Bring Vietnamese products to suitable partners in Russia.

A list of companies becomes useful when you understand why each company fits your plans. Does it import for retail, redistribution, restaurants or manufacturing? Is it looking for a private label or a contract manufacturer? Does it prioritise the lowest price, supply consistency or a differentiated product range?

The programme therefore starts with the Vietnamese business’s criteria. An importer needs a clear commercial offer; a retailer needs to understand shelf readiness; an industrial customer needs specifications, capacity and consistency between batches. The same product can open a more productive discussion when it is presented in a way that answers the recipient’s concerns.

The planned scope includes an initial outreach list of 40 Russian companies, 7 coordinated online B2B meetings with online interpretation, and 5–10 in-person meetings in Moscow. Market research visits are designed around 7-, 10- or 14-day itineraries, giving businesses time to examine retail channels, distribution and the conditions for market entry. Durations refer to the overall outbound-and-return itinerary; actual flights are confirmed when the programme is prepared. The initial list does not mean that 40 buyers have confirmed purchase requirements. Individual meetings are confirmed before delivery.

Online business matching — VND99,900,000 per enterprise

This option suits businesses that want to understand partner interest before deciding whether to travel. Work begins with the core products, indicative offer prices, supply capacity, customer criteria and conditions the business can meet. These inputs guide the initial outreach list and the relevant conversations.

Phase 1 includes the online meeting work in phase 2. The VND99,900,000 fee should therefore not be read as a separate charge for a contact list followed by another fee for the seven online meetings. The quotation defines the tasks, information required from the business, meeting confirmation process and acceptance criteria so both sides can follow delivery.

Select a focused range of competitive products for the first discussions. A short range with clear specifications, prices and availability is often more useful than a very large catalogue. Participants should be able to answer product questions and record anything that needs input from the factory or management.

The outcome helps the business decide its next step: improve the offer, send samples, revise a quotation, prioritise certain partners or prepare an in-person programme. If the foundations are not yet suitable, the feedback can still help revise the plan before a larger budget is committed.

Russian market research and Moscow B2B — additional VND379,000,000 per enterprise

The in-person phase is for businesses with a clear purpose for working in Russia and the ability to prepare the products, documents and team. The programme plans 5–10 meetings, subject to confirmation, alongside a market research trip of approximately 7–14 days. Representatives can present samples, examine how products reach customers, discuss buying requirements and agree follow-up work.

Seven days concentrates on Moscow and the most important questions. Ten days leaves more room to study sales channels, examine logistics and revisit partners where deeper discussion is needed. Fourteen days suits businesses studying a product category in greater depth or considering an additional location. A second city is included only where it has a business purpose and a workable schedule. Networking supports commercial relationships without displacing research time.

Look at the opportunity product by product

Russia is often described as a large market, but a business does not sell to an entire market at once. It sells to a particular customer group, through a particular channel, at a particular price. Opportunity should therefore be assessed through the product and buyer rather than geography or broad statements about purchasing power.

An AsemconnectVietnam publication dated 17 June 2026, citing Vietnam Customs data, reported bilateral trade of approximately USD4.77 billion in 2025: nearly USD2.26 billion in Vietnamese exports to Russia and approximately USD2.51 billion in imports. Total trade increased by around 4%, while Vietnamese exports declined slightly by 3.2%. These figures demonstrate an established trading relationship, while also showing why overall growth does not make every product category easy to sell. [1]

A manufacturer should ask which existing choice its product would replace. Can it offer more consistent quality, better specifications, suitable delivery timing or a stronger brand proposition? If that is unclear, expanding the contact list alone may not create more meaningful opportunities.

Complementary product strengths can support trade

Vietnamese exports to Russia have included coffee, cashews, pepper, textiles, seafood and electronics. Russia supplies Vietnam with various raw materials and production inputs. This provides a basis for examining complementary trading relationships, but commercial attractiveness still depends on the individual tariff line, supplier and distribution channel. [1]

A Vietnamese supplier’s advantage may come from a product it knows exceptionally well. A cashew processor can explain consistency, breakage, flavouring, packaging and shelf life. A furniture factory can show its ability to meet designs, protect products in transit and maintain delivery schedules. These details are more useful than a claim to supply almost anything.

