B GIO D C V O T O TR NG I H C KINH T THNH PH H

CH MINH

L QUANG BNH

THI NG I TIU DNG I V I CHIU TH TRONG VI C XY D NG GI TR THNG HI U KEM NH RNG T I TH TR NG TP.HCM

Chuyn ngnh : Qu n tr kinh doanh M s : 60.34.05

LU N VN TH C S KINH T

NG I H NG D N KHOA H C

TS. TR N H MINH QUN

TP. H Ch Minh - Nm 2008

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L I C M N hon thnh nghin c u ny, tc gi xin chn thnh c m n: Qu th y, c Tr ng i h c Kinh t Thnh ph H Ch Minh t n tnh truy n t cho nh ng ki n th c qu bu trong su t th i gian h c t p t i tr ng. t bi t l Ti n s Tr n H Minh Qun gi ng vin Khoa Qu n tr Kinh doanh cung c p cho m t s ti li u tham kh o b ch, cng nh h ng d n v m t phng php khoa h c v n i dung c a ti ny. T p th cc anh, ch Th vi n Sau i h c Tr ng i h c Kinh t Thnh ph H Ch Minh gip tc gi trong qu trnh tra c u ti li u. Cc b n sinh vin K33 - Tr ng i h c Kinh t Thnh ph H Ch Minh gip tc gi thu th p m t ph n d li u t ng i tiu dng t i a bn Thnh ph H Ch Minh. Cu i cng, tc gi xin c m n gia nh, b n b cc l p cao h c K15 h tr tc gi trong su t qu trnh h c t p v th c hi n ti nghin c u ny. Trong qu trnh nghin c u, m c d tc gi cng h t s c c g ng hon thnh nghin c u, tham kh o nhi u ti li u, trao i v ti p thu nhi u ki n qu bu c a th y c v b n b. Song nghin c u ny cng khng trnh kh i nh ng thi u st. Mong nh n c nh ng thng tin ng gp t qu th y c v b n c. Qua y, tc gi cng xin cam oan, lu n vn ny l cng trnh nghin c u c a b n thn, khng sao chp t b t k nghin c u no khc v c ch nh s a ng theo yu c u c a h i ng ph n bi n ngy 31/12/2008./. Trn tr ng! Thnh ph H Ch Minh, thng 12 nm 2008 Tc gi

L Quang Bnh

M CL C N i dung trang

L i c m n . i M c l c .. ii Danh m c b ng bi u .. v Danh m c hnh .. Tm t t . vii 01 Danh m c cc t vi t t t viii

Chng I: T ng quan ...... 02 1.1 1.2 1.3 1.4 1.5 Gi i thi u 02 M c tiu nghin c u ... 03 Ph m vi v phng php nghin c u . 04 ngha th c ti n c a ti 04 K t c u c a bo co nghin c u . 05

Chng II: C s l thuy t ..... 06 2.1 2.2 2.3 2.4 2.4.1 2.4.2 2.5 2.6 2.6.1 2.6.2 2.6.2.1 Gi i thi u ... 06 Thng hi u v s n ph m .. 06 Gi tr thng hi u . 08 M hnh o l ng gi tr thng hi u .... 10 M hnh c a D Aaker 1991 10 M hnh c a Nguy n nh Th & ctg 2002 .. M hnh o l ng gi tr thng hi u kem nh rng .. Thi ng i tiu dng i v i chiu th v gi tr thng hi u .. 11 12 14

Thi ng i tiu dng . 14 Chiu th thng hi u . 16 Qu ng co .. 17

ii

2.6.2.2 2.6.2.3 2.6.3 2.6.4 2.6.4.1 2.6.4.2 2.6.4.3 2.6.5 2.7

Khuy n m i bn hng 17 Quan h cng chng ... 18 Thi ng i tiu dng i v i chiu th v gi tr thng hi u NTh .. 18 ngh cc gi thuy t nghin c u 19 Thi ng i tiu dng i v i qu ng co v gi tr thng hi u 20 Thi ng i tiu dng i v i khuy n m i v gi tr thng hi u . 21 Thi ng i tiu dng i v i quan h cng chng v gi tr thng 22 ngh m hnh l thuy t nghin c u ... 22 Tm t t ... 24

Chng III: Phng php nghin c u .. 25 3.1 3.2 3.2.1 3.2.2 Gi i thi u ... 25

Thi t k nghin c u 25 Nghin c u nh tnh .. 25 Nghin c u nh l ng .. Xc nh m u nghin c u .. Qui trnh nghin c u .. Phng php phn tch d li u .. Thang o Thang o thi i v i qu ng co, khuy n m i v quan h cng chng 27 27 28 28 30 30 33

3..2.2.1 Thng hi u nghin c u 3.2.2.2 3.2.2.3 3.2.2.4 3.3 3.3.1 3.3.2 3.4 4.1 4.2 4.3 4.3.1 4.3.2

Thang o gi tr thng hi u kem nh rng . 30

Tm t t ... 34 Gi i thi u ... t i m m u nghin c u .. Ki m nh b ng Cronbach Alpha .. Ki m nh thang o thng qua phn tch cc nhn t khm ph EFA .. 35 35

Chng IV: K t qu nghin c u 35

Ki m nh thang o 36 36 41

iii

4.3.2.1 4.3.2.2 4.3.2.3 4.3.2.4 4.4 4.5 4.5.1 4.5.2 4.5.3 4.5.4 4.6 4.6

Phn tch EFA thang o gi tr thng hi u (BE) .

41

Phn tch EFA thang o thi i v i qu ng co (AD) .. 42 Phn tch EFA thang o thi i v i khuy n m i (SP) . 43 Phn tch EFA thang o thi i v i quan h cng chng (PR) ... 44 K t qu phn tch nhn t khm ph c a m hnh l thuy t .. 45 Ki m nh gi thuy t v m hnh nghin c u thng qua phn tch h i qui 46 Xem xt ma tr n tng quan gi a cc bi n trong m hnh 47 nh gi v ki m nh ph h p c a mnh ngha cc h s h i qui ring ph n trong m hnh . 48 49

K t qu ki m nh cc gi thuy t trong m hnh ... 51 K t qu chnh c a nghin c u v so snh v i nghin c u NTh 52 Tm t t ... 53 54 54

Chng V: ngha v k t lu n . 5.1 5.2 5.3 Gi i thi u ... H n ch c a ti v h ng nghin c u ti p theo

K t qu chnh v ng gp c a nghin c u ... 54 56 62 62 68

Ti li u tham kh o ... 58 Ph l c .. Ph l c I: Dn bi th o lu n nhm Ph l c III: nh gi tin c y Cronbach Alpha .

Ph l c II: B ng cu h i nghin c u nh l ng ... 65

Ph l c IV: Phn tch nhn t khm ph (EFA) 74 Ph l c V: Phn tch h i qui .. 83 Ph l c VI: t i m m u kh o st ... 85

iv

DANH M C B NG N i dung B ng 3.1 Thang o m c nh n bi t thng hi u c a Nguy n nh Th B ng 3.2 Thang o lng am m thng hi u c a Nguy n nh Th .. B ng 3.3 Thang o ch t l ng c m nh n thng hi u c a Nguy n nh Th trang 31 31 31

B ng 3.4 Thang o m c nh n bi t thng hi u kem nh rng (AW) .. 32 B ng 3.5 Thang o lng am m thng hi u kem nh rng (BP) ... 32 B ng 3.6 Thang o ch t l ng c m nh n thng hi u kem nh rng (PQ)... 32 B ng 3.7 Thang o thi i v i chiu th c a Nguy n nh Th (2002) ... 33 B ng 3.8 Thang o thi i v i qu ng co thng hi u kem nh rng 33 B ng 3.9 Thang o thi i v i khuy n m i thng hi u kem nh rng.. 34

B ng 3.10 Thang o thi i v i ho t ng quan h cng chng thng .. 34 B ng 4.1: c i m m u nghin c u .. B ng 4.2: K t qu Cronbach alpha c a thang o nh n bi t thng hi u 36 37

B ng 4.3: K t qu Cronbach alpha c a thang o ch t l ng c m nh n .. 38 B ng 4.4: K t qu Cronbach alpha c a thang o lng am m .......... B ng 4.5: K t qu Cronbach alpha c a thang o thi i v i qu ng co .. 38 39

B ng 4.6: K t qu Cronbach alpha c a thang o thi i v i khuy n m i. 39 B ng 4.7: K t qu Cronbach alpha c a thang o thi i PR B ng 4.8: K t qu EFA c a thang o gi tr thng hi u kem nh rng .. B ng 4.9: K t qu EFA c a thang o thi i v i qu ng co 40 42 43

B ng 4.10: K t qu EFA c a thang o thi i v i khuy n m i 44 B ng 4.11: K t qu EFA c a thang o thi i v i PR .. 44

B ng 4.12: B ng tm t t k t qu ki m nh thang o . 45 B ng 4.13: Ma tr n h s tng quan gi a AD, SP, PR v BE .. 47

B ng 4.14: Ch tiu nh gi ph h p c a m hnh ... 48 B ng 4.15: Ki m nh ph h p c a m hnh .. 49 B ng 4.16: Cc thng s th ng k c a t ng bi n trong phng trnh . ... 50

vi

DANH M C HNH N i dung trang

Hnh 2.1: Hai m hnh v m i quan h gi a s n ph m v thng hi u .. 07 Hnh 2.2: M hnh o l ng gi tr thng hi u Aaker 1991 Hnh 2.3: M hnh o l ng gi tr thng hi u Nguy n nh Th 2002 . Hnh 2.4: M hnh o l ng gi tr thng hi u kem nh rng 11 11 12

Hnh 2.5: M hnh ba thnh ph n thi 14 Hnh 2.6: M hnh thi - hnh vi i v i m t thng hi u 15 Hnh 2.7: M hnh l thuy t ngh ... Hnh 3.1: Qui trnh nghin c u ... 27 29

Hnh 4.1: K t qu EFA c a m hnh l thuy t 46

vii

DANH M C CC T

VI T T T

1. 2. 3. 4. 5. 6. 7 8. 9.

AD: AW: BE: BI: BP: EFA: FMCG: LY: PF:

Advertising Attitudes (Thi i v i qu ng co) Brand Awareness (Nh n vi t thng hi u) Brand Equity (Gi tr thng hi u) Brand Intention (D nh tiu dng thng hi u) Brand Passion (Lng am m thng hi u) Exploratory Factor Analysis (Phn tch nhn t khm ph) Fast Moving Consumer Goods (Hng tiu dng lun chuy n nhanh) Brand Loyalty (Lng trung thnh thng hi u) Thch th thng hi u Perceived Quality (Ch t l ng c m nh n v thng hi u) Public Relations Attitudes (Thi i v i quan h cng chng) Sales Promotion Attitudes (Thi i v i khuy n m i bn hng)

10. PQ: 11. PR: 12. SP:

13. TPHCM: Thnh ph H Ch Minh 14. WTO:

World Trade Organization (T ch c thng m i th gi i)

viii

TM T T Nghin c u ny nh m m c ch khm ph gi tr thng hi u kem nh rng v m c nh h ng c a thi c a ng i tiu dng i v i qu ng co, khuy n m i bn hng v quan h cng chng t i gi tr thng hi u kem nh rng. Qua , nghin c u s d ng v ki m nh cc thang o l ng chng cng nh xy d ng m t m hnh l thuy t th hi n nh h ng c a thi c a ng i tiu dng i v i chiu th v gi tr thng hi u kem nh rng. D a trn c s l thuy t v gi tr thng hi u v thang o l ng c trn th gi i v Vi t Nam, m t m hnh l thuy t c a ra cng v i cc thang o l ng cc khi ni m nghin c u trong m hnh. M t nghin c u nh l ng chnh th c v i m u l 186 ng i tiu dng c th c hi n ki m nh m hnh thang o v m hnh l thuy t. K t qu ki m nh cc thang o l ng cho th y cc thang o u t tin c y v gi tr cho php. K t qu ny nh m kh ng nh l i s ph h p c a thang o c t i Vi t Nam v gi tr thng hi u v chiu th . K t qu ki m nh cng cho th y m hnh l thuy t ph h p v i d li u th tr ng v ba gi thuy t a ra u c ch p nh n. C th l thi i v i qu ng co c nh h ng nh t t i gi tr thng hi u kem nh rng, ti p theo l thi i v i quan h cng chng. Cn thi i v i khuy n m i bn hng khng c nh h ng ng k t i gi tr thng hi u kem nh rng. Cc k t qu thu c gp ph n b sung vo th c ti n qu n l thng qua m t m hnh o l ng v gi tr thng hi u kem nh rng t i th tr ng TP HCM. N gip cho cc nh qu n tr ti p th v qu n l doanh nghi p hi u bi t r hn v gi tr thng hi u kem nh rng v m i quan h gi a thi ng i tiu dng i v i chiu th v gi tr thng hi u kem nh rng, t c th a ra cc chng trnh qu ng b thng hi u c hi u qu hn.

Chng I T NG QUAN 1.1 Gi i thi u Xy d ng v pht tri n thng hi u l v n s ng cn c a t t c cc doanh nghi p. Nhi u thng hi u Vi t Nam b ng nh ng n l c chi m c tnh c m c a ng i tiu dng. Tuy nhin, cng c r t nhi u doanh nghi p ang g p kh khn trong vi c t o d ng thng hi u ring cho mnh. M t trong nh ng l do m doanh nghi p g p kh khn trong v n ny l cha n m b t c vai tr c a gi tr thng hi u (brand equity), cc thnh ph n o l ng gi tr thng hi u v cng nh vai tr c a vi c s d ng cc cng c chiu th nh qu ng co, khuy n m i bn hng, quan h cng chng. Trong qu trnh lm thng hi u cho doanh nghi p, cc nh qu n tr marketing th ng s d ng cc cng c chiu th . Nhng t nh ng cng c ny tc ng n thi c a ng i tiu dng v i vi c xy d ng gi tr thng hi u nh th no th cha c quan tm ng m c. Gi tr thng hi u ng vai tr quan tr ng trong vi c xy d ng v pht tri n thng hi u. M t thng hi u n i ti ng trn th tr ng ng ngha v i gi tr m ng i tiu dng c m nh n c v thng hi u . c cc nh nghin c u trong lnh v c marketing trn th gi i t p trung nghin c u gi tr thng hi u d a vo ng i tiu dng (customer-based brand equity) vo u th p nin 1990 m tiu bi u nh Aaker (1991, 1996), Keller (1993, 1998) v Yoo & ctg (2000). Trn c s , n c ta, v n ny cng c a vo nghin c u cho m t hng tiu dng. Nguy n nh Th & ctg (2002) v i nghin c u Nghin c u cc thnh ph n c a gi tr thng hi u v o l ng chng trong th tr ng hng tiu dng Vi t Nam, tc gi a ra m hnh cc thnh ph n c a gi tr thng hi u v nh h ng c a thi i v i chiu th ni chung (g m qu ng co v khuy n m i) t i cc thnh ph n c a gi tr thng hi u. T , tc gi xy d ng thang o l ng cc thnh ph n gi tr thng hi u v thang o thi i v i chiu th .

Tuy nhin, trong ti nghin c u ny, h ng nghin c u l i su vo nghin c u m c nh h ng c a thi c a ng i tiu dng i v i cc chng trnh qu ng co, khuy n m i v ho t ng quan h cng chng trong vi c xy d ng gi tr thng hi u kem nh rng t i th tr ng TP HCM. Hn n a, th tr ng hng tiu dng trong nh ng nm qua pht tri n m nh m , c bi t k t khi n n kinh t c a n c ta gia nh p T ch c thng m i th gi i (WTO), cc doanh nghi p ch tr ng hn v n xy d ng v pht tri n thng hi u. Trong qu trnh lm thng hi u, cc nh lm marketing t i th tr ng Vi t Nam v n ch tr ng n vi c s d ng cc cng c chiu th nh qu ng co, khuy n m i bn hng v quan h cng chng qu ng b cho thng hi u mnh. Trn c s thang o l ng c a Nguy n nh Th (2002), nghin c u ny s d ng l i c i u ch nh, b sung cho ph h p v i m c ch nghin c u v ph h p v i thng hi u kem nh rng t i th tr ng TP HCM. 1.2 M c tiu nghin c u Gi tr thng hi u tuy c cc doanh nghi p Vi t Nam quan tm v t ng b c pht tri n nhng n v n l m t v n cn m i m . Do v y, nghin c u ny s d ng m hnh o l ng v gi tr thng hi u c a Nguy n nh Th (2002) o l ng gi tr thng hi u kem nh rng t i th tr ng TP HCM. T , nghin c u l c s cho cc nh s n xu t m t hng kem nh rng ni ring v m t hng tiu dng lun chuy n nhanh (FMCG) ni chung o l ng gi tr thng hi u c a mnh v th y c m c nh h ng c a cc cng c chiu th t i gi tr thng hi u u t ngn sch hi u qu hn, nghin c u ny nh m cc m c ch c th sau: 1. o l ng cc thnh ph n t o nn gi tr thng hi u kem nh rng; 2. i u ch nh v b sung thang o l ng v thi i v i qu ng co, thi i v i khuy n m i v thi i v i quan h cng chng; 3. o l ng thi ng i tiu dng i v i qu ng co, khuy n m i v quan h cng chng i v i gi tr thng hi u kem nh rng;

4. Xc nh m c

nh h ng c a thi ng i tiu dng i v i t ng cng c

qu ng co, khuy n m i v quan h cng chng t i gi tr thng hi u kem nh rng, t gip cho nh qu n tr phn b ngn sch m t cch h p l trong qu trnh qu ng b thng hi u em l i hi u qu cao. 1.3 Ph m vi v phng php nghin c u ti nghin c u ny t p trung vo thng hi u kem nh rng. S n ph m c s d ng cho nghin c u ny l kem nh rng Colgate, y l m t thng hi u kem nh rng kh n i ti ng t i th tr ng TPHCM v c ng i tiu dng s d ng r ng ri. Nghin c u c th c hi n nh sau: Nghin c u ny c th c hi n t i TPHCM thng qua hai b c: nghin c u s b nh tnh (ch th c hi n i v i thang o thi i v i qu ng co, khuy n m i v quan h cng chng) v nghin c u chnh th c nh l ng. Nghin c u s b c th c hi n b ng phng php th o lu n nhm t p trung l nh ng ng i tiu dng kem nh rng. Nghin c u nh l ng c th c hi n thng qua ph ng v n tr c ti p ng i tiu dng th tr ng. i t ng nghin c u l nh ng ng i tiu dng t 18 tu i n 52 tu i ang s ng t i a bn TPHCM. Nghin c u ny s d ng phng php tin c y Cronbach alpha v phn tch cc nhn t khm ph EFA thng qua ph n m m SPSS ki m nh thang o v phng php phn tch h i qui b i ki m nh m hnh nghin c u v gi thuy t nghin c u trong m hnh. 1.4 ngha th c ti n c a ti ti ny c ngha th c ti n cho cc cng ty s n xu t kem nh rng, cc cng ty qu ng co, ti p th lin quan n s n ph m kem nh rng, hng tiu dng, cng nh nh ng ai quan tm n lnh v c ny. ngha c th nh sau: Th nh t, nghin c u ny nh m kh ng nh l i thang o v gi tr thng hi u hng tiu dng c Vi t Nam, i u gip cho cc cng ty s n xu t hng tiu dng, cng ty qu ng co v ti p th c th v n d ng thang o ny nghin c u th

tr ng v gi tr thng hi u hng tiu dng nhanh (FMCG) t i th tr ng Vi t Nam, cng nh s d ng thang o thi i v i qu ng co, khuy n m i v quan h cng chng o l ng chng khi nghin c u. T , cc cng ty ny th c hi n cc nghin c u th tr ng v xy d ng chng trnh qu ng co, khuy n m i v ho t ng quan h cng chng c hi u qu hn lm tng gi tr thng hi u cho khch hng. Th hai, k t qu nghin c u ny gip cho cc nh lm marketing v thng hi u n m b t c m c nh h ng c a thi c a ng i tiu dng i v i qu ng co, khuy n m i v ho t ng quan h cng chng i v i gi tr thng hi u, t n gip cho cc nh qu n tr trong lnh v c ny phn b ngn sch m t cch h p l khi ti n hnh qu ng b thng hi u. Th ba, nghin c u ny lm ti li u tham kh o cho nh ng ai quan tm n v n thi c a ng i tiu dng i v i chiu th trong vi c xy d ng gi tr thng hi u kem nh rng ni ring v thng hi u hng tiu dng ni chung t i th tr ng Vi t Nam. 1.5 K t c u c a bo co lu n vn K t c u c a bo co nghin c u ny bao g m 5 chng. Chng I gi i thi u t ng quan v ti nghin c u. Chng II trnh by c s l thuy t v thng hi u v gi tr thng hi u, thi ng i tiu dng v chiu th cng nh xy d ng m hnh l thuy t cng cc gi thuy t c ngh . Chng III trnh by phng php nghin c u ki m nh thang o v m hnh l thuy t cng cc gi thuy t ra. Chng IV trnh by phng php phn tch thng tin v k t qu nghin c u. V cu i cng chng V tm t t nh ng k t qu chnh c a nghin c u, nh ng ng gp v m t l thuy t v th c ti n qu n l cng nh nh ng h n ch c a nghin c u nh h ng cho nh ng nghin c u ti p theo.

