(Luận văn thạc sĩ) LOTTE mart NSG the importance of customer loyalty improvement in sale performance

UNIVERSITY OF ECONOMICS HOCHIMINH CITY International School of Business LE VU BINH LOTTEMART NAM SAI GON-THE IMPORTANCE OF CUSTOMER LOYALTY IMPROVEMENT IN SALE PERFORMANCE MASTER OF BUSINESS AMINISTRATION SUPERVISOR: Assoc Prof Dr TRAN HA MINH QUAN Ho Chi Minh – Year 2020 Table of contents Chapter 1: Company background 1.1 LOTTE GROUP _ 1.2 LOTTE Mart Viet Nam 1.3 LOTTE MART NAM SAI GON (NSG) _ Chapter 2: Symptom: Sales of membership declined 9% comparing last year 10 2.2 Rivals 13 2.3 Retail Market Trend: 14 Chapter 3: Problems Identification 18 3.1 Potential problem: 18 3.1.1 Products (assortment) does not adapt to membership’s needs _ 18 3.1.2 Customer Loyalty’s benefits is unattractive _ 19 3.1.3 Lack of shopping experience _ 21 3.1.4 Bad attitude of staffs 22 3.2 Validating problems 24 3.2.1 Manager’s & staff’s perspectives: 26 3.2.2 Customer’s perspectives 26 Chapter Cause Validation 27 4.1 Potential causes _ 27 4.1.1 Bad services of store staffs _ 27 4.1.2 Low competitiveness of member benefits 28 4.1.3 Unreasonable price _ 30 4.2 Validate cause _ 33 Chapter Alternative solution 35 5.1 Solution Invite expert to train CRM skills for marketing staffs 35 5.2 Solution 2: Personalized promotion to loyalty membership 37 5.3 Solution 3: Apply 80/20 rule to increase volume of top membership group occupied highest (only focus on Lead group & Loyal group as mentioned above) 39 Chapter 6: Action Plan 41 Chapter Supporting information 42 Table of Figures Figure 1: Profit & Lost performance………………………………………………………7 Figure 2: Vietnam retail Sales…………………………………………………………….10 Figure 3: Evolution of modern trade chains by chanels……………………………….12 Figure 4: Retailer analysis-AC Nielsen………………………………………………….13 Figure 5: Customers landscape………………………………………………………….15 Figure 6: Loyalty performance analysis…………………………………………………16 Figure 7: Loyalty Analysis by nationality……………………………………………… 16 Figure 8: Loyalty analysis by generation……………………………………………… 17 Figure 9: Category sale yearly report ………………………………………………… 19 Figure 10: Retail customer Analysis by AC Nielsen……………………………………20 Figure 11: Retailer imagery Analysis by AC Nielsen………………………………… 22 Figure 12: LOTTE Mart Camera AI Analysis……………………………………………23 Figure 13: LOTTE MART CRM report 2nd half 2019………………………………… 28 Figure 14: Rivals analysis by author…………………………………………………… 29 Figure 15: Loyalty survey by Nielsen ……………………………………………………30 Figure 16: AC Nielsen retailer pricing analysis…………………………………………31 Figure 17: Derived important ranking by Nielsen………………………………………32 Figure 18: Cost benefit by author’s synthesis ……………………………………….36 Figure 19: Loyalty group segmented…………………………………………………….37 Figure 20: Cost benefit by author’s synthesis……………………………………… 38 Figure 21: Loyalty focusing ………………………………………………………………39 Figure 22: Cost benefit by author’s synthesis……………………………………… 40 Figure 23: KPIs estimation with solutions campaign………………………………… 41 Table of Diagram Diagram 1: LOTTE Group Core Values………………………………………………….5 Diagram 2: LOTTE Mart VN Catch Phrase 2020……………………………………….6 Diagram 3: LOTTE Mart Viet Nam Organization Chart……………………………… Diagram 4: LOTTE Mart Nam Sai Gon Organization Chart ………………………… Diagram 5: Initial Causes & Effect Map…………………………………………………24 Diagram 6: Final Causes & Effect Map………………………………………………….34 Executive Summary Vietnam has been experiencing phenomenal rates of growth in its retailing industry and considered as fastest growing in ASIA One of ways to prevail in retail industry is salvaging loyalty program as effectively competitive strategy in order to attract, engage, grow, retain and nurture customers in increasing sales & profit performance However, in LOTTE Mart Nam Sai Gon, after analyzing annual report and relevant others, the store is facing imperative problems that sales of customer loyalty went down 9% comparing 2018 Utilizing different literature, together with customer surveys, in-Dept employee’s interviews, the author identified main problems to impact shopping decision of membership Findings indicated that potential problems listed as Products (assortment) does not adapt to membership’s needs, customer Loyalty’s benefits is unattractive, lack of shopping experience, bad attitude of staffs The author recognize main cause of problems is low competitiveness