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OVERVIEW

Our branding and marketing strategies have been instrumental to the success of our business. As at December 31, 2010, our marketing department consisted of 45 full-time employees divided into two groups: brand development and market operations.

BRANDING STRATEGY

We have adopted an umbrella brand strategy to reach a broad range of consumer groups. Each of our principal product lines has a premium brand ( Chin-su brand for sauces and the Omachi brand for instant noodles) and a mass-market brand (Nam Nu brand and Tam Thai Tu for sauces and Tien Vua for noodles), meeting the demands of customers of different levels of affluence. The introduction of product variants further permits us to sell to consumers in different regions and with varying tastes. We actively defend our brands from infringement and reselling by third parties. We also monitor the products of our competitors through our distribution network. Should we learn of material infringement of our trademarks, we will take all necessary steps, including legal action, to protect our brand image.

MARKETING STRATEGY

Our primary means of reaching our target consumers are television advertisements, which are generally 15 or 30 second commercial spots that focus on the health benefits, taste and affordability of our products. In 2010, Masan Consumer had more than 21,700 television commercial spots nationwide. To reach rural consumers, we advertise through more than 16 newspapers and magazines with a combined circulation of approximately nine million copies in 2010, reaching more than 61% of our customer base. We also advertise through radio, building banners, bus stops in key cities and advertisement spreads on the sides of buses. Additionally, we market our products with a variety of other activities such as outdoor campaigns and in-store promotion events.

PRODUCT MANAGEMENT STRATEGY

Our product management strategy has been fundamental to our success. We manage our current portfolio of brands by product segment and, within each product segment, by target market. We have a common branding strategy, for instance, using Chin-su as an umbrella brand for premium soya, fish and chili sauces. This maximizes the value of our brands, establishes a reputation for premium quality across our products, and generates economies of scale in advertising and promotion.

SALES AND DISTRIBUTION


OVERVIEW

We have developed a pan-national distribution network with over 141,000 points of sale, covering all of Vietnams 64 provinces. Our network includes all major modern trade channels, such as hypermarkets, supermarkets, and convenience stores, as well the traditional, primarily independent local operators. At the end of 2010, we had established exclusive relationships with 168 distributors and 1,453 dedicated salesmen throughout Vietnam.

We operate five distribution centers, strategically located in the Binh Duong, Tan Binh, Da Nang, Hung Yen and Hai Duong provinces to provide our distributors with products within 24 hours of an order being placed. These distribution centers collectively handled 455,000 pallets in 2010. To support our distributors throughout Vietnam, we provide them with regional exclusivity and work closely with them to ensure the effectiveness of their sales force and smooth coordination. DISTRIBUTION MAP

The map and table below show the location of the distribution centers throughout Vietnam and provides a summary of the number of distributors, salesmen and points of sale by region as of December 31, 2010:

Same day delivery of our entire product portfolio anywhere in the country

DISTRIBUTION FLOW

One of only a few companies with direct outreach to rural areas

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CTCP Thc phm Masan (Masan Food) hin c vn iu l 630 t ng, l cng ty con ca CTCP Tp on Masan (Masan Group). Hin ti, Masan Group trc tip nm 54,8% vn ca Masan Food v 18% vn thng qua 2 cng ty con. Masan Food hot ng chnh trong lnh vc ch bin thc phm vi cc ngnh hng: nc tng, nc mm (mang nhn hiu Chin-su, Tam Thi t, Nam ng), m n lin (Omachi, Tin Vua) Nh chin lc kinh doanh ng n m kt qu kinh doanh ca Masan Food trong nhng nm gn y tng trng rt n tng. Trong giai on 2006-2008, doanh thu ca cng ty tng trng bnh qun 84% nm (t 571 t ln 1.922 t ng), li nhun sau thu tng bnh qun 263% t 29 t ln 380 t ng.

Trong 6 thng 2009, Masan Food t 1.523 t doanh thu (tng 120% so vi cng k nm 2008) v 285 t ng LNST.

