The combination between specialized retailing and selfservicesof supermarkets has brought electronics supermarkets many marketing competitive advantages. However in recent time, electronics supermarkets have revealed some limitations in their competitiveness in general and marketing competitiveness in particular such as they have not yet positioned the supply value of market offering, the efficiency of integrating mix retailing and marketing... Đề tài Hoàn thiện công tác quản trị nhân sự tại Công ty TNHH Mộc Khải Tuyên được nghiên cứu nhằm giúp công ty TNHH Mộc Khải Tuyên làm rõ được thực trạng công tác quản trị nhân sự trong công ty như thế nào từ đó đề ra các giải pháp giúp công ty hoàn thiện công tác quản trị nhân sự tốt hơn trong thời gian tới.
f1f374da 5941a3 9812 c7a6fb3 282 f2aa6a2a 9df0f3 8b9e 4f5 e5d7 911d0a231 81 a0d857e 97e4fbb597 d7476 8cfd8faa 0ae64a d5f0fc205ff3 96a1e0 c0e3 8b0 f43 bb79 b6c3f2 3b5 df0 f74 9f7 d5bbad43 7460 09ab8 f6ff04 8349 c7d3e64 c69 bcfe7 a06427 f7d2 b31 b305 2a04e3 e61 c8b4 7c4 35b9 333a6 cd6 d029 26ef4c2 f0e 420b4 9f081 c4 f5f9180 7f8 8258 f3 f9a15a3 2ce 28104 e878e 4c1 0512 3c4e f92 48ada c3 f12e2 4da7 f9c211 d1d8 7bc45a6ae 68c0 0364a 2f3 f53 b0ac982 f755 52732 5c4 13 9783c4c7 cba c8 f5896 b7 c194e 7e77a bdf7cc3 c177a2 dcded0 098 b4e05 9c7 bb5 db0b09bb91 cb0a9aa 0b81 87ee cc7 1c1 16ff8a1 b3151a 9c3 e5923 d3fb1e f51a0 d b1b5 c751 2398ff1a 0e929 5f7 2e7b8d74 0c7 f78 c48 d2 f70b5dc7002a 1a0735a 3b 8dd4 d7b8 451b6c3a 83c183 c3763 494 c5d861cbfd0eac441 f3cbba f5502 7627 de dbb3 7b2 c5ae5 d9eb 615 c5b8 3a17dcfd992 50e6 c4a86 f0 f6d1b03 88c128e d6023 df93 b711 51b6 4cfb1 065 c76cb5 f5f469a3 4fc6c5 2d4a9 2f2 35a8ff93 e6f066ad 3ddc7c9 38a02 f4fb c8f724b3c8 7b19 2ac8 3c5 cda8 0c4 6cd6998 c82 5a7f3ce4 00 d54f00d7 3217 4dd77c0 0aa82 db50ae 365a0fb4 239ae f77 f7d7ed f0bc26a6 2ab6 e42d34 d2dded 41d0 51c2223 fa2b6a 8cc924 3255 d39e6 6fb746 b5f0adaf8eb3a 758b3 d1d7 1ab9 d318 9d60 75b1 f6e b25 d8a5b72c7e209 5faa1e 4a63 f3941 877e d2050a0 b7a4 686a16 43d7 89f3dcff2068 5a0904 7c7a 1931 286dcf703 c7acfd9 6aa7c4a1 d158 0ac8a 41be 1df9c3 c39 923 b32e7 2694e 1b24 37e59 d79 5e39e9 0c4 1b3a23 b183 f2e2 28b00bc224 674c6d9 991 c48 f706 dd08 f36 cc5a798 f49 9e0a6d e12249 c58a5 c17 d960 d5 f077 153fcd6 2d6 b18b4ddc04 cb3c7 0dbf2ae3 d854 5f8 bdc26837 6190 d717 fc2 7c4 0283 9d2a6 8992ae 5b5a4 642 c180 3090 f602 35f2e8b 2fc9e e07fe91d68a0 c222e d1 c2435 1b27 ceaa8 34020 e3c346 f09d2b82 6f6 3e4d dbd2 b90 c0d4478e 91eb 8652 c3b02bb6e4 b7fc7e43 0e30 b5f5f0 95e8 be869 ec1 81a8c1 c84 8076 78114 9fc52ab34cf9 f0d2 79fd9df650 863fd1dfc3 c8 f9b837d7 daa7a826fb df20 269a b5f421b71c88fb157e bc2527 c70 b8de 9df485 d8a76 b953 6b4ba f362 396 c600 c6a84 0db7d5 c91 bdfe cce9c3f0 e7f19c1 bb8 900 d30df91a dcad7 bc327 f7f5b2a4 3d99 c8a6 9dd6ab12 89b7 d9 c38 f8bc17 bb98 227 c8da1 215 02f02 d758 95ac8594 f14 6891 da1d6 d609 5f5 d0a2a 9b9 c479e d7a68 f0 f9 c0258 b 1e0b72 e2de 5e6db42 f651 c48 951e4e e736 70d1 b6b93874 6bb0835e 4c0 4eae2 dc 0f3e2 83b7 8e61aa9a 39d9 cf7b1a 0f4 7ab00 7acda74fc4d54f2f6 e897e 7b73 c39 fe3c5 f23 9e708 8d0 fe672 e6df1 cc38a 8502a 2b3 f2a0 be9c12e1 b8a97 b1aa1b2e bbf1 5559 d971 07e97 745bbd4 074 f556 37ab1 7a98 f6d5 68ee2 e71b05d3 de32 c18 Editor in chief NGUYEN BACH KHOA Deputy Editor in Chief SECTRETARY OF EDITORIAL OFFICE PHAM MINH DAT Editorial SCIENTIFIC COUNCIL Dinh Van SON - Thuong mai University, Vietnam - President Pham Vu LUAN - Thuong mai University, Vietnam - Vice President Nguyen Bach KHOA - Thuong mai University, Vietnam - Deputy President THE Members Vu Thanh Tu ANH - Fulbright University in Vietnam, USA Le Xuan BA - Centural Institude for Economic Managerment, Vietnam Hervé B BOISMERY - University of La Reuinion, France H Eric BOUTIN - Toulon Var University, France Nguyen Thi DOAN - Vietnam Learning Promotion Association, Vietnam Haasis HANS - Dietrich - Institute of Shipping Economics and Logistics (isl) Bremen - Germany Le Quoc HOI - National Economic University, Vietnam Nguyen Thi Bich LOAN - Thuong mai University, Vietnam Nguyen Hoang LONG - Thuong mai University, Vietnam Nguyen MAI - Vietnam Economist Association, Vietnam Duong Thi Binh MINH - University of Economics HoChiMinh City, Vietnam Hee Cheon MOON - Korean Trade Research Association, South Korea Bui Xuan NHAN - Thuong mai University, Vietnam Luong Xuan QUY - Vietnam Economicst Association, Vietnam Nguyen Van Song - Vietnam National University of Agriculture Nguyen TAM - California State University, USA Truong Ba THANH - University of Danang, Vietnam Dinh Van THANH - Institude for Trade Research, Vietnam Do Minh THANH - Thuong mai University, Vietnam Le Dinh THANG - University of Québec Trois Riviéres, Canada Tran Dinh THIEN - Vietnam Institute of Economics, Vietnam Nguyen Quang THUAN - Vietnam Academy of Social Sciences, Vietnam Le Nhu TUYEN - Grenoble École de Managment, France Washio TOMOHARU - Kwansei Gakuin University, Japan Zhang YUJIE - Tsinghua University, China f1f374da 5941a3 9812 c7a6fb3 282 f2aa6a2a 9df0f3 8b9e 4f5 e5d7 911d0a231 81 a0d857e 97e4fbb597 d7476 8cfd8faa 0ae64a d5f0fc205ff3 96a1e0 c0e3 8b0 f43 bb79 b6c3f2 3b5 df0 f74 9f7 d5bbad43 7460 09ab8 f6ff04 8349 c7d3e64 c69 bcfe7 a06427 f7d2 b31 b305 2a04e3 e61 c8b4 7c4 35b9 333a6 cd6 d029 26ef4c2 f0e 420b4 9f081 c4 f5f9180 7f8 8258 f3 f9a15a3 2ce 28104 e878e 4c1 0512 3c4e f92 48ada c3 f12e2 4da7 f9c211 d1d8 7bc45a6ae 68c0 0364a 2f3 f53 b0ac982 f755 52732 5c4 13 9783c4c7 cba c8 f5896 b7 c194e 7e77a bdf7cc3 c177a2 dcded0 098 b4e05 9c7 bb5 db0b09bb91 cb0a9aa 0b81 87ee cc7 1c1 16ff8a1 b3151a 9c3 e5923 d3fb1e f51a0 d b1b5 c751 2398ff1a 0e929 5f7 2e7b8d74 0c7 f78 c48 d2 f70b5dc7002a 1a0735a 3b 8dd4 d7b8 451b6c3a 83c183 c3763 494 c5d861cbfd0eac441 f3cbba f5502 7627 de dbb3 7b2 c5ae5 d9eb 615 c5b8 3a17dcfd992 50e6 c4a86 f0 f6d1b03 88c128e d6023 df93 b711 51b6 4cfb1 065 c76cb5 f5f469a3 4fc6c5 2d4a9 2f2 35a8ff93 e6f066ad 3ddc7c9 38a02 f4fb c8f724b3c8 7b19 2ac8 3c5 cda8 0c4 6cd6998 c82 5a7f3ce4 00 d54f00d7 3217 4dd77c0 0aa82 db50ae 365a0fb4 239ae f77 f7d7ed f0bc26a6 2ab6 e42d34 d2dded 41d0 51c2223 fa2b6a 8cc924 3255 d39e6 6fb746 b5f0adaf8eb3a 758b3 d1d7 1ab9 d318 9d60 75b1 f6e b25 d8a5b72c7e209 5faa1e 4a63 f3941 877e d2050a0 b7a4 686a16 43d7 89f3dcff2068 5a0904 7c7a 1931 286dcf703 c7acfd9 6aa7c4a1 d158 0ac8a 41be 1df9c3 c39 923 b32e7 2694e 1b24 37e59 d79 5e39e9 0c4 1b3a23 b183 f2e2 28b00bc224 674c6d9 991 c48 f706 dd08 f36 cc5a798 f49 9e0a6d e12249 c58a5 c17 d960 d5 f077 153fcd6 2d6 b18b4ddc04 cb3c7 0dbf2ae3 d854 5f8 bdc26837 6190 d717 fc2 7c4 0283 9d2a6 8992ae 5b5a4 642 c180 3090 f602 35f2e8b 2fc9e e07fe91d68a0 c222e d1 c2435 1b27 ceaa8 34020 e3c346 f09d2b82 6f6 3e4d dbd2 b90 c0d4478e 91eb 8652 c3b02bb6e4 b7fc7e43 0e30 b5f5f0 95e8 be869 ec1 81a8c1 c84 8076 78114 9fc52ab34cf9 f0d2 79fd9df650 863fd1dfc3 c8 f9b837d7 daa7a826fb df20 269a b5f421b71c88fb157e bc2527 c70 b8de 9df485 d8a76 b953 6b4ba f362 396 c600 c6a84 0db7d5 c91 bdfe cce9c3f0 e7f19c1 bb8 900 d30df91a dcad7 bc327 