Quản trị quan hệ khách hàng của các khách sạn 3 – 5 sao trên địa bàn hà nội TT TIENG ANH

MINISTRY OF EDUCATION AND TRAINING THUONGMAI UNIVERSITY - BUI THI QUYNH TRANG CUSTOMER RELATIONSHIP MANAGEMENT OF -5 STARS HOTELS IN HANOI Major : Business Trade Code : 934.01.21 SUMMARY OF ECONOMIC DOCTORAL THESIS Hanoi, 2021 The work was completed at: Thuongmai University Science instructor: Assoc Prof Dr Nguyen Viet Thai Assoc Prof Dr Cao Tuan Khanh Review 1: Review 2: Review 3: Dissertation will be protected before the dissertation review board meeting at …………………………………………………………………………………… The dissertation can be found at: National Library Thuongmai University Library LIST OF PUBLISHED SCIENTIFIC RESEARCH WORKS OF THE AUTHOR RELATED TO THE RESEACH TOPIC Nguyen Viet Thai, Bui Thi Quynh Trang (2018), “The application of IDIC Model in customer relationship management at Tourism accommodation Establishment of stars or higher in Viet Nam”, Trade magazine Volum6, number1 April 2018 Bui Thi Quynh Trang (2018), “Improving competitiveness for Vietnamese tourist accommodation establishments”, National Scientific Conference, VCCI December 2018 Bui Thi Quynh Trang (2020), “The influence of human resources on customer relationship management at hotels in Hanoi”, National Scientific Conference Improving the quality of tourism human resources in the context of industrial revolution 4.0 Bui Thi Quynh Trang (2020), “Study the impact of customer Experience to loyalty at hotels in Vietnam”, Trade magazine ,Volum 8, number June 2020 Bui Thi Quynh Trang (2020), “Building a model of the influence of technology on the implementation of customer relationship management in hotels”, National Scientific Conference Development of Vietnam's e-commerce in the digital era Bui Thi Quynh Trang (2020), “Applying IPA method to evaluate customer relationship management activities at hotels”, International conference of young scientists in economics and business, ICYREB 2020 INTRODUCTION Necessity of research Theoretically, since the 90s of the last century, the theory of CRM has begun to form and become a scientific field of interest to many managers With Rabah et al (2011) pointed out that 43% of definitions define CRM as a business strategy, 17% as a process and 22% identify it as an application of technology Up to now, the concept of CRM still exists many different views and there is no concept that is completely accepted To identify the components of CRM, theories used in the research include: Resource Based View (RBV) (Halawi et al., 2005; Coltman, 2007); relationship marketing theory (RM) (Berry, 1995; Shrivastava and Kale, 2003; Ata and Toker, 2012) and change management theory (CM) (Chen and Popovich, 2003; Kim et al., 2004; Mendoza et al., 2007; Mohammad Almotairi, 2008) Factors affecting CRM implementation have been considered by the researchers in relation to the components of CRM However, the number of studies integrating these theories is very limited, especially in the context of the hospitality industry Some researchers Amoako et al (2012); Davids (1999); Zikmund et al (2003) have shown that CRM is also capable of creating customer loyalty, but only a few studies have investigated the relationship between CRM implementation and loyalty As for the CRM process, the studies are also diverse and there are many different points of view In practical terms, under the strong influence of technology and outstanding development, the application of information technology (IT) in management and business has become popular and CRM is one of them Nastaran Mohammadhossein and Nor Hidayati (2012); Zakaria Jayam J Radha (2013), the successful of implement CRM reduces costs, including administrative costs and customer related costs Because the cost of acquiring new customers is 5-6 times higher than retaining existing customers According to Krasnikov et al (2009), a successful CRM implementation on average will reduce costs by 5.4% and increase profits by 27.5% In addition, Chen and Popovich (2013) suggest that solving quickly, reducing the time to respond to customer needs is considered as a criterion to evaluate the success of CRM implementation However, research practice also shows that about 65% of businesses fail to implement CRM (Chen and Popovich, 2003) In Vietnam, the hotel business is always a potential market Hanoi, Nha Trang, Ho Chi Minh City and Da Nang are destinations with a large supply of 3-5 stars hotels in the country However, from the beginning of 2020 until now, the Covid-19 pandemic has caused the hotel industry in the world in general and in Vietnam in particular to face many difficulties From theoretical and practical awareness, with all the reasons have presented above, research student chose the topic: "Customer relationship management of -5 stars hotels in Hanoi" to research for the economics doctor thesis Research objectives The thesis is conducted with the aim of proposing some solutions to perfect CRM of 3-5 star hotels in Hanoi Based on the research objectives, the thesis identifies specific objectives including: - Identify the CRM theoretical basis related to the CRM process and identify the factors influencing successful CRM implementation - Describe and analyze the CRM process of some typical 3-5 stars hotels in Hanoi - Test the impact of factors affecting successful CRM implementation and prove the positive relationship between successful CRM.implementation and customer loyalty of hotels - Discuss and propose some solutions and recommendations to improve CRM of 35 stars hotels in Hanoi Research object and scope Research object: Customer relationship management activities of 3-5 star hotels in Hanoi - Research scope: About the research space: Management activities and CRM processes are using at 3-5 stars hotels in Hanoi Research period: secondary data on - stars hotels in Hanoi was collected in the period 2016 - 2020, primary data was collected from December 2019 to July 2020; proposed solutions for the coming years Research content: The thesis focuses on two research topics including: (1) Research to describe the CRM process of typical 3-5 stars hotels in Hanoi (Due to not being able to evaluate all hotels in the area, research student chose stars hotels typical to focus on clearly analyzing the CRM process) (2) Studying the factors affecting successful CRM implementation and testing the relationship between successful CRM