Theo phn tch ca CTCP chng khon Bn Vit (VCSC), s tng trng mnh trong cc nm qua ca Masan Food l do: Doanh thu tng trng cao nh tng th phn cc sn phm hin hu v tung cc sn phm mi. Cng ty ch trng ti cc dng sn phm cp trung v phn khc th trng ca cc sn phm ny l rt ln. Ci thin ng k bin li nhun.iu ny xut pht t vic cng ty chuyn hng t xut khu sang th trng ni a, loi b mt s sn phm c bin li nhun thp v khng hiu qu. ng thi pht trin cc mt hng cao cp c bin li nhun cao. Cc im mnh ca Masan Food: Xy dng thng hiu: cng ty hng n vic xy dng cc nhn hiu khc nhau cho cc phn khc th trng khc nhau. T thnh cng ca cc thng hiu sn phm hin ti, Masan Food c th m rng th phn ca mnh thng qua vic nh chim phn khc sn phm khng c thng hiu, vn cn rt nhiu tim nng vi nhiu nh sn xut nh, ri rc. Vi chin lc nh vo phn khc th trng bnh dn, Masan Food cho ra i sn phm Tam Thi T m trong thi gian ngn sn phm ny tng trng nhy vt. Nm 2008, ngnh hng nc tng ca Masan Food chim khong 62,8% th phn c nc v vn ang tng trng tt. Trong thi gian ti, VCSC k vng cng ty s ni tip thnh cng ny i vi nc mm v m n lin, 2 chng loi sn phm m Masan Food cha chim th phn chi phi, nhng cn rt nhiu tim nng. Pht trin h thng phn phi m rng th trng cc th nh cng nh vng nng thn l ng lc tng trng th hai ca Masan Food. Vi h thng phn phi hin ti gm 120.000 ca hng bn l 63 tnh thnh ph, VCSC tin rng cng ty c th tip tc pht trin nh mnh vo khu vc th trng y tim nng ny. Tnh n cui thng 8/2009, Masan Food c tt c 130 nh phn phi. Cng ty xy dng 5 trung tm phn phi ti Bnh Dng, Tn Bnh, Nng, Hng Yn v Hi Dng c th cung cp hng cho cc nh phn phi theo n hng ch trong vng 24h. Ban lnh o dy dn kinh nghim Masan Food c mt ban iu hnh y kinh nghim l nhng ngi tng lm vic ti cc cng ty a quc gia nh Unilever, P&G, Nestle. ng thi c s am hiu tng tn v th trng trong nc. Ngoi ra, cc thnh vin trong ban lnh o c kinh nghim lm vic rt a dng nh Marketing/Bn hng, Nghin cu pht trin R&D hoc t lnh vc iu hnh chui cung ng nguyn liu. VCSC c tnh doanh thu v li nhun c th tng bnh qun 35% trong giai on 2009-2013 vi 3 ng lc chnh l nc mm, m n lin v nc tng. Ch tiu 2009E 2010E 2011E 2012E 2013E (t ng) Doanh thu 4.168 6.639 8.988 11.408 13.843 LN gp 1.447 2.261 3.08 3.904 4.734 Li nhun HKD 633 1.015 1.645 2.085 2.525 LNTT 709 1.054 1.736 2.266 2.823 LNST 624 896 1.476 1.813 2.117 D bo kt qu kinh doanh 2009-2013 ca Masan Food Ngun: VCSC Phn tch, d bo cc ngnh hng chnh Nc mm: Nc mm hin chim 45% c cu doanh thu v 42% trong c cu li nhun EBITDA ca cng ty. Li nhun EBITDA bin ca ngnh hng nc mm l 20%. Trong giai on 2006-2008, lnh vc ny tng trng bnh qun 410% mi nm vi ng lc chnh l nc mm Nam Ng c tung ra th trng vo nm 2007. VCSC d bo doanh thu t nc mm c th t mc tng trng bnh qun mi nm 51% trong giai on 2008-2013E vi gi nh tc tng trng ca ngnh l khong 10%.