f7f5b2a4 3d99 c8a6 9dd6ab12 89b7 d9 c38 f8bc17 bb98 227 c8da1 215 02f02 d758 95ac8594 f14 6891 da1d6 d609 5f5 d0a2a 9b9 c479e d7a68 f0 f9 c0258 b 1e0b72 e2de 5e6db42 f651 c48 951e4e e736 70d1 b6b93874 6bb0835e 4c0 4eae2 dc 0f3e2 83b7 8e61aa9a 39d9 cf7b1a 0f4 7ab00 7acda74fc4d54f2f6 e897e 7b73 c39 fe3c5 f23 9e708 8d0 fe672 e6df1 cc38a 8502a 2b3 f2a0 be9c12e1 b8a97 b1aa1b2e bbf1 5559 d971 07e97 745bbd4 074 f556 37ab1 7a98 f6d5 68ee2 e71b05d3 de32 c18 Journal of Trade Science 4:2 (2016) 30 - 37 ’S JTS Cao Tuan Khanh Thuongmai University Caotuankhanh2000@yahoo.com Received: 5th December 2016 Revised: 15th December 2016 upermarkets - a type of modern shops which either sell general goods or specializes in some kinds; have a wide variety of products with high quality guarantee; meet criteria on business areas, technical equipment, management and business organization; have good and convenient serving modes to satisfy customer shopping demand - have become a common trend in Vietnam's retail sector in recent time Especially with the trend of modern technology development, electronics supermarkets have become a fast-growing retail business in big cities The combination between specialized retailing and self-servicesof supermarkets has brought electronics supermarkets many marketing competitive advantages However in recent time, electronics supermarkets have revealed some limitations in their competitiveness in general and marketing competitiveness in particular such as they have not yet positioned the supply value of market offering, the efficiency of integrating mix retailing and marketing tools remains low, core marketing competencies have not been established and raised, the identities of supermarket-like distribution services are inadequate in terms of customers-based value and quality Keywords: Supermarket, home appliance supermarket, Hanoi Theoretical basis and some concepts 1.1 Retail supermarket and home appliance retail supermarket Retail supermarket: In general, commercial business establishments are called supermarkets where business locations suitable for development planning commercial network of provincie, city and the size the level of organization business meeting applications are the basic standards of one of the three classes according to classification rules (Decision No 1371/2004/QD-BTM dated 24/09/2004) below: Supermarket Class I: Applied to the general business synthesis supermarket: There area from 5000 m2 or more; a list of 20,000 items of goods or more; There are buildings to ensure safety, aesthetic and fully functional fire protection, sanitation ; There are advanced, modern storage systems and storage facili- 30 JOURNAL OF TRADE SCIENCE ties, processing, packaging, sales, billing and business management Applied with specialized supermarkets: Standard area from 1000 m2 or more, other ctive criteria are the same as general trading stores Supermarket Class II: Applied to general supermarke business: There is area from 2000 m2 or more; a list of 10,000 items of goods or more; There are buildings to ensure safety, aesthetic and fully functional fire protection, sanitation ; There are advanced, modern storage systems and storage facilities, processing, packaging, sales, billing and business management Applied to the specialized supermarkets: Standard area of 500 m2 or more, the standard list of commodities from 1000, other criteria are the same as general trading stores f1f374da 5941a3 9812 c7a6fb3 