Contents

Introduction

1 Executive Summary....................................................................................................................... 3

1.1 Operation purpose:................................................................................................................. 4

1.2 Masan's values........................................................................................................................ 4

1.3 Quality of human Masan........................................................................................................ 4

1.4 Principles of Masan................................................................................................................ 4

2 Current Marketing Situation Analysis........................................................................................... 5

2.1 Masan BCG Matrix................................................................................................................ 6

2.2 Masan SWOT Analysis.......................................................................................................... 6

3 Marketing objectives:.................................................................................................................... 9

4 Marketing Strategy........................................................................................................................ 9

4.1 Targeting:............................................................................................................................. 11

4.2 Positioning............................................................................................................................ 11

5 Action programs:......................................................................................................................... 12

5.1 Product................................................................................................................................. 12

5.2 Price..................................................................................................................................... 14

5.3 Place..................................................................................................................................... 14

5.4 Promotion............................................................................................................................. 15

5.5 People................................................................................................................................... 15

5.6 Physical evidence................................................................................................................. 16

5.7 Process................................................................................................................................. 16

5.8 Action Plan........................................................................................................................... 16

6 Controls (Evaluating and Monitoring marketing plans):.............................................................18

7 Media Budget............................................................................................................................... 19
8 Detail Budget............................................................................................................................... 20

9 Different digital platforms and offline tools for communication.................................................21

10 Evaluation:............................................................................................................................... 22

10.1 Quantitative criteria.............................................................................................................. 22

10.2 Qualitative:........................................................................................................................... 23

Conclusion

Appendix

Reference List
 Introduction

The marketing strategy is a fundamental element of any business plan. Marketing

includes discovering, comprehending, and meeting customer expectations and growing
brand awareness among the general public. A marketing strategy establishes the
company's methods for accomplishing its goals. A straightforward marketing plan would
also include company goals for completing these actions and reaching specific
benchmarks. This is a marketing approach for the new healthy instant noodles from
Masan Consumer.
1 Executive Summary
Masan Consumer is short for Masan Consumer Goods Joint Stock Company. This
company was created in 1996 by multimillionaire Nguyen Dang Quang. In 2011,
Masan Food Joint Stock Company became Masan Consumer Goods Joint Stock
Company. At the time, Kohlberg Kravis Roberts & Co was offered $159 million in 10
percent stock worth $1.6 billion. Masan Consumer Holdings is one of the major
FMCG companies in Vietnam.

The company manufactures and distributes soy sauce, fish sauce, dipping sauce, chili
sauce, instant noodles, instant porridge, instant coffee, instant cereals, packaged
beverages, and beer. The company has extended its product portfolio, sales staff, and
local distribution networks to become the market leader in Vietnam for branded food
and drinks. (Chiến lược kinh doanh và các sản phẩm của tập đoàn Masan, 2022).

In 2016, Masan was ranked seventh among the fifty most valuable brands in Vietnam
and second in the consumer products sector. In addition, Masan Group's net income in
2015 exceeded 30 trillion VND, a 90 percent increase over the previous year. The
market value of Massan Group was around $2.4 billion or 51 trillion Vietnamese
Dong as of June 2016. It is anticipated that the Masan Group's revenue will reach
VND 47,000 billion in 2018, a 20 percent increase over 2017. The expected market
capitalization of Masan in 2020 is 10 percent of the total value. Vietnam's domestic
value is anticipated to exceed $20 billion US dollars. This marketing strategy was
created to assist Masan Consumer in producing and selling a new product, nutritious
instant noodles.

1.1 Operation purpose:

"Converging and cultivating ambitions and abilities to discover breakthroughs that
enhance the consumer advantages of products and services. As a result, our customers
will thank us with sales and profits that generate new customers. Investment and long-
term development."
1.2 Masan's values
1. Individuals are assets and competitive assets.