of member benefits And designing solution that the company should acquire and serve core customers in various segments, concentrate on increase revenue of top sales membership group with privilege benefits In summary, the thesis show main problems, main cause and how to make most reasonable solutions based on literature reviews and experience as well LOTTE Mart NAM SAI GON-THE IMPORTANCE OF CUSTOMER LOYALTY IMPROVEMENT IN SALE PERFORMANCE Chapter 1: Company background 1.1 LOTTE GROUP LOTTE Corporation is multinational Top Five largest group of South Korea, LOTTE start business from June 28, 1948, established by Mr Shin Kyuk-ho Korean businessman in Tokyo LOTTE expanded its business in the whole country, South Korea by the establishing confectionery company in Seoul on Dec 18, 1959 LOTTE developed strongly to become South Korea’s biggest business group at fifth position LOTTE Group include more than 90 business subsidiaries that hiring over 60,000 staffs appealed in such diversified field as confect manufacturing, financial services alcohol, resorts, health and beauty, retail, personal care, industry chemicals, electric, Information Technology, construction, publish, and entertainment LOTTE owns additional businesses India, Indonesia, Vietnam, India, America, in Taiwan, Philippine, Great Britain, China, Russia, Philippines, Uzbekistan and Poland History: • 50 years to develop LOTTE Confectionery to be a global business • 1960: Modernization of food industry • 1970: Develop of food industry and reinforce diversification of business • 1980: Entry to the 10 Korean businesses • 1990: Provision of foundation for global management • 2000: Focus on the main capability to be a multi-national business • 2010: Vision, the powerful development for multi-national business to leading company Mission: “We enrich people’s lives by providing superior products and services that our customer love & trust” Vision: Creator of Lifetime Value to develop strong growth over the upcoming 60 years, LOTTE has selected to concentrate on concrete growth and notice a clear vision “Lifetime Value Creator” means our resolution to create LOTTE a brand that deliver our clients with the so real value into their lives Core Values: The core value that all LOTTE employee must wish toward so that LOTTE could finish practical mission and vision, those are Respect, Originality, Challenge LOTTE’s Corporate Culture: Find ways to generate bigger value by all your employees sharing their hearts and thoughts LOTTE is generate a unique valuecreating culture that enhances social value through mutually beneficial relationships between the various stakeholders of the company, as we ensure employee well-being by how to respect everyone's different lifestyles and build business value through innovation and consolidation of ideas Diagram 1: LOTTE Group Core Values 1.2 LOTTE Mart Viet Nam Being subsidiary of LOTTE group has been in Viet Nam for more 10 years Specializing in selling consumer goods, groceries, fashion, electronics & so on We have 14 stores in the whole Viet Nam, located in big provinces such as Ho Chi Minh, Ha Noi, Can Tho, Da Nang, Vung Tau, Nha Trang, Phan Thiet, Diagram 2: LOTTE Mart VN Catch Phrase 2020 With the strategic vision to 2023, LOTTE Mart Viet Nam aims to become ”Viet Nam No.1 innovative Retail company” & “Viet Nam No online Fresh Grocery Mall” on Speed L online channel The Catch Phrase of 2020 “Think Fresher, Do better” target encourage and motivate all employees to keep the creative and innovative mindsets at works, always putting efforts to make the works better improve A always – fresh mindset will lead to better work performance and environment, upscaling in product quality, better service, and accordingly provide customer fresher and wonderful shopping experience Business Performance (Profit & Loss 2019) (Unit: 100 mil VND, %) Jan.