Contents

I. About Petora & Vietnam’s Petcare market ......................................................................................................... 3

1. What is Petora? .............................................................................................................................................. 3
2. Petora’s products ........................................................................................................................................... 3
3. Customer segmentations ............................................................................................................................... 3
II. Porter’s 5 forces analysis .................................................................................................................................... 6
1. Industry Rivalry - Quite Intensive ................................................................................................................... 6
2. Threat of substitution - Low to Moderate ...................................................................................................... 7
3. Threat of new entrant - Moderate ................................................................................................................. 7
4. Bargaining power of supplier - Low ................................................................................................................ 8
5. Bargaining power of buyers - Moderate to High ............................................................................................ 8
III. Firm capabilities ................................................................................................................................................. 9
1. Identify Key Capabilities ................................................................................................................................. 9
2. Appraising capabilities.................................................................................................................................... 9
2.1. Assessing Importance ............................................................................................................................. 9
2.2 Assessing Relative Strengths .................................................................................................................... 9
3. Developing Strategies Implication .................................................................................................................... 10
3.1. Exploiting Key Strengths ....................................................................................................................... 10
3.2. Managing Key Weaknesses ................................................................................................................... 11
4. Developing Capabilities ................................................................................................................................ 11
IV. Competitive position ....................................................................................................................................... 14
1. Mapping the competitive position ............................................................................................................... 14
1.1. Health Function .................................................................................................................................... 14
1.2. Technologies Applied ............................................................................................................................ 15
1.3. Health Orientation - .............................................................................................................................. 15
2. Positioning .................................................................................................................................................... 16
2.1. Establish the competitive position ........................................................................................................ 16
2.2. Defend the position .............................................................................................................................. 16
V. Competitive life cycle ....................................................................................................................................... 18
1. Petora on the CLC ......................................................................................................................................... 18
1.1. Industry and market analysis on the CLC .............................................................................................. 18
1.2. Petora on the CLC ................................................................................................................................. 19
2. Projection of Petora on the CLC ................................................................................................................... 20
2.1. History of the Pet industry .................................................................................................................... 20
2.2. Projection on the CLC ............................................................................................................................ 21
3. Assessing Petora competitors’ positions. ..................................................................................................... 21
3.1. Current competitiveness ....................................................................................................................... 21
3.2. Future competitiveness ........................................................................................................................ 23
I. About Petora & Vietnam’s Petcare market
1. What is Petora?
Petora is a platform monitoring pet health by digitizing pet information and providing digital
vaccine book records to avoid loss of vaccine records. Understanding the concerns of
customers when the pet has health problems, the platform also has a 24/7 consult function
that is executed on the Zalo. Users who need advice just need to access the Zalo application,
find Petora's account, and follow the instructions. Above all, this method also helps customers
and clinics to shorten the time to diagnose the disease, and avoid missing the "golden time"
to save the pets.
2. Petora’s products
❖ CRM plug-in -> pet identification
A customized and friendly CRM system helps clinics and other partners to be able to take
care of their customers with scan functions and customer history.
Petora's partners, especially clinics, use CRM to manage and store customer information.
CRM helps the clinic access further information of the pet including Electronic Medical Record
(EMR) for easy digital management.

❖ Pet-ID to be accessible to Petora’s partner: Access via Pet-ID and QR-Code

When a customer starts using the service, Petora will provide the customer with a pet ID as
well as a QR code for their pet.
With code-scanning parties that are not Petora partners, they will be able to access basic pet
information such as name, age, breed, owner, and contact details.
Particularly with Petora's partners, they will be provided with a software to scan the pet's ID
and QR code, which will allow them to access more in-depth information about the pet's
health, such as vaccination schedule, medical examination schedule, ...