Nc mm l sn phm c kh nng pht trin mnh nht t vic chim th phn ca cc sn phm khng c thng hiu khc v hin ti Masan Food ch chim khong 19% th phn v phn khc sn phm khng thng hiu cn rt ln. Nc tng: Nc tng ng gp khong 24% vo tng doanh thu v li nhun ca cng ty trong nm 2008. Doanh thu tng trng bnh qun 175% trong giai on 2006-2008 trong khi tc tng trng t nhin ca ngnh l 49%. Bin li nhun EBITDA trong nm 2008 l 23%. VCSC uc tnh tng trng CAGR ca doanh thu Cc sn phm chnh ca Masan Food khong 19% trong nm 2008-2013 vi gi nh tc tng trng ca ngnh l 9%. Theo , nhn hng Chin-Su s t tc tng trng cao hn Tam Thi T bi v ngi tiu dng s chuyn dn t phn khc trung cp sang cao cp. Do , bin li nhun EBITDA cng sc ci thin mc 30% - 32%. M n lin: M n lin ng gp khong 15% vo doanh thu ca ton cng ty trong nm 2008. Trong giai on 2006-2008 tng trng t mc 555% trong khi tc ca ngnh vo khong 19%. Bin li nhun EBITDA l 23% trong nm 2008. VCSC d bo m n lin s tng trng mc bnh qun 75% trong giai on 2008-2013 so vi bnh qun ngnh l 8% mi nm. c tnh ny l da trn c s d on v s pht trin ca m Tin Vua vi 176% tng trng trong giai on d bo. Tuy nhin, do s cnh tranh gay gt t cc i th nh Vina AceCook ( Nht, Ho Ho), Vifon, Asia, bin li nhun ca m n lin khng cao nh cc loi nc chm. Trong nm 2009 do y mnh sn phm mi l Tin Vua nn cng ty tng cng chi ph qung co v marketing, t lm gim li nhun bin xung cn khong 9%. Trong cc nm sau, khi chi ph qung co gim xung th c tnh bin li nhun s tng ln 16%. Rt nhiu yu t khch quan c th tc ng ti cc doanh nghip sn xut m, mt thay i nh s to nn bin ng ln ca ton ngnh. Mc d hp lc ca th trng m gi kh ln song, khng phi khng c nhng kh khn, thch thc. Thng hiu m Mama ca Thi Lan c mt ti Vit Nam khong 7 nm nay vi doanh s lin tc tng trng khong 10%/nm. Theo nghin cu ca cng ty ny, Vit Nam c tim nng rt ln v l th trng tiu th ti 30 t baht m n lin, nhiu hn gp ba ln th trng Thi Lan. Lng m n lin tiu th bnh qun u ngi Vit Nam vo khong 90 gi/nm, so vi khong 39 gi/nm ti Thi Lan. Th nhng, khi bn ti k hoch m nh my sn xut tr gi 1 t baht ti Vit Nam, lnh o ca hng m ny t ra kh thn trng v cho rng, mc cnh tranh th trng Vit Nam l kh quyt lit vi trn 50 nhn hiu trong v ngoi nc nn cnh tranh khng phi l khng c ri ro. ng Hong Cao Tr cng phn tch: Hin ti, ngnh ch bin thc phm ang phi i mt vi hai th thch ln. Lut ATVSTP a ra vo thng 7/2011 phn no nh hng ti cc n v sn xut trong ngnh, i hi cc DN phi u t nhiu hn vo quy trnh kim sot cht lng. C s h tng hin nay ni chung vn ang trn pht trin nn cc DN vn ang gp kh khn ln trong vic u t xy dng v m rng quy m sn xut. Nguyn liu chnh sn xut l bt m phi nhp khu, nn s iu tit gi c ph thuc rt nhiu vo cc yu t khch quan ca mi trng. y l mt yu t lm gim tnh cnh tranh ca DN. Bn cnh , theo nhiu DN cho bit, ngnh m n lin ph thuc vo cc ngnh hng khc nh du n, gia v, bao b... nn ch cn mt s thay i nh cng s to nn s bin ng ln cho ngnh m n lin.

