Reach more of India without losing control of how your product is sold.

Gully Sales decides the route to market with you, market by market, across direct, dealer, distributor, reseller, franchise and referral routes. Then we open it, territory by territory, starting with a pilot.

A written route to market for each segment, with the reason the others were rejected.
A channel mix that adds reach without putting your own sales team into conflict.
A launch sequence: which territory, which partner type, which month, which measure.

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Gully Sales Private Limited plans and opens channel and partner routes for businesses across India, and works the first territories alongside your team.

In one paragraph

What is Channel Sales Strategy and Route-to-Market?

Channel sales strategy decides which markets you will serve and which route reaches them: direct, dealer, distributor, reseller, franchise or referral. Route-to-market execution then opens it, with target accounts, coverage rules, commercial terms, a launch sequence and a first pilot territory. Gully Sales does both, so Indian SMBs add reach without losing margin or control of the customer.

The problem

Growth is being asked of a channel nobody ever designed.

Most Indian SMBs did not choose their channel. It accumulated. A dealer asked for the line and got it. A friend of the family took a state. A reseller in another city bought twice and stopped. Each appointment made sense on the day. Together they are not a route to market: nobody can say which segments the channel is meant to reach, what each partner is expected to sell, which districts are actually covered, or what happens when two partners quote the same customer.

You will recognise it as

Partners were appointed because they approached you, not because a territory or a segment needed covering.
Nobody can say which districts or segments are genuinely covered and which are blank on the map.
A handful of partners produce most of the revenue and the rest order occasionally or not at all.
Your salespeople and your partners meet in the same account, and the customer learns to play one against the other.
Discounts are settled partner by partner, so the same product leaves your factory at several different prices.
The growth plan says appoint more dealers, without saying where, of what kind, or what each should sell.

What it costs the business

Reach stalls: you add partners without adding markets, because new appointments land where you already sell.
Margin leaks quietly through inconsistent terms, unplanned discounts and schemes offered to keep a partner interested.
Working capital sits as stock with partners who cannot move it, and comes back to you as returns or dead inventory.
The channel becomes unmanageable: every partner is a separate negotiation and the owner is the only escalation point.

Why it persists. Designing a channel requires a decision owners are reluctant to take: saying no to a willing partner in the wrong place, or taking a territory back from someone who has held it for years. Appointing and hoping is easier. The evidence that would settle the argument, such as where demand sits, who already sells to those buyers and how competitors reach them, is rarely gathered, so it stays a matter of opinion. And because channel work sits between sales and marketing, no one function owns it.

If it stays unresolved. You end up with a long list of partners and a short list of partners who sell. Expansion into new states or segments keeps being postponed because nobody knows what it would take. And on the day a competitor appoints a serious distributor in your strongest district, you find you have no coverage plan, no terms and no agreement to defend the market with.

What changes

A channel you designed, with reach and discipline both intact.

In the first weeks

A written route to market for each priority segment, with the options considered and the reason for the choice.
A map of where you sell today, where demand actually sits, and which territories are uncovered.
A partner profile that says what a good partner for you looks like, before the next one is appointed.

In how the work runs

Coverage rules stating which accounts belong to your own team and which to partners, so both know before they call.
One commercial model, covering margin, credit, stocking and service, applied to every partner of the same type.
A launch sequence with the territory, the partner type, the month and the measure written against each step.

In sales and marketing

Reach into segments and geographies your direct team was never going to serve economically.
Discounting that follows a stated structure rather than the last conversation, so realised margin becomes predictable.
Working capital committed to territories chosen on demand, rather than spread across whoever asked first.

In what management can see

A channel view showing coverage, active partners, partner-sourced pipeline and sell-through by territory.

Over the longer term

A channel that can absorb a new product or a new state without being redesigned each time.
A route to market a new sales head, a principal or an investor can understand in one sitting.

Gully Sales controls the market analysis, the route decision, the channel design, the commercial frame and the pilot launch. Whether a particular partner performs depends on the market and on how the relationship is run after launch. We do not promise partner numbers or sell-through volumes.

Who it is for

Who needs a route to market designed, and when.

The businesses it suits

Manufacturers selling through dealers or distributors who want to enter new states, districts or segments.
B2B companies whose direct sales team cannot economically reach smaller buyers or distant markets.
Brands and franchisors choosing between company-run outlets, franchisees and partner-operated formats.
Software, equipment and services firms considering resellers, integrators or referral partners for the first time.
Businesses with a network that grew by accident and now needs rationalising rather than expanding.
Companies whose principal, board or investor has asked how next year's coverage plan was arrived at.

