Marketing competitiveness of home appliance supermarkets in Hanoi

Vu Thanh Tu ANH - Fulbright University in Vietnam, USA Le Xuan BA - Centural Institude for Economic Managerment, Vietnam Hervé B. BOISMERY - University of La Reuinion, France H. Eric BOUTIN - Toulon Var University, France Nguyen Thi DOAN - Vietnam Learning Promotion Association, Vietnam Haasis HANS - Dietrich - Institute of Shipping Economics and Logistics (isl) Bremen - Germany Le Quoc HOI - National Economic University, Vietnam Nguyen Thi Bich LOAN - Thuong mai University, Vietnam Nguyen Hoang LONG - Thuong mai University, Vietnam Nguyen MAI - Vietnam Economist Association, Vietnam Duong Thi Binh MINH - University of Economics HoChiMinh City, Vietnam Hee Cheon MOON - Korean Trade Research Association, South Korea Bui Xuan NHAN - Thuong mai University, Vietnam Luong Xuan QUY - Vietnam Economicst Association, Vietnam Nguyen Van Song - Vietnam National University of Agriculture Nguyen TAM - California State University, USA Truong Ba THANH - University of Danang, Vietnam Dinh Van THANH - Institude for Trade Research, Vietnam Do Minh THANH - Thuong mai University, Vietnam Le Dinh THANG - University of Québec à Trois Riviéres, Canada Tran Dinh THIEN - Vietnam Institute of Economics, Vietnam Nguyen Quang THUAN - Vietnam Academy of Social Sciences, Vietnam Le Nhu TUYEN - Grenoble École de Managment, France Washio TOMOHARU - Kwansei Gakuin University, Japan Zhang YUJIE - Tsinghua University, China THE Members Editor in chief NGUYEN BACH KHOA Deputy Editor in Chief SECTRETARY OF EDITORIAL OFFICE PHAM MINH DAT Editorial SCIENTIFIC COUNCIL Dinh Van SON - Thuong mai University, Vietnam - President Pham Vu LUAN - Thuong mai University, Vietnam - Vice President Nguyen Bach KHOA - Thuong mai University, Vietnam - Deputy President 1. Theoretical basis and some concepts 1.1. Retail supermarket and home appliance retail supermarket Retail supermarket: In general, commercial business establishments are called supermarkets where business locations suitable for development planning commercial network of provincie, city and the size the level of organization business meeting applications are the basic standards of one of the three classes according to classification rules (Decision No 1371/2004/QD-BTM dated 24/09/2004) below: Supermarket Class I: Applied to the general busi- ness synthesis supermarket: There area from 5000 m2 or more; a list of 20,000 items of goods or more; There are buildings to ensure safety, aesthetic and fully func- tional fire protection, sanitation ...; There are advanced, modern storage systems and storage facili- ties, processing, packaging, sales, billing and business management. Applied with specialized supermarkets: Standard area from 1000 m2 or more, other ctive criteria are the same as general trading stores. Supermarket Class II: Applied to general super- marke business: There is area from 2000 m2 or more; a list of 10,000 items of goods or more; There are buildings to ensure safety, aesthetic and fully function- al fire protection, sanitation...; There are advanced, modern storage systems and storage facilities, process- ing, packaging, sales, billing and business manage- ment. Applied to the specialized supermarkets: Standard area of 500 m2 or more, the standard list of commodi- ties from 1000, other criteria are the same as general trading stores. 30 Journal of Trade Science 4:2 (2016) 30 - 37 JOURNAL OF TRADE SCIENCE ’S JTS Cao Tuan Khanh Thuongmai University Caotuankhanh2000@yahoo.com Keywords: Supermarket, home appliance supermarket, Hanoi upermarkets - a type of modern shops which either sell general goods or specializes in some kinds; have a wide variety of products with high quality guarantee; meet criteria on business areas, tech- nical equipment, management and business organization; have good and convenient serving modes to satisfy customer shopping demand - have become a common trend in Vietnam's retail sector in recent time. Especially with the trend of modern technology development, electronics supermarkets have become a fast-growing retail business in big cities. The combination between specialized retailing and self-servicesof supermarkets has brought electronics supermarkets many marketing competitive advantages. However in recent time, electron- ics supermarkets have revealed some limitations in their competitiveness in general and marketing competi- tiveness in particular such as they have not yet positioned the supply value of market offering, the efficiency of integrating mix retailing and marketing tools remains low, core marketing competencies have not been