(Luận văn thạc sĩ) poor customer relationship management a case study in nhi long JSC

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Dang Thi Kim Khuyen POOR CUSTOMER RELATIONSHIP MANAGEMENT A CASE STUDY IN NHI LONG JSC MASTER OF BUSINESS (HONOURS) Ho Chi Minh City – Year 2020 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Dang Thi Kim Khuyen POOR CUSTOMER RELATIONSHIP MANAGEMENT A CASE STUDY IN NHI LONG JSC MASTER OF BUSINESS (HONOURS) SUPERVISOR: DR DOAN ANH TUAN Ho Chi Minh City – Year 2020 POOR CUSTOMER RELATIONSHIP MANAGEMENT SYSTEM AT NHI LONG JOINT STOCK COMPANY Table of Contents Company overview 1.1 Nhi Long Joint Stock Company overview 1.2 Organizational structure Symptoms 2.1 Increase in turnover rate 2.2 Increase in sales employees dissatisfaction responses 2.3 Increase in customers unanswered calls 10 Problem Identification 10 3.1 Potential problems 10 3.1.1 Lack of sales skills 11 3.1.2 Poor customer relationship management system 12 3.1.3 Company policies 13 3.2 Validating problems 14 3.2.1 Staffs lack of sales skills 15 3.2.2 Poor customer relationship management system 15 3.2.3 Company policies 17 3.2.4 Managers’ perspective 18 3.2.5 Employees’ perspective 18 3.3 The importance of main problem 21 Causes Validation 22 4.1 Potential causes exploration 22 4.1.1 Ineffective training program 22 4.1.2 CRM tool function limitation 23 4.1.3 Functional managers cooperation limitation 24 4.2 Validating causes 26 Alternative Solutions 28 Action plan 36 Supporting Information 41 References 51 Table of Figures Figure 1: Organizational structure of Nhi Long Company Figure 2: % employees working in each department Figure Turnover rate in sales department (%) Figure : Number of sales employees’ dissatisfaction responses in quarter 4th 2018 Figure : Customers’ unanswered calls (%) 10 Table of Diagrams Diagram : Initial Cause-Effect map of Nhi Long Company 20 Diagram 2: Updated Cause-Effect map of Nhi Long Company 25 Diagram 3: Final Cause-Effect map of Nhi Long Company 28 Company overview 1.1.Nhi Long Joint Stock Company overview Nhi Long joint stock company (Nhi Long JSC.) is one of small companies in Vietnam This firm is working in interior field, and now it has imported rugs from Turkey to distribute in Viet Nam market About company history, Nhi Long JSC stemmed from a small business that first opened in 2005, working in gemstone painting industry, and was established officially in 2013 When it had become strong competition in paintings market, in 2013, director of Nhi Long Company decided to switch over to new products of rugs and carpets In August 2013, the first container of rugs were imported from China by Nhi Long JSC After selling Chinese rugs in one year, Nhi Long Company had got so many complaints from customers about rug quality Through this problem, Nhi Long director realized that although partner of Nhi Long company at that time was a biggest factory which produced rugs in China, Chinese rugs were not high quality products as he expected because of producing technology of Chinese itself So, director of this company tried to find more new suppliers who had better quality products to solve complaint from his customers In May 2015, after nearly two years observing and researching, he chose to cooperate with two factories in Europe- Turkey and Belgium country With higher modern technology and famous experience in producing rugs over the world, these partners could provide quality rugs for Vietnamese customers Customers’ satisfaction was improved when they can buy Turkey rugs with high quality and suitable prices Moreover, the sales revenues of this company also improve significantly However, it still exists some difficulties for Nhi Long Jsc to maintain customers, open market and get sales revenue increase There are some limited resources of human, finance and facilities, especially an increase of high turnover rate in sales department in three recent years, more dissatisfaction for both employees and customers 1.2.Organizational structure As a trading company, Nhi Long JSC has organizational structure as following chart: Chairman CEO (General Director) Marketing Team leader Marketing staff Sales manager Tax accountant sales representative working in HCM Payable and receivable accountant sales representative working in Hanoi Vice Director Sales manager sales representative working in HCM Admin and Logistic staff in Hanoi Admin and Logistic staff in HCM Figure 1: Organizational structure of Nhi Long Company With the structure showing in above chart, three groups of sales are working independently with different KPIs for each group The market is not segmented for each group Vision of this company is toward to build a lot of small sales groups, with around 5-6 sales persons for each group, to cover Vietnam market and increase revenue, leading to high increase in profit Symptoms 2.1 Increase in turnover rate One of the big attentions for small enterprises which are working in construction or interior business in Vietnam today is about human resources management At Nhi Long Company, turnover rate increases in three recent years, the figures are showed in the below table: Table of employees leave job Month Number of employees quit job