) 70 Open-mindedness (7) Personnel in our firm realize that the very way they perceive the marketplace must be t to continually questioned ng hi (8) We always collectively question our own biases about the way we interpret market ep information w n Service innovation lo Innovation is readily accepted in program/project management (2) Our firm’s top management gives special emphasis to service innovation (3) Our firm constantly seeks new ways to better service our customers (4) Our firm is able to change/modify our current service approaches to meet special ad (1) ju y th yi pl ua al n requirements from customers va Compared to our competition, our firm is able to come up with new service offerings n (5) oi m How many hours per week the firm uses contact center services such as telephone, at nh (1) ll fu Call Center Utilization email, customer database application to solve the customer’s problems and perform z z ht vb telemarketing, telesales? k jm om l.c gm n a Lu n va y te re 71 t to ng Component Appendix Factor analysis Table-17: Total Variance Explained Extraction Sums of Squared Loadings Initial Eigenvalues % of Variance Cumulative % Total % of Variance Cumulativ e% 4.411 40.101 40.101 4.411 40.101 2.308 20.979 61.080 2.308 20.979 1.160 10.545 71.625 1.160 10.545 679 6.169 77.794 518 4.707 82.501 464 4.218 86.718 391 3.550 90.268 339 3.078 93.347 293 2.663 96.010 10 245 2.231 98.240 11 194 1.760 100.000 Extraction Method: Principal Component Analysis 40.101 61.080 71.625 3.995 2.435 1.449 36.317 22.138 13.170 36.317 58.455 71.625 hi % of Variance Total ep Cumulativ e% Rotation Sums of Squared Loadings Total w n lo ad ju y th yi pl n ua al n va ll fu m Initial Eigenvalues Rotation Sums of Squared Loadings at nh Cumulative % Total % of Cumulative Variance % 2.370 1.628 1.467 k jm 33.859 23.254 20.962 33.859 57.113 78.074 om l.c gm 37.100 60.051 78.074 % of Cumulative Variance % ht n a Lu 2.597 37.100 37.100 2.597 37.100 1.607 22.951 60.051 1.607 22.951 1.262 18.023 78.074 1.262 18.023 527 7.534 85.608 440 6.292 91.900 307 4.384 96.284 260 3.716 100.000 Extraction Method: Principal Component Analysis Total vb % of Variance z Total z Component oi Table-20: Total Variance Explained Extraction Sums of Squared Loadings n va y te re 72 t to Component Table-23: Total Variance Explained Extraction Sums of Squared Loadings Initial Eigenvalues % of Cumulative Variance % % of Variance Cumulative % 4.556 35.042 35.042 4.556 35.042 2.361 18.161 53.204 2.361 18.161 1.922 14.782 67.986 1.922 14.782 816 6.274 74.260 555 4.267 78.527 518 3.985 82.512 450 3.460 85.972 411 3.159 89.131 334 2.568 91.699 10 315 2.424 94.122 11 306 2.353 96.475 12 246 1.890 98.365 13 213 1.635 100.000 Extraction Method: Principal Component Analysis 35.042 53.204 67.986 Total Total Rotation Sums of Squared Loadings ng % of Cumulative Variance % Total hi ep 3.542 2.793 2.503 27.250 21.484 19.252 27.250 48.734 67.986 w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 73 Table-28: Correlations t to F_UTILI ZATION F_LEARN _ORI F_USEFUL NESS F_MARK ET_ORI F_SERVICE _INNO 179* 563** 687** 261** 011 000 000 000 204 204 204 204 498** 597** 593** 245** 000 000 000 000 204 204 204 204 314** 142* 245** 000 043 000 204 204 204 204 314** 674** 187** 000 007 204 204 204 674** 192** ng Pearson 770** Correlation F_UTILIZA Sig (2.000 TION tailed) N 204 204 Pearson 770** Correlation F_LEARN_ Sig (2.000 ORI tailed) N 204 204 Pearson 179* 498** Correlation F_EASYTO Sig (2.011 000 USE tailed) N 204 204 Pearson 563** 597** Correlation F_USEFUL Sig (2.000 000 NESS tailed) N 204 204 Pearson 687** 593** Correlation F_MARKE Sig (2.000 000 T_ORI tailed) N 204 204 Pearson 261** 245** Correlation F_SERVIC Sig (2.000 000 E_INNO tailed) N 204 204 ** Correlation is significant at the 0.01 level (2-tailed) * Correlation is significant at the 0.05 level (2-tailed) F_EASY TOUSE hi ep w n lo ad ju y th yi pl n ua al n va ll fu 000 oi m 204 at nh 142* 043 000 006 z 204 204 187** 192** ht vb 245** 204 z 204 jm 007 204 204 006 k 000 204 om l.c gm 204 n a Lu n va y te re 74 Appendix Regression analysis 5.1 H8 regression model t to Collinearity Diagnosticsa ng hi Model Dimension Variance Proportions Condition Index Eigenvalue ep (Constant) 1.982 1.000 018 10.619 a Dependent Variable: F_MARKET_ORI F_LEARN_ORI 01 99 w n 01 99 lo ad y th 5.2 H3, H4, H6 regression model ju yi pl Collinearity Diagnosticsa al Variance Proportions F_LEARN F_MARKET _ORI _ORI 00 00 00 19 38 01 62 80 n ua Condition Model Dimension Eigenvalue Index (Constant) va n 3.941 1.000 032 11.108 018 14.913 009 20.974 a Dependent Variable: F_USEFULNESS ll fu oi m 00 01 65 33 F_EASY TOUSE 00 61 00 39 at nh z z 5.3 H7 regression model 01 99 F_LEARN_ORI 01 99 om l.c 1.000 10.619 (Constant) 1.982 018 a Dependent Variable: F_EASYTOUSE Variance Proportions gm Condition Index k Eigenvalue jm Dimension ht Model vb Collinearity Diagnosticsa n a Lu n va y te re 75 5.4 H1, H2, H5, H9 regression model Collinearity Diagnosticsa t to Variance Proportions ng Model Condition Index (Constant) F_MAR KET_ORI F_USE FULNESS F_EASY TOUSE F_SERVIC E_INNO 4.875 062 035 018 009 1.000 8.845 11.792 16.354 23.023 00 01 00 63 36 00 02 08 01 89 00 04 06 36 55 00 01 72 11 16 00 93 04 03 00 hi Dimension Eigen value ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 76 n lo ad ju y th yi pl Appendix The result of qualitative survey Question 1: According to your experience, which of the items in the survey sheet are necessary for testing the conceptual variable