FINAL REPORT

Topic:

THE SALE PLAN OF MASAN

Class: 1352

Semester: 2231

Lecturer: Phan Minh Tuan

Group 2:

No Full Name Student ID

1 Ngo Phuong Uyen 22000732

2 Nguyen Thi Hong Anh 22011540

3 Bui Vu Ngoc Nhi 22011540

4 Nguyen Nhat Phuong Linh 22000690

5 Phan Thanh Truong 22000257

6 Nguyen Nhu Cat Tien 22014772

12/2022
 FINAL REPORT

Topic:

THE SALE PLAN OF MASAN

Class: 1352

Semester: 2231

Lecturer: Phan Minh Tuan

Group 2:

No Full Name Student ID

1 Ngo Phuong Uyen 22000732

2 Nguyen Thi Hong Anh 22011540

3 Bui Vu Ngoc Nhi 22011540

4 Nguyen Nhat Phuong Linh 22000690

5 Phan Thanh Truong 22000257

6 Nguyen Nhu Cat Tien 22014772

12/2022
 ASSIGNMENT TABLE

Name ID Completion
Ngo Phuong Uyen 22000732
100%

Nguyen Thi Hong Anh 22011540

100%

Bui Vu Ngoc Nhi 22011540

100%

Nguyen Nhat Phuong Linh 22000690

100%

Phan Thanh Truong 22000257

100%

Nguyen Nhu Cat Tien 22014772

100%

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RECOMMENDATIONS OF LECTURER

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 Table of Contents

ACKNOWLEDGMENTS ...............................................................................................5
List of Tables ....................................................................................................................6
List of Figures ..................................................................................................................7
INTRODUCTION ...........................................................................................................8
1. COMPANY OVERVIEW.......................................................................................9
1.1. General introduction ......................................................................... 9
1.2. History of formation and development ............................................... 9
1.3. Products of Masan.......................................................................... 10
1.4. SWOT Analyis ................................................................................ 12
2. ANALYSIS OF BUSINESS ENVIRONMENT ..................................................14
2.1. Macro Environment (PEST) ............................................................. 14
2.2. Micro Environment ......................................................................... 15
3. BUSINESS ACTIVITIES .....................................................................................17
3.1. Business strategy ........................................................................... 17
3.2. Supply chain & distribution ............................................................. 21
3.3. Revenue ........................................................................................ 24
4. BUILDING A SALES PLAN ...............................................................................30
4.1. Build sales goals ............................................................................ 31
4.2. Sales execution .............................................................................. 45
4.3. Supporting marketing activities ....................................................... 52
CONCLUSION ..............................................................................................................61
REFERENCES ..............................................................................................................62

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 ACKNOWLEDGMENTS

The team would like to express our deep gratitude to lecturer Phan Minh Tuan for
accompanying our team in particular and the Sales Management class in general.
He has transformed 15 chapters of the subject over 15 weeks into effective but
equally interesting lessons.

Thanks to the creative methods of the lecturer, our class not only grasped the
theoretical knowledge but also applied it in practical situations belonging to this
profession.

In addition, the team also thanked Hoa Sen University for establishing a suitable
learning path for Marketing students so that students can equip themselves with
the most necessary background knowledge for the future occupation.

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 List of Tables

Table 1: Products of Masan ............................................................................ 10

Table 2: SWOT Analysis ............................................................................... 12
Table 3: List of Winmart supermarket in Ho Chi Minh City (Source: winmart.vn) .... 51

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 List of Figures

Figure 1: Competitors of Masan ...................................................................... 16

Figure 2: Short-term targets (Source: masangroup.com) ...................................... 19
Figure 3: 2010 Awards & Recognition (Source: masangroup.com) ......................... 20
Figure 4: Delivery in Vietnam (Source: masangroup.com) ................................... 23
Figure 5: Distribution (Source: Masan.com) ...................................................... 24
Figure 6: Masan business system ..................................................................... 26
Figure 7: Net revenue of Masan group from 2014 to 2021 (Source: statista.com) ...... 27
Figure 8: FMCG in Vietnam (Nielsen Data) ...................................................... 32
Figure 9: Instant Noodles all the World (Viettimes.vn) ........................................ 32
Figure 10: Masan Consumer Report 2021 ......................................................... 35
Figure 11: Masan Consumer Report 2021 ......................................................... 38
Figure 12: Masan Consumer Report 2021 ......................................................... 39
Figure 13: Masan Consumer’s Report 2021 ....................................................... 40
Figure 14: Masan Consumer Report 2021 ......................................................... 40
Figure 15: Products with high revenue (Masan Consumer’s Report 2021) ............... 41
Figure 16: Masan Consumer Report 2021 ......................................................... 42
Figure 17: Masan Consumer Report 2021 ......................................................... 42
Figure 18: Revenue of instant noodle companies in Vietnam (Source: CafeF.vn) ...... 43
Figure 19: Masan's instant noodle industry revenue (source: CafeF.vn) ................... 44
Figure 20: Position of Masan Noodles .............................................................. 52

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 INTRODUCTION

To achieve optimal efficiency, a business needs to closely manage different stages

in the business, such as revenue, marketing, production,.. To equip students with
basic knowledge on strict management, each stage will have a corresponding
subject to add more knowledge to students. Sales Management is one of those
subjects. This course is exactly a subject that helps students understand many
different methods of revenue management and from there can come up with a sales
strategy in line with the goals set by the business.

The course consists of 15 chapters with contents such as strategic planning,

customer and market analysis, sales force development, sales cycle management,
etc.. are divided as exercises under many forms such as survey, interview, direct
calculation by formula,.. during 15 weeks.

At the end of the course, each group will have to make a report in planning a sales
strategy for a business that the group has selected. Then present that report at weeks
14 and 15.

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 1. COMPANY OVERVIEW

1.1. General introduction

Masan Consumer company, whose full name is Masan Consumer Goods Joint
Stock Company, is the company ranked 2nd in the consumer goods industry (7th
in the list of Top 50 most valuable brands in Vietnam 2016).

Masan Consumer manufactures and distributes major food and beverage products
including soy sauce, fish sauce, chili sauce, instant noodles, instant coffee, instant
cereals, and bottled beverages. In addition, the company has also recently
expanded its business in the fields of packaging technology, food processing, and
information technology (Trí, 2016).

The company has exported its products to many countries around the world such
as the United States, Canada, France, the Czech Republic, Poland, Germany,
Japan, Russia, ...

1.2. History of formation and development

• Masan started the food industry in 1996 when he established Viet Tien
Technology - Industry - Trade JSC, specializing in spices.
• In 2000, Minh Viet Import-Export and Industry Joint Stock Company was
established, specializing in trade and import-export.
• In 2002, the first product Chin-su Soy Sauce was introduced to the market
• In 2003, Viet Tien Company and Minh Viet Company were merged,
renamed Ma San Industry - Trade Joint Stock Company, and launched
Chin-su high-class fish sauce products on the market.
• In 2007, the company introduced a range of products such as Tam Thai Tu
soy sauce, Nam Ngu fish sauce, and Omachi instant noodles.
• In 2008, Masan Industry - Trade Joint Stock Company changed its name to
Masan Food Joint Stock Company (Masan Food).
• In 2011, Masan Food Joint Stock Company changed its name to Masan
Consumer Goods Joint Stock Company (Masan Consumer).

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 • In 2011, Masan Consumer acquired a controlling stake in Vinacafé Bien
Hoa Joint Stock Company, marking the company's expansion beyond the
food sector.
• At the end of 2015, Masan signed a strategic partnership with Singha Asia
Holdings Pte., Ltd (Thailand), expanding the business market to ASEAN
countries.

1.3. Products of Masan

Masan Group's products are extremely diverse and multi-industry because the
group is involved in 5 business fields including retail, food & beverage, branded
meats, financial services and highly technical materials. However, the report
focuses on developing a sales plan for products in the FMCG industry which is
managed by Masan Consumer Holdings, so the team only focuses on data related
to this field in this part of the report.

