Doanh nghiệp bán lẻ nhỏ đóng góp không nhỏ vào nền kinh tế Việt Nam, tạo ra việc làm và phát triển kinh tế địa phương. Tuy nhiên, để tồn tại và phát triển trong môi trường kinh doanh cạnh tranh ngày càng khắc nghiệt, các doanh nghiệp bán lẻ nhỏ đối mặt với nhiều yếu tố thành công và thách thức đáng kể. Bài viết này sẽ tập trung vào việc phân tích những yếu tố quan trọng giúp các doanh nghiệp bán lẻ nhỏ thành công và những khó khăn mà họ đối diện tại Việt Nam. I. Các yếu tố thành công Định hướng chiến lược: Các doanh nghiệp bán lẻ nhỏ cần xác định mục tiêu và phạm vi kinh doanh rõ ràng. Kế hoạch chiến lược giúp họ tập trung vào nhóm khách hàng mục tiêu, phát triển sản phẩm và dịch vụ phù hợp, từ đó nâng cao hiệu quả hoạt động. Chất lượng sản phẩm và dịch vụ: Sự thành công của doanh nghiệp bán lẻ nhỏ phụ thuộc lớn vào chất lượng sản phẩm và dịch vụ mà họ cung cấp. Sự đáp ứng nhanh chóng và tận tâm đối với nhu cầu của khách hàng giúp tạo lòng tin và trung thành từ phía người tiêu dùng. Giao tiếp và tiếp thị: Xây dựng chiến lược tiếp thị và giao tiếp hiệu quả giúp các doanh nghiệp bán lẻ nhỏ tiếp cận đúng đối tượng khách hàng, tăng khả năng nhận biết thương hiệu và thu hút người tiêu dùng. Tích cực ứng dụng công nghệ: Công nghệ chơi vai trò quan trọng trong việc tối ưu hóa quy trình kinh doanh, từ quản lý hàng tồn kho đến cải thiện trải nghiệm mua sắm trực tuyến, đem lại sự tiện lợi và thuận lợi cho khách hàng. II. Những thách thức đối mặt Cạnh tranh khốc liệt: Thị trường bán lẻ Việt Nam đang trở nên cạnh tranh gay gắt với sự gia tăng của các chuỗi siêu thị, cửa hàng tiện lợi và mạng lưới bán lẻ quốc tế. Điều này đặt ra áp lực lớn đối với các doanh nghiệp bán lẻ nhỏ để duy trì và mở rộng thị phần. Vấn đề tài chính: Đối với nhiều doanh nghiệp bán lẻ nhỏ, tiếp cận nguồn vốn để đầu tư và phát triển là một thách thức đáng kể. Các hạn chế về tài chính có thể hạn chế khả năng mở rộng kinh doanh và nâng cao chất lượng sản phẩm. Quản lý vận hành: Quản lý vận hành hiệu quả là một yếu tố cần thiết để giảm thiểu chi phí và tối ưu hóa hiệu suất. Tuy nhiên, đối với các doanh nghiệp bán lẻ nhỏ, việc này có thể đòi hỏi sự chuyên nghiệp và kinh nghiệm. Thay đổi thị trường và thói quen tiêu dùng: Thị trường và thói quen tiêu dùng của người Việt đang thay đổi nhanh chóng, ảnh hưởng đến sự lựa chọn và ưu tiên mua sắm của khách hàng. Để tồn tại, các doanh nghiệp bán lẻ nhỏ cần phải thích nghi với sự thay đổi này. Kết luận Các doanh nghiệp bán lẻ nhỏ tại Việt Nam đóng góp quan trọng vào nền kinh tế và là tâm điểm của sự phát triển địa phương. Để thành công, họ cần tập trung vào chiến lược kinh doanh, chất lượng sản phẩm và dịch vụ, tiếp thị hiệu quả và ứng dụng công nghệ. Tuy nhiên, họ cũng phải đối mặt với nhiều thách thức cạnh tranh, tài chính, quản lý và sự thay đổi thị trường. Bằng cách hiểu và đối phó linh hoạt với những yếu tố này, doanh nghiệp bán lẻ nhỏ sẽ tạo dựng và duy trì sự tồn tại trong thị trường kinh doanh ngày càng đa dạng và cạnh tranh của Việt Nam.