Trong khi , theo chuyn gia trong ngnh, n nh c gi thnh sn phm, tng tnh cnh tranh, ngoi vic phi khng ngng u t cc dy chuyn sn xut hin i th nh mc hao ht trong tt c khu phi duy tr mc di 1%. Hin nay, ngnh sn xut m vn gp khng t kh khn, xu hng pht trin s khng i vo sn xut theo chiu rng m tp trung vo chiu su v a dng ha sn phm vi m gi, m ly, m t, m khng chin, m ti. Ngnh cng nghip sn xut m gi ngy cng kh khn hn v c rt nhiu DN tham gia, bao gm c cc tp on m n lin ca nc ngoi. tng tnh cnh tranh, cng cn phi pht trin th trng xut khu. Cn phi c mt s tp trung, cng ng chung mt t chc nh Hip hi M n lin chng hn, to ting ni chung v th mnh xut khu, mt doanh nghip kin ngh. Chia s thm kh khn, ng Bo Chu cho bit: Nguyn liu u vo c gi c khng n nh, bin ng lin tc l mt kh khn rt ln m tt c cc cng ty ang tham gia vo ngnh hng ny ang phi i mt mi nm. Bn cnh vn v gi c nguyn vt liu khng n nh th chi ph vn chuyn tng cao hng nm cng l mt kh khn ln cho ngnh m. Bi v, c th gi bn ca sn phm m kh thp nn chi ph vn chuyn lun chim mt t l kh cao trn doanh thu. Cuc chin truyn thng i v u? Theo nh gi ca cc chuyn gia kinh t, nm 2011, tc ng ca suy thoi kinh t v mc lm pht gi kh cao ca ngnh m ni ring lm gim mc tng trng v sn lng ca th trng m n lin xung mt con s, chnh v vy mc cnh tranh cng quyt lit hn. Khc lit n mc trong nm 2011, m gi tr thnh cuc chin khi Acecook Vit Nam gi n ln Cc Qun l cnh tranh khiu ni mu qung co ca Cng ty c phn hng tiu dng Masan a thng tin gy nhm ln v cht lng m n lin v yu cu ngng truyn thng. Phn ng vi hnh ng ca Acecook, Masan cng gi n khiu ni Acecook v hnh vi gy ri hot ng kinh doanh ca DN khc. Tt c bt u t qung co m Tin Vua b ci chua lp l khi dn li ca chuyn gia nu nc chuyn sang vng c - chng t si m c nhum, gy hoang mang, lo s qu mc cn thit cho ngi tiu dng v s dng phm mu trong ngnh m n lin. Trc , tai nn cht 3MCPD cng tng c s dng cc hng m nh vo im yu ca i th. Cuc chin v truyn thng vn cha ngng khi c ba thng hiu Vina Acecook, Asia Foods, Massan u tranh nhau ng k qung co vo cc gi vng trn truyn hnh. Khng ch cnh tranh gi vng, c ba cn p dng chin lc qung co time line (lin tc) nhm to n tng, cng nh lm mi. Tuy nhin, sau chiu thc qung co trn truyn hnh vi mt kinh ph truyn thng ln ti c triu USD, cuc chin m gi gia Massan v Acecook cho thy n hi khc lit khi Massan n sng u tin bng qung co: M Omachi lm bng si khoai ty, n khng s nng. Thc t, mu qung co ny ca Massan khin cho cc thng hiu m gi khc b tn tht kh 1n v s tn tht ln nht, theo i din Acecook l ngi tiu dng ngi s dng m gi truyn thng v s s b nng... ng Tr cng tha nhn l thi gian qua, cng ty nhn c rt nhiu cu hi: Liu m ca Acecook c phm mu c hi?. ng gii thch, vic i mi, to s khc bit cho sn phm ch tht s mang tnh t ph khi c u t nghim tc vo h tng c s, trong cng ngh s quyt nh cht lng u ra tt hn ch khng phi ch l nhng chiu thc qung co khng c c s r rng.

V mun lm c iu ny, DN phi b ra khon u t kh tn km, phi c tim lc mnh v di hi. S cnh tranh trn th trng nu mang tnh cng bng, lnh mnh th s gp phn thc y cho s pht trin chung ca ton ngnh, nhng nu cnh tranh khng lnh mnh th s c tc ng ngc li. ng Phan Sng Lam cng cho rng, sai lm ln nht trong trong chin lc lm thng hiu l ch tp trung qu nhiu v qung co m khng u t su v sn phm, pht trin cng ngh. Bi v, mt khi qung co khng ng nh sn phm, ngi tiu dng sau thi gian u t m, s dng th sn phm s quay li vi nhng hng v hoc gu m h chn la. Cha k, vi chin lc a dng ha sn phm, mi DN ch c th la chn mt, hai thng hiu qung co to s khc bit. V vy, vi thng ip qung co gieo s s hi vo tm tr khch hng c th em li hiu qu nhanh chng. Tuy nhin, n cng c th l con dao hai li, gy ra s nghi ng, ty chay vi chnh cng ty a ra thng ip qung co.

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Why Has Instant Noodles Become So Popular?


How does the Culture of Noodle Consumption evolve in relation to the social and economic changes? The consumption of instant noodles is now widespread everywhere in the world as is the case with other types of fast food. Indeed the Japanese themselves regard the instant noodles as their most important invention ever. Using Hong Kong as an example, this paper will look at the reasons why instant noodle has become so popular and whether there are any marketing lessons to be learnt. Introduction Noodles can be regarded as the second staple after rice in Asian countries. The great thing about noodles is that they can be prepared in various combinations; with sauces, in soup, fried, with all kinds of meat, seafood and vegetables. When compared to rice, noodle meals are cheaper and more convenient. A great deal of time can be saved in the preparing, consuming and dish washing processes. Therefore, despite it ancient origins, it is highly suited to the fast beat of modern society. kad kahwin ||| Paper Bag ||| Breeders Cup Betting - Bet on Breeders Cup 2009 at Sportsbook.com Hong Kong is well known for its variety of cuisines and delicacies. Noodles are

