Tác động của trách nhiệm xã hội đến lòng trung thành của khách hàng: Nghiên cứu trường hợp các chuỗi cửa hàng cà phê tại thành phố Hồ Chí Minh

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THE IMPACT OF CORPORATE SOCIAL RESPONSIBILITY

ON CUSTOMER LOYALTY - A STUDY ON COFFEE CHAINS

IN HO CHI MINH CITY

TÁC ĐỘNG CỦA TRÁCH NHIỆM XÃ HỘI ĐẾN LÒNG

TRUNG THÀNH CỦA KHÁCH HÀNG: NGHIÊN CỨU TRƯỜNG HỢP

CÁC CHUỖI CỬA HÀNG CÀ PHÊ TẠI THÀNH PHỐ HỒ CHÍ MINH

Thi Cam Tu MAI - Hong Son NGUYEN - Nguyen Ngoc Diem PHAN

Minh Hang LE - Phuong Khanh LUU - Thi Thu Thao NGUYEN

University of Economics and Law – Vietnam National University – HCM

tumtc@uel.edu.vn

Abstract

Corporate social responsibility (CSR) is one of many crucial activities to achieve

sustainable development which benefits all the different stakeholders of CSR, including the

increase in customer loyalty. This study aims to examine how different aspects of CSR can

influence customer loyalty in Vietnamese coffee chain industry in Ho Chi Minh City. Moreover,

the article also presents scientific and practical evidence about the authenticity of CSR to the

brand image and customer loyalty. By using qualitative and quantitative methods, the article

(N=491) has revealed that the implementation of CSR has an indirect impact on customer loyalty

through the intermediate variable “brand image” and moderate variable “authenticity” has no

role in regulating the relationship between CSR and brand image. Therefore, to increase customer

loyalty and achieve sustainable development, businesses need to focus on implementing CSR by

practical actions rather than empty words especially environmental and social sustainability.

Keywords: Corporate Social Responsibility, customer loyalty, brand image, authenticity

Tóm tắt

Trách nhiệm xã hội (CSR) của doanh nghiệp từ lâu được xem là yếu tố quan trọng trong

chiến lược phát triển bền vững, tác động đáng kể đến lòng trung thành của khách hàng. Nghiên

cứu này xác nhận và đo lường mức độ tác động của trách nhiệm xã hội doanh nghiệp đến lòng

trung thành khách hàng của các chuỗi cà phê tại TP.HCM thông qua hình ảnh thương hiệu (biến

trung gian) và tính xác thực (biến điều tiết). Sử dụng lý thuyết Bộ ba bền vững và lý thuyết hành

vi tiêu dùng để xây dựng thang đo, nhóm tác giả đã thực hiện điều tra bảng hỏi với 491 khách

hàng với quy trình nghiên cứu tin cậy, cho thấy CSR có tác động thuận chiều và gián tiếp đến

lòng trung thành của khách hàng thông qua hình ảnh thương hiệu và tính xác thực không có vai

trò điều chỉnh mô

nhóm nghiên cứu đưa ra một sô

lươ

́

c phát triển bền vững hiệu quả và minh ba

̣

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Từ khoá: Trách nhiệm xã hội, lòng trung thành của khách hàng, hình ảnh thương hiệu,

tính xác thực.

JEL Classification Code

M4, M14, K20

1. Introduction

Corporate social responsibility plays an integral role in business success and has received

attention and interests from all around the world since 1953.

The proper implementation of CSR helps businesses achieve sustainable development,

thereby increasing the benefits of businesses (Abdul Rahman et al., 2014; Lee et al., 2017; Lee

et al., 2019). Sustainable business development is reflected in the benefits gained from good CSR

involvement hence creating a positive brand image for the business as well as reinforcing

customer trust and solidifying the foundation to promote customer loyalty to the brand (Lee et

al., 2009; Du et al., 2007; Vlachos et al., 2009). Besides, the authenticity of CSR activities also

plays an important role in ensuring the correct and adequate implementation of CSR, thereby

increasing loyalty through brand image (Brusseau et al., 2013; Alhouti et al., 2016; Chun and

Bang, 2016; Joo et al., 2019). In today’s modern context, countries are paying more and more

attention to social responsibility. Especially in developing countries such as Vietnam, while being

gradually engaged in globalization, CSR is therefore becoming increasingly noticeable.

