CUSTOMER SERVICE QUALITY AT FLOOR TILES AND SLAB COMPANY NO 1

IN HO CHI MINH CITY VIET NAM

by
Lam Tuong Thoai
A research study submitted in partial fulfillment of the requirements for the degree of Master
of Business Administration.
Examination Committee: r. o Ba !hang "Chairman#
r. $redric %illiam &'ierc(e)
r. Clemens Bechter
*ationality +ietnam
,re-ious degree B. Eng. .n Computer &ciences
/CMC 0ni-ersity of Technology
/o Chi Minh City1 +ietnam
&cholarship onor &elf2support
Asian .nstitute of Technology
&chool of Management
Bang)o)1 Thailand
April 3445
i
ACKNOWLEDGEMENT
*o one can do anything alone. $or me1 this is true. .n fact1 if there 'ere no support of
e-eryone throughout time of carrying out this research1 . could not fulfill it. Therefore1 at this
first page1 . 'ould li)e to express my sincere gratitude to people 'ho helped me in
accomplishing the research.
$irst of all1 all my -eneration and than)fulness1 . 'ould li)e to send to my ad-isor 2 r. o
Ba !hang 2 'hose acceptance me as ad-isee1 -aluable guidance1 and constructi-e comments
to my efforts are strong encouraging for me to ma)e the research fulfilled.
. 'ould li)e also to send my gratefulness to r. $redric %illiam &'ierc(e) and r.
Clemens Bechter for their -aluable contribution in ser-ing as committee members. Maybe1
they did not understand that1 their friendliness and 'illingness in playing the role as a
committee member is important factor in lessening the strain and anxiety of a graduating
student li)e me.
My sincere than) also goes to r. /ans &toessel 6 irector of &A+ program 2 for his
encouragement 'hen . studied at &A+2+iet *am as 'ell as during the time of my studying at
A.T.
. 'ould li)e to than) all faculties and staffs of &A+ and A.T for their teaching1 assistance
and supporting me in studying and fulfilling the research.
0nforgettable gratitude to my friends 'hose faithful cooperation and moral supports
extended to me to complete my study at A.T.
. am -ery grateful to Management and employees of $loor Tiles and &lab Company *o 5
'ho helped me by pro-iding data1 information and ga-e me their -aluable time during the
time of data collection in +iet *am.
And my last grateful 'ords at this page 6 not meaning unimportant but on contrary 6 are
sent to my belo-ed mother1 my parent2in2la'1 my 'ife1 and my little daughter 'ho ha-e
consistently sacrificed their happiness to support and encourage continuously me in my
career.
ii
ABSTRACT
.n +iet *am1 in 57771 ceramic tiles mar)et1 after bright years1 is going to come to
sha)eout stage. emand increases slo'ly1 competition is fiercer than before due to
participating of more players. Besides this1 players ha-e possessed the same manufacturing
technology1 so product quality has no longer been -ie'ed as 8ust one 'ay of gaining
competiti-e ad-antage. /ence1 $loor Tiles and &lab Company *o 5 "$T&C# 6 one of a fe' of
the first mo-ers in this field 6 decided to turn its business strategy. $T&C9s in-estment is to be
oriented to'ard customer ser-ice. This research carried out1 firstly1 to capture the
management9s -ie' and employees9 perception on the existing customer ser-ice in $T&C.
Measuring of expectation and perception of $T&C9 customers on attributes of ser-ice quality
are also figured out in the research.
Then1 based on findings1 a strategy and an action plan of impro-ing ser-ice quality
de-eloped. /o' good customer satisfaction is good enough: This ans'er depends on $T&C9s
ob8ecti-es. /o'e-er1 the quality 8ourney is a long2term progress1 and $T&C has to identify
first 'hat should be impro-ed1 ho' to implement impro-ement e-ery day in the company.
This strategy is proposed as a suggestion in its road to continuous impro-ement of $T&C.
iii
LIST OF TABLES
Tables T!le Pa"e
3.5 ata collection methodology ;
<.5 =ro'th of $T&C "5774 6 5773# 5>
<.3 ecreasing in profit in $T&C9s business operation "57732577<# 5;
>.5 ifferences bet'een -ie's of management board and of employees ??
@.5 ,ractical action plan ;4
i-
LIST OF FIGURES
F"#$es T!le Pa"e
<.5 =, in industry and construction "577425777# 5>
<.3 &ales -olume of $T&C "577<25777# 5;
<.? &egmentation of ceramic tiles mar)et by si(e in +iet *am "5777# 5@
<.< Argani(ation structure in $T&C 57
<.> Mar)et share of ceramic tiles manufacturing companies in the &outh of +iet
*am "5777#
34
<.; Turno-er and expense of $T&C "577?25777# 35
<.B The process of ordering 3?
<.@ The process of tiles deli-ery 3;
<.7 The process of problem sol-ing 3@
B.5 Cating of customers on common attributes <4
B.3 Comparison bet'een perception of current customers and perception of
mystery shoppers on common attributes
<5
B.? Comparison bet'een expectation and perception on common attributes of
current customers.
<5
B.< Cating of customers on attributes of sho'room <3
B.> Comparison bet'een perception of current customers and perception of
mystery shoppers on attributes of sho'room
<3
B.; Comparison bet'een expectation and perception on attributes of sho'room
of current customers.
<?
B.B Cating of current customers on attributes of business support acti-ities <?
B.@ Comparison bet'een perception of current customers and perception of
mystery shoppers on some attributes of business support acti-ities
<<
B.7 Comparison bet'een expectation and perception on attributes of business
support acti-ities of current customers.
<<
B.54 Cating of current customers on attributes of ordering process <>
B.55 Comparison bet'een perception current customers and perception of
mystery shoppers on attributes of ordering process
<;
B.53 Comparison bet'een expectation and perception on attributes of ordering
process of current customers.
<;
B.5? Cating of current customers on attributes of deli-ery process <B
B.5< Comparison bet'een expectation and perception on attributes of deli-ery
process of current customers.
<@
B.5> Cating of current customers on attributes of problem sol-ing process <@
B.5; Comparison bet'een perception current customers and perception of
mystery shoppers on attributes of problem sol-ing process
<7
B.5B Comparison bet'een expectation and perception on attributes of problem
sol-ing process of current customers.
<7
-
TABLE OF CONTENTS
C%a&!e$ T!le
Pa"e
Title ,age i
Ac)no'ledgement ii
Abstract iii
List of tables i-
List of figures -
Table of contents -i
Chapter 5
.ntroduction 5
5.5 Bac)ground 5
5.3 Cationale of the research study 3
5.? ,roblem statement 3
5.< Ab8ecti-es 3
5.> &cope of research 3
5.; Limitation ?
5.B ,resentation of the research report ?
Chapter 3
Cesearch methodology <
3.5 Cesearch frame'or) <
3.3 Conceptual frame'or) of the research >
3.? ata collection methodology ;
3.< &ur-ey frame'or) "for outsiders# B
3.> &ur-ey frame'or) "for insiders# @
3.; Limitation of methodology 7
Chapter ?
Literature re-ie'. 54
?.5 .ntroduction 54
?.3 &er-ice in the manufacturing firm: current practice 54
?.? &er-ice as a determining factor in competiti-e intensity. 55
?.< Elements of a ser-ice2based competiti-e strategy 55
?.> Measuring ser-ice quality 53
?.; &er-ice quality measuring model: 53
Chapter <
,rofile of floor tiles and slabs company no 5 5>
<.5 .ntroduction 5>
<.3 +ision and goal 5B
<.? ,roduct 5B
<.< &er-ice 5B
<.> Argani(ation structure 5@
<.; Customers 5@
<.B Competitors 5@
<.@ Achie-ement 35
<.7 Concept of customer ser-ice in ftsc. 35
<.54 &er-ice deli-ery process 33
-i
Chapter >
$T&C management board9 s -ie' and employees9 perception on ser-ice 37
>.5 +ie' of management about the role of customer ser-ice 37
>.3 Employees9 perception ?5
>.? Comparing bet'een -ie's ??
Chapter ;
Attributes of a high quality customer ser-ice ?>
;.5 Common quality attributes ?;
;.3 Attributes for sho'room and customer9s business support acti-es. ?;
;.? Attributes of ordering process. ?B
;.< Attributes of deli-ery process. ?@
;.> Attributes of problem sol-ing process. ?7
Chapter B
Expectation and perception of customer. <4
B.5 Common attributes. <4
B.3 Attributes of sho'room. <3
B.? Attributes of business support acti-ities. <?
B.< Attributes of ordering process. <>
B.> Attributes of deli-ery process. <B
B.; Attributes of problem sol-ing process. <@
B.B &ummary >4
Chapter @
e-eloping strategy >3
@.5 &er-ice strategy >3
@.3 etailed plan >B
@.? ,ractical action plan ;4
Chapter 7
Conclusions and implications ;<
7.5 Conclusion ;<
7.3 .mplication ;<
7.? $uture research ;>
Ceference ;;
Appendix A ;B
Appendix B B?
Appendix C @?
Appendix @<
Appendix E @>
Appendix $ @;
-ii
CHAPTER 1
INTRODUCTION
1'1 BACKGROUND
Ceramic tiles 'ere introduced to +ietnam mar)et since 5773. .t has replaced the use of
cement tiles because those no longer met the increasing requirement of customers in terms of
aesthetics. At that time1 'ith the opening of +iet *am economy1 the construction industry has
gro'n fast1 many commercial and ci-il building 'ere build in the height of fashion of interior
decoration. As a result1 the demand for a product1 'hat substitutes for cement floor tiles1 is
-ery high. .t 'as ceramic tiles itself. .n terms of aesthetics1 surface quality1 and absorption1
ceramic tiles exceed that of cement tiles. Additionally1 resistance of abrasion of ceramic tiles
is also much better than cement tiles. .n a 'ord1 ceramic tiles are more superior product in all
aspects than that of cement tiles.
Mar)et demand for ceramic tiles is potentially -ery large. $or example in 5773
consumpti-e le-el 'as only 57>1444 m
3
1 but in 577> it reached 315441444 m
3
. .t is also
estimated that total demand for ceramic tiles in +ietnam in 3444 'as around ?4 million1 and
in 3454 from ?> million to <4 million square meter per year. The a-erage demand per capita
of +ietnam in 3444 'as about 4.> square meters per year1 compared 'ith other countries in
the region1 this figure is still lo'. $or example1 in 577<1 a-erage demand for ceramic tiles 'as
4.;; square meters per capita per year in China and 3> square meters per capita per year in
Tai'an. $rom these figures1 it is easy to reali(e that the demand of ceramic tiles has been
gro'ing -ery fast during that time. /o'e-er1 at that time of the 749s early years1 to meeting
the demand1 ceramic tiles 'ere ma8or imported from China 'ith great quantity.
"&ource: r. Le +an Thanh1 57771 DCeramic tiles manufacturing in Viet Nam: Present and Future1 Act 5777.#
Cecogni(ing mar)et demand for premium quality of ceramic tiles to cement floor tiles
and the bright future of this mar)et since 577?1 a fe' companies1 'hich ha-e speciali(ed in
producing cement tiles1 decided to in-est in production chain to produce ceramic tiles to
neutrali(e domestic demand for ceramic tiles. This decision recei-ed strongly support from
Ministry of Construction. Ane of them is $loor Tiles and &lab Company *o 5 "$T&C#. 0p to
)no'1 the ceramic tiles mar)et exploded by many companies that 8oint and compete in the
field.
Aperating in free mar)et mechanism1 e-ery firm has to build its o'n competiti-e edge
o-er its competitors to prosper. This is not an easy tas)1 ho'e-er. The only 'ay to sur-i-e for
all players in the mar)et is their ability to continuously meet their customers by attempts to
impro-e product quality1 reduce cost and other ser-ices. This ne-er2ended process is often
initiated by the assessment of internal capability of a company. $or producers as $T&C using
much technology in manufacturing process1 ma8or competiti-e 'eapon of $T&C in years
577;25777 'as quality of product.
/a-ing possessed an ad-anced technology that 'as transferred from an .taly Company
2 &acmi .mola1 $T&C has produced ceramic tiles ha-ing quality better than Chinese ceramic
tiles. Therefore for consecuti-e years since 577;1 $T&C9s ceramic tiles 'ere granted title of
+ietnamese /igh Euality ,roducts in the annual sur-ey conducted by &aigon Mar)eting
maga(ine. Than) to this thing and 'ith competiti-e edge of being one of a fe' first
companies in ceramic tile field1 $T&C9s business has gro'n noticeable. .n 57771 in +ietnam
&outh Cegion1 $T&C9s mar)et share 'as 5<F and it 'as ran)ed third biggest company in
ceramic tiles field after ong Tam Company "mar)et share 5BF# and Thanh Thanh Company
"mar)et share 5>F#. (Annual report of FTSC in 1999)
5
1'( RATIONALE OF THE RESEARCH STUDY
As mentioned abo-e1 in early years of penetrating into ceramic tiles mar)et1 $T&C
concentrated on producing of high quality products and used it as a strategic competiti-e
'eapon. /o'e-er1 since 57771 this competiti-e edge has been fading a'ay because there are
more and more players entering this field. At that time1 there 'ere about 33 companies
producing ceramic tiles in the 'hole +ietnam. Ane important thing 'orth 'hile note do'n is
that $T&C9s competitors ha-e also possessed the same technology as $T&C9s1 so product
quality is no longer a ma8or competiti-e 'eapon. To be sur-i-ed and de-eloped1 beside
continuing maintenance one9s concentrating on quality of product1 $T&C9s management board
decided to turn its strategy to focus on quality of customer ser-ice1 to offer a customer ser-ice
that is far superior to its competitors.
.n this respect1 a research of 'hat type of customer ser-ice and its attributes of
customer ser-ice quality in customer expectation is necessarily for $T&C. The other ob8ecti-e
of the research is to help $T&C9s management board )no'ing about e-aluation of customer
on its current customer ser-ice. Employees9 perception about customer ser-ice in their
company 'as also explored in the research. /ence1 $T&C 'ill be able to ad8ust its customer
ser-ice acti-ities in a 'ay to satisfy its customers9 needs better.
1') PROBLEM STATEMENT
$or this research1 there are four problems need to be identified as belo':
a. %hat is the role of customer ser-ice for business strategy of $T&C:
b. /o' 'ill customer contact employees percei-e on this customer ser-ice:
c. %hat are attributes of a high quality customer ser-ice in $T&C:
d. /o' 'ill the customers e-aluate quality of the current customer ser-ice in $T&C:
1'* OB+ECTIVES
According to statement of the problem1 the ob8ecti-es of this research are to:
a. Assess the importance of customer ser-ice to the competiti-eness and profitability
of $T&C.
b. Measure employees9 perception on matters related to customer ser-ice in their
company such as purpose1 important le-el1 belief in success of customer ser-ice in
building competiti-e ad-antage1 and impro-ement in 8ob.
c. .dentify types of customer ser-ice and their attributes 'hat are offered to customer
by $T&C based on understanding of ser-ice deli-ery process.
d. Capture customers9 expectation as 'ell as customers9 perception on attributes of
ser-ice pro-ided by conducting a sur-ey.
e. e-elop ser-ice strategy based on existing strategy of $T&C and results of sur-ey
in order to impro-e quality of customer ser-ice in $T&C.
1', SCOPE OF RESEARCH
About customer1 the research only considered the opinion of t'o ma8or )inds of customer
of $T&C. They are agents and constructors. Both of them account for about 74F sales -olume
of $T&C. The end consumers are excluded in this research because e-en though amount of
this )ind of customer is -ery large1 but they often buy tiles a-erage once per year 'ith a -ery
small order "a-erage ?440&Gorder#. About mar)et1 this sur-ey focused on domestic mar)et
of $T&C 6 /o Chi Minh City1 some of pro-inces of +ietnamese Central Cegion and Me)ong
Ci-er elta 2 because foreign mar)et is -ery small and it is not target mar)et of $T&C.
3
$or employees1 this research focused on customer contact employees. The sur-ey 'as not
conducted on employees of other departments such as administration1 CH1 manufacturing1
and procurement etc. This 'as because the sur-ey 'as carried out at the time of year2end1
employees 'ere -ery busy 'ith accomplishing their yearly plan1 therefore $T&C management
board as)ed to conduct the sur-ey only 'ith customer contact employees. $T&C management
board belie-es that these employees are closer to the customer than others1 they are a )ey
point in $T&C9s quality impro-ement programs1 they interact 'ith customers at e-ery moment
of truth1 ensure for the successful of $T&C9s strategic change. Therefore1 their perception is
'hat $T&C management board needs to understand first.
1'- LIMITATION
This research is limited at point it does not capture -ie' of customers 'ho used to be
customer of $T&C as 'ell as competitors9 customers. These -ie's 'ill be -ery important
information for $T&C because it can help $T&C understanding 'hy its customers left and
comparing bet'een its customer ser-ice and its competitors9. Besides this1 perception of
employees 'or)ing in other departments 'as also not explored. 0nderstanding their
perception also helps $T&C management board impro-ing ser-ice quality better.
1'. PRESENTATION OF THE RESEARCH REPORT
Capter 1 ! "ntroduction
This chapter discuss about +ietnamese ceramic tiles mar)et1 'hy research is carried
out and its problems1 ob8ecti-es and scope.
Capter # ! $esearc metodolog%
.n this section1 matters related to carrying out research are presented. They include
research frame'or)1 data collection methodology1 determining target population1
sampling procedure and building questionnaire for the sur-ey.
Capter & ! 'iterature re(ie)*
Theories1 studies relate to topic of research such as competiti-e ad-antage1 ser-ice and
quality1 ho' to measure quality of ser-ice 'ill be presented in the chapter.
Capter + ! Profile of Floor Tiles and Sla, Compan% No 1 (FTSC)*
,urpose of this chapter is to introduce $loor Tiles and &lab Company *o 5 including
establishment1 mission statement1 organi(ation structure1 products1 ser-ices 'hat are
been pro-iding to customers and these ser-ices deli-ery process1 customers1
competitors and achie-ement of $T&C.
Capter - ! FTSC management ,oard.s (ie) and emplo%ees. perception on ser(ice*
Through description ser-ice deli-ery process in $T&C at chapter <1 this chapter
analyses $T&C management board9s -ie' about role of Customer &er-ice. ,erceptions
of customer contact employees are also discussed in this chapter.
Capter / ! Attri,utes of a ig 0ualit% Customer Ser(ice
$iguring out attributes of a ig 0ualit% Customer Ser(ice based on customer9s -ie'
and management9s -ie' 'ill be sho'ed in this section.
Capter 1 ! Findings from sur(e%
This chapter analyses result of measuring of expectation and perception of customers
on attributes of existing Customer &er-ice in $T&C.
Capter 2 ! 3e(elopment strateg%*
Content of the chapter includes de-eloping a strategy based on findings of sur-eys and
building an action plan to implement impro-ement of ser-ice quality.
Capter 9 ! Conclusion ! "mplication 4 Future researc
This chapter presents conclusion and implication of research. .t also suggests other a
direction of research in future related to this topic.
?
CHAPTER (
RESEARCH METHODOLOGY
('1 RESEARCH FRAMEWORK
.n this research1 firstly1 profile of $T&C 'as studied aiming at understanding its
general operation. Then current ser-ice deli-ery process 'as described from $T&C
management9s perspecti-e. This is relati-e important step. .n2depth understanding of ser-ice
deli-ery process 'ould help figuring out attributes of ser-ice quality better.
After that1 $T&C management board9s -ie' about role of high quality customer
ser-ice 'as in-estigated by an inter-ie'. Besides this1 employees of departments such as
sales1 accounting1 and transportation 'ould ans'er an informal sur-ey. ,urpose of this sur-ey
is to capture their perception on changing of strategy to focus on quality ser-ice. Content of
competiti-e ad-antage as 'ell as content of ser-ice management are applied to help
researcher capturing things profoundly and systematically in this practice situation.
$acing the increasing competition in today9s ceramic tiles mar)et1 'hen quality of
goods has been no longer one9s o'n competiti-e ad-antage. Therefore1 to continue gro'th
$T&C has to create and maintain other an o'n competiti-e ad-antage. At the present1 in
$T&C1 this competiti-e ad-antage is defined as the customer ser-ice quality. Through
understanding about ser-ice deli-ery process1 necessary attributes of ser-ice quality 'ere
figured out and ad8usted based on -ie' of $T&C management board and -ie' of customers of
$T&C. Both of customers9 -ie' and $T&C management board9s -ie' about attributes of high
quality customer ser-ice 'ere in-estigated by inter-ie's and an exploratory sur-ey. ,urpose
of capturing -ie' of management board as 'ell as -ie' of customers in identifying attributes
'as to a-oid bias as 'ell as sub8ecti-eness if research 'as carried out only 'ith either
management of $T&C or its customers.
*ext step1 these attributes 'ould then be used for questionnaire and a sur-ey 'as
conducted. Target population of this sur-ey 'as current customers of $T&C. ,urpose of this
'as to measure quality of $T&C9s existing customer ser-ice and detect gaps bet'een its
customers9 expectation and perception on this ser-ice. %ith agreeing of $T&C management1
four mystery customers 'ere in-ited to ans'er this questionnaire after they did a pretended
transaction. Their ans'ering 'as used as reference in comparison 'ith perception of current
customer of $T&C.
$inally1 the ser-ice quality impro-ement strategy 'as de-eloped based on existing
strategy of $T&C 'ith careful study and selection of findings of sur-ey. This strategy is only
as recommendation1 $T&C management can refer 'hen they 'ant to ad8ust their existing
strategy to meet their customers9 needs better.
To end the research1 conclusion and implication 'ere presented. Additionally1
suggestion for the future research 'as also made to co-er much more other aspects of topic
according to ob8ecti-es9 -ie' as $T&C9s old customers and its competitors9 customers.
$lo' chart of this research frame'or) is presented at next page.
<
('( CONCEPTUAL FRAMEWORK OF THE RESEARCH
(') DATA COLLECTION METHODOLOGY
Competiti-e
Ad-antage Concept
&er-ice Management
Concept
Attributes of
Customer &er-ice
Euality
Customer9s perception on existing
attributes of ser-ice Euality
=aps bet'een
expectation and
perception on
existing attributes
Building &trategy
Existing Customer &er-ice in
$T&C
+ie' of Management about role
Mystery customer9s perception
$uture research
,erception of employees
,ractical information
sources: 5anagement6
Customers6 and
7mplo%ees
Theoretically
information source:
'iterature re(ie)
Chec)ing
partiality
Customer9s expectation on
existing and non2existing
attributes of ser-ice Euality
>
(')'1 T%e /ee0e0 /12$3a!2/
Based on analysis of research frame'or)1 needed information and data are:
Types of ser-ice 'hat $T&C offers to its customers H ho' it is deli-ered. %hat is its
role: And ho' is the employees9 perception about it:
Source: "nter(ie)s )it FTSC.s ,oard of management6 sales manager* "nter(ie)s and
findings of small sur(e% )it accountants6 salespersons6 transporters6 and porters*
The necessary attributes of high2quality customer ser-ice to help it becoming strategic
competiti-e tool in $T&C.
Source: "nter(ie)s )it FTSC.s ,oard of management6 sales manager6 accountants6
salespersons6 transporters and e8plorator% sur(e% )it FTSC.s customers* Customers.
complaints and suggestions*
=aps bet'een customer9s expectation and customer9s perception on existing attributes
of customer ser-ice in $T&C.
Source: Findings of sur(e% )it FTSC.s current customers*
(')'( C2lle4!2/ 3e!%20
Method of collecting the needed information is sho'n as the follo'ing table.
Table ('1 Da!a 42lle4!2/ 3e!%202l2"5
I/12' Me!%20 Sa3&le Reas2/
2Type of ser-ice1
its role H process
of ser-ice
2Employees9
perception.
2,ersonal
inter-ie'
2.nformal
sur-ey.
2 irector1 +ice director
31 &ales Manager1 and
customer contact
employees.
2 All of employees of
sales1 transportation
dept.1 and some of
accounting dept.
2 Capturing precisely -ie'
of strategic planners
themsel-es.
2 Measuring result of
educating and training
employees.
2 Attributes of
ser-ice quality
2 ,ersonal
inter-ie'.
2 &tudying old
research1
boo)s1
complaints H
suggestions.
2 irector1 +ice director
31 &ales Manager1
front2line employee1
ten customers: four in
/o Chi Minh City1
three in &outhern
pro-inces and three in
Central pro-inces
2 To a-oid bias and
sub8ecti-eness.
2 To ha-e representation of
related persons.
2 To ensure ha-ing
attributes 'ith the most
exact and enough le-el as
much as possible.
2 =aps bet'een
expectation and
perception.
2 ,retest
questionnaire
2 Conduct
sur-ey for
outsiders.
2 A con-enient sample
of ten customers.
2 All agents and
constructors.
2 < mystery customers
2 To chec) clearness of
questionnaire.
2 ,opulation is small H
$T&C 'ants to ha-e
confidence inter-al as high
as possible.
2 To refer.
('* SURVEY FRAMEWORK 6FOR OUTSIDERS7
('*'1 Ta$"e! &2&#la!2/
At the present1 $T&C has three )inds of customer:
;
Eighty2nine agents include companies1 outlets 'hat speciali(e in construction material
trading.
Constructors 6 these are indi-iduals 'ho speciali(e in building house. *umber of this
)ind of customer is t'enty2t'o.
.ndi-idual end consumers.
Transaction turno-er of indi-idual end users ma)e up nearly ten percent of $T&C9s
turno-er. This research1 therefore1 'as focused on $T&C9s target mar)et including
agents and constructors.
('*'( Sa3&l/"
%ith the population of one hundred ele-en peoples only1 sampling 'as unnecessary
because the target population 'as relati-ely small. Time spent for this sur-ey 'ith such
population 'as not -ery much. &o the 'hole of population 'ere participated into the sur-ey.
,roblem of lo' response rate 'ould not happen because respondents are frequent
customers of $T&C. They can be considered as loyal customers of $T&C. &o contribution for
$T&C to impro-e its ser-ice quality is their right1 because they 'ill be ser-ed better.
According to Mr. Bui Chau uong 2 &ales Manager of $T&C1 the pre-ious sur-eys al'ays
recei-ed support of all customers. Cesponse rate of those sur-eys 'as up to one hundred
percent.
Additionally1 to a-oid compromise as 'ell as partiality of these customers deri-ing
from cooperation 'ith $T&C for a long time in measuring ser-ice quality1 four mystery
customers 'ere in-ited to participate into this sur-ey. The sur-ey compares perception of
current customers 'ith perception of these mystery shoppers. .f results of measuring are
unequal1 especially for attributes 'hat $T&C met customers9 expectation based on e-aluating
of them1 then these attributes need to be rechec)ed. An the contrary1 this comparison is used
to refer. There is no decision made based on perception of mystery shoppers.
('*') Q#es!2//a$e 12$ 4#s!23e$
Annually1 $T&C conducts a customer sur-ey. ,urpose of these sur-eys 'as only to
measure customers9 perception on ser-ice offered by $T&C. This year1 the sur-ey added
measuring customers9 expectation1 so $T&C management as)ed to build t'o separate
questionnaires for t'o topics: measuring perception on existing attributes and measuring
expectation on both of existing and non2existing attributes "Appendix A#. These
questionnaires 'ere designed based on understanding ser-ice deli-ery process and attributes
of ser-ice quality found through inter-ie's 'ith management of $T&C and its customers. The
questionnaire IA91 'hich 'as used to measure customers9 perception on existing customer
ser-ice quality1 'as sent to customers first. Because customers 'ere used to ans'ering this
)ind of questionnaire1 they 'ere not at fault 'hen recei-ing the questionnaire. After collecting
enough all questionnaires IA91 the questionnaire IB91 'hich concentrated on measuring
customers9 expectation on $T&C9s ser-ice1 'ould be sent. oing li)e this 'ay1 $T&C
management belie-ed that their customers 'ould not confuse 'hen ans'ering questions
related to t'o distinct topics. A pilot sur-ey 'as done 'ith ten customers in /o Chi Minh
City prior to the official sur-ey to test the questionnaires. Cesearcher9s aim 'as to assure
questions 'hether being clear1 easy to understand and no ambiguity or not. .n designing the
questionnaire1 instead of using a fi-e2point scale as intended1 a se-en2point scale 'as applied
for this measure stemmed from idea of ten customers in exploratory sur-ey. According to their
-ie'1 use a fi-e2point scale to measure 'as easier than use a se-en2point scale.
('*'* P$24e0#$e
$irst of all1 four mystery customers randomly came to sho'room to obser-e. After
some days1 they called to office to as) price1 product9s specification and procedures. Then
B
they came to office again to order. Thereto1 they also made some complaints to e-aluate
performance of customer contact employees on attributes of problem sol-ing process.
And later1 they and one hundred ele-en current customers including agents and
constructors of $T&C ans'ered questionnaire. All questionnaires 'ere sent to customers by
mail enclosed an empty en-elope and a stamp. %ith management9s support1 a temporary post2
office box 'as rented to recei-e ans'ering letters of customers. Customers did not need to
'rite out their address and name. ,urpose of these things 'as to help customers ha-ing
feeling at ease 'hen ans'ering questionnaire. Luc)ily1 e-en though the sur-ey conducted at
the end of Lunar year1 customers 'ere preparing for +ietnamese traditional DTETJ holidays1
but all these questionnaires 'ere completed and sent bac) $T&C. /o'e-er1 it 'as delayed
eight days from schedule.
Besides this1 to a-oid other problems 'hat could happen such as loss of ans'ering
letter1 change content of ans'ering letter1 researcher 'as only attorney of irector to collect
all ans'ering letters from post2office box. All findings and recommendation 'ere submitted
directly to irector.
(', SURVEY FRAMEWORK 6FOR INSIDERS7
(','1 Ta$"e! &2&#la!2/
All employees 'or) in departments such as sales1 and transportation 'ere target
population of this informal sur-ey. $or accounting department1 only employees contact
regularly 'ith customer 'ere then participated into the sur-ey. Therefore target population
consisted nineteen employees of sales department1 three of accounting department1 fi-e
transporters and se-enteen porters. Total population 'as forty2four peoples and all 'ere
respondents of this sur-ey. The sur-ey 'as not conducted on employees of other departments
such as administration1 CH1 manufacturing1 and procurement department etc. This 'as
because the sur-ey 'as carried out at the time of year2end1 employees 'ere -ery busy 'ith
accomplishing their yearly plan1 therefore $T&C management board as)ed to conduct the
sur-ey only 'ith customer contact employees. $T&C management board belie-es that these
employees are closer to the customer than others1 they are )ey force in $T&C9s quality
impro-ement programs1 they interact 'ith customers at e-ery moment of truth1 and ensure for
the successful of $T&C9s strategic change. Therefore1 their perception is 'hat $T&C
management board needs to understand first.
(','( Q#es!2//a$e 12$ 4#s!23e$ 42/!a4! e3&l25ees
Euestionnaire included six questions focusing on understanding of customer contact
employees after they 'ere diffused about this strategic change1 their appraisement about the
importance role of customer ser-ice in current competiti-e situation1 their belief in success of
this change and impro-ing in 8ob after they 'ere trained. This questionnaire 'as designed by
researcher after discussing 'ith $T&C management and &ales Manager.
(',') P$24e0#$e
Each of these forty2four employees recei-ed a questionnaire. They didn9t need to
'rite their name on questionnaire and they could bring it to their home to ans'er. After t'o
days1 they 'ould put this questionnaire in the suggestion box placed in front Administrati-e
department room 'hene-er they felt con-enient. uring of this time1 the )ey to open this box
'as )ept by researcher. The day after this day1 researcher 'ould open the box and got these
entire questionnaires. And then1 researcher 'ould begin analy(ing.
('- LIMITATION OF METHODOLOGY
This methodology has still some limits as belo':
@
The sur-ey about employees9 perception on change of strategy 'as not conducted on
all employees of the 'hole company. As a result1 findings of this sur-ey cannot
disco-er all problems related to employees9 perception.
Measuring on the company performance of the existing ser-ices 'as carried out 'ith
current customers of $T&C. They are -ery familiar 'ith the 'ay of doing 8obs of
employees1 the manner of employees9 beha-iors. They ha-e1 maybe1 bias in their
e-aluating. .n the future1 $T&C should conduct a sur-ey 'ith ne' customers1 thereby
it can o-ercome this problem.
0se of result of measuring four mystery customers9 perception can create noise in
analy(ing perception of current customers1 because these four customers ha-e not
many experiences in this field. .t is better to use this result as reference. *o decision
'ill be made based on this result.
After conducting the sur-ey1 researcher disco-ered other a problem. The questionnaire
DBJ1 'hat concentrated on measuring customer9s expectation1 should be sent to
customers first. Thereby1 researcher 'ill reali(e 'hich attributes customers expect.
Then researcher focuses on measuring perception of customers on these only
attributes. oing li)e this 'ay1 the sur-ey 'ill help customers to pay attention much
more to e-aluating attributes1 'hich they expect. As a result1 analy(ing and building a
strategy 'ill better.
But the impro-ement of ser-ice quality is a long2term progress1 so results from this
research can still be applied in first steps of $T&C9s strategy. $or first these steps1 ob8ecti-es
'ill be satisfaction of current customers and increasing customer contact employees9
perception only. After finishing other sur-eys on ne' customers and all employees of
departments1 $T&C 'ill continue to perfect its impro-ement of ser-ice quality.
7
CHAPTER )
LITERATURE REVIEW'
)'1 INTRODUCTION
.ncreasingly common among manufacturing firms has been the incorporation of a 'ide
range of ser-ices 'ith the tangible product 6 'hich then becomes the core of a perception1 in
customer9 minds1 of a boarder concept of Iuse9. The resulting Iproduct2ser-ice9 is a ne'
phenomenonK as the consumption of ser-ices increases it leads to a ne' definition of
Iproduct91 creating a ne' 'ay in 'hich customer9 needs can be satisfied. The concept of
ser-ice1 'ith its many nuances1 is still imprecise 'hen defining the benefits offered to
accompany physical goods.
)'( SERVICE IN THE MANUFACTURING FIRM8 CURRENT PRACTICE
Traditionally1 management literature has rarely dealt 'ith ser-ice policy in the manufacture
or mar)eting of goods. *umerous reasons may explain this lac) of interest. .n this past1
mastering mar)ets or discerning technological trends 'ere at the forefront of complex
questions surrounding mar)etability. .t 'as rare to find authors championing the long2term1 or
competiti-e1 ad-antage to be gained by carefully creating Ibetter9 ser-ices. Moreo-er1
acti-ities such as customer ser-ice 'ere not recogni(ed as directly profitable. .t is also 'orth
noting that in the minds of most customers1 as 'ell as most salespeople1 the concept of
inter-ention of customer ser-ice is often associated 'ith the idea of a fault in the product.
Thus1 ser-ice became regarded as a Inecessary e-il91 relegated to the ran) of a second2class
technical operation and1 as such1 more or less doomed to fade into the bac)ground "Brian /.
Mas)ell1 5775#.
Today1 ho'e-er1 it is clear that progress in conformance quality that has resulted from the
corrected efforts of thousands of companies1 has not diminished the role of customer ser-ice.
An the contrary1 increasing conformance quality and ser-ice simultaneously means
implementing the idea of the product9s Itotal quality9 in practice1 as has been recogni(ed by a
gro'ing number of successful companies. Moreo-er1 the importance of ser-ice policy goes
'ell beyond mere customer support for durable equipment. .n general1 company executi-es
are increasingly interested in -arious )inds of customer ser-ice as part of a larger
phenomenon in the industriali(ed countries: the increasing de-elopment of ser-ice acti-ities.
.n manufacturing itself1 there is increased interest in organi(ations1 and 'or)1 that do not deal
directly 'ith physical transformation of the product.
$or physical products1 the importance of Ia-ailability9 in space and time is also
increasingly underlined as a challenge that affects the le-el of sales. The most rele-ant ser-ice
components for a physical good appear to be:
Arder response time.
.n2stoc) position.
eli-ery reliability
Ability to fill orders1 including flexibility for unusual or erratic order si(e.
$lexibility deli-ery times.
Attracti-e billing procedures.
Adequate procedures for follo'ing2up claims.
Condition of goods upon deli-ery.
Cegular -isits by sales agents.
An order processing and information system.
"/er-e Mathe and Coy . &hapino1 577?#
54
Besides this1 de-eloping customer loyalty may require increasing the amount of contact
'ith customer. Customer ser-ice represents a possible continuous lin) bet'een the
manufacturer and its customer. $or example1 'hen as)ed about repeat purchases 'ithin a six2
month period after buying their cars1 Cenault customer frequently mentioned the important of
customer ser-ices as a factor in their purchase decisions. As another example1 a large
distributor of electric household appliances1 audio equipment and personal computers offered
its customer child2care free of charge 'hile the parents shopped at the store. An initiation to
microcomputers a-ailable to the children expanded their )no'ledge of computers and created
a potential future interest in purchasing personal computers.
)') SERVICE AS A DETERMINING FACTOR IN COMPETITIVE INTENSITY'
The rules of the competiti-e game1 and through it the strategic options a firm formulates1
are greatly influenced by the structure characteristics that go-ern the intensity of competiti-e
forces1 and hence1 the industry9s profitability. Thus1 the firm9s en-ironment represents a
boarder scope of competiti-e factors1 co-ering aspects of an economic1 social and political
nature. The ob8ecti-e 'hen formulating a competiti-e strategy is to position the firm in such a
'ay so as to allo' it to defend itself best against the competiti-e forces1 and1 as far as
possible1 to modify those forces according to its o'n interests.
Consider the 'ell2)no'n D$i-e $orces9 model de-eloped by Michael ,orter. $or each
force1 the ser-ices associated 'ith a product9s use interact to contribute1 sometimes
definiti-ely1 to the e-olution of the competiti-e climate. The principles of ,orter9s industry
analysis apply 8ust as readily to manufacturing firms as to those that pro-ide ser-ices.
&eparating manufacturing from ser-ice acti-ities is appropriate in fe'er and fe'er industries
as manufacturing firms adopt the integrated Iproduct2ser-ice9 concept ",orter M.E.1 57@>#.
Therefore1 'e see) to enrich strategic thin)ing in the ser-ice domain on t'o le-els: the
efforts by the manufacturing firm to incorporate the ser-ice mix as a credible tool to gain
competiti-e ad-antage1 and the formulation of competiti-e strategies in the customer ser-ice
field considered as an industry "of third2party ser-ice pro-iders# in and of itself.
The entry of ne' competitors represents a constant threat for existing firms. &er-ices1
ho'e-er1 act as le-ers that can be designed to raise obstacles to inhibit the entry of ne'
competitors and to protect existing fragile balances. .t appears 'orth2'hile1 therefore1 in
defining a frame'or) to help in understand the intensity of competiti-e ri-alry from a
ser-ices perspecti-e1 to concentrate first on those barriers to entry considered most significant:
s'itching costs1 the establishment of permanent ties bet'een manufacturers and distributors1
the effects of scale1 the experience cur-e1 and reputation.
)'* ELEMENTS OF A SERVICE9BASED COMPETITIVE STRATEGY
%hat does a ser-ice2based competiti-e strategy mean for a company: This means that the
company has made a commitment to increase its profitability by de-eloping a reputation for
excellence in its interactions 'ith customer. This does not mean that the company employees
go out and ma)e friends 'ith customer. Customers 'ill not continue to purchase the firm Is
products simply because they li)e the sales representati-e. .nstead1 they 'ill loo) for signs
"such as timely and error free ser-ice deli-ery1 professional and )no'ledgeable employees1
reliable and dependable ser-ice# that indicate to them that the company has done the hard
'or) needed to design the ser-ice that meets their expectations. *o amount of friendliness or
pleasantness can ta)e the place of this demonstration of competence.
55
&pecifically1 a company that successfully employs a ser-ice2based competiti-e strategy
e-o)es the loyalty of its customer by doing the follo'ing:
Clearly understanding the ser-ice performance le-els desired by customer.
Committing to consistently and reliably meeting these ser-ice le-els.
&pending the required time1 effort and resources to de-elop the ser-ice infrastructure
that can deli-er this performance.
eli-ering the performance at a cost that allo's the firm to remain profitable and
satisfy its obligations to its stoc)holders.
"Christopher Lo-eloc)1 577<#
)', MEASURING SERVICE QUALITY
&er-ice Euality measurement has become an important issue because of its apparent
relationship to costs1 profitability1 customer satisfaction1 customer retention and positi-e 'ord
of mouth communication.
Measuring the ser-ice quality ne-er being an easy tas)1 because of its multi faceted nature.
The failure to measure and control ser-ice quality may ha-e been caused by t'o factors. $irst1
the intangibility of most ser-ices is problematic since it can cause measurement difficulties
and ma)e research results unreliable. &er-ice quality perception may -ary a great deal across
any gi-en set of obser-ations1 'hile this could be related to actual -ariance in ser-ice
performance. &econd1 the difficulty in modeling the ser-ice quality1 because of so many
factors affect an indi-idual9s perception of ser-ice quality and also difficulty in isolating
causal factors and dra' any meaningful conclusion 'hich influenced ser-ice quality.
.n the literature a large number of &er-ice quality measurement models are a-ailable and
the selected model is discussed in the next section in identifying the best2suited model for
measuring the ser-ice quality of interested floor tiles manufacturing company.
)'- SERVICE QUALITY MEASURING MODEL8
)'-'1 Se$:;#al 6Pa$as#$a3a/ 1<=,> 1<==> 1<<1> 1<<*7
This instrument is based on the premise that ser-ice quality is the different bet'een
customer9 perception and their e-aluations of the ser-ice they recei-ed. The first part of the
questionnaire as)s customer to indicate the le-el of ser-ice they 'ould expect from a firm in a
particular industry. The second part of the questionnaire as)s customer to e-aluation the
ser-ice performed a firm. The le-el of ser-ice quality is determined by subtracting the
percei-ed ser-ice score from the customer9s expectation score for each of the questions.
A negati-e result is because customer Is expectation 'as no met. And a positi-e result
'ould indicate that customer9s expectation 'as exceeded.
Gap 1 (The knowledge gap)
This gap is the difference bet'een 'hat customer expected and 'hat management
percei-ed on customer9s expectation. Management can pro-ide a ser-ice they thin) customer
expect 'hen customer do not expect it. .f such a gap occurs1 a -ariety of other mista)es tend
to follo'. The 'rong facilities may be pro-ided1 the 'rong staff may be hired1 or the 'rong
training may be gi-en. Although1 sometimes on the surface this sounds good because
customer expectations 'ill probably be exceeded1 there are t'o changes. $irst1 if customer
expectations are consistently exceeded in time1 these expectations 'ill rise to meet the ser-ice
being pro-ided. Their expectations 'ill increase and after a fe' times of recei-ing this1 it 'ill
become a permanent part of their expectations. &econd1 the firm may be spending money on
pro-iding ser-ices that customer do not expect.
53
Gap 2 (Standard gap)
This is the difference bet'een management9s perception of customer expectations and
the translation of those perceptions into ser-ice quality specification. Management may
understand and )no' 'hat customer 'ants but fail to translate these expectations into the
correct ser-ice specifications. This situation can be caused by three factors. These are
resource constrains1 mar)et conditions and management indifference.
Gap 3 (Delivery gap)
=ap ? is the difference bet'een the ser-ice quality specifications and the deli-ery of
those specifications to the customer. ,rimary causes of this gap are the -ariable and
inseparable nature of ser-ices. This gap concerns the actual performance of ser-ice1 and can
occur e-en if customer expectations are determined and quality specifications are correctly
set. The existence of a ser-ice performance gap depends on both the 'illingness and the
ability of employees to pro-ide the ser-ice according to specifications. Most ser-ices are
performed by peopleK the quality of ser-ice is highly dependent upon ho' the ser-ice pro-ider
performs his or her 8ob.
Gap 4 (Communication gap)
=ap < is the difference bet'een the ser-ice deli-ered to customer and the external
communication about the ser-ice. .f the firm does not pro-ide the ser-ice that is promised1
there is a gap bet'een 'hat customer expected and the ser-ice recei-ed.
Gap
This is the difference bet'een the expected ser-ice and the percei-ed ser-ice actually
deli-er. This gap is the function of the other four.
Management has control o-er the first four gaps bet'een 'hat customer expect and
'hat they get1 'hile management1 ho'e-er1 has little control o-er the fifth gap that is based
primarily on the customer9s perception.
)'-'( F:e D3e/s2/s O1 Se$:4e Q#al!5
Customer e-aluates fi-e dimension of ser-ice quality. These dimensions are:
Te tangi,le dimension
This dimension compares customer expectations and the firm9s performance
regarding the firm9s ability to manage its tangibles.
Te relia,ilit% dimension
.n general1 reliability reflects the consistency and dependability of a firm9s
performance. Customers percei-e the reliability dimension to be the most
important of the fi-e &EC+E0AL dimensions.
Te responsi(eness dimension
This dimension concerns the 'illingness of the firm9s staff to help customer
and to pro-ide them 'ith prompt ser-ice.
Te assurance dimension
&EC+E0AL9s assurance dimension address the competence of the firm1 the
courtesy it extends its customer1 and the security of its operation. Competence
pertains to the firm9s )no'ledge and s)ill in performing its ser-ice. Courtesy
refers to ho' the firm9s personal interact 'ith the customer and the
customer9s possessions. As such1 courtesy reflects politeness1 friendliness and
consideration for the customer9s property. &ecurity is also an important
component of the assurance dimension. &ecurity reflects a customer9s feeling
that he or she is free from danger1 ris) and doubt. .n addition to physical
danger1 the security component of the assurance dimension also reflects
financial ris) issues and confidentiality issues.
5?
Te empat% dimension
Empathy is the ability to experience another9s feelings as one9s o'n.
Empathetic firms ha-e not lost touch of 'hat it is li)e to be a customer of
their o'n firm. As such1 empathetic firms understand their customer needs
and ma)e their ser-ices accessible to their customer. .n contrast1 firms that do
not pro-ide their customer indi-iduali(ed attention 'hen requested and that
offer operating hours con-enient to the firm and not its customer fail to
demonstrate empathetic beha-ior.
)'-') C$!4s3s O1 Se$:;#al
The ma8or criticism of the instrument in-ol-e as belo':
'engt of 0uestionnaire
Combining the expectation and perception items of &EC+E0AL results in a <<
items sur-ey instrument. The << items are highly repetiti-e and unnecessarily
increase the questionnaire9s length. *ot only that1 the t'o administrators of the
instrument causes boredom and confusion. Apponents further argue that the
expectation section of the instrument is no real -alue and that the perception section
should be utili(ed alone to assess ser-ice quality.
Te (alidit% of te fi(e dimensions
These fi-e dimensions of ser-ice quality do not hold up under statistical scrutiny.
Although these loo) li)e representing conceptually distinct facets of ser-ice quality1
they are some'hat interrelated. /ence1 some o-erlap may exist1 among items that
measure specific dimensions. .n particular1 the distinction among the
responsi-eness1 assurance and reliability dimensions tends to blur under statistical
scrutiny. Added to that1 four or fi-e items cannot capture the -alidity 'ithin each
&er-ice Euality dimension.
Te predicti(e po)er of S7$V9:A'
*ext ma8or criticism of &EC+E0AL pertains to the instrument9s ability to predict
customer purchase intentions.
5easures customer e8pectation of ideal firm
&EC+E0AL measures customer9s expectation of the ideal firm in a particular
industry. This may or may not be rele-ant to the capabilities of a particular firm or
the set of firms a-ailable to a customer.
;eneric in nature
&EC+E0AL is generic in nature. &ince it is not industry specific1 it does not
measure -ariables that may be industry specific.
:se of gap metodolog%
&EC+E0AL deals 'ith the gap methodology used for measuring the le-el of
ser-ice quality. Measuring customer expectations after a ser-ice has been pro-ided
'ill bias customer9 responses. .f customer had a positi-e experience1 they 'ill tend
to report lo'er scores for their expectations1 so there is a measurable gap bet'een
they expected and the ser-ice they recei-ed. .f customer had a negati-e experience1
the opposite occurs. Added to that there is little e-idence that customer assesses
ser-ice in terms of perception 6 expectation gaps. &EC+E0AL focuses on the
process of ser-ice deli-ery1 not on the outcomes of the ser-ice. Customer
assessments of ser-ice quality may -ary from Moment of truth to Moment of truth.
The re-ersed polarity of items in the scale causes respondent error. &EC+E0AL
fails to capture the dynamic of changing of expectation of customer because they
learn from experience "Lohn A. Murphy and Tony $armar 577?#.
5<
CHAPTER *
PROFILE OF FLOOR TILES AND SLABS COMPANY NO 1
*'1 INTRODUCTION
$loor Tiles And &labs Company *o 5 "$T&C or +.TALM# is a &tate2o'ned Company
belonging to Construction Material Corporation *o 5. .t 'as established in accordance 'ith
ecision *o 4?BAGBN2TCL signed by Minister of Construction Ministry on 55G3G577?.
Before 57B>1 the forerunner of $loor Tiles And &labs Company *o 5 'as oi Tan $loor Tiles
Company. .t 'as a pri-ate company established in 57>4. .ts o'ner 'as *guyen Tan oi1 'ho
left +ietnam after the fall of then &aigon go-ernment in 57B>. .n 57B;1 oi Tan 'as
nationali(ed by The Ministry of Construction and continued manufacturing cement floor tiles
'ith its old name. At that time1 oi Tan o'ned a cement floor tiles factory located at 73B Tran
/ung ao &treet1 istrict >1 /o Chi Minh City and t'enty2four 'or)ers. .ts machines and
equipment 'ere old and bac)'ard. They 'ere fixed regularly in producing process. Besides
this1 its cash2in2hand 'as around one thousand 0&. .ts capacity reached only fi-e hundred
thousand pieces of tile per year.
%ith strong determination and by support of The Construction Ministry1 $T&C managed
this bad situation. .n early years of 57749s1 $T&C had significant achie-ement in producing
and increasing sale -olume "Table <.5#. $rom one 'or)shop production scale1 the company
de-eloped three 'or)shops 'ith output o-er three million pieces of tile per year. .ts machines
increased up to number of one hundred and labor forces 'ere approximate four hundred
people.
Table *'1 9 G$2?!% 21 FTSC 61<<@91<<(7
I!e3s U/! 1<<@ 1<<1 1<<(
&ale -olume 0& ?44154; <;51444 @>;1444
Autput of cement tiles ,iece ?1534173B 317<B1;4; ?1>B<1;35
&old amount of cement tiles ,iece 31BB;1<3< 31;;41@B5 ?1;571B?B
Source: $eport of Acie(ement in rene)ing process in FTSC (192941999)
/o'e-er1 since 57731 the pace of economy gro'th 'as -ery fast. As the results1 the
+ietnamese construction industry experienced an unprecedented boom mainly because of the
construction of ne' high2rise buildings1 houses1 harbor de-elopments1 etc "$igure <.5#.
F"#$e *'18 GDP 21 I/0#s!$5 A C2/s!$#4!2/ 61<<@91<<<7
Source: Vietnam after 1< %ear of rene)s ! National Political Pu,liser ! =N 1992
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
1990 1991 1992 1993 1994 1995 1996 1997 1998
Year
M
i
l
l
i
o
n