Chng II C S L THUY T

2.1 Gi i thi u Chng I gi i thi u t ng quan v lu n vn. Chng II ny m c ch gi i thi u cc l thuy t v thng hi u v gi tr thng hi u c pht tri n trn th gi i v Vi t Nam, thi ng i tiu dng v chiu th . M t m hnh l thuy t v cc gi thuy t cng c xy d ng. Chng II bao g m cc ph n chnh sau: (1) cc l thuy t v m i quan h gi a thng hi u v s n ph m, (2) cc l thuy t v gi tr thng hi u, (3) l thuy t v thi ng i tiu dng, (4) l thuy t v chiu th , (5) a ra cc gi thuy t v m hnh l thuy t nghin c u v m i quan h gi a thi ng i tiu dng i v i chiu th v gi tr thng hi u kem nh rng. 2.2 Thng hi u v s n ph m Trong marketing, thng hi u c xem l trung tm c a cc cng c marketing v thng hi u chnh l nh ng g marketing xy d ng v nui d ng cung c p l i ch cho khch hng m c tiu c a mnh (Nguy n nh Th & ctg 2007). C nhi u quan i m v thng hi u. C th chia ra thnh hai quan i m chnh, l quan i m truy n th ng v quan i m t ng h p. Theo quan i m truy n th ng, v d nh theo Hi p H i Marketing Hoa K th thng hi u l m t ci tn, bi u t ng, k hi u, ki u dng hay m t s ph i h p c a cc y u t trn nh m m c ch nh n d ng s n ph m hay d ch v c a m t nh s n xu t v phn bi t v i cc thng hi u c a i th c nh tranh (Bennett PD (ed) 1995) . Quan i m ny t n t i trong m t th i gian di, n cu i th k 20, quan i m v thng hi u c nhi u thay i, cc nh nghin c u trong lnh v c ny cho r ng quan i m ny khng th gi i thch c vai tr c a thng hi u trong n n kinh t ton c u v c nh tranh gay g t.

Theo quan i m t ng h p v thng hi u cho r ng, thng hi u khng ch l m t ci tn hay bi u t ng m n ph c t p hn nhi u. N l t p h p cc thu c tnh cung c p cho khch hng m c tiu cc gi tr m h i h i. Quan i m ny cho r ng, s n ph m ch l m t thnh ph n c a thng hi u, ch y u cung c p l i ch ch c nng cho ng i tiu dng v n ch l m t thnh ph n c a s n ph m. Cc thnh ph n nh s n ph m, gi c , phn ph i v chiu th cng ch l thnh ph n c a m t thng hi u (Ambler T & Styles C 1996). Hai quan i m v thng hi u trn c minh h a Hnh 2.1: Hnh 2.1: Hai m hnh v m i quan h gi a s n ph m v thng hi u
a. Thng hi u l m t thnh ph n c a s n ph m b. S n ph m l m t thnh ph n c a thng hi u

S n ph m

Thng hi u

Thng hi u

S n ph m

Quan i m s n ph m l thnh ph n c a thng hi u ngy cng c ch p nh n trong th c ti n, cng nh trong gi i khoa h c kinh t . Ng i tiu dng c hai nhu c u, l (1) nhu c u v ch c nng v (2) nhu c u v tm l. S n ph m ch cung c p nhu c u ch c nng, cn thng hi u m i cung c p nhu c u v tm l (Hankinson & Cowking 1996). Stephen King c a t p on WPP cho r ng S n ph m l nh ng g c s n xu t trong nh my, thng hi u l nh ng g khch hng mua. S n ph m c th b b t ch c b i cc i th c nh tranh nhng thng hi u l ti s n ring c a cng ty. S n ph m c th nhanh chng b l c h u, nhng thng hi u n u thnh cng s

khng bao gi l c h u (Aaker 1991). Trong ho t ng ti p th ngy nay, thng hi u c s d ng ph bi n thay th cho s n ph m. 2.3 Gi tr thng hi u C nhi u quan i m v cch nh gi khc nhau v gi tr thng hi u. Theo Lassar & ctg (1995) c hai nhm chnh, l gi tr thng hi u nh gi theo quan i m u t hay ti chnh v gi tr thng hi u nh gi theo quan i m khch hng. nh gi gi tr thng hi u theo quan i m ti chnh ng gp vo vi c nh gi ti s n c a cng ty. Tuy nhin cch nh gi ny khng gip nhi u cho nh qu n tr marketing trong vi c xy d ng v pht tri n thng hi u. Hn n a, v m t marketing, gi tr v m t ti chnh c a m t thng hi u l k t qu nh gi c a khch hng v gi tr c a thng hi u . L do l khi khch hng nh gi cao v m t thng hi u th h c xu h ng tiu dng thng hi u (Nguy n nh Th , Nguy n Th Mai Trang & Barrett 2003). Trong nghin c u ny gi tr thng hi u l gi tr c nh gi d a trn quan i m khch hng (consumer-based brand equity). C hai quan i m nh gi gi tr thng hi u theo khch hng, l (1) d a vo l thuy t tm l h c nh n th c (cognitive psychology) v (2) d a vo l thuy t tn hi u (sighnaling theory) (Nguy n nh Th & Nguy n Th Mai Trang 2007). Nghin c u ny i theo quan i m d a vo l thuy t tm l h c nh n th c. nh gi gi tr thng hi u d a vo l thuy t tm l h c nh n th c xem xt qu trnh nh n th c c a khch hng v thng hi u. C nhi u quan i m v gi tr thng hi u d a vo ng i tiu dng. Trong bi vi t ny, ch a ra m t vi quan i m ng ch nh t. David Aaker (1991) a ra b n thnh ph n c a gi tr thng hi u, g m: (1) lng trung thnh thng hi u (brand loyalty), (2) nh n bi t thng hi u (brand awareness), (3) ch t l ng c m nh n (perceived quality), (4) cc thu c tnh ng hnh cng thng hi u (brand associations) nh tn m t a danh, m t nhn v t n i ti ng

g n li n v i thng hi u , b ng sng ch (patents), nhn hi u c ch ng nh n (trademaks), m i quan h v i knh phn ph i. Kevin Lane Keller (1998) a ra nh ngha c th v gi tr thng hi u d a trn khch hng: Gi tr thng hi u d a trn khch hng l s nh h ng phn bi t m ki n th c

thng hi u t o ra trn ph n ng c a khch hng v i vi c marketing thng hi u. Gi tr xu t hi n khi ng i tiu dng c m c nh n bi t v quen thu c v i thng hi u cao v c nh ng lin t ng thng hi u m nh m , c l i v c nh t trong tm tr. Theo Keller (1993) th gi tr thng hi u chnh l ki n th c c a khch hng v thng hi u ( brand knowledge). Ki n th c khch hng bao g m: (1) nh n bi t thng hi u (brand awareness), (2) n t ng v thng hi u (brand image). Trong nh n bi t v thng hi u bao g m: nh n thng hi u (brand recall) v nh n ra thng hi u (brand recognition). Trong n t ng v thng hi u bao g m: cc lo i thu c tnh ng hnh cng thng hi u (types of brand association) nh thu c tnh (attributes), l i ch (benefits), thi (attitudes); kh nng ch p nh n cc thu c tnh ng hnh cng thng hi u (favorability of brand associations); s c m nh c a cc thu c tnh ng hnh cng thng hi u (strength of brand associations); tnh c o c a cc thu c tnh ng hnh cng thng hi u (uniqueness of brand associations). V trong cc thu c tnh con trn l i bao g m cc thu c tnh con khc nh: l i ch thu c v ch c nng

(functional), l i ch thu c v kinh nghi m (experiential), l i ch c tnh ch t t ng trng (symbolic). Lassar & ctg (1995) a ra nm thnh ph n c a gi tr thng hi u, g m: (1) ch t l ng c m nh n (perceived quality), (2) gi tr c m nh n (perceived value), (3) n t ng v thng hi u (brand image), (4) lng tin v thng hi u (trustworthiness), (5) c m t ng c a khch hng v thng hi u (commitment). T i Vi t Nam, Nguy n nh Th & ctg (2002) a ra ba thnh ph n c a gi tr thng hi u, g m: (1) nh n bi t thng hi u, (2) ch t l ng c m nh n, (3) lng am

m thng hi u (brand passion) bao g m thch th, c xu h ng tiu dng v trung thnh thng hi u. Cc quan i m v gi tr thng hi u trn y tuy c nh ng i m tng ng, nhng v n cn c s khc bi t. V gi tr thng hi u l m t khi ni m a thnh ph n. Do c r t nhi u cch xy d ng gi tr thng hi u. i u ny cho th y r ng gi tr thng hi u l m t khi ni m ph c t p v hi n nay cha c s th ng nh t cao v cc thnh ph n c a gi tr thng hi u. S khc bi t ny cn th hi n trong th tr ng s n ph m h u hnh v th tr ng s n ph m d ch v . Hn n a, vi c xc nh cc bi n no l bi n thnh ph n c a gi tr thng hi u, bi n no l bi n nguyn nhn v k t qu c a gi tr thng hi u khng ph i l vi c lm n gi n v d dng (N Th 2002). 2.4 M hnh o l ng gi tr thng hi u Hi n nay, trn th gi i v Vi t Nam c m t s m hnh o l ng gi tr thng hi u theo quan i m khch hng do cc nh nghin c u v thng hi u a ra. Trong nghin c u ny, tc gi a ra hai m hnh tiu bi u: 2.4.1 M hnh c a D Aaker (1991) David Aaker (1991) a ra b n thnh ph n c a gi tr thng hi u, g m: lng trung thnh thng hi u; nh n bi t thng hi u; ch t l ng c m nh n; cc thu c tnh ng hnh cng thng hi u. N c th hi n trong Hnh 2.2:

10

Hnh 2.2: M hnh o l ng gi tr thng hi u c a Aaker (1991)

Lng trung thnh thng hi u

Nh n bi t thng hi u Gi tr thng hi u Ch t l ng c m nh n

Cc thu c tnh ng hnh cng thng hi u

2.4.2 M hnh o l ng gi tr thng hi u c a Nguy n nh Th & ctg (2002) Trn c s cc m hnh o l ng gi tr thng hi u c a cc tc gi trn th gi i, Nguy n nh Th (2002) xy d ng m hnh o l ng gi tr thng hi u t i th tr ng Vi t Nam. Gi tr thng hi u c a N Th (2002), g m cc thnh ph n: nh n bi t thng hi u; ch t l ng c m nh n; lng am m thng hi u. N c th hi n trong Hnh 2.3 Hnh 2.3: M hnh o l ng gi tr thng hi u kem N Th (2002) Nh n bi t thng hi u

Gi tr thng hi u

Ch t l ng c m nh n thng hi u

Lng am m thng hi u

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2.5 M hnh o l ng gi tr thng hi u kem nh rng t i th tr ng TP HCM Cc doanh nghi p trn th tr ng Vi t Nam, c bi t cc doanh nghi p TP HCM trong th i gian qua ch tr ng n vi c xy d ng thng hi u. V i s nh v v qu ng b cc thng hi u Vi t Nam & qu c t m t cch r t bi b n trn qui m l n, tr t t v v tr cc thng hi u trn th tr ng d n c hnh thnh. Ng i tiu dng cng d n d n chuy n vi c mua s m s n ph m sang thng hi u. Do v y, gi tr thng hi u cng d n hnh thnh trong tm tr h . Thng hi u nghin c u c a Nguy n nh Th l thng hi u hng tiu dng, m c th l thng hi u d u g i u, n thu c nhm hng tiu dng lun chuy n nhanh (FMCG). Trong nghin c u c a ti ny thng hi u nghin c u l kem nh rng, n cng thu c nhm hng FMCG. Do , nghin c u ny s d ng m hnh o l ng gi tr thng hi u c a Nguy n nh Th (2002) o l ng gi tr thng hi u kem nh rng. Cc thnh ph n c a gi tr thng hi u kem nh rng t i th tr ng TPHCM, g m: (1) nh n bi t thng hi u kem nh rng; (2) ch t l ng c m nh n thng kem nh rng v (3) lng am m thng hi u kem nh rng, bao g m: thch th thng hi u, c xu hng tiu dng thng hi u v trung thnh v i thng hi u. N c th hi n trong Hnh 2.4. Hnh 2.4: M hnh o l ng gi tr thng hi u kem nh rng t i TPHCM
Nh n bi t thng hi u kem nh rng

Gi tr thng hi u kem nhrng

Ch t l ng c m nh n thng hi u kem nh rng

Lng am m thng hi u kem nh rng

12

Nh n bi t thng hi u l m t thnh ph n c a thi c a khch hng i v i thng hi u n u theo m hnh thi a thnh ph n (xem ph n thi c a ng i tiu dng ph n sau). M c nh n bi t v thng hi u ni ln kh nng m t khch hng c th nh n d ng v phn bi t nh ng c i m c a m t thng hi u trong m t t p thng hi u c m t trn th tr ng. Khi ng i tiu dng c quy t nh tiu dng m t thng hi u no , tr c tin h ph i nh n bi t thng hi u . Cho nn, nh n bi t thng hi u l m t thnh ph n c a gi tr thng hi u (N Th & ctg 2002). Ch t l ng c m nh n, y u t chnh so snh cc thng hi u v i nhau l ch t l ng c a n. Tuy nhin, ch t l ng th c s m nh s n xu t cung c p v ch t l ng khch hng c m nh n c th ng khng trng nhau. Nhng ch t l ng m khch hng c m nh n c m i l y u t khch hng lm cn c ra quy t nh tiu dng. Nh v y, ch t l ng c m nh n c b i khch hng l m t thnh ph n c a gi tr thng hi u (N Th & ctg 2002). Lng am m thng hi u c th bao g m ba thnh ph n theo h ng thi , l s thch th, d nh tiu dng v trung thnh thng hi u. S thch th c a khch hng i v i m t thng hi u o l ng s nh gi c a khch hng i v i thng hi u . Xu h ng tiu dng thng hi u c th hi n qua xu h ng hnh vi c a khch hng. Xu h ng tiu dng thng hi u quy t nh hnh vi tiu dng thng hi u. Lng trung thnh c a khch hng i v i m t thng hi u ni ln xu h ng c a khch hng mua v s d ng m t thng hi u no trong m t h s n ph m v l p l i hnh vi ny. Lng trung thnh thng hi u ng vai tr quan tr ng trong s thnh cng c a thng hi u. Thng hi u no t o c lng trung thnh c a khch hng cng cao th gi tr thng hi u cng cao (N Th & ctg 2002).

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2.6 Thi ng i tiu dng i v i chiu th v gi tr thng hi u kem nh rng 2.6.1 Thi ng i tiu dng Thi ng i tiu dng (consumer attitudes) l m t khi ni m quan tr ng trong Marketing. C nhi u khi ni m v thi . N c th c nh ngha l ph m ch t c hnh thnh do tri th c ph n ng m t cch thi n c m hay c c m v i m t v t, s vi c c th (Hayes N 2000). C nhi u m hnh v thi , tuy nhin, m hnh v ba thnh ph n c a thi (tricomponent attitudes model) c ch p nh n hn c . Hnh 2.5: M hnh ba thnh ph n thi

Xu h ng hnh vi

Hi u bi t

C m xc

Ngu n: Schiffman LG & Kanuk LL (2000), consomer Behavior, 7 ed, Upper Saddle River, NJ: Prentice-Hall.

th

M hnh trn c ba thnh ph n c b n, (1) nh n bi t (cognitive component), (2) xc c m (affective component) v (3) xu h ng hnh vi (conative component). Ba thnh ph n ny c xy d ng v m t l thuy t. Trong th c ti n, nhi u nghin c u cho th y ba thnh ph n ny th ng g p chung l i thnh hai thnh ph n, trong thnh ph n c m xc v xu h ng hnh vi g p chung l i v i nhau. Thnh ph n nh n bi t bi u hi n s nh n bi t c a ng i tiu dng v m t thng hi u no . Nh n bi t th hi n d ng tin t ng. Hay ni cch khc ng i tiu dng tin r ng thng hi u c nh ng t trng no m h mong i. Cn c m xc th hi n s nh gi. Ng i tiu dng nh gi thng hi u d ng t t x u, thn thi n, c

14

c m. V thnh ph n xu h ng hnh vi ni ln xu h ng ng i tiu dng s th c hi n m t hnh ng c th . Th d m t ng i tiu dng c xu h ng mua m t thng hi u no (N Th & N T M Trang 2007). Ngoi m hnh trn, Fishbein & ctg (1975) cng a ra l thuy t a thu c tnh c a thi (multiattribute attitude theory) v cng c s d ng ph bi n trong nghin c u hnh vi tiu dng. L thuy t ny v n xem xt ba thnh ph n c b n c a thi , tuy v y chng c th hi n d i nh ng d ng khc nhau.Theo l thuy t a thu c tnh c a thi th thnh ph n c m xc c xem l thi . Nh v y, thi i v i m t thng hi u X no c bi u hi n nh sau:
n

AX=

b e
i =1

i i

Trong A X l thi c a ng i tiu dng i v i thng hi u X; b i l ni m tin c a h v i thu c tnh i c a thng hi u X, e i l nh gi c a h v thu c tnh i, v n l s l ng thu c tnh. M i quan h gi a thi v i thng hi u X v hnh vi tiu dng n c bi u di n Hnh 2.3. Hnh 2.6: M hnh thi - hnh vi i v i m t thng hi u
Ni m tin v X Thi i v iX Xu h ng tiu dng X Tiu dng X

Ngu n : Fishbein & Ajzen (1975).