Moscow is a meeting point, not the boundary of the market

Moscow is the meeting location for this service. It does not automatically determine where products will be sold. A company headquartered there may distribute to other regions, while a regional buyer may not import directly.

Start with capabilities you can demonstrate

A business advantage is more than a statement that Vietnamese goods are inexpensive or good. Buyers need evidence of what the supplier can deliver: monthly output, specification range, quality control, preparation time and the ability to respond when something goes wrong.

Choose three to five strengths with supporting information. A claim of consistency should come with a way of controlling batch quality. An offer to develop bespoke packaging should explain minimum quantities, design timing, sample approval and ownership of label content. A well-explained strength carries more weight than a long list of general claims.

Make international experience relevant to the new market

Exporters can draw on experience in made-to-order production, inspection and shipping coordination. Previous sales elsewhere do not automatically establish compliance in Russia. Meeting materials should distinguish proven experience from requirements still being checked for the new market.

Where sharing is permitted, show production photographs, sample inspection reports and current certificates that cover the correct entity and scope. Do not use previous customers’ logos or documents without permission. Selective disclosure protects existing relationships and helps a new buyer assess the business seriously.

Promise flexibility only within production capability

Trade discussions often move towards customisation: a different pack size, colour, accessory, sweetness level or quantity. Agreeing too quickly can leave the factory with a commitment it cannot meet.

The categories below help businesses frame their matching needs. They are not a list of products guaranteed to sell or a substitute for checking import conditions. Choose a core product and a specific sales channel before broadening the brief.

Coffee, cashews, pepper and processed agricultural products

A coffee business might approach roasters, ingredient importers or distributors of packaged products. Each needs different information. Roasters examine raw material and batch quality; branded-product distributors need packaging, positioning, prices and a credible sales proposition.

For cashews or pepper, prepare specifications, quality criteria, packaging and storage conditions. Select samples that can be compared easily. Presenting many grades without explaining their price and intended use can make selection harder.

One possible route is a specification suited to processing or packing customers. Another is a branded retail product. These routes have different budgets and support requirements; decide the direction before developing the introduction pack and partner list.

Processed food and beverages

Explain use, taste, ingredients, shelf life and transport requirements. A familiar Vietnamese food may need a clear introduction for a buyer who has never used it. Finished-product photographs and serving suggestions can make the conversation more practical.

For private-label development, establish who approves the formulation, who owns label accuracy and what changes are feasible at each production volume. Samples should represent what can actually be supplied at scale.

Products with specific ingredients, special claims or separate regulatory treatment require careful review before an offer is made. Choosing the right channel and preparing information early helps avoid spending on packaging, samples or meetings before market conditions are understood.

Textiles, footwear and consumer goods

Start with the intended user, size range, materials, supply capability and inspection process. Distinguish stock from made-to-order goods, and separate sampling time from production lead time.

Clarify whether the partner wants a Vietnamese brand or production under its own label. Documentation, labels, packaging and ownership arrangements differ. Traceability, labelling and trade measures affecting the goods must be checked when preparing the proposal.

TR CU 017/2011 is among the technical regulations to examine for light-industry products within its scope. Children’s products may be covered by other rules, so the intended use and user must be classified before deciding the documentation required. [7]

Industrial products and components

Manufacturing buyers often require technical specifications and evidence of consistent supply. Prepare tolerances, materials, applicable standards, inspection conditions and sustainable production capacity, with units and document versions clearly identified.

The appropriate partner might be an end-user factory, an integrator or a technical distributor. A list based on the partner’s supply-chain role is more useful than one based solely on its industry name. Otherwise, meetings may stop at introductions because the participant has no need for the product.

