(Luận văn) lotte mart nsg the importance of customer loyalty improvement in sale performance

UNIVERSITY OF ECONOMICS HOCHIMINH CITY International School of Business t to ng hi ep w n lo ad ju y th yi pl n ua al va n LE VU BINH ll fu oi m nh at LOTTEMART NAM SAI GON-THE IMPORTANCE OF z CUSTOMER LOYALTY IMPROVEMENT IN SALE z k jm ht vb PERFORMANCE om l.c gm an Lu n va Ho Chi Minh – Year 2020 ey SUPERVISOR: Assoc Prof Dr TRAN HA MINH QUAN t re MASTER OF BUSINESS AMINISTRATION Table of contents Chapter 1: Company background 1.1 LOTTE GROUP _ t to 1.2 LOTTE Mart Viet Nam ng hi 1.3 LOTTE MART NAM SAI GON (NSG) _ ep Chapter 2: Symptom: Sales of membership declined 9% comparing last year 10 w n 2.2 Rivals 13 lo ad 2.3 Retail Market Trend: 14 y th Chapter 3: Problems Identification 18 ju yi 3.1 Potential problem: 18 pl 3.1.1 Products (assortment) does not adapt to membership’s needs _ 18 al ua 3.1.2 Customer Loyalty’s benefits is unattractive _ 19 n 3.1.3 Lack of shopping experience _ 21 va n 3.1.4 Bad attitude of staffs 22 fu ll 3.2 Validating problems 24 m oi 3.2.1 Manager’s & staff’s perspectives: 26 at nh 3.2.2 Customer’s perspectives 26 z Chapter Cause Validation 27 z ht vb 4.1 Potential causes _ 27 4.1.1 Bad services of store staffs _ 27 jm k 4.1.2 Low competitiveness of member benefits 28 l.c gm 4.1.3 Unreasonable price _ 30 4.2 Validate cause _ 33 om Chapter Alternative solution 35 an Lu 5.1 Solution Invite expert to train CRM skills for marketing staffs 35 n va 5.2 Solution 2: Personalized promotion to loyalty membership 37 above) 39 Chapter 6: Action Plan 41 Chapter Supporting information 42 ey occupied highest (only focus on Lead group & Loyal group as mentioned t re 5.3 Solution 3: Apply 80/20 rule to increase volume of top membership group Table of Figures t to Figure 1: Profit & Lost performance………………………………………………………7 ng Figure 2: Vietnam retail Sales…………………………………………………………….10 hi ep Figure 3: Evolution of modern trade chains by chanels……………………………….12 Figure 4: Retailer analysis-AC Nielsen………………………………………………….13 w n Figure 5: Customers landscape………………………………………………………….15 lo ad Figure 6: Loyalty performance analysis…………………………………………………16 y th Figure 7: Loyalty Analysis by nationality……………………………………………… 16 ju Figure 8: Loyalty analysis by generation……………………………………………… 17 yi Figure 9: Category sale yearly report ………………………………………………… 19 pl al Figure 10: Retail customer Analysis by AC Nielsen……………………………………20 n ua Figure 11: Retailer imagery Analysis by AC Nielsen………………………………… 22 va Figure 12: LOTTE Mart Camera AI Analysis……………………………………………23 n Figure 13: LOTTE MART CRM report 2nd half 2019………………………………… 28 fu ll Figure 14: Rivals analysis by author…………………………………………………… 29 m oi Figure 15: Loyalty survey by Nielsen ……………………………………………………30 nh Figure 16: AC Nielsen retailer pricing analysis…………………………………………31 at z Figure 17: Derived important ranking by Nielsen………………………………………32 z Figure 18: Cost benefit by author’s synthesis ……………………………………….36 vb jm ht Figure 19: Loyalty group segmented…………………………………………………….37 Figure 20: Cost benefit by author’s synthesis……………………………………… 38 k gm Figure 21: Loyalty focusing ………………………………………………………………39 l.c Figure 22: Cost benefit by author’s synthesis……………………………………… 40 om Figure 23: KPIs estimation with solutions campaign………………………………… 41 an Lu Table of Diagram Diagram 5: Initial Causes & Effect Map…………………………………………………24 Diagram 6: Final Causes & Effect Map………………………………………………….34 ey Diagram 4: LOTTE Mart Nam Sai Gon Organization Chart ………………………… t re Diagram 3: LOTTE Mart Viet Nam Organization Chart……………………………… n Diagram 2: LOTTE Mart VN Catch Phrase 2020……………………………………….6 va Diagram 1: LOTTE Group Core Values………………………………………………….5 Executive Summary t to ng hi Vietnam has been experiencing phenomenal rates of growth in its retailing industry ep and considered as fastest growing in ASIA w n lo One of ways to prevail in retail industry is salvaging loyalty program as effectively ad competitive strategy in order to