(LUẬN văn THẠC sĩ) ứng dụng quản trị quan hệ khách hàng trong doanh nghiệp thương mại vừa và nhỏ tại việt nam

Structure of the thesis

This article is structured into five key sections: the introduction outlines the purpose of the study, while the literature review and theoretical framework in Part 2 discuss the significance of CRM implementation and its role in fostering customer relationships Part 3 details the research methodology, including the design and methods employed The findings and discussions are presented in Part 4, culminating in Part 5, which offers conclusions, addresses limitations, and explores the implications of the research.

Detailed structure of this thesis is:

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List of figures Part 1: Introduction Part 2: Theoretical background Part 3: Methodology

Part 4: Results and discussions Part 5: Conclusions, limitations and implications References

THEORETICAL BACKGROUND

Benefits or objectives of business when implementing CRM

The successful implementation of Customer Relationship Management (CRM) is widely acknowledged for its positive impact on businesses, as highlighted in numerous studies These studies emphasize the benefits that organizations can reap from effectively applying CRM strategies, alongside the key factors that contribute to successful CRM implementation As one of the most discussed topics in business strategy and marketing management, CRM continues to play a crucial role in enhancing customer engagement and driving business growth.

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Customer Relationship Management (CRM) is a cross-functional philosophy that requires significant integration across various business areas Successful CRM implementation demands a shift in mindset, as highlighted by Fazlzadeh et al (2011) and Piccoli et al (2003).

The successful implementation of CRM applications has enhanced competitiveness for numerous companies, leading to increased revenues and reduced operational costs By effectively managing customer relationships, businesses can significantly boost customer satisfaction and improve retention rates Furthermore, CRM applications enable organizations to foster customer loyalty and enhance profitability by maximizing the lifetime value of each customer.

CRM application offers the benefit of sharing customer data throughout the organization and implementing innovative technology that resulting in remarkable competitive advantages as below:

Table 2.1: Benefit of successfully CRM implementation

Customer data sharing throughout the organization resulting in:

Superior levels of customer service Opportunities for cross-selling and up- selling

Vast information about customers‘ habits and references Integrated and complete view of the customer

Improved targeting to segments and individual customers

Efficient call centers/service centers

Extends capability to the customer for self-service and Internet applications Attracts existing and new customers through personalized communications and improved targeting

Integrates customer and supplier relationships

Constructs metrics to analyze common and unique customer patterns Source: (Chen & Popovich, 2003)

Key factors for success and barriers of CRM application

Successful CRM application relies on key factors identified in various academic studies Bohling (2006) notes that much of the existing literature focuses on successful implementations Leverick et al (1998) conducted a broad review of success factors in marketing, while Ryals et al (2000) provided an extensive overview of CRM literature Additionally, Wilson and McDonald (1996) highlighted success factors for marketing decision support, and Dutta (2000) explored emerging success factors in e-commerce, an area lacking comprehensive reviews Wilson et al (2002) specifically analyzed factors influencing successful CRM deployment, emphasizing those unique to this field through five in-depth case studies A summary of previous research on CRM implementation success factors is presented in the accompanying table.

Table 2.2: Success factors for CRM implementation

Comment [HSB1]: What factors? Put them into a table

While research on the barriers to implementing Customer Relationship Management (CRM) is limited, Bohling (2006) emphasizes the importance of including data on failures in future studies to better identify the factors that differentiate successful implementations from unsuccessful ones.

Barriers to implementing Customer Relationship Management (CRM) systems are frequently viewed as secondary issues in the discussion of CRM deployment Research by Fazlzadeh et al (2011) highlights that small and medium-sized enterprises (SMEs) in science and technology parks face significant obstacles, including poor communication, insufficient budgets, and inefficiencies in business processes Additionally, a study by Bohling et al (2006) identifies the three most commonly reported challenges in CRM implementation, underscoring the need for addressing these roadblocks to enhance the effectiveness of CRM systems.

101 US-based firms were lack of necessary resources, insufficient focus on change management, and insufficient involvement of employees

Table 2.3: Barriers factors identified by previous studies

Barriers factors Bohlinng et al.(2006)

Insufficient focus on change management

Key antecedents of CRM application

Relationship marketing (RM), introduced by Leonard Berry in 1983, emphasizes the importance of enhancing customer experiences during their consumption and usage processes in service marketing.

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Formatted: Font: Bold relationship, in which value for customers is created by the customers and in interactions with the supplier or service provider (Seth & Parvatiyar, 1995)

Relationship marketing is a tactical implications in a firm (Gronnroos, 1997)

Armstrong and Kotler (2000) point out that relationship marketing is a relationship process for creating, retaining, and enhancing mutual value between enterprises and customers or other stakeholder groups

Table 2.4: Transactional marketing vs CRM approach (Piccoli et al., 2003)

CRM distinguishes itself from traditional marketing by focusing on relationship marketing, which aims to enhance long-term profitability through customer retention rather than merely acquiring new customers According to Landry (1998), relationship marketing utilizes a long-term database system to understand customer profiles and foster relationships via various communication channels, ultimately delivering value and service This approach emphasizes building long-term interactive relationships with customers, which is crucial for organizations that adopt this strategy (Webster, 1992) Gronroos (1991) highlights that the goal of relationship marketing is to establish, maintain, and enhance connections with customers and partners Effective communication with customer partners is essential in this process, as strong relationship marketing cultivates trust and provides the necessary information for collaborative activities (Hajar et al., 2014).

In an organization knowledge management includes learning aboutcustomer needs and wants, dissemination of this knowledge within theorganization (Sin et al.,

Customer Relationship Management (CRM) leverages customer knowledge to strengthen relationships and facilitate profitable communication with relevant customers Knowledge is considered a vital organizational asset, and effective knowledge management encompasses four key factors: acquisition, transformation, application, and protection Furthermore, knowledge management significantly influences customer loyalty and satisfaction, highlighting its importance in enhancing overall business performance.

Figure 2.2 Knowledge Management System (Fteimi and Lehner, 2014)

Furthermore, knowledge management also followed the trend, with systems commonly being defined as technologies that support four knowledge management activities: knowledge creation, codifiation, transfer and application (Nevo & Chan,

Knowledge management extends beyond mere information and data management; it involves developing processes and behaviors that enable individuals within an organization to transform information into valuable knowledge This transformation is essential for fostering knowledge sharing and collaboration among team members.

To achieve successful Customer Relationship Management (CRM), organizations must view it as more than just technological solutions Research indicates that CRM technology encompasses three key aspects: facilitating two-way communication with customers, enhancing internal operations, and analyzing data to share knowledge across the organization According to the META group segmentation, CRM technologies can be categorized into collaborative, operational, and analytical types Furthermore, technological resources span various customer touchpoints, including email, phone calls, faxes, and websites, which serve as channels for firms to engage with their customers.