Tng t nh v y, thi i v i hnh ng mua m t thng hi u X no , c bi u di n nh sau:

n

AB=

b e
i =1

i i

Trong , A B l thi i v i hnh vi B (mua thng hi u X); b i l ni m tin c a ng i tiu dng r ng n u th c hi n hnh vi B th s d n n k t qu i; e i l nh gi

15

c a ng i tiu dng v k t qu i, v n l s l ng ni m tin ng i tiu dng c c v th c hi n hnh vi B. L thuy t v thi l c s gi i thch hnh vi ng i tiu dng i v i cc ho t ng marketing c a doanh nghi p. V d : thi khch hng i v i m t thng hi u, i v i m t chng trnh qu ng co, khuy n m i v ho t ng quan h cng chng c a thng hi u, i v i cung cch ph c v c a nhn vin bn hng, ...vv (N Th & N T M Trang 2007). 2.6.2 Chiu th thng hi u (brand promotion) Chiu th hay qu ng b thng hi u (brand promotion), l ch c nng cung c p thng tin v thng hi u cho khch hng m c tiu v ng m t vai tr quan tr ng trong vi c a thng hi u n tay khch hng (Nguy n nh Th & Nguy n Th Mai Trang 2007). Cng c chiu th theo ch c nng tch c c th n l thng tin v s hi n di n c a m t thng hi u v gi tr m n em l i cho ng i tiu dng (Kotler 2003). C r t nhi u cng c m ng i lm marketing s d ng qu ng b thng hi u c a mnh. Chng ta c th chia thnh nm nhm chnh sau: (1) qu ng co (advertising), (2) khuy n m i bn hng (sales promotion), (3) cho hng c nhn (personal selling), (4) marketing tr c ti p (direct marketing), v (5) quan h cng chng (puplic relations). Tuy nhin, Qu ng co v khuy n m i l hai nhm cng c chiu th th ng c cc nh ti p th s d ng qu ng b thng hi u c a mnh cho th tr ng m c tiu (Nguy n nh Th & ctg 2002). Trong nh ng nm g n y, m t nhm cng c chiu th n a m cc nh qu n tr ti p th cng th ng xuyn s d ng qu ng b cho thng hi u t i th tr ng gi i v Vi t Nam, l quan h cng chng (PR: public relations). PR l m t cng c giao ti p r t linh ho t trong lnh v c giao ti p marketing: bn hng tr c ti p ho c qua i n tho i, cc ho t ng ti tr , tri n lm ... PR hi n ang c ng d ng r ng ri b i cc t ch c t ho t ng phi l i nhu n n ho t ng kinh doanh thng m i: h i t thi n, cc t ch c, ng phi chnh tr , cc doanh nghi p, khu vui chi gi i tr, y t ( theo t p ch Marketing Vi t Nam). Theo m t bo co nghin

16

c u v marketing c a Hi p h i Marketing Hoa K vo nm 1999 th hai ph n ba cc v gim c marketing v gim c nhn hi u M tin r ng PR gi vai tr quan tr ng

hn qu ng co trong vi c xy d ng v qu ng b thng hi u (Marketing report 1999). Do , trong ngin c u ny tc gi ch t p trung vo ba cng c chnh l qu ng co, khuy n m i bn hng v quan h cng chng. 2.6.2.1 Qu ng co: Qu ng co l d ng thng tin nh ng t ng, thng hi u t i th tr ng m c tiu thng qua knh thng tin trung gian (Nguy n nh Th & Nguy n Th Mai Trang 2007). Qu ng co l trnh by m t thng i p mang tnh thng m i theo nh ng chu n m c nh t nh, trong cng m t lc m t s l ng l n ng i nh n thng i p thng qua cc phng ti n truy n thng i chng (Nguy n Ng c Qu Trn 2004). Phng th c truy n tin ny thng qua cc phng ti n truy n thng i chng. N c th l tivi, radio, bo ch, pano, vv. M c tiu c a qu ng co l nh m t i th tr ng r ng l n. Qu ng co ngy cng tr nn quan tr ng b i n n kinh t ngy cng tng tr ng, khch hng tiu dng c thu nh p ngy cng cao, v qu ng co c kh nng lm cho h ch nhi u hn n s n ph m. Qu ng co t bi t quan tr ng i v i m t vi th tr ng, nh i v i th tr ng khch hng tiu dng cu i cng (H c Hng 2004). M t vi th tr ng hng tiu dng m qu ng co c tc ng r t l n n thi ng i tiu dng nh: th tr ng hng m ph m, hng th c ph m, n c gi i kht, th i trang, vv. 2.6.2.2 Khuy n m i bn hng: Khuy n m i bn hng l cc d ng kch thch tiu dng, th ng l ng n h n. N u qu ng co a ra cho khch hng l do mua hng th khuy n m i a ra nh ng bi n php khuy n khch ng i tiu dng mua hng (Nguy n Ng c Qu Trn 2004). M c ch chung c a khuy n m i bn hng nh m vo s ph n ng t c th i, v th ng c s d ng b sung thm c tnh ch t tc ng di h n c a qu ng co v cho hng. C nhi u d ng khuy n m i bn hng c s d ng nh m vo khch hng

17

cu i cng nh s n ph m m u; phi u mua hng, gi m gi; hon l i, tr ti n, b t gi; bao gi theo gi r ; hng th ng, qu t ng; hng qu ng co t bi t; ph n th ng cho khch hng th ng xuyn; x s ; trang hong, trang tr t i i m bn; gi i th ng; cc tr chi, cu c thi; trng by v trnh di n t i i m mua; lin k t, khuy n m i; khuy n m i mi n ph; nh gi (H c Hng 2004). Ngoi ra, chng trnh khuy n m i bn hng cn nh m vo trung gian, nh phn ph i v l c l ng bn hng c a cng ty. 2.6.2.3 Quan h cng chng: L m t ho t ng chiu th (qu ng b) gip cho m t doanh nghi p nh n nh r v quan i m, thi , suy ngh c a cng chng, t xy d ng cc ng l i, chng trnh hnh ng thch h p nh m tranh th s thng c m v ng h c a cng chng (H c Hng 2004). Cc lo i hnh quan h cng chng g m: quan h v i cc c quan truy n thng; quan h v i cc c quan cng quy n; quan h v i khch hng; quan h v i cc nh cung c p; quan h v i cc i l, trung gian; quan h v i cc i th c nh tranh; quan h v i cc t ch c on th ; quan h v i gi i ho t ng x h i; quan h v i nh u t, gi i ti chnh; quan h n i b , nhn vin trong cng ty. Hin nay, cc ho t ng quan h cng chng m cc cng ty t p trung vo: quan h v i gi i bo ch; tuy n truy n s n ph m; tuyn truy n cng ty; v n ng hnh lang; tham mu. 2.6.3 M i quan h gi a thi ng i tiu dng i v i chiu th v gi tr thng hi u t k t qu nghin c u c a N Th (2002) Nguy n nh Th (2002) nghin c u m i quan h gi a chiu th (g m: qu ng co v khuy n m i) v i cc thnh ph n c a gi tr thng hi u, g m: nh n bi t thng hi u; ch t l ng c m nh n v lng am m thng hi u. K t qu nghin c u cho th y, ch c nng chnh c a qu ng co v khuy n m i l gp ph n lm gia tng s nh n bi t thng hi u, ti p n l gp ph n lm tng ch t l ng c m nh n v thng hi u. Tuy nhin, m i quan h gi a thi i v i qu ng co v khuy n m i v i ch t l ng c m nh n th p hn nhi u so v i m i quan h gi a n v i nh n bi t thng hi u. V n u thng hi u c nh ng thu c tnh em l i gi tr cho

18

ng i tiu dng cao hn thng hi u c nh tranh th m i t o c lng am m c a h i v i thng hi u. 2.6.4 ngh cc gi thuy t nghin c u Nguy n nh Th (2002) a ra m i quan h gi a thi i v i chiu th ni chung (g m hai cng c l qu ng co v khuy n m i) v i cc thnh ph n c a gi tr thng hi u. M c ch c a nghin c u ny l nghin c u m i quan h gi a thi c a ng i tiu dng i v i t ng cng c ring r g m qu ng co, khuy n m i bn hng v quan h cng chng v i gi tr thng hi u kem nh rng. V m c nh h ng c a thi ng i tiu dng i v i ba cng c ny t i gi tr thng hi u kem nh rng nh th no. T , gip cho nh qu n tr trong lnh v c kem nh rng phn b ngn sch m t cch m t cch h p l. 2.6.4.1 Thi ng i tiu dng i v i qu ng co v gi tr thng hi u kem nh rng Qu ng co l thng i p quan tr ng t bn ngoi a ra tn hi u v ch t l ng s n ph m (Milgrom & Roberts 1986). Chi tiu cho qu ng co nhi u ch ng t cng ty ang u t cho thng hi u, n ang cung c p m t ch t l ng t t hn ( Kirmani & Wright 1989). Aaker & Jacobson (1994) cng nh n th y r ng c m i quan h tch c c gi a qu ng co v ch t l ng c m nh n. Do qu ng co c quan h m t cch tch c c v i ch t l ng c m nh n nn n a n gi tr thng hi u cao hn. Qu ng co ng vai tr then ch t trong vi c gia tng nh n bi t thng hi u cng nh t o ra cc thu c tnh ng hnh cng thng hi u m nh. Cc chng trnh qu ng co l p i l p l i nhi u l n t o ra khuynh h ng quan tm v thng thi u. N lm n gi n vi c ch n l a thng hi u c a ng i tiu dng, t o ra m t thi quen l a ch n thng hi u (Hauser & Wernerfeldt 1990). V v y, s l ng qu ng co nhi u hn nh h ng m t cch tch c c n nh n bi t thng hi u v cc thu c tnh ng hnh cng thng hi u (Shimp 1997). Khi ng i tiu dng c th y qu ng co v thng hi u th ng xuyn hn, h khng ch nng cao nh n bi t thng hi u v cc thu c tnh

19

 ng hnh c a thng hi u m cn ch p nh n tch c c hn v ch t l ng c a thng hi u. M t trong nh ng l do chnh lm gi m lng trung thnh c a ng i tiu dng i v i thng hi u l gi m qu ng co v thng hi u. B ng cch tng c ng lng tin v thi c a ng i tiu dng v thng hi u, qu ng co ng gp m nh m vo lng trung thnh thng hi u (Shimp 1997). n t ng v thng hi u (brand image) l ph c t p, c n t ng v m t thng hi u t t th ph i d a vo nh ng kinh nghi m tch ly, i di n v i n, nh ng tnh ti t v s phi by thng tin v thng hi u, v v y, ng i lm thng hi u s m t nhi u th i gian pht tri n hnh nh m t thng hi u. Qu ng co l cch chung nh t pht tri n, nh h ng v qu n l hnh nh . Cc nh qu n l nn u t vo qu ng co v i m c ch gia tng gi tr thng hi u m t cch r rng (Yoo &ctg 2000) Tr c tin, n u m t ng i tiu dng c thi tch c c i v i m t chng trnh qu ng co c a m t thng hi u kem nh rng no th h s nh n bi t c thng hi u trn th tr ng v phn bi t thng hi u v i cc thng hi u c nh tranh khc. Hai l, thng th ng m t khi ng i tiu dng thch th v m t chng trnh qu ng co s lm cho h c thi t t i v i thng hi u thng qua thng tin t qu ng co. Hn n a, nh ng thng tin ny gip cho ng i tiu dng c m nh n c ch t l ng c a thng hi u (Nguy n nh Th 2002). Ba l, khi ng i tiu dng c thi t t v i m t chng trnh qu ng co th h s thch th v n v h c xu h ng tiu dng thng hi u . Xu h ng tiu dng thng hi u l m t y u t quy t nh hnh vi tiu dng thng hi u (Ajzen & Fishbein 1980). Ng i tiu dng thch th v thng hi u v c xu h ng tiu dng thng hi u l h th hi n lng ham mu n i v i thng hi u. Khi ng i tiu dng nh n bi t thng hi u kem nh rng no trn th tr ng, cng nh phn bi t thng hi u kem nh rng ny v i cc thng hi u khc v th hi n lng ham mu n v thng hi u , cng nh c m nh n c ch t l ng c a n th khi ng i tiu dng c thi tch c c i v i thng hi u kem nh rng . T , tc gi a ra gi thi t H1:

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Gi thuy t H1: N u ng i tiu dng c thi tch c c i v i m t chng trnh qu ng co c a m t thng hi u kem nh rng no trn th tr ng tng th gi tr thng hi u kem nh rng cng tng. 2.6.4.2 Thi i v i khuy n m i bn hng v gi tr thng hi u kem nh rng Khuy n m i bn hng, t bi t l khuy n m i v gi c cho l lm gi m gi tr thng hi u trong tng lai, d em l i l i ch v m t ti chnh ngay l p t c. Khuy n m i bn hng khng th l cch t t xy d ng gi tr thng hi u b i v n d b sao chp v ph n tc d ng (Aaker 1991). Trong m t th i gian di, khuy n m i bn hng c th em l i hnh nh thng hi u ch t l ng th p. Hn n a, khuy n m i v gi th ng xuyn c th h y ho i cc thng hi u trong th i gian di, b i v chng c th gy cho ng i tiu dng s nh m l n khi d a vo s khc bi t b t ng v m c gi mong i v gi ph i tr , i u ny em l i m t hnh nh ch t l ng khng n nh (Winer 1986). Ng i tiu dng khng th bi t tr c chnh xc m c gi ph i mua v khng bi t tr c c sai l ch do b i kho ng tr ng gi a m c gi mong i v gi ph i tr , lm nh h ng khng t t n quy t nh ch n l a thng hi u cng nh ch t l ng c m nh n, d n n lm gi m gi tr thng hi u (Shimp 1997). S d ng khuy n m i bn hng th ng xuyn nh gi m gi (price deals); phi u mua hng gi m gi (coupons); hon l i, tr ti n, chi c kh u (refunds) v b t gi (rebates) gy ra cho ng i tiu dng lin t ng n ch t l ng s n ph m th p. B i v, ng i tiu dng ch ngh v m c gi c gi m m khng ngh v l i ch c cung c p b i thng hi u (nh gi tr thng hi u), khuy n m i v gi khng nng cao c s c m nh c a cc thu c tnh ng hnh cng thng hi u. V th , khuy n m i bn hng lm xi mn gi tr thng hi u v ph i c s d ng r t th n tr ng. D a vo khuy n m i bn hng c th lm tri ng c v i m t hnh nh thng hi u ch t l ng cao, lm gi m gi tr thng hi u trong th i gian di, d c s thnh cng v ti chnh trong th i gian ng n. Gi khng i v khng khuy n m i v gi l nn c th c hi n b i v a

21

 n s kin nh gi a m c gi mong i v gi th c v hm ch t l ng s n ph m cao. Thay v cung c p khuy n m i v gi, nh qu n tr nn u t vo qu ng co pht tri n gi tr thng hi u (Yoo&ctg 2000). Nh v y, khuy n m i bn hng c th lm cho ng i tiu dng quan tm v mua s n ph m nhi u hn. Nhng khuy n m i bn hng khng lm gia tng gi tr thng hi u, i lc c th lm gi m gi tr thng hi u. Khi ng i tiu dng c thi tch c c i v i m t chng trnh khuy n m i bn hng thng hi u no th n khng ng ngha v i nng cao gi tr thng hi u . T , tc gi a gi thi t H2: Gi thuy t H2: N u ng i tiu dng c thi tch c c i v i chng trnh khuy n m i bn hng c a m t thng hi u kem nh rng no th khng lm tng gi tr thng hi u kem nh rng m cn c th lm gi m gi tr thng hi u kem nh rng . 2.6.4.3 Thi i v i ho t ng quan h cng chng v gi tr thng hi u kem nh rng Quan h cng chng l m t cng c chiu th quan tr ng m ngy cng c nhi u doanh nghi p quan tm. Vai tr chnh c a PR l gip doanh nghi p truy n t i cc thng i p n khch hng v nh ng nhm cng chng quan tr ng c a h . Khi truy n i cc thng i p ny, PR gip s n ph m d i vo nh n th c c a khch hng, hay c th hn l gip khch hng d dng lin t ng t i m i khi i di n v i m t thng hi u. V d nh t lt Huggies t ch c m t chng trnh PR r ng ri c qu ng co kh r m r B Huggies nng ng ho c Unilever v n ng chng trnh G i t ng ng ph c i h c m b n khng dng n a cho b t gi t OMO cho cc n sinh cc vng xa. Chng trnh ny c tnh t thi n, ph c v cho c ng ng nn tranh th c thi n c m c a cng chng (T p ch marketing Vi t Nam). Quan h cng chng c nhi u lo i hnh v i nh ng ho t ng khc nhau. Trong nghin c u ny, ho t ng quan h cng chng l ho t ng c a thng hi u kem nh rng no m ng i tiu dng ch ng ki n v c m nh n c t n. Thi c a

22

ng i tiu dng i v i m t ho t ng quan h cng chng c a m t thng hi u cng tng t nh i v i qu ng co. Khi ng i tiu dng c thi t t v i m t ho t ng quan h cng chng c a thng hi u no th nh ng thng tin t ho t ng s gip cho h nh n bi t v thng hi u, ng i tiu dng s c thi thch th v c xu h ng tiu dng thng hi u, cng nh c m nh n v ch t l ng c a thng hi u. Nh v y, ng i tiu dng c thi tch c c v m t ho t ng quan h cng chng c a m t thng hi u kem nh rng no th h s c thi t t v i thng hi u kem nh rng . T , tc gi a ra gi thi t H3: Gi thuy t H3: N u ng i tiu dng c thi tch c c i v i m t ho t ng quan h cng chng c a m t thng hi u kem nh rng no trn th tr ng tng th gi tr thng hi u kem nh rng cng tng. 2.6.5 ngh m hnh l thuy t nghin c u D a vo cc gi thuy t c a ra trn, tc gi a ra m hnh nghin c u nh sau: Bi n ph thu c trong m hnh l gi tr thng hi u kem nh rng v cc bi n c l p l thi i v i qu ng co, thi i v i khuy n m i v thi i v i quan h cng chng. Hnh 2.7: M hnh l thuy t ngh

Thi i v i qu ng co

H1 H2

Thi i v i khuy n m i bn hng

Gi tr thng hi u kem nh rng

H3

Thi i v i quan h cng chng

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2.7 Tm t t Chng II a ra m t s c s l thuy t v thng hi u v s n ph m, v thi ng i tiu dng, v chiu th v v gi tr thng hi u. Chng ny cng a ra m hnh cc thnh ph n c a gi tr thng hi u kem nh rng, thi ng i tiu dng i v i chiu th v gi tr thng hi u kem nh rng. Gi tr thng hi u kem nh rng g m ba thnh ph n chnh: nh n bi t thng hi u, ch t l ng c m nh n v lng am m thng hi u. M hnh l thuy t bi u di n m i quan h gi a thi ng i tiu dng i v i chiu th v gi tr thng hi u kem nh rng. Thi ng i tiu dng i v i chiu th bao g m: thi i v i qu ng co, thi i v i khuy n m i v thi i v i quan h cng chng. Trong m hnh cng a ra cc gi thuy t: M t l, thi c a ng i tiu dng i v i m t chng trnh qu ng co thng hi u kem nh rng l m t y u t tc ng tch c c n gi tr thng hi u kem nh rng. Hai l, thi ng i tiu dng i v i m t chng trnh khuy n m i bn hng thng hi u kem nh rng khng ph i l y u t tc ng tch c c n gi tr thng hi u kem nh rng. Ba l, thi ng i tiu dng i v i ho t ng quan h cng chng thng hi u kem nh rng cng l m t y u t tc ng tch c c n gi tr thng hi u kem nh rng. Chng ti p theo s trnh by phng php nghin c u c th c hi n ki m nh gi thuy t v m hnh nghin c u.

