The D2C Model in E‑Commerce: A Guide for Brands and Managers

The D2C (Direct-to-Consumer) business model is becoming increasingly popular in the world of e-commerce. It involves direct sales without intermediaries – the manufacturer delivers products directly to the consumer, instead of using wholesalers or retail stores. Thanks to this, the company has full control over prices, brand and customer experience, which has proven to be crucial especially in the era of digital transformation and changes in shopping habits (accelerated by the COVID-19 pandemic). The trend is global – it is estimated that the value of the global D2C market will reach USD 1.5 trillion by 2025 (average annual growth of ~25%). What's more, 63% of consumers declare that they have already bought directly from the manufacturer's website, and even 81% plan to do so in the coming years. This clearly shows that the D2C model is becoming a new sales standard from a curiosity.

April 22, 2025

Aleksander Olszewski

In this article, we explain what the D2C model is and how it differs from traditional B2B/retail distribution, discuss the key benefits of this approach, but also the challenges and risks associated with switching to D2C. We will look at what the D2C market looks like globally (with brand examples) and the growing popularity of D2C in Poland and local conditions. We will also present what tools and platforms (e.g. Shopify, fulfillment, CRM) support the development of D2C, and finally, we will present a step-by-step guide on how to move from the wholesale model to D2C. This article is aimed at professionals: brand owners and managers considering implementing a Direct-to-Consumer strategy.

What is the D2C model and how does it differ from traditional distribution?

Direct-to-Consumer is an approach in which the manufacturer sells its products to the end customer themselves, without the participation of traditional intermediaries. By comparison, in the classic B2B2C model, the product goes through wholesalers and retail chains before reaching the consumer. In D2C, we skip these stages – the brand sells through its own channels (e.g. online store, company brick-and-mortar stores, sales on social media, etc.). This translates into several significant differences:

Supply chain vs. own distribution: In traditional distribution, the manufacturer gives control over sales to trading partners. In D2C, the company takes full control of the supply chain – from production to end customer service.
Relationship with the customer: In the wholesale model, the manufacturer rarely has direct contact with the consumer (this is handled by the retailer). On the other hand, D2C means a direct relationship between the brand and the customer, which allows for a better understanding of their needs and responding to them in real time.
Sales channels: Traditionally, sales take place through partner stores, chain stores or marketplaces. In D2C the main channel is your own online store (often supplemented by other direct channels, e.g. social media platforms, pop-up stores).
Control over the brand and experience: In the retail model, the manufacturer delivers its product to the store and has limited influence on how it is presented to the customer. D2C gives full control over the brand image, product presentation and customer service - from packaging to marketing communication.

To sum up, D2C can be treated as B2C sales without intermediaries. This model has been known for years, for example from the catalog or mail order industry, but it was only the development of the Internet and e-commerce that gave it its current momentum. Modern D2C brands are often “digital-native” – focused on e-commerce and online customer contact from the outset – but increasingly large, established companies are also implementing D2C channels alongside traditional ones. For example, Nike has significantly increased its share of direct sales in recent years, and many FMCG companies are creating their own online stores to become independent from retailers.

Key benefits of the D2C model

The transition to a direct-to-consumer model offers companies a number of tangible business benefits. The most important of these include:

Higher margins and price control: Eliminating intermediaries means that the manufacturer retains the full retail margin instead of sharing it with the wholesaler and store. Even by offering customers a slightly lower price than in a traditional network, a D2C company earns more per product unit. Additionally, it has full freedom to shape its pricing policy, promotions and discounts - without pressure from distributors. This improvement in profitability allows for reinvestment of funds in product development, marketing or customer service.
Direct access to the customer and data: D2C provides the possibility of direct contact with the consumer - both literally (customer service, social media) and through access to purchase data. The company can collect information about customer behavior, their preferences, purchase history, etc. This first-party data is invaluable - it allows for better customer segmentation, personalization of marketing communication and faster response to market trends. In a wholesale model, the manufacturer usually does not receive such data (it remains with the retailer). In D2C, customer data becomes a company asset, which is of great value in the era of data-driven marketing.
Control over the brand and experience: By selling directly, the brand has full control over the customer experience – from the customer's first contact with the ad or website, through the purchasing process, to after-sales service. You can ensure a consistent marketing message, unique packaging, personalized messages to the buyer, loyalty programs, etc. In the traditional channel, manufacturers are dependent on the standards and actions of sellers (e.g. shelf exposure, quality of service in the store). D2C allows you to build a stronger bond with the customer and brand awareness, which translates into greater loyalty. Customers appreciate brands that offer a consistent, refined shopping experience.
Faster innovation and time-to-market: In the wholesale model, introducing a new product often requires convincing intermediaries (e.g. chain stores) to stock it, which can be time-consuming and risky. D2C gives you the freedom to quickly test new products on a small scale, directly on the market, with immediate customer feedback. The manufacturer can introduce product innovations without the "filter" of a conservative retailer. A shorter supply chain also means a faster response to changing trends – D2C companies can quickly adapt their offer to consumer expectations, because they decide on the assortment and availability themselves.
Global reach and new markets: D2C e-commerce has no geographical boundaries – a well-designed online store allows you to reach customers all over the world from day one. The manufacturer is not limited by a distribution network in one country. It can relatively easily enter new markets by locating the store and launching international shipping. This opens up additional growth channels, unavailable in the traditional model (where international expansion requires building a network of partners).
Stronger customer loyalty: A direct relationship helps build a community around the brand. D2C enables you to run your own loyalty programs, communicate on social media, engage customers (e.g. through feedback, co-creation of products). Customers feel part of the brand, which increases their loyalty. Statistics show that customers who buy directly often do so because of better prices and delivery, but in the long run they stay with the brand for a better experience and relationship. Higher loyalty translates into higher CLV (Customer Lifetime Value) and free word-of-mouth marketing when satisfied customers recommend the brand further.

Of course, there are more advantages (e.g. freedom in shaping cross- and upselling, lack of competition on the shelf from other brands, the ability to build a unique community of customers, etc.), but the above are most often mentioned by companies that have been successful in the D2C model.

Challenges and risks in moving to the D2C model

Although the benefits are attractive, the path to the D2C model is associated with serious challenges. Companies accustomed to wholesale must prepare for changes in operations and strategy. Here are the key D2C challenges and risks to consider:

Building e-commerce and marketing competencies: In the D2C model, the manufacturer conducts sales and promotion independently, so it needs internal competencies in these areas. B2B companies often do not have extensive B2C marketing departments, online store UX specialists, performance marketing or retail customer service. Moving to D2C requires investing in a team or outsourcing some services (e.g. e-commerce, marketing agency). Lack of experience can result in mistakes at the beginning (e.g. poorly planned digital campaign, non-intuitive store), which will slow down the return on investment.
Logistics and fulfillment: Direct sales mean that the burden of order fulfillment rests with the manufacturer. You have to organize product storage, packing individual packages, shipping by courier to thousands of customers, as well as handling returns and complaints. This is a completely different scale of operations than shipping pallets to several wholesale recipients. D2C logistics can be complicated and expensive, especially at the beginning, when the company is learning to optimize processes and there is no scale effect. However, reliable delivery is critical to customer satisfaction – delays or errors in execution can quickly ruin a brand’s reputation.
Technological challenges: Implementing a D2C channel involves the need to have a modern e-commerce platform and the integration of many IT systems. It is necessary to synchronize the online store with the warehouse (WMS), ERP system (stock levels, invoicing), online payment system, couriers, CRM, etc. System integration can be complex – lack of consistency can result in, for example, the sale of products that are out of stock or delays in data updates. The company must also ensure the security of customer data and payments. Technology is the backbone of D2C – it requires investment and specialist support (e.g. an experienced systems integrator, programmers).
Initial costs and investments: Launching D2C sales is a significant investment. You need to build or buy a store platform, invest in marketing (digital campaigns, content), maybe rent a warehouse or fulfillment partner, hire new employees. The barriers to entry are high – unlike the wholesale model, where partners bear part of the distribution costs. Before D2C starts generating profits, the company must absorb these costs. Therefore, budget planning and gradual scaling are key, so that the company's cash flow can handle it.
Channel conflict and relationships with partners: A significant risk is the reaction of current distributors and retailers. Partners may feel threatened when the manufacturer starts selling directly (they fear losing sales to the online channel). They may even withdraw from cooperation or force the manufacturer to take uncompetitive actions (e.g. not lowering online prices). Therefore, when moving to D2C, you need to carefully manage channel conflict – e.g. maintain similar prices in your own and partner channels, clearly communicate the "omnichannel" strategy (both channels can coexist), or offer partners other forms of cooperation. In extreme cases, a company may decide to abandon wholesale in favor of full D2C, but this is a strategic decision with major consequences.
Large-scale customer service: In the B2B model, the manufacturer rarely deals with mass service of individual customers (this is done by stores). When moving to D2C, you need to create a customer service department (helpline, chat, e-mail) and prepare for contact with hundreds of inquiries from consumers. Each of them must be handled efficiently and professionally – otherwise, it is easy to get negative opinions on the Internet. Customer service is becoming a critical function of the D2C business. Employees must be trained, procedures must be developed, and scalability must be ensured (e.g. more consultants during peak season).