Technical requirements, export controls and transaction restrictions must be reviewed separately where relevant, including the end user and intended use. Matching proceeds only when lawful implementation conditions have been established.

Importers: establish practical capability

A company calling itself an importer is not enough to establish suitability. Understand its product experience, who handles procedures, where goods are received and who its customers are. The objective is a fit between the partner’s capability and your plan.

For packaged consumer products, ask how it develops brands and supports retail points. For ingredients, discuss inspection specifications, shipment sizes and order cycles. Strength in one category does not necessarily transfer to another.

Distributors: understand the route to the customer

A distributor may serve stores, business customers or smaller distributors. Each model has a different pricing structure. Understand which costs and margins are added before the goods reach the end customer.

Early discussions do not necessarily require disclosure of the full customer list. Begin with channels, territories, warehousing and existing product categories. Agree more detailed disclosure and confidentiality as discussions progress.

Identify the goods before asking about duty

The duty applicable to exports to Russia cannot be determined accurately without a specific product. A commercial name is often insufficient. Composition, processing, use, materials, specifications, users and classification-sensitive characteristics may all matter.

Prepare a product sheet for each priority item: photograph, description, specifications, ingredients where relevant, packaging, relevant material origins and intended use. A shared information base helps the exporter, importer and customs representative work consistently.

Check the HS classification against the importing country’s applicable nomenclature and tariff schedule. Do not assume that a code used for a previous shipment covers every product version. Resolve uncertainty before finalising prices and documents.

Check Vietnam’s export conditions

Determine whether the goods are prohibited, temporarily suspended, restricted or subject to licensing, eligibility or specialised inspection. Read the foreign-trade framework together with the currently applicable product lists. Vietnam’s national legal database and Official Gazette are sources for checking legislation, amendments and applicability. [15]

The Ministry of Industry and Trade’s VNTR portal identifies export customs document categories such as declarations, commercial invoices or equivalents, and licences or inspection documents where required. Not every specialised document applies to every shipment. Establish the final file according to the product and transaction. [11]

Distinguish statutory procedure documents from materials a buyer needs to assess the offer. Catalogues, price lists, product sheets and draft contracts may be important to selling without being the same legal document category. Clear responsibility from the start reduces unnecessary work.

FTA preferences depend on qualifying origin

Goods shipped from Vietnam do not automatically acquire Vietnamese preferential origin. Review the agreement’s origin rules, product-specific rules and related conditions. The EEC publishes origin rules, product-specific rules using HS 2022 and the EAV certificate form. [3]

Businesses using imported materials need a clear traceability file. Purchasing, production and export staff should agree how to retain records, bills of materials and processing information. Waiting until the goods are ready to ask about preference can make corrections difficult or unsuitable.

An EAV certificate does not mean every product receives the same duty rate. Check the code, date, preference conditions, quota or relevant measure. The rates in the cost examples below illustrate variables; they do not establish a rate for any particular product.

Keep the EAV certificate and supporting documents consistent

A C/O is a certificate of origin. Form EAV is used under the Vietnam–EAEU agreement where the relevant conditions are met. The Ministry’s eCoSys system publishes Circular 01/2024/TT-BCT amending the agreement’s origin implementation rules, alongside general C/O provisions. Check current guidance and the receiving authority when applying. [4]

Use a master information sheet so names, codes and descriptions remain consistent across invoices, packing information, declarations and related documents. When specifications or composition change, identify which records need updating before final versions go to the partner.

Origin documentation should be part of purchasing and production preparation. Staff should not have to reconstruct the entire file when the shipping date is near. Good preparation also supports timely responses to requests for explanation or verification.

Conformity assessment and the EAC mark

EAC is the common circulation mark associated with the EAEU technical regulation system. For regulated goods, determine the applicable conformity assessment before placing them on the market. “EAC certificate” should not be treated as one universal document: certification, declarations of conformity and other procedures can differ by product and rule. [9]

Ask the specialist to explain the basis: applicable regulation, eligible applicant, sample destination, product versions covered and validity. A low-priced document that does not cover the actual goods may not support the intended shipment.