attract, engage, grow, retain and nurture customers in y th increasing sales & profit performance ju yi pl However, in LOTTE Mart Nam Sai Gon, after analyzing annual report and relevant al ua others, the store is facing imperative problems that sales of customer loyalty went n down 9% comparing 2018 Utilizing different literature, together with customer va surveys, in-Dept employee’s interviews, the author identified main problems to impact n ll fu shopping decision of membership Findings indicated that potential problems listed as oi m Products (assortment) does not adapt to membership’s needs, customer Loyalty’s nh benefits is unattractive, lack of shopping experience, bad attitude of staffs The author at recognize main cause of problems is low competitiveness of member benefits And z designing solution that the company should acquire and serve core customers in z k jm privilege benefits ht vb various segments, concentrate on increase revenue of top sales membership group with gm In summary, the thesis show main problems, main cause and how to make most om l.c reasonable solutions based on literature reviews and experience as well an Lu n va ey t re t to LOTTE Mart NAM SAI GON-THE IMPORTANCE OF CUSTOMER LOYALTY IMPROVEMENT IN SALE PERFORMANCE ng hi Chapter 1: Company background ep 1.1 LOTTE GROUP w n lo LOTTE Corporation is multinational Top Five largest group of South Korea, ad LOTTE start business from June 28, 1948, established by Mr Shin Kyuk-ho Korean y th businessman in Tokyo LOTTE expanded its business in the whole country, South ju Korea by the establishing confectionery company in Seoul on Dec 18, 1959 LOTTE yi pl developed strongly to become South Korea’s biggest business group at fifth position ua al LOTTE Group include more than 90 business subsidiaries that hiring over 60,000 n staffs appealed in such diversified field as confect manufacturing, financial services va alcohol, resorts, health and beauty, retail, personal care, industry chemicals, electric, n businesses in Taiwan, Philippine, Great nh India, Indonesia, Vietnam, India, America, oi m additional ll fu Information Technology, construction, publish, and entertainment LOTTE owns Britain, at China, Russia, Philippines, Uzbekistan and Poland z z ht vb History: 50 years to develop LOTTE Confectionery to be a global business • 1960: Modernization of food industry • 1970: Develop of food industry and reinforce diversification of business • 1980: Entry to the 10 Korean businesses • 1990: Provision of foundation for global management • 2000: Focus on the main capability to be a multi-national business • 2010: Vision, the powerful development for multi-national business to leading k jm • om l.c gm an Lu years, LOTTE has selected to concentrate on concrete growth and notice a clear ey Vision: Creator of Lifetime Value to develop strong growth over the upcoming 60 t re our customer love & trust” n Mission: “We enrich people’s lives by providing superior products and services that va company vision “Lifetime Value Creator” means our resolution to create LOTTE a brand that deliver our clients with the so real value into their lives Core Values: The core value that all LOTTE employee must wish toward so that t to LOTTE could finish practical mission and vision, those are Respect, Originality, ng Challenge hi ep LOTTE’s Corporate Culture: Find ways to generate bigger value by all your w n lo employees sharing their hearts and thoughts LOTTE is generate a unique value- ad creating culture that enhances social value through mutually beneficial relationships y th ju between the various stakeholders of the company, as we ensure employee well-being yi pl by how to respect everyone's different lifestyles and build business value through al n ua innovation and consolidation of ideas 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 Diagram 1: LOTTE Group Core Values t to ng hi 1.2 LOTTE Mart Viet Nam ep Being subsidiary of LOTTE group has been in Viet Nam for more 