{"id":26929,"date":"2025-07-05T00:10:29","date_gmt":"2025-07-04T17:10:29","guid":{"rendered":"https:\/\/dps.media\/mo-hinh-kinh-doanh-theo-chuoi-3-thach-thuc-ma-nganh-fb-doi-mat\/"},"modified":"2025-07-05T00:10:37","modified_gmt":"2025-07-04T17:10:37","slug":"business-model-according-to-the-3-challenge-chain-that-the-fb-industry-faces","status":"publish","type":"post","link":"https:\/\/dps.media\/en\/business-model-according-to-the-3-challenge-chain-that-the-fb-industry-faces\/","title":{"rendered":"Business Model by Chain \u2013 3 Challenges Faced by the F&B Industry"},"content":{"rendered":"

M\u00f4 h\u00ecnh kinh doanh theo chu\u1ed7i nh\u00e0 h\u00e0ng \u1ea9m th\u1ef1c hay c\u00e1c qu\u00e1n c\u00e0 ph\u00ea (F&B) d\u00f9 \u0111ang ph\u00e1t tri\u1ec3n \u201cn\u00f3ng\u201d nh\u01b0ng ch\u01b0a bao gi\u1edd l\u00e0 d\u1ec5 d\u00e0ng cho nh\u1eefng ng\u01b0\u1eddi trong cu\u1ed9c. Ngay c\u1ea3 c\u00e1c \u00f4ng l\u1edbn nh\u01b0: McDonals, Burger King c\u0169ng kh\u00f4ng th\u00e0nh c\u00f4ng nh\u01b0 mong mu\u1ed1n t\u1ea1i Vi\u1ec7t Nam. V\u1eady \u0111\u00e2u l\u00e0 nguy\u00ean nh\u00e2n ch\u00ednh d\u1eabn \u0111\u1ebfn th\u1ef1c tr\u1ea1ng n\u00e0y? V\u00e0 \u0111\u00e2u l\u00e0 y\u1ebfu t\u1ed1 quy\u1ebft \u0111\u1ecbnh s\u1ef1 th\u00e0nh c\u00f4ng c\u1ee7a m\u00f4 h\u00ecnh kinh doanh theo chu\u1ed7i n\u00e0y t\u1ea1i th\u1ecb tr\u01b0\u1eddng Vi\u1ec7t Nam l\u00e0 g\u00ec? Trong b\u00e0i vi\u1ebft n\u00e0y, DPS<\/a> will answer the above question in detail.<\/span><\/p>

I. Th\u1ef1c tr\u1ea1ng m\u00f4 h\u00ecnh kinh doanh theo chu\u1ed7i c\u1ee7a ng\u00e0nh F&B t\u1ea1i Vi\u1ec7t Nam.<\/span><\/h2>

1. Forecast<\/span><\/h4>
\"predicting
F&B l\u00e0 m\u1ed9t trong nh\u1eefng l\u0129nh v\u1ef1c \u201cs\u00f4i \u0111\u1ed9ng\u201d nh\u1ea5t \u1edf Vi\u1ec7t Nam v\u1edbi t\u1ed1c \u0111\u1ed9 t\u0103ng tr\u01b0\u1edfng x\u1ea5p x\u1ec9 18%\/n\u0103m.<\/span><\/figcaption><\/figure>

Food and Beverage (F&B) l\u00e0 m\u1ed9t trong nh\u1eefng l\u0129nh v\u1ef1c \u201cs\u00f4i \u0111\u1ed9ng\u201d nh\u1ea5t \u1edf Vi\u1ec7t Nam. Khi m\u00e0 n\u00f3 chi\u1ebfm \u0111\u1ebfn 15% GDP trong n\u0103m 2018 v\u00e0 v\u1edbi t\u1ed1c \u0111\u1ed9 t\u0103ng tr\u01b0\u1edfng h\u00e0ng n\u0103m \u1ed5n \u0111\u1ecbnh \u1edf m\u1ee9c 7%\u00a0(Wang, 2020<\/a>).<\/span><\/p>