in 2016 Number of employees quit job in 2017 Number of employees quit job in 2018 Total Jan 3 Feb 1 Mar 0 2 Apr 1 May 2 Jun 0 1 Jul 0 1 Aug Sep 0 2 Oct 1 Nov 1 Dec Total 11 15 33 Table of employees working Month Number of employees working in 2016 Number of employees working in 2017 Number of employees working in 2018 Jan 17 26 Feb 11 16 25 Mar 13 18 29 Apr 15 25 29 May 15 25 30 Jun 15 25 31 Jul 15 28 32 Aug 16 26 32 Sep 17 28 30 Oct 18 28 32 Nov 17 29 32 Dec 18 28 30 Total 18 28 30 Feb 9.09 6.25 4.00 Mar 0.00 0.00 6.90 Apr 6.67 4.00 0.00 May 0.00 8.00 0.00 Jun 0.00 0.00 3.23 Jul 0.00 0.00 3.13 Aug 6.25 11.54 3.13 Sep 0.00 0.00 6.67 Oct 5.56 0.00 3.13 Nov 5.88 0.00 3.13 Dec 0.00 3.57 6.67 Total 38.89 39.29 50.00 Table 1: Turnover rate of Nhi Long company Month Jan Turnover rate in 2016 22.22 Turnover rate in 2017 17.65 Turnover rate in 2018 11.54 The table displays total of employees who quit jobs in Nhi Long JSC is rising year by year with the number of 7; 11and 15 employees in 2016; 2017; 2018, respectively And with an increase in leaving jobs from employees, Nhi Long turnover rate climbs from 38.89% in 2016 to 39.29% in 2017 and reach 50% in 2018 Furthermore, the below chart will perform the number of sales employees quit job, together with percentage of turnover rate increased in sales department: Turnover rate in sales department (%) 70 64 60 50 % employees working in each department in 2018 20.00 52.63 40 23.33 6.67 40 3.33 30 6.67 20 40.00 10 Year 2016 Year 2017 Logistics Sales Accounting Admin HN Marketing Managers Year 2018 Figure Turnover rate in sales department (%) Figure 2: % employees working in each department Table 2: Turnover rate in sales department Year Total sales employees (average) Number employees leave jobs Turnover rate (%) 2016 40 2017 9.5 52.63 2018 12.5 64 Looking at Figure 2, we can see the structure of human resources in each department at Nhi Long Company, total employees working in sales staff are highest by 40% in total employees And by data shown in table 2, number of sales employees will be calculated by the average of sales staff at the beginning of each year and at the end of each year (reference data in supporting information), turnover rate in sales staff are escalating quickly from 40% in 2016 to over 64% in 2018 It is clear that, the turnover rate of sales employee impacts strongly in turnover rate of whole company By reviewing on number of rising turnover rate in table and table together with the structure in above pie chart, there is a relation recognized, the turnover rate in sales staff contributed mostly in turnover rate increase of Nhi Long Company Moreover, because employee turnover is costly(1), and one of strategies of Nhi Long is create more and more sales team Managers of this company have to pay attention in the growth of sales employee turnover rate So, employee turnover can be a symptom of this company 2.2 Increase in sales employees dissatisfaction responses By data of internal system from making survey monthly, the responses of sales employees are almost dissatisfaction with their current job The number of discontentment responses is increased steadily in three recent months, the percentage in detail is showing below: Answers of discontentment (%) 100.00 80.00 83.33 91.67 63.64 60.00 40.00 Answer of discontentment (%) 20.00 0.00 Answer of discontentment (%) Oct-18 Nov-18 Dec-18 Oct-18 Nov-18 Dec-18 63.64 83.33 91.67 Figure : Number of sales employees’ dissatisfaction responses in quarter 4th 2018 (Form of question paper in survey) Although this type of survey of Nhi Long company does not have the reason for each answer, and also does not know the name of respondent for each answer, leading managers need to consider this is a signal for your sales staff feedback that need to make attention to find out the potential problems in their organization 2.3 Increase in customers unanswered calls The call center system of Nhi Long Company has a statistic of calling in and out between sales and customers every day And in three consecutive months, the number of calling that sales employees cannot contact with their customers, are increasing from 20.73% in October to over 31.11% in December 2018 The below chart is shown an upward trend for this situation: % Call-out can not contacted 35.00 30.00 25.00 20.00 % call-out can not contacted 15.00 10.00 Linear (% call-out can not contacted) 5.00 - % call-out can not contacted Oct-18 Nov-18 Dec-18 Oct-18 20.73 Nov-18 25.93 Dec-18 31.11 Figure : Customers’ unanswered calls (%) It is an unusual action from customers that employees are facing and these number are collected through call center system Customers play an important role in small business, so employees lose contact with customers is a symptom that company have to explore potential problems that Nhi Long may get in 2019 Problem Identification 3.1 Potential problems By using method of depth interviews individually with sales staff who are quit job, sales representatives who are working in organization, sales managers and director of this 10  Solution B: for dealing with second true main cause – lack of functional tool on CRM online system Item What 1.Target customers identification Company sets up a meeting