still very popular and serve as a daily meal for many, especially the working class. The noodle shop nowadays originated from the Dai Pai Dong noodle stall in the 1960's. At that time, the economy in Hong Kong was based very much on manufacturing industry. The factory workers either brought their lunch box or went to the Dai Pai Dong for a bowl of wonton noodle for their lunch. There were also many street hawkers who earned a living by using a cart to sell noodles with assorted toppings to serve the needs of pedestrians. In the early 1970's, immigration of people from different regions of the Mainland China encouraged the emergence of different varieties of noodle, soup and ingredients. These types of noodle shops were welcomed by the Hong Kong public. The popularity of Japanese culture in the 80's bring Japanese noodles to HK Hong Kong has always been heavily influenced by Japanese culture. It starts at a young age in Hong Kong where children are deluged with loads of Japanese cartoons and dramas. They become infatuated with characters such as Hello Kitty, Pokemon, Ultraman, Gozilla and Dragonball Z. Generally, all things Japanese are considered to be fashionable and sophisticated whereas Chinese culture is considered to be boring and staid. From the 1980's onward, many Japanese Department Stores set up operations in Hong Kong. They flourished at the expense of local department stores that were considered to be rather bland. They brought in the concept of food courts located inside a department store, which shoppers found convenient. Japanese food like sushi and noodles were the major fast food introduced in the food courts. Due to curiosity and adventurous nature of Hong Kong people towards different cultures and foods, it did not take long before Japanese noodles like udon, ramen, became well accepted in the Hong Kong marketplace. Competitive Edge of Japanese over Chinese Noodle Shops

The traditional Chinese noodle stalls in Hong Kong has changed little over half a century. Like many traditional Chinese businesses, these were usually run by a family, (typically the father acts as the cook and master, the mother the cashier, and their children as waiters/ waitresses). Although the management of these stalls can be very flexible, they lack of control on the quality of food and customer service. Moreover, they do little to promote their shop image. The staff seldom wears uniform, and little attention is paid to food hygiene and the shop interior. Some stalls have pets strolling around and some don't even have air conditioning. Usually the menu is only in Chinese language, which is placed either under the greasy table glass top or pasted along the walls. The target customers are usually people in their neighborhood and the

business relied mainly on the low price strategies, or by word of mouth. The way in which the noodle is cooked is the crucial factor on getting return business. However, since the current generations of young people nowadays are able to receive higher education, they will not be eager to inherit their father's business. Given that running a noodle stall is not considered as a particular prestigious and well-paid job. Therefore when the master retires, he must pass on his technique to someone outside the family. It is a customary practice though for Chinese chefs not to pass on everything. Therefore, there is bound to be changes to the quality of the food once the business has changed hands. The Japanese noodle shops on the other hand are better organized. In the shop front, there is usually a display window showing wax models of different set meals. The wax models can imitate the food so successfully that it provides a mouth-watering image to the passerby. When one walks into the shop, he will be greeted politely by trained waitresses either wearing apron or some sort of uniform. The shop interior is carefully design to reflect Japanese culture and is always clean and hygienic. The menu is supplemented by some very attractive photographs. So that customer can be assured what they order will match their expectations, even if they cannot read the menu correctly. As the living standard of people in Hong Kong improves, their requirement on food is no longer just to fill the stomach. The target customers of Japanese noodles are usually the young generation and office workers. They are less price conscious and are willing to pay more for better food quality, service and eating environment. Although a bowl of noodle sold in a Japanese noodle shop could be at least three times higher than those sold in a Chinese noodle stall, many people still think that it is worth the money. The Japanese film 'Tampopo' in 1986/7 lionized the Japanese noodle philosophy Besides the overall image of a Japanese noodle shop, the consistency of food quality is the critical success factor for the Japanese noodles in penetrating the Hong Kong market. The Japanese have a fancy on noodles and have a serious attitude on trying to make the best noodle. This can be reflected in the film called 'Tampopo'. This is a comedy directed by Juzo Itami in 1986/7. The story is mainly on a Japanese noodle shopkeeper persistently pursuing ways to improve her noodle making technique. With the help of some amateur noodle gourmets, she had to first undergo a vigorous physical training program. Then they spied on local ramen shops in order to steal secret recipes from other chefs, and comparing the quality of service and decor. She slowly worked towards gaining confidence in herself, finding the correct balance in her food, and was finally able to make great noodles.

