![Point-of-Sale Execution: Checklist for Indirect Channel [12 Steps]](/_next/image?url=https%3A%2F%2Fkrihbihanczeqajcmquj.supabase.co%2Fstorage%2Fv1%2Fobject%2Fpublic%2Fblog-images%2Fblog%2Fchecklist-execucao-pdv-distribuidores%2Fcover.png&w=3840&q=75)
Complete POS execution checklist via distributors. 12 steps to ensure performance without controlling third-party sales force.
"Why do our products get less shelf space when we sell through distributors?"
This question hits the commercial director every Monday morning. Trade marketing reports show clear numbers: POS locations served directly by manufacturers achieve 35% more share of shelf compared to those served via distributors. Same product, same market, completely different results.
The problem isn't that distributors are "worse" than your team. The problem is trying to execute owned-store strategies in a channel where you don't control the sales force, don't set priorities, and compete for seller attention with 15 other brands.
This article provides the only structured checklist for POS execution via indirect channels — 12 steps that recognize selling through distributors is fundamentally different from selling direct.
73% of manufacturers depend on distributors to reach more than 50% of retail locations. But only 42% have structured processes for indirect channel execution.
The difference between success and failure in distributor execution lies in preparation. You need 5 structured elements before putting any third-party salesperson in the field:
1. Contract with specific execution clauses Your agreement must go beyond volume and margin. Include execution responsibilities, visit frequency by POS type, and compliance KPIs. A beverage manufacturer we tracked increased POP material compliance by 60% just by adding execution bonuses to the contract.
2. Sales toolkit for third-party sellers Distributor salespeople don't know your product like your team does. They need ROI per linear foot, category turn comparisons, and margin arguments they can use without your presence. Materials that fit in a folder and are self-explanatory.
3. Adaptable planograms by POS reality Forget one-size-fits-all planograms. Create A/B/C options for convenience stores, supermarkets, and club stores based on available space. If the retailer resists the complete layout, the salesperson negotiates at least positioning for the 3 main SKUs.
4. Incentive system aligned with execution Sold volume doesn't guarantee correct execution. Bonus $50/POS for complete planogram execution + photographic proof. Create compliance scoring: share gained, materials implemented, correct positioning.
5. Shared performance dashboard Sell-through data by POS, inventory turns, and opportunities visible to both distributor and manufacturer. The distributor needs to see how correct execution increases their own profitability.
[ ] Step 1: Portfolio Alignment Define priority product mix with distributor based on margin and turns, establishing share of shelf target by category.
Practical tip: Market opportunity data shows significant gaps versus current performance. Instead of "selling everything," focus on the 5-7 SKUs that generate 80% of results.
[ ] Step 2: Team Training Train distributor salespeople with specific argumentation by POS type and most common retailer objections.
Practical tip: Record 3-5 minute videos with real negotiation simulation, not just product presentation. Salespeople need to know how to answer "why should I give more space to your brand?"
[ ] Step 3: Material Distribution Deliver execution kit (planograms, POP materials, tablet/smartphone with reference photos) to each salesperson.
Practical tip: Materials must fit in the salesperson's briefcase and be self-explanatory for installation without supervision. Maximum kit: A4 laminated planogram, 1 wobbler, 1 stopper, tablet with 3 argumentation slides.
[ ] Step 4: Route Definition Map priority POS with distributor based on potential vs. execution ease, creating visit schedule.
Practical tip: Start with 20% of highest-potential POS to create success cases before expanding. A-stores (weekly), B-stores (biweekly), C-stores (monthly).
[ ] Step 5: Initial Diagnosis Photograph current category situation - displayed products, prices, competitor materials, availability.
Practical tip: Use field marketing app to standardize photos (angle, lighting) and facilitate later comparison. One photo is worth more than 10 descriptive reports.
[ ] Step 6: Space Negotiation Present planogram proposal based on category performance, not just your products.
