MSBP

I. Summary

The effect of BIM Group on customer loyalty is known through research on BIM Group
Corporate Social Responsibility (CSR). Customers’ opinions on these activities were
found using questionnaires. The study has 51 respondents. Results show that the BIM
Group was rated by customers as having a moderate understanding but generally positive
feelings towards it, although communication needs to be better as well as confidence
improvements. Make the business prospects brighter through showing off CSR activities
more, improving ethical behavior, emphasizing on quality goods plus customer service
since it would make your company succeed.

Keywords: CSR, BIM Group, customer loyalty, perception, recommendations.

II. Introduction

Because of the unprecedented challenges brought on by the COVID-19 pandemic, BIM

Group, a major multi-sector company in Vietnam, started many effective Corporate
Social Responsibility (CSR) projects. They were aimed at helping families suffering from
the current situation. Gaps in the availability of essential supplies and support for those
severely impacted by COVID-19, particularly F0 patients who needed food and medical
aid were underscored by the urgency of the situation. Thus, in addressing this new
problem, the BIM Group demonstrated their dedication to social responsibility and
community support.

From the information gathered on BIM Group’s CSR undertakings, it has been revealed
that there is a strong network of volunteers working within the company. The fact that
these initiatives provide material relief for thousands of individuals and families signifies
their effectiveness thus reducing loads of pressure during the outbreak coronavirus.

Apart from instantly influencing the community’s welfare, BIM Group has also
strengthened its relationship with its customers through such CSR projects. BIM Group
has managed to enhance its corporate image and increase customer loyalty by proving its
dedication to social responsibility and support for the community (Hassan, A., & Syafri
Harahap, S. 2010). It is noted that in times of crisis clients appreciate the proactive stance
of the organization which makes it seem like a reliable and caring company that minds so
much about the part of the customer. This level of loyalty not only ensures the long-term
success of your business but also improves your brand image in a highly competitive
environment.

Nonetheless, difficulties existed in executing vast CSR projects such as extensive CSR
programs. A key concern was how the welfare of BIM Group employees could not suffer
from this. To ensure the well-being of the individuals as a whole, it was imperative
cautious action was undertaken in sharing resources amongst CSR activities along with
aiding staffers (Tchemeni, E. 2019). The BIM Group had to ensure that their internal
support systems remained robust, providing necessary resources and support to
employees to mitigate any potential stress or burnout from their involvement in CSR
activities while ensuring that employees did not have too many volunteer obligations.
This was essential in sustaining the overall morale and productivity of employees.

In the following section you will be able to learn more about some of the CSR efforts that
BIM Group has undertaken. This analysis will use some numerical data and specific
examples related to these activities in order to illustrate their performance as well as some
industry observations. Although these programs demonstrate the commitment of BIM
Group to promoting CSR, they can also teach companies how they should help keep their
workers safe during emergencies even when everything is falling apart around us.
III. In-brief review

1. Corporate social responsibility (CSR)

When a company practices Corporate Social Responsibility (CSR), it means that the
organization’s management is being socially responsible towards the corporation as well
as its stakeholders and the public. This doctrine implies that businesses need to conduct
their activities based on principles and policies that are in line with the interests of society
and protection of the environment. This goes further than the minimum of fulfilling legal
requirements—it also includes deliberate choices to take up ethical, sustainable, or
worthwhile business behavior (Sen, S. 2010).

In an organization, CSR is crucial for how it forms the operations as well as strategies. It
plays a big part in guaranteeing good conduct, safety and being beneficial to the
maximum extent possible to the operations of a corporation. To control the extent of their
environmental degradation, help in resolving societal issues like poverty and inequality
among others; most companies have embraced CSR programs aimed at ensuring that
their brand identity mirrors who they are as depicted by their values.