❖ Consult 24/7 and Online Diagnosing platform

The consulting platform is executed on the Zalo OA platform. There are three main ways for
the pet owners to have the access to the service:
- Directly link from landing page to the Zalo OA
- QR-Code from the suggestion of partner clinics and other vendors
- QR-Code from surprising box
3. Customer segmentations
Petora has two main customer segments: pet clinics and pet owners.
● Pet clinics: The clinics Petora wants to target are reputable clinics. They must have a
business license and a medical practice certificate. In addition, potential customers
will be clinics that do not have an appropriate method of storing customer records,
 have not incorporated technology into the medical examination and treatment
process as well as the operation of the clinic.
● Pet owners: The characteristics of the pet owners customer segment are:
Young Pet Owner from 20-30.
Beginner Pet Owner with first Pet.
Pet Owner who is looking for Petcare Consult on Google and Facebook Group.
- Behavior: Searching on Google whenever their Pets got some abnormal symptoms. Active
on Facebook Pet communities and social media.
- Desire: To have a trustworthy and available pet healthcare channel to consult and get
treatment for their pet.
- Concern: They are afraid of too much feedback on every topic in the communities. They
found too much information for their problem but can not verify it. They can not find any
consultancy that is available all the time.
4. Petcare markets
According to Pet fair’s SEA, source hình, divide the Pet industry into two main markets: Food
and Non-food. Although the Petfood industry is currently considered the most prominent
market in the Pet Industry, the remaining small markets are equally vibrant. There are many
other developing - industries such as pet toys, pet health care, pet hotels, pet coffee, IT
equipment, broadcasting, and so on. Growth is strong, with pet food being the largest
spending segment of all, followed by veterinary care, however, within each market segment,
there is a degree of variation in type, quality, quantity, and price of goods and services.
Petora targets the Petcare, Non-Food market, more specifically the Veterinary Healthcare
niche. But compared to other customers like Pet Food, Petspa, the Veterinary Health Care
market is still quite new to Vietnamese people in recent years and is becoming more and
more exciting with the trend of booming.
SEA’s Market size and Emerging Market Growth of Pet care

Source:
https://www.petfair-sea.com/asia-markets/southeast-asia-pet-market/ \
According to Pet fair South-East Asia, “The Southeast Asia pet care market is estimated at
US$ 952 million in 2014 and expected to reach 1,412.7 million by 2020, reflecting a CAGR of
6.8% during the forecast period.”.
The market for pet care in Southeast Asia is further classified by channel, which includes
supermarkets, veterinary clinics, pet shops, and others. The supermarket is the most popular
channel, with a 36.3 percent market share in 2014 and a forecast of the same in 2020.
According to statistics, Vietnam accounts for 13% of the market size of Southeast Asia ($4
billion). From that, it can be inferred that the market size of Vietnam will fluctuate around
$ 520 million. Petora targets the non-food petcare market, which accounts for the remaining
20%. So the market size of Petora is 104 million dollars.
According to statistics, in 2017, in Vietnam, there were 49 veterinary clinics, 61 pet supplies
retail stores, 5 pet care salons, and 6 pet cafes in Ho Chi Minh City. The total number is 124
vendors.
( https://www.linkedin.com/pulse/pet-care-retail-services-maturing-beginning-bloom-
wayne-capriotti/ )
In terms of the number of pets as well as owners, according to the Ho Chi Minh City's
Veterinary Department, there were 220,620 dogs and cats raised by 121,870 families in 2019.
( http://chicuccntyhcm.gov.vn/new/2019/10/04/Cong-tac-xay-dung-vung-an-toan-benh-
Dai-tai-Thanh-pho-Ho-Chi-Minh.aspx )
II. Porter’s 5 forces analysis
1. Industry Rivalry - Quite Intensive
The pet care industry in Vietnam has recently experienced the entry of many competitors.
The authors have identified four main ones (PetApp, Petory, Pety and MyPet) which are in the
same emerging phase with Petora.
- PetApp (PetsPort)
PetApp was first founded as PetsPort in 2020. According to the information collected from
their fanpage, the application provides pet identification with the core value - finding lost
pets. Moreover, the team has been in the second stage to test GPS and safe zone features of
Pet ID function; and further develop the scheduling and shopping functions.
- Petory (Căn Cước Thú Cưng Việt Nam)
Pet ID Card including the information of a pet is currently the main product of this competitor.
In addition, the company developed an application Petory with the functions of identifying
and retrieving pet information such as birth origin, medical history, vaccination; finding
petmate, and helping the matching process faster by enabling pet owners to direct message
with each other in their app.
- Pety
Pety is developed to be a social network for pets and pet lovers. The current functions of the
application include:
- Personalizing: create a profile of pet and pet owner
- Sharing: post pictures or videos of happy moments together (news feed mode with all
features: like, share and comment like Facebook for pet; and story mode like TikTok)
- Acknowledging: discover, follow and discuss topics that interest you
- Socializing: join and socialize with an extremely animal-loving community
Besides, Pety also provides Smart NFC to inform the pet owner the location of the lost pet in
case there is anyone who scans the pet tag provided from the app.
- MyPet
Differ from other competitors, MyPet has been founded to be the booking and shopping
platform for pet owners.
- Booking: enable users to quickly and easily book a Pet Clinic / Spa / Hotel
- Shopping: provide a wide range of essential pet products from affiliated stores with
competitive prices
- Knowledge and entertainment: integrate information and scientific knowledge related to
pet health caring
 2. Threat of substitution - Low to Moderate
According to the information collected from the competitors’ fanpage and their app, the
authors summarized the key functions in the comparison matrix below.
Comparison Matrix of Petora’s Competitors

