- International Conference on Marketing in the Connected Age (MICA-2018), October 6th, 2018 Danang City, Vietnam. - The Impact of CRM on Tourism Enterprises’ Performance:. - This study was conducted to analyze the factors of CRM affecting tourism enterprises’ performance. - By combining qualitative and quantitative research, the authors have surveyed 450 tourism enterprises’ managers in Ho Chi Minh City (HCMC). - The result shows that there are 4 groups of CRM’s factors affecting tourism enterprises’ performance including: (i) CRM Technology. - The results provides the dimensions for CRM, enhance performance of tourism enterprises in HCMC. - Tourism Enterprises’ Performance.. - In the period when the world economy is changing with the leaps and bounds of science and technology. - The process of industrialization and modernization is taking place faster in developing countries, the people's intellectual level and social life have been constantly improved,… Tourism is becoming an indispensable and objective requirement of human and leading industry in the process of international economic integration of many countries and regions in the world. - The supply chain of tourism and tourism demand has helpe the “smoke- free industry” become one of the most exciting, advanced and dynamic industries in the world.. - In Vietnam, the tourism industry is being oriented as a “spearhead” in the economic development of the country. - The competition in the industry has become more and more intense, multinational enterprises are increasingly expanding the market, creating change and fluctuations in the supply chain. - In the tough and hatred battle for profit in the tourism industry, being able to stick with a long-term “fellow trader” of prestige and potential is always the desire of every enterprise. - In the more dynamic and competitive business environment, service. - The concept of “Customer Relationship Management” is no longer unfamiliar to Vietnamese enterprises, but the understanding and implementation of CRM work in tourism enterprises still have many shorttcomings. - In addition, in Vietnam through many studies, the author found that most of the researches in Vietnam only discuss the performance of organizations in business or CRM. - Few others have a more objective view of the relationship between these two concepts, but they are more about qualitative research. - In the world, this issue is more focused but only studied for the effectiveness of specific activities such as marketing, customer care, sales. - or assessing this relationship based on satisfaction, loyalty of the customers. - In such circumstance, systematic research combines the quantitative and qualitative analysis of the impact of CRM on the overall performance of business activities of tourism enterprises in Vietnam helps giving scientific arguments to propose views and solutions to ensure a strong relationship with customers. - so improving the performance of tourism enterprises in the future, which is critical both in theory and practice.. - Since late 1960s, researchers have found the attraction and keeping the customers are the purposes of the business values (Mendoza &. - When reviewing the process of developing a definition of CRM system, one can see that the former focuses mainly on the definition of information technology and automation in marketing, and customer care. - However, these views seem to no longer fit into the role of CRM in today's economy. - In the recent period, CRM has been referred to as a management strategy with modern management methods combined with the support of technology elements that enable the customers to have more profound vision on the enterprises. - However, in order to generalize and approach as per the nature and role of CRM in the current economic context, based on the review of the development stages of CRM concepts in human perception, this research considers CRM as a management strategy in business. - In the process of application to business practice, CRM has demonstrated its role through its positive impact on loyalty, satisfaction and even the performance of business organizations such as the findings from Abbott &. - The first way show the effect of CRM assignment by evaluating the impact of frameworks, the reception method and the resource support to the enterprise’s performance in business (Organization Performance/ Organizational Performance) like: the way of Keramati &. - The second way show the direct effect of CRM activity to the performance of specific activities of the enterprise in business. - When we approach to evaluate this relationship by the first way, the component elements of CRM assignment is priority. - In addition, the internal studies show that to enhance activities of the organization in business, improving the component elements is necessary (Thao, 2009. - At the same time, when we consider opinion of the previous studies, the author recognize that it have the particular relationship in the approach method.. - Therefore, the first approach method is chosen to evaluate the influence of CRM assignment to the performance of tourism business in business. - Typical for the first approach method is the study of ElKordy (2014) about the effect of CRM assignment to the performance of some big enterprises at Egypt, ElKordy defined the favorable. - connection of the elements of CRM assignment to the performance of organization in business, include: (i) CRM Technology, (ii) CRM Process, (iii) Customer Orientation, (iv) CRM Organization. - H1: “CRM resources” have a positive impact on the tourism enterprises of the tourism enterprises in Ho Chi Minh City. - H2: “CRM process” has a positive impact on performance of tourism enterprises in Ho Chi Minh City. - H3: “Customer orientation” has a positive impact on performance of tourism enterprises in Ho Chi Minh City.. - H4: “CRM organization” has a positive impact on performance of tourism enterprises Ho Chi Minh City. - H5: “CRM technology” has a positive impact on performance of tourism enterprises Ho Chi Minh City. - ORI1 Maintaining customers is the first priority of the. - ctg (2004) ORI2 Customer relationships are seen as assets of the. - TEC4 Allows the enterprises to forecast the potential demand of the customer.. - Stage 2: Verification of the scale reliability with Cronbach's Alpha and exploratory factor analysis. - However, to ensure high reliability, the author conducted survey of 450 subjects from the manager level of sales and more of tourism enterprises in Ho Chi Minh City. - experienced managers in the tourism industry and professionals. - To ensure reliability of the scale, these observational variables must have a coefficient of correlation greater than 0.4 and a Cronbach's Alpha coefficient greater than 0.7. - 1 and Bartlett's test statistically significant (Sig <0.05), the observed variables were correlated in the overall.. - (ii) reliability of the scale. - The reliability test shows that Cronbach's alpha coefficients of the scales were all greater than 0.7 (the lowest is the customer orientation scale with α = 0.870). - Thus, the observed variables in the whole are correlated.. - Results of the exploratory factor analysis in Table 4 show a total extracted deviation of 76.216% (>. - which means that the recursive factor explained 76.216% of the model, while the remaining 23.784% would be explained by other factors. - Based on