Nowadays, Vietnamese people in general and especially Hochiminh city are familiar with foreign invested key retail players: Metro Cash & Carry of Deutschland, Big C of Bourbon Group – Fr
THE OVERALL STRATEGY OF G7 MART PROJECT
THE OVERALL STRATEGY OF G7 MART PROJECT
By partnering to upgrade the traditional distribution network and building the largest modern distribution system in Vietnam, domestic enterprises can bring their products and brands to customers more efficiently This approach will substantially drive business growth and brand building, establishing a strong local counterbalance to foreign retailer groups.
Cooperating with domestic producers to build up the Viet town to the world and contribute to the development of the Vietnam economy
1.2 Project’s investment capitals: at the first stage at 395 millions USD
Stage one focuses on rapidly expanding the distribution network by consolidating successful and existing stores and agents G7 Mart Company upgrades these partners into a modern, professional distribution system that elevates street shops into G7 Mart convenience stores and transforms individual agents and distributors into efficient, high-volume distribution centers This expanded network connects domestic producers into a stable, integrated supply chain, enabling reliable, large-volume distribution.
The first 500 G7 Mart convenience stores have been launched on August 5 th ,
In 2006, G7 Mart launched a diversified product range spanning food, beverages, cosmetics, and everyday consumer goods such as newspapers and phone cards, marking the first phase of its plan This initial step was supported by 500 pilot stores, 9,500 member shops, and 70 distribution centers Five years later, G7 Mart aims to expand to 10,000 stores and establish seven department stores as part of its broader retail growth strategy.
• 2006 – 2007: 1,500 G7 Mart Pilots 7,000 member shops and 100 distribution centers should be officially run and developed
• 2007 – 2010: 7,000 pilots, 200 distribution centers, 7 commercial centers and 7 supermarkets at 65 provinces and cities in Vietnam
Stage two focuses on strategic joint ventures and collaborations with leading, established wholesalers, retailers, and partners to build and expand Vietnam's largest modern distribution centers, supermarkets, and hypermarkets across 65 provinces and cities using 100% investment, joint ventures, licensing, or franchising to accelerate nationwide coverage, enhance supply-chain efficiency, and drive sustainable growth.
The third stage: Building Viet town to the world – the strong cooperation between the domestic producers and distributors supported by the Government, Vietnamese and Vietnamese overseas customers
1.4 The model of G7 Mart modern distribution system: includes G7 Mart convenience stores (Pilot), G7 Mart member shops and distribution centers.
• Pilot G7 Mart: is the store that meets the G7 Mart’s selection criteria and is officially run in the G7 Mart distribution system The criteria should be:
+ Good location: accessibility to major roads, area of dense population
+ Space: at least 4x7m and good infrastructure: nice built and having the ownership or long term leaseholder
+ Consumption goods and many customers; experienced retailing
+ Capital: 50 – 100million VND; sales turnover at least 10 millions VND/day Pilot G7 Mart’s benefits 1 : a G7 Mart’s supports:
+ G7 investment/no franchise fees by end of 2007; Designing the store and good display according to G7 mart standards
1 Appendix No.3: Pilot Aggreement and Appendix No.5: Pilot Contract (Article 3.2)
+ Benefits from the advertising in the store
+ Training course on sales, customer service; Participating in G7 congresses +Provided software of financial management, goods display, inventory control…; Transferring the technology of modern and professional retail
+ Benefits from promotions that G7 mart deal with the suppliers
+ Link to the bank for loan if needed; Good and exact payment b Opportunity to expand business through: Good products of all kinds; professional service and modern and convenient service
G7 Mart does not build costly, fully equipped stores with air conditioning and expensive interior decor, as these upscale features raise investment costs and may not fit local lifestyle or consumer behavior, potentially affecting sales performance Instead, G7 Mart focuses on upgrading existing stores, involving the store owners and their families, and adjusting operational practices that are not well aligned with the business The all-in investment package is 100–150 million VND per store and covers store redesign, display shelves, sign boards, training courses, and a management software and control system, among other enhancements.
• G7 Mart member shops: are the ones in the stage to become standardized Pilots Their benefits are:
+ Candidate to be G7 Mart convenience store; Good consumption
G7 Mart operates a cash-and-carry distribution center offering quality products at reasonable prices, plus consulting on modern retail practices The development of G7 Mart convenience stores is built around five competitive criteria: clearly identified stores that attract customer attention and invite visits; courteous, proactive service that enhances customer satisfaction; a diversified merchandise mix with competitive pricing within the market; convenient and professional service; and well-merchandised displays that make product selection easy.
G7 Mart distribution centers are the source of products for the entire system, including the Pilots and member shops As part of upgrading the pilot program, the distribution network is shifting from traditional wholesale agents to standardized G7 Mart distribution centers G7 Mart is also investing in warehouses sized about 500–1,000 m2 The two main benefits of these distribution centers are improved operational efficiency and streamlined supply across the network.
+ Return on investment (R.O.I) is efficient
+ Full of five categories business; One stop purchase
+ Good customer service; Good business training
+ High sales and benefits; Attract huge customers of all kind
G7 Mart's strategy centers on long-term investment, focusing on delivering business solutions that address customer needs today while laying a foundation for future growth By creating and strengthening the G7 Mart brand, the company builds trust and visibility that support scalable expansion This brand-led approach enables G7 Mart to develop multiform business models, diversify revenue streams, and enhance resilience over time.
• Co-operation benefits of suppliers:
- Increase market share and market size: faster-smarter- and more efficient
- Save time and cost of distribution and stable and efficient brand building
- Huge sales volume; on time payment; Real time information for better R & D
- Professional supports and co-operation
Our approach to retail excellence rests on evaluating and studying lessons from former retailers like Massan and Day & Night By applying their experiences in investment choices, cooperative partnerships, and disciplined capital management, we strengthen risk avoidance and safeguard growth, turning insights into practical strategies for sustainable performance.
In the past, convenience stores have failed to catch on in Hochiminh city Massan
Marts have been forced to close down all of them because they could not compete
Appendix No.4 presents a distribution contract designed to serve thousands of household-run stores across the city, a network built around maximum convenience for urban shoppers The drive toward unparalleled convenience arises from a mix of factors: dense city demographics, rising demand for reliable, fast delivery to small retailers, evolving consumer expectations for easy access to products, and the need for efficient, scalable logistics that link local stores with suppliers and distributors.
* Ferocious pricing competition with the traditional groceries
* Investment cost for a store was so high
Drawing on lessons from the former retail system, G7 Mart launches a cooperation model that helps partner stores boost sales turnover and enhances G7 Mart’s brand awareness G7 Mart's long-term targets include expanding market presence, strengthening partner collaborations, and achieving sustainable growth.
ANALYSIS OF VIETNAMESE RETAIL MARKET AND G7
Analysis of Vietnamese retail market
2.1.1.1 How will Vietnam population look like in 10 years?
Population are under 30 years old: 57%
Population are under 30 years old: 50%
Consumer base (from 15 to 69 years old): 60 million
Consumer base (from 15 to 69 years old): 70 million
Average household size: 4.8 Average household size: 4.0
2.1.1.2 Social and Economic trends in 10 years:
GDP Growth rate of Vietnam (%) 9.5
Vietnam's infrastructure has been upgraded, bringing modern housing and contemporary shopping districts Access to computers, mobile phones, the internet, and a growing range of luxury goods signals a thriving consumer market The country is maintaining a high GDP growth rate, with projections suggesting GDP per capita could double within a decade As incomes rise, Vietnamese people are becoming wealthier, fueling further investment and urban development.
Low Income Middle Income High Income
Changes in population, social and economic standings will have strong impact on Vietnamese consumerism: Convenience, Health and Indulgence
Vietnamese consumers are increasingly prioritizing convenience as they become busier and have less time for regular trips to the market Shopping behavior has shifted from daily, small purchases to bulk buying and stock-up routines, while many still value bargains, fresh foods, and careful spending Traditionally, Vietnamese shoppers favored open-air markets over modern retail outlets, but rising incomes and time pressures are changing this preference They are willing to pay a little more for convenience, turning to convenience stores, ATM access, and online shopping with home delivery to save time.
