Tinh thần Omotenashi và quản trị mối quan hệ khách hàng điện tử ở các doanh nghiệp vừa và nhỏ ở Việt Nam
HỘI THẢO QUỐC TẾ: PHÁT TRIỂN
DOANH NGHIỆP NHỎ VÀ VỪA CỦA VIỆT NAM TRONG BỐI CẢNH CUỘC CÁCH MẠNG CÔNG NGHIỆP 4.0
OMOTENASHI SPIRIT AND ELECTRONIC CUSTOMER ELATIONSHIP
MANAGEMENT IN VIETNAM SMALL AND MEDIUM ENTERPRISES
Phan Minh Duc,
Academy of Journalism and Communication
Duong Ngoc Anh,
Institute of Economics, Ho Chi Minh National Academy of Politics
Nguyen Huu Dung,
University of Finance and Business Administration
Abstract:
This paper explores the Vietnam SMEs‟ problem in adopting the state-of-the-art
technology in serving their customers and partners. This intention has been led by the fact that
Marketing is to build good relationship with customers. And, e-CRM is the major proposed
system in the research. However, the Industry 4.0 witnesses the increasing uses of technology
among the business communities, but the competency that makes the system outstanding has not
been stressed in the academics. Therefore, the paper intends to provide some sources of
information for suggestions on several kinds of spiritual qualities that should be attached to the
soulless physical bodies of machinery. If an e-CRM is implemented with a soul, the customers
shall, certainly, become much more happy than ever before while their needs are responded very
humanly even with the use of an automatic IT system. And, the Omotenashi, the spirit that made
Japanese customer service unique and widely-known, becomes a suitable suggestion for the
researchers to move on.
Keywords: Customer service, e-CRM, Omotenashi, SME, Viet Nam
TINH THẦN OMOTENASHI VÀ QUẢN TRỊ MỐI QUAN HỆ KHÁCH HÀNG ĐIỆN TỬ
Ở CÁC DOANH NGHIỆP VỪA VÀ NHỎ Ở VIỆT NAM
Tóm tắt:
Bài viết khai thác vấn đề của các doanh nghiệp vừa và nhỏ (DNVVN) của Việt Nam
trong việc áp dụng các công nghệ hiện đại vào quá trình phục vụ khách hàng và các đối tác kinh
doanh. Ý định này xuất phát từ thực tế rằng Marketing luôn là việc xây dựng mối quan hệ tốt đẹp
với cộng đồng khách hàng. Và, hệ thống quản trị mối quan hệ khách hàng điện tử (e-CRM) là hệ
thống được đề xuất trong nghiên cứu này. Mặc dù vậy, cuộc Cách mạng công nghiệp lần thứ 4
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đang chứng kiến cộng đồng doanh nghiệp liên tục đổi mới và sử dụng công nghệ cho hoạt động
kinh doanh của mình, nhưng các học giả c ng chưa đưa ra nghiên cứu để nhấn mạnh về điều gì
tạo ra sức cạnh tranh cho từng hệ thống đó, điều làm nó nổi bật trên thương trường. Chính vì
vậy, nghiên cứu này được tiến hành nhằm đưa ra một số các thông tin quan trọng như những gợi
ý về những giá trị tinh thần cần được gắn với thực thể mang tính vật chất vô hồn của máy móc.
Nếu một hệ thống e-CRM được áp dụng với một tâm hồn, chắc chắn rằng các khách hàng của nó
sẽ tận hưởng dịch vụ một cách hạnh phúc hơn khi những nhu cầu của họ được đáp ứng một cách
nhân văn nhất trong thế giới tự động hóa của công nghệ. Và, tinh thần Omotenashi, vốn được
biết đến rộng rãi như tinh thần độc đáo trong dịch vụ khách hàng của Nhật Bản, là một gợi ý có
tính hợp lý để các nhà nghiên cứu về chủ đề này có thể tiếp tục đam mê của mình.