Practical tip: Show how reorganization can increase total category revenue for the retailer. Argument: "This layout increased category sales by 23% in similar POS."
[ ] Step 7: Planogram Implementation Execute layout according to defined standard, prioritizing highest-turn products in best visibility positions.
Practical tip: If retailer resists complete planogram, negotiate at least positioning of the 3 main SKUs. Better consistent partial execution than promise of total execution.
[ ] Step 8: Material Installation Position POP materials according to manual, verifying they don't obstruct competitor products (avoiding complaints).
Practical tip: Test material visibility from 2 meters away - same position as shopper in aisle. If you can't see clearly, shoppers won't either.
[ ] Step 9: Pricing Verify prices are aligned with defined strategy and competitive vs. main competitors on the same shelf.
Practical tip: Photograph price tags to validate later and identify adjustment opportunities. Wrong pricing can nullify all execution.
[ ] Step 10: Stock Ensure complete facing and sufficient inventory, checking products near expiration or with low turns.
Practical tip: Leave distributor contact card with retailer for emergency replenishment between visits. Out-of-stock kills gained share of shelf.
[ ] Step 11: Execution Recording Document final situation with photos, noting retailer resistance and future opportunities.
Practical tip: Use standardized report template that salesperson fills out in 2-3 minutes at the POS itself. If it's complicated, it won't be done.
[ ] Step 12: Return Plan Schedule next visit with retailer and define execution maintenance frequency with distributor.
Practical tip: Execution isn't a one-time event. It's an ongoing process that needs regular maintenance based on POS potential.
Co-founder and CEO of Evous. Writes about turning commercial knowledge into execution: sales readiness, ramp-up, and the Knowledge to Action method.
In 15 min we'll show how to prepare your sales team to act with the right knowledge and measure the impact in pipeline.
Curious how much sales readiness is worth to your team? Calculate it in 2 minutes.
Calculate the ROIIn the projects we track, the same 5 errors appear repeatedly when manufacturers try to adapt direct channel tactics for distributors:
Error #1: Using the same approach as owned stores
A food manufacturer created detailed planograms with 15 SKUs for indirect channels. Result: 23% compliance. The problem? Third-party salespeople don't have time or knowledge to execute complex strategies.
The solution: simplify to 3-4 main actions with self-explanatory materials. When the same company focused on 5 main products with reference photos, compliance rose to 78%.
Error #2: Not aligning incentives with distributor
Distributors have portfolios of 50+ brands. Without specific execution incentives, teams prioritize products with better commissions or historical relationships.
A hygiene products manufacturer created bonus system for execution compliance, not just volume sold. Result: 25% increase in share of shelf in 6 months.
Error #3: Competing for attention without offering value
Distributors aren't extensions of your team. They're commercial partners who need to see return on each action. If you only demand execution without offering counterparts, you'll be treated as commodity.
How to fix: Share market data and insights that help distributors with other clients too. A beverage manufacturer provides weekly performance reports by POS type that distributors use in negotiations with other suppliers.
Error #4: Measuring only results, ignoring process
According to POPAI research from 2023, POP materials have 50% less effectiveness when implemented via distributors without process tracking. Measuring only sell-through doesn't identify where execution is failing.
How to fix: Implement process metrics: % POS visited, % planograms executed, % materials installed. Dashboard with 4 indicators: visit coverage, planogram compliance, POP installation, sell-through.
Error #5: Overloading salespeople with materials
Distributor salespeople serve 30-50 POS per week with products from multiple brands. If your execution kit doesn't fit in a folder, it won't be used.
Tested maximum limit: 1 A4 laminated planogram, maximum 2 POP materials, tablet with 3 argumentation slides. Everything must be executable in 10-15 minutes at POS.
POS locations served directly by manufacturers achieve 35% more share of shelf compared to those served via distributors because of fundamental differences in channel control. The problem is trying to execute owned-store strategies in a channel where you don't control the sales force, don't set priorities, and compete for seller attention with 15 other brands. Distributors aren't extensions of your team - they're commercial partners with different priorities and capabilities.