24

Chng III PHNG PHP NGHIN C U 3.1 Gi i thi u Chng II trnh by c s l thuy t v gh m t m hnh nghin c u cng ba gi thuy t nghin c u. Chng III ny nh m m c ch gi i thi u phng php nghin c u s d ng i u ch nh thang o, ki m nh m hnh nghin c u cng cc gi thuy t ra. Chng ny g m hai ph n chnh. Tr c tin trnh by thi t k nghin c u. Th hai l cc thang o l ng cc khi ni m nghin c u v cch th c i u ch nh chng c gi i thi u. 3.2 Thi t k nghin c u Nghin c u ny c ti n hnh thng qua hai b c: (1) nghin c u nh tnh nh m i u ch nh v b sung cc thang o thi i v i qu ng co, khuy n m i v quan h cng chng, (2) nghin c u nh l ng nh m thu th p, phn tch d li u kh o st, cng nh ki m nh thang o, cc gi thuy t v m hnh nghin c u. 3.2.1 Nghi n c u nh tnh Nghin c u nh tnh c th c hi n thng qua k thu t th o lun nhm t p trung. M c tiu c a giai o n nghin c u ny nh m hi u ch nh cc thang o v thi i v i qu ng co, khuy n m i bn hng v b sung thang o thi i v i quan h cng chng t cc thang o c trn th gi i v Vi t Nam. Cc thang o l ng thi i v i qu ng co v khuy n m i c Nguy n nh Th (2002) xy d ng v g p chung thnh thang o thi i v i chiu th v o l ng t i th tr ng Vi t Nam; Cc thang o ny cng c Yoo & ctg (2000) xy d ng v o l ng t i th tr ng M trong nghin c u v h n h p marketing (marketing mix) c ch n l c v gi tr thng hi u. Tuy nhin, thang o c a Nguy n nh Th (2002) c o l ng t i Vi t Nam nn tc gi ch n thang o ny hi u ch nh v b sung cho thang o l ng trong nghin c u ny.

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Thang o thi i v i chiu th c a Nguy n nh Th (2002) l thang o chung bao g m c qu ng co v khuy n m i. Nghin c u ny nghin c u ring t ng cng c ring l , bao g m thi i v i qu ng co, thi i v i khuy n m i v thi i v i quan h cng chng. Do , chng c n ph i c tch ra, hi u ch nh v b sung cho ph h p v i nghin c u. Churchill (1979) v Stewart & Shamdasani (1990) cho r ng th o lu n nhm t p trung l m t trong cc cng c thch h p hi u ch nh v b sung thang o l ng trong th tr ng hng tiu dng. Do v y, nghin c u ny s d ng phng php th o lu n nhm t p trung. C hai nhm ng i tiu dng c nghin c u, m t nhm ng i tiu dng tr tu i t 20 n 35 v nhm trung nin tu i t 36 n 45. M i nhm g m 10 ng i l nh ng ng i tiu dng v thng xuyn mua kem nh rng cho gia nh c a h . Nghin c u ny c th c hi n t i a i m do tc gi b tr v tc gi i u khi n chng trnh th o lu n. Nghin c u ny s d ng phng php k t h p l th o lu n v a khm ph v v a kh ng nh. u tin, tc gi th o lu n v i ng i tiu dng b ng m t s cu h i m c tnh ch t khm ph (xem ph l c 1 v dn bi th o lu n nhm) xem h nh gi thi c a h i v i m t chng trnh qu ng co, khuy n m i v ho t ng quan h cng chng bao g m nh ng y u t no. Sau , tc gi cho h nh gi l i cc tiu ch trong thang o thi i v i qu ng co v thi i v i khuy n m i m tc gi tch ra t thang o thi i v i chiu th c a Nguy n nh Th (2002), cng v i thang o thi i v i quan h cng chng m tc gi ngh (xem ph l c 1 v dn bi th o lu n nhm). Cu i cng, tc gi cho h th o lu n h t t t c cc tiu ch m h l a ch n k t lu n xem tiu ch no l quan tr ng v thi c a h i v i m t chng trnh qu ng co, khuy n m i v quan h cng chng. K t qu th o lu n nhm cho th y khi ng i tiu dng by t thi i v i m t chng trnh qu ng co, khuy n m i bn hng v quan h cng chng th h quan tm

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nh t n ba y u t (1) m c th ng xuyn c a cc chng trnh, (2) m c h p d n c a cc chng trnh v (3) m c thch th cc chng trnh . D a trn cc tiu ch m ng i tiu dng a ra, thang o thi i v i qu ng co, thi i v i khuy n m i v thi i v i quan h cng chng g m cc bi n quan st sau: Thi i v i qu ng co: 1. Cc qu ng co c a Colgate r t th ng xuyn 2. Cc qu ng co c a Colgate r t h p d n 3. Ti r t thch cc qu ng co c a Colgate Thi i v i khuy n m i: 4. Cc chng trnh khuy n m i c a Colgate r t th ng xuyn 5. Cc chng trnh khuy n m i c a Colgate th ng r t h p d n 6. Ti r t thch tham gia cc chng trnh khuy n m i c a Colgate Thi i v i quan h cng chng: 7. Cc ho t ng quan h cng chng c a Colgate r t th ng xuyn 8. Cc ho t ng quan h cng chng c a Colgate r t h p d n 9. Ti r t thch cc ho t ng quan h cng chng c a Colgate 3.2.2 Nghin c u nh lu ng 3.2.1.1 Thng hi u nghin c u Thng hi u c ch n cho nghin c u ny l kem nh rng Colgate. y l thng hi u c s d ng rng ri v kh n i ti ng trn th tr ng Vi t Nam ni chung v th tr ng TP HCM ni ring. Thng hi u c ph ng v n khng theo nguyn t c s d ng, ngha l ng i c ph ng v n khng nh t thi t ph i ang s d ng thng hi u h c ph ng v n. N u c s trng h p x y ra l do hon ton ng u nhin.

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3.2.2.2 Xc nh m u nghin c u i t ng nghin c u l nh ng ng i tiu dng kem nh rng t i a bn TPHCM. Theo Hair (1998) th m u nghin c u t t nh t l t nh t 5 m u trn m t bi n quan st th m i c th phn tch nhn t khm ph (EFA) t t. Sau khi nghin c u nh tnh, nghin c u ny g m c 27 bi n quan st c a vo nghin c u nh l ng chnh th c. Trn c s , tc gi ti n hnh thu th p d li u v i 200 b ng cu h i c pht ra. T i u tra ti n hnh pht b ng cu h i v ph ng v n tr c ti p t ng ng i tiu dng. 3.2.2.3 Qui trnh nghin c u Qui trnh nghin c u c trnh by trong Hnh 3.1

28

Hnh 3.1: Qui trnh nghin c u

C s l thuy t

Thang o nhp
(AD,SP v PR)

Nghin c u nh tnh
(Th o lu n nhm t p trung)

Thang o chnh th c
(AW, BP, PQ, AD,SP v PR)

Nghin c u nh l ng
(n=200) Kh o st 200 ng i tiu dng M ha, nh p li u Lm s ch d li u Th ng k m t Cronbach , s Alpha Phn tch nhn t khm ph (EFA) Phn tch h i qui

Vi t bo co

29

3.2.2.4 Phng php phn tch d li u Sau khi thu th p xong d li u t ng i tiu dng, cc b ng ph ng v n c xem xt v lo i i nh ng b ng khng t yu c u, m ha, nh p li u v lm s ch b ng ph n m n SPSS for Windows 16.0. Ti p theo l th c hi n phn tch d li u b ng cc cng c nh th ng k m t , b ng t n s , ki m nh tin c y cronbach alpha c a cc thang o, phn tch cc nhn t khm, phn tch h i qui. 3.3 Thang o Cc thang o v gi tr thng hi u trong nghin c u ny p d ng thang o c a Nguy n nh Th (2002). Thang o thi i v i qu ng co, khuy n m i v quan h cng chng c i u ch nh v b sung t thang o thi i v i chiu th c a Nguy n nh Th (2002) thng qua th o lu n nhm t p trung v i ng i tiu dng (xem ph n nghin c u nh tnh) 3.3.1 Thang o gi tr thng hi u kem nh rng (BE) Gi tr thng hi u (BE) l m t khi ni m a h ng bao g m ba thnh ph n, l nh n bi t thng hi u, ch t l ng c m nh n v lng am m thng hi u. Cc thang o l ng cc khi ni m v cc thnh ph n gi tr thng hi u c xy d ng v ki m nh t i th tr ng Vi t Nam. Nghin c u ny s d ng l i thang o trn cho nghin c u gi tr thng hi u kem nh rng. Nguy n nh Th & ctg (2002) xy d ng cc thang o trn g m 18 bi n quan st o l ng. Thang o ny c xy d ng , nh gi v ki m nh m t cch khoa h c v ch c ch . Qua cc b c nh gi s b v nh gi chnh th c t ng thang o thng qua k t qu t nghin c u nh tnh, Cronbach alpha, phn tch cc nhn t khm ph (EFA) v cu i cng l ki m nh thang o b ng phn tch cc nhn t kh ng nh (CFA). Do v y, thang o ny c tin c y kh cao. Sau y l cc thang o l ng v cc thnh ph n gi tr thng hi u c a Nguy n nh Th (2002) t i th tr ng Vi t Nam, g m:

30

B ng 3.1 Thang o m c nh n bi t thng hi u c a Nguy n nh Th (2002) AW_1: Ti c th d dng nh n bi t X trong cc lo i d u g i khc AW_2: Ti c th d dng phn bi t X v i cc lo i d u g i khc AW_3: Cc t i m c a X c th n v i ti m t cch nhanh chng AW_4: Ti c th nh v nh n bi t logo c a X m t cch nhanh chng AW_5: M t cch t ng qut, khi nh c n X ti c th d dng hnh dung ra n B ng 3.2 Thang o lng am m thng hi u (BP) c a Nguy n nh Th (2002); bao g m thch th thng hi u (PF), c xu h ng tiu dng thng hi u (BI) v lng trung thnh thng hi u (LY): PF_1: Ti thch X hn cc thng hi u khc PF_2: Ti thch dng X hn cc thng hi u khc PF_3: Ti tin r ng dng X x ng ng ng ti n hn cc thng hi u khc BI_1: Kh nng mua X c a ti r t cao BI_2: Ti ngh r ng, n u i mua d u g i u, ti s mua X BI_3: Ti tin r ng ti mu n mua X LY_1: Ti cho l ti l khch hng trung thnh c a d u g i X LY_2: Ti s khng mua d u g i khc n u d u g i X c bn LY_3: Ti s tm mua c X ch khng mua cc lo i khc B ng 3.3 Thang o ch t l ng c m nh n thng hi u (PQ)c a Nguy n nh Th (2002) PQ_1: X g i r t s ch gu PQ_2: X g i r t m t tc PQ_3: Dng X khng lm tc ti kh PQ_4: M t cch t ng qut l ch t l ng c a X r t cao T cc thang o trn c a Nguy n nh Th & ctg (2002), nghin c u ny s d ng l i chng xy d ng thang o l ng cho thng hi u kem nh rng. Nh v y, cc thang o l ng c a cc thnh ph n gi tr thng hi u kem nh rng nh sau: c a hng

31

B ng 3.4 Thang o m c nh n bi t thng hi u kem nh rng (AW) AW_1: Ti c th d dng nh n bi t Colgate trong cc lo i kem nh rng khc AW_2: Ti c th d dng phn bi t Colgate v i cc lo i kem nh rng khc AW_3: Cc t i m c a Colgate c th n v i ti m t cch nhanh chng AW_4: Ti c th nh v nh n bi t logo c a Colgate m t cch nhanh chng AW_5: M t cch t ng qut, khi nh c n Colgate ti c th d dng hnh dung ra n B ng 3.5 Thang o lng am m thng hi u kem nh rng (BP); bao g m thch th thng hi u (BF), c xu h ng tiu dng thng hi u (BI) v lng trung thnh thng hi u (LY): PF_1: Ti thch Colgate hn cc thng hi u khc PF_2: Ti thch dng Colgate hn cc thng hi u khc PF_3: Ti tin r ng dng Colgate x ng ng ng ti n hn cc thng hi u khc BI_1: Kh nng mua Colgate c a ti r t cao BI_2: Ti ngh r ng, n u i mua kem nh rng, ti s mua Colgate BI_3: Ti tin r ng ti mu n mua Colgate LY_1: Ti cho l ti l khch hng trung thnh c a kem nh rng Colgate LY_2: Ti s khng mua kem nh rng khc n u Colgate c bn LY_3 Ti s tm mua c Colgate ch khng mua cc lo i khc B ng 3.6 Thang o ch t l ng c m nh n thng hi u kem nh rng (PQ) PQ_1: Colgate nh r t tr ng rng PQ_2: Colgate gi cho rng lun ch c kh e PQ_3: Dng Colgate khng b su rng PQ_4: M t cch t ng qut l ch t l ng c a Colgate r t cao Thang o gi tr thng hi u kem nh rng g m ba thnh ph n (AW, BP, PQ) v 18 bi n quan st. Thang o ny c s d ng cho nghin c u nh l ng chnh th c. c a hng

32

3.3.2 Thang o thi i v i qu ng co, thi i v i khuy n m i v thi i v i quan h cng chng. Ba thang o ny c i u ch nh v b sung t thang o thi i v i chiu th c a Nguy n nh Th (2002). Trong hai thang o thi i v i qu ng co thng hi u kem nh rng v thi i v i khuy n m i thng hi u kem nh rng c xy d ng trn c s tch ra t thang o trn. ng th i trn c s tc gi b sung thang o thi i v i ho t ng quan h cng chng. Cc thang o ny c thng qua b c nghin c u nh tnh b ng hnh th c th o lu n nhm t p trung v i ng i tiu dng v u t yu c u (xem ph n nghin c u nh tnh). Thang o thi i v i chiu th c a Nguy n nh Th (2002), g m: B ng 3.7 Thang o thi i v i chiu th (g m: qu ng co v khuy n m i )c a Nguy n nh Th (2002) AD_1: Cc qu ng co c a X r t th ng xuyn AD_2: Cc qu ng co c a X r t h p d n AD_3: Ti r t thch cc qu ng co c a X SP_1: Cc chng trnh khuy n m i c a X r t th ng xuyn SP_2: Cc chng trnh khuy n m i c a X th ng h p d n SP_3: Ti r t thch tham gia cc chng trnh khuy n m i c a X T k t qu nghin c u nh tnh ph n trn, ta c thang o thi i v i qu ng co thng hi u kem nh rng g m 3 bi n quan st, thi i v i khuy n m i thng hi u kem nh rng g m 3 bi n quan st v thi i v i quan h cng chng g m 3 bi n quan st nh sau: B ng 3.8 Thang o thi i v i qu ng co thng hi u kem nh rng (AD): AD_1: Cc qu ng co c a Colgate r t th ng xuyn AD_2: Cc qu ng co c a Colgate r t h p d n AD_3: Ti r t thch cc qu ng co c a Colgate

33

B ng 3.9 Thang o thi i v i khuy n m i thng hi u kem nh rng (SP): SP_1: Cc chng trnh khuy n m i c a Colgate r t th ng xuyn SP_2: Cc chng trnh khuy n m i c a Colgate th ng r t h p d n SP_3: Ti r t thch tham gia cc chng trnh khuy n m i c a Colgate B ng 3.10 Thang o thi i v i ho t ng quan h cng chng thng hi u kem nh rng (PR): PR_1: Cc ho t ng quan h cng chng c a Colgate r t th ng xuyn PR_2: Cc ho t ng quan h cng chng c a Colgate r t h p d n PR_3: Ti r t thch cc ho t ng quan h cng chng c a Colgate Cc thang o ny c s d ng cho nghin c u nh l ng chnh th c trong ph n ti p theo. 3.4 Tm t t Chng ny trnh by thang o cc khi ni m nghin c u v gi tr thng hi u kem nh rng c p d ng v phng php nghin c u c th c hi n i u ch nh thang o thi ng i tiu dng i v i qu ng co, khuy n m i v quan h cng chng thng hi u kem nh rng. D li u thu th p t nghin c u nh l ng c th c hi n thng qua k thu t ph ng v n tr c ti p 200 ng i tiu dng t i a bn TP HCM. Chng ti p theo trnh by k t qu nghin c u v ki m nh thang o b ng Cronbach alpha v phn tch cc nhn t khm ph EFA, ki m nh m hnh nghin c u v cc gi thuy t nghin c u thng qua phn tch m hnh h i qui tuy n tnh b i.