implementation and customer loyalty; Research Methods Stemming from the objectives, objects and research scope of the thesis, the research student used a combination of two methods of qualitative research and quantitative research (for details, see Chapter 2) Contributions of thesis Theoretical contributions - - - - - - The thesis has integrated research on theories of RBV, RM and CM to identify the main components of CRM From there, the CRM process in the hotel can be determined based on the principles and functions of management in the business and must show the focus on the main components of CRM that are: People, processes and technology The thesis identifies a research model of factors affecting successful CRM implementation and loyalty These influencing factors have been identified in relation to the CRM process and key components of the CRM relevant to the hospitality industry context Through qualitative research method, the thesis has added new observed variables including: Top of management remove barriers in CRM implementation (CK4), hotels have a measurement system and Employee Rewards (VH6), Technology Updates System (HT6) and examines the impact relationship between successful CRM implementation and loyalty Practical contributions Through the results of analysis and evaluation of the CRM process and the research to verify the factors affecting successful CRM implementation, test the relationship between successful CRM implementation and customer loyalty, the thesis has pointed out that all factors: Commitment of top management, CRM strategy, business processes, corporate culture, technology infrastructure, and databases all positively affect successful CRM implementation In which, the corporate culture factor that has the strongest influence and the weakest influence on successful CRM implementation is the database factor The thesis also confirms the positive relationship between successful CRM implementation and customer loyalty From the research results, the thesis has proposed 03 groups of solutions to improve CRM activities of - stars hotels in Hanoi: Solutions about people in the process of implementation, business processes Business and technology help hotels implement CRM successfully Thesis struture In addition to the introduction, conclusion, references, appendices, the thesis is structured into chapters: Chapter 1: Overview of research situation and theoretical basis of customer relationship management of hotels Chapter 2: Research Methods Chapter 3: Analysis of the current situation of customer relationship management of 3-5 stars hotels in Hanoi Chapter 4: Proposing some solutions and recommendations to improve customer relationship management of -5 stars hotels in Hanoi CHAPTER OVERVIEW OF THE RESEARCH SITUATION AND THEORETICAL BASIS ON CUSTOMER RELATIONSHIP MANAGEMENT OF HOTELS 1.1 Research overview 1.1.1 Customer relationship studies In the world, there have been many different approaches to customer relationship (QHKH) According to Shawn Grimsley and Steven Scalia (2003), "Customer relationship is the process and way in which a business establishes and develops in order to maintain relationships with its customers" Researches on scientific planning focus on the existence of the scientific planning relationship, the development process of scientific planning, Arndt (1979), Fall et al (2006), Heide (1994), Johanson and Mattsson (1987) In Vietnam, studies on typical customer planning have the following authors: Hoang Le Chi (2013), Quality of the relationship between service providers and customers: A case study of customers in the telecommunications service industry Communication, Doctoral thesis, University of Economics Ho Chi Minh City; Do Giang Nam (2015), Research on the relationship between banks and businesses for customer relationship management at Vietnamese commercial banks, Doctor thesis, National Economics University 1.1.1 Research on customer relationship management First, with defining CRM concepts and models Researchers have given a lot of different views about CRM Zablah and Johnston (2004) classified the concepts of CRM into five groups: process, strategy, philosophy, capabilities, and technology tools With Rabah et al (2011), an analysis of CRM definitions showed that 43% of definitions identify CRM as a business strategy, 17% as a process and 22% identify it as a technology application process Second, about the composition of the CRM CRM has been studied and synthesized from different theoretical perspectives and has received considerable attention from researchers Theories used to identify CRM components include: Resource-based theory (RBV) (Halawi et al., 2005; Coltman, 2007; Wang and Feng, 2012) and relationship marketing theory (Halawi et al., 2005; Coltman, 2007; Wang and Feng, 2012) RM) (Berry, 1995; Shrivastava and Kale, 2003; Plakoyiannaki and Saren, 2006; Ata and Toker, 2012) and change management theory (CM) (Chen & Popovich, 2003; Kim et al., 2004) ; Mendoza et al., 2007; Mohammad Almotairi, 2008) Third, discuss the CRM process Process can be defined as the way in which things are done in a business (Buttle, 2004; Lo, Stalcup et al., 2009), CRM process is understood as the activities carried out by the business involves customer relationship management and these activities are grouped according to a relationship vertical perspective (Moutot & G Bascoul, 2008) Fourth, CRM measurement criteria CRM is a widely studied field, most of the studies focus on CRM implementation (Mendoza et al., 2007; Osarenkhoe and Bennani, 2007; Reinartz et al., 2004; Rodgers and Howlett, 2000) However, successful CRM implementation is not the end goal of the business According to Faed (2010), the purpose of CRM is to maintain and retain customers and increase consumer loyalty Kim et al (2003) proposed a specific BSC of CRM outcomes, capturing the various benefits of CRM The four perspectives of the BSC specific to CRM are: the Customer Value perspective (measures the financial benefits obtained from the customer), the Customer Satisfaction perspective (measures the level of satisfaction achieved by the customer) products and services), the Customer Engagement perspective (measures operational excellence of internal processes and omnichannel management) and the Customer Knowledge perspective (measures analytical quality) customer knowledge and data) Fifth, about research methods and approaches