to discuss and describe specific target customers New functional tool creation on online CRM system Create a new functional button on CRM system for sales person to classify their customers Customers are ranged by three specific groups based on result of step Company sets up meetings for sales and IT team with the purpose of transmit knowledge about new tool, including what is new functional button, its meaning, and guiding sales persons about how Training of new functional tool on system for sales department Who When Where Estimated cost 500,000 Evaluation BOD, marketing manager, Sales managers Information technology team From 01/07/2019 Meeting to 02/07/2019 room in 5th floor at head office Clear description about characteristic of each specific target customer group From 05/07/2019 at IT room to 05/08/2019 at office Check the stability feature of new tool to sample customers’ accounts, to make sure that this new functional are ready for using to all customers IT team, sales departments From 05/08/2019 At meeting to 20/08/2019 room in 5th floor in company 500,000 Test sales man about knowledge of new functional tool, all sales person have to understand and have knowledge how to use new tool Based on interview sales opinion, evaluate and make sure that new functional buttons are 38 Specific target customers group review New sales campaign implementation to use this tool to support for their work Company set up an meeting to train sales department about definition of specific customers group that company are based on result in step one And then company will train sales man about how to evaluate a customers to classify them on right group Company create a new campaign for sales department, in which each sales have to complete their customer classification This task are conducted on online CRM system by sales man BOD and sales managers have rewards for sale person who has best performance simple and easy for sales employees to use Sales departments, marketing manager From 21/08/2019 At meeting to 30/08/2019 room in 5th floor at company office BOD, sales From 01/09/2019 managers, IT to 12/09/2019 team, all sales representatives At sales department room at office 500,000 Test sales representatives about information of each customers group that they are trained Make sure that all sales man can understand target customers groups and know how to define and classify each type of target customers 14,000,000 Following up and support each sales man’ performance to complete this task in the best way: right way and on time All current customers are classified to each specific group All new customers are classified by new functional tool on online CRM system 39 IT team will create new KPI to measure sales man performance on this campaign for all related people to following up 40 Supporting Information 7.1 Interview method guideline What is an in-depth interview? In essence: unnecessary (respondents are free to respond within the boundaries of the topic of concern) It is a qualitative data collection that provides an opportunity to gather rich dates, describe people's behavior, attitudes and perceptions, and to open up complex processes The interviewer must have high skills to interview as effectively as desired and avoid loss of research data How to develop an interview guide for the interview? The point of a qualitative interview is to let the respondent tell their own story on their own terms A Considering the relationships between interviewers and interviewees First, researchers need to identify the members of populations who can provide rich, descriptive accounts of the topic of exploration Clearly, if interviews are going to be a primary method in an investigation, it will be important to identify people who (1) can provide in-depth descriptions about the topic; and (2) are willing to take the time to talk to a researcher about topic Selecting an interview format Second, methodological literature on qualitative interview abounds with a myriad of terminology to describe different interview forms, including unstructured and semistructured interviews, in addition to theoretical conceptualizations of interviews So you have to focus on the specifics of formulating interview questions Developing interview questions 41 Questions might be formulated to generate accounts related to an interviewee’s past, current, and future Guidelines for Developing Interview Questions  Questions should be simple Do not ask more than one question at a time  The best questions are those which elicit the longest answers from the respondent Do not ask questions that can be answered with one word  Don’t ask questions that require your respondents to your analysis for you This is YOUR job  Likewise, not ask for hearsay or opinions on behalf of the group they are a part of “What people around here think of x?” You rarely get anything interesting  Don’t be afraid to ask embarrassing questions If you don’t ask, they won’t tell  Types of questions or other interview talk:  Direct questions: ‘Do you find it easy to keep smiling when serving customers?’; ‘Are you happy with the way you and your husband decide how money should be spent?’ Such questions are perhaps best left until towards the end of the interview, in order not to influence the direction of the interview too much  Indirect questions: ‘What most people round here think of the ways that management treats its staff?’ perhaps followed up by ‘Is that the way you feel too?’ in order to get at the individual’s own view  Structuring questions: ‘I would now like to move on to a different topic’ Follow-up questions: getting the interviewee to elaborate his/her answer, such as ‘could you say some more about that?’; ‘What you mean by that ?’ o Probing questions: following up what has been said through direct questioning  Specifying questions: ‘What did you then?’; ‘How did X react to what you said?’  Interpreting questions: ‘Do you mean that your leadership role has had to change from one of encouraging others to a more directive one?’; ‘Is it fair to say 42 that what you are suggesting is that you don’t mind being friendly towards customers most of the time, but when they are unpleasant or demanding you find it more difficult?’  Step by step developing interview questions: Write down the larger research questions of the study Outline the broad areas of knowledge that are relevant to answering these questions Develop questions within each of these major areas, shaping them to fit particular kinds of respondents The goal here is to tap into their experiences and expertise Adjust the language of the interview according to the respondent (child, professional, etc.) Take care to word questions so that respondents are motivated to answer as completely and honestly as possible Ask “how” questions rather than “why” questions to get stories of process rather than acceptable “accounts” of behavior “How did you come to join this group ?” Develop probes that will elicit more detailed and elaborate responses to key questions The more detail, the better! Begin the interview with a “warm-up” question—something that the respondent can answer easily and at some length (though not too long) It doesn’t have to pertain directly to what you are trying to find out (although it might), but this initial rapportbuilding will put you more at ease with one another and thus will make the rest of the interview flow more smoothly Think about the logical flow of the interview What topics should come first? What follows more or less “naturally”? This may take some adjustment after several interviews Difficult or potentially embarrassing questions should be asked toward the end of the interview, when rapport has been established 43 The last question should provide some closure for the interview, and leave the respondent feeling empowered, listened to, or otherwise glad that they talked to you 7.2 Transcript summarize No Questions and Answer Findings Sales Questions: What you think about the increase unanswered call from customers? What are potential representatives problems company is facing to? lack of skills Answers: Mr Huan (general director): based on statistic from internal call center system, the number of customers are not willing to receive the call increase steadily from 21.73% to 31.11% in three months, and they are the highest rate until now When interior industry now changes daily, sales man have to upgrade their skills to meet requirements of customers such as communication skill, presentation skill, persuasive skill…And in this case, maybe sales man lack of some needed skills for calling to customers If sales staffs had good communication skill, they can get customers’ satisfaction and they can contact with their customers anytime Ms Khuyen (sales manager): there are some points can be recognized …and one of them is the lack of sales skills when they call to customers, it’s also called employed skill So, customers feel boring when talking with sales via phone Ms Mơ (Sales representative): in my own view, customers not want to answer my call that because company send messages and set KPI for calling to customers is so much Each customer will received at least messages monthly automatically from CRM system of Nhi Long Each customers also received at least a call from sales monthly, although customers remind me that they not want to receive my call as much as I call Therefore, after several time, customers feel annoyed when I call to them, an then they not want to answer my call Category Potential problems 44 Question 2: What you think about the role of sales department in this company, and how you think about sales employees dissatisfy increasing? Answers: Mr Cuong (sales manager 2): BOD agree that sales staff play important role in company, especially in this field And when talking about sales dissatisfaction, I think that it related to KPIs on CRM system Sales representatives are more and more getting supports from company such as sales kit, tools, skills training program…especially the CRM systems With applying CRM systems which are always latest updated regularly, sales will get more benefits from minimize manual operation, for example create quotation by excel, or thinking and sending email or message for a vast of customers, revenue statistic… It is so difficult for sales to reach the requirements of company that are measured by KPIs in CRM system Ms Linh (sales representative): I faced to customer