Ng\u00e0nh F&B c\u1ee7a Vi\u1ec7t Nam trong giai \u0111o\u1ea1n 2014 \u2013 2019 c\u00f3 t\u1ed1c \u0111\u1ed9 t\u0103ng tr\u01b0\u1edfng x\u1ea5p x\u1ec9 18%\/ n\u0103m theo Euromonitor<\/a>. This figure is forecast to continue increasing as economic and social development leads to improved living standards. Especially as the middle class in Vietnam is growing.<\/span><\/p>

Indeed, according to calculations by Nielsen<\/a>, Vietnam had about 33 million people classified as middle class in 2022 and this will increase to about 95 million people by 2030.<\/span><\/p>

What are the criteria that Nielsen uses to define the middle class? There are 2 criteria to identify this class. First, households with consumption spending over 15 USD\/person\/day. The other criterion is that their total spending on food and beverages accounts for 30% to 40% of total income.<\/span><\/p>

Trong khi \u0111\u00f3, doanh thu d\u1ef1 \u0111o\u00e1n c\u1ee7a ng\u00e0nh F&B l\u00e0 kho\u1ea3ng US$665 tr\u01b0\u1edbc n\u0103m 2024 v\u00e0 v\u1edbi t\u1ed1c \u0111\u1ed9 t\u0103ng tr\u01b0\u1edfng trung b\u00ecnh l\u00e0 8%\/n\u0103m trong giai \u0111o\u1ea1n 2020-2024\u00a0(Statista, 2020<\/a>).<\/span><\/p>

2. C\u00e1c \u201c\u0111\u1ea1i gia\u201d l\u1edbn trong ng\u00e0nh F&B tr\u00ean th\u1ecb tr\u01b0\u1eddng Vi\u1ec7t Nam<\/span><\/h4>

C\u0169ng b\u1edfi nh\u1eefng ti\u1ec1m n\u0103ng ph\u00e1t tri\u1ec3n v\u00f4 c\u00f9ng l\u1edbn c\u1ee7a ng\u00e0nh F&B m\u00e0 cu\u1ed9c chi\u1ebfn tranh gi\u00e0nh th\u1ecb ph\u1ea7n ch\u01b0a bao gi\u1edd h\u1ea1 nhi\u1ec7t. T\u1eeb Golden Gate , Redsun, c\u00f4ng ty Huy Vi\u1ec7t Nam v\u00e0 IPP Group<\/a>.<\/span><\/p>

2.1. Golden Gate<\/span><\/h4>
\"Golden
Golden Gate \u2013 \u00f4ng \u201ctr\u00f9m\u201d trong l\u0129nh v\u1ef1c F&B khi s\u1edf h\u1eefu h\u01a1n 300 chu\u1ed7i c\u1eeda kh\u1eafp c\u1ea3 n\u01b0\u1edbc.<\/span><\/figcaption><\/figure>

Golden Gate Trading Joint Stock Company \u2013 Golden Gate<\/a> l\u00e0 c\u00f4ng ty chi\u1ebfm gi\u1eef th\u1ecb ph\u1ea7n \u00e1p \u0111\u1ea3o trong th\u1ecb tr\u01b0\u1eddng F&B Vi\u1ec7t Nam. Hi\u1ec7n nay, Golden Gate kinh doanh v\u00e0 s\u1edf h\u1eefu g\u1ea7n 300 c\u1eeda h\u00e0ng kh\u1eafp c\u1ea3 n\u01b0\u1edbc bao g\u1ed3m nhi\u1ec1u th\u01b0\u01a1ng hi\u1ec7u n\u1ed5i ti\u1ebfng v\u00e0 \u0111\u01b0\u1ee3c gi\u1edbi tr\u1ebb y\u00eau th\u00edch: Kichi-Kichi, Sumo BBQ v\u00e0 Vuvuzela v.v. Cu\u1ed9c \u201cl\u1ed9t x\u00e1c\u201d \u0111\u1ea7y ngo\u1ea1n ng\u1ee5c c\u1ee7a Golden Gate \u0111\u01b0\u1ee3c nhi\u1ec1u chuy\u00ean gia kinh t\u1ebf nh\u1eadn \u0111\u1ecbnh l\u00e0 nh\u1edd v\u00e0o s\u1ef1 r\u00f3t v\u1ed1n \u201ckh\u1ee7ng\u201d c\u1ed9ng v\u1edbi h\u1ed7 tr\u1ee3 c\u00e1c m\u1ed1i quan h\u1ec7 v\u1edbi chuy\u00ean gia trong l\u0129nh v\u1ef1c \u1ea9m th\u1ef1c \u0111\u1ebfn t\u1eeb Standard Chartered<\/a> and Mekong Capital<\/a>.<\/span><\/p>

