(Luận văn) the benefits of social networking professional groups for salespersons, social capital salespersons performance

t to UNIVERSITY OF ECONOMICS HO CHI MINH CITY ng hi International School of Business ep w n lo ad Nguyen Minh Thien ju y th yi pl THE BENEFITS OF SOCIAL NETWORKING PROFESSIONAL GROUPS FOR SALESPERSONS: SOCIAL CAPITAL & SALESPERSONS PERFORMANCE n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm MASTER OF BUSINESS (Honours) n a Lu n va y te re th Ho Chi Minh City – Year 2014 t to UNIVERSITY OF ECONOMICS HO CHI MINH CITY ng hi International School of Business ep w n lo ad Nguyen Minh Thien ju y th yi pl THE BENEFITS OF SOCIAL NETWORKING PROFESSIONAL GROUPS FOR SALESPERSONS: SOCIAL CAPITAL & SALESPERSONS PERFORMANCE n ua al n va ll fu oi m at nh z z jm ht vb k ID: 22110058 n a Lu n va Dr Le Nhat Hanh om SUPERVISOR l.c gm MASTER OF BUSINESS (Honours) y te re th Ho Chi Minh City – Year 2014 t to ABSTRACTS ng hi Recently social networking professional groups (SNPG) are increasing and ep becoming popular in various social media sites such as Facebook, LinkedIn, Twitter, w n Google+, Pinterest, Forum, and Blog Many people using them as tools to share lo ad information together, acquire existing & new connections, and maintain relationships y th ju Typically, salesperson has demand to connect and maintain with customers every day, yi pl and the SNPG is a very useful tool for them to build up, develop, and nourish al n ua relationships with their business partners By drawing on the social capital theory, there n va are three kinds of benefits that salesperson can attain from SNPG, including SNPG fu ll bridging, SNPG bonding, and SNPG maintaining This study attempts to investigate the m oi effects of these SNPG benefits on salesperson’s self-efficacy, which in turn influence nh at salespersons performance The data were collected from 120 salespersons, and the result z z shows that among the social capital benefits of SNPG, only bringing is positively ht vb k jm associated with self-efficacy of salespersons Besides, self-efficacy of salespersons is gm found to significantly increase salespersons performance These findings implies that, in om l.c order to improve salesperson performance, salespersons need to enhance their selfefficacy, and two sub-dimensions of SNPG bridging can help salespersons enhance this n a Lu factor is bridging involvement and bridging devotion n y te re SNPG, Social Capital, Self- Efficacy of Salespersons, Salespersons Performance va Keywords th t to TABLE OF CONTENTS ng hi Abstract ep List of tables w Chapter 1: Introduction………………………………………………………….1 n lo ad 1.1 Research Background………………………………………………………….1 y th ju 1.2 Research Problems…………………………………………………………… yi pl 1.3 Research Objectives……………………………………………………………4 al n ua 1.4 Research Methodology and Scopes……………………………………………4 n va 1.5 The Structure of Research…………………………………………………… ll fu Chapter 2: Literature Review and Hypothesis Development…………………7 m oi 2.1 Social Networking Professional Groups (SNPG)…………………………… nh at 2.2 Social Capital Benefits: Bridging, Bonding, and Maintaining…………… .7 z z 2.3 Self-Efficacy of Salespersons …………………………………………………9 ht vb k jm 2.4 Salespersons Performance……………………………………………………13 gm Chapter 3: Research Methodology………………………………………… 16 om l.c 3.1 Research Process…………………………………………………………… 16 3.2 Measurement Scale………………………………………………………… 17 a Lu n 3.2.1 Measures of Social Capital…………………………………………………17 y te re 3.2.3 Measures of Salespersons Performance…………………………………….18 n va 3.2.2 Measures of Self-Efficacy of Salespersons……………………………… 18 3.4 Qualitative Research………………………………………………………….21 th 3.3 Data Collection