2. Pioneering discovery coupled with the will to win.

3. Cooperation for mutual growth and interest alignment with partners

4. Patriotic spirit

1.3 Quality of human Masan

1. Talent and inventiveness

2. Characteristics of leadership

3. The disposition of mastery

4. Integrity and openness are essential.

1.4 Principles of Masan

1. Customers, corporations (shareholders), and staff have intertwined interests.

2. Teamwork

3. Respect each individual

4. The organization is perpetually innovative and constantly learning.

5. Centered on the final result and focused on achieving objectives.

6. Trust, commitment.

([Giới thiệu Masan Group] Quá trình hình thành và phát triển của Masan, 2021)

2 Current Marketing Situation Analysis

According to the World Instant Noodles Association (WINA), Vietnam's instant noodle
demand ranked third in the world in 2020, with more than 7 billion packets of noodles
consumed, a 29.5 percent increase over the previous year. 2019. The Vietnamese
consume an average of 72 packages of instant noodles each year, ranking them in the top
two globally in terms of consumption. In light of the pandemic, instant noodle
consumption increased by 67 percent, according to the most recent Nielsen Vietnam
survey. (TDVN, 2021)

In the field of instant noodles, Masan Consumer is placed second. Particularly, Masan
Consumer is rising significantly, with their output increasing from 21,6% in 2018 to
27,2% in 2019. (first nine months of 2020) Volume and selling price has grown due to
the company's constant development of premium instant noodle products. Masan
Consumer intends to expand and dominate this market perpetually. The public would
gain from supporting the production of non-fried, non-toxic, and non-hazardous instant
noodles when customers are more concerned with the quality of their health products
rather than the price. The new noodle product will conform to the company's beliefs and
brand positioning while also providing a solution for clients seeking to reduce their
calorie and fat intake. (BizHub, 2020)
2.1 Masan BCG Matrix
2.2 Masan SWOT Analysis
 Strengths Weaknesses

 Masan Consumer is a market-  The output value chain regulates

leading, respected brand for
manufacturing fundamental
consumer goods. Extensive
distribution network of excellent
goods
 Sound financial standing: Masan
Consumer is a subsidiary of Masan
and has made substantial capital
investments in raw material
sources
each stage from input to output.
 Many foreign materials raise the
price, and domestic resources
cannot be controlled for quality
when obtained from abroad
(anchovy)
 Spending an excessive amount of
funds on promotional efforts and
product development.

 Brand recognition is relatively  The company's inability to adjust to

high.
 MRD - Masan Research &
Development Center is Vietnam's
most advanced Research and
Development facility.
unanticipated changes in industry
business operations or economic
situations has significantly impacted
its business plans.

 The management is stringent,

encouraging the growth of
consumer goods and the
diversification of product
categories.

 Numerous consumers have

selected the business's
merchandise. Multiple items,
including Chinsu fish sauce and
Omachi quick noodles, are
acceptable for Vietnamese
consumers.
3 Marketing objectives:
SMART Technology is a novel approach to goal setting. Setting intelligent goals enables
the summation of all available data, formulating appropriate working circumstances, the
evaluation of resource sufficiency, and the assignment of clear, precise, and specific roles
to all process participants. (Chou, W., 2013)

Specific, Measurable, Achievable, Relevant, and Time-bound are the components of a

SMART goal.

 By the end of the year 2022, increase impressions on social media among the new
target groups by 30 percent.
 Establish alliances with three new industry influencers before the end of the year
and provide discount coupons for their following.
 By the end of 2022, increase the number of trial users for the new product to
3,000,000.

4 Marketing Strategy
Masan Segmentation:

Age Demographic Psychographic Behavioral

18 - Gender: male and female - Attitude: trendy - Benefits: attractive
- - Income range: low- - Consider convenience design, low cost, and
25 income to medium- - Customers choose a safety
income (3 to 8 million) popular product that is - Usage rate: Every day
- Comprising 10% of inexpensive and includes a
Vietnam's people discount or an additional
- Marital Status: Single item.
- Ethnic Background: - Customers often spend a
Every ethnic group in significant amount of time
Vietnam (Mainly Kinh on social media and other
people) digital sites.
25 - Gender: male and female - Personality: fashionable - Benefits: superior
– - Income range: low- and lively design, reasonable price,
40 income to high-income (8 - Consider convenience and safety
to 30 million+) while also considering diet - Usage rate: Daily
- Comprising the majority and health. breakfast
of Vietnam's people - Customers like a popular
(33%) product that is inexpensive,
- Marital Status: Single, safe, and accompanied by a
Married discount or bonus item
- Ethnic Background: - Spend a great deal of time
Every ethnic group in on social networks and
Vietnam (Mainly Kinh other digital platforms
people) daily.
40 - Gender: male and female - Personality: loyalty - Desired benefits
- - The joint household - Lifestyle: wise investment include brand goods,
60 force with an emphasis on health safety, and size
- Marital Status: Married and quality efficiency.
- Willing to pay a
 - Ethnic Background: - Loyalty: Customers slightly more for better
Every ethnic group in frequently continue to quality instant noodles
Vietnam (Mainly Kinh purchase them as a habit. - Daily breakfast use
people) rate