What usually prompts the call

The growth plan depends on more dealers and nobody has said where, of what kind, or selling what.
You are entering a new state, region or export market and cannot decide between direct and partner selling.
Two partners, or a partner and your own team, have started quoting the same customer.
A large partner is threatening to leave and would take a territory with them.
A new product needs a different kind of partner from the ones your current network is made of.
You are about to commit stock, credit and field people to an expansion nobody has sized.

What Gully Sales does

The work, component by component.

Market and segment choice

We size where the demand actually is: which segments, industries and geographies buy your category, what they are worth to you, how they prefer to buy, and where competitors already have coverage. Markets are then ranked on value, ease of entry and fit with what you can supply and service.

Why it matters:: Appointing partners before choosing markets means the channel gets built wherever somebody volunteered.
You receive:: Market and segment map with a ranked entry priority and the evidence behind the ranking.
Business value:: You expand into markets chosen on their worth to the business, not on who walked through the door.

Route and entry model

For each priority market we compare the ways of reaching it, across your own sales team, dealers, distributors, resellers, integrators, franchisees, agents, marketplaces and referral partners, on cost to serve, control, speed, margin and what the buyer expects. The recommendation names the route and what was rejected.

Why it matters:: The route that suits a metro key account rarely suits a district town, and one model applied everywhere fails somewhere.
You receive:: Route-to-market recommendation per market, with the options compared and the trade-offs stated.
Business value:: You can defend the channel decision to your team, your board or your principal with the reasoning attached.

Target accounts and partner profile

We define who you are actually selling to in each market, including the buyer, the order size and the buying process, and then the profile of the partner who already reaches them: what they sell alongside, their financial capacity, their service reach and their sales bandwidth. Named targets follow.

Why it matters:: Most channel disappointment starts with appointing a partner whose customers are not your customers.
You receive:: Ideal partner profile, target end-account list and a named partner prospect list per territory.
Business value:: Recruitment starts from a list you built, rather than from whoever happens to answer the phone.

Channel mix and coverage design

We set how many partners each territory can support, what each type of partner is expected to do, where the direct team keeps ownership, and how the mix behaves when a customer can be reached by more than one route. Coverage is drawn on a map, so blank districts and overlaps are visible.

Why it matters:: Too few partners leaves the market open; too many splits a district until nobody earns enough to invest in you.
You receive:: Coverage model: partner numbers by territory, roles by partner type and the account ownership rules.
Business value:: Every partner has enough market to earn from, and every district has someone answerable for it.

Commercial model and conflict rules

We build the frame the channel runs on: margin structure by partner type, pricing discipline, credit and stocking expectations, service and warranty responsibilities, and the rules for what happens when your team and a partner meet the same customer. This is the frame, not the full programme rulebook.

Why it matters:: Channel conflict is not a personality problem. It is what happens when the rules were never written down.
You receive:: Commercial model note: margins, pricing discipline, obligations and account conflict rules.
Business value:: Partners and your own team compete on service rather than on who is willing to discount further.

Launch sequence and pilot

We sequence the rollout: which territory opens first, with which partner type, in which month, with what stock, support and marketing behind it, and what must be true before the next territory opens. The first territory runs as a pilot so the model is corrected on evidence before it is copied.

Why it matters:: A channel launched everywhere at once repeats the same mistake in every territory before anyone notices it.
You receive:: Phased launch plan with the territory sequence, entry criteria per phase and the pilot design.
Business value:: The model is proved in one market, at a manageable cost, before the whole network is built on it.

Risk, investment and the business case

We put numbers to it: the investment the channel needs in stock, credit, field people, partner support and marketing; the revenue it should produce as it matures; and the risks, from channel conflict and price erosion to credit exposure and a partner holding a territory hostage, each with a mitigation and an early warning.

Why it matters:: Channel expansion consumes working capital long before it returns any, and that gap is what usually stops it.
You receive:: Investment and risk plan with the funding requirement, the maturity curve and named mitigations.
Business value:: You commit to the channel with the cost, the timing and the exposure known in advance.

What you will have at the end.