Although the story was a bit outrageous and the characters are exaggerated in order to be humorous. This film revealed very much the mentality of typical Japanese. They take research seriously, and are keen on meticulous observation and detail. This kind of enthusiasm and persistency enabled them continuously to develop new product to suit the ever-changing demand of the global market. The invention and the development of Instant Noodles The process for turning the traditional Japanese Ramen noodles into the now familiar instant, packaged noodles was pioneered by Momofuku Ando. He founded of Nissin Foods in Japan shortly after World War II, when the country did not have enough food to feed itself. After he lost his job, Ando decided to spend his life working in the food industry. He turned his house into a small research laboratory, looking for a way to process noodles so they could be stored and prepared quickly. After considerable trial and error, he found out that, like tempura, deep-frying boiled noodles in very hot oil can remove water from them. Before they are eaten, numerous small holes on the surface allow the added hot water to quickly penetrate and return the noodles to their original condition. In 1958, his instant noodle "Chicken Ramen" was first sold and was nickname "Magic Ramen". The new type of noodle was so popular and was sold out overnight. The rapid growth of the product can be attributed to its simplicity, sanitary packaging, preservability, and good taste. But the real turning point no doubt came with the introduction of cup-type noodles, where the food was prepared simply by pouring hot water over the dried contents, and the meal would be available in a few minutes. In 1966, Ando was inspired by the way the instant noodle was sampled in an promotion campaign in the US, he then developed and marketed a new product called "Cup Noodles" in 1971. The change in packaging from bags to cups spurred the growth of instant noodle so that today, instant ramen has become an integral part of the Japanese diet. The product had also enjoyed great popularity overseas, with many imitators. The Japanese word ramen is now recognized in many parts of the world as being synonymous with instant noodles. Therefore today, Japanese instant noodles have become well established as part of the fast food culture, in the same manner as hamburgers and fried chicken. Why Instant Noodles are so popular in the modern society?

Instant noodles are eaten around the world - 43.7 billion servings annually. The cup noodle is particularly suited to the rapid pace of modern living. The

dried noodle and food base is packed into a cup along with a fork. All the customer needs to do is to pour hot water into the cup and wait for a few minutes. After consuming the meal, the whole receptacle is then discarded. The whole package is very light and can thus be easily carried to work and outdoor activities such as hiking, camping, and traveling on a plane, ferry, coach or train. Instant noodles are manufactured by machine so that the shape, size, and quality are the same each time. That way, the consumer can be assured of consistency in the product purchased. Instant noodles have a long shelf life, which makes them eminently suitable for use in emergencies such as during a typhoon. Their ease of storage meant that they could be stocked easily by a variety of establishments. Instant noodles can now be bought in supermarket, convenient stores, gas stations, and vending machine. Quite often, hot water facilities are available on-site so that the customer can cook the product immediately after purchase. Instant noodles have become a favorite for many college student, bachelors and people who work overtime a lot. It also provides a good alternative for busy young married couples that would have gone out to eat otherwise. It also serves as an easy to prepare snack for many households. Therefore instant noodles have made a large impact on the food culture. Key factors to the success on promotion of Instant Noodle

After the success of "Nissin" noodles, copycat makers appeared one after another. Even industry giants based in Western countries such as Lipton and Campbell's began to experiment with ramen-like products. Nowadays, there are hundreds of brands of instant noodles for selection in supermarkets around the world. Under such a fierce competition, each manufacturer would have to promote their products strategically. According to a survey conducted by "Pot Noodle" (part of the Unilever group in the UK), around 50 per cent of purchases are impulse buys. Therefore, in order to stand out from the rest, attractive packaging is essential in order to draw the attention of potential buyers. Exotic images are associated with particular flavors, in order to promote the idea that eating instant noodles is fashionable. The Pot Noodle brand takes the whole idea further by trying to promote a cult image for its products (http://potnoodle.com) Price is often not the crucial factor in the purchasing decision of customers. The price of instant noodles is usually much cheaper than a meal purchased in a fast food outlet such as McDonald and Kentucky . The purchasing decision mainly rests of the food quality i.e. type of noodle and seasoning. How does Instant Noodles fashion to meet different market niches?

