ESTABLISHING BRAND POSITIONING STRATEGY BASED ON

THE INTEGRATION MDS TOOL AND RADAR DIAGRAM OF
THE SATISFACTION CUSTOMER:
RESEARCH WITH THE CARD SERVICE BANK

Le Jan Huy
Da Nang University of Economics
Department of Business Administration
71, Ngu Hanh Son, Da Nang, Jiet Nam
levanhuy¸vnn.vn

Chinh-Yuan Huang
Shute University
International Business and Trade Department
Kaohsiung, TaiWan
chiyuan¸mail.stu.edu.tw

Connie, C.F. Hsu
Shute University
International Business and Trade Department
Kaohsiung, TaiWan
conniehsu¸mail.stu.edu.tw

Truong Thi Dieu Thu
Shute University
Business Administration Department
Kaohsiung, Taiwan
truongdieuthu¸gmail.com


ABSTRACT
The paper aims to explore how organization can recognize customers demand with
their brand or competitors and build competitive advantage on brand position in
customers` mind. Organization can build the radar diagram to the practical value and
expected value to consider current satisIaction and customer demand with brand,
Iorecasting the competitor action and building the positioning strategy in the Iuture.
Using quantitative research method, namely multidimensional scale, the paper
introduces the method to design perceptual map and radar diagram
A major outcome oI this paper is an establishing brand positioning strategy model
based on the integration MDS tool and radar diagram. According to vision & mission
brand, perceptual map and the current customer & expected value, organization must
challenge and redeIine the segmentation, and create a brand positioning strategy.
Revisit the entire process and adjust iI it is necessary. ThereIore, this paper provides
an extension to brand positioning literature by using MDS tool integrate with radar
diagram
Keywords: brand positioning strategy, multidimensional, radar diagram, satisIaction.
INTRODUCTION
n the knowledge economic age, brand has become an important asset with resources
and inIormation, but has not got in the assessment balance. Accordingly, each
organization must recognize the Iunction oI brand to build and develop the business
strategy in each period. Brand positioning is an important Iactor to orient the
communication strategy and build a consistent image in customers` mind.
Under the liberalization and globalization and the process oI Vietnam integration into
WTO are opening many opportinuties and threats Ior general Vietnam economic and
banking industry. Especially, many models oI new business are appearing such as e-
commerce, e-business. Banking industry must have to take various Iorms oI business
and payment models such as e-banking and e-payment. Many years in Vietnam,
service card banking was seting up and developing to satisIy general demand payment
or electronic payment, improve commerce activities inside and outside organization
Banking card (or payment card) is a payment tool. nstead oI using cash to pay, it
applies technology inIormation and high tech; users can pay orderIorm Iastly, exactly
and saIely. The number oI banking account depends on customer demand and credit-
worthiness oI bank
Table 1: Analysis the card publishing in some cities in Vietnam
Places 2001 2002 2003 2004 2005
Ha Noi 1,296 1,760 95,361 227,105 301,053
Hai Phong 213 625 10,428 29,639 88,582
Ho Chi Minh 2,349 3,190 99,760 295,864 488,107
Da Nang 398 868 12,637 35,134 92,450
Hue 201 517 10,259 28,072 83,205
Can Tho 443 895 13,760 39,035 94,821
%49, 4,900 7,855 242,205 654,849 1,065,013
Source. National Banking (http.//www.sbv.gov.vn/home/bcthuongnien.asp)
With the classiIication based on payment nature, banking card divides into (1) credit
card (as visa or master) and (2) debit card (ATM, charge card). According to banking
nation evaluation, card market in Vietnam is eventIul changing recently.
However, the development oI card service in Vietnam is not correlative with market
orientation to satisIy the customer demand in the Iuture. Some banks have competitive
advantages to publish and accept card payment such as ACB, VCB, ect (credit card)
or VCB, EAB, BDV, ect (debit card). n order to ensure these competitive
advantages, organization must build and develop their brand to distinguish Irom the
others in customer awareness and beneIit.