(Bảo Trân, 2021)

4.1 Targeting:
In addition to penetrating the low-cost instant noodle industry, Masan must develop and
expand its intermediate and premium sectors. Currently, Masan is thriving in this market
segment. To increase clientele for these industries, the new product marketing campaign
for Masan can be divided into two distinct approaches. Masan must first get its midrange
products closer to clients in the market for inexpensive instant noodles. Masan can attract
many consumers from the low-price category by offering a variety of noodle flavors and
using marketing methods such as slashing prices and running promotions (e.g., buying
new product noodles to win prizes) – something that Masan has seldom done.

Additionally, Masan should create high-end instant noodles. As Vietnamese earnings

increase, they will grow more interested in luxury and healthy products. The instant
noodle market in Vietnam has recently arisen, with high-quality products imported from
South Korea and Japan ranging in price from 18,000 to 40,000 VND. To compete with
international competition and gain customers in these areas, Masan must manufacture
economical, high-quality products. (KIS Vietnam, 2021)

4.2 Positioning
Using Masan's Omachi, also known as Differentiated (Segmented) Marketing, I will
target specialized market niches with tailored offers for each segment. This enables us to
expand our consumer base, sales, earnings, and profits. Focusing on many objectives
increases expenses since we must use techniques such as offering various products and
generating marketing messages for consumers. Due to its diverse consumer, Masan's
sales potential will rise if it chooses unique marketing strategies. Customers will pick our
items if they meet their requirements, increasing our income and customer happiness. If
Masan opts for independent marketing, the firm will be compelled to stress quality and
service to retail consumers. In addition, the business will have to compete directly with
other low-priced product providers, which may provide challenges. As a result, Masan
must rely on marketing to promote quality and value to discriminating customers and be
meticulous in product development. (Acecookvietnam.vn., 2022)

5 Action programs:
5.1 Product
Levels of product

Core customers value

Masan Omachi instant noodles place a premium on its clients' health and nutrition, as
seen by the nutrient-rich products it produces, such as Omachi Beef Stew Sauce
Flavored, Omachi pasta, and Omachi sour and spicy shrimp. With Omachi's potato
noodles and the slogan "very tasty without the fear of heat," customers may be able to
enjoy a quick dinner without compromising their health. The price may be a little steep
for many professionals and students, but they are nutritious and give you more energy
throughout the day. There is a new choice for healthy noodles, which consists of toasted
noodles instead of frying in oil to preserve nutrients and minimize fat. The business
anticipates the product as successful and popular as its predecessors.

Actual Product

- Characteristics: the noodles are soft and firm, with a gorgeous golden hue, and are
mixed with a distinctive, robust sauce. All of the components are natural. Chemicals,
chemicals, and preservatives are entirely omitted from the manufacturing process.
Omachi delivers sufficient protein, starch, and energy to its customers.

- Design: The net weight of an Omachi product may vary from 75g to 113g, and it is
typically packaged in carton boxes holding around 30 units.

- Slogan and logo design: The packaging of Omachi products will include a simulated
representation of the product once it has been suitably prepared with additional
ingredients, along with the slogan "Yummy potato strands - Very tasty without the fear of
heat!" The five-star emblem of Masan represents the company's aspiration to provide a
world-famous product of superior quality. For the new product, healthy instant noodles,
the classic Masan packaging, the five-star emblem, and a virtual product image will be
kept after being wholly prepared with extra ingredients. The wording emphasizing baking
instead of frying will be bold and widely presented to highlight the most apparent
distinction between the new and old goods. Consequently, Masan may be able to attract
more clients.

