Your partners are already marketing your brand, each one in a different direction.
Gully Sales builds the joint marketing programme that lets every dealer, distributor, reseller and franchisee run brand-correct local campaigns, on a written cost-share rule, with the enquiries routed back to whoever earned them.
Ready-to-run local campaign kits partners use without waiting for your approval.
One written rule for what you fund, so no banner is negotiated twice.
Every co-funded campaign reported, and every enquiry routed to a named partner.
Gully Sales Private Limited works with businesses across India. Start with a free audit of what your partners are publishing about you today.
In one paragraph
What is Co-operative Partner Marketing?
Co-operative partner marketing is the arrangement under which you and your channel partners plan, fund and run local marketing together. Gully Sales sets what campaigns a partner may run, what the brand supplies, what the partner contributes, how the cost share is approved and evidenced, and where the resulting enquiries go. Local activity stops being a favour granted over the phone.
The problem
Everyone is marketing you locally, and no two of them agree on what you look like.
In most Indian channel businesses, local marketing happens whether the brand plans it or not. A dealer prints a flyer with an old price list. A distributor puts up a shop board in a colour nobody approved. A franchisee runs an offer on Instagram that head office learns about from a customer. Meanwhile the brand's own campaign generates enquiries that sit in a central inbox while the dealer three kilometres away says the market is quiet. None of this is anyone's fault. It is what happens when marketing with partners has no rule, no material and no owner.
You will recognise it as
A partner sends a photograph of a hoarding after it is printed, and asks you to bear half the cost.
Your logo appears on partner posts in different colours, in the wrong shape, and once with the name misspelt.
Marketing support is agreed on a call, and finance releases money against nothing written.
One dealer ran a local campaign that worked, and no other dealer ever heard about it.
Enquiries from your own campaigns are still being sorted while partners complain they get no leads.
Partner marketing spend sits in your books, and nobody can say which market it reached.
What it costs the business
Your brand reads differently in every town, so a buyer who moves between markets does not recognise you as one company.
Money leaves as ad hoc support rather than as a programme, and the partner who asks loudest receives the most.
Partners willing to market you locally do nothing, because asking is harder than waiting for the brand to act.
Centrally generated enquiries cool while ownership is decided, and partners stop believing they arrive at all.
Why it persists. Co-marketing usually has no owner. Your sales team manages partners, your marketing team manages the brand, and the space between them belongs to neither. Support is granted deal by deal to keep a large partner happy, so there is no policy to point at when the next partner asks. There is no library of material, so partners improvise with whatever a local printer can make. The brand, afraid of losing control, says no more often than yes, and the partner goes ahead anyway.
If it stays unresolved. Your strongest partners build their own local identity, and your brand slowly becomes a product they stock rather than the reason a buyer walks in. Your weaker partners never begin, so whole districts stay silent. Marketing support keeps rising as a line in your accounts while the record of what it bought stays anecdotal, and the next budget conversation has nothing to stand on.
What changes
Local campaigns look like your brand, and you can see what they returned.
In the first weeks
Partners have brand-correct material they can publish the same week, in the languages their market reads.
Every request for marketing support meets a written rule rather than a negotiation.
In how the work runs
A published joint calendar tells partners what is coming, so they plan stock, staff and their own spend around it.
Artwork, approval, claim and report move along one route with a named owner on each side.
Enquiries from central campaigns reach a specific partner, with a response time both sides accepted.
In sales and marketing
Co-funded activity is tied to the enquiries and orders it produced, so support moves towards what returns something.
Partners commit their own money and effort, which raises how seriously each campaign is run.
In what management can see
You can see, market by market, which partner is active, what they published and what followed.
Someone searching locally for your product finds a listing that leads to a partner who is genuinely nearby.
Over the longer term
Partners who market with you rather than around you stay longer and defend your pricing in front of buyers.
A new district opens with a marketing pattern that has already been tested in a comparable one.
