Southeast Asia’s infant nutrition market is entering a new phase.
While demographic changes and higher breastfeeding rates are reshaping the traditional infant formula market, the broader opportunity in early-life nutrition continues to expand. For international brands, this means the growth opportunity may no longer sit in infant formula alone.
The opportunity is bigger than formula
Leading players such as Danone, Nestlé and Abbott have expanded beyond infant formula into follow-on milk, toddler nutrition, maternal health, probiotics and children’s supplements.
The numbers point to a broader opportunity. The global children’s dietary supplements market was valued at approximately US$3.6 billion in 2025 and is projected to reach US$6.3 billion by 2033. Asia Pacific is expected to be the fastest-growing regional market, with a projected CAGR of around 9.0% from 2026 to 2033.
This creates a different strategic question for brands: How can they remain relevant throughout a child’s early nutrition journey, rather than compete for a single formula purchase?
The consumer journey is changing
The route to market is evolving alongside the product portfolio.
Healthcare professionals remain an important source of trust and recommendation, particularly for products related to infant and child nutrition. At the same time, parents increasingly research products online, compare alternatives, read reviews and purchase through e-commerce.
The broader Asia Pacific dietary supplements market illustrates this shift. Offline channels still accounted for approximately 77.3% of sales in 2024, while online sales are projected to grow at a 9.3% CAGR from 2025 to 2033.
For brands, this means medical credibility and digital execution cannot operate as separate strategies. The recommendation may start with a paediatrician or pharmacist, but the consumer journey can continue online.
What this means for brands entering Southeast Asia
The opportunity is not limited to new market entrants.
Established brands can face the same challenge: strong products, existing distribution and years in the market, but growth that no longer matches their potential.
In these cases, the answer may not be another product launch. It may be a reassessment of the portfolio, positioning, channel mix or local partnership model.
A distributor that was right for market entry five years ago may not necessarily be the right partner for the next stage of growth. Likewise, a portfolio designed around infant formula may need to evolve as consumer needs move into toddler nutrition, supplements or maternal health.
Building a longer relationship with families
The next opportunity in Southeast Asian infant nutrition is therefore not simply about selling more formula.
It is about building a broader early-life nutrition ecosystem, one that follows families across different stages and appears wherever parents seek information, recommendations and products.
For international brands, the strategic question is no longer only “How do we enter Southeast Asia?”
It is: “How do we build a sustainable role in the family’s nutrition journey once we are there?”
Need deeper insights about baby nutrtion or support with your go-to-market strategy in Vietnam and Southeast Asia? Contact Artho Asia Consulting today.