Do not print a mark on packaging merely because a designer copied it from another product. Check the lawful documentation and conditions for its use before a large print run to avoid relabelling or repacking.

Food requires both general and category-specific review

TR CU 021/2011 addresses food safety and TR CU 022/2011 food labelling. Categories such as juice, dairy, meat or seafood may require additional specific rules. A factory management-system certificate alone does not establish that all Russian circulation requirements for the product have been completed. [5][6][7]

Prepare the accurate formulation or ingredient list, appropriate production information, quality criteria, storage conditions and shelf life. Claims such as “natural,” “for children” or a special function also need review before appearing on labels or advertising.

Keep the introduction focused

A well-presented company profile helps a partner understand what the business does and where it fits. Lead with the principal products, delivery capability and responsible contact. Then provide what a buyer needs to continue: specifications, quality information, a conditional price offer, preparation time and product development capability.

There is no need to include every achievement. If some information cannot be made public, prepare a general introduction and a separate supplement for appropriate disclosure. Clarity saves the reader time, while controlled sharing protects commercially important information.

Use one consistent product sheet per item

Include an accurate photograph, internal reference, description, specifications, packing, planned availability and storage conditions where relevant. Distinguish variants clearly so a question about one specification does not produce a quotation for another.

Coffee in a 250 g retail pack and bulk coffee for a roaster may both be in the company’s range, but their use, buying channel and costs differ. Separate product information keeps the discussion on the intended offer.

State the conditions behind each price

A quotation needs a currency, unit, specification, quantity basis, delivery location and validity period. Where a delivered-to-Russia price is not yet supportable, begin with a delivery condition covering what the business can control and develop the full proposal when freight and import information are available.

Do not leave conditions unstated and assume both sides will interpret them alike. Trial-order preparation may differ from repeat production, while bespoke packaging can depend on quantities or design rights. Clear conditions support meaningful comparison and protect the planned margin.

Give samples a receiving and feedback plan

Compare the same destination and scope

Give the freight provider the weight, dimensions, goods characteristics, origin, receiving point and required arrival timing. A port quotation is not directly comparable with delivery to a warehouse. Sample freight is not representative of the cost of a commercial shipment at a different scale.

Look beyond the main freight charge. Check origin and destination handling, last-mile delivery, expected storage and conditional surcharges. A lower total with many items missing may simply cover less.

Match the route to the product and sales plan

Sea, air and multimodal options need assessment against availability when the service is booked. Request confirmation of schedules, transhipment points, responsibilities and conditions for the actual goods. Do not promise a delivery date using the transit time of a different route.

For short shelf-life goods, account for preparation, procedures, transport and onward distribution. Furniture needs suitable packing and handling. Cold-chain products need appropriate conditions throughout the journey and relevant monitoring records. The cheapest option on paper may not suit the shipment.

Use delivery terms to allocate responsibilities

ICC’s Incoterms® 2020 rules clarify responsibilities relating to delivery, costs and risk transfer under the selected term. Specify the named place and edition. FCA, CIF and DDP have different scopes and obligations; they are not alternative labels for the same quotation. [16]

Check the buyer’s legal information

A convincing website, positive call or in-person meeting does not establish payment capacity. Check the legal entity, registration details, representative, signing authority and payment account. Retain the date and scope of any official register check, while recognising that registration information is not a complete financial assessment. [18]

Initially, ask how the partner organises imports and payments. Consider deeper checks as transaction value and exposure increase. Requests for information should be proportionate, explained and protective of both parties’ data.

Choose a payment arrangement the parties can actually use

Speak directly with the servicing bank about currency, documentation, beneficiary and processing capability for the specific transaction. A currency mentioned in bilateral trade does not mean every bank, partner and product can use the same payment route.

Agree fees, when payment is deemed received, document release conditions and the response to delay or rejection before signing. Account changes should be verified independently with an authorised person. An urgent email alone is not a sufficient reason to switch accounts.

