Business strategy of VinatexMart in 2013-2018

BUSINESS STRATEGY OF
VINATEXMART IN 2013-2018
CAPSTONE PROJECT REPORT
Ho Chi Minh City, January 2013

Group No. : 1
Member : Nguyễn Ngọc Quý
Hoàng Thị Vân Anh
Phạm Thị Quỳnh Ny
Đào Duy An
Trương Thanh Tú
Class : GaMBA01.C0211
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GLOBAL ADVANCED MASTER OF BUSINESS
ADMINISTRATION

CAPSTONE PROJECT REPORT

BUSINESS STRATEGY OF VINATEXMART
FROM 2013 - 2018

Memebers of Group 1:

1. Dao Duy An
2. Hoang Thi Van Anh
3. Pham Thi Quynh Ny
4. Nguyen Ngoc Quy
5. Truong Thanh Tu




HCM City - 2012

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OUR THANKS













First of all, Group 1 of GaMBA.C0211 Class would like to express our
thanks to Lectures, Professors, Administrators of GaMBA.C0211 Class
who were working and teaching at the Griggs University in Vietnam,

especially who are teaching us directly.
To complete the MBA program in the 18-months period in the
condition each student has to work and study are the big effort. In this
essay, our group especially would like to thank to the General Director of
the Textile Limited Company Vietnam (Vinatexmart supermarkets chain)
who has supported us to provide the important data and information to
complete this essay.
Although we have tried to develop the essay with all the focus and
effort, with inevitable shortcomings, we look forward to receiving the value
contribution of the examiners to improve our business strategies and apply
it to our working industries.

Ho Chi Minh City, December 2012.

Group1, GaMBA.0211.









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TABLE OF CONTENTS


page

Cover page


Acknowledgement


Index

A.
1
2
3
4
5
INTRODUCTION :
Essay purpose
Research purposes
Object and scope of research
Research methodology
Structure of the thesis

1
2
2
3
5
5
B
CONTENT :

Chapter 1: THEORETICAL BASIS OF BUSINESS STRATEGY

I .
CONCEPT :
5
1.
Definitions :
5
2.
Meaning:
6
3.
3.1
3.2
3.3
3.4
Classification:
Focus growth strategies
Integration strategies:
Diversification strategies
Reduction strategies
6
6
7
7
8
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3.5
Other strategies

9
II.
BUSINESS STRATEGY FORMULATION PROCESS
9
1.
1.1
1.2
2
3
4
Environmental Research
Analysis of external environment
Analysis of internal environment
Building strategy
Selection of strategy
Requirements to build and implement strategy
9
9
13
14
16
17


Chapter 2: ANALYSIS OF ACTUAL BUSINESS ENVIRONMENT OF VINATEXMART
SUPERMARKET CHAIN

I .
1
2

3
3.1
3.2
4.
4.1
4.2
4.3
OVERVIEW ABOUT VINATEXMART
Foundation and development
Functions and tasks
Organizational structure
Business lines
Human resources
About Vinatexmart system
Office and warehouse
Distribution Center
Training Center
Distribution channel system
18
18
20
21
21
22
22
22
22
22
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4.4
4.5
5
5.1
5.2
II.
1
1.1
1.2
1.3
1.4
1.5
1.6
2
2.1
2.2
2.3
2.4
2.5
2.6
3
Own brand
Results of business activities
Output
Sales
ANYLYSIS EXTERNAL ENVIRONMENT OF VINATEXMART
General environment
Demographics
Economy
Political / Legal issues

Culture and Society
Technology
Gl Global scale
In Industry environment
Threat of new entry
Power of suppliers
Power of buyers
Substitutes
Intensity of competition
External factor evaluation matrix
Analysis of competitors
Global Metro Cash & Carry Group
23
23
23
23
24
26
26
26
27
28
29
29
30
30
31
31
32
33

34
34
35
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3.1
3.2
3.3
3.4
III.
1.
1.1
1.1.1
1.1.2
1.1.3
1.1.4
1.2
1.2.1
1.2.2
1.2.3
2
2.1
2.2
3
4
4.1
Big C Vietnam
Co-opmart
Competitive image matrix
ANYLYSIS INTERNAL ENVIRONMENT OF VINATEXMART

Resources
Tangible resources
Financial resources
Material resources
Technology resources
Organization
Intangible resources
Human resources
Innovation and improvement
Brand
Ability
Administration ability
The ability to differentiate
Core competence
Competitive advantage
Competitive advantages
Obstacles reducing competitive advantage of Vinatexmart
35
36
37
39
43
43
43
43
45
45
46
47
47

48
49
49
49
50
50
50
50
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4.2
5
6




I.
1
2
2.1
2.2
2.3
II.


1.
1.1
1.2
2.