In the studies, researchers have approached from both perspectives of business administration (Reinart, et al., 2004; Bull, C 2003; Francis Buttle, 2009; Payne, 2005); and economic management (Farris, 2010; Soudgar, 2011) In Vietnam, research on CRM is also interested by many researchers in terms of both theoretical and practical issues such as: Truong Dinh Chien (2013); Vu Huy Thong, Nguyen Thi Thoa (2012); Phan Thi Thu Hoai, (2013) 1.1.2 Studies on customer relationship management in hotels When conducting research on CRM in hotels, researchers have built a model of factors affecting CRM implementation such as the model of CRM integration in hotel operations by Marianna Sigana, (2005); (Ada S Lo et al., 2010) with a CRM model in hotels in Hong Kong To measure CRM outcomes, in general, assessments of CRM outcomes are mainly based on the effects of CRM implementation outcomes (Akroush et al., 2011; Josiassen et al., 2014; Sin et al., 2011) et al, 2005; Wu and Chen, 2012; Wu and Lu, 2012; Yim et al., 2004) Some researchers have noted that CRM is also capable of generating customer loyalty (Amoako et al., 2012; Davids, 1999; Zikmund et al., 2003) Although researchers often point out that CRM creates loyalty, very few studies have focused on the impact of CRM on loyalty 1.4 Gaps of research Firstly, the number of studies integrating theories of RBV, RM, and CM in CRM research is very limited, especially in the context of the hotel industry and with each individual theoretical approach, the CRM main parts are defined differently Second, there are many perspectives on the CRM process The wide difference in CRM approach makes it difficult for managers to implement the CRM process in practice Currently, there is no specific CRM implementation process, suitable for the context of the hotel industry Third, the factors influencing successful CRM implementation in enterprises have been examined in relation to CRM components and synthesized from different theoretical perspectives and have received considerable attention With each theoretical point of view, the factors affecting CRM implementation are identified differently and have not been linked with the main components of CRM Fourth, Some researchers have shown that CRM is also capable of creating customer loyalty (Amoako et al., 2012; Davids, 1999; Zikmund et al., 2003) However, only a handful of studies have investigated the impact relationship of successful CRM implementation on loyalty Fifth, the number of studies on hotel CRM is limited, and there is no research on CRM of 3-5 stars hotels in Hanoi The research questions that need to be addressed in the thesis are: (1) How is the CRM process of 3-5 stars hotels in Hanoi being implemented? (2) What factors affect the successful CRM implementation of 3-5 stars hotels in Hanoi? (3) How does successful CRM implementation affect customer loyalty of 35 stars hotels in Hanoi? (4) What solutions should be considered to improve CRM of 3-5 stars hotels in Hanoi? 1.2 Theoretical foundations of hotel customer relationship management 1.2.1 Research theories related to customer relationship management 1.2.1.1 Resource-based management theory (RBV) RBV theory is used in CRM studies because according to Coltman (2010), RBV provides a multidimensional view of CRM, it tries to link available resources and capabilities to improve the efficiency of the business Various resource-based applications have made it the dominant theoretical view in CRM RBV theory is often used to explain the factors affecting the use of resources by enterprises to enhance competitive advantage and improve business performance of enterprises 1.2.1.2 Theory of relationship marketing (RM) RM is recognized as the foundation of CRM (Battor, 2010; Reinartz et al., 2004) CRM was conceived as a process for identifying customers, managing customer insights, and developing customer relationships (Srivastava et al., 1999) Because of the common ground between RM and CRM, they have been referred to interchangeably in the literature (Parvatiyar & Sheth, 2000) RM is the attitude of the organization, while CRM is the tool used to implement that attitude As a result, CRM has become a separate area of marketing 1.2.1.3 Theory of change management (CM) 10 The thesis approaches CRM theory because when implementing a CRM project, it affects all activities, functional parts of the business and the business needs to change to match and achieve the project's goals Armenakis and Harris (2002), CRM implementation is based on three phases of change: readiness for change, change implementation, and change retention In addition, Chen and Popovich (2003); Kim et al (2004); Mendoza et al (2007) consider CRM as how an organization manages its relationship with its customers, and based on CM theory to successfully implement CRM Within the scope of the research, the thesis will carry out an integrated study of theories RBV, RM and CM to identify the main components of CRM including: human resources, technology and business processes On that basis, the thesis will identify factors affecting successful CRM implementation and CRM process in relation to the main components of CRM 1.2.2 Overview of customer relationship management at hotels 1.2.2.1 Hotel customer relationship management  Customer relationship management concept In this thesis, CRM is understood as follows: “CRM is a business strategy that integrates processes, people and technology to understand an enterprise's customers, enhance the value of its stakeholders, and bring benefits to customers profits for the business and gain customer loyalty”  The concept of customer relationship management at the hotel Based on the concept of CRM identified above, combined with the characteristics of CRM in the hotel, within the scope of the thesis research, CRM in the hotel can be understood as follows: “CRM is a strategy business strategy that integrates processes, people, and technology to understand hotel customers, drive hotel profitability, and gain customer loyalty.”  