Draft terms around real situations

The contract should define products, quality, inspection, delivery, payment and remedies for non-performance. Identify how an approved sample relates to the shipment. Where tolerances are allowed, state what they cover and the accepted limits.

Also address complaint notice, evidence, corrective action and disputes. Terms are useful only if they can be performed in the actual transaction. Complex or high-value agreements merit appropriate legal review before signature.

Link exclusivity to obligations and review points

If a partner requests exclusivity, define the products, territory, term, purchasing obligations and assessment process. Broad rights without corresponding commitments can limit opportunities with others.

A trial period with clear objectives and review conditions may be considered. There is no single structure that works for every transaction. Rights should be proportionate to the partner’s demonstrable capability and commitments.

First: the business matching service fee

The phase 1 fee is VND99,900,000 per enterprise and includes phase 2. Phase 3 carries an additional VND379,000,000 per enterprise. The combined service fee is VND478,900,000. Read these amounts alongside the quotation’s scope, acceptance criteria and payment conditions.

This is a service fee, not the cost of exported goods, an investment in a transaction or a guarantee of orders. Assess it against the work delivered, information obtained and the ability to use the results.

Second: product and documentation preparation

Samples, testing, label changes, product photography or extra documents may cost money outside the agreed service scope. Reconcile inclusions before budgeting to avoid paying or counting twice for the same task.

Existing documents may already be usable. A product requiring development or unresolved import checks may need more work. Separate each task, provider, quotation basis and the approval that triggers expenditure.

Third: travel expenditure

A 7-, 10- or 14-day visit needs a budget based on the actual delegates and itinerary. Consider international flights, accommodation, meals, transfers, entry documents, insurance, in-person interpretation, sample transport and additional locations. Identify anything already included so it is not added again.

A longer visit creates more research time and also uses more money and staff time away from Vietnam. Choose duration according to the questions still to be answered. Extra days without a purpose may not produce proportionate value.

Fourth: exporting and developing the sales channel

After introductions, resources are still needed for production, freight, documents, taxes and commercial operations. Building a brand in retail may also require content, display or distribution support agreed with the partner. Base these costs on an actual plan.

An attractive order can still put pressure on cash flow if production is funded upfront, stock is held for a long time or payment is delayed. Assign responsibility for the budget, cash flow and expenditure approval at each stage.

Example 1: preparing for online business matching

Assume a business selects the VND99.9 million matching service. Outside the defined scope, it sets illustrative budgets of VND12 million for new samples, VND18 million for sample shipping and VND25 million for additional testing and labels. These are assumed internal figures, not market quotations or compulsory charges.

The difference is VND61 million: VND50 million of duty and VND11 million of additional VAT under these assumptions. A preference can therefore affect more than the duty line, but a real proposal can use it only after eligibility and calculation are confirmed.

Import VAT may be treated under the importer’s tax regime where the necessary conditions are met. Cash required and final economic cost can therefore differ. This table illustrates cash flow; it does not state that all VAT is irrecoverable. Actual assessment and payment use the applicable official currency, exchange rate and rules.

Exchange rates, stock and saleable quantities affect the result

Establish which currency pays each item and when. Do not base a long-term contract on an informal exchange-rate estimate. Scenario calculations can show what movement would erode the margin before the finance team and bank consider suitable arrangements.

Unit cost also depends on what is actually sold. Damage, returns or markdowns may reduce revenue-producing units below the quantity shipped. Separate trial-shipment budgets from steady-state plans; one unusual shipment should not define the annual business case.

Evaluate promotion spending using contribution

A simple management calculation divides the promotion cost to recover by expected contribution per unit or order. Contribution must be calculated consistently after the relevant variable costs. Revenue is not a substitute for contribution.

For example, recovering an assumed VND170.39 million at VND20,000 contribution per unit requires approximately 8,520 units, rounded up. This illustration excludes other fixed costs, timing and the probability of receiving orders. Its purpose is to ask the right question about the volume required, not to promise payback.