Gully Sales controls the programme, the material, the approval route and the reporting. Sales depend on your product, your price, your partner's capability and the local market. We promise no revenue figure and no enquiry count, only partner marketing that is consistent and measurable.
Who it is for
This is for companies whose growth already runs through somebody else's shop.
The businesses it suits
Manufacturers selling through dealers, distributors or stockists in more than one town or state.
B2B companies whose resellers, integrators or channel partners meet the buyer before you do.
Franchisors whose franchisees each market locally, with their own budget and their own taste.
Brands whose marketing budget is already leaking into unplanned partner support requests.
Companies running central campaigns whose enquiries a partner has to serve on the ground.
Businesses entering new districts where a partner is the only local presence you have.
What usually prompts the call
A partner has just asked you to fund a shop board, an exhibition stall or a local advertisement.
You have seen your brand used wrongly and want a correction partners will actually accept.
You are setting next year's marketing budget and cannot explain what last year's partner support bought.
A product launch needs the same message live in twenty towns within the same fortnight.
Your largest partner is asking for support that every other partner will demand once they hear of it.
What Gully Sales does
The work, component by component.
The co-marketing proposition
We define what the partner receives and what the partner gives. That means naming the activities the brand will support, the share it will bear, the material it will supply free, and what the partner must put in — money, shop space, staff time, a customer list or an event venue. The proposition is written in a page a partner can read in a meeting and agree to on the spot.
Why it matters:
Partners do not join a programme they cannot summarise. A one-page exchange, identical for everyone in a tier, ends the sense that support depends on how well a partner knows your sales manager.
You receive:
A one-page co-marketing proposition per partner tier, with the exchange stated in plain terms.
Business value:
Your team can answer a support request in one meeting, and the answer is the same in Kolhapur as it is in Coimbatore.
Which partners qualify
Not every partner should receive co-funding, and the ones who should do not all deserve the same. We set qualification on evidence you already hold: purchase history, territory importance, showroom or team capability, brand compliance record and readiness to contribute. Each tier gets a defined level of support and a defined set of obligations, so entry and exit are decisions, not moods.
Why it matters:
Unqualified support is the fastest way to spend a marketing budget with nothing to show. Qualification also gives smaller partners a visible path to more support rather than a permanent no.
You receive:
Qualification criteria, tier definitions and a scored list of your current partners against them.
Business value:
Support concentrates where the market and the partner can absorb it, and the partners below the line know exactly what would move them up.
Bringing partners into the programme
A programme nobody has been told about does not exist. We prepare the launch: the explanation deck your sales team uses in dealer meetings, the enrolment form, the agreement addendum covering brand use and cost share, and the frequently asked questions your regional managers will face in the first month. We script the objections too, including the partner who wants cash instead of campaigns.
Why it matters:
Channel programmes are usually announced once at a dealer meet and never mentioned again. Enrolment needs a document trail and a follow-up rhythm, or only the two loudest partners ever join.
You receive:
Launch deck, enrolment form, agreement addendum and an objection-handling sheet for your field team.
Business value:
Partners join in cohorts with signed terms, and your regional managers stop inventing their own version of the offer.
Campaign kits partners can run
We build the material in the formats your partners actually publish: WhatsApp creatives, social posts, print-ready flyers and shop boards, vehicle and stall branding, catalogue inserts, local event material and a landing page or listing where a digital presence is needed. Each kit carries an editable name-and-address block and translations into the languages that market reads.
Why it matters:
The gap between a brand's assets and a partner's needs is where wrong artwork gets made. A kit removes the excuse and the effort at the same time.
You receive:
A campaign menu with a complete asset kit per activity, editable and language-ready.
Business value:
A partner can go from deciding to publishing on the same day, and what appears is material you would have signed off.