~Jul 2017 (13H) Net sales Sales profit MD profit S&A Expense Personal Wat er&Elec Promot ion Rent Depreciat ion General Ex Operat ing profit EBITDA Net int erest Profit Before Tax 35,076 8,385 3,872 7,249 2,040 1,230 576 623 1,539 1,241 1,137 2,676 2,056 ▲1,006 % 100.0 23.9 12.7 20.7 5.8 3.5 1.6 1.8 4.4 3.5 3.2 7.6 5.9 ▲2.9 2018 (13H) 39,895 9,935 4,587 7,839 2,285 1,327 661 657 1,554 1,355 2,096 3,650 2,515 ▲720 % 100.0 G/ R 13.7 24.9 18.5 13.3 18.5 19.6 8.1 5.7 12.0 3.3 8.0 1.7 14.7 1.6 5.4 3.9 0.9 3.4 9.2 5.3 84.5 9.1 36.4 6.3 22.4 ▲1.8 28.5 2019 (14H) 47,090 11,855 5,620 8,875 2,632 1,416 637 749 1,546 1,896 2,980 4,525 2,673 241 % 100.0 Ach 105.4 G/ R 18.0 25.2 104.8 19.3 13.8 103.8 22.5 18.8 102.2 13.2 5.6 105.3 15.2 3.0 101.0 6.7 1.4 92.6 ▲3.6 1.6 97.6 14.1 3.3 98.2 ▲0.5 4.0 108.2 39.9 6.3 113.2 42.1 9.6 107.6 24.0 5.7 106.5 6.3 0.5 418.3 Gain Figure 1: Profit & Lost Annual performance Total net sale of 2019 achieved 105.4%, increased 18% comparing with 2018 While growth of profit gained 19.3% EBIDA is 4,545,100,000,000 vnd and achieved 107, 6% In general, performance of LOTTE Mart VN in 2019 compassed as expected Diagram 3-LOTTE Mart Viet Nam Organization Chart 1.3 LOTTE MART NAM SAI GON (NSG) LOTTE MART NSG is one of 14 stores in Vietnam, located in 469 Nguyen Huu Tho, District 7, HCMC The store occupies highest sales share & is main impact of sales growth rate in total chains in Viet Nam Diagram 4-LOTTE Mart Nam Sai Gon Organization Chart Chapter Alternative solution After analyzing the main cause of the current problem The “Dissatisfaction of loyalty care, the author proposes solutions to improve and take many actions to solve the problems The importance of customer loyalty affects almost every single metric that is critical to retail activity Without satisfied customers who continue to buy from retailers, retailers will struggle to survive Keeping customers coming back for more is crucial to business success Loyal customers are only better for business, they help you grow, and they keep your profits high The simple price competition is a race to the bottom Retailers with no loyalty of audience are forced to play this game, offering better and better discounts to capture new customers But companies with loyal customers need to compete on price Instead, the company can leverage strong relationships with customers to keep them coming back Author design alternative solutions to adapt membership’s need with more outstanding benefits 5.1 Solution Invite expert to train CRM skills for marketing staffs According to Govil, S K.et al (28) Training can be defined as the acquisition of knowledge and competency as a result of learning related to specific useful competencies It has clear goals that are to improve one's ability, ability, productivity and performance We need to retain training, upgrade and update skills into the life of working In an organization, once the selection of employees is made, it is of great importance to train them for the specific tasks they are assigned In fact, training is an important activity in many organizations According to Du Plessis, A.,J (29) Training and education bring back effective work Entrepreneurs need to analyze training needs carefully before adjusting training programs Training describes studying activities to increase company knowledge, skills and ability to deploy and control effectively Education upgared the quality of entrepreneurs Customer relationship management (CRM) is a sales way that consist of the approaches and strategies the firm utilize to define the best way to control and retain relationships of business and interactions with customers, partners, or leads In LOTTE Mart, CRM team control all activities of loyalty membership Team design contents, benefits & operation as well However, their skills& competences are constrained Mr Jang Song Ok, Products Strategy Director commented that “In the past 35 year, I recognized competence of CRM team is not skillful to compete with rivals, we should invite leads expert to educate staff soonest” According to Kumar, M A (30) CRM is likely to be a useful concept in retail marketing and customer service CRM is a vital mantra Efficient and effective customer relationship management triggers customer satisfaction and retention Shopping mall-related CRM allows business processes to identify, develop, integrate and focus the competencies of businesses on building long-term relationships that have value and value for his customers CRM is interested in finding and attracting customers and converting to loyalty CRM is to maintain business relationships with customers to keep customer satisfaction rates high and give them reasons to return every year CRM staff covers the entire life cycle of interactions with customers or customers, from leads to acquisitions An effective and well-managed