D2C sales for B2B companies: Why manufacturers should rely on direct sales

Reading tip: Increase customer satisfaction in the long term: 13 valuable tipsMore and more traditional B2B companies are discovering the D2C (direct-to-consumer) model for themselves - and for good reason. Direct sales to end customers open up new sales potential, allow more control over the brand, pricing and customer relationships and provide companies with valuable insights into the market that often remain hidden in traditional B2B sales. At the same time, competitive pressure is increasing - many competitors are already launching their own online stores or marketplace strategies. In this interview, e-commerce consultant Timo Daedrich explains why the D2C approach is gaining relevance right now, what advantages it offers and how to get started.

Why D2C is becoming increasingly relevant for B2B companies

Direct sales to end customers (D2C) offers companies much more than just a higher margin due to the elimination of intermediaries. It creates completely new growth opportunities, such as direct access to customers who were previously almost impossible to reach via traditional sales channels. Companies can market their products in a targeted manner, actively build customer relationships and make their business model much more flexible. More and more manufacturers are taking control of their distribution channels to stay competitive and operate more independently from retail partners.

In addition to economic benefits, D2C also has a positive effect on brand perception - through a consistent brand presence, controlled pricing and direct dialog with the target group. Digital sales channels such as online stores or marketplaces offer the ideal basis for reaching new customer groups, testing products more quickly and reacting flexibly to market changes.

The most important advantages of the D2C model at a glance

Direct sales to end customers brings far more than just a new sales method. It fundamentally changes how companies think, plan, and operate—essentially transforming the entire business model. For traditional B2B companies in particular, D2C not only opens up additional sales potential, but also structural advantages across all areas of the company.

Brand and price sovereignty

In the D2C model, manufacturers retain full control over how products are presented, marketed and priced - in contrast to traditional B2B sales, where sub-dealers decide on presentation and pricing. Companies can build their brand identity, tell better product stories and pursue consistent pricing strategies.

“Another advantage is the control over brand, prices and content. In contrast, the B2B business model leaves it entirely up to the retail partners to decide how the products are presented and placed online or offline,” - says Timo Daedrich.

Direct customer loyalty

D2C creates a genuine relationship with the end customer - including valuable data on purchasing behavior, interests and needs. These insights enable personalized marketing, targeted communication and continuous optimization of the product range and customer experience.

Faster innovation cycles

Direct market access allows new products to be tested in small batches before they go into large-scale production. Companies receive real customer feedback more quickly and can react to it flexibly. This makes D2C the ideal environment for agile product development.

Digitalization in the company

The development of a D2C business model automatically brings with it a push towards digitalization and process optimization. E-commerce platforms, automated processes, data-driven work and modern IT systems (e.g. for CRM, PIM or fulfillment) become the new normal.

What is particularly exciting is that hybrid models are also possible. For example, some companies use D2C primarily to gain content sovereignty - but the actual sale is still made via the B2B partners.

What is the fundamental difference between D2C and traditional B2B sales?

The entry into the direct-to-consumer business is not just an “add-on project”, but a holistic change in the corporate structure and business model. In contrast to traditional B2B sales, which relies heavily on long-standing retail partners and multi-level distribution chains, D2C focuses on the end customer and their experience.

• Operational changes: The demands on internal processes are increasing significantly. A successful D2C model requires a seamlessly functioning process landscape and infrastructure designed for direct sales.

• Product presentation & content production: product data, texts, images and videos must be prepared in a way that is appropriate for the target group and for each channel - depending on the store, marketplace or social media platform, often in different variants. A consistent brand world requires targeted content strategies.

• Customer data & CRM: The direct customer relationship makes handling data a core competence. Those who understand customers can target marketing more effectively, personalize it and build long-term loyalty. At the same time, data protection and data security requirements are increasing.

• Process landscape & fulfillment: From the warehouse to shipping and returns processing, every process must be geared towards high efficiency and a smooth customer experience. Customer service also becomes a central interface that must respond quickly and professionally - ideally supported by an efficient helpdesk or chat system.

• Strategic realignment: D2C also means rethinking marketing and brand presence. Instead of sales meetings and trade fairs, what counts now is a holistic customer journey that is digitally conceived and managed - with touchpoints via SEO, social ads, influencer campaigns, newsletters or retargeting.

• Strategic realignment: D2C also means rethinking marketing and brand presence. Instead of sales meetings and trade fairs, what counts now is a holistic customer journey that is conceived and managed digitally - with touchpoints via SEO, social ads, influencer campaigns, newsletters or retargeting.

Timo sums it up like this:

"In B2B sales, manufacturers have multiple distribution levels in between—they work with wholesalers, retailers, and sometimes even additional intermediaries. With the D2C approach, they sell directly to end customers, creating a direct customer relationship that didn’t exist before."

Customer journey in the D2C model

While in traditional B2B sales many points of contact were made via retail partners, manufacturers in the D2C model are in direct contact with the end customer.

1. Initial contact with the brand is often made via digital channels: social ads, influencer recommendations, Google search results, blog posts or price comparison portals. In this phase in particular, it is crucial to build brand awareness and reach potential customers at an early stage - through strategic online marketing, strong content and targeted campaigns.