3
3.1
SWOT matrix analysis
Internal Factor Evaluation Matrix

Chapter 3: BUILDING BUSINESS STRATEGY FROM 2013 TO 2018
OPINIONS AND BASES FOR BUILDING STRATEGY
Viewpoint of building strategy
Basis for building strategy
General forecast of consumption market in Vietnam
Forecast on the situation of domestic retail sector
Forecast on volume and sales structure at Vinatexmart
DEVELOP BUSINESS STRATEGY FOR VINATEXMART
SUPERMARTKET CHAIN FROM 2013 TO 2018
Business Goal of Vinatexmart from year 2013 to year 2018
Short- term goal
Long- term goal
Initiating strategies based on SWOT analysis
Penetration and Development Market Strategy
Planning and adjusting strategy of investment in developing supermarket
Develop the supermarket network to increase the coverage and raise the effect of
venue usage
Develop new sales forms
Competitive strategy for products and services
51
52
53

54
54
54
54
56
56
56

56
56
57
57
59
59
60
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3.2

3.3
4.
5.
5.1
5.2
6.
7

7.1
7.2
III.

1.
1.1
1.2
1.3
2.
2.1
2.2
IV.
Forward integration strategy
Promote branding
Create outstanding advantages of textile industry
Keep existent customers Strategy
Initiating business plan using the QSPM (The Quantitative Strategic Planning
Matrix)
The QSPM – SO Group
The QSPM - ST Group
SUGGESTED SOLUTION FOR STRATEGY
Market penetration strategy
Developing Human Resource
Developing Brand
Target market
The Service and after service based competition strategy
Improving quality and diversification of service
Diversification of sale forms
RECOMMENDATIONS
Proposals to the Government for the retail business
Recommendations for Vietnamese retail sector
Recommendations for Vinatexmart
CONCLUSION

60
60
61
61
61
62
63

63
64
66
66
66
66
69
69
69
70
71
71
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1.
2.
3.

PREFERENCES SOURCES
ABBREVIATIONS
APPENDIX
72

72
73
75
76
76

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INTRODUCTION
1. Essay Purpose:
- Vietnam retail market is growing strongly, rose to become one of seven most
lucrative retail markets in the world (rated by RNCOS global research firm) by
achieving three important factors: good GDP growth index, majority of young
consumers and improved investment policies, notable new features in attracting
FDI in recent years is the investment structure has shifted from industry to the
field of trade - services.
- According to the General Statistics Office, in 2007 Vietnam retail market

reached 45.7 billion US$, then increased 31% in 2008 compared to 2007 (in
actual price) and is expected to grow by about 20% per year to 2015. Especially
in the context of financial crisis, inflation, rising price as at present but optimism
index of Vietnamese consumers rise every year - ranked fifth in the world in 2008
(ranked by AT Kearney management consulting Inc. USA). Vietnam has become
the ideal destination for foreign retail investors to create exciting retail
environment with many opportunities for consumers accessing to diverse types of
goods, at competitive price, however it has also caused big pressure on domestic
retailers:
On objective aspect: difficulties come from the lack of appropriate policy-
orientation; while the competition in this market is quite big, Vietnam
enterprises are not only under pressure from foreign retail groups are quite
successfully operating in the country such as Metro, Big C, but also a lot of
other foreign corporations are trying to penetrate local market such as
Carrefour (France), Tesco (UK), Diary Farm (Hong Kong)…
On subjective side: Vietnam's retail system remains developed in spontaneous
direction, lack of stability and sustainability. Vietnam retail businesses are
small and grow slowly; lack of big business with advanced and scientific
management methods. However, in order to survive and develop, a few years
ago, domestic retail businesses have quickly implemented action specific
strategies. Many businesses have conducted reengineering, setting up
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distribution channels, mobilized capital in various forms to meet development
objectives; while tried to recruit and train human resources in order to
achieve professionalism, enough power to run the system and capture
opportunities; Vinatexmart has also moved in that direction.
- Despite the advantage of "home field" but actual operation, market coordination
and handling situations in the past of local retailers still have many weaknesses
such as Mr. Phan Le Dung (bran senior expert, General Director of Sunrider