U
S
D
5>
.n this period1 generation of demand and taste for construction material 6 in general 6 and
for floor tiles 6 in particularly1 'ere beginning to ta)e shape in consumers9 mind. .n
consequent1 $T&C9s traditional cement floor tiles became an out dated product. Therefore
$T&C9s mar)et 'as narro'ed and its net profit declined seriously "Table <.3#. At that time1
consumers 'ere attracted by ceramic tiles 6 a substitute product of cement tiles 'hat mostly
unofficial imported from China. .n /o Chi Minh City only1 sold amount of ceramic tiles from
this source is 57>1444 m
3
in 57731 3;?1444 m
3
in 577? and ?<41444 m
3
in 577<.
Table *'( De4$eas/" / &$21! / FTSCB b#s/ess 2&e$a!2/ 61<<(91<<*7
I!e3s U/! 1<<( 1<<) 1<<*
Autput of cement tiles ,iece ?1>B<1;35 ?14<?1B;; 31>>;1?;3
&old amount of cement tiles ,iece ?1;571B?B 317B<17?? 31;4B1B?5
*et profit 0& 331B;7 5>13@; >1?B3
Source: $eport of Acie(ement in rene)ing process in FTSC (192941999)
$aced 'ith this difficult situation1 $T&C management decided to change its strategy in
577< as belo':
Continuing producing traditional cement floor tiles but 'ith small scale and focusing
on reinforcing and impro-ing quality to meet domestic and foreign consumer9s need.
.n-estment in a ne' pro8ect of setting up ceramic tiles manufacturing plant in order to
timely meet mar)et9s demand. Total of in-estment capital 'as about ; million 0&.
The pro8ect started in 577< and lasted t'o years. .n the follo'ing three years "577;2
5777#1 after ceramic tiles manufacturing plant had begun officially producing1 $T&C acquired
fairly large mar)et share and its sale -olume increased again "$igure <.3#.
F"#$e *'(8 Sales :2l#3e 21 FTSC 61<<*91<<<7
Source: $eport of Acie(ement in rene)ing process in FTSC (192941999)
At present1 $T&C9s head office 'as located at 3G?< /uong Lo 55 street1 %ard 5>1 Tan Binh
istrict1 /o Chi Minh City. .t has one cement floor tiles1 one ceramic tiles1 and one pac)ing
factory 'ith capacity ?14441444 units per year in order to supply pac)ing for t'o abo-e2
mentioned factories.
0
1000
2000
3000
4000
5000
6000
7000
1994 1995 1996 1997 1998 1999
T
h
o
u
s
a
n
d