Compare budgets and outputs on the same basis

For each approach, list work included, additional work, owner, cost basis and required output. Separate programme fees from staff time, samples, travel, verification and follow-up. Advisory value also lies in evidence for the next commitment: what must improve, what remains unverified, and whether to proceed. Track action completion and information quality alongside meetings; do not treat a fee as a promised return.

Travel with questions and return with a considered plan

Depth requires more than a full appointment book. Businesses need time to inspect retail points, compare products, revisit discussions and test assumptions made in Vietnam. Some questions become clear only at the shelf: how products are packed, which prices represent the same segment and what information is presented to customers.

Phase 3 therefore has three design frameworks: 7, 10 and 14 days, each with a different emphasis. The longest trip is not automatically the best. Choose enough time to answer the questions with the greatest effect on the investment decision.

The following schedules are planning frameworks covering outward and return travel. They must be adjusted for flights, working days, holidays and individual confirmations. Programme days are not all full meeting days; travel, preparation and synthesis are included deliberately.

Seven days: Moscow and the essential questions

This framework suits businesses with reasonably complete materials that want to test product fit and assess a focused partner group in Moscow. Concentrating on one principal category makes best use of the available time.

The target of 5–10 meetings is distributed according to meeting length, travel distances and partner availability, rather than compressed to satisfy a count. Sample reviews and technical discussions need adequate time. A deeper conversation may be worth more than another poorly matched appointment.

Seven days provides less flexibility when schedules move. Prepare documents, questions and team roles carefully, and complete discussions that can be held online before departure. Use time in Russia for matters that benefit from direct observation or personal contact.

Ten days: the proposed main framework for deeper research

Ten days allows space between meeting buyers, observing sales channels, understanding logistics and following up. It is the proposed main option for combining B2B matching with field research while keeping the programme focused on Moscow and suitable nearby locations.

Days 6 and 7 can accommodate public observation and synthesis if they fall on a weekend. The order is adjusted to the departure date so appointments requiring Russian business staff take place when they are available. The programme does not assume organisations work on their days off.

Intervals between meetings also allow the delegation to improve its presentation during the trip. If an early partner asks about a specification that was unclear, the team can obtain better information before the next meeting. A misunderstood quotation basis can be clarified before the same issue recurs.

The visit provides information for the next decision; market development continues after returning home. Set priorities, identify approvals needed and assign responsibility for responding to each partner.

Group the work into immediate replies, internal preparation and commercial decisions. Immediate replies include promised materials, revised prices or sample information. Internal tasks may involve formulation, packaging or cost checks. Commercial decisions include continuing, selecting a trial partner or pausing a direction that is not yet suitable.

Each task needs an owner, expected date and evidence of completion. Sending an email is not acceptance; receiving a sample is not an order; a trial order does not demonstrate repeat demand. Accurate records reveal real progress and help allocate resources.

Can a business with no export experience enquire?

Yes. Describe the product, documentation status, supply capability and current objective. This helps assess whether preparation, online matching or further foundational work should come first. An enquiry does not mean every business is ready for an immediate visit to Russia.

What does VND99,900,000 cover?

It is the phase 1 service fee and includes phase 2 online meetings. The planned scope includes clarification of the offer, an initial list of 40 Russian companies and seven coordinated online meetings with online interpretation. Tasks, conditions and acceptance are specified in the quotation and contract.

Is VND379,000,000 the total or an additional amount?

It is the additional phase 3 service fee for market research and in-person connections under the agreed proposal. Selecting both online matching and phase 3 gives a combined service fee of VND478,900,000 per enterprise. Travel and other expenses must be reviewed against inclusions and exclusions.

Are 7, 10 and 14 days three differently priced packages?

They are three itinerary frameworks. The phase 3 service fee remains VND379,000,000 per enterprise; the work covered by each framework is defined in the formal proposal. Expenses varying by duration, delegates or locations are calculated separately from actual arrangements rather than inferred from an unconfirmed all-inclusive price.

Why is ten days proposed?

