The impact of crm on tourism enterprises’ performance: A case study in Ho Chi Minh city, Vietnam
Ngo Cao Hoai Linh/ MICA 2018 Proceedings
International Conference on Marketing in the Connected Age (MICA-2018), October 6th, 2018
Danang City, Vietnam
The Impact of CRM on Tourism Enterprises’ Performance:
A Case Study in Ho Chi Minh City, Vietnam
Ngo Cao Hoai Linha*
aIndustrial University of Ho Chi Minh City, 12 Nguyen Van Bao Street, Ho Chi Minh City, Vietnam
A B S T R A C T
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; (ii) CRM Organization; (iii) CRM Processes; (iv)
Customer Orientation. The results provides the dimensions for CRM, enhance performance of tourism
enterprises in HCMC. The study also proposes the conceptual framework of relationship between CRM and
tourism enterprises’ performance for future research.
Keywords: Customer Relationship Management; CRM; Tourism Enterprises’ Performance.
1. Introduction
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. In addition, tourism is a mass economy as anyone can be part of its
supply chain. All organizations and enterprises can provide goods and services for tourism business regardless of
what environment they originate from. 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. Recently, Vietnam has been very active and actively integrating into the regional and world economy.
Accordingly, the door of free trade is increasingly open for the business travel in Vietnam on the international
playground. However, the greater the opportunity is, the greater the challenge is. 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. Young and small enterprises are having to confront with enterprises
from all over the world. 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. Exploiting value from
existing customers helps enterprises save 5 to 15 times more than finding a new customer. Similarly, the cost of
product selling and customer serving between the two types of objects also varies from 3 to 13 times (Dyché,
2001). So, it can be seen that regular customers are a great source of value for enterprises if they can exploit
effectively. But the question is how to exploit that value, this requires a customer relationship management
(CRM) policy suitable for enterprises. In the more dynamic and competitive business environment, service
* Corresponding author. E-mail address: ngocaohoailinh.iuh@gmail.com
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enterprises must pay more attention to improving the ability to manage relationships with customers (Ozgener,
Iraz, 2006). 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. The concept of CRM is understood by enterprises and applied in different perspectives, which is
why this work is still ambiguous and intertwined with many other management activities. 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.
From the theoretical and practical issues mentioned above, the author has selected the research “Impact of
customer relationship management (CRM) on business performance: Case study research in Ho Chi Minh City,
Vietnam”.
2. Theoretical framework and research model
2.1 Theoretical framework
Customer relationship management has long been no long a new content. Since late 1960s, researchers have
found the attraction and keeping the customers are the purposes of the business values (Mendoza & ctg, 2007).
Over time, CRM has understood in many different ways with significant differences. 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; helping enterprises increase their ability
to approach customers, interact more effectively with them, and start incorporating business activities across their
entire trading system; thereby, supporting the enterprises to perform internal functions “(Buttle, 2009; Gartner,
Inc., 2013).
Although there are so many ways to define CRM and so far the executives, market researchers are still
debating the exact concept of it. 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. Thus, the CRM concept in this
study is as follows: CRM is an acronym for “Customer Relationship Management”; is used to describe a
customer-oriented business strategy aimed at effectively managing the network of relationships established
between the customers and the organization (Vahdati; Abdolmanafi; Sarlak, 2014).
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 &
GCG, 2001; Bell & amp; ctg, 2007; Coltman & ctg, 2011; Bavarsad & Hosseinipour, 2013; ElKordy, 2014;
Šebjan & ctg, 2014; Bhat & Dazi, 2016; Cambra-Fierro & GCG, 2016.
Though the process totalize the previous studies, it show that there are 2 main ways to recognize about the
CRM’s effect to enterprise’s performance in business. 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 &
ctg (2010); Ivanovic & ctg (2011); Elkordy (2014). The second way show the direct effect of CRM activity to the
performance of specific activities of the enterprise in business. Like selling, marketing, supporting,… For
example, the study of Sotodeh (2007), Moaheb & ctg (2015), Mohammed & ctg (2014). 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; Lam, 2010; Hoai, 2010;….). 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
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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. By that, the author confirmed
that CRM have positive effect to Organization Performance. Beside 4 components above, through the summary
process of theory, refer to internal studies, experimental interview, the authors added “Resource CRM” variable
into the research model of ElKordy (2014). Belong that, the research model propose total 5 independent variables
(1) CRM Resources, (2) CRM process, (3) Customer Orientation, (4) CRM Organization, (5) CRM Technology
and 1 dependent variable “Organization Performance”
2.2 Research model
CRM
CRM Resources
H1
H2
CRM Processes
Customer Orientation
CRM Organization
Organization
Performance
H3
H4
H5
CRM Technology
Fig. 1. Proposed research model
Research hypothesis:
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.