LITERATURE REVIEW
Definition of Brand
The central concern oI brand building literature experienced a dramatic shiIt in the
last decade. Branding and the role oI brand, as traditionally understand, were subject
to constant review and redeIinition. A traditional deIinition oI Kotler (2000)
suggested that brand was the name, associated with one or more items in the product
line that is used to identiIy the source oI character oI the item. According to the
American Marketing Association (AMA), brand was a name, term, sign, symbol, or
design, or a combination oI them, intended to identiIy the goods and services oI one
seller or group oI sellers and to diIIerentiate them Irom those oI competitors.
The Urde`s (1999) model integrated the Iunction oI core values positioning based on
the attributes to make the awareness, brand belieI, brand loyalty and the diIIerence
Irom competitors. Urde integrated brand equity and brand identity with a company`s
direction, strategy and identity. The right side oI the model reIlects the reIerence
Iunction - product category and product, which are analyzed rationally, while the leIt
side oI the model reIlects the emotional Iunction - corporate and brand name, which
are analyzed emotionally. A brand is experienced in its entirety, means that both
emotions and rational thought are involved. The lower part oI the model - mission and
vision - reIlects the company`s intentions towards the brand, while the upper part
reIlects the way that target consumers interpret the brand. The center oI the model
lays the core process oI brand meaning creation including the positioning and core
values.
Figure 1: Six dimension brand model of Urde











Brand positioning models
BeIore discuss meaningIully brand positioning, the researchers want to explain why
brand positioning very important and exactly what a brand is. An important aspect oI
a brand`s position in a product category is how similar or diIIerent the brand to be in
comparison with other brands in the product category. Positioning is the attempt to
control the public's perception oI a product or service as it relates to competitive
products. Brand positioning is the brand`s beneIit Ior consumer, an opportunity Ior
which is the best suited in target audience, and who its main competitors are. To
achieve the beneIit oI brand positioning, it is necessary to research deeply the market
position (or lack thereoI) oI the brand. Brand maps and Iorms are the proIile Ior brand
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1. Associations
positioning, comparing the results with competitive brands. Brand positioning is an
important strategy Ior achieving diIIerential advantage. Positioning reIlects the
'place¨ a brand occupies in a market or segment. A successIul position is both
diIIerent and important to consumers. Every brand has some sort oI position - whether
intended or not. Positions based upon consumer perceptions, which may or may not
reIlect reality. By communicating a consistent message, organization can build
eIIectively a position in customers mind about the product its location in the market
through advertising, brand name, and packaging. For the brand manager, optimizing a
product positioning is a critical and diIIicult decision. Addressing this issue, Shocker
and Srinivasan (1979) developed a Iramework to identiIy the optimal product
concepts using joint space models oI consumer perceptions and preIerences. Joint
space analysis entails mapping the locations oI exiting products and ideals Ior each
individual (or market segment) are using multidimensional scaling (MDS).
Perceptual maps has been a useIul tool Ior marketers to understand product
diIIerentiation, product positioning and product preIerences. The general practice has
been to construct perceptual maps assuming a relatively small set oI common
perceptual dimensions Ior all the existing as well as potential new products to
determine optimal positioning Ior marketing strategies (DeSarbo & Rao, 1986;
DeSarbo & HoIIman, 1986, 1987). Product diIIerentiation is deIined as a Iunction oI
distances (usually Euclidean) between products in the space oI a common set oI
perceptual dimensions.

Approaches a multidimensional scaling (MDS) tool in brand positioning
Certain popular approaches that attempt to explain product diIIerentiation in market
research, such as multidimensional scaling (Carroll & Arabie, 1997; Carroll & Green,
1997; DeSarbo, 1994; DeSarbo & Manrai, 1992; Eliashberg & Manrai, 1992; Manrai
& Sinha, 1989), and Iactor analysis treat products as bundles oI common perceptual
attributes. These techniques assume that all products are diIIerentiated via only
diIIerences in levels oI common physical or perceptual attributes, thereby ignoring the
eIIects oI diIIerentiation due to perceptual Iactors such as perceptions unique to a
product (e.g., brand image).
Dickson and Ginter (1987) stated that product diIIerentiation raised through
'perceptual`` diIIerences and deIined product diIIerentiation in only perceptual terms.
They suggested that diIIerentiation in the perceptual space also occurred because
Iactors related to 'brand images`` or 'unique product characteristics``.
n this section, the researchers model brand positioning through the multidimensional
scaling oI similarity judgments. MDS models were widely considered as positioning
models (Fomell & Denison, 1982; Moore & Holbrook 1982; Hauser & Simmie,
1981), especially in the advertising literature. n MDS, the concept oI 'positioning
accuracy¨ is modeled as distances between brands in the MDS solution. Furthermore,
the more recent extensions oI MDS models to probabilistic MDS enables the
'positioning clarity¨ concept to be deIined by the variance oI the brand's location. As
described in the vast literature on multidimensional scaling, the deterministic MDS
model uses distances (Euclidean) to model proximity data.
Three major approaches to MDS have been proposed by HeIner (1958), Ramsay
(1977, 1978, 1980, and 1982), Takane (1981), Zinnes & MacKay (1983). Choice
among these three in essence amounts to choice among postulated error models. The
HeIner (1958) model assumed an r-dimensional random vector represents the
stimulus, whereas the other two assume the distance judgments are normally
distributed about some true distance. The HeIner model, as pointed out by Zinnes and
MacKay (1983), seems to be a more natural multidimensional extension oI the single
dimensional model oI Thurstone in that the perceptions oI the stimuli are normally
perturbed during the process oI judging similarities.

