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We\u2018ve already explored in multiple earlier articles the complexity of channel management. It is even more complex for companies that are selling globally, because there is tremendous variability in requirements and parameters from region to region. We\u2019ve also written about how global market requirements can have a tremendous impact on channel policies and programs, and on how a company goes to market. In this article we will explore how a unified approach to channel management can greatly improve channel performance.\nBefore we delve into the solutions, however, let\u2019s talk a bit about the sources of complexity in channel management, particularly on in the global context. First of all, a channel management infrastructure needs to account for different types of partners\u2014whether they are alliance partners, go-to-market partners, solutions and services partners, or training partners\u2014and how they form different parts of the ecosystem. Channel management needs to address the unique requirements of these different partner types. It also needs to take into variations in market and industry requirements, which depends in part on whether the vendor operates in a business-to-business (B2B) or a business-to-consumer (B2C) environment.\nWe also know that markets vary considerably by country. For example banking, finance and insurance are industries that are highly variable by geography, depending on the maturity of the country as well as local laws. Similar dynamics are at play in healthcare, education, government and other verticals in the B2B space. When a vendor is selling to consumers, channel management tends to be a bit more horizontal across countries and regions. However, there are big differences between developed countries and developing countries in terms of how B2C channels are managed.\nFinally, the constant changes and evolution in products, services and solutions introduce still more complexities for channel management. For example, when a specific product like shampoo is rolled out globally, requiring significant localization of marketing and messaging, the approach is going to differ substantially from the approach required for high-tech products like manufacturing devices or network components or software, which are sold to businesses and marketed in a way that typically requires less localization. Differences like these have an impact on the level of information that needs to flow through the channel and the complexity of managing the channel as you pursue channel marketing goals and initiatives.\nSo, I hope you can begin to see that one of the most important steps in establishing a unified approach to channel management is to take a broad, longer-term view. \u201cRome was not built in a day\u201d may be a clich\xe9, but it expresses a particularly apt principle for channel management. To be truly successful in channel management, you need to have an overarching business strategy in place. One of the first things a company needs to decide is whether they are going to market directly to end users or via the channel. Most companies that sell consumer products market, by default, through some sort of distributor network. But even then they need to decide whether they are going to sell through franchises (e.g., Burger King or McDonald\u2019s) or sell directly through captive outlets (e.g., Starbucks). The same kinds of considerations apply when selling complex solutions through the channel, especially in the technology segment. The direct vs. channel discussion needs to be clear and upfront from the beginning, and then the strategy needs to be communicated repeatedly to the channel partners. Otherwise, they may feel their business is being undercut by the company. This is why, for example, high-value products like the Apple products are generally sold directly to consumers through Apple retail stores. When they are sold through channel partners the products are rarely discounted to eliminate any pricing conflict or share-shifting.