Operational CRM technologies utilize Intranet and Extranet systems to integrate various applications, ensuring that information and knowledge are accessible at all touchpoints within the company and with its business partners This integration is crucial for enhancing customer experience and leveraging multiple channels to strengthen business-customer relationships.

(2000) suggests that technological advances in global networks,convergence and improved interactivity, are key to explaining thegrowth of e-business and CRM

Technology has been acknowledged asan element towards the success of CRM (Kubi & Doku, 2010) to achievethe customer profitability

Forces of change and critical role of top management team

Since 1999, McGrath et al have noted that companies face intense pressures due to rising competition, swiftly evolving market demands, accelerated rates of technological obsolescence, shorter product life cycles, and the growing necessity to satisfy the needs of more sophisticated consumers.

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In today's competitive landscape, businesses face rising product development lead times, escalating costs, and increasing complexity in technology innovation The strategies companies adopt to navigate these challenges are influenced by their industry, market dynamics, and available resources and skills Understanding these factors is crucial for achieving business objectives effectively.

Innovative products and services are crucial for organizational success and longevity By discovering new methods to serve customers, companies enhance their capacity to respond to evolving market demands and strengthen their competitive position in a rapidly changing technological landscape.

The speed of new product introductions is significantly influenced by the exploration and recognition of new knowledge and information, as highlighted in innovation literature (Katila & Ahuja, 2002; Maggitti, Smith, & Katila, 2013; March, 1991) Additionally, the top management team plays a crucial role in facilitating this search process (Qiang Li et al., 2013).

Top management commitment for innovation

Implimentation of enterprise technology, such as CRM and ERP, requires changes to organizational culture (Al-Mashari and Zairi, 2000)

Top management commitment is crucial for successfully implementing innovation and realizing the benefits of Customer Relationship Management (CRM) It goes beyond mere endorsement from the CEO; effective customer-centric management demands ongoing support from top leadership throughout the entire CRM process Without this sustained commitment, the initiative risks losing momentum and failing to achieve its objectives.

In their research titled "From Production to Solutions Innovation: A New Paradigm for Competitive Advantage," Shepherd et al developed a New Product Development (NPD) framework that highlights four essential elements, underscoring the vital role of the top management team at every stage of the process.

(1) A senior, cross-functional managementteam responsible for reviewingprogrammes and making associated GO/NO-GO decisions

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(2) Empowered cross-functional executionteams who are responsible for an effectiveexecution and management of productdevelopment programmes

(3) Aligned cross-functional processesproviding an execution roadmap for allemployees and ensuring activities areeffectively co-ordinated and aligned

(4) Specific ―decision points'' or milestones,which demand the delivery of specificdeliverables These are employed to allowthe senior cross-functional managementteam to review programme progress andattractiveness

Successful CRM initiatives rely heavily on both technology and business processes, but it is the individual employees who truly form the foundation of customer relationships (Chen & Popovich, 2003) In small and medium enterprises (SMEs), effective training is crucial for facilitating expansion and growth (Jenning et al., 1996) The Bolton report (1971) emphasizes the importance of recognizing the differences in approaches to customer relationship management.

Small firms often face a significant gap in training and development, as many owners and managers fail to acknowledge its importance This lack of recognition leads to obstacles that prevent the transition from identifying a need for training to effectively implementing it Addressing these challenges is crucial for fostering growth and enhancing the skills within small businesses.

It must be recognized that some small business owner managers prefer independence and autonomy to growth and profit (Beaver, 1984; Bolton, 1971;

Stanworth and Curran, 1973; Stanworth and Gray, 1991) and work within limited geographical horizons with little desire to expand (Binks and Jennings, 1986;

While the pursuit of growth and expansion is not a definitive requirement for training and development, most programs operate under this assumption As a result, some owner-managers believe that engaging in training will inevitably lead to growth, which may deter them from participating in such programs.

Hypotheses development and research model

Vietnam has experienced significant economic growth and development over the past three decades, particularly since the implementation of the "doi moi" reforms in 1986 In contrast, most OECD countries have faced sluggish growth during the same period With a population nearing 100 million, Vietnam's dynamic economy continues to show promise and resilience.

With a significant increase in economic status, the country has progressed from being classified as a low-income nation to achieving low-medium income status This transformation has been bolstered by its membership in the World Trade Organization and a growing integration into the global economy, as highlighted by researchers Carree and Thurik (2005).

Minniti 2007; Braunerhjelm 2008; Acs, Desai, and Hessels 2008; Acs and Virgill 2010; Wennekers and Thurik 1999) have identified the pivotal role of entrepreneurship in facilitating economic growth

Vietnam's economy demonstrated solid growth, recording a 6.68% increase in 2015, according to a BSI report The retail sector experienced a surge in sales driven by a rise in private sector credit, which boosted private consumption (FE consumption report, 2016) In the first half of 2017, Vietnam's GDP is projected to grow by 5.73% Key sectors contributing to this growth include wholesale and retail trade, which saw a 7.10% increase, adding 0.65 percentage points to overall growth, and accommodation and catering services, which rose by 8.90%, contributing an additional 0.35 percentage points.

The growth of small and medium-sized enterprises (SMEs) in Vietnam is hindered by market constraints and internal challenges, including insufficient capital, outdated equipment, obsolete technology, and a lack of management skills and experience As a result, Vietnamese SMEs are unable to fully realize their potential (Webster and Taussing, 1999).

Research by Swierczeks & Thai (2003) on motivation and entrepreneurship within Vietnamese SMEs reveals that owners are primarily driven by challenges and achievements rather than merely seeking career stability and economic security Their motivation aligns positively with Entrepreneurial Orientation, indicating a strong focus on personal ambition Additionally, Vietnamese SME owners prioritize short-term net profits over long-term business growth.

Vietnamese entrepreneurs demonstrate a strong willingness to embrace challenges and prioritize hard work, as noted by Ronnas and Rammaurthy (2000) They are often characterized as middle-aged individuals with over a decade of education and prior experience in responsible roles, typically within the state sector The evolving economic landscape in Vietnam is fostering a positive entrepreneurial culture driven by necessity However, these insights contrast with traditional Vietnamese cultural values and the challenging business environment, where SME owners might typically prioritize security over other motivational factors.

The findings regarding the characteristics of entrepreneurship in Vietnam prompt inquiries into their impact on the perceptions of Vietnamese SMEs concerning the challenges of implementing Customer Relationship Management (CRM) systems, which will be explored in the following section.