Health: Healthy lifestyle’s choices will drive consumers’ behaviors 70% housewives in Vietnam are worried about health more NOW than before – (source:
Urban consumers show clear trends: about 80% prefer foods with active ingredients, 37% seek lower-calorie options, and 36% diet regularly to manage weight Food hygiene and safety standards are increasingly important to shoppers, who feel more confident when products have a clearly identifiable origin or source.
Indulgence fuels a metrosexual shift in Vietnam, as Vietnamese men increasingly pay attention to their appearance—from skin and hair care to fashion and fitness—while women seek prevention, guidance, self-reward, trust, indulgence, and seduction This “Me Me Me” mindset is driven by both men and women, accelerating changes in beauty, style, and wellness expectations and shaping new consumer behaviors across the market.
Consumer convenience, health, and indulgence will define the core product features, and the modern shopping basket will grow more sophisticated, expanding with additional line extensions There are currently about 60 million consumers, and this number is expected to reach around 70 million in the near future, signaling rising demand and new opportunities in retail and consumer goods.
2016 They will drive luxury consumption in the future Modern trade will dominate shopping behaviors – shopping less frequently but bulkier
2.1.2 Governmental policy and foreign investment: Under Dispatch
On October 23, 2006, the Vietnamese government announced new policies to conditionally open the domestic retail market to foreign firms by the end of 2008, signaling a major growth opportunity for Vietnam’s retail sector A number of global players have already established a presence, including Germany’s Metro Cash & Carry, France’s Bourbon, and Malaysia’s Parkson, with England’s Tesco and Singapore’s Giant Asia Investment studying the market Major corporations such as Wal-Mart (USA) and Carrefour (France) have included Vietnam in their expansion plans With their financial strength and international experience, these foreign groups are poised to push Vietnam’s retail sector into international competition, and once they enter, they will develop their own producers and impose tougher buying conditions on domestic producers seeking access to their distribution channels.
Vietnam's distribution system still faces significant weaknesses across multiple dimensions Infrastructure—investment, management, and human resources—is underdeveloped and often unprofessional Macro-level government support for economic policy remains insufficient to spur sector growth Enterprises tend to prioritize production over brand building and operate in isolation, with limited support and collaboration across firms Consequently, the economy risks lagging behind peers and losing competitiveness in the long run.
2.1.3 The trends of international economic integration: It is evident truth and forced to push the country economy to develop
- The more the life standard is improved, the more the needs to ask for a modern, civilized, convenient life and fast contact to information and service
To accelerate integration into the global economy, the government must reform its macroeconomic strategy and implement administrative reforms that align with international regulations This alignment will strengthen support for enterprises and attract investment, creating a more competitive, business-friendly environment.
- The enterprises have upgraded their service, technology, installed new equipments and machineries, and created links to become stronger
All media now disseminate information faster and more accurately Everything has been upgraded to align with global economic development trends, especially after Vietnam officially joined the WTO G7 Mart recognizes these shifts and is pursuing continuous improvement to meet rising demands by implementing a convenience-store network that links its stores into a single cohesive system, connects producers and suppliers with the stores, and leverages government support.
G7 Mart business philosophy and methodology
2.2.1 Preliminary current status of the traditional stores: The products are distributed to the customers mainly through the traditional markets (40%), family owned stores (44%), supermarkets, convenience stores (10%) and the producers (6%) (Source: General Statistic Office) So, as the foreign retail groups enter in Vietnam, the competition will occur in the segment of 10% first Gradually, due to their professionalism they bring customers convenience, satisfaction the market share 10% will increase rapidly The more it increases the more 44% market share of family owned stores decrease, causes difficult for these stores especially where supermarkets and convenience stores will be built At the moment, stores freely develop so they run their business very flexibly They have good location for effective investment cost that mostly is not high They are present on all streets, lanes, drives; have created the customer relationship because of effective customer services Furthermore, the business environment is favorable, diversified, especially the retail market grows But most of the stores are invested by the owners spontaneously, subjectively; they lack experience, development orientation, plan for the stores; co-operation and association that make the store controlled poor, un-standardized and uncontrolled quality input products, high price, and unmethodical merchandise display Their business will face high risks because of little market intelligence, competition information, merchandise, capital investment management knowledge This is the weak point of the Vietnamese small retailers that is very easy for the foreign competitors to attack Society develops, customer needs and expectations are raised; they are still asking for more, so the stores must be changed in quality Moreover, in the ferocious competitive trend today, the traditional distribution is certainly amended to the development of retail industry such as some of them change to become convenience stores in a system In the other countries as before, when the foreign retail Groups enter the market; they will influence all the distribution system by rapidly expanding convenience stores as well as opening supermarkets/hypermarkets The street stores need to closely associate with each other in a system This association can create strong financial sources, share product/service sources and disperse the risks The store will be stronger when in a system that the G7Mart convenience store chain is one of them because of the strong numerous systems that they can be against versus competitors
2.2.2 Macro aspect: The modern trade is raising and dominated by foreign invested Group such as: Wal-Mart, Carrefour, Big C, Metro, 7- Eleven… while the traditional trade distribution and retail is under threat of collapse Thousands of household-run stores are almost on small scale, developed spontaneously and managed unprofessionally Meanwhile, the retail market in Vietnam is classified as the third in the world on the attractive level, American enterprises and many other foreign enterprises want to share this attractive market, because they know well that the Vietnam retail system has four main weak points:
2.2.2.1.Finance: Vietnam now has about 200 supermarkets, 32 commercial centers, 1,000 stores operating nationwide with the turnover of goods and service retail estimated at USD 20 billions/year – it’s a very moderate number Meanwhile, only Shanghai or Beijing in China, it’s ten times more than ours The turnover of a biggest supermarket in Vietnam now only reaches at about VND 200 billions /year
Foreign groups with strong financial backing and solid management are increasingly entering the Vietnam market Their registered capital ranges from tens of millions of USD to hundreds of millions in some projects, with Metro and Bourbon each reporting registered capital of 120 million USD (Source: MPI) Meanwhile, many local retailers lack experience, capital, professionalism and established brands According to a report from the Ministry of Planning and Investment (MPI), numerous international groups are planning to enter Vietnam, including three global retail leaders: Walmart (US), Carrefour (France), and Tesco (UK), as well as other Asian players such as Dairy Farm (Hong Kong) and South Investment (Singapore).
2.2.2.2 Logistics: the modern distribution requires professional logistics system However, Vietnamese supermarkets still have problems with the distribution centers or suppliers because they do not supply and deliver the needed quantity in time, especially on the occasion of special events: New Year holidays, Xmas seasons and so on About 40% goods in the domestic supermarket in Vietnam now are mostly waiting for the suppliers bring to the shelves to sell so it’s difficult to compete against with foreign supermarkets Besides that, the dispatch of the delivery vans at right time, right place, and right type is also the problem influencing on the business running, and increasing the labor, management costs
2.2.2.3 Professionalism: The number of successful supermarkets and commercial centers in Vietnam market such as: Metro Group Coop mart, Fivimart, Intimex… are still little The majority of the supermarkets still struggle to find their way This proves the professionalism of Vietnam distribution is still weak
Only about 10% of products in Vietnam are sold through modern distribution channels, compared with roughly 30–40% in China and about 60% in Thailand Domestic distributors have not yet built a direct distribution channel and still rely on multiple intermediaries, which keeps prices less competitive Supermarkets here also tend to neglect scale, store environment, and active brand-building for the products they carry, hindering the development of strong, competitive offerings for consumers.
