樹 德 科 技 大 學 經 營 管 理 研 究 所
Graduate School of Business and Administration
碩 士 論 文
The Resource-Based Theory (RBT) Study in CapabilitiesCRM Performance: The Case Study of Vietnamese
Commercial Banks
研究生
指導教授
中 華 民 國 99 年 6 月
: 陳氏珠 撰
: 楊一峰
The Resource-Based Theory (RBT) Study in Capabilities-CRM
Performance: The Case Study of Vietnamese Commercial Banks
Student: Tran Thi Chau
Advisor: Prof. Yang Yi Feng
樹 德 科 技 大 學
經 營 管 理 研 究 所
碩 士 論 文
A Thesis
Submitted to
Graduate School of Business and Administration
Shu-Te University
In Partial Fulfillment of the Requirements
For the Degree of Master
In Business Administration
June 2010
YanChao, Kaohsiung, Taiwan. R.O.C
中 華 民 國 99 年 6 月
Graduate School of Business and Administration
Shu-Te University
The Resource-Based Theory (RBT) Study in
Capabilities-CRM Performance: The Case Study of
Vietnamese Commercial Banks
Student: 陳 氏珠
Advisors: Prof. 楊一峰
ABSTRACT
The resource-based theory (RBT) has been used as a perspective in
understanding the capability-customer relationship management (CRM) performance. In
this study the effects of two capabilities (human resource and information technology
capabilities) investigated on customer relationship management (CRM) performance.
Among four commercial banks in Vietnam, this study surveyed 200 employees and 200
customers in the spring term of 2010. This stud use statistical tools such as
Confirmatory Factor Analysis (CFA), Variance Inflation Factor (VIF) and Multiple
Hierarchical Regression (MHR) to analyze data. The expectation of this study helped
understand whether the positive effects of information technology and human resource
capabilities and the complementarity of them on CRM performance. These results of
new findings suggested us to realize by the followings: these two capabilities are
important to business resources since they are expected significantly to improve CRM
performance
i
Keywords: Resource-Based Theory (RBT), Capability-CRM performance,
Human
Resource
Capability,
Information
Relationship Management (CRM).
ii
Technology
Capability,
Customer
ACKNOWLEDGMENTS
I am delighted to have chance to express my gratitude and thankfulness to those
who supported and encourage me to complete this research study, and generally is my
process study. First of all, my sincerely thanks and appreciate to my advisor Professor
Yang Yi Feng provided guidance and encourage throughout my study and during my
research process. This research study can be completed with supported and guided of
him. I would like to express my deeply thanks to my senior students who helped me all
time I stayed in here.
Father more, my thankfulness to IMBA staff, all my roommates and all my
Vietnamese friends for supporting and encouragement during two years study. I will
remember all time, all memories and it became one of beautiful time in my life. I would
also like to express my greatly thank and love to my darling, who have encouraged me
much by sharing with me my happiness, worry all the time. I would like to expresses
my heartfelt gratitude to my parents who give me power, faith and useful advises
following my entire step in my life.
Finally, I want to say thank to everyone who make my life, step by step, become
better and better.
iii
ABSTRACT
------------------------------------------------------------
i
ACKNOWLEDGMENTS
------------------------------------------------------------
iii
TABLE OF CONTENTS
------------------------------------------------------------
iv
LIST OF TABLES
------------------------------------------------------------
vii
LIST OF FIGURES
------------------------------------------------------------
viii
CHAPTER 1
INTRODUCTION -------------------------------------
1
1.1.
Empirical Background --------------------------------
1
1.2.
Research Purposes -------------------------------------
4
1.3.
Research Question -------------------------------------
5
1.4.
Significance of the Study------------------------------
5
1.5.
Research Flow - Chart ---------------------------------
7
LITERATURE REVIEWS ---------------------------
9
2.1.
The Resource-Based Theory Perspective -----------
9
2.2.
Customer Relationship Management Performance
11
2.2.1.
Innovation -----------------------------------------------
13
2.2.2.
Customer Loyalty --------------------------------------
15
2.3.
Capabilities ----------------------------------------------
16
2.3.1.
Human Resource Capability --------------------------
17
2.3.2.
Information Technology-------------------------------
29
2.4.
Complementarity ---------------------------------------
22
METHODOLOGY ------------------------------------
24
3.1.
Research Model ----------------------------------------
25
3.2.
Hypotheses ----------------------------------------------
25
3.2.1.
Hypotheses 1 and 2 ------------------------------------
25
3.2.2.
Hypothesis 3 --------------------------------------------
27
CHAPTER 2
CHAPTER 3
iv
3.3.
Research Methodology --------------------------------
29
3.4.
Research Context ---------------------------------------
29
3.5.
Scales of Questionnaire -------------------------------
30
3.6.
Measurement of Questionnaires----------------------
30
3.6.1.
Human Resource Capability --------------------------
30
3.6.2.
Information Technology Capability ----------------
32
3.6.3.
CRM Performance -------------------------------------
33
3.7.
Sample and Data Collection --------------------------
34
3.8.
Data Analysis -------------------------------------------
35
3.8.1.
Reliability Analysis ------------------------------------
35
3.8.2.
Factor Analysis -----------------------------------------
36
3.8.3.
Multiple-Hierarchical Regression --------------------
36
DATA ANALYSIS ------------------------------------
38
4.1.
Descriptive Analysis -----------------------------------
38
4.1.1.
Data Collection -----------------------------------------
39
4.1.2.
Demographic Characteristics -------------------------
40
4.2.
Descriptive Statistic ------------------------------------
43
4.3.
Validity and Reliability --------------------------------
43
4.3.1.
Construct Validity --------------------------------------
45
4.3.2.
Factor analysis ------------------------------------------
45
4.4.
Overall Correlations among Variables --------------
46
4.5.
Multiple Hierarchical Regression Analysis---------
49
4.5.1.
Hypothesis 1a and 1b ----------------------------------
49
4.5.2.
Hypothesis 2a and 2b ----------------------------------
50
4.3.1.
Hypothesis 3a and 3b ----------------------------------
50
CHAPTER 4
v
4.6.
Summarize of Results----------------------------------
52
DISCUSSION AND CONCLUSION --------------
54
5.1.
Discussion -----------------------------------------------
54
5.2.
Contributions--------------------------------------------
56
5.4.
Limitations ----------------------------------------------
58
5.4.1.
Subjects and Research Instrument -------------------
58
5.4.2.
Research Methods and Research Instrument -------
59
5.3.
Future Study-------------------------------------------- .
59
REFERENCE
------------------------------------------------------------
60
APPENDIX 1
------------------------------------------------------------
69
APPENDIX 2
------------------------------------------------------------
73
CHAPTER 5
vi
LIST OF TABLES
Table 1: Contribution to GDP growth by sector, 2006-2008 ............................................ 2
Table 2: Scales of Questionnaire ..................................................................................... 31
Table 3: Demographic Characteristics ............................................................................ 40
Table 4: Descriptive Analysis for Questionnaire Items................................................... 42
Table 5: Factorial Validity and Scale Reliability of Human Resource ........................... 44
Table 6: Factorial Validity and Scale Reliability of Information Technology ................ 45
Table 6: Factorial Validity and Scale Reliability of CRM Performance ......................... 46
Table 7: Overall Correlations among All Variables ........................................................ 48
Table 8: Multiple Hierarchical Regression Analysis Results for Capabilities such as
Human Resource Capability and Information Technology Capability and Their
Complementarity to Customer Relationship Management ........................................... 51
Table 9: Summarized Results of the testing Hypotheses ................................................ 53
vii
LIST OF FIGURES
Figure 1: Relative size of top 17 commercials banks in tern of charted capital ............... 3
Figure 2: The Research Flow- Chart ................................................................................. 8
Figure 3: The Research of Framework Model................................................................. 24
Figure 4: The Result of Research Framework Model ..................................................... 52
viii
CHAPTER 1
INTRODUCTION
This study focuses on customer relationship management performance, and the
role of capabilities such as human resource capability and information technology
capability. This chapter presents empirical background, research purposes, research
question, and significance of the study, research flow chart and limitations of this study.
1.1. Empirical Background
For this globalization still faces with the developing economics, this has resulted
in the large need of the banks, which is the business activity of accepting and
safeguarding money owned by other individuals and entities, and then lending out this
money in order to earn a profit. Nowadays, the commercial banks sector is becoming
increasingly competitive around the world. Commercial banks are important players in
financial markets and offer financial services such as investing funds, engaging in the
business of keeping money for savings and checking accounts or for exchange or for
issuing loans and credit，transacting business with a bank; depositing or withdrawing
funds or requesting a loan.
Nowadays, Vietnam is one of strongest developing countries in Asia. To fuel
economic growth, Vietnam needs to attract investors to invest more. Accession into the
WTO in January 2007, Vietnam has committed itself to move to a market based
economy and to create a level playing field for all participants, whether state-owned or
private, domestic or foreign. It is an opportunity for Vietnam to bring itself in line with
1
common international practices and thus open up more sectors to foreign investment
and also, it is a threat by foreign competitors to compete Vietnamese market.
Table 1: Contribution to GDP growth by Sector, 2006-2008
Economic growth has been steady, especially in the last five years, and is
expected to continue in the same mode with the government expecting real GDP growth
of around despite the pace and breadth of recent progress, it is important to remember
that 74% of the population is still rural and that Vietnam‘s per capita income of
US$ 660 ranks amongst the poorest nations, at 151st out of 208 countries, according to
the World Bank (2006). According Vietnam Investment Review Magazine, 2007),
Vietnam ranked third for investment attraction among Asian nations in the 2007-2009
periods, after China and India. One of the sectors in Vietnam exposed to rapid change is
the banking sector. This sector was substantially reorganized at the outset of the
transition period. However, like other industries, further modernization during the 1990s
2
was generally quite modest. This means that, in part as a legacy, the current banking
system in Vietnam is still dominated by the state-owned commercial banks (SOCBs)
which account for more than 70 percent of all bank deposits. Although there are many
foreign bank branches and semiprivate joint-stock commercial banks (JSCBs), these
have so far operated on a limited scale, serving niche markets.
Figure 1: Relative size of top 17 commercials in tern of charted capital (Source:
SBV, 2006; VinaCapital, 2006)
Such a goal was difficult to achieve without the introduction and implementation
of good governance practice (IFC-Report, 2006) that: ―It permits investors and creditors
to provide long-term capital to firms and fund investment with confidence; enables
senior managers to focus on generating efficiency and productivity gains; and it allows
for the creation of an internal ―architecture‖ within firms that allows them to increase
their scale and capacities.‖
3
In this study, it concentrated to research the case of four Vietnamese commercial
banks: Asia Commercial Bank (ACB), Vietnam Joint Stock Commercial Bank for
Industry and Trade (Vietinbank), Vietnam Technological and Commercial Joint- stock
Bank (Techcombank), Joint Stock Commercial Bank for Foreign Trade of Vietnam
(Vietcombank). These four Vietnamese commercial banks have operated by issuing
financial products. They have systems of capabilities such as human resource capability
and information technology capability in place and we want to examine these two
capabilities and their complementarities on CRM performance. According Song et al.