Method………………………………………………………19 t to 3.5 Quantitative Research…………………………………………………… 22 ng hi 3.6 Data Analyzing Method………………………………………………… 23 ep Chapter 4: Data Analysis and Results…………………………………… 25 w 4.1 Characteristic of Sample ………………………………………………….27 n lo ad 4.2 Reliability Analysis: Cronbach’s Alpha Testing……………………… 28 y th ju 4.3 Exploratory Factor Analysis………………………………………………33 yi pl 4.4 Revised Research Model…………………………………………………40 al n ua 4.5 Multiple Regression Analysis…………………………………………… 41 n va Chapter 5: Conclusions, Implications and Limitations……………………54 ll fu 5.1 Conclusion……………………………………………………………… 54 m oi 5.2 Managerial Implications………………………………………………… 56 nh at 5.3 Limitation and Future Research………………………………………… 58 z z References…………………………………………………………………… 59 ht vb k jm Appendix A………………………………………………………………… 63 gm Appendix B………………………………………………………………… 71 om l.c Appendix C……………………………………………………………… …79 Appendix D………………………………………………………………… 82 n a Lu Appendix E………………………………………………………………… 85 n va y te re th t to ng hi LIST OF TABLES ep Table 4.1 Frequently of Salespersons using SNPG…………………………………….26 w n Table 4.2 Characteristic of Sample…………………………………………………… 27 lo ad Table 4.3 Reliability Statistics for SNPG Bridging…………………………………….28 y th Table 4.4 Item-Total Statistics for SNPG Bridging…………………………………….28 ju yi Table 4.5 Reliability Statistics for SNPG Bonding…………………………………… 29 pl ua al Table 4.6 Item-Total Statistics for SNPG Bonding…………………………………….29 n Table 4.7 Reliability Statistics after deleting Bonding3……………………………… 30 va n Table 4.8 Reliability Statistics for SNPG Maintaining…………………………………30 ll fu oi m Table 4.9 Item-Total Statistics for SNPG Maintaining…………………………………30 at nh Table 4.10 Reliability Statistics for Self-Efficacy………………………………………31 Table 4.11 Item-Total Statistics for Self-Efficacy………………………………………31 z z ht vb Table 4.12 Reliability Statistics for Salespersons Performance……………………… 32 jm Table 4.13 Item-Total Statistics for Salespersons Performance…………………………32 k Table 4.14 KMO and Bartlett's Test …………………………………………………….33 gm Table 4.15 Total Variance Explained ………………………………………………….35 l.c om Table 4.16 Rotated Component Matrix ……………………………………………… 35 n a Lu Table 4.17 Rotated Component Matrix …………………………………………………36 n va Table 4.18 Correlations………………………………………………………………….43 th Table 4.21 Coefficients of multiple linear regression analysis in first running …………46 y Table 4.20 ANOVA…………………………………………………………………… 45 te re Table 4.19 Model Summary…………………………… …………………………… 44 t to Table 4.22 Model Summary…………………………………………………………….46 ng hi Table 4.23 ANOVA…………………………………………………….……………….47 ep Table 4.24 Coefficients of multiple linear regression analysis in second running…… 48 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 n a Lu n va y te re th t to ng CHAPTER 1: INTRODUCTION hi ep 1.1 Research Background w According to We Are Social, a new kind of globe agency combines an innate n lo ad understanding of social media with digital, public relation, and marketing skills, entirely on y th focused innovative, creative and effective social media marketing and ju yi communications Following this agency’s report of South East Asia (SEA) consist of pl al n ua Vietnam in January, 2014: SEA has nearly 196 million internet users with 31% Internet n va Penetration and nearly 162 active social networks users with 26% social networking ll fu penetration (Kemp, 2014) oi m For further details, Internet Live Stats (2014) show a report: there are about 40 nh at million internet users in Vietnam as of July 01st , 2014 Internet users grow 9% compare z z ht vb with 2013 in the same period And internet penetration shares 1.28% country’s share of k jm World Internet Users, and