Table 1: Products of Masan

Cate Products name Brand name Products image

gory

• Broth mix • Chinsu

Spice • Soy sauce • Nam Ngu
• Fish • Tam Thai
sauce Tu
• Tomato
sauce
• Chilli
sauce

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 • Instant • Omachi
Instan noodle • Kokomi
t • Instant • Chinsu
Food pho
• Instant
vermicelli

• Coffe • Vinacafé
Bever powder • Wake-Up
age • Mineral • Vinh Hao
water • Vivant
• Beer Quang
Hanh
• Faith
• White
Lion

• Sausage • Ponnie
Proce • Meat ball • Heo Cao
ssed Boi
meat

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 1.4. SWOT Analyis

Table 2: SWOT Analysis

S (Strength) W (Weakness)

• The Board of Directors has the • Spending too much budget on

capacity, vision and strategy to promotional activities and
develop the company. product development costs.

• The staffs have good knowledge • The large ecosystem leads to a

of the domestic market, a lot of complex and difficult apparatus
experience in the international to manage.
market with foreign partners. • The company has not been able
• Many brands quickly gain to adapt to unforeseen changes
market share thanks to strong in business activities in the
brand building industry or in economic

• A leader in the condiments, conditions, which greatly affects

convenience foods and coffee the strategies of the company.

industries.

• Abundant resources

• Vast ecosystem

• Extensive distribution and agent

system

• The company owns the most

modern Research and
Development Center (MRD -
Masan Research &
Development Center) in
Vietnam.

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 • The production process is
"closed", the management is
strict

• Saving cost because Masan

performs 2 roles: supplier and
retailer

O (Opportunity) T (Threat)

• The company takes benefit from • Fierce competition with

preferential export policies due domestic and foreign brands
to joining to WTO • Customer standards rise higher:
• Demand for export consumer good quality, right price, clean
goods is increasing due to the ingredients, well stated
increase of population and ingredients..
income • Competitive pressure in
• Gaining more customer attracting labor when there are
segments based on the many potential competitors and
acquisition of prestigious brands foreign big brands in the market.
such as Phuc Long, Vinmart, .. • The exchange rate between
Vietnam dong and other foreign
currencies is tending to increase
along with inflation leading to
higher import prices of
production materials.

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 2. ANALYSIS OF BUSINESS ENVIRONMENT

2.1. Macro Environment (PEST)

2.1.1. Political

The policies relating to institutional markets and legislation can have an impact on
the viability and development of any industry. These are factors that affect all
enterprises in a territorial territory.

Stabilization: This feature is very significant. The firm must abide by this guideline
of institutional elements of a region they want to penetrate. It is difficult to draw
investors into a national economy if the government does not have a policy with
sufficient and transparent criteria. Without the instability and conflict in
government policy, the stability of the political conflict's constituent parts fosters
favorable conditions for commercial operation. As the government promotes
economic growth through public spending and by encouraging investment and
exports, the outlook for Vietnamese consumers is favorable.

Tax policy: have an impact on the company's revenue and profit, including
consumption tax and income tax. A transparent tax system and clear tax policies
are advantageous for business investments. Additionally, assistance from the
government with tax policy will be a favorable prerequisite for businesses to enter
the Vietnam market. (MASAN, 2019)

2.1.2. Economic

Vietnam’s GDP of 2022 is the highest number in the period from 2011 to 2022,
408,95 billion U.S. dollars.

The macro-economy was basically stable, inflation was controlled, economic

growth recovered positively, major balances of the economy were ensured in
difficult conditions. The average consumer price index (CPI) in 9 months increased
by 2.73%, estimated at about 4% for the whole year. The money market, interest
rates and exchange rates are relatively stable; credit growth in 9 months reached
about 11%, focusing heavily on production and business. GDP growth in 9 months

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reached 8.83%; estimated at about 8% for the whole year (the target is 6 - 6.5%).
Agricultural growth reached 2.99%, industry and construction reached 9.44%,
services reached 10.57%; The service sector has grown vibrant again thanks to the
control of the epidemic. The economic recovery took place quite evenly among
localities, in which many localities achieved high growth rates... (MASAN, 2019)

2.1.3. Social

Cultural and social values are characteristics of consumers in each nation or

territory, and these traits are shared by all of them. Vietnam is the 13th most
populous nation in the world, with an estimated population of about 86 million.
Vietnam's population has been steadily increasing since the 1990s as a result of a
marked improvement in living conditions, and it is anticipated to grow by one year.
(MASAN, 2019).

2.1.4. Technological

If a company wants to thrive in a cutthroat industry, this is one of the

important elements to consider. These effects are primarily caused by trends in
technical progress, the rate at which new technologies and products are developed,
the capacity for technology transfer, and governmental policies that encourage
technology. Government support for technological advancement is a long-term
strategy, and in the food industry in particular, this is a primary priority for
businesses and organizations. (MASAN, 2019)

2.2. Micro Environment

2.2.1. Customer

Ten years ago, consumers only interacted with Masan products in the kitchen, in
the store. With the new ecosystem, Masan wants to create interactions anytime,
anywhere, more suitable for the Vietnamese market with a large number of Gen Z

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consumers, young customers who are willing to spend but prioritize new
experiences. and convenience-oriented shopping channels.

Masan made a major transformation in 2019, when it purchased the Vinmart store
system from Vingroup. By integrating the retail channel, Masan was progressively
able to transition from the role of a manufacturer to the FMCG ecosystem. The
integration of Phuc Long beverage, Phano Mart pharmaceutical, Techcombank
banking service, and Mobicast (Reddi) telecommunications service into Winmart,
Winmart+, and "closed" supermarkets is the next step in Masan's ongoing
expansion of the value chain. This is done in accordance with the mini-mall model.
Customers can find everything they need, including basics, financial services,
healthcare, and... (MASAN, 2019)

2.2.2. Top Main Competitors

Masan's top competitors include Nestle, Unilever, Kraft Heinz, Ajinomoto,

Acecook, Uniben, Nam Duong, Trung Nguyen, Nutifood, Vissan, Coca Cola,
Suntory PepsiCo Vietnam, Tan Hiep Phat. (MASAN, 2019)

Figure 1: Competitors of Masan

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 2.2.3. Supplier

Masan Group has strict requirements for the raw materials it uses, and they ask
both local and foreign suppliers to show certificates of food safety, hygiene, animal
quarantine, and sound agricultural practices. (mof.gov.vn, 2022)

3. BUSINESS ACTIVITIES

3.1. Business strategy

3.1.1. General strategy

Masan Consumer aspires to be the premier consumer firm in Vietnam by

concentrating on four key strategic areas:

Strategy for sectors

In selecting "where to play," Masan Consumer employs a strategic strategy.

Among their sector selection criteria are:

- Food and beverage categories with a substantial market opportunity

and a market size of at least $500 million
- Markets in which they can create a premium brand while generating
high margins (average gross margins of at least 30%)
- Competitive environments in which the market is dominated by
state-owned firms or is fragmented with a clear route to
consolidation
- Markets where they may provide value by concentrating on local
flavor and wellness.

Excellent execution

- Our execution plan aims to: Bring a differentiated product to market.

- Create a premium brand and promote it aggressively.
- Utilize our broad distribution network and premium brand equity to
enter mass market areas.

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 - Employ and motivate a world-class experienced management team
by making them business owners.

Financial control

Masan follows a strict budgetary plan:

- Aim for 30%+ gross margins, which will allow us to retain our
strong marketing approach and spend in acquiring and consolidating
company platforms in order to achieve long-term leadership.
- Deploy minimal capital expenditure - for new categories, we have
an asset light entry approach in order to focus on delivering a 25%+
ROE.
- Use a "cash on delivery" methodology to optimize our working
capital situation and assist fund our expansion.