Product enhancement

Masan released Omachi canned foods, including real sausage, in 2017 to make it easier
for customers to enjoy Omachi products, which is considered a critical step in bringing
Masan closer to their competitors in the instant noodles sector. Masan will sometimes set
up kiosks inside shopping malls or supermarkets to provide customers free Omachi
samples or to play games for the chance to win Omachi packages as prizes. Masan will
continue to employ this method to spark people's curiosity about the new healthy instant
noodle.

5.2 Price
According to Bachhoaxanh, Omachi offers four essential product lines based on customer
preferences; the introductory price for the crucial products packaged in plastic wrap is
8,400 VND. Masan also used the product line pricing strategy to establish price points for
various products based on cost differences and superior attributes, such as real meat or
convenient packaging. Items in a bowl-shaped box cost 10.600 VND, while cartons with
meat cost 18.300 yen. Masan implements product-bundle pricing in addition to product
line pricing. Low-cost six-pack bundles and 12- to 30-box cartons are available. (Mì
Omachi chính hãng giá tốt tại BachhoaXANH.com, 2022) This strategy is very profitable
for Masan since selling many things in a single bundle leads to a more significant early
return on client acquisition expenditures. The packed instant noodles will cost 13,000
VND, and the bowl-shaped box will cost 22,000 VND.

5.3 Place
Supermarkets, food shops in local markets, and convenience stores make up the majority
of distribution channels. Masan Potato Noodles are currently distributed to over 600,000
locations through 100 distributors in Vietnam. Each geographic region has a distinct
Business Office (in Hanoi, Da Nang, Can Tho, and Ho Chi Minh City). Additionally,
Masan Food distributes its noodles to grocery stores and department stores with great
care. Instant Masan Noodles are available at the entry and in the promotion zone. In
addition, they are featured prominently on instant noodle shelves. Instant Noodles are
supplied via many channels due to their extensive client base. Similar to quick noodles, it
is practical. Due to its ubiquitous availability, Instant Noodles are sometimes described as
Vietnam's most popular and affordable fast food. Again, this proves the product's
tremendous appeal. (Masangroup, 2022)
5.4 Promotion
o Several television stations, including VTV, HTV, HN, VTC, etc. There were
advertisements on the radio, newspapers and magazines, and in-shop flyers.
Promotions include My Linh, Bich Phuong, and Phan Anh, among others.
o A kind of outdoor advertising is billboards.
o Buy one item and get ten free when purchasing special bundles. Buy ten packs and
get a discount; purchase 30 packs in a box and receive a discount.
o The company's website, shopping and supermarket websites, and social media are
all instances of internet marketing (Facebook, Instagram, Tiktok, etc.).

Masan lacks a distinctively original marketing plan, but it combines many tactics
concurrently, allowing it to expand substantially quicker with less effort and save time.
Incorporating prominent celebrities into advertising is also a brilliant move by the
company since it draws a demographic interested in and follows entertainment every day.
To promote the new products, the company must continue to apply similar marketing
methods. Masan may concentrate on internet marketing to reach the most current
clientele, including clients aged 18 to 40, social media users, and those interested in
fashionable products.

5.5 People
The current stable position of Masan owes in large part to its motivated, devoted, and
creative staff; they are highly skilled experts. According to the official website of Masan,
training, and development programs have been developed for a variety of positions inside
the company. In addition, morning coffee is a component of a sequence of activities
designed to aid workers' learning. (masanjobs.com). To cultivate a comprehensive,
professional, and long-term dedication to the company's objectives, Masan is always
committed to a consistent policy and a range of staff incentives. This perspective enables
Masan to have an abundance of people resources, consistently satisfy growth targets, and
contribute to the company's success (innovation.haymora.com., 2018)
5.6 Physical evidence
The rounded form of the letters O, a, c, and I represent the freshest potatoes as the
primary source of potatoes. The circle is made out of five stars, which reflect the five-star
category and the product's desire to span all five continents.

To emphasize the importance of Omachi noodles, the words "Potato Noodles" appear
beside the name Omachi on each package. This strategy captivates clients with its unique
characteristics and earns their confidence. (Chiến lược kinh doanh và các sản phẩm của
tập đoàn Masan, 2022)

5.7 Process
With corporate headquarters in Hanoi, Da Nang, Can Tho, and Ho Chi Minh City, Masan
Food established a network of more than one hundred distribution agents across Vietnam.
Masan is processed in several different methods. However, the great majority are
wholesalers. Omachi contacts many wholesalers whose goal is to sell to retailers,
including convenience stores, grocery stores, and supermarkets. Lastly, retail enterprises
give products to customers. (Masanconsumer.com, 2022)

5.8 Action Plan

Masan Consumer must follow a specific approach in order to establish the ideal launch
date and method for the company's new product.