2.5.2 Barriers of CRM implementation in Vietnam SMEs

Lacks of skillful Human Resources

Top management, along with marketing and sales management, typically spearheads CRM projects within a firm Successful CRM initiatives demand a clear vision, ensuring that all employees comprehend the objectives and transformations that CRM will introduce.

A 2015 survey by VietnamWorks.com revealed that marketing and sales remain among the top six in-demand human resource sectors, with supply increasing by 20% to 40% compared to the previous year, yet still falling short of demand The competitive landscape of marketing, particularly in digital marketing, necessitates that marketing professionals continuously update their skills to meet evolving practical requirements.

CRM implementation can face significant challenges due to resistance to change within an organization Bohling highlights that marketing managers may struggle to shift from focusing on a single product to managing multiple brands simultaneously Additionally, sales personnel must engage with data-driven campaign outputs and be open to new customer interaction strategies, moving away from traditional touch patterns Overcoming these hurdles is crucial for successful CRM adoption.

Implementing a Customer Relationship Management (CRM) system often faces objections and disagreements among different functional departments during business reengineering To address these challenges effectively, personal intervention from top management is essential Furthermore, project teams not only need strong sponsorship from leadership but also require a project champion to advocate for ongoing change initiatives.

The quality of human resources is crucial for the successful implementation of Customer Relationship Management (CRM) systems A deficiency in skilled personnel can significantly impede CRM success, leading to the following hypothesis by the author.

H1 Lacks of skillful human resource is a barrier to Vietnam SMEs in successfully CRM implementation

Lacks of Customer Knowledge Management Ability

Retaining customers is more cost-effective than acquiring new ones, particularly in the evolving online market, where it costs approximately $6.80 to market to existing customers compared to $34 for new customer acquisition, according to the Boston Consulting Group Implementing effective Customer Relationship Management (CRM) practices allows firms to gain deeper insights into their most profitable customers, enhancing customer retention and loyalty through a robust knowledge management process.

Figure 2.5: CRM Knowledge Management process

As Fig 2.5 suggests, the knowledge management process can be further subdivided into three distinct micro-processes: (1) data collection, (2) intelligence generation, and (3) intelligence dissemination (Alavi & Leidner, 2001; Fahey et al.,

The data collection process involves a company's efforts to gather information about customers and markets, which can include recording interactions such as customer responses to marketing campaigns, utilizing secondary data sources like U.S Census information, and surveying customers regarding their satisfaction with the company.

According to Stefanou and Sarmaniotis (2003), CRM applications assist firms in recording customer data; however, the challenge for many SMEs in Vietnam lies in transforming this data into actionable customer knowledge, effectively handling customer complaints, and developing customer-focused decision-making policies.

H2 Lacks of Customer Knowledge Management ability is a barrier to Vietnam SMEs in successfully CRM implementation

Changing Business Culture and Cross-functional interaction

Chapter Brief

This chapter explored academic literature on Customer Relationship Management (CRM) and the key factors influencing its implementation in Vietnamese SMEs, highlighting the unique characteristics of entrepreneurship in Vietnam It presented relevant theories, research findings, and a conceptual framework Additionally, the chapter concluded with a proposed research model and hypotheses outlining the barriers that negatively impact CRM implementation in Vietnamese SMEs The subsequent chapter will detail the research methodology to ensure a scientific approach to the study.

METHODOLOGY

Research design

This chapter outlines the methodological approaches employed in the research, detailing the research design and rationale behind the selected choices It begins with an exploration of the research design, followed by a discussion of the research strategy Subsequently, it presents the research techniques, paradigm, questionnaire development, and data collection methods The chapter concludes with an overview of the analysis methods and ethical considerations involved in the research process.

A research design serves as a strategic blueprint for conducting a study, guiding researchers in addressing specific objectives and ensuring that evidence aligns with the initial research problems (Yin, 2009) This study adopts a deductive approach, leveraging existing theories on Customer Relationship Management (CRM) and its key antecedents to formulate hypotheses regarding the barriers to CRM implementation The research follows a systematic process, including hypothesis development, data collection and testing, and subsequent confirmation or rejection of these hypotheses The research questions are informed by prior theories and studies outlined in Chapter 2 of the theoretical background While extensive research has been conducted in the CRM field, much of the existing literature focuses on successful case studies; therefore, incorporating data on failures is essential for distinguishing between success and failure factors in CRM implementation (Bohling, 2006) The aim is not to create new theories but to adapt existing key antecedent theories into barrier factors applicable to the context of Vietnamese SMEs.

This research employs a mixed methods approach, integrating both qualitative and quantitative techniques The primary strategy for data collection is a survey, complemented by statistical tools for thorough data analysis Prior to the survey, in-depth discussions with SME owners are conducted to gain insights into various dimensions of the study.

This article explores the critical factors influencing the implementation of Customer Relationship Management (CRM) systems in Vietnamese SMEs It discusses the key antecedents necessary for successful CRM adoption and highlights the barriers faced by SME owners in Vietnam By gathering insights from these business leaders, the article aims to identify the challenges that hinder effective CRM implementation, providing a comprehensive overview of the current landscape for SMEs in Vietnam.

The research begins with qualitative methods, specifically group discussions, to identify the barriers hindering the successful implementation of Customer Relationship Management (CRM) among small and medium-sized enterprises (SMEs) in Vietnam This initial phase seeks to establish a comprehensive set of measurements for these common obstacles, providing valuable insights into the challenges faced by Vietnamese SMEs in adopting CRM systems.

The quantitative research involved gathering data from SME owners through a structured survey and questionnaire This process included verifying the credibility of the measurements and conducting statistical analyses to generate comprehensive reports The detailed steps are illustrated in Figure 3.1.

Figure 3.1 Research process (Source: the author)

Data sources and data collection

Data sources can be categorized into primary and secondary data collection Primary data provides specific and current information but can be expensive and difficult to access In contrast, secondary data consists of existing information gathered for different purposes, which may not directly address the current problem.

Primary data collection is the most effective method for investigating the barriers faced by Vietnamese SMEs in successfully implementing CRM This research employs qualitative methods, specifically focus group discussions, to gain deeper insights from industry experts and customers regarding the factors that hinder CRM implementation and how to measure them Utilizing a robust business network and insights from a business development seminar, six top managers and CRM managers from SMEs in Hanoi and Hai Phong have been engaged to participate in these discussions.

Data collection for quantitative analysis was carried out using a 21-question survey targeted at businesses with existing CRM functions or those planning to implement CRM Responses were measured on a 5-point scale, where 5 indicates strong agreement and 1 indicates strong disagreement.