HCM. (+) 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 (+).
Table 1. Summary on the scale
Trích dẫn
Factor
Encoding
Observed variable
Customer information system is integrated on different
functional areas.
Material elements (eg tables, chairs, etc.) are arranged
reasonably.
Helps enterprises save on operating costs during
business.
Capital used to bring the desired benefit value.
Mozaheb & ctg
(2015)
Mohammed & ctg
(2014)
RES1
RES2
RES3
CRM
Resouces
(RES)
Ivanovic & ctg
(2011)
Keramati & ctg
(2010)
RES4
Allows the customer to capture contact information with
the enterprises
Continuously expand the range of customer serving.
ElKordy (2014),
Öztayşi& ctg (2011)
Reinartz& ctg (2004)
PRO1
PRO2
PRO3
PRO4
PRO5
CRM
Processes
(PRO)
Focus on periodic interaction with customers.
Pay attention to prolong the lucrative life of customers.
Use the information obtained to group clients.
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Maintaining customers is the first priority of the
enterprises
Customer relationships are seen as assets of the
enterprises
Employees are encouraged to focus on relationships with
customers.
Always emphasize the importance of relationships with
customers.
The performance of customer service teams is assessed
according to defined criteria.
Enterprises have a clear business goal of attracting,
maintaining and developing customers.
The company is well equipped with expertise and
resources to ensure success in managing customer
relationships.
Employee training programs are designed to develop the
skills needed to make the attachment between enterprises
and customers.
ElKordy (2014),
Öztayşi& ctg (2011)
Reinartz& ctg (2004)
ORI1
ORI2
ORI3
ORI4
ORG1
ORG2
Customer
Orientation
(ORIO)
ElKordy (2014),
Öztayşi& ctg (2011)
Reinartz& ctg (2004)
ORG3
ORG3
CRM
Organization
(ORG)
The results achieved in approaching, satisfying customer
needs are the basis for employee reward assessment.
The results achieved in approaching, satisfying customer
needs are the basis for employee reward assessment.
Provide enterprise members the necessary information
ORG4
ORG5
TEC1
TEC2
TEC3
TEC4
TEC5
PER1
PER2
Mozaheb & ctg
(2015)
ElKordy (2014)
Keramati & ctg
(2010)
Facilitate sales force “cross sell/up sell”.
CRM
Technology
(TEC)
Regularly monitor the delivery of products/services.
Allows the enterprises to forecast the potential demand
of the customer.
Allows the enterprises to evaluate the customer's
lucrative lifecycle.
Customer relationship management affects performances Vahdati & ctg (2014)
of enterprises in business.
Customer relationship management helps enterprises
achieve business results as desired at the lowest cost.
You believes that customer relationship management
will help improve performance of enterprise activities in
business
Gavrea; Ilies;
Stegerean, (2011).
Organization
Performance
(PER)
PER3
3. Research methods
The study was conducted between December 2017 and May 2018, into 3 phases:
Stage 1: At this stage, the author uses expert methods. Scales and questionnaires are designed and completed
on the basis of expert consultation and group discussion.
Stage 2: Verification of the scale reliability with Cronbach's Alpha and exploratory factor analysis. In this
study, the author uses a convenient sampling technique to conduct the survey. According to Hair and et al (2006)
the sample size must be at least ≥ m x 5, where m is the number of observed variables. So, with 26 variables
observed in this study, the sample size must be at least ≥ 130. 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. All data collected from the survey
questionnaire will be encrypted, processed by SPSS and AMOS. 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. The EFA factor analysis is used to abbreviate and summarize the data. Each observation
variable is calculated as a factor called Factor Loading (> 0.5), which is used to classify the factors. After each
grouping, consider the KMO (Kaiser-Mayer-Olkin) coefficient to be [0.5; 1 and Bartlett's test statistically
significant (Sig <0.05), the observed variables were correlated in the overall.
Stage 3, analyze the CFA confirmation factor and inspect the research model by analyzing the structural
equation modeling. The purpose of CFA confirmation factor analysis helps to clarify: (i) Unidirectionality; (ii)
reliability of the scale; (iii) convergence value; (iv) Distinct value. According to Steenkamp and Van Trijp
(1991); Hair et al. (1998), a study model that is considered to be suitable for market data if Chi-quare testing is P-
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value> 5%; CMIN/df ≤ 2, some cases CMIN/df may be ≤ 3 (Carmines and McIver, 1981); GFI, TLI, CFI ≥
0.9. However, according to recent researchers, GFI is acceptable when it is greater than 0.8 (Hair et al., 1998);
RMSEA ≤ 0.08. Apart from the above norms, the test results must also ensure the synthetic reliability of> 0.6;
the citation deviation must be greater 0.5.