To sum up, implementing D2C requires a change in the company's operating model. It is neither easy nor cheap, but more and more brands are showing that a well-executed transformation brings significant growth in revenue and brand value. In the following parts, we will look at these successes and ways to successfully enter the D2C path.

D2C in the world - the market and examples of success

The global D2C market is developing dynamically. According to Statista, global D2C brand revenues could reach the aforementioned USD 1.5 trillion in 2025. In the United States alone, the value of D2C e-commerce sales is estimated at $ 213 billion in 2024, and in the UK at £ 120 billion in 2023. (auroracreation.pl). These are impressive numbers that were unthinkable just a few years ago. D2C is growing faster than e-commerce as a whole – for example, in the US, the average annual growth of D2C was ~23% (2019–2023) (startupecommerce.pl), which is significantly above the pace of traditional online trade. Interestingly, it is not only "digital-native" startups that are driving these results. Forecasts indicate that by 2025, large traditional brands will generate as much as $186 billion in D2C sales, while young digital brands will generate ~$39 billion. This is proof that even corporations with a long history are investing heavily in direct channels.

Why do customers choose D2C? Consumer research shows that the main reasons are better prices and delivery convenience - 53% of buyers directly indicate lower prices than in stores, and almost half appreciate better delivery conditions (e.g. free shipping). Younger generations (Millennials, Gen Z) are particularly willing to buy from the source - as many as 43% of Gen Z customers and 64% of Millennials prefer shopping on the official brand website than from intermediaries. For companies, this means that consumer demand is real – customers are consciously looking for the opportunity to buy directly from the manufacturer, expecting benefits and a unique experience.

Examples of global D2C brands: Brands that have focused on the direct model from the beginning have achieved resounding successes on the global market. Classic examples include:

Warby Parker – an eyewear manufacturer that revolutionized the optical market by selling prescription glasses online at a fraction of the salon price. They focused on their own e-commerce and home fitting room, bypassing traditional stores.
Casper – a mattress brand that has proven that even such a large product can be successfully sold online directly to the customer. Casper bypassed furniture stores by offering mattresses in a box with home delivery, which was met with huge interest from customers.
Allbirds – a manufacturer of ecological footwear (famous wool sneakers), which has built a global brand largely online and through its own stores. Thanks to D2C, it controls the quality of the message of pro-ecological values and relations with buyers.
Dollar Shave Club – a company offering razors in subscription, selling directly to customers (often mentioned as a model D2C, although it was eventually bought by Unilever for a billion dollars - which also shows the value of this model).
Glossier – a cosmetics brand that grew out of a beauty blog and social media, selling its own cosmetics only in its own channel (online and in a few company stores), building a cult of loyal fans.

The list of examples could be continued for a long time - from clothing manufacturers (Everlane, Gymshark), through food companies (Nestle launching D2C stores for coffee, etc.), to electronics (e.g. Xiaomi selling phones in its own e-store). The common denominator is a strong brand, close customer relationships, and clever use of the Internet to scale their business. Many of these companies started from scratch, without a presence in traditional channels, which proves that the barrier to entry has been lowered by digital.