LITERATURE REVIEW
This chapter presents the study's theoretical foundation and an overview of pertinent empirical literature A discussion of retail development in emerging markets opens the first part Following the literature review on retail development in Vietnam, the subsequent section of this chapter presents the theoretical framework for the current study
This part also discusses the gaps in the literature, evaluates the literature on major SMEs development drivers in the Vietnamese market, and proposes a number of specific research issues for analysis In the final section of this chapter, a proposed model for SMEs' dynamic business performance in the domestic Vietnamese clothing retail market is introduced The research model serves as the conceptual basis for evaluating successful entrepreneurial activities among domestic Vietnamese small firms in the clothing retail industry Based on the theoretical framework and literature study, this chapter identifies the primary determinants of business success for owners of small-sized garment retail companies in Vietnam.
Emerging markets are described as "growing markets, which are being transformed from a pre-market economy stage to the market stage of the mature western capitalistic economy, by way of integrated and successful structural reforms of companies, markets, and society," according to Jansson (2007, p 16) Emerging markets still have a lesser level of economic development than industrialized nations.Nonetheless, due to the size of the market and trade liberalization, developing economies are seeing tremendous economic expansion (Arnold & Quelch, 1998;Hoskisson et al., 2000) The swift growth of populations and disposable income in emerging economies creates vast opportunities for external investors in terms of capital investment, diverse trade operations, technology transfer, and infrastructure development (Li, 2010).
In 2011, approximately 84 percent of the global population resided in emerging markets, which included countries like Brazil, China, India, Indonesia, Mexico, Russia, Vietnam, and others (Peng & Meyer, 2011) Around $133 billion, or approximately 17% of global outward flows, was reportedly invested in developing nations in 2005, according to an OECD report from 2007 Furthermore, the contribution of developing nations to the global GDP was approximately 45 percent in
2008, and it is projected to reach 51 percent by 2014 (Wooldrige, 2010) Although manufacturing remains a major focus industry, the retailing sectors are increasingly attracting a significant share of foreign investment (Kaynak & Cavusgil, 1982) These characteristics indicate substantial market potential for emerging economies, leading to increased attention from global merchants in the foreseeable future (Kaynak & Cavusgil, 1982).
Prior to the 1970s, retailing systems in developing economies were predominantly unstructured, small-scale, and unregistered (Reinartz et al., 2011) Most merchants ran their own companies in modest areas in emerging nations, and few of them owned several stores (Amine & Lazzaoui, 2011) Retailers need both human and financial resources to run their businesses in growing areas (Tokatli & Boyaci, 1998; Amine & Lazzaoui, 2011).
However, a number of powerful elements, such as the economy, the structure, and consumer behaviour in emerging nations, have had an impact on the evolution of retailing (Bianchi, 2009; Amine & Lazzaoui, 2011) As a result, developing nations often have a retail landscape that consists of three co-existing formats: 1) traditional forms, 2) informal networks deeply rooted in local culture and customs, and 3) recently adopted systems gaining popularity among an increasing number of consumers (Bianchi, 2009; Amine & Lazzaoui, 2011).
The study design benefited from the guidance provided by theoretical frameworks(Creswell, 2009) According to Maxwell (2009), employing theories in qualitative research may be helpful and daring Thus, it is necessary to investigate crucial concerns for the research subjects using thoroughly arranged theoretical frameworks (Creswell, 2009) The current study was contextualized using two significant theoretical frameworks: Rostow's Stage of Development model (1960) and Barney's Valuable, Rare, Imitable Resources and Organization (VRIO) framework (1995) The exploration and adaptation of Rostow's Stage of Growth model in the context of retail growth in the Vietnamese market was the primary focus of the study Secondly, Barney's VRIO framework was discussed, which is commonly used to assess a firm's internal resources and capabilities for long-term competitive advantage.
C - The model used in this study is Rostow's Stage of Growth
The growth potential of a nation's retail market is associated with its level of economic development, as evidenced by studies conducted by Galbraith & Holton
(1955), Sakarya, Eckman, & Hyllegard (2007), and Batra & Niehm (2009) According to Rostow (1960), capital investment is a key component of both the modernization process within a society and the process of economic growth According to Rostow
(1960), there are five stages of economic development and a linear spectrum for economic growth in emerging nations This procedure is commonly known as a "take- off" model and is detailed in Rostow's Stage of Growth Model, introduced in 1960.
The Stage of Growth Model was used by Sternquist (1998) to a progression of the retail growth upward trajectory The next section and Figure 2.1 both provide brief explanations of these five stages of retail history.
In stage one, known as the traditional society, the nation is characterized by a central economy that has developed with limited production capabilities, and the development process has not yet commenced While producers often consume the majority of their output, commerce is seldom due to a lacklustre transportation infrastructure Suppliers at this point not only provide a range of goods at unmarked prices, but also negotiate the terms of all commercial deals Also, retailers sell a lot of
"scrambled product," which is a collection of unconnected goods (Sternquist, 1998, p.