Although cup noodle was modified from the pack noodle, and is considered to be more convenient, the original pack noodle is still in a high demand. Firstly the price is much less than equivalent cup noodle, and it takes up less storage space. Bowl noodle is very similar to cup noodle in design but the container is much more akin to those one would use at home or in restaurants. Some products even have a printed pattern on the bowl that imitates the look of a traditional Japanese ceramic bowl. This somehow lessens the feeling of an artificial product. Crumble noodle is a read-to-eat product, although it can also serve with hot water, it is crispy and mostly consumes as snack without water. However, one may become thirsty after eating crumble noodle because of the lack of water. Factories that make instant noodles can now be found not only in Japan and the U.S., but also in Europe, Korea, China, Taiwan, Singapore, Thailand, Malaysia and Indonesia. The instant noodles produced often reflect local preferences. Korean ramen is highly spiced and often contains packets of black bean sauce. China makes ramen in Szechuan flavors, and Thailand makes very thin, delicate noodles with very hotly spiced packets. The Japanese prefers seafood and mild spices. In the U.S. they are usually available with meat and mushroom flavors, or mild spices often referred to as Oriental flavor? In Hong Kong people seldom stick to a particular flavor, they . like to try new flavors and tastes are likely to change in a short period of time. Therefore, in order to satisfy the Hong Kong market, as many flavors and textures should be offered as possible. How did the concept and technology of Instant Noodle and related product affect the Local & Global Food Industry? It wasn't long before instant noodle skipped over national boundaries and became an international phenomenon. Along with instant noodle, more and more different types of instant food products were invented to suit the growing demand on the global market. Instant noodles have become part and parcel of the instant food industry and culture. The concentrated powder form products such as instant coffee mixture, cereal, soup, juice and dehydrated food products such as fruit, vegetable, meat were claimed to retain the most original flavor and nutrition value when they are 're-hydrate' by adding water. As over 90% of the moisture was extracted during the process, these products can be preserved for a long time and no need to place in a refrigerator. Another type of instant food emerged is the microwave products (re-heated frozen food) such as dim sum, cake and congee which can re-gain the food original color, form and texture after defrosted in the microwave. In the science fiction movie 'Back to the future', there is a shot showing a biscuit like pizza when put in the microwave for a few minute, it dramatically becomes a

true size pizza. This reveals the expectation of people on the convenience of preserved food in future. The seasoning packet can be regarded as the soul of an instant noodle, other than salt and sugar; it contains various flavor enhancers including MSG and spices. This also encouraged the development of technologies on capturing and imitating different flavor and smells for other food products such as sweets, vegetarian food, artificial crabmeat, abalone and shark fin soup etc. where unique flavor is their major selling point. The Japanese had become masters of imitation foods, a good example are the fish meat products made to taste like scallop, abalone or crabmeat. What are the impact of Instant Noodles and related products on contemporary society? There are basically no limitations or boundaries on food supplies. With good preservation techniques, even the most perishable food can be preserved and ship over to the world. Regional flavor such as Indian curry, Korean kimchi, Thai spices, Japanese wasabi, Basil coffee etc. can be copied into different kinds of food products and supplied to the global market. Through the use of advance technology, most of the flavor, smell, color, form and texture of the original food can be captured and mass-produced. Therefore, we are being surrounded by artificial food products in our everyday life and sometimes, it seems opulent when we ask for fresh and natural food. We are living in a world where it is hard to define what is real or fake. Nowadays, people are so much taken to the conveniences of instant foods that they are prepared to abandon a more healthy lifestyle or naturally prepared foods. This is especially in a fast-paced city such as Hong Kong where ime is Money? and ork hard, play hard? attitudes prevail. However, there is now a backlash in Hong Kong and the world in general against instant noodles and foods. Firstly, there have always been health concerns over the use of artificial flavorings and preservatives in instant noodles. There had been numerous but unproven claims on the increased risk of cancer. Second, the nutritional value of instant noodles and other instant foods have been questioned and attacked. In addition, there had been reports that polystyrene containers used for cup noodles might release environmental hormones as well as carcinogens. Moreover the use of disposable cups, bowls, forks and chopsticks clearly goes against the trend of environmental awareness and protection. Consumers worldwide are becoming adverse to new food technologies such as genetically modified foods and irradiated foods. There has long been in movement in the West towards natural and health foods and it has gathered momentum in other parts of the world. There is now also a vocal anti-globalization constituency, as well as a movement towards

