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Why Polish Distributors Ignore Your Product - And How to Fix It Before You Sign

Architecture of Sales · 2026-08-03 · 7 min

0:00--:--

Key moments - from our scoring

Substance score

33 / 100

Five dimensions, 20 points each

Insight Density9 / 20
Originality8 / 20
Guest Caliber7 / 20
Specificity & Evidence4 / 20
Conversational Craft5 / 20

Dominique Van Tuch, founder of Architecture of Sales, explains why the seemingly attractive distributor model - where a foreign vendor finds local partners to handle all sales in exchange for profit-sharing - consistently fails in Poland when vendors have low budgets and no brand awareness. The fundamental issue isn't market readiness or pricing; it's that vendors put no "skin in the game" while asking distributors to shoulder all risk and investment. Distributors are rational businesspeople who calculate margins, volume potential, and the cost of adding an unknown product to their portfolio. If the math doesn't work for the distributor owner, their salespeople won't prioritize selling it. Van Tuch identifies three parties that must benefit: the distributor owner (who needs clear margin and volume projections), the salesperson (who requires competitive commission relative to easier-selling alternatives), and the end customer (who needs proof that the product already has market traction). Without value for all three, the channel stalls. The solution is either signing preliminary distribution deals while simultaneously investing in demand generation to prove viability, or entering the market directly first to establish Polish customers and proof of concept before approaching distributors from a position of strength rather than desperation.

Key takeaways

  • →You must create demand yourself before expecting distributors to sell - Polish resellers won't build your brand awareness or generate leads as an unknown vendor.
  • →All three stakeholders (distributor owner, salesperson, end customer) must have clear financial incentive or value; if one lacks motivation, the entire channel stops moving.
  • →The distributor model only works after you've proven market traction and demand; positioning yourself as a vendor with existing Polish customers is dramatically more effective than approaching as an unknown brand seeking a chance.
  • →Commission and margin structures matter critically - if your product pays the same or less commission than competing products, salespeople will deprioritize it regardless of other factors.
  • →Selling to the distributor is a separate sale from selling through the distributor; you must first convince the partner that cooperation is profitable before they can effectively sell to end customers.

Guests

Dominique Van Tuch

Topics in this episode

go-to-market strategyDemand generationreseller partnershipsSales commission structuresDistributor modelPoland market entryProfit-sharing agreementsBrand awareness investmentB2B software distributionPolish business culture

Questions this episode answers

Why do Polish distributors ignore new product deals that offer profit-sharing with no upfront investment from the vendor?

Polish distributors calculate whether adding your product makes financial sense - factoring in portfolio costs, margin potential, and sales effort required. If you've invested nothing in demand generation or brand awareness, they see no customer demand to justify the investment, and their salespeople won't prioritize selling it over established alternatives that pay better or sell themselves.

What are the three parties that must make money or get value from a distributor deal?

The distributor owner (who needs clear margin and volume projections), the salesperson (who requires competitive commission relative to other products they sell), and the end customer (who needs proof the product is trusted and already working in Poland).

Should a foreign company start by selling directly or by signing distributors first?

Starting with direct sales to establish Polish customers and proof of concept is more effective; you can then approach distributors from a position of strength with demonstrated demand rather than as an unknown brand asking for a chance.

How should companies structure commissions and deals to make distributors interested in unknown products?

Commission must be competitive or superior relative to what salespeople earn from alternative products; if your product pays the same or less, salespeople will sell competing products instead, and the distributor owner needs to see a viable business case with clear margin and volume potential.

What our scoring noted

Our reviewer’s read on each dimension, with quotes from the episode.

Insight Density

9 / 20

The episode delivers a handful of genuinely useful frameworks for B2B operators (the 'sell twice' rule, the three-party value model) but most of the 7 minutes is consumed by intro, CTAs, and repetition of the same core point. The usable insight-per-minute ratio is moderate at best.

you always need to sell twice. In the beginning, you need to convince resellers for the cooperation. Once you do that, you need to show them that they can make money together with you.
Three people should make money or get good value from the cooperation with you. Remember about it. The owner needs to see the business case... The salesman needs commission worth fighting for... The end customer needs a real reason to buy.

Originality

8 / 20

The Poland-specific market-entry framing is the only genuine differentiator; the underlying frameworks (prove demand before seeking distributors, align channel incentives, 'skin in the game') are standard distribution-channel wisdom found in any channel sales playbook.

There is a common sentence, skin in the game.
You are no longer on an unknown brand asking for a chance. You are a vendor with Polish customers offering a partner something that already works.

Guest Caliber

7 / 20

This is a solo monologue by the host, who cites 30+ go-to-market projects in Poland - relevant practitioner experience, but modest in scale and unverifiable. There is no external guest, and the host's credentials are asserted rather than demonstrated through the content.

I'm Dominique Van Tuch, founder of Architecture of Sales, a lead generation and sales outsourcing agency that help foreign companies enter the Polish market. We've done over 30 go to market projects

Specificity & Evidence

4 / 20

No named companies, no dollar figures, no conversion rates, no case studies, and no Poland-specific market data are provided. The only concrete number is the self-reported '30 go-to-market projects,' which is unsubstantiated. The advice is delivered entirely at the level of abstraction.

Six months later you hear the market is not ready, the price is too high, the timing is wrong. That is not the real reason.
what margin, what volume, what it costs him to take you on, uh, and what he gets back.

Conversational Craft

5 / 20

This is a scripted solo monologue with no interview guest, no follow-up questions, and no opportunity for genuine pushback or productive disagreement. The rhetorical questions are self-answered and function as transitions rather than probes.