U
S
D
Sales volume
5;
*'( VISION AND GOAL
*'('1 Vs2/
$T&C9s -ision is becoming a leading company in floor tiles manufacturing field in
state sector in 3443.
*'('( G2al
According to strategy planned in 577@1 $T&C has the follo'ing goals to achie-e from
that to 3443:
The first goal is gro'th of business and increasing profit. The sales are pro8ected to
increase by an a-erage of t'el-e per cent annually.
.t continuously increases the product quality and attains certificate of .&A 7444.
.t plans to produce many )inds of si(e of ceramic tiles such as 34x341 <4x<4 and
studies to in-est a ne' other pro8ect of manufacturing granite tiles.
.t is easy to see that the concept of ser-ice quality has not come to $T&C9s mission and
-ision at that time.
(Source: Te second fi(e4%ear plan of FTSC 19924#<<#)
*') PRODUCT
At the present1 $T&C produces and sells t'o main )inds of product.
Traditional cement floor tiles produced mainly by manually 'ith output about one
million pieces of cement floor tiles per year. /alf of -olume is exported to /olland1
$rance1 &ingapore and Tai'an. .n 57771 turno-er of this product is nearly ?;41444
0& o-er total sales -olume of ;14;?1737 0& "si8 percent of total sales (olume)*
Ceramic tiles sector predominates in sale1 nearl% ninet% fi(e percent FTSC.s turno(er
"fi-e point se-en million 0& in 5777#. .t is manufactured by machine. Ceramic tiles
factory is equipped 'ith equipment from &ACM. ".taly#1 a company that produces
leading machinery equipment for producing ceramic tiles in .taly and on the %orld.
Ceramic tiles production line has a high le-el of automation. .ts )ey equipment is
operated1 controlled and ad8usted by electronic computer. .t can produce floor tiles 'ith the
si(e of ?4x ?4 cm1 <4x<4 cm and 'all tiles 'ith the si(e up to 34x?4 cm. /o'e-er1 at the
present $T&C only produces floor tiles 'ith the si(e of ?4x?4 cm 'ith capacity of t'o
millions m
3
per year.
The pattern of tiles can be classified in to ? main categories: pure color1 -eined face1
and cur-ed image. %ithin each category1 there is also -ariance in color1 -ein and image. The
combination of color1 -ein and image gi-e firms great flexibility in designing their product
appearance.
*'* SERVICE
Li)e many other +ietnamese &tate2o'ned companies1 $T&C does not ha-e a separate
mar)eting department. The sales department ta)es the responsibility for all mar)eting
acti-ities such as researching the mar)ets1 building ad-ertising and promotion programs1 and
implementing customer ser-ices1 etc.
About customer ser-ices1 at the present $T&C supplies its customers the follo'ing
ser-ices:
Cecei-ing and process customers9 orders.
Transportation of tiles to customers.
Complaint handling.
.ntroduction of ne' pattern at sho' room1 support customers9 business1 annual get2
togethers are organi(ed to ma)e good contacts 'ith customers1 exchange the -ie's
and strengthen the relationship.
5B
*', ORGANICATION STRUCTURE
The organi(ation structure of $T&C is typically functional "$igure <.<#. Through this
structure1 'e can recogni(e that $T&C concentrates much on t'o areas: quality assurance and
finance. irector directly controls these areas1 'hile the other departments are directed by
+ice irectors.
*'- CUSTOMERS
$T&C has three )inds of customers:
Agents include companies1 outlets 'hat speciali(e in construction material trading.
Constructors 6 these are indi-iduals 'ho speciali(e in building house.
.ndi-idual end consumers.
Among these customers1 transaction turno-er of indi-idual end consumers ma)e up
nearly ten percent of $T&C9 turno-er. The rest is agents9 and builders9. $T&C9s agent net'or)
includes eighty2nine agents co-ering most of pro-inces1 city in Central Cegion and &outhern
Cegion "Appendix E#. These agents purchase tiles directly from the manufacturing plant in
/o Chi Minh City. The constructors only purchase directly 'hen they purchase in lorry loads.
Ather'ise1 they and end users 'ill purchase tiles from t'o o'n outlets of $T&C.
*'. COMPETITORS
0p to no'1 in +ietnam1 there are t'enty2six companies speciali(ing in producing
ceramic floor tiles 'ith disposing as follo'ing: *orthern region has eight companies1 Central
region has fi-e companies and &outhern region has thirteen companies "Appendix $#. These
companies are all using ad-ance technology and equipped 'ith uniform equipment.
Especially1 in operating area of $T&C 6 Central and &outhern region 6 most $T&C9s
competitors are 8oint -enture or foreign2o'ned ones. E-en though those established later than
$T&C but they are in-ested 'ith larger capacity than $T&C.
!ingMinh company1 the unique producer of 34x34 cm tiles used in toilet floor and
'all1 offers the a-erage price of these tiles eighty t'o thousands +* per m
3
. &hi8ar
Company1 'hich entered mar)et t'o year later than other company li)e $T&C had penetrated
mar)et by 34x3> cm tiles 'hile other companies de-oted their source to produce ?4x?4 cm
tiles. Competition is most aggressi-e in ?4x?4 cm ceramic tilesK its mar)et share is 7>.3F1
'hereas for 34x34 and 34x3>1 mar)et shares are ?.; and 5.31 respecti-ely. "r. Le +an Thanh1
Act 57771 DCeramic tiles manufacturing in Viet Nam: Present and Future Conference1
$igure <.?#
1.2
3.6
95.2
0
10
20
30
40
50
60
70
80
90
100
Size 20x25 Size 20x20 Size 30x30
%
F"#$e *') 9 Se"3e/!a!2/ 21 4e$a34 !les 3a$De! b5 sEe / Ve! Na3 61<<<7
5@
FIGURE *'* THE ORGANICATIONAL STRUCTURE OF FTSC
DIRECTOR
$.*A*CE
=E*ECAL
,LA**.*=
.*+E&TME*T
,CAC0CEME*T
.M,ACT2EN,ACT
ACCA0*T.*=
MARKETIN
G
&ALE&
CEME*T
T.LE&
$ACTACM
/0MA*
CE&A0CCE
R&D
+.CE .CECTAC 5 +.CE .CECTAC 3 +.CE .CECTAC ? E0AL.TM
A&&0CA*CE
CECAM.C
T.LE&
$ACTACM
,AC!.*=
$ACTACM
AM.*.&TCAT.A* MA*0$ACT0C.*= &ALE& HMAC!ET.*= E*=.*EEC.*= ,LA**.*= $.*A*CE H ACCA0*T.*=
57
$or ceramic floor tiles in ?4x?4 si(e1 ho'e-er1 'e can see many producer as 'ell as
tiles designs or patterns in this mar)et 'ith -arious price le-els. &e-eral big guys in this
mar)et in +iet *am &outhern Cegion including /o Chi Minh City and pro-inces of Me)ong
Ci-er elta are Taicera1 My uc1 &hi8ar1 %hitehorse1 ong Tam1 Thanh Thanh and $T&C. .n
57771 these companies9 mar)et share is se-enty2nine percent. %hile mar)et share of six other
companies in this area is only t'enty2one percent "$igure <.>#.
F"#$e *',8 Ma$De! s%a$e 21 Ce$a34 Ma/#1a4!#$/" C23&a/es / !%e S2#!% 21
Ve!/a3 / 1<<<
21
7
8 8
10
14
15
17
0
5
10
15
20
25
Six o!e"s S!i#a" Tai$e"a %!ie!o"se &' Du$ (TSC T!a)!
T!a)!
Do)* Tam
M
a
r
k
e
t

s
h
a
r
e

(
%
)
"Source: Sales 3epartment of FTSC ! 1999)
$or tiles pattern and design1 these are great -ariety. $or example1 ong Tam is
introducing to the mar)et at least t'enty2eight patterns1 this figure is thirty patterns at $T&C.
.n term of price1 there is less de-iation than that of design. The soft color tiles 'ould
ha-e lo'er price than dar)en color tiles. Example for soft color1 ong Tam company charges
its tiles for the a-erage of se-enty thousands +* per square meter or se-enty three
thousands and se-en hundred +* depending on )ind of -ein1 Taicera charges se-enty t'o
thousands +* per square meter1 Thanh Thanh company also charges this type of tiles
around 'ith the same price as Taicera9. $or dar)en color tiles1 ong Tam and &hi8ar prices
eighty t'o thousands +* per square meter 'hile Taicera prices this type a little bit higher 6
eighty fi-e thousands +* per square meter. The price abo-e a-erage is charged by My uc
Company "Euro tiles1 from eighty six thousands to eighty eight thousands +* per m
3
#.
/o'e-er1 these prices may -ary from one thousand to three thousand per m
3
'hen you come
to as) sales agent of these companies. Compare 'ith mar)et price1 the price of $T&C tiles of
$T&C is lo'er1 'hich is se-enty thousands +* for soft color tiles and eighty thousands
+* per m
3
for dar)en2color tiles. $rom these figures1 'e can conclude that $T&C offers
lo'er price than its competitors for customers.
.n term of quality1 the aesthetic of $T&C9s tiles cur-ed image as 'ell as enamel
brightness and figurati-e le-el are similar to its competitors.
Ane important thing 'orth 'hile to note do'n is that $T&C9s competitors1 regarding
to the competiti-eness of companies in ?4x?4 cm tiles mar)et1 ha-e possessed the same
technology as $T&C so the technology that this company is applying become basic
technology in the industry. This ma)es companies face more difficult in the quest for
expanding their mar)et.
34
*'= ACHIEVEMENT
&ince it 'as first introduced to the mar)et in 577;1 the +.TALM tiles of $T&C ha-e
gained certain reputation in the mar)et due to its high quality. uring four consecuti-e years
"577B23444# it 'as granted title of +ietnamese /igh Euality ,roduct in the sur-ey conducted
by &aigon Mar)eting maga(ine. $rom 577; to 57771 $T&C has been a'arded continually
Medal for /igh Euality =oods in Construction .ndustry by Ministry of Construction. $T&C
'as a'arded Medal for /igh Euality =oods by .talian Associate of Ceramic in 577B.
$T&C has experienced phenomenal gro'th during recent years1 since 577;1 'ith a
regularly increasing of turno-er. This follo'ing figure sho's turno-er and expense of $T&C
from 577? to 5777 "$igure <.;#
F"#$e *'- TURNOVERS AND EFPENSE OF FTSC BY YEAR 61<<)91<<<7
0
1000
2000
3000
4000
5000
6000
7000
Thousand
USD
1993 1994 1995 1996 1997 1998 1999
Tu")ove"
Ex+e)se
Source: $eport of Acie(ement in rene)ing process in FTSC (192941999)
*'< CONCEPT OF CUSTOMER SERVICE IN FTSC'
Being a manufacturer1 $T&C is also a seller. &o beside ensuring quality of goods1
increasing producti-ity1 $T&C also pays special attention to ser-ing its buyers. Currently the
ser-ice $T&C offers its customers including clearing up of orders1 deli-ery of goods1 problem
sol-ing and business support. Through these ser-ices1 $T&C front2line employees can add
more -alue for their customers by sa-ing customers9 time in filling in orders and deli-ery tiles
to them1 by disco-ering customers9 needs and communicating them bac) to the CH function
of the company1 'hich can then design products that better match those needs. These ser-ices
can also create a perception of superior -alue in the minds of customers by sol-ing customers9
problems and supporting customers9 business.
The process of ordering include recei-ing customer9s order1 examining ability of
customers in payment1 in-estigating ability of meeting customer9s requirements of $T&C1
agreement in returning bad quality goods1 and negotiation of place and time for deli-ery. This
process ends 'hen $T&C informs its customers place and time of deli-ery.
The second ser-ice is deli-ery beginning 'hen order is transferred from sales
department to accounting department and ends 'hen customer recei-ed tiles at his or her
'arehouse. This process in-ol-es issuing deli-ery document1 scheduling and assignment tas)
to transporters and porters1 loading tiles on -an1 unloading and heaping up tiles at customer9s
'arehouse.
35
The third one is the process of consultation and problem sol-ing. %hene-er customers
'ant to tal) about their complaints1 consultation1 as) price1 ma)e suggestion1 or comment1
they can ma)e a call or send their requirement to sales department. A salesperson 'ill classify
customers9 problem and transfer it to related department. The process 'ill end 'hen
customers satisfy 'ith $T&C9s ans'er.
And the last one is business support acti-ities1 introducing and display goods at
sho'room. .t includes displaying goods at sho'room1 -isiting customer1 pro-iding free
mar)eting material1 pro-iding free sample1 holding Customer Meeting and so on.
Among four process mentioned abo-e1 description of the last one 'as not done. This is
because these acti-ities1 currently1 are carried out at sales department9s discretion. The 'ay to
do each of these acti-ities is different from itself time to time. &o in this section1 only the first
three processes 'ere described.
*'1@ SERVICE DELIVERY PROCESS
*'1@'1 T%e &$24ess 21 2$0e$/"
%hen a customer has demand on buying tiles1 she or he 'ill fill in the order form.
&ample of this form has already been sent to customers before. Ma8or information is required
for an order form is )ind of tiles1 quantity1 place and time for deli-ery. .n case1 $T&C changes
content of the order form1 it informs customer and send them the ne' form. After finishing
filling in1 customers send form to sales department by facsimile. Customers can also go direct
to $T&C9s outlets or office and fill in the order form there if they feel it is con-enient. The
customers1 sometimes1 can order by calling to $T&C9s sales department. .n this case1 a
salesperson recei-es this information and 'rites it in form for that customer. /o'e-er1
customers are encouraged that they should order by formal order form to a-oid problems 'hat
can happen later such as 'rong information in terms of quantity1 )ind of tiles1 etc.
Currently1 there are three salespersons 'or)ing at each outlet. They are in charge of
recei-ing and clearing up customers9 order. The order is examined on D$irst .n $irst &er-eJ
basis. $irst1 a salesperson 'ill go to table 'here DArder TrayJ is placed and ta)e an order.
After reading information of order form1 she or he 'ill tal) to debt accountant to chec)
customer9s outstanding debt. .n case1 this debt has not yet paid and it exceeded limit fixed by
$T&C management for e-ery customer1 the salesperson 'ill continue to chec) customer9s past
paid beha-ior. .f past beha-ior is good1 the salesperson 'ill negotiate 'ith customer about
time of payment of the outstanding debt1 and as) &ales Manager for his appro-al. .f &ales
Manager1 sometimes1 doesn9t agree 'ith the salesperson9s suggestion by some certain reasons1
the salesperson must refuse that order. Af course1 if customer9s past payment beha-ior is bad1
the salesperson 'ill inform customer that her or his order is not accepted1 and as) her or his to
settled her or his outstanding debt before placing ne' order. /o'e-er1 according to Mrs. Bui
Thanh Thuy 6 chief of accounting department 6 seldom if e-er these cases happen. Excluding
the abo-e cases1 customer9 s order 'ill continue being examined about order si(e1 needed
)inds of tiles after passing chec)ing about outstanding debt status.
Based on information of accepted orders1 then the salesperson tal)s to procurement
department to chec) stoc) status1 or 'ith other departments such as manufacturing1
engineering1 and planning department about customer9s requirements. ,urpose of this tal)ing
is to examine ability of departments 'hether they can meet customer9s requirements or not. .n
case1 these departments cannot gi-e their ans'er soon1 the salesperson 'ill inform customer
and promise to call bac) later. *ormally1 'ithin three days1 departments 'ill study and try to
find solution of meeting customers9 requirements1 and after that the salesperson 'ill call bac)
and formally inform customer $T&C9s ans'ering about her or his order.
33
%ill come
bac) later
*egotiation
*egotiation
place1 time
for deli-ery
Transportation
&chedule
iscuss
requirement
Call
bac)
later
Confirm
Confirm place1
time for
deli-ery
Arder from
%aiting *egotiation
settlement
As) to
extend debt
Ma)e
decision
,ast paying
beha-ior
Chec)
account
&orry and
Cefuse
*egotiation
settlement
Customer
START

END


Line of MAT

&ales
Cepresentati-e
"&C#
N
Pa0
Y
Busy: Ald debt ,ast paying Can meet Y
paid: N2! &a0 good: Y requirement:
N
N
$inancial H
Accounting
"$A#



,rocurement1
Manufacturing1
Engineering
epts.




Transportation
ep.
"T#


N


&ales Manager

A!: Y


F"#$e *'.8 T%e &$24ess 21 2$0e$/"
3?
The next step1 for orders that $T&C can meet1 the salesperson 'ill discuss 'ith customer
about payment term. .n case1 the salesperson and customer cannot come to an agreement
about payment1 the salesperson ha-e to report to &ales Manager and 'ait for his decision.
This step is carried out for ne' customers and they1 normally1 ha-e to agree 'ith &ales
Manager if they ha-e no other choice. $inally1 the salesperson and transportation department
negotiate 'ith customer about place and time for deli-ery in case they cannot meet these
requirements suggested in order form of customer. ,rocess of ordering ends 'ith confirmation
of the salesperson about place and time for deli-ery 'ith customer. This process is illustrated
by blueprint at page 3? "$igure <.B#.
According to Mr. Bui Chau uong 6 &ales Manager 6 e-eryday salespersons recei-e and
clear up from ele-en to fifteen orders1 excluding orders of infrequent customers. Time to
complete examining one order -aries from t'enty to forty2fi-e minutes depended on
conditions as customers9 debt status1 stoc)1 and schedule of transportation department.
.n this process1 problems related to ser-ice quality can arise from causes as belo':
.n process of examining order1 the salesperson ha-e to contact 'ith some other
departments to collect information such as debt status and past paying beha-ior of
customer1 stoc)1 schedule of transportation department etc. &o the salesperson
cannot manage time spending for examining order. As a result1 examining order
cannot be carried out quic)ly.
Transportation department is belonging to administration department. The
salesperson cannot ta)e initiati-e in arranging place and time for deli-ery.
Chief of outlet cannot ma)e decision about payment as 'ell as extending
outstanding debt of customer.
$or customi(ation order1 sales department9s decision depends completely on other
departments such as manufacturing1 engineering1 and planning department. These
departments1 'hen discussing about customi(ation order1 focus only on matters
such as ho' to design style of tile to suite ordered pattern1 'hether si(e of order
being adequate for producing capacity of one day "According to Mr. *guyen
Thanh Luong 6 Manufacturing Manager 2 producing capacity of one day is about
>1>44 to ;1>44 square meters#. .f these matters cannot be met1 then that
customi(ation order 'ill be refused.
*'1@'( T%e &$24ess 21 0el:e$5
&oon after1 accepted order is transferred from sales department to financial and
accounting department. Based on information of this order1 financial and accounting
department 'ill issue necessary document for transportation and send it to administration
department. .n turn1 administration department 'ill assign tas) for transporters and porters
according to schedule negotiated 'ith salesperson and customer.
After recei-ing tas)1 transporters come to 'arehouse to recei-e tiles. $irst1 'arehouse
)eeper chec)s deli-ery document. .f it is in-alid1 he as)s transporter coming bac) to financial
and accounting department to modify document. .n contrary case1 deli-ery document is -alid1
'arehouse )eeper 'ill allo' porters to load tiles on -an. Transporter chec)s and recei-es tiles
based on in-oice. Chec)ing is only concentrated on quantity and )ind of tiles 'hether they
suite 'ith deli-ery document1 not on quality of tiles.
3<
An the 'ay to customer9s 'arehouse1 if transporter has unexpected problem and cannot
continue transporting1 he must report to chief of transportation department and inform
customer. Then1 he must try to o-ercome this problem as soon as possible. Accasionally1 there
'ill be a certain problem 'hat cannot be surmounted quic)ly or easily such as traffic
accident1 transporter or any porter 'ill notice chief of transportation department. .n this
situation1 chief of transportation department must report Administration Manager. .n turn1
Administration Manager must as) +ice irector 3 to appro-e other a goods2carrying trip to
customer. Af course1 $T&C has to bear all the cost rising due to this situation. %hen arri-ing
at customer9s 'arehouse1 $T&CIs porters unload tiles from truc) and heap them up into
'arehouse of customer. uring this time1 customer and transporter chec) quantity and )ind of
tiles 'hether they meet 'ith customer9s requirement ordered. After finishing chec)ing1
customer and transporter 'ill sign their name on deli-ery document. Then transporter 'ill
return this document to financial and accounting department and report administration
department. After that1 administration department 'ill inform sales department result of
deli-ery. .n case1 customer does not accept goods deli-ered because it is different from 'hat
ordered1 transporter 'ill tal) to sales department. A salesperson re2chec)s that customer9s
order and discusses 'ith customer about this situation. E-en sales department has yet found
'ho caused this mista)e1 goods 'ill be returned $T&C and other a goods2carrying trip 'ill be
sent to customer. /o'e-er1 the cost rising from this case 'ill be borne by either $T&C or
customer 'ho caused this mista)e. Through tal)ing 'ith Mr. Bui Chau uong1 &ales
Manager1 these cases happened 'ith a -ery lo' proportion of around (ero point double (ero
eight per cent.

This process ends after salespersons recei-ed customer9s confirmation of deli-ery. The
blueprint to illustrate this process is sho'n at next page "$igure <.@#.
According to Mr. /uynh +an Lon 6 eputy Manager of administration department 6
$T&C1 at the present1 has fi-e truc)s. They are used in transporting tiles to customers
including agents1 constructors and consumers in /o Chi Minh City and pro-inces. They are
also used for transporting ra' material from suppliers9 'arehouse to $T&C9s. Administration
department al'ays tries to ma)e out the best con-enient route to sa-e time of transporting. An
this route1 $T&C can deli-ery tiles to as many customer9 'arehouse as possible. *ormally1
each transporter is assigned from one to three times per day in case they mo-e in city. .f they
mo-e to pro-inces1 they ha-e to spend from t'o to three days to complete this trip.
$or this process1 problem related to ser-ice quality can arise from causes as belo':
A goods2carrying trip is carried for many orders. Transporters cannot manage time
that is spent for unloading tiles and heaping up orderly at customer9s 'arehouse
because it depends on porters. Transporters cannot anticipate all difficulties or any
unexpected problem happening on their route for example traffic 8am or accident.
Therefore1 it is hard to ensure deli-ery on time.
Chec)ing goods is carried out only for quantity and )ind of tiles based on
pac)ing1 therefore it is difficult to resol-e customers9 complaint about quality of
goods or )ind of goods recei-ed being different from 'hat 'as ordered.
3>
Cecei-e tiles H
chec)
Confirm
Transport
tiles
Modify
document
Cecei-e H chec)
goods
eli-ery
goods
Transfer
Arder
from
.ssue
document
Come to
'arehouse
Assign tas)
Cecei-e
tas)
As) to modify
document
&ign
document
&ign
document
Ceturn
document
Transfer
document
Ceport
tas)
Cecei-e
document
Contact to
chec)
The process of
problem sol-ing
START
As) for
prepare
,repare
goods
END
Customer
Y
A!:

Line of MAT
N
&ales
Cepresentati-e
"&C#





$inancial H
Accounting
"$A#





Transportation
ep.
"T#




Transporter



%arehouse
)eeper

ocument N
-alid:
Y

F"#$e *'=8 T%e &$24ess 21 !les 0el:e$5'
3;
*'1@') T%e &$24ess 21 &$2ble3 s2l:/"
&ol-ing customer9s problems as 'ell as consulting is the most important ser-ice
according to -ie' of $T&C Board of irector. The irate customer is at 'ar 'ith company and
she or he thin)s company fired the first shot. &ol-er 8ob is to remo-e any resemblance of a
conflict by absorbing some rash comments and -erbal abuse1 by not retaliating 'ith similar
beha-ior and by containing the situation and resol-ing the problem. $T&C9s customers are
encouraged to send mail to company if they ha-e any problem or comment. They can also
using phone to complain or contact in personnel 'ith sol-er. Contact telephone numbers are
sales department9s number and +ice irector 39s. .n case1 customers 'ant to communicate
directly 'ith +ice irector 31 they ha-e to ma)e an appointment 'ith sol-er1 then sol-er 'ill
report to +ice irector 3 and inform customer about time of meeting. At the present1 there is
no problem2sol-ing department established in $T&C1 sol-er is also salesperson. %hen
recei-ing customer9s question1 salespersons 'ill classify it into different type as belo':
T%pe 1: comment6 suggestion6 0uestion on price6 0uestion on ordering procedure6
as>ing of pro(iding catalogue6 self6 sop sign6 sample6 updating information6
0uestion on result of e8amining order6 complaint a,out attitude of some certain
emplo%ees or ,ad 0ualit% goods*
T%pe #: 0uestion on outstanding de,t6 as>ing for dela% of pa%ment6 complaint a,out
issuing )rong in(oice*
T%pe &: complaint a,out recei(ing goods ,eing difference from deli(er% document6
damaged goods6 complaint a,out dela% of deli(er%*
$or problems of type 51 salesperson 'ill ans'er based on her or his )no'ledge. .n case1
problems are type 3 or type ?1 salesperson 'ill transfer them to financial and accounting
department or transportation department. .f these departments cannot sol-e immediately1 they
'ill inform customer and promise to call bac) later 'ith defined date. %hen financial and
accounting or transportation department finds out causes1 they 'ill report +ice irector 3 and
as) for appro-al. Then they inform customer the 'ay they sol-e her or his problem. This 'ay
of sol-ing sometimes is refused by customer1 and problem 'ill be reported again to +ice
irector 3. .n this case1 +ice irector 3 'ill examine report again and tal) to customer to find
out the best 'ay of sol-ing for customer and $T&C either. The process ends 'hen customer
satisfies 'ith sol-ing 'ay of $T&C. The blueprint of this process can be seen at $igure <.7 at
next page.
As mentioned early1 sales department did not ta)e note carefully and sufficiently1 so Mr.
Bui Chau uong could not pro-ide number of comments1 suggestions1 questions1 and
complaints 'hat salespersons recei-e e-eryday. .n this process1 problems of ser-ice quality
can arise from causes as belo':
&ol-ers are also salespersons. They are o-erloaded by 8obs. Besides this1 they
'ere not trained to do this 8ob. Consequently1 they cannot ensure they are al'ays
nimble sol-ers 'hen they are too tired and ha-e to resol-e a complex thing.
At the present1 there are t'o telephone lines at each outlet. Line is al'ays busy
because it is used for both of ordering and problem sol-ing.
Pro,lems are t%pe # or &6 salespersons a(e ,een not empo)ered to resol(e* Te%
a(e to transfer tem to related departments* 7(er% department as o)n ?o,s*
Terefore te% a(e not focused muc on resol(ing pro,lems %et* Te% a(e not
made e(er% effort to find out a solution %et* As a result6 pro,lems a(e not ,een
sol(ed 0uic>l% and a fe) of pro,lems )ere not sol(ed*
3B
&ol-e
problem
$ind out
causes later
$ind out
causes later
&ol-e
problem
Ceport H as)
for appro-al
%aiting
&ol-e
problem
iscuss
iscuss
START
Tell
problem
Classify
problem
&atisfaction
Ceport H as)
for appro-al
Appro-al
&atisfaction
Cefer to
report
Ceport
END
Type ?
of
problem
,romise
call bac) Ans'er
Ans'er
Customer
Line of MAT
&ales
Cepresentati-e
"&C#
Y Y

Type 5 of N Type 3 of N ,roblem
problem: problem: sol-ed:
Clear:
N
Y Y N

$inancial H
Accounting
"$A#


N
&ol-e soon:
Transportation
epartment
"T# and
%arehouse
)eeper
Y

N

&ol-e soon:

+ice2irector
3
Y



F"#$e *'<8 T%e &$24ess 21 &$2ble3 s2l:/"'
3@
CHAPTER ,
FTSC MANAGEMENT BOARDB S VIEW AND EMPLOYEESB PERCEPTION ON
SERVICE
$irst of all1 it is necessary to understand 'hat DCustomer &er-iceJ is and 'hat D&er-ice
qualityJ is based on -ie' of $T&C management board.
DCustomer &er-iceJ is all acti-ities 'hat $T&C implements to help and support
its customer in trading process. .t aims at creating feeling of comfortable in
customers9 mind 'hen contacting and communicating 'ith $T&C. .t helps
exchanging process bet'een $T&C and its customers being carried out safety
and quic)ly. .t is also a product but this product is the intangible one. .t is
pro-ided free to customer prior to1 during1 and after a transaction.
According to Mr. Bui Chau uong 2 &ales Manager of $T&C 2 D&er-ice qualityJ
means results of implementing ser-ices satisfying customers9 requirements for
those ser-ices. %hen ser-ice is e-aluated being DqualityJ1 it means it met
customers9 expectation based on defined criteria. These criteria are attributes of
ser-ices offered.
Thus1 DCustomer &er-iceJ is acti-ities to help and support its customer in trading
process and D&er-ice EualityJ is outcome of fulfillment ser-ices in the 'ay by 'hich
customers are satisfied. .n fact1 there are still some things to discuss about this point of -ie'
of $T&C management. /o'e-er1 this -ie' 'ill be applied yet in analy(ing the role of
customer ser-ice in $T&C and measuring employees9 perception.
,'1 VIEW OF MANAGEMENT ABOUT THE ROLE OF CUSTOMER SERVICE
,'1'1 T%e $2le 21 4#s!23e$ se$:4e / a4%e:/" b#s/ess s!$a!e"5Bs "2al'
Customer ser(ice is pla%ing a role as te >e% to competiti(e success* Te 0ualit% of
ser(ice related to tose of competitors is te most important single factor affecting
FTSC.s performance.
The first goal of $T&C is gro'th of business and increasing profit. .n today9s
mar)etplace1 according to $T&C management board9s -ie'1 they 'ill achie-e this goal
through turning their strategy to focus on quality of customer ser-ice1 to offer a customer
ser-ice that is far superior to its competitors. This role 'as mentioned first by Mrs. *guyen
Thi !im ,hung1 irector of $T&C1 'hen beginning the inter-ie'. &he explained more that the
quality edge boosts performance in t'o 'ays:
2 .n the short term1 quality yields increased profits -ia premium prices.
2 .n the long term1 impro-ing relati-e quality is the more effecti-e 'ay for gro'th of
business. Euality leads to both mar)et expansion and gaining in mar)et share. The resulting
gro'th in -olume means that superior2quality competition gains scale ad-antages o-er ri-als.
As a result1 e-en 'hen there are shot2run costs connected 'ith impro-ing quality1 o-er a
period of time these costs are usually offset by ha-ing many loyal customers more.
Customer Ser(ice pla%s a role as an important information4pro(iding mean in
impro(ing te product 0ualit% and e8panding product line*
The third and second goal of $T&C are impro-ing the product quality and expanding
product line* These goals aim at satisfying customers better.
As Mrs. *guyen Thi !im ,hung said1 D.n today9s fierce competiti-e climate1 as our
customers9 taste and preference become more sophisticated1 so 'e need to understand them
better. Thereby 'e 'ill satisfy them better by impro-ing goods quality and expanding product
line suiting customers9 needs. To understand customer better requires a mean1 'hich can
pro-ide information about customers9 taste1 preference and needs quic)ly and exactly. %e
belie-e that such mean is customer ser-ice itself.J
37
,'1'( T%e $2le 21 4#s!23e$ se$:4e / /1l#e/4/" !%e 4#s!23e$'
Customer ser(ice is tool to create differentiation ,et)een FTSC and its competitors in
customers. mind*
This role 'as expressed by Mr. Bui Chau uong1 &ales Manager of $T&C. /e said1
D%e 'ant our customers1 after doing a transaction 'ith us1 'ill say 6 %o'1 this 'as
different.J According to him1 this differentiation is demonstrated through the 'ay of ser-ing
customer of customer contact employees 'ho trained carefully.
Customer ser(ice is mean to attract and >eep te customer*
Mrs. *guyen Thi !im ,hung said1 D&er-ice has become increasingly important. The
ser-ice to the customers is critical to $T&C9s success1 and becoming daily more so. ,roduct
quality attracts the customers. A!O .t is true. But ser-ice 'ill be not only attracting customers
much more but also )eeping them.J
,'1') T%e $2le 21 4#s!23e$ se$:4e / 3a/a"/" e3&l25ees
Customer ser(ice is a tool to ,uild close lin> ,et)een emplo%ees in departments
Mrs. *guyen Thi !im ,hung said1 DBuilding a high quality customer ser-ice is not
only responsibility of customer contact employees but also of all other employees in 'hole
company. &o1 'e implemented education1 communication and training programs for all
employees in our 'hole company. %e belie-e that these programs influence our employees9
perception -ery muchJ.
Cesponsibility of building a high quality customer ser-ice requires coordinating
together closer and supporting each other better bet'een employees in their department as
'ell as in different departments. This is done perfectly 'hen they understand and sympathi(e
each other 'ith their heartiness.
Customer ser(ice is te moti(e of impro(ement ?o, 0ualit% of emplo%ees*
Mrs. Tran Thi Thu /ang 6 +ice irector 3 6 explained this role as belo': DCustomer
ser-ice is more than a function1 it is an attitude. Customer contact employees are customer
dri-en and reali(e that their customer9s needs are their company9s needs. These employees do
this 'ith a combination of:
2 An immediate response to a customer9s requirement1 question1 problem and
complaint.
2 A consistent method of problem sol-ing. Both pro-ide a 'inning formula for
enhanced customer satisfactionJ.
Through listening -oice of customer1 $T&C can capture customers9 needs easily1
quic)ly and better. All these information 'ill be then communicated to related departments
and in turn these departments 'ill apply these information in impro-ing or ad8usting the 'ay
they do their 8ob.
Mr. Bui Chau uong ga-e supplementary idea that important role of customer ser-ice
dra'n purpose of programs designed to build high quality customer ser-ice. This purpose is
to ha-e committed employees pursuing excellent. Customer ser-ice is a challenging 8ob that
demands flexibility from those 'ho pro-ide ser-ices because of the constant changes and
impro-ements.
?4
@ne 0uestion )as raised at te end of inter(ie) tat )eter FTSC management ,oard
ga(e prominence to te role of customer ser(ice more tan reasona,le*
Mrs. *guyen Thi !im ,hung replied1 DBefore 'e thought simply that our company
manufacture tiles and sell them and 'e 'ant one thing only 'hat 'e thought it 'as the most
important 6 quality of our products. But no' 'e ha-e to percei-e that 'e pro-ide both a
product and a ser-ice. Maybe1 focusing on goods 0ualit% a(e also role suc as a tool to
create a differentiation ,et)een FTSC and its competitors in customers. mind. %e also
mentioned1 product quality attracts the customers1 but ser-ice 'ill be not only attracting them
more but also )eeping them. /o'e-er1 focusing on quality of goods cannot ha-e other roles
such as an important information2pro-iding mean in impro-ing the product quality and
expanding product line1 the bridge bet'een employees in all departments1 and the moti-e of
impro-ement of 8ob quality of all employees. .n today9s fierce competiti-e situation1 'e
belie-e that quality of ser-ice is the )ey business battleground. Last one 'ord1 'e belie-e that
our strategic change 'ill help us achie-ing our business goal.J
.n sum1 through inter-ie's 'ith management board1 the role of customer ser-ice is a
strategic competiti-e tool and a ma8or 'eapon of building competiti-e ad-antage for $T&C9s
success in doing business. A company has competiti-e ad-antage1 'hen it creates more -alue
for its customers than do ri-als. Customer ser-ice is playing a role as the )ey to competiti-e
success1 it helps $T&C to hold its mar)et share by )eeping its customers and to increase
simultaneously mar)et share by attracting the customers of its ri-als. Customer &er-ice is still
a communicating bridge bet'een $T&C and its customers1 bet'een employees as 'ell as
being moti-e to push up self2impro-ing of employees
Through a high quality customer ser-ice1 $T&C can create -alue by disco-ering
customers9 needs and communicating them bac) to the CH function1 'hich can then design
products that better match those needs. This function can also create a perception of superior
-alue in the mind of customers by sol-ing customers9 problems and supporting customers.
,'( EMPLOYEESB PERCEPTION
$indings about employees9 perception are cited from an informal small sur-ey on
employees of some departments such as sales1 and transportation. These departments are
contacted frequently by customer. $or accounting department1 chief account1 debt accountant1
and the accountant in charge of issuing deli-ery document 'ere participated into this sur-ey
because they are supposed to help salesperson in sol-ing problem. The sur-ey 'as not
conducted on employees of other departments such as administration1 CH1 manufacturing1
and procurement department etc. This 'as because the sur-ey 'as carried out at the time of
year2end1 employees 'ere -ery busy 'ith accomplishing their yearly plan1 therefore $T&C
management board as)ed to conduct the sur-ey only 'ith customer contact employees. $T&C
management board belie-es that these employees are closer to the customer than others1 they
are )ey force in $T&C9s quality impro-ement programs1 they interact 'ith customers at e-ery
moment of truth1 and ensure for the successful of $T&C9s strategic change. Therefore1 their
perception is 'hat $T&C management board needs to understand first.
$orty2four employees include the 'hole of nineteen people 'or)ing in sales
departmentK three people 'or)ing in accounting department1 fi-e transporters and se-enteen
porters in-ited to participate into this sur-ey. Contents co-ered in the sur-ey include
measuring understanding of employees after they 'ere diffused about this strategic change1
their appraisement about the important role of customer ser-ice in current competiti-e mar)et1
their belief in success of this change and impro-ing in 8ob of employees after they 'ere
trained. $indings of this sur-ey are presented as belo'.
?5
,'('1 Res#l! 21 e0#4a!2/ a/0 !$a//" &$2"$a3s'
%hen being as)ed 'hether they )ne' or heard about this change of strategy of their
company to focus on quality of customer ser-ice1 there 'ere three peoples of forty2four
respondents ans'ered D*oJ. *umber of peoples ans'ered D*oJ for the question 'hether they
'ere trained to meet to this strategic change is also three "Appendix 6 Table 5#. After
tal)ing 'ith Administration Manager1 reason of this is because informing and training had
been implemented in March 34441 'hile these three ha-e 'or)ed for $T&C since &ep 3444.
This result exposed lac) of communicati-e program in $T&C.
,'('( Pe$4e&!2/ ab2#! 3&2$!a/! le:el 21 4#s!23e$ se$:4e'
.n ran)ing the factors according to ho' they are important in appealing and )eeping
customer in today9s fierce competiti-e situation1 t'o factors 6 DEuality of productJ and
DCustomer ser-iceJ are ran)ed the most important factor. They ha-e similar le-els of fifty
percent by employees9 perception. /o'e-er1 o-er three2fourths of respondents ran)ed
DEuality of goodsJ among the top t'o most important factors1 mean'hile for the factor of
DCustomer ser-iceJ1 this proportion is less than fi-e percent. ,rice 'as also a factor 'hat 'as
considered fairly much1 but it and the others such as ad-ertising and promotion 'ere only
ran)ed from second position to fifth position "Appendix 2 Table 3#. Thus1 although
employees seem to consider ser-ice quality as important factor1 they still place quality of
goods as most strategic competiti-e tool.
,'(') Pe$4e&!2/ ab2#! 3aG2$ &#$&2se 21 4#s!23e$ se$:4e'
%hen being as)ed about ma8or purpose of customer ser-ice1 nearly three2fourths of
respondents ans'ered that it 'as to build competiti-e ad-antage for company. The proportion
of sample selected DTo decrease customer9s complaintJ is one2fifth and only around se-en
percent of sample thought that it 'as to control and chec) quality of employees9 8ob
"Appendix 2 Table ?#. These different ans'ers1 again1 indicated that educating1
communicating and training programs of administration department are not efficient.
,'('* E3&l25eesB bele1 / s#44ess 21 4#s!23e$ se$:4e
%hen measuring employees9 belief in success of this change on a fi-e2point scale
from D&trongly not belie-eJ to D&trongly belie-eJ1 result is scored in a range not -ery far from
the neutral point. .t sho's employees9 inertia. They did almost not belie-e in success of
turning strategy to focus on ser-ice quality. "Appendix 2 Table <#
,'(', I3&$2:/" 2/ 0al5 G2b
Each employee9s e-aluation on impro-ing her or his daily 8ob as 'ell as colleagues9
are scored in a range near the a-erage point on the scale of Dabsolutely not impro-eJ to
Dabsolutely impro-eJ. *o ans'ers recei-ed from 'ho 'ere not trained. Trained employees
said that they ha-e impro-ed e-en not -ery much. /o'e-er1 'hen e-aluating impro-ing of
their colleagues1 trained employees thought that their colleagues9 impro-ing 'as less than
theirs "Appendix 2 Table >#.
.n sum1 according to the sur-ey 'ith customer contact employees1 there is one
finding that is 'orthy to note. That is employees ha-e not yet been con-inced completely.
Most of them still thin) that quality of goods is the most important factor for business9s
success. Therefore they did not in-ol-e totally in programs and they did also not impro-e
significantly their daily 8ob better. These findings are -ery useful for $T&C9s management
board in ad8usting future action plans aiming at reaching a good result in its business strategy.
Especially1 they should carry out education1 communication and training programs period and
synchronously. Thereby it 'ill create profound impression to old employees and help ne'
employees capturing campaigns 'hat ha-e been carrying out in company.
?3
,') COMPARING BETWEEN VIEWS
,')'1 C2332/ a/0 011e$e/4e
&o far1 $T&C management board9s -ie' and customer contact employees9 perception
on customer ser-ice in $T&C 'ere explored. Comparing -ie' of management board 'ith
employees9 indicates a fe' of common points as belo':
Aot groups realiBe te important role of customer ser(ice in attracting and >eeping
customer in toda%.s fierce competiti(e mar>et*
Aot recogniBe te ma?or role of customer ser(ice in ,uilding competiti(e ad(antage*
/o'e-er1 there exist differences bet'een -ie's of management board and of
employees. These differences 'ere summari(ed in the follo'ing table >.5.
Table ,'1 9 D11e$e/4es be!?ee/ :e?s 21 3a/a"e3e/! b2a$0 a/0 21 e3&l25ees
MANAGEMENT BOARD CUSTOMER CONTACT
EMPLOYEES
2 Their -ie' is comprehensi-e and profound. They
concei-e the role of customer ser-ice on many
aspects such as the )ey to competiti-e success1 the
important information source1 tool to create the
differentiation1 tool to attract and )eep customer1
and the lin) bet'een employees in company.
2 Their -ie' is superficial. Most of them
understand the role of customer ser-ice
only some fe' of aspect such as )eeping
customer and building the competiti-e
ad-antage.
2 They are in the full con-iction that their turning
strategy to focusing on ser-ice quality 'ill be
success.
2 They are almost at middle point
bet'een belie-ing and unbelie-ing.
2 They belie-e that customer ser-ice is the moti-e
of impro-ing 8ob quality of employees.
2 *othing changes in daily 8ob.
,')'( Ca#se a/0 42/se;#e/4e
,')'('1 Ca#se
Causes of matters mentioned abo-e can be:
E-en $T&C has launched programs on education1 communication1 training1
benchmar)ing1 and employee inno-ation to boost the concept of quality and quality
impro-ement throughout the company1 but these programs 'ere built unsystematically
and temporarily.
The total employee in-ol-ement requires a comprehensi-e and transparent strategy for
the 'hole company1 ho'e-er this strategy has built up mainly by experiences.
Customer contact employees are not in a position to loo) at the big picture. They used
to 'or) in central2planning mechanism for a long timeK so their bureaucratic beha-ior
is difficult to change only 'ithin short time.
Today1 gro'th of business in &tate2o'ned Company influences on management
board9s indi-idual career -ery much. This forces management board ha-ing to being
self2impro-ement people. They ha-e to al'ays see) and build up ne' strategy in order
to push up gro'th of business1 and they must demonstrate commitment to this
strategy.
Employees are not influenced by success or fail of the company unless the company is
dissol-ed. But this happens rarely. Employees are only in-ol-ed in 'hat bring
concrete right to them. Management board has yet pro-ed ho' their strategic change
'ill benefit employees.
$T&C has yet applied a management approach that combined successfully the
company requirement1 the employee9s effort and the compensation.
??
,')'('( C2/se;#e/4es
Total in-ol-ement is not one hundred percent established throughout the company:
There are still lac)s of concern of employees at some stages in the process.
Employees 'ill not understand their 8obs and requirements. /ence1 they find difficulty
in impro-ing their 8obs.
The idea of customer focus and high quality of ser-ice 'ill be not leading employees9
e-ery day performances.
Employees 'ill not al'ays try their best to build good customer relationships1 try to
understand their customer and ser-e them better.
?<
CHAPTER -
ATTRIBUTES OF A HIGH QUALITY CUSTOMER SERVICE
To become a strategic competiti-e tool1 customer ser-ice offered by $T&C must be the
high quality ser-ice and far superior to its competitors. Through the high quality ser-ice1
$T&C ser-es its customers in the 'ay to satisfy their needs better day after day. Then1 'hat
attributes does such ser-ice 'ant to ha-e: The ans'er is content of this chapter.
.n determining attributes of quality ser-ice offered by $T&C1 the follo'ing steps 'ere
done. The aim of this method is to ha-e all necessary attributes for high quality ser-ice
offered by $T&C at the most enough and exact le-el as much as possible.
$irst1 a primary list of t'enty2t'o attributes 'as built. These attributes are figured out
based on:
0nderstanding ser-ices deli-ery process1 capturing steps and 8obs carried out in
each process1 understanding difficulties and obstacles in processes and criteria
for measuring in each step.
Ceference literature "/er-e Mathe and Coy . &hapino1 577?1 Christopher
Lo-eloc)1 577< and Lohn A. Murphy and Tony $armar 577? at page 5?25B of
this report#.
,urpose of step 'as to apply theory into practice as 'ell as to apply experiences of
people those are 'or)ing direct in this field.
*ext1 all complaints1 comments1 and suggestions of customers1 in year 34441 'ere
re-ie'ed. These are useful information source because it 'ould indicate 'hat $T&C did 'ell1
'hat $T&C did not satisfy its customers. 0nfortunately1 sales department of $T&C did not
ta)e note and document adequately and carefully these complaints and suggestions. /ence1
there 'ere only three attributes added to the abo-e list.
Then1 the list of t'enty2fi-e attributes 'as printed and sent to irector1 +ice irector 31
and &ales Manager. Cesearcher9s aim is to get $T&C management9 s ideas about attributes of
ser-ice at role of the leader. Management suggested to drop eight attributes and add more
nine. Besides this1 management also suggested combining fi-e other attributes into t'o
attributes1 and splitting one other attributes becoming t'o attributes. *e-ertheless1 to a-oid
sub8ecti-eness1 researcher suggested to retain eight attributes 'hat management suggested
dropping. Thereby1 customers can )no' all attributes suggested and they can ma)e
contributing their ideas about these all attributes as 'ell as adding more other attributes.
After that1 this list of attributes 'as sent to ten customers. Criteria to select these ten
customers are:
Location: /o Chi Minh City1 pro-inces of Central Cegion and &outhern Cegion.
Turno-er: under B1444 0& per month1 from B1444 to 341444 0& per month
and o-er 341444 0& per month.
Cooperated time. 0nder t'o years1 from t'o to fi-e years and o-er fi-e years.
Cesearcher9s aim is to ensure ha-ing representation of groups of customer and ha-ing
rich and di-ersely idea source.
According to contributing of these ten customers1 t'el-e other attributes 'ere added.
The latest list of attributes included forty2four attributes presented in continuing sections of
this chapter.
?>
-'1 COMMON QUALITY ATTRIBUTES
A1' G220 #/0e$s!a/0/" a/0 ?ell 02/" 2/eBs ?2$D
Both customer and $T&C management belie-e that this helps employees ha-ing the
)no'ledge and s)ill to perform the ser-ice right the first time and to ans'er customer
questions exactly.
A(' Wll/"> %ea$!5 a/0 ea"e$ !2 se$:e 4#s!23e$
.n management board9s -ie'1 this 'ill increase customer9s satisfaction more than a
good ser-ing but 'ith indifferent attitude.
A)' C2#$!e2#s 3a//e$s'
This causes a good impression in customer9s mind1 and it helps building rapport
bet'een customer and $T&C9s employees easier.
A*' Wea$/" #/12$3'
A,' Wea$/" /a3e!a"'
According to -ie' of customers1 $T&C9s employees1 maybe1 should 'ear uniform
'ith nametag. Managers and employees of $T&C agree 'ith this -ie' too. They all
thin) that this cause confident manner of employees and 'ill instill confidence in
customer. Besides this1 it also ma)es a professional image for $T&C. %earing nametag
plays a role as symbol forces employees ser-ing customer more responsible because
they can be recogni(ed easily by customer in contacting1 communicating and dealing
process.
A-' Kee&/" &$23se'
Customers 'ant that 'hen employees promised to do some things related to
examining their orders1 sol-ing their problem1 they ha-e to try to do as promised.
Customer contact employee should not bring customer into a passi-e situation due to
not )eeping promise. $T&C management belie-es that Dnot )eeping promiseJ ma)es a
bad image for $T&C1 its prestige 'ill lose and customer 'ill lea-e $T&C.
A.' F$e/0l5 "$ee!/" 4#s!23e$
A=' I/!$20#4/" 423&a/5 /a3e a/0 e3&l25eesB /a3e
Both attributes1 in $T&C management9s opinion1 ha-e a strong good effect upon
customer9s impression in beginning of tal)ing1 discuss1 trading1 and e-en complaining.
A<' N2! 02/" !%/" else ?%e/ !alD/" !2 4#s!23e$
$T&C management thin)s that this ma)es employees paying attention more to 'hat
customer tal)ing1 capturing customer9s thin). As a result1 employees can do right 'hat
customer required.
-'( ATTRIBUTES FOR SHOWROOM AND CUSTOMERBS BUSINESS SUPPORT
ACTIVES'
A1@' Ds&la5/" 21 all &a!!e$/s'
Customers thin) that a large sho'room 'ith adequate display of patterns 'ill be more
attracti-e them than a large sho'room 'ith repeated display of some patterns.
A11' HNe? a$$:alI a$ea'
This 'ill help customer9s loo)ing for ne' patterns easier and faster.
?;
A1(' B$e1l5 0es4$&!2/ 21 &a!!e$/'
$T&C management thin)s that this helps customer9s comparison bet'een patterns more
precise. Customer can recogni(e patterns and say pattern9s name exactly. As a consequence1
ordering 'ill be more con-enient and free error.
A1)' Well90e42$a!e0 s%2?$223
According to $T&C management1 this is an important factor. Customer 'ill belie-e in
more art talent of $T&C designers.
A1*' A:alabl!5 21 !%e &a$D/" l2!'
A1,' F$ee 4a$ a/0 32!2$bDe9Dee&/" se$:4e'
Both attributes A5< and A5>1 e-en A5< already exist1 do not cause an increasing of
customer9s satisfaction1 but their una-ailable causes a bad effect to customer9s good feeling
much more for $T&C.
A1-' C2/:e/e/! 2&e//" %2#$s'
Management board belie-es that this creates a fa-orable condition to customer in ma)ing
transaction 'ith $T&C. /o'e-er1 'hat is the con-enient opening hour: The ans'er depends
on result of the sur-ey 'hat 'ill be discussed in chapters later.
A1.' F$ee sa3&le'
A1=' A:alabl!5 21 3a!e$als ass24a!e0 ?!% !%e se$:4e 64a!al2"#e> s%2& s"/> s%el17
Both of attributes A5B and A5@ are mentioned by all customers. They ha-e said that
Customer &er-ice 'ill not be considered as a high quality ser-ice because of lac)ing of these
both. Besides this1 these attributes also help ad-ertising trademar) of $T&C and penetration of
ne' patterns into mar)et easier.
A1<' A0:e$!s/" ?!% 4#s!23e$Bs a00$ess'
$T&C management put do'n that than) to this ad-ertising1 end users 'ill not be difficult
to find out 'here they can buy $T&C9s ceramic tiles.
A(@' H2l0/" C#s!23e$ Mee!/"
A(1' Vs!/" 4#s!23e$
A34 and A35 are the important factors ma)ing relationship bet'een $T&C and its
customer more near and dear and communicating each other better. Thereby1 $T&C can satisfy
its customers easier and faster because it )no's customers9 needs better.
A((' C23&a/5 /a3e a/0 l2"2 2/ 42$$es&2/0e/4e> e/:el2&'
&imilar 'ith 'earing uniform1 $T&C management belie-es that this also ma)es a
professional image for $T&C.
-') ATTRIBUTES OF ORDERING PROCESS'
A()' S3&le &$24e0#$e'
A(*' Eas5 !2 #/0e$s!a/0 2$0e$ 12$3'
A(,' Eas5 !2 1ll / 2$0e$ 12$3'
These three attributes9 purpose is to sa-e customer9s time. .n -ie' of customers before1
administrati-e procedure of &tate2o'ned Company is al'ays complicated. Therefore1
concentrating on impro-ing procedures is one of important things of $T&C management 9s
strategy.
?B
A(-' Fa$ ;#e#e'
This is an attribute mentioned by management board. They belie-e that this creates an
assurance to customer during 'aiting time. .f examining order is not base on a D$irst .n $irst
&er-eJ basic1 it 'ill cause disorderliness and ma)es customers disappointed.
A(.' Q#4D eJa3/a!2/ 21 2$0e$'
,urpose is to sa-e customer9s time and send them a sign of professional image.
A(=' Mee!/" 4#s!23e$Bs s&e414a!2/'
This is required by all of customers. Management board also considers this attribute being
the most important attribute. .t creates an absolutely competiti-e ad-antage for $T&C in
comparison 'ith its competitors. /o'e-er1 producing tiles to customer9s specification "color1
style1 designP# is not -ery uneconomic. Therefore1 it needs to be studied more carefully.
A(<' FleJble &a53e/! !e$3'
This is also a relati-e important attribute. At present1 $T&C has four payment 'ays:
,ayment first1 recei-ing goods later.
,ayment and recei-ing goods are carried simultaneously.
,ay old order1 and then recei-ing goods of ne' order.
&ome customers are o'ed a definitely amount1 after ?4 days they 'ill pay a part or
the 'hole of this debt.
epending on customer9s prestige1 and rapport bet'een customer and $T&C1 e-ery
customer 'ill be applied one of these payment 'ays.
A)@' EJ!e/0/" 2#!s!a/0/" 0eb!'
According to customers1 this should be accompanied 'ith a flexible payment term. .t
helps customers sol-ing some their o'n urgent trading in case they ha-e not yet paid existing
debt in due course.
A)1' Re!#$//" ba0 ;#al!5 "220s
Added by customer1 its purpose is to ma)e a safe and confidence feeling at customer 'hen
buying goods from $T&C.
-'* ATTRIBUTES OF DELIVERY PROCESS'
A)(' Del:e$5 2/ !3e
A))' Re4e:e0 "220s $"%! as 2$0e$e0'
Both of these increase prestige of $T&C as 'ell its professional. .t also helps customers to
a-oid falling in bad situation 'hen carrying their business plan.
A)*' S3&le &$24e0#$e'
This attribute9s purpose is to sa-e customer9s time. .n -ie' of customers1 administrati-e
procedure of &tate2o'n Company is al'ays complicated. Therefore1 concentrating on
impro-ing procedures is one of important things of management board9s strategy.
A),' C%24e 21 &la4e a/0 !3e 12$ 0el:e$5'
Customers belie-e that choice a deli-ery place and time appropriate for their schedule
helps them ta)ing the initiati-e in their 'or)s.
A)-' Ha$09?2$D> 2$0e$l5 a/0 4a$e1#ll5 3a//e$ 21 &2$!e$'
%ith hard'or)ing and careful manner1 porters create a good impression to customer.
Customer 'ill feel more truth and be satisfied much more.
?@
A).' T$#4D 2$ :a/ ?!% /a3e a/0 l2"2 21 423&a/5'
Management board thin)s that this is to send a sign of professional image to customer.
Exist of this attribute 'ill impro-e satisfaction of customer. /o'e-er1 it is not exist1
customer9s satisfaction 'ill not be effected.
-', ATTRIBUTES OF PROBLEM SOLVING PROCESS'
A)=' N3ble a/0 !$#!% s2l:e$'
Management board belie-es that a competent sol-er 'ill instill confident to customer.
Customer 'ill not be hesitating to call to $T&C and tal) about her or his problem. As a result1
$T&C 'ill impro-e quality of its ser-ice as 'ell as goods meeting customers9 needs better.
Almost all customers are honest and straightfor'ard about their reasons for calling for
help. .t doesn9t ma)e sense for customer to in-ent a reason for calling unless she or he is
lonely and 8ust needs someone to tal) to "'hich happens sometimes#.
=ood business ethics start here. There are no short cuts around the truth and no one 'ill
last for long in business 'ithout being honest. The first rule of customer ser-ice is: .t is better
to disappoint a customer 'ith truth than to satisfy a customer 'ith a lie.
Accasionally1 the truth appears to be obstacle because it "5# is uncomfortable1 "3# results in
more 'or) or "?# unco-ers 'ea)ness in either you or your company. /o'e-er: "5#
uncomfortable situations are temporary and they are 'onderful gro'th opportunities for
people 'ith resilient personalities1 "3# if doing the right thing means 'or)ing harder then do it
and "?# unco-ering 'ea)ness is a golden opportunity to impro-e one9s ser-ice techniques.
%hen employees tell the truth1 the customer )no's 'here she or he stands. The employee
may either offer solutions to the customer9s problem or may relay 'hat the company 'ill do
to help him resol-e his difficulty. +ital to all communications 'ith customers1 honesty is the
best policy.
A)<' Q#4D s2l:/"'
This 'ill sa-e time of customer. Besides this1 management board thin)s that 'hen a
customer has problem1 she or he 'ill fall into annoyed situation. &he or he 'ill not be
unhappy and 'ant to tal) to another. &o it 'ill cause a bad image in other people9s mind.
Euic) sol-ing 'ill limit this situation and customer9s disappointment 'ill disappear quic)ly.
A*@' Ls!e/ !2 3e a/0 02/B! /!e$$#&!'
Customers 'ant to be heard. Management board belie-es that 'hen customer can tal)
much and someone listens to her or him1 and then customer9s annoyance 'ill decrease.
A*1' A 1$ee 4all l/e'
A*(' C2/!a4!/" 0$e4!l5 $ela!e0 0e&a$!3e/!s
A*)' G:/" V4e D$e4!2$Bs &%2/e /#3be$
Management belie-es that these three attributes 'ill help 4ustomer not being hesitate to
call to $T&C and tal) about her or his problem. As a result1 $T&C 'ill impro-e quality of its
ser-ice as 'ell goods easily and quic)ly.
A**' T%e l/e s sel023 b#s5'
Management board thin)s that customer 'ill disappointed much more 'hen she or he can
not call to $T&C to tal) about her or his problem.
?7
CHAPTER .
EFPECTATION AND PERCEPTION OF CUSTOMER'
Content of the chapter includes analysis and discussion about customers9 expectation
on attributes of quality of ser-ices offered by $T&C. Additionally1 results of measuring
customers9 perception on existing attributes of ser-ice 'ere also sho'n and compared 'ith
customers9 expectation to find the gaps. Besides this1 customers9 perception 'as also
compared 'ith mystery shoppers9 perception. ,urpose of this comparison is to chec)
customers9 partiality. .f results are -ery unequal1 especially for attributes 'hat met current
customers9 expectation1 then these results of the sur-ey need to be rechec)ed. An the contrary1
results are similarK this comparison is only use as reference. There is no decision made based
on this comparison. $indings of the sur-ey 'ere discussed in detail in follo'ing sections.
.'1 COMMON ATTRIBUTES'
The respondents clearly pay attention to qualification of employees 'ho contact and
process 'or)s relate to them. They expect these employees must be s)illed employees1 'ho
must )no'1 understand thoroughly their 8ob1 and do their 8ob 'ell. &o D/a-ing )no'ledge1
s)ill about 8obJ attribute 'as considered as the most important attribute. The second most
importance attribute is D!eeping promiseJ. The next four attributes are D%earing nametagJ1
D%illingness to explainJ1 DCourteousnessJ and D$riendlinessJ of employees. .t seems that
customers1 beside expectation on attributes relate to qualification and )eeping promise1 pay
attention much to the manner of employees9 beha-iors. *on2existing D%earing uniformJ
attribute is first one of three attributes at the bottom of list. E-en it is one of the bottom three
attributes1 but it 'as still considered as a fairly essential attribute. T'o least attributes are
D*ot doing thing else 'hen tal)ing to customerJ and D.ntroducing company name and
employee9s name 'hen tal)ing on the phoneJ. These attributes score in a range not -ery far
from the neutral point on the fi-e2point scale from D*ot at all essentialJ to DAbsolutely
essentialJ. Customers9 rate on these t'o attributes sho's that they seem to be facile
"Appendix B Table 5 6 $igure B.5#. /o'e-er1 they forget that if customer contact employees
do thing else 'hen tal)ing to customer1 thus this causes slo' examining customers9 orders.
4.95
4.85
4.59
4.58
4.56
4.54
3.92
3.69
3.59
,avi)* -)o.le/*e 0 s-ill
1ee+i)* +"omise
%ea"i)* )amea*
%illi)* o ex+lai)
Cou"eous)ess
("ie)/li)ess
%ea"i)* u)i2o"m
3o /oi)* !i)* else
I)"o/u$i)* )ame
C
o
m
m
o
n