Company Malaysia) said: " the logistics are not yet powerful in terms of
management tools and process; lack of professionalism and modernity in both
buying and selling methods; lack of financial and human resources "[Source:
Women newspaper 18/07/08]. Therefore, the important issue is that Vietnam
retailers have to build a long-term development strategy, locate potential
customers, identify market segments and target market.
- Wishing to contribute a small part in this exciting market, our team would like to
select the topic "Building business strategy for VINATEXMART supermarket
chain from 2013 to 2018" for the thesis.
2. Research purposes:
- Based on the general theory of business strategy and actual business situation of
Vinatexmart to build business strategy in the period of 2013 to 2018.
- Topic is to research how main factors of external environment to identify
opportunities – threats affecting the operation of the business, and strengths and
weaknesses within the company in order to make appropriate business strategy to
apply to the company; simultaneously consider achievements and limitations in
the company development strategy to orient the strategy to 2018 and propose
solutions for implementing more effectively strategies.
3. Object and scope of research:
- Object of research: focus on studying environmental factors inside and outside
affecting the business results of enterprise, and also examine main competitors
and potential competitors of the enterprise in order to make overall assessment,
which sets out appropriate strategies and solutions.
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- Scope of research: the paper mainly researches strategy at the company level in
retail system of Vinatexmart supermarket chain on the basis of analyzing
business environment through application of strategic analysis models as IFE,
EFE, SWOT, CPM, QSPM
4. Research methodology

- Dialectical materialism method;
- Description method;
- Statistics and forecast method;
- Comparison method;
- The method of exchange to obtain expert opinions;
- Analysis and synthesis method.
5. Structure of the thesis:
Consists of two parts A and B, in which:
PART A: INTRODUCTION
 Problem statement
 Research Purpose
 Object and scope of research
 Research methodology
PART B: CONTENTS, INCLUDING THREE CHAPTERS:
CHAPTER 1: Overall theoretical basis of business strategy;
CHAPTER 2: Analysis of current business of VINATEXMART;
CHAPTER 3: Building business strategy for VINATEXMART from 2013 to 2018;








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CHAPTER I
THEORETICAL BASIS OF BUSINESS STRATEGY

I. CONCEPT:
1. Definitions:
-

“Business strategy of an enterprise is an overall program of action towards the realization
of the enterprise goals".
-

So we can understand that business strategy is to lead the enterprise to keep right
direction in fastest way to its goals.
2. Meaning:
-

In current increasingly competitive and constantly changing business environment,
outlining business strategy based on the research on environment in which business is
active as well as reviewing internal organization will help business taking advantage of
business opportunities, avoiding threats from the environment.
-

Furthermore, thanks to this approach, enterprise can understand more about partners as
well as strengths and weaknesses in its internal structure, so that it shall be creative,
dynamic in responding to the external impact rather than accepting passively it. In
addition, planning business strategy is an interactive activity including exchange,
guidance, support and commitment from leaders to staff. When employees understand what
the company is doing and why, they often feel they are part of the organization and become
attached to support it. Administrators and staff will have surprising creativity and
innovation to pursue goals and strategies of the company.
3. Classification:
3.1. Focus growth strategies:
Usually, these strategies focus on improving existing products or exploiting current market

in a better way, consisting of three strategies:
 Market penetration: a strategy to grow market share for existing products in current
market through promoting marketing activities.
 Market development: a strategy to launch existing products into new markets while
maintaining quality management and customer service.
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 Product Development: a strategy to improve existing products or develop new
products in current market. However, research and development costs are usually big.
3.2. Integration strategies:
This is a strategy to exploit further existing potential of the business, it’s usually applied
when business is afraid or cannot use one of focus growth strategies because strong
industry or market saturation.
 Backward integration: a strategy to seek ownership or increase the control over the
company's suppliers. This strategy is appropriate when suppliers are in the rapidly
developing sector or have potential to big benefit, profit; or the company's current
suppliers cannot be trusted, are too expensive or incapable of response.
 Forward integration: a strategy to seek ownership or increase control over
distributors and retailers. An effective way to implement this strategy is franchising.
 Horizontal integration: a strategy to search for ownership or control over
competitors (including merger, acquisition or capturing control) to increase exchange of
resources and capacity. However, the merger between direct competitors may be more
effective than integration between enterprises are not in the same industry due to the
inefficient use of means and ability and the difference in management capacities.
Applying this strategy should pay attention to the antitrust law.
3.3. Diversification strategies:
To diversify the business activities so its does not depend on a single industry.
Diversification strategy is often applied to:
-