established and raised, the identities of supermarket-like distribution services are inadequate in terms of cus- tomers-based value and quality. Received: 5th December 2016 Revised: 15th December 2016 Supermarket Class 3: Applied to general business supermarket: There is an area of 500 m2 or more; a list of 4,000 items of goods or more; There are buildings to ensure safety, aesthetic and fully functional fire pro- tection, sanitation...; There are advanced, modern stor- age systems and storage facilities, processing, packag- ing, sales, billing and business management. Applied to the specialized supermarkets: Standard area of 250 m2 or more, the standard list of 500 items of goods or more, other criteria are the same as gener- al trading stores. Home appliance retail supermarket Home appliance retail Supermarket are model of specific retail trading of goods of the same nature relat- ing to machinery, electronics, may include items such as refrigerators, washing machines, air conditioners, kitchen electric ... goods can be of many different ven- dors in the same direction but to a specific market seg- ment, and a group of certain customers. The business of providing electrical services to meet the needs of customers such as electrical distribution, credit, cus- tomer service, mail order, computer... The appliance retail supermarket are capable of maintaining ad pres- ence at high levels by focusing the budget for advertis- ing and sales promotion effectively to the group of tar- get customer segments. 1.2. The concept of marketing competitiveness of home appliance supermarket In business and marketing activities of the electric retail business, marketing capability is one of the factors critical to the success and effectiveness of marketing activities. Enterprises must mobilize, organize, use and allocate marketing resources to continuously improve marketing capabilities (Nguyen Bach Khoa, 2004). It is understandable that, the ability to grasp the market demand, the ability to implement policies marketing - mix (Product, Place, Prize, and Promotion) in marketing, human resources capacity of marketing is marketing capacity the electronics retailer. More specifically, these factors creating a competitive advantage for businesses that are gathered, used for the purpose of creating and developing the competitiveness of businesses in the mar- ket are considered marketing competitiveness of the enterprise. However, to win in the competition, it requires executives in the retail supermarkets to research, analyze, evaluate and accurately determine the competi- tiveness of their marketing. Marketing competitiveness of electronics retail business is its ability to combine the resources of the business marketing and the ability to promote the use of these resources effectively in the market to meet customer demand and the electronics retail business. In terms of competition theory, marketing competitive- ness is an important resource of the enterprise to create overall competitiveness for the electronics retail busi- ness because it creates added value for clients using the electric products and creates clear differentiation in relation to competitors. The assessment of the compet- itiveness of marketing is done by analysing how mar- keting activities are managed in an enterprise and effectiveness of marketing activities in the target mar- ket of electronics retail businesses. 2. Model and theoretical measurement for mar- keting competitiveness of home appliance super- market As analyzed above, the competitiveness of the enterprise marketing electronics retailer can be meas- ured and evaluated in detail through the evaluation of the marketing competitiveness as the capacity of the core marketing, energy differences in marketing and mobile marketing capabilities. Derived from the theo- ry of resources in relation to performance and sustain- able competitive advantage of enterprises, Barney (1991) and Grant (1991) proved the elements of the enterprise resource have positive impacts on the com- petitive advantage of enterprises. Competitive advan- tages of the enterprisea are made up of many factors such as resources, entrepreneurship and conducting business and production activities of the enterprise, including marketing activities and use of resources plays a marketing important role. To improve and develop sustainable competitiveness of enterprises, in terms of mobilizing perspective, cooperation, accumu- lation and effective use of marketing resources are an indispensable requirement in the company's marketing strategy industry. In this section, the authors propose a research