(Luận văn thạc sĩ) antecedents and outcome of customer satissfaction, a study of vietnamese customers in the mobile telecom industry

BACKGROUND

The increasing economic importance of telecommunications companies inspired many researchers, marketers and management scholars to devoted more teaching and research attention to this sector

Since the 1990s, the telecommunications industry has emerged as a vital sector for economic growth in industrialized countries, driven by significant technological advancements, a rise in network operators, and heightened competition.

Research indicates that as market competition intensifies, companies prioritize customer satisfaction and retention to maintain their market share With rising competition and higher costs associated with acquiring new customers, businesses are increasingly focusing their strategies on retaining existing customers, making the cultivation of long-term relationships a critical objective.

Moreover, technology of mobile telecom evolving to meet high demand from customer, the paradigm of mobile telecommunication services is now shifting from h

The mobile telecommunication service market is experiencing a significant transition, driven by the shift from voice-centered communication to high-speed data and multimedia services The growth of wireless internet plays a crucial role in this evolution According to Mohan et al (2012), the global number of mobile subscribers reached approximately 6 billion, nearly matching the Earth's population The United Nations telecom agency reported that by the end of 2011, there were about 6 billion subscriptions, equating to roughly 86 subscriptions for every 100 people.

The telecommunications industry is undergoing a significant transformation, driven by a paradigm shift and increasing competition among companies Mobile suppliers are recognizing the necessity of adopting a customer-oriented business strategy to maintain their competitive edge and ensure profitability, especially as subscriber numbers reach saturation As acquiring new customers becomes more challenging and expensive, the focus is shifting towards enhancing customer loyalty and value as the core marketing strategy The presence of switching barriers significantly influences customer satisfaction and retention, as consumers weigh the benefits of remaining with their current service providers In Vietnam, the telecommunications market has evolved from a monopoly to a competitive landscape, spurred by international economic integration To achieve sustainable growth and increase market share, telecom companies are prioritizing customer-centric approaches.

In 2012, Vietnam had an estimated 120.7 million mobile subscribers, with each individual averaging 1.5 subscriptions This competitive landscape makes attracting and retaining new mobile customers increasingly challenging, as telecom service providers vie for market share The tendency of consumers to switch providers for better benefits highlights the importance of customer retention strategies For mobile suppliers in Vietnam, prioritizing customer loyalty is essential for enhancing profitability and expanding market presence.

Research indicates a strong correlation between customer satisfaction and retention or repurchase intentions, as highlighted in multiple studies (Cronin & Taylor, 1992; Fornell, 1992; Anderson & Sullivan, 1990) However, customer satisfaction alone does not account for all variations in retention, as external constraints influence supplier choices (Bendapudi & Berry, 1997) Limited empirical studies have examined how different switching barriers impact satisfaction and retention (Jones, Mothersbaugh, & Beatty, 2000) In the context of Vietnam's mobile telecom services, key factors influencing customer satisfaction and retention include switching costs, relationship investments, the attractiveness of alternative options, and interpersonal relationships.

1.2 Problem definition and Research Questions

The telecom industry is currently grappling with heightened national and international competition, slower growth rates, and mature markets Consequently, an increasing number of service providers are competing for a limited pool of new customers, leading to significant challenges within the sector.

11 of company’s resources must be devoted to the present customer base in order to make them satisfied and retain them

Customer retention plays a crucial role in a company's long-term survival and future growth As markets mature and competition intensifies, maintaining stable profits becomes essential, especially when subscription levels have saturated In such scenarios, adopting a defensive strategy focused on retaining existing customers is more vital than pursuing aggressive tactics aimed at attracting new ones.

High switching barriers compel customers to remain with their suppliers, regardless of their satisfaction with the relationship This limited freedom of choice can lead to decreased satisfaction and retention, as suggested by reactance theory Therefore, understanding customer satisfaction and loyalty must take into account the impact of switching barriers.

The telecommunications market in Vietnam has transitioned from a monopoly to a competitive landscape, influenced by international economic integration This shift has intensified competition among telecom companies, prompting them to focus on customer retention to ensure sustainable growth and market share Attracting and developing new customers has become increasingly challenging, as consumers exhibit a tendency to switch providers for better benefits Consequently, prioritizing customer loyalty has become a critical objective for mobile service providers in Vietnam, leading to enhanced profitability and a stronger market presence.

The mobile telecommunications services industry in Vietnam has not been extensively studied, largely due to its relatively brief history.

Based on the reviewed literature, a model will be developed to examine how switching costs affect customer satisfaction, which in turn influences customer retention.

This thesis examines the strategies mobile suppliers can employ to retain customers in an increasingly competitive market The research begins with an in-depth analysis of the market, focusing on gathering comprehensive information to understand the challenges ahead Ultimately, the study aims to identify effective customer retention techniques that can help suppliers thrive in this evolving landscape.

The research questions that are discussed in this thesis are as below:

What are the main factors of switching barriers affect on customer satisfaction in the mobile telecom industry in Vietnam?

How can these factors and determinants be developed and evaluated in Vietnam?

How can customer satisfaction affect on customer retention in the mobile telecom industry?

From a managerial perspective, fostering long-term customer relationships is crucial, necessitating that suppliers effectively manage both customer satisfaction and switching barriers Excessively high switching barriers can lead to negative word-of-mouth and customer dissatisfaction, while overly low barriers may facilitate customer defection This research highlights a significant gap in academic studies regarding the interplay of switching barriers, satisfaction, and customer retention.

The research objectives that are discussed in this thesis are as below:

Identify the factors of switching barriers that affect the customer satisfaction in mobile telecom industry in Vietnam

Subsequently, to examine the impact of customer satisfaction on customer retention in mobile telecom industry in Vietnam

Determine the degree of the impact of each factor to customer satisfaction

This thesis aims to develop a model for assessing customer satisfaction and retention in Vietnam's mobile telecommunications sector By analyzing market assessment data alongside theoretical frameworks, the study seeks to identify key influencers on customer satisfaction and retention Additionally, it will explore strategic business solutions related to switching barriers that impact customer loyalty among current mobile service providers, ultimately aiming to enhance customer satisfaction and retention rates.

RESEARCH OBJECTIVES

From a managerial perspective, fostering long-term customer relationships is crucial, necessitating the effective management of both customer satisfaction and switching barriers Excessively high switching barriers can lead to negative word-of-mouth and customer dissatisfaction, while low barriers may facilitate customer defection Consequently, there is a notable lack of academic research addressing the interplay between switching barriers, customer satisfaction, and retention.

The research objectives that are discussed in this thesis are as below:

Identify the factors of switching barriers that affect the customer satisfaction in mobile telecom industry in Vietnam

Subsequently, to examine the impact of customer satisfaction on customer retention in mobile telecom industry in Vietnam

Determine the degree of the impact of each factor to customer satisfaction

This thesis aims to develop a model for assessing customer satisfaction and retention in Vietnam's mobile telecommunication services, identifying key influencers to enhance these metrics By integrating market assessment data with theoretical frameworks, the study will explore strategic business solutions and switching barriers that impact customer satisfaction and retention among existing mobile service providers.

This study aims to analyze how switching barriers influence customer satisfaction and how this satisfaction subsequently affects customer retention It also explores strategies within Vietnam's mobile telecom sector to enhance customer retention and identifies the factors contributing to switching barriers, while empirically testing hypotheses related to these factors in the context of customer satisfaction and retention.

DELIMITATION

This research focuses on four key components—switching cost, investment relationship, attractiveness of alternatives, and interpersonal relationship—to measure the switching barriers that impact customer satisfaction and retention Other measurements of switching barriers are not considered in this study.

Second, this study only focus on Vietnam mobile industry and market, the other sectors in other countries are not involved

This study focuses exclusively on the customer's perspective regarding mobile telecommunications services, leaving out the service firm's viewpoint on the subject.

OUTLINE OF THE STUDY

This research includes five chapters that the first chapter is already presented

This chapter presents research background of the study, as well as, research problems, research objectives and delimitation

This chapter offers essential theoretical insights to support the ongoing study, starting with an overview of the mobile telecommunication market, particularly in Vietnam, while emphasizing the significance of customer satisfaction and retention It highlights the critical role these factors play in business success and proposes a model for assessing customer satisfaction and retention based on switching barriers, which will be explored in subsequent chapters.

Chapter one focuses on the research methodology, while chapter two discusses the literature review and empirical model This chapter specifically outlines the research design and methodology, detailing the processes involved in conducting the research.

Chapter four: Data analysis and finding

This chapter outlines the data collected from questionnaires and interviews, along with the analysis performed on this data It also discusses the proposed hypotheses and the outcomes of the hypothesis testing.

Chapter five: Conclusions and implications

Chapter 5 presents main conclusions and implications based on the results of the previous chapters, as well as the limitations of this study h

This chapter equips readers with essential theories to understand the subsequent sections of the study, starting with an overview of the mobile telecommunications market, particularly in Vietnam, and its relationship with customer satisfaction and retention It emphasizes the significance of customer satisfaction and retention and introduces a model for assessing these aspects based on switching barriers, which will be further analyzed in the following chapters.

2.1 Mobile Telecommunications in the world

The radio broadcasting industry pioneered radio telephone equipment, laying the groundwork for mobile communication networks In 1946, the first radio telephone network was tested in St Louis, Missouri Over the next 50 years, the invention of semiconductors significantly impacted mobile telecommunications, addressing various shortcomings in the technology.

May 12-1971 given cellular system similar technique, FM, in technology the 850Mhz.Dua the band until 1983, mobile phone networks AMPS (Advanced Mobile Phone Service) The first commercial service in Chicago, United States Then a series of standard information released as: Nordic Mobile Telephone (NTM), Total Access Communication System (TACS) This stage is called cell system similar to the first generation (1G), with a narrow strip floor, all 1G systems using FM frequency modulation for voice, frequency shift key modulation FSK (Frequency Shift Key) to access technical signals and used as FDMA (Frequency Division Multiple Access)

The 2nd generation (2G) mobile communication technology gained immense popularity in the 1990s, marking a significant shift from analog to digital systems This transition led to a dramatic increase in mobile subscribers globally, revolutionizing the way people connected and communicated.