There are a lot of studies on CSR but few studies on how CSR impacts customer loyalty

in the coffee chain industry. Despite the team’s search efforts, there are practically no studies on

such subjects in Ho Chi Minh City or Vietnam. While researching the effects of CSR on customer

loyalty in foreign studies, most of our findings are based on two fundamental theories which are

Carroll’s theory (1991) and Elkington’s “Triple Bottom Line” theory (1997). However,

Elkington’s “Triple Bottom Line” theory is widely used for two main reasons: First, Elkington

(1997) adopted the Carroll (1991) model and added environmental responsibility to CSR to

complete the CSR model. Second, the integration of CSR components must be applied more

cohesively and simultaneously rather than prioritizing economic responsibility over legal, ethics

and philanthropy responsibility according to Carroll. This model is applied to many different

fields, including the F&B industry (Pivato et al., 2007; Chun and Bang, 2016). On the same note,

foreign studies also indicated various approaches to how CSR can impact customer loyalty

through the intermediate variables such as (1) brand image and customer satisfaction; (2) brand

image (Raza Naqvi et al., 2013; Lauritsen and Perks, 2015; Cha and Joo, 2019); (3) brand

experience and trust (Pivato et al., 2007; Khan and Fatma, 2019). A few recent articles have

researched the effect of CSR authenticity on brand image and customer loyalty (Alhouti et al.,

2016; Chun and Bang, 2016; Feng et al., 2016; Joo et al., 2019), but there are conflicting results.

Thus, the results are still indeterminate.

Ho Chi Minh City is one of the largest and most dynamic cities in Vietnam. In recent years,

the development of the coffee shop chain industry has increased dramatically, attracting many

domestic and foreign brands to join in. The market value is estimated to be one billion USD

according to survey data from Euromonitor (2019). According to a report from Vietnam market

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research services company Q&I, the growth rate of the coffee shops’ number in Ho Chi Minh

City in 2019 is 45%, an increase of about 20% compared to 2018. Although CSR awareness and

adoption are later than other countries in the world, the coffee chain businesses in Vietnam and

Ho Chi Minh City have increasingly concerned about CSR from 2020 onwards. The CSR

components are more prominent in their mission, vision, and campaigns that strive to enhance

society’s benefits.

However, most businesses have not yet paid proper attention and full awareness of CSR

activities. Particularly, coffee chains pay much more attention to economic gains than

environmental and social issues. Enterprises consider their social responsibility is simply charity

work at the cost of their profits, not knowing that CSR must be integrated into their long-term

business strategy. Besides, many customers feel that the enterprises’ commitment to CSR is just

empty words and no actions. Some even go against their commitment, especially on

environmental matters. Specifically, despite displaying the persona of green life such as

committing not to use plastic packaging and tools, limiting waste, etc., businesses have not stood

by this commitment. Being aware that enterprises betrayed their CSR expectations, a significant

number of customers have turned their backs on the brand which makes it likely that the business

will not achieve sustainable development. This is an alarming fact on the awareness and

implementation of CSR within the coffee chain industry which threatens sustainable development

when their customer loyalty is declining. Therefore, the study of the relationship between CSR

and customer loyalty is crucial and has practical significance.

In summary, the contribution of this study shines in two main aspects. Firstly, this study

aims to identify the components of CSR that affect customer loyalty in the coffee chain industry

in developing countries like Vietnam, particularly in Ho Chi Minh City. Secondly, the study

extends the “Triple Bottom Lines” theory to evaluate the impact of CSR on customer loyalty and

examines the authenticity between CSR and brand image. The study combines qualitative and

quantitative methods with meticulous research processes and measurement techniques to

accomplish the above intents.

2. Literature Review

2.1. Corporate social responsibility and corporate social responsibility components

CSR has been an ongoing topic of interest to researchers and institutions to enhance CSR

components, which requires enterprises to implement authentic CSR. All these researches and

actions are to create a more prosperous and greener world where CSR goals are completed to

their full extent and in line with standards of the world.

Bowen is considered to be the forefather of CSR with the book “Corporate Social

Responsibility for Businessman” in 1953. CSR is seen as the company’s obligation to make

decisions and enact policies according to social values. Bowen (1953) urged managers not to do

anything harmful to others’rights and called for philanthropy action from businesses to make up

the loss of society. David (1960) suggested that CSR was decisions and actions based on motives

that exclude financial gaining for the company. Friedman (1970) confirmed CSR’s role is to

maximize profit within market rules and exclude all activities that may cause misunderstanding

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and cheating. The Committee of Economic Development (CED) (1971) affirmed that the basic

purpose of businesses is to fulfill the social needs and be prominent through their CSR

commitment.