Another way CSR influences a firm’s brand image and reputation is by boosting
customer loyalty levels, attracting and retaining good people, and even delivering
financial gains in the long run. Besides, the greater the visibility and success a firm
enjoys, the more it needs to set the bar on the ethical behavior expectations of other
players in the industry. CSR is not only to act right, but also to act to benefit itself and all
its stakeholders (Rodríguez-Ariza, L. 2020).

2. Customer loyalty

Customer loyalty refers to a continuous positive attachment which drives regular

repurchasing and encourages repeat customers to favor you over competitors. Such
continuous positive interactions leading to a series of trust feelings are the reason why
customers remain loyal over time. Loyal customers, unlike others, cannot easily be stolen
by other suppliers and tend to forgive occasionally wrong judgments (Gilmore, A. 2008).
Customer loyalty significantly impacts a corporation’s operations and strategies. It makes
sure a company’s workings are good, safe, and brings something positive all the time.
Corporations are involved in activities aimed at developing a corporate image through
environment conservation measures, areas that are in desperate need of improvement in
society such as eradication of poverty among others and making sure their brands
resonate with who they are.

In the short-term customer loyalty can lead to increased customer retention, higher sales,
and improved customer satisfaction. Additionally, better customer satisfaction can lead to
an increase in customer retention after some time and higher sales.

The long-term results of customer loyalty are sustainable growth and increased
profitability. This makes it less likely that customers will leave and demonstrates to
potential buyers who might want proof that he or she should prefer your product—since
other individuals have expressed satisfaction through their purchases or usage patterns.
By not patronizing rival shops every year you create a unique market reputation for
yourself since your faithful clients who buy nothing from competitors keep increasing by
the day.

Customer loyalty became even more critical during the COVID-19 pandemic. The
pandemic upended traditional strategies and tactics that brands used to engage with
consumers and earn loyalty. To respond to this disruption and meet the changing demands
of their customers, companies had to make swift changes to their business models. In
tough times, there was stability and predictability despite the unpredictability in the
market, because people who trusted those companies stuck to their products (Cassia, F.
2022). This is why customer loyalty served as a crucial aspect in enabling companies’
management of the crises resulting from the pandemic.

3. The relationship of CSR and customer loyalty

CSR and customer loyalty are closely related. CSR refers to a firm's voluntary
commitment to the improvement of societal or stakeholders' quality of life (Blowfield &
Murray, 2008). This research confirms that customer loyalty is always profoundly
influenced by CSR either directly or indirectly. The way this occurs through indirect
benefits (not intended particular persons) is through the process known as generalized
reciprocity in which people support companies by buying their products if they think that
some good has already been done elsewhere in the world thanks to a corporation
intervention in its own society (I. R. 2013).

CSR can help in fostering customer loyalty even more effectively than advertisements.
Through making more purchases per transaction, buying frequently, resisting the
marketing efforts from its competitors as well as through providing positive
recommendations to their friends, these regular customers help in enhancing the revenues
of the company.

Furthermore, CSR can compensate for the absence of a strong brand or smaller
advertising budgets though it cannot replace innovation. Firms which both act ethically
and come up with new ideas, find that clients are more satisfied and that repeat sales are
more frequent, even when they lack unique brands (I. R. 2013).

CSR helped improve customer loyalty during the COVID-19 pandemic. Businesses that
engaged in CSR were able to notice a significant improvement in the way consumers
recognized and trusted them. This was more noticeable especially in areas such as
pharmacies and food industries among others. The pandemic has made the public keener
about environmental protection, food safety and health issues. Therefore, the activities of
CSR addressing these questions have had a positive impact on the image of a company
and satisfaction of its clients by promoting their loyalty. Hence, in such hard times for
businesses, СSR was used as a way to build up clients’ loyalty (Syafarudin, A. 2021).