Market and segment map: where demand sits, what it is worth, and the ranked order for entry.
Route-to-market recommendation per priority market, with options compared and rejected routes explained.
Ideal partner profile by partner type: capability, customers, service reach, capacity and financial standing.
Named partner prospect list per priority territory, and the target end accounts the channel must reach.
Coverage model: partner numbers by territory, roles by partner type and the account ownership rules.
Commercial model note: margin structure, pricing discipline, credit and stocking terms, service obligations.
Channel conflict rules: account ownership, quoting protocol and the escalation path when two routes meet.
Phased launch plan with the territory sequence month by month and the entry criteria for each phase.
Pilot design for the first territory: what will be measured and what would cause the model to change.
Investment and risk plan: funding needed, revenue maturity curve, named risks and their mitigations.
Channel tracker for coverage, active partners, partner-sourced pipeline and sell-through by territory.
A partner-facing proposition document: why a partner in your category should take your line.

How it runs

The engagement, step by step.

1
Frame the growth question
We start with what the channel is being asked to do: enter a geography, reach a segment the direct team cannot serve economically, launch a product, or revive a network that has stopped growing. We agree the markets in scope, the limits on capital and people, and what a useful answer would let you decide.
You provide:
The growth objective, sales by territory and channel, and the capital and headcount available.
We produce:
A scoping note naming the markets in scope, the decision to be made and the constraints on it.
Done when:
Leadership agrees which markets the work covers and which decision it has to support.
2
Read the market and the current channel
We size demand by segment and geography, lay your present coverage over it, and study how competitors and adjacent categories reach the same buyers. In parallel we interview your field team and a sample of current, dormant and lapsed partners about what actually happens in the market.
You provide:
Sales data by territory, partner and product, existing partner agreements, and access to the field team.
We produce:
The market and segment map with coverage overlaid, and a written read of the current channel.
Done when:
You can see on one map which markets are covered, which are open, and where volume really comes from.
3
Choose the route and the entry model
For each priority market we compare the available routes on cost to serve, control, margin, speed and buyer expectations, then recommend one with its trade-offs written out. Where a market justifies a hybrid, direct for key accounts and partners for the rest, we draw the boundary between them.
You provide:
Product cost and margin structure, service obligations, and a decision session with the owner.
We produce:
The route-to-market recommendation per market, with the rejected options and the reasons.
Done when:
Leadership has chosen the route for each priority market and knows what it is trading away.
4
Design the channel and the commercial model
We fix how many partners each territory can carry, what each partner type does, the ideal partner profile, the margin and credit structure, and the rules for account ownership and conflict. Where an existing network is being reworked, we say which partners fit the new design and which do not.
You provide:
Existing partner terms and performance, credit policy, and the pricing limits set by finance.
We produce:
The coverage model, the ideal partner profile, and the commercial model note with conflict rules.
Done when:
The design is specific enough to recruit against and to explain to an existing partner.
5
Build the launch plan and the business case
We sequence the territories, put the investment, stock, people and marketing behind each phase, model the revenue as the channel matures, and write the risks with their mitigations and early warnings. The plan states what must be true before each new territory is opened.
You provide:
Working capital limits, hiring plans, and the marketing support available for partner launches.
We produce:
The phased launch plan, the investment and risk plan, and the channel tracker.
Done when:
You know what the channel will cost, when it should return, and what would stop it.
6
Pilot the first territory
We open the first territory with you: approach the shortlisted partners, test the proposition and the terms in real conversations, sign the first partner or two, and run the opening weeks against the measures in the plan. Whatever the market corrects, we correct in the model.
You provide:
Decision-makers available for partner meetings, launch stock, and pricing authority.
We produce:
A pilot review: what held, what changed, and the corrected model for the next territories.
Done when:
One territory is live under the new model, and the model has been revised by what happened in it.
7
Scale and hand over
We roll the corrected model into the next territories on the agreed sequence, set the review rhythm with your channel owner, and hand across the coverage model, the commercial frame, the tracker and the prospect lists. Where you want it, we stay through the following phases.
You provide:
A named channel owner inside the business and the review time each month.
We produce:
The handover pack, the live tracker, and the first channel review run with your team.
Done when:
Your own team runs the channel plan and the monthly review, with the documents to run them from.

Ways to work with us

Engage for the decision, for the first territory, or for the whole rollout.

Route-to-market strategy

The decision work: market and segment choice, route comparison, channel mix, coverage model, commercial frame, launch sequence and the investment and risk plan. Suited to a business about to expand that wants the plan before the commitment.