(2005), dependent capabilities always have effected to the CRM performance in these
Vietnamese commercial banks, and also by their synergy where the complementarities
are most likely to occur (Song et al., 2005). All have related to RBT study.
1.2. Research Purposes
As mentioned above, there were some research on CRM performance and the
role of main capabilities (such as human resource capability and information technology
capability). Besides, there has yield a necessary study based on the following empirical
findings. And also the study found a significant positive relationship between main
capabilities and CRM performance (Powell and Den - Mically, 1997; Rai et al., 2006;
Ravichanrdan and Lertwongsatien, 2005) such as: 1) the significant positive relationship
between human resource capability and CRM; 2) the significant positive relationship
between information technology capability and CRM; 3) the significant positive
relationship between the combination/complementarity of human resource capability
and information technology capability and CRM performance
4
From all things mentioned above, we built and developed construct of the study
which represented the elements contributing to CRM performance, investigating and
testing the model to determine which factors (human resource capability or information
technology capability or both of them) have more significant effect to CRM
performance, providing useful information for four Vietnamese commercial banks.
1.3. Research Questions
Based on the above description, this study intended to examine factors that
affect on CRM performance. The following research questions are about whether: 1)
Customer relationship management (CRM) is significantly affected by human resource
capability capability; 2) CRM is significantly affected by information technology
capability; 3) CRM is significantly affected by the complementarities of human
resource capability and information technology capability complementarities.
1.4. Significance of the Study
As most of the previous studies on CRM performance are based on resourcebased theory (RBT), this study develops one model by focusing on CRM performance.
Based on the RBT, the strategic resources implement their heterogeneity capabilities
and complementarities processes (Barney, 1991) is widely believed to be able to reach
competitive advantage and improve performance as well. RBT emphasizes the strategic
importance of human resource and information technology capabilities to organizational
commercial bank‘ success in a rapidly change environment (Barney 1991; Shum, Bove,
and Auh, 2008). It has been suggested in many studies that human resource capability,
information technology capabilities form a set which help to achieve performance
5
advantage. For example, human resource capability provides a commercial bank to
support performance advantage. Moreover, it develops from human resource capability
management systems (HRMS) over a long period of time and human service skills are
generally unique (Barney, Wright, and Ketchen, 2001). Information technology
capability (Barney, 1991) reverberated the specific history of commercial banks over a
long time through the accumulation of experience/evolution from a lot of studies (Katz,
1974). Thus, managerial information technology capability skills usually include
broadening of the skills that employees have to improve and the business needs of other
functional managers, suppliers, and customers (Mata, Fuerst, and Barney, 1995).
Ray et al. (2005) has empirically examined the capability-performance
relationship, linking capabilities and customer relationship management (CRM) in the
service marketplace. More recently, Richards and Jones (2008) concluded that CRM
implementation is more dependent on building interpersonal relationships (human
resource capability) with customers, coordinating functions with internal and external
business operations (information technology capability). RBT allows us to ascertain
relatively more about why some organizations are able to successfully use their
capabilities than others (Helfat, 2000). The complementarities-performance approach
can provide some possible answers/solutions to this question (Barney, 1991).
The study generated a clear understanding about influence of the role of main
capabilities (human resource capability and information technology capabilities) to
CRM performance in four Vietnamese commercial banks. Furthermore, this research
can help managers recognize deeply the important capabilities effect on CRM
performance.
6
1.5. Research Flow- Chart
Figure 1 indicates the progress and structure of this study. There are five parts of
this study including Introduction, Literature reviews, Methodology, Analysis and Result,
and Conclusion and Recommendation. All the steps taken in this study also follow this
order.
7
INTRODUCTION
Empirical background
The Research Purpose
Research questions
Research Flow Chart
Significance of this study
Limitations
LITERATURE REVIEWS
RBT
The role of main capabilities
Relationship perspective
METHODOLOGY
Research Framework
Hypotheses
Research Methodology
Research Context
Scales of Questionnaire
Measurement of Questionnaires
Sample and Data Collection
Data Analysis
ANALYSIS AND RESULT
Descriptive Analysis
Validity and Reliability of Questionnaire
Hypothesis Testing and result
CONCLUSIONS AND RECOMMENDATIONS
Figure 2: Research Flow Chart
8
CHAPTER 2
LITERATURE REVIEWS
The aim of this chapter was to present and describe the concept of resourcebased theory, CRM performance and the role two of main capabilities.
2.1. The Resource-Based Theory Perspective
The definition of RBT is not various because of different organization of
commercial banks‘ capability and resource so that, the differences make the different
competitive advantages of organizations and resource heterogeneous. Some researchers
have studied and submitted some prior RBT to the development of this theory in recent
years to help design its model to suitably and better operate heterogeneity capability for
competitive and effective CRM performance in the organization of commercial banks.
Assets, capabilities, organizational processes, commercial banks attributes, and
information are all factors of the resource-based theory (RBT) perspective of the
commercial banks (Barney, 1991) that makes success business for organization of
commercial banks. According to Ray, Muhanna and Barney (2005), a organization of
commercial bank‘s survival and growth in the markets depends largely on how it creates
new resources, spend new and available resources to fit the demands of markets,
develops existing ones, and protects its core competencies.
Generally, RBT mainly give noticed to factor markets and focuses on analyzing
resource heterogeneity and imperfect mobility, such as valuable, rare, imperfectly
imitative, and no substitutable resources. RBT was expanded to gain competitive
9
advantages in organization of commercial banks. The key to obtaining competitive
advantages depends on its capability. Competitive advantage is a necessary and
important for performance advantage. In short, based on the RBT perspective, these
prior studies contributed insights into the influences of shared knowledge, service
climate, human resource capability, information technology capability, and technologyrelated capabilities on commercial banks performance, including customer service,
operating and market-based objectives, profit, sales, and ROI.
After study of manufacturing organization of commercial banks, the study was
showed that that information technology infrastructure could supply sustained gains in
commercial banks performance, particularly in operational excellence and also to rising
revenue (Rai et al., 2006). Further, according Ray et al.‘ (2005), after studying the life
and health insurance industry, it showed that information technology capabilities are
valuable because of its result the shared knowledge and service climate (enable a
commercial banks to raising the effectiveness of customer service performance.
Moreover, in Powell and Dent-Micallef‘s study (1997) study the effect of human
resource capability and technology resources on information technology performance
used the US retail industry as a study population and concluded that information
technology capability is part of competitive advantage. On the basis of RBT, the
organization of commercial banks that gain resources have more economic competitive
advantages than others which have not gained resources.
The main effect of human capital (personal skill and human resource capability
specificity) and information technology infrastructure flexibility (network and data
sophistication) on (operating and market-based) performance were suggested by
10
Ravichandran and Lertwongsatien (2005). The link between these two capabilities
(human resource capability and information technology capability) and customer
service has not been examined even though over past decades customer service has
emerged as a strategic and critical factor in organizational CRM performance (Ray et al.,
2005). Thus, in the present study performance was examined by considering CRM
performance relative to objectives; and by stretching the results of previous studies to
allow an evaluation of the RBT perspective by modeling the effect of the presence of
these two capabilities on CRM performance.
2.2. Customer Relationship Management (CRM) Performance
In this study, CRM includes two factors that are innovation, customer loyalty.
Nowadays, every economics have a global strategy nature, it means that organizational
commercial banks have increased competition and advances in information to cope with
rival organization of commercial banks. Many researchers mentioned CRM definitions
in the literature over 20 years in different industries. However, there is still significant
disagreement on CRM definition and meaning (Buttle, 2004). CRM has managed
mutually beneficial relationship (LaPlaca, 2004) with the core benefits to improve target
profitable customers, support customer service efficiency and effectiveness, and
individualize marketing messages (Richards and Jones, 2008). CRM was defined as a
cross-functional process for achieving a continuing conversation with customers,
included all their contact and access points, with personalized treatment of the most
valuable customers, to raise customer retention, and to get closer to the customer, to
gain the effective business. CRM is an information system that tracks customers‘
interactions with the organization of commercial banks and allows employees to
11
instantly pull up information about the customers such as past and current sales and/or
service records, outstanding records or unresolved problem calls. In the other face,
CRM was a core organizational process and a part of marketing‘s new perspectives that
focuses on establishing, maintaining, and enhancing long-term associations with
customers (Day, 2004, Srivastava, Shervani, and Fahey 1999). CRM was be suggested
as the gathering of methodologies and tools which help commercial banks manage
customer relationships in commercial banks, and focus on the demands of the customer
and to mix a customer facing approach throughout the organization.
The key competitive strategy business is CRM which can be defined as an
interactive process achieving the optimum balance between corporate investments and
the meet of customer want to generate the maximum revenues. It is very important
because managing and organizing customer relationships, instead of taking a more
transaction-oriented approach, is more profitable for organization of commercial banks
(Morgan and Hunt, 1994). CRM performance can be viewed as related to buyer-seller
interaction relationships which are the result of human resource capability and
information technology capability. It is socially complex, and not subject to low-cost
imitation. Still necessary, not successful implementation may not actually support
customer relationships (Rigby, Reichheld, and Schefter 2002). Moreover, CRM can be
interpreted as a process of digitizing a staff‘s knowledge about organizational customers
during a long time. It focuses on leveraging and exploiting interactions with the
customer to maximize customer satisfaction, ensure return business, and ultimately
enhance customer profitability.
12
In practice, however, managers often perceive CRM from different perspectives,
for example, CRM is a part of marketing efforts, customer service, particular software
and technology, or even process and strategy. CRM implementation process model
consists of four components: CRM relationship formation, management and governance,
performance, and evolution. CRM performance includes loyalty and customer
satisfaction as aspect, in addition to strategic and financial goals. The overall aim of
CRM is to improve marketing productivity, to enhance mutual value for the parties
involved in the relationship and increase revenues. Luck and Lancaster (2003)
suggested that the term CRM has become a buzzword, with the concept being used to
reflect a number of different perspectives. In this paper, the term CRM system is used to
reflect computer-based systems that support CRM.
The organizational commercial banks have been forced by communication
technology to concentrate on managing customer relationships to make efficiently
maximize revenues. The purpose of CRM is to gain an extensive view of customers, and
be able to consistently predict and react to their needs with targeted and effective
activities at every customer touch point.
