Digital Strategy & transformation plan D2C Commerce
From fragmented D2C ownership to a 20% revenue uplift
VZ Consulting
A manufacturer of household appliances came to VZ Consulting with a D2C channel that technically existed but didn't really work. No one owned the core eCommerce processes end-to-end, which meant manual workarounds everywhere, a customer experience that suffered for it, and a growing list of operational costs nobody could quite trace back to the source. Within three months, that changed: greater control over the D2C website drove cost reductions and a 20% revenue uplift, and a customer journey that used to run through 10+ teams across departments now runs through one.
The challenge
The manufacturer's D2C channels had grown without clear ownership. Core eCommerce processes had no single home, so teams built manual workarounds to keep things moving — and those workarounds showed up in the customer experience and the bottom line. Underneath that, the gaps went deeper: no defined D2C value proposition, low IT agility, B2B systems doing a D2C job they were never built for, warehouse processes still running manually, and customer complaints that had started translating directly into cost.
Strategy & Vision
Transformation
D2C
The role I played
As part of a small team, I led the strategic and operational analysis, redesigned the core D2C 'to-be' business processes so the business could actually trade effectively, and built the organizational setup to support it going forward.
The solution: a new operating model, built on four pillars
Strategy & Vision. Before touching processes or systems, we needed a target picture: a clear, agreed-upon direction for what D2C should become. This pillar gave the rest of the transformation something to align to.
Business Processes. We redesigned the key D2C processes so the business could operate effectively, flexibly, and fast: replacing the manual workarounds with processes built to actually support trading, not just survive it.
Technology Architecture. The D2C platform needed a robust IT foundation underneath it. We mapped the domain architecture so the systems enabling the customer journey worked with real purpose, not just technical adequacy.
Organisation Design. None of the above holds without clear ownership. We designed an organizational model with defined roles, responsibilities, and collaboration patterns, so the new processes and systems had someone accountable for making them work.
What it delivered
The result was a scalable D2C transformation plan: a clear domain architecture, optimized business processes, and an organizational structure built to sustain them — with a defined path forward to assemble a transformation team and kick off the project plan.
In practice, that meant a global D2C strategy aligned with the manufacturer's 2030 revenue and omni-channel goals, a domain architecture where the systems behind the customer journey finally worked together with purpose, and an end-to-end managed customer experience built to scale. The redesigned commerce processes put the business back in a position to actively trade across its channels, and the new D2C organization is output-focused, accountable to cross-functional metrics, and structured to sell: setting up the sales organization to grow market share and hit its targets.
The clearest proof point: greater control of the D2C website led to cost reductions and a 20% revenue uplift, alongside a customer journey now owned end-to-end by one central department instead of scattered across ten-plus teams.