Channel reset

For a network that grew without design. We read your existing partners against demand and coverage, rework the model, decide which partners fit it, and plan how to move the network across without losing the ones that sell.

Strategy and pilot launch

The strategy plus the first territory opened with you: partner approaches, terms tested in real conversations, the first appointments, and the opening weeks measured, so the model is corrected before it is copied.

New market entry

One new state, region or overseas market taken from demand sizing to a live route: entry model, partner profile, named prospects, commercial terms and a launch plan for that market alone.

Strategy with rollout support

The strategy followed by a Gully Sales consultant working with your channel owner through the rollout phases, in the monthly review, on partner selection, and on the corrections the market asks for.

Why Gully Sales

What you are actually choosing when you choose us.

We choose the market before we choose the partner.

Demand is sized and mapped against your present coverage first. Only then do we ask what kind of partner reaches those buyers. Most channel expansions do this the other way round, which is why they end up adding partners in the districts they already had.

We say what each route makes you give up.

Every route trades away something: margin, control, customer knowledge or speed. Our recommendation states the cost of the route we recommend, not only its benefits, so leadership decides with the trade-off in front of it.

The commercial rules are written before the first appointment.

Margins, credit, account ownership and the quoting protocol are agreed while everyone is still reasonable. That is the moment to settle conflict, and it is far easier than settling it after two partners have met in one account.

We work the first territory with you.

The model is tested in real partner conversations, with real terms and real objections, before it is rolled out. What the market corrects, we correct on paper, so the second territory opens with a better plan than the first had.

The plan meets people who can execute it.

Gully Sales does not stop at a strategy document. Partner recruitment, onboarding, enablement, territory planning, incentive design and the demand generation that supports partners are all work we do for Indian SMBs.

Where it applies

The same service, in different businesses.

Industry	The situation	How it applies	Likely benefit
Industrial manufacturing	A pump and valve maker sells through twenty dealers, of whom five produce most of the revenue, while three districts with heavy demand have no dealer at all.	Demand sized by district, dealers ranked against it, a coverage model setting dealer numbers per district, a distributor route for the far districts, and a phased appointment plan.	Uncovered districts get someone answerable for them, and strong dealers stop facing new appointments inside their own market.
Building materials and hardware	A fittings brand sells through retail counters in one state and wants to enter two more, but its only plan is to appoint whoever the area representative can find.	Segment and channel map for the new states, a distributor-led entry model with retail coverage targets, an ideal partner profile, and a named prospect list per city.	Entry proceeds city by city against a plan, with the retail counters each distributor must reach written down.
Software and IT services	A B2B software firm sells direct in two metros. Smaller cities enquire regularly, but the cost of serving them directly is too high and there is no partner model to hand them to.	A reseller and implementation-partner route for smaller cities, an account ownership boundary against the direct team, margin structure by partner type, and a two-city pilot.	Smaller-city demand is served profitably, without the direct team feeling its accounts have been given away.
Consumer brands	A packaged food brand sells on marketplaces and through two distributors, and general trade growth is flat because nobody has decided which channel serves which shopper.	Channel mix across own site, marketplaces, general trade and modern trade, with pricing discipline between them, coverage targets by town class, and a launch sequence.	Each channel has a defined job and a price it holds, so growth in one stops undercutting another.
Medical equipment	An equipment company sells direct to large hospitals and cannot reach clinics and diagnostic centres in smaller towns, where competitors are already present through dealers.	A dealer route for the clinic segment with a service capability requirement, key accounts retained direct, a target account list per region, and a pilot in one region.	The clinic segment becomes reachable, while hospital relationships stay with the people who built them.
Consumer services	A services brand with four company-run centres wants to expand to other cities and cannot decide between opening branches, franchising, or appointing partner-operated centres.	The three entry models compared on capital, control, speed and service quality, a recommended model by city tier, the coverage plan, and the sequence to expand in.	The expansion route is chosen on capital and control, not on the first franchising enquiry that arrived.

Industrial manufacturing

The situation:: A pump and valve maker sells through twenty dealers, of whom five produce most of the revenue, while three districts with heavy demand have no dealer at all.
How it applies:: Demand sized by district, dealers ranked against it, a coverage model setting dealer numbers per district, a distributor route for the far districts, and a phased appointment plan.
Likely benefit:: Uncovered districts get someone answerable for them, and strong dealers stop facing new appointments inside their own market.