CRM strategy is often the root cause of customer loyalty to the company for many years Expert who understand deeply retail industry, update fastest Furthermore, they will have overall view so that they could consult tactics & marketing suitable with company Cost Benefit Description Cost Expert Cost 100 mil Facilities 150 mil Stationary 10 mil Allowance 100 mil Operation cost 100 mil Total 460 mil Figure 18: Cost benefit by author’s synthesis 36 Benefit return Improve knowledge of CRM Upgrade skills of customer loyalty Update marketing trends in retail 5.2 Solution 2: Personalized promotion to loyalty membership According to Bhaskar, T (31) promotion are personalized in multiplexing by RFM Analysis (Hit, Frequency and Value for Money), a model of prediction and optimizing in different phase The fierce competition in the multiplexing industry in India makes players need a good program of loyalty An effective way to increase loyalty would be to introduce personalized promotions to customers Promotion will aim to the needs of the customers and will get them involved A main challenge in deploying any personalized promotion is to have a good and effective Ismană-Ilisan,C.M et al (32) stated Multi-channel personalization and retailing is considered a key for customization Adaptation permit the firm to make sure a seamless integration of the customer experience: consumers don't think about channels and expect their shopping experience to be a business as usual Personalization relies on data, company can extract date to make personalized promotion It means that staff will use buying history of membership to follow & have best promotion to bring more revenue to the company, it also increases consumer satisfaction, both of which should be of interest to managers in the highly competitive shopping The researchers found that, when compared with the control stores, personalized promotion led to, on average, a 1.6% increase in the total monthly transaction amount; a 3.2% increase in the number of items purchased per order; and a 2.2% increase in the probability of a five-star rating Group Definitions Tactic Lead Top spending Frequent & recent purchase Shocking price (Offer premium Items) Reward them (TET gift, Birthday Gift) Loyal Medium spending Frequent & recent purchase Shocking price (Offer medium item offer) Pwp, Amazing weekend, point redemption Low Low spending Purchase more once Shocking discount ( Offer low value Items & Pb) Coupon, stamp collection Lost No Purchase for a long time Plus member point (Fixed times) Coupon, stamp collection Figure 19: Loyalty group segmented Company separate group of loyalty including Lead, Loyal, Low & Lost to design appropriate solution for each targeted audience group as above 37 Cost Benefit Analysis Marketing Tactics Cost Benefit return SMS sent 100 mil Approximately reach to 50,000 member Digital & Social Network 200 mil Approximately Engage to 1,000,000 customer & 250,000 frequent follower Coupon discount 500 mil Approximately Delivery to 30,000 customer, Sales 30 billion Stamp collection 1,000 mil Approximately 20,000 loyalty & Sales 50 billion 500 mil Approximately offer to 15,000 active member & sales 20 billion Freebies Total 2,300 mil Figure 20: Cost benefits by Author’s synthesis 38 5.3 Solution 3: Apply 80/20 rule to increase volume of top membership group occupied highest (only focus on Lead group & Loyal group as mentioned above) According to of Pareto's rule "80-20" Streamlining of sales range It is based on consuming that 80% come form 20% of the root causes 80% of sale come from 20% of customer, 80% sales of membership come from 20 top highest sale member According to Sanders, R (33) In marketing, this regulation is useful when examining the salesforce, products, and customers to see if there is an unusual distribution regarding total sales Even after the most sophisticated analysis of sales territories, the Pareto principle will still apply, again leading management to concentrate on the few accounts that produce the majority of sales However, it must be understood that the Rule of 80/20 is a static concept, based upon empirical observation that was not originally intended to be a rule for action A Pareto diagram is correct at the time the analysis was made, but it does not necessarily hold true over time 20% repeat members (A) 80% REVENU ES