拒绝坏渠道的一句话：「你能带的客户和我们在服务的不是同一批，贸然做两边都做不好。你手上有 XX 类的随时找我，按转介绍算。」
EN Every deal contains two jobs: persuading (working out his situation, translating value into his outcome, absorbing objections) and moving (quoting, ordering, shipping, invoicing, support). Moving outsources beautifully. Persuading almost never does, because it runs on knowledge only you have, and the cost for a partner to acquire it is usually higher than what he earns on the deal. So the question isn't whether you're short-staffed, it's how much persuasion a deal carries. Low persuasion, thin margin, fast decision — doing it yourself is what loses money. High persuasion, big ticket, customised — handing it over means handing your core to somebody who won't learn it and doesn't want to. The most useful answer is rarely either/or: keep the persuading, give away the moving. Let the partner source leads, make first contact, handle invoicing and front-line support; you take the meeting where the decision gets made. Split the commission the same way — a small rate for a referred lead, a full one for a closed deal.
EN Signing an agreement only means you're on his shelf; it doesn't mean he'll push you. His hours are fixed and his desk is full, so he pushes whatever earns the most per customer contacted with the least chance of blowing up. Four variables set that ranking and the commission rate is only one: what he actually pockets per deal, how many contacts it takes to close one, how long he must study before he dares open his mouth, and who pays when delivery goes wrong. Most people only ever push on the first — twenty per cent to twenty-five — then wonder why nothing moves. The real leverage is usually in the other three. Give him a one-page profile, five opening lines and three objection answers, because partners never write your script, they only use a ready one. Take the hardest step yourself: he books the meeting, you run the demo, and his close rate doubles without you paying a cent more. Put the delivery risk in writing on your side; what he fears isn't earning less, it's losing his own client. And feed the three partners who actually sell rather than the twenty who signed.
EN A platform is generous early because it needs supply: it subsidises you, sends traffic, takes a small cut. Once both sides are dense, extracting rent from your side becomes its optimal move — the take rate rises, organic reach narrows, visibility starts costing money. That isn't a platform turning evil, it's the structure of a two-sided market. So there's only one correct posture: treat the platform as an acquisition channel, never as the place your customer relationships live. On every order that comes through it, do one thing at the moment of delivery — turn that person into someone you can reach directly. Give a reason rather than making a request: "there's something that won't fit on the platform, message me and I'll send it over" is a gift; "add me for discounts later" is a demand. Stay inside the rules — you're pulling the future relationship over, not stealing the current order, and most platforms will close your shop for the latter. One self-check: if your biggest platform cut your traffic by eighty per cent tomorrow, how many customers could you still contact? That number is the business you own; the rest is rented.
真撞车了的一句话：「按报备记录这单是你的，直销这边退出，我让 A 配合你做技术支持。」——成本是一单，买回来的是制度的可信度。
EN Channel conflict has one root cause: the same customer can be reached by two paths and nobody said in advance who gets paid. The damage isn't the argument, it's that partners stop investing — a partner who nurtured an account for three months and watched your direct team close it in the last step won't complain, he'll quietly stop bringing you customers, and you lose every future deal rather than that one. People's resistance to an unfair split runs far deeper than most sellers expect: they will forgo their own gain to punish it. So the fix is entirely upfront. Divide the map by segment, territory or product line; run a deal-registration process where the partner submits a named account, you confirm within two working days, and the account is his for ninety days regardless of who ends up negotiating — with your own direct team held to the same process; publish the named-account list in advance rather than declaring an account strategic after the fact; and keep the price identical whichever path the customer buys through, discounting into the partner's margin rather than the customer's quote, because an inconsistent price humiliates him in front of his own client.