Building materials and hardware

The situation:: A fittings brand sells through retail counters in one state and wants to enter two more, but its only plan is to appoint whoever the area representative can find.
How it applies:: Segment and channel map for the new states, a distributor-led entry model with retail coverage targets, an ideal partner profile, and a named prospect list per city.
Likely benefit:: Entry proceeds city by city against a plan, with the retail counters each distributor must reach written down.

Software and IT services

The situation:: A B2B software firm sells direct in two metros. Smaller cities enquire regularly, but the cost of serving them directly is too high and there is no partner model to hand them to.
How it applies:: A reseller and implementation-partner route for smaller cities, an account ownership boundary against the direct team, margin structure by partner type, and a two-city pilot.
Likely benefit:: Smaller-city demand is served profitably, without the direct team feeling its accounts have been given away.

Consumer brands

The situation:: A packaged food brand sells on marketplaces and through two distributors, and general trade growth is flat because nobody has decided which channel serves which shopper.
How it applies:: Channel mix across own site, marketplaces, general trade and modern trade, with pricing discipline between them, coverage targets by town class, and a launch sequence.
Likely benefit:: Each channel has a defined job and a price it holds, so growth in one stops undercutting another.

Medical equipment

The situation:: An equipment company sells direct to large hospitals and cannot reach clinics and diagnostic centres in smaller towns, where competitors are already present through dealers.
How it applies:: A dealer route for the clinic segment with a service capability requirement, key accounts retained direct, a target account list per region, and a pilot in one region.
Likely benefit:: The clinic segment becomes reachable, while hospital relationships stay with the people who built them.

Consumer services

The situation:: A services brand with four company-run centres wants to expand to other cities and cannot decide between opening branches, franchising, or appointing partner-operated centres.
How it applies:: The three entry models compared on capital, control, speed and service quality, a recommended model by city tier, the coverage plan, and the sequence to expand in.
Likely benefit:: The expansion route is chosen on capital and control, not on the first franchising enquiry that arrived.

Proof

Work we can point to.

HOPO Hardware

The problem:: A premium hardware and fittings business needed wider brand reach and better coordination across the dealers selling its range.
What we did:: Gully Sales supported HOPO Hardware on brand reach, dealer coordination and sales performance for its premium hardware and fittings range.
The result:: Improved dealer coordination and sales performance, alongside wider brand reach for the range.

Read the case study

How it is measured

Baseline: Before the design begins we record what exists: revenue by territory, partner and product; partners transacting in a quarter against partners appointed; districts and segments with no coverage; realised margin by partner after discounts and schemes; channel stock where it is known; and the account conflicts currently open. Your sales head agrees this baseline before any route is recommended.
Reporting: Monthly through the launch phases on coverage, partner activity and sell-through, with a quarterly review of the route decisions against what the market has shown.
Measurement period: Set in the scoping note. Coverage and activity are read from the first month; sell-through and partner productivity need at least two full sales cycles to judge fairly.

The metrics that matter here

Territory coverage: districts or segments with an accountable partner, against the coverage model.
Active partners: partners transacting in the period against partners appointed, by territory and type.
Partner-sourced pipeline: enquiries and opportunities brought by partners, against what the plan assumed.
Time to productivity: months from appointment to a partner's first repeat order at planned volume.
Sell-through: what partners sell onward to end customers, read against what they bought from you.
Realised margin by channel: price achieved after discounts and schemes, by partner type and territory.
Channel conflict: account clashes raised, and the time taken to close them under the agreed rules.
Partner retention: partners still active a year after appointment, and the reasons given by those who leave.
Launch adherence: territories opened in their planned month against the sequence in the plan.

Questions buyers ask

Before you enquire, the answers you will want.

Which route to market suits our target segment?

It turns on three things: what the buyer expects at the point of purchase, what it costs you to serve them directly, and how much control the product needs after the sale. A metro key account or a large hospital usually justifies your own team. A district town with small order values rarely does, and a dealer already visiting those buyers reaches them cheaper. We size each of these per market before recommending anything.

Should we appoint a dealer or a distributor?

A dealer normally sells to end customers in a defined market and holds limited stock. A distributor buys in volume, carries credit and inventory, and supplies the dealers or retailers beneath them. The choice follows the number of buying points you must reach. A few dozen accounts in a city can be served by dealers directly. Hundreds of retail counters across a state need someone to break bulk and finance the stock.