In 1979, Carroll defined CSR as the social expectation in economic, ethical, legal and

philanthropy dimensions towards organizations at a specific time. Carroll (1991) showed CSR

was composed of four interrelated dimensions: economics, legal, ethical, and philanthropy. At

the same time, he introduced the pyramid model of CSR including four levels ranked from the

base of the pyramid to the top: economic, legal, ethical and philanthropy responsibility. Elkington

(1997) argued that sustainable development was surrounded by three principles: environmental

protection, economic growth and social justice, which were equally important and necessary.

According to World Bank (2003), CSR was the commitment of business in contributing to

sustainable economic development - working with employees, their families and local community

to improve the living standard. In 2010, International Organization for Standardization (ISO)

introduced a standard of CSR including seven core elements: organizational governance, human

rights, labor practices, the environment, fair operating practices, consumer issues, community

involvement and development. According to Du et al. (2011), CSR was a corporate commitment

to maximize long-term economic benefits, contribute to the prosperity of society and protect the

environment through business activities, policies and resources.

In short, despite many different definitions of CSR, CSR can be defined as the company’s

obligation to make decisions, policies and actions to maximize benefits for itself and fulfill its

duties to employees and shareholders. Moreover, corporates must comply with the law; commit

to well-defined ethical principles; give back to the community; be accountable for social and

environmental issues. According to these different concepts, the components of CSR are also

broadened and enhanced. David (1960) stated that the composition of CSR was economic

responsibility and other responsibilities. To Carroll (1991), in addition to economic responsibility,

CSR also included legal, ethical and philanthropy components. Elkington (1997) argued that CSR

included environmental economic and social sustainability. The International Organization for

Standardization (ISO) had a standard of CSR including seven core elements: organizational

governance, human rights, labor practices, the environment, fair operating practices, consumer

issues, community involvement and development. This article approaches CSR components

according to Elkington (1997) with two reasons: First, Elkington (1997) adopted the Carroll

(1991) model and added environmental sustainability to CSR to complete the CSR model.

Second, the implementation of the CSR components must be applied more cohesively and

simultaneously rather than prioritizing economic responsibility according to Carroll (1991). This

model is applied to many different fields including the F&B industry as mentioned above. Some

studies base on sustainability theory shows that customers could easily understand and distinguish

the three CSR components following this model (Kale and Singh, 2007; Abdul Rahman et al.,

2014; Alvarado et al., 2015). This ability to distinguish three dimensions in the “Triple Bottom

Line” helps customers have a better overview and easily evaluate businesses’ CSR

implementation.

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2.2. Corporate social responsibility, brand image and customer loyalty

Enterprises who focus on adopting CSR will make customers have a good impression on

their brand and increase their loyalty (Du et al., 2007; Vlachos et al., 2009). Brand image

positively affects how the company is perceived, increases its popularity and narrows the gap

between brand and customers based on strong emotional bonds which in turn influence and

enhance customer satisfaction and customer loyalty (Ataman and Ülengin, 2003). Similarly, much

research has shown that CSR affects customer loyalty through brand image (He and Lai, 2012;

Abdu Rahman et al., 2014; Chun and Bang, 2016; Qasim et al., 2017; Cuesta-Valiño et al., 2019).

This article also follows this approach that CSR affects customer loyalty through brand image

and examines the moderating effect of CSR authenticity to brand image.

Brand image is the general impression of consumers about the overall characteristics of

the brand, which is built from a set of consistent messages about the brand and through them,

customers can easily associate and recognize that brand (Salinas and Perez, 2009). Positive brand

image perception triggers favorable customer behaviors and intentions (Lee et al., 2017). A

satisfied customer about a company’s CSR feels better about its brand image (Wu and Wang,

2014; Lauritsen and Perks, 2015). Doney and Canon (1997) showed that 76% of customers were

willing to switch to a brand’s products or services that cared more about society. CSR and brand

image are like two sides of a coin, two inseparable elements of a successful business (Salinas

and Perez, 2009). Similarly, the studies of Raza Naqvi et al. (2013), Martínez et al. (2013), Wu

and Wang (2014), Lauritsen and Perks (2015), Cha and Jo (2019) also pointed out that the

implementation of CSR helped improve the brand image of enterprises in the eyes of customers.

The article expects CSR has a positive impact on brand image. This article applies three

dimensions of CSR according to Elkington (1997), which are economic, environmental and social

sustainability.

Hypothesis H1: Corporate social sustainability positively affects brand image.

