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.
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Insights from 50+ senior leaders across various industries
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What is it about?
In this whitepaper, we examine why specific products often underperform in traditional B2B channels, even if they are well-designed and solve a clear customer need. We show how a targeted direct-to-consumer (D2C) approach can unlock their potential as a parallel revenue stream. We also guide B2B manufacturers and component producers in assessing whether these underperforming product lines are a fit for the D2C approach. We outline a proven roadmap to build a D2C channel efficiently and make profitability forecastable quickly, while staying independent and safeguarding the core B2B business.
Who is it for?
This whitepaper is designed for senior decision-makers and leaders in B2B manufacturing companies. It is especially relevant for those managing product portfolios where certain lines underperform, and who want to explore if a direct-to-consumer channel could unlock new revenue potential.
Your take-aways from this whitepaper
When to move into D2C
Some product lines underperform even though they solve a real customer need, simply because they do not fit the channels they are sold through. The whitepaper outlines key indicators we identified, to assess the D2C potential of these product lines.
Why D2C can unlock new growth
Direct-to-consumer continues to grow across industries, and manufacturers can benefit just as much as consumer brands. Done right, D2C brings brand and pricing control, direct customer access, and revenue diversification.
How to build D2C fast and lean
In order to quickly launch a D2C business, specific organizational preconditions need to be in place for the D2C team, such as organizational independence and a lean and agile working mode. Following a stringent roadmap, which we share in the whitepaper, the business can launch and establish a clear path towards profitability within 12 months.
When to move into D2C
Some product lines underperform even though they solve a real customer need, simply because they do not fit the channels they are sold through. The whitepaper outlines key indicators we identified, to assess the D2C potential of these product lines.
Why D2C can unlock new growth
Direct-to-consumer continues to grow across industries, and manufacturers can benefit just as much as consumer brands. Done right, D2C brings brand and pricing control, direct customer access, and revenue diversification.
How to build D2C fast and lean
In order to quickly launch a D2C business, specific organizational preconditions need to be in place for the D2C team, such as organizational independence and a lean and agile working mode. Following a stringent roadmap, which we share in the whitepaper, the business can launch and establish a clear path towards profitability within 12 months.
The insights you will gain
- Know what it means to start a D2C channel for an underperforming product line
- Be able to assess whether your underperforming product line is D2C-ready
- Have insights into how a proven D2C roadmap for B2B corporates looks like
- Understand critical questions to ask when starting D2C
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Download the paper now
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Key numbers
77%
of participants cite revenue stream diversification as a primary reason for engaging in venture building
85%
of participants use revenue generation to measure the success of their venture building activities
67%
of participants say the venture building budget has either remained stable or increased over the past 12 months
59%
of participants believe venture building will significantly contribute to their company's growth and stability over the next 5 years
The expertise behind this publication
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Philippe Thiltges
Mitbegründer & CEO
Philippe hat die Innovationslandschaft in Österreich und Deutschland in den letzten zehn Jahren maßgeblich geprägt. Sein ausgeprägtes unternehmerisches Denken hat die Gründung und das Wachstum von 150 neuen Unternehmensprojekten unterstützt. Philippe war an Projekten mit einer Finanzierung von mehr als 100 Millionen Euro beteiligt.
Elisa Schweigkofler
Senior Growth Architect
Elisa ermöglicht nachhaltiges Wachstum – mit datengesteuerten Go-to-Market- und Skalierungsstrategien. Aufbauend auf ihrer umfassenden Expertise im Performance-Marketing verfügt sie über eine nachgewiesene Erfolgsbilanz in jeder Phase des Aufbaus von Unternehmen: von der Ideenvalidierung bis hin zur Einführung und Skalierung leistungsstarker Kanäle. Sie kombiniert datengetriebene Entscheidungen mit echtem Kundenverständnis – und schafft so die Grundlage für kontinuierliches Wachstum und Kundenzufriedenheit.
Gunther Winkler
Venture Architect
Gunther vereint seine hands-on Mentalität mit einem kreativem Unternehmergeist und einer starken analytischen Denkweise. Er ist besonders gut darin, sich intensiv mit komplexen, unbekannten Themen auseinanderzusetzen, um schnell praktikable Lösungen zu finden, sei es bei der Validierung neuer Ideen oder beim operativen Aufbau und der Skalierung von Projekten. Gunther bringt Erfahrung aus Start-ups, Beratung und Non-Profit-Organisationen, und einen MBA und MSc als betriebswirtschaftliche Grundlage.