10 years w Specializing in selling consumer goods, groceries, fashion, electronics & so on We n lo have 14 stores in the whole Viet Nam, located in big provinces such as Ho Chi Minh, ad Ha Noi, Can Tho, Da Nang, Vung Tau, Nha Trang, Phan Thiet, 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 Diagram 2: LOTTE Mart VN Catch Phrase 2020 Speed L online channel The Catch Phrase of 2020 “Think Fresher, Do better” target encourage and motivate all employees to keep the creative and innovative mindsets at works, always putting efforts to make the works better improve A always – fresh ey No.1 innovative Retail company” & “Viet Nam No online Fresh Grocery Mall” on t re With the strategic vision to 2023, LOTTE Mart Viet Nam aims to become ”Viet Nam mindset will lead to better work performance and environment, upscaling in product quality, better service, and accordingly provide customer fresher and wonderful shopping experience t to ng hi ep Business Performance (Profit & Loss 2019) (Unit: 100 mil VND, %) Jan.~Jul w n lo ad Net sales 3.2 5.9 18.5 19.6 8.1 5.7 12.0 3.3 8.0 1.7 14.7 1.6 5.4 3.9 0.9 3.4 9.2 5.3 84.5 9.1 36.4 22.4 ▲1.8 47,090 11,855 5,620 8,875 2,632 1,416 637 749 1,546 1,896 2,980 4,525 2,673 241 28.5 z % 100.0 Ach 105.4 G/ R 18.0 25.2 104.8 19.3 13.8 103.8 22.5 18.8 102.2 13.2 5.6 105.3 15.2 3.0 101.0 6.7 1.4 92.6 ▲3.6 1.6 97.6 14.1 3.3 98.2 ▲0.5 4.0 108.2 39.9 6.3 113.2 42.1 9.6 107.6 24.0 5.7 106.5 6.3 0.5 418.3 Gain jm ht vb Figure 1: Profit & Lost Annual performance 6.3 2019 (14H) z ▲2.9 13.3 nh 7.6 18.5 oi Profit Before Tax 3.5 24.9 m Net int erest 4.4 G/ R 13.7 ll EBITDA 1.8 39,895 9,935 4,587 7,839 2,285 1,327 661 657 1,554 1,355 2,096 3,650 2,515 ▲720 % 100.0 fu Operat ing profit 1.6 n General Ex 3.5 va Depreciat ion 5.8 n Rent 20.7 ua Promot ion 12.7 al Wat er&Elec 23.9 pl Personal % 100.0 yi S&A Expense ju MD profit y th Sales profit 35,076 8,385 3,872 7,249 2,040 1,230 576 623 1,539 1,241 1,137 2,676 2,056 ▲1,006 2018 (13H) at 2017 (13H) k Total net sale of 2019 achieved 105.4%, increased 18% comparing with 2018 While gm l.c growth of profit gained 19.3% EBIDA is 4,545,100,000,000 vnd and achieved 107, 6% In general, performance of LOTTE Mart VN in 2019 compassed as expected om an Lu n va ey t re t to ng hi ep w n 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 Diagram 3-LOTTE Mart Viet Nam Organization Chart 1.3 LOTTE MART NAM SAI GON (NSG) LOTTE MART NSG is one of 14 stores in Vietnam, located in 469 Nguyen Huu Tho, District 7, HCMC The store occupies highest sales share & is main impact of t to sales growth rate in total chains in Viet Nam ng hi ep w n 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 Diagram 4-LOTTE Mart Nam Sai Gon Organization Chart Chapter Alternative solution After analyzing the main cause of the current problem The “Dissatisfaction of loyalty t to care, the author proposes solutions to improve and take many actions to solve the ng problems The importance of customer loyalty affects almost every single metric that hi ep is critical to retail activity Without satisfied customers who continue to buy from retailers, retailers will struggle to survive Keeping customers coming back for more is w crucial to business success Loyal customers are only better for business, they help n lo you grow, and they keep your profits high The simple price competition is a race to ad the bottom Retailers with no loyalty of audience are forced to play this game, offering y th better and better discounts to capture new customers But companies with loyal ju yi customers need to compete on price Instead, the company can leverage strong pl relationships with customers to keep them coming back Author design alternative al n ua solutions to adapt membership’s need with more outstanding benefits va 5.1 Solution Invite expert to train CRM skills for marketing staffs n fu ll According to Govil, S K.et al (28) Training can be defined as the acquisition m of knowledge and competency as a result of