Let me ask you, what is the investment on your side?
Sounds perfect, right? It doesn't work this way.

Conversation analysis

Computed from the transcript - who did the talking, and the words that came up most.

Most-used words

product12poland10distributor8sell8distributors7market6demand6money6resellers5sales5customers5sign4model4real4brand4already4

Episode notes

"We need distributors for our product in Poland. Please find them for us." Dominik gets this message almost every week. And almost every time the answer is the same: sure, we can find them, you'll sign the deals, and nothing will happen. This one mistake costs companies a full year. In this episode you'll learn why the distributor model fails for unknown brands in Poland, what a distributor really calculates before touching your product, and what you have to do first if you want this model to work at all. This is for companies selling physical products or software in B2B that want to enter Poland through resellers, agents or distributors, especially if the plan is to find partners, let them sell, and just take a share of the profit. Dominik Wantuch, founder of Architecture of Sales , has run 30+ go-to-market projects in Poland, many of them building partnership networks. Here's the honest version of why the model breaks. Why the model fails: On paper it looks perfect. The distributor generates sales, carries the cost and risk, and you take a share of the profit. It doesn't work this way, and the distributor is not to blame.

Full transcript

7 min

Transcribed and scored by The B2B Podcast Index.

Speaker A: Almost every week someone writes to me. Mr. Van too. We need distributors for our product in Poland. Please find them for us. Sure we can find them. You will sign the deals and nothing will happen. Let me tell you why, because this is one mistake cost companies a whole year. By the end of this video you will know why. The distributor model space for unknown brands in Poland. What distributors really calculates before he touches your products or software and what you have to do first if you want this model to work at home. This is for companies selling physical product or software in B2B that want to enter Poland through resellers, agents or for distributors. Especially if your plan is to find partners, let them do the selling and just take a share of the profit. If that is your plan. Watch this before you sign anything. I'm Dominique Van Tuch, founder of Architecture of Sales, a lead generation and sales outsourcing agency that help foreign companies enter the Polish market. We've done over 30 go to market projects and big part of them were part of building the partnerships network for our customers. If you are entering Poland and want this kind of breakdown regularly, please subscribe. Now let's get into it. On paper, the strategy looks perfect. The distributors generate, the sales reseller handles the customers. He cares about all all of the costs, all of the risk of the running a local business and you just take a share of the profit. Low risk on your side, the partners does all of the work. Sounds perfect, right? It doesn't work this way. And the distributor is not the one to blame. Here is the honest version. A company with a low budget and a branded doesn't exist in Poland. Wants to find a distributor to do all the sales job for them on a success fee. I'm sorry, but Poles are not suckers. They won't do it. Maybe they sign a deal, maybe they try once or twice to sell it and then nothing moves forward. That's the ground where all customers say doesn't work. Six months later you hear the market is not ready, the price is too high, the timing is wrong. That is not the real reason. The real reason is simple. You put no skin in the game. There is a common sentence, skin in the game. Let me ask you, what is the investment on your side? I can openly tell you. If you don't invest in demand generation or brand awareness, nobody will care about your product. Not the distributor, not his salespeople, nobody. Winning customers and getting into a strong business network takes investment and it takes trust. Don't get to skip both and hand the risk to someone else. Think about it before enter Poland this way. Because there is one more thing nobody tells you. When you build distribution channel, you you always need to sell twice. In the beginning, you need to convince resellers for the cooperation. Once you do that, you need to show them that they can make money together with you. Without it, nothing will happen ever. And remember who you are talking to. Distributors are not idiots. They calculate if putting your product on the shelves makes sense, what does it cost them to add it to the portfolio? And if there is no money in it, they won't invest. Same with sales guys. If they don't get a good commission from your product or any reward, they won't care about it. They will sell what pays for them and your product goes to the bottom of the bag. In every B2B company with good distribution, you have owner, salesman and the end customer. Free people should make money or get good value from the cooperation with you. Remember about it. The owner needs to see the business case, what margin, what volume, what it costs him to take you on, uh, and what he gets back. The salesman needs commission worth fighting for. If your product pays the same or less as product product that it sells itself, you lose every time. The end customer needs a real reason to buy. And prove that someone in Poland already trusts you. If even one of these three makes no money and provides no value, the channel stop moving. Resellers will go straight to a profit share deal only if you have a strong position, good brand awareness and and the demand already exists for your product. So what works in the beginning? You can sign a deal with some resellers, then start demand generation for them to convince them that they can make money together with you. Second option is that you start selling yourself. Prove that you can make money and uh, there is a demand on your product or software. And then you go to the distributors with a strong position. You are no longer on an unknown brand asking for a chance. You are a vendor with Polish customers offering a partner something that already works. And here is when we can come right. The distributor model in Poland works, but not as your first move and not with zero investment on your side. A Polish distributor will not build your brand for you. They sell what already has a demand on the market. Your job is to create the demand. Remember two things. You always sell twice. First to the distributor, then through him. And three people have to get good value from a cooperation with you. The owner, the salesman, the end customer. So if this changed how you think about entering Poland through um, resellers or distributors do three things before you go subscribe because every week I break down a real market entry mistakes like this one straight from conversations with companies trying to sell in Poland. Leave a comment and tell me what you sell and which market you are coming from. I read every everyone and I answer. And if you want to talk through your own situation, book a call with me directly@architectureofsales.com on the top right corner. Tell me what you sell and I will tell you honestly what the right order looks like for your product and whether the distributor model makes sense for you at all.

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