Benefits of customer relationship management in hotels - Cost savings: - Categorize customers: - Enhance benefits for customers: - Customer retention and customer loyalty: - Tools to support employees to work effectively: 1.2.2.2 Hotel business  Hotel concept Within the scope of the thesis, the author chooses to approach the concept of hotel according to the Vietnam Tourism Law 2017: “A hotel is a tourist accommodation establishment that ensures quality in terms of facilities, equipment and services necessary services to serve tourists”  Hotel business concept 13 H1: Top of management commitment has a positive influence on successful CRM implementation H2: CRM strategy has a positive influence on successful CRM implementation H3: Business processes have a positive influence on successful CRM implementation H4: Corporate culture has a positive influence on successful CRM implementation H5: Technology infrastructure has a positive influence on successful CRM implementation H6: Database has a positive influence on successful CRM implementation H7: Successful CRM implementation has a positive effect on customer loyalty The integrated framework is intended to ensure that each influencing factor is actually relevant to the CRM and provides a clear framework for managers at different levels to apply, maintain and control the factors This involves the operation and implementation of stages in the CRM process The integrated framework is shown as follows: Make CRM plan of hotels Top of management commitment CRM strategy Implement CRM of hotels Human Process Technology Factors influencing CRM implementation: Top of management commitment, CRM strategy, business processes, corporate culture, technology infrastructure and databases Estimate CRM of hotels Financial results Marketing results CRM process integration framework, factors influencing successful CRM implementation and key components of hotel CRM Source: Author's compilation 14 CHAPTER RESEARCH METHODS 2.1 Research process design Define research problem Define research goals Determining the theoretical research model Choosing a research method Quantitative research Qualitative research Preliminary survey (n=198 ) Interview typical 3-5 stars hotel managers Interview experts (n=15) Adjust and add new observed factors and variables Analysis CRM process of typical 3-5 stars hotels Preliminary questionnaire Official survey (n=396) Analysis of Cronbach's Alpha, EFA, correlation, regressio Comment on research results, suggest and suggest solutions Sơ đồ 2.1 Quy trình nghiên cứu 2.2 Research Methods 2.2.1 Qualitative research 2.2.1.1 Objectives of qualitative research: To test the suitability of the theoretical model of factors affecting successful CRM implementation of 3-5 stars hotels in Hanoi 2.2.1.2 Methods of data collection and processing - Select the data collection method: Document research, in-depth interview - Objective of in-depth interview: To screen and check the suitability of research model and process analysis CRM - Subjects of in-depth interview: 15 experts are those who work directly or research related to the field of hotel, CRM 15 With the goal of understanding and analyzing the CRM process, the research student conducted in-depth interviews with managers who are directors of typical - star hotels selected for research - Conduct in-depth interviews: Interviews are conducted directly at the workplace of experts and managers 2.2.1.3 Qualitative research results Through in-depth interviews with 15 experts, additional observations were added, including: Top of management remove barriers in CRM implementation; The hotel has a system for measuring and rewarding employees and a system for updating advances in technology 2.2.2 Quantitative research 2.2.2.1 Objectives of quantitative research: To test the impact of factors affecting successful CRM implementation and the influence of successful CRM implementation on loyalty 2.2.2.2 Preliminary quantitative research - Define survey sample: (1) Identify the survey crowd: The survey subjects in the study are managers of hotels with titles such as: Director, deputy director, department head, department head in the hotel (2) Define sample framework: Including 30 3-5 stars hotels in Hanoi that have CRM implementation In which, there are ten of 5-stars hotels, eight of 4stars hotels and tewlve of 3-stars hotels (3) Sample size: According to Nguyen Dinh Tho (2011), preliminary quantitative research is usually a survey with a convenient sample and small size (n=100) In the case of factor analysis (EFA), Hair et al (1998) suggested that the sample size should be at least 50, preferably 100, and the ratio of the number of measured variables is 5/1 That is, each measurement variable needs a minimum of observations Therefore, the sample size for preliminary quantification was chosen as n=198 observations (4) Sampling method: The research student uses the convenient sampling method - Building the questionnaire: The questionnaire is designed with a structure of parts: part A is the introduction, part B is the content of the survey questions focusing on factors affecting successful CRM implementation of 3-5 stars hotels in Hanoi - Conducting survey: Research student used a mixture of two direct and indirect survey methods - Data processing: Preliminary quantitative research was conducted to check the validity and reliability of the questionnaire and remove inappropriate observed variables Preliminary assessment of the reliability and value of the scale is done by Cronbach's Alpha reliability coefficient and EFA exploratory factor analysis through SPSS 20.0 processing software to screen and remove observed variables does not meet the standard - Preliminary quantitative research results: 16 (1) Assess the reliability of the preliminary set of scales Based on the results of the reliability assessment of the scales, it was found that the scales gave Cronbach's Alpha coefficients > 0.6 and the total correlations of the observed variables were all greater than or equal to 0.3 Therefore, these observed variables all have the necessary confidence and are not of any kind (2) Preliminary EFA discovery factor The result of this last rotation component matrix shows that the main component matrix is stable, from the remaining 32 observed variables, they have been grouped into large factors, respectively: - Factor (factor 1): includes observed variables, VH4, VH1, VH3, VH2 VH5 and VH6, this factor is named Corporate culture - Factor includes observed variables CN1, CN2, CN3, CN4, CN6 and CN5, this factor is named Technology Infrastructure - Factor (factor 3) includes observed variables including CK1, CK2, CK3 and CK4, this factor is named Leadership commitment - Factor (factor 4) including observed variables CL1, CL2, CL3 