Customer loyalty is the degree to which customers are willing to repeat purchasing from a

specific supplier, having a positive attitude towards this supplier and only considering using this

supplier when their needs arise (Oliver, 1999; Estalami, 2000). Customer loyalty is also an

assessment of future customer behavior. It is the driving force to continue the relationship, to

recommend the supplier and to extend the relationship (Selnes and Hansen, 2001). Thakur (2016)

defined attitudinal loyalty as a customers’ intention to remain committed to a specific provider

in the marketplace by repeating their purchasing experiences. Researchers have studied the

impacts of several factors on customer loyalty such as brands (Wu, 2011; Nisar and Whitehead,

2016). Brand image has a positive relationship with customer loyalty (Davies, 2003; Bauer et

al., 2008; Hung, 2008; Tu and Wang, 2012, Cuesta-Valiño et al., 2019, Lee and Kim, 2019). The

article expects that brand image has a positive effect on customer loyalty.

Hypothesis H2: Brand image positively affects customer loyalty

2.3. Authenticity between CSR and brand image

Authenticity is an evaluation, judgment of something whether it is authentic or not (Grayson

and Martinec, 2004) or an appraisal of what extent the authenticity of something is (Beckman et

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al., 2009). CSR authenticity is defined as the company’s participation in CSR activities that is

accurate and truthful far beyond legal regulations (Alhouti et al., 2016). Combining authenticity

and CSR can bring success to the company (Meghan, 2015). Besides, stakeholder awareness of

authenticity is an important determinant of successful CSR performance. According to Gao and

Mattila (2014), customers were more satisfied and loyal to the brand when they realized that the

CSR activities were solid and derived from the purpose of serving the community rather than for

the company’s benefits. McShane and Cunningham (2011) also showed that improper CSR could

harm a company. Meanwhile, authentic CSR can result in sustainable development for a company.

The empirical research shows that authenticity is very important for successful CSR

implementation. An honest CSR not only benefits the community but also contributes to

strengthen brand image (Brusseau et al., 2013; Alhouti et al., 2016; Chun and Bang, 2016; Joo et

al., 2019). The article expects that CSR authenticity has a moderating impact on the relationship

between CSR and brand image.

Hypothesis H3: Authenticity has a moderating impact on the relationship between CSR

and brand image.

2.3. The research model

On the theoretical basis and inheritance of the empirical studies in sections 2.1, 2.2 and

2.3, the article proposes the research model as shown in Figure 1. With the above three

hypotheses, this study measures the indirect impact of CSR on customer loyalty through the

intermediary variable “brand image” under the adjustment of authenticity. Besides, the recent

empirical studies also confirmed the indirect effect of CSR and customer loyalty such as He and

Lai (2012), Qasim et al. (2017), Cuesta Valiño et al. (2019), Cha and Jo (2019). Below is the

proposed research model:

Figure 1. The research model

3. Methodology

3.1. Qualitative study

Preliminary research: a measurement scale was proposed for the research through research

objectives, theoretical basis, previous studies, identification of research concepts, building

research hypotheses and research model. The measurement scale is shown in table 1:

The multigroup analysis method is usually used to measure the moderating impact (Chun

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and Bang, 2016; Young et al., 2019). Thus, the authors decided to use this method to evaluate

the relationship between CSR and brand image. Three factors: (1) reliability, (2) transparency

and (3) benevolence (Joo et al., 2019) were used as measurement items for CSR authenticity.

Table 1. The measurement scale

Measurement Items

Source

ECS1 Coffee chain (X) focuses on maxi- Alvarado et al. (2015),

mizing profits. Chan and Saad (2019)

ECS2 Coffee chain (X) always tried to Chan and Saad

improve their products (beverage,

bakery and other products).

Economic

Sustainability (ECS)

ECS3 Coffee chains (X) control their cost Alvarado et al. (2015),

accordingly.

Chan and Saad (2019)

ECS4 Coffee chains (X) tries to Alvarado et al. (2015)

continuously improve the additional

quality of the services that they offer.

ECS5

Coffee chains (X) has plans for its Alvarado et al. (2015),

long-term success. Chan and Saad (2019)

SS6

Coffee chains (X) actively promotes Alvarado et al. (2015),

volunteerism activities within the Chan and Saad (2019)

local communities to enhance local

life quality.

SS7

SS8

SS9

Coffee chains (X) engages in Alvarado et al. (2015),

charitable activities by donating for Chan and Saad (2019)

education to children in remote areas.

Social

Sustainability (SS)

Coffee chains (X) tries to be highly Alvarado et al. (2015)

committed to well-defined ethical

principles.

Coffee chains (X) ensures food and De Giovanni (2012)

beverage safety.