2. As soon as interest is aroused, the actual research begins. Customers obtain information via the online store, product detail pages, FAQs or test reports. The user experience must be convincing here - with high-quality product presentation, precise information, transparent prices and simple navigation. Marketplaces also play an important role, as many customers start their product search directly on Amazon, for example.

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3. In your own online store, the checkout process is crucial for completing a purchase. Factors such as different payment methods, seals of approval, ratings or uncomplicated returns conditions increase trust and the completion rate. But packaging design, shipping speed, product quality and customer service also shape the perceived brand quality.

4. However, the customer journey does not end with the purchase, as satisfied customers should ideally return. This is where measures such as personalized emails, service communication, loyalty programs or exclusive offers come into play. The use of CRM is also becoming increasingly important, as customer data enables targeted retargeting, as well as an individual approach and long-term loyalty.

First steps and typical hurdles for B2B companies

Entering the D2C (direct-to-consumer) business is a strategic step and should be well thought out. If you want to sell directly to end customers, you need more than just a new sales structure: you need a holistic concept that fits the company and the brand.

Careful planning is essential for this. The key questions are:

• Does the D2C model even fit in with the existing product portfolio?

• Which target groups should be reached via this channel and how do they differ from the existing customer base?

• What role should D2C sales play in the overall context of the company?

„The prerequisite for everything, in my view, is first and foremost very, very careful planning before starting the entire project. I recommend a structured approach, where the very first question to be answered is whether D2C even makes sense." - says Timo.

Companies need to build up internal resources, establish new processes and implement suitable IT systems - for CRM or fulfillment, for example.

Not to be underestimated: Potential conflicts of interest with existing retail partners. This requires early communication, well thought-out channel management and, if necessary, a clear demarcation of sales channels.

Best practices in the D2C business - 5 tips from the pros

1. Realistic goals and lean implementation with flexibility

A key success factor is a clear, pragmatic start. Instead of setting up complex large-scale projects, a focused start with clearly defined goals and a minimum viable setup (MVP) is recommended. The focus is initially on the essential processes - additional functions can be added later. This ensures that the project remains manageable and initial sales gradually refinance the expansion.

A D2C project thrives on continuous learning and the willingness to adapt. Instead of pursuing long-term detailed plans, it makes more sense to start in small steps, gain experience in the market and continuously optimize processes. This approach reduces risks and quickly produces meaningful results.

2. Involve internal and external persons

Open and early communication is crucial - both within the company and with trading partners. Internally, all affected departments - such as logistics, accounting, customer service or sales - should be involved at an early stage in order to avoid frictional losses. Externally, it is important to inform trading partners transparently about the D2C plans, take potential concerns seriously and develop joint solutions.

3. Clearly structure processes and be open to errors

Professional process management creates the basis for scalability. The creation of a process map is helpful here: a structured representation of the existing processes and the target processes. On this basis, dependencies can be better recognized and optimization opportunities can be specifically identified. D2C projects are dynamic - not everything can be planned in advance. It is crucial to gather initial experience at an early stage, learn from setbacks and implement new findings directly. Controlled trial and error is often more effective than lengthy preliminary analyses.

4. Make success measurable

Meaningful KPIs should be defined and regularly reviewed right from the start. This allows progress to be evaluated objectively and areas for action to be identified at an early stage. Data-driven management increases the probability of success and creates transparency throughout the entire course of the project.

5. Build up specialist knowledge in a targeted manner

Building up internal expertise is a key component of sustainable success. In addition to this, it makes sense to bring in external expertise on a selective basis - for example through training or project-related consulting. In this way, wrong decisions can be avoided and internal expertise can be strengthened.

From the field: How CHEMOFAST successfully established a D2C strategy

Latori customer CHEMOFAST shows how a well thought-out sales strategy can strengthen the direct line to the end customer. As part of its D2C orientation, the company relies on a multi-channel approach - with a clear focus on digital channels such as its own website and relevant online marketplaces. This is supplemented by targeted performance marketing measures, such as Google Ads, to continuously increase the visibility of the CHEMOFAST brand.

At the same time, traditional sales remain an important part of the strategy. An experienced sales team ensures that proven sales channels are not lost sight of. CHEMOFAST pays attention to a clear differentiation between brand sales and private label business. While the D2C approach is geared towards direct sales under the CHEMOFAST brand to end customers such as craftsmen or DIY enthusiasts, the company produces in the private label sector for large partners who sell the products under their own brand. This enables CHEMOFAST to address different target groups in a targeted manner - and to operate successfully in both the brand and partner business.

Conclusion

Direct sales to end customers has long been more than just an additional sales channel for B2B companies - it is a strategic lever for growth, customer loyalty and brand strengthening. Those who think D2C consistently not only create new sales potential, but also gain valuable insights into the market and strengthen their own competitiveness. However, getting there requires careful planning, clear goals and the willingness to further develop existing processes. With the right strategy, suitable systems and a holistic approach, D2C can become a decisive success factor for manufacturers.

Many thanks to Timo Daedrich for this exciting interview!