Qualitative research

Qualitative research plays a crucial role in exploratory studies and the initial phases of the research process, as highlighted by Joseph Maxwell (1992) It aims to understand the underlying reasons, opinions, and motivations of participants, offering valuable insights into problems and aiding in the development of ideas or hypotheses for subsequent quantitative research Additionally, qualitative research is instrumental in uncovering trends in thought and opinion, allowing for a deeper exploration of the issues at hand.

Qualitative measurement begins with focus group discussions, where participants receive a list of open-ended questions and documentation outlining six key antecedents of CRM application This process allows them to brainstorm and identify the main barriers to CRM implementation within their businesses and the broader national context Following the collection of responses, an online conference is conducted for in-depth discussions, with the researcher documenting the results.

The survey results provide a quantitative analysis for this research, featuring 21 structured questions Each identified barrier to CRM application in Vietnam is accompanied by 3 to 5 sub-groups, prompting respondents to rate their agreement on a scale from 1 (strongly disagree) to 5 (strongly agree) The collected data is analyzed using fundamental statistical concepts, such as mean and standard deviation, to pinpoint the key factors within the sample.

In Vietnam, the implementation of Customer Relationship Management (CRM) in SMEs faces several barriers, which can be categorized into five main factors: a lack of skilled human resources, insufficient customer management knowledge, changes in business culture and cross-functional interactions, a lack of new processes and standardization, and security threats Initially, six key barriers were identified, including mid-management conflicts of interest, which many experts agreed should be merged with the challenges related to business culture and cross-functional interactions A consensus emerged regarding the definitions and determinants of these barriers, as illustrated in Table 3.1, highlighting the perceptions of the key obstacles to CRM implementation in Vietnamese SMEs.

Table 3.1 Key barrier factors and sub-dimensions to CRM implementation in

Barriers Sub-dimensions Details description

Digital marketing personnel that have ability to assisting in the formulation of strategies to build a lasting digital connection with consumers; planning

Resource and monitoring the ongoing company presence on social media; launching optimized online advertisements to increase company and brand awareness

A skilled Content Builder Copywriter excels in researching industry-related topics by integrating online sources, interviews, and studies They craft clear marketing copy to effectively promote a company's products and services, while also preparing well-structured drafts utilizing Content Management Systems.

Sales personnel possess the ability to secure sales through diverse customer engagement techniques, forecast sales trends, and develop innovative sales strategies They also assess customer skills and needs while fostering productive, long-lasting relationships.

Customer service personnel play a crucial role in attracting potential customers by effectively answering inquiries about products and services They maintain accurate customer records by updating account information and address product or service issues by clarifying complaints By identifying the root cause of problems, they select and explain optimal solutions, expedite necessary corrections or adjustments, and follow up to ensure complete resolution.

The CRM Team Leader possesses a comprehensive understanding of CRM systems and fosters an inspiring team environment characterized by open communication across sales, marketing, customer service, finance, and operations departments They establish clear, cross-functional team goals, delegate tasks effectively, and set deadlines for team members Additionally, they lead documentation processes and report directly to the Board of Directors.

Lacks of customer manage ment knowledg e

Ability to understanding and perform wide-range CRM system‘s features effectively and securely

The ability to collect and analyze data on consumers, competitors, and the marketplace is essential for creating actionable insights, reports, and presentations By understanding business objectives, one can design effective surveys and questions to uncover prospective customers' preferences This process involves compiling and analyzing statistical data to inform strategic decision-making.

Effectively handling customer complaints involves addressing issues positively and constructively, identifying the root cause of the problem, and selecting the most suitable solution It is essential to expedite any necessary corrections or adjustments and to follow up with customers to ensure their satisfaction.

Interpersonal communication and job assignment skills

Ability to communicate and job assignment clearly, effectively or even inspirationally with other team members through verbal and non-verbal messages, especially in the uncertainty business environment

Knowledge updating and setting up internal training programs skills

Ability to keeping up-to-date knowledge and information related to firm‘s operational and changing in market demand; setting up internal training goals, perform training programs and evaluating effectiveness

Changes CRM‘s staff involvement Staff involvement in the CRM implementation in business culture and cross- functiona l interactio n project

The ability to change (or be changed) to fit changed circumstance

Organizational inertia is the tendency of a mature organization to continue on its current trajectory

Resource rigidity relates to the motivation to respond, routine rigidity to the structure of that response

Lack of interest, concern or actively interaction with other team members or department throughout the CRM implementation process

Employee motivation is the level of energy, commitment, and creativity that a company's workers bring to their jobs

CRM supplier‘s instructions and training

Instructions and training activities that CRM supplier provided for both Management team and staffs who directly interaction with CRM system

An experiment is a systematic procedure designed to support, refute, or validate a hypothesis, offering valuable insights into cause-and-effect relationships by illustrating the outcomes of manipulating specific factors Additionally, new process experiments focus on developing optimal strategies to assist staff, departments, or firms in achieving their targets, ultimately resulting in refined process descriptions.

Business process standardization (BPS) is a systematic approach that involves defining, reporting, and ensuring compliance with established standards while promoting ongoing improvements The primary goal of BPS is to harmonize procedures across organizations that utilize varying practices for identical processes, thereby enhancing efficiency and consistency.

Threats of leaking confidential information and trade secrets to those outside of your organization, including competitors

Threats of losing top talent employees and his/her intelligence to other firms or competitors

Key-Person Dependency Risk arises when a department or company’s performance relies heavily on the availability of one or a few essential individuals This reliance can jeopardize the organization's stability and success, making it crucial to identify and mitigate such risks to ensure long-term sustainability.

Research measurements

*The observed variables will be measured by 5-point Likert scale, formed by: 1 -totally disagree, 2-disagree, 3-no opinion, 4-agree, 5-totally agree

*The classified variables such as: name and size or of company, position of the respondent, field of business, experiences…will be measured by nominal measurements, ordinal measurements…

The below table 3.2 shows the operationalized variables for the quantitative research:

1 Lacks of skillful Human Resource

1.1 Technical Digital Marketing Staff A1 ―1‖ =Totally Disagree

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2 Lacks of customer management knowledge

―5‖ Totally Agree 2.4 Interpersonal communication and job assignment skills

―5‖ Totally Agree 2.5 Knowledge updating and setting up internal training programs skills

3 Changes in business culture and cross- functional interaction

4 Lacks of new processes & standardization

4.1 CRM supplier‘s instructions and training

Quantitative research

This study focuses on Vietnamese SMEs that have implemented CRM systems The lack of reliable data on CRM implementation in Vietnam presents significant challenges for the research Due to the unavailability of population size, the quantitative survey results are not representative, leading to a greater reliance on qualitative insights The quantitative analysis is restricted to basic statistical methods for the sample and serves primarily as a supplement to validate the factors identified through in-depth group discussions.