CSR plays a significant role in enhancing customer loyalty, thereby contributing to the
financial success of a company.
IV. Method

This study employs a quantitative approach to investigate the influence of BIM Group's
Corporate Social Responsibility (CSR) initiatives on customer loyalty. The questionnaire
will measure perceptions of CSR activities and customer loyalty using Likert scale items.
IBM SPSS software will facilitate data analysis, including descriptive and inferential
statistics. Ethical considerations will ensure participant confidentiality and informed
consent.

The research on BIM Group’s CSR initiatives and their impact on customer loyalty will
employ a convenience sampling technique. This method selects participants based on
their availability and readiness to participate, which is practical for collecting data from
customers who have engaged with BIM Group’s products or services. The target
population will be individuals who have had recent interactions with BIM Group. The
sampling frame will encompass customers contacted through various mediums such as
email lists, social media platforms, and the company’s website.

While limitations such as respondent bias and sampling method constraints exist, the
study aims to provide valuable insights into the relationship between CSR and customer
loyalty, benefiting both theory and practice, company’s website.

V. Finding and discussion

1. Findings

The survey was given to people who knew the corporation and paid to use the product.
Data collection ended with results from 51 qualified responses for data analysis.
 a. Respondents’ gender

The data shows how BIM Group’s customers are divided by gender: the company has an
almost equal number of male and female clients, but slightly more female ones. The fact
is that males make up 46% of BIM Group’s customers. In contrast, women constitute a
bigger share as they comprise 54% of all clienteles. This could have some impacts on
how the organization plans its marketing operations or interacts with individual clients.

b. Respondents’ ages
The pie chart illustrates the age distribution of BIM Group's customers. The chart is
divided into three age categories: under 18 years old, 18 to 30 years old, and over 30
years old.

The largest segment of BIM Group's customer base falls within the 18 to 30-year-old age
group, which constitutes 66% of the total. This indicates that a significant majority of
BIM Group's customers are young adults, suggesting that the company's products and
services are particularly appealing to this demographic.

The second largest age group is those over 30 years old, making up 22% of the customer
base. This segment, while smaller than the 18 to 30 age group, still represents a
substantial portion of the customers, indicating that BIM Group also retains a solid
customer base among more mature adults.

The smallest segment is the under 18 age group, which accounts for 12% of the total
customer base. This smaller percentage may reflect the limited purchasing power or
different preferences of younger individuals compared to adults.

Overall, the data shows that BIM Group's primary customers are young adults aged 18 to
30, but it also maintains a notable presence among older adults, with a smaller segment of
its customer base being under 18 years old. This age distribution suggests that BIM
Group's marketing and product strategies are effectively tailored to attract and retain a
predominantly young adult audience while also catering to the needs of older customers.
 c. Respondents’ income

The bar chart presents a breakdown of the income levels of BIM Group’s clientele,
segmented by age groups. The income data is divided into three brackets: less than 10
million VND, between 10 and 15 million VND, and more than 15 million VND. Each
bracket makes up an equal proportion of 33.3% of the total.

This balanced distribution implies that BIM Group draws in a varied customer base in
terms of income brackets. The equal distribution across income brackets suggests that the
company’s offerings are equally attractive to customers from lower, middle, and higher
income brackets.

In summary, the data demonstrates that BIM Group effectively reaches out to customers
across all income brackets, showcasing a wide and inclusive appeal. This approach likely
plays a significant role in the company’s robust market presence and customer loyalty, as
it successfully serves a diverse economic demographic.
 d. Respondents’ education background

The pie chart displays the educational qualifications of BIM Group’s customers, divided
into four categories: high school graduates, college degree holders, master’s degree
holders, and others.

Over half of BIM Group’s customers, 51%, hold a college degree, indicating that the
company’s offerings are particularly appealing to those with a higher education
background.

High school graduates and master’s degree holders each make up 21.6% of the customer
base, showing that BIM Group caters to a wide range of educational backgrounds, from
basic education to advanced degrees.

The ‘other’ category, accounting for 5.9% of the total, includes customers with various
educational backgrounds, adding to the diversity of BIM Group’s customer base.