Cost share and how support is earned
We write the share you will bear per activity and per tier, the evidence a partner must submit before and after, the approval route, and the ceiling that stops one partner absorbing the market's whole budget. Where you run a formal market development fund, this connects to it. Where you do not, the rule works on a simple approved-and-claimed basis your finance team can reconcile.
Why it matters:
Money without a rule creates precedent. Once one partner has been given eighty per cent of a hoarding, every subsequent conversation starts there.
You receive:
A written cost-share table, approval thresholds, claim evidence list and a reconciliation format for finance.
Business value:
Finance can match every rupee of partner support to an approved activity and a completed report, without chasing a sales manager for context.
Brand rules and approvals
We set what a partner may do with your identity without asking, what needs approval and how quickly approval comes. That covers logo lock-ups, colours, fonts, product photography, claims about performance, pricing and offer language, and the rules for naming other brands the partner also carries. It includes a correction procedure for material already in the market.
Why it matters:
Brand control fails when approval is slow. If a partner waits ten days for a reply on a festival post, the post goes out unapproved. Fast, bounded rules protect the brand better than a veto does.
You receive:
A partner brand guide, a pre-approved and needs-approval list, and a correction procedure with named owners.
Business value:
Your brand looks the same across markets without your marketing team becoming a queue every partner has to stand in.
Leads, routing and follow-up
Joint marketing produces enquiries in a partner's territory, and the argument about who owns them is what kills most programmes. We set the routing rule by pin code, territory or product, the time within which a partner must respond, what happens when they do not, and how the outcome is fed back so both sides can see the same number.
Why it matters:
Partners judge a marketing programme by whether the leads reach them and whether the brand notices when they are ignored. Both halves have to be visible.
You receive:
A lead routing map, response commitment, escalation rule and a shared enquiry record.
Business value:
Enquiries reach a named partner within hours instead of days, and a partner who lets them sit can be shown their own record.
Measuring what the money bought
We define the reporting a partner completes after each activity — photographs, invoices, enquiry count, orders — and consolidate it into a view by market, tier and campaign type. That view drives the quarterly conversation: which activities to repeat, which partners to promote, which markets are dark, and where support is being spent without a return.
Why it matters:
Without measurement, co-marketing becomes a discount by another name. With it, the programme earns its budget in front of your board every quarter.
You receive:
A partner reporting format, a consolidated activity and outcome tracker, and a quarterly review pack.
Business value:
Next year's partner marketing budget is argued from a record of what each activity produced, market by market.
What you will have at the end.
A written co-operative marketing policy: who qualifies, what is funded, at what share, and what must be shown afterwards.
A campaign menu of pre-approved local activities, each with its purpose, materials, effort and the evidence it requires.
Editable campaign kits: WhatsApp and social creatives, print-ready flyers, shop boards and stall material.
Translations of core partner material into the languages your priority markets actually read.
A partner brand guide with correct logo lock-ups, colours, fonts and the claims partners may and may not make.
An annual joint campaign calendar tied to your launches, your seasons and the trade events your markets attend.
An enrolment form and agreement addendum covering brand use, cost share, claims and withdrawal.
A local presence checklist per partner: map listing, contact details, opening hours and product information.
A lead routing map and response commitment, with the escalation rule for enquiries left unanswered.
A partner campaign report format with photographs, spend proof and enquiry counts.
A consolidated tracker of activity, co-funded spend and outcomes by partner, market and campaign type.
An internal handover note naming the programme owner on your side and the tasks they carry each month.
How it runs
The engagement, step by step.
1
Audit what your partners publish today
We collect what is already in the market: partner social accounts, shop boards, flyers, listings and anything printed locally in the last year. We compare it against your brand standard, note where your identity is being misused, and list every rupee of support paid to partners and what it bought. We also ask a few partners what they want and what they would contribute.
You provide:
Partner list, past marketing support payments, brand assets, and access to a few partners for a candid conversation.
We produce:
An audit of live partner material, brand compliance gaps, past support spend and partner appetite for joint marketing.