In fact our survey by questionnaire to Vietnam SME‘s was done as following:

The survey conducted over two weeks, from December 15 to December 31, 2017, involved distributing 180 online questionnaires to small and medium-sized enterprises (SMEs) in Vietnam through multiple channels, including online forums, groups, emails, and personal networking By the end of the survey period, responses were collected.

32 answeredquestionnaires After qualifying check, a total of 25 answeredquestionnaires are acceptable for the research

The qualified answered-questionnaires are coded, then being input Excel Data will be processed by Excel for the basic descriptive statistics.

Validity and reliability

This research employs qualitative measures to enhance the reliability and validity of its findings through a specific strategy.

The first strategy employed in this research is triangulation, aimed at minimizing personal biases and addressing the limitations associated with single-investigator or single-theory studies, thereby enhancing the study's validity (Denzil, 1989) To achieve this, the author utilized multiple data sources, including focus group discussions and surveys distributed through various channels The respondents, representing diverse business sectors and CRM backgrounds, provided insights from different management levels These distinct data sources complemented each other, significantly strengthening the overall validity of the research findings.

The second strategy involves expert consensual validation, where independent analysts review the data to enhance the validity and reliability of the research findings To ensure accuracy, the author has shared the results with experienced business owners in customer relationship management (CRM) for their confirmation and insights.

Member check is another tactic used The author recycled the analysis back to the focus group members The conclusion is only given after getting the member‘s confirmation.

Ethical consideration

All information gathered from respondents was handled with the utmost confidentiality and not disclosed to any third parties The data collected remained unaltered, ensuring that it was presented as originally obtained Additionally, the literature reviewed for this study has been duly acknowledged in the reference list.

Chapter brief

This chapter outlines the research design and methodology employed in the study, which was conducted in two stages: initial research and official research The initial research utilized a qualitative approach, involving group discussions between the researcher and owners of Vietnamese SMEs.

Results of the qualitative research help to adjust the research model having

The research model identifies 21 observed variables to assess five key definitions: deficiencies in skilled human resources, inadequate customer management knowledge, shifts in business culture and cross-functional interactions, a lack of new processes and standardization, and security threats Utilizing a quantitative approach, the study conducted a survey through a questionnaire This chapter details the relevant aspects of the research, including data collection, measurement definitions, analytical techniques, and challenges faced during data analysis The results indicate that out of 180 distributed questionnaires, 32 responses were received, yielding a response rate of 17.7%, with 25 respondents meeting the qualification criteria.

RESULTS AND DISCUSSIONS

Sample description

A focus group of six top managers and CRM managers from SMEs in Hanoi and Hai Phong was convened to discuss the critical factors influencing CRM application and the main challenges businesses face in implementing CRM systems These participants represent companies with over [insert specific criteria, e.g., a certain number of employees or revenue] to ensure relevant insights.

5 years in various industries including Hotel service, retailing, manufacturing… and especially one participants from CRM solution provider

 When conducting survey, 25 surveys were collected The respondents‘ background is summarized in the following table:

Business Owner, Member of BOD, Middle Management, CRM

From VND1 billion to VND 100 billion

Number of employees From 3 to more than 300 employees

Results of focus group discussion

A recent survey revealed that 5 out of 6 participants reported facing challenges in implementing Customer Relationship Management (CRM) systems in their businesses In contrast, only one participant indicated that her business does not experience such difficulties, attributing this success to over five years of operation and the early integration of CRM from the outset.

However, she agreed that every business may face a number of difficulties when applying CRM, especially at the early stage

In a survey regarding the impact of human resources on Customer Relationship Management (CRM), participants were divided, with half believing human resources have a significant effect, while the other half viewed it as just one of many factors To further investigate this, the researcher included human resources as a variable in the survey Additionally, four out of six participants emphasized the need for established standards in business processes when implementing CRM Concerns about information security were prevalent among most participants when utilizing CRM systems.

At the top management level, most participants identified the understanding of management regarding Customer Relationship Management (CRM) and business culture as crucial factors influencing CRM effectiveness Conversely, the absence of these elements can create significant barriers for businesses.

Results of survey

Table 4.2 Results on thekey factors of barrier

Lacks of skillful Human Resources

Lacks of Customer Knowledge Management Ability

Changing Business Culture and Cross- functional interaction

Lacks of new processes and standards

(Source: Excel Data Analysis Tools) The observed variables will be measured by 5-point Likert scale, formed by:

1 -totally disagree, 2-disagree, 3-no opinion, 4-agree, 5-totally agree.Distance value

To calculate the mean, the formula used is (Maximum - Minimum)/n, which in this case is (5 - 1)/5 = 0.8 The mean levels are categorized as follows: a score between 1.00 and 1.80 indicates total disagreement, 1.81 to 2.60 signifies disagreement, 2.61 to 3.40 reflects no opinion, 3.41 to 4.20 denotes agreement, and scores from 4.21 to 5.00 represent total agreement Therefore, a mean score of 3.41 is the minimum acceptable level, while any score above 4.21 is considered total agreement.

The analysis indicates that the average scores for all key barriers to CRM exceed 3.41, leading to the acceptance of all hypotheses Notably, the respondents showed a strong agreement on two of the five identified barriers, as evidenced by mean values surpassing 4.

The study identifies key barriers to effective business operations, highlighting the need for improved customer knowledge management and enhanced cross-functional interactions Additional challenges include the absence of new processes and standards, a shortage of skilled human resources, and concerns regarding information security threats These factors collectively hinder organizational efficiency and adaptability.

Scale 3 in survey represents ―No opinion‖ while Scale 4 represents ―Agree‖

Among the factors, ―Lack of Customer Knowledge Management Ability‖ and

―Changing Business Culture and Cross-functional interaction‖ have higher mean value, indicating that businesses tend to find it more difficult to apply CRM successfully due to these 2 factors

Results on the sub-dimensions of each factor Table 4.3 Results on the sub-dimension of each factor

Dimensions Operationalize d variables Mean SD

1 Lacks of skillful Human Resource

2 Lacks of customer management knowledge

2.4 Interpersonal communication and job B4 3.72 1.10 assignment skills 2.5 Knowledge updating and setting up internal training programs skills

3 Changes in business culture and cross- functional interaction

4 Lacks of new processes & standardization

4.1 CRM supplier‘s instructions and training D1 3.64 1.32

(Source: Excel Data Analysis Tools)

A small standard deviation indicates that the values in a data set are closely clustered around the mean, while a large standard deviation signifies that the values are more spread out from the mean.

The analysis of the standard deviation for the collected samples reveals a low standard deviation of approximately 1, indicating that the responses are closely aligned with the mean value This suggests that the barriers identified in the mean effectively represent the perceptions of most respondents.