model to neseares the impact of the competi- tiveness of the marketing component on overall mar- keting competitiveness of electronics businesses. For electronics retail business, precisely identify- ing the core marketing capabilities is decisive to suc- cess in business and development of competitive advantage of enterprises. As the characteristics of the retail business with various electronics products rang- 31 journal of Trade Science JOURNAL OF TRADE SCIENCE ’S JTS ing from many different suppliers to meet a variety of customer groups ranging vast market size... enterprises need to have a good resource to meet the requirements of development. However, due to resource limitations and to ensure business efficiency, electronics retailers need to determine exactly the right market segment through the resources in market research activities of enterprises. It allows businesses to achieve marketing objectives and enhance the efficiency of enterprise marketing activities. Besides, whether, the enterprise marketing activities have achieved the desired results or not depends heavily on information systems and marketing activities as well as its governance capacity to organize marketing activities, cultural construction in business marketing. A lot of theoretical and experi- mental work has shown that the suitable market research, development and implement ation of the marketing mix policy will enable businesses to achieve their marketing objectives, thereby overall competi- tiveness for marketing competitivenen of the enter- proses. With these analysis, the authors propose the hypothesis 1 of the research: Hypothesis 1: Core marketing capabilities have a proportional positive impact, on the marketing mix competitiveness of the electronics stores Differentions in business operations always achieve sustainable competitive advantage. In the marketing of electronics retail businesses, the differentiatons in the product policy provides customers such as accurate decisions portfolio electronics products which can now strong suppliers, the business experience or meet new customer needs will allow businesses to achieve their marketing objectives. Moreover, on the basis of select- ing the right type of product portfolio, making appro- priate price policy will be crucial to customers who pur- chase the enterprise products, helping enterprises achieve business goals . The marketing management studies have also demonstrated that the difference in the operation of distribution and marketing activities relat- ed to traditional promotional, advertising, direct sales activities and the successful implementation of other marketing functions will allow businesses to meet the needs of customers, it allows businesses to successful- ly implement its business strategy. Stemming from the above analysis, we can see that, when enterprises build and implement marketing mix policy - in the direction of creating differentiation in comparison with the rest of the market, they will accomplish marketing objec- tives and gain competitive advantage. So the authors propose research hypothesis 2: Hypothesis 2: Different Marketing capacities have proportional positive impact on the marketing mix competitiveness of the electronics stores Heory of enterprise resource has proven that, the ability to integrate, build and organize internal resources allows businesses to react quickly to the changing busi- ness environment. The goal of marketing is to help busi- nesses improve their competitiveness and increase busi- ness scale, increase business results and performance. But those goals are always influenced by positive and negative business environment, which requires enter- prises to be able to react flexibly, particularly in the implementation of the marketing policy. Studies have shown that cognitive ability in marketing allows busi- nesses to effectively apply the new knowledge in mar- keting, and improved marketing strategies to suit the environment. Meanwhile, the adaptability helps busi- nesses to adapt quickly to changes of competitiors in marketing. Also integrated marketing capabilities allow businesses to effectively combine marketing resources, thereby improving the marketing activities of the busi- ness... so it can be concluded that mobile marketing capabilities enable marketers increase the general com- petitiveness of the business. Hypothesis 3: Dynamic marketing capabilities have a proportional positive impact on the marketing mix competitiveness of the electronics stores. On the basis of the arguments and assumptions pre- sented above, the research model was constructed as follows: 