Done when:
You can see, in one document, what your brand looks like in your own markets.
2
Agree what the programme funds and on what terms
We set the proposition, the qualification tiers, the activities the brand will support, the cost share, the approval thresholds and the evidence rules. This is worked through with your sales and finance leadership together, because a policy marketing writes alone will be overruled by the first large partner who telephones a director.
You provide:
Marketing budget envelope, decisions on tiers, and sign-off from whoever can say no to a partner.
We produce:
The co-operative marketing policy, tier definitions, cost-share table and approval route.
Done when:
A support request can be answered by reading a document rather than by making a judgement call.
3
Build the campaign menu and the kits
We design the pre-approved activities and produce their material — creatives, copy, print files, digital assets, translations and the editable partner block. Each kit is tested against a real partner's constraints: the local printer's file requirements, the size of the shop board that already exists, the phone the partner will forward it from.
You provide:
Brand assets, product photography, price and claim rules, and one or two partners willing to test the kits.
We produce:
The campaign menu and a complete, editable asset kit for every activity on it.
Done when:
A partner can pick an activity and have usable material in hand the same day.
4
Enrol partners and run the first campaigns
We prepare and support the launch to a first cohort: the dealer meeting or regional briefing, the enrolment paperwork, the objection handling and the walkthrough of the kits. The cohort runs its first activity under close watch so the process is corrected before it is offered to everyone.
You provide:
Access to your field team and the first cohort of partners, and time in a scheduled channel meeting.
We produce:
Launch material, signed enrolments, and a first round of live campaigns with their reports.
Done when:
A defined group of partners has run brand-approved local activity under the new rules.
5
Open the approval, claim and reporting route
We stand up the working process: how a partner requests, how approval is given and recorded, what evidence returns, how finance reconciles the claim, and who chases what. Whether this runs on your CRM, a partner portal, a shared sheet or email is decided by what your team and your partners will genuinely use.
You provide:
A named programme owner, a finance contact, and access to the systems the process will run on.
We produce:
The request and claim workflow, its forms, its reconciliation format and its service commitments.
Done when:
A request, an approval and a claim can each be traced end to end without asking anyone.
6
Route the leads and prove they were worked
We connect the campaigns to enquiry capture and set the routing rule, the response commitment and the escalation path. Both sides see the same record: the brand sees whether the partner responded, the partner sees whether the enquiry was genuine. Disputes over ownership are settled by the rule, not by seniority.
You provide:
Territory and pin code map, enquiry sources, CRM access and the response time you are willing to commit to.
We produce:
Routing rules, response and escalation commitments, and a shared enquiry record with outcomes.
Done when:
Every enquiry from a joint campaign has a named partner and a recorded response.
7
Review by market and reallocate
Each quarter we consolidate activity, spend and outcomes by partner, market and campaign type, and hold the review with your channel leadership. Activities that produced nothing are removed from the menu. Markets that stayed dark are addressed. Partners who used support well are moved up a tier, and those who did not are moved down.
You provide:
Sales data by market, attendance from channel and marketing leadership, and decisions on tier movement.
We produce:
A quarterly review pack, a revised campaign menu and a reallocation of support for the coming quarter.
Done when:
The next quarter's partner marketing budget is set from evidence rather than from last quarter's habit.
Ways to work with us
Design the programme once, or have it built and run with your channel team.
Co-marketing policy and kit build
The programme without the running: audit, proposition, tiers, cost-share rules, brand guide, campaign menu and the complete asset kits, handed to your team with a walkthrough so your own channel managers launch and operate it.
Programme launch with a first cohort
Everything in the build, plus we prepare and support the launch to a defined group of partners, enrol them, run their first campaigns and correct the process from what actually happens, then hand back a working programme.
Managed co-operative marketing
Gully Sales runs the programme month after month: partner requests, approvals, artwork adaptation, campaign production, claim checking, lead routing follow-up and the quarterly review, while your team sells and your finance team releases the support.
