Vietnam's long game | Partner Content

In a monthly column called Independents' Day, Earned First is partnering with PROI to explore how independent PR firms are navigating industry disruption while preserving their competitive edge.

In the tenth instalment of Independents' Day, Arthur Do, partner – CEO of Vietnam's Pioneer Marketing & Public Affairs reflects on two decades of building one of Vietnam's leading independent agencies, and why success can be the hardest thing to see past.

1. Vietnam's communications industry has evolved rapidly alongside the economy, but that evolution hasn't always been straightforward. What has been the hardest phase of building Pioneer, and what did it teach you about running an agency in an emerging market?

The hardest phase came about ten years ago, when it became clear that the client base which had helped build Pioneer was no longer aligned with where the agency needed to go. For many years, we had built a strong reputation serving multinationals entering Vietnam, international organisations, and leading local corporations. Because that model had worked well, the shift was not immediately obvious.

Over time, however, the signals became harder to ignore: margins declined, marketing generated fewer new clients, procurement-led buying made pitching more difficult, and lower-cost competitors entered the market. None of these changes alone seemed dramatic, but together they indicated a gradual loss of competitive edge.

That period taught us one of the most important lessons of building an agency in an emerging market: success can reduce sensitivity to change if you are not careful. You have to continuously reassess where your value lies, how you differentiate, and which market segments you are best positioned to serve. In Vietnam, change rarely arrives suddenly - it more often appears as a slow drift, and if you do not recognize it early, you risk reacting too late.

2. International brands entering Vietnam often arrive with assumptions about how communications work here. Where do those assumptions most commonly break down, and what does “getting it right” actually require?

The most common mistake international brands make is assuming Vietnam can be approached with a regional playbook and light localisation. On the surface, the country appears straightforward - young, highly digital, and fast-growing - but in reality, it is one of the most complex communications environments in the region.

Vietnamese audiences form opinions through a dense and fast-moving mix of traditional media, social platforms, online communities, experts, and peer networks. Information does not flow linearly; narratives can shift as they move across platforms, meaning brands no longer fully control how they are perceived.

At the same time, the operating environment is distinct and constantly evolving across government, media, and business. This makes execution less about applying global best practices and more about navigating local complexity with precision.

Getting it right requires entering with curiosity rather than certainty - investing in local understanding, listening carefully to stakeholders, and adapting strategy accordingly. In Vietnam, communications is no longer primarily a challenge of reach, but of building and sustaining trust.

3. PROI's Southeast Asia footprint is still developing relative to its presence elsewhere. What does joining that network mean for Pioneer, and what does Pioneer bring to PROI that wasn't there before?

Joining PROI gives Pioneer the opportunity to bring Vietnam’s perspective into a global network of independent agencies, which is increasingly valuable as client challenges span multiple markets and stakeholder groups.

At the same time, Pioneer contributes a strong local advantage. Vietnam’s continued high growth is drawing greater attention from international companies, and with over two decades of on-the-ground experience, we are well positioned to support PROI partners navigating this market. Our strength lies in helping organizations manage complex stakeholder environments, craft credible narratives, and operate effectively in fast-changing conditions.

We see the relationship as a genuine exchange: PROI expands our global reach and perspective, while Pioneer contributes insight from a market that often sits at the forefront of rapid economic, digital, and behavioral change. 

4. Vietnam has one of the youngest, most digitally active populations in the region. How has that shaped the kind of work clients actually need from you, versus what they think they need when they first walk in?  

Many clients initially come to us looking for visibility - viral campaigns, media coverage, or influencer reach. But in Vietnam’s highly connected environment, building visibility is just the beginning.  

Audiences here actively shape narratives. They interpret, share, and challenge content, meaning a brand message is only the starting point of a broader conversation. As a result, what clients need is not just message distribution and crafting narratives, but the ability to guide and participate in those conversations effectively.  

This requires strong narrative development, clear understanding of influence networks, and credible engagement with stakeholders. It also shifts the role of communications toward building trust through reputation management, stakeholder engagement, and thought leadership. 

In Vietnam, attention can be generated quickly, but trust is what sustains long-term value. Our role is increasingly to help clients move from pursuing visibility to earning credibility.

5. AI is reshaping agency economics globally, but the pressure points differ by market. Where is AI creating the most immediate operational change inside Pioneer, and where are you more cautious about how quickly you move?

AI is already driving significant operational change inside Pioneer. We use it extensively for research, media monitoring, information synthesis, content development, and workflow optimisation. This allows our teams to process information more efficiently and focus on higher-value strategic work, while also expanding overall capacity and productivity.

However, we are more cautious in areas that depend on judgment, context, and relationships. AI can identify patterns and accelerate execution, but it is less reliable in interpreting stakeholder intent, predicting reactions, or navigating complex cultural and business dynamics - capabilities that are essential in areas such as reputation management, crisis communications, and public affairs.

We are also careful not to underestimate the importance of relationships. In Vietnam, trust remains a core business currency, built through long-term engagement with media, policymakers, and industry stakeholders. These dynamics cannot be replicated by technology alone.

Ultimately, competitive advantage will not come from using more AI, but from combining AI-driven efficiency with human judgment, strategic foresight, and relationship-building. Technology can enhance execution, but trust and credibility remain fundamentally human - and in a relationship-driven, fast-evolving market like Vietnam, that balance will be the key differentiator.

6. You've built Pioneer from the ground up in Vietnam. What does entrepreneurial leadership look like in a market where talent pipelines, client expectations and the competitive landscape are all shifting simultaneously?

Entrepreneurial leadership in Vietnam is not just about scaling a business - it is about building conviction in a market where many of the rules are still being written. From the beginning, the challenge has included not only growing Pioneer commercially, but also helping shape the communications profession: developing talent, educating clients, and building a culture that can adapt as the market changes.

Even today, the environment remains fluid. Talent pipelines are still maturing, client expectations continue to evolve, and industry standards are not always fully aligned with international norms. This requires a more hands-on leadership approach - one that relies on judgment in the absence of established systems, invests ahead of immediate returns, and stays close enough to the market to anticipate change early.

That balance between ambition and patience is critical. Entrepreneurial leadership in an emerging market is as much about stewardship as it is about strategy: creating clarity amid uncertainty, setting standards before they are demanded, and maintaining consistent direction while the environment shifts.