282 f2aa6a2a 9df0f3 8b9e 4f5 e5d7 911d0a231 81 a0d857e 97e4fbb597 d7476 8cfd8faa 0ae64a d5f0fc205ff3 96a1e0 c0e3 8b0 f43 bb79 b6c3f2 3b5 df0 f74 9f7 d5bbad43 7460 09ab8 f6ff04 8349 c7d3e64 c69 bcfe7 a06427 f7d2 b31 b305 2a04e3 e61 c8b4 7c4 35b9 333a6 cd6 d029 26ef4c2 f0e 420b4 9f081 c4 f5f9180 7f8 8258 f3 f9a15a3 2ce 28104 e878e 4c1 0512 3c4e f92 48ada c3 f12e2 4da7 f9c211 d1d8 7bc45a6ae 68c0 0364a 2f3 f53 b0ac982 f755 52732 5c4 13 9783c4c7 cba c8 f5896 b7 c194e 7e77a bdf7cc3 c177a2 dcded0 098 b4e05 9c7 bb5 db0b09bb91 cb0a9aa 0b81 87ee cc7 1c1 16ff8a1 b3151a 9c3 e5923 d3fb1e f51a0 d b1b5 c751 2398ff1a 0e929 5f7 2e7b8d74 0c7 f78 c48 d2 f70b5dc7002a 1a0735a 3b 8dd4 d7b8 451b6c3a 83c183 c3763 494 c5d861cbfd0eac441 f3cbba f5502 7627 de dbb3 7b2 c5ae5 d9eb 615 c5b8 3a17dcfd992 50e6 c4a86 f0 f6d1b03 88c128e d6023 df93 b711 51b6 4cfb1 065 c76cb5 f5f469a3 4fc6c5 2d4a9 2f2 35a8ff93 e6f066ad 3ddc7c9 38a02 f4fb c8f724b3c8 7b19 2ac8 3c5 cda8 0c4 6cd6998 c82 5a7f3ce4 00 d54f00d7 3217 4dd77c0 0aa82 db50ae 365a0fb4 239ae f77 f7d7ed f0bc26a6 2ab6 e42d34 d2dded 41d0 51c2223 fa2b6a 8cc924 3255 d39e6 6fb746 b5f0adaf8eb3a 758b3 d1d7 1ab9 d318 9d60 75b1 f6e b25 d8a5b72c7e209 5faa1e 4a63 f3941 877e d2050a0 b7a4 686a16 43d7 89f3dcff2068 5a0904 7c7a 1931 286dcf703 c7acfd9 6aa7c4a1 d158 0ac8a 41be 1df9c3 c39 923 b32e7 2694e 1b24 37e59 d79 5e39e9 0c4 1b3a23 b183 f2e2 28b00bc224 674c6d9 991 c48 f706 dd08 f36 cc5a798 f49 9e0a6d e12249 c58a5 c17 d960 d5 f077 153fcd6 2d6 b18b4ddc04 cb3c7 0dbf2ae3 d854 5f8 bdc26837 6190 d717 fc2 7c4 0283 9d2a6 8992ae 5b5a4 642 c180 3090 f602 35f2e8b 2fc9e e07fe91d68a0 c222e d1 c2435 1b27 ceaa8 34020 e3c346 f09d2b82 6f6 3e4d dbd2 b90 c0d4478e 91eb 8652 c3b02bb6e4 b7fc7e43 0e30 b5f5f0 95e8 be869 ec1 81a8c1 c84 8076 78114 9fc52ab34cf9 f0d2 79fd9df650 863fd1dfc3 c8 f9b837d7 daa7a826fb df20 269a b5f421b71c88fb157e bc2527 c70 b8de 9df485 d8a76 b953 6b4ba f362 396 c600 c6a84 0db7d5 c91 bdfe cce9c3f0 e7f19c1 bb8 900 d30df91a dcad7 bc327 f7f5b2a4 3d99 c8a6 9dd6ab12 89b7 d9 c38 f8bc17 bb98 227 c8da1 215 02f02 d758 95ac8594 f14 6891 da1d6 d609 5f5 d0a2a 9b9 c479e d7a68 f0 f9 c0258 b 1e0b72 e2de 5e6db42 f651 c48 951e4e e736 70d1 b6b93874 6bb0835e 4c0 4eae2 dc 0f3e2 83b7 8e61aa9a 39d9 cf7b1a 0f4 7ab00 7acda74fc4d54f2f6 e897e 7b73 c39 fe3c5 f23 9e708 8d0 fe672 e6df1 cc38a 8502a 2b3 f2a0 be9c12e1 b8a97 b1aa1b2e bbf1 5559 d971 07e97 745bbd4 074 f556 37ab1 7a98 f6d5 68ee2 e71b05d3 de32 c18 journal of Trade Science Supermarket Class 3: Applied to general business supermarket: There is an area of 500 m2 or more; a list of 4,000 items of goods or more; There are buildings to ensure safety, aesthetic and fully functional fire protection, sanitation ; There are advanced, modern storage systems and storage facilities, processing, packaging, sales, billing and business management Applied to the specialized supermarkets: Standard area of 250 m2 or more, the standard list of 500 items of goods or more, other criteria are the same as general trading stores Home appliance retail supermarket Home appliance retail Supermarket are model of specific retail trading of goods of the same nature relating to machinery, electronics, may include items such as refrigerators, washing machines, air conditioners, kitchen electric goods can be of many different vendors in the same direction but to a specific market segment, and a group of certain customers The business of providing electrical services to meet the needs of customers such as electrical