learning related to specific useful oi nh competencies It has clear goals that are to improve one's ability, ability, productivity at and performance We need to retain training, upgrade and update skills into the life of z z working In an organization, once the selection of employees is made, it is of great vb importance to train them for the specific tasks they are assigned In fact, training is an jm ht important activity in many organizations k According to Du Plessis, A.,J (29) Training and education bring back effective gm work Entrepreneurs need to analyze training needs carefully before adjusting training l.c programs Training describes studying activities to increase company knowledge, om skills and ability to deploy and control effectively Education upgared the quality of an Lu entrepreneurs Customer relationship management (CRM) is a sales way that consist of the constrained Mr Jang Song Ok, Products Strategy Director commented that “In the past 35 ey contents, benefits & operation as well However, their skills& competences are t re In LOTTE Mart, CRM team control all activities of loyalty membership Team design n relationships of business and interactions with customers, partners, or leads va approaches and strategies the firm utilize to define the best way to control and retain year, I recognized competence of CRM team is not skillful to compete with rivals, we should invite leads expert to educate staff soonest” According to Kumar, M A (30) CRM is likely to be a useful concept in retail t to marketing and customer service CRM is a vital mantra Efficient and effective ng customer relationship management triggers customer satisfaction and retention hi ep Shopping mall-related CRM allows business processes to identify, develop, integrate and focus the competencies of businesses on building long-term relationships that w n have value and value for his customers lo ad CRM is interested in finding and attracting customers and converting to loyalty CRM y th is to maintain business relationships with customers to keep customer satisfaction ju rates high and give them reasons to return every year CRM staff covers the entire life yi cycle of interactions with customers or customers, from leads to acquisitions An pl ua al effective and well-managed CRM strategy is often the root cause of customer loyalty to the company for many years n n va Expert who understand deeply retail industry, update fastest Furthermore, they will have overall view so that they could consult tactics & marketing suitable with company ll fu m oi Cost Benefit 100 mil Facilities 150 mil Stationary 10 mil Allowance 100 mil Operation cost 100 mil z Expert Cost Benefit return at Cost nh Description z jm ht vb k Improve knowledge of CRM an Lu n va ey t re 36 Update marketing trends in retail om Figure 18: Cost benefit by author’s synthesis l.c 460 mil gm Total Upgrade skills of customer loyalty 5.2 Solution 2: Personalized promotion to loyalty membership According to Bhaskar, T (31) promotion are personalized in multiplexing by RFM Analysis (Hit, Frequency and Value for Money), a model of prediction and t to optimizing in different phase The fierce competition in the multiplexing industry in India ng hi makes players need a good program of loyalty An effective way to increase loyalty ep would be to introduce personalized promotions to customers Promotion will aim to the needs of the customers and will get them involved A main challenge in deploying any w n personalized promotion is to have a good and effective lo ad Ismană-Ilisan,C.M et al (32) stated Multi-channel personalization and retailing is y th considered a key for customization Adaptation permit the firm to make sure a ju yi seamless integration of the customer experience: consumers don't think about pl channels and expect their shopping experience to be a business as usual al ua Personalization relies on data, company can extract date to make personalized n promotion It means that staff will