The evolution of mobile telecommunication systems includes key technologies such as GSM-900MHz, DCS-1800MHz, and PDC-1900MHz, along with IS-54 and IS-95 standards GSM serves as the foundation for DCS and PDC, utilizing TDMA (Time Division Multiple Access), while IS-95 employs CDMA (Code Division Multiple Access) The 2G generation offers a variety of services and supports information technology, enabling international roaming for subscribers to maintain connectivity as they travel across countries.

The third generation (3G) of mobile systems, established during the 1992 World Congress, utilizes a wide spectrum of 230 MHz within the 2 GHz band, allocating 60 MHz specifically for satellite telecommunications The International Telecommunications Union (ITU) promotes the development of global international mobile systems under the International Mobile Telecommunications (IMT) framework.

The IMT-2000 project operates within the frequency bands of 1885-2025 MHz and 2110-2200 MHz, utilizing 3G technologies such as W-CDMA (Wideband CDMA) in FDD mode and TD-CDMA (Time Division CDMA) in TDD mode Its primary objective is to facilitate global communication and multimedia services for subscribers, providing data rates ranging from 144 Kbps in wide areas to 2 Mbps in localized regions The rollout of these services commenced in 2001-2002.

4G, also known as LTE (Long Term Evolution), represents a significant advancement over 3G technology, which offers a maximum download speed of 14.4 Mbps In contrast, LTE can achieve speeds of up to 100 Mbps, comparable to current optical technologies like FTTx This mobile network is primarily designed for efficient data transmission rather than voice services Currently, approximately 17 networks worldwide have launched 4G services, focusing mainly on enhancing data transfer capabilities.

As of the end of 2011, the global number of mobile subscribers reached approximately 6 billion, nearly matching the Earth's population According to the Telecommunications Authority of the United Nations, this equates to about 86 mobile subscribers for every 100 individuals worldwide.

The shift in market dynamics is prompting significant restructuring within the industry, leading to heightened competition among companies Mobile suppliers are increasingly recognizing the necessity of adopting a customer-oriented business strategy to maintain their competitive advantage and ensure profitability As subscriber numbers reach saturation, acquiring new customers becomes both challenging and costly, making customer retention through enhanced loyalty and value the most effective marketing strategy Furthermore, switching barriers play a crucial role in customer satisfaction and retention, as customers are keenly aware of these barriers when considering a switch to different mobile service providers.

The Secretary General of the ITU World Telecommunication Union commended the advancements in Vietnam's telecommunications sector Vietnam ranks eighth globally in mobile subscriber density and has made significant strides in broadband development, earning recognition as a standout performer in the telecommunications industry.

In Vietnam, the first mobile communication network was established in 1992 with about 5,000 subscribers They provide large mobile information services as Mobifone (VMS) was born in 1993 - a joint venture between telecommunications h

The Vietnamese telecommunications market has evolved significantly since the establishment of VNPT and Comvik Group in 1996, with key players like S-Fone Telecom and Viettel entering the scene in 2002 and 2004, respectively The launch of Vietnamobile in May 2009 and Gtelmobile shortly thereafter marked the entry of additional competitors, intensifying the race among operators to reduce costs and diversify services As of June 2012, Vietnam boasted approximately 120.7 million mobile subscribers, averaging 1.5 subscriptions per person This competitive landscape makes it challenging to attract new customers, as existing users exhibit a tendency to switch providers for better benefits Consequently, customer retention has become a critical focus for mobile service providers in Vietnam, as fostering loyalty can lead to increased profits and market share.

CUSTOMER RETENTION

The pressure to reduce customer churn along with the high cost of new customer acquisition have forced mobile service providers to take a hard look at their customer strategies

Customer retention is a critical focus in marketing, extensively studied for its impact on business success Research has consistently shown that customer satisfaction plays a vital role in their willingness to engage and maintain relationships with service providers Key studies by Hirschman (1970), Day (1977), Oliver (1980), Anderson (1998), and Homburg & Giering (2001) underscore the importance of understanding customer loyalty dynamics.

Research by Reichheld (1996) and others highlights the importance of customer lifetime value and the need for businesses to enhance customer retention by actively listening to complaints, anticipating potential defection, and understanding the reasons behind customers switching to competitors Customer loyalty is often driven by the perceived value received from suppliers, while customer retention signifies the ongoing engagement and relationship with clients.

According to Zeithaml (1996), both customers and firms gain advantages from customer retention Organizations benefit from cultivating a loyal customer base, while customers enjoy the perks of long-term relationships with these firms.

The tangible effects of companies’ commitment to retaining customers were first published Reichheld (1990) who claim that higher retention rate leads to higher net present value of customers

Customer loyalty and retention, as defined by Oliver (1997), is a strong commitment to consistently repurchase a preferred product or service, leading to repetitive buying behavior despite external influences and marketing efforts that may encourage switching Additionally, customer retention focuses on sustaining the established business relationship between a supplier and a customer (Herrmann & Johnson).

Customer retention management has been increasingly highlighted in various studies and literature, notably by Reichheld and Sasser (1990) and Reichheld and Kenny (1990) Their research demonstrates that retaining customers significantly boosts profitability, emphasizing the necessity for companies to implement proactive strategies aimed at customer retention.

CUSTOMER SATISFACTION

Customer satisfaction is a crucial metric for evaluating a business's success, as satisfied customers contribute to a stable future cash flow While it plays a significant role in customer retention, it is not the sole determinant According to Jones et al (2000), customer satisfaction is influenced by the degree to which actual service delivery meets or exceeds expectations, highlighting its importance in fostering long-term customer loyalty.

Customer satisfaction is achieved when a customer's needs are fulfilled, and their experience with products and services is positive (Friday and Cotts, 1995; Gitomer, 1998) Simply meeting the minimum requirements can lead to customer satisfaction; however, this does not guarantee customer retention A truly loyal customer is one whose expectations are not only met but exceeded, often leading them to actively recommend the supplier (Kotler, 2000).

Customer satisfaction is defined as the emotional response, whether positive or negative, that arises from comparing a product's actual performance to an individual's expectations According to Yi (1990), it encompasses a collective outcome that includes perception, evaluation, and psychological reactions to the overall consumption experience with a product or service.

Customer satisfaction plays a crucial role in enhancing customer retention and fostering positive word-of-mouth Research indicates that higher satisfaction levels lead to increased customer loyalty across various product and service categories, including telecommunications (Fornell 1992; Everitt et al., 1996) As a cumulative assessment developed over time, customer satisfaction acts as a mediator for the impacts of product quality, service quality, and pricing fairness on retention (Bolton and Lemon 1999; Fornell et al.).

The Satisfaction-Profit Chain principle suggests that enhancing product and service attributes boosts customer satisfaction, which in turn fosters greater customer retention and ultimately leads to increased profitability.

Therefore, the fifth hypothesis that the author proposes:

H5: Customer satisfaction has positively associated with Customer Retention.

SWITCHING BARRIERS

A switching barrier, as defined by Jones et al (2000), encompasses various factors that complicate or increase the cost for consumers when changing service providers This concept highlights the challenges faced by dissatisfied customers who wish to switch, including the financial, social, and psychological burdens associated with transitioning to a new carrier (Fornell, 1992).

Understanding why customers choose to stay is crucial for firms with many prospective switchers in their customer base, as it helps in developing strategies to retain them Additionally, for service firms aiming to attract these switchers, grasping the reasons behind customer loyalty is essential to overcome switching barriers and enhance market share (Colgate and Lang, 2001) Ping (1993, 1997, 1999) expands on Johnson’s (1982) concept of structural constraints by introducing the term "structural commitment," which measures the extent of a customer's ties to a relationship Ping identifies structural commitment as encompassing factors such as the attractiveness of alternatives, investment in the relationship, and switching costs.

Barriers to customer defection, such as development of strong interpersonal relationships or imposition of switching cost, represent additional retention strategies h

Barriers to exit play a crucial role in enhancing customer retention and enabling companies to navigate short-term fluctuations in service quality, which can otherwise lead to customer defection (A Jones, L Mothersbaugh et al 2000).

According to previous studies, the switching barrier is made up of switching cost, investment in a relationship, attractive of alternative and interpersonal relationships

Positive and negative switching barriers:

Hirschman (1970) distinguishes between the motivations of "having to be" and "wanting to be" in a relationship, where the former represents a negative reason for staying, while the latter signifies a positive desire to remain Additionally, Jones et al (2000) highlight that some switching barriers can be perceived as beneficial, while others may have a detrimental impact.

Negative switching barriers, particularly high switching costs, play a crucial role in customer retention by locking customers to suppliers These costs encompass the time, money, and effort invested in the supplier relationship, which further solidifies customer loyalty Additionally, when customers make physical investments in equipment, it creates a stronger bond with the supplier, reinforcing the notion that significant investments act as negative switching barriers.

Positive switching barriers arise when customers perceive their chosen supplier as superior to available alternatives, leading them to remain loyal This perception is reinforced by strong interpersonal relationships, which further encourage customer retention Additionally, if customers associate high risks with changing suppliers, this reluctance to switch can also be classified as a positive switching barrier.

SWITCHING COST

Switching costs refer to the expenses associated with changing service providers, encompassing time, money, and psychological impacts (Dick & Basu, 1994) These costs are closely tied to perceived risks, as customers may foresee potential losses in various areas, including financial, performance, social, psychological, and safety aspects when transitioning between carriers (Murray, 1991).

Burnham, Frels, and Mahajan (2003) classified switching costs into three categories: procedural, financial, and relational, all of which negatively impact consumers' intentions to change providers Similarly, Klemperer (1995) identified three types of switching costs: artificial, learning, and transaction costs, with transaction costs being the most relevant.

Customer defection significantly impacts revenue and service continuity, prompting service providers to implement strategies that address consumers' switching costs in a competitive market Time plays a crucial role in influencing these switching costs and customer lock-in Research indicates that even a modest reduction in customer defections by five percent can lead to a remarkable seventy-five percent increase in profits, underscoring that defections affect profitability more than market share, unit costs, and other competitive advantage factors.