2.2. Tools to test research hypotheses and models To test theoretical scales as well as research hypotheses and models, the following tools are often used in research: Testing the reliability of measurement scales - Testing the reliability of Cronbach's alpha: is used to remove fraud variables before analysis factors. The reliability of variables in the measure scales of service quality in Hanoi electronic retail supermarkets is tested based on Cronbach's Alpha testing coeffi- cients of measurement elements and Cronbach's Alpha coefficient of measurement variables. Variables with corrected item total correlation lower than 0.3 are removed. A measurement scale is said to have good 32 Journal of Trade Science JOURNAL OF TRADE SCIENCE ’S JTS reliability when it ranges in [0.70 - 0.80]. If Cronbach alpha is higher than or as high as 0.60, that measure- ment scale is said to have acceptable reliability. - Testing via EFA: belongs to the analysis group of interdependence techniques, which means there is no dependent and independent variable but it is based on the interrelationships between variables. EFA can be used to reduce a k set of measured variables to an F set of more significant factors (F<k). The basis for this reduction is the linear relationships between factors and measured variables. The number of basis con- structs depends on the research model, in which they bind with each other by rotating the vectors so as to avoid interrelations. - Testing via CFA (Confirmatory Factor Analysis): Confirmatory Factor Analysis is one of the statistic techniques of the Structural Equation Model (SEM). CFA enables us to test how well measured variables can represent constructs. CFA is the following step of EFA as CFA is only appropriate for use when researchers have certain knowledge of the hidden structure, in which the relations or hypotheses (from theories or reality) between measured variables and basis constructs are taken for granted by researchers before statistics testing is conducted. CFA method is used to confirm the uni-variable, multi-variable, con- vergent validity and determinant validity of measure- ment scales to evaluate marketing competitiveness of Hanoi-based electronics retail supermarkets. - Testing estimates via Boostrap method: the last model as well as other appropriate models need to have sets of data independent of each other, or the initial sampling size must be quite large. In quantitative research method conducted via sampling, samples are often divided into two sub-groups. The first group is used to estimate model parameters and the sec- ond group is used for re-evaluation: the first sub-group is used for exploration and the sec- ond sub-group is used for cross validation. Cross-Validation Index measures the distance between appropriate Covariance matrix in the first sub sample and Covariance matrix of the sam- ple. The minimal CVI enables the expectation of stably repeating samples. Another way is to repeat research by another sample. These above-mentioned methods are not practical because the structural model analysis method often requires large sample, so it takes time and money. In these cases, Boostrap is an ideal alter- native. Boostrap is the method of taking alternative sample, of which the initial sample acts as population. Boostrap method is conducted with the repeated sam- ple of N times. Estimates from N samples are used to calculate means value and this value tends to be prox- imate to the estimates of the population. The smaller the differences between means values estimated by Boostrap and estimated by initial sample, the more reliable conclusions about model estimates. Regression analysis The research uses linear regression analysis to ana- lyze the relations between constructs of marketing com- petitiveness of Hanoi electronics retail supermarket. On the basis of theories, a multi regression model with 15 independent variables is constructed as follows: Y = a0 + a1x1 + a2x2+ .... + a15x15 + In which: Y represents the success levels of international projects in Vietnam x1 to x15 represent constructs of marketing com- petitiveness of Hanoi electronics retail supermarket. : standard errors. 3. Scale test results, theoretical models of com- petitiveness of marketing electronics retail super- markets Hanoi market To test and evaluate the scale of the data collected. all data collected will be processed with the help of SPSS 20.0 software. First the data are encrypted, 33 journal of Trade Science JOURNAL OF TRADE SCIENCE ’S JTS Figure 1: Research model Core marketing capability Unique marketing capability Dynamic Marketing Capacity Overall marketing capability H1 H2 H3 cleaned, then analyzed with the main section: Evaluate reliability (Cronbach reliability coefficient through Alpha) and the value (factor loading) by (Exploratory Factor Analysis). 