Application of customer relationship management in vietnamese trading SMEs

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - PHAN TÙNG APPLICATION OF CUSTOMER RELATIONSHIP MANAGEMENT IN VIETNAMESE TRADING SMES ỨNG DỤNG QUẢN TRỊ QUAN HỆ KHÁCH HÀNG TRONG DOANH NGHIỆP THƢƠNG MẠI VỪA VÀ NHỎ TẠI VIỆT NAM LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2018 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - PHAN TÙNG APPLICATION OF CUSTOMER RELATIONSHIP MANAGEMENT IN VIETNAMESE TRADING SMES ỨNG DỤNG QUẢN TRỊ QUAN HỆ KHÁCH HÀNG TRONG DOANH NGHIỆP THƢƠNG MẠI VỪA VÀ NHỎ TẠI VIỆT NAM Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƢỜI HƢỚNG DẪN KHOA HỌC: TS NGÔ VI DŨNG Hà Nội - 2018 STATEMENT The author confirms that the research outcome in the thesis is the result of author‘s independent work during study and research period and it is not yet published in other‘s research and article The other‘s research result and documentation (extraction, table, figure, formula,and other document) used in the thesis are cited properly and the permission (if required) is given The author is responsible in front of the Thesis Assessment Committee, Hanoi School of Business, and the laws for above-mentioned declaration Phan Tung ACKNOWLEDGEMENT First and foremost, I would like to express my sincere gratitude to my supervisor, PhDDr NGO VI DUNG, at the Hanoi School of Business and Management (HSB), Vietnam National University (VNU) for his detailed guidances and valued advices Without his guidance and persistent help this thesis would not have been completed I would like to express my great thank to all my colleagues and friends for their warmly support during my thesis My special thanks come to DNS management and staffs for all encourages and supports during the whole my MBA course Last but not least, I would like to express my deeply thank to my wife, my children, family members and friends They were the one that are always beside me and supporting me during all the process Phan Tung ABSTRACT This paper aimed to identify the key antecedentsof CRM application and barrier factors that Vietnam SMEs faced when implementing CRM and provide some suggestions to improving the stated process Based on qualitatitive research using focus group discussion method and quantitative survey analysis as supplementation, we found that there are key antecedents of CRM application as follow: (1) Relationship Marketing, (2) Knowledge Management, (3) Motivation of Innovation, (4) Technological Resources, (5) Human Resource Development, (6) Change Management; and key barrier factors that have negative impact to Vietnam SMEs‘ CRM implementation process as follow: (1) Changing Business Culture and Cross functional interaction, (2) Lacks of Customer Knowledge Management Ability, (3) Lacks of new processes and standards, (4) Lacks of skillful Human Resources and, (5) Information Security Threats Furthermore, the key antecedents of CRM implementation in Vietnam SMEs are Relationship Marketing, Knowledge Management, Change Management, Human Resource Development, Technological Resources and Motivation of Innovation Implications for top managements of Vietnam SMEs for improving CRM implementation and future research were also suggested TABLE OF CONTENTS ABBREVIATION iii LIST OF TABLE iiiiii LIST OF FIGURES iiiiiiiii Formatted: Font: No underline, Font color: Auto, Not Expanded by / Condensed by Formatted: Space Before: pt, Line spacing: 1.5 lines