Repair of an existing arrangement
For brands already paying for partner marketing without a policy. We reconstruct what was promised, settle the precedents, write the rules that replace them, and reset the arrangement with the partners you intend to keep.
Why Gully Sales
What you are actually choosing when you choose us.
We work on both sides of the channel.
Gully Sales builds sales and marketing systems for Indian SMBs, so a co-marketing programme is designed with the sales consequences in mind: territory rules, margin arguments, and what your regional manager will be asked in the next dealer meeting.
Material is built for how your partners publish.
Not a brand manual a dealer will never open. WhatsApp images sized for forwarding, print files a local press can accept, shop board artwork in the dimensions already on the wall, and text in the language the market reads.
The rules arrive with the artwork.
A campaign kit without a cost-share rule creates arguments, and a policy without material creates nothing at all. We deliver both together, along with the approval route that decides who says yes and how fast.
We write for finance as well as marketing.
The claim format, the evidence list and the reconciliation view are built so your finance team can close the month without asking a sales manager what a payment was for.
The kits, artwork and claim formats stay in your hands.
Editable source files, templates, policy documents, forms and trackers are yours. If you later run the programme entirely in-house, nothing you depend on stays with us.
We say when co-marketing is the wrong fix.
If the real problem is margin, stock availability or a partner who cannot sell, more local campaigns will only spend money faster. We say so in the audit rather than after the invoice.
Where it applies
The same service, in different businesses.
Industry
The situation
How it applies
Likely benefit
Building materials and hardware
A fittings brand sells through several hundred dealers and counter shops. Each dealer displays boards from four competing brands and prints their own material when a season starts.
Tiered co-funding for shop boards, counter displays and festival campaigns, with kits sized to the fixtures already in the shop and a claim rule tied to photographs of installed material.
The brand appears the same across counters in a district, and support goes to dealers who actually display it rather than to those who ask first.
Industrial equipment and B2B machinery
A manufacturer reaches buyers through regional channel partners who attend local industry exhibitions, often with material the partner wrote themselves.
A shared exhibition and technical seminar kit, joint funding of stall costs by tier, and a routing rule that sends every enquiry captured at the stall to the partner within the same day.
Technical claims stay accurate in front of specifying engineers, and exhibition enquiries are followed up while the visitor still remembers the conversation.
Food and consumer brands with distributors
A packaged food brand depends on distributors and retailers for visibility, and local activation happens only when a salesman improvises something with a printer.
A menu of pre-approved local activities — sampling days, society activations, van branding, retailer social posts — with the brand share fixed per activity and a simple photo-and-invoice claim.
Local activation becomes planned and repeatable, and the brand learns which activity types travel across markets and which do not.
Franchise and multi-outlet services
A franchisor's outlets each run their own offers and social accounts, so the brand promise varies by outlet and discounting spreads from one town to the next.
A franchisee campaign calendar, pre-approved offer language, editable local creatives and a co-funded launch package for every new outlet, with approval limits set in the franchise agreement.
Outlets market actively without inventing offers that undercut the network, and every new outlet opens with a tested launch campaign.
Technology and software resellers
A software company relies on resellers and integrators for local presence, but the partners write their own web pages and rarely run any demand generation of their own.
Co-funded webinar and campaign kits, partner-branded landing pages and email sequences, joint case study production, and a lead sharing rule with a response commitment on both sides.
Partners run recognisable campaigns without a marketing team of their own, and the vendor can see which partners generate pipeline rather than only fulfil it.
Agri inputs and rural distribution
Dealers in smaller towns serve buyers who respond to demonstrations, local language material and word of mouth, while brand material arrives only in English.
Vernacular campaign kits, co-funded farmer demonstration days, wall and vehicle branding, and a rule that supports a dealer's local event when attendance and enquiries are recorded.
