Since its establishment, MID Group has oriented to make Real Estate Investment become its core field of operation. Strong financial resources, transparent and clear legal documents, and experienced and knowledgeable human resources have helped MID Group, after only a few short years, develop a huge land fund spreading across 3 regions in the country.
In the coming time, MID Group will announce many projects located in prime locations in centrally-run cities and first- and second-class cities across the country. MID Group’s products are increasingly diversified, including Urban Areas, Resort Real Estate, Golf Courses, Commercial Real Estate… bringing many choices for Customers.
This is the core field of operation of MID Group. During the 5-year development journey, the Group has built a distribution network covering the entire country. More than 20 projects spreading across 3 regions, diverse services from consultation, purchase and sale to real estate valuation have helped MID Group own the loyal and longtime customers.
With the vision of becoming the leading real estate corporation in Vietnam, construction is an indispensable field in the operation strategy of MID Group. From 2022, the company established a Project Management Board, thereby taking the initiative in construction progress and quality assurance. In the future, MID Group will continue to update modern construction technologies, improve project quality, comply with the committed process and schedule, affirm the stature of a prestigious business
MID Group ensures effective management of its asset system with a full range of activities: Maintenance, servicing, cleaning, security, asset management, resident and service management...
This is a new field, which the Group makes its best effort to bring satisfaction to residents in the projects invested by MID Group.
For example, security forces, camera systems will help residents feel secure about the security issues; The landscape system is invested and well cared for, creating an ideal living environment.
