ASEAN markets investment strategies for Italian companies
Business planning, which varies depending on whether it involves a direct presence in the country or an export initiative, must be based on both internal company expertise and the support of specialized companies
Italian presence in ASEAN markets is quite heterogeneous from a sectoral point of view, so the commercial approach is closely linked to the product handled by our exporter. In terms of business strategies, it is appropriate to distinguish between entrepreneurial initiatives aimed at export (and import) and those that aim at a direct presence in the area and therefore, at direct foreign investment. For export activities in Southeast Asia, as in other non-EU and non-Mediterranean markets, it is advisable to plan activities carefully, taking into account several factors that are not always attributable to the practices of the markets closest and most familiar to us. In essence, it is necessary first to examine the administrative procedures (such as, for example, applicable duties, any necessary licenses, required certifications, compliance and labeling requirements) that regulate the importation of one's products or the presence of regulations that impose a quota on local content incorporated into the goods. This set of activities can be defined as export compliance. Another important aspect, especially in light of the aforementioned turbulence on trade routes, is the assistance of a partner specialized in these markets with regard to transport and logistics. Business planning must therefore be carried out both by exploiting the company's internal expertise and with the support of specialized companies, preferably those located directly in the area.
Due to the diversity of regulatory systems, legal issues are another point to be addressed from the preliminary stages of commercial initiatives. The formalism and bureaucratic complexity characteristic of these markets suggest that legal assistance should be sought when drafting contracts, especially regarding intellectual property protection and dispute-resolution clauses. The latter issue received particular attention in 2025, when the introduction of new US tariffs (or the prospect of them) directly impacted individual shipments, with tariffs expected at the time of shipment that could have been completely different after 40 days at sea. In this case, lawyers found it difficult to invoke force majeure to terminate the contract and therefore recommended inserting a specific termination clause. However, the successful experiences of Italian companies in the ASEAN region indicate that a direct presence in these markets is the most effective option. Consumers and entrepreneurs in these countries greatly appreciate direct contact and the company's presence in the local market. Clearly, this is a choice that – also due to the financial commitment required – must be carefully planned, perhaps after an initial phase of pure export (or import) activity. Given the financial commitment and the size of the Southeast Asian market, this choice should be approached from a regional perspective, looking at several countries in the area, not least because recent estimates by international banks predict further growth in intra-Asian trade (which now accounts for 60% of total trade). These considerations apply both to a direct commercial presence and after-sales service, and to an industrial presence (production collaboration). In addition to commercial aspects and strengthening business relationships, setting up a local company often offers additional advantages, such as tax benefits, reduced banking costs, the possibility of accessing on-site credit, and simplified bureaucratic procedures for issuing licenses or for customs activities.