In summary, BIM Group primarily attracts customers with a higher education, but its
broad appeal is evident in the presence of customers from all educational levels.
 e. Respondents’ frequency of using Lifebuoy products

The pie chart depicts the usage frequency of BIM Group’s products among its customers,
divided into four categories: daily, usually, sometimes, and rarely.

The largest customer segment, 34%, uses BIM products sometimes, suggesting regular
but not daily engagement with the company’s offerings. The next largest group, 30% of
customers, usually uses BIM products, indicating frequent but not daily usage. Daily
users and rare users each make up 18% of the customer base, representing the most and
least frequent users respectively.

In summary, the data shows a wide range of product usage frequencies among BIM
Group’s customers, with the majority falling into the sometimes and usually categories.
The presence of both daily and rare users underscores BIM Group’s ability to serve
diverse customer needs and usage habits.
 f. Responses regarding CSR

According to the survey, most respondents are aware, acknowledge and appreciate BIM
Group’s CSR activities. 68.7% recognize the activities, 58.8% consider that the general
contributions to the society are good and 56.9% say that the company acts with integrity.
In addition, 66.6% of those who are surveyed believe that BIM Group is successful in
expressing its efforts in these fields, but also there are only 58.9% who can trust its
responsibility to community and quality of product as well. This is significantly high at
74.5% because corporate social responsibility programs have led to an improvement on
how people look at our brands. Conversely, some have responded in a manner that is
neutral because despite so much recognition there is a required increased level of
visibility along with publicity about them.
 g. Responses regarding customer loyalty

Survey results show that BIM Group has good customer perceptions: 66.7% say they are
confident about its products while 68.7% think it offers value for money; customer
service is appreciated by 58.8% while 62.7% of them will buy from it later; however,
significant inconclusive answers (23.5-41.2%) about different queries are indicative of
areas needing improvement. In particular, compared to other companies, 54.9% of the
respondents say that they prefer products by BIM Group Corporation; however, 41.2%
say they don't mind which reveals that there is need for more differentiation in products.
Even with an inclination towards the positive side, there is more room for enhancing
communication further solidifying customer confidence and loyalty by addressing those
who remain neither negative nor positive thus enabling it rise even higher up against its
rivals within various markets.

h. Descriptive analysis

SPSS is a powerful tool used for statistical analysis in social sciences, business and so on.
We use this software to provide basic data analysis and determine the Minimum,
Maximum, Mean, Standard Deviation (SD) and Sample Size (N) values:
 Descriptive Statistics

Std.
Minimu Maximu Deviatio
N m m Mean n

I have known 51 1 4 2.18 0.994

about Bim
Group's CSR
activities.

I feel that Bim 51 1 4 2.25 0.956

Group is trying
to contribute to
improving the
community
where the
business
operates.

I feel that Bim 51 1 4 2.31 0.927

Group is trying
to behave in an
ethically
responsible
manner.

I feel that Bim 51 1 4 2.14 0.825

Group is
effective in
communicatin
g their efforts
to spread the
culture of
supporting the
community.

I feel that Bim 51 1 4 2.20 0.917

Group is
responsible to
society and
can create high
quality
consumer
products.

I believe that 50 1 4 1.94 0.793

Bim Group's
CSR activities
change the
way I perceive
brands.

I feel I can 51 1 4 2.12 0.973

trust when
using Bim
Group's
consumer
products.

I appreciate 51 1 4 2.25 0.868

the company's
products more
highly than
used products
of the same
type.

I feel it is 51 1 4 2.10 0.878

worth
spending the
money to buy
the products
that the
business
provides.

I feel satisfied 51 1 4 2.37 0.894

with the
customer
service of the
business.

I will buy your 50 1 5 2.14 0.969

products again
in the future.

Valid N 49
(listwise)
 2. Discussion

This analysis delves into the intricate relationship between BIM Group's CSR activities
and customer loyalty, drawing parallels to findings from a comprehensive study
published in the Journal of Business Ethics, which highlighted the positive impact of
CSR on customer satisfaction and loyalty in various sectors.