a
t
t
r
i
b
u
t
e
s
Rating of customers
F"#$e .'1 Ra!/" 21 4#$$e/! 4#s!23e$s 2/ 42332/ a!!$b#!es'
&electing three of these attributes1 according to ho' important customers thin) they
are1 conforms a similar pattern as those mentioned abo-e. "Appendix B Table 3#.
According to measuring of customers on the company performance of existing
attributes1 the attribute of D!eeping promiseJ recei-ed the highest rating. This is an important
factor in )eeping customerK therefore $T&C needs to continue to strengthen it in future.
<4
D%earing nametagJ attribute 'as ran)ed at second position. The next three attributes ha-ing
similar le-els of perception by customers are DCourteousnessJ1 D%illingness to explainJ and
D$riendliness of employeesJ. Especially1 DD/a-ing )no'ledge1 s)ill about 8obJ attribute 'as
only rated around neutral point. D*ot doing necessary thing elseJ attribute 'as rated at the
second lo'est le-el before the D.ntroducing company name and employee9s nameJ attribute.
"Appendix B Table ?#.
Cefer to mystery shoppers9 perception1 the sur-ey has sho'n a nearly similar ran)ing.
T'o attributes 6 D!eeping promiseJ and D%earing nametagJ 6 recei-ed the highest rating.
Maybe $T&C has created its o'n cultural aspect. /o'e-er1 $T&C9s the importance 'ea)ness
is still D/a-ing )no'ledge and s)ill about 8obJ attribute "$igure B.3#. This result can pro-e
that customers are not partiality in e-aluating employees9 performance.
0 1 2 3 4 5 6
1ee+i)* +"omise
%ea"i)* )amea*
Cou"eous)ess
%illi)* o ex+lai)
("ie)/li)ess
,avi)* -)o.le/*e 0 s-ill
3o /oi)* !i)* else
I)"o/u$i)* )ame
C
o
m
m
o
n

a
t
t
r
i
b
u
t
e
s
Result of rating
&'se"' s!o++e"s
Cu""e) $usome"s
F"#$e .'( C23&a$s2/ be!?ee/ &e$4e&!2/ 21 4#$$e/! 4#s!23e$ a/0 &e$4e&!2/ 21
35s!e$5 s%2&&e$s 2/ 42332/ a!!$b#!es'

Based on results of measuring expectation and perception of customers on these
existing attributes1 there are t'o attributes ha-e been performed satisfactorily. They are
D%earing nametagJ and D!eeping promiseJ attribute. The other six attributes do not meet
customers9 expectation. /o'e-er1 $T&C should focus more on attributes such as D/a-ing
)no'ledge1 s)ill about 8obJ1 D$riendlinessJ1 DCourteousnessJ1 and D%illingnessJ. These
attributes scored in a range -ery high according to customers9 expectation. "Appendix B Table
< 2 $igure B.?#
0 1 2 3 4 5 6
,avi)* -)o.le/*e 0 s-ill
1ee+i)* +"omise
%ea"i)* )amea*
%illi)* o ex+lai)
Cou"eous)ess
("ie)/li)ess
3o /oi)* !i)* else
I)"o/u$i)* )ame
C
o
m
m
o
n

a
t
t
r
i
b
u
t
e
s
Raring of customers
4e"$e+io)
Ex+e$aio)
F"#$e .') C23&a$s2/ be!?ee/ eJ&e4!a!2/ a/0 &e$4e&!2/ 2/ 42332/ a!!$b#!es 21
4#$$e/! 4#s!23e$s'
<5
.'( ATTRIBUTES OF SHOWROOM'
Among attributes relate to sho'room1 the necessity of display all patterns is measured
nearly DAbsolutely essentialJ point on the fi-e2point scale from D*ot at all essentialJ to
DAbsolutely essentialJ. The next three attributes 6 DArea of ne' patternJ1 D,ar)ing lotJ1 and
D&ho'room 'ell decoratedJ 6 all ha-e similar le-els of measuring. This sho's customers9
concern about displaying and decorating of &ho'room. .t seems that if sho'room is
decorated attracti-ely and goods are displayed adequately1 customers 'ill be easy to compare
bet'een styles and choose an adequate pattern. Attribute of Description of specification of
patternJ is the second least concerned attribute. Cesult can be deduced that1 ceramic tile is a
)ind of simple product1 so description of its specification is unnecessary. Appearance of tile in
terms of color1 -ein and style is important factor for buying decision of customers. D$ree car
)eeping ser-iceJ attribute is the least one of the list. .t is rated at neutral point meaning
customers are indifferent 'ith it. "Appendix B Table > 6 $igure B.<#.
4.65
4.23
4.2
4.18
3.64
3.59
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5
5ll +ae")s /is+la'e/
3e. +ae") a"ea
4a"-i)* lo
%ell6/e$o"ae/ s!o."oom
Des$"i+io) +ae")7s s+e$i2i$aio)
("ee $a" -ee+i)*
A
t
t
r
i
b
u
t
e
s

o
f

s
h
o

r
o
o
m
Rating of customers
F"#$e .'* Ra!/" 21 4#$$e/! 4#s!23e$s 2/ a!!$b#!es 21 s%2?$223
The selecting three of these attributes according to their important based on -ie' of
customers does confirm the similar pattern. "Appendix B Table ;#
There are only three attributes of sho'room among attributes mentioned abo-e being
offered by $T&C. They are Displaying all patternsJ1 D,ar)ing lotJ and D&ho'room 'ell
decoratedJ. /o'e-er1 the first t'o ones are percei-ed best. The attribute D&ho'room 'ell
decoratedJ 'as only appraised at a-erage score. "Appendix B Table B#.
The same pattern of perception 'as gi-en from mystery shoppers. "$igure B.># This result
can pro-e that current customers are not partiality in measuring attributes.
4.57
4.24
3.45
5
4
3
0 1 2 3 4 5 6
5ll +ae")s /is+la'e/
4a"-i)* lo
%ell6/e$o"ae/ s!o."oom
A
t
t
r
i
b
u
t
e
s

o
f

s
h
o

r
o
o
m
Result of rating
Cu""e) $usome"s &'se"' s!o++e"s
F"#$e .', C23&a$s2/ be!?ee/ &e$4e&!2/ 4#$$e/! 4#s!23e$s a/0 &e$4e&!2/ 21
35s!e$5 s%2&&e$s 2/ a!!$b#!es 21 s%2?$223'
<3
According to abo-e analysis1 it is easy to infer that there are only t'o attributes 'hat
$T&C has implemented suitable to customers9 expectation. They are Displaying all patternsJ
and D,ar)ing lotJ. D&ho'room 'ell decoratedJ has yet met customers9 expectation. Therefore1
$T&C should add an area for ne' pattern as customers ha-e suggested. "Appendix B Table @a
6 $igure B.;#
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5
All patterns displayed
Parin! l"t
#ell$de%"rated s&"'r""(
Rating of customers
Per%epti"n
E)pe%tati"n
F"#$e .'- C23&a$s2/ be!?ee/ eJ&e4!a!2/ a/0 &e$4e&!2/ 2/ a!!$b#!es 21 s%2?$223
21 4#$$e/! 4#s!23e$s'
About opening hours of sho'room1 it is surprising that nearly three2fourth customers
selected the second option among three options. &o opening hours from @:?4 to 5@:44 of
sho'room can be applied for sho'room after this sur-ey. "Appendix B 2 Table @b#.
.') ATTRIBUTES OF BUSINESS SUPPORT ACTIVITIES'
According to customers1 D,ro-iding free samplesJ and D,ro-iding free catalogue1 shop
sign and shelfJ to use at customers9 outlet are t'o most important attributes in business
support acti-ity. They 'ere scored at the same point based on customers9 measuring. The next
t'o attributes are D/olding customer meetingJ and D+isiting customerJ. The DAd-ertising
goods of $T&C 'ith customer9 addressJ attribute 'as not considered by customers as an
essential attribute. Because if end consumer is attracted by ceramic tiles of $T&C and 'ant to
buy it1 they 'ill only come to the nearest construction material outlet or they 'ill come to the
outlet 'here they buy frequently. This is one characteristic of construction material mar)et in
+iet *am. And the last one1 printing name and logo of $T&C on order form1 correspondences1
and en-elope 'as only rated at neutral point. $or customers1 this attribute is not -ery
essential. "Appendix B 2 Table 7 and $igure B.B#
4.67
4.67
4.38
4.16
3.71
3.59
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5
("ee +"ovi/i)* sam+le
("ee +"ovi/i)* mae"ial
,ol/i)* Cusome" &eei)*
8isii)* $usome"
("ee a/ve"isi)*
Com+a)' )ame o) lee"
A
t
t
r
i
b
u
t
e
s

o
f

b
u
s
i
n
e
s
s

s
u
o
!
o
r
t

a
c
t
i
"
i
t
i
e
s
Rating of customers
F"#$e .'. Ra!/" 21 4#$$e/! 4#s!23e$s 2/ a!!$b#!es 21 b#s/ess s#&&2$! a4!:!es'
Can)ing three most important attributes among these attributes sho'n the same result.
"Appendix B 2 Table 54#.
<?
,erception on company performance of existing attributes such as D$ree pro-iding
sample1 D$ree pro-iding catalogue1 shop sign and shelfJ1 D/olding customer meetingJ is
good. These three attributes score in a range around four point fi-e. D+isiting customerJ
attribute 'as only measured at a-erage le-el. "Appendix B 2 Table 55#.
%hen measuring mystery shoppers9 perception on existing attributes of business support
acti-ities1 the same result is found. D/olding Customer MeetingJ attribute 'as not rated in
this comparison because mystery shoppers had had no ideas. &imilar as result of measuring
common attributes1 the sur-ey sho's that customer contact employees has done attributes of
business support acti-ities such as D,ro-iding free sampleJ and D,ro-iding free materialJ 'ell
'hen ma)ing a transaction 'ith ne' customers. "$igure B.@#. This result can pro-e that
customers are not partiality in e-aluating business support acti-ities.
4.69
4.63
3.52
4.75
4.75
3.75
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5
("ee +"ovi/i)* sam+le
("ee +"ovi/i)* mae"ial
8isii)* $usome"
A
t
t
r
i
b
u
t
e
s

o
f

b
u
s
i
n
e
s
s

s
u
!
!
o
r
t

a
c
t
i
"
i
t
i
e
s
Result of rating
Cu""e) $usome" &'se"' s!o++e"s
F"#$e .'= C23&a$s2/ be!?ee/ &e$4e&!2/ 21 4#$$e/! 4#s!23e$s a/0 &e$4e&!2/ 21
35s!e$5 s%2&&e$s 2/ s23e a!!$b#!es 21 b#s/ess s#&&2$! a4!:!es'
Comparison to find gaps bet'een expectation and perception on these existing attributes1
the result indicated that $T&C has performed satisfactorily at the three attributes: D,ro-iding
free catalogueJ1 D,ro-iding free sampleJ and D/olding customer meetingJ. The D+isiting
customerJ attribute recei-ed a -ery high rating from customers9 expectation but $T&C still has
not satisfied its customers yet. This acti-ity of $T&C is only e-aluated at a-erage le-el. &o it
'ants to be focused on more in tuning $T&C9 s strategy in the future. .f $T&C do -isiting
customer 'ell1 beside meeting customers9 expectation1 $T&C can ma)e relationship bet'een
it 'ith customers better. And it can also understand customer9 business operation better. As a
result1 it can build a ser-ice strategy more suitable to its customers. "Appendix B 2 Table 53
and $igure B.7#.
0 1 2 3 4 5
("ee +"ovi/i)* sam+le
("ee +"ovi/i)* mae"ial
,ol/i)* Cusome" &eei)*
8isii)* $usome"
A
t
t
r
i
b
u
t
e
s

o
f

b
u
s
i
n
e
s
s

s
u
!
!
o
r
t

a
c
t
i
"
i
t
i
e
s
Rating of customers
4e"$e+io)
Ex+e$aio)
F"#$e .'< C23&a$s2/ be!?ee/ eJ&e4!a!2/ a/0 &e$4e&!2/ 2/ a!!$b#!es 21 b#s/ess
s#&&2$! a4!:!es 21 4#$$e/! 4#s!23e$s'
<<
.'* ATTRIBUTES OF ORDERING PROCESS'
The sur-ey indicated that three attributes 2 DExtension outstanding debtJ1 DCeturning bad
quality goodsJ and D$lexible payment termsJ 'ere scored at high le-el according to
customers9 expectation. As seen1 t'o of three attributes relate to settlement 6 an important
matter in any transaction requiring subtlety of seller. .f the seller is complaisant1 his money
'ill be appropriated. But if the seller has a firm attitude in payment1 his customers 'ill lea-e
him. As a result1 his business 'ill be fail too. The customers9 next concerns are producing
goods to specification1 simple procedure and examining orders quic)ly. .n fact1 putting
attributes in this order is relati-e as these attributes recei-ed nearly similar rating. They are
scored in a range near maximum point. T'o attributes 6 DEasy to fill out formJ and D$orm is
easy to understandJ 6 are the least ones. They are scored in a range not far from neutral point
pro-ing customers9 indifferent to t'o these attributes "Appendix B2Table 5? and $igure B.54#.
4.87
4.8
4.76
4.66
4.65
4.56
3.27
3.27
0 1 2 3 4 5 6
Exe)sio) ousa)/i)* /e9
Reu")i)* 9a/ :uali' *oo/s
(lexi9le +a'me) e"m
Cusomizaio) o"/e"
Sim+le +"o$e/u"e
Exami)i)* o"/e"s :ui$-l'
Eas' o 2 ill ou 2 o"m
Eas' o u)/e"sa) 2o"m
A
t
t
r
i
b
u
t
e
s

o
f

o
r
d
e
r
i
n
g

!
r
o
c
e
s
s
Rating of customers
F"#$e .'1@ Ra!/" 21 4#$$e/! 4#s!23e$s 2/ a!!$b#!es 21 2$0e$/" &$24ess
The selecting three of these attributes according to -ie' of customers ho' important they
are does confirm the similar pattern. "Appendix B 2 Table 5<#.
At present1 these attributes all are being pro-ided by $T&C. .n measuring them1 the sur-ey
indicated that DExtension outstanding debtJ is the most fa-orably percei-ed. This is presents
trust of $T&C to its customers. And it also sho's customers9 prestige in loo) of $T&C
management board. The next attribute is D&imple procedureJ. DArder form is easy to
understandJ and DTo fill outJ are percei-ed good after attributes 2 DExtension outstanding
debtJ and D&imple procedureJ. /o'e-er1 this result has no important signification because
customers did not place their attention on them. The next three attributes are measured o-er
a-erage score not -ery much are DExamining order quic)lyJ1 D$lexible payment termJ and
DCeturning bad quality goods after recei-edJ. Almost three attributes are as near as ma)es no
difference. The attribute DCustomi(ationJ is the least one in customers9 perception. Customers
presented their dissatisfaction on this attribute.
According to the sur-ey1 'or)ing hours of sales department ha-e been also suggested
from @:?4 to 5@:44. "Appendix B 2 Table 5>a1b#.
<>
Cating of mystery shoppers on performance of these attributes is nearly similar 'ith rating
of current customers. The only difference is mystery shoppers9 measuring on attribute
DExamining orders quic)lyJ lo'er than current customers9 -ery much. This result is because
mystery shoppers as)ed a lot of requirements intentionally. Than) to this intention1 $T&C9s
one strength has exposed. .t is D$lexible payment termJ attribute. E-en it is only rated at
a-erage point1 but for a &tate2o'n company li)e $T&C1 this attribute has pro-ed $T&C9s
effort to offer its customers a flexible payment term. "$igure B.55#.
4.64
4.57
4.54
3.37
3.33
3.32
2.6
4.75
4.75
4.75
2.75
3.5
2.75
2.25
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5
Sim+le +"o$e/u"e
Eas' o 2 ill ou 2o"m
Eas' o u)/e"sa) 2 o"m
Exami)i)* o"/e"s :ui$-l'
(lexi9le +a'me) e"m
Reu")i)* 9a/ :uali' *oo/s
Cusomizaio) o"/e"
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Result of rating
Cu""e) $usome"s &'se"' s!o++e"s
F"#$e .'11 C23&a$s2/ be!?ee/ &e$4e&!2/ 4#$$e/! 4#s!23e$s a/0 &e$4e&!2/ 21
35s!e$5 s%2&&e$s 2/ a!!$b#!es 21 2$0e$/" &$24ess'
.n comparing bet'een expectation and perception of customers1 there are only t'o
attributes 'hat $T&C has performed -ery 'ell and satisfied customers. They are D&imple
procedureJ and DExtension outstanding debtJ. /o'e-er1 there exists significant performance
gaps of the other six attributes 6 DArder form is easy to understandJ1 DEasy to fill in order
formJ1 DExamining order quic)lyJ1 DCeturning bad quality goods after recei-edJ1 D$lexible
payment termJ and DCustomi(ationJ. "Appendix B 2 Table 5; and $igure B.53#.
0 1 2 3 4 5 6
Exe)sio) ousa)/i)* /e9
Reu")i)* 9a/ :uali' *oo/s
(lexi9le +a'me) e"m
Cusomizaio) o"/e"
Sim+le +"o$e/u"e
Exami)i)* o"/e"s :ui$-l'
Eas' o 2ill ou 2o"m
Eas' o u)/e"sa) 2o"m
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Rating of customers
Ex+e$aio) 4e"$e+io)
F"#$e .'1( C23&a$s2/ be!?ee/ eJ&e4!a!2/ a/0 &e$4e&!2/ 2/ a!!$b#!es 21 2$0e$/"
&$24ess 21 4#$$e/! 4#s!23e$s'
<;
Therefore1 $T&C should focus more on the last four attributes because it is currently
underachie-ing these four important attributes 'hile the performance of the first t'o
attributes of six attributes mentioned abo-e 'ith lo'er importance are satisfactory.
.', ATTRIBUTES OF DELIVERY PROCESS'
$indings of research do disclose that DCecei-ing goods as orderedJ is the attribute only
reaching the maximum score on the fi-e2point scale. The next attribute 2 Deli-ery on timeJ
also recei-ed the high score. The attribute coming after Deli-ery on timeJ attribute is
D&imple procedureJ. Three attributes 6 DChoice for place H time deli-eryJ1 D/eaping up
goods orderlyJ and D/ard2'or)ing portersJ ha-e nearly similar score. The least attribute
DCompany name and logo on -anJ is not required much by customers. Maybe customers
implicated that $T&C can use any truc)G-an of $T&C or $T&C hired to deli-ery goods to their
outlet. "Appendix B 2 Table 5B and $igure B.5?#.
F"#$e .'1) Ra!/" 21 4#$$e/! 4#s!23e$s 2/ a!!$b#!es 21 0el:e$5 &$24ess
&electing three attributes being the most important attributes among these se-en attributes
has the same result. "Appendix B 2 Table 5@#.
Cesult of measuring customers9 perception about these attributes indicates that DCecei-ing
goods as orderedJ is rated at nearly absolute score. Ab-iously1 $T&C did this thing -ery 'ell.
T'o next attributes in rating list are D&imple procedureJ and Deli-ery on timeJ. Attribute
D,orters 'or) hardJ has been recei-ed a strongly agreeing from customers. D/eaping up
goods orderlyJ has the same score 'ith attribute D,orters 'or) hardJ. T'o attributes at the
bottom of list are DChoice for place H time deli-eryJ and DThe -an has name and logo of
companyJ. "Appendix B 2 Table 57#.
Comparison bet'een the expectation and the perception of customers on these existing
se-en attributes re-eals that $T&C has performed satisfactorily at the fi-e attributes. They are
D&imple procedureJ1 DCecei-ing goods as orderedJ1 D,orters 'or) hardJ1 D/eaping up goods
orderlyJ and DThe -an has name and logo of companyJ. /o'e-er1 among these fi-e
attributes1 DCecei-ed goods as orderedJ1 D,orters 'or) hardJ1 and D/eaping up goods
orderlyJ are attributes 'hat their performance is fairly lo'er than customers9 expectation.
Therefore e-en they met customers9 requirements1 they still are needed to impro-e.
Additionally1 attribute expected much is DChoice for place and time deli-eryJ performed
lo'er expectation of customers. Especially1 e-en recei-ed the highly rating1 attribute
Deli-ery on timeJ still has not yet satisfied customers9 expectation. &o in the future1 $T&C
should focus more on these problems in ad8usting its strategy. "Appendix B 2 Table 34 and
$igure B.5<#.
5
4.79
4.45
4.2
4.19
4.19
3.57
0 1 2 3 4 5 6
Cecei-ing goods as ordered
eli-ery on time
&imple procedure
Choice for place and time deli-ery
,orters 'or) hard
/eaping up goods orderly
Company name and logo on -an
A
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#