34

Chng IV K T QU NGHIN C U 4.1 Gi i thi u Trong chng 3 trnh by phng php nghin c u ki m nh cc thang o v cc gi thuy t trong m hnh nghin c u. Chng 4 ny v i m c nh trnh by k t qu ki m nh thang o, m hnh nghin c u v cc gi thuy t a ra trong m hnh. N i dung c a chng ny bao g m: (1) t i m m u nghin c u, (2) ki m nh thang o thng qua phng php h s tin c y Cronbach alpha v phn tch y u t khm ph EFA, (3) ki m nh v a ra k t qu ki m nh c a m hnh nghin c u v gi thuy t nghin c u b ng phng php phn tch h i qui b i. Phng php ki m nh trn c th c hi n thng qua ph n m m SPSS. 4.2 t i m m u nghin c u Nghin c u ny s d ng i t ng nghin c u l ng i tiu dng t 18 n 52 tu i t i khu v c TP HCM. Ng i tiu dng c ph ng v n c gi i tnh, tu i v m c thu nh p khc nhau. M u c ch n theo phng php ch n m u nh m c v i ba thu c tnh ki m sot: tu i, gi i tnh v thu nh p. Kch th c m u d tnh l 180 v 200 b ng cu h i ph ng v n c pht ra. Sau khi thu th p v ki m tra, 14 b ng b lo i do c qu nhi u tr ng. Cu i cng 186 b ng cu h i hon t t c s d ng. D li u c m ha, nh p v lm s ch thng qua ph n m m SPSS 16.0. V gi i tnh, c 49 ng i tiu dng c ph ng v n l nam gi i (chi m 26,3%); c 137 ng i tiu dng c ph ng v n l n gi i (chi m 73,7%). V tu i, c 54 ng i tiu dng c ph ng v n c tu i t 18 n 24 (chi m 29%); c 40 ng i t 25 n 31 (chi m 21,5%); c 41 ng i ng i tu i t 39 n 45 (chi m 19,9%); v c 14 ng i tu i tu i t 32 n 38 (chi m 22%); c 37 tu i t 46 n 52

(chi m 7,5%). V thu nh p, c 42 ng i tiu dng c ph ng v n c thu nh p d i 1,5 tri u ng m t thng (chi m 22,6%); c 56 ng i c thu nh p t 1,5 n d i 2,5

35

tri u ng (chi m 30,1%); c 47 ng i c thu nh p t 2,5 n d i 3,5 tri u ng (chi m 25,3%); c 20 ng i c thu nh p t 3,5 n d i 4,5 tri u ng (chi m 10,8%); v 21 ng i c thu nh p t 4,5 tri u ng tr ln (chi m 11,3%). B ng 4.1 gi i thi u c i m c a m u nghin c u v gi i tnh, tu i v m c thu nh p. B ng 4.1: c i m m u nghin c u
N = 186 Gi i tnh Nam N Tu i Tu i t 18 - 24 Tu i t 25 - 31 Tu i t 32 - 38 Tu i t 39 - 45 Tu i t 46 - 52 Thu nh p Lng < 1,5 tri u Lng t 1,5 - < 2,5 tri u Lng t 2,5 - < 3,5 tri u Lng t 3,5 - < 4,5 tri u Lng >= 4,5 tri u 54 40 41 37 14 42 56 47 20 21 29.0 21.5 22.0 19.9 7.5 22.6 30.1 25.3 10.8 11.3 49 137 26.3 73.7 T ns Ph n trm(%)

4.3 Ki m nh thang o 4.3.1 Ki m nh b ng Cronbach alpha Cronbach alpha l cng c gip lo i i nh ng bi n quan st, nh ng thang o khng t yu c u. Cc bi n quan st c h s tng quan bi n t ng (item-total correlation) nh hn 0,30 s b lo i v tiu chu n ch n thang o khi h s Cronbach alpha l t 0,60 tr ln (Nunnally & Burnstein 1994). Hong Tr ng v Chu Nguy n M ng Ng c (2005) cho r ng nhi u nh nghin c u ng r ng cronbach alpha t 0,80 n 1 l thang o l ng t t, t 0,70 n 0,80 l s d ng c. Cng c nh nghin c u ngh r ng Cronbach alpha t 0,60 tr ln l s d ng c trong tr ng h p khi ni m ang nghin c u l m i ho c m i i v i ng i tr l i trong b i c nh nghin c u.

36

K t qu Cronbach alpha c a cc thnh ph n gi tr thng hi u kem nh rng, g m: thang o nh n bi t thng hi u (AW), ch t l ng c m nh n (PQ), lng am m thng thng hi u (BP), v thang o thi i v i qu ng co (AD), thi i v i khuy n m i bn hng (SP), thi i v i ho t ng quan h cng chng (PR) u t yu c u v c h s Cronbach alpha cao, k t qu c th t ng thang o nh sau: Thang o nh n bi t thng hi u (AW) c Cronbach alpha l 0,701 cao hn m c t yu c u (0,60). Cc h s tng quan bi n-t ng u cao hn so v i m c gi i h n (0,30), h s nh nh t l AW_1=0,405, AW_3=0,415, AW_4=0,431 v cc bi n cn l i u l n hn 0,50. Cc h s alpha n u lo i bi n u th p hn m c tin c y alpha b ng 0,701 (xem b ng 4.2). Do v y, cc bi n quan st c a thang o ny u c gi nguyn cho phn tch EFA. B ng 4.2: K t qu Cronbach alpha c a thang o nh n bi t thng hi u kem nh rng
Thang o AW: Alpha = .701 Bi n quan st AW_1 AW_2 AW_3 AW_4 AW_5 Trung bnh thang o n u lo i bi n 14.6559 14.6559 14.7634 14.6989 14.5376 Phng sai thang o n u lo i bi n 7.340 7.103 7.468 7.314 7.082 Tng quan bi n t ng .405 .525 .415 .431 .514 Cronbach's Alpha n u lo i bi n .675 .624 .669 .663 .628

Thang o ch t l ng c m nh n (PQ) c h s tin c y Cronbach alpha l 0,80, h s ny l cao so v i m c t yu c u l 0,60. Cc h s tng quan bi n-t ng u cao v u l n hn 0,50, th p nh t l h s PQ_4=0,558 v cao nh t l PQ_2=0,646. Cc h s Alpha n u lo i bi n u th p hn 0,80 (xem b ng 4.3). Do v y, cc bi n quan st c a thang o ny u c gi nguyn cho phn tch EFA.

37

B ng 4.3: K t qu Cronbach alpha c a thang o ch t l ng c m nh n thng hi u kem nh rng

Thang o PQ: Alpha = .800 Bi n quan st PQ_1 PQ_2 PQ_3 PQ_4 Trung bnh thang o n u lo i bi n 11.3387 11.2366 11.2742 11.2634 Phng sai thang o n u lo i bi n 4.614 4.473 4.514 5.038 Tng quan bi n t ng .629 .646 .619 .558 Cronbach's Alpha n u lo i bi n .741 .733 .747 .775

Thang o lng am m thng hi u kem nh rng c Cronbach alpha b ng 0,89, y l h s tin c y cao. Cc h s tng quan bi n-t ng u cao, th p nh t b ng 0,542 v cao nh t b ng 0,690. Cc h s alpha n u lo i bi n u th p hn m c alpha b ng 0,89 (xem b ng 4.4). Do v y, cc bi n quan st c a thang o ny c s d ng cho phn tch EFA. B ng 4.4: K t qu Cronbach alpha c a thang o lng am m thng hi u kem nh rng
Thang o BP: Alpha = .890 Bi n quan st PF_1 PF_2 PF_3 BI_1 BI_2 BI_3 LY_1 LY_2 LY_3 Trung bnh thang o n u lo i bi n 28.6344 28.5753 28.7473 28.6505 28.5968 28.5323 28.7903 28.7097 28.7849 Phng sai thang o n u lo i bi n 33.747 34.040 34.828 33.418 33.291 33.667 33.021 32.510 33.445 Tng quan bi n t ng .690 .637 .542 .685 .665 .668 .651 .670 .608 Cronbach's Alpha n u lo i bi n .875 .878 .886 .875 .876 .876 .877 .876 .881

38

Thang o thi i v i qu ng co thng hi u kem nh rng c h s tin c y Cronbach alpha b ng 0,752, y l m c tin c y kh cao. Cc h s tng quan bi nt ng u cao v u l n hn 0,50. Cc h s alpha n u lo i bi n u nh hn m c alpha b ng 0,752 (xem b ng 4.5). Do v y, cc bi n quan st c a thang o ny u c s d ng cho phn tch EFA. B ng 4.5: K t qu Cronbach alpha c a thang o thi i v i qu ng co thng hi u kem nh rng
Thang o AD: Alpha = .752 Bi n quan st AD_1 AD_2 AD_3 Trung bnh thang o n u lo i bi n 7.1613 7.1720 7.2796 Phng sai thang o n u lo i bi n 2.817 2.219 2.538 Tng quan bi n t ng .512 .674 .563 Cronbach's Alpha n u lo i bi n .743 .553 .689

Thang o thi i v i khuy n m i bn hng thng hi u kem nh rng c h s Cronbach alpha tng i cao v b ng 0,763. Cc h s tng quan bi n-t ng u cao, th p nh t b ng 0,563 v cao nh t b ng 0,623. Cc h s alpha n u lo i bi n u th p hn m c tin c y alpha b ng 0,763 (xem b ng 4.6). Do v y, cc bi n quan st c a thang o ny u c s d ng cho phn tch EFA. B ng 4.6: K t qu Cronbach alpha c a thang o thi i v i khuy n m i bn hng thng hi u kem nh rng
Thang o SP: Alpha = .763 Bi n quan st SP_1 SP_2 SP_3 Trung bnh thang o n u lo i bi n 6.7043 6.6290 6.7634 Phng sai thang o n u lo i bi n 3.301 2.981 2.798 Tng quan bi n t ng .563 .623 .605 Cronbach's Alpha n u lo i bi n .719 .651 .674

39

Thang o thi i v i ho t ng quan h cng chng thng hi u kem nh rng c h s Cronbach alpha cao v b ng 0,795. Cc h s tng quan bi n-t ng u cao v u cao hn m c 0,60, th p nh t b ng 0,606 v cao nh t b ng 0,662. Cc h s alpha n u lo i bi n u th p hn m c tin c y alpha b ng 0,795 (xem b ng 4.7). Do v y, cc bi n quan st c a thang o ny u c s d ng cho phn tch EFA. B ng 4.7: K t qu Cronbach alpha c a thang o thi i v i ho t ng quan h cng chng thng hi u kem nh rng
Thang o PR: Alpha = .795 Bi n quan st PR_1 PR_2 PR_3 Trung bnh thang o n u lo i bi n 6.6935 6.6129 6.7258 Phng sai thang o n u lo i bi n 3.241 3.179 2.978 Tng quan bi n t ng .606 .648 .662 Cronbach's Alpha n u lo i bi n .755 .711 .695

4.3.2 Ki m nh thang o thng qua phn tch cc nhn t khm ph EFA M t s tiu chu n m cc nh nghin c u th ng quan tm khi phn tch nhn t khm ph (EFA). Th nh t, h s KMO (Kaiser-Meyer-Olkin) 3 0,50, m c ngha c a ki m nh Bartlett 0,05. Th hai, h s t i nhn t (Factor Loading) 0,50, n u bi n quan st no c h s t i nhn t < 0,50 s b lo i. Th ba,thang o c ch p nh n khi t ng phng sai trch 50%. Th t, h s eigenvalue ph i c gi tr 1 (Gerbing & Anderson 1988). Th nm, khc bi t h s t i nhn t c a m t bi n quan st gi a cc nhn t 0,30 m b o gi tr phn bi t gi a cc nhn t (Jabnoun & Al-Tamimi 2003)

40

4.3.2.1 Phn tch cc nhn t khm ph (EFA) c a thang o gi tr thng hi u kem nh rng (BE). Phn tch EFA c a thang o gi tr thng hi u kem nh rng cho th y c ba nhn t c trch t i eigenvalue l 1,219 v phng sai trch c l 54,295 % (xem b ng 4.8). Phng sai trch t yu c u v cc bi n quan st c a ba thnh ph n gi tr thng hi u u c tr ng s l n hn 0,50. Do , cc thang o gi tr thng hi u kem nh rng t yu c u. Nh v y, sau khi nh gi thang o gi tr thng hi u kem nh rng b ng h s tin c y Cronbach alpha v phn tch cc nhn t khm ph (EFA) th cc thang o a ra ban u u t yu c u v c gi nguyn. Thang o gi tr thng hi u kem nh rng g m ba thnh ph n v 18 bi n quan st. Thnh ph n nh n bi t thng hi u kem nh rng c o l ng b ng nm bi n quan st; thnh ph n ch t l ng c m nh n thng hi u kem nh rng c o l ng b ng b n bi n quan st v thnh ph n lng am m thng hi u kem nh rng c o l ng b ng chn bi n quan st, trong c 3 bi n o l ng thch th thng hi u, 3 bi n o l ng xu h ng tiu dng thng hi u v 3 bi n o l ng lng trung thnh thng hi u kem nh rng.

41

B ng 4.8: K t qu EFA c a thang o gi tr thng hi u kem nh rng

Bi n quan st BI_3 BI_2 PF_1 LY_2 LY_1 BI_1 LY_3 BF_2 PF_3 PQ_1 PQ_2 PQ_3 PQ_4 AW_2 AW_1 AW_5 AW_4 AW_3 Eigenvalue Phng sai trch .289 .139 .250 6.889 38.274 1(BP) .748 .737 .721 .719 .692 .667 .640 .621 .593 .178 .219 .293 .341 .220

Nhn t 2(PQ) .154 .192 .255 .156 .299 .171 .347 .173 .781 .763 .707 .611 .129 .194 .229 .184 1.665 9.248 .118 .174 .324 .217 .139 .121 .123 .202 .204 .162 .159 .745 .723 .599 .578 .515 1.219 6.773 3(AW)

4.3.2.2 Phn tch cc nhn t khm ph (EFA) c a thang o thi i v i qu ng co thng hi u kem nh rng Khi ni m thi i v i qu ng co c gi nh l m t khi ni m n h ng. Ba bi n quan st c s d ng o l ng thi c a ng i tiu dng i v i qu ng co thng hi u kem nh rng. K t qu EFA cho th y c m t y u t c trch t i

42

eigenvalue l 2,007, phng sai trch c l 66,896% v cc tr ng s u l n hn 0,70 (xem b ng 4.9). Cng v i h s tin c y Cronbach alpha b ng 0,752 th thang o thi i v i qu ng co t yu c u. Nh v y, thang o thi i v i qu ng co thng hi u kem nh rng c 3 bi n quan st. B ng 4.9: K t qu EFA c a thang o thi i v i qu ng co thng hi u kem nh rng
Bi n quan st AD_1 AD_3 AD_2 Eigenvalue Phng sai trch Nhn t AD (m t nhn t )

.767 .876 .807

2.007 66.896%

4.3.2.3 Phn tch cc nhn t khm ph (EFA) c a thang o thi i v i khuy n m i bn hng thng hi u kem nh rng Khi ni m thi i v i khuy n m i bn hng cng c gi nh l m t khi ni m n h ng. Ba bi n quan st c s d ng o l ng thi c a ng i tiu dung i v i khuy n m i bn hng thng hi u kem nh rng. K t qu EFA cho th y c m t y u t c trch t i eigenvalue l 2,039, phng sai trch c l 67,982% v cc tr ng s u l n hn 0,80 (xem b ng 4.10). Cng v i h s tin c y Cronbach alpha b ng 0,763 th thang o thi i v i khuy n m i bn hng thng hi u kem nh rng t yu c u. Nh v y, thang o thi i v i khuy n m i bn hng thng hi u kem nh rng c 3 bi n quan st.

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B ng 4.10: K t qu EFA c a thang o thi i v i khuy n m i bn hng thng hi u kem nh rng

Bi n quan st SP_1 SP_3 SP_2 Eigenvalue Phng sai trch Nhn t SP (m t nhn t )

.801 .842 .831

2.039 67.982%

4.3.2.4 Phn tch cc nhn t khm ph (EFA) c a thang o thi i v i ho t ng quan h cng chng thng hi u kem nh rng Khi ni m thi i v i ho t ng quan h cng chng cng c gi nh l m t khi ni m n h ng. Ba bi n quan st c s d ng o l ng thi c a ng i tiu dng i v i ho t ng quan h cng chng thng hi u kem nh rng. K t qu EFA cho th y c m t y u t c trch t i eigenvalue l 2,129, phng sai trch c l 70,983% v cc tr ng s u l n hn 0,80 (xem b ng 4.11). Cng v i h s tin c y Cronbach alpha b ng 0,795 th thang o thi i v i ho t ng quan h cng chng thng hi u kem nh rng t yu c u. Nh v y, thang o thi i v i ho t ng quan h cng chng thng hi u kem nh rng c 3 bi n quan st. B ng 4.11: K t qu EFA c a thang o thi i v i ho t ng quan h cng chng thng hi u kem nh rng
Bi n quan st PR_1 PR_2 PR_3 Eigenvalue Phng sai trch Nhn t PR (m t nhn t )

.820 .849 .858

2.129 70.983

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Cc k t qu thu c t tin c y Cronbach alpha v phn tch cc nhn t khm ph EFA trn cho th y thang o cc khi ni m nghin c u u t yu c u v gi tr B ng 4.12: B ng tm t t k t qu ki m nh thang o
Khi ni m Thnh ph n S bi n quan st 5 4 9 3 3 3 tin Phng sai nh c y (alpha) trch (%) gi .701 .800 .890 .752 .763 .795 66.896 67.982 70.983 54.295 t yu c u

v tin c y (xem b ng 4.12).

Gi tr Nh n bi t thng hi u (AW) thng hi u kem Ch t lng c m nh n (PQ) nh rng (BE) Lng am m thng hi u (BP) Thi i v i qu ng co (AD) Thi i v i khuy n m i (SP) Thi i v i quan h cng chng (PR)

4.4 K t qu phn tch cc nhn t khm ph (EFA) c a m hnh l thuy t D a vo k t qu phn tch EFA, cc nhn t rt trch c a b n khi ni m nghin c u chnh u t yu c u. Do , m hnh ngh ban u c ch p nh n. C b n khi ni m nghin c u trong m hnh, (1) gi tr thng hi u kem nh rng (BE); (2) thi i v i qu ng co (AD); (3) thi i v i khuy n mi bn hng (SP) v (4) thi i v i ho t ng quan h cng chng (PR). Gi tr thng hi u kem nh rng c o l ng b i ba thnh ph n, l nh n bi t thng hi u (AW), ch t l ng c m nh n(PQ) v lng am m thng hi u kem nh rng (BP). Hnh 4.1 th hi n k t qu ny.

45

Hnh 4.1: K t qu EFA c a m hnh l thuy t

AW1 AW2 AW3 AW4 AD1 AW5

AW
AD2 AD3

AD

LY1 LY2 LY3

SP1

SP2

SP

SP3

Gi tr thng hi u (BE)

PF1

BP

PF2 PF3 BI1 BI2 BI3

PR1 PR2 PR3

PR

PQ

PQ1 PQ2 PQ3 PQ4

4.5 Ki m nh cc gi thuy t v m hnh nghin c u thng qua phn tch h i qui ki m nh vai tr quan tr ng c a cc nhn t trong vi c nh gi m i quan h gi a thi c a ng i tiu dng i v i qu ng co, khuy n m i, quan h cng chng v gi tr thng hi u kem nh rng. M t m hnh h i quy c s d ng. M hnh ny c m t khi ni m ph thu c l gi tr thng hi u kem nh rng (BE) v ba khi

46

ni m c l p l thi i v i qu ng co (AD), thi i v i khuy n m i (SP) v thi i v i quan h cng chng (PR). 4.5.1 Xem xt ma tr n tng quan gi a cc bi n trong m hnh Tr c tin, ta xem xt m i tng quan tuy n tnh gi a cc bi n BE, AD, SP, v PR. Ma tr n d i y (b ng 4.13) cho ta bi t tng quan gi a bi n ph thu c BE (gi tr thng hi u kem nh rng) v i t ng bi n c l p AD (thi v i qu ng co), SP (thi v i khuy n m i), v PR (thi v i quan h cng chng), cng nh tng quan gi a cc bi n c l p AD, SP v PR v i nhau. H s tng quan gi a gi tr thng hi u (BE) v cc bi n c l p cn l i l n l t v i AD l 0,423, v i SP l 0,451 v v i PR l 0,441. Cc h s tng quan ny khng qu cao nhng cc h s ny u l n hn 0,40, nh v y l t yu c u v ta c th k t lu n cc bi n c l p ny c th a vo m hnh gi i thch gi tr thng hi u kem nh rng. Nhng h s tng quan gi a cc bi n c l p v i nhau cng cao (th p nh t l 0,464), i u ny khi n ta ph i xem xt l i vai tr c a cc bi n c l p trong m hnh h i qui tuy n tnh b i. B ng 4.13: Ma tr n h s tng quan gi a AD, SP, PR v BE
BE Pearson Correlation BE AD SP PR Sig. (1-tailed) BE AD SP PR 1.000 .423 .451 .441 . .000 .000 .000 AD .423 1.000 .568 .464 .000 . .000 .000 SP .451 .568 1.000 .721 .000 .000 . .000 PR .441 .464 .721 1.000 .000 .000 .000 .