BIM Group has made substantial contributions to CSR, especially during the COVID-19
pandemic, bolstering community support and customer loyalty. A survey conducted using
IBM SPSS software provides valuable insights into customer perceptions of these
initiatives.
Awareness of CSR Activities: A mean score of 2.18 suggests a moderate level of
awareness among respondents, with a standard deviation of 0.994 indicating diverse
awareness levels.

Community Improvement Contribution: A mean score of 2.25 indicates that respondents

generally believe BIM Group contributes to community improvement, though views vary
(SD = 0.956).

Ethical Responsibility: A mean score of 2.31 implies that respondents agree that BIM
Group acts ethically, with a moderate spread in responses (SD = 0.927).

CSR Communication Effectiveness: A mean score of 2.14 indicates moderate

effectiveness in communication, with a lower standard deviation (0.825) suggesting more
consistent opinions.

Societal Responsibility and Product Quality: A mean score of 2.20 suggests that
respondents view BIM Group as responsible and producing high-quality products, with
some variation (SD = 0.917).

Brand Perception Impact: A mean score of 1.94 suggests a moderate impact of CSR on
brand perception, with less variation (SD = 0.793).
Product Trust: A mean score of 2.12 indicates moderate trust in BIM Group’s products,
with varied responses (SD = 0.973).

Comparison to Competitors: A mean score of 2.25 suggests moderate appreciation

compared to competitors, with some variation (SD = 0.868).

Perceived Product Value: A mean score of 2.10 indicates moderate perceived value, with
some variation (SD = 0.878).

Customer Service Satisfaction: A mean score of 2.37 suggests relatively high satisfaction
with customer service, with some variation (SD = 0.894).

Future Purchase Likelihood: A mean score of 2.14 suggests a moderate likelihood of

future purchases, with varied responses (SD = 0.969).

VI. Recommendations

Effective implementation of CSR initiatives necessitates a comprehensive approach that

includes specific recommendations for individual companies like BIM Group, as well as
wider policy implications for the CSR sector. These insights are crucial for tackling
challenges, maximizing impact, and promoting sustainable business practices.

BIM Group can boost its CSR efforts by focusing on awareness and communication. By
enhancing the visibility of CSR activities through strong marketing strategies and clear
communication channels, customers can be kept informed about the company’s social
and environmental initiatives. Effective communication of CSR project outcomes and
impacts can build stakeholder trust and support.

BIM Group should also concentrate on enhancing its ethical conduct and community
impact. Prioritizing ethical practices across all business areas can improve the company’s
reputation and customer trust. Expanding community support programs and collaborating
with local stakeholders can enhance the company’s societal impact.
Prioritizing product quality and customer experience is another area where BIM Group
should focus. High standards of product quality and customer service are key to building
customer trust and loyalty. Continuous improvement of products and services can be
achieved by investing in employee training and seeking customer feedback.

To cultivate customer loyalty, BIM Group could consider introducing loyalty programs
and involving customers in CSR activities. Loyalty programs can incentivize repeat
business and strengthen customer relationships. Involving customers in CSR initiatives
can deepen their brand connection and foster a sense of shared responsibility.

Beyond these specific recommendations for BIM Group, there are broader policy
implications for the CSR sector. Regulatory compliance and reporting are key to ensuring
CSR practice transparency and accountability. Stakeholder engagement and collaboration
are vital for CSR initiative success. By actively involving stakeholders, firms can ensure
their CSR efforts meet community needs and stakeholder expectations.

Integrating CSR into core business strategy and decision-making processes is another
important policy implication. This ensures social and environmental considerations are
incorporated into all business operations, leading to more sustainable and responsible
practices.

Transparency and accountability are key to building stakeholder trust and credibility.
Transparent reporting practices can enhance stakeholder trust in the company’s
commitment to social and environmental responsibility.