Từ khóa: Dịch vụ khách hàng, hệ thống CRM, Omotenashi, Doanh nghiệp vừa và
nhỏ, Việt Nam
1. Introduction
In Japan, Omotenashi お持て成し,that is derived from the tea ceremony, has become a
pivotal term in service Marketing (Yasuhiro Monden et al., 2012). This is now treated as
hospitality in the Japanese way. It helps the firms lead their customers through unprecedented
experiences, which tend to only exist in the Japanese service mindset. Like being in a tea
ceremony, the customers in all business fields need to be served with great care on the
preparation process Furumai
, in which everything for the customers to enjoy the
service and product is put in order for the best entertaining effects that such moments can bring.
It is first and foremost the initial charateristics of Omotenashi. The second comes to the physical
settings of the process of service delivery, Shitsurai
. In Marketing basic principles, the
spatial decorations usually are considered the promotional techniques to attract the customers
much more effectively. Thus, while Shitsurai deals with the surroundings of the servicing
operation, it has contributed to the formation of relevant emotions from the customers‘ side.
Sometimes, a good environment can determine the whole joyness that the final-users may be
able to feel. Last but not least, this doctrine-like service-oriented spirit follows with Shikake
. This is the involvement of customers, in which they are encouraged to participate in the
service for the best impressions afterwards. The involvement here also has something to deal
with better communication process between the service providers and their customers through
intimate opinion sharing. With these, the servicing firms decide that they only have one chance
in their life-time to offer their clients their best services by addressing the Ichigo Ichie
motto. The traditional practices of Omotenashi, then, tell us a true story of precious moment
when we do meet our customers and have chance to serve them. They warn us that we only
do have one chance or nothing, regardless of how many times these customer touches have
taken place.
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In Vietnam, the small and medium enterprises (SMEs), with their 2017 percentage of
around 98.1% out of the total number of 517,900 companies in the country (ROF, 2018), are
deemed to be a representative for the business spirit of the nation. Remarkably, there may not
exist a common servicing spirit for the whole community of Vietnam SMEs (MPI, 2017), like
the one in Japan. Therefore, their customers have few things to keep and cherish their images in
the long-run. Moreover, the major of the SMEs in Vietnam are microenterprises (385,300;
74.4%) and small ones (114,100; 22%), so the resources for them to implement a sophisticated
technological system that enables smooth and pleasurable customer touches are so limited.
While a common business mindset needs to be employed and developed in Vietnam for a
constant positive view from the outside partners, the SMEs still need to activate their group
target with practical movement both manually and automatically adopting the success of
customer service softwares economically.
The foregoing system‘s functions remind us of an e-CRM (customer relationship
management). The e-CRM, like all the other CRM systems, emphasizes the customer touch,
which is based on the cultivation of customer data from every corner of the company, in dealing
with tasks in promoting the pool of clients. From its early sense of existence, an e-CRM has been
defined to have 5 main following characteristics: (1) Treating the customers as unique selves; (2)
Differentiating the customers from the other; (3) Communicating with customers through the
most convenient and powerful media; (4) Providing anticipated contents and services; and (5)
Obtaining continuous updates on customers (Alfredo Zingale, Matthias Arndt, 2001). Till now,
the system still holds these original values, which are being expressed in new forms of state-of-
the-art technology.
In the context of Industry 4.0, there witnesses an increasing need for Vietnam SMEs to
adopt some technological system like the e-CRM in serving their customers, but with a
deliberate insertion of a nation-widely-agreed philosophy, somehow similar to what we have
seen in Omotenashi. Without such soulful mechanism, it should be hard for the SMEs to gain
their customers‘ engagement and loyalty for a more fruitful brand equity.
2. E-CRM with Vietnam SMEs
2.1. Customer relationship management (CRM)
About customer service, the Japanese business communities, from long time ago, tended
to consider it to be crucial to the good relationship that they have with partners and clients, and
even it is also thought to be of greater importance than the products themselves in the sense
(Paul A. Herbig, Frederick A. Palumbo, 1994). This reveals the lesson of treating the customer
relationship building tasks as the core in the company Marketing orientations.