An analysis of the characteristics of a single barrier reveals consistent results, with no significant differences in the mean and standard deviation across each subgroup and the overall group The table below outlines the six sub-dimensions that SME owners identified as the most common barriers.

Table 4.4 6 sub-dimensions as most commonly barriers Mean

3 Knowledge updating and setting up internal training programs skills

Discussion on the results

From the discussion of the focus group, the following factors were identified as the barriers to CRM in Vietnam:

1 Lacks of skillful Human Resources

2 Lacks of Customer Knowledge Management Ability

3 Changing Business Culture and Cross-functional interaction

4 Lacks of new processes and standards

5 Information Security Threats Another factor that is controversial and not agree among the focus group is

The survey results serve as a valuable supplement to the factors identified during the focus group discussion As previously mentioned, all hypotheses were accepted, leading to the identification of barrier factors affecting CRM implementation in Vietnamese SMEs.

1 Changing Business Culture and Cross-functional interaction (Mean:

2 Lacks of Customer Knowledge Management Ability (Mean: 4.08)

3 Lacks of new processes and standards (Mean: 3.97)

4 Lacks of skillful Human Resources (Mean: 3.83)

5 Information Security Threats (Mean: 3.47) Following section will provide some insights about the details of each factor and compare the results of the study with prior studies to see the similarities and differences, and provide some discussion that (hopefully) explain why there is/are such differences

Barrier 1: Changing Business Culture and Cross-functional interaction Table 4.5: Detail sub-dimensions of Barrier 1-Changing Business Culture and

Cross-functional interaction Item Mea n rank Detail sub-dimensions

3 1 Changes in business culture and cross-functional interaction

The primary barrier for Vietnamese SMEs in implementing CRM systems is the need for changes in business culture and cross-functional collaboration This aligns with previous research indicating that the successful implementation of enterprise technologies, including CRM and ERP, necessitates a shift in organizational culture (Al-Mashari and Zairi, 2000).

―Enterprises must rethink and continue to try to create new business models‖ (Voelpel et al., 2004).With the characteristic of Vietnam SMEs which is cited in 2.5.1

Vietnamese SME owners often prioritize short-term net profit over long-term business growth, as noted by Swierczeks & Thai (2003) This focus presents significant challenges when transitioning to a growth-oriented approach that includes developing organizational culture and creating innovative business models.

Vietnam SMEs encounter several challenges in managing cultural change and enhancing cross-functional interaction, with five key sub-dimensions identified: Adaptation ability and Organization inertia both ranked at 4.28, Apathetic attitude at 4.16, Staff motivation at 3.96, and CRM staff involvement at 3.88 These factors highlight the necessity for both staff and managers to adapt to new circumstances, as well as the impact of organizational inertia, which reflects a mature organization's resistance to change Additionally, resource and routine rigidity hinder effective responses to change Furthermore, a lack of focus on raising employee motivation—encompassing energy, commitment, and creativity—has led to insufficient staff involvement, posing significant obstacles for SME owners and managers in Vietnam.

Barrier 2: Lacks of customer management knowledge Table 4.6: Detail sub-dimensions of Barrier 2-Lacks of customer management knowledge Item Mea n rank Detail sub-dimensions

2 2 Lacks of customer management knowledge

2.5 2 Knowledge updating and setting up internal training

Roman, 13 pt, Bold, No underline, Font color: Green programs skills

2.4 5 Interpersonal communication and job assignment skills

One significant barrier for SMEs in Vietnam regarding CRM implementation is the lack of customer management knowledge This aligns with previous research, which highlights that data collection involves a company's efforts to gather information about customers and markets This process can include documenting specific interactions, such as customer responses to marketing campaigns, as well as acquiring data from secondary sources.

Census data), or querying customers about their satisfaction with the firm‖ (Park &

Vietnamese SMEs face several challenges related to customer management knowledge, as highlighted by five key sub-dimensions: CRM system operation skills (4.4), knowledge updating and internal training program skills (4.28), complaints handling skills (4.04), customer information analysis skills (3.96), and interpersonal communication and job assignment skills (3.97) These obstacles include difficulties in effectively operating CRM systems, keeping up with market changes, and establishing internal training programs Additionally, managing customer complaints requires proper training to ensure positive resolution and customer satisfaction.

Barrier 3: Lacks of new processes and standards Table 4.7: Detail sub-dimensions of Barrier 3-Lacks of new processes and standards Item Mea n rank Detail sub-dimensions

4 3 Lacks of new processes and standards

4.1 3 CRM supplier‘s instructions and training D1 3.64 1.32

A significant barrier for Vietnamese SMEs in implementing CRM is the lack of new processes and standards This aligns with Zablah's (2004) findings, which highlight the necessity of clearly defining CRM processes and their related workflows Effective CRM requires comprehensive mapping and description of relevant processes, such as knowledge and interaction management, along with the assignment of responsibilities for process activities among individuals and teams However, many Vietnamese SMEs face challenges in this area due to limited resources and insufficient knowledge, making detailed process documentation difficult to achieve.

Vietnamese SMEs encounter significant challenges related to the lack of new processes and standards, with three key sub-dimensions identified: Standardizations for new processes (4.28), New processes experiment (4), and CRM supplier's instructions and training (3.64) These obstacles highlight the necessity for effective business process standardization (BPS), which encompasses setting, reporting, and adhering to standards while promoting continuous improvement Implementing CRM transforms traditional task execution, emphasizing the importance of establishing clear standards for enhanced operational efficiency.

BPS seeks to standardize procedures across organizations that employ various methods for identical processes, a challenging goal even for large SMEs In Vietnam, SMEs are recognized for their flexibility, yet there is a lack of understanding regarding the key factors that contribute to the success or failure of new process experiments This gap in practice and mindset hinders their ability to effectively implement innovative changes.

Barrier 4: Lacks of skillful Human Resources Table 4.8: Detail sub-dimensions of Barrier 4-Lacks of skillful Human

Resources Item Mea n rank Detail sub-dimensions

A significant barrier to CRM implementation for SMEs in Vietnam is the lack of skilled human resources This aligns with previous research indicating that successful CRM initiatives necessitate a clear vision, where every employee comprehends the objectives and transformations that CRM will introduce (Chen & Popovich).

2003) Setting up a brand new team from old member that fit with the new business models is challenged to most of Vietnam SMEs

There are 5 sub-dimensions for this factor sequenced by mean rank as follow: CRM Team leader/champion (4.36), Content Builder Copywriter (4),

The organization is facing a significant gap in its CRM leadership, specifically lacking a CRM Team Leader or Champion who possesses a comprehensive understanding of the CRM system This role is crucial for fostering an inspiring team environment and promoting open communication among sales, marketing, customer service, finance, and operations departments Additionally, the CRM leader should set clear, cross-functional goals, delegate tasks effectively, and oversee documentation processes while providing regular reports to the Board of Directors Furthermore, there is a notable deficiency in Human Resources, particularly in the area of Content Creation, where a skilled Copywriter is needed This individual should excel in researching industry-related topics, crafting clear marketing copy to enhance the promotion of the firm’s products and services, and preparing well-structured drafts using Content Management Systems.

