> For the complete documentation index, see [llms.txt](https://wiki.anatomyofmarketing.org/llms.txt). Markdown versions of documentation pages are available by appending `.md` to page URLs; this page is available as [Markdown](https://wiki.anatomyofmarketing.org/the-aom-model/layer-two-fundamentals/execution-4ps/place-distribution-p3/distribution-model.md).

# Distribution Model

### What is it?

A Distribution Model is the strategic framework that defines how a business gets its products or services to its customers. It determines whether the business sells directly, through intermediaries, through digital platforms, through physical retail, or through a combination, and why that approach best serves both the customer and the business. Distribution decisions span all channel types: Owned, Shared, Earned, and Paid routes to market each have a role depending on the product, the audience, and the competitive context.

***Also known as:*** Go-to-Market Model, Route to Market Strategy, Sales Model, Route to Market

### Why it matters

The way a product or service reaches a customer is as much a part of the value proposition as the product itself. A business with a strong offering and a poorly matched distribution model will consistently underperform. Distribution decisions shape the customer experience, the cost of acquisition, the speed of market penetration, and the degree of control the business retains over how its brand is represented at the point of sale. As digital and physical channels have multiplied, distribution decisions have become more complex and more consequential. The businesses that perform best are those that make these choices deliberately rather than by default. Distribution intelligence and channel performance data sit in Data & Insights and inform the decisions made here.

### When it matters most

Distribution Model decisions are most critical when a business is launching in a new market, when a new product requires a different route to market than existing offerings, or when changes in customer behaviour have made existing distribution channels less effective. They are also worth revisiting when a new channel represents a genuine opportunity, or when existing channel relationships are creating constraints on growth or brand control.

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### AoM Connected Tools

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