From all definitions, which mentioned above, we may infer that, although the
multiple of ways which CRM has been defined, several components can be identified as
main to the phenomenon of CRM as follows: CRM is a process; CRM is management
of mutually beneficial relationship; CRM is information system; CRM performance can
be viewed as resulting from a socially complex process, and so on. Customer
relationship management has two parts those are innovation, customer loyalty.
2.2.1. Innovation
13
Innovation is imaginative activity fashioned so as to produce outcomes that are
both original and of commercial value. A process innovation, on the other hand, can be
viewed as an outward shift of an existing supply function, which corresponds to lower
variable costs in the production of an existing product or service, and is therefore a
productivity increase (Beath et al., 1995; Dasgupta and Stiglitz, 1980; Reinganum,
1981). Value innovation or strategic innovation was a key variable strengthening the
creation of competitive. The aim is the creation of new market space make opportunities
to develop organization of commercial banks.
The importance of new technologies and innovations for competitiveness and
growth is obvious fact among managers, policy makers, and researchers but in fact,
some of new technologies and innovations lead to success. Given the varied
technological opportunities and types of innovations from which organization of
commercial banks can potentially choose, it is desirable to know which innovative
activities and technologies are most clearly associated with improved competitiveness
and growth. The relationship between innovation and profitability is more complicated
because of dependent on the reaction of competing organization of commercial banks.
In this study, innovation includes four parts those are purchase of relevant
product/service; recommendation from old customer to new customer; provision of new
product/service; creation of new product/ service. According Kamien and Schwart
(1982), the generation of a new production function which includes the possibility to
differentiate an existing product (Beath et al., 1987; Shaked and Sutton, 1982; Vickers,
1986) was suitable for a product innovation, in micro-economic terms. The relationship
between innovation and profit depends on the reaction of competing organization of
14
commercial banks so that it is not simple. Furthermore, innovation creates new
products/services and novel process, which always supply the competition with rivals.
2.2.2. Customer Loyalty
In consumer behavior studies, customer loyalty was used to help banks to
determinant accurately numerous banks‘ customer and its market and had differentiated
strategies (Palmer et al., 2000; Knox and Walker, 2001; Rowley, 2005) for example if
showing differing forbearance in the event of a service failure (Mueller et al., 2003;
McMullan and Gilmore, 2003) or increased competition (Shoemaker and Lewis, 1999).
Customer loyalty was defined as a behavioral measure. These measures include
proportion of purchase, probability of purchase, probability of product repurchase
(Lipstein, 1959; Kuehn, 1962), purchase frequency (Brody and Cunningham, 1968),
repeat purchase behavior (Brown, 1952), purchase sequence (Kahn, Kalwani, and
Morrison, 1986), and multiple aspects of purchase behavior (Ehrenberg, 1988; DuWors
and Haines, 1990). Customer loyalty has defined as a valuable asset in competitive
markets (Srivastava et al., 2000). Customer loyalty would help four Vietnamese
commercial banks to less price sensitive, and they recommend about their favorite
bank‘s products or service. Moreover, they would help four Vietnamese commercial
banks to ad about bank‘s brand. Thought it, those banks developed and expanded.
Many practitioners and academics have called for greater knowledge and
understanding in relation to the process of developing customer loyalty (Oliver, 1999;
Knox and Walker, 2001; Tsaur et al., 2002). This knowledge could lead to better ways
of segmenting customers according to their phase within the process and management
strategy adapted to the relationship-based needs of different levels of customer loyalty.
15
Customer loyalty is a concept that goes beyond simple purchase repetition behavior
since it is a variable which basically consists of one dimension related to behavior and
another related to attitude, where commitment is the essential feature (Day, 1969;
Jacoby and Kyner, 1973; Berne´, 1997). Researching consumer loyalty is to understand
customers‘ needs and wants, so that ensure loyalty customer would repeat purchase of
particular brands and products targeted (Chen and Gursoy, 2001). Thus, Taylor (1998)
showed that customer loyalty designed by ―likelihood to recommend a product or
service to other‖, ―likelihood to purchase a product or service again‖, and overall
satisfaction‖.
Similarly, Oliver (1999) defines loyalty as: Customer loyalty a deeply held
commitment to rebuy or repatronize a preferred product/service consistently in the
future, thereby causing repetitive same-brand or same brand-set purchasing, despite
situational influences and marketing efforts having the potential to cause switching
behavior. The commercial banks wanted to have customer loyalty, it should
concurrently focus on building both behavioral and attitudinal loyalty.
2.3. Capabilities
Song et al. (2005) defines capability as complex bundles of professional skills
and collected knowledge, exercised through organizational procedures, which allow
organization of commercial banks to coordinate activities and make application of the
asset. Powell and Dent-Micallef (1997) looked at human resource capabilities as a
performance-affecting aspect of company knowledge and explained that managers
prefer to get information from employees and customers; and they added value to raw
information by interpreting and adding context. Capabilities, in opposition, are useable
16
to quantify, they are the attach that brings the assets together and deploys them
advantageously. Because capabilities are deeply embedded in organizational routines,
and needs, they are idiosyncratic and difficult to imitate or duplicate, which makes them
the most likely sources of performance advantage (Day, 1994).
2.3.1 Human Resource Capability
Human resource capability was defined as a performance - affecting aspect of
organizational knowledge and explained that managers prefer to get information from
people who add value to raw information by interpreting and adding context (Powell
and Den-Micallef, 1997). It increased CRM performance by facilitating the
organization‘s ability to reply to complex marketing changes, and service interaction
marketing. Human resource capability provides a organization with a performance
advantage since this capability is not subject to low-cost imitation.
Shum, Bove and Auh (2008) suggested that gaining commitment from all level
make human resource capability strong, encourage a strong customer-orientated service
climate, and professional training. According to Byrd and Tuner (2000), human
capability was measured from the components of personnel skills and competencies,
technological knowledge, business knowledge, management knowledge, and technical
skills. Human resource capability is defined as a strategy to enhance the competitive
advantage of organization (Kydd and Oppenheim, 1990; Martell and Carroll, 1995;
Leonard-Barton, 1992; Tayeb, 1995). Performance advantage occurs when a resource or
capability yields the potential and resource enhances the value and effect of another,
capability complementarities to enable a organization to reduce costs and/or respond to
17
environmental opportunities or threats. It is valuable to the extent that a organization is
able to effectively deploy such a resource or capability (Barney, 1991).
From human resource capability management system (HRMS), human resource
capability develops above a long period of time and human service skills are generally
singular (Barney, Wright and Ketchen, 2001). Human resource capability development
is the core activity of building capacity to take up knowledge (Fransman and King, 1984;
Gruber and Marquis, 1969; Hong, 1994). Human resource capability was the way to
improve the transfer of knowledge, and how to use technology. Thus, human resource
capability was to be ready for accepting new roles and must think of employability over
job security. More recently, Richards and Jones (2008) concluded that building human
resource capability with customer has more effect to CRM implement. Human resource
capability enables business to attain better performance (Song, Droge, Hanvanich and
Calantone, 2005). Human resource capability is constituted by four capacities:
employee response time, employee service for information support, and personnel assets.
2.3.1.1. Employee Response Time and Employee Service for Information
Delone and McLean (1992) utilized that employee response time involves speed
of service, efficiency to service and waiting time for service. Employee service for
information also includes three factors that include providing accurate information,
providing believable information, providing completed information (Delone and
McLean, 1992). Most organization of commercial banks had a large number of existent
employees, therefore, the strongest influence mechanism in through focused training
activities. Staffing and ongoing learning and development drive employee capability.
18
The providing new employee and training existent employee process supplies chance to
organization of commercial banks to ensure employees develop and process the base
level of required capabilities. To effectively develop employee capability, the core
competencies should be focus on training that emphasize specific area of performance
and not just train on the specifically defined tasks. Capability would be provided to
employee to ensure their thinking and adapting within a set of parameters and not just
completed a task based on rote response. It is important in organization of commercial
banks to recognize employee capability to give employees the change to improve their
level of performance, thought this, improve relationship perspective. Providing
employees with greater understanding of desired objectives or operating parameters
allows an organization to unlock the significant intellectual capacity to develop in the
rival environments.
2.3.1.2. Personnel Assets
Personnel assets were made by service tailored to customer need, efficient
management to complaints, overall service to support internal need. Personal skill and
human resource capability is specificity as measures of human capital (Ravichandran
and Lertwongsatien, 2005). Personnel-based resources include technical know-how and
other knowledge assets including dimensions such as organizational culture, employee
training, customer loyalty.
2.3.2. Information Technology Capability
Information technology capability is defined as the capability to easily and
readily support a broad variety of software, hardware, data, communications technology,
19
skill and competence and core application (Byrd and Tuner, 2000). Davenport and Short
(1990) suggested information technology capability that would help basically redesign
business processes in order to achieve improvements in organizational performance and
superior performance (Ravichandran and Lertwongsatien, 2005), establishment
innovative methods to link a organization with customers, suppliers and internal
stakeholders (Hammer and Champy, 1993). Paiva et al. (2002) inferred that in
manufacturing companies, information includes customer‘s information that is most
frequently updated, and it is focused instead of general market information. Information
technology includes computer, database management software, data warehouses, data
marts, and particularly, the Internet are often equated with information and knowledge.
Information technology is critical for product tailoring, service innovation, consolidated
views of customers, and calculating customer lifetime value (Peppard, 2000). Among
others, data warehouses, enterprise resource planning (ERP) systems, and the Internet
are central infrastructures to CRM applications.
Organization need information technology capability to support and build
marketing relationship related to CRM service. In tern of information technology
capability it is very important for an institution to develop and strengthen its Internet
service, marketing information integration, technology integration, and data integration
components.
Managerial information technology capability skills usually include broadening
of understanding, working, coordinating, and predicting the business needs of other
functional managers, suppliers, and customers (Mata, Fuerst, and Barney, 1995) and
technology is conceived of as a replacement for knowledge. We agree that such
20
technological means are undeniably vehicles for fast and efficient access to data, and
that software packages and communication facilities enable accessing, retrieving,
transformations, visualizations, and other operations on data. In this sense, technology is
no more a replaced with knowledge than the brain is a substitute for the mind. While
knowledge is an ongoing process, information technology capability is a means or
vehicle for processing data, and producing and disseminating information. It in itself
hardly creates knowledge or guarantees the generation of knowledge.
CRM applications take full advantage of technology innovations with their
ability to collect and analyze data on customer patterns, interpret customer behavior,
develop
predictive
models,
respond
with
timely and
effective
customized
communications, and deliver product and service value to individual customers. Using
technology to optimize interactions with customers, companies can view customers‘
demand to learn from past interactions to optimize future ones (Eckerson and Watson,
2000). CRM solutions deliver repositories of customer data at a fraction of the cost of
older network technologies. CRM systems accumulate, store, maintain, and distribute
customer knowledge throughout the organization. The effective management of
information has a crucial role to play in CRM.