When switching telecommunication providers, several critical costs must be considered These include expenses related to notifying friends, colleagues, and business associates about the change, acquiring new lines and numbers, and the potential costs of severing long-standing relationships with the current provider Additionally, there may be costs associated with learning new procedures for managing services with the new provider.

Finding a new service provider that offers comparable or superior value to the existing one can be costly and time-consuming Additionally, there is a psychological burden associated with the uncertainty of transitioning to a new provider (Dick and Basu, 1994; Guiltina, 1989).

Therefore, the first hypothesis that the author proposes:

H1: Switching cost is negatively related to Customer satisfaction.

INVESTMENT IN RELATIONSHIP

Investment in relationships encompasses the time, energy, and financial resources dedicated to nurturing connections, highlighting the unique aspects of such investments (Ping, 1993) Key elements include spending quality time with partners, financial contributions to providers (Lund, 1985), and engaging in self-disclosures and shared experiences (Rusbult, 1986) Rusbult’s investment theory identifies satisfaction—defined as the positive feelings or attraction towards a relationship—and commitment, which reflects the desire to maintain a relationship and emotional attachment The investment model posits that relationship satisfaction is influenced by the rewards gained from the relationship, akin to the utility derived from a supplier’s products and services, balanced against the costs incurred, such as expenses for these offerings.

H2: Investment in the relationship is negatively related to Customer satisfaction

The attractiveness of alternative carriers refers to their reputation, image, and service quality, which are anticipated to surpass those of the current provider This concept is closely tied to service differentiation and the structure of the industry When a company offers unique services that competitors struggle to replicate, or when there are limited alternative options in the market, customers are more likely to stay with their current provider (Bedapudi & Berry, 1997).

Customer perceptions play a crucial role in determining the availability of viable competing alternatives in the marketplace (Jones et al., 2000) Research indicates that when customers perceive a lack of viable alternatives, the likelihood of ending an existing relationship diminishes Conversely, when customers recognize the presence of attractive alternatives, they are more inclined to switch providers (Jones et al.).

In the context of retail, the "attractiveness of alternatives" plays a crucial role in supplier changes, as highlighted by Ping (1993), who found that retailers are more inclined to switch suppliers when attractive alternatives are available This concept is further connected to service differentiation, as noted by Jones (1998) and Kim, Park & Jeong (2004), suggesting that customers are less likely to perceive appealing alternatives when a firm offers unique services Consequently, when a company provides differentiated services that are challenging for competitors to replicate, customers are more likely to remain loyal to that company, as indicated by Bendapudi & Berry (1997).

Alternative attractiveness refers to the comparative evaluation of various dimensions of potential wholesalers, assessing how they measure up against the current supplier (Ping, 1993; Jones, 2000) It also considers the overall appeal of these alternatives (Rusbult, 1986) Therefore, the author proposes a third hypothesis focused on this concept.

H3: Attractiveness of alternatives is positively related to Customer satisfaction

Interpersonal relationships are defined as psychological and social connections characterized by care, trust, intimacy, and communication (Gremler, 1995) These relationships specifically highlight the positive interactions between customers and employees of a service provider, which are cultivated through repeated engagements.

29 interactions between a carrier and a customer can strengthen the bond between them and lead to a long-term relationship

Customers increasingly seek to build and maintain valuable interpersonal relationships with companies, enhancing their overall experience (Gwinner, Gremler & Bitner, 1998) This relationship-specific investment fosters greater customer dependence, which in turn strengthens switching barriers (Jones, Mothersbaugh & Betty).

Customer relationships provide numerous advantages, including social benefits like fellowship and personal recognition, psychological benefits that help reduce anxiety, economic benefits such as discounts and time savings, and customization through effective customer management (Berry, 1995; Kim et al., 2004; Peterson, 1995) Additionally, Gwinner et al (1998) highlight that customers are inclined to commit to building and nurturing relationships with suppliers that deliver exceptional value benefits.

And, the fourth hypothesis that the author proposes:

H4: Interpersonal Relationship is positively related to Customer satisfaction

A well-defined model for assessing customer satisfaction and retention is crucial for success in competitive markets This model, developed from previous research, will evaluate the various factors influencing customer satisfaction and their subsequent effects on customer retention The focus of this study will be on the mobile telecommunications market in Vietnam, aiming to provide insights into enhancing customer loyalty.

Earlier studies of factors affecting customer retention usually set the focus on customer satisfaction and the switching barrier (e.g.Dick &Basu, 1994; Gerpott, Rams

Research indicates that high customer satisfaction significantly increases the likelihood of retention and continued subscription to existing providers To understand this phenomenon better, it is essential to explore additional influential factors, particularly those related to switching barriers, as proposed by Jones, Mothersbaugh, and Betty (2002).

Research shows that the switching barrier acts as an adjustment variable influencing the relationship between customer satisfaction and retention Specifically, when customer satisfaction levels are the same, the degree of customer retention can differ based on the strength of the switching barrier (Colgate & Lang, 2001; Jones et al., 2002; Lee & Cunningham, 2001).

Different types of constraints, alongside customer satisfaction, significantly influence a customer's choice of supplier (Berry, 1997) Empirical studies have explored how various switching barriers—such as switching costs, investment in relationships, attractiveness of alternatives, and interpersonal connections—impact supplier satisfaction, repurchase intentions, and attitudinal loyalty (Jones & Beatty, 2000).

Numerous studies have explored customer retention and loyalty, particularly within the mobile telecommunications industry Researchers have developed models to identify various factors influencing customer satisfaction, loyalty, and retention Additionally, some studies focus on the impact of switching barriers on satisfaction, repurchase intentions, and attitudinal loyalty A comprehensive theoretical framework surrounding customer satisfaction and loyalty must include the role of switching barriers and their effects on these key areas.

Mobile telecommunication providers should prioritize customer satisfaction by effectively managing switching barriers to improve customer retention Specifically, mobile carriers need to concentrate on key factors influencing switching barriers, such as the costs associated with switching providers.

31 investment relationship, attractiveness alternative and interpersonal relationship to heighten customer satisfaction and then become higher the customer retention level

This thesis presents a new model for customer retention through customer satisfaction, focusing on the influence of switching barriers In the Vietnamese mobile telecommunications market, customer loyalty can be effectively replaced by customer retention With approximately 120.7 million mobile subscribers in June 2012, and an average of 1.5 subscriptions per person, the market has become saturated, leading to high customer acquisition costs Therefore, it is essential for mobile service providers to implement well-designed customer satisfaction programs aimed at enhancing customer retention by proactively identifying and mitigating factors that contribute to switching barriers.

Hence the proposed model would be as below:

Overall customer satisfaction is what we are going to evaluate for this model through determine each factor of switching barriers will be calculated by testing the hypotheses

H1: Switching cost is negatively related to Customer satisfaction

H2: Investment in the relationship is negatively related to Customer satisfaction

H3: Attractiveness of alternatives is positively related to Customer satisfaction

H4: Interpersonal relationship is positively related to Customer satisfaction

H5: Customer satisfaction has positively associated with Customer retention h

INTERPERSONAL RELATIONSHIP

Interpersonal relationships are defined as psychological and social connections characterized by care, trust, intimacy, and communication (Gremler, 1995) These relationships specifically highlight the positive interactions between customers and employees of a service provider, developed through repeated engagements and interactions.

29 interactions between a carrier and a customer can strengthen the bond between them and lead to a long-term relationship

Customers seek to build and maintain valuable interpersonal relationships with companies, which enhances their experience and convenience Relationship-specific investments play a crucial role in increasing customer dependence on a brand, thereby creating stronger switching barriers and fostering loyalty.

Customer relationships provide numerous advantages, including social benefits like fellowship and personal recognition, psychological benefits such as reduced anxiety, economic benefits through discounts and time savings, and customization via effective customer management Research indicates that customers are likely to invest in building and nurturing relationships with suppliers that deliver exceptional value.

And, the fourth hypothesis that the author proposes:

H4: Interpersonal Relationship is positively related to Customer satisfaction.

RESEARCH MODEL AND HYPOTHESES

A robust model to assess customer satisfaction and retention is crucial for success in competitive markets This article discusses the development of a model based on prior research that evaluates various factors influencing customer satisfaction It highlights the relationship between customer satisfaction and retention, with a specific application to Vietnam's mobile telecommunications market.

Earlier studies of factors affecting customer retention usually set the focus on customer satisfaction and the switching barrier (e.g.Dick &Basu, 1994; Gerpott, Rams

High customer satisfaction significantly increases the likelihood of retaining existing service providers and maintaining subscriptions Researchers emphasize the importance of analyzing additional influential factors, particularly those related to switching barriers, to better understand customer loyalty (Jones, Mothersbaugh, & Betty, 2002).

The switching barrier serves as a critical adjustment variable influencing the relationship between customer satisfaction and retention Specifically, even when customer satisfaction levels are the same, the degree of customer retention can differ based on the strength of the switching barrier (Colgate & Lang, 2001; Jones et al., 2002; Lee & Cunningham, 2001).

Different types of constraints, along with customer satisfaction, significantly influence supplier choice (Berry, 1997) Empirical studies have explored how switching barriers—such as switching costs, investment relationships, attractive alternatives, and interpersonal relationships—impact supplier satisfaction, repurchase intentions, and attitudinal loyalty (Jones & Beatty, 2000).

Numerous studies have explored customer retention and loyalty, particularly within the mobile telecommunications industry Researchers have developed models to identify various factors influencing customer satisfaction, loyalty, and retention Additionally, investigations have focused on how switching barriers impact satisfaction, repurchase intentions, and attitudinal loyalty A comprehensive theoretical framework surrounding customer satisfaction and loyalty must include the role of switching barriers and their effects on customer satisfaction, loyalty, and repurchase intentions.

Mobile telecommunication providers must prioritize customer satisfaction by effectively managing switching barriers to improve retention rates Specifically, mobile carriers should concentrate on key factors influencing these barriers, such as the costs associated with switching and the overall customer experience.

