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0.241, = 0.000 ), validating the premise that market-oriented firms are superior at
identifying opportunities and tailoring offerings to enhance international acceptance
(Narver & Slater, 1990). For resource-constrained Vietnamese SMEs navigating volatile
environments, the ability to systematically interpret market intelligence is vital for
optimizing pricing and distribution strategies (Kohli & Jaworski, 1990). This finding aligns
with evidence that market-oriented exporters maintain higher adaptability in foreign
markets.
Similarly, NPDC positively affects EP ( = 0.215, = 0.001 ), underscoring
innovation as a pivotal driver of international competitiveness and revenue growth
(Johnson et al., 2009). Given the short product life cycles and intense competition
inherent in export industries, SMEs cannot rely on legacy products; they must
continuously innovate to satisfy shifting foreign demands. In the context of Vietnamese
SMEs, MOC provides the necessary intelligence foundation that facilitates NPDC, enabling
firms to develop market-appropriate products. Together, these capabilities enhance
strategic adaptability and sustainable competitive advantage, directly translating into
superior export outcomes.
Table 6. Multiple linear regression analysis
Unstandardized Standardized
Model Coefficients Coefficients t Sig.
B Std. Error β
(Constant) 1.670 0.250 6.671 0.000
MOC 0.249 0.063 0.241 3.953 0.000
1 NPDC 0.188 0.055 0.215 3.397 0.001
BMC -0.008 0.058 -0.009 -0.140 0.889
CRMC 0.110 0.057 0.119 1.934 0.054
a. Dependent Variable: EP
Source: Compiled from SPSS 26 output

In contrast, the effect of CRMC on EP was not statistically significant ( =
0.119, = 0.054). This suggests that many Vietnamese SMEs still manage international
relationships transactionally rather than through systematic CRM processes. Furthermore,
the prevalence of intermediaries and distributors often limits direct interaction with end-
users, hindering the translation of relationship management into measurable export
gains—a departure from findings in developed economies where CRM integration is more
mature.
Likewise, BMC failed to significantly impact EP ( = 0.889 ), whereas NPDC
demonstrated a robust positive effect ( = 0.215, = 0.001). This discrepancy reflects a
reality where Vietnamese SMEs compete predominantly on price, quality, and delivery
flexibility rather than brand equity. Since establishing an international brand requires
immense capital and expertise often beyond the reach of SMEs, BMC may not yield
immediate performance improvements unless bolstered by advanced analytical tools.
3.4. Moderation analysis
Utilizing Hayes’ PROCESS Macro (Model 1), the moderation analysis (Table 7)
reveals that AIBDA significantly and positively moderates the relationships between MOC
and EP (Model 1) and BMC and EP (Model 3). However, AIBDA’s moderating influence
was not statistically significant for the CRMC-EP (Model 2) or NPDC-EP (Model
4) pathways, indicating that the synergistic value of AI and Big Data varies across different
dynamic marketing capabilities.

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