2.3.2.1. Internet Service
Byrd and Tuner (2000) suggested that internet service includes website service,
online safely service, marketing segment service. Internet services technology covers a
broad range of technologies used for web development, web production, design,
networking, and e-commerce, online banking. Though internet service, e-commerce
transactions and customer feedback could got maximized business value (Kalakota and
21
Robinson, 1999). Customer can handle, exchange, get money, financial investment go
to every banks and organization such as computing and networking infrastructure and
human resource management (Aldin et al., 2004; Wang and Cheung, 2004). Internet
service would help the commercial banks to expand the traditional customer service,
thought it, expand customer.
2.3.2.2. Marketing Information Integration and Data Integration
Integration is a combination of compatibility and connectivity.. According to
Byrd and Tuner (2000), marketing information integration is composed by four factors
that are finding potential customers, assisting decision making, enhancing marketing
promotion, finding overall service information. Troy et al. (2001) emphasized the
importance of marketing integration data to achieve competitive advantage to compete
with rival organization.
Byrd and Tuner (2000) inferred that data integration includes searching for
customer information, storing customer and analyzing customer information. Data
transparency is defined as the free retrieval and flow of data between authorized
personnel in an organization or between organizations, regardless of location.
Information technology capability increases the need for integration throughout the
entire organization; and that IT capability can act as a tool for such integration, is
reasonable.
2.4. Complementarity
Yukl (1998) shown that complementarity is the kind of capabilities which
concurrently includes human resource capability and information technology capability
to predict CRM performance. Ray et al. (2005) suggested that complementarities are
22
valuable since these enable commercial banks to increase the efficiency and
effectiveness of processes. Based on the RBT perspective, Ravichandran and
Lertwongsatien (2005) investigated information system (IS)-firm performance
relationships, thought that, they indicated the complementarities of human,
technological, and relationship resources enhance CRM performance. Based on the
study of a multi-business firm which applied information technology resources and
information technology management practices, the complementarities of information
technology resources could create ―sub-additive cost synergies and super-additive value
synergies‖ on CRM performance (Tanriverdi, 2006). Wu (2006) identified some factors
for evaluating performance, and suggested that firms can utilize complementarity to
improve performance. Before organizing CRM performance, the study is necessary to
comprehend the role of capabilities such as human resource capability and information
technology capability.
23
CHAPTER 3
METHODOLOGY
The purpose of this chapter is to present the basic methodology followed to
collect data. The detailed discussion around the methodology includes: describe the
research model, hypotheses of this study, explain the sample selection, describe the
procedure used in designed the instrument and collecting the data, provide an
explanation of the statistic procedures used to analyze the data, describe research
context, and development of measurement (reliability and validity).
3.1. Research Model
This study examines effects of the role of main capabilities on CRM
performance. Based on literature reviews, the research framework is designed and
shown in Figure 2.
Figure 3: Research Framework Model.
24
The research framework includes the following components: 1) Main
capabilities such as human resource capability and information technology capability; 2)
CRM performace.
3.2. Hypotheses
3.2.1. Hypothesis 1 and 2
Byrd and Tuner (2000) inferred that information technology capability included
software, hardware, data, communications technology, skill and competence, and core
applications and support them for running business in companies. In other meaning,
information technology capability is one of the resources of Vietnamese commercial
banks competitive advantage based on resource based theory (RBT). LaPlaca (2004)
defined information technology CRM as the management of mutually beneficial
relationship with the core benefits of increasing target profitable customers, customer
service efficiency and effectiveness, and individualizing marketing messages (Richards
and Jones, 2008). It is very important because pursuing long-term customer
relationships, instead of taking a more transaction-oriented approach, is more profitable
for commercial banks (Morgan and Hunt, 1994). According to Srivastava, Shervani, and
Fahey (1999), CRM is a core organizational process that focuses on establishing,
maintaining, and enhancing long-term associations with customers. The technology–
employee gap would helped employees perceive what CRM tools were deployed by the
firm. Furthermore, it was shown that employees had the skill set/resources to utilize
those CRM tools (Speier and Venkatesh, 2002; Venkatesh et al., 2003).
25
Human resource capability is strengthened by attainment commitment from all
levels, encouraging a strong customer-orientated service climate, and professional
training (Shum, Bove, and Auh, 2008). Mckay and Brockway (1989) shown that human
resource information technology which includes the knowledge, skills, policies,
standard and experience required for binding the technology components to the
necessary services. Schuler and MacMillan (1984) suggested that the human resource
capability function could significantly affect competitive advantage, CRM performance
can be enhanced by capability (Kydd and Oppenhiem, 1990, Leonard-Barton, 1992) to
facilitate the Vietnamese commercial banks‘ ability to respond to complex marketing
changes, and service interaction marketing.
It also helped managers to building strong marketing strategies that involved
customer services and customer relationships management (Chen and Popovich, 2003).
Furthermore, information technology capability has helped show the way changed,
improved and developed business operation and management. Zhang and McCullough
(2005) focused on information technology capability to improve CRM performance.
Supporting a CRM performance advantage since this capability and social complexity
(supplier-seller interaction relationships) are not a subject to low-cost imitation
(Armstrong and Shimizu, 2007). Moreover, it is unique and necessarily to develop from
personnel skills and competencies, service reliabilities, and service resource specificity
during a long time. Thus, customer relationship management performance can be
viewed as resulting of a socially complex process (Dierickx and Cool, 1989; Lippman
and Rumelt, 1982) which is developed over time.
26
Through a long time, Katz (1974) suggested that the capability expresses the
specific history of a commercial bank to collect of experience and evolution by trial and
error. Conclusion this, the interpersonal relationships have effect on development of
CRM performance. Furthermore, customer relationships need human resource
capability to develop, information technology capability to coordinate internal and
external business functions. Thus, it needs to take a proactive communication role
within the organization to establish and nurture productive relationship (Yate, 1992).
CRM performance can be viewed as related to buyer-seller interaction relationships
which are the result of the human resource capability and information technology
capability. Based on the RBT literature and the arguments discussed above we suggest
the following two hypotheses:
Hypothesis 1: Human resource capability has significantly positive to
CRM performance: a) Innovation; b) Customer Loyalty
Hypothesis 2: Information technology capability has significantly
positive to CRM performance: a) Innovation; b) Customer Loyalty
3.2.2. Hypothesis 3
In general, the development of CRM performance advantage need the source
attributes of inimitability, causally ambiguous relationship, and social complexity
(Dierickx and Cool, 1989; Lippman and Rumelt, 1982). The development of buyerseller interaction relationships needs time as does the synergistic process where human
resource capability and information technology participate in the building of customer
relationships, the coordination of internal and external business functions. Resources is
27
viewed as a set of heterogeneous capabilities for performing projects, assignments, or
tasks by combining physical, human, and technological resources (Ravichandran and
Lertwongsatien, 2005). Vietnamese commercial banks‘ resources are complementarity
where one resource enhances the value and effect of another resource (Powell and DentMicallef, 1997). The complementarity between human resource capability and
information capability had a big role in enabling organization of commercial banks to
effectively attain CRM advantage and positively affect commercial banks performance
(Zhuang and Lederer 2006) and that the bundling of the complementarities with each
other (Christmann, 2000; Teece, 1986) could create inimitability (Newbert, 2008).
CRM performance could be enhanced due to the combination/complementarities of
human resource capability and information technology capabilities.
Powell and Dent-Micallef (1997) suggested that Vietnamese commercial banks
could integrate technology with human dimensions to enhance performance.
Information technology capability helped to feedback customers responses (Cooper,
1999) quickly and effectively to satisfy customers‘ wonder. According to Ravichandran
and Lertwongsatien (2005), effective performances are often determined by how well
technological and human resource capability fit together and support each other.
Numerous researcher suggested a technology only solution for facilitating CRM is
likely to fail even thought a large part of CRM performance is based on technology
(Chen and Popovich, 2003; Zablah, 2004).
In the Vietnamese commercial banks, information technology capability would
collect and utilize a large amount of information to help employees to remember every
customer‘s preferences and needs. When the information increased, the interaction of
28
human resource capability and information technology capability would enhance. This
means that a large percentage of customer interactions must be processed using
information technology capability with human resource capability (employees). From
all, we conclude that the complementarities of human resource capability and
information technology capability very important to CRM performance. CRM success
was increased by information technology capability that is dependent upon human
resource capability, which is comprised of the skills of individual employees at building
CRM service with their customers. Therefore it is hypothesized that:
Hypothesis
3:
There
is
a
positive
relationship
between
complementarities (human resource capability * information technology
capability) and the CRM performance: a) Innovation; b) Customer Loyalty
3.3. Research Methodology
Survey questionnaires used to collect the data from these four commercial banks
in Vietnam. Confirmatory factor analysis (CFA) is performed using the SPSS tool to
determine the measurement reliability and validity, and then applied to analyze the
collected data in order to test hypotheses in the proposed research model.
3.4. Research Context
Vietnam reflected ―the new dragon of Asia‖ with Vietnam is rapidly developing
country with GDP growth estimated at 7.8% for the first three quarters of 2006. The
Asian Development Bank (2009) projects Vietnam‘s GDP to grow above 7.5% during 3
years lately. Vietnam became a member of the WTO on January 11, 2007, and provides
29
excellent opportunities for Vietnam‘s economy to business and develops commercial
banks. Strong economic growth, ongoing reform and a large population of 834 million
have combined to create a dynamic and enticing commercial environment in Vietnam.
Some researchers have intention relatively in relationship perspective management and
capabilities (Dorman et al, 1997). They showed that the directive, supportive,
charismatic, and human resource capability and information technology capability have
significantly raising CRM performance in four Vietnamese commercial banks. This
study used products and services in the four Vietnamese commercial banks‘ to
investigate hypotheses in the proposed research framework. Rather, the results of this
study were expected to extend the RBT perspective trend both vertically (empirical case
to management practice) and horizontally (study constructs to theoretical contribution).
3.5. Scales of Questionnaire
According to the purpose of this research, we develop structural questionnaire
that revise from other‘s research. A total of 200 questionnaires to employees who have
been working in four Vietnamese commercial banks and 200 questionnaires to
customers who had been trading in those banks to test the scales of these capabilities
and CRM performance were distributed to employees of four Vietnamese commercial
banks from spring term of 2010. The questionnaires emphasized placed on applying
these two capabilities within the setting of their relationship perspective.