Prioritize growth

Masan is focused on expanding this platform in order to become a market leader.

They focus on transferring customers to premium brands and influencing
consumer behavior to increase consumption in their existing categories. In the
same time, they penetrate both high growth neighboring categories and new
appealing categories that meet their sector strategy through inorganic expansion,
using premium brand halo and an underleveraged platform. (Consumer, 2022)

3.1.2. R&D strategy

Masan Consumer R&D, Masan's in-house research and development team,

consists of roughly 75 individuals tasked with enhancing the range and quality of
their goods. In order to create products that satisfy Vietnamese consumers' needs,
the R&D team collaborates closely with the marketing team. Examples include the
Omachi noodles with spaghetti sauce that were introduced in 2010 to target
customers in the premium segment and the B'sfast congee with real chicken and

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mushroom that was introduced in 2013 to offer consumers a full breakfast
solution.

By offering high value and superior quality goods, Masan R&D hopes to improve
Masan Consumer's competitive position and reputation as one of the most
distinctive and successful food companies in Southeast Asia.

Numerous successful innovations by Masan Consumer, including the following,

serve as evidence of its capacity to innovate:

- "Low-salt” Chinsu sauce

- "No-urea” Nam Ngu sauce
- "Zero trans-fat oil” and "No color chemical dyes” for Tien Vua
noodles
- "Chewy noodles strand" for Kokomi
- "Real chicken & mushroom retort pouch" for B'fast

One of Vietnam's most cutting-edge R&D facilities is Masan. The R&D section
may introduce about 30 new items a year and has created seven novel formulae
that were previously unheard of in the seasoning processing sector. (Consumer,
2022)

Figure 2: Short-term targets (Source: masangroup.com)

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 Figure 3: 2010 Awards & Recognition (Source: masangroup.com)

3.1.3. Marketing strategy

The marketing and branding methods used by Masan have been crucial to the
company's success. Their marketing department had more than 80 full-time
personnel as of December 31, 2012, split into two divisions: brand development
and market operations.

Branding

Masan has embraced an umbrella brand approach to connect with a variety of

consumer demographics. In order to satisfy the needs of consumers with varying
levels of wealth, each of the main product lines has both a premium brand (Chin-
su brand for sauces, the Omachi brand for instant noodles, and Vinacafe for instant
coffee) and a mass-market brand (Nam Ngu brand and Tam Thai Tu for sauces,
Sagami and Kokomi for noodles, and Wake Up and Phinn for instant coffee). The
addition of product variations enhances our ability to market to customers with
diverse buying preferences and geographic locations.

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They zealously protect their brands against third parties' resale and violation.
Masan uses their distribution network to keep an eye on the goods produced by
their rivals. If they become aware of any significant trademark infringement, they
will take all necessary precautions, including legal action, to safeguard their
brand's reputation.

Marketing

Masan uses television commercials as a main marketing tool to reach its target
audience. These 15 or 30 second promos highlight the goods' health advantages,
deliciousness, and affordability. Their marketing division assesses the amount of
commercial spots needed to promote their products effectively with media
agencies, and then arranges for the acquisition of the appropriate time slots across
the country. Masan Consumer has more than 52,696 television advertisement spots
in 2012, with each viewer seeing them an average of 507 times. They also engage
in a range of other marketing strategies, such as outdoor advertising campaigns
and in-store promotions.

Product management

The success of Masan has been greatly influenced by its product management
strategy. They oversee their present brand portfolio by target market and, within
each product group, per product segment. As an illustration of their shared
branding approach, Chin-su serves as an umbrella brand for premium soy, fish,
and chili sauces, while Omachi serves as an umbrella brand for instant noodles. In
addition to maximizing brand value, this creates economies of scale in advertising
and promotion and builds a reputation for high quality throughout their product
lines. (Masan, masangroup, 2022)

3.2. Supply chain & distribution

3.2.1. Supply Chain

The supply chain of Masan is divided into five major divisions: purchasing,
planning, logistics, warehousing, and production.

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Procurements of materials
Among Masan's primary raw materials were:
• Anchovies, dried vegetables, soy sauce, chiles, and different flavorings and
spices for sauces.
• Flour, palm oil, dried veggies, and different flavorings and spices for instant
noodles
• Coffee bean, soluble coffee, sugar, creamers, and numerous flavorings and
spices are used to make instant coffee.
• Paper labels, carton boxes, polypropylene or paper-based cups/bowls,
plastic bags, and glasses are all key components of the production cost.

At Masan’s headquarter in Ho Chi Minh City, their purchasing section is in charge

of sourcing and negotiating with suppliers for all of our raw materials. Their
subsidiaries then engage into the agreements negotiated by the purchasing team
with our suppliers. Masan's purchasing team is always in charge of identifying and
keeping the most reputable vendors to satisfy our needs. To maintain consistency
and high quality, the department presently procures raw materials from
approximately 160 vendors through long-term contracts.

Suppliers having a lengthy track record of reliability with us are called "certified
suppliers" and will be retained on long-term contracts. This technique reduces the
risk of working with suppliers that underperform by missing deliveries, offering
goods of varying quality or that are not in accordance with requirements, or
abruptly raising costs.

Facilities for production

Masan presently has six manufacturing plants in Binh Duong, Tan Binh, Phu
Quoc, Hai Duong, Dong Nai, and Binh Thuan. These facilities enable us to produce
goods with consistent flavor and texture, enhancing the quality of our brands.

Masan expanded the Binh Duong factory to handle the growth in sales volume that
they have seen since 2007, and they anticipate that it will become our primary

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manufacturing facility. The first phase of this development, which was finished in
2010, was devoted to automating the fish sauce production line. The third phase of
development, which will contain our automatic soy sauce and chili sauce
production lines, is planned to be completed by early 2014.

Masan recently opened the new Vinacafe Bien Hoa location. This Long Thanh
Industrial Park facility will enhance Vinacafe's instant coffee production capacity
by 3,200MT per year.

Warehouse & Logistics

Masan operates five distribution facilities strategically positioned in the provinces

of Binh Duong, Tan Binh, Da Nang, Hung Yen, and Hai Duong to offer items to
our distributors within 24 hours after placing an order. In 2012, these distribution
locations combined handled over 800,000 pallets.

The map and table below depict the locations of distribution facilities throughout
Vietnam, as well as a description of the number of distributors, salespeople, and
places of sale by area as of December 31, 2012. (Masan, masangroup, 2022)

Figure 4: Delivery in Vietnam (Source: masangroup.com)

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 3.2.2. Distribution

Masan has created a nationwide distribution network that spans all 64 provinces
of Vietnam and includes more than 164,000 places of sale. All of the major modern
trade channels, such as supermarkets, hypermarkets, and convenience stores, as
well as the conventional, mostly independent local operators, are represented in
their network. By the end of 2012, they had developed exclusive ties to 180
distributors and 1,628 hardworking sales representatives throughout Vietnam.

Growth of Points of Sale (POS)

Masan runs five distribution facilities that are well situated in the provinces of Binh
Duong, Tan Binh, Da Nang, Hung Yen, and Hai Duong. This allows us to deliver
items to our distributors within 24 hours after receiving an order. Over 800,000
pallets were handled by these distribution hubs combined in 2012. They offer
regional exclusivity to their distributors in order to help them across Vietnam, and
they collaborate closely with them to ensure the efficiency of their sales force and
efficient coordination.
A group of 188 sales supervisors oversee the activities of the distributors and sales
representatives for their goods. They gather sales data and meet daily to report
back to us on the effectiveness of our distribution network. If distributors and
salespeople reach and surpass their quotas, they will get incentives. (Masan,
masangroup, 2022)

Flow of distribution

Figure 5: Distribution (Source: Masan.com)

3.3. Revenue

In 2021

In 2021, Masan Group's earnings increases. The company's thorough review of its
unaudited management accounts for the third quarter and fiscal year 2021 released

| 24
on Wednesday revealed that the contribution of consumer companies' revenue in
2021—minus that from feed and Masan High-Tech Materials—was 68 percent.
Core NPAT Pre-MI is anticipated to expand by 32 to 84 percent from 3.8 trillion
VND in 2021 to be between 5 trillion VND and 7 trillion VND (excluding one-
time gains/losses and the feed segment).