However, even traditional companies are adopting the D2C model: for example, LEGO has been developing sales on lego.com for years, Nike is limiting distribution in store chains in favor of its own stores and applications, and Apple has always combined sales through partners with a strong direct channel (Apple Store offline and online). This shows that hybrid strategy combining D2C with other channels is also popular – a company can have a network of partners and its own e-commerce channel in parallel, thus collecting “two sources” of revenue.

Popularity of the D2C model in Poland and local conditions

The Polish e-commerce market also follows the global D2C trend. Although marketplace platforms (Allegro) and wholesale trade dominate here, more and more domestic producers decide to sell directly to the customer. It is worth citing some data: the value of D2C sales in Poland exceeded EUR 1 billion in 2022 (statista.com), which is an increase compared to the previous year. Already in 2021, the D2C segment was recorded an increase of 10.4% year over year, and the trend is accelerating. Experts predict that the share of D2C in Polish e-commerce will grow as the market matures.

Factors favoring D2C in Poland include high e-commerce dynamics in general (the market is growing by approx. 15-20% annually), a growing group of conscious online consumers, and the emergence of ready-made technological solutions (SaaS store platforms, online payments, logistics companies for e-commerce). Direct sales have become one of the key e-commerce trends for 2024. Polish companies see this as an opportunity to increase margins and become independent from large intermediaries (such as retail chains or global marketplaces).

Of course, local specificity matters. The Polish consumer has become accustomed to fast deliveries (e.g. the popularity of InPost parcel lockers), various payment methods (BLIK, PayU), and attractive promotions. D2C brands must meet these expectations by offering service localization – e.g. integration with parcel lockers, BLIK payments/transfers, Polish-language support. Fortunately, the ecosystem of suppliers around e-commerce in Poland is developed, which makes it easier to start (more on this in the next chapter).

Examples of Polish D2C companies: In Poland, we already have many brands successfully selling directly. Examples include both young digital brands and established companies that have added D2C to their strategy:

Mydlarnia Cztery Szpaki – a manufacturer of natural cosmetics that has built a strong brand by offering its products mainly in the online channel (4szpaki.pl store). The company has focused on personalized customer experience, a loyalty program, and direct sales are its main business model. Thanks to this, it quickly expanded its reach to foreign markets, building a base of loyal customers who appreciate Polish eco-products.
Krosno (Krosno Glass) – a legend of Polish utility glass, a company with almost 100 years of history, which recently successfully developed its own online store (krosno.com.pl). Although its products are still available in many stores, Krosno is investing heavily in its own D2C channel – shortening the customer's shopping path and taking care of logistics on its own. The effect is an additional increase in sales and brand rejuvenation – the direct channel allows you to reach a new generation of online customers.
Diablo Chairs – a Polish brand of gaming chairs, which, thanks to the D2C model, has gained a strong position in the gamer segment. They sell their armchairs exclusively in their own online store, building a gaming community around the brand (strong presence in social media) and taking care of direct feedback from users.
Pierre René – a manufacturer of color cosmetics that has been selling online for years (apart from distribution in drugstores). Thanks to the migration to a modern e-commerce platform and D2C activities (its own store, cooperation with influencers), the company increased conversion and online sales, doing very well, for example, during peaks such as Black Fridayauroracreation.pl.
4F (OTCF) - although 4F is a large sportswear brand present in shopping malls, it is worth mentioning that it also has a dynamic 4F online store managed by to end customers. This is an example of an omnichannel strategy, where the brand's own D2C channel (e-commerce) is a significant source of revenue alongside the chain of showrooms, which allows the brand to reach a wider group of recipients.

There are of course more Polish examples, and new ones enter the game every year. Many companies from the FMCG sector are experimenting with D2C (e.g. coffee and confectionery producers - selling limited editions of products directly to consumers). More and more often, even small and medium-sized manufacturing companies in Poland decide to launch their own online store - often in parallel with their current B2B sales. This allows diversification of revenues and protection against changes in the distribution market. As a result, D2C is becoming the "second pillar" of many businesses, ensuring independence and stability of expansion. auroracreation.pl.