2.2.2.4 Human factor: Besides the Government’s strategic policy, the links between the distributors to create the strength of the union is very important and necessary But the most serious challenge of the domestic retail in the coming years is that people prefer to co-operate with foreigners than Vietnamese each other
Built on the solid foundation and strong reputation of the Trung Nguyen Coffee Group in the Vietnam coffee market, G7 Mart leverages its market experience and broad network to pursue a people-centered system that invites support and cooperation for the benefit of the community and the country Its objective is to strengthen Vietnam’s distribution network, safeguard the value of Vietnamese brands, and connect retailers with domestic producers to create a stable, long-term market protected from the fierce entry and competition of foreign-made products To realize this vision, the government, retailers, and producers should acknowledge the need for mutual support and work together within a cooperative framework.
2.2.3 The benefits from micro point of view that it can bring to the stores:
G7 Mart faces fierce competition, but its convenience-store network is empowered to compete with retailers outside the G7 Mart system—especially large supermarkets and foreign distribution groups—by leveraging scale, strategic partnerships, and a broader distribution footprint.
G7 Mart negotiates with suppliers to secure store benefits such as discounts and promotions Through in-store rental advertising contracts with suppliers, stores gain access to these benefits, leveraging advertising deals to boost promotional support and reduce costs while strengthening supplier relationships and driving revenue from in-store ads.
- Developing more the profits and better customer service: water/ gas/ electricity/ telephone bill payment for customers
- Often being trained on store management skills, inventory skills, product display… to cut down the unnecessary costs
- Getting benefits under many sources as soon as the company develops: become share/stock holders, priority on the benefits and support…
The practicability of G7 Mart convenience store’s project
2.3.1: Suitable business concept that can get the stores’ support:
Vietnam's network of registered stores exceeds 300,000, and G7 Mart has selected 10,000 of them to develop over the coming years The company is concentrating its efforts on opening the first 500 stores, including 110 in Ho Chi Minh City that meet its selection criteria However, some stores that meet G7 Mart's criteria are reluctant to join the program.
- Stores want to join because they:
• Consider their retail business as their career and want to invest for long time
• Desire to change the way of selling products that is new and more modern
• Are afraid of competition and backward
• Realize the benefits and advantages when being in a professional system
• Turnover will be increased as soon as the various goods and service are available in the stores
- Stores do not join because:
• Not meet the G7 Mart selection criteria (as: space, capital, experienced…)
• Not want to change into the new business environment
• Not yet believe in the practicability of the project
• Not want to invest more because they are afraid of risk
- Comparison table between the G7 Mart stores and the stores outside the system:
FACTORS NORMAL STORES G7 MART C.STORES
Investment of signboards and shelves No Yes
Consulting, supporting to develop No Yes
Benefits from rental ads at the stores No Yes
Public Relations for the store system No Yes
Benefits from the store system No Yes
Profits from retailing Yes Yes
As the table shown, when joining the G7 Mart Convenience stores, they can get more benefits and advantages than the other ones who do not join the system
The result of developing the G7 mart in Vietnam by end of January 2006:
Pilot Distribution center Member shop
(*): exclusive Hanoi In Hochiminh city by end of April 2007, there are 177 pilots (G7 Mart convenience stores) covering all the twenty two districts of the city
2.3.2 The advantages of the stores that make the G7Mart project feasible: They have favorable locations, retailing experience, and existing customers They want to develop best service of their stores to increase profit and create new competitive advantage when being in the large system They accept to apply the new modern retailing methods to help to push the business development, generate the advantages and create the links to communicate between stores and the store and its customers and to be a member in a chain of strong and top retailers
2.3.3 The real capacity of the company for doing the G7Mart project:
G7Mart is actively pursuing initiatives that bring benefits to the community, the country, and the company itself, earning strong support from the government, various economic departments, service providers, enterprises, and a nationwide network of stores The company’s initial investment capital is backed by four banks, supported by an experienced team that gives G7Mart confidence to expand Believing in growth opportunities and the country’s integration into the global economy, G7Mart sees numerous immediate prospects As consumer demand grows and shopper preferences evolve, the existing store infrastructure enables the creation of a new brand image and the rollout of a modern retail system.
CAUSES OF CHALLENGES THAT G7 MART FACES TO RUN
Unfavorable governmental regulations cause many difficult for G7
One of the main disadvantages G7Mart faces when dealing with stores is the tax and levy burden, as store owners must pay business rates, corporate and personal income taxes, and sales turnover tax, with local tax authorities often setting these amounts based on annual collection targets and subjective judgments; normally, street shops incur lower taxes than more fully equipped stores, so joining the G7Mart network with a new image can lead to higher tax obligations, much like how a mini-hotel and a guest-house may offer similar function, scale, income, and turnover but receive different tax treatment due to naming and presentation.
Land laws are highly complex and riddled with overlapping and inadequate regulations governing land and property Many of these rules are not suitable for current circumstances, yet they remain in force and create ongoing problems for enterprises For example, G7Mart’s long-term target in 2007 to build illustrates how outdated regulations can constrain corporate planning and growth.
Establishing 200 distribution centers and base depots demands substantial capital and expansive land holdings, pushing the company to seek financing from banks, investors, or capital markets However, current land and property policies—covering lease durations, permitted land use, land-use rights, and land development approvals—make the process to authorize land use rights extremely lengthy, often taking years, which can cause valuable business opportunities to slip away.
Besides the pressure of the market economy, the companies in the retail industry have to face the unfair competitions such as the co-operation with the powerful enterprises in the industry; dominant position… According to the report of Bureau of Competition Management under the Ministry of Trade, Vietnam has to face three main issues: the implementation of Competition Laws; the interference of the authorized State organizations; and the comprehensive measures to create the legal environment to protect the fair competition in distribution and retail industry Although the Competition Laws have been approved by the National Assembly, they still need the Governmental decrees, circulars of the Ministry of Trade, interministerial circulars, and instructions of the Provincial People’s committee
3.2 The shortage of professional employees and the uninteresting human resources policies of the company: - the important factors to run down the project
3.2.1 The shortage of professional employees: To run the project efficiently, the company needs the well experienced staffs in the retail industry However, almost the key staffs are inexperienced in this domain even they are good at marketing This is weak point, because of inexperience; they settle the problems as per their thinking in the way to learn experience from the real problems in the field It causes the system unprofessional Furthermore, because of lacking good people, the G7 Mart staffs have to hold more than one of their functional positions and duties Taking example of sales forces: they have to follow up the achieved pilots to take care their customers, but they also have to develop the new generation stores as their sales targets So the selection and development of new stores have not been well made as well as perform well the agreement on the supports from the company between G7 Mart and pilots such as consulting, helping them in store management and market information provided, market survey…
3.2.2 Human Resources policies are not interesting and clear enough to attract talent people to join and to retain high performers The recruitments sometime are heavily focused on quantity rather than quality due the the pressure of time Furthermore, the interviewers are not skilled to select the right ones that lead to the unprofessionalisme of the system and poor retention Many left the company causes the big trouble for it Because there will be empty position in a period to fulfill; no talent people to help and to motivate the new comers and this causes also the negative perception in the company Most Training and development program are not well designed and standardized for every staff’s level They are only short courses The salary and benefits are competititve enough, but only based on sales
3.3.1.1 Capital limits are the problem of most of the traditional retail stores They are founded on the original background of small scale store, limited capital the store owners do not or can not invest more in their stores
3.3.1.2 Stores in the G7Mart store system: (Pilots)
Human being is the key factor, but almost the store owners are not well educated and are very conservative To upgrade the store, the company must standardize service through the training sales skill, informatics technology system application in management and software to control the sales and inventory, payment… However, the new technology can help them to improve their business, but it’s difficult for them to learn it at their ages and education level This can destroy the unity in the total system of G7 Mart pilots
The core challenge is the selling habits of former traditional grocery store owners who have joined G7 Mart, and to succeed they must overhaul service standards, dress code, and behavior—ensuring courteous, professional interactions with customers and staff Product display can drive revenue when items are grouped by category and positioned to prompt cross‑sales, but many still place goods randomly, at eye level, or without a clear zoning strategy such as hot and impulse zones This undermines the store’s image, making it look unprofessional and blurring the differentiation between upgraded G7 Mart outlets and legacy shops As a result, sales revenue and margins struggle to improve, and the overall objectives of the G7 Mart convenience-store concept are put at risk.
