Masan Consumer strives to be Vietnam’s leading consumer company by focusing on several key strategic areas.

Sector Strategy

Masan Consumer deploys a strategic framework in deciding "where to play”. Our sector selection criteria include:

• Food and beverage categories where the market opportunity is large and there is a potential market size of at least US$500 million
• Markets where we have the ability to build a premium brand and generate high margins (typical gross margins of at least 30%)
• Competitive landscapes where the market is dominated by state owned enterprises or is fragmented and there is a clear path to consolidation
• Markets where we can create value by product localization, through focusing on local taste and health

exceptional Execution

Our execution strategy is to:

• Come to market with a differentiated product
• Create a premium brand and launch with a strong marketing effort
• Leverage our extensive distribution platform and premium brand equity to penetrate mass market segments
• Employ and incentivize a world-class experienced management team by making them stakeholders in the business

Financial DISCIPLINE

We have a disciplined financial strategy. We:

• Aim to achieve 30%+ gross margins which allows us to maintain our strong marketing strategy and reinvest in acquiring and consolidating business platforms to achieve a sustainable leadership position
• Deploy low capital expenditure - we have an asset light entry strategy for new categories in order to focus on generating a 25%+ ROE
• Use a "cash on delivery” model, enabling us to optimize our working capital position and help fund our growth

FOCUS ON GROWTH

We are focused on growing this platform to enable us to become a market leader:

• In our existing categories, we focus on shifting consumers to premium brands and changing consumer behavior towards higher consumption
• We enter into high growth adjacent categories by leveraging premium brand halo and an underleveraged platform
• We enter into new attractive categories that fit our sector strategy through inorganic growth