Customer satisfaction and radar diagram
Previous research has deIined a variety oI Iorms oI customer satisIaction (Oliver,
1997). Multiple interpretations oI satisIaction originated in diIIerences types such as
the type oI response (cognitive or aIIective); the time oI evaluation (immediate to an
encounter or retrospective oI past consumption); the object oI evaluation (e.g. a
transaction, a Iirm, an attribute); and the psychological process used to construe the
response (e.g. disconIirmation oI expectations, attribution, equity perceptions).
n order to apply marketing research contexts, researchers are oIten interested in
assessing the relationship oI overall satisIaction to satisIy with the major attributes or
processes oI the service or product experience (Mittal, Ross, & Baldasare, 1998).
Attribute satisIaction measures are oIten collected to determine which are 'key
drivers`` oI cumulative satisIaction that can be used to improve resource allocations
and plan quality improvement initiatives. nternal customer groups can also be
segmented based on diIIerences between overall and attribute satisIaction ratings
(Mittal & Katrichis 2000; Mittal, Katrichis & Kumar, 2001; Woo & Fock 2004).
One oI the most Irequently employed measures oI satisIaction is a single-item
measure oI overall satisIaction with a Iirm with anchors oI 'very dissatisIied`` and
'very satisIied``. Overall satisIaction is also described as cumulative, global or
aggregate satisIaction. Single-item satisIaction measures have been shown to possess
acceptable levels oI testretest reliability and predictive oI consumer attitudes and
behaviours (Bolton & Drew 1991; Cronin & Taylor 1992; Oliver, 1997). Radar
diagram oI customer satisIaction value and expected value will help organization to
recognize customer demand with organization brand or competitor. ThereIore,
organization builds easily the competitive advantage on brand position in the
customer`s mind

