BEGIN:VCALENDAR VERSION:2.0 PRODID:-//PYVOBJECT//NONSGML Version 1//EN BEGIN:VTIMEZONE TZID:Asia/Manila BEGIN:STANDARD DTSTART:20000101T000000 RRULE:FREQ=YEARLY;BYMONTH=1 TZNAME:PST TZOFFSETFROM:+0800 TZOFFSETTO:+0800 END:STANDARD END:VTIMEZONE BEGIN:VEVENT UID:20260826T083407Z - 85012@aspp61 DTSTART;TZID=Asia/Manila:20261014T090000 DTEND;TZID=Asia/Manila:20261015T170000 CREATED:20260826T083407Z DESCRIPTION:Managing Distributor Performance\ , Profitability &\; Partnership\nMost distributor management traini ng treats distributors as a sales channel to be managed. This program trea ts them as businesses to be understood — because that is what they actua lly are\, and it's the lens most sales managers were never trained to use. RELEVANCEThe problem this solves. Distributor managers are promoted from sales roles and evaluated on sales results — but distributors don't fail because of poor selling. They fail because of poor inventory turns\, thin margins\, cash flow strain\, or growth plans that looked good on a sales deck and terrible on a balance sheet. A distributor manager who can only t alk targets is negotiating blind against a distributor who thinks about ma rgin\, cash\, and ROI every single day. Who needs this\, and why now:- Dis tributor Managers\, Area/Regional Sales Managers\, Channel Managers\, Key Account Managers\, and Sales Leaders — anyone whose results depend on a partner's business staying healthy\, not just compliant.- Relevant across categories where route-to-market runs through distributors — FMCG\, buil ding materials\, industrial supply\, and specialty trade channels alike.- As margins compress and distributors get more selective about which princi pals they'll invest behind\, the manager who can speak the distributor's f inancial language has the advantage in every negotiation. UNIQUENESSThe di fferentiator: financial fluency as the core skill\, not an add-on module.M ost distributor-management seminars spend 90% of their time on coverage\, KPIs\, and relationship management\, with a token slide on "distributor pr ofitability" near the end. This program inverts that. Financial management isn't a chapter — it's the operating system the entire two days runs on : - Day 1 builds the commercial diagnosis (performance\, territory\, cover age\, relationship).- Day 2 is a single continuous financial simulation — participants build a live distributor P&L\, [...] DTSTAMP:20260826T083407Z LOCATION:Face to Face SUMMARY:Managing Distributor Performance\, Profitability & Partnership X-ALT-DESC;FMTTYPE=text/html:Managing Distrib utor Performance\, Profitability &\; Partnership\nMost distributor management training treats distributors as a sales channel to be managed. This program treats them as businesses to be understood — because that i s what they actually are\, and it's the lens most sales managers were neve r trained to use. RELEVANCEThe problem this solves. Distributor managers a re promoted from sales roles and evaluated on sales results — but distri butors don't fail because of poor selling. They fail because of poor inven tory turns\, thin margins\, cash flow strain\, or growth plans that looked good on a sales deck and terrible on a balance sheet. A distributor manag er who can only talk targets is negotiating blind against a distributor wh o thinks about margin\, cash\, and ROI every single day. Who needs this\, and why now:- Distributor Managers\, Area/Regional Sales Managers\, Channe l Managers\, Key Account Managers\, and Sales Leaders — anyone whose res ults depend on a partner's business staying healthy\, not just compliant.- Relevant across categories where route-to-market runs through distributor s — FMCG\, building materials\, industrial supply\, and specialty trade channels alike.- As margins compress and distributors get more selective a bout which principals they'll invest behind\, the manager who can speak th e distributor's financial language has the advantage in every negotiation. UNIQUENESSThe differentiator: financial fluency as the core skill\, not a n add-on module.Most distributor-management seminars spend 90% of their ti me on coverage\, KPIs\, and relationship management\, with a token slide o n "distributor profitability" near the end. This program inverts that. Fin ancial management isn't a chapter — it's the operating system the entire two days runs on: - Day 1 builds the commercial diagnosis (performance\, territory\, coverage\, relationship).- Day 2 is a single continuous financ ial simulation — participants build a live distributor P&L\, [...] END:VEVENT END:VCALENDAR