2.2. Redsun<\/span><\/h4>
\"Redsun
Redsun, Golden Gate's competitor in the same segment, is not far behind with 200 chain stores in 26 provinces and cities.<\/span><\/figcaption><\/figure>

\u0110\u01b0\u1ee3c xem l\u00e0 \u0111\u1ed1i th\u1ee7 c\u1ee7a Golden Gate trong c\u00f9ng ph\u00e2n kh\u00fac n\u00e0y kh\u00f4ng ai kh\u00e1c ch\u00ednh l\u00e0 c\u00f4ng ty c\u1ed5 ph\u1ea7n \u0110\u1ea7u t\u01b0 th\u01b0\u01a1ng m\u1ea1i qu\u1ea3n tr\u1ecb M\u1eb7t tr\u1eddi \u0111\u1ecf \u2013 Redsun<\/a>. Currently, Redsun owns more than 200 stores in 26 provinces and cities nationwide. However, Redsun's operational efficiency is not highly rated. In 2018, revenue reached over 620 billion VND, up 14% compared to 2017; however, Redsun's pre-tax profit was only 1.4 billion VND.<\/span><\/p>

2.3. Huy Vietnam Company<\/span><\/h4>
\"Huy
C\u00f4ng ty Huy Vi\u1ec7t Nam ph\u1ea3i tr\u1ea3 gi\u00e1 b\u1eb1ng c\u1ea3 \u201csinh m\u1ea1ng\u201d cho nh\u1eefng b\u01b0\u1edbc \u0111i sai l\u1ea7m trong ph\u00e1t tri\u1ec3n m\u00f4 h\u00ecnh kinh doanh chu\u1ed7i nh\u00e0 h\u00e0ng.<\/span><\/figcaption><\/figure>

The beginning of Q4 2019 witnessed the \u201cdeparture\u201d of the chain business model of Huy Viet Nam Company (Mon Hue Restaurant) after more than 12 years of existence and development in the market. In addition, the company had previously succeeded with many Vietnamese culinary brands such as: Pho Ong Hung, Com Tho Chay, Pho 99, etc. However, strategic missteps in business orientation caused the company to lose ground in the market share battle.<\/span><\/p>

2.4. Franchising<\/span><\/h4>

It would truly be an omission not to mention a new but rapidly developing trend: franchising brands. A typical example is IPP Group with brands including: Burger King, Domino\u2019s Pizza, or Popeyes\u2026 who are also striving to win over Vietnamese tastes.<\/span><\/p>

3. Covid19 \u2013 the major \u201cshockwave\u201d for the chain restaurant business model.<\/span><\/h3>

T\u1ea5t c\u1ea3 nh\u1eefng d\u1eef li\u1ec7u tr\u00ean r\u1ea5t kh\u1ea3 quan cho \u0111\u1ebfn khi \u201cc\u01a1n \u0111\u1ecba ch\u1ea5n\u201d mang t\u00ean COVID19 gieo r\u1eafc n\u1ed7i \u00e1m \u1ea3nh c\u1ee7a n\u00f3 tr\u00ean h\u1ea7u h\u1ebft c\u00e1c l\u0129nh v\u1ef1c. Nh\u01b0ng c\u00f3 l\u1ebd ch\u1ecbu \u1ea3nh h\u01b0\u1edfng nhi\u1ec1u nh\u1ea5t ph\u1ea3i k\u1ec3 \u0111\u1ebfn ng\u00e0nh F&B.<\/span><\/p>

When the revenue of the restaurant chain business model dropped significantly compared to pre-pandemic times. However, large companies like Golden Gate had already prepared scenarios for when \u201cstorms\u201d arose. In terms of raw materials, the company was not greatly affected because from the start they had diversified import markets. In addition to updating information about the epidemic, Golden Gate's chain stores also implemented disease prevention measures to build customer trust when coming to the restaurant, such as:<\/span><\/p>