Masan reported consolidated net revenue of 88.6 trillion VND in 2021, an increase
of 14.8% yearly. In the most recent quarter, net revenue increased by 10 annually
to 23.8 trillion VND. EBITDA, or earnings before interest, taxes, depreciation, and
amortization, increased by over 16.4 trillion VND (58.1%) year over year, mostly
due to the CrownX (TCX), which saw EBITDA rise by 72.9%. Compared to 1.23
trillion VND in 2020, reported core net profit after tax post-minority interest
(NPAT Post-MI) increased by 593.9 percent to 8.6 billion VND. Despite COVID-
19 having a negative influence on shop development, innovation launches, supply
chain, and manufacturing operations helped Masan Consumer Holdings' (MCH)
integrated consumer-retail platform, CrownX (TCX), increase its net sales last year
by 6.9% to reach 58 trillion VND. In the most recent quarter, net sales increased
12.6 percent, indicating increasing momentum going into 2022. Separately, WCM
generated 30.9 trillion VND in net sales last year, a decrease of 0.3% from the
previous year despite the network rationalization in 2020 that resulted in 668 fewer
retail locations starting in 2021 than at the beginning of 2020. WCM opened 387
net new mini-stores in 2021 despite COVID-19 restricting store growth.

The meat division of Masan MEATLife (MML) generated 4.5 trillion VND in net
revenue in 2021, an increase of 88.6% from 2.4 trillion VND in FY2020. 20
percent of the capacity of factories that process pork is now being used. The
segment turns profitable at a 26 percent utilization rate, which is anticipated to
happen this year. Branded pork anticipates generating net sales of between 5
trillion and 6.5 trillion VND, an increase of 11% to 45% year over year (excluding
feed segment). Masan High-Tech Materials (MHT), on the other hand, produced
record net revenue of 13.6 trillion VND in 2021, EBITDA of 3.1 trillion VND, and

| 25
NPAT Post-MI of 196 billion VND, all of which were fueled by high demand and
pricing for its goods. The outcomes for MHT support both its choice to buy the
worldwide tungsten business from H.C. Starck and its aspirations to enter the mid-
stream hi-tech chemicals market. (VNA, 2021)

Figure 6: Masan business system

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Figure 7: Net revenue of Masan group from 2014 to 2021 (Source: statista.com)

In 2022

In 2022, the largest profit year in Masan Group history, earnings multiplied seven
times. Unaudited management accounts for the first half of 2022 from Masan
Group Corporation were revealed on August 1 and showed a 123 percent increase
in earnings.

The first half of 2022 saw massive earnings for Masan Group. The deconsolidation
of the feed business was mostly to blame for the 12.5% fall in Masan's consolidated
net revenue to $1.54 billion in H1 2022 from $1.76 billion in H1 2021. In the first
half of 2022, net sales increased by 9.1% on-year (excluding 2021), led by
expansion at Masan High-Tech Materials (MHT) and high-single digit expansion
at Masan Consumer Holdings (MCH). . (Masan, Vir, 2022)

The integrated consumer-retail ecosystem known as The CrownX (TCX),

developed by Masan and incorporating WinCommerce (WCM) and MCH, saw a
2.2% year-over-year increase in net sales to $1.11 billion in the first half of 2022.
Despite a difficult climate for inflation, TCX produced $136.14 million in

| 27
EBITDA in 1H2022, up 11.7%, and $49.2 million in net profit after tax before
minority interests, up 68.7% year over year. Even though WCM's sales decreased
by 1.1% to $612.6 million, its EBITDA increased by 5.7% year over year to $13.5
million. With five supermarkets (WinMart) and 301 minimarkets (WinMart+)
going up in the first half of 2022, WCM will have added to its total of 127 WinMart
and 2,873 WinMart+ sites, increasing its store count year to date.

WinMart outlets inside Vincom malls had an increase in revenues of 2% year over
year. In H1 2022 and Q2 2022, respectively, WinMart revenue increased by 1.4%
and 9.9% on-year after adjusting for the high base impact.

The H1 2022 results for MCH were similarly strong, with net sales of $528.68
million, up 7.7% year over year, and EBITDA of $122 million, up 11.5%. Despite
challenges from inflation, MCH increased its H1 2022 gross profit margin by 60
basis points to 40.2% compared to H1 2021 because of successful commodities
hedging and higher average selling prices. In the first half of 2022, the EBITDA
margin remained at 23.1%.

In the first half of 2022, Phuc Long Heritage generated $35.1 million in sales, up
38.5 percent year over year, and $5 million in EBITDA, down year over year
owing to significant investment in kiosks that are currently ramping up. In the first
half of 2022, Masan Group posts enormous profits. The deconsolidation of the feed
industry caused Masan MEATLife's (MML) income to decrease by 81 percent year
over year to $83 million in H1 2022, which was completely made up of sales of
meat products. (Masan, Vir, 2022)

Masan anticipates stronger market circumstances and a more effective distribution

system to help MML's results in H2 2022. The performance of MEATDeli and 3F
Viet is anticipated to improve as a result of improved rates of utilization at MML's
processing facilities, with product line expansion and expanded availability
(growing of WCM network and other channels) producing higher revenues starting
in Q3 2022. Due to robust demand and growing material prices, MHT produced

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net revenue of $347.6 million in the first quarter of 2022, up 33.0% year over year,
and EBITDA of $77.9 million, up 52.6% year over year. (Masan, 2020)

The related firm of Masan, Techcombank, reported a profit before taxes of $604.5
million, an increase of 22.3% over the previous year. Please visit the bank's website
for more specific results. Due to the outcomes, Masan's H1 2022 consolidated
EBITDA increased by 17.5% year over year to $314.2 million, with an EBITDA
margin of 20.4% compared to 18.9% in H1 2021. This growth was primarily
caused by MHT, whose EBITDA increased by 52.6%, and TCX, whose EBITDA
increased by 11.7% year over year. Consolidated EBITDA increased 6.5% year
over year in H1 2022 on a reported basis. In H1 2022, net profit after tax (NPAT)
pre-mI increased to $133 million, growing by 122.7 percent reportedly and by
211.8 percent like-for-like. After minority interests, NPAT Post-MI increased to
$110 million in H1 2022, increasing by 163.3% on a reported basis and 345.4% on
a like-for-like basis. In H2 2022, WCM is expected to open more than 800 new
shops. 100 franchised stores will be among the new ones that will be opened.
Underpinning the new mini-mall shop idea is Masan's Point of Life strategy, which
will debut in Q3 2022. (Masan, 2020)

For the rest of the year, MCH concentrates R&D efforts on a select number of
important categories, such as spices, convenience foods, and processed meat, in
order to produce significant gains. In the meanwhile, PLH speeds up the opening
of high-performing flagship stores in H2 2022 to increase sales and profits.

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 4. BUILDING A SALES PLAN

Masan Consumer Joint Stock Company, which produces processed foods and
condiments, was formerly known as Viet Tien Technology, Engineering, and
Trading Joint Stock Company (Masan Consumer). The company changed its name
to Masan Consumer Goods Joint Stock Company (MCH) on June 10, 2015,
following a number of conversions. Currently, the largest shareholder of MCH is
Masan Consumer Holdings Co., Ltd (a subsidiary of Masan Group JSC), holding
up to 94.72% of the total shares of MCH. In addition, the current number of
treasury shares accounts for 2.48% of the total shares of MCH. Masan Consumer's
business philosophy is "Every day, we improve our material and spiritual lives of
Vietnamese consumers”

One of the biggest consumer products companies in Vietnam right now is Masan
Consumer Joint Stock Company (Masan Consumer). The company produces and
sells a wide variety of food and beverage items, such as condiments (fish sauce,
soy sauce, chili sauce), convenience meals (instant noodles, convenient breakfasts,
etc.), and beverage items (instant coffee, instant cereals and mineral water).