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Rating of customers
<B
F"#$e .'1* C23&a$s2/ be!?ee/ eJ&e4!a!2/ a/0 &e$4e&!2/ 2/ a!!$b#!es 21 0el:e$5
&$24ess 21 4#$$e/! 4#s!23e$s'
.'- ATTRIBUTES OF PROBLEM SOLVING PROCESS'
Appraisement on attributes of problem sol-ing process according to customers9
expectation re-eals that its t'o most important attributes are DLine must be seldom busyJ and
DAll problems must be sol-edJ. T'o attributes coming next are D,roblem should be sol-ed
quic)lyJ and D*imble sol-erJ. At fifth position of this list is DContacting directly
departmentsJ. D/a-ing free call lineJ and D=i-ing irector9s phone numberJ are the least
ones of list. This is a surprising1 because through inter-ie'1 management of $T&C said that
D=i-ing irector9s phone numberJ and D/a-ing a free call lineJ are their impro-ement. They
hope that than)s to these attributes1 customers9 problems and complaint 'ould be resol-ed
quic)ly1 and customers 'ould not reluctant to complain. "Appendix B2Table 351 $igure B.5>#.
4.65
4.62
4.5
4.49
4.3
3.44
3.27
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5
;i)e is sel/om 9us'
5ll +"o9lems solve/
4"o9lem solve/ :ui$-l'
3im9le solve"
Co)a$i)* /i"e$l' /e+.
,avi)* 2"ee $all li)e
<ivi)* Di"e$o"7s +!o)e )um9e"
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Rating of customers
F"#$e .'1, Ra!/" 21 4#$$e/! 4#s!23e$s 2/ a!!$b#!es 21 &$2ble3 s2l:/" &$24ess'
&electing three attributes being the most important attributes among these se-en attributes
has the same pattern. "Appendix B 2 Table 33#.
Among se-en attributes mentioned abo-e1 the attribute D/a-ing a free call lineJ is non2
existing attribute at present. DContacting directly departmentsJ attribute recei-ed a highest
rating. .t presented $T&C9s determine in order to sol-e customers9 problems quic)ly.
0 2 4 6
Cight goods
eli-ery on time
&imple procedure
Choice place H time
,orters 'or) hard
/eaping up orderly
Company name on -an
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Ex+e$aio) 4e"$e+io)
<@
/o'e-er1 the result is not as expected because attribute 6 D,roblem sol-ed quic)lyJ 6 is
only rated o-er neutral le-el not -ery much. D=i-ing irector9s phone numberJ and DAll
problems sol-edJ are t'o attributes 'hat $T&C has done -ery 'ell. But t'o important
attributes 6 D*imble sol-erJ and DLine is seldom busyJ 6 recei-ed the lo'est rating according
to customers9 perception "Appendix B 2 Table 3?#.
Mystery shoppers9 perception also ga-e the similar conclusion. "$igure B.5;#.
4.85
4.64
4.4
3.65
3.49
3.14
5
5
4.25
3.5
3
3
0 1 2 3 4 5 6
Co)a$i)* /i"e$l' /e+.
<ivi)* Di"e$o"7s +!o)e )um9e"
5ll +"o9lems solve/
4"o9lem solve/ :ui$-l'
3im9le solve"
;i)e is sel/om 9us'
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Result of rating
Cu""e) $usome" &'se"' s!o++e"s
F"#$e .'1- C23&a$s2/ be!?ee/ &e$4e&!2/ 4#$$e/! 4#s!23e$s a/0 &e$4e&!2/ 21
35s!e$5 s%2&&e$s 2/ a!!$b#!es 21 &$2ble3 s2l:/" &$24ess'
Comparison bet'een customers9 expectation and their perception presents a -ery bad
result. There is no attributes suited customers9 expectation excluding D=i-ing irector9s
phone numberJ attribute. /o'e-er1 it is the lo'est important attribute. DContacting directly
departmentsJ attribute recei-ed the -ery high rating. %hile four attributes 'ith -ery high
importance 6 DLine seldom busyJ1 DAll problems should sol-edJ1 D,roblem sol-ed quic)lyJ
and D*imble sol-erJ are underachie-ing. &o1 $T&C must try to find cause of these gaps. E-en
customers ha-e been allo'ed to contact directly department and gi-en irector9s phone
number1 but 'hy ha-e all problems not been resol-ed yet completely and 'hy are problems
resol-ed not quic)ly: $T&C should re2tune its focus in the future on these gaps. "Appendix B
2 Table 3< and $igure B.5B#.
0 1 2 3 4 5 6
;i)e is sel/om 9us'
5ll +"o9lems solve/
4"o9lem solve/ :ui$-l'
3im9le solve"
Co)a$i)* /i"e$l' /e+.
<ivi)* Di"e$o"7s +!o)e )um9e"
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Rating of customers
4e"$e+io)
Ex+e$aio)
F"#$e .'1. C23&a$s2/ be!?ee/ eJ&e4!a!2/ a/0 &e$4e&!2/ 2/ a!!$b#!es 21 &$2ble3
s2l:/" &$24ess 21 4#$$e/! 4#s!23e$s'
<7
.'. SUMMARY
&o far1 through the sur-ey1 expectation and perception of customers on attributes of
ser-ice quality in $T&C explored. The gaps bet'een expectation and perception of customers
'ere also identified. These findings summari(ed as belo':
.'.'1 C2332/ a!!$b#!es
Among nine attributes measured on customers9 expectation1 there are eight existing
attributes. $ollo'ing the order of descending important le-el1 these eight are D/a-ing
)no'ledge and s)illJ1 D!eeping promiseJ1 D%earing nametagJ1 D%illing to explainJ1
DCourteousnessJ1 D$riendlinessJ1 D *ot doing thing elseJ1 and D.ntroducing nameJ.
The only non2existing attribute 6 D%earing uniformJ 6 'as ran)ed at se-enth position
abo-e attributes 2 D*ot doing thing elseJ and D.ntroducing nameJ.
Customer contact employees9 )no'ledge and s)ill 'ere e-aluated only at the a-erage.
.n the meantime1 this attribute should recei-e the -ery high rating according to
customers9 expectation 2 nearly absolutely essential point on scale from D*ot at all
essentialJ to DAbsolutely essentialJ.
The manners of employees9 beha-iors 'ere also paid attention to -ery much by
customers. These are 'illingness1 courteousness1 and friendliness. /o'e-er1 these
ha-e yet satisfied customers according to their perception.
T'o attributes satisfied customer are D!eeping promiseJ and D%earing nametagJ.
.n the future1 $T&C management board should consider the non2existing attribute 6
D%earing uniformJ1 because it has also recei-ed the relati-e high rating.
.'.'( A!!$b#!es 21 s%2?$223
There are six attributes1 in descending important order based on customers9
expectation1 being DAll patterns displayedJ1 D*e' pattern areaJ1 D,ar)ing lotJ1 D%ell2
decorated sho'roomJ1 Description pattern9s specificationJ1 and D$ree car )eepingJ.
Among of these1 there are only three existing at the present. They are DAll patterns
displayedJ1 D,ar)ing lotJ1 and D%ell2decorated sho'roomJ.
Among of the existing attributes1 $T&C has met customers9 expectation on t'o
important attributes 6 DAll patterns displayedJ and D,ar)ing lotJ.
The other important attribute 6 D%ell2decorated sho'roomJ 6 should be focused on
more by $T&C1 because it has not met customers9 expectation.
Among of three non2existing attributes1 D*e' pattern areaJ attribute has been
estimated being the second important attribute after DAll patterns displayedJ attribute.
.n the near future1 $T&C should add quic)ly this attribute. The last t'o attributes are
scored in a range not -ery far from the a-erage.
.'.') A!!$b#!es 21 b#s/ess s#&&2$! a4!:!es
There are six attributes1 in descending important order based on customers9
expectation1 being D,ro-iding free sampleJ1 D,ro-iding free materialJ1 D/olding
Customer MeetingJ1 D+isiting CustomerJ1 D$ree ad-ertisingJ1 and DCompany name on
letterJ. Among of these1 there are only four existing at the present. They are the first
four attributes.
$T&C has met customers9 expectation on three important existing attributes 6
D,ro-iding free sampleJ1 D,ro-iding free materialJ1 and D/olding Customer MeetingJ.
.n the future1 $T&C should study more about the non2existing attribute 6 D$ree
ad-ertisingJ. This attribute also recei-ed the fairly high rating.
>4
.'.'* A!!$b#!es 21 2$0e$/" &$24ess
At the present1 eight attributes measured on customers9 expectation all are offered by
$T&C. $ollo'ing the order of descending important le-el1 they are DExtending
outstanding debtJ1 DCeturning bad quality goodsJ1 D$lexible payment termJ1
DCustomi(ation orderJ1 D&imple procedureJ1 DExamining orders quic)lyJ1 DEasy to fill
out formJ1 and DEasy to understand formJ. The last t'o are scored in a range not far
from neutral point.
Among of the first six important attributes1 $T&C has performed -ery 'ell only t'o
attributes 2 DExtending outstanding debtJ1 and D&imple procedureJ.
The performance of the four remains 2 DCeturning bad quality goodsJ1 D$lexible
payment termJ1 DCustomi(ation orderJ1 and DExamining orders quic)lyJ 2 is percei-ed
being lo'er than expectation much.
.'.', A!!$b#!es 21 0el:e$5
&e-en attributes measured on customers9 expectation all are offered by $T&C1 at the
present. .n descending important order1 they are DCecei-ing goods as orderedJ1
Deli-ery on timeJ1 D&imple procedureJ1 DChoice for place and time deli-eryJ1
D,orters 'or) hardJ1 D/eaping up goods orderlyJ1 and DCompany name and logo on
truc)J. The last is scored in a range not far from neutral point.
Among of the first six important attributes1 $T&C has not satisfied its customers on
t'o attributes 2 DChoice for place and time deli-eryJ and Deli-ery on timeJ.
.'.'- A!!$b#!es 21 &$2ble3 s2l:/"
Among se-en attributes measured on expectation1 there are six existing attributes.
$ollo'ing the order of descending important le-el1 they are DLine is seldom busyJ1
DAll problem sol-edJ1 D,roblem sol-ed quic)lyJ1 D*imble sol-erJ1 DContacting
directly departmentJ1 and D=i-ing +ice irector9s phone numberJ. The only non2
existing attribute 6 D/a-ing free call lineJ 6 'as ran)ed at sixth position abo-e
D=i-ing +ice irector9s phone numberJ attribute.
The top four most important attributes 2 DLine is seldom busyJ1 DAll problem sol-edJ1
D,roblem sol-ed quic)lyJ1 and D*imble sol-erJ all ha-e not met customers9
expectation. .n fact1 e-en DAll problem sol-edJ attribute recei-ed the -ery high rating
from customers9 perception "mean of <.< o-er the >2point scale#1 but it still has yet
satisfied customers.
>5
CHAPTER =
DEVELOPING STRATEGY
$T&C9s basic business goals are to achie-e competiti-e ad-antage and ma)e a profit1
ho'e-er if only focusing on quality of goods is not enough in current fierce competiti-e
mar)et. Thereto $T&C should turn its attention to nurturing the relationship 'ith its customer
and pro-ide a ser-ice that satisfies customers better. Customer satisfaction pro-ides many
benefits for $T&C1 and higher le-els of customer satisfaction lead to greater customer loyalty.
.n the long run1 it is more profitable to )eep good customers than to constantly attract and
de-elop ne' customers to replace the ones 'ho lea-e. /ighly satisfied customers spread
positi-e 'ord of mouth and in effect become a 'al)ing1 tal)ing ad-ertisement for $T&C1
'hich lo'est the cost of attracting ne' customer. Ab-iously1 this is particularly important for
$T&C1 because 'ith its existing reputation associated 'ord of mouth of loyal customers are
)ey information sources for ne' customers 6 meaning a increasing of mar)et share. /igh
satisfaction is an insurance police against something going 'rong1 'hich it ine-itably 'ill
because of the -ariability associated 'ith ser-ice. Long2term customers are more forgi-ing in
these situations because an occasional bad experience 'ill be offset by pre-ious positi-e ones1
and satisfied customers are less susceptible to competitors9 offerings. .t is no 'onder that
companies ha-e become obsessed 'it customer satisfaction1 gi-en it direct lin) to customer
retention1 mar)et share1 and profit.
Therefore this chapter 'as 'ritten to de-elop ser-ice quality management strategy that
enable $T&C to meet the needs of its customers better1 'hat mean to achie-e a competiti-e
ad-antage and ma)e a profit. %hen analy(ing findings of sur-ey1 researcher tried to specify in
e-ery stages of the ser-ice deli-ery process factors creating gaps1 then $T&C 'ill design
methods ho' to pre-ent and close them. This 'as suggested as basic frame'or) for
continuous impro-ement programs.
&canning through the abo-e analysis1 one important matter is needed to consider that the
quality impro-ement does not necessarily requires big changes in technology or physical
facility1 but the company ha-e to a'are the concept of quality and a -alue2added approach in
each tas)1 each stage of its ser-ice deli-ery process. The quality must be designed into each
process such as ordering1 deli-ery1 and problem sol-ing1 'hich are offered to the customer.
='1 SERVICE STRATEGY
='1'1 Mss2/ a/0 :s2/
$T&C commits to cooperate 'ith its customers in manufacturing and selling ceramic tiles1
based on caring its customers by offering ser-ices that is far superior to its competitors.
.t is also based on training employees to help them finding easy in continuous
impro-ement of producing and ser-ing customer through programs that enable each employee
to do as 'ell as possible.
Tis stems from result of sur(e%6 emplo%ees. >no)ledge6 s>ill6 and manners of ,ea(iors
all a(e not met customers. e8pectation*
$T&C9s -ision is becoming the leader in manufacturing ceramic tiles associated 'ith
excellent ser-ices in +ietnam &outh area.
>3
='1'( B#l0/" 42$e :al#es
.t is 'orth to note that for this strategy1 to impro-e the ser-ice quality1 the $T&C
management board carried out programs for the t'o sides of the company sta)eholder: the
customer and the company itself. This is because:
4 A,out te first side6 troug te sur(e% conducted on customers6 findings indicated tat
most of te important attri,utes of eac ser(ice deli(er% process all a(e %et satisfied
customers*
4 A,out te second side6 according to result of te informal sur(e% conducted on fort%4four
emplo%ees6 almost tese emplo%ees a(e %et in(ol(ed into and percei(ed on e8isting
ser(ice strateg% )ell* Te% also a(e %et impro(ed teir dail% ?o,s ,etter*
/ence1 in this time1 $T&C9s ser-ice strategy 'ill concentrates on building three core
-alues:
CCustomer First*
E-ery effort and attention of $T&C on impro-ement must base on satisfying its
customers9 needs.
C7mplo%ee in(ol(ement
Employees are not as operati-es1 but as players actually on the pitch 6 meaning in this
strategy. *obody else but those scores goals or ma)es profit and build successfully
competiti-e ad-antage for $T&C. Employee in-ol-ement has been conducted in the
form of problem sol-ing1 decision2ma)ing and business operations. But it has not been
planned and organi(ed systematically. This problem 'ill recei-e more management9s
attention 'ith purpose of instilling feeling DCompany is the second familyJ in
employees.
CContinual impro(ement*
The correcti-e action system may thro' up problems that cannot be sol-ed
immediately. They may require more fundamental re-ision. A )ey part of quality
system is the continuous impro-ement strategy. There should be an unceasing effort to
identify the )ey ser-ice characteristics and ho' they might be impro-ed. .n today9s
mar)etplace1 any productGser-ice combination that is the same as it 'as last year is
almost certainly not meeting present needs.
='1') G2als
$T&C9s goal for this strategy is to impro(e customer satisfaction to more tan 9<D*
"t means FTSC )ill ,e rated o(er point of +*- on a -4point scale for attri,utes of ser(ice
0ualit% mentioned in capter 1 ,% its customers*
.t is hard to achie-e this goal if $T&C management board and employees do not
concentrate on strategy 'ith their all effort. Because1 among forty2four attributes in-estigated1
there are thirty2t'o attributes scored o-er point four of the fi-e2point scale according to
customers9 expectation. /o'e-er1 among of these thirty2t'o attributes1 there are only about
thirty2se-en percent satisfied customers 'ith point o-er <.>.
='1'* EJ!e$/al a/al5ss
.n analy(ing external and internal factors1 this research 'ill focus only on aspects
'hat affect for planning strategy.
='1'*'1 E/:$2/3e/! a/al5ss
About social en-ironment1 in recent year1 beside quality of goods1 associated high
quality ser-ices are considered as a must2be factor in decision2ma)ing of purchasing
of +ietnamese customers. /ence1 turning strategy to focus more on quality of
ser-ice of $T&C is right decision.
>?
='1'*'( I/0#s!$5 a/al5ss
a' P2!e/!al 423&e!!2$s
.n current situation1 the barrier to entry ceramic tiles industry is high because it
requires ne' comers ha-ing a large capital. Additionally1 the =o-ernment has
been planning to promulgate a decree of prohibition of in-estment on pro8ects
relate to increasing capacity of ceramic tiles.
b' R:al$5 a32/" /4#3be/! 423&a/es
At present1 ceramic tiles industry is becoming consolidated and is dominated
by a small number of large companies such as ong Tam1 Thanh Thanh1
$T&C1 My uc1 Taicera. They )no' and understand each other clearly. They
all ha-e many experiences in their field. /ence1 competition becomes fiercer1
more complicated than before.
4' T%e ba$"a//" &2?e$ 21 b#5e$s
As a result of excess capacity of ceramic tiles1 the bargaining po'er of buyers
is high. The buyers can s'itch orders bet'een companies at a lo' cost as 'ell
as they can purchase ceramic tiles from se-eral companies at once. Therefore1
)eeping a customer and ha-ing a loyal customer depend on ho' companies
ser-e herGhim.
='1'*') C23&e!!2$s a/al5ss
Through inter-ie's 'ith customers1 &ales Manager of $T&C1 as 'ell as
collecting information from other sources such as ne'spaper1 construction
8ournal1 a strategic profile and position of $T&C9s ma8or competitors 'ere
determined as belo'. 0nfortunately1 the research has not collected reliable
significant information about ser-ice quality of the competitors.
a' D2/" Ta3 C23&a/5
This is a 8oint -enture company bet'een Tai'an and Long An To'n. .ts
business strategy focuses on product differentiation. ong Tam9s tiles are high
quality goods 'ith -ariety styles for choosing. Additionally1 ong Tam builds
frequently programs to ad-ertise and promote its brand. According to all
inter-ie'ees9 feeling1 ong Tam is the only company that has the largest
ad-ertising expense in +ietnam &outh. They said they al'ays read1 and see
ad-ertisements of ong Tam on tele-ision1 ma8or ne'spapers of local and
central1 billboards on streets. Besides this1 ong Tam has an o'n football team
playing at national A5 le-el. ong Tam is also a -ery famous philatelist in /o
Chi Minh City. But its 'ea)ness is about price. ong Tam ceramic tiles are
sold 'ith a price higher than its competitors. Any'ay1 ong Tam is $T&C9s the
most po'erful competitor.
b' T%a/% T%a/% C23&a/5
This is a &tate2o'n company. Li)e ong Tam1 Thanh Thanh Company9s
business strategy focuses on product differentiation. Thanh Thanh is Dthe first
mo-erJ in this field. .t penetrated into ceramic tiles mar)et since 577>.
Therefore it has built reputation and brand name before $T&C entered. Thanh
Thanh1 ho'e-er1 only focuses on quality of goods and designing styles. This
competitor has many characteristics similar $T&C9s.
4' M5 D#4> Ta4e$a> W%!e%2$se
They are also 8oint2-enture companies. They 'ere established after $T&C.
Their strategy is also focusing on quality of goods and designing styles.
><
According to salespeople of $T&C1 based on obser-ation on -isible performance1 ma8or
competitors of $T&C only focus on quality of goods and designing styles. *one of them1 so
far1 presents turning their attention to ser-ice quality or their ser-ice quality is e-aluated 'ell
than the others. Among of them1 including $T&C1 there are only 3 companies gained
certificate of .&A 7444. They are ong Tam1 in 57771 and $T&C1 in 3444.
='1', I/!e$/al a/al5ss
.n this section1 strength and 'ea)ness of $T&C are analy(ed based on findings of the
sur-ey.
='1','1 S!$e/"!%s8
The first strength of $T&C is management commitment. This is exposed clearly
through inter-ie's. The management commitment to the quality policy 'as
recogni(ed as an important element contributing to the current position of $T&C.
$rom the top management do'n to first line managers1 the idea of customer focus and
high quality of ser-ice is leading their e-ery day performances.
Experienced employees1 most of those ha-e 'or)ed for $T&C for o-er fi-e years.
Company reputation and strong relationship.
Among one hundred ele-en customers participated in the sur-ey1 thirty of them ha-e
cooperated 'ith $T&C o-er four years and fifty2one customers from one to four years.
Ane other strength is $T&C has recei-ed acti-e support from its partner 6 &ACM. 'ho
transfers technology of manufacturing ceramic tiles to $T&C. E-ery ; months1
&ACM. in-ites $T&C9s engineers going to .talia to be trained. E-en though1 these
training programs9 topic is about engineering1 but &ACM. also promises to train
salespersons1 staff of mar)eting department if $T&C as)s.
='1','( WeaD/esses8
The ser-ice quality system 'as not synchronically set up: .n $T&C1 ser-ice attributes
'ere designed mainly by experiences. Some attri,utes terefore did not ,e e8pected
from customers suc as C7as% to understand form6 C7as% to fill in form6 CCompan%
name and logo on truc>6 and C;i(ing Vice 3irector. s pone num,er. This caused
difficulties in establishing quality measurement and quality control system.
Total in-ol-ement is not one hundred percent established throughout the company.
There are still lac)s of concern of employees at some stages in the process. According
to te sur(e% for insiders6 findings indicated tat emplo%ees a(e %et understood
clearl% te importance of strateg%6 concei(ed enoug te role of ser(ice for gro)t of
,usiness6 and ,elie(ed a,solutel% in success of strateg%* A more important reason1 the
total in-ol-ement requires a comprehensi-e and transparent strategy for the 'hole
company1 'hich has yet built up in $T&C.
The quality control system has been established in $T&C1 but it does not yet operate as
expected: there are three main reasons. The first is that1 the current system is not based
on a carefully study of ser-ice deli-ery process and ser-ice specifications. .t 'as built
unsystematically and temporarily. The second reason is the nature of the intangible
aspect of ser-ice that depends largely on the profession and beha-ior of employees. .n
fact it is difficult to measure. $or instance1 ho' to control a moment of truth at the
outlet1 'hen the salesperson 'elcomes a customer 'ith a less courteous manner: This
theoretically 'ill be reflected in the customer9s complaint1 but in reality1 not many
customers 'ant to ma)e a complaint1 they 8ust lea-e. Thirdly1 the most important one
is the human factor. The ser-ice quality is mainly on the employee. They ha-e to
understand their 8obs and requirements1 and impro-e themsel-es. E-erything has to be
done right at the first time1 because there is no chance to correct for ser-ice quality.
>>
='1'- Se:e/ De5 a$eas 21 s!$a!e"4 124#s/"'
As mentioned abo-e1 $T&C9s goal is expanding mar)et share in its existing product
mar)ets. This mar)et penetration strategy in-ol-es hea-y ser-ing customers to see) and )eep
loyal customers. %ith offering a superior ser-ice1 $T&C9s purpose is to influence consumers9
brand choice. .n this 'ay1 $T&C also hopes a increasing its mar)et share by attracting the
customers of its ri-als. .n this ser-ice strategy1 se-en )ey areas are identified. These are:
7sta,lising a support s%stem*
This stems from findings of the sur-ey. There is no a ser-ice instruction manual1
employees9 8obs ha-e been done asynchronously1 therefore they process their 8obs slo'ly.
.nternal telecommunication system is used unreasonable1 so line used for problem sol-ing is
al'ays busy etc. /ence1 a LA* net'or) needs to be set up and internal telecommunication
system needs to be re2installed.
Auilding education and retraining programs for emplo%ees*
&er-ice includes acti-ities relate to people1 and e-erything a ser-ice does is done
through people. Achie-ing a superior ser-ice requires that all employees see the customers as
the focus of their acti-ity. .n this strategy1 all employees of $T&C must be trained to focus on
the customer in the long term. .n training programs1 employees are trained both technical
s)ills needed to perform the 8ob as 'ell as interpersonal s)ills1 that ma)es employees being
able to )eep a bad situation from becoming 'orse and sol-e it. Additionally1 manners of
beha-ior of employees also are focused on in these training programs. This stems from results
of e-aluating of customers of the sur-ey. !no'ledge1 s)ill1 friendliness1 'illingness and
courteousness of employees all did not meet customers9 expectation. The ob8ecti-e should be
to ma)e employees thin) of themsel-es as customers 6 that is1 to put themsel-es in the
customers9 shoes. This 'ill better enable employees to identify 'ays to impro-e the quality of
their 8ob.
$eorganiBing structure of sales6 administration department and empo)erment
emplo%ees*
This stems from lac)ing problem2sol-ing department1 passi-ity of salespersons in
ma)ing decision about place and time for deli-ery. The most important one is the
empo'erment1 employees are encouraged to sol-e independently raised at places.
Focusing on customer and understanding teir needs*
This is the most important area. *eeds of customers 'ill al'ays update and become
standards for e-aluating employees9 8ob as 'ell as for continual impro-ement.
Auilding communicating program for customer and ser(ice promotion programs*
.n the past1 'hen $T&C began to launch strategy of focusing on ser-ice1 it only
concentrated on educating its employees about this strategy. /o'e-er1 after that management
of $T&C reali(ed that if its customers 'ere educated 'ell1 then they 'ould understand and
help $T&C9s employees do 'ell their responsibilities. As a result1 effecti-eness of ser-ice 'ill
be increase. .n sum1 purposes of customer education are to:
2 "nform and educate customers about $T&C1 and the rele-ant features of the
ser-ices that it offers.
2 Persuade customers that ser-ices offer the best solution to their needs1 relati-e
to the offerings of competing firms.
2 $emind customers of the $T&C9s product and moti-ate them to act.
2 5aintain contact 'ith customers and pro-ide updates and further information
on ho' to obtain the best results from the $T&C9s goods and accompany
ser-ices.
>;
Setting up a measurement and control s%stem
A measurement and control system 'ill be established based on findings of the sur-ey.
And it 'ill be ad8usted to meet ne' conditions. Ance such system has been de-ised1 to
reinforce this system1 incenti-e system also is established to re'ard employees for satisfying
customer.
Focusing on continual impro(ement
This is a core -alue of $T&C. *eeds al'ays changes1 so standards also adapt to meet
this change. Therefore this strategy must build a culture of continual impro-ement.
='( DETAILED PLAN
='('1 Re4$#!/" e3&l25ees
Customer contact employees 'ill be recruited again. They 'ill be selected from t'o
sources: 'or)ing employees in $T&C and labor mar)et1 ho'e-er the former 'ill be priority
source. *o matter employees are recruited from 'hich of t'o sources mentioned abo-e1
priority criteria they must ha-e are:
Truth.
,atience1 calm.
*imbleness.
,ersonnel department 'ill design practice situations to test these characteristics of
candidates in recruiting process. The next criteria 'ill be concentrated on are:
Moti-ation
&)ill and experience.
Education bac)ground.
All existing customer contact employees 'ill be replaced by these ne' ones if they
cannot pass a test after participated training programs.
='('( E0#4a!/" a/0 !$a//" e3&l25ees'
Based on findings of small sur-ey of forty2four 'or)ing employees1 educating and
training for this plan should be done more carefully. There 'ill be a campaign Dto refreshJ
employees9 -ie'. And this 'ill be done after right recruiting process. All employees 'ill be
educated about the strategy. Content needed to con-ey to employees is similar 'hat is
con-eyed to customers as discussed at follo'ing part @.3.?. There 'ill be slogans hanged at
departments9 rooms as daily reminder for employees.
$or customer contact employees1 they 'ill be trained about s)ill relate to their expert
8ob1 communication s)ill1 and personal s)ill. And this training 'ill be done semi annually.
Because at the present there is no company good at these s)ills in +iet *am1 thus these
Customer contact employees 'ill be only obser-ed reality situations through -ideo films
pro-ided by &ACM.. All Customer contact employees 'ill do practicing simultaneously 'ith
training.
After that1 e-ery three months1 customer contact employees 'ill participate a test to
re2examine about their )no'ledge1 understanding1 and perception about this strategy.
='(') C#s!23e$ e0#4a!2/
A customer meeting 'ill be held. uring meeting1 all customers 'ill be informed
about changes of $T&C9s ser-ices1 its purposes and ob8ecti-es1 ho' these ser-ices are
deli-ered1 their attributes1 their benefits for customers and customers9 responsibilities.
An instruction handboo) 'ill be printed and sent to customers. They are also a-ailable
at sho'rooms to customers can pic) them up easily.
A brief instruction board 'ill be also hanged at $T&C gate1 in sho'room.
>B
='('* C%a/"e / 2$"a/Ea!2/ s!$#4!#$e A $es&2/sbl!5'
&ome changes 'ill be suggested as belo' in structure of sales department.
$T&C has t'o sho'rooms. They are also outlets of $T&C. *ineteen salespersons in
sales department 'ill be assigned as belo':
Q E-ery outlet has three persons being only in charge of examining customers9 orders.
These three persons 'ere in charge of both 8obs: selling and problem sol-ing before1 but after
completing re2organi(ing they 'ill be in charge of only selling. After a LA* net'or)
installed1 all these three salespersons ha-e right to access accounting9s monthly debt status of
customer report1 and stoc) report. Besides this1 chief of outlet 'ill be empo'ered to decide
extension outstanding debt of customer to allo'ed le-el.
Q E-ery of the left nine persons 'ill be in charge of some certain pro-inces or city.
Their responsibility is personal selling1 planning a schedule of -isiting customer. A leader of
this nine2persons group 'ill be selected. /e 'ill be empo'ered to appro-e plan of -isiting
customer1 suggestions of pro-iding free sample1 material. /e 'ill 'or) 'ith &ale manager in
holding Customer Meeting. Before1 8obs such as appro-ing plan of -isiting customer1
suggestions of pro-iding free sample1 material1 and holding Customer Meeting are decided by
&ales Manager.
$T&C 'ill also add more t'o persons being only in charge of problem sol-ing. They
also 'or) at outlet. ,roblem sol-ing department 'ill be established and directed from +ice
irector 3. All customers9 problems 'ill be resol-ed by this department. Customers 'ill no
longer contact directly 'ith other departments.
Transporters H porters 'ill belong to sales department. They 'ill be grouped into t'o
teams and assigned by chief of outlet1 not by administrati-e department as before.
At present1 e-ery of departments of $T&C all ha-e one telephone line that can call
outside directly1 and t'o or three extension line of .nternal Exchange &ystem. This is
unnecessary because some departments seldom use phone for its 8ob. Therefore
administration department should reorgani(e $T&C9s internal telecommunication system.
epartments seldom use phone for its 8ob 'ill ha-e maximum t'o extension lines. The
extension lines and direct call2outside lines 'hat are free after reorgani(ing 'ill be pro-ided
for t'o outlets.
='(', C2/!$2l s5s!e3'
Transaction sur-ey: .t is designed to obtain customers9 ideas. .t is conducted right after
a transaction completed. Customers don9t ha-e any pressure to do thisK it is done on
customers9 o'n 'ill and consciousness. To raise responsi-eness of customers1 ho'e-er1 they
'ill be gi-en a gift and scored one mar). These mar)s are base to select the customer 'ho has
contributed -ery much for impro-ement of $T&C9s ser-ices.
Chief of outlet and manager of e-ery department are in charge of control and
examining employees9 8ob. There 'ill be a cross2control bet'een departments such as sales1
transportation1 procurement1 and accounting department.
='('- Meas#$e3e/! s5s!e3'
&tandards are used to measure ser-ice quality cited from attributes mentioned at
chapter B. .n first and third quarter e-ery year1 these standards 'ill be sent to customers.
,urpose is to recei-e customers9 ne' ideas and to determine 'hether these standards still suit
or not1 'hat need to be changed1 'hat need to be dropped1 and 'hat need to be added.
Besides this1 semi annually a sur-ey 'ill be conducted to measure customers9 perception on
ser-ice quality.
Ane report of e-aluating employees9 8ob 'ill be done monthly by manager of
departments1 chief of outlet. This report 'ill be sent to -ice director 3 and )ept at personnel
department.
>@
='('. I/4e/!:e s5s!e3'
E-ery six months1 a list of fi-e customers 'ho ha-e contributed -ery much for
impro-ement of $T&C9s ser-ices 'ill be selected by a committee including -ice director 31
sales manager1 chiefs of outlet. A'ard can be a gift1 money or something. This 'ill be decided
later.
Ane typical employee and one employee 'ho is the best self2impro-ed person 'ill be
selected quarterly by customers. &tandards to be selected are cited from attributes mentioned
at chapter B after ad8usted. A'ard can be a gift1 money or something.
Annually1 one typical employee 'ill be selected by management based on quarterly
results. /er or his a'ard 'ill be raising salary.
='('= A&&l4a!2/ 21 /12$3a!2/ !e4%/2l2"5
A LA* net'or) 'ill be set up. ata and information ha-e already been stored such as
information about customers 6 name1 address1 date of birth1 habit1 interesting1 cooperated
time1 transaction turn o-er1 outstanding debt1 permitted debt9s si(e1 past payment beha-ior 6
and stoc) of accounting department 'ill be also accessed to read by salesperson in outlets.
Thereto1 reports about customers9 complaints 'ill be also stored. These reports include
content of complaint1 complainer1 ho' to resol-e and result. irector1 +ice irector 31 &ol-ers
ha-e right to access this file. These reports 'ill be classified to e-ery department and sent to
them.
='('< P$2$!5 a$eas /ee0e0 !2 3&$2:e'
$inally1 the follo'ing attributes of ser-ice quality 'ill be impro-ed according to
findings of sur-ey:
&ho'room should be re2decorated and added a ne' pattern area. At present1
sho'room is clean1 but it is fairly old. .t 'as built six years ago and has not been re2
decorated yet.
$or customi(ation orders1 actually it is hard to meet customer9 requirement. At present1
only for customi(ation orders 'ith si(e o-er <1444m3 'ill be accepted. manufacturing
department1 sales department1 CH department1 engineering department and
management should focus more on this problem to find ans'er. .f so1 this 'ill be a
really competiti-e ad-antage 'hat the other competitors do not ha-e.
$T&C should hire more truc)s to transport goods because customers do not care
'hether -an is of $T&C or not. &o deli-ery 'ill be on time and choice for place and
time deli-ery 'ill also meet customer expect.
>7
=') PRACTICAL ACTION PLAN
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Buildin
g the
strategy
.
Manage
ment
Board
Build a long2term
comprehensi-e
transparent strategy
to implement
quality
impro-ement.
&et up
mission
statement1
goals1 and
target
ob8ecti-es
&ales
manager1
administration
Manager and
chief account
2&tudy findings of this
research.
2Ce-ie' suggested
strategy and ma)e
change if necessary.
The
first
'ee)
of this
campa
ign
Existing strategy1
findings of
research1
supporting from
&ACM. and
experienced staff.
/a-ing a
strategy 'ith
clearly mission
statement1
definite goal.
,lannin
g for
commu
nicating
the
strategy
through
the
compan
y
Adminis
tration
Manager
A preparation for
the 'hole company
to implement it1 and
getting the
commitment to the
quality
impro-ement
throughout the
company.
,repare
content need
to diffuse1
select
appropriate
time1
budget1 ho'
to measure
result of
training.
All
employees1
staffs1 and
'or)ers.
Administration
Manager builds the
plan and submits to
+ice irector 3. After
appro-ed1 he 'ill
assign tas) for each
employees in his
department.
The
second
'ee)
of this
campa
ign.
$indings of
research1
experienced staff1
hall1 budget of
$T&C using for
this thing and
supporting
equipment
544F
employees
understand1
)no'1 and
percei-e the
role1 purpose
and the
important le-el
of strategy.
Establis
hing
support
system
+ice
director
3
A-ercome
attributes such as
examining orders
slo'1 line is busy1
etc. according to
findings of the
sur-ey.
2&et up a
LA*
net'or) and
internal
telecommun
ication
system.
2&et up
documentati
on system.
2$T&C9 s
computer
science
engineer.
2&ales
manager1
chief of
outlet1
administration
Manager
2Contact outside
engineers to as) their
support1 gi-e them
$T&C9s requirements
re-ie' and ad8ust their
plan.
2Ce-ie' existing
system1 find out lac)s
and identify things
required impro-ement.
The
second
and
third
'ee)
of this
campa
ign.
Existing internal
exchange system1
computers1 lines1
and computer
science engineers.
/a-ing a LA*
net'or) H
internal
exchange
system 'hat
operate stably
and efficiently.
;4
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Ceorga
ni(ing
structur
e of
sales1
adminis
tration
departm
ent
+ice
director
3
A-ercome
attributes such as
problem sol-ed
slo'1 deli-ery is not
on time etc.
2&et up
problem
sol-ing
department.
2Transfer
transportatio
n Team to
sales
department
&ales
Manager and
administration
Manager
.nform and discuss
'ith employees1
e-aluate s)ill and
characteristic of each
employee1 reassign tas)
for employees.
The
third
'ee)
of this
campa
ign.
$indings of
research1
salesperson1
transporters1
porters.
,roblem sol-ing
dept. is
established.
Transportation
dept. belongs to
sales ept.
Cedesig
ning
ser-ice
deli-ery
process
&ales
Manager
This results from
reorgani(ing
structure and
establishing support
system.
2Cebuild
procedure of
ordering1
deli-ery and
problem
sol-ing.
2esign a
ser-ice
instruction
manual.
Chief outlet1
some
experienced
employees in
sales1
transportation
department.
Ce-ie' existing
system1 find out lac)s
and gaps1 and identify
things required
impro-ement.
The
fourth
'ee)
of this
campa
ign.
Existing process1
findings of
research
/a-ing a ne'
process 'hat is
simpler and
more efficient.
Cight people at
right place.
esigni
ng the
system
for
measur
ement
and
feedbac
).
&ales
Manager
2To measure and
recogni(e
employees9
accomplishment.
2To understand
customers9 needs.
2To capture
employees9
perception.
2&et up
customer
ser-ice
standards.
2Establish a
monitoring
mechanism.
Chief of outlet &tudy findings of
sur-ey and attributes of
ser-ice1 discuss 'ith
some experienced
employees in sales1
transportation
department1 and then
design system.
The
fourth
'ee)
of this
campa
ign.
Existing system1
findings of
research1
experienced
manager.
/a-ing a
measuring
system 'hat is
precise and 8ust1
capture
customers9
needs and
employees9
perception
;5
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esigni
ng the
system
for
re'ard
Adminis
tration
Manager
2To ensure the
re'ard system is
consistent.
2To encourage and
promote
employees.
2&et up an
employee
recognition
based on
measuremen
t system.
2&uggest
type of
a'ards.
,ersonnel
department
&tudy existing system1
find out unreasonable1
and build system.
The
fifth
'ee)
of this
campa
ign.
Existing system1
findings of
research1
experienced
manager.
A 8ust system to
re'ard and
penali(e
precisely.
,lannin
g for
recruiti
ng
Adminis
tration
Manager
2To see) qualify
people and replace
ineffecti-e
employees.
2Establish
applicants9
standards.
2&elect
appropriate
time1
budget.
2
Communica
te to public.
,ersonnel
department
2Ce-ie' customers9
e-aluating about
employees9 s)ill and
beha-iors1 study 8obs9
requirements1 scan the
company9s rules.
2&can the company9 s
current situation.
2&elect appropriate
mean: notice board1 or
ne'spaper.
$rom
the
fifth to
the
se-ent
h
'ee)
of this
campa
ign
,lan 'as used to
applied1 findings
of research1
currents
employees and
their friends1
relati-es1 budget.
Cight people are
selected 'ho fix
8obs.
,lannin
g for
training
progra
m
Adminis
tration
Manager
A-ercome
attributes such as
employees9
)no'ledge and s)ill
is badK their
beha-iors did not
meet customers9
needs.
2Content1
ob8ecti-es1
'ho teach1
time1
budget1 ho'
to measure
result of
training.
,ersonnel
department.
2&tudy findings of
sur-ey1 requirements of
8obs.
2&can the company9 s
current situation.
The
eighth
'ee)
of this
campa
ign
$indings of
research1
supporting of
&ACM.1 budget.
544F
employees are
trained.
Training
programs are
appropriate for
current
situation.
;3
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,lannin
g for
commu
nicating
to
custom
ers
&ales
Manager
To ensure
customers can
understand about
$T&C9s strategy
and do 'ell their
8obs.
,repare
content to
communicat
e1 'ho 'ill
be spea)er1
time1 budget
ho' to
measure
result of
training.
Customers1
chief outlet1
leader of
personal sales
group.
iscuss 'ith customers
about appropriate time.
Then report irector.
.nform customer time
H place. EHA after
finish. Test after finish.
The
fourth
'ee)
of this
campa
ign.
$indings of
research1
employees1
consulting of
&ACM.
Customers
percei-e 'hat
$T&C 'ill offer
them1 and ho'
to do.
;?
CHAPTER <
CONCLUSIONS AND IMPLICATIONS
<'1 CONCLUSION
.n general1 this research study has fulfilled its ob8ecti-es. Additionally1 it also helps
management of $T&C examine and e-aluate quality of ser-ice 'hat their company offered to
their customers.
$irst1 to create a -isual picture of ser-ices offered by $T&C from the customer9s
perspecti-e1 ser-ice blueprints1 a ne' 'ay of analy(ing the interface bet'een customer
contact employees and customers1 are dra'n. .t pro-ides a step2by2step analysis of the ser-ice
process. Also it can be used to analy(e both problems and opportunities in the 'ay the ser-ice
is currently deli-ered by $T&C.
Based on understanding about ser-ice deli-ery process1 and according to inter-ie's
'ith management of $T&C1 some customer contact employees and some customers1 a set of
criteria to measure quality of ser-ice 'as figured out. .t is 'orth to note that although not all
ser-ices offered by $T&C are the same1 many do ha-e attributes in common.
Additionally1 the sur-ey helps management of $T&C to learn their employees9
perception on existing ser-ice strategy.
The )ey to good customer ser-ice is an informed understanding of the customers9
needs and expectation. And this is done through the sur-ey. The relati-e importance of
attributes1 gaps bet'een 'hat customers expected and 'hat customers really percei-ed are
identified. All help management in setting priorities of the company ser-ice quality
impro-ement efforts.
According to findings of sur-ey1 a strategy is de-eloped. .f $T&C continues to meet
customers9 needs better than your ri-als1 it 'ill sur-i-eK if not1 it 'on9t. The strategy
suggested in this research study is a strategy for ensuring that it does. Abo-e all1 it requires
commitment in terms of enthusiasm and resources from the top. After that it requires
concentration on the se-en )ey areas of strategic focusing. .n fact1 this strategy plays a role as
referent source for management of $T&C in setting a clear direction for ad8usting its exist
strategy. &o far1 the research study basically had fulfilled its ob8ecti-es.
<'( IMPLICATION
Through the research study1 manufacturers li)e $T&C1 in +ietnam1 understand that
they cannot continue to rely solely on product quality as an only competiti-e 'eapon to beat
their ri-als. .n today9s mar)etplace1 the high quality ser-ices accompanied 'ith high quality
goods are playing an important role in building competiti-e ad-antage and creating more
profits for company deli-ering such ser-ices. ,rofits include:
,rofit deri-ed from increased purchases.
,rofit from reduced operating costs.
,rofit from referrals to other customers.
The ser-ice must be designed carefully1 educated adequately for both customer contact
employees and their customers1 and then it 'ill pro-ide -alue1 quality and ma)e benefit for
company as 'ell as its customers. Besides this1 a clear1 compel strategy must be also built
adequately.
;<
According to findings of sur-ey1 an important factor 'hat $T&C did not do -ery 'ell
is focusing on employees. ,eople are the )ey resource in all ser-ice operations1 yet often less
attention is paid to recruiting1 training1 de-eloping and moti-ating them in $T&C.
Additionally1 it is imperati-e that management of $T&C should be a'are if1 ho' and 'hen
computer po'er can affect offered ser-ice quality.
Both customer contact employees and its customers must understand underlying
ser-ice deli-ery process "particularly those in 'hich customers are acti-ely in-ol-ed# in order
to ser-ice is done efficiently. Especially1 understanding and managing ser-ice encounters
bet'een customers and customer contact employees are central to creating satisfied
customers.
Another factor is to success in pro-iding high2quality ser-ice1 $T&C must be good at
listening to both their customers and their employees1 especially those in direct contact 'ith
customers. And they must build information system that use a -ariety of research techniques
to measure customer satisfaction and the quality of ser-ice deli-ered. Measurement is the
most important technique in de-eloping ser-ice quality. !ey result areas must be defined and
results displayed prominently to rele-ant employees.
Collecting customer feedbac) through complaints1 suggestions1 and compliments is a
'ay of increasing customer satisfaction. .t9s a terrific opportunity to get into the hearts and
mind of customers. .n all but the 'orst instances1 complaining customers are indicating that
they 'ant to continue their relationship 'ith the ser-ice firm. But they are also signaling that
all is not 'ell and that they expect the company to ma)e things right.
<') FUTURE RESEARCH
&o far1 this research study focused only on current customers of $T&C. And questions
in questionnaire are relati-e to finding gaps bet'een expectation and perception of these
customers.
&till there are a lot of problems needed to explore. As)ing former customers 'hy they
left can pro-ide helpful 6 if sobering information 6 about areas 'here a firm9s ser-ice quality
is deficient. &ur-eys that monitor declining patronage can identify 'hy customers are buying
fe'er and may predict future customer defections. And ne' customers can pro-ide
information about 'hat attracted them to $T&C. Thus1 these sur-eys are -ery useful in
pointing out the profit effect of ser-ice quality.
Besides this1 a formal sur-ey should be conducted for all employees 'or)ing in all
departments. Clearly understanding their perception 'ill help $T&C management board in
building training1 communicating and educating programs appropriate to them. As a result1
their in-ol-ement 'ill be impro-ed better.
;>
REFERENCE
BOOKS
5. /er-e Mathe and Coy . &hapino "577?#1 "ntegrated ser(ice strateg% in
manufacturing compan%6 Chapman and /all ,ublishing.
3. Christopher Lo-eloc) "577<#1 Product plus: =o) Product E Ser(ice F Competiti(e
Ad(antage6 Mc=ra'2/ill1 .nc.
?. Brian /. Mas)ell "5775#1 Performance measurement for )orld class manufacturing6
Addison2%esley ,ublishing Co.1 .nc.
<. Christopher =opal1 Austin Texax 6 /arold Cypress "577?#1 "ntegrated distri,ution
management6 .C%.* ,rofessional ,ublishing.
>. Cohit Camas'amy "577;#1 3esign and management ser(ice process: Geeping
Customers for life6 Addison2%esley ,ublishing Co.1 .nc.
;. Lohn $. Lytle "577?#1 Hat do %our customer reall% )antI6 ,oobus ,ublishing
Company.
B. Cobin L. La'ton "577?#1 Creating a customer4centered culture1 A&EC Euality ,ress.
@. Lames A. $it(simmons and Mona L. $it(simmons "3444#1 Ser(ice 5anagement6 Third
Edition1 Mc=ra'2/ill .nternational Edition.
7. ./. &tamais "577;#1 Total 0ualit% ser(ice6 &t. Lucie ,ress.
54. Lohn A. Murphy and Tony $armar "577?#1 Ser(ice 9ualit% in Practice6 =.LL and
Macmillan.
55. a-id A. Collier "577<#1 Te ser(ice 0ualit% solution6 .C%.* ,ublish.
ARTICLES
5. Thomas A. Lones and %. Earl &asser Lr.1 577> DH% satisfied customer defect6
/ar-ard Business Ce-ie' *o-2ec 577> pp. @@277.
3. &te-en E. ,ro)esch1 577> DCompeting on Customer Ser(ice6 /ar-ard Business
Ce-ie' *o-2ec 577> pp. 5452553.
?. Charles C. %eiser1 577> CCampioning te customer6 /ar-ard Business Ce-ie'
*o-2ec 577> pp. 55?255;.
<. T.L. Lar)in and &andar Lar)in1 577; C$eacing and Canging Frontline 7mplo%ees6
/ar-ard Business Ce-ie' May2Lun 577; pp. 7>254<.
>. .an C. MacMillan and Cita Eunther Mc =rath1 577B C3isco(ering ne) Points of
3ifferentiation6 /ar-ard Business Ce-ie' Lul2Aug 577B pp. 5??25<>.
;. Lon C. !at(enbach and Lason A. &antamaria1 5777 CFiring up te front line people6
/ar-ard Business Ce-ie' May2Lun 5777 pp. 54B255B.
B. $lynn1 Barbara B et al.1 577> DTe impact of 0ualit% management practices on
performance and competiti(e ad(antage6 ecision &ciences1 Atlanta1 &ep2Act 577>.
@. $rancis Buttle1 577; DS7$V9:A': $e(ie)6 Criti0ue6 $esearc Agenda6 European
Lournal of Mar)eting1 +ol. ?41 *o.5 pp. @2?3.
7. Lo Ann M. uffy1 Alice A. !etchand1 577@ J78amining te role of ser(ice 0ualit% in
o(erall ser(ice satisfaction6 Lournal of Managerial .ssues1 ,ittsburg1 &ummer 577@.
OTHERS
5. Annual reports of $T&C "577325777#.
3. Ceport of Achie-ement in rene'ing process in $T&C "57@725777#.
?. r. Le +an Thanh1 57771 DCeramic tiles manufacturing in Viet Nam: Present and
Future1 &peech in Conference of ceramic tiles manufacturers 'ith topic DThe
orientation of ceramic tiles manufacturing industry in futureJ1 Act 5777.
;;
APPENDIF A
QUESTIONNAIRE A 6FOR OUTSIDERS PERCEPTION7
ear &irGMadam1
. am Master of Business administration student of Asia .nstitute of Technology 6 Bang)o) 6
Thailand. And no' . am doing a research about $T&C9s &er-ice. Mour ans'er for this
questionnaire should ta)e less than 349 of your time. An opportunity to tell $T&C 6
anonymously 6 about the ser-ice $T&C offers you1 'hat they do 'ell1 and 'hat they could do
better. !indly return your completed questionnaire in the en-elope pro-ided 6 no stamp
needed 6 $T&C should pay the postage. Than) you for your assistance.
PART I8 Q#es!2/ 2/ !%e 42332/ a!!$b#!es
Q1* Please indicate o) %ou agree )it te follo)ing statements:
&trongly
disagree
&trongly
agree
5. Employees 'ear a name tag 5 3 ? < >
3. Employees ha-e )no'ledge H s)ill about
their 8ob 5 3 ? < >
?. Employees greet customer in a friendly 'ay 5 3 ? < >
<. Employees introduce company name H their
name 'hen they ans'er phone. 5 3 ? < >
>. Employees are al'ays courteous to customer 5 3 ? < >
;. Employees do right 'hat they promised 5 3 ? < >
B. Employees are al'ays 'illing to ans'er
customer9s questions. 5 3 ? < >
@. Employees do not do anything else 'hen
tal)ing to customer. 5 3 ? < >
PART II8 Q#es!2/ 2/ s%2?$223 A b#s/ess s#&&2$!
Q(. Hic of te follo)ing operating ours is con(enient to (isit so) room (Please tic> in
appropriate ,o8):
a.B:?425B:44 b.@:?425@:44 c.7:4425@:44"including &unday but close at lunch time#
Q). Please indicate o) %ou agree )it te follo)ing statements:
&trongly
disagree
&trongly
agree
5. The sho'room are 'ell decorated 5 3 ? < >
3. All patterns are displayed 5 3 ? < >
?. There is a large par)ing lot 5 3 ? < >
<. Catalogue1 shop sign1 shelf are free pro-ided 5 3 ? < >
>. istributing free samples are done 'ell 5 3 ? < >
;. $T&C has held Customer Meeting once
quarterly. 5 3 ? < >
B. $T&C has done programs such as -isiting
customer1 gi-ing gift1 updating information1
consulting 'ell. 5 3 ? < >
PART III8 Q#es!2/ 2/ &$24ess 21 2$0e$/"
Q*. Hic of te follo)ing operating ours of SA is con(enient to customer:
a.B:?425B:44 b.@:?425@:44 c.7:4425@:44"including &unday but close at lunch time#
;B
Q,. Please indicate o) %ou agree )it te follo)ing statements:
&trongly
disagree
&trongly
agree
5. Ardering procedure is simple 5 3 ? < >
3. Arder form is easy to understand 5 3 ? < >
?. Arder form is easy to fill out 5 3 ? < >
<. Arders are examined quic)ly 5 3 ? < >
>. Ceturning bad quality goods after recei-ed is
agreed clearly. 5 3 ? < >
;. ,ayment term is flexible 5 3 ? < >
B. =oods are al'ays produced to a customer9s
specification 5 3 ? < >
@. Extension outstanding debt is flexible. 5 3 ? < >
PART IV8 Q#es!2/ 2/ &$24ess 21 0el:e$5
Q-. Please indicate o) %ou agree )it te follo)ing statements:
&trongly
disagree
&trongly
agree
5. ,rocedure of recei-ing goods is simple. 5 3 ? < >
3. Choices for place Htime deli-ery are
a-ailable. 5 3 ? < >
?. =oods is al'ays deli-ered on time 5 3 ? < >
<. Customer is al'ays recei-ed goods exactly
as ordered 5 3 ? < >
>. ,orters 'or) hard1 orderly and carefully 5 3 ? < >
;. =oods is al'ays heaped up orderly 5 3 ? < >
B. Truc)sG-ans ha-e name H logo of company 5 3 ? < >
PART V8 Q#es!2/ 2/ 42/s#l!/" a/0 &$2ble3 s2l:/"
Q.. Please indicate o) %ou agree )it te follo)ing statements:
&trongly
disagree
&trongly
agree
5. &ol-er is nimble 5 3 ? < >
3. Customer is easy to contact directly
departments 5 3 ? < >
?. The line is seldom busy 'hen you phone 5 3 ? < >
<. Mour all problems are al'ays sol-ed 5 3 ? < >
>. Mour problems are sol-ed as quic)ly as you
expect 5 3 ? < >
;. $T&C ha-e already informed customer
telephone number of irectorG+ice irector 5 3 ? < >
Q=. Are there any other comments you 'ould li)e to ma)e:
HAVE A GOOD BUSINESS
;@
QUESTIONNAIRE B 6FOR OUTSIDERS 9 EFPECTATION7
ear &irGMadam1
. 'ould li)e sending you the other questionnaire. This is different from the last questionnaire
'hat 'as sent to you ten days ago. ,lease tell us 'hat you expect on ser-ices offered by
$T&C. !indly return your completed questionnaire in the en-elope pro-ided 6 no stamp
needed 6 $T&C should pay the postage. Than) you for your assistance.
PART I8 Q#es!2/ 2/ !%e 42332/ a!!$b#!es
Q1. "n %our opinion6 FTSC emplo%ees can ,e caracteriBed as follo)s:
*ot at all
Essential
Absolutely
essential
$or E3
,lease
tic) ?
5. Employees should 'ear uniform 5 3 ? < >

