1. Eligibility check
Submit the company, market, channel, target brand and investment context required for a human fit review.
Chinese brand distribution process
From market fit to a governed distribution agreement
A credible partnership does not begin with a promise of exclusivity. It moves through qualification, evidence, a paid mandate, approved communication, negotiation, a signed agreement and a real first order.
Distributor path
Turn local market access into a credible brand proposal
- Show the company, channels, market, resources and requested rights
- Validate whether the brand and market justify paid assessment
- Choose a bounded assessment or formal representation mandate
- Negotiate a realistic authorized or performance-based rights scope
Chinese brand path
Turn export readiness into qualified local execution
- Define products, markets, partner criteria, support and rights policy
- Screen company strength, channels, service and investment evidence
- Share relevant information only through a governed next step
- Tie broader rights to measurable commercial and service performance
The governed commercial lifecycle
Ten steps, with a clear decision owner at every stage
Each stage can stop with a no-go decision. Progress is evidence of fit, not a guarantee of the next outcome.
2. Qualification
ChinaBrandPath decides whether a paid assessment, a mandate, another route or a no-go decision is appropriate.
3. Opportunity assessment
Review market gap, current channels, brand route, applicant fit, risks, unknowns and the recommended next decision.
4. Mandate
Agree deliverables, exclusions, timeline, payer, fees, expenses, conflicts and external-action boundaries.
5. Brand and contact research
Verify the relevant brand entity, official route, current channel evidence and decision-maker path before outreach.
6. Formal approach
Approve the exact recipient, channel and final message. No contact or delivery is automatic.
7. Meeting and negotiation
Resolve territory, product scope, channels, targets, pricing, support, compliance, reporting and termination issues.
8. Distribution agreement
Only the brand and contracting parties can approve, sign and define authorized or exclusive rights.
9. First paid order
Confirm the real first-order milestone, acceptance gates and execution responsibilities before treating the mandate as commercially active.
10. Success fee and launch
Review the agreed success trigger, then coordinate launch and performance only under the applicable written scope.
Decision ownership
ChinaBrandPath coordinates the process; it does not grant the rights
Industry cases
See the operating steps behind reported outcomes
These cases focus on what each side did, what the result can support and what still requires verification.
TCL and SEMP in Brazil: using one category’s evidence before expanding the partnership
A partner-specific case tracing a television venture from No. 5 to Brazil's top three by shipment rank, then testing what must be proved before adding appliance categories.
No. 5 to top three in TV shipments TCL Electronics disclosed, based on GfK TV shipment data, that the group's Brazilian smart-screen shipment rank moved from No. 5 in 2019 to the top three in 2022. The filing does not provide units, sell-through, revenue, margin, inventory, returns or profit, and it does not isolate either shareholder's contribution.
CFMOTO and KTM: from China distribution to reciprocal production
A partner-specific case tracing how CFMOTO and KTM moved from China distribution into a 51:49 manufacturing venture and reciprocal market access without treating capacity or production as sell-through.
11,014 JV motorcycles PIERER Mobility’s 2024 annual report charts 11,014 KTM or KTMR2R motorcycles produced by the joint venture in 2024, compared with 15,943 in 2023 and 1,639 in 2022. This is production volume, not registrations, dealer sell-through, revenue or profit.
Choose the next decision