One of Masan Consumer's two primary noodle brands, along with Kokomi, is a
part of the Masan Group Joint Stock Company (MSN). The first instant noodle
product in Vietnam manufactured with potato fiber is known as Omachi. Modern
manufacturing techniques are used throughout the Omachi Noodle production

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process, from the choice of raw materials through processing and packaging. All
are shut down under the rigorous control of food professionals.

Users can use the items with confidence because they don't include any dangerous
ingredients or preservatives. The first instant noodle product in Vietnam to contain
potato fiber is called Omachi. Scientists from the UK Food Research Institute
claim that the kukoamine found in potatoes has skin-beautifying, dark circle-
reducing, health-improving, sleep-inducing, and blood sugar-lowering properties.
Because Omachi offers so many different kinds of noodles, a lot of consumers are
familiar with the brand.

Since 2020, there have been widespread outbreaks of Covid throughout both
Vietnam and the rest of the world. As a result, while the entire nation is working
together to combat the epidemic, outside food delivery services are not operating
and instant noodles are not readily available. Even though it is a known food, it is
essential in the household. COVID-19 has had an impact on eating out and
shopping channels in addition to general behavior. As a result, our team will
examine the current sales trends for Omachi Instant Noodles in the FMCG sector
at Masan Consumer as well as the company Masan's forthcoming sales initiatives
for this brand.

4.1. Build sales goals

4.1.1. Bases for building goals

a. Overview market situation

The world: The World Instant Noodles Association (WINA) estimates that there
will be 544.8 billion servings of instant noodles consumed worldwide between
2017 and 2021. This amount is expected to reach 118.1 billion servings in 2021
alone, up 11% from 2019 and up 1.39% from 2020.

With 53.63 billion servings, or 45.3% of the world's total consumption, Asia,
particularly Northeast Asia (China, Korea, and Japan), consumes the most instant
noodles requisite in 2021. The second is Southeast Asia, which has five major

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consumer markets, including Malaysia, Thailand, Philippines, Indonesia, and
Vietnam. Vietnam, specifically, is the nation that consumes instant noodles at the
third-highest rate in the world, behind China and Indonesia. 8.56 billion packages
of instant noodles will be consumed in Vietnam in 2021, up 21.7% from 2020.
Vietnam beat South Korea to become the nation with the greatest level of
consumption in 2021, according to WINA data as well. greatest per capita
consumption of instant noodles in the world. Each Vietnamese person eats 87
packets of noodles on average each year. (Tiến, 2022)

Figure 8: FMCG in Vietnam (Nielsen Data)

Figure 9: Instant Noodles all the World (Viettimes.vn)

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Viet Nam: More than 50% of respondents, according to a Nielsen survey, have
cut back on their visits to traditional markets, grocery stores, and supermarkets. In
order to accommodate the demands of spending more time at home and less time
out, the shopping cart value per item increased at the same time. As a result, canned
goods, bottled water, instant noodles, and frozen foods emerge as the preferred
options. "In the current setting, the rate of growth in the consumption of instant
noodles is 67%; for frozen food, it is 40%. Food in cans and bottled water are two
other industries that are expanding "these are Nielsen experts' insights.

At the moment, 50 domestic and foreign businesses are active in the Vietnamese
instant noodle market. With nearly 70% of the market share, the major three—
Acecook, Masan Consumer, and Asia Food—remain "dominant" in the actual
market.

With Omachi noodle brands in the high-end category and Kokomi in the middle
segment, Masan Consumer Goods Joint Stock Company (Masan Consumer), a
subsidiary of Masan Group Joint Stock Company (Masan Group), is in second
place in the Vietnamese instant noodle market.

In short, Vietnam is where Masan Consumer does the majority of their business.
The stability of Vietnam's economy has a significant impact on the effectiveness
and caliber of their assets. Economic conditions in Vietnam and elsewhere, such
as those in Asia and the rest of the world, can have a big impact on Masan's
operations.

In the upcoming years, it is anticipated that the cost of Masan's primary raw
materials will rise. A product's input cost is significantly influenced by suppliers.
As a result, it will have a detrimental impact on Masan's business lines' profit
margins. The cost of capital will also be impacted by a number of economic
factors, including inflation, rising bank interest rates, and currency exchange rates.
(Tiến, 2022)

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 b. Actual resources of enterprises
Human resources: Masan Consumer is run by brilliant domestic and international
experts that have a track record of creating enduring brand recognition and
business platforms in developing nations. Many of Masan Consumer's executives
who are also stockholders promote the entrepreneurial culture by "saying it can be
done." Masan strives to become the most well-liked workplace in Vietnam in order
to continue to highlight its accomplishments, cultivating a culture that values
customer service and placing the needs of its customers first.

All of Masan's accomplishments were made possible by its most significant

resource: its human capital. As a result, they are dedicated to finding and nurturing
talent, as well as educating and motivating them to feel happy to be a part of the
Masan community. To maintain a work climate that is fair and equitable and
encourages achievement, Masan Consumer.

With that as their mission, they take pride in being recognized as one of the top
workplaces in Vietnam. Along with the purpose of servicing customers, enhancing
the material and spiritual well-being of Vietnamese people is another priority.
Masan Consumer helps to the overall growth of social security in the communities
in particular and the nation in general by creating a desirable working environment,
opening up job opportunities, and more. In order to create favorable conditions for
local development, Masan Consumer’s human resource policy always prioritizes
recruiting local workers and regularly trains staff to meet the diverse needs of the
industry. (Masan, Consumer of things, 2021)

As of December 31, 2021, Masan Consumer employed 6,049 people, 3,866 of

whom were men and 2,183 of whom were women, making up a well-trained and
highly competent workforce.

Masan Consumer's personnel situation is divided into the following categories

according to qualifications:

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 Figure 10: Masan Consumer Report 2021
Production line: The first quarter of 2021 saw the completion and start-up of
production lines invested in from 2020, including noodle production lines in Nghe
An and Hau Giang with a combined capacity of 9 million packages/month. To
quickly respond to the rise in output given to the market, numerous new factories
will be created, expanded, and their capacity will be enhanced by the end of 2021.
Masan Consumer produces high-quality goods at prices that are reasonable for
customers while also making use of the world's top technical solutions and
contemporary technologies. In September 2022, noodle production lines with a
combined capacity of 29.2 million products/month will be operational in Nghe An
and Hau Giang. In February 2022, a 4 billion package per year spice packaging
facility for noodles is anticipated to open in Binh Duong.

Distribution network: In Vietnam, Masan Consumer has a substantial

distribution network. As a result, at least one Masan product is present in 98% of
Vietnamese households (Kantar Worldpanel).

One of Vietnam's largest food and beverage distribution networks is run by Masan
Consumer. Significant business advantages result from this, including the capacity
to effectively deliver goods to customers while lowering transportation expenses.
This is significant since the retail sector still heavily relies on conventional sales
channels and because approximately 70% of Vietnam's population currently
resides in rural areas. Consumers will experience a significant shift from

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conventional to contemporary sales channels starting in 2020. This is clear given
the Covid-19 pandemic condition as well as the rise of urbanization in rural areas.
Being a part of The CrownX Corporation, the retail-consumer platform of the
Masan Group, we think we are in a good position to benefit from this consumer
trend. WinCommerce General Trading Services Joint Stock Company (WCM), the
owner of WinMart supermarkets and small stores in Vietnam, is one of the biggest
and most cutting-edge retailers in the country WinMart+).