90) In this era of society, agriculture is very important to the population The nation has made significant investments in companies tied to the military and religion In this stage of traditional society, work is labour-intensive and capital is scarce.
The second stage of growth, a prerequisite for the take-off stage, is marked by increased production specialization and greater market incentives to introduce new goods, ignite dynamic development, and enter new markets This retail-driven industrial revolution encompasses advancements in science, agriculture, business, communication, education, and transportation As visionary leaders influence society, investments are made in cutting-edge technology and infrastructure, including public utilities and transportation These expenditures ultimately foster increased productivity among emerging entrepreneurs.
The third and final stage of retail development, known as take-off, is characterized by rapid economic growth As an economy is taking off, new sectors flourish quickly, as do contemporary retail forms, along with an increase in businesses run by entrepreneurs using contemporary industrial methods Because to the emergence of supermarkets and superettes during this phase, international investors are fervently attempting to penetrate the markets; the take-off stage is represented by nations likeChina, Vietnam, and Zimbabwe (Sternquist, 1998) In a few of the key industries,manufacturers also start to streamline production and boost volumes for goods intended for both home and international markets The rise in capital investment in the private sector is influenced by the creation of a new class of entrepreneurs.
*Sources : Rostow (1960), Sternquist (1998, 2007), and AT Kearney (2011a)
Figure 2.1 Stages of retail evolution adapted from Rostow’s Stage of Growth Model
CONCLUSION
The current study adds to the scant amount of knowledge on the environment of the modern retail clothing sector in Vietnam The prospects and constraints for small company entrepreneurs, particularly in the local Vietnamese clothing retail industry, are likely being empirically examined for the first time in this study The study has a number of implications for future research and practice in light of the findings.
The initial findings of the study revealed inadequate resource management among domestic Vietnamese small company retail outlets, particularly in areas such as financial resources, human resources, innovation capacities, and strategic planning processes Consequently, future research could focus on more targeted resource management strategies to enable small apparel entrepreneurs in Vietnam to sustain a competitive advantage in the market Understanding these resource management practices will empower domestic Vietnamese apparel retail business owners to better optimize their resources.
Second, the study's findings are consistent with the idea that Vietnam's garment retail sector needs a lot more institutional and governmental assistance, such as from a variety of various organizations SMEs Support Centers, as well as numerous ministries, the Agency for SME Development (ASMED) service, etc.) The outcomes of this analysis imply that state assistance to a business is a key factor of a firm's growth in Vietnam, which is consistent with earlier studies (e.g., Hansen et al., 2013).
As a result, this study will offer recommendations to Vietnamese policy makers and organizations that may be in charge of particular assistance programs for small domestic Vietnamese enterprises in transition markets.
The study confirms the findings from previous research that human resource management in domestic small Vietnamese garment retail enterprises is operating ineffectively (e.g., Egan, 2012; Maruyama & Trung, 2012; Hiemstra et al., 2006;Nguyen & Bryant, 2004) Based on these results, it is recommended that small-scaleVietnamese clothing merchants establish formal human resource management procedures, and that the Vietnamese government offer customized management training courses to elevate management standards Therefore, future research could directly address how to enhance the capabilities of small businesses in Vietnam by improving the quality of human resources, focusing on practical education, and supporting training programs, particularly collaborative training initiatives.
Fourthly, drawing on insights from the Stage of Growth model (Rostow, 1960), the VRIO framework (Barney, 1995), and pertinent literature on domestic Vietnamese small firms' entrepreneurial activities and Vietnam's apparel retail market conditions, this study developed several testable hypotheses and a theoretical framework As a result, future research has the potential to advance these hypotheses and test the framework further by exploring novel connections among its components According to the study's hypotheses, quantitative methods would also be useful for figuring out how to sustain and increase the domestic garment retail sector in Vietnam.
The main conclusion of this study, which was developed from the Stage of Development Model (Rostow, 1960), showed that Vietnam's garment retail sector has just reached a stage known as the "Drive to Maturity." Since then, Vietnamese consumers have greatly increased their spending on garment items, and local apparel market rivalry has advanced Modern retail channels in Vietnam have expanded and been organized quickly as a result of improvements in technology and transportation infrastructure However, it is essential to acknowledge that the Stage of Growth Model (Rostow, 1960) is a historical model that considers a nation's economic growth stages as the influencing factors for the path of retail development.