Source: Illustrated by the authors

The authors consider the threats of substitution to be on the low to moderate level in the
current stage. Based on the table, the main differentiation of Petora compared to current
rivalries is the 24/7 Consulting and Online Diagnosing function. Differ from other competing
firms, at the beginning stage, Petora has chosen this service as the first touchpoint to
approach potential customers. As demonstrated in the table, each competitor currently has
more or less differences in their value proposition for their customers; therefore, the authors
believe that Petora will currently avoid the temporary substitution from those rivalries.
Despite the low-to-moderate threats of substitution in the current stage (due to core value
differences between competitors), Petora has to face these significant threats in the future.
The authors believe in case the tested Consulting and Online Diagnosing function becomes
successful or when the only focused function of Petora is still good but not attractive enough
to get the customer retention, it will lead to the high possibility of being substituted by other
competitors’ products. If the function is successfully gaining customer attraction, the
imitation will be likely to increase and become a big threat for Petora due to the fact that
there is no intellectual property to protect the service from being copied. This will lead to
more intense competition, which possibly increases the threats of substitution. Therefore,
the authors suggest Petora should have strategies to slow down the speed of market
expansion of competitors and have some imitation barriers to protect Petora’s core products
from being imitated very soon after publicizing the idea to testing the function. The suggested
strategies will be discussed in the Defend position section in the following part.

3. Threat of new entrant - Moderate

The authors consider the threat of new entrants to be on the moderate level. “In Vietnam,
the number of people who have a hobby of raising pets is increasing rapidly and this is the
opportunity for the pet service industry to grow in the future”, Mr. Saeki Naohisa, Deputy
General Director of New Business Development and Operations Division, AEON Vietnam,
shared. (https://idautu.com/thu-cung-len-ngoi/) With the prediction to have potential
growth, the pet industry, especially the pet non-food market, is expected to experience an
increase in the number of new entrants. Because there is no right to force new companies
not to enter this market, in order to alleviate the threat of new entrants, Petora should have
strategies to quickly respond to the situation. In the early stages of Introduction and Growth
(in the Four-stage Product Life cycle), when the competition is not much fierce, in addition to
continuously and rapidly develop existing core products, the authors suggest Petora to
innovate more values that are useful for customers in order to quickly expand the market
share and become a dominant in the market.
 4. Bargaining power of supplier - Low
The suppliers of Petora are defined as strategic parties which enable the core products of
Petora to operate smoothly. These three involved suppliers include Vet Doctors which helps
Petora to run the second core product - 24/7 Consulting and Online Diagnosing; OEMs
suppliers from Thai which supply pet organic healthcare products with an aim to sell as
advertising tools for Petora’s second core product; and the final and very important one -
Technology Developers who support the technological aspects of Petora overall product
development process. The authors consider the bargaining power of those suppliers to be in
the quite low position because the sources of supply for those products or services are quite
abundant in Vietnam currently.