One of the few businesses in Vietnam that now has a distribution network for both
the food and beverage industries is Masan Consumer. With over 2,700 sales
people, they have increased to about 300,000 retail points, including 194,000
points for all of Masan Consumer's product lines. Moreover, Masan Consumer has
15 factories in 10 provinces across the country, including Ho Chi Minh City, Phu
Quoc, Binh Duong, Dong Nai, Binh Thuan, Ninh Thuan, Nghe An, Hai Duong,
Hau Giang and Quang Ninh. This wide network shows how powerful Masan
Consumer's distribution network is in rural areas, where they have the best
coverage and go-to-market methods, and it enables them to get new items and
promotions to market more quickly.beer-specializing agents, and 188 dealers for
Vinh Hao 20L water bottles in order to

Masan Consumer has developed into the "one-stop" shop for more 200
distributors.This has enabled distributors to forge long-lasting and close
relationships with consumers. Additionally, each distributor in the country can get
same-day deliveries of food and beverage products from 8 strategically placed
distribution centers. Masan Consumer is now in a unique position to test new goods
in Vietnam rapidly and affordably. Additionally, they can use these distribution
hubs to grow a new market, such as the home and cosmetics and personal care
products sectors.

In response to the pandemic situation and the majority of customers' shifting

buying preferences, we progressively built the E-Commerce platform and set our
sights on success in 2022. With the help of this system, we can hasten our growth.

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internet distribution allows for the quickest delivery of goods to customers
wherever.

WCM is now a part of a consumer retail platform with almost 3,000 locations
thanks to its merger with parent firm Masan Consumer Holdings to create The
CrownX Corporation. Since they think it is crucial that Masan Consumer's
products be able to compete on their own and succeed, they do not anticipate
receiving any unique commercial advantages over other FMCG companies in the
market. But at least they can ensure that Masan Consumer products are
consistently available across all channels of distribution and better understand
consumers to provide better services. (Masan, Consumer of things, 2021)

Finance: In 2021, Masan Consumer's net revenue will reach VND 27,774 billion,
up 19% compared to 2020. The driving force is thanks to the growth of the
condiments, convenience foods and processed meat segments.

In 2021, Masan Consumer's gross profit margin was unchanged and remained at
42.5% compared to 2020 despite the impact of the Covid-19 pandemic on the
market. Gross profit margin is maintained thanks to innovations to save production
costs, stabilize local production and improve profit margins of high-margin
products.

Selling and administrative expenses (SG&A) in 2021 reached VND 5,853 billion,
an increase of VND 888 billion compared to VND 4,965 billion in 2020. SG&A
as a percentage of net revenue in 2021 is equivalent to rate of 2020 at 21%.

Financial net profit in 2021 reached VND 462 billion compared to VND 439
billion in 2020, an increase of 5.17% due to optimization of cash flows.

Profit after CIT in 2021 reached VND 5,526 billion, up 20.2% compared to 2020
thanks to net revenue growth and effective cost-saving initiatives.

As of December 31, 2021, Masan Consumer holds VND 19,440 billion cash
balance (including deposits, principal and interest receivable from other
investments), up 20% from VND 15,534 billion as at 31/12/2020. This year's

| 37
increase came from more operating cash flows, in which cash flow from
production and business activities was positive over the years and increased by
24% compared to the previous year.

As of December 31, 2021, short-term and long-term loans increased by 14% from
VND 7,448 billion on December 31, 2020 to VND 8,508 billion, mainly due to an
increase in short-term loans to serve capital. working capital and increasing long-
term borrowing to finance fixed asset investment.

As of December 31, 2021, equity reached VND 17,006 billion, up 19% from VND
14,283 billion as of December 31, 2020. The increase was mainly due to growth
from net profit after CIT. (Masan, Consumer of things, 2021)

Figure 11: Masan Consumer Report 2021

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 Figure 12: Masan Consumer Report 2021

c. Lastest sales results

The fourth wave of the Covid-19 outbreak, which hit large cities particularly hard
in the southern part of the country, made 2021 a challenging year for the
Vietnamese consumer goods sector. Consumers are now experiencing worry and
anxiety due to distance, a severe blockade, a broken supply chain, a labor shortage,
and the need to entirely or partially close companies and industrial facilities.

Due to a decline in consumption volume, the consumer goods industry's growth

decreased after reaching a peak in 2020. The two industries that continue to fuel
growth in the four major cities and rural areas during the second year of the
epidemic are packaged goods and milk and dairy products. During the fourth wave
of the pandemic, beverages took a hit, particularly in rural regions.

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 Figure 13: Masan Consumer’s Report 2021

Figure 14: Masan Consumer Report 2021

Due to rising unemployment and low earnings, consumer spending has decreased.
Production and business started to recover swiftly once the social distance was
reduced and the economic outlook and financial condition improved in the fourth
quarter of 2021 thanks to high vaccination rates, but it has not yet fully recovered.
epidemic levels before.

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Vietnamese consumers' consumption patterns have changed significantly since the
Covid-19 epidemic broke out in 2020, and this change will become even more
apparent in 2021 when the society is forced to isolate itself, impose strict
blockades, require a large number of workers to work from home, as well as
congregate for extended periods of time at factories and production facilities.

The top three issues for households are health, food safety, and convenience.
Growth in both urban and rural areas has been spurred by "nest at home" working
circumstances, branded, packed items, milk, and dairy products. As consumers
prefer using online shopping platforms, door-to-door delivery services, and local
micro markets over direct channels like food markets, department stores, and large
supermarkets, online retail sales are rising. (Masan, Consumer of things, 2021)

Consumers will continue to justify their purchases in 2022, when the pandemic is
still not entirely under control. However, despite being more frugal overall—
especially with regard to discretionary purchases—they are also more willing to
spend on household consumption and are willing to pay more for healthier options.

In 2021, the net revenue of Masan Consumer's instant food industry reached VND
8,629 billion, up 25.4% compared to 2020. Omachi increased by 25.1% and
Kokomi grew by 33.5% over the same period. The success of the convenience food
industry is due to Kokomi’s strong rise in the mid-end noodle segment, and
maintaining the level of investment in the two brands Omachi & Kokomi.

Figure 15: Products with high revenue (Masan Consumer’s Report 2021)

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Figure 16: Masan Consumer Report 2021

Figure 17: Masan Consumer Report 2021

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 4.1.2. Sales target arrival time

Masan's instant noodle industry has always had the highest revenue growth rate in
recent years, averaging 33.19% per year, which is 9 times higher than the overall
Vietnamese noodle market. Masan owns the Winmart retail chain, and Winmart+
is integrated with Masan Consumer. Omachi and Kokomi are two well-known
instant noodle brands (CafeF, 2021)

The Covid-19 pandemic promotes Vietnamese people's consumption of instant

noodles beginning in 2020, causing Masan's revenue to skyrocket. Masan
Consumer's instant noodles segment revenue reached VND 8,800 billion in 2021,
up 27.8% from 2020 and 43.71% from before the pandemic. (Linh, 2022).