use buying history of membership to follow & have va n best promotion to bring more revenue to the company, it also increases consumer fu ll satisfaction, both of which should be of interest to managers in the highly competitive m oi shopping at nh The researchers found that, when compared with the control stores, personalized promotion led to, on average, a 1.6% increase in the total monthly transaction amount; z z a 3.2% increase in the number of items purchased per order; and a 2.2% increase in Definitions jm ht vb the probability of a five-star rating Lead Top spending Frequent & recent purchase Shocking price (Offer premium Items) Reward them (TET gift, Birthday Gift) Loyal Medium spending Frequent & recent purchase Shocking price (Offer medium item offer) Pwp, Amazing weekend, point redemption Low Low spending Purchase more once Shocking discount ( Offer low value Items & Pb) Coupon, stamp collection Lost No Purchase for a long time Plus member point (Fixed times) Coupon, stamp collection Tactic k Group om l.c gm an Lu ey 37 t re appropriate solution for each targeted audience group as above n Company separate group of loyalty including Lead, Loyal, Low & Lost to design va Figure 19: Loyalty group segmented Cost Benefit Analysis t to Marketing Tactics Cost ng hi ep SMS sent w Digital & Social Network Benefit return n Approximately reach to 50,000 member 200 mil Approximately Engage to 1,000,000 customer & 250,000 frequent follower 500 mil Approximately Delivery to 30,000 customer, Sales 30 billion lo 100 mil ad ju y th Coupon discount yi 1,000 mil pl Stamp collection Approximately 20,000 loyalty & Sales 50 billion n ua al 500 mil Approximately offer to 15,000 active member & sales 20 billion n va Freebies ll oi m 2,300 mil fu Total at nh Figure 20: Cost benefits by Author’s synthesis z z k jm ht vb om l.c gm an Lu n va ey t re 38 5.3 Solution 3: Apply 80/20 rule to increase volume of top membership group occupied highest (only focus on Lead group & Loyal group as mentioned above) According to of Pareto's rule "80-20" Streamlining of sales range It is based on t to consuming that 80% come form 20% of the root causes 80% of sale come from 20% ng hi of customer, 80% sales of membership come from 20 top highest sale member ep According to Sanders, R (33) In marketing, this regulation is useful when examining the salesforce, products, and customers to see if there is an unusual w n distribution regarding total sales Even after the most sophisticated analysis of sales lo ad territories, the Pareto principle will still apply, again leading management to y th concentrate on the few accounts that produce the majority of sales However, it must ju be understood that the Rule of 80/20 is a static concept, based upon empirical yi pl observation that was not originally intended to be a rule for action A Pareto diagram ua al is correct at the time the analysis was made, but it does not necessarily hold true over n time n va (C) = 4/0.25 = 16 Revenue Efficiency A = B x 16 oi nh 20% REVENU ES m 80% one-time members (B) Revenue Efficiency of (A) (A) = 80/20 = ll 80% REVENU ES fu 20% repeat members (A) at Revenue Efficiency of (B) (B) = 20/80 = z z om l.c an Lu n va ey t re One-time Members 70% Figure 21: Loyalty focusing 39 gm With Loyalty Program Repeat Members 30% k Without Loyalty Program Repeat Members 20% One-time Members 80% jm ht vb 0.25 Applying this rule on membership date, company will extract 20% top sale of membership and focus promotion to maximize sale volume Growth 20% existing to 30% As the chart, if 30% repeat shopping, rate will be 77-23 and increase sale 11, t to 25%, 5% increase 75-25, sale 18, 75%, respectively 7%/73-27/26, 25% 10%.70- ng 30/37.50 In case, company optimize group, sale of membership will rise remarkably hi By giving top sale customers, firm can upgrade customer loyalty and making sure ep continued business from those customers who are majority of income The fiem can w permit client to generate