3. Employees should 'ear a name tag 5 3 ? < >

?. Employees should ha-e )no'ledge
and s)ill about their 8ob. 5 3 ? < >

<. Employees should greet customer in
a friendly 'ay 5 3 ? < >

>. Employees should introduce
company name H their name 'hen they
ans'er phone. 5 3 ? < >

;. Employees should be al'ays
courteous to customer 5 3 ? < >

B. Employees should do right 'hat they
promised 5 3 ? < >

@. Employees should be al'ays 'illing
to ans'er customer9s questions. 5 3 ? < >

7. Employees should not do anything
else 'hen tal)ing to customer. 5 3 ? < >

Q(. $rom the list of statements in E51 please tic) 'hich ? are most important to you:
PART II8 Q#es!2/ 2/ s%2?$223 A b#s/ess s#&&2$!
;7
Q). "n te follo)ing statements6 please so) %our feeling of te importance of te attri,utes
)at %ou tin> FTSC.s so)room sould possess:
*ot at all
essential
Absolutely
essential
$or E<
,lease
tic) ?
5. The sho'room should be
'ell decorated 5 3 ? < >

3. All patterns should be
displayed 5 3 ? < >

?. E-ery pattern should ha-e a
small briefly description board. 5 3 ? < >

<. *e' pattern should be
displayed separately 'ith old
pattern. 5 3 ? < >

>. There should be a large
par)ing lot 5 3 ? < >

;. There should be a free
carGmotorbi)e )eeping ser-ice 5 3 ? < >

B. Catalogue1 shop sign1 shelf
are free pro-ided 5 3 ? < >

@. Arder form1 correspondence1
en-elope should ha-e name and
logo of $T&C 5 3 ? < >

7. istributing free samples
should be done 5 3 ? < >

54. $T&C should ad-ertise its
goods 'ith customer9s address 5 3 ? < >

55. $T&C should hold Customer
Meeting once quarterly 5 3 ? < >

53. $T&C should do programs
such as -isiting customer1
gi-ing gift1 updating
information1 consulting 5 3 ? < >

Q*. $rom the list of statements in E?1 please tic) 'hich ? are most important to you:
PART III8 Q#es!2/ 2/ &$24ess 21 2$0e$/"
B4
Q,. According to %our (ie)6 o) essential te follo)ing attri,utes are:
*ot at
all
essential
Absolutely
Essential
$or E;
,lease
tic) ?
5. Ardering procedure should be
simple 5 3 ? < >

3. Arder form should be easy to
understand 5 3 ? < >

?. Arder form should be easy to fill
out 5 3 ? < >

<. Arders should be examined quic)ly 5 3 ? < >

>. Ceturning bad quality goods after
recei-ed should be agreed clearly. 5 3 ? < >

;. ,ayment term should be flexible 5 3 ? < >

B. =oods should be produced to a
customer9s specification 5 3 ? < >

@. Extension outstanding debt should
be flexible. 5 3 ? < >

Q-. From te list of statements in 9-6 please tic> )ic & are most important to %ouI
PART IV8 Del:e$5
Q.. Please indicate %our estimate a,out essential le(el of te follo)ing statements:
*ot at all
Essential
Absolutely
Essential
$or E@
,lease
tic) ?
5. ,rocedure of recei-ing goods
should be simple. 5 3 ? < >

3. Choices for place Htime
deli-ery should be a-ailable. 5 3 ? < >

?. =oods should be deli-ered on
time 5 3 ? < >

<. Customer should be recei-ed
goods exactly as ordered 5 3 ? < >

>. ,orters should 'or) hard1
orderly and carefully 5 3 ? < >

;. =oods should be heaped up
orderly 5 3 ? < >

B. Truc)G-an should ha-e name
H logo of company 5 3 ? < >

Q=* From te list of statements in 916 please tic> )ic & are most important to %ouI
PART V8 Q#es!2/ 2/ 42/s#l!/" a/0 &$2ble3 s2l:/"
Q<. According to %our (ie)6 o) essential te follo)ing attri,utes are:
B5
*ot at all
Essential
Absolutely
Essential
$or E54
,lease
tic) ?
5. &ol-er should be nimble 5 3 ? < >