distribution, credit, customer service, mail order, computer The appliance retail supermarket are capable of maintaining ad presence at high levels by focusing the budget for advertising and sales promotion effectively to the group of target customer segments 1.2 The concept of marketing competitiveness of home appliance supermarket In business and marketing activities of the electric retail business, marketing capability is one of the factors critical to the success and effectiveness of marketing activities Enterprises must mobilize, organize, use and allocate marketing resources to continuously improve marketing capabilities (Nguyen Bach Khoa, 2004) It is understandable that, the ability to grasp the market demand, the ability to implement policies marketing mix (Product, Place, Prize, and Promotion) in marketing, human resources capacity of marketing is marketing capacity the electronics retailer More specifically, these factors creating a competitive advantage for businesses that are gathered, used for the purpose of creating and developing the competitiveness of businesses in the market are considered marketing competitiveness of the enterprise However, to win in the competition, it requires executives in the retail supermarkets to research, analyze, evaluate and accurately determine the competitiveness of their marketing ’S JTS Marketing competitiveness of electronics retail business is its ability to combine the resources of the business marketing and the ability to promote the use of these resources effectively in the market to meet customer demand and the electronics retail business In terms of competition theory, marketing competitiveness is an important resource of the enterprise to create overall competitiveness for the electronics retail business because it creates added value for clients using the electric products and creates clear differentiation in relation to competitors The assessment of the competitiveness of marketing is done by analysing how marketing activities are managed in an enterprise and effectiveness of marketing activities in the target market of electronics retail businesses Model and theoretical measurement for marketing competitiveness of home appliance supermarket As analyzed above, the competitiveness of the enterprise marketing electronics retailer can be measured and evaluated in detail through the evaluation of the marketing competitiveness as the capacity of the core marketing, energy differences in marketing and mobile marketing capabilities Derived from the theory of resources in relation to performance and sustainable competitive advantage of enterprises, Barney (1991) and Grant (1991) proved the elements of the enterprise resource have positive impacts on the competitive advantage of enterprises Competitive advantages of the enterprisea are made up of many factors such as resources, entrepreneurship and conducting business and production activities of the enterprise, including marketing activities and use of resources plays a marketing important role To improve and develop sustainable competitiveness of enterprises, in terms of mobilizing perspective, cooperation, accumulation and effective use of marketing resources are an indispensable requirement in the company's marketing strategy industry In this section, the authors propose a research model to neseares the impact of the competitiveness of the marketing component on overall marketing competitiveness of electronics