The brand speaks the language of the market it sells in, and demonstration spend is judged on the enquiries it produced rather than on the crowd photograph.
Building materials and hardware
The situation:
A fittings brand sells through several hundred dealers and counter shops. Each dealer displays boards from four competing brands and prints their own material when a season starts.
How it applies:
Tiered co-funding for shop boards, counter displays and festival campaigns, with kits sized to the fixtures already in the shop and a claim rule tied to photographs of installed material.
Likely benefit:
The brand appears the same across counters in a district, and support goes to dealers who actually display it rather than to those who ask first.
Industrial equipment and B2B machinery
The situation:
A manufacturer reaches buyers through regional channel partners who attend local industry exhibitions, often with material the partner wrote themselves.
How it applies:
A shared exhibition and technical seminar kit, joint funding of stall costs by tier, and a routing rule that sends every enquiry captured at the stall to the partner within the same day.
Likely benefit:
Technical claims stay accurate in front of specifying engineers, and exhibition enquiries are followed up while the visitor still remembers the conversation.
Food and consumer brands with distributors
The situation:
A packaged food brand depends on distributors and retailers for visibility, and local activation happens only when a salesman improvises something with a printer.
How it applies:
A menu of pre-approved local activities — sampling days, society activations, van branding, retailer social posts — with the brand share fixed per activity and a simple photo-and-invoice claim.
Likely benefit:
Local activation becomes planned and repeatable, and the brand learns which activity types travel across markets and which do not.
Franchise and multi-outlet services
The situation:
A franchisor's outlets each run their own offers and social accounts, so the brand promise varies by outlet and discounting spreads from one town to the next.
How it applies:
A franchisee campaign calendar, pre-approved offer language, editable local creatives and a co-funded launch package for every new outlet, with approval limits set in the franchise agreement.
Likely benefit:
Outlets market actively without inventing offers that undercut the network, and every new outlet opens with a tested launch campaign.
Technology and software resellers
The situation:
A software company relies on resellers and integrators for local presence, but the partners write their own web pages and rarely run any demand generation of their own.
How it applies:
Co-funded webinar and campaign kits, partner-branded landing pages and email sequences, joint case study production, and a lead sharing rule with a response commitment on both sides.
Likely benefit:
Partners run recognisable campaigns without a marketing team of their own, and the vendor can see which partners generate pipeline rather than only fulfil it.
Agri inputs and rural distribution
The situation:
Dealers in smaller towns serve buyers who respond to demonstrations, local language material and word of mouth, while brand material arrives only in English.
How it applies:
Vernacular campaign kits, co-funded farmer demonstration days, wall and vehicle branding, and a rule that supports a dealer's local event when attendance and enquiries are recorded.
Likely benefit:
The brand speaks the language of the market it sells in, and demonstration spend is judged on the enquiries it produced rather than on the crowd photograph.
Proof
Work we can point to.
HOPO Hardware, premium hardware and fittings, Bangalore
The problem:
The company had a strong product range and industry experience but no professional digital presence: no website, no structured branding and no digital assets to put in front of customers, dealers or manufacturers.
What we did:
Gully Sales built the brand's digital foundation: a responsive website with a full product listings module of images, specifications and categories, a complete visual identity, social channels and a Google presence.
The result:
The published account reports a complete visual identity with consistent branding across all platforms, and a detailed catalogue that helped customers, dealers and manufacturers explore the range. It publishes no co-funded campaign or claim figures.
What makes a co-operative marketing programme attractive to both sides?
The partner gets material and money they could not produce alone, and campaigns that bring buyers to their own counter rather than to a distant head office. You get local reach you would otherwise have to buy market by market, and a brand that looks the same everywhere. Because both sides contribute, both sides care whether the activity works. Support that is entirely funded by the brand is usually treated as a discount.
How is this different from managing a market development fund?