and CL4 is named CRM Strategy - Factor (factor 5) includes observed variables QT1, QT2, QT3 and QT4 named Business Process - Factor (factor 6) includes observed variables CS2, CS1, CS3 and CS4, this factor is named Database - Factor (factor 7) includes observed variables TC2, TC3, TC4 and TC1, this factor is named as successful CRM implementation Exploratory factor analysis EFA for dependent variable Loyalty Because only factor can be created, the rotated component matrix does not appear, the EFA exploratory factor analysis for the loyalty factor is also satisfactory with the indexes of important variables LTT monitoring is higher than the required level of 0.5 This confirms that all three observed variables are grouped into one factor This confirms that the EFA method is suitable for the preliminary survey The formal research model includes six factors that influence successful CRM implementation: Top of management commitment, CRM strategy, business processes, Corporate culture, technology infrastructure and database 2.2.2.3 Formal quantitative research - Determining the survey sample: The survey subjects are executives, directors, deputy directors, department heads, department heads in the hotel Overall, the study included 66 of 3-5 stars hotels in Hanoi with CRM implementation, including 17 of 5-stars hotels, 17 of 4-stars hotels and 32 of 3-stars hotels This research model has 35 observed variables so the minimum sample size is 35 x = 175, so n = 500 > 175 is appropriate - Building the questionnaire: The official questionnaire is also designed with a structure of parts: part A is the introduction, part B is the content of the 17 survey questions focusing on factors affecting the implement CRM successful of 3-5 stars hotels in Hanoi - Conduct surveys: Direct and indirect - Data processing: At the end of the survey data collection The collected 396 votes will be cleaned and processed using SPSS version 20.0 data analysis software (The official quantitative research results are shown in Chapter 3) CHAPTER RESULTS OF ANALYSIS THE CUSTOMER RELATIONSHIP MANAGEMENT OF -5 STARS HOTELS IN HANOI 3.1 Overview of the 3-5 stars hotel market in Hanoi 3.1.1 Overview of the operation situation of - stars hotels in Hanoi According to a representative of Savills (a leading corporation providing real estate services in the world), the hotel market in Hanoi has a promising growth rate with the advantage of convenient traffic location benefits, diversified and abundant resources, high-class service quality But along with that, the competition will also become fiercer 3.1.1.1 In terms of number and structure of hotels 3.1.1.2 About the form of ownership 3.1.1.3 About price and room capacity 3.1.2 Business results of - stars hotels in Hanoi in the period 2016 - 2020 Table 3.1 of business results of the 3-5 stars hotels market in Hanoi in the period 2016 - 2019 ST ĐVT 2016 2020 Targets 2017 2018 2019 T Total number of tourists Mi 22,4 23,83 26,30 28,95 8,65 turn International customers Mi 3,81 4,95 5,7 7,025 1,11 turn Domestic customers Mi 18,59 18,88 20,6 21,93 7,54 turn Average length of stay Day 2,35 2,88 2,995 3,39 NA Length of stay for international guests Day 3,11 3,64 3,67 3,92 NA Duration of stay for domestic guests Day 1,6 2,12 2,32 2,86 NA Total revenue Bil 68.50 70.95 77.48 103.80 26,6 Average room occupancy % 60,05 62,28 64,86 67,9 32,7 Source: Author's compilation NA: Not available 3.2 Status of customer relationship management process of -5 stars hotels in Hanoi 3.2.1 Introduction of the case study sample Table 3.2 List of hotels selected for a case study 18 Source: Author's compilation 3.2.2 Process of customer relationship management of typical 3-5 stars hotels in Hanoi 3.2.2.1 CRM planning stage According to the interview results, when determining the mission and vision for the business strategy, the - stars hotels were based on specific bases such as: The core operating purpose of the hotel, the target audience target customers, financial resources and market context such as: competitors, advantages of hotels - CRM Strategy Table 3.3: CRM strategy of typical 3-5 stars hotels in Hanoi Name of hotel CRM strategy Hacinco CRM is just an activity in the business strategy A25 CRM is just an activity in the business strategy Candle Customer-centric marketing strategy Muong Thanh Personalized CRM Strategy JW Marriott Hà Personalized CRM Strategy Noi Source: Stage of organization and implementation of the CRM plan In the organizational structure of typical 3-5 stars hotels in Hanoi, CRM activities are assigned to different departments Table 3.4 Steps to implement CRM of typical 3-5 stars hotels Hacinco A25 Candle Muong Thanh JW Marriott Hà Nội Collect Customer Building and Update and Build and customer information managing analyze analyze information collection customer customer customer activities database: database portfolio Identify and Segmenting Establish Interaction Identify the establish customer relationships management level of loyalty interactive markets and with customers to maintain with customers activities to establishing and develop develop and relationships relationships maintain with relationships customers with Maintain and Thực Implement Develop customers develop tương tác nhằm interactions to relationships relationships trì phát maintain and with customers with triển mối quan develop customers: hệ với khách relationships 19 Resolve complaints hàng Assign responsibility for ensuring CRM implementation with customers Customer Lifecycle Management Cultural organization to ensure CRM implementatio n CRM Evaluation Stage Table 3.5 Evaluation of CRM of typical 3-5 star hotels in Hanoi area 3-5 stars hotels typical Evaluation Criteria Evaluation time Hacinco - Business results Periodically monthly and - Complaint situation summarizing and adjusting after months A25 - Increase business results Monthly - Customer growth Candle Hanoi - Measuring satisfaction level Monthly - Value of customer's contribution to the hotel Mường Thanh - The increase in the number of weekly customer databases - Customer conversion rate - The effectiveness of the implementation of interactive channels - Customer satisfaction and economic value contribution - Weekly revenue JW Marriott Hanoi - Customer knowledge Perform daily At the end - Customer satisfaction of each day, each - Frequency of repeat purchases by department must make a