Market coverage is uneven
You are strong in some areas or customer groups, while important gaps remain elsewhere.
Sales and channel strategy
Strengthen market coverage, channel choices and sales effectiveness
We examine routes to market, channel roles and sales performance together to improve coverage, resource focus and profitable growth.
Route-to-market architecture
Channel roles and economics
Sales force effectiveness
If these signals look familiar, your sales and channel model may need redesign
Sales growth alone is not enough. Market coverage, channel economics and sales productivity determine whether growth is sustainable and profitable.
Sales growth is not translating into profit
Revenue is rising, but discounts and cost-to-serve are eroding value.
Channel dependence is too high
The team is moving in several directions at once.
Channels are in conflict
Ownership and the next step are unclear.
Sales productivity varies widely
Performance differs sharply across regions, teams or partners without a clear explanation.
Channel performance lacks visibility
It is unclear which routes are truly creating coverage, volume and profitability.
These signals point to a route-to-market problem. The initial assessment helps clarify coverage gaps, channel economics and where to start.
From coverage gaps to a clear route-to-market model
We connect market coverage, channel economics and sales capacity to clarify how the business should reach the market and how each channel should contribute.
1
Map current coverage
Regions, customers, channels and white spaces
2
Assess channel economics
Margins, cost-to-serve and channel conflict
3
Design routes to market
Channel roles, coverage and access options
4
Redesign the sales model
Customer priorities, territories and ownership
Three layers of the service: from market coverage to sales productivity
Each engagement is shaped around market structure, the sales network and the economics of each channel.
Market and channel architecture
We clarify how the business should reach the market and the role each channel should play. -
- Market and customer coverage map
- Channel roles and territories
- Coverage gaps and white spaces
Channel economics and sales model
We identify which routes are truly creating volume, margin and growth.
- Profitability and cost-to-serve
- Discounts and channel conflict
- Customer and territory priorities
Sales effectiveness and performance review
We connect the sales model to ownership, measures and a clear review rhythm.
- Roles and performance ownership
- Coverage and productivity measures
- Ongoing review and refinement
Typical engagement outcomes
Market coverage map
A clear view of territories, customers, active channels and critical coverage gaps.
Route-to-market architecture
Defined channel roles, territories and the logic for reaching the market.
Channel economics model
A comparison of margin, cost-to-serve and the real value of each route.
Sales prioritization model
Clear priorities across customers, territories, teams and sales resources.
Request a free initial assessment
Share a few details so the team can understand the question before the initial conversation.
Responsible handling of informationSubmitted information is used only as needed to review your request.
Professional, independent reviewThe issue is assessed before any engagement path is suggested.
No initial commitmentSubmitting a request does not confirm a project or create an engagement obligation.
How we begin
A brief, no-obligation starting point
The aim is to better understand the issue and clarify the most appropriate next step.
Submit your request
Provide the short initial context.
Initial review
We review the issue and its fit with Foodex Iran’s areas of expertise.
Free assessment call
If there is a fit, we clarify the problem, scope and most appropriate next step.
This service may be a good fit if
- You have sales, but coverage or profitability is uneven.
- You depend too heavily on a few customers or channels.
- Channel roles, territories or sales priorities are unclear.
- Before expanding, you want to know where and how to grow.
This service may not be the right fit if
- You only want a short-term sales lift through discounting.
- You only need distributor lists or partner introductions.
- You are not prepared to examine channel economics and sales data.
- You do not intend to revisit the current sales and distribution model.
Frequently asked questions
Sales are growing. Why should we revisit the sales and channel model?
Sales growth does not always mean healthy growth. Margin may be falling, dependence may be increasing or coverage may remain uneven. This service examines the quality of growth, not only the sales number.
Does channel redesign mean replacing our current distributors or partners?
Not necessarily. We first assess the role, coverage and economics of the existing network. The answer may be better territories, clearer channel roles or different resource allocation.
Can we start if our sales data is incomplete or fragmented?
Yes. A basic view of sales, customers, territories and channels is enough for the initial assessment. Data gaps themselves can become part of the diagnosis.
Is this service only for expanding the sales network?
No. The real issue may be channel profitability, customer concentration, channel conflict or sales productivity. We first determine where the commercial problem actually sits.
If an important decision is ahead, let’s start with a short conversation.
We’ll review the issue, clarify the starting point and identify the most appropriate next step.