Case study: 30% revenue growth in 12 months for a consumer goods company in Vietnam

Oct 6

3 min read

Updated: 7 hours ago

A consumer goods company reached revenue levels it had never achieved in its first three years in Vietnam.

At a glance	Result
Revenue growth	30%
Timeframe	12 months
Business gaps we identified	7

KEY TAKEAWAYS

The challenge was not just sales. It was how the business was structured, managed, and run.
We identified 7 business gaps across people, structure, operations, commercial terms, sales channels, and marketing.
Result: 30% revenue growth in 12 months and a business built for sustainable growth in Vietnam.

The situation

The company had been operating in Vietnam for three years.

It had products, customers, employees, partners, and an established market presence.

But growth was not where it needed to be.

When we looked beneath the revenue problem, we found the challenge was not just sales.

It was how the business was structured, managed, and run.

7 business gaps we identified

1. No clear structure: too much was driven by intuition

The company lacked a clear organizational structure and defined ways of working. Many decisions and activities were driven by experience and instinct rather than defined roles, processes, and accountability.

2. Employees lacked clear direction and performance expectations

There were no clear KPIs, no incentive structure, and too little guidance for employees. People were working hard, but the organization had no consistent system for defining, measuring, and rewarding performance.

3. The wrong people were in critical roles

The company had critical talent gaps in some areas, while other roles were filled by people who did not match the business's actual needs.

Some key hiring decisions resulted in financial losses, operational disruption, and weaker business performance.

The lesson: The wrong hire can cost far more than the hiring fee.

4. Unfavorable partner terms were putting pressure on the business

Some partnership contracts included terms that worked against the company, particularly around order volumes, delivery schedules, and inventory commitments.

What looked like a sound commercial agreement on paper was creating significant operational and financial pressure in practice.

5. Fragmented inventory created hidden business risks

Inventory was spread across multiple warehouses, with no centralized system providing a single view of stock levels, expiration dates, and inventory movements.

Without clear visibility, the company had limited ability to spot risks early, reallocate stock, or respond before products expired or resulted in financial losses.

6. Key sales channels were underdeveloped

The company had not fully leveraged Vietnam's General Trade (GT), Modern Trade (MT), and e-commerce channels.

There was clear room to expand market coverage and unlock new revenue through a more deliberate channel strategy.

7. Marketing spend was not going where it could have the greatest impact

The company was investing in marketing, but not necessarily in the channels and activities with the strongest commercial potential.

The question was never just how much to spend. It was where, why, and how effectively each dollar was being used.

What we did

We started with a full business review covering people, structure, operations, commercial terms, sales channels, and marketing.

Fix the foundation: Restructure the organization, introduce KPIs and incentives, and fill critical roles.
Reduce risk: Renegotiate partner contracts and centralize inventory tracking.
Unlock growth: Build a GT, MT, and e-commerce channel plan and refocus marketing spend.

The outcome

30% revenue growth in 12 months and a business built for sustainable growth in Vietnam.

Growth doesn't happen by fixing one problem. It happens when the whole business starts working better.

Is your Vietnam business growing as it should?

Talk with Jade Halo Bridge: partners@jhalobridge.com