3.3.1.3 Stores out of the system:
Their market approach remains overly subjective and insufficiently attentive to the competitive landscape The retail model hinges on two levers—location and inventory—with the product mix dictated by “we sell what we have” rather than by customer demand or strategic assortment planning This limits differentiation, hampers growth opportunities, and leaves the business vulnerable to better‑equipped competitors.
While we sell what you need, some stores—especially those with temporary spikes in sales and high profits and little real local competition—become overconfident in their competitive edge and assume they don’t need to upgrade to stay ahead Most fail to recognize the model of modern, convenient retail, and they misunderstand that the company’s plan to develop this model isn’t simply to place advertising boards in their stores They don’t want to invest, preferring instead to receive money to upgrade the stores.
3.3.2 Problems coped with Suppliers and producers:
G7 Mart faces a key sourcing challenge for its convenience stores With 70 distribution centers currently handling stock and inventory, the company aims to offer consumers competitive prices by buying directly from producers and suppliers and delivering goods to its stores Today, G7 Mart works with about 200 suppliers, but it envisions a future in which domestic producers and suppliers consolidate into a single channel Its long-term goal is to become the official distributor for all products available in its stores, a near-impossible feat given producers who have built large distribution networks with terms on discounts and inventory For example, brands like Unilever, P&G, and Nutifood have strong distribution systems already, making it challenging to persuade them to share distribution with G7 Mart and raising concerns about market share and pricing control.
Local producers and suppliers have limited production capacity and insufficient ability to invest in development on their own, with weak supply links and, at times, competitive tensions that can hinder collaboration This makes it difficult for G7 Mart to form reliable partnerships Additionally, many local players prefer to partner with foreign firms rather than collaborate with other domestic enterprises, hampering local integration This dynamic poses a major challenge for G7 Mart and the broader domestic retail sector in the coming years.
Some articles in the Pilot contracts and agreements that impossible to
Article 4.3 and 4.4: Store must buy products of G7Mart or G7Mart’s authorized partners; should not buy from someone else without G7Mart’s permission in written form This can only be applied if G7 can supply all the products in need and in quantity However at the moment, they have not enough products to supply the stores and the stores must buy from other sources to increase sales
Article 5.1: store must buy equipement from G7Mart or G7Mart’s authorized partners to upgrade, decorate, repaire their store This article reveals irreasonable issue Because the store has its ownership and right to buy equipment from any sources on the condition that it meets the G7Mart standards
These articles make the stores feel uneasy and bound too much to G7Mart.
SOLUTIONS TO BE DEVELOPED IN 2007 AND THE
Petition the Government for amending
A clear and predictable regulatory framework that lowers trade barriers can create competitive advantages for enterprises The legal environment should be strengthened to support business growth, and all regulations and taxation must be applied equally and fairly to ensure a level playing field and prevent unfair competition.
Recruitment, training and re-structured organization plan
Developing an effective internal management organization is a key component of the company’s restructuring plan for the coming years The organization must be responsive to the changing needs of stakeholders and markets Choosing the right organizational structure should align with G7Mart’s mission and the objectives set for the business, enabling clear roles, efficient decision-making, and sustainable growth throughout the restructuring process.
4.2.1 New recruitment: Management recruits the best people such as: excellent personnel specialized in retail from multi-national corporations to be employees and gives them many operational decisions to motivate them And the human resources policies should be changed Only the skilled people are recruited with favorable policies: overseas specific training courses, promotion prospects, extrinsic benefits: incentives, reward or Medicare for their family…
4.2.2 Establish good company culture, philosophy, and business ethic to contribute to the society Team members are appreciated and rewarded for their results G7 Mart should create a work environment where motivated Team Members can flourish and succeed to their highest potential Employees appreciate each others contributions, take responsibility for their actions, have the right to access company information such as the books, and collectively work together as a team to succeed, participate in training courses by developing and applying training and personnel professional development programs This strategy works because by making the employees happy, they are contributing more success for the company
4.2.3 Specialized functional duties: the situation today requires the specialization Instead of one person in charge of taking care of pilots and of developing the new ones, it should have the specific positions: Store Development
Executives to select stores to invest and Store Care Executives to consult the stores
Store Care Executives are retail consultants who specialize in store display optimization to capture shopper attention, drive impulse purchases, and fine-tune product and inventory management They advise on what to stock, how to merchandise, and which items to push to increase sales turnover while maximizing profits and minimizing costs Each executive manages 3–4 stores, enabling tailored guidance and consistent standards across locations.
- Store Development Executives: take responsibility to evaluate the ability of stores to select and to invest The criteria are listed in the Pilot Assessment.
More co-operating with the Stores and strengthening the relationship
4.3.1 Supporting capital for the stores in need: for the stores need investment capital, G7 Mart should associate with the banks for loan if needed Other solution that G7 Mart can apply is to co-operate with the store owners to develop the new generation G7 Mart stores in which they can share 50% in capital and human resources These new stores will be more professional, outstanding based on the slogan: “Friendly and Convenience”
4.3.2 Closer co-operation with the Pilots (stores in the system):
- Sending the Store Development Executives specialized in giving the handbooks and specific instructions for the Pilots on store management principles
- By the Store Care Executives regularly exchange with the store staffs the store management, selling, customer care service skills, IT system
- Specific sales planning for every pilot in the region, consulting them to make purchase orders for the good sales to ensure the profitability
- By the POS system and real checking to reduce the business risks, G7 Mart helps Pilots display and control the merchandise, reasonable inventory daily
- Organize the interesting and regular sales promotion at the Pilots to attract customers to visit the pilots and buy Delivery brochure, leaflet to customers
- Help the pilots to thoroughly exploit the store advantages to bring the benefits for the pilots: advertising, display
- Promote an emulation movement in selling for the pilots in the same region to push the sales turnover
4.3.3 Persuading Stores out of the system through the activities to strengthen develop the pilots efficiently; the company will have strong evidence to persuade them to join the system
4.3.4 Strengthening relationship with Suppliers and producers:
- Co-operate; consult to develop products in the system of the stores; thoroughly exploit suitable programs and strategies of merchandise development
We maintain robust system controls to safeguard suppliers' benefits, ensure accurate execution of policies and sales strategies, and strictly regulate programs and pricing across the entire operation.
- Collect market information to exchange with each other;
- Create links to develop in domestic as well as in oversea market
By supporting local producers and suppliers to develop production, we will partner with foreign and domestic stakeholders to form a professional joint venture or joint-stock company, building a more specialized and efficient system for exchanging products, market information, investment consultation, and human resources development, and laying the groundwork for Viettown's next step in expanding abroad.
Revised the Pilot contracts and agreements
Contracts establish the mutual benefits and duties of both parties, so the company should start by negotiating with each store to finalize terms Rather than applying a single, uniform form to every store, contracts should be tailored and flexible, reflecting each store’s unique specialties to ensure terms fit their operations and maximize collaboration.
Vietnam's retail landscape is expanding as supermarkets and modern retail outlets proliferate, driven by strong consumer spending and demand for goods in a country of over 84 million people, of which about 52% are under 30 This momentum has helped Vietnam emerge as one of the world's most attractive retail markets; AT Kearney places Vietnam as the third most attractive market globally and projects annual growth of up to 30%, behind only India and Russia The market is ripe for convenience stores and other modern trade formats, signaling that retail will continue to grow to meet the demands of a modern purchasing society In Ho Chi Minh City, many traditional markets are transforming into modern trade centers, such as Bà Chiểu, Nguyễn Văn Trỗi, and Văn Thánh.
Vietnam’s total retail sales of goods and services in the first months of this year are estimated to have risen 24.1% year-on-year to VND 112 trillion (about USD 7 billion), according to the General Statistics Office (GSO).