4. Research results and findings
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). The coefficient of correlation for total variables is greater than
0.4. However, the variables RES1, OGR5 have a total variable correlation <0.4 so they are not accepted. (See
Table 2).
Table 2. Reliability test
Cronbach’s
Alpha coefficient
0.903
Encoding
RES
TEC
PRO
ORG
ORI
Factor
CRM Resources
CRM technology
CRM process
CRM organization
Customer orientation
0.900
0.893
0.874
0.870
4.1 Exploratory Factor Analysis – EFA
Bartlett Test (table 3) with mean Sig. = 0.000 <0.05; The coefficient KMO = 0.754 has reached the required
level. Thus, the observed variables in the whole are correlated.
Table 3. KMO and Bartlett’s Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy.
Sig.
0.754
0.000
Table 4. Exploratory factor analysis
Factor
3
Variable
Symbol
1
2
4
5
6
TEC2
TEC5
TEC4
TEC3
TEC1
ORG3
ORG2
ORG4
ORG1
RES2
RES3
RES4
PRO3
PRO4
PRO2
PRO1
ORI2
ORI4
ORI1
ORI3
0.937
0.927
0.769
0.700
0.606
CRM
technology
0.862
0.857
0.756
0.719
Customer
orientation
0.936
0.895
0.785
CRM
Resources
0.861
0.828
0.824
0.784
CRM process
0.843
0.796
0.789
0.748
CRM
organization
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PER1
PER3
PER2
0.962
0.742
0.615
1.296
5.634
76.216
Organization
Performance
Eigenvalue
4.730
20.566
20.566
3.850
16.739
37.304
2.958
12.861
50.166
2.832
12.314
62.479
1.864
8.103
70.583
Variance extracted (%)
Total variance extracted (%)
Results of the exploratory factor analysis in Table 4 show a total extracted deviation of 76.216% (> 50%),
which means that the recursive factor explained 76.216% of the model, while the remaining 23.784% would be
explained by other factors. The extraction factor (Eigenvalue) is greater than 1 and should be retained. The above
results show that the Exploratory Factor Analysis (EFA) model is consistent with data from six factor groups and
can be used for further analysis.
4.2 Analyzing CFA confirming factor
Analysis of confirming factor was performed with 23 observational variables. 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.
Fig. 2. CFA results in the critical measurement model
The weighted CFA results were statistically valid (≥0.5) and statistically significant at all p values of 0.000.
The observable variables used to measure the six components of this scale attain convergence values. The CFA
shows that the model has 201 degrees of freedom, inspection results Chi-square = 665,732 with P-value = 0.000
and Chi square/df = 3,312, which satisfies the requirement of <4 and the model indices are appropriate for the
market data (CFI = 0.924; TLI = 0.904; RMSEA = 0.076). 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 coefficient of correlation between the components and the standard
deviation shows that the coefficient is less than 1 (statistically significant). Therefore TEC, PRO, ORG, ORI,
RES, and PER have different values. 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.
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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. The research model is
consistent with market data.
4.3 Analysis of SEM linear structure model
4.3.1 Inspecting theoretical model
After analyzing CFA, the study uses the SEM model to determine the factors influencing and affecting each
factor to performance of tourism enterprises HCMC. SEM analysis was conducted starting from the initially
proposed research model, then model adjustment was performed to obtain a better model.
Table 5. Analysis results of SEM linear structure model
Mối quan hệ tương quan giữa các nhân tố
Estimate
S.E.
C.R.
P
PER
PER
PER
PER
PER
←
←
←
←
←
TEC
PRO
ORG
ORI
0.438
0.170
0.152
0.082
-0.043
0.043
0.042
0.042
0.041
0.051
10.182
4.099
3.609
2.018
-0.846
0.000
0.000
0.000
0.044
0.397
RES
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. Thus, the relation of concepts has not reached the
theoretical expectation. In order to select a more relevant value model, the relationship which is not statistically
significant (CRM-performance resources) will be removed from the model.
Fig. 2. SEM results of official research model
The final study model after removing insignificant relationships with 148 degrees of freedom. Although chi-
square = 495,737 with p-value = 0.000, the indices suitable with model chi-square/df = 3,350; CFI = 0.932; TLI
= 0.913 and RMSEA = 0.077 indicate that the model is consistent with market data. The normalized estimation
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parameters (Fig. 2) were statistically significant (p <0.05). 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.