Barrier 5: Information Security Threats Table 4.9: Detail sub-dimensions of Barrier 5-Information Security Threats Item Mea n rank Detail sub-dimensions

Information security threats represent a significant barrier for SMEs in Vietnam when implementing Customer Relationship Management (CRM) systems This aligns with Seify's (2006) assertion that a crucial strategy in CRM involves gathering ample customer information and managing it with care, highlighting the importance of data security in CRM practices.

There are 3 sub-dimensions for this factor sequenced by mean rank as follow: Business opportunities leaking (3.64), Firm ―Brain drain‖ effect (3.4) and

Key-person dependency poses significant threats to Vietnamese SMEs during CRM implementation This risk includes the potential leakage of confidential information and trade secrets to competitors, the loss of top talent and their insights to rival firms, and the overall performance of the company being heavily reliant on a few key individuals Consequently, if a department or company is dependent on one or a few key personnel, it increases their vulnerability to key-person dependency risk.

Chapter brief

This chapter summarizes the empirical data gathered through surveys and discusses the outcomes of both qualitative and quantitative research The qualitative research focuses on identifying the barriers and related sub-dimensions affecting CRM implementation in Vietnamese SMEs The next chapter will delve into the implications of these findings and offer suggestions for enhancing the CRM implementation process in Vietnam's small and medium-sized enterprises.

CONCLUSIONS, LIMITATIONS AND IMPLICATIONS

Conclusions

This study aims to identify and prioritize the barriers faced by small and medium-sized enterprises (SMEs) in Vietnam when implementing customer relationship management (CRM) systems It seeks to provide actionable suggestions to enhance CRM practices, ultimately improving the performance of Vietnamese SMEs and fostering long-term customer relationships The research addresses three key questions: What are the primary factors influencing the effectiveness of CRM implementation? What significant challenges do Vietnamese SMEs encounter during the CRM adoption process? What strategies can be employed to improve the CRM implementation process within these enterprises?

Depend on the theoretical background was stated in chapter 2, we are able to confirm the first question was answered clearly as listed in the table 5.1 below:

Table 5.1 CRM implementation key antecedents Item CRM implementation key antecedents

6 Motivation of Innovation The second question which key barriers Vietnam SMEs faced when implementing CRM was answered depend on the research result was stated in chapter 4

From statistical analysis in chapter 4, we have 5 key factors are considered as key barriers for CRM implementation of Vietnam SME as table 5.2 below

Table 5.2 Key barriers in CRM implementation for Vietnam SMEs Item Key barriers in CRM implementation for

1 Changing Business Culture and Cross functional interaction

2 Lacks of Customer Knowledge Management Ability

3 Lacks of new processes and standards 3.97

4 Lacks of skillful Human Resources 3.83

To enhance the CRM implementation process in Vietnamese SMEs, it is essential to focus on the implications derived from the research findings This involves identifying key strategies that can optimize CRM adoption, ensuring that businesses leverage technology effectively, and fostering a culture of customer-centricity By addressing these areas, SMEs can improve their CRM practices and drive better customer engagement and satisfaction.

5.2 5.2 Implications and suggestions for Vietnam SMEs

There are practical implications and theoretical implication for this research

From documentation in chapter 2 Theoretical Backgroud, there are considerable relationship between the key antecedents and barrier factors in CRM implementation

Following discussion will try to provide some key connection of CRM antecedents that impact each barriers when implenting CRM in Vietnam SME:

Barrier 1: Changing Business Culture and Cross functional interaction

This study identifies five key sub-dimensions of business culture: CRM staff involvement, adaptation ability, organizational inertia, apathetic attitude, and staff motivation According to Business Dictionary, business culture is defined as the model or style of operations within a company, which influences communication among staff and the way employees interact with clients and customers.

Formatted: Indent: Left: 0 cm, Hanging:

1.27 cm, No bullets or numbering

Relationship marketing emphasizes a customer-centric business culture, prioritizing the development of long-term relationships with customers at all organizational levels It involves a strong commitment from both staff and management to understand and address customer wants and needs, while also ensuring appropriate interactions, particularly when handling customer complaints.

 Knowledge Management: actively cross-functional (sale, marketing, customer service ) interaction to discuss, verifying, co-creation, sharing and application of customer knowledge

 Change Management: the business culture support positive changes, for instance: experiment processes, testing new ideal ;supporting the staffs that have difficulty in adaption with changes

 Human Resource Development: business culture supports training and learning activities of staff, for instance: internal training, cross-section training, on-job training, online learning, self-study activities

 Technological Resource: encourage utilizing technological resource in daily activities such as apply new features of CRM applications, using new cloud-base management tools

 Motivation of Innovation: business culture that encourage discussion, brainstorming, experiment, adjusment news ideal for innovation from all level and all departments

Barrier 2: Lacks of Customer Knowledge Management Ability

Knowledge management capability consists of four key factors: acquisition, transformation, application, and protection Knowledge is regarded as a vital and highly valued asset for organizations Furthermore, effective knowledge management significantly influences customer loyalty and satisfaction (Wang et al., 2010).

Relationship marketing involves identifying every touchpoint with customers and understanding their needs and wants at each stage By establishing effective processes to ensure customer satisfaction—even before the purchase—organizations can enhance their service This knowledge should then be shared throughout the organization to foster a customer-centric culture.

Change management is crucial for organizations undergoing transformation, as effective knowledge management facilitates information sharing across functions During the change process, particularly in experimental phases, businesses often encounter inertia, which is the tendency to maintain existing practices By leveraging knowledge management activities, organizations can provide insights that help all staff understand the necessity of change and the benefits it brings to them.

Human Resource Development plays a crucial role in enhancing customer knowledge, which offers valuable insights into customer needs and desires By sharing this knowledge through on-the-job training and various training programs, organizations can leverage updated customer information to significantly boost staff performance at every interaction point.

 Technological Resource: CRM application play a vital role in record, update and sharing customer related data in daily business activities

Many CRM applications offer robust statistical features and essential analytics for senior management Additionally, regular cross-functional discussions that incorporate customer-related information are crucial for engaging staff in effectively utilizing technological resources.