Tools and platforms supporting the development of D2C

Above: Shopify ecosystem in Poland – a rich set of integrations (payments, delivery, marketing, ERP, etc.) allows D2C brands to quickly build a complete sales channel. Choosing the right tools is crucial when implementing the Direct-to-Consumer model. Fortunately, today there are solutions available that make it much easier to start and scale direct sales.

E-commerce platforms (online stores): The foundation of D2C is your own online store. You can choose from SaaS platforms (e.g. Shopify, Shoplo/Shoper, IdoSell), as well as open-source (e.g. Magento, WooCommerce) or dedicated solutions. Shopify is the leader on a global scale – according to data, approx. 35% of D2C brands in the US use Shopify as their store platform. Another 25% use WooCommerce, ~15% Magento, etc. Shopify's popularity is due to its ease of use, scalability, and rich plugin ecosystem. This platform offers everything you need to quickly launch a professional store: ready-made templates, payment integrations, support for multiple languages/currencies, and cloud hosting. It is also gaining importance in Poland - a local ecosystem of Shopify partners is being created (e.g. integrations with Polish payments, ERP, couriers - as shown in the graphic above). Of course, the choice of platform depends on the company's needs: large enterprises often focus on Magento/Adobe Commerce or Salesforce Commerce (for full control and integration with corporate systems), while smaller brands choose SaaS for lower costs and simplicity. Regardless of the platform, it is important for the store to be mobile, fast and UX-friendly, because it will be the main point of contact with the customer.

Payment and delivery systems: The key element is online payment gateways, enabling the customer to pay for the order efficiently. Integrations with PayU, Przelewy24, Tpay, Blik, as well as global PayPal or Stripe are popular on the Polish market - all of them can be easily connected to a D2C store. delivery logistics are equally important. D2C companies often use courier services (DHL, DPD, InPost) and offer various delivery options (courier, parcel locker, collection point). Many store platforms offer ready-made shipping integrators (e.g. Apaczka, Furgonetka) that automate the process of sending parcels. The availability of these services means that even a small company can efficiently handle shipments to all of Poland or the EU without having its own logistics infrastructure.

Fulfillment and warehousing: For companies that do not want to deal with the warehouse themselves, there is an option of outsourcing fulfillment. There are companies on the market that offer product warehousing and end-to-end order processing - the brand is only left with running the store and marketing. Examples include local logistics operators specializing in e-commerce (OEX Fulfillment, Omnipack, etc.) or global services such as Amazon Fulfillment (although this is mainly for sales on Amazon). The easy availability of fulfillment services has significantly lowered the barrier to entry into D2C for B2B manufacturers. A company can start without its own warehouse - it is the partner who accepts deliveries from the factory, packs individual orders and sends them to customers under the store's brand. This solution can be beneficial at first, until the scale justifies building your own logistics.

CRM and customer management tools: Since one of the advantages of D2C is access to customer data, it is necessary to have a system to use it. CRM (Customer Relationship Management) allows you to collect customer data, contact history, preferences, and use them, for example, in marketing or service. Popular solutions include Salesforce CRM, HubSpot, as well as tools dedicated to e-commerce (which often combine CRM and marketing automation functions). Thanks to CRM, the brand can conduct personalized communication - e.g. send emails with recommendations based on previous purchases, segment customers for campaigns, manage a loyalty program. In the Polish reality, many e-shop platforms have simple CRM built-in, but growing companies often integrate external ones to have a full 360° customer view.

E-commerce marketing and analytics: An arsenal of marketing tools is necessary to support direct sales. In D2C, especially: Marketing Automation Systems (e.g. Klaviyo, Synerise, User.com - for sending personalized emails/SMS and campaign automation), advertising platforms (Facebook Ads, Google Ads - with tracking conversion in the store), Social Media Management (e.g. tools for planning content on Instagram, Tiktok, where the promotion of D2C brands often takes place) and Internet analytics (Google Analytics 4, as well as more advanced analyzes of customer cohorts, LTV, etc.). Thanks to these tools, the brand can to effectively obtain traffic to its store and optimize the results. In the practice of D2C, they often operate in the Data-Driven Growth model, constantly measuring KPIs like a CAC (cost of customer acquisition) or Roas of the campaign.