Figure 18: Revenue of instant noodle companies in Vietnam (Source: CafeF.vn)

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 Figure 19: Masan's instant noodle industry revenue (source: CafeF.vn)

After studying the micro and macro environment in the above sections, we
estimate the growth rate of Masan's instant noodle industry at around 15% in 2022,
and 20% in 2023. Detail:
The revenue of noodles Masan in Vietnam 2021 = 8.800 billion VND
=> The revenue in Vietnam 2022 (expected) = 8.800*1,15 = 10.120 billion VND
=>The revenue in Vietnam 2023 (expected) = 10.120*1,2= 12.144 billion VND

Because sales planning is limited to the Ho Chi Minh City area and and according
to GENERAL STATISTICS OFFICE:
Average population in Vietnam = 98 506,19 (thousand people)
Average population in Ho Chi Minh City = 9 166,84 (thousand people)

=> The revenue in Ho Chi Minh City 2023 (estimates & expected) :
12.144* (9 166,84) / 98 506,19 = 1130 (billion VND)

=> The sales goal for 6 month 2023 in Ho Chi Minh :

1130/2 = 565 (billion VND)

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 4.2. Sales execution

4.2.1. Sales force execution

With 30 pack /box= 180.000 đ

Estimate
Product Jul Aug Sep Oct Nov Dec
KPI

Plan
( Billion 1.000 1.000 1.000 1.000 1.000 1.000
VND)

Perform
Noodles ( Billion 1,100 1250 1400 1500 1550 1700
VND)

Rate (%) 110 125 140 150 155 170

(divided sale objective for last 6 month in 2022)

(Table of setting sales goals from January to June 2023 in all of HCM)

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Table of setting sales goals by month (2023)
• January

• February

• March

| 46
 • April

• May

• June

Main city

Ho Chi Minh 8th floor, Central Plaza, 17, Le Duan , Ben Nghe, District 1,
City Ho Chi Minh City

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Masan's sales target of selling instant noodles in the first 2 quarters of 2023 in Ho
Chi Minh City, Noodle’s Masan revenue target for the first six month of 2023 in
HCM is 565 (billion VND)

Our team proposes the following sales plan.

Cost/revenue spread for sales force: 30%
Selling expenses are divided into 2 groups: sales managers, sales staff in turn at
the ratio 2:8
For sales management for two quarters: 565 x 0.3 x 0.2 = 33,9 VND billion
For sales staff for two quarters: 565 x 0.3 x 0.8 = 135,6 VND billion
Cost for sales staff per month: 135,6/ 6 = 22,6 billion VND
The current rental fee for each salesperson is 10 million VND/month
=> Number of sales staff: 22,6 (billion) / 10 (million) = 2.260
Need 2.260 sales staff in the first 6 months of 2023 in HCMC area

Personnel costs (expected estimated human resources costs for 6 months)

Unit Number Price

Salesman
(hard salary: 4.5 million/person) 2.260 x 6 months 10.170.000.000 VNĐ

Rent 6 months 10.000.000.000 VNĐ

Total 20.170.000.000 VNĐ

Recruitment
Reaching the sales that the company has set, we propose to recruit a team of
supervisors of distribution channels and sales staff.

• Sales management standards:

Education: Bachelor's degree from a regular university in economic and
commercial fields such as Marketing, Business Administration...

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1 year of experience in a management position
Skilled in coordinating, operating, quickly handling problems, communicating,
leading the team…
Withstands pressure in harsh working environment.

• Salesperson standards:
Level 12/12
Have professional communication skills, skills to work with customers
Looks good from above
Able to withstand environmental stress.

Training of staff
Open training each month ( include: introduce product, teambuilding, solving
case study,..) raise soft skills for sales.
Open sales skill class for sale ( for free) with supervisor.
After per week sale manager will meeting with their team to show weakness of
their team and put their goal in next week.

Policy of encouragement
One of the best policies for the employees of Masan is the Insurance, each
member of Masan will receive the insurance during the working time, including
6 months after they quit their job.
The second thing is the health check in SIM medical center.
Bonus in festival: Bonus one month in Tet, holiday still receives salary.

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 4.2.2. Winmart and Winmart +

In addition to distributing products to agents, wholesalers and retailers through its

sales force, Masan also supplies its products through the system of Winmart
supermarkets and the Wimart + store chain, which are the strong sales channels of
Masan.

In 2020, after the acquisition of VinCommerce (belonging to Vingroup), Masan

took over the Vinmart chain store system. Since taking over the chain store
management company, the company recorded a revenue of approximately VND
31,000 billion, up 14%. . In which, the VinMart + store system saw revenue growth
of 42%, although the number of stores decreased sharply. The head of The CrownX
said that from a loss of USD 100 million upon receipt, the restructuring process is
helping VinCommerce's business results better.

In early 2022, Masan changed the brand name for the VinMart retail system to
WinMart and drastically closed 700 VinMart+ stores, restructuring the supply
chain. According to information recorded on Masan's website, the company
currently has only 18 operating Winmart supermarket and more than 72 Winamart
+ in Ho Chi Minh City (Diệp, 2021)

In addition to expanding its business, Masan has also recently implemented the
form of franchising WinMart + stores with requirements such as:
- have a house on the street or a shop house
- willing to invest costs from 1 to 2 billion.
- The ground area is larger than 100m2 with a frontage of 6m wide, the location of
the street or the foot of the apartment…

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Table 3: List of Winmart supermarket in Ho Chi Minh City (Source: winmart.vn)

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 4.3. Supporting marketing activities

4.3.1. Market position

Figure 20: Position of Masan Noodles

• Positioning Value

In order to compete with other noodle companies like Hao Hao, Kokomo, and
Cung Dinh, Omachi employs a unique marketing technique known as "More is
better" that targets consumers who do not have time to prepare meals but still care
about their health. In addition, Omachi is slightly more expensive than other
noodle brands like Do Do, Hao Hao, and Thaiduong. These noodles cost around
3,000 VND each pack. Omachi can provide clients several advantages, even at a
somewhat higher cost of 8,000 VND.

• Positioning Statement

Vietnamese people are accustomed to eating instant noodles. However, from the
standpoint of the consumer, the convenience of instant noodles is its main selling
point, but it also raises other issues for consumers such acne, body heat, and
genuine lack of quality. nutrition. High earners and women pay attention to this as
one of the key points. The largest obstacle for instant noodle businesses to reaching
this customer category is health concerns.

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Masan introduced the Omachi product line with the unambiguous message that
"noodles produced from potatoes" would help consumers overcome their fear of
heat after realizing the opponent's weakness. Omachi's choice of the mid-range
portion and the message it conveys—"don't be afraid of heat"—is brilliant. It
removes consumer doubt and provides a potato pasta solution to accomplish so.
The message's main idea is to put an emphasis on consumers' health, which is
completely consistent with Omachi's brand positioning in the mid-range market.

4.3.2. SWOT Analysis

• Strengths:
With the slogan "not frightened of heat," Omachi is a powerful brand in the market
that has made an impression on customers.
Products made with Japanese technology that meet international standards and are
suited for Vietnamese consumers.
Customers can choose from a variety of flavors for Omachi noodles products.
The item continues to dominate the market for premium instant noodles and enjoys
the second-largest market share in the nation.
The company continually innovates and creates new goods with the intention of
expanding its offering to cater to the various needs of clients.
Create numerous attractive promos to convince customers' participation and earn
their approval.
• Weaknesses:
In a packet of 75g noodles, the major ingredient is potatoes, yet 10% of that amount
is insufficient to persuade customers to buy Omachi, which is advertised as being
"extremely delicious without fear of heat." Omachi is made entirely of potatoes.
Omachi focuses on the urban client sector, so it has not successfully reached a
significant number of customers in the countryside. As a result, the cost is greater
than the average income of Vietnamese citizens.
• Opportunities:
The consumption and demand for Omachi potato noodles have increased as a result
of the expanding instant noodle market. Omachi noodles now have a fantastic
opportunity to grow economically.

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Omachi has found it to be considerably easier to expand internationally now that
Vietnam has become a member of the WTO.
• Threats:
The market for instant noodles is becoming more and more competitive as food
production businesses enter the industry due to its potential and allure.
Competitors frequently control the market through innovative advertising
strategies like sales or discounts...
Particularly, overseas rivals are likewise trying to "hegemonize" the Vietnamese
market for instant noodles.
Vietnamese cuisine is expanding in variety, with the introduction of quick noodles,
porridge, noodles, vermicelli,... is increasingly the largest danger to Omachi
noodles in particular and quick noodles in general.
4.3.3. Objectives of supporting marketing activities
Problems Identify: The market for instant noodles is always appealing and is
worth many trillions of dong. Masan has experienced the quickest development
despite entering the market later than major corporations like Vina Acecook,
Vifon, or Asia Food. Masan currently holds a 27% market share in the second
block of Vietnamese businesses that produce instant noodles.

