A multinational entering a new market in a developing country knows that on its own, it cannot master local business practices, meet regulatory requirements, hire and manage local personnel, and gain access to potential customers. So it partners with a local distributor. At first, sales take off, revenues grow, and the entry seems like a smart move. But when sales plateau, the corporation begins blaming the distributor for not investing sufficiently in business growth or expanding markets, and the distributor claims that it hasn't received enough support and that the corporation's expectations are too high. The key to solving such problems lies in recognizing that the phases are predictable and can be planned for. As a new business grows in an emerging market, its marketing strategy needs to evolve, and each sequential phase requires different skills, financial investments, and management resources. The author offers seven strategies to manage the multinational-distributor partnership. He discusses what to consider when choosing a distributor, how to structure the relationship between the two partners, what resources the multinational should commit, and what can be expected in return. He states that a successful distributor must risk investing in training, information services, and advertising and promotion in order to implement the company's marketing strategy and grow the business. Paying attention at the start of a partnership can result in a better working relationship between a multinational and a distributor, along with more consistent sales and growth for the corporation.