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4.5.2 nh gi v ki m nh ph h p c a m hnh nh gi ph h p c a m hnh, h s xc nh R 2 (R square) c dng nh gi ph h p c a m hnh nghin c u. H s xc nh R 2 c ch ng minh l hm khng gi m theo s bi n c l p c a vo m hnh, tuy nhin i u ny cng c ch ng minh r ng khng ph i phng trnh cng c nhi u bi n s cng ph h p hn v i d li u. Nh v y, R square c khuynh h ng l m t c l ng l c quan c a th c o s ph h p c a m hnh i v i d li u c hn 1 bi n c g i thch trong m hnh. M hnh th ng khng ph h p v i d li u th c t nh gi tr R 2 th hi n. Trong m hnh ny R 2 l 0,266 (b ng 4.14), nh v y m hnh nghin c u l ph h p. K t qu cng cho th y r ng R 2 i u ch nh nh hn R 2 , dng n nh gi ph h p c a m hnh nghin c u s an ton hn v n khng th i ph ng m c ph h p c a m hnh. B ng 4.14: Ch tiu nh gi ph h p c a m hnh
M hnh R R 2 (R square) R 2 i u ch nh Std. Error of the Estimate .48998

.516(a)

.266

.254

Ki m nh v m i quan h tuy n tnh gi a bi n ph thu c BE v cc bi n c l p AD, SP, v PR xem xt bi n BE c lin h tuy n tnh v i ton b t p h p cc bi n c l p(AD, SP, PR) hay khng. Tr th ng k F trong b ng 4.15 l 22,020, c tnh t gi tr R square c a m hnh y , gi tr sig. r t nh (= 0,000) cho th y s an ton khi bc b gi thuy t H 0 l 1 = 2 = 3 = 0 (ngo i tr h ng s ), m hnh h i quy tuy n tnh b i a ra l ph h p v i d li u v c th s d ng c.

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B ng 4.15: Ki m nh ph h p c a m hnh
T ng bnh phng 15.859 43.694 59.554 Bnh phng trung bnh 5.286 .240

M hnh H i quy (Regression) 1 S d (Residual) T ng (Total)

df 3 182 185

Sig.

22.020 .000(a)

4.5.3 ngha cc h s h i quy ring ph n trong m hnh ki m nh vai tr quan tr ng c a cc bi n c l p (AD, SP, PR) tc ng nh th no n bi n ph thu c (BE). Hay ni cch khc, chng ta nh gi m c nh h ng nh th no c a cc nhn t thi c a ng i tiu dung i v i qu ng co, khuy n m i v quan h cng chng n gi tr thng thng hi u kem nh rng. B ng 4.16 trnh by k t qu phn tch h i quy v th hi n t m quan tr ng c a cc nhn t gi i thch cho m c nh h ng c a thi c a ng i tiu dng i v i chiu th v gi tr thng hi u kem nh rng, cn c trn h s beta. B ng 14.16 cho th y, B AD o l ng thay i trong gi tr trung bnh c a gi tr thng hi u kem nh rng (BE) khi bi n AD thay i m t n v , gi SP v PR khng i. N cho bi t thi c a ng i tiu dng i v i qu ng co (AD) tng ln m t n v s lm cho gi tr c a thng hi u kem nh rng (BE) tng ln 0,174. Tng t , PR thay i m t n v s lm BE tng ln 0,145. Khuy n m i (SP) khng c tc ng tch c c t i BE khi h s h i qui = 0,114 v p = 0,097 > 0,05 khng c ngha th ng k. Phng trnh h i qui th hi n m c nh h ng c a thi ng i tiu dng i v i chiu th v gi tr thng hi u kem nh rng: Gi tr thng hi u (BE) = 2,179 + 0,174(AD) + 0,145(PR)

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B ng 4.16: Cc thng s th ng k c a t ng bi n trong phng trnh

H s M hnh 1 (H ng s ) AD SP PR Bi n khng chu n ha B 2.179 .174 .114 .145 Std. Error .191 .059 .068 .062 .229 .165 .215 H s chu n ha Beta () t Std. Error 11.390 2.958 1.670 2.340 .000 .004 .097 .020 Sig. (P)

Ghi ch: Bi n ph thu c: gi tr thng hi u kem nh rng; bi n c l p: thi c a ng i tiu dng i v i qu ng co, khuy n m i v quan h cng chng thng hi u kem nh rng.

K t qu trn cho th y thi c a ng i tiu dng i v i chiu th xu t pht u tin chnh t thi i v i qu ng co AD ( = 0,174; p = 0,004). Khi ng i tiu dng c thi tch c c i v i m t chng tnh qu ng co thng hi u kem nh rng no th chnh i u cng gp ph n lm tng gi tr thng hi u kem nh rng. Thi c a ng i tiu dng i v i ho t ng quan h cng chng PR ( =0,145; p = 0,020) cng c m i lin quan thu n v i gi tr thng hi u. Khi ng i tiu dng c thi tch c c v i ho t ng quan h cng chng thng hi u kem nh rng th n cng gp ph n vo lm tng gi tr thng hi u kem nh rng. T k t qu trn cng cho chng ta th y r ng, thi c a ng i tiu dng i v i khuy n m i bn hng thng hi u kem nh rng khng c m i lin quan t i gi tr thng hi u kem nh rng ( =0,114; p = 0,097 > 0,05, khng c ngha v m t th ng k). Nh v y, thi c a ng i tiu dng i v i qu ng co v quan h cng chng c nh h ng n gi tr thng hi u, khi h c thi tch c c n qu ng co v quan h cng chng th cng gp ph n tng gi tr thng hi u kem nh rng. Thi i v i khuy n m i bn hng khng c m i lin h t i gi tr thng hi u, khi k t qu cho th y p > 0,05.

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4.5.4 K t qu k m nh cc gi thuy t nghin c u trong m hnh Nh trnh by trong chng II, c 3 gi thuy t c ngh trong m hnh nghin c u. Gi thuy t H1 c ngh l n u ng i tiu dng thi tch c c i v i m t chng trnh qu ng co c a m t thng hi u kem nh rng no trn th tr ng tng th gi tr thng hi u kem nh rng cng tng. T k t qu phn tch m hnh h i quy cho th y h s tng quan gi a gi tr thng hi u (BE) v thi ng i tiu dng i v i qu ng co thng hi u kem nh rng (AD) l 0,423, h s h i quy = 0,174 v m c ngha th ng k p = 0,004 < 0,05 (xem b ng 4.16). Nh v y, gi thuy t ny c ch p nh n. i u ny cho th y thi c a ng i tiu dng i v i qu ng co l m t y u t t o nn gi tr thng hi u. Ngha l m t khi ng i tiu dng c thi tch c c n m t chng trnh qu ng co thng hi u kem nh rng no th n cng gp ph n lm tng gi tr thng hi u kem nh rng . Gi thuy t H2 c ngh l n u ng i tiu dng c thi tch c c i v i chng trnh khuy n m i bn hng c a m t thng hi u kem nh rng no trn th tr ng tng th khng lm gia tng gi tr thng hi u kem nh rng trn th tr ng. K t qu phn tch h i quy cho th y h s tng quan gi a gi tr thng hi u (BE) v thi ng i tiu dng i v i khuy n m i bn hng thng hi u kem nh rng (SP) l 0,451, h s h i quy = 0,114 v m c ngha th ng k p = 0,097( xem b ng 4.16). M i quan h ny khng c ngha th ng k, v p > 0,05. i u ny c ngha thi ng i tiu dng i v i khuy n m i khng c nh h ng ng k n gi tr thng hi u kem nh rng. K t qu cho th y khuy n m i bn hng khng c ng i tiu dng nh gi cao. M c d ng i tiu dng c thi tch c c v i cc chng trnh khuy n m i bn hng, nhng n khng lm gia tng gi tr thng hi u, i lc cn lm cho h lin t ng m t thng hi u ch t l ng th p. Hn n a, m c ch c a khuy n m i bn hng l bn

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hng v i m c gi th p hn nh m thu ht khch hng v tng doanh s cho cng ty trong th i gian ng n. Nhng v lu di n c th lm gi m gi tr thng hi u. V ng i tiu dng ngh r ng ch c nhng thng hi u ch t l ng th p th m i bn gi m gi. Ch c nng chnh c a chiu th l gp ph n lm gia tng s nh n bi t v thng hi u (Nguy n nh Th & ctg, 2002). Do , trong ba cng c qu ng co, khuy n m i v quan h cng chng th qu ng co v quan h cng chng th c hi n ch c nng gp ph n gia tng nh n bi t v thng hi u t t hn. Cu i cng, gi thi t H3 c ngh l n u thi tch c c c a ng i tiu dng i v i m t ho t ng quan h cng chng c a m t thng hi u kem nh rng no trn th tr ng tng th gi tr thng hi u kem nh rng cng tng. K t qu phn tch h i quy cho th y h s tng quan gi a gi tr thng hi u (BE) v thi c a ng i tiu dng i v i quan h cng chng (PR) l 0,44, h s h i quy = 0,145 v c m c ngha th ng k p = 0,020 (xem b ng 4.16). V v y, gi thuy t H3 c ch p nh n. Nh v y, khi ng i tiu dng c thi tch c c v i m t ho t ng quan h cng chng thng hi u kem nh rng no th cng gp ph n lm gia tng gi tr thng hi u. 4.6 K t qu chnh t c c a nghin c u v so snh v i k t qu nghin c u c a Nguy n nh Th (2002) K t qu chnh t c c a nghin c u ny l a ra c m c nh h ng c a thi ng i tiu dng i v i qu ng co, khuy n m i v quan h cng chng t i gi tr thng hi u kem nh rng. Qua , k t qu cho th y qu ng co c nh h ng m nh nh t t i vi c lm gia tng gi tr thng hi u kem nh rng, k n l quan h cng chng, cn khuy n m i khng c nh h ng ng k n gi tr thng hi u kem nh rng. Nghin c u c a Nguy n nh Th (2002) nghin c u m i quan h gi a chiu th ni chung (qu ng co v khuy n m i) v i 3 thnh ph n c a gi tr thng hi u, g m:

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nh n bi t thng hi u, ch t l ng c m nh n v lng am m thng hi u. K t qu cho th y chiu th tc ng m nh nh t n lm gia tng nh n bi t thng hi u c a ng i tiu dng, k n nng cao ch t l ng c m nh n ni ng i tiu dng. Tuy nhin, nghin c u ny nghin c u ring l tc ng t ng cng c chiu th t i gi tr thng hi u th ch c qu ng co v quan h cng chng nh h ng tch c c t i gi tr thng hi u, cn khuy n m i th khng. Nh v y, khi nghin c u c a N Th (2002) g p chung qu ng co v khuy n m i o l ng s nh h ng t i gi tr thng hi u th c qu ng co v khuy n m i u c tc ng tch c c t i gi tr thng hi u, cn khi nghin c u ny tch hai cng c ra o l ng th ch c qu ng co tc ng tch c c t i gi tr thng hi u. 4.7 Tm t t Chng IV trnh by t m m u nghin c u, k t qu ki m nh thang o gi tr thng hi u kem nh rng v thang o thi c a ng i tiu dng i v i qu ng co, khuy n m i v quan h cng chng thng hi u kem nh rng. K t qu cho th y cc thang o u t tin c y v gi tr . K t qu cng cho th y m hnh l thuy t ra ph h p v i d li u th tr ng. Phn tch h i quy cho bi t c ba gi thuy t a ra trong m hnh c ch p nh n l ph h p v i d li u th tr ng. K t qu cng cho th y c s khc bi t v i k t qu nghin c u c a N Th (2002). Chng ti p theo trnh by tm t t ton b nghin c u, ngha v l thuy t v th c ti n cng nh nh ng h n ch c a ti.

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Chng V NGHA V K T LU N 5.1 Gi i thi u M c ch c a nghin c u ny l nh m khm ph thi c a ng i tiu dng i v i chiu th m ba cng c chnh l thi i v i qu ng co, thi i v i khuy n m i v thi i v i quan h cng chng trong vi c xy d ng gi tr thng hi u kem nh rng, s d ng, i u ch nh v nh gi l i thang o l ng chng cng nh xy d ng m t m hnh l thuy t v m i quan h gi a thi ng i tiu dng i v i qu ng co, khuy n m i v quan h cng chng v gi tr thng hi u kem nh rng. D a trn c s l thuy t v gi tr thng hi u v o l ng gi tr thng hi u v chiu th c cc n c trn th gi i v Vi t Nam. Nghin c u ny s d ng khm

ph t i th tr ng TP HCM cho m t thng hi u tiu dng khc, m t m hnh l thuy t c a ra v cc thang o l ng cc thnh ph n c a khi ni m nghin c u trong m hnh ( trnh by trong chng II). M c ch c a chng ny l tm t t cc k t qu nghin c u chnh v th o lu n ngha c a cc k t qu nghin c u ny. Hai n i dung c trnh by l (1) tm t t cc k t qu pht hi n c, trnh by ngha th c ti n c a chng, (2) cc h n ch c a ti v h ng nghin c u ti p theo. 5.2 K t qu chnh v ng gp c a nghin c u V i nh ng k t qu rt c, nghin c u ny c nh ng ng gp tch c c trong th c ti n qu n l. T k t qu ki m nh cho th y s ph h p c a m hnh l thuy t v i thng tin th tr ng cng nh c ba gi thuy t a ra u c ch p nh n trong nghin c u ny em l i m t s ngha thi t th c cho cc cng ty s n xu t kem nh rng ni ring v thng hi u hng tiu dng ni chung, t bi t l nhm hng tiu dng lun chuy n nhanh (FMCG), cc cng ty lm trong ngnh ti p th .

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Nghin c u ny ng gp nh ng hi u bi t su v thi c a ng i tiu dng i v i cc cng c chiu th v nh h ng c a n n gi tr thng hi u. K t qu cho th y trong ba cng c chiu th c a vo nghin c u th thi c a ng i tiu dng i v i qu ng co l c nh h ng m nh nh t trong vi c nng cao gi tr thng hi u, k n l thi c a ng i tiu dng i v i cc ho t ng cng chng. Thi c a ng i tiu dng i v i khuy n m i bn hng khng c ngha m y n gi tr thng hi u. Cc thang o l ng cc khi ni m nghin c u ny c xu t, thi t k v ki m nh t i Vi t Nam. Khi a vo s d ng cho nghin c u ny t i th tr ng TP HCM cho m t lo i s n ph m khc, cc thang o l ng ny u t tin c y v gi tr h u d ng. K t qu em l i t cc thang o l ng cc khi ni m ch y u c a gi tr thng hi u v chiu th trong lnh v c kem nh rng c ngha gip cho cc nh nghin c u th tr ng trong lnh v c kem nh rng c th v n d ng thang o ny cho nghin c u c a mnh t i th tr ng Vi t Nam. N cng gp ph n kh ng nh tnh ng n c a thang o l ng c th v n d ng cho cc lo i s n ph m khc nhau trn th tr ng c cng t i m tng ng. t n t i trong mi tr ng c nh tranh gay g t nh hi n nay, cc doanh nghi p c n n l c xy d ng thng hi u nh v gi tr thng hi u c a doanh nghi p trong tm tr ng i tiu dng. Cc cng c chiu th l m t hnh th c qu ng b thng hi u c hi u qu nh t v c s d ng ph bi n t i th tr ng Vi t Nam v cc n c. N u ng i tiu dng c thi t t v i cc cng c chiu th ny th n cng gp ph n gia tng gi tr thng hi u. T , nghin c u ny c m t s g i cho cc doanh nghi p trong chi n l c qu ng b thng hi u c a doanh nghi p mnh c c thi tch c c t ng i tiu dng. Th nh t, k t qu nghin c u cho th y m i quan h ng k gi a thi ng i tiu dng v i qu ng co v gi tr thng hi u. y cng l cng c chiu th c nh h ng m nh nh t n gi tr thng hi u. Ng i tiu dng cng thch th cc chng trnh

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qu ng co th n cng gp ph n nng cao s nh n bi t v thng hi u, c m nh n t t v thng hi u v t o ra ng l c c xu h ng tiu dng thng hi u. Do v y, cc doanh nghi p khi th c hi n cc chng trnh qu ng co cho thng hi u, c n ch xy d ng cc chng trnh qu ng co h p d n thu ht s thch th ni ng i tiu dng v c tnh ch t th ng xuyn hn. Cc chng trnh qu ng co khng ch l thng bo s hi n di n c a thng hi u trn th tr ng m n cn l kh c su thng hi u trong tm tr ng i tiu dng. Cc doanh nghi p cng c n u t ngn sch h p l cho qu ng co trong chi n l c chiu th h n h p c a mnh. Th hai, k t qu cng cho th y c m i quan h gi a thi ng i tiu dng v i quan h cng chng v gi tr thng hi u, n ch ng sau qu ng co. Do , cc doanh nghi p khi th c hi n chi n l c chiu th h n h p c n ch u t thch ng v ngn sch cng nh xy d ng cc ho t ng cng chng thi t th c, h p d n v g n li n v i nng cao gi tr thng hi u. Ba l, k t qu cng ch ra r ng khuy n mi bn hng khng c m i quan h ng k v i gi tr thng hi u. Khuy n m i bn hng mang tnh t c th, m t vi th i i m v kch thch tiu dng n m gia tng doanh s hn l lm gia tng gi tr thng hi u trong tm tr khch hng. Do v y, cc doanh nghi p khi qu ng b cho thng hi u ng qu ch tm vo cc chng trnh khuy n m i bn hng m nn t p trung u t cho qu ng co v quan h cng chng. Qua k t qu nghin c u cho th y m c nh h ng c a t ng nhn t chiu th t i gi tr thng hi u kem nh rng qua thi c a ng i tiu dng. Qu ng co c nh h ng l n nh t, k n l quan h cng chng, cn khuy n m i khng c nh h ng t i gi tr thng hi u. Cc doanh nghi p c th d a vo k t qu ny phn b ngu n l c h p l cho t ng cng c chiu th khi th c hi n chi n l c chiu th h n h p cho thng hi u.

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5.3 H n ch c a ti v h ng nghin c u ti p theo Cng nh nhi u d n nghin c u khc, nghin c u ny cng khng trnh kh i nh ng h n ch . M t l, nghin c u ny ch th c hi n t i th tr ng TP HCM. Kh nng em l i k t qu nghin c u s t t hn n u c th c hi n trn m t khu v c th tr ng r ng l n hn. Hai l, nghin c u ny th c hi n ch n m u theo hnh th c nh m c. y l k thu t ch n m u c th em l i k t qu c c i theo kinh nghi m c a cc nh nghin c u th tr ng. Tuy nhin cha c c s l thuy t v ng ch c cho v n ny. Do , mu n c k t qu nghin c u t t hn, khi qut hn n u m u nghin c u th c hi n theo hnh th c ch n theo xc su t. Ba l, nghin c u ny ch th c hi n v i ba cng c chiu th l qu ng co, khuy n m i v quan h cng chng trong h n h p chiu th . C th c cc cng c khc n a gp ph n vo vi c gi i thch gi tr thng hi u kem nh rng. i u ny a ra m t h ng nghin c u cho cc nghin c u ti p theo. B n l, nghin c u ny ch t p trung vo thi c a ng i tiu dng i v i chiu th gi i thch gi tr thng hi u kem nh rng. Ngoi ra, cn c cc thnh ph n khc trong 4P c a h n h p marketing (marketing mix) c th gi i thch gi tr thng hi u nh gi c , s n ph m v phn ph i. V n ny a ra m t h ng n a cho cc nghin c u ti p theo.

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TI LI U THAM KH O

Ti li u Ti ng Vi t: Alice M. Tybout & Tim Calkins (2007), Kellogg bn v thng hi u, Khoa Marketing, Tr ng Qu n L Kellogg, sch do Nguy n Ph Sn d ch sang Ti ng Vi t, Nh xu t b n vn ha Si Gn, trang 251- 454. Hong Tr ng & Hong Th Phng Th o (2006), Gi tr d ch v v ch t l ng d ch v trong gio d c i h c nhn t gc sinh vin, CS-2005-09, Tr ng i h c kinh t TPHCM. Hong Tr ng & Chu Nguy n M ng Ng c (2005), Phn tch d li u nghin c u v i SPSS, Nh xu t b n th ng k TPHCM. Hong Tr ng & Chu Nguy n M ng Ng c (2005) trch t Hair, J.F., Anderson, R.E., Tatham, R.L., Black, W.C. (1998), Multivariate Data Analysis, Prentical-Hall International, Inc. Hong Tr ng & Chu Nguy n M ng Ng c (2005) trch t Churchill, Jr. G. A (1979), A Paradigm for Developing Better Measures of Marketing Constructs, Journal of Markeing Research, 26(1): 64-73 Hong Tr ng (2007), Qu n tr chiu th , Nh xu t b n Th ng k TPHCM. H c Hng (2004), Ti li u Qu n tr Marketing, Vi n Nghin C u Kinh T - H Kinh t Tp HCM, trang 91. Moore, R. (2003), Thng hi u dnh cho lnh o, Nh xu t b n tr TPHCM. Nguy n nh Th & Nguy n Th Mai Trang ( 2007), Nguyn l Marketing, Nh xu t b n i h c Qu c gia Tp HCM, trang 44. Nguy n nh Th , Nguy n Th Mai Trang & Barrett (2003), Lng am m thng hi u v cc y u t tc ng vo n, TPHCM: T p ch Pht tri n kinh t ,153:2-5.

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Nguy n nh Th & Nguy n Th Mai Trang (2002), Nghin c u cc thnh ph n c a gi tr thng hi u v o l ng chng trong th tr ng hng tiu dng Vi t Nam, B2002-22-33, i h c Kinh t TPHCM. Nguy n Th Mai Trang & Nguy n nh Th (2003), o l ng ch t l ng d ch v siu th theo quan i m khch hng, CS.2003.01.04, TPHCM: Khoa kinh t , H Qu c gia TPHCM. Nguy n nh Th & Nguy n Th Mai Trang (2007), Nghin c u khoa h c Marketing: ng d ng m hnh tuy n tnh SEM, Nh xu t b n H Qu c gia TPHCM. Nguy n nh Th & Nguy n Th Mai Trang (2007) trch t Aaker & Robert Jacobson (1994), The Financial Information Content of Percieved Quality, Journal of Marketing Research, 31 (May): 191-201. Nguy n nh Th & Nguy n nh Th (2002) trch t Bennett PD (ed) (1995), Marketing

Dictionary of Marketing Terms, 2ed, Chicago, III: American Association, trang 27.

Nguy n nh Th v Nguy n Th Mai Trang (2007) trch t Fishbein M & Ajzen I (1975), Befief, Attitude, Intention, and Behaviour: An Introduction to Theory anh Research, Reading, MA: Addison-Wesley. Nguy n nh Th & Nguy n Th Mai Trang (2002) trch t Keller, KL(2003),

Understanding Brands, Branding and Brand Equity, Intercrative Marketing 5(1). Nguy n Ng c Qu Trn (2004), S d ng chi n l c chiu th trong ho t ng xy d ng thng hi u s n ph m rau an ton c a lin t s n xu t rau an ton x Tn Ph Trung huy n C Chi t i th tr ng Tp HCM, Lu n vn th c s, TPHCM: H Kinh t Tp HCM. Ph m Anh Tu n (2008), Tc ng c a nhn t tnh cch thng hi u n lng trung thnh c a khch hng: Nghin c u tr ng h p th tr ng i n tho i di ng Vi t Nam, Lu n vn th c s , TPHCM: i h c Kinh t TPHCM.

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Nguy n H ng c (2004), Nh n bi t thng hi u v gi tr thng hi u, c t i a ch http://www.lantabrand.com/cat5news2544.html. T p ch Marketing Vi t Nam, Cng PR t o thng hi u m nh, c t i a ch http://www.marketingvietnam.net/content/view/152/14/.

Ti li u Ti ng Anh: Aaker (1991), Managing Brand Equity, New York, The Free Press. Aaker (1996), Measuring Brand Equity Across Products and Markets, California Management Review 38 (Spring): 102-120. Boonghee Yoo, Naveen Donthu & Sungho Lee (2000) trch t Ambler T & Styles C (1996), Brand development versus new product development: Towards a process model of extension, Marketing Intelligence & Planning, 14(7):10-9. Boonghee Yoo, Naveen Donthu & Sungho Lee (2000) trch t Baumgertner, Hans, Mita Sujan, and Dan Padgett (1997), Pattern of Affective Reactions to Advertisements: The Intergeration of Moment-to-Moment Responses into Overall Judgments, Journal of Marketing Research, 34, 219-232. Boonghee Yoo, Naveen Donthu & Sungho Lee (2000), An Examination of Selected Marketing Mix Elements and Brand Equity, Academy of Marketing Science Journal, 28(2): 195-211. Boonghee Yoo, Naveen Donthu & Sungho Lee (2000) trch t Hauser & Wernerfeldt (1990), An Evaluation Cost Model of Consideration Sets, Journal of Consumer Research, 16(March): 393-408. Boonghee Yoo, Naveen Donthu & Sungho Lee (2000) trch t Shimp, Terence A (1997), Advertising, Promotion and Supplemental Aspects of Integerated Marketing Communications, 4thed. Orlando, FL: Dryden. Colley, Russell H. (1973), Defining Advertising Goals (7th Edition), Association of National Advertisers, Inc.

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Hayes N (2000), Foundations of Psychology, London: Thomson Learning; Michener HA & Delamater JD (1999), Social Psychology, 4 th ed, Fort Worth: Harcourt Brace College. Haigh, David and Jonathan Knowles (2004), So You think You need a brand Valuation?, unpublished manuscript. Keller, KL (1998), Strategic brand management: Building, Measuring and Managing Equity, Upper Saddle River, NJ: Prentice Hall. Keller, KL (1993), Conceptualizing, Measuring, and Managing Customer-based Brand Equity, journal of marketing, 57(1): 1-22. Kirmani & Wright (1989), Money talks: Percieved Adverising Expenditures and Expected Product Quality, Journal of Consumer Research, 16(December): 344353. Lassar, Mittal B&Sharma A (1995), Measuring Customer-based Brand Equity, Journal of Consumer Marketing,12(4): 11-9. Kotler, P (2003), Marketing Management, 11thed, Upper Saddle River, NJ: PrenticeHall. Milgrom & Roberts (1986), Price and Advertising Signals of Product Quality, Journal of Political Economiy 55(August): 10-25. Winer, Rusell S (1986), A Reference Price Model of Brand Choice For Frequently Purchased Products, Journal of Consumer Research, 1(September): 250-256. http://www.thongtinmarketing.com (2007), Building Brands The Power of Public
Relations, c t i a ch : http://www.thongtinmarketing.com/detail.php?qnews=340.

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PH L C Ph l c I DN BI TH O LU N NHM Ph n gi i thi u Xin cho cc anh (ch ). Ti tn l L Quang Bnh. Hm nay, ti r t vui m ng c th o lu n cng cc anh (ch ) v thng hi u kem nh rng t i th tr ng TPHCM. R t mong s ng gp tch c c c a cc anh (ch ) v lu v i cc anh (ch ) r ng khng c ki n no ng hay sai c . T t c cc ng gp trung th c c a cc anh (ch ) u ng gp vo s thnh cng c a nghin c u ny. By gi xin cc anh (ch ) t gi i thi u tn chng ta lm quen nhau. Ph n chnh c a cu c th o lu n By gi , chng ta s th o lu n v 3 v n chnh l (1) thi c a anh (ch ) i v i qu ng co thng hi u kem nh rng, (2) thi c a anh (ch ) i v i khuy n m i thng hi u kem nh rng v (3) thi c a anh (ch ) i v i quan h cng chng thng hi u kem nh rng. I. Thi i v i qu ng co 1. Cu h i m khm ph Thng hi u kem nh rng m anh (ch ) ang s d ng c th ng xuyn qu ng co khng?. N u c, theo anh (ch ) n c h p d n khng? V sao? Anh (ch ) c thch n khng? V sao? N u cc anh (ch ) thch m t chng trnh qu ng co v thng hi u kem nh rng, i u c lm anh (ch ) thch thng hi u khng? V sao? 2. Cu h i ng k t lu n By gi chng ti a ra nh ng cu h i sau y xin cc anh (ch ) cho bi t (1) cc anh ch c hi u c cu h i khng? T i sao? (2) Theo anh ch cu h i ny mu n ni ln i u g? T i sao? (3) N u nh gi m c thi c a anh (ch )

62

t t hay x u i v i m t chng trnh qu ng co c a m t thng hi u kem nh rng no th c n thm i u g v b t i u g? T i sao? 1. Cc qu ng co c a Colgate r t th ng xuyn 2. Cc qu ng co c a Colgate r t h p d n 3. Ti r t thch cc qu ng co c a Colgate II. Thi i v i khuy n m i 1. Cu h i m khm ph Thng hi u kem nh rng m anh (ch ) ang s d ng c th ng xuyn

khuy n m i khng?. N u c, theo anh (ch ) n c h p d n khng? V sao? Anh (ch ) c thch tham gia cc chng trnh khuy n m i c a n khng? V sao? N u cc anh (ch ) thch m t chng trnh khuy n m i v thng hi u kem nh rng, i u c lm anh (ch ) thch thng hi u khng? V sao? 2. Cu h i ng k t lu n By gi chng ti a ra nh ng cu h i sau y xin cc anh (ch ) cho bi t (1) cc anh ch c hi u c cu h i khng? T i sao? (2) Theo anh ch cu h i ny mu n ni ln i u g? T i sao? (3) N u nh gi m c thi c a anh (ch ) t t hay x u i v i m t chng trnh khuy n m i c a m t thng hi u kem nh rng no th c n thm i u g v b t i u g? T i sao? 1. Cc chng trnh khuy n m i c a Colgate r t th ng xuyn 2. Cc chng trnh khuy n m i c a Colgate r t h p d n 3. Ti r t thch cc chng trnh khuy n m i c a Colgate III. Thi i v i quan h cng chng 1. Cu h i m khm ph Thng hi u kem nh rng m anh (ch ) ang s d ng c th ng xuyn c cc ho t ng quan h cng chng khng?. N u c, theo anh (ch ) n c h p d n khng? V sao? Anh (ch ) c thch n khng? V sao? N u cc anh (ch ) thch

63

m t ho t ng quan h cng chng v thng hi u kem nh rng, i u c lm anh (ch ) thch thng hi u khng? V sao? 2. Cu h i ng k t lu n By gi chng ti a ra nh ng cu h i sau y xin cc anh (ch ) cho bi t (1) cc anh ch c hi u c cu h i khng? T i sao? (2) Theo anh ch cu h i ny mu n ni ln i u g? T i sao? (3) N u nh gi m c thi c a anh (ch ) t t hay x u i v i m t ho t ng quan h cng chng c a m t thng hi u kem nh rng no th c n thm i u g v b t i u g? T i sao? 1. Cc ho t ng quan h cng chng c a Colgate r t th ng xuyn 2. Cc ho t ng quan h cng chng c a Colgate r t h p d n 3. Ti r t thch cc ho t ng quan h cng chng c a Colgate

Trn tr ng c m n anh (ch ) dnh th i gian cho bu i th o lu n ny v cung c p nh ng thng tin qu bu.

64

Ph l c II B NG CU H I NGHIN C U NH L NG CHNH TH C
Chng t i l nhm nghin c u thu c tr ng i h c kinh t TPHCM. Chng ti th c hi n

nghin c u ny nh m m c ch tm hi u thi , hnh vi tiu dng c a cc anh (ch ) v kem nh rng Colgate. Xin cc anh(ch ) lu r ng khng c tr l i no l ng hay sai. Cc tr l i c a anh (ch ) u c gi tr i v i nghin c u c a chng ti. Ph ng v n lc ____gi , ngy ___ / ___/ 2008. Ph ng v n b i: ________________(01) Tn ng i tr l i: ________________ (02) i n tho i ng i tr l i: ___________(03) a ch ng i tr l i: s nh ___ ng ____________________ qu n ________ (04) Xin hy cho bi t m c ng c a anh (ch ) trong cc pht bi u d i y theo qui c: 1. Hon ton ph n i 2. Ph n i 3. Trung ha 4. ng 5. Hon ton ng
Nh n bi t thng hi u kem nh rng 1. 2. 3. 4. 5.
Ti c th d dng nh n bi t Colgate trong cc lo i kem nh rng khc Ti c th d dng phn bi t Colgate v i cc lo i kem nh rng khc Cc t i m c a Colgate c th n v i ti m t cch nhanh chng Ti c th nh v nh n bi t logo c a Colgate m t cch nhanh chng M t cch t ng qut, khi nh c n Colgate ti c th d dng hnh dung ra n

1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

Lng am m thng hi u kem nh rng 6. 7. 8.

Ti thch Colgate hn cc thng hi u khc Ti thch dng Colgate hn cc thng hi u khc Ti tin r ng dng Colgate x ng ng ng ti n hn cc thng hi u khc

1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

65

9. 10. 11.

Kh nng mua Colgate c a ti r t cao Ti ngh r ng, n u i mua kem nh rng, ti s mua Colgate Ti tin r ng, ti mu n mua Colgate

1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

12. 13. 14.

Ti cho l ti l khch hng trung thnh c a kem nh rng Colgate Ti s khng mua kem nh rng khc n u Colgate c bn c a hng Ti s tm mua c Colgate ch khng mua cc lo i khc

1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

Ch t l ng c m nh n thng hi u kem nh rng 15. 16. 17. 18.

Colgate nh r t tr ng rng Colgate gi cho rng lun ch c kh e Dng Colgate khng b su rng M t cch t ng qut l ch t l ng c a Colgate r t cao

1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

Thi i v i qu ng co
19. 20. 21.
Cc qu ng co c a Colgate r t th ng xuyn Cc qu ng co c a Colgate r t h p d n Ti r t thch cc qu ng co c a Colgate

1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

Thi i v i khuy n m i bn hng 22. 23. 24.

Cc chng trnh khuy n m i c a Colgate r t th ng xuyn Cc chng trnh khuy n m i c a Colgate th ng r t h p d n Ti r t thch tham gia cc chng trnh khuy n m i c a Colgate

1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

Thi i v i ho t ng quan h cng chng 25. 26. 27.

Cc ho t ng quan h cng chng c a Colgate r t th ng xuyn Cc ho t ng quan h cng chng c a Colgate r t h p d n Ti r t thch cc ho t ng quan h cng chng c a Colgate

1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

66

28.

29.

30.

Xin vui lng cho bi t anh (ch ) thu c nhm tu i no d i y: 18 24 25 31 32 38 39 45 46 52 Xin vui lng cho bi t m c thu nh p hng thng c a anh (ch ): < 1,5 tri u 1,5 < 2,5 tri u 2,5 - < 3,5 tri u 3,5 - < 4,5 tri u 4,5 tri u Gi i tnh Nam N Trn trong c m n s h p tc c a anh (ch )

1 2 3 4 5 1 2 3 4 5 1 2

67

Ph l c III NH GI
Case Processing Summary N Cases Valid Excluded(a) Total 186 0 186 % 100.0 .0 100.0

TIN C Y CRONBACH ALPHA

1. Thang o nh n bi t thng hi u kem nh rng (AW)

a Listwise deletion based on all variables in the procedure. Reliability Statistics

Cronbach's Alpha .701 Item Statistics Mean 3.6720 3.6720 3.5645 3.6290 3.7903

N of Items 5

AW_1 AW_2 AW_3 AW_4 AW_5

Std. Deviation 1.00538 .92705 .95783 .97925 .94389 Item-Total Statistics

N 186 186 186 186 186

AW_1 AW_2 AW_3 AW_4 AW_5

Scale Mean if Item Deleted 14.6559 14.6559 14.7634 14.6989 14.5376

Scale Variance if Item Deleted 7.340 7.103 7.468 7.314 7.082

Corrected Item-Total Correlation .405 .525 .415 .431 .514

Cronbach's Alpha if Item Deleted .675 .624 .669 .663 .628

Scale Statistics Mean 18.3280 Variance 10.557 Std. Deviation 3.24911 N of Items 5

2. Thang o lng am m thng hi u kem nh rng (BP)

Case Processing Summary

68

N Cases Valid Excluded(a) Total 186 0 186

% 100.0 .0 100.0

a Listwise deletion based on all variables in the procedure. Reliability Statistics

Cronbach's Alpha .890

N of Items 9

Item Statistics Mean 3.6183 3.6774 3.5054 3.6022 3.6559 3.7204 3.4624 3.5430 3.4677 Std. Deviation .91207 .93764 .96000 .95453 .99180 .94572 1.04037 1.07592 1.04573 Item-Total Statistics Corrected Item-Total Correlation .690 .637 .542 .685 .665 .668 .651 .670 .608 Cronbach's Alpha if Item Deleted .875 .878 .886 .875 .876 .876 .877 .876 .881 N 186 186 186 186 186 186 186 186 186

PF_1 PF_2 PF_3 BI_1 BI_2 BI_3 LY_1 LY_2 LY_3

Scale Mean if Item Deleted PF_1 PF_2 PF_3 BI_1 BI_2 BI_3 LY_1 LY_2 LY_3 28.6344 28.5753 28.7473 28.6505 28.5968 28.5323 28.7903 28.7097 28.7849

Scale Variance if Item Deleted 33.747 34.040 34.828 33.418 33.291 33.667 33.021 32.510 33.445

Scale Statistics Mean 32.2527 Variance 41.887 Std. Deviation 6.47203 N of Items 9

69

3. Thang o ch t l ng c m nh n thng hi u kem nh rng (PQ)

Case Processing Summary N Cases Valid Excluded(a) Total 186 0 % 100.0 .0 100.0

186 a Listwise deletion based on all variables in the procedure. Reliability Statistics Cronbach's Alpha .800

N of Items 4 Item Statistics

PQ_1 PQ_2 PQ_3 PQ_4

Mean 3.6989 3.8011 3.7634 3.7742

Std. Deviation .87962 .90536 .91708 .82040

N 186 186 186 186

Item-Total Statistics Corrected Item-Total Correlation .629 .646 .619 .558 Cronbach's Alpha if Item Deleted .741 .733 .747 .775

PQ_1 PQ_2 PQ_3 PQ_4

Scale Mean if Item Deleted 11.3387 11.2366 11.2742 11.2634

Scale Variance if Item Deleted 4.614 4.473 4.514 5.038

Scale Statistics Mean 15.0376 Variance 7.766 Std. Deviation 2.78678 N of Items 4

4. Thang o thi i v i qu ng co thng hi u kem nh rng (AD)

Case Processing Summary N Cases Valid Excluded(a) Total 186 0 % 100.0 .0

186 100.0 a Listwise deletion based on all variables in the procedure.