n - ua al Questions in qualitative survey for refining the scale measured: va need to be observed? Y: If that is a necessary item; N: It’s not necessary n Question 2: Is it necessary to add more other items that you think suitable for testing the conceptual variable need to be observed? Y: If necessary; N: If not necessary oi - m ll fu - Question 3: Are there any items that have the same meaning? Please give your idea to amend nh at The result of qualitative survey Question z Scales items z No vb Y Total Y N % Total 10 100 10 10 100 10 80 10 10 100 70 10 90 10 10 100 10 10 100 10 10 an Lu va n y te re ac th si Overall, our firm would consider that the call center is useful for conducting service business activities % om N l.c Y gm Question k Perceived usefulness of the call center By using the call center our firm would obtain information about the existing customer in database more easily By using the call center our firm would obtain information about existing customers and serve them more quickly By using the call center our firm would obtain customer care service more cheaply By using the call center our firm would contact suppliers, customers, and distributors in markets more easily By using the call center, our firm would find it more effective in making customer service decisions Total jm % ht I N Question eg cd jg 77 hg n lo ad ju y th Perceived ease of use of the call center Learning to use the call center would be easy for our firm pl 80 10 10 100 10 90 10 10 100 10 10 100 10 10 100 10 10 100 10 10 100 10 n ua al yi II Our firm would find it easy to use the call center to search for information about particular customers n va fu oi at nh 10 III Our firm would find it easy to use the call center to communicate with organizations in the markets Overall, our firm would find it easy to use the call center Market orientation Customer orientation m ll z 100 10 100 10 100 80 10 10 20 10 90 10 90 10 10 10 an Lu va n y te re ac th 18 10 om 17 10 90 l.c 16 14 15 gm 13 Our competitive advantage is based on understanding customers’ needs Our business objectives are driven by customer satisfaction We pay close attention to after-sales service We respond quickly to customer needs We rapidly adapt our products in response to customers’ needs Competitor orientation In our firm, our sales people share information about competitors We respond rapidly to competitor actions 10 k 12 100 jm Business strategies are driven by the goal of increasing customer value ht 11 10 vb We closely monitor and assess our level of commitment in serving customers’ needs z 10 si eg cd jg 78 hg n lo ad ju y th yi ua al Customers are targeted when we have an opportunity for competitive advantage Inter-functional coordination Our top managers from each business function regularly visit customers n 20 Top management regularly discuss competitors’ strengths and weaknesses pl 19 90 10 20 10 20 10 10 100 10 90 10 90 10 n va m ll Business functions within our firm are integrated to serve our target market needs oi 22 fu 21 nh Our managers understand how employees can contribute to customers’ value We share resources with other business units Learning orientation Commitment to learning Managers basically agree that our firm’s ability to learn is the key to our competitive advantage at 23 z vb 10 k jm 10 100 gm The basic values of our firm include learning as a key to improvement 30 27 In our firm, employee learning is an investment, not an expense 90 10 10 100 10 90 10 10 100 10 10 100 10 30 10 100 10 10 an Lu va n y te re ac th si 33 om 32 10 l.c 31 10 29 30 eg cd Learning in our firm is seen as a key commodity necessary to guarantee organizational survival Shared vision There is a commonality of purpose in our firm There is total agreement on our organizational vision across all levels, functions, and divisions All employees are committed to the goals of our firm Employees view themselves as partners in charting the direction of our firm 100 10 26 28 ht 25 z 24 IV jg 79 hg n lo ad ju y th yi pl Open-mindedness We are not afraid to reflect critically on the shared assumptions we have made about our markets 35 Personnel in our firm realize that the very way they perceive the marketplace must be continually questioned 10 36 We always collectively question our own biases about the way we interpret market information n ua al 34 30 10 100 10 80 10 n va oi m ll Service innovation Innovation is readily accepted in program/project management 10 at nh 37 fu V 90 10 100 10 Our firm’s top management gives special emphasis to service innovation 39 Our firm constantly seeks new ways to better service our customers jm 40 Our firm is able to change/modify our current service approaches to meet special requirements from customers 80 90 10 10 100 10 100 10 90 10 ht 90 10 k 10 l.c gm 10 om 10 100 10 43 Hours per week the firm uses the Call center or customer database application or Customer Relationship Management (CRM) application to search for historical customer information 80 10 n 10 va 42 Times per week the firm receives calls from customers, makes calls to customers, sends or receives e-mail related to customers service activities an Lu Compared to our competition, our firm is able to come up with new service offerings Call Center Utilization 10 vb VI z 38 41 100 z y te re ac th si eg cd jg 80 hg n lo ad ju y th yi pl n ua al n va oi m ll fu at nh z z k jm ht vb om l.c gm an Lu va n y te re ac th si eg cd jg 81 hg
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