To sum up, the technological ecosystem around D2C is very rich today. Ready platforms and services mean that The launch of the Direct-to-Consumer channel is simpler than ever -even without a great IT team. The key is to choose tools that match the scale and needs of our business, and to ensure their mutual integration (e.g. CRM and Fulfillment store). Further, however, the most important is appropriate strategy and execution , about which in the next chapter.

How to go from wholesale to D2C - step by step

Implementation of the D2C model in a traditionally operating B2B/wholesale is a serious strategic project. It requires passing through a number of stages - from market analysis, through operational preparation, to changing the way of thinking about the client. Below is Step by step a plan that can be used as a road map for the company considering direct sales start:

Step 1: Analysis of market and competition D2C
Before investing in a new model, you should well recognize the environment. Check that is there a demand from the end customers for the direct purchase of your products. Also investigate competition : Which companies have already gone to D2C in your industry? What products do they offer, at what prices, what are their online store and marketing? By learning from the experience of others, you will easily see the chances and potential niches. Competition analysis will also help identify what you can stand out and what mistakes to avoid. At this stage, it is also worth talking to current trading partners and key clients - would they be ready to buy directly, what would they expect? Collecting this information will allow you to make an informed decision about the D2C.

Step 2: Determining the proposal of values for the customer
wholesale and retail sales differ in the fact that in D2c is the consumer is in the center . So we must clearly define, what value do we offer to the end customer . Ask yourself: Who is our target customer? What problems does our product solve? What unique features or stories (storytelling) of our brand can attract customers? In the D2C model, it is often key to build an attractive brand identity and narrative that will appeal to the consumer. Develop a coherent marketing message - this is the foundation for the construction of a store and campaign. Your offer for the D2C customer should include specific benefits: e.g. better price than in stores, exclusive products available only with you, convenient delivery, warranty freshness/straight from the factory, product personalization, etc. Why the customer should buy directly from you, not in the store? - the answer to this question must be bright. id = ""> Step 3: Selection of channels and building an online store
The next step is the decision, where we will sell directly . The basis is usually your own online store - select the platform (previously discussed tools) and start implementing it. At the beginning it does not have to be an extensive solution - many experts advise to build mvp store (minimum viable product) with basic functions and test it on the market. At the same time, we can consider Additional D2C channels : Sales at social media (Facebook/Instagram Shops), sales at Marketplace as a direct seller (e.g. an official store for Amazon/Allegro-although this is not quite "without an intermediary", but your own store at Marketplace can support the strategy), or periodic Stores offline for brand promotion. At this stage, it is also crucial to plan the whole Step 4: Preparation of logistics and order service
Before starting sales you need to have a ready plan, . This includes: providing appropriate Storage states (so as not to disappoint the lack of goods), organization Magazine or selection of a Fulfillment operator, setting conditions and prices Delivery (e.g. free shipping from a certain amount), preparation of packaging for shipping (valid element (valid element (valid element branding!), As well as the service procedure Returns . It is worth establishing cooperation with 2-3 courier companies for flexibility. Make sure you have a system for managing orders and a warehouse - this can be a module in the store platform or a separate OMS to track each order from placement to delivery. Remember that the first experience of customers with delivery will set an opinion about your D2C brand - so ensure the timeliness and quality of packaging from the very start.

Step 5: Marketing and acquisition of movement (Launch plan)
"you will build" e-commerce. You must actively bring customers to your new store. Prepare marketing plan to launch and the first period of action: Social media campaigns, Google Ads to the brand and keywords, e-mail marketing (e.g. to the customer base, if you already have some from the previous activity), cooperation with influencers, PR informing about the new shop, etc. It is worth creating some of the noise around the premiere-e.g. ID = ""> Promotion to start for the first customers, limited editions of products only online, competitions on social media. In D2C marketing, it is crucial to build awareness that now you can buy directly from the manufacturer . If your products were previously available only through intermediaries, you need to "redirect" part of the demand to the new channel. Monitor the effects of individual marketing activities and flexibly adapt budgets - at the beginning you learn which conversion channels work best for your brand.