3.1. Cronbach'Alpha and Bartlett's Test Accreditation reliability Cronbach's alpha scale and Bartlett's Test is used to remove garbage before proceeding variable factor analysis. Test the reliability of the variables in the scale competitiveness marketing of electronics stores in Hanoi based on coefficient test Cronbach's Alpha and Bartlett's Test of components scale and the index of each variable measure. The ana- lytical results are shown in the following table (details in appendix): Results of reliability analysis showed that Cronbach's Alpha of all scales are greater than 0.7. Only Cronbach's alpha coefficient of competitiveness measurable physical evidence is 0686 0.6 according to the rules and standards of statistics, it can be acceptable. Meanwhile, the total variable corre- lation coefficients of the variables were observed in the larger scale of 0.4, the lowest of the scale is the 0409 competitiveness material. When considering the case of removal of each variable scale observation showed no change when removed can cause the scale Cronbach's Alpha Cronbach's Alpha greater than that of the scale. So, all the observed variables are accept- ed and will be used in subsequent factor analysis. 3.2. EFA Test With the analytical results through the expertise Cronbach's Alpha above, all 22 items of Competitiveness mar- keting core, 24 items of com- petitive marketing tactics, 04 items for competitiveness mar- keting and 03 items for the competitiveness of the enter- prise marketing mix electronics retailers reach the reliability and the items are used to con- duct factor analysis (EFA) by the method of rotation (Varimax with Kaiser Normalization ). Technical analysis of factors (factor analysis) were used in this study for reducing and collect- ing elements observed vari- ables that into a more meaning- ful factor, less in quantity for use in distribution next regres- sion Through analysis results following table saw, with each variable observed in each line displayed a Factor largest load- ing... The results indicate that the item Q81 has the smallest index analysis and by 0629> 0.5 (standard for with a loading 34 Journal of Trade Science JOURNAL OF TRADE SCIENCE ’S JTS Table 1: Independent variable scale test No. Indicators Cronbach’s Alpha KMO Bartlett’s Test I Core marketing capability P < 0,00 1 Strategic marketing management 0.781 0.69 P < 0,00 2 Unique differentiation management capability 0.844 0.706 P < 0,00 3 Productivity and quality management capability 0.893 0.722 P < 0,00 4 Marketing information management capability 0.902 0.711 P < 0,00 5 Brand management capability 0.860 0.726 P < 0,00 6 Organization and human resource for marketing 0.851 0.718 P < 0,00 7 Culture value creation marketing capabiltiy 0.847 0.732 P < 0,00 II Strategic marketing capability P < 0,00 1 Product development competitiveness 0.881 0.7 P < 0,00 2 Price competitiveness 0.917 0.728 P < 0,00 3 Distribution channel development compatitiveness 0.945 0.703 P < 0,00 4 Trade promotion competitiveness 0.935 0.741 P < 0,00 5 Human resource competitiveness 0.817 0.741 P < 0,00 6 Physical evidence competitiveness 0.686 0.726 P < 0,00 7 Process performance competitiveness 0.857 0.735 P < 0,00 III Dynamic marketing competitiveness 0.863 0.771 P < 0,00 IV Overall marketing competitiveness 0.87 0.708 P < 0,00 biggest Factor ?0.5). The analytical results also indi- cated there are 15 variables (factors) with a total vari- ance extracted = 79.45% and the coefficient of KMO = 0744, shows the relevance of the analysis of the fac- tors. With test results Bartlett (Sig. <0.05), suggesting that the variables are cor- related in general. According to these results, lets move on to the next step is to con- duct testing CFA for each variable. 