Will a partner channel take business away from our own sales team?

Only if the boundary is left undefined. Part of this work is deciding which accounts, segments and territories belong to your direct team and which to partners, what happens when a partner brings an enquiry from a named account, and how quotes are handled when both can reach the same customer. Those rules are written and shared before the first appointment. Conflict is normal in a growing channel; unwritten rules are what make it damaging.

We already have dealers. Do we have to start again?

No. Much of our channel work is on networks that already exist. We map your current partners against where demand actually is, identify who is productive, who is dormant and where you have no coverage, then rework the model around the partners worth keeping. Some appointments will not fit the new design, and we say so plainly, along with how to handle it. Reworking a network is usually faster and cheaper than building one.

Do you recruit the partners for us as well?

This engagement produces the partner profile, the target list per territory, the proposition and the terms, and in the pilot we sit in the first partner conversations with you. Recruiting at scale across many territories is a separate service, channel partner recruitment, which runs the outreach, screening and appointment process against the profile built here. Many clients take the strategy first, then decide whether to run recruitment themselves or with us.

How long does the engagement take?

It depends on how many markets are in scope, whether an existing network has to be read and reworked, and how quickly leadership can meet to make the route decision. One new state with clean sales data moves faster than a national redesign across three partner types. The pilot adds time because it runs at the market's pace. We agree the schedule in the scoping note and say if a season makes a phase unrealistic.

What inputs are required from us?

Sales data by territory, partner and product for the last two or three years; existing partner agreements and terms; your cost and margin structure; credit policy and working capital limits; and the service obligations your product carries. Then time: sessions with the owner and sales head, access to your field team, and introductions to a few current, lapsed and prospective partners. Where data is thin, we rebuild what we can and say what we could not.

How is success measured?

Against the baseline recorded before the design: territory coverage, active partners against appointed, partner-sourced pipeline, time to productivity, sell-through, realised margin by channel, conflicts raised and closed, and partner retention. Coverage and activity move within the first months. Sell-through and productivity need at least two sales cycles to judge fairly. We report these in the tracker and separate what the plan can claim from what the market gave you.

4 more questions

What is excluded from scope?

The detailed partner rulebook, tiers and benefits, which is partner programme design; recruitment at scale; onboarding and training programmes; incentive and scheme mechanics beyond the commercial frame; partner portal software; and day-to-day partner management after handover. Retail merchandising and trade promotions are separate services too. We name everything a complete channel needs and where each piece sits, so nothing is assumed to be included here.

How much investment does a new channel need before it returns anything?

More than most plans allow for, which is why the investment and risk plan is part of the deliverable. Stock at the partner, credit exposure, field support, launch marketing and your own people's time all come before the revenue does. We put numbers to each for your markets and show the maturity curve we expect, so you decide with the working capital requirement visible rather than discovering it in month three.

Can you help us enter an export or overseas market?

We can help you choose the entry model for one, comparing an agent, an importing distributor, a local partner or direct supply on cost, control and compliance, and we build the coverage and commercial plan the same way. Detailed export market development, including buyer identification and documentation, is a separate service. Tell us the market at the audit and we will say which part we should do and which needs a specialist.

How is this different from partner programme design?

This page decides where to sell and through whom: markets, routes, channel mix, coverage and the commercial frame. Partner programme design writes the rules of the programme once that decision is made, covering tiers, benefits, obligations, certification and the partner agreement. Strategy first, programme second. Businesses that write a programme before choosing the route usually end up with attractive rules aimed at partners who cannot reach the buyers they need.

Related services

Channel, Partner, Franchise and Retail Growth
The pillar this service belongs to: designing and operating partner ecosystems that expand reach while keeping commercial discipline.
Partner Programme Design
Writes the rulebook once the route is chosen: tiers, benefits, obligations, certification and the partner agreement.
Channel Partner Recruitment
Runs outreach, screening and appointment at scale against the partner profile and prospect lists this work produces.
Channel Territory Planning
Takes the coverage model down to detailed territory boundaries, quotas and beat plans for the field team and partners.
Channel Governance and Conflict Management
Operates the conflict rules set here as a standing governance process once several routes are live together.
Partner Compensation and Incentive Design
Builds the margin, scheme and incentive mechanics that sit inside the commercial model this engagement frames.

Last reviewed 5 September 2026.

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