5. Bargaining power of buyers - Moderate to High

The customers of Petora’s services include two sides: clinics and pet owners. With clinics, the
main core product Petora aiming for this segment is CRM. This product is currently provided
by many parties, thus, if the rental fee of Petora’s CRM is higher than average, clinics will
possibly switch to other CRM suppliers. Similarly, because the number of competitors in this
market is expected to increase and there is a significant threat of substitution in the future,
the other side of Petora customers - pet owners, is also believed to have a relatively high
power. In general, the authors consider the bargaining power of buyers to be on the
moderate to high level.
III. Firm capabilities
The normal capabilities analysis tool consists of 3 steps: identifying capabilities, alignment and
sustainable advantage. Each stage is the combination of questions to dig into the internal and
external firm’s capabilities. In this report, the authors consider customizing the tool and
model to have a better understanding of Petora’s capabilities. Petora is a startup company
whose main product is consulting service. In this customization model, the authors will add
more capabilities into consideration and analyse in a vertical flow.
1. Identify Key Capabilities
To draw up a list of the Petora’s capabilities, companies usually begin from outside or inside
the company.The authors start with key success factors in the PetCare Market: low-cost
approach, availability of actionable information, and the validation of the treatment process
of Veneterian. To organize and categorize these various capabilities, Petora needs to define
the first look at Petora’s value chain, identify the sequence of activities from new technology
development to have new products, to finish the business model, to do marketing, sales, and
after-sales service.

2. Appraising capabilities
2.1. Assessing Importance
Petora is a start-up company, so Petora’s ultimate objective is not to attract customers, but
to make superior benefits which can make profits through establishing a sustainable
competitive advantage. These days, pet owners see their pets as family members. Hence, they
are spending heavily to ensure that the best quality life is given to their pets. To catch the
driven market, Petora focuses on 2 key capabilities: easy accessibility to all pet owners and
fast validated treatment consultants service.

2.2 Assessing Relative Strengths

To identify and appraise Petora’s capabilities, both outside and inside factors should be
considered generally. Internal discussion can be valuable in sharing insights and the
company's strategy to build consensus regarding Petora’s resources and strengths. The
evidence of customer learning loop and company’s position in the scene can be particularly
revealing where the company has performed well and those where it has performed poorly.
The authors decided to use benchmarking as a powerful tool for quantitative assessment of
performance relative to that of competitors. The table below will follow the value chain of
Petora in a vertical way. The author will rank the importance of each capability and relative
strengths will compare with other competitors in the market.
 Appraising Petora’s Capabilities

Capabilities Importance Relative Strengths

Technology Management 1 Moderate

Alliancing and partnership development 2 Moderate

Service Development 3 High

Marketing & Sales 4 Low

Advertising effectiveness 5 Low

Customer Relationship Management 6 High

Source: Illustrated by the authors

*1 Both scales range from 1 to 10 (1 = very high, 10 = very low).

2 Petora capabilities are compared against those of Petory, Pety, MyPet and PetApp where
4 represents parity. The ratings are based on the author’s subjective judgment.

3. Developing Strategies Implication

Petora key focus is on the two sides: key strengths and weaknesses. Petora should exploit
their key strengths in the most effective way and have plan to do about their key weaknesses
in terms of both upgrading strengths and reducing vulnerability for weaknesses. Key strengths
and weaknesses should be stressed out to understand where Petora can enhance their
capabilities to build their own sources of sustainable competitive advantage.

3.1. Exploiting Key Strengths

After identifying position in the map, Petora needs to formulate strategy to ensure that these
capabilities are deployed to the greatest effect. Understanding that Service Development is
Petora’s strength, they should seek more insights and understand customer needs to have
technical solutions for their services. For technology management, Petora needs to detect
emerging technology and further solution design experimentation. Petora is effective in
Customer Relationship Management with clinics and pet owners; therefore, in order to
sustain this advantage, Petora should have customer and clinic involvement to shape the
ecosystem.

3.2. Managing Key Weaknesses

For years, traditional companies can upgrade existing resources and capabilities to correct
such weaknesses. For Petora, the authors assume that converting weakness into strength is a
task for long-term development. Marketing & Sales is an essential function in every business
model, so Petora with low experiences and human capabilities will pursue a strategy that
aligns with the clinic network and sustainable strategy. Petora can increase their presence on
the market when they can attract investors and get funding. Hence, advertising effectiveness
could be improved by the time they focus on core value and build brand positioning to
Petora’s beach-front customers and communities. The authors assume that through clever
strategy formulation, Petora has a chance to reduce the impact of their key weaknesses.

