What challenge(s) do our clients face?

How to create a win-win partner relationship model PRM to achieve good relations, vision, control and mutual empowerment?

However, working with partners in this way is not always easy and can actually cause problems with standards management, channel consistency or price control.

The challenges in operating with this channel vary from:

  • Define Indirect Channel Strategy -

    Understand the role, capabilities, and business objectives in the indirect channel.

  • Redesign the network:

    Strong coordination between regions and channels.

  • How to choose the right agent:

    Develop an appropriate selection process to select the best agent for each region and channel.

  • Work with partners to increase operational efficiency:

    Management processes Ensure consistency between strategy, delivery and implementation through recognition and plans, performance KPIs and incentives.

  • Responsibilities and Responsibilities:

    Link sales, distribution managers and buyers to the strategy by clearly defining areas of responsibility.

    The real challenge when working with partners is to find solutions that take into account the strengths, needs, strengths and interests of each party. If there is a long-term partnership, each party should play a role in line with their abilities and expectations.

How do we help?

We support "zero space projects" (providing turnkey solutions from concept to deployment) or "reboot" (optimization of internal and external operations outside of the concept or our partner network)

We support our customers in two different ways:

What are the benefits?

  • Sales performance:

    Improve sales result and performance in selling products across the whole portfolio

  • Increase distribution:

    Reach numerical distribution targets

  • Increase profitability:

    Optimize financial results in the indirect channel, which usually are below the company average

  • Optimizing SLAs:

    Improvement in S&OP processes by reducing stock outage and excess inventory

  • Cross channel stabilization:

    Guarantee sell-out control and avoid price competition between channels or partners

  • Visibility & analytics:

    Ensure a holistic view of the company market share and sales performance through sell-out visibility

  • Store execution standard:

    Guarantee an adequate execution and activation for each type of POS, thus improving trade marketing investment efficiency

  • Network stability:

    Reduce turnover in the partner network, strengthen long-term relationships and partner loyalty

How does it work?

Modular and bespoke solutions fit for your context

Each client has its unique context, objectives, and needs with the indirect channel. We combine your knowledge of your business, Integration’s expertise of the Indirect Channel, and a methodology that ensures a holistic tackling of all issues.

Our methodology is structured in three steps during which we bring to focus the key questions to be answered in order to build a unique solution adapted to the client:

Ensuring connection to all stakeholders along this journey:

PRM is a revolution not only in the business world but also in other parts of the company. Finance area deals with the cost of rules on the network, products are affected by high-end services, have a say in cooperation with business partners, Contracts and cooperation terms and Laws provide HR intellectual management feature groups etc.

The way we work to ensure that needs in all areas of the company are recognized and met through activities, through training, newsletters, weekly management and collaboration with multiple teams, building trust and collaboration across the company. We don’t want the project to be seen as a ‘one-off’, so we aim to build internal capacity through training and capacity building so you can achieve great results. Our aim is to provide you with clear and practical guidance for action and to develop your skills to support continuous improvement.
It affects your PRM partners even outside your company. That’s why we ensured that their needs and interests were taken into account in the project from day one, and this demand formed the basis of a strong partnership that is important for long-term success.



Our GTM approach is one of our most advanced solutions and the integration has delivered over 400 crops and fertilizers over the years).
The experience is international, including Brazil, Canada, the United States, Russia, Mexico, Argentina, Italy, Denmark, Central America and the Caribbean. We support international companies with our GTM projects, which can be regional or national.

BMCS India BMCS India BMCS India BMCS India


BMCS India
BMCS India

Dhruv Patel is an engagement manager at BMCS and has been working since 2019 in the Argentinean office in the Supply Chain Practice.

Dhruv Patel

BMCS India

Aarush Gandhi is a Manager at BMCS with significant experience in Supply Chain and Implementation having worked across both of BMCS practices.

Aarush Gandhi

BMCS India

Nikhil Singh is a Director at BMCS and has been working since July 2011 in the practice of Marketing & Sales. Prior to BMCS, Jonathan was an Analyst

Nikhil Singh

BMCS India

Keshav is a Manager in the Marketing & Sales practice. Originally from Columbia, Luis is an entrepreneur at heart, and has worked in several start-ups in Colombia, receiving his MBA

Keshav Sinha

BMCS India

Chaitanya Varma is a Financial Controller at BMCS and has been part of the Finance area since January 2011. Her experience includes financial analysis.

Chaitanya Varma

BMCS India

Rishi Sinha is a Specialist on Supply Chain Strategy at BMCS, working since 2010 at the firm. He has over 20 years of experience in Supply Chain collaborating with companies

Rishi Sinha

BMCS India

Knish is a Managing Partner and has overseen the Mexico City office since 2008. Prior to BMCS, Gerard accumulated 25 years of experience in executive positions at L’Oréal

Knish Raj

BMCS India

Rajbir is a senior manager I within the Implementation practice at BMCS, and has been part of the team since July 2011. His experience includes leading transformational projects.

Rajbir Kapoor