ranges at No.14 of Global rank And We Are Social has just gm updated the report of Vietnam in Jan , 2014 significant social indicators: social media om l.c penetration as of percentage of the total population is 38%, the average time that internet a Lu users spend using the internet each day through all devices: hours and 20 minutes n While, the average time social media users spend on social media each day: 2hours and y th Twitter, LinkedIn, Pinterest and 81% all of them use one of these social network in the te re of Vietnam internet users have any social network’s account: Facebook, Google+, n va 23 minutes Specially, report also represent Vietnam situation in social media use: 97% t to ng previous month With the more detail in percentage of social media usage: 67% hi ep Facebook, 34% Google+, 16% Twitter, 8% LinkedIn, 5% Pinterest Kemp (2014) also state that: communities or social networking professional groups (SNPG): we can w n lo categorise audience in the common group by instead, look for the interests, motivations ad ju y th and attitudes that the people we want to engage have in common, and use these yi commonalities to define your audience People are drawn to others whom they feel pl ua al affinity for, and when it comes to the borderless internet, this affinity is far more n dependent on passion than it is on place around their shared motivation Currently, in va n Vietnam now there are many groups or e-communities in social networking They are ll fu oi m established everyday to invite the new members anytime whom have the common at nh professional or interests or fan club So that, they can connect together, sharing z experiences, new things or interesting topic z vb jm ht From this report, we observe Vietnam internet user, typically the benefits of social k network is very large The development of social networking in Vietnam very fast which gm make many organizations cannot overlook this opportunity This is the big chance for om l.c salespersons whom need to connect people, customer engagement, building new a Lu customer, approach new prospect or maintain relationship with customer for building n y th know what people think and feel when joining these professional groups Furthers detail, te re However, in order to understand in-depth SNPG in Vietnam, salesperson need to n va customer service or simply for product warranty or new product introduction t to ng salesperson need to understand what factor impact to salesperson when participate SNPG hi ep and from this salesperson can enhance their skill and improving their working performance when using SNPG w n lo ad 1.2 Research Problems y th ju SNPG in Facebook, Twitter, LinkedIn, Google Plus, Pinterest, Forum, Blog… are yi pl becoming an indispensable part of every societies, with many people using them as tools ua al to share information together, acquire existing & new connections, maintain relationships n va n online & offline SNPG not only facilitate individuals to connect together but also allow fu ll business organizations to find-out more customers and help generate new customers, oi m identify potential customers, build customer relationship effectively, and even solve at nh customer complaints on time As salespersons playing the role of boundary-spanners in z z ht vb business organizations, they can utilize SNPG for both personal and professional k jm purposes which might improve the quality of their lives, and enhance their working l.c gm capacity, thus leading to better performance in their job om Besides, the reason of joining of salespersons in SNPG from different reasons, for n a Lu instance, customer service for customer orientation, attracts