SS10 Coffee chains (X) provides customers Svensson et al. (2016)

with information about food and bev-

erage.

ES11 Coffee chains (X) uses eco-friendly, Alvarado et al. (2015),

recycle material in their business Chan and Saad (2019)

(bamboo, inox, grass straws; paper

Environment

Sustainability (ES)

glass for take-away; serving glass for

using at shops; etc).

ES12 I am aware of Coffee chains (X)’s Chan and Saad (2019)

initiatives towards the environment.

ES13 Coffee chains (X) has a very good Chan and Saad (2019)

image in my mind of its

environmental activities.

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CA14 Reliability: Coffee chains (X) Joo et al. (2019)

implement CSR programs as they

promised.

CA15 Transparency: All aspects of the Joo et al. (2019)

CSR Authenticity

Coffee chains (X)’s CSR programs

(CA)

are open to public evaluation.

CA16 Benevolence: Coffee chains (X) is Joo et al. (2019)

being philanthropic in their support

for CSR programs.

BI17 The products of coffee chains (X) Salinas and Perez (2009)

have a high quality.

BI18

Coffee chains (X) have nice and Salinas and Perez (2009)

friendly staff.

Brand Image

(BI)

BI19 Coffee chains (X) has a personality Salinas and Perez (2009)

that distinguishes itself from

competitors.

BI20 Coffee chains (X) is one of the best Salinas and Perez (2009)

brands in the sector with customers.

BI21 Coffee chains (X) is very Salinas and Perez (2009)

consolidated in the market.

CL22 Coffee chains (X) is my top of choice. Wu and Wang (2014)

CL23 I would love to try coffee chains (X)’s Wu and Wang (2014)

new products.

Customer Loyalty

(CL)

CL24 I am loyal to the coffee chains (X)’s Wu and Wang (2014)

brand.

CL25 I would be happy to spend my time in Wu and Wang (2014)

search of coffee chains (X)’s product

information.

3.2. Quantitative study

Survey data processing techniques were implemented according to the following processes:

Cronbach’s Alpha reliability analysis, Exploratory Factor Analysis (EFA), Pearson correlation

coefficient (Pearson), Confirmatory Factor Analysis (CFA) to assess the scales. The structural

equation modeling (SEM) and multigroup were used to test the model and hypotheses. The sample

size depends on which survey data processing techniques are used. The sample size in the EFA

is usually determined based on (1) the minimum size and (2) the number of measurement

variables. Hair et al. (2006) suggested the minimum sample size in the EFA should be 50, and

preferably 100. Besides, the ratio between observations and items was 5:1 (with 13 observed

variables of the CSR scale, so the minimum sample size to conduct EFA is 13x5 = 65). If using

the SEM model, the minimum sample size was N = 200 (Boomsma and Hoogland, 2001). Thus,

the sample size of the study must be over 200. To achieve high accuracy, the sample size should

be over 400 (Comrey and Lee, 1992).

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Based on the above measurement scale, the authors conducted to preliminary interview in

March 2020. 50 out of 60 responses obtained by the convenient sampling method were valid and

they were used for preliminary analysis to evaluate the reliability of EFA, Pearson and CFA. The

evaluation of the preliminary result indicated that the research data was qualified via the Cron-

bach’s Alpha coefficient (Cronbach’s Alpha coefficient > 0.6 and correlation coefficient - total >

0.3, Nunnally & Burnstein, 1994). Therefore, this questionnaire was used for the formal interview

and survey.

The actual survey was conducted from March to August 2020 that focused on customers

who were over 16 years old and frequent at coffee chains in Ho Chi Minh City at least twice a

month. With 601 answers collected by using the convenient sampling method, 110 responses

were unsatisfactory and 491 were valid (n=491 > 400). The final sample was described in detail

as table 2. It was safe to say that they were representative of customers’ coffee chains in Ho Chi

Minh City, where most customers are young people in their twenties and thirties (78.45%). The

five point Likert scale was used to measure these factors (from 1: strongly disagree to 5 strongly

agree).

After examining the data, 93.01% of participants regularly used one of the five coffee

chains: Highlands Coffee, The Coffee House, Phuc Long Coffee and Tea, Starbucks Coffee, Trung

Nguyen Legend Café. Therefore, these five above chains were used to represent the coffee chains

in Ho Chi Minh City for conducting the study.