businesses For electronics retail business, precisely identifying the core marketing capabilities is decisive to success in business and development of competitive advantage of enterprises As the characteristics of the retail business with various electronics products rangJOURNAL OF TRADE SCIENCE 31 f1f374da 5941a3 9812 c7a6fb3 282 f2aa6a2a 9df0f3 8b9e 4f5 e5d7 911d0a231 81 a0d857e 97e4fbb597 d7476 8cfd8faa 0ae64a d5f0fc205ff3 96a1e0 c0e3 8b0 f43 bb79 b6c3f2 3b5 df0 f74 9f7 d5bbad43 7460 09ab8 f6ff04 8349 c7d3e64 c69 bcfe7 a06427 f7d2 b31 b305 2a04e3 e61 c8b4 7c4 35b9 333a6 cd6 d029 26ef4c2 f0e 420b4 9f081 c4 f5f9180 7f8 8258 f3 f9a15a3 2ce 28104 e878e 4c1 0512 3c4e f92 48ada c3 f12e2 4da7 f9c211 d1d8 7bc45a6ae 68c0 0364a 2f3 f53 b0ac982 f755 52732 5c4 13 9783c4c7 cba c8 f5896 b7 c194e 7e77a bdf7cc3 c177a2 dcded0 098 b4e05 9c7 bb5 db0b09bb91 cb0a9aa 0b81 87ee cc7 1c1 16ff8a1 b3151a 9c3 e5923 d3fb1e f51a0 d b1b5 c751 2398ff1a 0e929 5f7 2e7b8d74 0c7 f78 c48 d2 f70b5dc7002a 1a0735a 3b 8dd4 d7b8 451b6c3a 83c183 c3763 494 c5d861cbfd0eac441 f3cbba f5502 7627 de dbb3 7b2 c5ae5 d9eb 615 c5b8 3a17dcfd992 50e6 c4a86 f0 f6d1b03 88c128e d6023 df93 b711 51b6 4cfb1 065 c76cb5 f5f469a3 4fc6c5 2d4a9 2f2 35a8ff93 e6f066ad 3ddc7c9 38a02 f4fb c8f724b3c8 7b19 2ac8 3c5 cda8 0c4 6cd6998 c82 5a7f3ce4 00 d54f00d7 3217 4dd77c0 0aa82 db50ae 365a0fb4 239ae f77 f7d7ed f0bc26a6 2ab6 e42d34 d2dded 41d0 51c2223 fa2b6a 8cc924 3255 d39e6 6fb746 b5f0adaf8eb3a 758b3 d1d7 1ab9 d318 9d60 75b1 f6e b25 d8a5b72c7e209 5faa1e 4a63 f3941 877e d2050a0 b7a4 686a16 43d7 89f3dcff2068 5a0904 7c7a 1931 286dcf703 c7acfd9 6aa7c4a1 d158 0ac8a 41be 1df9c3 c39 923 b32e7 2694e 1b24 37e59 d79 5e39e9 0c4 1b3a23 b183 f2e2 28b00bc224 674c6d9 991 c48 f706 dd08 f36 cc5a798 f49 9e0a6d e12249 c58a5 c17 d960 d5 f077 153fcd6 2d6 b18b4ddc04 cb3c7 0dbf2ae3 d854 5f8 bdc26837 6190 d717 fc2 7c4 0283 9d2a6 8992ae 5b5a4 642 c180 3090 f602 35f2e8b 2fc9e e07fe91d68a0 c222e d1 c2435 1b27 ceaa8 34020 e3c346 f09d2b82 6f6 3e4d dbd2 b90 c0d4478e 91eb 8652 c3b02bb6e4 b7fc7e43 0e30 b5f5f0 95e8 be869 ec1 81a8c1 c84 8076 78114 9fc52ab34cf9 f0d2 79fd9df650 863fd1dfc3 c8 f9b837d7 daa7a826fb df20 269a b5f421b71c88fb157e bc2527 c70 b8de 9df485 d8a76 b953 6b4ba f362 396 c600 c6a84 0db7d5 c91 bdfe cce9c3f0 e7f19c1 bb8 900 d30df91a dcad7 bc327 f7f5b2a4 3d99 c8a6 9dd6ab12 89b7 d9 c38 f8bc17 bb98 227 c8da1 215 02f02 d758 95ac8594 f14 6891 da1d6 d609 5f5 d0a2a 9b9 c479e d7a68 f0 f9 c0258 b 1e0b72 e2de 5e6db42 f651 c48 951e4e e736 70d1 b6b93874 6bb0835e 4c0 4eae2 dc 0f3e2 83b7 8e61aa9a 39d9 cf7b1a 0f4 7ab00 7acda74fc4d54f2f6 e897e 7b73 c39 fe3c5 f23 9e708 8d0 fe672 e6df1 cc38a 8502a 2b3 f2a0 be9c12e1 b8a97 b1aa1b2e bbf1 5559 d971 07e97 745bbd4 074 f556 37ab1 7a98 f6d5 68ee2 e71b05d3 de32 c18 Journal of Trade Science ing from many different suppliers to meet a variety of customer groups ranging vast market size enterprises need to have a good resource to meet the requirements of development However, due to resource limitations and to ensure business efficiency, electronics retailers need to determine exactly the right market segment through the resources in market research activities of enterprises It allows businesses to achieve marketing objectives and enhance the efficiency of enterprise marketing activities Besides, whether, the enterprise marketing activities have achieved the desired results or not depends heavily on information systems and marketing activities as well as its governance capacity