The D2C division suffers from structural ambiguity
An international fashion manufacturer had established a D2C division during the Covid-19 pandemic. However, leadership, professionalism, and transparency were lacking. While a webshop and platform business existed, the foundations for scaling were not established.
Four Strategic Improvement Priorities
The newly established D2C division suffered from a lack of leadership with unclear roles and a lack of professionalism. At the same time, the webshop and marketplaces needed to become more efficient despite limited resources. Simultaneously, the launch of a new brand was imminent, while the team needed to be strengthened.
Two-Phase Plan Through Stabilization & Scaling
A two-stage approach was implemented. Phase 1 focused on stabilizing the operations, while Phase 2 prioritized scaling the operational business. Alongside these phases, the team received ongoing development training.
Quantifiable results achieved within nine months.
A status quo analysis revealed existing structuring shortcomings. To address these weaknesses roles were clarified, processes optimized, and webshops/marketplaces improved. Through coordinated measures with adjacent departments including IT, fulfillment, and production, the D2C business was expanded. Simultaneously, job enrichment, employee empowerment, and team building fostered the team’s development into a high-performing, self-reliant unit.