31 investment relationship, attractiveness alternative and interpersonal relationship to heighten customer satisfaction and then become higher the customer retention level

This thesis presents a new model for enhancing customer retention through customer satisfaction by addressing switching barriers In the context of Vietnam's mobile telecommunications market, customer loyalty can be effectively replaced with customer retention strategies Given that, as of June 2012, there were approximately 120.7 million mobile subscribers—averaging 1.5 subscriptions per person—this market has reached saturation, leading to high customer acquisition costs Therefore, it is essential for mobile service providers to implement well-designed customer satisfaction programs that focus on early detection and prevention of factors that contribute to switching barriers, ultimately boosting customer retention.

Hence the proposed model would be as below:

Overall customer satisfaction is what we are going to evaluate for this model through determine each factor of switching barriers will be calculated by testing the hypotheses

H1: Switching cost is negatively related to Customer satisfaction

H2: Investment in the relationship is negatively related to Customer satisfaction

H3: Attractiveness of alternatives is positively related to Customer satisfaction

H4: Interpersonal relationship is positively related to Customer satisfaction

H5: Customer satisfaction has positively associated with Customer retention h

RESEARCH PURPOSE

The purpose of research is a statement of what is to be accomplished by conducting research and how the results of the research can be used (Weidersheim et al., 2000)

According to their purpose, researches can be categorized into different types, where the nature of the problem affects whether the research is exploratory, descriptive or explanatory (Zikmund, 2000; Yin, 1994)

Exploratory research is essential for uncovering current trends, gaining new insights, and re-evaluating phenomena (Robson, 1993) This research method is particularly effective for clarifying and defining the nature of a problem, leading to a deeper understanding (Saunders et al., 2000).

Exploratory research emphasizes flexibility in methodology, allowing researchers to remain open to new ideas and insights that can shift the direction of their investigation This approach encourages adaptability rather than strict adherence to formal procedures, enabling a more dynamic exploration of the subject matter.

35 with an exploratory purpose is intended to investigate a phenomenon that is little understood, to identify categories of explanations and to generate hypotheses and research questions for further research

A descriptive research approach is ideal for well-structured problems where the researcher clearly understands the information they seek to gather, without the intention of exploring cause-and-effect relationships.

The primary goal of descriptive research is to characterize a population or phenomenon by addressing the fundamental questions of who, what, where, and how While it does not delve into the reasons behind findings, this type of research often provides sufficient information for resolving business issues without needing to understand the underlying causes (Zikmund, 2000) Additionally, descriptive research builds upon existing theories and hypotheses (Yin, 1994).

Explanatory studies focus on establishing causal relationships between variables by analyzing specific situations or problems These studies aim to determine whether one event influences another, thereby elucidating the cause-and-effect dynamics at play The primary objective is to understand what causes certain effects, providing valuable insights into the underlying mechanisms of various phenomena.

This thesis aims to identify the key factors influencing switching barriers that affect customer satisfaction and retention in Vietnam's mobile telecom market The research is primarily descriptive, focusing on evaluating and validating a proposed model to understand these determinants effectively.

RESEARCH APPROACH

Researchers can approach a phenomenon through various methods, enabling them to draw conclusions and provide explanations The research approach encompasses both theoretical and methodological frameworks, which can be categorized as either qualitative or quantitative.

This study employs a deductive approach, beginning with a literature review that is subsequently compared to empirical findings, ultimately deriving key insights from existing theories in the research field.

Qualitative research aims to provide a deeper understanding of a problem through soft data, often presented as words and observations This approach focuses on interpreting phenomena by exploring open-ended questions about whom, how, and why, without relying on numerical findings In contrast, quantitative research utilizes hard data represented by numbers to assess the quantity or extent of specific phenomena, often involving a large sample size to facilitate general conclusions Typically, exploratory research relies on qualitative data, while descriptive research is grounded in quantitative data.

This study employs a quantitative methodological approach, gathering extensive data primarily through interviews and the distribution of questionnaires.

RESEARCH PROCESS

Following the identification of the research problem, the study defined its research questions and scope A comprehensive literature review was conducted to explore relevant theories and models related to customer satisfaction, retention, and loyalty, aiming to establish a suitable conceptual framework for understanding the impact of switching barriers on customer satisfaction and retention in Vietnam's mobile telecommunications market This led to the formulation of hypotheses Subsequently, a draft questionnaire was created by synthesizing elements from various existing questionnaires used in prior research The research design was structured into two phases: a pilot study followed by a main survey.

A pilot study was conducted with two rounds:

The initial phase involved conducting in-depth interviews with key customers to inform the design of a questionnaire This was based on a consolidated draft derived from a comprehensive literature review, which also helped in identifying the appropriate sampling population.

- The second round: a quantitative study by conducting a survey with a sample of 30 customers by face-to-face interviews to preliminarily test the measures before launching a main survey

An extensive survey was conducted using online invitations sent via email and face-to-face interviews with hard copy questionnaires The data collection for this main survey took place over a period of four weeks.

Data analysis involved Exploratory Factor Analysis and Cronbach alpha reliability analysis to validate the questionnaire and confirm the reliability of the measurement scale Standard multiple linear regression (MLR) was employed to test the hypotheses, leading to the reporting of the main findings.

Research Problems Research Questions Research Scope

Quantitative study Pilot Face-to-face interview

Qualitative study in-depth interview (n)

DATA ANALYSIS & INTERPRETATION (EFA, Cronbach alpha, Regression)

The research procedure in this study consists of seven steps:

To begin the research process, create an initial model and a comprehensive draft questionnaire This involves developing a conceptual framework that identifies the factors influencing switching barriers, customer satisfaction, and retention, based on an extensive literature review Subsequently, consolidate the draft questionnaire by integrating measurement scales utilized in prior studies.

- Step 2: Conduct a qualitative pilot study to refine a questionnaire

The first phase of the pilot study involved qualitative research through individual in-depth interviews focused on understanding Customer Retention Formation and the impact of Switching Barriers on Satisfaction, Repurchase Intentions, and Attitudinal Loyalty These interviews were crucial in evaluating the relevance and adequacy of various measures within the draft questionnaire Based on the insights gained, the measures and measurement scale for the conceptual model were finalized, leading to the development of the questionnaire Additionally, this round provided recommendations for the sample population derived from the interview findings.

In Step 3, a quantitative pilot survey was conducted through face-to-face interviews with 30 customers who have experience managing mobile telecommunication services This phase aimed to assess the clarity of the questionnaire and the effectiveness of the measurement scale used in the research The feedback and responses gathered from these participants were analyzed to evaluate the pilot study's success.

- Step 4: Evaluated the pilot study through quantitative pilot survey to refine the final questionnaire h

Data from a pilot study was analyzed using Cronbach's Alpha reliability and Exploratory Factor Analysis to examine the interrelationships among various variables This process led to the refinement of the questionnaire, resulting in a final version that will be utilized in the subsequent main survey.

- Step 5: Launch a main survey and collect data

An extensive survey was conducted, utilizing online invitations sent to 70 customers via email and direct interviews with 150 customers using printed questionnaires Over a four-week period, the survey yielded a total of 56 responses from email feedback.

144 answers by hard copies after the main survey was launched

- Step 6: Test the reliability of the measurement scales by using Cronbach Alpha Analysis

Cronbach Alpha is a statistical measure used to evaluate the reliability of a measurement scale by examining the internal consistency of variables within the same construct A scale is deemed reliable when its Cronbach Alpha coefficient exceeds 0.7.

- Step 7: Test the validity of scales with Exploratory Factor Analysis (EFA) and modify the research model accordingly

EFA was utilized to assess the inter-relationships among various variables, identifying strong correlations when the coefficient matrix exceeded 0.3 Additionally, Bartlett’s test of sphericity indicated significance (p 100 and n = 5k, where k represents the number of variables.

In this research, the minimum sample size necessary for Exploratory Factor Analysis (EFA) is calculated to be 145, based on the formula n=5*29 Additionally, for standard multiple regression analysis, Tabachnick and Fidell (1991) recommend a sample size greater than 50 plus 8 times the number of independent variables (n > 50 + 8m).

There are 4 independent variables in this research Hence the minimum sample required to run multiple regression in this study is: n > 50 + 8 * 4 = 82

The study required a minimum sample size of 145 participants A total of 220 survey invitations were distributed via email and hard copies, resulting in 200 completed surveys This sample size is deemed sufficient for exploratory factor analysis (EFA) and multiple regression analysis.

MAIN SURVEY AND DATA COLLECTION

The main survey, initiated on September 25, 2012, involved sending 170 hard copy surveys and 50 online survey invitations via email to mobile telecom customers within the targeted sample population Over the course of one month, a total of 213 responses were collected from both online and hard copy surveys, though 13 responses were rejected due to incompleteness Ultimately, 200 usable samples were obtained for analysis.

DATA ANALYSIS METHODS

The data collected will be analyzed using SPSS software (Version 16.0), allowing for Exploratory Factor Analysis (EFA), Cronbach Alpha Reliability Analysis, and Standard Multiple Regression Analysis.

Initially, Exploratory Factor Analysis (EFA) was utilized to investigate the interrelationships among a set of variables to uncover the underlying factors In this study, Principal Component Analysis (PCA) was the method chosen for factor extraction, complemented by the Varimax rotation technique.

In order to assure the suitability of the data for factor analysis, the following conditions should be met (Pallant et, al, 2005):

The sample size should be appropriate: The sample size should be at least

For effective exploratory factor analysis (EFA), a sample size of 145 is necessary, based on a minimum ratio of five cases for each of the 29 variables studied In this research, we received 200 valid responses, confirming that our dataset is suitable for conducting EFA.

The factorability of data would be appropriate if:

- The Kaiser-Meyer-Olikin value (KMO) should be 0.6 or above

- The Bartlett’s test of sphericity should be statistically significant: p < 0.05

The number of factors were determined when:

- The components have an eigenvalue be 1 or more

- The total variance explained by these components should be above 50%

- Factor loading criteria should be 0.5 or above to ensure a practical significance

Cronbach Alpha Reliability Analysis was used to test the reliability of the measurement scales The scales are when Cronbach‘s alpha coefficient of each scale is bigger 0.7 (Pallant et al, 2005)

3.7.3 Multiple Regression Analysis The Multiple Linear Regression was used to test the research model and hypotheses in this study In accordance with Pallant (2005), the assumptions of a multiple regression are:

- The sample size is appropriate: n > 50 + 8m (where m = number of independent variables) h

- No the multiple linearity is found

- No outlines are found or in case they are, no significant impact of outlines is found

- Normality and linearity should exist

Before conducting further data analysis, it is essential to test all assumptions The R-square value indicates the extent to which the model explains the variance in the dependent variable As noted by Pedhazur et al (1982), the overall R-square for the entire model is calculated using a specific formula.