The existing market is saturated;
-

Enterprise with surplus cash that can be used to invest;
-

Enterprise can benefit from resonance effect of diversification (e.g. cost savings by
using some common departments);
-

Benefits from tax;
-

Benefits can be applied from today technology diffusion effect;
-

However, these strategies should be tested before taking action to limit excessive
consumption of resources. Diversification strategies include;
 Concentric diversification: a strategy to develop more new products but linked to
existing products.
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 Horizontal diversification: The strategy is to develop more new products (but not
related to current product in technical aspect) in current market.
 Conglomerate diversification: a strategy to develop more new products (technical or
technology different from one of existing products) in the new market. Using this
strategy should pay attention to the management and financial issues (may have to
invest in more industries adopting new technology and to exploit new market). Special
note is that this is a long-term strategy, not for purpose of improving cyclical and
seasonal recession of current business.

3.4. Reduction strategies:
Apply in the period of economic recession or when the enterprise cannot see business
opportunities or direction of long-term development in a time, which can be that the
enterprise finds other more attractive opportunities than opportunities it is pursuing.
These reduction strategies are:
- Narrowing activities: implementing one or more methods, such as stopping
production line or unprofitable business, closing obsolete factories, laying off
employees, reducing advertising costs, research-development cost in order to cut
costs. Depending on the degree of reduction, narrowing operations has two forms:
simple rectification (short-term strategy) or reduction of capital (when the rectification
is not effective, they must withdraw completely capital from ineffective operations).
- Harvesting: i.e. selling a branch or part of the company, looking up to maximize cash
flow in a short time regardless of long-term consequences.
- Disposal: selling all assets;
3.5. Other strategies:
- Merging: two companies merge into a new company, bearing a new name issue of new
securities, new organizational structures and perform other activities.
- Acquisition: buying other business and take it into operation such as a branch or
industry operated (business bought can keep its own name). Merger and acquisition are
made when deemed having benefits in time and cost compared to internal development.
- Joint Venture: Two or more companies form an independent company for cooperation,
implementation of goals that a single company hardly implements.
- Summing up: a business can pursue two or more strategies simultaneously.
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II. BUSINESS STRATEGY FORMULATION PROCESS:

1. Environmental Research:
1.1. Analysis of external environment:
- External environment of a business consists of factors outside the business, though
uncontrollable but affecting the business and results of business operations. Environment
can be divided into two levels: macro environment (general environment of all business
sectors) and micro environment (characteristic environmental of an industry).
- Macro Environment: including factors:
 Economic factors: have a huge impact on businesses, such as fiscal and monetary
policies, period of economic cycle, interest rates, balance of payments.
Implementation of
external control to

identify key opportunities
and threatsI
Set up long-term
goals
Identify tasks,
objectives and
current strategy
Review of business
objectives
Implementation of
internal controls to
identify key strengths
Selecting strategies
to pursue
Feedback information
Feedback information
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 Government and political factors: legal system and government policies also
considerably affect operation of business (tariffs, product quality standards,
environment protection rules, etc.).
 Social factors: usually affect businesses in a slow and hard to recognize way, it’s to
predict the effect level to have appropriate strategy (although there are factors
affecting quickly as consumer trend, entertainment trend, etc.).
 Natural factors: growing demand of human beings lead to threats in depletion of
natural resources, lack of energy and environmental pollution, which considerably
impact strategy planning.
 Technology and technical factors: with strong pace of current science technology
development, most businesses can take advantage of technology transfer and threats
of competition from competitors having new technology solutions. More important

is to pay attention to life cycle of technology (because today's technology has shorter
life cycle) and actual effectiveness of technology as applied to the practical
operation of the business.
- Micro Environment:

Figure 1.2 - Porter's Five Forces
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 Competitors: to analyze competitors based on criteria such as future objectives,
consider competitors on their own, the strength-weakness, current strategies
 Client: can be considered as the most important partner of the business. Learning as
clearly about customers as helping best business to meet their demand. Companies
usually establish "profile" of customers to orient the consumption.
 Supplier: business may face pressure from vendors, so the business should not ignore
studying those (including vendors of materials and equipment, financial
communities, labor sources).
 New potential rivals: new companies involved in the industry can reduce the profits
of the enterprise (the acquisition of other facilities in the industry is the expression new
competitors).
 Alternative product: limiting the profit potential of the industry. It’s to note to potential
substitutes.
 Analysis tools: using external factor evaluation matrix (EFE) and competitive image
matrix
 External factor evaluation matrix.
- After analyzing above external factors, building EFE matrix allows synthesis and
assessment of analysis. There are five steps to build matrix:
- List external factors having decisive role (in the range of 5 to 20 factors), including
opportunities and threats for business and industry.
- Rank the importance from 0.0 (not important) to 1.0 (very important) for each factor.
Opportunities usually have higher rank than threats, but serious threat may also have

higher rank. Appropriate rank can be determined by comparing successful competitors
with failed competitors or by group discussion. Sum of ranks assigned to these factors
must equal 1.0.
- Ranks from 1 to 4 for each determinant factor of the success show how the
company's current strategy responses to these factors; including 4 is good response, 3
is above average response, 2 is average response and 1 is little response. These ranks
are based on the efficiency of business strategy.
- Multiply the importance of each variable with its rank to determine the importance
score.
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- Sum importance scores for each variable to determine the total score of importance
of the business.
Figure 1.1: EFE Matrix

Main external factors
Important level
Classification
Important points
1.



2.



3.

….



Total:




 Competitive image matrix:
- Competitive image matrix is an extension of external factor evaluation matrix in order
to identify key competitors with their strengths and weaknesses. In the competitive image
matrix, the ranks of rival companies and total score of importance of these companies
are also calculated.
Figure 1.2: Competitive image matrix
Success factors
Important
level
Company A
Company B
Company C
grade
Important
points
grade
Important
points
grade
Important

points
1







2







3







4

……







Total








1.2. Analysis of internal environment:
Analysis of resources:
- Human resources: including managers at all levels and executives.
+ When analyzing managers at all levels, it needs to consider skills (thinking skills,
human skills, technical skills and teamwork skills) with different levels between ranks;
assess professional ethics and results achieved- benefits to the organization.
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+ Analyze executives based on technical skills, professional ethics and results achieved in
each period, each specific task.

- Material resources:
+ Classify existing physical resources (monetary capital, machinery and equipment,
buildings, land, reserve materials, inventory, accumulative information capital, etc.).
+ Determine the size of structure and quality and characteristics of each source.
+ Assess ability to meet actual needs.
+ Assess strengths-weaknesses of each resource compared to competitors.
- Intangible resources: it is a business philosophy, strategies and policies, effective
organizational structure, corporate reputation and leaders, credibility and market share of
trademark, product brand, customer loyalty, organization culture
+ Intangible resources also need to be classified, evaluated and compared with
competitors and determine what resources should to be focused for development.
+ Analyze and evaluate current goals: to expect adjustments or expect future goals.
+ Analyze the operation of functional units in the organization: including departments:
marketing, HR, finance and accounting, research and development, purchasing,
production; quality management and operation of information systems.
Analysis tools:
- Final steps in the implementation of internal analysis are to develop IFE matrix
consisting of five steps;
- List internal strengths - weaknesses (between 5 to 20 factors);
- Identify the importance from 0.0 (not important) to 1.0 (most important) for each factor,
mean the relative importance of that factor for the company's success in the industry.
Total all levels of importance must be equal to 1.0;
- Classification from 1 to 4 for each factor (biggest weakness: 1, smallest weakness: 2,
minimum strength: 3, biggest strength: 4). Multiply the importance degree of each factor
with its type to determine the importance score for each variable. Sum all important
scores showing the organization's importance score (from 1.0 as lowest, 4.0 highest, and
2.5 as average). The sum of importance levels is always equal to 1.0;
Figure 1.3: IFE Matrix

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Main internal factors
Important level
classification
Important points
1.



2.



3.



….



Total




2. Building strategy:
- This is a combination of inside and outside factors (analyzed in sections 1.1 and 1.2 of
Part II of this chapter) to build selectable strategies. Strengths - weaknesses-
opportunities-threats (SWOT) matrix is one of important combined tools to allow

development of four types of strategies: strengths-opportunities (SO) strategy, this
strategy requires strategy planner must have good judgment but will not have an optimal
combination.
- SO strategy (offensive strategy): using inner strengths of the company to take advantage
of external opportunities.
- WO strategy: improving internal weaknesses in order to be able to exploit external
opportunities.
- ST Strategy: using internal strengths to avoid or reduce the impact from external threats.
- WT Strategy (defensive strategy): improving internal weaknesses at the same time
avoiding external threats.
Figure 1.4: SWOT Matrix


(O) Opportunities

1.