RESEARCH METHODS
Building the brand positioning strategy, people usually based on the perceptual map
(Irom the MDS model). Besides, People know more about the customer demand by
radar diagram. t depends on the satisIaction and customer demand in some brand
attributes in the Iuture
There are many authors researched how to apply the perceptual map to Iind out the
brand current position oI organization, product (Aaker, 1974, 2004; Thomas & Bruce
2003; Gioi & Huy, 2006). The establishment Ioundation oI brand positioning strategy
includes: (1) ranking the important attribute, which customer are interested in each
brand, and (2) ranking the diIIerence oI each above attributes in the same type brand.
Purpose oI this establishment is to compare the advantages oI this brand with another
brand based on the awareness, comparison, and discrimination customer against the
attribute oI diIIerence brand in current time (interview). First, building the radar
diagram to the practical value and expected value to consider current satisIaction and
customer demand with brand and then Iorecasting the competitor action and building
the positioning strategy oI organization in the Iuture.
Data collected through a questionnaire and organization was careIul to ensure that the
questionnaire was completed and it allowed researcher to achieve research objectives,
while at the same time being concise. The questionnaire was designed which based on
the attributes oI card service includes (1) prestige bank, (2) bank branch network, (3)
card technology, (4) competitive marketing strategy, (5) supply card service network,
(6) card service quality, (7) contact capacity with another bank. Eight banks was
chose: Foreign trade bank (VCB), Joint stock ecommerce A Chau (ACB),
Agriculture bank (Agribank), ndustry and commerce bank (CB), nvestment and
Development Bank (BDV), Dong A bank (EAB), Export and import joint stock
ecommerce bank (EXMBANK) and Joint stock technology ecommerce Bank
(TCB).
For the importance oI attributes, which are interested by customers in each band,
respondents were asked the Iollowing: 'we are interested in a level oI agreement on
attributes oI card service bank. For each statement below, please rank card service
bank Irom 1
st
to 7
th
how you perceive about 8 card service bank on each 7 attribute¨.
For the diIIerence oI each above attributes in the same type brand, respondents were
asked the Iollowing: 'We are interested in your overall views about a level oI your
perceived preIerence on eight card service bank. For each statement below, please
check the number that best indicates how you Ieel about the Iollowing eight-card
service bank``. The responses to seven items oI attributes were measured on 7-point
Likert-type scales with (1) strongly disagree and (7) strongly agree. The current
customer and expected value oI consumer satisIaction (radar diagram) mesure oI 10-
point Likert-type scale (with (1) is 'very dissatisIied¨ and (10) is 'very satisIied¨).
The average or mean score oI satisIaction given to each attribute provides a league
table oI strengths and weaknesses. As a guide, scores can make the interpretation Irom
many diIIerent customer satisIaction surveys: (1) means scores oI over 8 out oI 10 -
excellent supplier; (2) mean scores oI 7 to 8 out oI 10 - adequate but needs attention
(3) mean scores oI below 7 out oI 10 - serious cause Ior concern.
The questionnaire was originally designed in Vietnamese. The methodology called Ior
the literature and 15 interviews with Vietnamese to validate the variables retained. A
pretest conducted among twelve Vietnameses; a Iew modiIications were made to the
questionnaire Iollowing the pre-test. Subsequently, the researchers veriIied the
validity oI items. Principal components Iactorial analyses, with a varimax rotation
perIormed in order to analyze the quality oI the measurements Irom a number oI
angles. According to Nunnally (1978) explained that in order to respect the validity oI
the variables, the values oI the dimensions was aboved 0.50 (explorative research).
Factorial analyses revealed that the values oI the Iactorial dimensions were equal to or
above 0.50 in all cases. To illustrate the establishing this positioning method, the
research surveyed 300 citizens in Da Nang city, the valid questionnaire was 237.
Principal components Iactorial analyses with a varimax rotation, the values oI the
dimensions was aboved 0.70 (conIirmative research). Male respondents was 146
(61,6°) and Iemale was 91 (38,4°), and all oI the respondents has utilised the card oI
bank. Most oI the respondents hold a Bachelor`s degree or vocational college
diploma. Some oI respondents even hold a Master`s degree. Nevertheless, 26.6° oI
respondents (63 individuals) have not completed a vocational college-level diploma.
Table 2. Total Variance Explained
Component
nitial Eigenvalues Extraction Sums oI Squared Loadings Rotation Sums oI Squared Loadings
Total ° oI Variance Cumulative ° Total ° oI Variance Cumulative ° Total ° oI Variance Cumulative °
1 3.6582 51.296 51.296 2.6582 37.274 37.274 2.6373 36.980 36.980
2 2.3249 32.599 83.895 1.3249 18.577 55.851 1.3440 18.846 83.895
3 0.4580 6.422 90.317
4 0.3177 4.455 94.772
5 0.1751 2.456 97.228
6 0.1181 1.656 98.884
7 0.0796 1.116 100.000
Extraction Method: Principal Component Analysis.
Table 2. Rotated Component Matrix
Attributs
Component
1 2
1 Prestige bank (PB) 0.129 0.783
2 Branch network (BN) 0.161 0.710
3 Supply card service network (SN) 0.231 0.653
4
Competitive marketing strategy (MS)
0.832 0.144
5 Card technology (CT) 0.795 -0.117
6 Card service quality (SQ) 0.636 0.170
7 Contact capacity with another bank (CC) -0.796 0.212
Table 3. Component Transformation Matrix
Brand
Component
1 2
1 VCB 0.352 0.833
2 ACB 0.503 0.483
3 AGRBANK 0.164 0.525
4
CB -0.064 0.527
5 BDV 0.627 0.548
6 EAB 0.881 0.211
7 EXMBANK -0.172 -0.116
8 TCB -0.057 0.030