customers report and share it with - Value of customer contribution the manager's module at - Turnover of the day 5pm Source: Interview results of manager 3.3 Quantitative research results on factors affecting the implementation of customer relationship management of - star hotels in Hanoi 3.3.1 Descriptive statistical analysis of the study sample 3.3.2 The results of evaluating the reliability of the scale 3.2.2.1 20 The processing results show that the Cronbach alpha coefficients of all factors have Crobach alpha coefficients in the range 0.673 to 0.851 On the other hand, the variable correlation coefficient - the sum of all the scales is greater than 0.3, so all 35 observed variables of the scales in the research model to ensure the reliability and meet the requirements for further in-depth analysis 3.3.3 The results of exploratory factor analysis EFA 3.3.3.1 EFA analysis results for independent variables/explanatory variables The first rotation of the principal components matrix shows that the observed variable HT5 is excluded because this observed variable belongs to components, the author proceeds to remove the variable HT5 and perform the second EFA The results of running EFA show that the main component matrix table has stabilized, from 27 observed variables that have been grouped into main components as follows: - Factor 1: includes observed variables VH1, VH5, VH3, VH6, VH2 and VH4, this factor is named corporate culture and denoted as F1_VH - Factor 2: includes observed variables CL1, CL4, CL3 and CL2 This factor is named CRM Strategy and denoted by F2_CL - Factor 3: includes observed variables including HT2, HT3, HT6, HT4 and HT1, this factor is named Technology infrastructure and denoted by F3_Technology infrastructure - Factor 4: includes observed variables CS2, CS3, CS1 and CS4 named Database and denoted by F4_CS - Factor 5: includes observed variables QT1, QT2, QT4 and QT3 named Business Process and denoted as F5_QT - Factor 6: includes observed variables, CK2, CK3, CK1 and CK4, this factor is named Leadership commitment and denoted as F6_CK These factors have a total explanatory variance of 60.708% > 50% and a stop Eigenvalue = 1,081 > These numbers indicate that it is appropriate to use the EFA method, the observations produced main factor All observed variables were analyzed using Varimax rotation with cut-off 0.5 3.3.3.2 EFA analysis results for successful CRM implementation variable The EFA exploratory factor analysis for customer loyalty factor was also satisfactory with KMO index = 0.624 > 0.5, with a total explained variance of 53,936% > 50% and a stop point Eigenvalue = 1.618 > These numbers indicate that it is appropriate to use the EFA method, the observations generated a key factor All observed variables were analyzed using Varimax rotation with cut-off 0.5 3.3.3.3 EFA analysis results for the variable Loyalty The EFA exploratory factor analysis for the customer loyalty factor was also satisfactory with the KMO index = 0.612 > 0.5, the total explained variance was 53,980 % > 50% and the Eigenvalue stop = 1.619 > These numbers indicate that it is appropriate to use the EFA method, the observations generated a 21 key factor All observed variables were factored using Varimax rotation with cutoff 0.5 3.3.4 Correlation analysis results The absolute r correlation coefficients of the variables in the correlation coefficient matrix table are in the range [0.22-0.571], proving that the variables are all correlated with each other The variables in the model are all correlated and statistically significant with very small sig values (all sig < 0.05) 3.3.5 Model estimation results of factors affecting successful CRM implementation 3.3.5.1 Estimation results of the weight value of the model The results from the estimation table of multiple linear regression models by the Enter method show that all factors have a statistically significant influence on successful CRM implementation, which are the following factors: Leadership commitment, strategy CRM strategy, business processes, hotel culture, IT infrastructure and finally the database element This means that all 06 factors are statistically significant (with 95% confidence) in the research model Thus, all initial hypotheses are accepted The regression model to evaluate the impact of factors on the successful CRM implementation of the hotel is rewritten as follows: F7_TC = -0.341 + 0.309*F1_VH + 0.257*F2_CL + 0.165*F3_HT + 0.089*F4_CS+ 0.152*F5_QT + 0,158*F6_CK The results of multiple linear regression model analysis show that there are factors that all have a positive and positive impact on successful CRM implementation The degree of influence of each of these factors on successful CRM implementation of customers The hotel is not the same, but each different factor has different intensity of impact 3.3.5.2 Evaluate the fit of the linear regression model The analysis results show that R2 = 0.48 and adjusted R2 = 0.465 mean that nearly 48% of the variation in hotel CRM implementation success is explained by independent variables included in the model research 3.3.5.3 Check for multicollinearity based on variance exaggeration index VIF Variance inflation factor (VIF) of all independent variables in the model is much lower than (see Coefficient table)-> This proves that there is no multicollinearity in the model model the factors that influence successful CRM implementation, and the model is built on the template and can be generalized and used later 3.2.1.6 Results of model estimation of the influence of successful CRM implementation on customer loyalty Successful CRM implementation also has a statistically significant and positive effect on customer loyalty, the regression weight is 0.598 > and the significance level is sig = 0.000 < 0.05 The regression coefficient is positive and significant, which confirms that the initial hypothesis H7 is accepted 22 Since the model for the influence of successful CRM implementation on loyalty is a single regression model, there is no phenomenon like multicollinearity (because there is only one independent variable), so the assumptions about the squared method smallest (OLS) is satisfied 3.4 Overall assessment of the current situation of customer relationship management of -5 star hotels in Hanoi 3.4.1 Successes and causes 3.4.1.1 Success - Human factors: Top of management: Most leaders are aware of the importance of