In relationship Marketing, the CRM is believed to be an useful supporting tool for the
generation of business strategy of the leaders, a value creator in ensuring customer satisfaction
and loyalty and bringing about higher customer lifetime value, and an effective information
manager that triggers the ideas of business solutions and multi-channel integration for a more
worthwhile customer journey (Adrian Payne, 2005). Later, CRM‘s values have been defined
clearly as to support a data-driven organization in collecting information about their customers,
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analyzing and testing them with hypotheses, and encouraging the leaders of the company to
make smart enough business decisions (Scott Kostojohn et al., 2011). Those results from the
analyses that it makes create better level of efficiency in the organization through absorbing a
higher employee productivity, especially in serving their customers. Moreover, the appearance of
CRM in front of the company‘s clients help entertain them with a more memorable customer
journey than in case of without it, where every interaction with the company through
representatives, 24/7 self-service alternatives or other modes of communication will be recorded,
analyzed, reported for service amendment.
In short, a CRM project deals with 3 fundamental processes of the company (Michael
Gentle, 2002). They are sales (selling products and services to customers), delivery (arrange the
logistics of the products and services to reach the end-users‘ places), and after-sales (measuring
the customers‘ satisfaction, soothing their claims and expanding the customer pool). It operates
for the company‟s profits while reducing costs in finding, serving, retaining and expanding the
groups of target customers, and for the customers‟ benefits while being at the right place, at the
right time and with a reasonable price that are totally perfect with the assistance of high-class
services.
2.2 E-CRM system and its components
The uses of cookies, personalized websites, data mining soft wares and the like have
enabled the system to do better in serving the company customers. This is the era of a more
advanced electronic CRM (lit. e-CRM), which can be distinguished from the previous traditional
ones through the immense adoption of electronic applications in getting, analyzing information
and proposing solutions for system actions, and the decision-making process of the businesses.
In the mechanism, the prospects, first-time customers and the repeating customers should be
treated differently due to the fact that their behavior and experiences are so classified (Alfredo
Zingale, Matthias Arndt, 2001); all of the findings should at last come to serve the target of one-
to-one Marketing, aka. Micromarketing. This might be considered the highest level of service
that the Marketing world is now heading for. Nevertheless, it is hard to clearly distinguish
between CRM and e-CRM in practice (Dave Chaffey, Smith P., 2008), so the presentation in this
paper just intends to narrow it down for better examination.
In the world where consumers have become smarter and more tech-savvy in all of their
decisions, the company enterprise resources planning (ERP) system should be more and more
sophisticated and integrated for much more exact responses to the needs of the market. The e-
CRM, therefore, must be in close connection with HRM (human resource), FRM (finance
resource), SCM (supply chain), MRP (manufacturing resource) in order to generate a process of
excellent service to the end-users of the system (Efraim Turban et al., 2013). This partly explains
the reasons why the CRM needs to turn to a completely electronic one while the other integrated
management systems of the company all deploy technological resources in their operations.
To conduct the services, an e-CRM system should be fitted with the data life cycle of the
company, integrating and collaborating with the other systems to set forth the best solutions to
what the company is encountering (Efraim Turban et al., 2011). As per Figure 1, the process
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begins with the internal, external and personal data sources that the company uses to compile
information regarding the market and the target customers. Then, the data go to the storage
phase, where they are aggregated for the next phase of analysis with the use of offline data
mining tools or online analytical processing (OLAP) framework. The results are used for
building customer knowledge with conceptualization and visualization that are easier to be used
for business decision making phase. On those foundations, the e-CRM, like the other SCM, EC
(electronic commerce), come into effect by taking real actions for the decisions made. Therefore,
they can be considered the applied part of the company technological ecosystem.
