DON'T DO BUSINESS AND INVEST IN AMERICA WITH A LUCKY MINDSET.

That's not true. Never has been.

The Illusion of the Promised Land

The United States, with a GDP of over $30 trillion and nearly 340 million high-purchasing power consumers, is a market that any growth business would consider in its long-term vision. That's perfectly reasonable. But the allure of these numbers has created a dangerous illusion that the pie here is so big that simply being present guarantees a share.

The harsh reality is far more brutal!

The American market is an arena where multinational corporations have operated for decades, where startups have raised hundreds of millions of dollars just to gain a fraction of market share, and where lawyers, accountants, and compliance experts are indispensable before any contract is signed. This is where rules are enforced, not implicitly understood.

Many Vietnamese entrepreneurs I've met often come to the US with three main assets: a good product, a network of the Vietnamese community, and plenty of enthusiasm. But they often lack: legal structure, distribution strategy, financial foundation, and a deep understanding of local business culture. The result is often not a noisy failure, but a silent erosion of capital, wasted time, lost reputation, and returning empty-handed after two to three years.

Symptoms of a "Luck-Based Thinking"

A "luck-based thinking" never reveals itself. It often lurks behind seemingly optimistic and pragmatic statements. Here are some of the most common behaviors I see:

"Just get in first, figure things out later"

No clear financial plan for 18 to 24 months. No worst-case scenario. No exit strategy. The only strategy is "adapt." This isn't flexibility; this is planned recklessness.

"I have connections there"

The Vietnamese community network is a valuable asset, but it can't replace traditional distribution channels, lawyers, or strategies to reach local customers.

"My product is good, it will sell itself"

A good product is a necessary condition, not a sufficient one. Walmart, Whole Foods, Costco, Amazon, and HEB each have different entry processes, standards, and entry costs, and without understanding them, it's difficult to get past the first hurdle.

"Strategic, legal, and financial consulting costs are a waste."

This is one of the most costly misconceptions. In the US, the cost of non-compliance, fines, lawsuits, and product recalls can far exceed the cost of prevention. A clear strategy, sound tactics, and the right legal structure from the start are not costs; they are the foundation.

"The Vietnamese diaspora market is enough to start with."

The Vietnamese community in the US, with approximately 2.5 million people, is a starting point, not a destination. If the strategy doesn't include a roadmap for expansion into the mainstream market, then perhaps the business being built is not ambitious enough for this potentially lucrative market.

I'm not writing these words to discourage. I'm writing because I believe that Vietnamese businesses can absolutely compete on the global stage, but only if we understand what the game truly demands.

And that game often requires three irreplaceable foundations:

1. Legal foundation and business structure.

The legal entity form is not just an administrative procedure. It will determine taxes, liabilities, fundraising ability, and ownership structure in the long term. A mistake at this stage can be very costly to correct later.

2. Financial foundation and cash flow.

There must be sufficient operating capital for at least 18–24 months without relying on revenue in the short term. Understanding US corporate tax, the GAAP accounting system, and reporting obligations is essential. Without this, any growth plan remains theoretical.

3. Foundation of local market knowledge.

American consumer behavior differs from Vietnamese in almost every dimension, from how they make purchasing decisions to expectations about packaging, branding, after-sales service, and marketing. In-depth market research is not a luxury; it is the cost of survival and solid future growth.

Besides those three hard foundations, there is an equally important soft factor: business culture. Americans prioritize contracts over personal relationships. They value transparency, credibility, and written commitments. If Vietnamese businesspeople come here expecting to "play it Vietnamese way," relying on personal connections, negotiating flexibly according to circumstances, or delaying obligations when facing difficulties, they will certainly quickly lose all the business relationships they have worked so hard to build.

How Much Preparation Is Enough?

The question I hear most often is, "How much preparation is enough to enter the US market?"

The answer is never a fixed process or an absolute number, as it depends on the industry, business model, and level of ambition. But there's one principle I always follow: if you're not sure, you're not ready.

More specifically, before deciding to expand into the US, a business needs to be able to confidently, not vaguely, answer the following questions:

Does the company's product or service fully meet the technical and legal standards of the US market?

Is the pricing model sustainable after accounting for import taxes, shipping costs, distribution costs, dealer profit margins, and specific customer service policies in the US?

Which distribution channel will the company use—online, direct retail, or through distributors—and do they have a deep enough understanding of that channel?

Does the company have a capable local team or partners to operate independently, or is it dependent on frequent trips to the US to handle things?

Come When You Deserve It

The US is not closed to Vietnamese businesses. On the contrary, in the context of global supply chain shifts, a wave of interest in Asian products, and the increasingly strong economic position of the Vietnamese community, opportunities are truly opening up.

But opportunities don't come to those who wait. They come to those who are ready when opportunities arise.

The question isn't "Should I enter the US market?" The correct question should be: "Have I built enough foundation to participate in this game responsibly with my business, my team, and my partners?"

If the answer is no, that's not a reason to give up. It's a reason to work harder, learn more, and prepare more. Because the American market doesn't reward early birds, but those who arrive at the right time with the strength to stay for the long term.