CRM implementation CRM strategy: CRM implementation helps hotels approach and communicate with customers more effectively and systematically CRM strategic goals are clearly defined by hotels based on business strategy and customer strategy Hotel culture: Every hotel is very successful with building a hotel culture based on core values and putting their employees in mind - Process factors: Business processes are fully designed, optimized by hotels and adjusted in line with CRM strategies and processes - Technology factors: The hotels all use synchronous technology infrastructure and constantly invest, upgrade and equip at all departments In addition, with the development of technology, hotels have learned to leverage the power of technology to better manage customer relationships Hardware and software systems are always innovated and improved to meet most of the activities in the hotel's departments Customer database is regularly updated, classified and stored This helps each hotel have a fairly rich amount of customer data 3.4.1.2 Reasons for success Firstly, the hotel market already has strong competition However, in the context of the severe impact from the covid-19 pandemic, the competition is more intense when all hotels are targeting the domestic market Second, today, hotel management software is designed to ensure that customer information is always updated and stored in the database management system in a systematic and specific manner Third, the advancement of science and technology, especially the industrial revolution 4.0, has brought many opportunities for hotels Fourth, the management of the hotel is aware that customers are the most important, the center of business activities 3.4.2 Limitations and reasons 3.4.2.1 Limitations - Human factors 23 Top of management: Hotel management may encounter non-cooperation from employees during CRM implementation CRM strategy: Under the impact of the Covid-19 pandemic, CRM strategies in hotels have changed and adjusted in terms of goals and processes Hotel culture: in the process of implementing CRM, each employee's starting point is different, young employees adapt to technology faster, older employees will be slower to approach and adapt - Regarding the process: there may be conflicts and disagreements in defining tasks and functions, and limiting the rights and obligations of each department in implementing CRM - About technology: and star hotels have exploited digital technology applications mainly to advertise via social networks such as Facebook, Twitter or other websites during online check-in and personalize the experience customers through mobile applications are less interested Regarding the database, the challenge for hotels is to organize the collection, storage, processing and analysis to get a comprehensive data source 3.4.2.2 The cause of the restriction Objective reasons: The Covid -19 epidemic has had an unprecedented impact in decades, the world economy has fallen into recession, and major countries and partners of Vietnam have been seriously affected Vietnam had 58 million mobile social network users as of early 2019, this number increased to million users compared to the same period last year Therefore, hotels must use social media channels to attract attention from users Most of the hotel's computer system is connected to the Internet, but it also leads to many serious risks for computers such as malicious code, hackers leading to data loss Subjective reasons Firstly, in order to adapt to the complicated developments of the Covid-19 epidemic, the management of hotels had to plan, actively change and adjust business strategies Second, changing habits is hard work Their usual mentality is to resist the change of daily routine Third, due to the increasing number of customers and increasingly diverse and strict demands Fourth, the technology infrastructure in the hotel has not yet met the requirements Fifth, the training content does not have specific content related to changing mindsets based on the hotel's interests above personal interests, training the spirit of collaboration and sharing to achieve goals be of common interest 24 CHAPTER PROPOSED SOME SOLUTIONS AND COMMENDATIONS TO COMPLETE CUSTOMER RELATIONSHIP MANAGEMENT OF - STAR HOTEL IN HANOI 4.1 Forecasting the development trend of the - star hotel market in Hanoi 4.1.1 The context of the - star hotel market in Hanoi  About the opportunity The fourth industrial revolution with new technological achievements creates opportunities for Vietnam's tourism to develop in a modern direction Although the Covid-19 epidemic will leave a lot of damage and far-reaching impact on the market, the development outlook of the hotel industry will remain positive in the long term Vietnam is known worldwide as one of the countries that successfully and effectively responded to the pandemic According to a representative of Savills Group, along with the vaccination schedule that is taking place on a large scale in Europe, the US and many countries around the world, the hotel segment in Asia may recover in a V-shape  About the challenge In the coming period, the world situation will continue to be complicated and unpredictable, while the domestic economy will still face many difficulties and potential risks, posing many challenges for sustainable development That is the complicated development of the Covid-19 pandemic Hanoi as the capital, the political center of the country, the pressure on population, urbanization process, transport infrastructure, environmental sanitation and social order and safety have placed on the Hanoi is not a small challenge in the context of increasing tourists to Hanoi 4.1.2 Orientation to develop business activities of - star hotels in Hanoi in the period of 2021 – 2025 According to the 5-year tourism development plan for the period of 2021 - 2025, which was developed by the Hanoi Department of Tourism and issued by the City People's Committee., when the epidemic is initially controlled, all policies and actions of the tourism industry must focus on recovering the domestic tourism market, Hanoi green economy sector Doing well in domestic tourism, the capital's tourism industry in particular, and Vietnam in general will also create more imprints for the international tourism market 25 4.2 Some solutions to improve customer relationship management of -5 star hotels in Hanoi 4.2.1 Human