When talking about “exports,” most Vietnamese businesses think of Europe, the U.S., or Japan—large, demanding, and distant markets. Yet right next door lies ASEAN, a region of 700 million people and over USD 3.8 trillion in GDP, offering vast opportunities for Vietnamese enterprises—if approached strategically.
As of 2024, Vietnam’s exports to ASEAN account for nearly 10% of total trade value, but the majority still consists of raw materials or intermediate goods (oil, steel, agricultural products, components). Meanwhile, Vietnamese consumer goods, processed foods, services, and technology products have yet to make a significant mark in key potential markets such as Singapore, Malaysia, and Thailand.
The challenge is not production capacity, but market-entry strategy (Go-to-Market, or GTM). Many Vietnamese businesses have good products and competitive prices but fail to expand into ASEAN due to limited understanding of local regulations, consumer behavior, and distribution systems. Too often, they “bring the domestic model abroad,” invest for a few months, and quietly withdraw.
Meanwhile, regional players—especially from Thailand and Singapore—have developed clear ASEANization strategies. They don’t just export goods; they export business models. ThaiBev acquired Sabeco, Central Group owns multiple malls in Vietnam, and Singaporean conglomerates have invested in Vietnam’s logistics, finance, technology, and even agriculture sectors. They enter regional markets with well-designed GTM plans: rigorous market research, local partnerships, and optimized distribution channels.
It is time for Vietnamese enterprises to reverse the flow—from “participants” to “leaders”—bringing Vietnamese brands, products, and services to conquer the region. And that is entirely possible, with the right approach.
Step 1: Select Target Markets and Define Product Positioning
Not all ASEAN markets are alike.
- Singapore is a high-end financial and consumer hub, where customers value quality, branding, and experience.
- Malaysia has a young middle class, strict halal standards, and modern distribution networks.
- Thailand is the region’s “consumer workshop”—highly competitive but also a gateway to Myanmar, Laos, and Cambodia.
Therefore, businesses must choose their “landing zone” wisely:
- For premium, tech, or clean food products, Singapore is ideal for building regional brand presence.
- For mass-market consumer goods, processed foods, or household items, Malaysia and Thailand offer greater scale potential.
Positioning is equally vital. A common mistake is competing only on low price. But ASEAN consumers—especially in Singapore and Malaysia—care not only about price, but also quality, brand story, and origin certification. Vietnamese products must present themselves as “regional quality with Vietnamese value,” not as “Vietnamese low-cost goods.”
A powerful case study is Vinamilk, Vietnam’s largest dairy brand. Instead of merely exporting, Vinamilk chose to joint venture with local partners in Cambodia, Myanmar, and Thailand—building factories, local sales teams, and distribution networks. As a result, its products adapted quickly to local tastes—from sweetness to packaging—while earning consumer trust as “locally produced to international standards.”
After a decade, Vinamilk’s international revenue now accounts for nearly 20% of total sales, proving that success in ASEAN requires localization and integration—becoming part of the market itself.
Step 2: Standardize Export Capabilities and Legal Compliance
ASEAN markets—particularly Singapore and Malaysia—have strict regulatory systems. From food safety standards (HACCP, ISO 22000, Halal) to labeling, certificates of origin, and tax filings, every detail must comply. Many Vietnamese firms have stumbled due to incomplete packaging information, unrecognized Halal certification, or incorrect customs declarations.
Before thinking about sales, companies must invest seriously in legal and certification readiness. Compliance is not only mandatory—it is the passport to access major distribution chains like 7-Eleven, Tesco Lotus, or NTUC FairPrice.
Enterprises must also strengthen cross-border supply chain and logistics capacity. Intra-ASEAN shipping costs remain 20–30% higher than in Europe due to complex procedures and lack of unified standards. Partnering with **regional logistics providers—especially in Singapore and Malaysia—**can significantly cut costs and improve reliability.
Here, VAPEDCO can play a bridging role by establishing an “ASEAN Trade Compliance Hub.” This hub would provide a comprehensive database of standards, procedures, and regulations for each country, enabling Vietnamese firms to assess readiness and prepare export documentation accurately. VAPEDCO could also collaborate with international certification agencies to help enterprises achieve compliance faster and more affordably.
Step 3: Build Local Partnerships and Distribution Networks
No company can “conquer” ASEAN markets alone. Experience from regional brands shows that local partners determine success or failure. A distributor who understands the market, has relationships with retail channels, and knows consumer preferences can reduce market entry time by at least 50%.
In Thailand, the most effective model is joint ventures or exclusive distribution agreements—Vietnamese firms provide products, while local partners manage logistics, marketing, and retail networks. In Singapore, partnering with major online retailers such as Lazada, Shopee, or RedMart offers a fast, cost-efficient route. In Malaysia, where Muslim consumers dominate, collaboration with Halal-certified importers or HalalMart chains is essential.
VAPEDCO could act as a matchmaking hub through the “ASEAN Match & Meet Program,” connecting Vietnamese firms directly with regional distributors, importers, and investors. This would not be just another trade fair, but a strategic matchmaking platform, combining data analytics and advisory support to ensure real, effective partnerships.
Additionally, the center could develop an “ASEAN GTM Toolkit”—a standardized business manual to help Vietnamese companies design their market-entry strategies: identifying segments, selecting distribution channels, planning marketing budgets, and tracking performance. With this “ASEAN market playbook” in hand, businesses can halve their risks and double their effectiveness.
The New Journey for Vietnamese Enterprises
Expanding into ASEAN is not an easy path—but it is a necessary one. The region is Vietnam’s “extended home market”—geographically close, culturally familiar, and bound by numerous preferential trade agreements. A company that succeeds in ASEAN not only grows its revenue but also strengthens its management standards, compliance, and international presence.
What Vietnam needs is not another slogan about “going regional,” but a clear, actionable, and guided strategy. With its mission of promoting private-sector development, VAPEDCO can become the strategic Go-to-Market hub for ASEAN—building market databases, connecting partners, advising on legal compliance, supporting logistics, and facilitating certification.
With such a strong ecosystem, Vietnamese private enterprises will no longer face integration alone. They can move faster, more confidently, and more sustainably—not only bringing Vietnamese products to the region, but carrying with them the spirit of Vietnamese entrepreneurship.
In a world where global value chains are being reshaped, ASEAN is not a stepping stone—it is a launchpad. And when Vietnamese enterprises can stand firm in the regional market, that will also be the moment they are ready to go global.
