Colombia Channel Strategy

$ 975.00

A comprehensive overview of how to manage channel partners effectively in Colombia. Learn about the business environment and distribution landscape, how to determine if distributors possess the right capabilities, and what changes are likely to occur in the coming years.

Overview, Table of Contents & Sample Pages below


In terms of distribution landscape and logistics, Colombia differs vastly from other Latin American markets, mainly because of its geographic dispersion of clients, transportation security issues, and cost structure. Multinationals that understand and can effectively adapt to Colombia’s complexities will make the most of the market’s opportunities.

With this goal in mind, FSG has developed this report, which helps executives to identify feasible distribution models; learn how to leverage e-commerce to drive sales; build sound processes to find, vet, and manage partners; and plan for future channel transitions.

What you will learn

  • What does the current distribution landscape in Colombia look like
  • Which business capabilities do local distributors tend to lack
  • Understand how the landscape will evolve with increasing partner sophistication and emerging channels like e-commerce

What you will receive

  • Immediate access to the 62-page PDF report
  • Exclusive email updates covering emerging markets business topics
  • Special discounts on future report purchases


Table of Contents

  • Executive Summary3-4
  • Section 1: Deciding Between Direct vs. Indirect Distribution Models5
  •   Analytical Framework6
  •   Company Factor #1: Sales Growth Horizon7
  •   Company Factor #2: Capital Commitment8
  •   Company Factor #3: Market Knowledge9
  •   Company Factor #4: Product Sophistication10
  •   Market Factor #1: Client Size & Dispersion11
  •   Market Factor #2: Operating Environment12
  •   Market Factor #3: Bargaining Power13
  •   Market Factor #4: Competitors’ Strategies14
  •   Common Channel Structure: Business-to-Consumer (B2C)15
  •   Common Channel Structure: Business-to-Business (B2B)16
  •   Common Channel Structure: Pharma17
  •   Best Practice 1: Going Direct vs. M&A18
  •   Best Practice 2: Share Logistics Costs19
  •   Best Practice 3: Build a Support Sales Force20
  • Section 2: Leveraging E-Commerce21-23
  •   E-Commerce for B2C Companies24-25
  •   E-Commerce for B2B Companies26-27
  •   E-Commerce for Pharmaceutical Companies28
  •   Success Factors in E-Commerce in Colombia29
  •   Best Practice: Meet the Logistics Burden30
  •   Best Practice: Fill the Payments Gap31
  •   Best Practice: Leverage E-Commerce32-33
  •   Integrating the E-Channel: Strategy & Alignment34-35
  • Section 3: Selecting & Signing Partners36-37
  •   Step 1: Defining Target Type38-41
  •   Step 2: Finding Partners42
  •   Step 3: Vetting Partners43-45
  •   Step 4: Signing Partners: Distributors & Sales Agents46-47
  • Section 4: Developing a Distribution Management Process48-49
  •   Common Pitfalls in Distributor Management50
  •   Best Practice 1: Weighted Scorecards51
  •   Best Practice 2: Incentive Structures52
  •   Best Practice 3: Management Calendar53
  •   Best Practice 4: Internal Capabilities54
  • Section 5: Planning for Future Channel Transitions55-56
  •   Channel Transitions: Pitfalls to Avoid57
  •   Periodically Assess Your Channel Strategy58
  •   Channel Strategy Assessments (Steps I-IV)59-61
  • About Frontier Strategy Group62

Sample Pages

Company Factor Sales Growth Horizon

Fill The Payments Gaps

Management Calendar

Frontier Strategy Group is a leading information and advisory services firm that works with over 200 multinational clients operating in emerging markets globally. Our analysts and commentary are regularly featured in outlets such as the Harvard Business Review, Financial Times, CNBC, Bloomberg and The Wall Street Journal.

Unlike most research providers, our reports and analysis focus on the issues that matter most for international business. Rather than  cover high-level macroeconomic analysis, our reports interpret how geopolitical and economic trends impact key business activities at a global, regional, national, and sub-national level.

Our unparalleled access to 5,000+ client executives leading businesses around the globe fuels our research agenda, surfacing hot topics and trend analysis that leads the curve, rather than follows it