the results of the EFA analysis, six factors were drawn with corresponding scale groups that formed the conceptual measurement model and were included in the CFA analysis to examine the suitability of the model with the research data.. - However, only four components achieve unidirectional: which are natural resource CRM (RES), Customer Orientation (ORI), CRM Organization (ORG), Performance (PER), the remaining components have correlation between the deviations of the observed variables so they don’t reach unidirectional. - The reliability values of the scale will be evaluated by the coefficient of general reliability and the deviation (Table 2). - This result shows that the scale components meet the required values in terms of value and reliability, after CFA analysis of the measurement scale consists of six components (CRM technology, CRM cycle, CRM organization, Customer Orientation, CRM resources, Performance) with 23 variables.. - CFA results in the critical measurement model. - As such, the CFA results for the final measurement model show that the factors in the model are unidirectional, ensuring convergence values, ensuring reliability and distinct values. - Estimated results of major parameters show that in the 05 relationships, only 4 relationships were statistically significant (p <0.05). - The relationship between CRM resources and the performance of tourism enterprises business was not statistically significant with p-value = 0.397. - Based on the weighted regression results between the concepts of CRM technology with a strong, same direction impact on performance with a weighting of 0.438 (explaination capacity R2 = 62.6. - Thus, through the elements of the CRM work, it can be said that CRM work has a positive impact on the performance of the tourism enterprises.. - Results of the causal relationship test between concepts in the formal research model. - The estimated result (standardasation) the primary parameters of the official research model is showed in Table 4.6. - The relationship among concepts in the official research model all have statistical meaning (p<0.05).. - Or in the other hand, in 04 theory is conducted in the formal research model about the relationship between concepts, all of 04 theory is accepted. - Thus, the estimates in the model can be reliable.. - After analyzing the research results with SPSS and AMOS tools, results of testing linear model shows that there are 4 elements of CRM affecting performance of tourism enterprises in Ho Chi Minh City, specific impact of each factor is shown in the table 8.. - The impact level of CRM factors to the business performance. - Based on the level of impact presented above, the study offers CRM application solutions to improve the performance of tourism enterprises in Ho Chi Minh City. - This is the factor that has the strongest impact on the performance of tourism enterprises in Ho Chi Minh City. - Therefore, in order to improve performance, it is necessary to focus on improving this factor, specifically: (i) developing customer information criteria which sufficiently quantitative, consistent, clear, feasible and updated to ensure the ability to provide appropriate information to the divisions of the organizational structure of enterprises. - Tourism enterprises HCMC needs to select the appropriate information processing methods based on making the most of information technology tools, analyzing and assessing the real status of CRM so that business leaders can make situation adjustment decisions. - CRM software is an important component of a CRM technology system that creates a method that detects potential customers, turns them into customers, and then maintains a long-term relationship between the customers with the enterprises. - Enterprises need to select and deploy a CRM system with the model appropriate to its current needs as well as suitable to the needs in the future. - This is the second most influential factor in performance of tourism enterprises Ho Chi Minh City. - Therefore, in order to improve performance, we need to focus on improving this factor, specifically: (i) The organization of CRM implementation should be conducted in a comprehensive, consistent and synchronized manner. - “Comprehensive” means that CRM is not just done with one or a few measures but with a variety of activities that include the proper distribution of the resources of enterprises with the strategic decisions in difference aspects. - (ii) establishing the organization and personnel in the implementation of CRM. - Accordingly, make he clear assignment of responsibilities and positions of the departments in the organizational structure, personnel groups and individuals performing CRM work. - This is the third most powerful factor in performance of tourism enterprises in Ho Chi Minh City. - Therefore, to improve performance, we need to focus on improving this factor, specifically: (i) Enterprises should be aware that the application of CRM does not depend on the size of the enterprise. - This is the fourth strong impact factor for tourism enterprises in Ho Chi Minh City. - Therefore, in order to improve performance, we need to focus on improving this factor, namely: (i) Putting customers in the center position, all services provided must aim to maximize profits of the customers (ii) tourism enterprises Ho Chi Minh City needs to establish customer orientation through CRM innovation and perception. - Firstly, research conducted only in the tourism enterprises operating in Ho Chi Minh City, so the results of this study may not cover other types of enterprises such as passenger transport enterprises, accommodation. - facilities, catering services and other services in the field of tourism, due to the particularity of competition, resources and customers. - At the same time, broadening the scope of research of the topic in other localities or in one economic region in Vietnam to increase the generality of the study.. - Secondly, there are many factors that affect performance of enterprises, but this study only considers the impact of CRM. - At the same time, the study examines the impact of CRM on performance through the following five elements: (i) CRM resources, (ii) CRM cycle, (iii) Customer orientation, (iv) CRM organization and (v) CRM technology. - Thus, we have two ways to approach research on CRM work including: (i) the content of the CRM work. - (ii) the purpose of CRM. - However, in this study, the authors only study the content of CRM work. - Further researches can be conducted by approaching the purpose of CRM or the integration of both to compare their differences to the research issue.. - Customer relationship management: An approach to business performance in the banking sector by exploring the mediational role of loyalty. - (2014), The impact of CRM capability dimensions on organizational performance. - CRM development in hospitality companies for the purpose of increasing the competitiveness in the tourist market. - A model of evaluating the effectiveness of CRM using the Balanced Scorecard.. - Customer Relationship Management (CRM) Technology and Organization Performance: Is Marketing Capability a Missing Link? An Empirical Study in the Malaysian Hotel Industry. - Investigating the Impact of CRM Resources on CRM Processes: a Customer Life-Cycle Based Approach in the Case of a Greek Bank
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