Step 6: Customer service and building relationships
Since the start of the D2C channel, your company also becomes Seller> Seller> retail , which means direct contact with clients. Prepare a team (even if it is initially one person who performs many roles) for efficient inquiry service - set contact channels (e -mail, telephone, chat on the page), develop faq for customers, returns policy, guarantees, complaints. It is important to respond quickly - retail customers expect answers over hours, not days. Also remember about building after -sales relationships : e.g. send thanks for the purchase, ask for an opinion/review, propose a entry to the newsletter or command program. Any satisfied D2C customer can return to the next purchases, so treat service as an investment in loyalty. This is something that the manufacturer did not have to do in the wholesale model - now it becomes everyday life.

Step 7: Monitoring of results and optimization
After starting direct sales, collect data and measure efficiency new channel. Follow key indicators: website traffic, conversion rate, average order value, cost of obtaining a customer, return from marketing campaigns, returns level, etc. These data will show where there are strengths and where the bottlenecks require improvement. For example, if a lot of people visit the store, but they buy little - maybe the problem is UX pages or too high delivery costs. If advertising costs exceed the value of orders - you need to work on better targeting or increasing the value of the basket (e.g. by offering product bundling). D2C is an iterative process : We improve the offer, communication and operations in response to market reactions. Enter step by step improvements, listen to the feedback of customers (they will often tell you directly what they like and what they don't) and treat the first year of action as a period of learning. It is also good to test various initiatives - e.g. influencer marketing campaign, new functionalities in the store (chatbot, live shopping) - and scaling of those that will work.

Step 8: Step and integration of sales channels
When the D2C model starts to think, it's time to About scaling. This means, among others The range of assortment available online, entering subsequent markets (e.g. foreign sales after a successful local start), investments in larger marketing campaigns or possible opening a showroom or company stationary store to strengthen the presence (many D2C brands opens physical facilities when the database of online customers). Scaling must go hand in hand with the further professionalization of the operation - maybe you will need to expand the warehouse, automate processes, implement a full ERP or PIM system to manage product information. At this stage, it is also important Integrating the new channel with the rest of the company -e.g. matching production to e-commerce demand to maintain the continuity of supplies, or developing a model of coexistence with existing channels. Ideally D2C should become One of the pillars of the omnichannel strategy companies - so that the customer, regardless of whether he buys directly or by partners, has a consistent experience with the brand.

The transition from wholesale to D2c is a complex process, but divided into the above steps becomes more flexibility and readiness for quick changes are the key features of successful implementation D2C. with the client, higher margins and independence from intermediaries. As the examples of global and Polish brands show, a well -realized D2C strategy can take a business to a higher level . At the same time, this requires a professional approach: investment in appropriate tools, building e-commerce competences and thoughtful change management. Not every company pays to abandon the existing model completely - it is often the optimal approach to a hybrid approach, combining wholesale sales with the D2C channel.

regardless of the path chosen, the trend is clear : consumers want to buy directly from the brands they trust, and technologies make it easier to meet this need. In Poland, along with market maturation, you can expect further loud successes of D2C brands and expanding the ecosystem supporting this model. For company owners and managers, this means that it is worth now Direct-to-consumer in your strategy -perhaps as a response to the growing requirements of customers and competition. With proper planning and execution, D2C can become an important driving force, a source of valuable data and a way to build a lasting relationship with recipients. In the digital era of control over the brand and customer experience, being closer to the consumer is an advantage that it is getting harder not to afford .

Request a free eCommerce scoping session

What's next?

The expert contacts you after analyzing your requirements.

If necessary, we sign NDAs to ensure the highest level of confidentiality.

You receive a comprehensive proposal with an estimate and a schedule.

Thank you for contacting us!

Oops! Qualcosa ha insegnato il modulo.