Revenue Efficiency of (A) (A) = 80/20 = 80% one-time members (B) 20% REVENU ES Revenue Efficiency of (B) (B) = 20/80 = Without Loyalty Program Repeat Members 20% One-time Members 80% With Loyalty Program Repeat Members 30% One-time Members 70% Figure 21: Loyalty focusing 39 0.25 (C) = 4/0.25 = 16 Revenue Efficiency A = B x 16 Applying this rule on membership date, company will extract 20% top sale of membership and focus promotion to maximize sale volume Growth 20% existing to 30% As the chart, if 30% repeat shopping, rate will be 77-23 and increase sale 11, 25%, 5% increase 75-25, sale 18, 75%, respectively 7%/73-27/26, 25% 10%.7030/37.50 In case, company optimize group, sale of membership will rise remarkably By giving top sale customers, firm can upgrade customer loyalty and making sure continued business from those customers who are majority of income The fiem can permit client to generate a requested list of products they wish and the prices they’d be happy to pay for those products When it is feasible, offer these items and prices as a reward for customer loyalty Customers realize there are many levels of membership and perks for larger buyers or repeat customers Finding a way to provide this information to top sales members without getting qualified people is a strategy to encourage existing customers to surpass the 20% threshold Cost Benefit Analysis Marketing Tactics Cost Benefit return Print ads 150 mil Approximately reach to 20,000 VIP member Digital & Social Network 200 mil Approximately engage to 30,000 VIP member Product privilege discount 700 mil Approximately offer 20,000 VIP member, Sales 60 billion VIP Party 1,000 mil Approximately 90,000 loyalty & Sales 40 billion Plus Member Point 1.000 mil Approximately offer to 30,000 active member & sales 150 billion Total 3,150 mil Figure 22: Cost benefit by author 40 Chapter 6: Action Plan Base on above solutions, current situation and marketing budget, author select solution 3: Apply 80/20 rule to increase volume of top membership group occupied highest (only focus on Lead group & Loyal group as mentioned above) to design action plan Figure 23: KPIs estimation with solutions campaign As estimated, target of June & July 2020, if company have special promotions, achievement will be 70% & 80%, however, when company have action plan, store NSG will hit 97% & 100% respectively Action Step Description Person in charge Extract member data from system, divided in group 20% top sale & remaining Step Analysis characteristic of membership (Purchasing behavior, sale IT Team amount, income, frequency, basket price & full personal information of customer Base on analysis, brainstorm & select top sale items, special offer Step which membership is interesting (coupon, discount, gift, member CRM Team point), VIP Party Allocate reasonable budget for total campaign Design media plan to target this group including SMS, Facebook, Step Zalo, Post catalogue Media Team Step Tracking effectiveness & analysis return on investment (ROI) KPI Team Step Performance review & improvement plan Marketing Manager 41 Chapter Supporting information Interviewee’s demographic No Trang Thi Le Strategy Director Customer Working Time of experience interview 01 Year 17 Feb 2020 03 Year 19 Feb 2020 02 Year 17 Feb 2020 04 Year 19 Feb 2020 02 Year 19 Feb 2020 05 Year 20 Feb 2020 Customer Mar 2020 Mr Kim Jang Oh Customer Customer Mar 2020 Nguyen Hai Customer Customer Mar 2020 Phone Call 10 Le Thi Dinh Customer Customer Mar 2020 Phone Call 11 Tran Nhu Y Customer Customer Mar 2020 Phone Call 12 Nguyen Thu Customer Customer Mar 2020 LOTTE Mart NSG Full Name Position Front office staff Nguyen Van Long Operation Director Huynh Quoc Cuong Store Manager Hoang Hai Customer Service Sup Vu Nhu Van Sales Sup Kim Jong Yoo Tran Thi Vi Phuong Place of interview LOTTE Mart NSG Head Office LOTTE Mart NSG LOTTE Mart NSG Head Office Head Office Phone Call 13 Hoang Bach Hop Customer Customer Mar 2020 Phone Call 14 Nguyen An Customer Customer Mar 2020 LOTTE Mart NSG 15 Nong Thi Hai Customer Customer Mar 2020 Phone Call 16 Le Hoang Hai Yen Customer Customer Mar 2020 LOTTE Mart NSG 17 Nguyen Thi Le Customer Customer Mar 2020 Phone Call 18 Le Thi Hoa Customer Customer Mar 2020 LOTTE Mart NSG 42 Themes Tran Thi Vi Coding Category Internal work Management Benefit loyalty Management Brand Brand awareness