The
questionnaires was adequately completed and used in the sample analysis. In addition, a
total questionnaire were distributed from spring term of 2010 to bank customers of
banks and bank employees as test controls since the customer-level data helps to
directly understand and empirically evaluate customer satisfaction and trust (Reinartz,
30
Krafft, and Hoyer, 2004). Questionnaire with 7 point rating scale were used to measure
respondents‘ valuation by asking them the degree of agree with statements in the
questionnaire that ranked from Strongly Disagree = one point, Disagree = two points,
slightly agree = three points, Neutral = four points, Agree = five points, slightly agree =
six points and Strongly Agree = seven points.The measurement of construct is show in
table 2.
31
Construct
Human
resource
capability
Factors
Participants
Employee
response time
Employee Service
to information
Support
No of
Questionnaires
3
3
Employees
Information
technology
capability
Customer
Relationship
Management
Personnel asset
Internet service
Marketing
information
integration
Data integration
3
References
Delone and
McLean
(1992),
Ravichandran
and
Lertwongsatien
(2005), Byrd
and Tuner
(2000)
3
3
Byrd and
Tuner (2000)
3
Innovation
5
Customers
Customer loyalty
Kim, Suh and
Hwang (2003)
5
Table 2: Scales of Questionnaire
3.6. Measurement of Questionnaires
3.6.1. Human Resource Capability
DeLone and McLean (1992), system quality assessing was measured by factors
as response time, system reliability, and system accessibility. Ravichandran and
Lertwongsatien (2005) measured human capital by personal skill and human resource
capability specificity. Byrd and Turner (2000) measured human capability as the
component of personnel skills and competencies, technology knowledge, business
knowledge, management knowledge, and technical skills. By modifying these scales,
human resource capability measure with three factors was created for this study such as:
32
employee response time factor (1) speed of service; 2) efficiency to service; 3) Waiting
time for service); employee service to information support (1) providing accurate
information; 2) providing believable information; 3) Providing completed information;
personnel asset (1) Service tailored to customer need; 2) Efficient management of
complaints; 3) overall service to support internal need; 9) employee service training; 10)
employee service capability trust. This part sent to employees who work in these
Vietnamese four commercial banks.
3.6.2. Information Technology Capability
Byrd and Turner (2000) defined information technology infrastructure
flexibility as the capabilities to easily and readily support a broad variety of software,
hardware, data, communications technology, skill and competency, and core application.
It consists of three factors – integration, modularity, and information technology
personnel flexibility. The integration factor refers to the respondents who consider that
transparent access into all organizational platforms contributes to the flexibility of the
information technology infrastructure. The modularity factor is the technical
information technology infrastructure, which is associated with hardware, software, and
data in the four Vietnamese commercial banks. Information technology personnel
flexibility refers to the human component of the existing information technology
infrastructure. By modifying these variables, an information technology capability
measure with three factors: Internet service factor of 3 items 1) website service; 2)
online safety service; 3) marketing segment service; marketing information integration
factor: 1) finding potential customers; 2) assisting decision making; 3) enhancing
marketing promotion; 4) finding overall service information; data integration factor with
33
three items: 1) searching for customer information; 2) storing customer information; 3)
analyzing customer information. This part sent to employees who work in these four
Vietnamese commercial banks.
3.6.3. CRM Performance
Kim, Suh, and Hwang (2003) used the Balanced Scorecard (BSC) to reflect a
customer-centric philosophy of CRM evaluation. The CRM model consists of the four
perspectives of customer knowledge, customer interaction, customer value, and
customer satisfaction. Customer knowledge represents the status of the customer and
customer data management and focuses on technology learning, understanding customer
needs, and customer profiles, which influence ways of interacting with customers. The
customer interaction perspective represents operational excellence and channel
management of customer services and management processes. Management and
maintenance affect customer value, operational excellence, and high-quality CRM
service. By managing and maintaining CRM more effectively, a company can satisfy its
customers and achieve operational excellence.
In this study, CRM performance was measured with two factors: innovation
factor with 5 items 1)purchase of relevant product/service; 2) provision of new product
/service; 3) creation of new product/service; 4) more efficiency in response; 5) dealing
with channel conflict and customer loyalty factor with 5 items: 1) trust bank‘s
product/service, 2) customer repurchase, 3) recommendation from old customer to new
customer; 4) continued customer commitment,5) Satisfy bank‘ s staff service. This part
sent to customers who have related to four Vietnamese commercial banks.
3.7. Sample and Data Collection
34
This study designed data to use these samples in four Vietnamese commercial
banks. It utilized the customers of four Vietnamese commercial banks and employees
who work in these banks commercial banks to generate data on the relationship of CRM
with resource capabilities. Specifically, independent effects of these two capability roles
raise the level of seller-buyer transaction trust and CRM performance when
sellers/banks successfully promote their financial merchandise to buyers/ customers,
because sellers could use information technology capabilities to collect and then
understand the preferences and needs of the customers. This study attempted to
empirical examines the influence of human resource capability and information
technology capability to CRM performance which was treated as an important concept
for measuring the competitive advantage and therefore regarded the marketing
department of commercial banks as the focal units.
Therefore, this study limited its sampling frame to four Vietnamese commercial
banks in employee–customer and information- customer influence relationship and
those banking firms place much more emphasis on how capability reflected CRM. This
study was based on a mail questionnaire survey conducted among four Vietnamese
commercial banks. The participants were contracted by an introductory letter or followup phone call describing the study purpose.
3.8. Data Analysis
These analyses was be accomplished for checking the reliability and the
capability of items in question to explain the relationship among factors in the research
model, especially the analysis has to describe the meaning of model when applying in
four Vietnamese commercial banks. In order to achieve the purposes of this study and
35
test the hypothesis, Confirmatory factor analysis (CFA) is performed using the SPSS
(Statistical Package for the Social Science) tool version 16.0 was be employed to
analyze the collected data. The analysis procedures of each statistical method are
addressed for answering each research question in this study in the following paragraphs.
According to Ryan (1997), the variable Inflation Factor (VIF) scores should below 10.0
so there would not major issue of multiclooinearities.
3.8.1. Reliability Analysis
Purification of the measurement scales and identification of their dimensionality,
factor analysis applied to gather data, extract the factor dimension and test the
constructive validity of each dimension. After factors analysis is done, item-to-total
correlation and internal consistency analysis (Cronbach‘s alpha) that is a measure of
squared correlation between observed scores and true scores used to confirm the
reliability of each research factors. In other words, reliability is measured in terms of the
ratio of true score variance to observed score variance. It can test the internal
consistency of each factor. The result is greater than 0.7, it mean that it has high
reliability and the results is smaller than 0.3, then it implies that there is low reliability.
However, for exploratory factor analysis _ can be reduced to 0.6 (Hair et al., 2006) In
this study, Cronbach‘s alpha tests used to test the internal consistency of summed scales
of all the items of each variable such as CRM performance and capabilities (human
resource capability and information technology capability).
3.8.2. Factor Analysis
Factor analysis took a large number of variables, and puts them into a small
number of items related to each other. Factor analysis assumed that a small number of
36
unobserved constructs are responsible for the correlation among a large number of
observed variables. The latent constructs cannot be directly observed, but they affect
observable variables. Specifically, factors analysis assumes that the variance of each
observed variables comes form two parts: a common part shared with other variables
that cause correlation among them, and a unique part that is different from other
variables. The common parts are called factors, and these factors represent the latent
constructs. The purpose of factor analysis explored the underlying variance structure of
a set of correlation coefficients. Factor analysis used to not only summarize or reduce
data but also exploratory or confirmatory purposes.
3.8.3. Multiple Hieratical Regression
In this study, regression analysis used to test hypotheses. Simple linear
regression analysis that is a statistical analysis technique analyzes the relationship
between one independent variable (the predictor variable) and one dependent variable
(the criterion variable). Specifically, it applied to explore the relationships between the
elements of RBT. Linear regression analysis estimates the coefficients of a linear
equation, involving one or more independent variables that best predict the value of the
dependent variable. Beside, CRM treated as dependent variable, and human resource
capability and information technology capability treated as independent variables.
Using survey data from four Vietnamese commercial banks, the theoretical
model examined though structural equation modeling analyses. This analysis was being
achieved for verifying the reliability and the capability of items in question. In
consequently, this result was used for explaining the relationship among factors, and the
analysis also described the meaning of model when applying in Vietnamese banks.
37
CHAPTER 4
DATA ANALYSIS
This part of research discusses the results of data analysis in order to verify the
proposed model of the effected of capability such as human resource and information
technology on CRM performance. The first section is the descriptive analysis of the
respondents including the data collection, the attributes of the respondents, and
comparisons of pull motivation and satisfaction of international tourists in Vietnam
tourism sites under different levels of demographics. The second section is the results of
the measurement variables and reliability tests of measurement scales. It consists of
evaluations of principal components factors analysis, and coefficient alpha. The third
section is to test the hypothesis in the proposed model using the Statistical Package for
the Social Science (SPSS) version 16.
4.1 Descriptive Analysis
Analyses were conducted in this section to provide information about the
characteristics of respondents and the results of relevant research variables.
4.1.1 Data Collection
This research adopted convenience survey over two month beginning in January,
2010 and ending in the beginning of March, 20010 with a structured questionnaire.
These questionnaires were distributed to a sample of 200 employees who worked in
four Vietnamese Commercial banks and 200 customers who went to Vietnamese
commercial banks in Haiphong and Hanoi. Total effective numbers of questionnaire
38
were 170 questionnaires of employees and 165 of customers that related with those
banks.
4.1.2 Demographic Characteristics
The basic attributes of the respondents, including six major variables in this
study are: (1) gender, (2) age, (3) education, (4) occupation, (5) personal income, (6)
times traded in bank. These steady characteristics of the respondents were described in
order to evaluate the adequacy of the samples. The division of six characteristic can be
regarded as reasonable and distinctive indication of the six generation of consumer in
Vietnam. In Table 2, the customer went to bank to traded were males (71.2%). About
one quarter of customer (31.2%) was between 26 and 35 years old and the samples were
highly educated about 57.6% graduated from Bachelor degree. About one of quarter the
tourists (30%) was others occupation and income from 36 million VND to 48 million
VND/per year is the most going to traded (27.6%) and most trading is 12 times per year.
39
Table 3: Demographic Characteristics
Demographic
items
Gender
Age
Education
Occupation
Personal income
(VND milion)
Times (per year)
Frequenc
y
121
49
27
53
47
23
20
7
24
98
38
3
11
10
12
24
15
42
56
28
47
34
26
31
4
2
40
42
86
170
Category
Male
Female
under 25
26-35
36-45
46-55
over 56
High school
College
Bachelor degree
Master degree
Doctorate
Student
Housework
Director
Accountant
Service Worker
Skilled Worker
Other
Less than 24
24 to VND
36 to 48 VND
48 to 60 VND
60to 72
over 72
less than 3 times
3-7 times
8-12 times
more than 12 times
Total
4.2 Descriptive Statistic Analysis
40
Percentage
(%)
71.18
28.82
15.88
31.18
27.65
13.53
11.76
4.12
14.12
57.65
22.35
1.76
6.47
5.88
7.06
14.12
8.82
24.71
32.94
16.47
27.65
20.00
15.29
18.24
2.35
1.18
23.53
24.71
50.59
100.00
Remark
*
*
*
*
*
*
The means and standard deviation of items measured in the research are
described in Table 4. The standard deviations of every item are simply related together.