a requested list of products they wish and the prices they’d n lo be happy to pay for those products When it is feasible, offer these items and prices ad as a reward for customer loyalty y th ju Customers realize there are many levels of membership and perks for larger buyers yi or repeat customers Finding a way to provide this information to top sales members pl surpass the 20% threshold n ua al without getting qualified people is a strategy to encourage existing customers to n va ll fu Cost Benefit Analysis Benefit return at nh Cost oi m Marketing Tactics 150 mil Approximately reach to 20,000 VIP member Digital & Social Network 200 mil Approximately engage to 30,000 VIP member Product privilege discount 700 mil Approximately offer 20,000 VIP member, Sales 60 billion z Print ads z k jm ht vb om l.c gm 1,000 mil Approximately 90,000 loyalty & Sales 40 billion Plus Member Point 1.000 mil Approximately offer to 30,000 active member & sales 150 billion an Lu VIP Party n va 3,150 mil 40 ey Figure 22: Cost benefit by author t re Total Chapter 6: Action Plan Base on above solutions, current situation and marketing budget, author select solution 3: Apply 80/20 rule to increase volume of top membership group occupied t to highest (only focus on Lead group & Loyal group as mentioned above) to design action ng plan hi ep w n lo ad ju y th yi pl al n ua Figure 23: KPIs estimation with solutions campaign va As estimated, target of June & July 2020, if company have special promotions, n achievement will be 70% & 80%, however, when company have action plan, store ll fu NSG will hit 97% & 100% respectively oi m Action nh Person in charge at Description z Step z Analysis characteristic of membership (Purchasing behavior, sale IT Team k Step jm & remaining ht vb Extract member data from system, divided in group 20% top sale gm amount, income, frequency, basket price & full personal om l.c information of customer Base on analysis, brainstorm & select top sale items, special offer which membership is interesting (coupon, discount, gift, member point), VIP Party CRM Team n va Allocate reasonable budget for total campaign an Lu Step Step Zalo, Post catalogue Media Team Step Tracking effectiveness & analysis return on investment (ROI) KPI Team Step Performance review & improvement plan Marketing Manager 41 ey t re Design media plan to target this group including SMS, Facebook, Chapter Supporting information Interviewee’s demographic t to No Full Name ng hi Position Working Time of experience interview 01 Year 17 Feb 2020 03 Year 19 Feb 2020 02 Year 17 Feb 2020 04 Year 19 Feb 2020 02 Year 19 Feb 2020 05 Year 20 Feb 2020 Customer Mar 2020 Tran Thi Vi Kim Jong Yoo Trang Thi Le Mr Kim Jang Oh Customer Nguyen Hai Customer 10 Le Thi Dinh Customer 11 Tran Nhu Y Customer 12 Nguyen Thu Customer Customer ep Front office staff Nguyen Van Long Operation Director Huynh Quoc Cuong Store Manager Hoang Hai Customer Service Sup Vu Nhu Van Sales Sup w n lo ad ju y th yi pl LOTTE Mart NSG LOTTE Mart NSG Head Office Head Office Phone Call n ua al Strategy Director Customer Place of interview LOTTE Mart NSG Head Office Mar 2020 Customer Mar 2020 Phone Call nh Mar 2020 Phone Call Customer Mar 2020 Phone Call n va Customer ll fu oi m Customer at z z vb jm ht Mar 2020 Phuong LOTTE Mart NSG k Hoang Bach Hop Customer Customer Mar 2020 Phone Call 14 Nguyen An Customer Customer Mar 2020 15 Nong Thi Hai Customer Customer Mar 2020 Phone Call 16 Le Hoang Hai Yen Customer Customer Mar 2020 LOTTE Mart NSG 17 Nguyen Thi Le Customer Customer Mar 2020 Phone Call 18 Le Thi Hoa Customer Customer Mar 2020 LOTTE Mart NSG l.c gm 13 om LOTTE Mart NSG an Lu n va ey t re 42 Themes Coding Category Internal work Management Benefit loyalty Management Brand Brand awareness management Tran Thi Vi Could you tell me customer service in t to your store? ng Actually attitude of security guys, house hi keeper are ep shoppers, so impolite categories w wholehearted to when staffs consult serving