ANALYSIS RESULTS
Results of MDS model
Optimizing a product`s positioning is a critical and diIIicult decision. Joint space
analysis entails mapping the locations oI existing products and ideal points Ior each
individual (or market segment) are using multidimensional scaling oI consumer
perception. Using this joint mapping oI ideal point and product locations, manager
can model consumer`s choices oI existing products, predict their responses to new
products or identiIy optimal new product concepts.
Factor analysis method helps to Iind out the principal components (Anderson, Black,
Hair, & Tatham, 1998) accordingly; brand attributes will be divided and has a close
relationship with each principal component (Gioi & Huy, 2006). Principal component
will be chosen by Hair`s principle and two dimensions were extracted with
eigenvalues value ~1. The result oI principal components was analysised in table 2.
Two principal components collectively explained 83.9° oI the variance, with 51.3°
oI the variance accounted Ior by the Iirst dimension and 32.6° oI the variance
accounted Ior by the second dimension. The rotated component matrix and interrelate
coeIIicient between brand and principals components was presented in table 3 and 4.
n Iigure 2, attributes (1) prestige bank, (2) branch network, and (3) supply service
card network have close relationship with the principal component Iirst, researchers
give its name is prestige and branch network. The sector such as (1) marketing
strategy, (2) card technology, (3) card service quality have close relationship with
second principal component, researchers give its name is strategy competitive
marketing and value added (Figure 2).
Concurrently, attribute perceptual map can help organization to Iind out the group
attribute that is evaluated by customer. They are group attribute (1) aware the
prestige bank, the branch system and distribute network. When bank has high prestige
and wide branch, it is very easy to build the distribution network. Customer especially
is interested in the prestige because it makes the belieI when use the card. Group
attribute (2) includes marketing policies and value added quality oI card service,
thereIore customer can easy to Iind out inIormation, make card Iree and use card to
paid cost living.
AIter positioning the principal component, the brand perceptual map (Iigure 2) will be
built by the interrelate coeIIicient between brand and principal component (table 3). n
this table, examples VCB bank (near group attribute 1) is positioned as a bank has
high prestige, wide distribution, card service (as ATM, POS.) and easy to contact
with customer. EAB bank has a competitive marketing strategy and high value added.
Perceptual map attributes and brand with principal component (Iigure 4) is summed
up Iigure 2 and 3. As a result, organization can easy to recognize the brand position in
customers` mind in the correlation with attribute. Brand that is near the group attribute
will be recognized and distinguished in that attribute than the others. When
researchers consider group attribute in customer perceptual map that mean one brand
nears group attribute (1) will be awared in this attribute, and is compared with another
brand. t is not mean that it is not good brand in group attribute (2)
What will organization must do to satisIy customer need in the Iuture, iI the customer
image results like that? At that time, radar diagram will help organization to recognize
customer demand with their brand or competitors.

Figure 2. Awareness chart the attributes












Figure 3. Awareness chart brand with the principal component












Prestige and branch network bank
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Prestige
Service quality
Technology
Marketing
Contact capacity
Branch network
Suply card

Group 2


Group 1

Prestige and branch network bank
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EAB
ACB
BIDV
VCB
AGRIBANK
TCB
EXIMBANK

Figure 4. Awareness chart brand with the principal component












Radar Diagram
Radar diagram is used to maniIest the customer satisIaction and expected value in the
Iuture. This value is counted by the medium value that is the customer valuation Irom
1 to 10. n this paper, researchers give two cases: VCB and EAB bank. n radar
diagram, the insight line shows customer satisIaction level; the outsight line shows
expected value. Organization must to satisIy expected value oI customer in the Iuture.
Although, VCB brand has high valuation in prestige and branch network, but
customer actually want these value added were integrated in the competitive
marketing strategy. Simultaneously, customer wants to connect with other bank to use
the card easily

Integrate MDS tool and Radar diagram
Positioning brand or product is one part oI organization strategy in the Iuture. n the
strategy aspect, when the organization designs the perceptual map, it can:
O Maintaining the brand positioning in the current position, continue to do policy to
help customer recognize more the current attribute. At that moment, it is more
important to brand nears group attribute to do strategy. The brand that Iar Irom
group attribute, must Iind out the nearest attribute to do positioning strategy in the
Iuture.
O To move Irom brand aware position to new position by Iocus on the attribute
which customer demand in the Iuture. Examples, according to VCB brand,
customer wants organization to do marketing policy such as make card Iree,
contact with another bank to paid cost living. Certainly, in the perIect case, the
Prestige and branch network bank
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EAB
ACB
BIDV
VCB
AGRIBANK
TCB
EXIMBANK
Prestige
Service quality
Technology
Marketing
Contact capacity
Branch network
Suply card



competitor also satisIy customer demand.