Most are more or less than 1 that means the values in the data set have no spread far and
wide.
These includes 3 items of employee response time factor (ER1, ER2, ER3), 3
items of employee service to information support factor (ES1, ES2, ES3), 3 items of
personnel asset factor (PA1, PA2, PA3), 4 items of marketing information integration
factor (MI1, MI2, MI3, MI4), 3 items of internet service factor (IS1, IS2, IS3), 3 items
of data integration factor (DI1, DI2, DI3), 5 items of innovation factor (IN1, IN2, IN3,
IN4, IN5)‖, 5 items of customer loyalty factor (CL1, CL2, CL3, CL4, CL5).
The result of means and standard deviations indicated that for the construct of
human resource capability factors, respondents tend to agree higher than information
technology factors.
Customers traded in four Vietnamese banks with mean score is above 6.194 for
employee response time, employee service to information support (with mean score is
5.912, personnel asset with mean score is 5.559. Other items of information factors have
mean above 4.877 in a 7-point scales range. Standard deviation are quite similar among
each items in one construct, and most are less than 1, indicated the values in the data set
don‘t spread widely.
41
Table 4
Descriptive Analysis for Questionnaire Items
Constructs
Description
Employee
Response
Time
Human
resource
Employee
Service to
Information
Support
Personnel
Asset
Marketing
Information
Integration
Information
Technology
Internet
Service
Data
Integration
Innovation
Customer
Relationship
Management
Customer
Loyalty
Mean
Std.Dev
Speed of Service
ER1
6.194
0.618
Efficiency to Service
Waiting time for Service
Providing accurate information
Providing believable information
ER2
ER3
ES1
ES2
6.029
4.935
5.912
5.106
0.666
0.878
0.678
0.857
Providing completed information
Service tailored to customer need
Efficiency management of complaint
Overall service to support internal need
Finding potential customers
Assisting decision making
Enhancing marketing promotion
Finding overall service information
Website service
Online safely service
Marketing segment service
Searching for customer information
Storing customer information
Analyzing customer information
ES3
PA1
PA2
PA3
MI1
MI2
MI3
MI4
IS1
IS2
IS3
DI1
DI2
DI3
Purchase of relevant product/service
Dealing with channel conflict
Provision of new product/service
Creation of new product/service
More efficiency in response
customer
Trust product or service
IN1
IN2
IN3
IN4
4.877
5.559
5.277
4.918
5.065
4.694
4.653
5.2
5.688
5.312
5.429
3.918
4.535
4.818
4.041
4.000
4.059
3.394
0.968
1.003
0.997
0.951
0.885
0.967
0.950
0.735
0.918
0.993
1.054
1.153
0.980
1.001
1.017
1.136
0.888
1.022
CL1
4.412
5.200
1.064
0.970
CL2
4.965
1.119
5.100
5.888
5.312
1.362
1.052
1.274
Customer repurchase
Recommendation from old customer
to new customer
Continued customer commitment
Satisfy bank' s staff service
42
IN5
CL3
CL4
CL5
For construct of information technology capability, respondents tend to high
agree on internet service factor (website service, online safety service and marketing
segment service are good) with mean score 5.688 and high disagree on data integration
with score 3.918.
4.3 Validity and Reliability
4.3.1 Construct Validity
To evaluate convergent and discriminate validities of the sampling data, this
study used principal component extraction with varimax rotation to examine the 29
items use to measure 8 variables. Exploratory factor analysis was conducted to identify
underlying of the dimensions of the independent constructs. The items belong to the
factor that was considered indicators for measuring the constructs. Any items of a single
factor loading that were less than 0.6 was eliminated (Haig, 2005).
The result of factor analysis of human resource capability factors was derived
three factors with the 9 items such as employee response time (ER), employee service to
information support (ES), and personnel asset (PA) (see in table 5). The loadings for the
human resource capability factors, after the elimination of the items as stated above,
employee response time factor ranged from 0.798 to 0832, employee service to
information support factor ranged from 0.720 to 0.798, personnel asset factor ranged
from 0.748 to 0.886.
43
Table 5
Factorial Validity and Scale Reliability of Human Resource Capability
Scale items
ER1
ER2
ER3
ES1
ES2
ES3
PA1
PA2
PA3
Factor
1
ER
0.812
0.832
0.798
Factor
2
ES
Factor
3
PA
0.720
0.795
0.798
0.748
0.886
0.792
Eigen value
1.096
1.032
4.521
% of variance
25.404
23.052
25.420
Cumulative percentage
50.825
73.877
Cronbach'α
0.817
0.754
Overall: 10 items; KMO=.875, conbach'α=.868, sample size=170
25.420
0.843
Information technology (IT) capability factor was also derived three factors with
the 9 items marketing information integration (MI), internet service (IS) and data
integration (DI) (See in Table 6). Second the loadings for information technology
capability factors, marketing information integration factor ranged from 0.631 to 0.858,
internet service factor ranged from 0.716 to 0.834, data integration factor ranged 0.730
to 0.883. The results of factor analysis for questionnaire items are shown in Table 6.
44
This section introduces factor analysis results of customer relationship management
(CRM).
Table 6
Factorial Validity and Scale Reliability of Information Technology Capability
Scale items
MI1
MI2
MI3
MI4
IS1
IS2
IS3
DI1
DI2
DI3
Factor
4
MI
0.771
0.858
0.796
0.631
Factor
5
IS
Factor
6
DI
0.834
0.808
0.716
0.827
0.883
0.730
Eigen value
4.226
1.216
1.429
% of variance
25.685
20.638
22.390
Cumulative percentage
25.685
68.714
Cronbach'α
0.818
0.762
Overall: 10 items; KMO=.784, conbach'α=.803, sample size=170
48.076
0.799
4.3.2 Factors Analysis
Table 7 presented the result of reliability test for measurement of customer
relationship management performance in four Vietnamese commercial banks.
Cronbach‘s alpha exceeds the generally accepted guideline of 0.60 (Hair et al., 2006)
which further confirms the reliability of the measurement items. It is shown that all the
45
items have significantly high loading score. Customer relationship management factor
with innovation factor had factor loading from 0.728 to 0.824 (because this study has
factor loading IN2‘ s score was 0.562 so it was subsequently eliminated), with eigen
value was 4.900 and explained 31.963%, and customer loyalty factor with 5 items has
factor loading from 0.715 to 0.798, eigen value was 1.325 and explained 65.202%.
Table 7
Factorial Validity and Scale Reliability of CRM Performance
Scale items
IN1
IN2
IN3
IN4
IN5
CL1
CL2
CL3
CL4
CL5
Factor
1
IN
0.728
0.562
0.719
0.824
0.747
Factor
2
CL
0.785
0.715
0.798
0.733
0.777
Eigen value
4.900
1.325
% of variance
31.963
30.289
Cumulative percentage
Cronbach'α
31.963
0.811
65.252
0.862
Overall: 10 items; KMO=.847, conbach'α=.885, sample size=165,
CRM performance cronbach’α=.877
4.4. Overall Correlations among Variables
46
Table 8 shows the overall correlations, which includes the scales of capabilities
such as human resource and information technology and CRM performance. The
highest and lowest scores of mean (M), and standard deviations (SD), and correlation
coefficients (r) were on the employee response time (M = 5.719), innovation (M =
3.976), customer loyalty (SD =0 .940), human resource capability (SD = 0.598),
customer loyalty with customer relationship management (r =0.976, p < .01), and
employee service to information support with internet service(r=0.388,p<.01).
47
Table 8
Overall Correlations Among All Variables
M
SD
1
2
3
4
5
6
7
8
9
1
5.719
.624
1
2
5.298
.690
.500**
1
3
5.251
.858
.531**
.521**
4
4.903
.715
.472**
.388** .480**
5
5.476
.815
.408**
.417** .394** .457**
6
4.424
.885
.467**
.438** .481** .405** .401**
7
3.976
.803
.481**
.445** .454** .490** .427** .573**
8
5.288
.940
.668**
.537** .622** .581** .631** .483** .557**
9
5.423
.598
.794**
.808** .864** .543** .491** .561** .556** .737**
10
4.934
.630
.572**
.531** .576** .764** .791** .793** .637** .722** .679**
10
11
1
1
1
1
1
1
1
1
11
4.622
.764
.663** .536** .627** .563** .611** .477** .553** .976** .736** .698** 1
**p<0.01 level, *p<0.05 level (all 2- tailored)
1. Employee Response Time, 2. Employee Service to Information Support, 3. Personnel Asset, 4. Internet Service, 5.
Marketing Information Integration, 6.Data Integration, 7.Innovation, 8.Customer Loyalty, 9.Human Resource Capability,
10. Information Technology Capability, 11. Customer Relationship Management
48
4.5 Multiple Hierarchical Regression Analysis
The first step in responding this question is to create summated scales or taking the
average for four main constructs as: human resource capability, information technology
capability, CRM performance. Moreover, in the multiple hierarchical regression analysis,
the beta coefficients could be used to explain the relative important of the two dimensions
as CRM performance (independent variables).
In the process of the simultaneous multiple regression, three independent variables
(employee) are entered into the calculation of the analysis process. The results of the
regression analysis for capabilities such as human resource and information technology to
CRM performance are shown in Table 9. In Table 9, the unstandardized and standardized
coefficients for each independent variable look identical because the figures were run off to
the third place point.
4.5.1. Hypotheses 1a and 1b
Innovation of human resource capability (β=.556, p <.1, respectively) with the
explanation of 30.9% (R2 = .309, p < .01) and F value (F = 75.015, p < .01). Customer
loyal of human resource capability (β=.737, p <.1, respectively) with the explanation of
54.3% (R2 = .543, p < .01) and F value (F= 192.466, p < .01). Hypothesis 1a and 1b were
supported because the two β values of this model were statistically significant. In other
words, these two significant results help to clarify and support the hypotheses of this study:
innovation, customer loyalty and overall of these two factors that was customer relationship
management performance were affected by human resource capability.
49
4.5.2. Hypotheses 2a and 2b
Innovation of information technology capability (β= .637, p <.1, respectively) with
the explanation of 40.6% (R2 = .406, p < .01) and F value (F = 114.738, p < .01). Customer
loyalty of information technology capability (β = .722, p <.1, respectively) with the
explanation of 52.1% (R2 = .521, p < .01) and F value (F= 176.390, p < .01). Hypothesis
2a and 2b were supported because the two β values of this model were statistically
significant. In other words, these two significant results help to clarify and support the
hypotheses of this study: innovation, customer loyalty and overall of these two factors that
was customer relationship management performance were affected by information
technology capability.