4. Developing Capabilities
Petora capabilities are based on routines that develop through practice and learning. With
appropriate strategy and tactics, Petora plans to establish new routines within a limited time
period for the development of the company throughout the time. The authors typically have
a sketchy understanding of how customers, Pet, Vet Clinic, technology need and market’s
behaviors fit together to achieve a particular value for the customer. Petora’s origin is a
HealthTech Startup designed for the Petcare Segmentation with a team of Vet doctor and Pet
lover. To have a clear action plan so as to improve each capability, Petora should focus on
these factors:
● Technological: relates to all capabilities required for sensing technology and
conducting research. This will help Petora to exploit new technologies, and manage
technologies to respond to change and shape new technological situations with new
functions.
● Product and Process: these capabilities help Petora generate ideas; seize
opportunities through design, conception, development, and implementation of new
service and processes; and transform service strategy to the real market.
● Business model: Petora is ready to encompass all capabilities supporting the
identification, development, and transformation of new business models to follow the
trend and market rapid change.
● Marketing: Petora able to cover all capabilities geared toward the customer and the
market. It starts from sensing the market and customers’ needs to applying market
experimentation, innovation, commercialization. Then Petora needs to reconfigure of
marketing strategies for developing barriers to competition and shaping the
sustainable competitive advantage.
 ● Learning: includes all capabilities by which new knowledge is identified, acquired,
exploited, and transformed. Petora's founding team has to proactively identify new
trends and services in the market, then research to acquire new insights and transform
ideas into new services.
Below is the author's recommended action plan to develop and extend Petora’s capabilities
to adapt with new challenges in the future.
 Petora’s capabilities development plan

Capabilities Sensing ( detect ) Seizing (grasp opportunities ) Transformation (reconfigure to develop)

Technological Sensing technology Exploiting technology Technology management

Defend intellectual property

Detecting emerging technology Technical solution development
Focus on core technologies

R&D Design New Function with MVP

Product and Process Understanding customer needs MVP creation Extending to multi services and functions

Detecting opportunity Product differentiation & Implementation Function and process flexibility

Operation design & Outsourcing

Business Model Identifying new business models Solution and business model design Business development to fast growth

Adopting new revenue mechanisms Reinventing business model

Customer needs sensing Managing the service delivery process

Marketing Capability Market sensing Experimentation Developing barriers to competition

Customer relationship management Growth and market extension

Competitor sensing Go to market Innovation commercialization Market-oriented decision-making

Customer needs sensing Customer service

Learning Capability Acquiring knowledge and new Exploiting knowledge Transforming knowledge
trends
Trial and error with learning loop Improving the knowledge base and skills

Source: Illustrated by the authors

IV. Competitive position
1. Mapping the competitive position
Strategic Map

Source: illustrated by the authors

The strategic map above shows a comparison between the 4 veterinary brands under 3 criteria
factors: pet healthcare orientation, technologies applied and number of functions related to pet
healthcare.
1.1. Health Function - Evaluated based on functions that related to pet’s health
The core value of Pety is to create a social network, a virtual playground for pets and owners. In
summary, Pety is more like a “Facebook” for pet owners with very basic veterinary services.
The core health care service that comes from Mypet is the exchange of pets’ essential supplies
such as food, supplements and the online booking of clinic, spas. In other words, Mypet works
more like a booking app for pets.
Petory (Căn Cước Thú Cưng), PetApp and Petora have similarities when the three brands provide
a physical ID Card which contains information of pet’s health, so the owners can track their pet’s
vaccination schedule and get notices from apps. Moreover, the apps can link to several veterinary
clinics, pet shops, giving more choices to customers. The difference is Petora has a veterinarian
team available 24/7 for consultation to the purpose of saving a pet's life while the other two can
help find missing pets; therefore, the author consider Petora to have the biggest circle in terms
of the number of pet healthcare-related functions.
 1.2. Technologies Applied - Evaluated based on which technologies improve customers’
experiences
Table of technologies applied comparison

