Based on 7 rules of International distribution to implement in Bangladesh would be challenge is

make sure distributors provide with detailed market and financial performance data. International
Distribution should aim to collect quality data about the Bangladesh local market from the
distributor. Any contract made with the distributor should include a clause that requires them to
provide frequent detailed market and financial performance data. If distributors are not willing to
provide this information, and consider price levels and customer identification to be key sources
of power in their relationships with suppliers, than this should serve as a warning sign for
multinationals to not enter business with this distributor as the business relationship will likely
fail in the future.

The challenge in Bangladesh would be Build links among national distributors at the earliest
opportunity. International Distribution should support the flow of ideas within local markets in
order to improve performance and achieve greater consistency in the execution of their
international initiatives. This can be done by establishing a regional corporate office or a
distributor council. This leads to consistency across the region and decreases the variations
between products.

International Distribution face challenge in Bangladesh and should strive to enter developing
markets with the understanding that local distributors are not marketing departments, but rather
they are implementers of marketing strategy. The result will be better working relationships,
fewer areas of stability and crises, and more consistent growth in market share and sales
revenues. The key to success in international markets is to invest in Bangladesh long-term
relationship with local distributors by retaining control over marketing strategies and collecting
performance data to re-adjust strategies as the market evolves. International Distribution must
prepare for predictable phases that arise within international distribution operations in order to
succeed in developing markets. This preparation will work to prevent the implementation of
costly and disruptive corrective measures. I agree with all seven guidelines recommended which
circumvent problems that typically arise when corporations execute their international
distribution strategies in emerging markets. I especially believe agree that multinationals should
take their time when picking independent distributors they want to work with and resist the
temptation of picking a local distributor with exclusively a market fit which is distributor that has
experience and current success selling similar product lines. Although picking a “market fit”
distributor will lend to short-term success, for long-term staying power multinationals should
focus on building a relationship with independent distributors who have a company fit and aligns
with the culture and strategy of multinational initiatives.