Vietnam is embarking on a new chapter. Drawing on nearly four decades of integration since Đổi Mới, the official launch of the Go Global Program under the supervision of the Ministry of Industry and Trade (MoIT) marks a strategic shift: the mission is no longer simply outward trade expansion, but transforming Vietnamese private enterprises into globally competitive players.
For research agencies, brand owners, and insight teams — particularly those already working across ASEAN, APAC or global regions — this is an inflection point. As more Vietnamese firms set sights abroad, the kind of data and insights they need will evolve, and so must the way we deliver research.
Historically, Vietnam’s export and manufacturing strength has relied heavily on foreign-invested enterprises (FIEs). That remains visible in sectors such as textiles, footwear or electronics: for instance, although textile exports rose dramatically from some US$1.96 billion in 2001 to more than US$46 billion today, around 60 % of that volume still comes from FIEs. In footwear, FIE share stands near 80 %, while in electronics, domestic firms contribute less than 10%.
That structural imbalance tells us why the Go Global agenda emphasises supporting domestic firms — especially private SMEs — to evolve beyond being mere suppliers in global value chains. The goal is for them to take on OEM, ODM or even OBM roles: design and final manufacturing, branding, R&D.
From a market-research perspective, this means a shift from “Vietnam-internal consumer / B2B research” to “pre-market-entry research abroad,” “competitor mapping on foreign soil,” and “post-entry consumer studies and brand tracking.” A medium-sized snack company in Ho Chi Minh City planning to launch in Japan, the EU or the Middle East — previously they might commission a desk-based export feasibility study. Under Go Global, to truly succeed they will need deep consumer segmentation studies, brand perception analysis, go-to-market strategy validation, local pricing sensitivity tests, even local supply-chain audits.
I expect demand will grow quickly in three broad categories. First, market-entry due diligence: even within ASEAN, consumers differ widely. A snack popular in Hanoi may not resonate in Bangkok or Jakarta. Vietnamese firms will need local insights — not just product viability, but cultural adaptation, price elasticity, distribution channel preference, regulatory compliance. This opens up opportunities for agencies that can deliver not just local Vietnam insight, but multi-country, cross-cultural research.
Second, brand positioning & competitive intelligence abroad: if a Vietnamese brand wants to become recognized across global value chains, they must understand not only end consumers but also global buyers, partners, and rival brands. This means B2B, trade-channel, and corporate-stakeholder research. For example, a Vietnamese textile OEM eyeing OEM-to-ODM shift might need to profile European or U.S. brands, assess compliance standards (e.g. labour, environmental), segment buyers by size or geography, and shape entry strategies accordingly.
Third, post-launch consumer and brand tracking abroad, especially for firms embracing OBM — original brand manufacturing. That may involve longitudinal studies, brand awareness tracking, Net Promoter Score (NPS) tracking in foreign markets, and monitoring perceptions over time.
All of this represents a big pivot for many Vietnamese firms — and a big opportunity for high-quality local fieldwork partners. As the MoIT frames it, Go Global isn’t a plan to be handled by decree; it requires a “revolution in mindset” for both government and business.
For foreign clients (global brands or multinationals) looking to source from Vietnam, this shift will matter too. Whereas in the past they may have relied on FDI factories, increasingly they may turn to Vietnamese firms for components, finished goods or entire product lines — especially in sectors that Vietnamese companies are developing capabilities (textiles, furniture, packaging, consumer goods). That creates new risks and opportunities. Research agencies like ours must develop robust audits, supplier-vetting protocols, compliance-gap analysis and market-entry readiness assessments.
But there are headwinds. As many commentaries note, Vietnamese firms still face internal limitations: many remain small- or mid-sized, lack deep internationalization, and have limited capability in R&D or building brands. Financing and export-logistics support remain constrained; so do capabilities in technology, compliance, and international standards.
From the lens of market research, this means we must be prepared for an uneven client base: a few ambitious firms launching full-scale global expansion, many others dipping toes into export or OEM/O ODM deals. This variety calls for flexibility: from low-cost feasibility or buyer-scouting services, to full-blown pre-market planning research with multi-market comparatives, regulatory reviews, distribution channel deep-dives.
I see three actionable implications for decision-makers, whether brands, research buyers or agencies. First, agencies based in Vietnam should begin building multi-market research capability, not just consumer or B2C, but B2B and cross-border supply-chain research. Establish partnerships or network with global research houses or build local capacity in target markets — this will be a differentiator.
Second, brands and Vietnamese firms planning to expand should view early investment in research as foundational — not a cost. Pre-market research to understand consumer context or compliance environment abroad can prevent costly mistakes; post-launch tracking can help them learn and respond dynamically in unfamiliar markets.
Third, global clients sourcing from Vietnam should take this moment as an opportunity to secure diversified, locally-anchored supply chains — but with rigorous vetting. Rather than depending solely on FDI suppliers, they may explore Vietnamese OEM/ODM partners. To manage risk, they need structured supplier-evaluation frameworks and long-term insight partnerships.
Finally, for high-quality fieldwork partners in Vietnam, the time to strengthen capabilities is now. Firms that can handle cross-country quantitative and qualitative research, compliance and standards audits, field audits in manufacturing zones (HCMC, Hanoi, Da Nang, industrial parks along the South, the North and the Central region), and deep consumer insight — those will become key strategic allies of Vietnamese firms going global. Indeed, as Vietnamese firms strive to evolve from manufacturing base to branding powerhouse, demand for insight-driven strategy will only increase.
This moment — the shift implied by Go Global — feels less like a new project, and more like a new era. For brands, agencies, research buyers and partners, those who anticipate the change now and invest in capacity — not just to produce export numbers, but to build global-ready businesses — will likely be the winners.
This is RubikTop, a market research agency in Vietnam
Source:VnEconomy – Vietnam’s “Go Global” Journey to Be Accelerated
https://en.vneconomy.vn/vietnams-go-global-journey-to-be-accelerated.htm
