Start with a focused, understandable offer: what you supply, its intended applications, the commercial terms and the support available. Knowing that a manufacturer makes quality parts is not enough for a prospective distributor. They need to assess whether the assortment fits their customers and what resources they would need to carry it. This article explains LYNQ’s proposed approach to preparing those materials. It is a practical method, not a demand study or a report of partnerships already concluded.
Separate the priority assortment from the full catalogue
A complete catalogue is useful as a reference, but the conversation should centre on selected product groups. For each item, state the part number, purpose, supply unit and application information. If a cross-reference list is available, identify who checked it and on what basis. Do not present assumed compatibility as a confirmed specification. For equipment, the operation performed, workstation configuration and supplied components may matter more than a list of vehicle models.
- Identify items for the initial discussion and explain the selection.
- Retain original part numbers and technical-document versions so everyone discusses the same product.
- Flag information that the manufacturer’s technical team still needs to confirm.
- State what is included and what the local party must source or arrange.
Present the price together with the terms
The partner needs to understand whether a price is per item, set or pack, in which currency, and for what order size. Describe the delivery point and terms, possible mixed-shipment contents and replenishment arrangements alongside it. The same price under different delivery conditions does not produce the same economics. If transport, storage or support costs are unknown, keep them as open questions. Do not enter zero simply to make a calculation appear complete.
Define what happens after delivery
The offer should address technical enquiries, compatibility issues, returns and spare-part availability. Commercial commitments must match the resources of the manufacturer and the prospective partner. If training or remote assistance is available, explain its scope and limits. A local service function that is only planned must not be presented as already operational. Warranty terms and applicable requirements should be reviewed as a separate task with the responsible specialists.
Define the partner your product needs
A wholesaler, retailer, workshop and equipment supplier perform different functions. First determine which your product needs: storage, regional sales, technical selection, installation or maintenance. Then set candidate criteria. For example, asking whether a warehouse exists is useful only when considered alongside required storage conditions and the expected stock mix. Service capability should be assessed through personnel, equipment and the process for escalating difficult enquiries to the manufacturer.
Prepare materials for the next decision
A useful first exchange includes a short company introduction, the selected assortment, a catalogue and the terms to be discussed. A confidential price list or contractual material need not be sent in the first message. Establish the recipient and agree how to share it. Within your team, identify someone who can answer technical questions and someone authorized to discuss commercial terms. These are distinct responsibilities even when one person performs both.
The result is a clear offer and a list of questions to verify. It supports a concrete discussion of the next scope of work: competitor research, prospective distributor identification or negotiation preparation. Identifying a company does not establish its interest, and interest is not a signed agreement. Keep those stages separate so that the next decision rests on evidence rather than the size of a contact list.
Sources and limits
Not published / not verified
Review sources before making a decision.