3.3. CFA test and multi-regression Results show that CFA observations vari- ables were standardized reaes allowed standerd (> = 0.5) and a statistically significant p-values are by 0.000 (the lowest weight management capability variable mar- keting strategy .699) . Thus, we can conclude the observed variables used to measure 15 com- ponents of the scale mar- keting competitiveness of the electronics retail business in Hanoi achieve convergence value. Detailed results analysis regression model are shown in the following Table: From the results of the regression analysis above, the author ana- lyzes the impact of ele- ments marketing compet- itives on marketing com- petitiveness as follows: First, strategic mar- keting capality: Results in Table regression analysis showed that the capacity strategic mar- keting management has a significant impact and posi- tive management capability integrated marketing of electronics retailers in Hanoi on value B = 0.117 reached 95% reliability level (sig. = 0.018). Second, Unique differentiation management capability: 35 journal of Trade Science JOURNAL OF TRADE SCIENCE ’S JTS Table 2: Regression result Independent variable Coeff. T Sig Multicolinearity (VIF) B Std.err (Coeff) 0.000 0.047 0.000 1.000 Strategic marketing capality 0.117* 0.049 2.380 0.018 1.091 Unique differentiation management capability 0.337*** 0.059 5.742 0.000 1.558 Productivity and quality management capability 0.052 0.057 0.911 0.364 1.486 Marketing information management capability 0.209** 0.064 3.284 0.001 1.833 Brand management capability 0.069 0.051 1.341 0.182 1.191 Organization and human resource for marketing 0.168** 0.052 3.261 0.001 1.210 Culture value creation marketing capabiltiy 0.010 0.056 0.170 0.865 1.427 Product development competitiveness -0.031 0.051 -0.609 0.543 1.177 Price competitiveness 0.052 0.056 0.928 0.354 1.403 Distribution channel development compatitiveness -0.099 0.051 -1.956 0.052 1.160 Trade promotion competitiveness 0.164** 0.057 2.896 0.004 1.450 Human resource competitiveness -0.066 0.052 -1.276 0.204 1.214 Physical evidence competitiveness -0.008 0.050 -0.163 0.870 1.122 Process performance competitiveness -0.004 0.052 -0.070 0.944 1.232 Dynamic marketing competitiveness 0.181** 0.060 3.002 0.003 1.654 R = 0.774 R Square = 0.599 Adjusted R Square = 0.566 F = 18.114 p = 0.000 * significant at 5% ** significant at 1% *** significant at 0,1% Results in Table regression analysis showed that marketing management capacities difference significant impact and positive management capability integrated marketing of electronics retailers in Hanoi on value B = 0.337 reached 99% reliability level (sig. = 0.000). Third, Marketing information manage- ment capability: Results in Table regression analysis showed that information manage- ment capabilities have a significant impact marketing and positive management capa- bility integrated marketing of electronics retailers in Hanoi on value B = 0, 209 reached 99% reliability level (sig. = 0.000). Fourth, organization and human resource for marketing: Results in Table regression analysis shows that institutional capacity and human resources have a sig- nificant impact marketing and positive management capability integrated market- ing of electronics retailers in Hanoi on prices B = 0.168 value reached 99% relia- bility level (sig. = 0.000). Fifth, distribution channel development compatitiveness: Results of regression analy- sis capacity Table above shows the distribu- tion channel strategy has a significant impact, but in the opposite direction to the manage- ment capacity of the marketing mix of retail businesses in the locality Electric Hanoi value B = -0099 achieve 95% reliability level (sig. = 0.000). It was explained that the capacity of the system increases, the channel marketing capabilities will be reduced by the increase in the scale, scope and density distribution chan- nels. Six, trade promotion competitiveness: Results in Table regression analysis showed that competitive capacity of trade promotion has a significant impact, but in the opposite direction to the management capac- ity of the marketing mix of retail businesses in Ha Electric Inner worth B = 0164 reached 95% reliability level (sig. = 0.000). Seven, dynamic marketing capability: Results in Table regression analysis showed that mobile market- ing competitiveness has a significant impact, but in the opposite direction to the management capacity of the marketing mix electronics retailers in Hanoi on prices B = 0181 value reached 99% confidence level (sig. = 0.000). 3.4. Tests by multi group analysis In this study, the analysis of the group will be applied to the factors like uptime, type of business, size of business according to the number of employees and the total average annual funding under the group's average 3 , good very good. The results are shown in the following Table: Results analysis shows, all the data observed in the analysis are valid. With results calculated from this table, the coefficient Wilks 'Lambda of 1 through 2 is 0917 and the value of P is less than the level of signif- icance of 5%, while the coefficient Wilks' Lambda of 0965 function 2 is also the price P value less than 5% significance level. So we can conclude meaningful