4.5.3. Hypotheses 3a and 3b
Innovation of the complementarity of human resource capability and information
technology capability (β= .652, p <.1, respectively) with the explanation of 42.5% (R2
= .425, p < .01) and F value (F = 124.263, p < .01). Customer loyalty of complementarity
of human resource capability and information technology capability (β= .795, p <.1,
respectively) with the explanation of 63.2% (R2 = .632 p < .01) and F value (F = 278.594, p
< .01). Hypothesis 3a and 3b were supported because the two β values of this model were
statistically significant. In other words, these two significant results help to clarify and
support the hypotheses of this study: innovation and customer loyalty and overall of these
50
two factors that was CRM performance were affected by complementarity of human
resource capability and information technology capability.
51
Table 9
Multiple Hierarchical Regression Analysis Results for Capabilities such as Human Resource and Information
Technology and Their Complementarity to Customer Relationship Management
Innovation of Customer Relationship
Management (CRM)
Customer Loyalty of Customer
Relationship Management (CRM)
β
R2
F
β
R2
F
H1a and H1b: Human Resource capability
.556***
.309
75.015
.737***
.543
192.466
H2a and H2b: Information Technology Capability
.637***
.406
114.738
.722***
.521
176.39
H3a and H3b: Complementaries of Human Resource
Capability and Information technology capability
.652***
.425
124.263
.795***
.632
278.594
**p<.01 (2-tailed), *p<.05 level (2-tailed).
52
4.6 Summarize of Results
Figure 4 shows a summary presentation of results.
Figure 4: Results of research model
From the model, it indicates that customer loyalty (β=.795, .737, .722) is more effected
than innovation (β= 0.652, .637, .556) by capabilities such as human resource and information
technology and their complementarity was a strong determinant of Destination loyalty.
Based on the RBT (Barney, 1991), this research applied for explaining the
influence of capability such as human resource and information. According to the
results analyzed in chapter 4 above, all the hypotheses are supported in Table 10.
Table 10
Summarized results of the testing hypotheses
53
Hypotheses
Result
H1a & H1b
Human resource capability has significantly positive to CRM
performance.
H3a & H3b
Information technology capability has significantly positive to CRM
Supported
performance.
The complementarity of Information technology capability and
H5a & H5b Human resource capability has significantly positive to CRM
performance.
54
Supported
Supported
CHAPTER 5
DISCUSSION AND CONCLUSION
This chapter includes two sections. The first section is to summarize all research
findings in responding to the research question. The second section is to present
suggestions for tourism authority and possible future research.
5.1 Discussion
In the current study, we exam the capability-performance relationship of RBT by
showing the positive significant effects of the set of homogenous capabilities- human
resource capability and information technology capabilities on CRM performance.
Furthermore, the effect of capabilities (human resource capability and information
technology capability) on mutual-performance relationship from the current study hopes
to help to broaden our knowledge of the combination of the set of homogeneous
capabilities and their complementarity on CRM performance. Generally, we expect to
reach some significant results, consistent with those predicted by RBT for three
relationships: capability, complementarities, and mutual capability-performance: 1)
CRM performance is significantly affected by human resource capability; 2) CRM
performance is significantly affected by information technology capability; 3) CRM
performance is significantly affected by the complementarity of human resource
capability and information technology capability.
55
The study used the sample that is limited to four Vietnamese commercial banks.
However, the more competitive market place and complex environment in this current
era of globalization necessitate that the research findings could be applied to study
relationship performances advantage in a more general commercial banks system.
Applying these two capabilities to enhance CRM performance is important for most
banks to establish, maintain, and enhance long-term CRM performance associations
with customers. Human resource capability can be used to join in the CRM, information
technology capability helps to coordinate internal and external business functions.
The research design was gathered data from only four representative banks to
regard to threats to external validity, from spring term of 2010 and also expected
beneficial to increase this data by studying more CRM service banks in the future, the
current research still achieved satisfactory levels of exactness and precision. These four
banks were be obviously applied the CRM system for customer service marketing and
the research sample size is 200 for employee and 170 samples were used to analyze data
and 200 questionnaires for customer and 165 samples were used to analyze data.
The result was given out the following expectations. This study found out
the results of the relationship between capabilities (human resource capability and
information technology capability) and CRM performance, and also create a more
validity and fit questionnaire for investigating the effect of capabilities on CRM
performance in the scope Vietnamese commercial banks. This result shown that 1)
Hypothesis 1: Human resource capability has significantly positive to CRM
performance: a) Innovation; b) Customer Loyalty. 2) Hypothesis 2: Information
technology capability has significantly positive to CRM performance: a) Innovation;
56
b) Customer Loyalty; 3) Hypothesis 3: The complementarity of human resource
capability and information technology capability have significantly positive to
CRM performance.
Information technology capability had relationship with sales, marketing,
and customer service, financial, operations, logistics and human resources. With
information technology tool, four commercial banks expands the traditional
customer service to make convenience for customer‘s using.
The results of the study also suggested that HR capability had a positive effect (β
= .737, p < .01) on CRM performance. Therefore, it is necessary for banks to understand
the importance of employee response time, of accurate and well-informed response to
customer needs. Since HR capability depends upon well trained, highly productive, and
skilled employees with professional expertise, their attitudes, appearance and
capabilities directly affect customers‘ opinions and contribute to customers‘ impressions.
Thus, CRM performance will be raised when a company attributes value to training and
development in order to enhance customer-related interactions
From our results, based on RBT, significant correlation emerged between
information
technology
capability,
human
resource
capability
and
their
complementarity on CRM performance, so that higher capabilities improved CRM
performance. Thought it, we can understand about the relationship between them. This
is quite important for banks which need to build successful long-term CRM associations
with their customers, especially to adapt to a dynamic environment.
5.2 Contributions
57
About contribution, the study can contribute the literature for other research and
marketing strategy applying for Vietnamese commercial banks and also for other
countries. The study can analyze the influence of the main capabilities (human resource
capability and information technology capability) to CRM performance and suggested
manager in commercial banks to enhance capabilities such as human resource and
information technology to improve CRM performance. Furthermore, the research hopes
to be submitted to national and foreign countries.
Our results stand up to validity testing (Kaiser, 1974; Nunnally, 1978) based on
the following: 1) each scale‘s KMO exceeded the recommended level of 0.5; 2); each
scale‘s Bartlett χ2 was statistically significant; 3) each scale‘s reliability exceeded Nunn
ally‘s recommended level of 0.7; 4) the percentage of variance explained by each scale
exceeded the level of 50%; 5) each factor‘s eigenvalue exceeded Kaiser‘s recommended
level of 1.000, and each item‘s factor component exceeded the level of .600
As mentioned above, the study wants to suggest that a synergic complementarity
of these two capabilities enhanced CRM performance and have significantly positive to
CRM performance. CRM performance led to a more exactly forecasting of the objective
of advantage that is quite important and necessary for banks which need to build
successful long-term CRM associations. This study found out the results of the
relationship between capabilities (human resource capability and information
technology capability) and CRM performance, and also created a more validity and fit
questionnaire for investigating the effect of capabilities on CRM in the scope
Vietnamese banks.
58
About contribution, the study can contribute the literature for other research and
marketing strategy applying for Vietnamese commercial banks and also for other
countries. The study can analyze the influence of the main capabilities (human resource
capability and information technology capability) to CRM performance. Furthermore,
the research hopes to be submitted to national and foreign countries. Other models
revealed that all two capabilities were interconnected with positive effects in a threeway interaction. These findings suggest that three-way interactions enhance
performance, and should be explored further in the future.
5.3. Limitations
This study intended to examine the effects of the role of main capabilities on
relationship perspective in four Vietnamese commercial banks. The limitations of the
research were discussed in order to focus attention when applying research result. The
study had some limitations that are shown by the followings:
5.3.1. Subjects and Research Instruments
The subjects were limited in scale and place where the survey was taken place.
The participants of survey are the employees in four Vietnamese commercial banks, so
it might not represent all the characteristics of commercial banks in Vietnam and in the
world. Besides, because of limitations, such as time and capability, the survey was just
carried out in one part of the banks rather than in a wider scale. However, this study
only focused on the role of main capabilities (human resource capability and
information technology capability) on CRM performance but it still has the possibility
that some capabilities are important, that were not included on this study.
59
The questionnaire is designed in self-reporting format, so there will possibly be
self-reporting distortions. These distortions include differences between subjects‘
interpretation and real situation, and their expectation. However, the study has expected
to minimize or avoid possible errors and hope to be the suggestions for further
researches.
5.3.2. Result Application and Research Methods
This study will investigate four international banks in Vietnam. Then, the results
of this research may not be applied to the all commercial banks in Vietnam and other
countries. This study will be applied literature reviews and questionnaire survey for data
collection methods. These methods could not analyze individual case differences.
5.4. Future study
Future studies could explain the direction of causality and clarify possible
arguments as to the antecedent variables/assets of these two capabilities. The successful
four Vietnamese commercial banks should be invested more in these variables and
increase capability in these areas. The strategic for four Vietnamese commercial banks
and all commercial banks in Vietnam intent is to achieve efficient management,
reasonable profitability and sustainable growth and a focus on key areas such as service
quality and product innovation, adoption of new banking technology, network
expansion, human resource development, and social responsibilities.
60
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69
APPENDIX 1
THE SURVEY OF CAPABILITIES ON CRM
PERFORMANCE MODEL
Dear Respondents!
My name is Tran Thi Chau. I am inviting you to participate in my research .This is a
survey about your opinion of the influence of capabilities on CRM performance in four
Vietnamese commercial banks. You are required to fill this questionnaire with best of your own
will. Your participation will involve answering the following questions which will take about 7
minutes. There is no risk involved. Information obtained through this survey is for general
purpose only and will not be disclosed to anybody else. I hope to receive your precious ideas
and assure that those ideas will be used for this research only. If you have any questions
regarding this project please contact me at email address: [email protected]
Thank you so much for your participation!
Linda Tran Graduate Student of Shu-Te University, Taiwan
Contact No.: 84-934 396 965
Questionnaire Guide
Most questionnaires in this survey use rating scales with 7 places; please circle the number that
best describes your opinion
If you want to choose your answer is 4, you circle in number 4 as presented above. In making
your ratings, please remember the following points:
70
- Be sure to answer all items, do not omit any
- Never circle more than one number on a single scale
- Some of the questions may appear similar, but they do address some different issue.
Please read each question carefully.