Figure 1. Business data life cycle
Source: (Efraim Turban et al., 2011)
If we consider the foregoing system the strategic e-CRM, then we might be able to
categorized its functions to 3 major paths, concerning operational e-CRM (dealing with
Marketing automation and Sales force automation), analytical e-CRM (making use of data
warehouses and data algorithms), and interactive e-CRM (standing out with social e-CRM, and
customer portals). That is also the root of the e-CRM components in the organizations. Those
components are believed to include the personalized website for customer development, email
marketing, data mining, online customer service facilities, online service quality and multi-
channel customer experience (Dave Chaffey, 2009). However, according to Efraim Turban et al.
(2015), the e-CRM consists of 4 main parts of applications, which are customer-facing
applications, customer-touching applications, customer-centric intelligence applications, and
online networking applications. Each of which is comprised of several sub-applications that are
either known or unknown to today world of marketing. For instance, the known ones are call
centers, sales force automation, FAQs, data warehouse, blogs, social networks. And, the
unknown ones have not been announced yet because they do not exist now, but they are the
possible variants of the kinds that the human beings may invent. This means that the e-CRM
components are still be able to be expanded in the future.
2.3 Vietnam SMEs
Accounting for a large number of the enterprises, Vietnam SMEs mostly operate in the
trading and servicing sectors (around 68.3%) while the second and third places are for industrial,
constructional ones and agricultural, forestry or marine businesses respectively (MPI, 2017).
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73% of them are located in the Hong River Delta and Cuu Long River Delta, allocated to big
cities of Ha Noi, Hai Phong, Da Nang, Binh Duong, Dong Nai and Ho Chi Minh city. The very
small rest of them, apart from about 20% in the other provinces/cities, are in the Highland region
of the country (approximately 2.6%). In fact, Vietnam SMEs are now running their businesses
on the bases of intensive use of labor, low working capability, and old-fashioned technology,
which hold them back in the competitive market economy while competent FDI enterprises have
been coming in consecutively. To accelerate them in their growing process, the government of
Vietnam has got a considerable framework of institutions, which are responsible for every angle
of the company development (Figure 2).
Prime Minister
National SME-developing committee
(led by Minister of the Ministry of Planning and Investment - MPI)
Other assisting
agencies:
Ministry of
Trade and
Industry
(and other
related
MPI
Province-leveled People
Committees
VCCI
VCI
VUSTA
VINASME
VYEA
STAMEQ
Other
Ministries)
AED
Registration
Agency
Centre for
SMEs
technical
assistance
associations for
Centre for SMEs
information service
Enterprises’ clubs,
provincial assisting
agencies, NGOs
DPI + People Councils’ or
Departmental SMEs technical
assisting bodies
Ministries’
assisting
agencies
Small and Medium Enterprises (SMEs)
Figure 2. Vietnam institutional framework for SMEs
Source: (World Bank VN, 2017)
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As in the Figure 2, the community of SMEs in Viet Nam have been receiving numerous
assisting schemes, ranging from national level to provincial one, or from state-owned assisting
bodies to non-governmental and non-profit organizations and associations. In the heart of those,
the direction is thought to foster the growth of technology-immense production companies, just
like in the Decision numbered 592/QD-TTg in May 2012 for the period of 2012-2015 or in the
Decision numbered 2457/QD-TTg in October 2010 for the 2020 vision. In the Decisions, we
may figure out that the number of technology-adopting companies are not so high that we did
expect to have only around 3,000 enterprises in technological fields by 2016, or at least 200
enterprises in providing high-tech products and services by 2020 (a very small portion in
comparison to the contemporary total number of SMEs in Viet Nam). This suggests that the
technology adoption of Vietnam SMEs is not high for the processes of production, selling and
after-sales services.