are not products to n lo customers” ad Nguyen Van Long y th How you think about of LOTTE Mart ju yi benefits? pl “Our benefits to member is not enough al ua competitive to capture customer comparing n rivals, we should study to upgrade more n va privilege to satisfy loyal member” ll fu Huynh Quoc Cuong vb Shopping k gm should improve quickly Satisfaction management benefits? va n Price & products for member are not 43 Satisfaction ey t re attractive to retain loyal members” LOTTE Mart’s membership policy? Products an Lu How you think about of LOTTE Mart Can you give me some ideas about om l.c few activities & festival to caring member, we Kim Jong Yoo jm experience “I think that our problem is loyalty, we have Vu Nhu Van Customer service ht You think what are our problems? z Hoang Hai z is not loyal & move to competitor at Our sales declined because we our member nh comparing last year? oi m Why sales of membership go down “We should improve benefits of membership as soon as possible, if not, we will lose customer day by day” t to Trang Thi Le Satisfaction Products ng Do you often shop in LOTTE Mart NSG? management hi “I am living in Sky Garden Apartment (High ep income area), I not care price, and w however, I fell difficult to find organic, natural n lo items for my family LOTTE Mart need to ad improve this issues to engage high income ju y th customer yi Mr Kim Jang Oh pl How you think products in store NSG? al “Products in International zones is not Satisfaction Products Purchase management ua behavior n diversified as wine, confectionary, I must buy va n essential items in An Nam Gourmet ll fu oi m Nguyen Hai at adapt my quick meal for modern family like nh LOTTE Mart have few delicious dishes to z z mine” ht vb Satisfaction Shopping Mart on my birthday, but LOTTE Mart is not behavior Tran Nhu Y 44 member, I not really ey disappointed” VIP am t re as I n considered nevertheless, va expenditure, an Lu LOTTE Mart for year with monthly high om complained that “I have been a member of l.c “I often get discount coupon or gift from Coop gm Member policy k How long you not purchase in store NSG? ever” Active member Gen Y Le Van Loyalty jm Le Thi Dinh “I stop shopping in your store anymore because your member policy did not meet my needs & and I moved to Coop Mart Extra” t to ng Nguyen Thu Phuong hi “I like to shop in AEON Mall because they ep have a lot of special benefits on member w day” Active member Gen Z Mr Hung added n lo “Member of Vinmart get back 3% discount, ad but LOTTE Mart only 1%” ju y th yi Hoang Bach Hop pl “I like shopping experience in VinMart by al ua using Scan & Go, I come store, scan what I n want by App and go back, staff deliver to my va n home” ll fu Customer service nh How you think LOTTE Mart service? Satisfaction oi m Nguyen An at “Why store Nam Sai Gon does not pay by Shopping om an Lu Le Hoang Hai Yen Sometimes, customer is crowed, she had to wait more 10 minutes, but did not hear ey members t re being n almost introduced me about member card, va “I often go to your store, however, your staff 45 l.c their faces I felt unsatisfactory when gm before She does not see welcome, smile in k go down, staffs did not care my attention as jm much Recently, it seems store staff attitude ht vb “I really likes shopping in LOTTE Mart so benefits experience z Nong Thi Hai also z Grab Moca, It is so fast & convenient?” excuse from store, I really disappointed about caring services t to Nguyen Thi Le ng “I will never buy in LOTTE Mart anymore hi because house keeper abused her indirectly ep when I dropped items by mistake, although w shopper excuse to house keeper n lo ad Le Thi Hoa y th “I move to go shopping in CoopMart, ju yi because they often send SMS discount pl promotion to me, once or twice per month” 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 46 REFERENCES Briesch RA, Chintagunta PK, Fox EJ How Does Assortment Affect Grocery Store Choice? 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