factor solutions in CRM implementation 4.2.1.1 Enhance top of management commitment to supporting, directing, and operating the hotel's CRM implementation Firstly, each leader needs to understand the vision and mission of the hotel to come up with an appropriate business strategy Second, top of management needs to be committed to providing the necessary resources and budget to implement CRM Third, top managers need to pay attention to removing barriers and obstacles while implementing CRM 4.2.1.2 Complete hotel culture Firstly, the customer-centric business strategy orientation needs to be clearly reflected in the hotel culture Second, hotels need to promote the building of a hotel culture that upholds the spirit of cooperation and sharing in the working process of staff Third, the hotel needs to invest time in training to improve staff capacity and qualifications when participating in CRM implementation Fourth, hotels should build working environment and effective evaluation methods 4.2.1.3 Complete CRM strategy Firstly, building a CRM strategy must be based on a business strategy Second, the CRM strategy must clearly and fully demonstrate the goals Third, ensure the general consensus from senior leaders to employees 4.2.2 Process solutions First, ensure business processes are consistent throughout the hotel system Second, the hotel needs to find a CRM content model suitable for business characteristics Third, adjust the organizational structure of departments in the hotel to ensure a favorable coordination mechanism in the process of establishing relationships and providing products and services to customers Fourth, set up interactive channels in accordance with customer needs When applying CRM, hotel staff will have to follow the process of approaching customer groups through CRM, not with each customer Fifth, business processes related to customer interactions are analyzed and evaluated 4.2.3 Group of solutions on technological factors 4.2.3.1 Investment in technology infrastructure Firstly, hotels should continue to invest and upgrade the software system to support customer management Second, hotels need to invest in customer information security systems 4.2.3.2 Solutions to improve database quality: 26 Firstly, ensure the quality of information for the database system Second, invest in and upgrade the database storage system Third, good management of data mining 4.3 Some recommendations to improve customer relationship management of 4-5 star hotels in Hanoi 4.3.1 To the Government 4.3.2 On the side of the relevant Ministries, Departments and Sectors CONCLUDE Maintaining and developing relationships with customers is always the goal of all hotels in order to achieve business efficiency and affirm a competitive position in the market Accordingly, CRM is always one of the orientations in line with the goals and business strategies of each hotel Therefore, the study of the topic "Customer relationship management of 3-5 star hotels in Hanoi" is really meaningful in both theory and practice, to enhance the quality of customer relationships, improve loyalty, and maximize long-term value and positive word-of-mouth customers Research results of the thesis: By combining and using many research methods, the thesis has implemented and answered the following questions: Firstly, the thesis has identified a framework to research the CRM process with stages of implementation in relation to influencing factors and CRM components Process analysis is a case study with groups of 3-star and 4.5-star hotels in Hanoi Second, identify factors affecting successful CRM implementation with 28 observed variables, in which observed variables were newly discovered: Senior leadership removes constraints in CRM implementation, Hotel have a system of measuring and rewarding employees and an update system of advances in technology These are considered new contributions of the thesis Third, the thesis also shows a positive relationship between CRM implementation and customer loyalty Loyalty is measured by observed variables: customer lifetime value, repeat buying behavior and word of mouth Fourth, on the basis of qualitative and quantitative analysis results, the thesis proposes to focus on three large groups of solutions: ((1) Solutions on human factors in CRM implementation; (2) Solution to complete the process, (3) Solution to complete the technology At the same time, the thesis also recommends to the Government; Ministries, departments, branches and People's Committee of Hanoi city on completing a number of policies, creating mechanisms to help develop the hotel market in the coming time 27 - - Limitations and recommendations for future research: Within the scope of the research, due to time and capacity limitations, the thesis also has some limitations: When analyzing the CRM process, the thesis only does a case study on a sample of hotels divided into groups: 3-star hotels and 4.5-star hotels based on the classification of hotels by geographical area management and forms of management Therefore, the research results will inevitably be the generality of all data on the 3-5 star hotel market in Hanoi Research data of the thesis mainly at the time Because studying data over time is very difficult Therefore, the impact of CRM over time needs to be more accurately assessed This opens up the next research direction of the research student, which is to expand the research sample based on ownership characteristics (state-owned hotels, joint ventures, foreign-invested capital) to get the evaluation results clearly clearer; from there as a basis to propose more specific solutions for each hotel group Further studies can access data over time to assess the influence of factors on successful CRM implementation and loyalty ... 3, 81 4, 95 5,7 7,0 25 1,11 turn Domestic customers Mi 18 ,59 18,88 20,6 21, 93 7 ,54 turn Average length of stay Day 2 , 35 2,88 2,9 95 3, 39 NA Length of stay for international guests Day 3, 11 3, 64 3, 67... successful CRM implementation of the hotel is rewritten as follows: F7_TC = -0 .34 1 + 0 .30 9*F1_VH + 0. 257 *F2_CL + 0.1 65* F3_HT + 0.089*F4_CS+ 0. 152 *F5_QT + 0, 158 *F6_CK The results of multiple linear regression... activities are assigned to different departments Table 3. 4 Steps to implement CRM of typical 3- 5 stars hotels Hacinco A 25 Candle Muong Thanh JW Marriott Hà Nội Collect Customer Building and Update and