Activities Dates Departmen Cost

t
Product Development and research to Two months R&D 213.00.000
improve noodle products (1/6/2022 -
1/8/2022)
Create packaging for goods
Price Research the market and Two weeks R&D 40.000
 come up with a reasonable (1/8/2022 –
price for the product that 15/8/2022)
suitable for all age
Place Create stands in Four months R&D 20.000.000
supermarkets and (1/9/2022 –
convenience shops, all big 31/12/2022)
agents of Masan all over
Vietnam, where customers
may try out items and 110.000.00
Six months
enhance their buying power. 0
(1/9/2022 –
28/2/2023)
Social media: Create a TV
commercial using a celebrity
or influencer to promote a
new product.
Promotio Share information about Three months Marketing 60.000.000
n upcoming product launches (1/9/2022 –
on social media. Engage a 31/11/2022)
well-known food critic
specializing in product
reviews and is a key opinion
leader (KOL).
Three weeks 500.000
Prepare toothpicks, cups, and (1/10/2022 –
tissue for testing products. 22/10/2022

People Arrange support workers for Three months HR 100.000.00

celebrities and influencers to (1/9/2022 – 0
film advertising for 31/11/2022)
 businesses

Three weeks
Prepare staff to sample new
(1/10/2022 –
items at booths.
22/10/2022 10.000.000

Two months R&D

New product packaging must
(1/6/2022 -
be distinctive, captivating,
1/8/2022)
and aesthetically pleasing.
Physical
Evidence Observe how the KOL HR
Three months
promotes products and serves
(1/9/2022 –
customers through the
31/11/2022)
appropriate counter staff.

Process Step 1: Finish the product Eight months

Step 2: Utilize social media (1/6/2022 –
tools to promote forthcoming 28/2/2023)
product lines.
Step 3: When customers buy
products through celebrities
or influencers, they will
receive a 10% discount code

6 Controls
Evaluation allows us to determine whether or not a marketing approach is successful.
There are several methods for assessing a marketing strategy; however (Elizabeth Smith,
2018) asserts that marketing strategies may be evaluated in three ways.
Masan, for example, may monitor sales patterns and profitability. Utilize sales before,
during, and after a marketing effort to evaluate its success. Masan may also measure sales
patterns by monitoring specific numbers.

Second, asking the client directly is one of the simplest methods to assess the
performance of a marketing approach. In accordance with the product marketing plan,
Masan should conduct customer surveys to get their opinions and ideas.

Masan can also monitor its progression. Masan must determine detailed sales statistics
when designing a marketing plan. Then, to determine if the marketing campaign was
successful, compare actual sales to anticipated ones.
Task 2: Media plan

7 Media Budget
Media Action Plan Timeline Budget

Social Media  Create a short viral video One month 100.000.00

 The reel theme is "Healthy lifestyle for 1/10/2022 0
your health." -
 Target audience: 1/11/2022

- Age range: 18 to 30
- Gender: All gender
 Reach: 25.000 people per day
 Long: 15 second
 Social platforms (Facebook, Instagram,
Tiktok)

Bus  Image of a happy KOL eating nutritious Three 100.000.00

noodles with the tagline "Better health, months 0
better life." 1/10/2022
 Target audience: -
- Age range: All age 31/12/2022
- Gender: All gender
 Reach: 1,000 people per day (4 buses)
 Outdoor Marketing
Social Media  Content: The origin of the product One month 200.000.00
 Post and Video (30 seconds) 1/10/2022 0

 Target audience: -

- Age range: 18 – 30 1/11/2022

 - Gender: All gender
 Reach: 20.000 people per day
 Long: 30 second
 Social platforms (Facebook, Public
Relations Advertising, TikTok,
YouTube, Google, Influencer, TVC)
Total 400.000.00
0

8 Detail Budget
No. Categories Total Notes
1. Booking 60.000.000
PR and Social 10.000.000 PR for products: 5 news seeding
Booking Digital Products Channel: 25 posts