The biggest mistake is using the same approach as owned stores - one food manufacturer created detailed planograms with 15 SKUs for indirect channels and achieved only 23% compliance. Other critical errors include not aligning incentives with distributors, competing for attention without offering value, measuring only results while ignoring process, and overloading salespeople with materials that don't fit in a folder. These mistakes happen because manufacturers try to adapt direct channel tactics instead of creating distributor-specific strategies.
Simplifying execution requirements dramatically improves compliance - when a food company focused on 5 main products with reference photos instead of complex 15-SKU planograms, compliance rose from 23% to 78%. Creating specific execution incentives beyond volume sold can increase share of shelf by 25% in 6 months. The key is providing self-explanatory materials that fit in a folder and can be executed in 10-15 minutes at each POS.
Distributor salespeople need ROI per linear foot data, category turn comparisons, and margin arguments they can use without manufacturer presence. Training should include 3-5 minute videos with real negotiation simulation, not just product presentation, so salespeople know how to answer "why should I give more space to your brand?" The execution kit must include A4 laminated planograms, maximum 2 POP materials, and tablet with 3 argumentation slides that are self-explanatory for installation without supervision.
Manufacturers need different metrics than direct channels, including share of shelf per POS (minimum 25% in A-stores, 20% in B-stores, 15% in C-stores) and execution compliance (minimum 80% in priority POS). Other critical metrics include sell-through per linear foot (15% above category average), visit coverage (95% in A-stores), and sales force effectiveness (minimum 70% conversion from visit to execution). Manufacturers with specific KPIs for indirect channels increase sell-through by 28% versus those using generic metrics.
The difference between distributor and direct channel results can significantly decrease in the next 90 days with proper structuring. When manufacturers stop trying to control and start structuring to influence, execution compliance can improve from 23% to 78% relatively quickly. Success depends on having the 5 structured elements in place: contracts with execution clauses, sales toolkits, adaptable planograms, aligned incentive systems, and shared performance dashboards.
Manufacturers with specific KPIs for indirect channels increase sell-through by 28% vs. those using generic metrics.
For indirect channels, you need different metrics than direct channels:
Share of Shelf per POS Benchmark target: minimum 25% in A-stores, 20% in B-stores, 15% in C-stores Measurement: monthly via photographic audit Responsible: trade marketing supervisor + distributor
Execution Compliance Benchmark target: minimum 80% compliance in priority POS (A and B) Measurement: weekly via reports + biweekly audit Responsible: channel manager + distributor team
Sell-through per Linear Foot Benchmark target: performance 15% above category average Measurement: monthly via POS data + distributor reports Responsible: trade analyst + distributor
Visit Coverage Benchmark target: 95% in A-stores, 90% in B-stores, 85% in C-stores Measurement: weekly via distributor sales force system Responsible: distributor commercial supervisor
Sales Force Effectiveness Benchmark target: minimum 70% conversion from visit to execution Measurement: biweekly via report cross-reference vs. audit Responsible: trade marketing manager + distributor supervisor
The secret is measuring process AND results. Without process metrics, you only discover execution problems when they've already impacted sell-through.
Executing POS strategies via distributors isn't impossible. It's different. It requires specific planning, adapted materials, and metrics that recognize you don't directly control operations.
The training of indirect channel teams can be the differentiator between 23% and 78% compliance. When third-party salespeople have clear argumentation, simple materials, and aligned incentives, execution happens.
In the next 90 days, the difference between your distributor and direct channel results can significantly decrease. As long as you stop trying to control and start structuring to influence.
Want to structure a POS execution program via distributors in 30–90 days? Schedule 15 minutes and we'll map your critical front. No commitment. You'll leave with the diagnosis of the best Start/Scale/Enterprise plan for your operation.
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