Source: illustrated by authors

Except Mypet does not focus much on technology, all Petora, Petory and PetApp have a cloud-
based platform to create a friendly user experience. They all apply the electronic medical records
( EMR ) into the applications; and connect the pet tag to the pet datapool. Although not having
as full of technology as the above 3 applications, Pety is integrated with smart NFC to help owners
track their pet’s location.
Petora has the software embedded in Zalo OA platform for the 24/7 consultation service while
PetApp and Petory are in progress of building the GPS system. It seems like the three apps will
have a draw in this comparison.
1.3. Health Orientation - Evaluated based on serving the most essential needs of pets and
owners
The 24/7 veterinarian team of Petora is superior in understanding what the customer needs. A
tragic situation happens when owners have no idea what to do with their pet’s problem as well
as panic and subjective psychology. The service was built to solve such problems. Following
Petora is Petory and PetApp sequentially. These two apps have the same features, however,
Petory has better community interaction and pays much attention to customers’ reviews.
Pety works as a social network to satisfy customers’ need to express themself with their pets.
They create such a community for pet lovers and put the community as their center. However, it
does not serve the essential needs - the safety of pets. Mypet is no more than a booking app and
marketplace for pet’s stuff and the app does not aim to further pet’s healthcare. Therefore,
Mypet stays at the bottom of the pet healthcare orientation comparison.
2. Positioning
2.1. Establish the competitive position
Pet industry is a very potential market when there are more pets adopted every year, as well as
animal welfare has been increasingly emphasized. Moreover, using technology in pet health
management is very new, and Petora has come to the market in time, but not sooner. The rivals
in this market are still in the third phase in the startup lifecycle- the stage of work for product,
market fit, none of the rivals have made an impact in the market yet. Therefore, this is a chance
for such an innovation like Petora to come to the market. Petora has capabilities to execute the
ideas in niche markets and generate revenue from that, while their direct competitors have
different value propositions. The value that Petora created is from customers’ hearts that need
a safe life for their pets. Due to that approach, the brand acquires customers in-depth and gains
value in the customer's mind. The longer journey, it will become customer insights data. This
resource will create Petora’s unique value and position the brand in the market.
2.2. Defend the position
In order to defend the position in the quite intensive industry with the high possibility of new
entrants, the authors suggest Petora to follow those following defensive strategies. According to
Lynch (2006), the recommended ways to protect a competitive advantage are to lessen risk of
being attacked, soften impact of any attack that happens, make a stronger firm’s present position
and help sustain any competitive advantage held.
Lynch, R. Corporate Strategy Harlow: FT-Prentice Hall, 2006 4th
In order to achieve those goals, Petora is recommended to establish the strategies based on
various scenarios.
- Scenario 1: in the current stage when Petora is expected to compete with different core value
with the current competitors.
To lessen the risk, the authors suggest Petora to focus on their current competitive advantages.
In detail, the core service-the 24/7 consulting platform should be continuously R&D in order to
provide better experiences for the users - the pet owners. Furthermore, to soften the attack from
competitors when they start to expand and compete with Petora’s 24/7 consulting service,
Petora will put a decent stress on Marketing/Ads campaigns to increase the brand awareness to
potential customers, provide stronger brand positioning to embed the service with Petora’s
brand name so that whenever the customers have trouble with pet healthcare process, the
consulting service of Petora will be their first choice. Another step which Petora can consider in
this stage when the veterinary healthcare market is in the early stage of growth phase is to find
out other values which are not the current focus of competitors and try to develop them. Petora
should R&D in another innovation which they can be the first-mover and/or have the competitive
advantages and puta decent amount of efforts to testing them at the same time of improving
their existing core values in order to expand the market share in general and the potential
customers to whom Petora can provide the benefits.
- Scenario 2: in the future stage when Veterinary Healthcare is expected to grow and there are
many new competitors entering the market and competing the same core value with Petora’s.
In this scenario, Petora would be the first one that launches these services to the market and
brings the core value to customers. Therefore, Petora can have the faster improvement with
efforts from the experienced R&D activities. From that point, Petora will have a faster learning
loop with impactful validated insights from customers. Also, increasing brand awareness to those
who have not heard about the platform and providing a stronger brand positioning is
indispensable.
V. Competitive life cycle