5
4
Strongly Agree
3
Agree
Slightly Agree
2
Neutral
Disagree
1
Slightly Agree
Strongly Disagree
Innovation
6
7
A. For Employees
1. Section 1: Human Resource Capability
Human Resource Capability
Strongly disagree
disagree
Slightly disagree
Neutral
Slightly agree
Agree
Strongly agree
Section 1
1
2
3
4
5
6
7
I. Employee Response Time
1. Customers satisfy your speed of
service
71
2. Customers assess your service
efficiently
1
2
3
4
5
6
7
3. Customers wait time for service fast
1
2
3
4
5
6
7
II. Employee Service to Information
support
1
2
3
4
5
6
7
1.The bank provide accurate
information to service customer
1
2
3
4
5
6
7
2. The bank provide believable
information to handle work
1
2
3
4
5
6
7
3. The bank provide completed
information to service customer
1
2
3
4
5
6
7
1. Service tailored to customer need
1
2
3
4
5
6
7
2. The bank receives and manages
complaints efficiently
1
2
3
4
5
6
7
3. Overall service support internal need
1
2
3
4
5
6
7
III. Personnel Asset
2. Section 2: Information Technology
Information Technology Capability
Strongly agree
Agree
Slightly agree
Neutral
72
Slightly disagree
disagree
Strongly disagree
Section 2
I. Marketing
Information Integration
1. Finding potential customers of
bank is efficiently
1
2
3
4
5
6
7
2. The bank's information has
benefit when you handle work
1
2
3
4
5
6
7
3. The bank need to enhance
marketing promotion
1
2
3
4
5
6
7
4. Overall service information in
bank can be used
1
2
3
4
5
6
7
1. The bank's Website service
has easy to use to manage and
search information
1
2
3
4
5
6
7
2. The bank online service is safe
1
2
3
4
5
6
7
3. The bank need divide
marketing segment service
1
2
3
4
5
6
7
1
2
3
4
5
6
7
II. Internet Service
III. Data integration
1. You feel convenience to
search information related bank's
product or service
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2. You assess about storing
customer information
1
2
3
4
5
6
7
3. You assess about analyzing
customer information to service
work efficiently
1
2
3
4
5
6
7
B. For Customers
Customer Relationship Management Performance
Strongly disagree
disagree
Slightly disagree
Neutral
Slightly agree
Agree
Strongly agree
1. You will purchase of relevant of
bank's product or service
1
2
3
4
5
6
7
2. The bank receives and handle all
feedback about staff service when
you purchase of relevant
product/service
1
2
3
4
5
6
7
3. You satisfy about current bank's
product/service
1
2
3
4
5
6
7
3. You satisfy about new bank's
product/service
1
2
3
4
5
6
7
5. You satisfy about bank's channel
communication
1
2
3
4
5
6
7
Section 3
I. Innovation
74
II. Customer Loyalty
1. You always trust product or
service
1
2
3
4
5
6
7
2. You have back again bank to use
bank's product or service
1
2
3
4
5
6
7
3. You have recommendation from
old customer to new customer
1
2
3
4
5
6
7
4. You assess about customer
commitment
1
2
3
4
5
6
7
5. You satisfy bank's staff service
1
2
3
4
5
6
7
C. Personal information
□ Male
1. Gender:
2. Age: □ under 25
□ Female
□ 25-30
□ 30-40
□ 40-50 □ 50-60
3. Education: □below High School □High School
□ Bachelor degree
□Master degree
□ over 60
□ College
□ Doctorate
4. Personal income (million VND per year):
□ Less than 24
□From 25 to 36
□From 49 to 60
□From 37 to 48
□From 61 to 72
□ over72
□From 4 to 7
□From 8 to 12
5. Times (per year)
□ Less than 3
□ over 12
THANK YOU FOR YOUR CONTRIBUTION!!!
75
APPENDIX 2
BẢN ĐIỀU TRA THỊ TRƯỜNG
Xin chào! Tên tôi là Trần Thị Châu. Hiện nay, tôi đang tiến hành làm câu hỏi
điều tra thị trường về sự tác động của các nguồn lực và khả năng của bốn ngân hàng
thương mại tại Việt Nam (Ngân hàng thương mại Á Châu, Ngân hàng thương mại Đông
Nam Á, ngân hàng thương mại cổ phần ngoại thương Việt Nam, ngân hàng thương mại
cổ phần công thương Việt Nam). Rất mong nhận được sự giúp đỡ của các bạn (là khách
hàng và những nhân viên trong ngân hàng) để hoàn thiện bản điều tra thị trường.
Chân thành cám ơn sự hợp tác của quý vị!
Hướng dẫn hoàn thiện bản điều tra:
-
Với mỗi câu hỏi điều tra, bạn sẽ tích tròn vòa một lựa chọn duy nhất.
-
Hoàn thiện tất cả các câu hỏi trong bản điều tra
5
A. Dành cho cán bộ nhân viên ngân hàng
76
6
Rất đồng ý
4
Đồng ý
3
Hơi đồng ý
Bình thường
2
Hơi không đồng ý
1
Không đồng ý
Rất không đồng ý
Sự đổi mới
7
1. Yếu tố 1: Nguồn lực con người
Nguồn Nhân lực
Rất không đồng ý
Không đồng ý
Hơi không đồng ý
Bình thường
Hơi đồng ý
Đồng ý
Rất đồng ý
1. Bạn tự đánh giá về tốc độ
phục vụ khách hàng của ngân
hàng
1
2
3
4
5
6
7
2. Bạn có cảm thấy khách
hàng hài lòng với sự phục vụ
của bạn
1
2
3
4
5
6
7
3. Bạn cảm thấy thời gian để
khách hàng đợi chờ là nhanh
1
2
3
4
5
6
7
1.Ngân hàng đã tạo ra được
những nguồn thông tin rõ ràng
1
2
3
4
5
6
7
2. Ngân hàng đã tạo ra được
những thông tin tin cậy
1
2
3
4
5
6
7
3. Ngân hàng đã cung cấp các
nguồn tin hoàn chỉnh.
1
2
3
4
5
6
7
1
2
3
4
5
6
7
Yếu tố 1
I. Việc sử dụng thời gian của
nhân viên trong ngân hàng
II. Dịch vụ của ngân hàng
phục vụ cho việc tìm kiếm
thông tin của nhân viên ngân
hàng
III. Cơ sở hạ tầng
1. Các dịch vụ của ngân hàng
phừ hợp với nhu cầu của khách
77
hàng
2. Ngân hàng đã giải quyết tốt
các phàn nàn của khách hàng
1
2
3
4
5
6
7
3. Tất cả các cơ sở dịch vụ của
ngân hàng để phục vụ cho nhu
cầu công việc
1
2
3
4
5
6
7
Yếu tố 2: Công nghệ thông tin
Nguồn Lực Công Nghệ Thông Tin
Rất không đồng ý
Không đồng ý
Hơi không đồng ý
Bình thường
Hơi đồng ý
Đồng ý
Rất đồng ý
1. Việc tìm kiếm các khách
hàng tiềm năng của ngân hàng
là hiệu quả
1
2
3
4
5
6
7
2. Thông tin ngân hàng cung
cấp đã giúp cho việc quyết
định hiệu quả
1
2
3
4
5
6
7
3. Ngân hàng cần mở rộng các
hoạt động khuyến mại
1
2
3
4
5
6
7
4. Bạn có thể sử dụng được
toàn bộ thông tin nội bộ
1
2
3
4
5
6
7
Yếu tố 2
I. Sự hợp nhất thông
tin tiếp thị
II. Dịch vụ về Internet
78
1. Website của ngân hàng dễ
sử dụng trong công việc
1
2
3
4
5
6
7
2. Dịch vụ ngân hàng online là
cần thiết
1
2
3
4
5
6
7
3. Ngân hàng cần chia rõ các
chiến dịch Mar keting
1
2
3
4
5
6
7
1. Bạn cảm thấy thuận tiện khi
tìm kiếm thông tin về sản
phẩm hay dịch vụ của công ty
để phục vụ cho công việc
1
2
3
4
5
6
7
2. Ngân hàng lưu trữ và giữ bí
mật của khách hàng
1
2
3
4
5
6
7
3. Việc phân tích thông tin
khách hàng để phục vụ công
việc là hiệu quả
1
2
3
4
5
6
7
III. Sự hợp nhất dữ liệu
B. Dành cho khách hàng:
Sự thực hiện quản lý các mối quan hệ của khách hàng
Customer Relationship Performance
Rất đồng ý
Đồng ý
Hơi đồng ý
79
Bình thường
I. Sự đổi mới
Hơi không đồng ý
Không đồng ý
Rất không đồng ý
Yếu tố 3
1.Bạn sẽ sử dụng hoặc mua các
sản phẩm liên quan đến sản
phẩm bạn đang dùng tại ngân
hàng
1
2
3
4
5
6
7
2. Dịch vụ của ngân hàng khi
tiếp nhận thắc mắc và phản hồi
là tốt
1
2
3
4
5
6
7
3. Bạn hài lòng với sản phẩm
và dịch vụ của ngân hàng
1
2
3
4
5
6
7
3. Bạn hài lòng với sản phẩm
và dịch vụ mới đưa ra của ngân 1
hàng
2
3
4
5
6
7
5. Ngân hàng đã cung cấp kênh
thông tin giao tiếp hiệu quả
1
giữa ngân hàng với bạn
2
3
4
5
6
7
II.Sự trung thành của
khách hàng
1. Bạn tin cậy sản phẩm của
ngân hàng
1
2
3
4
5
6
7
2. Bạn sẽ quay lại sử dụng sản
phẩm của ngân hàng
1
2
3
4
5
6
7
3. Bạn sẽ nhận xét tốt về ngân
hàng với gia đình và bạn bè
1
2
3
4
5
6
7
4. Ngân hàng đã thực hiện
được lời hứa, lời cam kết với
khách hàng
1
2
3
4
5
6
7
5. Bạn hài lòng với sự phục vụ
của ngân hàng
1
2
3
4
5
6
7
80
C. Thông tin cá nhân
1. Giới tính:
2. Tuỏi:
□ Nam
□ dưới 25
□ Nữ
□ 25-30
□ 30-40
3. Học vấn : □Dưới THPT
□ Đại học
□ 40-50 □ 50-60
□THPT
□Thạc sỹ
□ Trên 60
□ Cao đẳng
□ Tiến sỹ
4. Thu nhập cá nhân (triệu/năm)
□ Nhỏ hơn 24
□Từ 25 đến 36
□Từ 37 đến 48
□Từ 49 đến 60
□Từ 61 đến 72
□ Lớn hơn 72
5. Số lần đến giao dịch tại ngân hàng trong 1 năm
□ Nhỏ hơn 3
□Từ 4 đến 7
□Từ 8 đến 12
□ Lớn hơn 12
Cám ơn sự đóng góp của quý vị!
81