The modern retail outlets (supermarkets, convenience stores) increase from 18% in 2004 to 23% in 2005 while the traditional markets, malls, family owned stores decrease from 82% to 77%
Rising economic trends, favorable market condition, consumption behavior lead to a prosperous future for G7 Mart project
G7 Mart leverages its strong capabilities to propel the G7 Mart Convenience Stores project, building a robust store network and streamlined operations To ensure sustainable growth, the initiative must quickly identify and resolve the root causes of any undesired effects, implementing effective corrective measures so the convenience stores meet their development targets and deliver reliable value to customers.
Store owner’s name or rep.:
Spouse’s name: DOB Working place Position
Relationships that can influence on the business of the store:
Siblings: DOB Working place Position
New, nice built, tiled floor
Long-term 3 2 leaseholder Short-term leaseholder
1 Assessment guidelines: a Only choose ONE character of criteria respective to evaluation marks b Only for “Product Categories” can choose 3 to 5 according to the store business status (Min.3)
2 Description: Well describe in details according to the evaluation criteria
Conclusion: - Chosen stores should be marked in average: at 54 marks and above
- Stores can be chosen if their marks under 54
Surveyor’s remarks: Based on the study results and evaluation, I propose three store options for G7 Mart: a standardized pilot with 100% investment by G7 Mart; a pilot program with partial investment by G7 Mart; and a member-shop that is identified only by the G7 Mart signboard, with design support if available.
Superior’s field checking: (clearly state: agree or not….)
Summary Very good Good no
82- Bùi Thị Xuân, P.Bến Thành, Quận 1, Tp.HCM Tel : 08-9892330 Fax : 08-9892336
PILOT LIST in HOCHIMINH CITY
Stt Qu 壱 n Tên CH Ng 逢運 i liên h 羽 A鵜 a ch 雨 Note
1 1 Hùng Hà Ch 鵜 H 茨 ng 185A C 嘘 ng Qu nh, Q1 Approved
2 H 欝 ng Hoa Tr 亥 n Minh Thi 羽 n 250 A隠 Thám, p Ph 衣 m Ng Lão, Q1 Approved
3 M 瓜 ng Tuy 隠 n Ch 鵜A i 羽 p 146 Cô Giang, q1 Approved
4 Tuy 院 t Nhung Chú Ngh 羽 81 Cô Giang, Q1 Approved
5 CH 89 Anh Tr 詠 c 89 A隠 Thám, Q1 Approved
6 Bách Hoá Kim Dung 62 Lê Thánh Tôn, Q1 Approved
7 Kaila Ch 鵜 Thu 益 123 Nguy 宇 n H 英 u C 亥 u, Q1 Approved
8 Hà N 瓜 i Ch 鵜 Huy 隠 n 127 A i 羽 n Biên Ph 栄 , Q1 Approved
9 Shop 155 Ch 鵜 Chi 155 Lê th 鵜 Riêng, Q1 Approved
10 Chị Đào An Thái Hòa 60 Hàm Nghi, P.B n Nghé Approved
11 Triệu Minh Hằng Việt Hằng 237 Lý Tự Trọng, P Bến Thành Approved
12 Huỳnh Thanh Hoàng Đồng Khởi 65D Nguyễn Thái Học, P Cầu Kho Approved
13 Phạm Thị Thiêm Phương Anh 144 Cống Quỳnh, P.Phạm Ngũ Lão Approved
14 Nguyễn Thị Ngà Phúc Long 120C Đinh Tiên Hoàng,P.Đa Kao Approved
15 Chị Trần Kim Long Anh Mỹ 17 Yersin, Cầu Oâng LÃnh Approved
16 2 Minh Hùng Anh Hùng Nguy 宇 n Duy Trinh, Q2 Approved
17 Nguy n Thanh Th m BH An Hoàng 14 I Qu c H ng, Thảo Đièn Approved
18 3 BHTH Ch 鵜 H 逢挨 ng 42 Tr 亥 n Cao Vân, Q3 Approved
19 CTy TMDV Q3 Anh Phát 158 Võ V < n T 亥 n, Q3 Approved
20 CTy TMDV Q3 Anh Phát 26 Cao Th 逸 ng, Q3 Approved
21 CH 48 Ch 鵜 H 逢挨 ng 48A Nguy 宇 n Thông, Q3 Approved
22 Bánh Mì Hà N 瓜 i Ch 鵜 Dung 85 Nguy 宇 n Thi 羽 n Thu 壱 t, Q3 Approved
23 S 挨 n A ào Anh S 挨 n 153 Nguy 宇 n Thông, Q3 Approved
24 Xuân A ào Ch 鵜 H 逢挨 ng 178 Tr 亥 n Qu 嘘 c Th 違 o, Q3 Approved
25 BHTH Cô Lan 51B Tr 亥 n Quang Di 羽 u, Q3 Approved
26 BHTH Ch 鵜 H 衣 nh 7 Tr 亥 n Qu 嘘 c To 違 n, Q3 Approved
27 Thanh Xuân Ph 衣 m Vi 羽 t Hùng 412 CMT8, Q3 Approved
28 Shop H 逢挨 ng Chú Long 29Bis Nguy 宇 n Thông, Q3 Approved
Nguyeãn Thò Thanh Hương 178 Trần Quốc Thảo, P7
31 Võõ Thanh Sơn Sơn Đào 153 Nguyễn Thông, P9 Approved
32 4 A CX Cô Trang 002 Tân V nh, Q4 Approved
33 Kaila Ch 鵜 Th 違 o 79 Lê V < n Linh, Q4 Approved
34 CH189S Ch 鵜 Th 違 o 189s Xóm Chi 院 u, Q4 Approved
35 Di B o Ch H ng 71 V nh H i, Q4 Approved
36 5 BM Hà N 瓜 i Cô Lan 35 An D 逢挨 ng V 逢挨 ng, Q5 Approved
37 BHTH Anh Quang 1023 Nguy 宇 n Trãi, Q5 Approved
38 B 違 o Châu Ch 鵜 Nguy 羽 t 10A Tr 亥 n Bình Tr 丑 ng, Q5 Approved
39 Nhật Linh Nguyễn Nhật Linh 906 Trần Hưng Đạo, P7 Approved
40 Hương Lạc Viên Phạm Thị Thu Dung 132 Trần Tuấn Khải, P5 Approved
41 Mai Thu Trần Văn Thạnh 77-79 Nguyễn Biểu, P1 Approved
42 Song Tùng Trương Văn Lân 207 Hải Thượng Lãn Oâng, P13 Approved
43 CHBH Nguyeón Thũ Lieóu 141-143 An Dửụng Vửụng, P8 Approved
44 6 Ph 逢噂 c Nguyên H 逢 ng Anh Sang 243 Ph 衣 m V < n Chí, Q6 Approved
45 Vixumilk A oan Trang 127 Hâu Giang, Q6 Approved
46 Xay Ty Anh Ty 198 Gia Phú, Q6 Approved
47 H 欝 ng Liên Ch 鵜 Liên 1-3 A逢運 ng 64 Approved
48 H 欝 ng Khánh Anh D ng 219 Nguy 宇 n V < n Luông Approved
49 Nh 逢 Mai Anh Luân 39 Lý Chiêu Hoàng, Q6 Approved
50 CH 89 Ch 鵜 Cúc 89 Ph 衣 m A ình H 鰻 , Q6 Approved
