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    Final Exam

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    Nguyễn Phương Uyên
    Vinshop and G7 Mart had both aimed to connect grocery stores to suppliers but used different business models. While they shared similarities like clean stores and arranging goods neatly, key differences led to G7 Mart's failure while Vinshop continues expanding. G7 Mart relied on a franchise model with higher prices and limited technology, facing difficulties from competitors. In contrast, Vinshop uses a B2B2C model with transparent pricing, preferential programs, and leverages technology to support grocery stores during the pandemic by optimizing operations and supply chains.

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    Final Exam

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    Nguyễn Phương Uyên
    22 views3 pages
    Vinshop and G7 Mart had both aimed to connect grocery stores to suppliers but used different business models. While they shared similarities like clean stores and arranging goods neatly, key differences led to G7 Mart's failure while Vinshop continues expanding. G7 Mart relied on a franchise model with higher prices and limited technology, facing difficulties from competitors. In contrast, Vinshop uses a B2B2C model with transparent pricing, preferential programs, and leverages technology to support grocery stores during the pandemic by optimizing operations and supply chains.

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    Vinshop and G7 Mart had both aimed to connect grocery stores to suppliers but used different business models. While they shared similarities like clean stores and arranging goods neatly, key differences led to G7 Mart's failure while Vinshop continues expanding. G7 Mart relied on a franchise model with higher prices and limited technology, facing difficulties from competitors. In contrast, Vinshop uses a B2B2C model with transparent pricing, preferential programs, and leverages technology to support grocery stores during the pandemic by optimizing operations and supply chains.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    22 views3 pages

    Final Exam

    Uploaded by

    Nguyễn Phương Uyên
    Vinshop and G7 Mart had both aimed to connect grocery stores to suppliers but used different business models. While they shared similarities like clean stores and arranging goods neatly, key differences led to G7 Mart's failure while Vinshop continues expanding. G7 Mart relied on a franchise model with higher prices and limited technology, facing difficulties from competitors. In contrast, Vinshop uses a B2B2C model with transparent pricing, preferential programs, and leverages technology to support grocery stores during the pandemic by optimizing operations and supply chains.

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    © All Rights Reserved
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    of 3

    FINAL EXAM

    1. Compare the similarities and differences between the two business


    models of Vinshop and G7 mart. Let's analyze whether Vinshop will die
    prematurely like G7 mart
    * The similarities and differences between the two business models:
    + Similarities:
    - Their goods are neatly arranged and stores are both clean and beautiful
    - They both operate in gocery retail platform and meet many difficulties
    + Difference:
    G7 Mart Vinshop
    Founding 5/8/2016 5/10/2020
    Starting point and G7 Mart officially announced At that time, VinShop
    target that there are 500 stores, and announced that it had
    aims to have 9,500 G7 Mart helped directly connect
    branded stores nationwide. 20,000 grocery stores
    with suppliers. By the
    end of 2020, VinShop
    aims to link up with
    65,000 grocery stores
    in the areas of Hanoi,
    Ho Chi Minh City, the
    Red River Delta and
    the Southeast and 5000
    VIP partner

    Business model Franchise B2B2C


    Types of items The product group that G7 Currently, Vinshop
    distributed Mart distributes is mostly continues to expand its
    food, cosmetics, alcohol, product range to
    beverage, etc.without green include vegetables,
    vegetables, food or household food and a variety of
    items. products to serve
    customers.
    Distribution G7 Mart had to distribute Vinshop has a safe and
    system goods at higher prices stable supply chain in
    compare to other distributors, the middle of the
    and at times there was not pandemic by
    enough goods to supply the optimizing the goods
    mini shop chain it opened. management tool ,
    arrange
    accommodation for
    employees according to
    the "3 on-site" model.
    Moreover, it also issue
    a set of strict standard
    when receiving and
    delivering goods
    Price G7 Mart operates on the Vinshop provides
    principle of not making a gocery stores with
    profit on each product sold, special benefits such as
    but enjoying a percentage transparent prices,
    discount from the preferential purchase
    manufacturer on sales. programs such as VIP
    store and promotions

    Financial situation Trung Nguyen had promised Vinshop had cooperate


    to support G7 Mart at 50-200 with Techcombank to
    million/ store. Thus, if lauch the campain
    according to the plan, the “Ung von” up to up to
    lowest total expenditure must VND 70 million,
    be up to 475 billion VND for interest free for 40 days
    the goal of 10,000 G7 Mart for grocery owners
    retail points. Recently, the next 500
    billion VND has also
    been spent to support
    tens of thousands of
    grocers to recover their
    business after the
    negative impacts of the
    epidemic.
    Technology G7 Mart still had limitations in Vinshop takes full
    application management technology advantage of the
    technology platform to
    continuously launch
    new features such as
    offers, loans, helping
    shop owners to quickly
    order themselves right
    on the application and
    minimize contact
    during the pandemic.
    Difficulty - G7 Mart's rival in the retail The strong outbreak of
    war is the manufacturer. G7 the Covid-19 epidemic
    Mart’s competitors are along with the
    dominant retailer companies application of social
    like P&G, Unilever, Masan… distancing measures
    They had their own loyal have affected the
    distribution systems and find circulation of goods,
    ways to enhance the integrated leading to the
    brand value brought by the disruption of supply
    distribution chain like chains and affecting
    applying good distribution production and
    organization strategy, from business activities.
    promotions to discounts for
    stores,…which make G7 Mart
    isolated in the market
    - G7 Mart has higher total
    expenditure (at 475 billion
    VND) compare to its capital.
    This makes retail insiders
    doubt the viability of the
    strategy.

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