information duplication It means that, last month I added some new customers, and other sales people also add one more new account with the same my customer but different in number phone and then I lost order purchases because I did not know about this duplication And it is very difficult for me to check, because company have over 4,000 existent customers and I not be permitted in some functional field The duplication of so many customers make me waste a lot of time and efforts to serve these accounts, such as for each account, I had to send quotation, calling every month, visiting customers, answer all enquiries, so I feel that I suffer higher workload but unnecessary Mrs.Thao (sale representative): I see CRM system is not just support me positively, in contrast, it takes a lot of time to collect necessary information for using to analyze to make report weekly For example, on Saturday morning, I had to check each account of customer, and for at least 100 customers I had contacted on this week, to find out which customers arise quotes, which customers comments to contribute their work, which ones not concern information sales man provide…and then analyze and make report It Customer relationship management (CRM) online system is ineffective Potential problems 45 takes much time because information is located in each different field in system This activity are so boring to and make me get more unnecessary tasks, while I had a lot of more necessary tasks to complete Questions: Can you tell me why you quit this job? What you think about this working environment? Answers: Ms Trang (sales representative quit job in Dec 2018): for me, that because I think this is stressful job and I cannot catch up so many new policies from company I think in order to manage sales staff about customers interaction in internal systems, company ban a lot of new policies such as shipping, payment policies, the content of a call to talk with customers,…and these policies were updated every month, this can make me confused strongly when I tried to remember the latest policies, especially I am working in B2B field, so when policies changes, I have to support for all customers to remember new policies, and edited the contract with customers, while I cared for over 300 customers in system More than that, new policies are accompanied by so many key performance indicators (KPIs) that applied for sales staff This make me suffered high stress pressure and could not be happy and worry about the current jobs, although my income is acceptable Company policies change Potential problem Mr Lam (sales representative quit job in Oct 2018): I have got stress every day when I worked in this job, for instance, I had to call at least 20 customers daily and solved any job if having in order to meet one of KPIs for sales people in a day Along with this KPI, sales are required to follow other KPIs of visiting customers With this task, all my customer accounts in system are encouraged to visit at least once a year, and a lot of mandatory tasks were needed to complete by sales With a lot of KPIs that were required to archived, my performance was lower than I expected and also lower to compare with other sales man So, for me, this is a stressful job with incorrect KPIs Mr Huan (general director): according to sales people reasons about quit their job, in sales man mail, some 46 quit job because they have to work for their family business, some quit job because they could not catch up something changes in company In order to make sure all customers of company are cared well and customers have a good relationship with sales people and company, BOD had to update quickly policies, and of course the result are measured by new KPIs for sales staff But some sales people cannot meet new requirement CRM online Questions: Could you tell me your opinion about system is poor poor customer relationship management (CRM) online system can be true main problem in your company? Answers: Mr Huan (general director): CRM system is the most important for us to manage project, human staff and customer relationship If company has good relationship with loyalty customers and all related data are saved on CRM system, sales employees will gain more opportunities to get higher revenues and have better performances as well, so it can support to decrease the turnover rate directly in sales department Besides that, when company have a good system of CRM, customers will have more satisfaction and company may get more profit by higher volume products are sold With better finance, company can invest in sales benefits and create employees satisfaction Moreover, through better CRM system, the technology will be improved and minimize wrong operations in systems, that will make decreased in sales dissatisfaction A company has a good customers relationship management, of course, will have an effective communication with their client, and it will minimize unanswered calls from customers True problem Ms.Thao (sales representatives): from my perspective, I believes that if company has a good relationship management system, especially CRM internal software, I will save time in processing of collection information from system to make weekly report, and