Continuous improvement and innovation are key to driving positive social and
environmental change. A culture of continuous improvement and innovation can help
firms develop new solutions to complex challenges and create lasting impact.

VII. Conclusion

This project was designed to investigate the impact of BIM Group’s CSR programs on
customer loyalty. The results showed a fair level of awareness and favorable views of
 BIM Group’s CSR activities among its customers, indicating areas for enhancement in
the effectiveness of communication and trust in their products. Importantly, customers
generally perceive BIM Group as a company that upholds ethical standards and
contributes to the betterment of the community. This project highlights the crucial role of
CSR in improving a brand’s reputation and building robust customer relationships.
Looking ahead, BIM Group can leverage these insights by giving more prominence to
their CSR initiatives, reinforcing their ethical conduct, and concentrating on the quality of
their products and customer service. By doing this, BIM Group can not only strengthen
its brand perception but also create a meaningful impact on society, underlining the
significance of conscientious business practices in the current corporate world.

VIII. PERFORMANCE REVIEW

1. Aims and Objectives

The primary aim of this work was to analyze and evaluate the Corporate Social
Responsibility (CSR) projects undertaken by BIM Group, especially during the COVID-
19 pandemic. The objective was to understand the effectiveness of these initiatives in
supporting the community, enhancing customer loyalty, and maintaining employee
welfare. Additionally, the assignment aimed to provide practical recommendations and
policy implications for improving CSR strategies.

2. Achievement of Aims

The work succeeded in achieving its aims through comprehensive research and analysis.
This was evidenced by the detailed evaluation of BIM Group's CSR activities, supported
by empirical data and industry insights. Key metrics such as customer engagement,
volunteer participation, and community impact were assessed to determine the success of
the CSR projects. The inclusion of customer feedback and demographic data further
validated the findings, demonstrating the positive influence of CSR on customer loyalty
and community support.
 3. Development Process

Several aspects of the development process worked well. The initial research phase was
thorough, utilizing a variety of sources to gather relevant information about BIM Group’s
CSR initiatives. The concept development stage was effective in identifying key areas of
focus, such as the impact on F0 patients and employee welfare. The presentation of
findings was clear and structured, making it easy to follow the progression of the
analysis.

4. Evaluation of Project Aspects

Initial Research: This phase was comprehensive, providing a solid foundation of

information on BIM Group’s CSR activities and their context within the pandemic.

Concept Development: Identifying the core focus areas early on helped streamline the
development process and ensured a targeted approach.

Development Process: The use of data and empirical evidence to support the analysis was
a significant strength, adding credibility to the findings.

Presentation: The structured presentation of data and recommendations made the report
accessible and actionable.

5. Obtaining Comprehensive Customer Feedback:

Problem: Gathering accurate and comprehensive customer feedback proved challenging

due to limited access to diverse customer segments.

Resolution: This issue was tackled by employing multiple methods such as surveys,
online reviews, and demographic analysis to gather relevant data, ensuring a broader and
more representative sample of customer opinions.

6. Strengths and Weaknesses

a. Strengths:

Thorough research and data collection.

Clear and structured presentation of findings.

Practical and actionable recommendations.

b. Weaknesses:

Difficulty in obtaining comprehensive customer feedback.

Balancing detailed analysis with concise reporting.

7. Lessons Learned

The use of data to inform CSR strategies was a critical takeaway. Collecting and
analyzing customer feedback, demographic information, and impact metrics allowed for
more targeted and effective CSR initiatives. It underscored the importance of a data-
driven approach in identifying community needs, measuring the success of projects, and
making informed adjustments.

8. Future Improvements

To improve the process in the future, more robust methods for collecting customer
feedback could be implemented, such as using focus groups or in-depth interviews.
Additionally, establishing a more iterative feedback loop with stakeholders during the
development process could help identify and resolve issues more timely.

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Appendix