According to White book on SMEs in 2014, the growth priorities of SMEs in Viet Nam
have been identified as per different industries. First, the industrial companies are encouraged to
operate in both heavy industries and the supporting industries. Moreover, the policy also aims at
promoting the number of investors in the agricultural fields of business, especially in the rural
areas, with a plethora of financial aids and tax exemptions (MPI, 2014). This is contrary to the
geographical distribution of enterprises that we have mentioned while there has not been few
business interests in the major production activities of Viet Nam, agriculture. In addition, the
start-ups on green agriculture, communication technology, intellectual properties and e-
commerce shall be highly supported by the government. One undeniable thing that should be
inferred from these modes of businesses is that the customers are increasingly the centre of every
decision making process in a harsh world of competition while Vietnam economy turns to be
more open to the global integration. Therefore, the adoption of advanced technology in customer
service needs to be carefully considered for a long-run growing vision of the company. And, e-
CRM may become a suitable choice for them, because it contains modules of applications that
can be installed and utilized at different levels of company sizes and financial abilities, which are
the main concerns of SMEs.
3. Discussion
Omotenashi spirit and e-CRM notions remind us about the chance of integrating those
into one chief business theory for the SME community in Viet Nam, in which the e-CRM is a
must and the soul of the technological system is a fulfilling criterion. E-CRM has been known
with theoretical foundations of the system, but the Vietnamese spirit for the customer service
aspect has been yet unknown. So, the important task for us in doing this research is to brainstorm
a possible range of options for a Vietnamese business mental direction.
Viet Nam is well-known for its long history of thousand-year wars with triumphal
victories over Chinese, French, Japanese, and American. In the struggling history, Vietnamese
are resilient to the damages, pressures, and intense exploitation of the pervading troops of
enemy. They, as heroes and heroines, did not lose hopes for a better life in the future even when
the life-threats were always there upon them and their families. This is just like in the sales
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situation of the company while the salesmen have to persevere with their hard-to-be-pleased
customers, even with a extremely narrow ray of hope. So, the first option to be proposed is the
spirit of ―not turning their back to customers‖ in any circumstances. This helps maintain the
relationship between the company and the customers by treating them with heart from the
beginning to the after the end of the services.
Another alternative is to think about Vietnamese symbols, such as gentle and delicate
lotus, excellent cuisine, and picturesque beaches and mountainous regions. Those, in
combination, raise the image of a sophisticated Viet Nam. In this sense, the customer service can
be conducted in a delicate, smooth, entertaining, soothing, and surprise-triggering manner. Then,
the second option is the spirit of being ―a subtle mind in serving clients‖, which involves
experiences, skills, customer profound knowledge, and a high EQ in expressing a true desire in
providing the world with a high-end service.
In addition, the Confucianism has laid a lot of its impacts on the mindset of Vietnamese
generations because of the 1000-year Chinese invasion. In the ideology of Confucius, the
following traits are highlighted through five aspects: seriousness, sincerity, generosity, diligence
and kindness. Apart from those, a person is said to be of high virtue should be at least the one
with respect to ancestors (his/her human roots), loyalty to the country, and reciprocity towards
the other people in the community that he/she lives. Therefore, it can be thought that the current
Vietnamese ethical standards remain with those five big characteristics. Then, for the servicing
spirit, we do have another option of being ―serious, sincere, generous, diligent and kind‖ with
each one alone or in a good combination of possible pairs in those.
In short, to exactly name the spirit needs a longer and more extensive discussion in the
professional field. But, we cannot deny that the use of an e-CRM with a spirit enlivens a so-
called dead structure of machinery. Deploying a soulful customer-servicing system, on the other
side, can get the company to be closer to the customers in terms of becoming their friends, and
the system to be much more easy to be used for almost all of the clients and partners.
4. Conclusion
Despite its name, the SMEs‘ contributions to the global business turnover have been
great while they have employed roughly 50%-60% the world labor and have become a dominant
sector on the world map of business (about 90% in number) (Jiju Antony et al., 2016). Though
there are still risks for the SMEs around the globe like in finance, supply chain, IT, management,
environment, information system, and operations, the countries in the world share the same
directive concern for SMEs‘ growth towards tech-intense corporations in the Industry 4.0.
However, the embedded technology shall be better with the insertion of a spiritual approach that
enables the automatic IT systems to quickly enter the normal human life in the most acceptable
and tolerable way.
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