Enter Vietnam and China with a plan built for your business.
Assess entry into Vietnam or China, compare routes to market and connect the commercial case with a country-specific establishment and launch plan.
Choose the model before building the footprint.
A credible entry plan connects the commercial opportunity with the way the business will operate. Your customers, distribution economics, local partners, location and management responsibilities all shape the right route.
We help leadership teams compare the options and map the work needed to launch. Corporate setup is coordinated with qualified specialists where required, so establishment tasks follow a clear business rationale rather than becoming the strategy itself.
COMPARE THE ROUTES
What presence does the opportunity actually require?
There is no universal entry model. Compare the routes against customer access, control, capital commitment, partner reliance and operating responsibilities. Legal availability and conditions for a particular activity require specialist review.
Commercial partner
Explore a distributor, agent or other commercial relationship where the immediate objective is access to customers and channels.
QUESTIONS TO TEST
Partner incentives, channel reach, service capability, economics, reporting and brand control.
A new local footprint
Assess a new establishment where direct management, local operations and a longer-term presence are central to the plan.
QUESTIONS TO TEST
Activity scope, setup sequence, investment needs, people, governance and launch dependencies.
Joint venture or partnership
Compare collaboration with a local or regional partner when complementary capabilities may shape the opportunity.
QUESTIONS TO TEST
Contribution, decision rights, incentives, oversight, disagreement mechanisms and exit assumptions.
An acquisition-led route
Consider whether an existing business can provide a suitable platform, subject to a defined investment thesis and diligence.
QUESTIONS TO TEST
Commercial quality, operating fit, specialist diligence, integration demands and investment conditions.
Transactions & partnerships ↗
MAKE THE BUSINESS CASE TESTABLE
A market headline is not an entry strategy.
Focus the feasibility work on the activity you intend to build. Demand needs to be understood at customer and product level, while the operating assumptions need to reflect how that demand will be served.
- Who will buy, how will they decide and why would they switch?
- Which route reaches those customers at workable economics?
- What must be delivered locally, and by whom?
- Which assumptions need validation before commitment?
- What would change the decision or delay the launch?
AN ADAPTABLE SCOPE
From market assessment to launch coordination.
The engagement can focus on selected questions or connect several workstreams. Responsibilities, specialist inputs and deliverables are defined for the assignment.
Demand and competitive position
Assess target customers, buying criteria, alternatives and competitor positioning. Identify the evidence needed to support revenue assumptions.
Channels and partner options
Map distribution routes and assess potential partners against an agreed profile. Examine capability, incentives, information access and commercial alignment.
Entry-model comparison
Compare practical options using explicit criteria. Make capital requirements, control preferences, implementation dependencies and specialist questions visible.
Corporate setup coordination
Organise establishment workstreams and interfaces with qualified advisors. Connect activity scope, governance, banking, accounting and readiness tasks in a sequenced plan.
Location and operating footprint
Assess the practical relationship between customers, suppliers, talent, premises, infrastructure and logistics. Align the footprint with the intended business model.
Launch and management readiness
Translate the preferred route into owners, milestones and decision gates. Identify what management needs to resolve before commercial or operational launch.
OUTPUTS YOUR TEAM CAN USE
The deliverable follows the decision.
A proposed scope can combine the following outputs. These are examples, not a standard package or a guarantee that every item is included.
Investment and entry brief
- Market and customer assessment
- Explicit assumptions and evidence gaps
- Comparison of shortlisted entry routes
- Priorities for further validation
Partner and operating plan
- Channel or partner assessment framework
- Location and footprint comparison
- Management and governance questions
- Operating-model dependencies
Setup and launch roadmap
- Establishment workstream map
- Advisor and client responsibilities
- Milestones and decision gates
- Readiness checklist and unresolved issues
Case Study
A components supplier considering its first Vietnam presence.
Imagine an international supplier serving industrial customers through regional exports. Its leadership is comparing a distributor-led approach with a direct local footprint.
- The decision
- Which route can provide customer access and technical service while matching the company's control preferences and investment appetite?
- A possible assessment
- Examine customer purchasing requirements, map channel options, compare partner capabilities and test the operating assumptions behind a direct presence.
- Illustrative outputs
- An entry-route comparison, a partner evaluation framework and a phased setup or commercial launch roadmap. No client outcome or financial result is claimed.
PLANNING YOUR MARKET ENTRY
Questions worth resolving early.
Should we validate the market before setting up a company?
For a commercial investment, it is useful to identify which demand, channel and operating assumptions could change the decision before committing to a particular structure. The right sequence depends on the project, existing evidence and timetable.
Can you help if we already have a preferred local partner?
Yes. A focused assessment can examine the partner against your commercial and operating requirements, clarify gaps and identify the additional diligence or specialist review needed before agreement.
Can foreign ownership or licensing be confirmed from a general website?
No general service page can determine the conditions for a specific activity or investment. The intended activities, investors and proposed structure need current review by appropriately qualified professionals. Our role can include identifying and coordinating the questions to resolve.
How long will the entry assessment or setup take?
The timetable depends on the scope, information access, stakeholder availability, specialist work and external dependencies. We define an engagement plan for the actual project rather than promising a universal completion period.
Do you support the launch after the initial strategy work?
Implementation support can be scoped separately. It may include coordinating workstreams, tracking readiness, supporting partner discussions or connecting the entry plan with operational priorities.
What information should we send first?
Start with a non-confidential brief: the product or activity, target customers, current regional presence, preferred entry options, decision timetable and the questions your team cannot yet answer. Agree confidentiality before sharing sensitive materials.
How do you approach market entry in Vietnam and China?
Begin with the customer and operating requirement in each market. Compare direct entry, distributor-led access and partnership options against control, investment and local delivery needs. The engagement keeps the evidence, locations, responsibilities and specialist establishment questions country-specific. A Vietnam structure or partner model should not be copied into China without examining whether it fits the intended activity.
DISCUSS YOUR VIETNAM OR CHINA ENTRY PLAN
Move from a broad opportunity to a defined next step.
Share your activity, intended customers and decision stage. We can discuss the assessment or coordination work that would be most useful.
Discuss your market entry ↗