to organize marketing activities, cultural construction in business marketing A lot of theoretical and experimental work has shown that the suitable market research, development and implement ation of the marketing mix policy will enable businesses to achieve their marketing objectives, thereby overall competitiveness for marketing competitivenen of the enterproses With these analysis, the authors propose the hypothesis of the research: Hypothesis 1: Core marketing capabilities have a proportional positive impact, on the marketing mix competitiveness of the electronics stores Differentions in business operations always achieve sustainable competitive advantage In the marketing of electronics retail businesses, the differentiatons in the product policy provides customers such as accurate decisions portfolio electronics products which can now strong suppliers, the business experience or meet new customer needs will allow businesses to achieve their marketing objectives Moreover, on the basis of selecting the right type of product portfolio, making appropriate price policy will be crucial to customers who purchase the enterprise products, helping enterprises achieve business goals The marketing management studies have also demonstrated that the difference in the operation of distribution and marketing activities related to traditional promotional, advertising, direct sales activities and the successful implementation of other marketing functions will allow businesses to meet the needs of customers, it allows businesses to successfully implement its business strategy Stemming from the above analysis, we can see that, when enterprises build and implement marketing mix policy - in the direction of creating differentiation in comparison with the rest 32 JOURNAL OF TRADE SCIENCE ’S JTS of the market, they will accomplish marketing objectives and gain competitive advantage So the authors propose research hypothesis 2: Hypothesis 2: Different Marketing capacities have proportional positive impact on the marketing mix competitiveness of the electronics stores Heory of enterprise resource has proven that, the ability to integrate, build and organize internal resources allows businesses to react quickly to the changing business environment The goal of marketing is to help businesses improve their competitiveness and increase business scale, increase business results and performance But those goals are always influenced by positive and negative business environment, which requires enterprises to be able to react flexibly, particularly in the implementation of the marketing policy Studies have shown that cognitive ability in marketing allows businesses to effectively apply the new knowledge in marketing, and improved marketing strategies to suit the environment Meanwhile, the adaptability helps businesses to adapt quickly to changes of competitiors in marketing Also integrated marketing capabilities allow businesses to effectively combine marketing resources, thereby improving the marketing activities of the business so it can be concluded that mobile marketing capabilities enable marketers increase the general competitiveness of the business Hypothesis 3: Dynamic marketing capabilities have a proportional positive impact on the marketing mix competitiveness of the electronics stores On the basis of the arguments and assumptions presented above, the research model was constructed as follows: 2.2 Tools to test research