Diversification and building new revenue streams are among the most important topics for leading companies in 2026 — including manufacturers. Technologies continue to evolve, markets are becoming increasingly saturated. Both facts make pure growth through the core business a challenge. New initiatives to build future revenue streams or explore new markets are essential for companies to stay relevant.
Two classic levers are geographic expansion and product innovation. But often there is still a lot of untapped potential in the current markets and existing product portfolio: Are all relevant target groups actually being reached? Or do the existing sales channels limit market penetration? This leads to a third relevant lever, which we explore in this article: building a direct-to-consumer channel.
End customers reached by the manufacturer through its B2B network are often only a fraction of all consumers who could actually be addressed with a product. Direct-to-Consumer (D2C) closes exactly this gap by not replacing B2B but adding an additional channel and therefore an additional revenue driver. Important here: "Consumer" does not necessarily mean a private individual. A consumer is anyone who uses a product as its final user. This means D2C can just as well mean "direct to the processor."
This article presents 3 examples of how leading manufacturers created new business through D2C, either by reaching new customer segments with this direct channel, or by upcycling production surplus and selling them directly to the end consumer.
Diversification and building new revenue channels are critical for a company's survival. Building a direct-to-consumer channel is a proven strategy for manufacturing companies to create new business. In this article, we illustrate the potential of D2C through 3 real-world examples.
D2C Channel Development: 3 Real-World Examples
Not every manufacturer starts from the same position. But our experience has confirmed: many manufacturing companies have untapped D2C potential, and with it, the potential to build new revenue streams.
The following examples show how diverse a D2C channel can be.
1. From Industrial Material to Consumer Product
Products that have previously been sold exclusively to business customers can often be sold directly to end consumers with minimal adjustments to the production chain. The same product can address entirely new target groups through different variants for different use cases. In our example, the manufacturer even developed a successful multi-brand strategy: through various D2C brands, each product is marketed to the right target group for its specific use case.
Plaspack Netze GmbH
Company: Plaspack is the Austrian manufacturer of the textile Austronet, a versatile HDPE net for outdoor use. Since 1973, the company has supplied customers in the construction, agricultural, and events sectors.
D2C Potential: The Austronet material is traditionally sold in the B2B space. But the same material properties — weather-resistant, UV-stable, durable — are also attractive to end consumers: as sun sails, sight privacy, or garden covers.
Result: Plaspack operates under multiple D2C brands, addressing different target groups and use cases: easy2shade sells sun sails and outdoor curtains, easy2cover sells custom-cut tarps and nets, and more complex sun sail solutions can be bought on Soliday.
- Same base product, different variants for different use cases — opening up entirely new target groups
- Multi-brand presence, with each D2C brand specifically addressing one use case and its target audience
- Clear positioning of each brand in its respective market, without dilution from other applications
2. Repositioning Products with Untapped Potential
Some products don't reach their full potential through B2B channels — not because the product isn't appealing, but because the sales channel isn't the right fit. Products that don't require professional installation can often perform significantly better in a direct sales channel.
Simpleas, a Corporate Venture by Blum
Company: Blum is globally renowned for furniture fittings. As is typical for component manufacturers, products are sold through B2B distribution to OEMs and trade partners, because expert installation of the components is required.
D2C Potential: The AMBIA-LINE product range differs from Blum's other products: the functional drawer inserts require no professional installation and can be used directly by the consumer — making them perfectly suited for direct-to-consumer sales.
Result: A D2C venture under the simpleas brand, selling drawer inserts directly to the end consumers target group through an online shop. The B2B business continues in parallel.
- New target group of online shopping driven end consumers reached
- No cannibalization, as simpleas only becomes relevant to consumers after the kitchen purchase
- Positive spillover effect: D2C marketing creates end-consumer awareness that also benefits the B2B channels
- Direct access to end consumers provides a strong testing channel for product innovations
3. Industrial B-Stock Becomes Consumer A-Goods
Production generates surplus, sample materials, or slight deviations from specification. In the B2B business, this "B-grade" stock is often difficult to utilize. But it can perfectly serve a specific end-consumer use case.
Sunbrella ReMade
Company: Sunbrella is a global manufacturer of performance fabrics for outdoor furniture, marine, and sun protection. B2B distribution runs through furniture manufacturers and specialty retailers.
D2C Potential: Production and design processes generate fabric remnants: sample sets, test runs, short rolls. Material of the highest quality, but too small for B2B orders — previously waste or residual material.
Result: A D2C shop Sunbrella Remade with upcycled products: coasters, table runners, bags, wall hangings. Each product is a one-of-a-kind item made from premium material.
✓ New market segment opened up, requiring only minor product adaptations
✓ New revenue channel created from what was previously production waste
✓ Sustainability narrative as a differentiating marketing advantage
✓ Brand building in the end-consumer market with potential for future product lines
Different starting points, one common thread: Direct sales enables manufacturers to create new business with their existing portfolio. That can mean reaching additional target groups who are not — or only inadequately — served through existing B2B structures. But D2C can also mean reaching the same target group more directly and therefore more effectively. In all cases, genuine new business is created without putting the core business at risk.
Conclusion: D2C often an Underestimated Diversification Opportunity
The numbers are clear: companies with a direct sales channel show 30% higher stock price growth than comparable companies without direct sales.² And the trend is accelerating: according to a recent McKinsey survey, 27% of companies plan to build digital or D2C business models over the next five years.³ D2C is no longer a niche channel. It is a strategic growth engine, also for manufacturers.
The potential is often closer than you think and the path to implementation is shorter. With the right approach, a direct sales channel can go live in just 3 months. Profitability is achievable within 12 months.
The question is no longer whether D2C is relevant for manufacturers. The question is whether you have already recognized the potential within your own company.
Would you like to find out whether D2C is a viable option for one of your products? Talk to our experts about a D2C potential analysis.
1Invesp, Direct-to-Consumer Brands Growth: Key Statistics and Trends, 2025
From B2B to D2C: Why, when and how manufacturers should sell underperforming products direct-to-consumer
B2B manufacturers can unlock new revenue streams by building direct-to-consumer channels for underperforming product lines. Discover when and why D2C is an effective approach, and how to efficiently build this new channel.
.png)
.png)
.jpg)