and finding new customers, n va while company think about their business, some marketing campaign and public y th each subject will develop their account in right way te re relation activities to pose on SNPG Depending on particular purposes and objectives, 73 t to ng hi ep Hồn tồn khơng đồng ý Hồn tồn đồng ý w 23 Tôi quan tâm đến diễn nhóm mạng xã hội n lo ad y th Hồn tồn đồng ý ju Hồn tồn khơng đồng ý yi pl 23 Các nhóm mạng xã hội nơi tốt để tham gia ua al n va Hoàn toàn đồng ý n ll fu Hồn tồn khơng đồng ý m oi Tơi sẵn ang trả chi phí (phí member, plan, subscription…) cho việc tham gia nhóm mạng xã hội z at nh z vb jm ang nhóm giúp tơi cập nhật k n a Lu ang dành thời gian hỗ trợ hoạt động nhóm mạng xã hội n va Tơi sẵn Hồn tồn đồng ý om Hồn tồn khơng đồng ý l.c gm Tương tác với người điều Hoàn toàn đồng ý ht Hoàn tồn khơng đồng ý y te re Hồn tồn đồng ý Tơi liên lạc với thành viên nhóm lúc th Hồn tồn khơng đồng ý 74 t to ng hi ep Hồn tồn khơng đồng ý Hoàn toàn đồng ý w Tương tác với thành viên khác nhóm giúp tơi thấy người kết nối với n lo ad ju y th Hồn tồn đồng ý yi Hồn tồn khơng đồng ý pl al n ua SỰ GẮN KẾT (BONDING) va n Tơi tin tưởng có nhiều người nhóm giúp giải vấn đề ll fu oi m Hoàn toàn đồng ý at nh Hồn tồn khơng đồng ý z 10 Tơi lấy lời khuyên cho định quan trọng từ thành viên nhóm z k jm ht vb gm Hồn tồn khơng đồng ý Hồn tồn đồng ý l.c om 11 Tơi khơng biết rõ nhóm mạng xã hội để nhờ họ cộng tác việc quan trọng n n y te re Hồn tồn đồng ý va Hồn tồn khơng đồng ý a Lu th 75 t to ng SỰ NI DƯỠNG/ DUY TRÌ (MAINTAINING) hi ep 12 Tơi tìm thấy kiện mà tơi quan tâm từ nhóm khác mạng xã hội w n lo ad Hoàn tồn đồng ý ju y th Hồn tồn khơng đồng ý yi 13 Tơi trì liên lạc với nhóm tơi di chuyển đến thành phố/đất nước khác pl al n ua va Hoàn toàn đồng ý n Hồn tồn khơng đồng ý ll fu oi m 14 Tơi tìm thơng tin liên quan đến cơng việc hay thực tập từ nhóm at nh Hoàn toàn đồng ý z Hồn tồn khơng đồng ý z ham dự nhóm k jm ht ang vb 15 Rất dễ dàng tìm mời người liên mạng xã hội om Hoàn toàn đồng ý l.c Hồn tồn khơng đồng ý gm n a Lu HIỆU QUẢ & ĐỘ TIN CẬY CủA NGƯỜI BÁN HÀNG/KINH DOANH (SELF- va n EFFICACY) te re ang hiểu th y 16 Tôi dễ dàng làm cho khách 76 t to ng Hoàn tồn khơng đồng ý Hồn tồn đồng ý hi ep 17 Tôi tự tin lực bán hàng/kinh doanh w n lo Hồn tồn đồng ý ad Hồn tồn khơng đồng ý y th ju 18 Tơi cảm thấy tơi có khả thành cơng cơng việc yi pl ua al n va ang/kinh doanh giỏi ll fu 19 Tôi người bán Hồn tồn đồng ý n Hồn tồn khơng đồng ý oi m nh Hoàn tồn đồng ý at Hồn tồn khơng đồng ý z z ht vb KếT QUẢ BÁN HÀNG CỦA NGƯỜI BÁN HÀNG/KINH DOANH k jm (SALESPERSONS PERFORMANCE) ang tốt so với người khác n a Lu 20 Kỹ bán om l.c gm Phần bạn tự đánh giá & so sánh với nhân viên khác làm việc phận tự so sánh với Quý gần or năm ngoái kinh doanh riêng (cá nhân hay doanh nghiệp) y te re Hoàn toàn đồng ý n va Hồn tồn khơng đồng ý th 21 Kết bán ang/kinh doanh tồn tơi Quý tốt từ gia nhập nhóm mạng xã hội 77 t to ng hi ep Hoàn toàn không đồng ý w n 22 Kết bán Hồn tồn đồng ý ang/kinh doanh tồn tơi năm ngối xuất sắc lo ad Bạn tự đánh giá khách quan bạn tự kinh doanh riêng cty/bộ phận không thực đánh giá ju y th yi pl Hồn tồn đồng ý n ua al Hồn tồn khơng đồng ý ang/kinh doanh n va 23 Hiên tại, xếp hạng xuất sắc phận bán ll fu Bạn tự đánh giá khách quan bạn tự kinh doanh riêng cty/bộ phận không thực đánh giá at nh Hoàn toàn đồng ý z Hồn tồn khơng đồng ý oi m z jm ht vb Phần 2: Thông tin cá nhân k Với câu hỏi, anh/Chị vui lòng lựa chọn phương án trả lời phù hợp đánh dấu chọn vào bên trái phương án l.c gm o Học vấn * th o y o te re o 50 tuổi n o va Tuổi * n o Nam Nữ a Lu o om Giới tính * 78 t to Trung học phổ thông Cao đẳng/ Đại học Sau Đại học ng o hi o