4.3.2 Theoretical inspection results
Table 6. Results of the causal relationship test between concepts in the formal research model
Estimated value
Relationship
Deviation (SE)
Critical value (CR)
P
(ML)
0.438
0.148
0.151
0.083
PER TEC
PER PRO
PER ORG
PER ORI
0.043
0.042
0.042
0.040
10.248
3.551
3.594
2.057
0.000
0.000
0.000
0.040
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. The impact level of factors is performed at the equation:
PER = 0.438*TEC + 0.151*OGR + 0.148* PRO + 0.083*ORI
(In which: PER: Organization Performance; TEC: CRM Technology; ORG: CRM Organization; PRO: CRM
Processes; ORI: Customer Orientation)
4.4 Boostrap test
Estimation results from the 800 samples are averaged with the deviation shown in Table 4. Absolute CR value
is very small compared to 2, so it can be said that the deviation is very small; At the same time, it was not
statistically significant at 95% confidence level. Thus, the estimates in the model can be reliable.
Table 7. Estimation results of Boostrap with N=800
Boostrap Estimation
Estimation
(ML)
Relationship
SE
SE-SE
0.003
0.002
0.002
0.002
Mean
0.530
0.153
0.171
0.104
Bias
SE-Bias
0.004
0.003
CR
-0,75
-0,333
-1
PER TEC
PER PRO
PER ORG
PER ORI
0.531
0.186
0.177
0.100
0.062
0.054
0.051
0.050
-0.003
-0.001
-0.003
0.003
0.003
0.003
1
4. 5. Conclusions and recommendations
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.
Table 8. The impact level of CRM factors to the business performance
Variable
Regression coefficient
CRM Technology
CRM Organization
CRM Processes
Customer Orientation
0.438
0.151
0.148
0.083
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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. Accordingly, the solutions focus on four factors: (i)
CRM technology, (ii) CRM organization, (iii) CRM cycle and (iv) customer orientation. These are important
contents for enterprises to consider and apply when they want to deploy or complete existing CRM work in their
own enterprises, thereby improving performance. The specific solutions are as follows:
Firstly, about CRM technology. 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. (ii) information processing, evaluation and adjustment. 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. (iii) Selecting a suitable CRM technology system. 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. The most
popular software systems available for tourism enterprises are CRM Viet, Microsoft Dynamics CRM for Travel
and Travel, SugarCRM for Travel, etc. with a variety of technologies. 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. In
addition, when deploying a CRM technology system, enterprises should make adjustments to make make the
system more effective and more suitable to the actual needs of enterprises.
Secondly, about CRM organization. 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. “Synchronization” is understood that these measures must be
conducted concurrently, matched and without “patchy works”. And finally, “consistency” is that the measures
taken to implement CRM work must be consistent, logical, sticking together without conflict or self-negation. (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. Enterprises need to be aware that people are the key to CRM
implementation, including: (i) senior leadership; (ii) personnel directly implement CRM. Make special attention
should be paid to raising the level, management skills, direct operation.
Thirdly, about the CRM processes. 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 means that not only large enterprises are interested in CRM application, but small and medium
enterprises are also required and can apply CRM. (ii) When implementing CRM, enterprises should pay attention
to the level of application, depending on the conditions of each enterprise, each work type will be implemented
differently. (iii) conduct CRM work step by step, without haste. In addition, the CRM cycle also includes specific
business processes, such as customer contact processes, sales processes, information processing processes, as
well as a number of other internal processes. The specific content of these processes should be designed to
maximize the ability to collect customer information.
Fourthly, on customer orientation. 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. It is a good idea to immediately remove the wrong way of thinking that CRM is simply the use of
software or a technology solution, or, in other words, the application of information technology to monitor and
manage customer data.
6. Limitations and further research
Although the research results have made a certain contribution to the theoretical framework as well as
practical value, there are still some limitations. As follows:
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
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facilities, catering services and other services in the field of tourism, due to the particularity of competition,
resources and customers. Moreover, the scope of research was conducted in Ho Chi Minh City so the application
of research results may be different for different localities. Consequently, further research can be undertaken for
other enterprises such as transportation, accommodation facilities, entertainment services, banking or industrial
manufacturing and agricultural production. 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, the next study may examine the impact of other factors on tourism enterprises's
performance, and may add other CRM components to adapt to each specific case.
Thirdly, CRM is defined as a set of strategic management activities, tools, and decisions that select, establish,
maintain, and develop good, lasting relationships with customers. 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.
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