Details anonymised at client request.
Business Situation
The company had previously attempted direct-to-consumer expansion multiple times but faced repeated execution challenges across technology selection, fulfilment planning, and distributor alignment. Leadership recognised long-term strategic value in building a D2C channel, but internal concerns around channel conflict and operating complexity had prevented earlier initiatives from reaching scale. The organisation needed a commercially viable D2C model that could coexist with existing modern-trade relationships without disrupting core distribution economics.
What the Consultant Did
An independent business-model and growth consultant conducted customer research, channel-conflict analysis, fulfilment planning, and evaluation of comparable FMCG D2C operating models. The engagement included subscription-model design, pack-architecture strategy, fulfilment-network planning, commercial business-case development, and implementation planning for the D2C launch. Particular focus was placed on reducing distributor conflict risk while building a commercially sustainable direct-to-consumer operating structure.
What Changed
The company launched its D2C subscription model with differentiated product architecture and a fulfilment structure designed to support national delivery operations without disrupting existing retail relationships. The revised approach also improved organisational alignment around the D2C strategy and reduced resistance from internal distribution stakeholders.
Evidence, not adjectives.
The measurable changes recorded during or following the engagement.
D2C revenue reached ₹1.4 Cr in the first full quarter post-launch
Subscriber base reached 2,900 within the first 60 days
90-day subscriber retention reached 71%, above initial projections
D2C operating model launched alongside existing modern-trade network