CHAPTER 1: INTRODUCTION 114 1.1 Rationale 114 1.2 Research Objectives 336 1.3 Subject and Scope of Research 336 1.4 Structure of the thesis 336 CHAPTER 2: THEORETICAL BACKGROUND .558 2.1 Definition of CRM and its conceptualization problems 558 Formatted: Space Before: pt, Line spacing: 1.5 lines 2.2 Benefits or objectives of business when implementing CRM 8811 2.3 Key factors for success and barriers of CRM application .101012 2.4 Key antecedents of CRM application 111114 2.5 Hypotheses development and research model .202023 2.5.1 Background of Vietnam SMEs 202023 2.5.2 Barriers of CRM implementation in Vietnam SMEs 212124 2.5.3 Research Model 262629 2.6 Chapter Brief 282831 CHAPTER 3: METHODOLOGY 292932 3.1 Research design .292932 Formatted: Space Before: pt, Line spacing: 1.5 lines 3.2 Data sources and data collection 313134 3.3 Qualitative research 313134 3.4 Research measurements 363639 3.5 Quantitative research .383841 3.6 Validity and reliability 393942 3.7 Ethical consideration 404043 3.8 Chapter brief 404043 CHAPTER 4: RESULTS AND DISCUSSIONS 414144 Formatted: Space Before: pt, Line spacing: 1.5 lines 4.1 Sample description 414144 4.2 Results of focus group discussion 414144 4.3 Results of survey 424245 4.4 Discussion on the results .454548 4.5 Chapter brief 525255 CHAPTER 5: CONCLUSIONS, LIMITATIONS AND IMPLICATIONS 535356 5.1 Conclusions 535356 Formatted: Space Before: pt, Line spacing: 1.5 lines 5.2 Implications and suggestions for Vietnam SMEs .545457 5.3 Limitations .606063 5.4 Recommendation for future research 616164 REFERENCES 626265 APPENDIX I: QUESTIONNAIRE 787074 Formatted: Space Before: pt, Line spacing: 1.5 lines ABBREVIATION CRM: Customer Relationship Management SMEs: Small and Medium Enterprises AI: artificial intelligence SFA: Sale force automation KMS: Knowledge Management System RM: Relationship Marketing ERP: Enterprise resource planning NPD: New product development BPS: Business process standardization 10 BPR: Business process reengineering Formatted: Indent: Left: 1.27 cm, No bullets or numbering i LIST OF TABLE Formatted: Line spacing: 1.5 lines Table 2.1: Benefit of successfully CRM implementation Table 2.2: Success factors for CRM implementation .10 Table 2.3: Barriers factors identified by previous studies 11 Table 2.4: Transactional marketing vs CRM approach (Piccoli et al., 2003) 131312 Formatted: Line spacing: 1.5 lines Table 3.1 Key barrier factors and sub-dimensions to CRM implementation in Vietnam SMEs .323231 Table 3.2: Operationalized variables .363635 Table 4.1: Respondent‘s background 414140 Table 4.2 Results on the key factors of barrier 424241 Table 4.3 Results on the sub-dimension of each factor 434342 Table 4.4 sub-dimensions as most commonly barriers 454544 Table 4.5: Detail sub-dimensions of Barrier 1-Changing Business Culture and Cross-functional interaction 464645 Table 4.6: Detail sub-dimensions of Barrier 2- Lacks of customer management knowledge 474746 Table 4.7: Detail sub-dimensions of Barrier 3-Lacks of new processes and standards 494948 Table 4.8: Detail sub-dimensions of Barrier 4-Lacks of skillful Human Resources 505049 Table 4.9: Detail sub-dimensions of Barrier 5-Information Security Threats 515150 Table 5.1 CRM implementation key antecedents 535352 Table 5.2 Key barriers in CRM implementation for Vietnam SMEs 545453 Formatted: Space After: pt, Line spacing: 1.5 lines ii LIST OF FIGURES Figure 2.1: Evolution of CRM (Haran, 2005) .8 Figure 2.2 Knowledge Management System (Fteimi and Lehner, 2014) 141413 Figure 2.3: Factors of Change (Pries & Stone, 2004) .181817 Figure 2.4: Transition Curve (Carnall, 1990) 191918 Figure 2.5: CRM Knowledge Management process 232322 Figure 2.6 Research model .272726 Figure 3.1 Research process 303029 iii Formatted: Line spacing: 1.5 lines Park, C -H., & Kim, Y -G (2003) ―A framework of dynamic CRM: Linking marketing with information strategy.