Figure 5. Radar diagram satisfaction value of the current customer and expected
value (VCB)
1
2
3
4
5
6
7
8
9
10
Prestige bank
Branch network
Supply card
Marketing Card technology
Service quality
Contact

Figure 5. Radar diagram satisfaction value of the current customer and expected
value (EAB)
1
2
3
4
5
6
7
8
9
10
Prestige bank
Branch network
Supply card
Marketing Card technology
Service quality
Contact


O n the table 2, it is easy to recognize that connection attribute has not good
relationship with one or two principal component. Meanwhile, in the radar
diagram, customer wants bank to do this attribute. That is means the bank can
connect with another bank will has advantages in customer mind. However, bank
must have overall requirement in technology Iunction oI ATM and card
technology. ThereIore, this is one oI the most disadvantages Ior bank system when
it has not the Iirst orientation identically.
The Iinal purpose oI this research is to improve customer satisIaction and yet so oIten
surveys sit collecting dust. Worse than that, customers have generously given their
time to assist in the survey believing that some positive action will take place. Their
expectation will have been raised. The process oI collecting the data seems easier than
taking action to improve satisIaction levels. Researchers want to take out the model-
establishing brand positioning strategy based on the integration MDS tool and radar
diagram below (Iigure 6):
First, establishing brand positioning strategy model was begun on vision and mission
oI brand. Many organizations tend to associate vision some loIty, long-term journey
or goal that is diIIicult to deIine, let alone achieve, without a crystal ball, but vision
Ior a brand can be simple, the key is that the vision must be sustainable. Bye and
large, the most successIully positioned brands in terms oI growth, Iinancial
perIormance, visibility and market share are those that have linked a powerIul brand
positioning to an inspiring, overarching vision. Mission is generally maniIested in
establishing desired image attributes that drive all decisions about brand Ior
consumer. I the marketers have dim notion oI what organization brand is,
organization can be sure that organization target market is totally in the dark.
Basic to vision and mission brand, organization establish the perceptual map by
MDS tool (step 1), as researchers mentioned above. Perceptual map was built by the
interrelate coeIIicient between brand and principal component. Researchers can Iind
out the attributes oI brand and an aspect oI a brand`s position in a product category is
how similar or diIIerent the brand is perceived to be in comparison with other brands
in the product category, and the perceptual map gives a consistent image in
customer`s mind. n the current customer and expected value (2) researchers know
more about the interrelate position between current customer satisIaction and their
expected value in the Iuture. t means that organization can understand and analysis
what customer thinks, needs, and expects to organization in the Iuture. I necessary,
organization must challenge and redeIine the customer value propositions. ThereIore,
organization can answer these questions: Are customer satisIactions scores low
because the customer value proposition is not being communicated eIIectively to the
market? Are customer satisIactions scores low because the customer value proposition
is not being eIIectively implemented? How could a change in customer value
proposition achieve a higher customer satisIaction index?
AIter have Iull inIormation Irom step 1 and 2, organization must challenge and
redefine the segmentation (step 3). This step helps organization answer these below
questions: How do satisIaction scores vary across diIIerent types oI customer? Are
segments correctly deIined in the light oI the customer satisIaction Iindings? n
addition, how could a change in segmentation direct the oIIer more eIIectively and so
achieve higher levels oI satisIaction?

Figure 6. Establishing brand positioning strategy model based on the integration
MDS tool and radar diagram

AIter that, organizations can create a brand positioning strategy (step 4). A process
has many steps. t includes: describe the problem; think through the issues that need to
be addressed and list them out; identiIy the rooI cause oI the problems; identiIy any
barriers that could stop the improvement-taking place; set measurable targets;
allocated resources such as budget, people, time..; assign people and time scales to
the tasks; and measure and review progress.
This is important step to measure and review results (step 5) during the process.
Organization can Iind out how the customer satisIaction score moved has. s the
movement signiIicant/real? Has the action recommended in the plan, taken place? Has
it been enough? Has it had enough time to work? Revisit the entire step and adjust iI it
is necessary.

CONCLUSION
To approach multidimensional scaling (MDS) integrate with radar diagram in
evaluation to satisIy the current customer and desired evaluation. Organization can
recognize the current position; orient the strategy in the Iuture. Choosing brand is very
plentiIul and diIIerent level in diIIerent brand will decrease clearly, iI Iunction and
beneIit oI product is similar. That is the reason why brand must be positioned by
outstanding and diIIerent characterizes with the competitive brand. Brand positioning
must identiIy the Ioundation to build the basic Iactor and communicate consistent
brand throughout the mass inIormation. Since then, building the brand asset is brand

equity, customer can aware and can distinguish the speciIic characteristics oI brand,
increase the satisIaction and the brand loyalty in the Iuture. Because oI limited
resources and the range oI this paper, this research only to do survey with 300 people
in Vietnam and some attribute delegate to the most common oI card brand so most the
data is illustrative theory. The research wants to improve and establish the customer
satisIaction index to each brand to have a wide scene oI brand in the market, to help
the organization to do the strategy positioning in the Iuture easily.

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