Table 2. Sociodemographic profile of valid sample (N=491)

Variable

Valid percentage (%)

16 - 19

20 - 29

30 - 39

>39

18.33

71.12

7.33

1.22

Education

High school

College

7.13

9.57

University

Higher education

76.99

6.31

Job:

High school student

University and college student

Officer

Others

3.26

42.77

48.47

5.50

Income:

≤ 5 million dongs (roughly 250 USD)

5-<10 million dongs (roughly 250 – 500 USD)

10-<20 million dongs (roughly 500 – 1000 USD)

20-<50 million dongs (roughly 1000 – 2500 USD)

52.75

28.31

48.47

6.92

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Preferable coffee chains

Highlands Coffee

The Coffee House

Phuc Long Coffee and tea

Starbucks Coffee

37.07

32.99

20.16

5.07

Trung Nguyen Legend Cafe

4.07

Frequency

twice a month

once a week

2-3 times/week

Over 3 times/week

57.23

20.57

16.09

6.11

4. Results and Discussion

At first, the study used the Cronbach’s Alpha coefficient (Cronbach’s Alpha coefficient >

0.6 and correlation coefficient - total > 0.3, Nunnally & Burnstein, 1994). The results of the re-

liability test also met requirements (all Cronbach’s alpha - α ≥ 0.7).

Next, the study used principal component analysis with Varimax rotation (Kinnear & Tay-

lor, 1996). The number of factors was not restricted. For the sake of convergent validity, 0.5 was

used as a factor loading cut-off point. Items had to display a 0.3 loading difference with any other

factors to ensure distinctive validity. The result showed that 5 factors with the factor structure

were fully matched: First, Bartlett’s test of sphericity was statistically significant (p(Bartlett) =

0.000), which verified that the correlation matrix was not an identity matrix, thereby validating

the suitability of the factor analysis. Second, The Kaiser-Meyer-Olkin (KMO) was performed,

which showed KMO = 0.872, lower than the suggested 0.507. The total variance explained

60.316%. Similarly, the variable “brand image” and “customer loyalty” also met the requirements:

total variances were 54.859% and 67.173%, higher than 50%; Eigenvalues were higher than 1.

After running the confirmatory factor analysis (CFA) for the first time, one item “ECS1”

was eliminated because its factor loading was 0.452 (< 0.50) (Gerbing & Anderson, 1988). After

deleting this item, we ran the CFA for the second time (Figure 2). The model demonstrated a

good fit: χ2 was 524.285 (degree of freedom = 177, p < 0.000), χ2 /df value was 2.962 (< 3.0),

CFI was 0.932, Tucker Lewis coefficient (TLI) was 0.919 and the value of RMSEA was 0.063

(< 0.08).

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Figure 2. Result of confirmatory factor analysis (CFA)

As presented in table 3, the factor loadings of items ranged from 0.527 to 0.853 which

were all above 0.50. Besides, the values of average variance extracted (AVE) were from 0.502 to

0.615 (> 0.50) which indicated satisfactory convergent validity (Hair et al., 1998) (Table 3). The

discriminant validity was also confirmed because the AVEs were larger than the squared corre-

lation coefficients between factors (Fornell & Larcker, 1981) (Table 3). The composite reliabilities

(CR) were from 0.77 to 0.871 (> 0,70) (Table 3). Thus, the measurement of CSR, brand image

and customer loyalty were satisfactory in terms of convergent validity, discriminant validity and

reliability.

Table 3. Items of the refined measurement scales and measures of reliability

Factor

Standard

deviation

loading loading Average

(EFA)

(CFA)

Economic Sustainability (Cronbach’s α = 0.764,

CR = 0.77, AVE = 0.502)

ECS1) Coffee chain (X) focuses on maximizing

profits.

0.696

0.634

0.452

0.581

4.34

4.09

0.769

ECS2) Coffee chain (X) always tried to improve

their products (beverage, bakery and other prod-

ucts).

0.822

ECS3) Coffee chains (X) control their cost accord-

ingly.

0.527

0.617

3.83

0.931

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ECS4) Coffee chains (X) tries to continuously im-

prove the additional quality of the services that

they offer.

0.726

0.687

0.692

0.802

4.23

4.13

0.828

0.812

ECS5) Coffee chains (X) has plans for its long-

term success.

Social Sustainability (Cronbach’s α = 0.806, CR

= 0.815, AVE = 0.512)

SS6) Coffee chains (X) actively promotes volun-

teerism activities within the local communities to

enhance local life quality.

0.655

0.518

3.82

0.898

SS7) Coffee chains (X) engages in charitable ac-

tivities by donating for education to children in re-

mote areas.

0.762

0.543

3.28

0.979

SS8) Coffee chains (X) tries to be highly commit-

ted to well-defined ethical principles.