51 BHTH Anh Quân 16 Lê Quang Sung Approved
52 BHTH Ch 鵜 Mai 178 B2 Tân Hoà A ông, Q6 Approved
53 478 Anh Thôi 478 H 壱 u Giang, P12 Approved
55 7 V Duy Ch 鵜 Cúc 21 G Lâm V < n B 隠 n, 7 Approved
56 A ông Phát Nguy 宇 n T 医 n Anh 12A Hu nh T 医 n Phát, Q7 Approved
57 CHBH Cô H 逢挨 ng 63 Lê V < n L 逢挨 ng, Q7 Approved
58 CHBH Lê Trung H 壱 u 234 Lê V < n L 逢挨 ng,Q7 Approved
60 Dương Thiên Vương N/S Tân Thuận
471 KP1, Huỳnh Tấn Phát, Tân Thuận ẹoõng
61 Leõ Thũ Caồm Hửụng CHBH 63 Leõ Vaờn Lửụng, Taõn Kieồng Approved
62 Nguy n Th Kim Th ng C Xanh 324 Hu nh T n Phát, Tân Thuận Tây Approved
63 Phan Thị Thuỳ Loan ng Phát 697 Hu nh T n Phát, Tân Thuận Tây Approved
64 8 Vinamilk Anh Chân 19 Cao Xuân D 映 c, Q8 Approved
65 M 悦 Linh Ch 鵜 Hà 45 D 衣 Nam, Q8 Approved
66 Ngh a Anh Nghiã 407 T 雨 nh L 瓜 50, Q8 Approved
67 M 悦 ph 育 m A鵜 nh Cô A鵜 nh 134 Nguy 宇 n Th 鵜 T 亥 n, Q8 Approved
68 Plentyday Mart Ph 衣 m A ình Trình 125/87 Âu D 逢挨 ng Lân, Q8 Approved
69 9 C 逢運 ng Th 鵜 nh Anh C 逢運 ng 12 A衣 i l 瓜 2, q9 Approved
70 Phuứng Th Chớ Quy t N/S Nhaõn Vaờn 412/1 KP 1 Taờng Nhụn Phuự Approved
71 10 A CX Ch 鵜 Thu 益 7-9 Hoà H 逢 ng, Q10 Approved
72 H 違 i Li 宇 u Ch 鵜 Li 宇 u 76B Lý Thái T 鰻 , Q10 Approved
73 Vinamilk Anh Hoàng Q1 ter C 穎 u Long, Q10 Approved
74 BHTH Anh Minh 524 Nguy 宇 n Chí Thanh Approved
75 Hoàng Dung Ch 鵜 Thu 益 285/188 CMT8, Q10 Approved
76 Phan Tuyeát Nga Thoâng Sôn 187 Ngoâ Quyeàn, P6 Approved
77 Nguyễn Thị Ty Vinamilk 81A Tô Hiến Thành, P13 Approved
78 Trương Đình Thoại CHBH 147 Nguyễn Lâm, P6 Approved
79 Chu Đăng Khải CH 261 261 Đường 3/2, P10 Approved
80 Anh Trị Cầu Tre PP14A Đồng Nai, P15 Approved
81 Leõ Thũ Hửụng Thanh Hửụng 407 Nguyeón Tri Phửụng, P5 Approved
82 11 Vinamilk Kim Thanh 130 Tôn Th 医 t Hi 羽 p, Q11 Approved
83 Mai Khanh Ch 鵜 Trang 103 Phó C 挨A i 隠 u, Q11 Approved
84 An Khang Ch 鵜 Tuy 院 t 176A L 衣 c Long Quân, Q11 Approved
85 V nh H 逢 ng Tr 亥 n Ngó 254, Nguy 宇 n Th 鵜 Nh 臼 , Q11 Approved
86 Ktel Ch 鵜 Ph 逢嬰 ng 460 H 欝 ng Bàng, Q11 Approved
87 BHTH Ch 鵜 Bích 218 L 衣 c Long quân, Q11 Approved
88 Vinamilk Anh Hoàng 418 L 衣 c Long Quân, Q11 Approved
Trang N/S Đầm Sen 300/10 Oâng Ích Khiêm, P10
91 BHTH Trác H ng Thanh 27/1 QL 1A, P Tân Th i Hi p, Q12 Approved
92 12 A泳 c Phát Anh Tài 74/2 Nguy 宇 n 謂 nh Th 栄 , Q12 Approved
93 H 違 i Ph 逢挨 ng Ch 鵜 Hà C36-37 Nguy 宇 n V < n Quá, Q12 Approved
94 BHTH Ch 鵜 Hà D1, KP5, QL 瓜 22, Trung M 悦 Tây Approved
95 Bích Liên Bích Liên 326A Tr 逢運 ng Chinh, Q12 Approved
96 Trần Anh Kim N/S An Sương 124 Trường Chinh Approved
Dửụng Thũ Linh Trang N/S Trung Chánh 1C Nguyễn Aûnh Thủ, Trung Mỹ Tây
98 Dương Thiên Vương N/S TTVH Q12 9 Quốc lộ 22, Trung Mỹ Tây Approved
99 Hà Kiều Nga Phi Long 72/1 Nguyễn Văn Quá, Đông Hưng Thuận Approved
100 Nguyễn Thị Lệ Hà CH G7 26C1 Quốc lộ 1, Tân Thới Hiẹp Approved
101 Nguyễn Văn Đức Đồng Hưng 1022/3C Quốc lộ 1A, An Phú Đông Approved
102 T A泳 c CH210 Anh Thu 壱 n 210 Võ V < n Ngân, T A Approved
103 Ng 丑 c A i 羽 p Cô A i 羽 p 4, A逢運 ng 6, Th 栄A泳 c Approved
104 Bách H 逢荏 ng Anh H 逢荏 ng 62C/1, QL 13, T A Approved
105 Ánh H 欝 ng Ánh H 欝 ng 14 lô A, Ch 嬰 Tam Bình Approved
106 Nguy n Hoàng Minh B n Nghé 340 Võõ V n Ngâân, Bình Thọ Approved
107 Lê Kim Hạnh Kim Hạnh 181 Võ Văn Ngân, Trường Thọ Approved
108 BTh 衣 nh T 衣 p Hoá Th 逢運 ng Cô Th 逢運 ng 424 bis N 挨 Trang Long, BT Approved
109 BHTH Nguy 宇 n Th 鵜 Ph 逢挨 ng 363 Phan V < n Tr 鵜 , P11, BT Approved
110 C 穎 a Hàng S 嘘 1 Ch 鵜 Thu 益 1 Hu nh M 磯 n A衣 t, BT Approved
111 BHTH Chú A ông 67B12 V Huy T 医 n, BT Approved
112 Bích Ngoc Ch 鵜 Ng 丑 c 615 XVNT, Thanh A a, BT Approved
113 BHTH Ch 鵜 Nga 115 A i 羽 n Biên Ph 栄 , P15 Approved
114 BHTH Ch 鵜 Dung 97 C 逢 xá 304, A逢運 ng D1, P25 Approved
115 G7 Anh Kim 152/34 A i 羽 n Biên Ph 栄 , Q BT Approved
116 Thanh Dung Ch 鵜 Dung 45C4 A逢運 ng D1, P25, Q.BT Approved
117 Phạm Đức Dũng Thúy Dũng 125A Hoàng Hoa , P6 Approved
119 Anh Hoàng Đức Bách hóa T.Hợp 69 Nơ Trang Long, P11 Approved
120 Chị Ngọc Trang Hoàn Hiệp 326 Xô Viết Nghệ Tĩnh, P25 Approved
121 GV BHTH D 逢挨 ng Th 鵜 H 欝 ng 79/864 Lê A泳 c Th 丑 , F17, GV Approved
122 G7 Ch 鵜 Nga 514 Phan V < n Tr 鵜 , GV Approved
123 BHTH Nguy 宇 n V < n Quân 5 M Quang Trung, P10, GV Approved
124 CH135 Ch 鵜 Hi 隠 n 135 Nguy 宇 n Ki 羽 m, GV Approved
125 BHTH Anh D ng 62A Cây Trâm, P11 Approved
126 Dửụng Thieõn Vửụng N/S Thieõn Vửụng 190 Quang Trung, P10 Approved
127 Dửụng Quoỏc Trũ N/S Nhaõn Vaờn 7 Quang Trung, P11 Approved
128 Dửụng Quoỏc Trũ N/S Nhaõn Vaờn A 6-7-8 Quang Trung Approved
129 Anh Thành Vĩnh Thành 1/1A Thống Nhất, P11 Approved
130 Hà Mạnh Quân CH 4/10ù 4/10 Quang Trung, P11 Approved
131 Anh Khánh CHBH 66 Nguyễn Văn Nghi, P5 Approved
132 Anh Quân Tuấn Tài 5M Quang Trung, P10 Approved
133 Chũ Phửụng Caõy Thũ 363 Phan Vaờn Trũ, P11 Approved