1. Petora on the CLC
1.1. Industry and market analysis on the CLC
Petora is aiming at the Veterinary Health Care market, which is still quite new to Vietnamese
people in recent years and is becoming more and more exciting with the trend of booming. One
of the key drivers of this growth is the increasing trend of humanization in pet caring process.
This trend has a global impact on pet care and ownership, particularly in Vietnam. People are no
longer seeing their cats and dogs as simply animals that serve a function, such as protection or
pest control, but are treating their pets as members of the family.
In recent years, along with the growth of pet owners, the pet industry, especially the pet care
segment, has grown and brought a lot of profit to the veterinary clinic, and it is also the reason
why veterinary clinics appear more and more. Just a few clicks can be found in Hanoi and Ho Chi
Minh City, each city has more than 30 service centers dedicated to pets, from affordable to
luxurious, from websites to advertising via social
networks.https://nhipsongdoanhnghiep.cuocsongantoan.vn/cau-chuyen-kinh-doanh/kiem-bon-
tien-tu-dich-vu-cham-thu-cung-3433068.html
From here, it can be seen that the Pet industry in general or Pet Healthcare in particular, is also
an exciting and growing market with many investment and development businesses. To draw
conclusions, the authors will place Petcare in the Growth Phase.
For a more thorough analysis of the Veterinary Healthcare market, the market is in the era of
digital transformation, so the authors will analyze and compare the position of Petora and its
competitors based on the information technology application and data storage aspect in pet
healthcare process. This market segment is still quite new when most of the applications in this
field are start-ups and are still on the way to develop and find a place for themselves. There are
many opportunities to compete and promote business development in this market, although the
market is not too large. Therefore, those digital apps for Pet Healthcare market are in the
Emergent Phase.
Pet Industry on the CLC
Source: Coursera, Module 5: Toolkit Competitive Life Cycle
1.2. Petora on the CLC
Petora is in the process of perfecting its functions, especially the chat and video functions with
veterinarians through Zalo OA. As planned, the beginning of 2022 will be the year of launching
Petora with pet owners in Vietnam, with the first target customers will be in Ho Chi Minh City
first. The authors believe that early 2022 is the right time when the market is still quite new and
other competitors have not really captured the market share. And it is the time for Petora to
catch up with their rivals. Ho Chi Minh City has been suffering from the Covid-19 epidemic when
everyone has to isolate themselves at home. In this situation, Petora can prove its superiority
and convenience when they provide an online consultation service with Veterinarians at home.
From the above market analysis, Petora is a new start-up in the market that is located in the
Emergent phase and is near the Annealing stage. It is also the early stage when the company
enters the market rapidly and is trying to capture market share.
Petora on the CLC
Source: Coursera, Module 5: Toolkit Competitive Life Cycle
2. Projection of Petora on the CLC
2.1. History of the Pet industry
- Emergent Phase: 2013-2017
The pet industry in Vietnam is assumed by the authors to begin emerging from the beginning of
2013 when the number of pet dog and cat owners in Vietnam was increasing. According to the
Methucung magazine, issue five, in October 2014, a "Breeds Champion Dogshow Vietnam '' took
place in Ho Chi Minh City and more than 300 dogs were led by their owners to attend.
https://issuu.com/methucung/docs/me_thu_cung_issue_five_final
- Growth Phase: 2018 - Present (2021)
The pet market industry is assumed to start moving through the Growth Phase in 2018. The year
of 2019 showed a jump in sales when many people working in pet-related industries got high
profits. According to the source of the newspaper website of the Ministry of Industry and Trade,
a pet dog seller in Hanoi has a revenue of 700 million VND and a profit of 500 million VND in 2018.
A Petcare business owner also said that from the time when the store opened in 2013, the
number of customers increased year by year every year; however, within two years, 2018 and
2019, the number of visitors increased monthly. From that time to 2021, the pet industry is still
booming, especially on Tet holidays when the number of customers using beauty care and pet
care services increased sharply.
https://congthuong.vn/bung-no-nganh-cong-nghiep-thu-cung-tai-viet-nam-1028.media
https://issuu.com/methucung/docs/me_thu_cung_issue_five_final
https://laodong.vn/xa-hoi/ha-noi-bo-tien-trieu-cho-dich-vu-nghi-duong-sang-chanh-danh-cho-
thu-cung-866562.ldo
2.2. Projection on the CLC
It took six years for the pet market to jump from the Emergent phase to the Growth phase. Then,
for the switching to the Mature phase, the authors assume it will take at least six years, which
means that the year of 2023 is the transferring time. Seeing the potential of the pet service
market in Vietnam, the Japanese Aeon supermarket chain opened 2 pet service centers at Aeon
Tan Phu and Aeon Thu Duc, named PETEMO. Mr. Saeki Naohisa, Deputy General Director of New
Business Development and Operations Division, AEON Vietnam Company, shared: “Enterprises