helping me avoiding high pressure when using system 47 Mr Huy (new sales representative): I agree with the purpose of focusing on customers, however, if company have better CRM system, other better methods to contact with customers will be implemented, customers will accept calls from sales From them, customers will get more satisfaction and high pressure in work of sales people will be decreased Questions: Do you think effective training program cause poor CRM online system? Answers: Ineffective training program True cause Ms Truc (sales representative): I believe that I face with five KPIs daily, monthly and yearly, all KPIs company assigned for sales is difficult to achieve at the same time as requirements, although company also have training documents to guide some ways for sales employees The training system contains so much information from all departments that I not need It make me difficult to find out the necessary information And, when company changes methods of contacting with customers, the training programs need to change to suitable for new situations It will help in improving communication between customers and employees Mr.Dat (sales representative): company manages information and activities via internal system Company training system for sales employees is mess with new information that are not approved for application and information that has been applying, and even unnecessary information for sales It can make new sales confuse information when they contact with customers, leading to the customer dissatisfaction Ms.Thao (sales representative): some information is stored in online training system that I misunderstand after reading, but I not recognized until I get mistakes involved in For example, when make a new order purchase for customers in case of using coupon, I used to discount directly in the field of discount in system and take note below in the purchase with coupon number, however, the right way to enter orders with coupon code required employees to enter coupon verify and fulfil coupon code to a coupon field before, 48 this misunderstand and wrong way to make orders occurs during months and make company get difficulties to collect all orders that using coupons from system That also makes me lack of confidence when just be trained mainly via an internal website Questions: Do you think lack of functional tool about classify customers can create poor CRM system? Answers: Lack of classify True cause customers tool on CRM system Mr Cuong (sales manager 2): at current sales plan, company still uses the same way to treat all current customers, and different communication is mainly based on sales employees and sales managers of each sales team And because CRM tools of company does not have function for employees to take note different groups of customers, and company has also not segmented customers in different group, they applied the same method to contact with all customers, they send all message with the same contain to all customers,…all these activities together with so many calls from sales people, make a lot of customers dissatisfy because customers feel annoyed and they not want to hear phone calling from sales employees then Ms Thao (sales representative): I think company wants to manage customer relationship via system, and company also want to focus on customer satisfaction well, but company does not to recognize some complaint from sales such as data duplication or high workload due to collect unorganized information from system Although when a duplication was found, one account are hold, and others duplicated accounts are deleted, it exist a lot of duplicated data that has not still found Plus, company does not have the parts of segment customers in their CRM system, so when they send email marketing or send message to customer’s phone, customer who have more accounts in system will receive so many email, messages and phone from company Customers will not understand the reason 49 why, and therefore they strongly dissatisfy and even block sales contact 7.3 Formula for calculate turnover rate in organization Turnover rate in organization can be calculated by the method recommended by SHRM – the Soiety for Human Resources Management (18) The formula as folowing: The turnoverate = 7.4 𝑇ℎ𝑒 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑠𝑎𝑙𝑒𝑠 𝑙𝑒𝑎𝑣𝑒𝑟𝑠 𝑖𝑛 𝑎 𝑦𝑒𝑎𝑟 𝐴𝑣𝑒𝑟𝑎𝑔𝑒 𝑛𝑢𝑚𝑏𝑒𝑟𝑠 𝑜𝑓 𝑠𝑎𝑙𝑒𝑠 𝑒𝑚𝑝𝑙𝑜𝑦𝑒𝑒𝑠 𝑖𝑛 𝑎 𝑦𝑒𝑎𝑟 𝑋 100 Data in sales department of Nhi Long JSC in 2016 to 2018 Year 2016 Number of sales members quit job Year 2017 Year 2018 2016 (at beginning) 2016 (at the end of year) 2017 (at beginning) 2017 (at the end of year) 2018 (at beginning) 2018 (at the end of year) 6 13 13 12 Number of sales employees working Number of sales Average number of sales 9.5 12.5 Turnover rate of sales employees Year Turnover rate (%) Year 2016 40 Year 2017 52.63 Year 2018 64 50 References O'Connell M, Kung M-C The Cost of Employee Turnover Industrial Management 2007;49(1) Ro HJ A typology of consumer dissatisfaction responses: Exit, voice, loyalty, and “more” 2007 Hirschman AO Exit, voice, and loyalty: Responses to decline in firms, organizations, and states: Harvard university press; 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