2.

3.
(T) Threats

1.

2.

3.
(S)
Strength

1.

2.

3.

…
Strategy SO

1.

2.

3.

…
Strategy ST

1.

2.

3.

…
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(W)
Weakness

1.

2.

3.

…
Strategy WO

1.

2.

3.

…
Strategy WT

1.

2.

3.

…

 Steps to set up a SWOT matrix:
 List internal strengths and weaknesses standing out in the company and with

external major opportunities, threats in 4 independent cells.
 Combine strengths with opportunities and specify SO strategies in the appropriate
cell.
 Combine weaknesses-opportunities and specify WO strategies.
 Combined strengths-threats and specify ST strategies.
 Combine weakness-threats and specify WT strategies in cell.
 After the SWOT completed, carry out summary the combination plans:
Figure 1.5:
The strategic plans
Combined group
Strategy name
Main Contents
SO
…
…
WO
…
…
ST
…
…
WT
…
…

3. Selection of strategy:
-

In this step we use Quantitative Strategic Planning Matrix (QSPM) to determine the
relative attractiveness of feasible strategies in an objective way. QSPM is made for

each strategic group: SO, WO, ST and WT with steps as follows:
 List external important opportunities/threats and internal strengths / weaknesses in
the company. The matrix should include a minimum of 10 external critical success
factors and 10 internal critical success factors.
 Classification for each factor. This classification is the same as in EFE, IFE matrix
and is presented in vertical column to the right of factor column.
 Record strategies obtained from building strategy (here from SWOT matrix) in the
top row.
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 Determine the relative attractive score of each strategy compared to other strategies
in the group. The attractive scores are classified from 1 = not attractive, 2 =
relatively attractive, 3 = attractive, 4 = very attractive.
 Calculate total attractive score of each row by multiplying ranking score with
attractive score in each row.
 Total attractive score for each column of strategy, higher score indicates more
attractive strategy.
Figure 1.6: QSPM Matrix

Main factors
The strategy can be replaced
The basis
of the
number of
attractions
Rank
Strategy
1

Strategy

2

Strategy
3

AS
TAS
AS
TAS
AS
TAS
* The internal factors:
1.
2.
3.
* The External factors
:

1.
2.
3.








Total

AS: Attractions Score TAS: Total attractions score

4. Requirements to build and implement strategy:
-

When developing strategies, it’s to exploit thoroughly comparative advantages of the
business, focusing on utilizing strengths rather than overcoming weaknesses in order to
increase competitive advantage in the marketplace, especially in the context of today
acute competition.
-

The strategy introduced to be applied only after possibility of threat is calculated
carefully and cut down to a minimum.
-

Need to define business scope, objectives and basic conditions to achieve objectives.
Too wide business scope will lead to the spread of resources; too narrow business
scope will not use up resources. Objectives should be clear and emphasize key
objectives. There must be a system of policies, measures and technical and material
conditions, and labor to carry out objectives set.
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-

As building business strategy is for future application, so predicting the future business
environment is essential, especially when the volatility and complexity is increasing in
today business environment. To predict well, it needs extensive and accurate source of
information as well as good judgment
-

Must have a backup strategy because the prediction of business environment is not
absolutely accurate.
-

It should not seek perfection too much leading to every little detail in strategic
planning that ignores the opportunity to launch the strategy; it might even make
strategy obsolete compared to daily change of the market.

CHAPTER II
ANALYSIS OF ACTUAL BUSINESS ENVIRONMENT OF VINATEXMART
SUPERMARKET CHAIN
I. OVERVIEW ABOUT VINATEXMART:
1. Foundation and development :
-

Vietnam Fashion – Textile Trading Company Limited with 100% state-owned capital
directly under Vietnam Textile-Garment Group (Vinatex) is a combination of multi-
owned companies including the parent Vietnam Textile and Garment Group, research
and training units, nearly 100 subsidiaries and associated companies which are joint
stock companies, running multi-sector business from textile business to commercial and
service activities, wholesale distribution, retail, financial investment, investment in the
textile support industry

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Vinatexmart Supermarket chain is the name of Vietnam Fashion – Textile Trading
Company Limited
Head Office:
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Address: No. 2 Hoang Viet St. Tan Binh District Ho Chi Minh City
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Phone: (08.) 39480829 - 9480830 – 39480913
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Fax: 08. 39480603
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Email:
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Website: www.vinatexmart.vn