have not fully exploited the potential of the market, currently only 20 % can meet the needs of
enterprises of customer demand." This is also proof that the Pet industry is a potential market,
and this market needs time to develop. However, because of the severe influence from Covid-1,
maybe eight or ten years, around 2025, will be the year when the Pet industry undergoes a new
transformation. After moving to the Maturity stage, it is very difficult for the Pet industry or just
the Petcare market to become a winner-take-all market because this is a type of business or
technology application that is easy to imitate and has low exclusivity. In order to retain customers,
the most important thing that the firms need to focus on is customer relationships.
https://nhipcaudautu.vn/startup/thu-cung-len-ngoi-3329587/
After spending the first two years after launching (2022-2023), in order to be able to jump from
the Emergent phase to the Growth phase, Petora's main task will be raising awareness with
customers, building a brand name to gain as much market share as possible in a short time. At
the same time, Petora will also R&D more of its functions to bring the best experience to
customers.
3. Assessing Petora competitors’ positions.
Currently, Petora can name four competitors in the market including Mypet, Pety, Petory, PetApp,
and all four of these companies are startups. Since they are all startups, these four companies
are all in the emergent stage and are close to the annealing stage. The authors will analyze the
popularity, interaction, and user volume of these applications at this time to compare and
arrange in the competitive life cycle table in the current stage. Then relied on the usefulness and
functions that their application provides to customers, the authors will evaluate the future
competitive position of these competitors.
3.1. Current competitiveness
The first is to analyze the current competitive position of these four start-ups. All the figures
demonstrated below were collected from competitors’ fanpage on Facebook and the
information published on online store (CH Play). From these, MyPet and Pety can be considered
as the two most successful applications up to the present time.
MyPet's Facebook fan page has 287,000 people like the page and on average each post is about
6,000 to 7,000 likes and interactions. App Mypet was launched quite early, February 2020, and
more than 10,000 people downloaded this app. One of the main reasons why the authors ranked
MyPet app in a bit higher position (more users) compared to Pety is that they aim for a more
accessible shopping market. The same success as Mypet is the Pety app when more than 10,000
people have downloaded this application.
Following is Petory (Căn Cước Thú Cưng Việt Nam), this company has two main products, one is
a pet ID card and the other is the Petory app. In terms of popularity, pet identification cards are
known and bought by more people, with the price of 150,000 VND per card. The pet ID card was
first launched in 2018 and has created a hot trend that makes Hanoi's young people go to buy. It
is the same idea of a citizen identity card even though this card does not serve much purpose.
Finally, before changing its name to PetApp, PetsPort has met with a lot of success because of
the humanity of the application, which is to help abandoned dogs and cats to find new owners.
PetsPort has been very successful when being invited to participate in interviews of national
television stations VTV3, VTV6 twice, which also helps improve their image in the eyes of users.
Unfortunately, for unknown reasons, PetsPort has stopped working for half a year, including the
Facebook fanpage and the main app. Most recently in last June, they returned with the new name
PetApp. Although they used to be quite successful, the authors assume that the half-year
abandonment caused them to lose a lot of customers.
Petora’s competitors on the CLC

Source: illustrated by authors

 3.2. Future competitiveness
This part will analyze competitors after they enter the Growth phase. In this phase, the authors
assume there are a few competitors that may not be able to stay in the market and are at risk of
being shaken out. Because of the strong development of e-commerce platforms such as Shopee,
Tiki, or Lazada, the MyPet app lags behind e-commerce applications when the MyPet market is
quite narrow. Although they have raised awareness with customers, it was not really effective to
attract their target customers to shopping on the app while Shopee, Tiki, or Lazada, offer many
discount codes and freeship to gain market share.
Petory (Căn cước thú cưng) is also likely to be out from this market when the applicability or the
usefulness of the application is not high. The app that connects pets has not really attracted
customers.
The authors assume Pety will probably be the most successful app in the Pet industry for this
digital technology. They have the function of navigating pets, finding lost pets, and a huge
community of pet lovers on their app. What Pety lacks right now is just the more effective
expansion plan for its popularity.
The second place is PetApp when they are choosing a safe zone, with functions of preventing the
pet loss problem. And finally, the authors hope that Petora can take third place on this list, with
the highlight feature which is the Consulting and Online Diagnosing service.
Petora’s competitors on the CLC

Source: illustrated by authors