For vendors: turning a good product into steady sales
Plenty of strong software never finds its market. Not because it is weak, but because the team that built it is a development team: five engineers, no sales process, no marketing budget, and a founder who closes deals between sprints. Distribution is the missing function.
A distribution agreement moves the commercial work to us: positioning and packaging, a storefront listing in the Digict LTD catalog, lead generation, demos, negotiation, contracts and invoicing, plus first-line support for your new clients. You keep the roadmap, the codebase, the brand and the IP; the commission is fixed in the distribution agreement.
The path from application to live sales usually takes two to four weeks: a technical and legal audit of the product, a joint pricing and packaging decision, publication in the catalog with proper materials, then the first pipeline. The product has to solve a real problem for real users already; if it still needs integrations or compliance work to sell on a new market, our engineers take that on.
What makes a product easy to sell
- -A demo that runs in ten minutes. A sandbox with sample data, no installation call required.
- -One sentence of positioning. Who it is for, what it replaces, what changes on Monday. Feature lists do not sell.
- -A documented API. Buyers ask what a product connects to before they ask what it costs.
Expect questions during the audit that a development team rarely enjoys: how the licence is issued, what the support commitment is, what happens to client data on termination, which competitor you displace. Answering them once, properly, is what turns a good product into something a distributor can sell repeatedly - and what a corporate buyer needs before they sign.
Leads reach you filtered. Every enquiry from the catalog goes through a qualification call first: the company, the process they want to change, the deployment model they can accept, the budget range and the decision-maker. Only then does a demo get booked, and your engineers join the conversations where the product genuinely fits - not the twenty calls that end in "we were just looking". For a small development team that is the difference between sales being a distraction and sales being a pipeline.
Send a short description, a demo link and your monetisation model. That is enough for a first conversation, and enough for us to say honestly whether we can sell it.
Packaging beats features
Buyers do not compare architectures, they compare offers they can understand. Define the ideal customer profile narrowly enough to be useful - company size, industry, the process being replaced - then package into three plans with a visible logic for why a customer moves up. Name the problem in the customer's language on the first screen; a feature list is what someone reads after they already believe you understand their job.
Write the demo script and time it. Twenty minutes, one scenario the buyer recognises, run on data that looks like theirs, with the pricing conversation prepared rather than improvised. A repeatable demo is the difference between a product that sells and a product that gets admired.
What a channel partner needs from you
- 01A demo environment that always works. Seeded with realistic data, reset nightly, available without asking anyone.
- 02Pricing rules and margin in writing. Discount bands, who quotes, how deals are registered, and what protects a partner who brought the lead.
- 03Competitive battlecards. Where you win, where you lose, and the honest answer to the three objections every buyer raises.
- 04A second-line support commitment. Response times for escalated tickets, in hours, so the partner can promise something to the customer.
- 05Roadmap visibility. What ships next quarter, so a partner can sell it without inventing dates.
Metrics that predict growth
Four numbers tell you whether the product is ready to scale: trial-to-paid conversion, time to first value, net expansion within existing accounts, and support load per customer. The last one is the quiet killer - a product that needs a specialist for every rollout cannot grow through partners, no matter how good the demo is.
Instrument before you scale. Onboarding steps completed, features used in week one, tickets per account. Distribution multiplies whatever your product already does, including the friction.