3. Customer should contact
directly departments rather
than intermediately sol-er 5 3 ? < >

?. $T&C should ha-e a free
call line 5 3 ? < >

<. The line is seldom busy
'hen you phone 5 3 ? < >

>. Mour all problems should be
sol-ed 5 3 ? < >

;. Mour problems should be
sol-ed as quic)ly as you
expect 5 3 ? < >

B. $T&C should inform
customer telephone number of
irectorG+ice irector 5 3 ? < >

Q1@* From te list of statements in 996 please tic> )ic & are most important to %ouI
HAVE A GOOD BUSINESS'
B3
APPENDIF B
S!a!s!4al $es#l!s 21 !%e s#$:e5 12$ 4#s!23e$s 21 FTSC
COMMON ATTRIBUTES
Table 1
111 4.95 .23
111 4.85 .36
111 4.59 .53
111 4.58 .56
111 4.56 .63
111 4.54 .57
111 3.92 .99
111 3.69 .91
111 3.59 .90
111
,avi)* -)o.le/*e= s-ill a9ou #o9 ex+
1ee+i)* +"omise ex+
%ea"i)* )ame a* ex+
%illi)* o ex+lai) ex+
Cou"eous)ess ex+
("ie)/li)ess ex+
%ea"i)* u)i2o"m ex+
3o /oi)* !i)* else .!e) al-i)* o $usome" ex+
I)"o/u$i)* $om+a)' )ame 0 o)esell2 )ame ex+
8ali/ 3 >lis.ise?
3 &ea)
S/.
Deviaio)
Ranking common attributes according to customers$ e%!ectation
Table (
11 9.9
45 40.5
93 83.8
12 10.8
3 2.7
33 29.7
94 84.7
38 34.2
4 3.6
%ea"i)* u)i2o"m
%ea"i)* )ame a*
,avi)* -)o.le/*e= s-ill a9ou #o9
("ie)/li)ess
I)"o/u$i)* $om+a)' )ame 0 o)esel2 )ame
Cou"eous)ess
1ee+i)* +"omise
%illi)* o ex+lai)
3o /oi)* !i)* else .!e) al-i)* o $usome"
Cou) @
Ra)- 2"om 1 o 3
The im!ortance of common attributes
Table )a
111 4.83 .38
111 4.58 .53
111 3.74 .63
111 3.72 .66
111 3.71 .59
111 3.39 .65
111 3.06 .77
111 2.60 .70
111
1ee+i)* +"omise +e"
%ea"i)* )ame a* +e"
Cou"seous)ess +e"
%illi)* o ex+lai) +e"
("ie)/li)ess +e"
,avi)* -)o.le/*e= s-ill a9ou #o9 +e"
3o /oi)* !i)* else .!e) al-i)* o $usome" +e"
I)"o/u$i)* $om+a)' )ame 0 o)esel2 )ame +e"
8ali/ 3 >lis.ise?
3 &ea)
S/.
Deviaio)
Ranking common attributes according to customers$ !erce!tion
B?
Table )b M5s!e$5 s%2&&e$sB &e$4e&!2/ 2/ 42332/ a!!$b#!es
Attributes
&
Mea/
Std'
De"iation
1ee+i)* +"omise 4 4.5 .>@
%ea"i)* )amea* 4 4.25 .>4
Cou"eous)ess 4 4 .44
%illi)* o ex+lai) 4 3.75 .>4
("ie)/li)ess 4 4 .44
,avi)* -)o.le/*e 0 s-ill 4 2.75 .>4
3o /oi)* !i)* else 4 3.5 .>@
I)"o/u$i)* )ame 4 2.25 .>4
Table *8 Ga&s be!?ee/ eJ&e4!a!2/ A &e$4e&!2/ 2/ 42332/ a!!$b#!es
1.80E602 .52 68.02E602 .12 .717
1.56 .70 1.43 1.69 .000
.83 .78 .68 .98 .000
.99 1.30 .75 1.23 .000
.82 .87 .66 .98 .000
1.80E602 .23 62.58E602 6.18E602 .417
.86 .80 .71 1.01 .000
.63 1.20 .41 .86 .000
%ea"i)* )ame a* ex+
6 %ea"i)* )ame a* +e"
4ai" 1
,avi)* -)o.le/*e= s-ill
a9ou #o9 ex+ 6 ,avi)*
-)o.le/*e= s-ill a9ou
#o9 +e"
4ai" 2
("ie)/li)ess ex+ 6
("ie)/li)ess +e"
4ai" 3
I)"o/u$i)* $om+a)'
)ame 0 o)esell2 )ame
ex+ 6 I)"o/u$i)*
$om+a)' )ame 0
o)esel2 )ame +e"
4ai" 4
Cou"eous)ess ex+ 6
Cou"seous)ess +e"
4ai" 5
1ee+i)* +"omise ex+ 6
1ee+i)* +"omise +e"
4ai" 6
%illi)* o ex+lai) ex+ 6
%illi)* o ex+lai) +e"
4ai" 7
3o /oi)* !i)* else
.!e) al-i)* o
$usome" ex+ 6 3o
/oi)* !i)* else .!e)
al-i)* o $usome" +e"
4ai" 8
&ea)
S/.
Deviaio) ;o.e" A++e"
95@ Co)2i/e)$e
I)e"val o2 !e Di22e"e)$e
4ai"e/ Di22e"e)$es
Si*.
>26aile/?
(aired Sam!les Test
ATTRIBUTES OF SHOWROOM
Table ,
111 4.65 .64
111 4.23 .90
111 4.20 .60
111 4.18 .81
111 3.64 .95
111 3.59 .80
111
5ll +ae")s /is+la'e/ ex+
3e. +ae") a"ea ex+
4a"-i)* lo ex+
%ell6 /e$o"ae/ s!o."oom ex+
Des$"i+io) +ae")7s s+e$i2i$aio) ex+
("ee $a" -ee+i)* ex+
8ali/ 3 >lis.ise?
3 &ea)
S/.
Deviaio)
Ranking attributes of shoroom according to customers$ e%!ectation
B<
Table -
6 5.4
52 46.8
5 4.5
19 17.1
19 17.1
4 3.6
%ell6/e$o"ae/ s!o."oom
5ll +ae")s /is+la'e/
Des$"i+io) +ae")7s s+e$i2i$aio)
3e. +ae") a"ea
4a"-i)* lo
("ee $a" -ee+i)*
Cou) @
Ra)- 2"om 1 o 3
The im!ortance of attributes of shoroom
Table .a
111 4.57 .53
111 4.24 .62
111 3.45 .57
111
5ll +ae")s /is+la'e/ +e"
4a"-i)* lo +e"
%ell6/e$o"ae/ s!o."oom +e"
8ali/ 3 >lis.ise?
3 &ea)
S/.
Deviaio)
Ranking attributes of shoroom according to customers$ !erce!tion
Table .b M5s!e$5 s%2&&e$sB &e$4e&!2/ 2/ a!!$b#!es 21 s%2?$223
Attributes & Mean Std' De"iation
5ll +ae")s /is+la'e/ 4 5 .44
4a"-i)* lo 4 4 .44
%ell6/e$o"ae/ s!o."oom 4 3 .@3
Table =a Ga&s be!?ee/ eJ&e4!a!2/ A &e$4e&!2/ 2/ a!!$b#!es 21 s%2?$223
.73 .89 .56 .90 .000
8.11E602 .82 67.35E602 .24 .301
64.50E602 .43 6.13 3.67E602 .277
%ell6 /e$o"ae/
s!o."oom ex+ 6
%ell6/e$o"ae/
s!o."oom +e"
4ai" 1
5ll +ae")s
/is+la'e/ ex+ 6 5ll
+ae")s /is+la'e/ +e"
4ai" 2
4a"-i)* lo ex+ 6
4a"-i)* lo +e"
4ai" 3
&ea)
S/.
Deviaio) ;o.e" A++e"
95@ Co)2i/e)$e
I)e"val o2 !e Di22e"e)$e
4ai"e/ Di22e"e)$es
Si*.
>26aile/?
(aired Sam!les Test
Table =b
12 10.8 81 73.0 18 16.2
Cou) @
7B30 6 17B00
Cou) @
8B30 6 18B00
Cou) @
9B00 6 18B00 >i)$lu/i)* Su)/a'?
)!ening hours of shoroom
B>
ATTRIBUTES OF BUSINESS SUPPORT ACTIVITIES
Table <
111 4.67 .61
111 4.67 .58
111 4.38 .71
111 4.16 .69
111 3.71 .88
111 3.59 .82
111
("ee +"ovi/i)* sam+le ex+
4"ovi/i)* mae"ial ex+
,ol/i)* Cusome" &eei)* ex+
8isii)* $usome" ex+
(TSC7s a/ve"isi)* .i! $usome"s7 a//"ess ex+
Com+a)' )ame 0 lo*o o) lee" ex+
8ali/ 3 >lis.ise?
3 &ea)
S/.
Deviaio)
Ranking attributes of business su!!ort acti"ities according to customers$ e%!ectation
Table 1@
93 83.8
1 .9
94 84.7
6 5.4
21 18.9
13 11.8
4"ovi/i)* mae"ial
Com+a)' )ame 0 lo*o o) lee"
4"ovi/i)* 2"ee sam+le
(TSC7s a/ve"isi)* .i! $usome"s7 a//"ess
,ol/i)* Cusome" &eei)*
8isii)* $usome"
Cou) @
Ra)- 2"om 1 o 3
The im!ortance of attributes of business su!!ort acti"ities
Table 11a
111 4.69 .50
111 4.63 .59
111 4.30 .68
111 3.52 .63
111
("ee +"ovi/i)* sam+le +e"
4"ovi/i)* mae"ial +e"
,ol/i)* Cusome" &eei)* +e"
8isii)* $usome" +e"
8ali/ 3 >lis.ise?
3 &ea)
S/.
Deviaio)
Ranking attributes of business su!!ort acti"ities according to customers$ !erce!tion
Table 11b M5s!e$5 s%2&&e$sB &e$4e&!2/ 2/ a!!$b#!es 21 b#s/ess s#&&2$! a4!:!es
Attributes & Mean Std' De"iation
("ee +"ovi/i)* sam+le 4 4.75 .>4
("ee +"ovi/i)* mae"ial 4 4.75 .>4
8isii)* $usome" 4 3.75 .44
B;
Table 1( Ga&s be!?ee/ eJ&e4!a!2/ A &e$4e&!2/ 2/ a!!$b#!es 21 b#s/ess s#&&2$!
a4!:!es
3.60E602 .40 63.97E602 .11 .348
62.70E602 .37 69.63E602 4.22E602 .441
8.11E602 1.12 6.13 .29 .448
.64 .96 .46 .82 .000
4"ovi/i)* mae"ial ex+ 6
4"ovi/i)* mae"ial +e"
4ai" 1
("ee +"ovi/i)* sam+le ex+
6 ("ee +"ovi/i)* sam+le
+e"
4ai" 2
,ol/i)* Cusome" &eei)*
ex+ 6 ,ol/i)* Cusome"
&eei)* +e"
4ai" 3
8isii)* $usome" ex+ 6
8isii)* $usome" +e"
4ai" 4
&ea)
S/.
Deviaio) ;o.e" A++e"
95@ Co)2i/e)$e
I)e"val o2 !e Di22e"e)$e
4ai"e/ Di22e"e)$es
Si*.
>26aile/?
(aired Sam!les Test
ATTRIBUTES OF ORDERING PROCESS
Table 1)
111 4.87 .36
111 4.80 .42
111 4.76 .51
111 4.66 .65
111 4.65 .53
111 4.56 .61
111 3.27 .89
111 3.27 .89
111
Exe)sio) ousa)/i)* /e9 ex+
Reu")i)* 9a/ :uali' *oo/s a2e" "e$eive/ ex+
(lexi9le +a'me) e"m ex+
Cusomizaio) o"/e" ex+
Sim+le +"o$e/u"e ex+
Exami)i)* o"/e"s :ui$-l' ex+
Eas' o 2ill i) o"/e" 2o"m ex+
O"/e" 2o"m is eas' o u)/e"sa)/ ex+
8ali/ 3 >lis.ise?
3 &ea)
S/.
Deviaio)
Ranking attributes of ordering !rocess according to customers$ e%!ectation
Table 1*
37 33.3
2 1.8
1 .9
21 18.9
60 54.1
73 65.8
57 51.4
82 73.9
Sim+le +"o$e/u"e
O"/e" 2o"m is eas' o u)/e"sa)/
Eas' o 2ill i) o"/e" 2o"m
Exami)i)* o"/e"s :ui$-l'
Reu")i)* 9a/ :uali' *oo/s a2e" "e$eive/
(lexi9le +a'me) e"m
Cusomizaio) o"/e"s
Exe)sio) ousa)/i)* /e9
Cou) @
Ra)- 2"om 1 o 3
The im!ortance of attributes of ordering !rocess
BB
Table 1,a
111 4.83 .46
111 4.64 .54
111 4.57 .64
111 4.54 .68
111 3.37 .63
111 3.33 .69
111 3.32 .76
111 2.60 .74
111
Exe)sio) ousa)/i)* /e9 +e"
Sim+le +"o$e/u"e +e"
Eas' o 2ill i) o"/e" 2o"m +e"
O"/e" 2o"m is eas' o u)/e"sa)/ +e"
Exami)i)* o"/e"s :ui$-l' +e"
(lexi9le +a'me) e"m +e"
Reu")i)* 9a/ :uali' *oo/s a2e" "e$eive/ +e"
Cusomizaio) o"/e"s +e"
8ali/ 3 >lis.ise?
3 &ea)
S/.
Deviaio)
Ranking attributes of ordering !rocess according to customers$ !erce!tion
Table 1,b
12 10.8 81 73.0 18 16.2
Cou) @
7B30 6 17B00
Cou) @
8B30 6 18B00
Cou) @
9B00 6 18B00 >i)$lu/i)* Su)/a'?
*orking hours of outlets
Table 1,4 M5s!e$5 s%2&&e$sB &e$4e&!2/ 2/ a!!$b#!es 21 2$0e$/" &$24ess
Attributes & Mean Std' De"iation
Sim+le +"o$e/u"e 4 4.75 .>4
Eas' o 2ill ou 2o"m 4 4.75 .>4
Eas' o u)/e"sa)/ 2o"m 4 4.75 .>4
Exami)i)* o"/e"s :ui$-l' 4 2.75 .>4
(lexi9le +a'me) e"m 4 3.5 .>@
Reu")i)* 9a/ :uali' *oo/s 4 2.75 .>4
Cusomizaio) o"/e" 4 2.25 .>4
B@
Table 1- Ga&s be!?ee/ eJ&e4!a!2/ A &e$4e&!2/ 2/ a!!$b#!es 21 2$0e$/" &$24ess
69.01E603 .29 66.28E602 4.48E602 .741
1.27 1.08 1.07 1.47 .000
1.30 1.06 1.10 1.50 .000
61.19 .77 61.33 61.04 .000
61.49 .77 61.63 61.34 .000
61.42 .82 61.58 61.27 .000
62.05 .97 62.24 61.87 .000
64.50E602 .47 6.13 4.42E602 .320
Sim+le +"o$e/u"e +e"
6 Sim+le +"o$e/u"e
ex+
4ai" 1
O"/e" 2o"m is eas' o
u)/e"sa)/ +e" 6
O"/e" 2o"m is eas' o
u)/e"sa)/ ex+
4ai" 2
Eas' o 2ill i) o"/e"
2o"m +e" 6 Eas' o 2ill
i) o"/e" 2o"m ex+
4ai" 3
Exami)i)* o"/e"s
:ui$-l' +e" 6
Exami)i)* o"/e"s
:ui$-l' ex+
4ai" 4
Reu")i)* 9a/
:uali' *oo/s a2e"
"e$eive/ +e" 6
Reu")i)* 9a/
:uali' *oo/s a2e"
"e$eive/ ex+
4ai" 5
(lexi9le +a'me) e"m
+e" 6 (lexi9le +a'me)
e"m ex+
4ai" 6
Cusomizaio) o"/e"s
+e" 6 Cusomizaio)
o"/e" ex+
4ai" 7
Exe)sio)
ousa)/i)* /e9 +e" 6
Exe)sio)
ousa)/i)* /e9 ex+
4ai" 8
&ea)
S/.
Deviaio) ;o.e" A++e"
95@ Co)2i/e)$e
I)e"val o2 !e Di22e"e)$e
4ai"e/ Di22e"e)$es
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(aired Sam!les Test
ATTRIBUTES OF DELIVERY PROCESS
Table 1.
111 5.00 .00
111 4.79 .43
111 4.45 .72
111 4.20 .74
111 4.19 .64
111 4.19 .74
111 3.57 .98
111
Re$eivi)* *oo/s as o"/e"e/ ex+
Delive"' o) ime ex+
Sim+le +"o$e/u"e ex+
C!oi$e 2o" +la$e 0 ime /elive"' ex+
4o"e"s .o"- !a"/ ex+
,ea+i)* u+ *oo/s o"/e"l' ex+
Com+a)' )ame 0 lo*o o) va) ex+
8ali/ 3 >lis.ise?
3 &ea)
S/.
Deviaio)
Ranking attributes of deli"er# !rocess according to customers$ e%!ectation
B7
Table 1=
48 43.2
37 33.3
69 62.2
111 100.0
37 33.3
28 25.2
2 1.8
Sim+le +"o$e/u"e
C!oi$e 2o" +la$e a)/ ime /elive"'
Delive"' o) ime
Re$eive/ *oo/s as o"/e"e/
4o"e"s .o"- !a"/
,ea+i)* u+ *oo/s o"/e"l'
Com+a)' )ame a)/ lo*o o) va)
Cou) @
Ra)- 2"om 1 o 3
The im!ortance of attributes of deli"er# !rocess
Table 1<
111 4.96 .23
111 4.55 .60
111 4.23 .86
111 4.05 .66
111 4.02 .69
111 3.61 .96
111 3.43 1.11
111
Re$eivi)* *oo/s as o"/e"e/ +e"
Sim+le +"o$e/u"e +e"
Delive"' o) ime +e"
4o"e"s .o"- !a"/ +e"
,ea+i)* u+ *oo/s o"/e"l' +e"
C!oi$e 2o" +la$e 0 ime /elive"' +e"
Com+a)' )ame 0 lo*o o) va) +e"
8ali/ 3 >lis.ise?
3 &ea)
S/.
Deviaio)
Ranking attributes of deli"er# !rocess according to customers$ !erce!tion
Table (@ Ga&s be!?ee/ eJ&e4!a!2/ A &e$4e&!2/ 2/ a!!$b#!es 21 0el:e$5 &$24ess
69.91E602 .80 6.25 5.09E602 .193
.59 1.14 .37 .80 .000
.56 .88 .39 .72 .000
3.60E602 .23 67.36E603 7.94E602 .103
.14 .92 63.78E602 .31 .124
.17 1.06 62.83E602 .37 .092
.14 1.46 6.14 .41 .332
Sim+le +"o$e/u"e ex+ 6 Sim+le
+"o$e/u"e +e"
4ai" 1
C!oi$e 2o" +la$e 0 ime /elive"'
ex+ 6 C!oi$e 2o" +la$e 0 ime
/elive"' +e"
4ai" 2
Delive"' o) ime ex+ 6 Delive"' o)
ime +e"
4ai" 3
Re$eivi)* *oo/s as o"/e"e/ ex+ 6
Re$eivi)* *oo/s as o"/e"e/ +e"
4ai" 4
4o"e"s .o"- !a"/ ex+ 6 4o"e"s
.o"- !a"/ +e"
4ai" 5
,ea+i)* u+ *oo/s o"/e"l' ex+ 6
,ea+i)* u+ *oo/s o"/e"l' +e"
4ai" 6
Com+a)' )ame 0 lo*o o) va)
ex+ 6 Com+a)' )ame 0 lo*o o)
va) +e"
4ai" 7
&ea)
S/.
Deviaio) ;o.e" A++e"
95@ Co)2i/e)$e
I)e"val o2 !e
Di22e"e)$e
4ai"e/ Di22e"e)$es
Si*.
>26aile/?
(aired Sam!les Test
@4
ATTRIBUTES OF PROBLEM SOLVING PROCESS
Table (1
111 4.65 .61
111 4.62 .56
111 4.50 .77
111 4.49 .75
111 4.30 .92
111 3.44 1.16
111 3.27 1.06
111
;i)e is sel/om 9us' ex+
5ll +"o9lems solve/ ex+
4"o9lem solve/ :ui$-l' ex+
3im9le solve" ex+
Co)a$i)* /i"e$l' /e+a"me)s ex+
,avi)* 2"ee $all li)e ex+
<ivi)* Di"e$o"7 s +!o)e )um9e" ex+
8ali/ 3 >lis.ise?
3 &ea)
S/.
Deviaio)
Ranking attributes of !roblem sol"ing !rocess according to customers$ e%!ectation
Table ((
53 47.7
37 33.3
12 10.8
86 77.5
86 77.5
55 49.5
6 5.4
3im9le solve"
Co)a$i)* /i"e$l' /e+a"me)s
,avi)* a 2"ee $all li)e
;i)e is sel/om 9us'
5ll +"o9lems solve/
4"o9lem solve/ :ui$-l'
<ivi)* Di"e$o"7s +!o)e )um9e"
Cou) @
Ra)- 2"om 1 o 3
The im!ortance of attributes of !roblem sol"ing !rocess
Table ()a
111 4.85 .36
111 4.64 1.15
111 4.40 .66
111 3.65 .96
111 3.49 .63
111 3.14 .78
111
Co)a$i)* /i"e$l' /e+a"me)s +e"
<ivi)* Di"e$o"7 +!o)e )um9e" +e"
5ll +"o9lems solve/ +e"
4"o9lem solve/ :ui$-l' +e"
3im9le solve" +e"
;i)e is sel/om 9us' +e"
8ali/ 3 >lis.ise?
3 &ea)
S/.
Deviaio)
Ranking attributes of !roblem sol"ing !rocess according to customers$ !erce!tion
Table ()b M5s!e$5 s%2&&e$sB &e$4e&!2/ 2/ a!!$b#!es 21 b#s/ess s#&&2$! a4!:!es
Attributes & Mean Std' De"iation
Co)a$i)* /i"e$l' /e+. 4 5 .44
<ivi)* Di"e$o"7s +!o)e )um9e" 4 5 .44
5ll +"o9lems solve/ 4 4.25 .>4
4"o9lem solve/ :ui$-l' 4 3.5 5.44
3im9le solve" 4 3 .44
;i)e is sel/om 9us' 4 3 .@3
@5
Table (* Ga&s be!?ee/ eJ&e4!a!2/ A &e$4e&!2/ 2/ a!!$b#!es 21 &$2ble3 s2l:/"
&$24ess
1.00 .83 .84 1.16 .000
6.55 .94 6.73 6.37 .000
1.51 .92 1.34 1.69 .000
.23 .64 .10 .35 .000
.86 1.29 .61 1.10 .000
61.37 1.60 61.67 61.07 .000
3im9le solve" ex+ 6
3im9le solve" +e"
4ai" 1
Co)a$i)* /i"e$l'
/e+a"me)s ex+ 6
Co)a$i)* /i"e$l'
/e+a"me)s +e"
4ai" 2
;i)e is sel/om 9us'
ex+ 6 ;i)e is sel/om
9us' +e"
4ai" 3
5ll +"o9lems solve/
ex+ 6 5ll +"o9lems
solve/ +e"
4ai" 4
4"o9lem solve/
:ui$-l' ex+ 6
4"o9lem solve/
:ui$-l' +e"
4ai" 5
<ivi)* Di"e$o"7 s
+!o)e )um9e" ex+ 6
<ivi)* Di"e$o"7 +!o)e
)um9e" +e"
4ai" 6
&ea)
S/.
Deviaio) ;o.e" A++e"
95@ Co)2i/e)$e
I)e"val o2 !e Di22e"e)$e
4ai"e/ Di22e"e)$es
Si*.
>26aile/?
(aired Sam!les Test
@3
APPENDIF C
QUESTIONNAIRE
(For FTSC.s 7mplo%ees @f sales6 accounting6 And transportation 3epartments @nl%)
!ue"tion 1#
,lease ran) the follo'ing factors according to ho' important you thin) they are in appealing
and )eeping your company I s customers in today9s mar)et:
"Mou stic) 5: most importantK 3: second most importantK and so on#
Euality of goods
Customer ser-ice
,rice
Ad-ertise
,romotion
!ue"tion 2#
o you )no' andGor hear about this strategic change to focus on quality of customer ser-ice:
Mes *o
!ue"tion 3#
Ma8or purpose of this change is to "please select only one of three follo'ing statements#:
Control and chec) quality of employees9 8ob
ecrease customer9 s complaint
Build competiti-e ad-antage
!ue"tion 4#
,lease indicate ho' much you ha-e confidence of this change9s success:
&trongly
*ot belie-e
&trongly
belie-e
5 3 ? < >
!ue"tion #
Are you trained to adapt to this strategic change:
Mes *o
!ue"tion $#
,lease indicate ho' much daily 8ob is impro-ed to adapt to requirement of this strategic
change:
Mour 8ob
Absolutely not
impro-e
Absolutely
impro-e
5 3 ? < >
Mour colleague9s 8ob
Absolutely not
impro-e
Absolutely
impro-e
5 3 ? < >
@?
APPENDIF D
Statistical results of te informal sur(e% for emplo%ees of FTSC
Ta%le 1&e"ult i' di''u"ing in'ormation o' "trategic change
F$e;#e/45 Pe$4e/! Val0 &e$4e/! C#3#la!:e &e$4e/!
!no'ing *o ? ;.@ ;.@ ;.@
Mes <5 7?.3 7?.3 544.4
Training *o ? ;.@ ;.@ ;.@
Mes <5 7?.3 7?.3 544.4
Ta%le 2 (erception a%out important level o' cu"tomer )uality
Fa4!2$ T2& 3&2$!a/! A32/" !2& !?2 A32/" b2!!23
!%$ee
Euality of goods >4.4 BB.? 33.B
Customer ser-ice >4.4 B3.B 3B.?
,rice 4.4 <>.> ><.>
Ad-ertise 4.4 3.? 7B.B
,romotion 4.4 3.? 7B.B
Ta%le 3(erception a%out ma*or purpo"e o' cu"tomer "ervice
P#$&2se $requency Pe$4e/! Val0 &e$4e/!
Control 8ob ? ;.@ ;.@
ecrease complaint 7 34.> 34.>
Build competiti-e ad-antage ?3 B3.B B3.B
Ta%le 4 +mployee", %elie' on "ucce"" o' cu"tomer "ervice
N Mea/ S!0' De:a!2/
Belie-ing << ?.>7 .@B
+alid * "list'ise# <<
Ta%le -mproving on daily *o%
N Mea/ S!0' De:a!2/
Aneself 9 s impro-ing <5 ?.>5 .>>
Colleagues I impro-ing <5 ?.?3 .>B
+alid * "list'ise# <5
@<
APPENDIF E
NUMBER OF FTSCBS AGENTS IN PROVINCES AND CITY
N2 PROVINCES AND CITY NUMBER OF AGENTS
5 A* =.A*= 5
3 BAC L.E0 5
? BA* ME T/0AC 5
< BE* TCE ?
> B.*/ 0A*= 3
; B.*/ ,/0AC 5
B B.*/ T/0A* 5
@ CA MA0 ?
7 CA* T/A 5
54 A *A*= 5
55 A!LA! 3
53 A*= *A. <
5? A*= T/A, ?
5< =.A LA. 5
5> /A C/. M.*/ C.TM <4
5; !.E* =.A*= 3
5B LAM A*= 5
5@ LA*= A* 3
57 *.*/ T/0A* 5
34 E0A*= *=A. 5
35 TAM *.*/ 5
33 T.E* =.A*= @
3? TCA +.*/ 3
3< +.*/ LA*= ?
3> +0*= TA0 ?
TOTAL =<
@>
APPENDIF F
LIST OF COMPANIES PRODUCING CERAMIC FLOOR TILE
N2 REGION COMPANY CAPACITY 6MILLION M
3
7
5 NORTHERN /A *A. 3
3 +.ET TC. 5
? T/A*/ /A 5
< +.*/ ,/0C 5
> T/A. B.*/ 5
; /A. 0A*= 5
B /A*= /A 5
@ +.=LACECA 5
TOTAL O1 CAPACITY <
7 CENTRAL E0A*= B.*/ 5
54 /0E 5
55 A *A*= 5
53 A*= TAM 6 A *A*= "R# <
5? T/A*/ /AA "R# 5
TOTAL O1 CAPACITY =
5< SOUTHERN T/A*/ T/A*/ 3
5> A*= TAM 6 LA*= A* "RR# 3.>
5; TA.CECA "RR# 5.>
5B MM A* "RR# 5.>
5@ &/.LAC "RR# 5.>
57 !.*=M.*/ "RR# 5.>
34 !.M ,/A*= "RR# 5.>
35 MM 0C "RR# 3
33 M MM "RR# ?
3? $T&C "+.TALM# 3
3< %/.TE /AC&E "RR# 3.>
3> /AA*= =.A 3
3; LA*= N0ME* 5
TOTAL O1 CAPACITY (*',
T.T/0 .1 C/(/C-T2# 413 ")uare meter
"R# @n4going pro?ect
"RR# Joint (enture or foreign4o)ned compan%*
@;