Neither direct sales nor distribution is automatically the lower-risk route into India. Each model changes where the work sits. The right choice depends on the customer, the product and the capabilities that the manufacturer is prepared to build or retain.
Start with the buying process
A small number of complex accounts may justify close manufacturer involvement. A broader set of repeat purchases may need local coverage, stock or service that a capable distributor can provide. Product category alone is not enough to decide.
Map a typical purchase: problem identification, technical evaluation, demonstration, approval, quotation, negotiation and support. Identify which stages require specialist knowledge and which benefit from a local relationship.
Compare the full cost of each route
Direct sales involves management time, account development, travel, technical support and local coordination. Distribution introduces partner margin, enablement and channel management. Neither removes the need for customer insight.
Use consistent assumptions about order size, sales cycle, service obligations and payment timing. A route that appears attractive at gross-margin level may be impractical once the support burden is understood.
Define a hybrid model carefully
A hybrid approach can keep strategic-account or technical selling with the manufacturer while using partners for coverage, fulfilment or service. It needs explicit rules for account ownership and commercial communication.
Without those rules, both parties may pursue the same buyer, apply different pricing logic or assume that the other owns follow-up. Define lead registration, escalation and joint opportunity reviews before scaling.
Choose a reversible first step
Test one segment or region with a clear account list and review date. Track qualified opportunities, buyer feedback, support responsiveness and the effort required to advance a deal. Early revenue is useful evidence, but it may not explain whether the model is repeatable.
Use the pilot to revisit responsibilities and economics. Expansion should follow a better understanding of what the route can deliver, rather than a desire to claim nationwide presence.
Questions for leadership
What to take into the next discussion
- Choose around the purchase journey, not a generic channel preference.
- Compare full selling and support costs.
- Set ownership rules before running a hybrid model.
Put the questions into practice
This perspective is intended as general business commentary. The appropriate commercial decision depends on the organisation, market and evidence available.