Channel Management Scorecard
Channel reviews often default to narrative — ‘channel X is doing well, channel Y is struggling’ — without a structured way to score, compare, or track channels over time.
Channel Partner Search and Assign Plan
Channel partner selection often relies on whichever partner came up first — leading to assignments that don’t fit the brand strategy or geography.
Level 3 – Trade Marketing Manager or Channel Manager (TAM)
Trade Marketing Manager roles are often described in commercial generalities — long on responsibility, short on the structural detail needed to actually run a channel. As a result, the role becomes either a glorified executive or an under-equipped strategist.
Channel Strategy Alignment
Channel strategy fails more often through misalignment than through wrong choice of channel. Different functions hold different versions of the strategy, prioritise different channels, and execute against different intent — and the result reads as a strategy problem when it is really an alignment problem.
Scorecard – Channels Of Distribution – 3 Month Evaluation
New channels are often launched with optimism and reviewed too late. By the time the business notices a shortfall, three quarters have passed and corrective decisions become expensive. The 3-Month Channel Evaluation Scorecard exists to close that gap.
Scorecard – Aligning Channel & Portfolios
Most portfolio-channel mismatches are silent — they show up as flat sales, low rotation, or trade complaints rather than as a clear strategic failure. The Aligning Channel and Portfolios Scorecard is built to surface those mismatches before resources are committed.
Scorecard – Channel Discovery Methods
New channels are rarely discovered through formal process. They surface from field observation, competitor moves, or retailer overtures — and the decision to invest often happens before the channel is properly sized, tested, or prioritised.
Scorecard – Channel Post Launch Evaluation
Most channel launches are reviewed too softly. The narrative around effort, partnership, and progress crowds out the harder evaluation of whether the channel is earning its place in the portfolio.
Scorecard – New Channel Baseline Management Areas
A channel is often declared launched the moment the first sales are booked. The reality is that without baseline management discipline, the channel is exposed — invisible outlets, undocumented pricing, undefined service standards, and informal reporting.