Effective Customer Knowledge Management can significantly enhance innovation by providing valuable insights into customer behavior and preferences Understanding who customers are, their purchasing motivations, and how they assess products and services is crucial It also helps identify ways to improve existing processes and refine the value proposition from the customer's perspective For SMEs with limited resources, it's essential to adopt a focused approach, as imitators often mitigate risks by starting with a minimum viable product or concept, allowing for a more strategic and effective innovation process.

Barrier 3: Lacks of new processes and standards

Customer relationship management (CRM) is a customer-centric business model that requires a continuous effort to redesign core processes from the customer's perspective and incorporate their feedback According to Business Dictionary, business process reengineering (BPR) aims to radically transform outdated practices to achieve significant improvements in cost, quality, service, and response time through effective use of information technology During the experimental phase, personnel must possess strong adaptability skills to navigate uncertainty, which can pose a significant challenge for Change Management.

Relationship marketing emphasizes the importance of employee adaptability due to the lack of documentation and training during process experimentation Each customer interaction at various touchpoints plays a crucial role in shaping the firm's image and assessing its value proposition For example, a positive advertisement can evoke nostalgic memories, while a friendly shopkeeper who remembers a customer's name enhances the shopping experience Additionally, effective customer service, demonstrated through sincere apologies and understanding, fosters stronger relationships and loyalty.

A strong customer-centric culture often drives employees to exceed expectations, highlighting the importance of fostering a caring environment over strict procedural guidelines.

Effective Knowledge Management is essential for successful process experimentation, as it requires employees to demonstrate strong adaptability Simultaneously, it is crucial to identify key factors and document the new processes based on insights gained from daily activities.

Human Resource Development thrives on knowledge gained from real business activities, making it the ideal foundation for training programs While theoretical understanding is beneficial, each firm possesses a distinct business model and market characteristics Therefore, practical examples drawn from daily operations are more applicable and effective in enhancing staff performance.

Limitations

The primary limitation of this research lies in the small sample size and the absence of a reliable database on CRM implementation in Vietnam Consequently, the findings are primarily qualitative, with quantitative statistics serving as supplementary data Additionally, the study relies on existing theories from global and Vietnamese research, highlighting the lack of a widely accepted theoretical framework and research model for customer relationship management in SMEs, which further constrains the study's scope.

This study is cross-sectional in nature A longitudinal study will help us to have more conclusive evidences about the barrier factors of CRM implementation in Vietnam SMEs

One significant limitation of this research is the language barrier, as the author utilizes English as a foreign language, which undoubtedly affects the overall quality of the thesis.

Recommendation for future research

This research focuses on the critical aspects of CRM implementation in Vietnamese SMEs, highlighting its practical significance while also identifying existing gaps for future exploration Future studies should investigate the tangible benefits of CRM implementation and conduct more in-depth case studies to enhance understanding and effectiveness in this area.

For the future research, larger sampling, probability type is recommended to generalize results to other contexts

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QUESTIONNAIRE

Tôi tên là: Phan Tùng

Tôi đang nghiên cứu đề tài khoa học về "Ứng dụng quản trị quan hệ khách hàng (CRM) trong doanh nghiệp thương mại vừa và nhỏ tại Việt Nam" Mục tiêu của nghiên cứu là đánh giá các yếu tố ảnh hưởng tích cực và tiêu cực đến hiệu quả ứng dụng CRM trong doanh nghiệp Từ đó, tôi sẽ đưa ra những gợi ý giúp doanh nghiệp tận dụng công nghệ để xây dựng mối quan hệ bền vững với khách hàng, giảm sự phụ thuộc vào quảng cáo và nâng cao hiệu quả kinh doanh.

Kính mong Ông/Bà trả lời các câu hỏi sau đây bằng cách điền dấu X vào ô lựa chọn phù hợp ý kiến của mình

Chúng tôi cam kết sử dụng thông tin thu thập được chỉ cho mục đích nghiên cứu đề tài, đảm bảo bảo mật và không tiết lộ cho bên thứ ba.

Xin chân thành cám ơn sự hợp tác của Ông/Bà

Phần 1 Thông tin doanh nghiệp:

 Sản xuất  Thương mại  Dịch vụ  Ngành nghề khác 1.4 Tổng số năm kinh nghiệm trong ngành của chủ doanh nghiệp:

1.5 Tổng số năm ứng dụng công nghệ trong Quản trị quan hệ khách hàng:

 Công ty vốn tư nhân  Công ty nhà nước hoặc cổ phần vốn nhà nước chi phối 1.8 Số người lao động:

Có hợp đồng chính thức: ………Người Bán thời gian/Cộng tác viên:

……….Người 1.9 Tổng doanh thu (VNĐ) trong năm 2017(ước tính) của doanh nghiệp:

 Dưới 1 tỷ  Từ 1 tỷ-5 tỷ  Từ 5 tỷ-10 tỷ

 Từ 10 tỷ-100 tỷ  Trên 100 tỷ

Phần 2 Nội dung chính: Ông/bà vui lòng đưa ra đánh giá rào cản ứng dụng Quản trị quan hệ khách hàng tại doanh nghiệp?

Số Chi tiết nhận định

A Thiếu nguồn lực nhân sự có kỹ năng

A.1 Thiếu nhân sự có kỹ năng về kỹ thuật digital marketing

A.2 Thiếu nhân sự có kỹ năng xây dựng nội dung

A.3 Thiếu nhân sự có kỹ năng chăm sóc khách hàng

A.4 Thiếu nhân sự có kỹ năng bán hàng/thuyết phục khách hàng A.5 Thiếu trưởng nhóm có năng lực triển khai đội ngũ

B Thiếu kiến thức và kỹ năng quản trị KH

B.1 Thiếu kỹ năng vận hành hệ thống CRM B.2 Thiếu kỹ năng phân tích thông tin khách hàng

B.3 Thiếu kỹ năng tổ chức xử lý các phản hồi tiêu cực từ khách hàng

B.4 Thiếu khả năng truyền đạt và giao việc trong môi trường thay đổi nhanh và tình trạng thiếu chắc chắn

B.5 Thiếu người liên tục cập nhật kiến thức mới và tiến hành đào tạo đội ngũ

C Thay đổi trong Văn hóa doanh nghiệp và tương tác xuyên chức năng

C.1 Khó khăn khi phổ biến, thúc đẩy nhân sự sử dụng ứng dụng CRM trong hoạt động hàng ngày

C.2 Nhân sự không muốn hoặc rất khó khăn khi sử dụng ứng dụng mới

C.3 Nhân sự chậm thích nghi với các thay đổi trong quy trình làm việc

C.4 Nhân sự có xu hướng không tích cực đưa ra ý kiến phản biện mang tính xây dựng

C.5 Nhân sự thấy mọi việc vẫn ổn và không có động lực để thay đổi

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