KOL Booking 50.000.000 Influencers: 1 celebrity (actor, singer,

model, etc.) and five famous Tiktokers
2. Advertising 200.000.00 Social and digital advertising (Tiktok Ads,
0 Youtube Ads, Instagram Ads, Facebook
Ads, Television Ads)
3. Production 40.000.000
Content Production 20.000.000 PT manufacturing material:
- Content Outlines
- Write-ups
- One-of-a-kind Format Production and
briefing:
Social Content Creation:
- Social Media Captions
 - Native Advertising
- Seeding comments
Video Production 20.000.000 TV Commercial Production (Set +
Animation)
4. Bus advertise 100.000.00 Four medium-size Buses
0

9 Different digital platforms and offline tools for communication

Digital platforms
- Mostly focused on content.
- Third-party media, website
content, email searches,
and social media make up
online marketing.
- Connects with customers
through e-mails, chat, and
social media.
- Target audience together
Characteristics
in one location.
- Affordable.
- It facilitates direct
connection with market
and industry expertise.
- Potential buyers cannot be
seen.
Advantages  Sells their stuff in a few
Offline tools
- Mostly focused on the
product.
- The usage of mass media,
call centers, and the
telephone are all examples
of offline marketing.
- Contacts consumers
through mobile phone
numbers and employees.
- The desired demographic is
spread out.
- Significant marketing
expenditures.
- It does not directly target
professionals due to a
variety of difficulties.
- Their prospective consumer
immediately sees iter.
 Order just what you need.
 seconds with a single
click.  Beneficial for boosting
loyalty programs.
 We can simply and
affordably distribute
material, audio, and video
snippets on the internet.
 Possibility of click fraud.  It is time-intensive.

Disadvantages  Ads for goods are difficult  Accessibility and audience

to create. reach restrictions exist.

(Zook, Z., & Smith, P. R. 2016.)

10 Evaluation:
10.1 Quantitative criteria
In a media plan, consideration of reach and frequency is vital. Reach is the number of
people exposed to the campaign within a specific period. Frequency refers to the
number of times a client will be exposed to the advertising over the campaign's
length.

 Reach
o Short viral video: 750,000
o The image on buses: 90,000
o Post and video: 600,000
 Frequency
o Short viral video: 7 times(one person)
o The image on buses: 120 times (one person)
 o Post and video: 7 times (one person)
 Sales
o Before: 2.000.000 products
o During: 7.000.000 products
o After: 5.000.000 products

10.2 Qualitative:
Qualitative data offer responses to questions like "What is the added value?" "Who was at
fault?" and "When did this occur?" Qualitative data are obtained by direct or participant
observation, interviews, focus groups, case studies, and written materials. Pattern
examination, comparison and contrast, and analysis components of qualitative data
analysis. As with grounded theory or other qualitative analytic approaches, the research
will likely include detecting themes, coding, grouping similar data, and condensing data
into meaningful and relevant points (Patton, 2002).

To enhance future advertising, I will do research and conduct interviews with consumers
to evaluate the company's marketing experience. I'd want to ask the client how they felt
when the company remembered the campaign and how many people knew it. In addition,
I would like to know whether the commercials are acceptable, worth the cost, and
successful at attracting their attention.
 Conclusion

After completing this assignment, I have a greater understanding of Masan's marketing

mix approach. We also used the 7ps model, the PESTEL study, and the SWOT analysis
to decide where the firm should advertise its new healthy instant noodle product. I hope
that Masan will find the offered information helpful in making marketing choices.
Appendix

PEST analysis

- Political – Legal Factor

According to Fitch Solution Group (2020), Vietnam's political risk factors score 83 out of
100, indicating stability in the foreseeable future. This shows political stability in the
future. As a result of steady leadership, Vietnam's economy, employment rate, and
exports are rising. Masan's production and exports stay unstable regarding Vietnam's
political climate. Russia is Masan's primary market. According to the Ministry of
Agriculture and Rural Development, the Russia-Ukraine conflict, Western economic
sanctions, and Russian responses have had a significant impact on the global economy,
including the closure of the worldwide payment system and central Russian international
banks, the freezing of assets of large corporate banks, the prohibition of import and
export, the suspension of credit, the disruption of supply chains, and the devaluation of
the ruble. Vietnam is not immune to the severe economic effects of the Russia-Ukraine
conflict, including international payments and supply chain disruptions for exports and
imports, increased input costs for essential imported commodities, and decreased demand
in Russia, Ukraine, and neighboring countries. If constraints and restrictions strain
connections, Masan's economic success in Vietnam may suffer. (Bao Thang, 2022.)