Ten days allows B2B, channel research, operational discussions and follow-up before returning. It is a design recommendation for deeper research, not a compulsory duration. A well-prepared business with a narrow objective may prefer seven days; broader questions may justify fourteen.

Have all 40 companies confirmed purchases?

No. This is an initial outreach list based on product and partner criteria. A response, a meeting and a purchase decision are separate stages. The list is not a count of contracted customers or companies that have completed comprehensive due diligence.

Is a signed contract guaranteed after the visit?

Orders depend on product fit, price, documentation, supply capability and decisions by the parties. CHODAT supports matching within the agreed scope. The visit is designed to develop understanding, assess opportunities and establish evidence-based next steps, with defined service deliverables.

Can we request a particular distributor?

Provide a name or criteria for assessment of outreach feasibility. Naming a company in an enquiry does not mean it has agreed to attend. A meeting becomes confirmed only when participants, purpose, timing and organisation conditions have been established.

Can we visit warehouses, supermarkets or factories?

Public observation and an official working visit have different conditions. Access to operating areas, staff discussions and use of images require suitable permission. The proposal distinguishes confirmed arrangements from items still being organised; an address in a draft is not a right of access.

Can Moscow be combined with Saint Petersburg?

This can be considered within fourteen days if product objectives, appointments and travel arrangements support it. Without sufficient business purpose for a second location, deeper Moscow research may be more useful. Transfers, costs and the international return departure point must be agreed with the whole itinerary.

Can we enquire about phase 3 alone?

Yes. Explain the preparation already completed and the objective. The proposal will clarify whether additional pre-trip work is needed. A travel budget does not replace product definition, partner criteria and document preparation.

Are tax, flights and hotels included?

These must be specified in the quotation. The page separates service fees from the full budget to avoid misunderstanding. Delegate numbers, duration, locations, in-person interpretation, samples, visas and insurance also need confirmation. An included item is not added again.

Do all Vietnamese goods receive 0% import duty?

No blanket conclusion is possible. Check the HS code, tariff schedule, origin rules, documents and applicable conditions at import. Agreement preferences and VAT are separate matters and should be clarified before pricing and cash-flow planning. [2][3][14]

What documents are needed for an initial enquiry?

Provide the product, desired partner type, timing and responsible contact. Do not upload passports, identity documents, banking files or a complete confidential commercial dossier to the public form. Required documents are collected through a suitable process at the relevant next stage.

Can we discuss the programme without a departure date?

Yes. Select an approximate period or indicate that it is undecided. A 7-, 10- or 14-day preference helps clarify the need; actual dates are checked against flights, preparation and partner confirmations. A form selection does not book flights or confirm a departure.

How is business information used?

Registration information is used to receive and process the service enquiry under the stated consent. Receiving future market or programme communications is a separate choice. Confidential information is not published; sharing with partners follows an appropriate purpose and scope.

If you have a core product but need suitable partners, tell CHODAT what needs to be resolved. It may be an importer search, a distribution assessment, a pricing question or a sufficiently detailed research visit before further commitment.

Describe the category, principal specifications, supply capability and the partners you want to meet. For a proposed visit, select seven, ten or fourteen days, or ask for help choosing. A few accurate details allow the first conversation to focus on the work.

Prepare the right next step into the Russian market.

Step 1 — Product and objective: product category, main product, partner type and questions to resolve.

Step 2 — Connection plan: online matching, a Russian research visit, the complete programme or advice. For a visit, indicate 7, 10, 14 days or undecided, expected delegates and possible travel period.

Step 3 — Contact details: enterprise name, responsible person, work email and telephone.

Contact consent: I agree that CHODAT INVEST may use the information provided to contact me and process this service enquiry under the privacy policy.

Separate optional choice, not preselected: I would like to receive further market information and relevant programmes from CHODAT INVEST.

After successful receipt, the page displays a request reference for future contact. This starts the discussion and proposal process. The research schedule, quotation and delivery conditions are confirmed separately.