Vietnam’s F&B Market in 2026: Slower Growth, the Race for Operational Excellence and Customer Trust

Vietnam’s F&B Market Landscape in 2026

Vietnam’s F&B market in 2026 is entering a different phase from the period of rapid expansion. According to the cited reports, the industry is shifting towards more stable growth, while businesses must demonstrate operational capability and genuine value rather than relying solely on the speed of opening new outlets.

The cited report forecasts that in 2026 the industry as a whole could reach approximately 333.600 outlets, with expected revenue of around 760 trillion VND and growth of approximately 4,6%. These are forecast figures, not confirmed results for the full year; businesses should therefore read them as an indication of the market’s direction.

Slower growth, but demand for dining remains

Data for 2025 shows that the industry continued to grow in size, but expansion slowed. According to the cited market report, the number of outlets reached approximately 329.500, up 2% compared with 2024; total industry revenue exceeded 726,5 trillion VND, up 5,5%.

These two figures point to an important observation: the number of outlets is not increasing as quickly as before, but spending on dining continues to generate significant revenue. In other words, competition in Vietnam’s F&B industry in 2026 is not only about who can open more outlets, but also about who can operate more efficiently and give customers a reason to return.

Conversely, the report notes that consumer sentiment towards spending on dining in 2026 is expected to be more cautious. The proportion of people expected to reduce their spending is forecast to rise to 34,5%, while the group maintaining its current level of spending falls to 50,5%; these are indicators from the report and should not be interpreted as a definite forecast for every customer segment.

Operations and cost control become priorities

As purchasing power becomes more differentiated and input costs create pressure, an F&B model can hardly depend entirely on naturally rising revenue. The report states that 45,3% of surveyed businesses increased product prices in the first half of 2025 due to pressure from raw materials, staffing and policy impacts.

This makes questions about portion control, service procedures, staff productivity and waste control more practical. People opening a venue for the first time often ask where to start, how to learn about operations and how to retain staff; many discussions in restaurant-owner communities also centre on these issues. This is a perspective drawn from the community, not survey data or a conclusion representative of the entire industry.

From opening venues as a trend to building disciplined models

According to the report cited by Brands Vietnam, the market is shifting from rapid growth towards substantive development. Models with clear business thinking, cost control and well-structured operations are in a more favourable position in the new context.

For beverage, dessert or gelato brands, this can be put into practice by standardising recipes, training staff, monitoring service quality and clearly defining the experience they want to deliver. Businesses can also refer to the F&B Business Guide when developing an operational plan; this content does not replace budgeting and evaluating each individual model.

Customer trust becomes part of competitive capability

Trust is not formed solely by tasty food or an attractive space. As consumers pay greater attention to origin, quality and how businesses handle their responsibilities, a consistent experience and transparent information may influence their choice.

The cited report notes that food safety and hygiene incidents in 2025 affected diners’ trust. However, the source provided does not allow this to be generalised into the conclusion that all customers changed their behaviour in the same way, nor does it provide a specific set of criteria for assessing safety for each model.

At a principles level, the WHO states that food safety standards and recommendations should be based on risk assessment and scientific evidence. Businesses should therefore regard food safety and regulatory compliance as part of their operational system, rather than simply a communications activity when an incident occurs.

Legal compliance is no longer an afterthought

The report source observes that legal compliance can become a sustainable competitive advantage in a more transparent business environment. For F&B businesses, this is a reminder to incorporate legal requirements from the model-design stage, rather than waiting until opening to review them.

This article does not provide a list of licences or specific legal guidance, as requirements may depend on the model, location and applicable regulations. When preparing to start a business, venue owners should check information with the relevant authorities and seek appropriate professional advice.

What should F&B operators monitor in 2026?

Rather than looking only at the number of new outlets, businesses can monitor purchasing power, costs, operational quality and customer trust signals at the same time. The four groups of questions below help turn the picture of Vietnam’s F&B market in 2026 into points to review in day-to-day operations.

Area to monitor	Suggested question
Purchasing power	Are target customers prioritising price, convenience or experience?
Costs	How are cost of goods, staffing and waste affecting the efficiency of the model?
Operations	Are product and service quality consistent across work shifts?
Trust	Does the business have transparent processes for sharing information and handling feedback?

For brands developing gelato products or desserts, standardising products and the experience at the point of sale may be an area worth exploring. You can read more in Gelato Knowledge or explore the solutions in Baby Boss Gelato Products for further information to support your plans.

Conclusion

Vietnam’s F&B market in 2026 is described as a market that still has room for growth, but is no longer easy for an uncontrolled expansion strategy. The data provided indicates that growth may continue at a steadier pace, while cautious purchasing power and cost pressures require businesses to focus on genuine efficiency.

Structured operations, cost control, protecting customer trust and proactive legal compliance are key pillars to monitor. Nevertheless, forecasts for 2026 still need to be updated with real-world data as the business year unfolds.

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