- Economic Factor

Vietnam's economy has shown reasonably steady and robust growth despite the
worldwide pandemic. Indicative of a wealthier economy in 2022, the first quarter of 2022
showed exceptional economic growth. Comparing the first quarter of 2022 to the
previous year’s same time, the GDP will increase by 5.03 percent. According to the
General Statistics Office statistics, the country's consumer price index (CPI) rose 2.64
percent in April 2022 compared to the same previous month. (Hang Phuong, 2022.) Most
people's lives will improve due to the current economic expansion and subsequent rise in
per capita income. In addition, Vietnam's consumer expenditure will increase due to
increased per capita revenue. This is one of the favorable factors for the commercial
growth of instant noodles in the future. illustrating the market's and Masan Consumer's
success

- Social Factor

Compared to many other countries in the region and worldwide, Vietnam has many
human resources today. South Vietnam accounts for around 1.27 percent of the world
population. Vietnam ranks fourteenth among the world's most populous countries, with a
population density of 308 people per square kilometer. The nation's total size is 310,060
km2, and adults of working age make for around 57% of the population structure. This
large workforce will aid the company in optimizing its growth on the Masan Consumer
manufacturing scale, and the company's production activities will not be interrupted by a
lack of labor.

- Technology Factor

Industry and technology are rapidly expanding; technological advancements in fast food
preparation are a reason for concern. Technological improvements have overtaken
previous competitive advantages. Companies with significant resources may import new
equipment and production lines to increase product quality, lower costs, produce unique
product designs, and gain a competitive edge. Masan managed the acquisition of high-
tech equipment to increase production and product quality. Modern and conveniently
accessible environmental technology supports firms in effectively dealing with
difficulties. Vietnam's communication technology continuously improves, enabling firms
to market product photographs over the Internet. Internet advertisements Masan's media
strategy successfully promotes the brand's image and benefits.
Masan Competitors

A few data on the present Vietnamese instant noodle sector reveal that it is a very
profitable yet fiercely competitive market, with tough competitors including:

Vina Acecook is a collaboration between Japan's Acecook and Vietnam's biggest instant
noodle maker, Vifon. De Nhat Gia, Pho Xua & Nay, Sao Sang, and Burma are the four
most popular brands. Currently, Vina Acecook has six production facilities specializing
in instant noodles, instant vermicelli, instant pho, and other products and over 700
product distribution agents around the nation. Vina Acecook highlights the significance
of Japan's technical preeminence. All Acecook products are subjected to rigorous quality
and nutritional testing before distribution. Vina Acecook now dominates over sixty
percent of the instant noodle market. Vina Acecook's market share exceeds 60 percent,
and its products have won several accolades. Intermediate and premium instant noodle
products from Vina Acecook compete directly with Massan Foods.

Since 1995, Asia Food Joint Stock Company's annual growth has been between 40 and
60 percent. With two extensive facilities, advanced production lines, more than 300
agents, and tens of thousands of retail locations across the provinces and cities. The
company is creating new product lines for the premium market, including instant noodle
soup. Gau Do instant congee is famous. The company makes trans-fat and cholesterol-
free Shang-ha tomato noodles. The healthy noodle dish from Masan competes with it.
Asian food has a smaller market share than just Masan Food. Asian cuisine has
influenced both the instant noodle industry and consumer tastes.

The remaining instant noodle market share is equally shared between many products.
Many instant noodle firms are on the Vietnamese market, with a substantial presence in
the premium, mid-range, and mass categories.

With the sale of various products, including instant noodles: Omachi noodles, Gau Do
instant congee, instant cereals, etc. In addition to price and quality, Masan's goods face
competition from an extensive street food network and the distinctive value of each
product, such as porridge, pho, vermicelli, noodle soup, and Hue beef noodle soup, crab
noodle soup, sticky rice, and traditional fresh meals.
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