0.737

0.607

0.602

0.814

0.790

0.733

3.78

4.05

4.01

0.863

0.813

0.851

SS9) Coffee chains (X) ensures food and beverage

safety.

SS10) Coffee chains (X) provides customers with

information about food and beverage.

Environmental Sustainability (Cronbach’s α =

0.823, CR = 0.827, AVE = 0.615)

ES11) Coffee chains (X) uses eco-friendly, recy-

cled material in their business (bamboo, inox,

grass straws; paper glass for take-away; serving

glass for using at shops; etc).

0.841

0.745

3.76

1.135

ES12) I am aware of Coffee chains (X)’s initia-

tives towards the environment.

0.817

0.800

0.762

0.842

3.75

3.64

1.020

1.031

ES13 Coffee chains (X) has a very good image in

my mind of its environmental activities.

Brand Image (Cronbach’s α = 0.871 CR =

0.871, AVE = 0.576)

BI17) The products of coffee chains (X) have a

high quality.

0.764

0.782

4.22

0.741

BI18) Coffee chains (X) have nice and friendly

staff.

0.829

0.853

0.635

0.719

0.722

0.824

0.771

0.689

4.14

4.19

4.08

4.23

0.803

0.771

0.823

0.778

BI19) Coffee chains (X) has a personality that dis-

tinguishes itself from competitors.

BI20) Coffee chains (X) is one of the best brands

in the sector with customers.

BI21) Coffee chains (X) is very consolidated in

the market.

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Customer Loyalty (Cronbach’s α = 0.876, CR =

0.819, AVE = 0.539)

CL22) Coffee chains (X) is my top of choice.

0.674

0.844

0.740

0.621

3.82

3.77

0.974

1.038

CL23) I would love to try coffee chains (X)’s new

products.

CL24) I am loyal to the coffee chains (X)’s brand.

0.649

0.800

0.882

0.658

4.15

3.89

0.794

0.974

CL25) I would be happy to spend my time in

search of coffee chains (X)’s product information.

CR: composite reliability, AVE: average variance extracted, ASV = Average shared variance,

MSV = Maximum shared variance

Table 4. Correlations Matrix Among the Latent Constructs

1

2

3

4

5

(1) Economic

0.708

Sustainability

(2) Social Sustainability

0.715

0.539

0.413

(3) Environmental

Sustainability

0.791

0.575

(4) Brand Image

0.754

0.609

0.508

0.500

0.540

0.460

0.414

(5) Customer loyalty

0.752

0.583

Values in parentheses represent the square root of the average variance extracted; all cor-

relations were significant (p b 0.01).

Table 5 provides estimates of structural modeling. The mode fit indices for the structural

model was satisfactory with Chi-square/df= 2.948; RMSEA=0.063; TLI= 0.909; CFI= 0.922

(Chi-square/df < 3; CFI, GFI, TLI > 0.9; RMSEA < 0.08, Hair et al., 2010). Thus, it provided a

good basis for examining the hypothesized paths H1 and H2 in this study. Table 5 shows the

structural results of the proposed model with standardized path coefficients for significant

relationships. First, CSR presented positive relations (β = 0.865, P < 0.001) with brand image,

hence H1 was supported. More specifically, comparing the values of the coefficients of CSR’s

three dimensions: ECS had the greatest influence on CSR, then SS and ES. The significant rela-

tionship between CSR and brand image was approved in previous researches (He and Lai, 2012;

Abdul Rahman et al., 2014; Lauritsen and Perk, 2015; Qasim et al., 2017; Cha and Jo, 2019).

Second, Brand image (β = 0.814, P < 0.001) had significant effects on customer loyalty, thus H2

was supported. In the other words, the better the brand image is, the customers tend to be more

loyal to the coffee chains (Bauer et al., 2008; Hung, 2008; Tu and Wang, 2012; He and Lai, 2012;

Abdul Rahman et al., 2014).

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Table 5. Standardized Parameter Estimates

Standard-

ized Esti-

mate

Hypothesized Path

S.E.

C.R.

P

Result

SS

ECS

ES

<—-

CSR

BI

0.868

0.884

0.639

0.865

0.814

0.00

0.145

0.160

0.128

0.00

9.848

8.379

9.716

***

Supported

H1

H2

BI

CL

0.074 13.842

***p < 0.001

Multiple group analysis was employed to identify the moderating effects of the authen-

ticity on the relationships between CSR and brand image. Respondents were split into two in-

dependent groups based on the mean value of authenticity: high perceived authenticity group

(n = 269) and low perceived authenticity group (n = 222). The difference in chi-square between

the constrained model and the unconstrained model was found to be insignificant at the 0.05

level (Δχ2 = 0.117). This finding indicated that authenticity did not moderate the relationship

between CSR and brand image.

