In an earlier blog this year I covered the subject of Joint Business Planning.  This particular blog came after a discussion with a fellow RtM professional and senior commercial manager.

As a recap, this lady managed several markets in a region and had experienced a good deal of frustration with recently contracted new distributors.

Joint Business Plans (JBP) are the essential first step in driving distributor performance, especially new distributors.

Now I will cover the next essential step – Joint Action Plans (JAP).

Background to Distributor Selection

In overall terms, we consider the three phases of Distributor Selection as follows:

• The Assessment Phase
• The Blueprint Phase
• The Catalyst Phase

These phases follow the process that we call the A-B-C of Route to Market.  This model simplifies the world of RtM into a series of three steps that any RtM practitioner can execute.

Background to Joint Action Planning

In today’s fast-moving, competitive markets, success hinges not just on strategy, but on alignment. For principals working with distributors, that alignment can make or break performance. Too often, principals and distributors operate in parallel rather than in partnership—missing opportunities to drive real growth. That’s where Joint Action Planning (JAP) comes in. JAP is about moving beyond transactional relationships toward strategic collaboration—where both sides are equally invested in outcomes and execution.

What Is Joint Action Planning?

Joint Action Planning is a structured, collaborative process where the principal and distributor co-create a detailed plan of action to achieve mutually agreed goals. Unlike top-down directives or reactive firefighting, JAP is proactive, transparent, and focused on execution. It aligns both teams on clear priorities, assigns responsibilities, defines KPIs, and sets timelines to track progress.

It’s not just about “what” needs to happen—but “how,” “by whom,” and “by when.”

Relationship Between Joint Business Planning and Joint Action Planning

It’s important to distinguish between Joint Business Planning (JBP) and Joint Action Planning (JAP).

JBP is typically a higher-level, strategic planning exercise—focused on annual objectives, strategic initiatives, and growth ambitions. JAP is where the rubber meets the road. It translates those strategic goals into concrete, actionable steps.

Think of JBP as setting the destination, and JAP as mapping the route and assigning the drivers.

JAP without JAP risks becoming a well-meaning document that gathers dust. JAP without JBP lacks strategic direction. Together, they form a powerful engine for execution and growth.

Regarding scheduling of meetings:

• JBPs should be undertaken annually and reviewed quarterly
• JAPs should be undertaken and reviewed monthly

Why Is JAP Essential for Distributor Performance?

Distributors face immense complexity—multiple principals, broad portfolios, market volatility, and resource constraints. Without JAP, priorities can be unclear, resources misaligned, and execution inconsistent.

With effective JAP in place, the principal supports the distributor not just with products, but with clarity, capability, and collaboration. This enables:

• Faster execution of key initiatives
• Increased accountability
• Better use of shared resources
• More accurate forecasting
• Stronger performance monitoring
• Greater distributor engagement and trust

Ultimately, JAP helps the distributor win in-market—which benefits both parties.

Key Steps in Effective Joint Action Planning

To get JAP right, it needs to be more than a checklist. Here are five key steps:

1. Start with Shared Objectives Begin by aligning on the “why”—what success looks like for both sides.
2. Define Priorities and Focus Areas Select the critical few initiatives that will drive impact, not a long wish list.
3. Co-Create the Action Plan Break down each initiative into actionable tasks, with owners, timelines, and KPIs.
4. Review Resources and Enablers Ensure the distributor has the right tools, training, and support to deliver.
5. Monitor, Measure, and Adjust Build in regular reviews to track progress and course-correct as needed.

Delivering the Benefits of JAP

When done well, JAP becomes more than a document—it becomes a mindset of shared ownership. It transforms the principal–distributor relationship from transactional to strategic. It boosts confidence on both sides. And it drives results—faster execution, higher sales, and a stronger presence in the market.

For principals serious about unlocking growth with their distributors, Joint Action Planning isn’t optional—it’s essential.

In Summary

Joint Action Planning is a powerful tool for turning strategic intent into measurable in-market results. It bridges the gap between ambition and execution—ensuring that both principal and distributor are pulling in the same direction, with clarity and commitment.

In an increasingly complex and competitive environment, those who invest in structured, collaborative planning with their partners will be the ones who move fastest, deliver more consistently, and grow sustainably.

It’s not just about planning better—it’s about partnering smarter.

If you’d like to explore how JAP can transform your distributor partnerships, please do contact me.

I would also love to hear your thoughts!  Do you use Joint Action Planning with your distributors?  If so, what advice could you offer fellow professionals.