134 Hoàng Y n Ch Luy n 177A Lê c Th , GV Approved
135 PN A衣 i Lý Abbot Ch 鵜 Trang 245 Hu nh V < n Bánh, PN Approved
136 CH36 Cô Xuân 346 Hu nh V < n Bánh, PN Approved
137 Chị Dung Cty TP Rau quả 240 Phan Đình Phùng, P1 Approved
138 Ch Di m Hoàng Vieọt 594 Nguyeón Kieọm, P4 Approved
139 Lương Văn Lâm Lâm 72 Huỳnh Văn Bánh, P12 Approved
140 BChánh BHTH Ch 鵜 L 羽 B7/177 遺 p 2, X A a Ph 逢噂 c, QL50 Approved
141 Tâm Hoa Ch 鵜 Hoa A 12/1 QL 1A, BChánh Approved
142 BHTH Ch 鵜 Nga B3/13 Qu 嘘 c l 瓜 1A, X.Tân di 羽 n Approved
143 BTân A< ng Vân Cô Vân 410 T 雨 nh L 瓜 10, BTa Approved
144 Hùng A ào Anh Hùng C18/8 Tân Hoà A ông, BTa Approved
145 Bách Hoá Chú M i 53 H Ng c Lãm, An L c, BTa Approved
146 TBình Thành Tâm Anh Th 逸 m 226D Lê V < n S 悦 , TB Approved
147 BHTH Ch 鵜 Tính 357 Nguy 宇 n Thái Bình Approved
149 25 Lam S 挨 n Nguy 宇 n Th 鵜 Nh 鵜 H 逢運 ng 25 Lam S 挨 n, P2, TB Approved
150 Vinamilk Ch 鵜 Nga 380 Ph 衣 m V < n Hai, TB Approved
151 Vinamilk Ch 鵜 H 茨 ng 60 Tr 逢挨 ng Công A鵜 nh, TB Approved
152 Bách Hoá Ch 鵜 Linh 215 Nguy 宇 n H 欝 ng A ào, TB Approved
153 Ph 逢挨 ng Th 違 o Cô Th 違 o 42A Hoàng Hoa Thám, TB Waiting
154 Thanh H 逢挨 ng Ch 鵜 H 逢挨 ng 123 Tây Th 衣 nh, TBình Approved
155 Chị Ngọt Gia đình Enfa 116 CMT8, P5 Approved
156 Anh Phẩm N/S Trí Thức 144 Hoàng Hoa Thám, P12 Approved
157 N/S Nhân Văn Dương Quốc Trị 596 Trường Chinh, P13 Approved
158 N/S Nhân Văn Dương Quốc Trị 391 Trường Chinh, P14 Approved
159 N/S Nhaõn Vaờn Dửụng Quoỏc Trũ 189 CMT8, P7 Approved
160 Đỗ Thị Thanh Thủy Ninh Giang 12 Trường Sơn, P12 Approved
161 Dương Quốc Trị N/S Nhân Văn 01 Trường Chinh, P13 Approved
Trang N/S Tân Bình 284 Hoàng Văn Thụ, P4
163 TPhú Xuân Mai Anh C 逢挨 ng 105 Tr 逢挨 ng V nh Ký, Q.TPhú Approved
164 BHTH Anh Ban 230 Tân H 逢挨 ng, TPhu1 Approved
165 BHTH Ch 鵜 Nhi 171 Gò D 亥 u, TP Approved
166 Ti 院 n A衣 t Chú A衣 t 305 Tân S 挨 n Nhì, TP Approved
167 A衣 i Lý Vinamilk Anh Kim 36/6 Tân K Tân Quí, TP Approved
168 H 欝 ng Mai Cô Mai 86/1 Nguy 宇 n S 挨 n, TP Approved
169 N/S Trí Thức Anh Ph 育 m 26/8 Trường Chinh, Tây Thạnh Approved
170 Đức Thịnh Anh Th 鵜 nh 58 Độc Lập, P17 Approved
171 N/S Nhân Văn Dương Quốc Trị 254 Lũy Bán Bích, Phú Thọ Hoà Approved
172 Lâm H i Anh Lâm 4/23A Nguyeãn Suùy, Taân Quyù Approved
173 HMôn BHTH Anh S 挨 n 57/8 Phan V < n H 噂 n, Bà A i 吋 m Approved
174 BHTH Ch 鵜 Lan 93/5B Nguy 宇 n 謂 nh Th 栄 , V 衣 n H 衣 nh Approved
Dửụng Thũ Linh Trang N/S Nhân Văn 56/8 Lý Thường Kiệt, KP2
176 NBè A衣 i Nam Anh D ng 71/5 Hu nh T 医 n Phát, NB Approved
177 Nguy n Duy C nh Minh Trí 6/2 Hu nh T n Phát KP4, Nbè Approved
CÔNG TY C PH N G7 C NG HÒA XÃ H I CH NGH A VI T NAM
82 Bùi Th Xuân, P B n Thành, Qu n 1, TP.HCM
T: 9892330 – FAX: 9892336 c l p – T do – H nh phúc -oOo -
• C n c n đ ng ký gia nh p thành viên h th ng G7
• C n c vào kh n ng, nhu c u c a hai bên
Hôm nay ngày … /… / 2006, t i TP.HCM, chúng tôi g m có:
- Gi y ch ng nh n đ ng ký kinh doanh s : ………do S K ho ch và u t c p ngày: ………
- a ch tr s : 82 Bùi Th Xuân, P B n Thành, Qu n 01, Tp.HCM
- a ch liên h : 190 ng Quang Trung, Ph ng 10, Qu n Gò V p, Tp.HCM
- Ngân hàng : Ngân hàng NN&PTNT – Chi nhánh Gò V p
- Gi y ch ng nh n đ ng ký kinh doanh s :
Sau khi bàn b c và th ng nh t, hai bên đ ng ý ký B n th a thu n v i n i dung nh sau:
I U 1: Công ty C ph n G7 đ ng ý ch n c a hàng c a bên B tr thành m t thành viên c a h th ng phân ph i
I U 2: Trong th i gian B n th a thu n này có hi u l c, Bên A có trách nhi m:
Bên A đ u t cho Bên B các chi phí bao g m: thi t k c a hi u, b ng hi u và các b ng qu ng cáo bên trong và bên ngoài c a hi u
Thực hiện các chương trình quảng bá trên các phương tiện truyền thông đại chúng với quy mô lớn nhằm thu hút khách hàng Đồng thời, chiến lược này tăng nhận diện thương hiệu và nâng cao uy tín cũng như hình ảnh của thương hiệu Bên B.
(b) Tri n khai các ch ng trình th ng cho Bên B theo tháng – quý – n m d a trên các ch tiêu doanh s , ph c v khách hàng, tr ng bày hàng hóa theo đúng chu n
(c) Khai thác qu ng cáo t i c a hi u v i đ i tác th 3, l i nhu n thu đ c t ho t đ ng này hai bên s đ c h ng theo t l 50:50
(d) Ph i h p v i các nhà cung c p đ tri n khai các ch ng trình khuy n mãi ho c tr ng bày s n ph m nh m thúc đ y kinh doanh và t o thêm l i nhu n cho Bên B
(e) Tìm ngu n cung c p trang thi t b (máy tính ti n, máy vi tính, h th ng ch ng tr m và các trang thi t b khác) v i giá r
(f) T ch c các ch ng trình hu n luy n mi n phí cho Bên B bao g m: qu n lý c a hi u, phong cách ph c
Cung cấp/bán trực tiếp qua nhà phân phối G7 Mart cho Bên B các sản phẩm hàng hóa chất lượng cao với mức giá cạnh tranh thuộc các ngành hàng: mỹ phẩm, rượu bia và nước giải khát, thuốc lá, sữa và thực phẩm, bánh kẹo, thực phẩm khô và các sản phẩm dược phẩm chế biến khác.