- R 1 2 is the correlation between Switching Cost, Investment Relationship, Attractiveness of Alternative, Interpersonal Relationship and Customer Satisfaction

- R 2 2 is the correlation between Customer Satisfaction and Customer Retention

- R M 2 is the overall correlation of the whole model h

SAMPLE DESCRIPTION

A total of 220 questionnaires were distributed to customers of mobile telecom services in Ho Chi Minh City and Dong Nai Province, Vietnam, resulting in 213 responses However, 13 responses were deemed invalid due to more than 20% of mandatory questions left unanswered, leaving 200 valid responses This yielded an impressive response rate of 96.8% and a validity rate of 90.9%.

The statistical analysis of the questionnaires revealed the following distribution among 200 respondents: 36% were Vinaphone users, 26% were MobileFone users, 24% were Vietteltelecom users, 8% were Vietnammobile users, 4% were Gmobile users, and 2% were SFone users.

The survey revealed that over half of the respondents were female, while 40% were male A significant portion, 50%, of the participants fell within the 20 to 40 age range, indicating a youthful customer base for mobile suppliers Additionally, 28% of respondents were under 20 years old, while those aged 40 to 50 comprised 16%, and only 6% were over 50.

Almost respondents of this survey were pre-paid form in mobile telecom service, by 74% and 26% for pay after form

In a recent survey, 28% of respondents reported using their mobile telecom supplier's service for over three years, while 22% had been customers for more than five years Additionally, 16% of participants indicated they had used the service for either one to three years or over ten years Furthermore, 14% of respondents had subscribed to the service for six months to one year, and 4% had utilized the service for less than six months.

Base on the results most of the respondents held bachelor degree with the share of 44.5%, other education groups with: high school diploma groups were

26.5%, associate degree groups were 20.5, Master and upper groups were 6.5% and then below high school were only 2%

The survey results indicate that 44% of respondents earn between 5 to 10 million dong per month, while 36% have an income of less than 5 million dong This suggests that the overall income levels of the participants are relatively low Additionally, 14% of respondents fall within the income range of 10 to 15 million dong, and only 6% earn above 15 million dong Detailed sample characteristics are available in Table 4.1.

Description Frequency Percent (%) Valid Percent Cumulative Percent

Education Below high school diploma 4 2.0 2.0 2.0

ASSESSMENT AND REFINEMENT OF MEASUREMENT SCALES

The validity and reliability of measurement scales were assessed with Exploratory Factor Analysis (EFA) and Cronbach Alpha Reliability

The reliability test results presented in Table 4.2 demonstrate that all measurement scales are reliable, with Corrected Item-Total Correlation values exceeding 0.3 for all variables Additionally, the Cronbach Alpha values for each factor are above 0.7, indicating strong internal consistency: 0.767 for Switching Cost, 0.805 for Investment Relationship, 0.870 for Attractiveness Alternative, 0.861 for Interpersonal Relationship, 0.857 for Customer Satisfaction, and 0.874 for Customer Retention.

Scale Mean if Item Deleted

Scale Variance if Item Deleted

Cronbach's Alpha if Item Deleted

In general, switching to new mobile supplier would be a hassle SW1 17.14 26.145 704 659

I feel locked to the supplier X SW2 17.66 29.934 581 709

It is difficult for me to use other mobile suppliers SW3 16.70 32.983 421 763

It takes a lot of time to get information about other mobile suppliers SW4 17.86 33.565 452 752

If I switch to other mobile supplier, I will be lost this ID mobile number

I would spend a lot of money on switch from the supplier X to another INV1 12.76 12.889 561 783

I would spend a lot of time on switch from the supplier X to another INV2 13.51 12.261 627 752

I would spend a lot of effort on switch from the supplier X to another INV3 13.58 12.013 676 728 Price to invest to use service of other mobile supplier are so high INV4 13.54 12.461 615 757

ATTRACTIVENESS OF ALTERNATIVE Cronbach’s Alpha = 0.870

I trust on the supplier X more than other mobile service suppliers AA1 13.72 28.617 710 841

If I were choose another supplier I do not know what I will get AA2 13.04 24.225 786 818

I do not care about the brand name of the service of the supplier X AA3 12.80 26.013 662 853

I am very likely to switch to another service provider AA4 13.10 27.855 740 833

If I change, there is a risk that the new service provider won’t be as good as service of the supplier X AA5 12.14 28.704 606 863

I have developed a personal friendship with the supplier X INT2 19.41 20.856 760 810

In true, I would be comfortable interacting with the people working for the supplier X

I will lose a friendly, communicate and comfortable relationship with my friends and the supplier X If I change

I like the public image of the supplier X INT5 20.09 25.198 483 876

The supplier X cares about its customers INT6 20.44 22.599 698 827 h

The supplier X meets all requirements that I see reasonable CS1 13.86 13.321 714 814

Overall, I am satisfied with the offerings and service from the supplier

I would introduce and encourage my friends and relative to do business and use service from the supplier X

I am satisfied to the supplier X CS4 13.48 14.884 680 828

I intend to continue to be customer to the supplier X CR1 23.40 35.127 654 856

If I had needed mobile service now The supplier X would be my first choice

I would recommend the supplier X as the best service supplier in Viet Nam

The relationship with the supplier X is very important to me CR4 24.30 38.251 561 870

It has been worthy, I am very loyal to the supplier X CR5 23.79 34.475 730 843

Overall, I do not change to another mobile supplier CR6 23.63 34.898 704 847

The EFA results indicated that all factors, including independent variables, mediator variables, and dependent variables, had a KMO value greater than 0.7 Additionally, the Bartlett’s Test Significance was 000, which is less than 0.05, confirming that the conditions for the EFA method were satisfied.

The KMO value of 0.783 and four eigenvalues exceeding 1 (7.175, 2.290, 1.943, and 1.464) validate the existence of four underlying factors within the Switching Barrier construct, as proposed in our theoretical model These factors are Switching Cost, Investment in Relationship, Attractiveness of Alternatives, and Interpersonal Relationship.

The study identified key variables grouped into Investment in Relationship, Attractiveness of Alternatives, and Interpersonal Relationship factors, all showing high loading values However, the Switching Cost factor included item SW2, "It is difficult for me to use other mobile suppliers," which exhibited a low loading factor (< 0.5) To assess the understanding of this item, the author conducted a random check with respondents, discovering that item SW1, "In general, switching to a new mobile supplier would be a hassle," effectively encompassed the essence of SW2 Consequently, the author decided to remove SW2 to enhance the content validity of the scale and performed a new exploratory factor analysis (EFA) on the four factors of the Switching Barrier construct.

The second result of EFA showed that eighteen variables were clearly grouped into 4 factors with high loading factor that having four eigenvalues larger than 1 (6.586, 2.280, 1.914 and 1.447) and KMO value of 0.766

The analysis revealed a single factor for Customer Satisfaction, characterized by four variables and an eigenvalue of 2.813 This finding was supported by the Exploratory Factor Analysis (EFA), which yielded a KMO value of 0.797 and a significance level of 000, aligning with our theoretical model.

The exploratory factor analysis (EFA) revealed a single underlying factor for Customer Retention, indicated by one eigenvalue exceeding 1 (3.689) and a KMO value of 0.879, with a significance level of 000 These findings align with the theoretical model proposed for the research.

Construct/Factor EFA Test Results

SWITCHING BARRIER (With Switching Cost excluding SW2)

KMO 0.766 Bartlett’s Test Sig 0.000 Eigenvalue 1 6.586 Eigenvalue 2 2.280 Eigenvalue 3 1.914 Eigenvalue 4 1.447

AA1 AA2 AA3 AA4 AA5

INT2 INT3 INT4 INT5 INT6

KMO 0.797 Bartlett’s Test Sig 0.000 Eigenvalue 2.813

KMO 0.879 Bartlett’s Test Sig 0.000 Eigenvalue 3.689

CR1 CR2 CR3 CR4 CR5 CR6

The study utilized Cronbach Alpha Reliability Analysis and Exploratory Factor Analysis (EFA) to evaluate the measurement of all variables Pearson Correlation Coefficient was employed to assess multicollinearity and intercorrelations among the predictor variables, as detailed in Table 4.4 (Appendix 3) The Correlation Matrix revealed that all Pearson Correlation Coefficient values were below 8, indicating no significant overlap in information among the predictors Consequently, the identified factors aligned well with the theoretical framework, encompassing six key variables: Switching Cost (MSWCO), Investment Relationship (MINVR), Attractiveness of Alternative (MATAL), Investment Relationship (MINTR), Customer Satisfaction (MCSAT), and Customer Retention (MCRET).

From the above-mentioned results, the theoretical research model was revised with the same model for research that we suggested in Literature Review h

The revised research model and Hypotheses are described in Figure 4.1

Figure 4.1: The revised conceptual research model

H1: Switching cost is negatively related to Customer satisfaction

Investment in the relationship negatively impacts customer satisfaction, while the attractiveness of alternatives enhances it Additionally, strong interpersonal relationships contribute positively to customer satisfaction Ultimately, higher customer satisfaction is linked to increased customer retention.

HYPOTHESES TESTING

Our data set with 200 valid cases was larger than the required minimum sample size of 82 for this multiple regression analysis in this research

According to Pallant (2005), the standard cut-off points for identifying multicollinearity among independent variables are a Tolerance value of 0.1 and a Variance Inflation Factor (VIF) value of 2 The Tolerance value is calculated as 1 - R², while the VIF is determined by 1 / (1 - R²) In Table 4.5, the Tolerance values for all independent predictor variables exceeded the threshold of 0.1, with values of Switching Cost at 0.7, Investment Relationship at 0.698, Attractiveness Alternatives at 0.634, and Interpersonal Relationship at 0.644, indicating no multicollinearity violations Additionally, the VIF values for these variables were all below the critical value of 2, with Switching Cost at 1.428, Investment Relationship at 1.432, Attractiveness Alternatives at 1.578, and Interpersonal Relationship at 1.554, further supporting the absence of multicollinearity.