On the consumer side, they are confused by a variety of instant noodle brands with
hazy messages, accompanied by health worries, such as the heat in the body after
eating noodles, and the price because of which it is challenging for them to
prioritize which noodle brand to choose.

Masan recognized this and used the slogan "Noodles are manufactured from
potatoes, not frightened of body heat" to introduce the Omachi product line. This
product line addressed consumers' worries about whether original instant foods can
make them feel hot inside by introducing potato noodles as a remedy.

Objectives: The main objective of this marketing communications strategy is to

increase Omachi's social media engagement. Although the brand now has 102,913
followers and 98,417 likes on its Facebook page, these are not insignificant
statistics. However, the interaction rate with the posts on the page is low and has

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not sufficiently wowed the audience that this campaign is trying to reach. The
objective is to reach over 200,000 followers and 150,000 likes in Facebook.
Increasing the company's social media following is essential because it will greatly
improve brand awareness and loyalty. Good customer relationship management
(CRM) that increases customer satisfaction is the secret to retaining customers and
fostering brand loyalty. In the present day, when technology is a part of daily life,
social media could be used as an effective tool to engage and attract customers'
attention. Omachi must develop deep relationships with consumers in order to
succeed. A successful marketing communications strategy should make an effort
to inform consumers about all product features and convey messages that
emphasize the key characteristics that are known to important to consumers.

In order to encourage customers to give Omachi's noodle products an actual try,

we decided to deploy an experiential event for this campaign: Omachi's fresh
potato noodle machine experience event. Holding a 3-day event in Ho Chi Minh
City, Omachi will give participants a hands-on experience of the process of making
non-fried potato noodles. Besides, in order to increase the amount of interaction
and attention of young customers towards this event, mini-games with rewards will
be held throughout the week of the event on its Facebook page. Rewards consist
of Omachi-branded noodle products and coupons that can be used at any store,
supermarket or e-commerce site when purchasing Omachi products. Contents of
mini-games include:

• Answering the quizzes

• Puzzle
• Spot the difference

Insights: As a consumer who does not have time to prepare meals and prefers
fast cuisine that is not overly fatty and unhealthy.

Big Idea: “Experience The Fresh Omachi Potato-noodle Making Machine Event”

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Customers may see Omachi use potatoes to generate noodles at the machine to
produce noodles that are comparable to packaged noodles. Users won't need to be
concerned about using the noodles due to heat and health consequences because
they are made from potatoes.

Key message: “Irresistible attraction” (“Sự hấp dẫn không thể chối từ”).

4.3.4. Media selection

• Timeline:
The whole process of the campaign will be divided into 3 phases:

Phase 1 (31/12/2022 - 5/1/2023): Informing customers about the event + Mini-

games.

Phase 2 (6/1/2023 - 8/1/2023): The three-day experience noodle maker event.

Time Activity Content Note

31/12/2022 FB Post 1: An overview post
Informing about regarding the campaign
the campaign. will be published and
carried out to attract
customers' attention.

1/1/2023 FB Post 2: New Happy New Year 2023 The puzzle game
Year Celebration and a related puzzle- consists of 5 questions
post + Mini- answer game with related to the New Year
game: Answering exclusive rewards are event. Expected
quizzes both included in the reward: 1 box of 7
post. types of Omachi
noodles + coupon
worth 300,000 VND
for the first 5 correct
answers.
2/1/2023 FB Post 3: Post with detailed
Informing about content introducing
the upcoming upcoming events. The
event. staff will increase the
sharing of posts widely

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 on all platforms to all
target audiences
(mainly Facebook).

3/1/2023 FB Post 4: Introducing the process The matching of

Introducing the of making Omachi different Omachi
process of noodles from potatoes noodle flavors with
creating Omachi's and how "healthy" it is reward: 1 box of 7
exclusive potato compared to other types of Omachi
noodles + Mini- instant noodle brands. noodles + coupon
game: Matching Mini-games will also worth 200,000 VND +
the right noodle be held with exclusive 1 lucky spinning game
flavors. rewards. ticket at the upcoming
event for the first 5
people with right result

4/1/2023 FB Post 5: Revealing the most

Reveal the special parts of the
process of event: Noodle
preparing the machines and different
show + Sneak types of noodles will be
peek Omachi's brought to customers to
exclusive potato enjoy during the event.
noodle machine

5/1/2023 FB Post 6: The post introduces the The matching of

Reveal the space of the event that different Omachi
exciting event is about to take place noodle flavors with
space and what and introduces the gifts reward: 1 box of 7
participants will each attendee can bring types of Omachi
get when joining home. Mini-game: noodles + coupon
the event + Mini- Finding the difference worth 200,000 VND +
game: Find the between 2 pictures with 1 lucky spinning game
difference. special rewards. ticket at the upcoming
event for the first 5
people with right result

6-7- The event is FB posts are updated

8/1/2023 ongoing for 3 regularly to attract
days in a row. more customers
attention during the
event.

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Phase 3 (8/1/2023 - 15/1/2023): Evaluate the effectiveness after the event. To
evaluate the success of this event, we will use SMART goals model to get an
overview and details of the event. Then will compare Omachi's events this time
with other events in the same segment to see the effectiveness and can evaluate
and give suggestions for upcoming events. After observing and studying the results
of the event, customer feedback is an important content to make a final assessment
of the success of the event, through feedback surveys and keep track of social
media mentions.

This event, we want to increase interaction on social networking sites with

audiences of all ages so that we can promote sales of Omachi's fresh potato noodle
products.

• Tools:
Omachi presently uses Facebook as their main social media tool for promotion and
communication. Because there is little brand interaction on social media, we want
to use social networking to broaden the target market and boost brand recognition,
awareness, and loyalty. Omachi must regularly engage with customers by
developing interesting content, promotions, and social media trends in order to
enforce enhanced promotional and communication tactics. Due to its limited
budget, Omachi's best option is to market its brand on social media. In the present
digital business environment we are in, this could be advantageous because a
sizable audience especially with our main target audience can be reached and
customer input can be taken into account. Even though managing and integrating
all social media content can be difficult, the payoff is worth.

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4.3.5. Budget

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 4.3.6. Evaluate
Every day until the campaign is over, effectiveness will be assessed; results must
be attentively observed to determine whether the campaigns have been successful
in reaching the objectives of the brand. Process of evaluation includes:

• Keep track of the growth of followers and likes over an one Facebook post
(daily)
• Review and measure the expansion of competitors
• Analyze the totals for likes, comments, and shares for each post.
• Track engagement: Measure the number of users who engage with the
content created.
• After a campaign has been implemented, evaluate sales income.
• Check Google Analytics to examine how data on social media efficacy is
gathered.
• On Facebook Ads, track button clicks.
• Monitoring brand reach.

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 CONCLUSION

Through this report, the team found that in order to build a sales plan for one or
more products of any enterprise, the sales managers first need to analyze the
business, the business environment of the enterprise including the micro and macro
environment. From there, it is possible to determine which of the company's
products compares to a somewhat less developed competitor and establish a new
sales plan for that product to improve sales revenue.

After determining which products have worse sales than competitors, sales
managers need to analyze the sales, marketing programs, sales activities,
distribution channels or sales force of the product in the previous periods to find
vulnerabilities to fix. The fix will be encapsulated in a completely new sales
strategy with goals and orientations built differently based on fixing the original
revenue gap.

Finally, so that a sales plan can achieve the goals set by the sales manager.
Businesses need to set up a team to monitor sales activities so that they can closely
track quarterly, monthly and yearly sales targets.

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REFERENCES

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