management Shopping Customer service Could you tell me customer service in your store? Actually attitude of security guys, house keeper are shoppers, so impolite categories wholehearted to when staffs consult serving are products not to customers” Nguyen Van Long How you think about of LOTTE Mart benefits? “Our benefits to member is not enough competitive to capture customer comparing rivals, we should study to upgrade more privilege to satisfy loyal member” Huynh Quoc Cuong Why sales of membership go down comparing last year? Our sales declined because we our member is not loyal & move to competitor Hoang Hai You think what are our problems? experience “I think that our problem is loyalty, we have few activities & festival to caring member, we should improve quickly Vu Nhu Van Satisfaction How you think about of LOTTE Mart management benefits? Price & products for member are not attractive to retain loyal members” Kim Jong Yoo Can you give me some ideas about LOTTE Mart’s membership policy? 43 Products Satisfaction “We should improve benefits of membership as soon as possible, if not, we will lose customer day by day” Trang Thi Le Satisfaction Do you often shop in LOTTE Mart NSG? Products management “I am living in Sky Garden Apartment (High income area), I not care price, and however, I fell difficult to find organic, natural items for my family LOTTE Mart need to improve this issues to engage high income customer Mr Kim Jang Oh Satisfaction Products How you think products in store NSG? Purchase management “Products in International zones is not behavior diversified as wine, confectionary, I must buy essential items in An Nam Gourmet Nguyen Hai LOTTE Mart have few delicious dishes to adapt my quick meal for modern family like mine” Le Thi Dinh Satisfaction How long you not purchase in store NSG? Member policy “I often get discount coupon or gift from Coop Shopping Mart on my birthday, but LOTTE Mart is not behavior ever” Active member Gen Y Le Van complained that “I have been a member of LOTTE Mart for year with monthly high expenditure, considered nevertheless, as disappointed” Tran Nhu Y 44 VIP I member, am I not really Loyalty “I stop shopping in your store anymore because your member policy did not meet my needs & and I moved to Coop Mart Extra” Nguyen Thu Phuong “I like to shop in AEON Mall because they have a lot of special benefits on member day” Active member Gen Z Mr Hung added “Member of Vinmart get back 3% discount, but LOTTE Mart only 1%” Hoang Bach Hop “I like shopping experience in VinMart by using Scan & Go, I come store, scan what I want by App and go back, staff deliver to my home” Nguyen An Satisfaction How you think LOTTE Mart service? “Why store Nam Sai Gon does not pay by Shopping Grab Moca, It is so fast & convenient?” Nong Thi Hai “I really likes shopping in LOTTE Mart so much Recently, it seems store staff attitude go down, staffs did not care my attention as before She does not see welcome, smile in their faces I felt unsatisfactory Le Hoang Hai Yen “I often go to your store, however, your staff almost introduced me about member card, also benefits when being members Sometimes, customer is crowed, she had to wait more 10 minutes, but did not hear 45 experience Customer service excuse from store, I really disappointed about caring services Nguyen Thi Le “I will never buy in LOTTE Mart anymore because house keeper abused her indirectly when I dropped items by mistake, although shopper excuse to house keeper Le Thi Hoa “I move to go shopping in CoopMart, because they often send SMS discount promotion to me, once or twice per month” 46 REFERENCES Briesch RA, Chintagunta PK, Fox EJ How Does Assortment Affect Grocery Store Choice? 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Place of interview LOTTE Mart NSG Head Office LOTTE Mart NSG LOTTE Mart NSG Head Office Head Office Phone Call 13 Hoang Bach Hop Customer Customer Mar 2020 Phone Call 14 Nguyen An Customer Customer... satisfaction of customer and loyalty in the document, one of which is customer service In order to confirm the main problem of member sale going down in LOTTE Mart Nam Sai Gon, and additional information... 6% In general, performance of LOTTE Mart VN in 2019 compassed as expected Diagram 3 -LOTTE Mart Viet Nam Organization Chart 1.3 LOTTE MART NAM SAI GON (NSG) LOTTE MART NSG is one of 14 stores in