Table 4.5 Coefficients – Switching Barriers and Customer Satisfaction

B Std Error Beta Tolerance VIF

Interpersonal relationship 735 056 695 13.064 000 644 1.554 a Dependent Variable: Customer Satisfaction h

The histograms displayed a normal distribution of scores across all variables, and the Normal Probability Plots, characterized by a straight diagonal line from the bottom left to the top right, further confirmed their linearity (refer to Figures 4.2 & 4.3, Appendix 3).

As all the assumptions of Standard Multiple Regression were met, a further analysis on regression results were proceeded to test the research hypotheses

4.3.2 Testing Hypotheses on the impact of the factors in Switching Barriers on

The research model identified four components of Switching Barriers that impact Customer Satisfaction: Switching Cost and Investment Relationship, which negatively affect satisfaction, and Attractiveness Alternatives and Interpersonal Relationship, which positively influence it These relationships were evaluated through regression analysis, with Customer Satisfaction (MCSAT) as the dependent variable and Switching Cost (MSWCO), Investment Relationship (MINVR), Attractiveness Alternatives (MATAL), and Interpersonal Relationship (MINTR) as independent variables.

The results from Multiple Regression analysis in Table 4.6, Appendix 3, indicate a strong relationship between the predictor variables—Switching Cost (MSWCO), Investment Relationship (MINVR), Attractiveness of Alternatives (MATAL), and Interpersonal Relationship (MINTR)—and the dependent variable, Customer Satisfaction (MCSAT), with a correlation coefficient of R = 0.803.

R 2 = 0.645 This indicated that the model with four antecedents can explain 64.5% of the variance in Customer Satisfaction at the significance of 000 as mentioned in the Anova table h

Table 4.5 showed that, the standardized coefficient Beta of Attractive Alternative

The analysis revealed a significant positive relationship between Attractiveness of Alternative (MATAL) and Customer Satisfaction (MCSAT), with a correlation coefficient of 0.236, and between Interpersonal Relationship (MINTR) and Customer Satisfaction (MCSAT), with a correlation coefficient of 0.695 Both relationships were statistically significant at a 95% confidence level (p < 0.001) Consequently, the hypotheses H3 and H4, which state that Attractiveness of Alternative and Interpersonal Relationship are positively related to Customer Satisfaction, were supported.

The analysis revealed that Switching Cost (MSWCO) had a standardized Beta of -0.033 with a significance value of 0.516, while Investment Relationship (MINTR) exhibited a standardized Beta of -0.013 and a significance value of 0.794 Both results indicate that, at a 95% confidence level, neither Switching Cost nor Investment Relationship significantly predicts Customer Satisfaction Consequently, the hypotheses H1, stating that Switching Cost is negatively related to Customer Satisfaction, and H2, are not supported.

“Switching Cost is negatively related to Customer Satisfaction” were not supported

4.3.3 Testing Hypotheses on the impact of the Customer Satisfaction on Customer Retention

The analysis presented in Table 4.7, Appendix 3 indicates a strong relationship between Customer Satisfaction (MCSAT) and Customer Retention (MCRET), with a correlation coefficient of R = 0.787 and an R² value of 0.619 This suggests that at a 95% significance level, Customer Satisfaction significantly influences Customer Retention in the mobile telecom sector, explaining 61.9% of the variance in retention rates.

Table 4.8: Coefficients –Customer Satisfaction and Customer Retention

Unstandardized Coefficients Standardized Coefficients t Sig

Satisfaction 756 042 787 17.929 000 a Dependent Variable: Customer Retention

The standardized coefficient Beta value for Customer Satisfaction (MCSAT) was 0.787, with a significance value of 0.000, demonstrating a positive influence on Customer Retention Consequently, the hypothesis H5, which posits that Customer Satisfaction is positively associated with Customer Retention, is supported.

4.3.4 Summary of Hypotheses Testing Results

The hypotheses testing results were summarized in Table 4.9 There were two hypotheses H1, H2 that were not supported And three hypotheses H3, H4, H5 were supported, in which H4, H5 were strongly supported h

Table 4.9: Summary of Hypotheses Testing Results

Standardized Coefficients (Beta) p-value Tested Results

H1 Switching Cost is negatively related to

H2 Investment Relationship is negatively related to Customer Satisfaction -0.013 0.794 Non-supported

Attractiveness of Alternatives is positively related to Customer Satisfaction

H4 Interpersonal Relationship is positively related to Customer Satisfaction 0.695 0.000 Strongly supported

H5 Customer Satisfaction has positively associated with Customer Retention 0.787 0.000 Strongly supported

The overall R-square R M 2 of the whole model was calculated as follows:

Y MCSAT = f(X MSWCO , X MINVR , X MATAL , X MINTR )

All tested correlations among the factors of the research model were described in the following Figure 4.4

Figure 4.4: The correlations of the research model

4.4 Anova Analysis – Multiple Linear Regression with demographic independent variables

Anova analysis was conducted to determine significant differences in the mean scores of key dependent variables, specifically Customer Satisfaction and Customer Retention, across various demographic factors, including Service Duration, Gender, Education Level, Income Level, Age, Type of Use, and Respondent Supplier.

Although between-groups comparison is not a primary research objective, management aims to explore the connections between demographic variables—such as service duration, gender, education level, income level, age, and type of use—and the dependent variables of customer satisfaction and customer retention This analysis is intended to enhance their strategy for relationship building.

The analysis presented in Tables 4.10 and 4.11 indicates that the significance values for the Multiple Linear Regression coefficients related to Customer Satisfaction and Customer Retention across various demographic factors—Service Duration, Gender, Age, Education Level, Income Level, and Type of Use—were all greater than 0.05 This finding suggests that there are no statistically significant differences in Customer Satisfaction and Customer Retention among the different demographic groups examined.

The research model indicates that Switching Barriers, comprising Switching Cost, Investment Relationship, Attractiveness Alternative, and Interpersonal Relationship, significantly influence Customer Satisfaction Specifically, Negative Switching Barriers, including Switching Cost and Investment Relationship, adversely affect Customer Satisfaction, while Positive Switching Barriers, such as Attractiveness Alternative and Interpersonal Relationship, enhance Customer Satisfaction.

Customer satisfaction significantly impacts customer retention in the mobile telecom industry in Vietnam Analyzing data in relation to the original theoretical research model offers valuable insights into this relationship.

4.5.1 The unexpected insignificance of the Negative Switching Barrier’s role

The Negative Switching Barrier comprises two key elements: Switching Cost and Investment Relationship Research indicates that the Negative Switching Barrier negatively impacts Customer Satisfaction, aligning with the findings of Claes Robert et al (2003) However, contrary to expectations, this study did not find support for the negative relationship between Switching Cost and Customer Satisfaction, nor between Investment Relationship and Customer Satisfaction.

The competitive landscape of Vietnam's mobile services market, which features seven service providers, drives carriers to enhance their market share through strategies such as improving brand image and expanding distribution channels This competition has led to a significant decrease in service charges, with Vietnam's telecommunications costs being among the lowest in ASEAN after nine rate reductions over the past decade As a result, customers in Vietnam are less concerned about switching costs and investment relationships, indicating that these barriers do not adversely affect customer satisfaction in the mobile telecom industry.

4.5.2 The impact of the Positive Switching Barrier on Customer Satisfaction

DISCUSSIONS OF THE FINDINGS

The research model indicates that Switching Barriers, consisting of four components—Switching Cost, Investment Relationship, Attractiveness Alternative, and Interpersonal Relationship—play a crucial role in Customer Satisfaction Specifically, Negative Switching Barriers, which include Switching Cost and Investment Relationship, adversely affect Customer Satisfaction, while Positive Switching Barriers, represented by Attractiveness Alternative and Interpersonal Relationship, enhance Customer Satisfaction.

Customer satisfaction significantly impacts customer retention in the mobile telecom industry in Vietnam Analyzing data and comparing it with the original theoretical research model offers valuable insights into this relationship.

4.5.1 The unexpected insignificance of the Negative Switching Barrier’s role

The Negative Switching Barrier consists of two key components: Switching Cost and Investment Relationship According to the findings from multiple regression analysis, this barrier negatively impacts Customer Satisfaction, aligning with the suggestions of Claes Robert et al (2003) However, contrary to expectations, this research did not support the negative correlation between Switching Cost and Customer Satisfaction, nor between Investment Relationship and Customer Satisfaction.

The competitive landscape of Vietnam's mobile services market, which features seven service providers, drives carriers to enhance their brand image and expand distribution channels to efficiently reach customers Over the past decade, the reduction in mobile service charges—nine times in total—has made Vietnam's telecommunications costs among the lowest in ASEAN, leading to minimal concern among customers regarding Switching Costs and Investment Relationships Consequently, these factors do not significantly affect customer satisfaction within the Vietnamese mobile telecom industry.

4.5.2 The impact of the Positive Switching Barrier on Customer Satisfaction

The Positive Switching Barrier consists of two key components: Attractiveness of Alternatives and Interpersonal Relationships Research by Claes Robert et al (2003) indicates that this barrier positively influences Customer Satisfaction The study confirms a significant relationship between Attractiveness of Alternatives and Customer Satisfaction, as well as between Interpersonal Relationships and Customer Satisfaction Notably, the Multiple Regression analysis reveals a stronger correlation between Interpersonal Relationships (Beta = 0.695) and Customer Satisfaction compared to the correlation between Attractiveness of Alternatives (Beta = 0.236) and Customer Satisfaction.

The Positive Switching Barrier, which encompasses Interpersonal Relationship and Attractiveness of Alternatives, significantly influences Customer Satisfaction and repurchase intention among mobile carriers As a result, these carriers are increasingly prioritizing relationship-oriented marketing strategies to strengthen their connections with customers while enhancing the appeal of their services compared to competitors.

CONCLUSIONS

This study aimed to explore the strategies employed by mobile telecommunications companies in Vietnam to enhance customer satisfaction and retention It focused on identifying the influencers and determinants of customer satisfaction, particularly examining the significance of switching barriers and their impact on customer retention The conclusions drawn from the hypotheses are summarized in the following sections.

