The 2026 Vietnamese F&B market landscape
The Vietnamese F&B market in 2026 is entering a phase distinct 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 real value rather than relying solely on the speed of opening new outlets.
Cited report forecasts that in 2026 the industry as a whole could reach approximately 333.600 outlets, with expected revenue of around 760 trillion dong and growth of approximately 4,6%. These are forecast figures, not confirmed full-year results; businesses should therefore read them as an indication of the market's direction.
Slower growth, but demand for eating and drinking remains
Data for 2025 shows that the industry continued to grow in scale, but the pace of expansion slowed. According to the cited market report, the number of outlets reached approximately 329.500, up 2% from 2024; total industry revenue exceeded 726,5 trillion dong, up 5,5%.
These two figures point to something noteworthy: the number of outlets is not increasing as quickly as before, but spending on eating and drinking is still generating significant revenue. In other words, competition in the Vietnamese F&B industry in 2026 is not only about who can open more outlets, but also who can operate more efficiently and give customers a reason to return.
Conversely, the report notes that attitudes towards spending on eating and drinking in 2026 are expected to become more cautious. The proportion of people expected to reduce their spending is forecast to rise to 34,5%, while the proportion maintaining their current spending is expected to fall to 50,5%; these are figures from the report and should not be interpreted as a definitive forecast for every customer segment.
Operations and cost control become the focus
When purchasing power is divided and input costs create pressure, an F&B business model can hardly depend entirely on naturally growing 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, labour and policy impacts.
This makes questions about portion control, service processes, staff productivity and waste control more practical. People new to opening a restaurant often ask where to start, how to learn to run operations and how to retain staff; many discussions in restaurant-owner communities also revolve around these issues. This is a reference perspective from the community, not survey data or a conclusion representative of the entire industry.
From opening a restaurant as a trend to building a disciplined model
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 operating plan; this content does not replace budgeting and evaluating the individual business model.
Customer trust becomes part of competitive capability
Trust is formed by more than delicious food or attractive surroundings. In a context where consumers are paying greater attention to origin, quality and how businesses handle their responsibilities, a consistent experience and transparent information can influence their choice.
The cited report notes that food safety and hygiene incidents in 2025 affected diners' trust. However, the source provided does not support generalising this into a 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 business model.
At the level of principle, 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 operating system, rather than merely a communications activity when an incident occurs.
Legal compliance is no longer an afterthought
The report source states that legal compliance may 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 trade, restaurant owners should verify information with the relevant authorities and seek appropriate professional advice.
What should F&B business owners monitor in 2026?
Rather than looking only at the number of new outlets, businesses can monitor purchasing power, costs, operational quality and customer confidence signals at the same time. The four groups of questions below help turn the picture of the Vietnam’s 2026 F&B market into points to check in day-to-day operations.
| Monitoring area | Suggested questions |
|---|---|
| Purchasing power | Are target customers prioritising price, convenience or experience? |
| Costs | How are costs of goods, staffing and wastage affecting the model’s performance? |
| Operations | Is product and service quality consistent across work shifts? |
| Trust | Does the business have transparent information and feedback-handling processes in place? |
For brands developing gelato products or desserts, standardising products and the customer experience at points of sale could be an area worth researching. You can also explore Gelato Knowledge or learn more about the solutions in Baby Boss Gelato Products for further information to support your planning.
Conclusion
Vietnam’s 2026 F&B market 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 spending and cost pressures are forcing businesses to focus on genuine efficiency.
Structured operations, cost control, protecting customer trust and proactively complying with regulations are key pillars worth monitoring. Nevertheless, forecasts for 2026 still need to be updated with real-world data as the business year unfolds.
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