70

Reliability Statistics Cronbach's Alpha .752

N of Items 3

Item Statistics Mean 3.6452 3.6344 3.5269 Std. Deviation .86550 .95617 .92522 N 186 186 186

AD_1 AD_2 AD_3

Item-Total Statistics Corrected Item-Total Correlation .512 .674 .563 Cronbach's Alpha if Item Deleted .743 .553 .689

Scale Mean if Item Deleted AD_1 AD_2 AD_3 7.1613 7.1720 7.2796

Scale Variance if Item Deleted 2.817 2.219 2.538

Scale Statistics Mean 10.8065 Variance 5.054 Std. Deviation 2.24816 N of Items 3

5. Thang o thi i v i khuy n m i thng hi u kem nh rng (SP)

Case Processing Summary N 186 0 186 % 100.0 .0 100.0

Cases

Valid Excluded(a) Total

a Listwise deletion based on all variables in the procedure. Reliability Statistics Cronbach's Alpha .763

N of Items 3

Item Statistics

71

Mean SP_1 SP_2 SP_3 3.3441 3.4194 3.2849

Std. Deviation .93571 .98992 1.06517

N 186 186 186

Item-Total Statistics Corrected Item-Total Correlation .563 .623 .605 Cronbach's Alpha if Item Deleted .719 .651 .674

SP_1 SP_2 SP_3

Scale Mean if Item Deleted 6.7043 6.6290 6.7634

Scale Variance if Item Deleted 3.301 2.981 2.798

Scale Statistics Mean 10.0484 Variance 6.090 Std. Deviation 2.46770 N of Items 3

6. Thang o thi i v i quan h cng chng thng hi u kem nh rng (PR)

Case Processing Summary N Cases Valid Excluded(a) Total 186 0 % 100.0 .0

186 100.0 a Listwise deletion based on all variables in the procedure. Reliability Statistics Cronbach's Alpha .795

N of Items 3 Item Statistics

PR_1 PR_2 PR_3

Mean 3.3226 3.4032 3.2903

Std. Deviation .99362 .97747 1.03015

N 186 186 186

72

Item-Total Statistics Corrected Item-Total Correlation .606 .648 .662 Cronbach's Alpha if Item Deleted .755 .711 .695

PR_1 PR_2 PR_3

Scale Mean if Item Deleted 6.6935 6.6129 6.7258

Scale Variance if Item Deleted 3.241 3.179 2.978

Scale Statistics Mean 10.0161 Variance 6.394 Std. Deviation 2.52870 N of Items 3

73

Ph l c IV PHN TCH NHN T

Descriptive Statistics Mean 3.6720 3.6720 3.5645 3.6290 3.7903 3.6183 3.6774 3.5054 3.6022 3.6559 3.7204 3.4624 3.5430 3.4677 3.6989 3.8011 3.7634 3.7742 Std. Deviation 1.00538 .92705 .95783 .97925 .94389 .91207 .93764 .96000 .95453 .99180 .94572 1.04037 1.07592 1.04573 .87962 .90536 .91708 .82040 Analysis N 186 186 186 186 186 186 186 186 186 186 186 186 186 186 186 186 186 186

KHM PH (EFA)

1. Gi tr thng hi u kem nh rng (BE)

AW_1 AW_2 AW_3 AW_4 AW_5 PF_1 PF_2 PF_3 BI_1 BI_2 BI_3 LY_1 LY_2 LY_3 PQ_1 PQ_2 PQ_3 PQ_4

74

Correlation Matrix

Correlation AW_ 1 A W_ 1 A W_ 2 A W_ 3 A W_ 4 A W_ 5 PF _1 PF _2 PF _3 BI_ 1 BI_ 2 BI_ 3 LY _1 LY _2 LY _3 PQ _1 PQ _2 PQ _3 PQ _4 1.000 AW _2 .458 1.00 0 .380 AW _3 .210 AW _4 .282 AW _5 .206 BF_ 1 .045 BF_ 2 .134 BF_ 3 .061 BI_1 .128 BI_2 .081 BI_3 .022 LY_ 1 .166 LY_ 2 .091 LY_ 3 .193 PQ_ 1 .254 PQ_ 2 .237 PQ_ 3 .144 PQ_ 4 .139

.458

.380 1.00 0 .230

.228

.372

.279

.220

.230

.279

.194

.252

.332

.315

.220

.236

.250

.264

.208

.210

.230 1.00 0 .477 .216 .293 .149 .350 .152 .179 .339 .208 .202 .278 .300 .257 .218

.365

.316

.240

.229

.294

.234

.348

.306

.210

.161

.235

.280

.270

.383

.282

.228

.477 1.00 0 .308 .271 .344 .393 .286 .267 .347 .352 .193 .301 .311 .336 .288

.216

.293

.149

.350

.152

.179

.339

.208

.202

.278

.300

.257

.218

.206 .045 .134 .061 .128 .081 .022 .166 .091 .193 .254 .237 .144 .139

.372 .279 .220 .230 .279 .194 .252 .332 .315 .220 .236 .250 .264 .208

.365 .316 .240 .229 .294 .234 .348 .306 .210 .161 .235 .280 .270 .383

.308 1.00 0 .513 .401 .582 .523 .584 .534 .510 .392 .375 .398 .389 .347

.271 .513 1.00 0 .446 .502 .467 .483 .470 .480 .397 .386 .363 .426 .397

.344 .401 .446 1.00 0 .451 .428 .341 .338 .408 .426 .264 .315 .272 .304

.393 .582 .502 .451 1.00 0 .585 .481 .453 .512 .447 .430 .377 .411 .361

.286 .523 .467 .428 .585 1.00 0 .554 .475 .485 .396 .240 .351 .380 .362

.267 .584 .483 .341 .481 .554 1.00 0 .489 .490 .494 .256 .383 .335 .329

.347 .534 .470 .338 .453 .475 .489 1.00 0 .533 .526 .242 .276 .359 .414

.352 .510 .480 .408 .512 .485 .490 .533 1.00 0 .503 .334 .278 .377 .391

.193 .392 .397 .426 .447 .396 .494 .526 .503 1.00 0 .365 .293 .274 .363

.301 .375 .386 .264 .430 .240 .256 .242 .334 .365 1.00 0 .556 .501 .475

.311 .398 .363 .315 .377 .351 .383 .276 .278 .293 .556 1.00 0 .548 .456

.336 .389 .426 .272 .411 .380 .335 .359 .377 .274 .501 .548 1.00 0 .460

.288 .347 .397 .304 .361 .362 .329 .414 .391 .363 .475 .456 .460 1.00 0

KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square df Sig.

.891 1342.941 153 .000

75

Communalities Initial 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 Extraction .549 .604 .361 .406 .480 .599 .521 .397 .582 .581 .592 .590 .572 .459 .682 .672 .612

AW_1 AW_2 AW_3 AW_4 AW_5 PF_1 PF_2 PF_3 BI_1 BI_2 BI_3 LY_1 LY_2 LY_3 PQ_1 PQ_2 PQ_3 PQ_4

1.000 .516 Extraction Method: Principal Component Analysis. Total Variance Explained
Compone nt Extraction Sums of Squared Loadings % of Cumulativ Total Variance e% 6.889 1.665 1.219 38.274 9.248 6.773 38.274 47.522 54.295 Rotation Sums of Squared Loadings % of Cumulativ Total Variance e% 4.717 2.631 2.425 26.207 14.617 13.471 26.207 40.824 54.295

Initial Eigenvalues % of Cumulativ Total Variance e% 6.889 1.665 1.219 .953 .923 .769 .730 .646 .588 .566 .541 .454 .437 .395 .369 .309 .291 .254 38.274 9.248 6.773 5.296 5.127 4.275 4.056 3.591 3.267 3.143 3.007 2.520 2.429 2.192 2.051 1.717 1.619 1.413 38.274 47.522 54.295 59.592 64.719 68.994 73.050 76.641 79.907 83.051 86.058 88.578 91.007 93.199 95.250 96.968 98.587 100.000

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

76

Extraction Method: Principal Component Analysis. Component Matrix(a) Component 1 AW_1 AW_2 AW_3 AW_4 AW_5 PF_1 PF_2 PF_3 BI_1 BI_2 BI_3 LY_1 LY_2 LY_3 PQ_1 PQ_2 PQ_3 PQ_4 .286 .481 .492 .455 .562 .728 .698 .591 .749 .679 .687 .703 .701 .633 .604 .628 .640 2 .647 .452 .301 .426 .346 -.259 -.174 -.202 -.140 -.340 -.324 -.131 -.241 -.218 .259 .232 .142 3 .221 .410 .168 .131 .211 .043 -.059 .079 .041 .065 .119 .283 .152 .101 -.500 -.473 -.427 AW_1 AW_2 AW_3 AW_4 AW_5 PF_1 PF_2 PF_3 BI_1 BI_2 BI_3 LY_1 LY_2 LY_3 PQ_1 PQ_2 PQ_3 PQ_4

Rotated Component Matrix(a) Component 1 -.094 .220 .250 .139 .289 .721 .621 .593 .667 .737 .748 .692 .719 .640 .178 .219 .293 2 .129 .017 .184 .229 .194 .255 .347 .173 .299 .192 .154 .078 .156 .171 .781 .763 .707 3 .723 .745 .515 .578 .599 .118 .121 .123 .217 .046 .088 .324 .174 .139 .202 .204 .162

.629 .087 -.336 Extraction Method: Principal Component Analysis. a 3 components extracted.

.341 .159 .611 Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a Rotation converged in 5 iterations.

Component Transformation Matrix Component 1 2 3 1 .769 -.579 2 .493 .265 3 .407 .771

.273 -.828 .489 Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. Component Score Covariance Matrix Component 1 2 3 1 1.000 .000 2 .000 1.000 3 .000 .000

.000 .000 1.000 Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. Component Scores.

77

2. Thi i v i qu ng co
Descriptive Statistics Mean AD_1 AD_2 AD_3 3.6452 3.6344 3.5269 Std. Deviation .86550 .95617 .92522 Correlation Matrix AD_1 1.000 .528 .383 KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square df Sig. Communalities Initial 1.000 1.000 Extraction .588 .768 AD_2 .528 1.000 .592 AD_3 .383 .592 1.000 Analysis N 186 186 186

Correlation

AD_1 AD_2 AD_3

.648 140.799 3 .000

AD_1 AD_2 AD_3

1.000 .651 Extraction Method: Principal Component Analysis.

Total Variance Explained

Initial Eigenvalues Compon ent 1 2 3 % of Variance 66.896 20.710 Cumulati ve % 66.896 87.606

Extraction Sums of Squared Loadings % of Variance 66.896 20.710 12.394 Cumulati ve % 66.896 87.606 100.000

Rotation Sums of Squared Loadings % of Variance 33.860 33.777 32.363 Cumulati ve % 33.860 67.637 100.000

Total 2.007 .621

Total 2.007 .621

Total 1.016 1.013 .971

.372 12.394 100.000 .372 Extraction Method: Principal Component Analysis.

78

Component Matrix(a) Component Component Score Covariance Matrix 1 AD_1 AD_2 AD_3 .767 .876 Component 1 1 1.000

.807 Extraction Method: Principal Component Analysis. a 1 components extracted. Component Score Coefficient Matrix

Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. Component Scores.

Component 1 AD_1 AD_2 AD_3 .382 .437 .402

Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. Component Scores.

3. Thi i v i khuy n m i bn hng

Descriptive Statistics Mean 3.3441 3.4194 3.2849 Std. Deviation .93571 .98992 1.06517 Correlation Matrix SP_1 1.000 .509 .487 KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square df Sig. SP_2 .509 1.000 .563 SP_3 .487 .563 1.000 Analysis N 186 186 186

SP_1 SP_2 SP_3

Correlation

SP_1 SP_2 SP_3

.693 139.741 3 .000

79

Communalities Initial 1.000 1.000 Extraction .641 .708

SP_1 SP_2 SP_3

1.000 .690 Extraction Method: Principal Component Analysis.

Total Variance Explained Component Initial Eigenvalues Extraction Sums of Squared Loadings Total % of Variance Cumulative % Total % of Variance Cumulative % Total % of Variance Cumulative % 33.570 66.875 100.000 1 2.039 67.982 67.982 2.039 67.982 67.982 1.007 33.570 2 .525 17.506 85.488 .525 17.506 85.488 .999 33.306 3 .435 14.512 100.000 .435 14.512 100.000 .994 33.125

Rotation Sums of Squared Loadings

Extraction Method: Principal Component Analysis. Component Matrix(a) Component Score Coefficient Matrix

Component 1 SP_1 SP_2 SP_3 .801 .842 SP_1 SP_2 SP_3

Component 1 .393 .413

.831 Extraction Method: Principal Component Analysis. a 1 components extracted.

.407 Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. Component Scores.

Component Score Covariance Matrix Component 1 1 1.000

Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. Component Scores.

80

4. Thi i v i quan h cng chng

Descriptive Statistics Mean PR_1 PR_2 PR_3 3.3226 3.4032 3.2903 Std. Deviation .99362 .97747 1.03015 Correlation Matrix PR_1 1.000 .533 .552 KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square df Sig. Communalities Initial PR_1 PR_2 PR_3 1.000 1.000 Extraction .673 .721 Extraction Sums of Squared Loadings .705 Total Variance Explained 168.195 3 .000 Initial Eigenvalues Total % of Variance Cumulative % Total 1 2.129 70.983 70.983 Component 2 .480 15.993 86.976 3 .391 13.024 100.000 PR_2 .533 1.000 .608 PR_3 .552 .608 1.000 Analysis N 186 186 186

Correlation

PR_1 PR_2 PR_3

2.129 % of Variance Cumulative %

.480

.391

1.000 .736 Extraction Method: Principal Component Analysis.

70.983 70.983 1.010

15.993 86.976 .998 33.280

13.024 100.000 .992 33.059

Component Matrix(a)

Rotation Sums of Squared Loadings

Total

Component 1 PR_1 PR_2 PR_3 .820 .849

% of Variance Cumulative %

33.661

33.661

66.941

100.000

.858 Extraction Method: Principal Component Analysis. a 1 components extracted.

Extraction Method: Principal Component Analysis.

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Component Score Coefficient Matrix

Component 1 PR_1 PR_2 PR_3 .385 .399

.403 Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. Component Scores. Component Score Covariance Matrix Component 1 1 1.000

Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. Component Scores.

82

Ph l c V PHN TCH H I QUI B I

Descriptive Statistics Mean BE AD SP PR Correlations BE BE Pearson Correlation Sig. (2-tailed) N PR Pearson Correlation Sig. (2-tailed) N SP Pearson Correlation Sig. (2-tailed) N AD Pearson Correlation Sig. (2-tailed) N 186 .441(**) .000 186 .451(**) .000 186 .423(**) .000 186 186 .721(**) .000 186 .464(**) .000 186 186 .568(**) .000 186 186 1 PR .441(**) .000 186 1 SP .451(**) .000 186 .721(**) .000 186 1 AD .423(**) .000 186 .464(**) .000 186 .568(**) .000 186 1 3.6695 3.6022 3.3495 3.3387 Std. Deviation .56737 .74939 .82257 .84290 N 186 186 186 186

** Correlation is significant at the 0.01 level (2-tailed). Variables Entered/Removed(b) Variables Entered PR, AD, SP(a) Variables Removed .

Model 1

Method Enter

a All requested variables entered. b Dependent Variable: BE Model Summary Adjusted R Square .254 Std. Error of the Estimate .48998

.516(a) .266 a Predictors: (Constant), PR, AD, SP

Model 1

R Square

83

ANOVA(b) Sum of Squares 15.859 43.694

Model 1

df 3 182 185

Regression Residual Total

Mean Square 5.286 .240

F 22.020

Sig. .000(a)

59.554 a Predictors: (Constant), PR, AD, SP b Dependent Variable: BE

Coefficients(a) Unstandardized Coefficients Model 1 B 2.179 .174 .114 .145 Std. Error .191 .059 .068 .062 Residuals Statistics(a) Minimum 2.6111 -3.615 .036 2.5162 -1.31523 -2.684 -2.758 -1.38809 -2.809 .014 .000 .000 Maximum 4.3411 2.294 .147 4.3408 1.24950 2.550 2.579 1.27981 2.620 15.587 .117 .084
b Model Summary

Standardized Coefficients Beta .229 .165 .215

t B 11.390 2.958 1.670 2.340

Sig. Std. Error .000 .004 .097 .020

(Constant) AD SP PR

a Dependent Variable: BE

Predicted Value Std. Predicted Value Standard Error of Predicted Value Adjusted Predicted Value Residual Std. Residual Stud. Residual Deleted Residual Stud. Deleted Residual Mahal. Distance Cook's Distance Centered Leverage Value a Dependent Variable: BE

Mean 3.6695 .000 .068 3.6684 .00000 .000 .001 .00118 .002 2.984 .007 .016

Std. Deviation .29279 1.000 .022 .29384 .48599 .992 1.005 .49907 1.010 2.674 .015 .014

N 186 186 186 186 186 186 186 186 186 186 186 186

Change Statistics Model 1 Adjusted Std. Error of R Square R R Square R Square the Estimate Change F Change .516a .266 .254 .48998 .266 22.020 df1 3 df2 Sig. F Change 182 .000

a. Predictors: (Constant), PR, AD, SP b. Dependent Variable: BE

84

Ph l c VI M T M U AGE
Frequency Valid tuoi tu 18 - 24 tuoi tu 25 - 31 tuoi tu 32 - 38 tuoi tu 39 - 45 tuoi tu 46 - 52 Total 54 40 41 37 14 186 Percent 29.0 21.5 22.0 19.9 7.5 100.0 Valid Percent 29.0 21.5 22.0 19.9 7.5 100.0 Cumulative Percent 29.0 50.5 72.6 92.5 100.0

SALARY
Cumulative Percent 22.6 52.7 78.0 88.7 100.0

Valid

luong < 1,5 trieu luong tu 1,5 - < 2,5 trieu luong tu 2,5 - < 3,5 trieu luong tu 3,5 - < 4,5 trieu luong >= 4,5 trieu Total

Frequency 42 56 47 20 21 186

Percent 22.6 30.1 25.3 10.8 11.3 100.0

Valid Percent 22.6 30.1 25.3 10.8 11.3 100.0

GENDER
Frequency Valid nam nu Total 49 137 186 Percent 26.3 73.7 100.0 Valid Percent 26.3 73.7 100.0 Cumulative Percent 26.3 100.0

85