ep o Vị trí * ad Nhân viên Trưởng nhóm Trưởng phòng Giám đốc ju y th o lo o n o w o yi Khác: Tổng thu nhập/tháng * o pl al n ua 40 triệu Anh/Chị làm lĩnh vực nào? * o n va ll fu oi m k jm ht o vb o z o z o at o Công nghiệp Xây dựng Tài chính/ Ngân ang/ Bảo hiểm Hàng tiêu ang nhanh (FMCG) Sản xuất Dịch vụ nh o n va Cảm ơn Anh/Chị nhiều tham gia khảo sát! n o a Lu o om o 20 năm l.c o gm Khác: Anh/Chị làm việc lĩnh vực bán hàng/kinh doanh * o y te re th 79 t to ng APPENDIX C hi Table Reliability ep Reliability Statistics w n lo Cronbach's Alpha ad Cronbach's Alpha Based on Standardized Items 838 ju y th 834 N of Items yi Table Item-Total Statistics pl al Table Item-Total Statistics n ua Scale Scale Mean if Variance if Item Deleted Item Deleted Squared Multiple Correlation n va Corrected Item-Total Correlation 526 326 820 568 428 814 622 433 805 nh Bridging6 22.1250 14.547 667 478 798 Bridging7 22.6333 15.310 456 327 837 Bridging5 21.3167 15.025 677 504 798 Bridging8 21.7083 15.301 603 417 809 n va y te re n 738 a Lu 737 Cronbach's Alpha Based on Standardized Items N of Items om l.c Reliability Statistics Cronbach's Alpha gm Table Reliability Bridging Involvement k jm ht 14.963 vb 21.6083 z Bridging3 z 15.879 at 21.5583 oi Bridging2 m 15.855 ll 21.4000 fu Bridging1 Cronbach's Alpha if Item Deleted th Table Item-Total Statistics Bridging Involvement 80 t to ng Item-Total Statistics hi Scale Scale Mean if Variance if Item Deleted Item Deleted ep Corrected Item-Total Correlation Squared Multiple Correlation Cronbach's Alpha if Item Deleted 4.459 408 186 742 11.5083 3.916 577 336 648 11.6667 4.022 600 366 638 11.7167 3.852 539 339 671 n 11.6083 lo w Maintaining2 y th Bridging2 ad Bridging1 ju Bridging3 yi pl Table Reliability Bridging Devote n ua al n va Reliability Statistics ll fu Cronbach's Alpha Based on Standardized Items N of Items at nh 773 oi 769 m Cronbach's Alpha z z vb Cronbach's Alpha if Item Deleted Bridging6 6.1667 3.098 663 463 om Squared Multiple Correlation l.c Corrected Item-Total Correlation gm Scale Scale Mean if Variance if Item Deleted Item Deleted k Item-Total Statistics jm ht Table Item-Total Statistics Bridging Devote Bridging7 6.6750 3.095 525 278 781 Bonding2 6.0250 2.999 630 439 658 628 n a Lu n va y te re th 81 t to ng Table Reliability Maintaining hi ep Reliability Statistics w n lo ad Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items y th 807 807 ju yi pl Table Item-Total Statistics Maintaining Item-Total Statistics ua al n Scale Scale Mean if Variance if Item Deleted Item Deleted n va 673 466 745 6.958 618 413 762 14.9083 7.849 514 279 792 Maintaining3 15.2000 7.119 570 329 777 Maintaining4 15.2000 6.750 359 770 at nh Maintaining1 oi 15.0917 Cronbach's Alpha if Item Deleted m Bridging8 Squared Multiple Correlation 6.867 ll 14.7000 fu Bridging5 Corrected Item-Total Correlation z z 597 k jm ht vb om l.c gm n a Lu n va y te re th 82 t to ng APPENDIX D hi ep Figure Self-Efficacy of Salespersons 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 n a Lu n va y te re th 83 t to ng Figure Self-Efficacy of Salespersons 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 n a Lu n va y te re th 84 t to ng Figure Self-Efficacy of Salespersons 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 n a Lu n va y te re th 85 t to ng APPENDIX E hi ep Figure Salespersons Performance 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 n a Lu n va y te re th 86 t to ng hi ep Figure Salespersons Performance 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 n a Lu n va y te re th 87 t to ng Figure Salespersons Performance 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 n a Lu n va y te re th