(b) B o v quy n l i chính đáng c a Bên B khi có nh ng v n đ phát sinh t ch t l ng s n ph m, giá c c ng nh các ch ng trình h u mãi khác
(c) Tìm ki m thêm nhi u ngu n s n ph m m i và lo i hình kinh doanh d ch v khác nh m t ng thêm doanh thu và l i nhu n cho Bên B
I U 3: Trong th i gian B n th a thu n này có hi u l c, Bên B có trách nhi m :
3.2 Gi đúng s đ - thi t k t k và b ng hi u G7 Mart bên trong l n bên ngoài, không tham gia các ch ng trình qu ng cáo, khuy n mãi, tr ng bày, treo b ng hi u c a các công ty khác t i c a hi u
3.3 u t trang thi t b (t , k , qu y tính ti n, h th ng th p sáng,… ), s a ch a c a hi u theo đúng s đ thi t k
3.4 ng ý đ Bên A khai thác các hình th c qu ng cáo bên trong, bên ngoài t i c a hi u và l i nhu n thu đ c t ho t đ ng này hai bên s đ c h ng theo t l 50:50
3.5 Th c hi n đ y đ các chính sách khuy n mãi, tr ng bày và phong cách ph c v theo đ ngh c a Bên A, không tr ng bày và bán s n ph m kém ch t l ng, h t h n s d ng…
3.6 Trong tr ng h p Bên B có nhu c u m thêm c a hi u m i d i th ng hi u G7 Mart thì ph i đ c s đ ng ý c a Bên A
Điều 4: Thời hạn của thỏa thuận này là 05 năm, có hiệu lực kể từ ngày ký Bên B cam kết trả cho Bên A số tiền 75.000.000 đồng cho quyền sử dụng thương hiệu trong suốt thời hạn hợp đồng, và các chứng từ liên quan bằng tiếng Việt Nam được coi là bằng chứng cho giao dịch này.
I U 5: Hai Bên cam k t th c hi n đúng các i u kho n ghi trong B n th a thu n này và ph l c đính kèm
(n u có) Trong quá trình th c hi n n u có v ng m c hai bên s cùng bàn b c gi i quy t trên tinh th n h p tác đ đi đ n th ng nh t
B n th a thu n này đ c l p thành 03 b n, Bên A gi 02 b n, Bên B gi 01 b n và có giá tr nh nhau
H ぱ P Aち NG PHÂN PH た I
C n c B Lu t Dân S c a N c C ng Hòa Xã H i Ch Ngh a Vi t Nam có hi u l c t ngày 01/01/2006
C n c Lu t th ng m i c a N c C ng Hòa Xã H i Ch Ngh a Vi t Nam có hi u l c t ngày 01/01/2006
C n c vào kh n ng và nhu c u c a hai bên
Hôm nay, ngày tháng _ n m 2006 t i Tp H Chí Minh chúng tôi g m có:
BÊN A : CÔNG TY TNHH TM & DV G7 (“G7”)
Giấy chứng nhận đăng ký kinh doanh số 4102013114 do Sở Kế hoạch và Đầu tư TP.HCM cấp ngày 16/12/2002 Địa chỉ trụ sở: 82 Bùi Thị Xuân, Phường Bến Thành, Quận 1, TP.HCM Địa chỉ liên hệ: 168 Phan Văn Trị, Phường 5, Quận Gò Vấp, TP.HCM Điện thoại: 08.9859809; Fax: 08.9859810.
S tài kho n: 421101.03.0135 Ngân hàng NN&PTNT – Chi nhánh Gò V p
Do Ông: Nguy n V n c Ch c v : T ng Giám c làm đ i di n
Gi y ch ng nh n đ ng ký kinh doanh s : do……… c p ngày…… a ch : a ch nhà kho: i n tho i: Fax:
Do Ông/Bà: Ch c v : làm đ i di n
Sau khi th o lu n các v n đ có liên quan, hai Bên đ ng ý ký k t H p đ ng phân ph i (sau đ ây đ c g i là
“H p ng”) v i các i u ki n và i u kho n nh sau:
Bên A đồng ý bổ nhiệm Bên B làm Trung Tâm Phân Phối trong hệ thống phân phối G7Mart để kinh doanh và phân phối các hàng hóa (sản phẩm) của Bên A trong phạm vi lãnh thổ được chỉ định Việc phân phối được thực hiện trên cơ sở các điều khoản của hợp đồng, bao gồm quyền hạn, trách nhiệm và các chuẩn mực về chất lượng, giá cả, thời gian giao hàng và các tiêu chuẩn quảng bá thương hiệu Bên B có trách nhiệm quản lý hoạt động phân phối, tối ưu hóa doanh số và đảm bảo tuân thủ đầy đủ các quy định liên quan nhằm duy trì mạng lưới phân phối hiệu quả cho Bên A.
Lãnh th ho t đ ng c a bên B là các c a hàng mang th ng hi u/b ng hi u G7 Mart ho c các khách hàng thành viên G7 Mart đ c quy đ nh c th trong Ph L c 1
Bên B không được cấp phép kinh doanh các loại hàng hóa (sản phẩm) tại các điểm kinh doanh khác ngoài vùng lãnh thổ đã quy định Mọi vi phạm quy định này có thể dẫn đến việc chấm dứt hợp đồng theo điều khoản thứ 10 của hợp đồng này.
1.2 Hàng hoá (S n ph m) và ngu n hàng (s n ph m)
+ T nh ng Nhà s n xu t/Nhà cung c p khác
G7 ch đ nh c th cho Bên B các m t hàng đ c phân ph i trong lãnh th (đ c quy đ nh trong ph l c
I U 2 : TH C HI N BÁN VÀ KHUY N MÃI S N PH M
Bên B cam kết tối ưu hóa mọi hoạt động kinh doanh và triển khai các hoạt động hỗ trợ nhằm tăng doanh số bán hàng trong lĩnh vực thông qua các điều kiện có thể sau đây Chúng tôi tập trung tối ưu quy trình, cải thiện trải nghiệm khách hàng và đẩy mạnh chiến lược tiếp thị để nâng cao hiệu quả bán hàng Đồng thời, chúng tôi áp dụng biện pháp linh hoạt để thích ứng với từng thời điểm và thị trường mục tiêu, đảm bảo sự nhất quán giữa kế hoạch kinh doanh và thực thi thực tế Dựa trên dữ liệu, phân tích thị trường và phản hồi từ khách hàng, chúng tôi liên tục tối ưu kết quả và tối ưu chi phí Mục tiêu là xây dựng mối quan hệ lâu dài với khách hàng và tăng trưởng doanh số một cách bền vững.
2.1 Duy trì m t l ng hàng hoá (s n ph m) t n kho trung bình ít nh t t ng đ ng s l ng bán ra trong 7 ngày
2.2 Bán đúng theo giá đã đ c thông báo c a G7 vào t ng th i đi m Th c hi n đúng và đ y đ các ch ng trình qu n lý bán hàng, qu ng cáo và khuy n mãi do G7 yêu c u
2.3 T ch c giao hàng đ n các c a hàng G7 Mart trong lãnh th theo đ n đ t hàng trong th i gian ch m nh t
2.4 Nh n hàng, l u kho, b o qu n và giao hàng hóa theo h ng d n và tiêu chu n c a Trung Tâm Phân Ph i do G7 quy đ nh Bên B ch u m i thi t h i do vi c l u tr và phân ph i, đ c bi t là các s n ph m h t h n ho c s p h t h n mà không do l i c a bên A
2.5 Tuân th nh ng quy đ nh v vi c s d ng m ng l i công ngh thông tin do G7 đ a ra
2.6 ng ý và t o đi u ki n cho nhân viên c a G7 đ n làm vi c t i v n phòng và ki m tra hàng hóa t n kho c a Nhà phân ph i
2.7 G i các k t qu kinh doanh h ng tu n theo bi u m u c a G7 yêu c u