As expected, the path coefficients related to the effects between variables in the research

model were statistically significant at the 5% significance level. Notably, the Boostrap test results

with 1000 replicates showed that the above coefficients were all zero. Therefore, it could be

concluded that the hypothesizes were supported.

The Independent Samples T-Test compared the means of two independent groups to

determine whether there was statistical evidence that the associated population means were

significantly different. The T-test denoted that the men respondents perceived CSR authenticity

higher than women and higher educated people were more loyal to coffee chains than the others.

In conclusion, CSR had an indirect impact on customer loyalty through the intermediate

variable brand image. Among the three dimensions of CSR: ECS had the greatest influence on

CSR, then SS and ES. In the past, coffee chains in Ho Chi Minh City mainly focused on ECS but

not much on SS and ES. First, ECS was considered as the priority for most coffee chains in Ho

Chi Minh City. They emphasized enhancing products, controlling cost accordingly and additional

services to maximize profits. Second, SS has been being received more and more attention from

coffee chains in Ho Chi Minh City but it is still few and far between. They did well at ensuring

food and beverage safety, providing customers with information about food and beverage.

However, there are some aspects of SS that coffee chains businesses need to improve such as

enhancing local life quality for local farmers, engaging in charitable activities by donating for

education to children in remote areas. Last, ES was the least perceived dimensions of CSR to

customers. Even though coffee chains in Ho Chi Minh City had implemented many environmental

campaigns, many of them did not strictly follow their statements. Some even performed contrary

to their commitments, especially in terms of minimizing waste and products that pollute the

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environment. Among the three dimensions of CSR, CSR on ES of coffee chains in Ho Chi Minh

City is more alarming and concerned.

Research results once again solidified the theoretical as well as the practical basis of CSR

authenticity and brand image. Thus, in the case of coffee chains in Ho Chi Minh City, CSR

authenticity had no moderating effect on brand image. Research result also supported Alhouti et

al., (2015) that the moderating role of CSR authenticity depended on the research context, the

industry’s characteristics, and the research object which led to the difference of the CSR

authenticity’s impact. In Vietnam in general and Ho Chi Minh City in particular, most customers

found it difficult to verify the authenticity of CSR activities because most of the program’s

information was not publicly available or transparent.

5. Conclusion and managerial implications

The results reveal customers’good perception of CSR has a positive effect on brand image,

as well as customer loyalty. Besides, the study also adds to the theoretical and practical basis that

the moderating effect of authenticity is not significant in the relationship between CSR and brand

image in coffee chains in Ho Chi Minh City.

This study has two managerial implications for coffee chains in Ho Chi Minh. Firstly, the

results of the study support that customers’ perceived CSR affects their loyalty. The article

contributes to a better understanding of how CSR can positively impact customer loyalty,

especially through brand image. Therefore, the managers have to focus on adopting CSR as an

important part of their sustainability strategy to improve brand image. Hence, businesses can

increase customer loyalty through activities aimed at enhancing local communities. Secondly,

the result shows that customers’ perceived CSR is leaning toward ECS. Meanwhile, SS and ES

are still underrated, just empty words. Therefore, managers are required to carefully devise

strategies that effectively and simultaneously implement all CSR dimensions as Elkington’s

publication (1997). For ECS, coffee chains can apply cause-related marketing to raise funds for

pressing community projects. For SS, enterprises should have reasonable price policies in

purchasing input ingredients from farmers as well as organize projects to improve the living

standards of farmers. As for ES, coffee chains need to have transparent and effective

communication activities on environmental protection to raise community awareness about the

issues as well as improve the brand image.

However, this study has some limitations that represent directions for future research. First,

the sample is sufficient, but it is necessary to enlarge the sample size to include a wider demo-

graphic. Therefore, the data may limit its generalizability. Second, there are some limitations in

resources and time. Third, due to COVID 19 complications, data could only be gathered through

online survey forms instead of having face-to-face interviews at coffee shops in Ho Chi Minh

City. Therefore, the result could not cover a larger scale. Last, the proposed model only mentioned

three dimensions of CSR and ignored other factors that could affect customer loyalty. In the

future, the researchers may expand the components of CSR or other intermediate variables to

measure the impact of CSR on customer loyalty and extending the sample size.

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