This study identifies four key determinants of switching barriers that impact customer satisfaction: switching costs, investment in relationships, attractiveness of alternatives, and interpersonal relationships It further explores the significant influence of customer satisfaction on customer retention After collecting and analyzing data in accordance with the theoretical framework, the research reveals noteworthy findings.

Customer satisfaction plays a crucial role in enhancing customer retention, demonstrating a strong positive correlation High levels of satisfaction lead to increased repurchase intentions, while dissatisfied customers are more likely to switch suppliers or exit the relationship altogether.

Interpersonal relationships serve as a crucial switching barrier, significantly enhancing customer satisfaction Following this, the overall attractiveness of alternatives also plays an important role in influencing customer decisions.

Furthermore, it was identified the factors of switching barrier that are switching cost and investment relationship have none significant and none or a little of negative effect on customer satisfaction h

MANAGERIAL IMPLICATIONS

The Vietnamese mobile telecommunications market has become highly competitive, resembling a "red ocean" where suppliers must aggressively vie for market share With limited opportunities for growth, the industry is now shifting its strategic focus from merely attracting new customers to enhancing customer satisfaction and retention This transition emphasizes the importance of retaining existing customers while also acquiring new ones.

The historical development of mobile services in Vietnam has been dominated by three major providers: Viettel, MobileFone, and Vinaphone, which collectively hold a significant market share As the potential for subscriber growth appears limited, the mobile market is expected to maintain its current dynamics Consequently, competition among these providers will continue to evolve, introducing new complexities and innovations within Vietnam's mobile landscape.

Regarding this issue, this thesis has some implications for managers in order to set new goals

The study reveals that the interpersonal relationships associated with switching barriers in mobile telecommunications significantly influence customer satisfaction Customers who have established connections with their service provider—through relationships, information, and social ties—are less likely to switch providers Therefore, mobile carriers should prioritize maximizing customer satisfaction by enhancing these interpersonal relationships to improve customer retention To achieve this, mobile suppliers must focus on maintaining loyal customers and adopting a customer-oriented approach by consistently delivering value and benefits, thereby fostering long-term relationships.

To thrive in Vietnam's saturated mobile telecom market, carriers must prioritize strategies that attract new customers, particularly among the youth demographic, including pupils and students By fostering "interpersonal relationships," these carriers can cultivate loyalty among potential customers who currently lack such connections Focused promotions, tailored marketing strategies, and favorable pricing policies are essential to appeal to this segment, which often consists of individuals with little to no income By addressing the needs and expectations of young consumers, mobile carriers can significantly boost their customer base and enhance market share in Vietnam.

Third, in addition to the main factors affecting "interpersonal relationship" in switching barriers in the Vietnam mobile telecommunication market, the factors

The appeal of alternatives positively influences customer satisfaction, prompting mobile carriers in Vietnam to enhance their service quality, brand image, customer care, pricing, technology, and value-added services As customers recognize the distinct benefits offered by a supplier, they are more likely to choose and remain loyal to that provider amidst a competitive mobile market.

Further, interpersonal relationships between suppliers and customer and the attractiveness of the products and services in the competitive market are factors that retain customers

Research indicates that the relationship between switching costs and investment has minimal impact on customer satisfaction in the mobile telecom industry Customers show little concern for switching costs when deciding to change or leave their mobile provider This suggests that mobile carriers face intense competition, as the costs associated with switching services or providers are relatively low.

Mobile suppliers' managers should prioritize relationship-building processes alongside the marketing mix of price, promotion, place, and product To enhance customer lifetime value and retention, they must implement relationship-oriented marketing strategies that foster strong interpersonal connections with customers Additionally, making their services more appealing than those of competitors is essential for success in a competitive market.

IMPLICATIONS FOR FURTHER RESEARCH

This study conducts an empirical analysis of how switching costs, investment relationships, attractive alternatives, and interpersonal factors influence switching barriers and customer satisfaction It further examines the impact of customer satisfaction on customer retention and the causal relationship between these two elements The findings offer a solid foundation for future research on customer satisfaction and retention within the mobile telecommunications sector, providing valuable insights for companies operating in the Vietnamese market.

This study employed convenience sampling; however, ANOVA analysis indicated no significant relationships between demographic and dependent variables, raising concerns about the sampling method's appropriateness To enhance future research, it is crucial to gain insights into customer segment proportions and sizes to ensure representative sampling.

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A CONSOLIDATED DRAFT QUESTIONNAIRE

A guide for a qualitative in-depth interview

I SWITCHING COST (Claes-Robert et al, 2003 & Kaveh et al., 2006)

Please choose five for following statements

1 In general, switching to new service provider would be a hassle 7 23.33 The interviewees suggested to change “this supplier” to “supplier X” to make it more clear the supplier in mobile telecom

Newly developed as per suggestion of Mr Nguyen Minh Tam, Director of Bien Hoa Center – VNPT Dong Nai Company

2 It is difficult for me to use other suppliers 6 20.00

3 It would be complicated for me to change supplier 1 3.33

4 I feel locked to this supplier 5 16.67

5 It takes a lot of time to get information about other suppliers 5 16.67

6 I will be lost the ID mobile number from this supplier If I change 6 20.00

(Claes-Robert et al, 2003 & Kaveh et al., 2006)

Please give comments on these following statements :

1 I would spend a lot of money on switch from this supplier to another

The interviewees agreed on all statements but suggested to change

“this supplier” to “the supplier X”

2 I would spend a lot of time on switch from this supplier to another

3 I would spend a lot of effort on switch from this supplier to another

4 Prices to invest to use service of other supplier are higher

III ATTRACTIVENESS OF ALTERNATIVES (Kaveh et al., 2006)

Please choose five for following statements

1 I’m not certain about the quality of services that other suppliers will provide me 5 17.24

- Suggested to change “not certain about the quality of services that other supplier” to “trust on quality of the supplier X than other suppliers”

- Agreed on all statements but suggested to change “this supplier” to “the supplier X”

2 If I were choose another supplier I do not know what I will get 5 17.24

3 I do not care about the brand name of the service of this supplier 5 17.24

4 I am very likely to switch to another service provider 4 13.79

5 If I change, there is a risk that the new service provider won’t be as good as services of this supplier 7 24.14

6 I hate spending time finding a new mobile service supplier 2 6.90

7 I hate re-registering to another mobile service supplier 1 3.45 h

IV INTERPERSONAL RELATIONSHIP (Kaveh et al., 2006)

Please choose six for following statements

1 I feel there is a bond between this supplier and myself 6 20.00

Agreed on statements but suggested to change “this supplier” to “the supplier X”

2 I have developed a personal friendship with this supplier 5 16.67

3 I would be more comfortable interacting with the people working for this supplier 6 20.00

4 I would miss this mobile supplier If I switch suppliers 0 0.00

5 I will lose a friendly, communicate and comfortable relationship with my friends and this supplier If I change 5 16.67

6 I like the public image of this supplier 4 13.33

7 This supplier cares about its customers 4 13.33

V CUSTOMER SATISFACTION (Claes-Robert et al, 2003 & Kaveh et al., 2006)

Please give comments on these following statements:

1 This supplier meets all the requirements that I see reasonable

Agreed on all statements but suggested to change “this supplier” to “the supplier X”

2 Overall, I am satisfied with the offerings of this supplier

3 I would encourage friends and relatives to do business with this supplier

4 I am satisfied with this supplier

VI CUSTOMER RETENTION (Claes-Robert et al, 2003 & Kaveh et al., 2006)

Please choose six for following statements

1 If I had needed mobile services now, my supplier would be my first choice 5 16.67

- Suggested to change “plan to continue my relationship with my supplier in future” to “I intend to continue to be customer to the supplier X

- Suggested to change “in the area” to “in Vietnam”

- Suggested to add “It has been worthy, I am very loyal to the supplier X”

- Agreed to suggest changing “my supplier” to “the supplier X”

- Newly developed as per suggestion of Ms Do Thi Lan Anh, responsibility of Marketing in VNPT Dong Nai Company

2 I plan to continue my relationship with my supplier in future 4 13.33

3 I would recommend my service operator as the best service provider in the area 5 16.67

4 I am very loyal to my supplier 5 16.67

5 I have said positive things about my supplier to others 1 3.33

6 The relationship with my supplier is important to me 4 13.33

7 I consider my supplier as my first choice for mobile service 0 0.00

8 Surely, I decide I have not switched to other suppliers 6 20.00 h

QUESTIONNAIRE

I have been a student of MBUS1-2010 course, the MBA program in English of University of Economics Ho chi Minh City – International School of Business

Our research focuses on the key factors influencing switching barriers and their impact on customer satisfaction within the mobile telecom service industry in Vietnam Additionally, we are examining the relationship between customer satisfaction and customer retention to understand how these elements interact and affect consumer loyalty.

