Start with the market, not the partner list.
The first question is not “Who can distribute us?” It is where the product has a real reason to win, who the customer is and which route makes commercial sense.
Make the economics work first.
European pricing has to survive the full route to the customer: margin, VAT, logistics, retail economics, promotion and after-sales requirements. A partner cannot repair a model that does not work on paper.
Know what you actually need a distributor to do.
Stock, logistics, local sales, retail relationships, marketplace execution and brand development are different jobs. Be clear about which of them the market really requires before choosing the structure.
Test the assumptions before the commitment.
Real conversations with customers, buyers and potential partners quickly show where pricing, positioning or channel logic still needs work. A focused test can be more valuable than signing the first available agreement.
Then choose the route that fits the business.
Direct sales, an existing partner, a local setup, distribution or a combination can all be valid. The point is not to avoid distributors. It is to choose one because the market case supports it.