A market development fund is the money: how it accrues, who may claim it, and how claims are approved and audited. Co-operative marketing is what the money buys and how it is executed — the campaign menu, the material, the language versions, the calendar, brand approval and the leads that follow. Many brands run both together. If you already have a fund and no campaigns worth spending it on, this is the missing half.
How long does the engagement take?
It depends on how many partner tiers, activities and languages the material must cover, and on whether we are building new or repairing something already in the market. The audit and policy come first, then the campaign kits, then the launch to a first cohort. We give a written scope with stages and dependencies after the free audit, rather than a date on a page you have not seen yet.
What do you need from us to run this?
A partner list with territories and purchase history, your brand assets and product photography, a record of marketing support already paid, your price and claim rules, and access to a few partners for honest conversations. Beyond that, one named programme owner on your side, a finance contact for claims, and decision-makers who will hold the policy when a large partner telephones a director asking for an exception.
How is success measured?
Against the baseline we record before anything starts. The main measures are active partners, territory coverage, partner-sourced pipeline, time from enrolment to first campaign, sell-through in campaigned markets against comparable ones, lead response times, brand compliance and partner retention. We report monthly on activity and spend, and quarterly on outcomes by market and tier, so support can be reallocated on evidence.
What is excluded from the scope?
We do not pay the partner's share or fund your side of the cost. Media buying, printing, stall charges and event costs are billed by their own suppliers. We do not set your dealer margins or appointment terms, though we tell you when those are the real obstacle. Partner sales training, trade scheme design and in-store merchandising execution are separate services with their own pages.
Our partners will not contribute money. Is the programme still worth running?
Often yes, but the contribution has to be something real. A partner can contribute shop frontage, staff time at a demonstration, a customer list, an event venue or committed display space. The point is a shared stake, not a bank transfer. If a partner will contribute nothing at all, they belong in a lower tier where the brand supplies material free and funds nothing.
How do we keep control of the brand without slowing partners down?
By deciding in advance. Most local activity should be pre-approved: a partner picks from the campaign menu, fills in their name and address block and publishes without asking. Approval is reserved for anything outside the menu, with a stated turnaround your marketing team commits to. Slow approval is what causes unapproved artwork, so speed protects the brand better than a veto.
4 more questions
Who owns the enquiries a joint campaign produces?
That is decided before the first campaign runs, in writing. Routing is usually by pin code, territory or product line, with a response time the partner accepts and an escalation rule when an enquiry is left unanswered. Both sides see the same record, so a partner can show the brand what arrived and the brand can show a partner what was ignored.
We have a hundred partners in many states. How does the material handle languages?
Core campaign kits are produced in English plus the languages of your priority markets, with editable text layers so a regional manager can adapt a line without breaking the layout. Rather than translating everything, we translate the material that reaches the buyer — creatives, flyers, boards and offer text — while policy documents and forms usually stay in one working language.
Can we start with one region instead of the whole channel?
That is usually the sensible route. One region or one partner tier gives you a real test of the policy, the kits and the claim process, with enough partners to see behaviour but few enough to correct the process quickly. What you learn there — which activities partners choose, which claims stall, what the field team resists — shapes the version the rest of the channel receives.
What happens to partners who break the brand rules?
The correction procedure comes with the rules. First, the material is corrected and the partner is shown the approved version, because most breaches are ignorance rather than defiance. Repeated breaches affect qualification: support is reduced or withdrawn at the next tier review. Withdrawal is a documented decision against stated criteria, not a reaction, which is what keeps it defensible in front of other partners.
Talk to us
Plan your channel growth programme around the partners already selling you.
The free audit is a working session, not a pitch. We look at what your partners are publishing, what marketing support you have already paid, which markets are silent and whether you need a full programme, a set of kits or simply a rule that ends the current negotiation.
No obligation and no sales script
A reply from someone who does the work
Your details are never sold or shared
Get a free audit of how you sell, and a scored report of where the work is.