We would like appreciate to you can save your time to answer this questionnaire All feedbacks are very worthy to success in this research

PART A: INFORMATION OF MOBILE SERVICER SUPPLIERS:

1 Which the mobile telecom service supplier has you regularly used? (Please choose only one answer)

(This mobile telecom supplier will be referred from now in this survey as the supplier X)

2 Which type of use do you get mobile telecom service, now?

3 How long have you been used mobile service of the supplier X?

Please read each of the following statements carefully and get the level of your agree or disagree by circle the number that best reflects

1: Very strongly disagree; 2: Strongly disagree; 3: Disagree; 4: Neutral; 5: Agree; 6: Strongly agree; 7: Very strong agree

1 In general, switching to new service provider would be a hassle 1 2 3 4 5 6 7

2 It is difficult for me to use other suppliers 1 2 3 4 5 6 7

3 I feel locked to the supplier X 1 2 3 4 5 6 7

4 It takes a lot of time to get information about other suppliers 1 2 3 4 5 6 7

5 I will be lost the ID mobile number from the supplier X If I change 1 2 3 4 5 6 7

6 I would spend a lot of money on switch from the supplier X to another 1 2 3 4 5 6 7

7 I would spend a lot of time on switch from the supplier X to another 1 2 3 4 5 6 7

8 I would spend a lot of effort on switch from the supplier X to another 1 2 3 4 5 6 7

9 Prices to invest to use service of other supplier are higher 1 2 3 4 5 6 7 Attractiveness of Alternative

10 I trust on quality of the supplier X than other suppliers 1 2 3 4 5 6 7

11 If I were choose another supplier I do not know what I will get 1 2 3 4 5 6 7

12 I do not care about the brand name of the service of the supplier X 1 2 3 4 5 6 7

13 I am very likely to switch to another service provider 1 2 3 4 5 6 7

14 If I change, there is a risk that the new service provider won’t be as good as services of the supplier X 1 2 3 4 5 6 7 h

15 I have developed a personal friendship with the supplier X 1 2 3 4 5 6 7

16 I would be more comfortable interacting with the people working for the supplier X 1 2 3 4 5 6 7

17 I will lose a friendly, communicate and comfortable relationship with my friends and the supplier X If I change 1 2 3 4 5 6 7

18 I like the public image of the supplier X 1 2 3 4 5 6 7

19 The supplier X cares about its customers 1 2 3 4 5 6 7

20 The supplier X meets all the requirements that I see reasonable 1 2 3 4 5 6 7

21 Overall, I am satisfied with the offerings of the supplier X 1 2 3 4 5 6 7

22 I would encourage friends and relatives to do business with the supplier X 1 2 3 4 5 6 7

23 I am satisfied with the supplier X 1 2 3 4 5 6 7

24 I intend to continue to be customer to the supplier X 1 2 3 4 5 6 7

25 If I had needed services now, The supplier X would be my first choice 1 2 3 4 5 6 7

26 I would recommend the supplier X as the best mobile service provider in Vietnam 1 2 3 4 5 6 7

27 The relationship with the supplier X is important to me 1 2 3 4 5 6 7

28 It has been worthy, I am very loyal to the supplier X 1 2 3 4 5 6 7

29 Surely, I decide I have not switched to other suppliers 1 2 3 4 5 6 7

Thank you so much for your kind support!

Below than high school diploma

High school diploma Associate degree Bachelor degree h

Xin chào các Anh (Ch ),

Tôi là sinh viên l p MBUS1, chuong trình th c si dào t o b ng ti ng Anh c a Tru ng Ð i h c Kinh t Thành ph H Chí Minh

Chúng tôi đang tiến hành nghiên cứu về các nhân tố ảnh hưởng đến sự hài lòng của khách hàng trong lĩnh vực dịch vụ chuyển dọn nhà mạng Mục tiêu là tìm hiểu mối quan hệ giữa sự hài lòng của khách hàng và việc giữ chân khách hàng trong ngành viễn thông di động tại Việt Nam.

R t mong Anh (Ch ) dành th i gian th c hi n b ng kh o sát bên du i T t c , nh ng ý ki n c a Anh (Ch ) d u có ý nghia v i s thành công c a nghiên c u

A Thông tin v m ng d ch v di n tho i di d ng:

1 Hi n t i, Anh (Ch ) dang s d ng m ng di n tho i di d ng nào thu ng xuyên nh t (ch n 01 tr l i)?

(Nhà m ng di n tho i di d ng này du c ký hi u là m ng di d ng X cho các câu tr l i sau)

4 Anh (Ch ) dang s d ng di n tho i di d ng theo hình th c tr tru c hay tr sau?

5 Anh (Ch ) dã s d ng m ng di d ng X này du c bao lâu?

Anh (Ch ) vui lòng cho bi t m c d d ng ý hay không d ng ý c a mình v các phát bi u du i dây, b ng cách khoanh tròn vào m t l a ch n thích h p cho m i n i dung

1: Hoàn toàn không d ng ý; 2: Hoi không d ng ý; 3: Không d ng ý; 4:Trung hòa (không có ý ki n); 5: Hoi d ng ý; 6: Ð ng ý; 7: Hoàn toàn d ng ý

Các ch tiêu dánh giá M c d d ng ý

Chi phí khi chuy n m ng di d ng

1 Tôi c m th y chuy n sang s d ng m ng di d ng khác là m t v n d phi n ph c 1 2 3 4 5 6 7

2 Tôi s g p nhi u khó khan khi s d ng s di n tho i, thi t b di d ng c a nhà m ng khác 1 2 3 4 5 6 7

3 Tôi s th c hi n cam k t gi a tôi và m ng di d ng X 1 2 3 4 5 6 7

4 Tôi s ph i m t nhi u th i gian d có du c thông tin v các nhà m ng di d ng khác 1 2 3 4 5 6 7

5 N u tôi chuy n m ng, tôi s m t s di d ng c a nhà m ng X 1 2 3 4 5 6 7 Chi phí trong vi c d u tu t o các m i quan h thông tin

6 Tôi s m t nhi u ti n khi chuy n sang s d ng m ng di d ng khác 1 2 3 4 5 6 7

7 Tôi s m t nhi u th i gian d chuy n sang s d ng m ng di d ng khác 1 2 3 4 5 6 7

8 Tôi s ph i m t nhi u công s c d t o l i m i quan h , h p tác v i nhà m ng di d ng khác 1 2 3 4 5 6 7

9 Nói chung, chi phí cung nhu giá c d d u tu chuy n sang s d ng m ng di d ng khác là khá cao 1 2 3 4 5 6 7

S thu hút khách hàng c a m ng vi n thông di d ng

10 Tôi r t tin tu ng ch t lu ng d ch v di d ng c a nhà m ng X 1 2 3 4 5 6 7

11 Giã s , n u bây gi Tôi có th ch n m ng di d ng khác, th t s Tôi không bi t s ch n nhà m ng nào 1 2 3 4 5 6 7

12 Tôi không quan tâm d n thuong hi u c a nhà m ng di d ng X 1 2 3 4 5 6 7

13 T i r t thích và mu n chuy n sang nhà m ng di d ng khác 1 2 3 4 5 6 7

14 Tôi không thích rui ro khi s d ng m ng di d ng khác 1 2 3 4 5 6 7

Nh ng m i quan h , h p tác liên quan d n nhà m ng di d ng

15 Tôi s ti p t c phát tri n m i quan h h p tác v i nhà m ng di d ng X 1 2 3 4 5 6 7

16 Tôi th t s an tâm và ti n l i khi giao ti p trong công vi c qua m ng di d ng X 1 2 3 4 5 6 7 h

17 Tôi s b l và m t di nhi u thông tin, m i quan h h p tác công vi c, b n bè, d i tác N u Tôi chuy n sang m ng di d ng khác 1 2 3 4 5 6 7

18 Tôi th t s n tu ng và r t thích hình nh thuong hi u, các chuong trình ho t d ng xã h i, c ng d ng c a m ng di d ng X 1 2 3 4 5 6 7

19 Nhà cung c p d ch v di d ng X quan tâm và cham sóc khách hàng r t t t 1 2 3 4 5 6 7

20 M ng di d ng X dáp ng các yêu c u và mong d i c a Tôi 1 2 3 4 5 6 7

21 Tôi hài lòng v i nh ng gì mà nhà m ng di d ng X dã cung c p và h p tác v i Tôi trong su t th i gian qua 1 2 3 4 5 6 7

22 Tôi s gi i thi u và khuy n khích b n bè, ngu i thân s d ng m ng di d ng X 1 2 3 4 5 6 7

23 Tôi hài lòng v i m ng di d ng X 1 2 3 4 5 6 7

Nh ng m i quan h trung thành - Gi khách hàng

24 Tôi s ti p t c là khách hàng c a m ng di d ng X 1 2 3 4 5 6 7

25 Gi s , n u Tôi c n và có nhu c u s d ng d ch v di d ng, Tôi v n ti p t c ch n m ng di d ng X 1 2 3 4 5 6 7

26 Tôi s luôn tin tu ng và d ng ý r ng: “m ng di d ng X là m ng di d ng t t nh t t i Vi t Nam” 1 2 3 4 5 6 7

27 Theo Tôi, m i quan h h p tác v i m ng di d ng X là r t quan tr ng và c n thi t 1 2 3 4 5 6 7

28 M ng di d ng X x ng dáng có du c s trung thành c a Tôi 1 2 3 4 5 6 7

29 Tôi nh t d nh không chuy n sang m ng di d ng khác 1 2 3 4 5 6 7

C Tru c khi k t thúc, xin Anh (Ch ) vui lòng cho bi t m t vài thông tin cá nhân:

3 Thu nh p c a Anh (Ch ) trong 01 tháng:

Xin chân thành cám on Anh (Ch ) v s h p tác và giúp d này !

Chua t t nghi p PTTH T t nghi p PTTH Trung c p, Cao d ng Ð i h c

TESTING THE ASSUMPTIONS OF MULTIPLE REGRESSION

Testing the Assumptions of Multiple Regression

** Correlation is significant at the 0.01 level (2-tailed)

Figure 4.2 Customer satisfaction (MCSAT)- Histogram, Normal Probability Plot,

Figure 4.3 Customer Retention (MCRET) - Histogram, Normal Probability Plot,

Table 4.6: Testing results the impact of Switching Barrier (Switching Cost, Investment Relationship, Attractive Alternatives and Interpersonal Relationship) on Customer

Std Error of the Estimate

R Square Change F Change df1 df2 Sig F Change

1 803 a 645 638 73541 645 88.526 4 195 000 a Predictors: (Constant), Switching Cost, Investment Relationship, Attractiveness Alternatives, Interpersonal Relationship. b Dependent Variable: Customer Satisfaction

Model Sum of Squares df

Table 4.7 Testing results for the impact of Customer Satisfaction on Customer Retention

Model R R Square Adjusted R Square Std Error of the Estimate

1 787 a 619 617 72656 a Predictors: (Constant), Customer satisfaction b Dependent Variable: Customer Retention

Squares df Mean Square F Sig

Total 274.217 199 a Predictors: (Constant), Customer Satisfaction b Dependent Variable: Customer Retention h

Table 4.10 Multiple Linear Regression – Coefficients on Customer Satisfaction of demographic factors

B Std Error Beta Tolerance VIF

INCOM3 249 255 071 976 330 348 2.877 a Dependent Variable: Customer Satisfaction h

B Std Error Beta Tolerance VIF