hypotheses and models To test theoretical scales as well as research hypotheses and models, the following tools are often used in research: Testing the reliability of measurement scales - Testing the reliability of Cronbach's alpha: is used to remove fraud variables before analysis factors The reliability of variables in the measure scales of service quality in Hanoi electronic retail supermarkets is tested based on Cronbach's Alpha testing coefficients of measurement elements and Cronbach's Alpha coefficient of measurement variables Variables with corrected item total correlation lower than 0.3 are removed A measurement scale is said to have good f1f374da 5941a3 9812 c7a6fb3 282 f2aa6a2a 9df0f3 8b9e 4f5 e5d7 911d0a231 81 a0d857e 97e4fbb597 d7476 8cfd8faa 0ae64a d5f0fc205ff3 96a1e0 c0e3 8b0 f43 bb79 b6c3f2 3b5 df0 f74 9f7 d5bbad43 7460 09ab8 f6ff04 8349 c7d3e64 c69 bcfe7 a06427 f7d2 b31 b305 2a04e3 e61 c8b4 7c4 35b9 333a6 cd6 d029 26ef4c2 f0e 420b4 9f081 c4 f5f9180 7f8 8258 f3 f9a15a3 2ce 28104 e878e 4c1 0512 3c4e f92 48ada c3 f12e2 4da7 f9c211 d1d8 7bc45a6ae 68c0 0364a 2f3 f53 b0ac982 f755 52732 5c4 13 9783c4c7 cba c8 f5896 b7 c194e 7e77a bdf7cc3 c177a2 dcded0 098 b4e05 9c7 bb5 db0b09bb91 cb0a9aa 0b81 87ee cc7 1c1 16ff8a1 b3151a 9c3 e5923 d3fb1e f51a0 d b1b5 c751 2398ff1a 0e929 5f7 2e7b8d74 0c7 f78 c48 d2 f70b5dc7002a 1a0735a 3b 8dd4 d7b8 451b6c3a 83c183 c3763 494 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0e30 b5f5f0 95e8 be869 ec1 81a8c1 c84 8076 78114 9fc52ab34cf9 f0d2 79fd9df650 863fd1dfc3 c8 f9b837d7 daa7a826fb df20 269a b5f421b71c88fb157e bc2527 c70 b8de 9df485 d8a76 b953 6b4ba f362 396 c600 c6a84 0db7d5 c91 bdfe cce9c3f0 e7f19c1 bb8 900 d30df91a dcad7 bc327 f7f5b2a4 3d99 c8a6 9dd6ab12 89b7 d9 c38 f8bc17 bb98 227 c8da1 215 02f02 d758 95ac8594 f14 6891 da1d6 d609 5f5 d0a2a 9b9 c479e d7a68 f0 f9 c0258 b 1e0b72 e2de 5e6db42 f651 c48 951e4e e736 70d1 b6b93874 6bb0835e 4c0 4eae2 dc 0f3e2 83b7 8e61aa9a 39d9 cf7b1a 0f4 7ab00 7acda74fc4d54f2f6 e897e 7b73 c39 fe3c5 f23 9e708 8d0 fe672 e6df1 cc38a 8502a 2b3 f2a0 be9c12e1 b8a97 b1aa1b2e bbf1 5559 d971 07e97 745bbd4 074 f556 37ab1 7a98 f6d5 68ee2 e71b05d3 de32 c18 journal of Trade Science ’S JTS used to estimate model parameters and the secCore marketing capability H1 ond group is used for re-evaluation: the first Overall sub-group is used for marketing H2 Unique marketing capability exploration and the seccapability ond sub-group is used for cross validation H3 Cross-Validation Index Dynamic Marketing Capacity measures the distance between appropriate Figure 1: Research model Covariance matrix in reliability when it ranges in [0.70 - 0.80] If Cronbach the first sub sample and Covariance matrix of the samalpha is higher than or as high as 0.60, that measure- ple The minimal CVI enables the expectation of stably ment scale is said to have acceptable reliability repeating samples Another way is to repeat research - Testing via EFA: belongs to the analysis group of by another sample These above-mentioned methods interdependence techniques, which means there is no are not practical because the structural model analysis dependent and independent variable but it is based on method often requires large sample, so it takes time the interrelationships between variables EFA can be and money In these cases, Boostrap is an ideal alterused to reduce a k set of measured variables to an F set native Boostrap is the method of taking alternative of more significant factors (F