dif- ferentiation of 5%. As a result, we see years of operation variables is the most important predictor variables used to distin- guish the two groups marketing competitiveness, fol- lowed by variables and variable types of enterprise- scale business under the secondary capital per year. Assessment results form discriminant test shows classification results based on the sample analysis. The rate is 72.7% correct distinction, this ratio allows con- clusions to distinguish this model is pretty good. 4. Conclusion Research results have shown that, marketing compet- itiveness of the electronics retail supermarkets in Hanoi markets have many strengths and certain advantages, such as professional customer care, business premises, extensive distribution systems, brand reputation ... 36 Journal of Trade Science JOURNAL OF TRADE SCIENCE ’S JTS Table 3: Multi group analysis ressult Wilks’ Lambda Test of Function(s) Wilks’ Lambda Chi-square df Sig. 1 through 2 0,917 16,773 8 ,033 2 0,965 6,920 3 ,074 Classification Resultsa,c Overall Marketing Catergories Predicted Group Membership Total 3.00 4.00 5.00 Original Count 3 0 0 25 25 4 0 0 29 29 5 0 0 144 144 % 3 0,0 0,0 100,0 100,0 4 0,0 0,0 100,0 100,0 5 0,0 0,0 100,0 100,0 Cross-validatedb Count 3 0 0 25 25 4 0 0 29 29 5 0 0 144 144 % 3 0,0 0,0 100,0 100,0 4 0,0 0,0 100,0 100,0 5 0,0 0,0 100,0 100,0 However, the supermarket business is still spontaneous, customer service is still limited and the quality of human resources is not high here are some major limitations on the marketing competitiveness of the electronies home appliance supermarket in Hanoi market. References: 1. Nguyeãn Baùch Khoa (2004), Phöông phaùp luaän xaùc ñònh naêng löïc caïnh tranh vaø hoäi nhaäp kinh teá quoác teá cuûa doanh nghieäp, Taïp chí KHTM soá 4+5 2. Nguyeãn Baùch Khoa vaø Cao Tuaán Khanh (2011), Marketing thöông maïi, NXB Thoáng keâ 3. Kotler Philip (2007), Marketing caên baûn (Marketing Essentials - Philip Kotler; Dòch giaû: Phan Thaêng - Vuõ Thò Phöôïng - Giang Vaên Chieán), NXB Lao ñoäng - Xaõ hoäi. 4. Kotler Philip, Keller Kevin Lane (2015), Marketing Management, Pearson; 15 edition. 5. Levy Michael, Weitz Barton A (2008), Retailing Management, McGraw-Hill Higher Education; 7 edition. 6. Porter M.E. (1985), “Competitive Advantage”, Free Press, New York. 7. Cuïc Thoáng keâ Thaønh phoá Haø Noäi (2015), Thoáng keâ Nieân giaùm thoáng keâ Haø Noäi, NXB Thoáng keâ. Summary Sieâu thò - loaïi hình cöûa haøng hieän ñaïi, kinh doanh toång hôïp hoaëc chuyeân doanh, coù cô caáu chuûng loaïi haøng hoùa phong phuù, ña daïng, ñaûm baûo chaát löôïng, ñaùp öùng caùc tieâu chuaån veà dieän tích kinh doanh, trang bò kyõ thuaät vaø trình ñoä quaûn lyù, toå chöùc kinh doanh. Coù caùc phöông thöùc phuïc vuï vaên minh, thuaän tieän nhaèm thoûa maõn nhu caàu mua saém haøng hoùa cuûa khaùch haøng - moät trong nhöõng xu höôùng tieán boä trong thöông maïi baùn leû nöôùc ta thôøi gian qua. Ñaëc bieät vôùi xu höôùng phaùt trieån hieän ñaïi theo höôùng coâng ngheä thì caùc sieâu thò ñieän maùy trôû thaønh moät ngaønh kinh doanh baùn leû raát phaùt trieån thôøi gian qua ôû caùc ñoâ thò lôùn. Ñaây vöøa laø söï keát hôïp giöõa hình thöùc baùn leû chuyeân doanh vôùi coâng ngheä baùn leû töï phuïc vuï kieåu sieâu thò ñaõ mang laïi nhieàu lôïi theá caïnh tranh market- ing cho loaïi hình naøy. Tuy nhieân, thôøi gian qua cuõng ñaõ boäc loä nhöõng maët haïn cheá naêng löïc caïnh tranh noùi chung vaø caïnh tranh marketing noùi rieâng nhö ñònh vò giaù trò cung öùng cuûa chaøo haøng thò tröôøng, hieäu naêng phoái thöùc baùn leû hoãn hôïp cuõng nhö caùc coâng cuï mar- keting ñöôïc vaän duïng, caùc naêng löïc marketing coát loõi coøn chöa ñöôïc xaùc laäp vaø taäp trung naâng cao, baûn saéc dòch vuï phaân phoái kieåu sieâu thò coøn nhieàu maët baát caäp caû veà giaù trò vaø chaát löôïng döïa treân khaùch haøng. 37 journal of Trade Science JOURNAL OF TRADE SCIENCE ’S JTS CAO TUAN KHANH 1. Personal Profile: - Name: Cao Tuan Khanh - Date of birth: September 13, 1968 - Title: PhD in economy - Workplace: Vietnam University of Commerce - Position: Head of Marketing Management Department 2. Major research directions: - The intensive areas, such as: Commercial Marketing, Banking Marketing, Customer rela- tionship Management, Business to Business Marketing, Communication Marketing, PR Management, International Marketing - The fields of international trade 3. Publications the author has published his works: - Vietnam Trade Review - Vietnam Industry and Trade Review - Trade Science Review - Asian Social Science Review - International Business Research Review - International Journal of Marketing Studies