‖Business Process Management Journal, 9(5), 652–671 Payne, A., & Frow, P (2006) ―Customer relationship management: from strategy to implementation.‖Journal of Marketing Management, 22, 135- 168 Peppard, J (2000) ―Customer relationship management (CRM) in financial service.‖European Management Journal, 18(3), 312-327 Peppers, D., Rogers, M., & Dorf, B (1999) ―Is your company ready for one-to-one marketing?‖Harvard Business Review, 77(1), 101–119 Piccoli, G., O‘Connor, P., Capaccioli, C., & Alvarez, R (2003) ―Customer relationship management: A driver for change in the structure of the U.S lodging industry.‖Cornell Hotel and Restaurant Administration Quarterly, 44, 61– 73 Plakoyiannaki, E., & Saren, M (2006) ―Time and the customer relationship management process: conceptual and methodological insights.‖Journal of Business & Industrial Marketing, 21(4), 218-230 Qiang Li, Maggitti, et al.(2013), "Top management attention to innovation: the role of search selection and intensity in new product introductions" Academy of Management Journal 2013, Vol 56, No 3, 893–916 Quan Anh Nguyen, Gillian Sullivan Mort & Clare D'Souza (2015): ―Vietnam in transition: SMEs and the necessitating environment for entrepreneurship development‖, Entrepreneurship & Regional Development: An International Journal Reichheld, F.F (1996a), ―The Loyalty Effect‖, Harvard Business School Press, Boston, MA Formatted: Indent: Left: cm, Hanging: 2.54 cm, Space After: 12 pt, Line spacing: single Ronnas, P and Rammaurthy, B (2000) ―Entrepreneurship in Vietnam: Transformation and Dynamism‖, Copenhagen: Nordic Institute of Asian Studies and Institute of Southeast Asian Studies, October 2000 Formatted: Space After: 12 pt, Line spacing: single Ryals, L Knox, S and Maklan, S (2000), ―Customer Relationship Management(CRM): Building the Business Case.‖FT Prentice Hall, London Seth, J N., & Parvatiyar, A (1995) ―The evolution of relationship marketing.‖International Business Review, 4(4), 412 Sin, L Y M., Tse, A C B., et al (2005) ―CRM: conceptualization and scale development.‖European Journal of Marketing, 39(11/12), 1264-1290 Siti Hajar Mohamad, Norfaridatul Akmaliah Othman, (2014), ISSN: 2231-7996 Vol No 67 Formatted: Indent: Left: cm, Hanging: 2.54 cm, Space After: 12 pt, Line spacing: single Smith, W K., & Tushman, M L 2005 ―Managing strategic contradictions: A top management model for managing innovation streams.‖Organization Science, 16: 522–536 Stanworth, M J K and Curran, J (1973) ―Management Motivation in the Smaller Business‖, Gower Publishing, Aldershot Stanworth, M J K and Gray, C (1991) Bolton ―20 Years On, Small Business 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Tôi tên là: Phan Tùng Hiện thực nghiên cứu đề tài khoa học có tên gọi ― Ứng dụng quản trị quan hệ khách hàng doanh nghiệp thương mại vừa nhỏ Việt Nam‖ với mục đích giúp đánh giá yếu tố ảnh hưởng tích cực tiêu cực hiệu ứng dụng CRM doanh nghiệp từ đưa gợi ý giúp doanh nghiệp tận dụng mạnh công nghệ để xây dựng mối quan hệ bền vững với khách hàng, giảm phụ thuộc vào quảng cáo, nâng cao hiệu kinh doanh Kính mong Ơng/Bà trả lời câu hỏi sau cách điền dấu X vào ô lựa chọn phù hợp ý kiến Những thơng tin thu cam kết sử dụng cho mục đích nghiên cứu đề tài, bảo mật khơng tiết lộ tới bên thứ ba Xin chân thành cám ơn hợp tác Ơng/Bà Phần Thơng tin doanh nghiệp: 1.1 Tên doanh nghiệp: 1.2 Năm thành lập: 1.3 Lĩnh vực ngành nghề:  Sản xuất  Thương mại  Dịch vụ  Ngành nghề khác 1.4 Tổng số năm kinh nghiệm ngành chủ doanh nghiệp: 1.5 Tổng số năm ứng dụng công nghệ Quản trị quan hệ khách hàng: 1.6 Loại hình doanh nghiệp  Công ty vốn tư nhân  Công ty nhà nước cổ phần vốn nhà nước chi phối 1.8 Số người lao động: 78 Có hợp đồng thức: …………………Người Bán thời gian/Cộng tác viên: …………….Người 1.9 Tổng doanh thu (VNĐ) năm 2017(ước tính) doanh nghiệp:  Dưới tỷ  Từ tỷ-5 tỷ  Từ tỷ-10 tỷ  Từ 10 tỷ-100 tỷ  Trên 100 tỷ Phần Nội dung chính: Ơng/bà vui lòng đưa đánh giá rào cản ứng dụng Quản trị quan hệ khách hàng doanh nghiệp? Số Chi tiết nhận định Hồn Khơn Khơn Đồng Hồn tồn g g có ý ý tồn khơn đồng kiến đồng g ý ý đồng ý A Thiếu nguồn lực nhân có kỹ A.1 Thiếu nhân có kỹ kỹ thuật digital marketing A.2 Thiếu nhân có kỹ xây dựng nội dung A.3 Thiếu nhân có kỹ chăm sóc khách hàng A.4 Thiếu nhân có kỹ bán hàng/thuyết phục khách hàng A.5 Thiếu trưởng nhóm có lực triển khai đội ngũ B Thiếu kiến thức kỹ quản trị KH 79 B.1 Thiếu kỹ vận hành hệ thống CRM B.2 Thiếu kỹ phân tích thông tin khách hàng B.3 Thiếu kỹ tổ chức xử lý phản hồi tiêu cực từ khách hàng B.4 Thiếu khả truyền đạt giao việc mơi trường thay đổi nhanh tình trạng thiếu chắn B.5 Thiếu người liên tục cập nhật kiến thức tiến hành đào tạo đội ngũ C Thay đổi Văn hóa doanh nghiệp tƣơng tác xuyên chức C.1 Khó khăn phổ biến, thúc đẩy nhân sử dụng ứng dụng CRM hoạt động hàng ngày C.2 Nhân khơng muốn khó khăn sử dụng ứng dụng C.3 Nhân chậm thích nghi với thay đổi quy trình làm việc C.4 Nhân có xu hướng khơng tích cực đưa ý kiến phản biện mang tính xây dựng C.5 Nhân thấy việc ổn khơng có động lực để thay đổi 80 Số Chi tiết nhận định D Thiếu quy trình tiêu chuẩn cho cơng việc D.1 Đội nhóm khơng nhận đào tạo hướng dẫn sử dụng đầy đủ từ phía nhà cung cấp ứng dụng Quản trị quan hệ khách hàng D.2 Việc xây dựng quy trình làm việc gặp nhiều khó khăn đặc thù kinh doanh D.3 Các tiêu chuẩn công việc không định nghĩa rõ ràng M Nguy bảo mật thơng tin M.1 Nguy rò rỉ thơng tin khách hàng hội kinh doanh M.2 Nguy "chảy máu chất xám" nhân M.3 Nguy nhân nghỉ việc gây ảnh hưởng hệ thống Hoàn tồn khơng đồng ý Khơn g đồng ý Khơn g có ý kiến Đồng ý Hồn tồn đồng ý Chúng biết ơn ông/bà nói rõ ý kiến khác, yêu cầu khác mà chưa thể câu hỏi vấn công tác ứng dụng Quản trị quan hệ khách hàng doanh nghiệp: ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… Nếu ông/bà quan tâm đến kết nghiên cứu, vui lòng để lại địa email ………………………………………………… Xin chân thành cám ơn hợp tác Ông/Bà 81 ... cross-functional process Customer relationship management (CRM) as the process of achieving and maintaining an ongoing relationship with customers across multiple customer touch points through differential... identify barriers in implementing customer relationship management in Vietnam SMEs by answering the following questions: What are the benefits or objectives of business when implementing CRM? What... competing effectively and winning this race through the implementation of relationship marketing principles using strategic and technology-based customer relationship management (CRM) applications.(Chen