MWG: Strategic Orientation To 2030

1. Redefining growth from “quantity” to “quality”

• The period 2004–2025 is a journey of rapid expansion by "quantity", from a small retail chain to becoming a symbol of the Vietnamese retail industry;

• The 2026–2030 period will enter a new phase, growing with "quality" through optimizing existing platforms, personalizing experiences, integrating services and expanding to the region.

2. New growth engines to 2030

2.1. Growth through “quality”: Strategic assets – hard to replace

• Don't compete in price, but focus on selling peace of mind, speed, experience and service;

• Continue to develop the world of strategic products to create the effect of "water flowing to low places";

• TopZone is a strategic bridge with Apple, bringing Vietnam closer to Tier-1;

• Restructuring "reduce quantity - increase quality" with a contracting mechanism and a master mindset;

• Promoting the “Familyship” culture and new service culture are the foundations for sustainable and differentiated growth in the next phase.

2.2. Full product lifecycle service: Create “new” and hard-to-copy revenue, profit & traffic sources

• From retail to selling full product lifecycle solutions: sales – finance – warranty – maintenance – upgrade;

• Move to become a consumer touchpoint, providing flexible and reliable financial solutions.

2.3. Super App: Multi-service platform – master customer traffic

• From Loyalty App QTV becomes Super App - personalizing consumer behavior, operating more than the functions of an e-commerce platform thanks to superior after-sales & offline services.

2.4. EraBlue: Demonstrating regional replication capability.

• The No. 1 electronics retail chain in Indonesia in terms of revenue and number of stores, has reached break-even point;

• Accelerating expansion with a long-term goal of 500 stores and aiming for IPO through a joint venture.

3. MW 2030 becomes an independent listed company

• MW is ready to grow, breaking the stereotype of a saturated market – MW opens up new space;

• IPO is not for capital raising purposes, but is a strategic step for MW to operate independently, transparently and appropriately according to the characteristics of each stage and each chain;

• Is a strategic statement, affirming pioneering and leading spirit in the new consumption stage;

• It is the right time to continue the legacy and lead MW's new growth journey 2030;

• A springboard for MW to enter a new growth phase – with a sustainable model, a talented successor team and the ambition to reach Southeast Asia.

GOLDEN OPPORTUNITY FOR LONG-TERM PARTNERSHIP

• Golden time for investors to join MW – with a solid foundation and regional vision

• The Board of Directors and the next generation are ready to enter the big game - realizing the MW 2030 IPO journey

• Target to double 2025 profit by 2030, with a sustained growth rate of >15%/year

MW IPO IS NOT TO RAISE CAPITAL – BUT TO PROPERLY VALUATE MW'S VALUE, ROLE AND POSITION

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BACH HOA XANH: ACCELERATION TO REALIZE VISION 2030 AND LISTING GOAL

• Vietnam's food and FMCGs market is worth up to 60 billion USD, leaving huge growth potential for Bach Hoa Xanh (BHX).

• The rapid rise of a new generation of consumers with new shopping behaviors is reshaping the market: customers prefer convenience, speed and care about health safety. They are leading the trend of shifting from traditional channels to modern retail channels.

• BHX has successfully built a fresh food and FMCG retail model that is suitable for new consumption trends, with operational efficiency proven over the past 2 years.

• Aiming for the 2030 vision, Bach Hoa Xanh is determined to enter a period of strong growth with three strategic focuses:

1. Strong revenue growth through (i) accelerating simultaneous offline and online channel expansion and (ii) growth in existing store revenue.

2. Ensure quality and safe goods on shelves by strengthening close cooperation with reputable suppliers who are willing to commit with BHX to maintain quality standards, food safety and stable output.

3. Improve profits through (i) increased revenue, (ii) continued optimization of operations down to every detail, and (iii) implementing a “Familyship” culture with suppliers to optimize costs and improve efficiency for both BHX and suppliers.

Source: https://mwg.vn/tin-tuc/mwg-dinh-huong-chien-luoc-den-2030-792