retro-designed products. Therefore, the future growth prospect of instant noodles is now very much in doubt, especially in developed economies. Concluding Remarks In Hong Kong, although the local noodle stalls have a long history and the noodles they offer are comparatively at a lower price, they were soon vanquished by the Japanese noodle shops. It shows that the traditional family owned type of business is no longer suitable unless they are willing to change and incorporate with effective management and strategies. It is especially true for those businesses that planned to take on the global market. Ramen traces its roots to Chinese cookery, but today it is prepared in an unquestionably Japanese style and has become a favorite dish among Japanese consumers. Beyond that, the Japanese were able to perceive future needs and developed the ramen into instant noodle and cup noodle that successfully penetrated global markets and left an enduring effect on the global food culture. This success depended on persistent research and development and the adoption of advance technologies, quality control, promotion and distribution. It is worthy to note that most Chinese instant noodle brands sold in Western countries such as ot Noodle? are manufactured and distributed by Western companies. The same is true for other instant Chinese foods such as pork and beef erky? . In view of the success of the Japanese Food development, the Chinese food industry should learn a good lesson. They should look ahead and perceive the future demand of the global market instead of always being a follower. More time and money should be spent on research and development in order to extend their original idea. Lack of persistency and advance technologies, unwillingness to change, poor management and quality control, had been the typical hindrance to the success of traditional Chinese business. There are thousands of unique foods from different regions that have yet to be introduced to the world market. Therefore, there is a lot of potential of development for the Chinese food industry. However, because of recent health and environmental concerns, the outlook for instant noodle and other instant foods has become cloudy. With a movement towards the use of natural foods and retro-design products, it may turn out after all that the traditional Chinese noodle stall may make a comeback.
Vietnam is Masan Groups primary area of focus as Southeast Asias fastest growing economy. Real GDP has grown at a compound annual growth rate ("CAGR) of 7.3% between 2004 and 2010. While Vietnams growth has been supported by low labor costs and productivity gains as a result of the Doi Moi ("renovation) reforms

which opened up the markets, we believe Vietnams true value lies in its domestic consumption potential and untapped natural resources. THE MIDDLE CLASS STORY

Vietnams demographic advantages support strong continued growth in domestic consumption:

Large and Young Population - Vietnam has a population of over 89 million in 2010, a high proportion of which is in the workforce, supporting higher consumer spending. With much of the population (68% under the age of 40) set to enter the workforce in the next 10 to 15 years, growth in consumer spending is expected to continue. Rapidly Rising Income Levels - Based on real GDP per capita and adjusted for purchasing power parity, income levels have increased threefold in the past 20 years, from US$840 in 1988 to approximately US$2,500 today, leading to a doubling in the size of the middle class over the past 5 years. The Middle Class is Driving Growth - Rising affluence accounts for the expansion in basic sectors such as food and beverage, which will continue to account for more than 50% of total consumption, and in financial services (shown by the 280-fold growth in the number of debit cards issued between 2003 and 2008).

UNDERDEVELOPED RESOURCES POTENTIAL

Mineral resources, agriculture and energy together constitute a significant percentage of Vietnams GDP with further growth anticipated from the development of the downstream sectors and related infrastructure. Mineral Resources - Vietnam is richly endowed with mineral wealth, holding some of the worlds largest reserves in bauxite and tungsten and significant deposits of rare earths, titanium and iron ore. Other mineral resources include copper, gold, nickel, zinc, tin, lead, chromite and manganese. Vietnam mineral resources potential remains largely untapped as many areas remain unexplored. Agribusiness - Agriculture, forestry and fisheries constitutes 21% of Vietnams 2010 GDP. The country is a major player in the rice, coffee, rubber and cashew trades and exported US$5 billion of seafood products (5.6 million ton) in 2010. Rising domestic consumption, new export markets and institutional support from government and trade groups will drive the sectors growth. Oil & Gas - Vietnam ranks third in Southeast Asia for petroleum resources. The sector has produced almost one billion barrels of crude oil and 300 billion cubic feet of natural gas over the past several decades. Oil and gas are anticipated in almost 50 fields and prospects, with reserves of approximately 4.5 billion barrels of oil and 23 trillion cubic feet of gas. Vietnams economic growth will drive development and opportunities in many adjacent and related sectors, including power, infrastructure, logistics and a more dynamic financial services industry to allocate capital more efficiently to drive growth. VIETNAMS CONSTRAINTS DRIVE OUR BUSINESS MODEL

Vietnam has recently experienced macroeconomic challenges, including high inflation and currency depreciation as it focused on GDP growth. Also, the private sector, while growing strongly, remains fragmented

as demonstrated by turnover and market share. Private sector companies are further challenged by constrained availability of long-term capital, lack of professional expertise and competition from larger multinationals. Masan Group manages these risks and addresses Vietnams private sector constraints by building scale and leading operating platforms to weather financial cycles, consolidation and growing market share.
Source: Spire Consulting, McKinsey, GSO, PetroVietnam

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