Channels and distributors
Define where direct commerce adds value and how it coexists with the current network.
Manufacturers · From B2B to B2C
From product to consumer, without losing control of the business.
We help established manufacturers build a direct digital consumer relationship by coordinating channels, technology, operations, growth and data.
2005Technology and ecommerce experience since 2005.
24Professionals covering the full journey.
7Countries with active client work.
B2B→B2CSpecialist experience with traditional manufacturers.
The transition
Moving to B2C does not mean replacing what already works.
It means adding a direct capability: sell, learn from consumers and control more of the experience without treating ecommerce as an isolated store. The model must coexist with current distributors, teams, systems and markets.
Common tensions
The challenge is not publishing products. It is coordinating decisions.
Each tension affects several parts of the business. Solving them separately often moves the problem from one department to another.
Pricing and proposition
Build a consumer offer without eroding margins, brand or commercial policy.
Catalogue and product
Turn internal data into complete, coherent and useful buying information.
ERP, logistics and payments
Connect orders, stock, invoicing, fulfilment, transport, returns and payments.
Operations and service
Assign responsibilities so the channel works every day and serves the final customer.
Demand and knowledge
Acquire, convert and learn from consumers using first-party data and shared decisions.
Integrated model
Five capabilities around one consumer relationship.
They do not all start at the same time or intensity. The architecture prevents strategy, technology and operations from moving in different directions.
Direction
Define the role and realistic ambition of the direct channel.
- Objectives and model
- Markets and channels
- Proposition and priorities
Technology
Build a foundation connected to the existing business.
- Ecommerce and experience
- ERP, PIM, CRM and APIs
- Cloud and automation
Operations
Run the channel with clear processes and owners.
- Catalogue and promotions
- Orders and logistics
- Service and marketplaces
Growth
Create demand and build a lasting relationship.
- SEO + GEO/AIO
- Acquisition and CRM
- Conversion and retention
Data
Turn digital activity into business learning.
- KPIs and analytics
- Power BI and dashboards
- Continuous improvement
B2B→B2C journey
Start with control. Scale with evidence.
- 01
Understand
Objectives, channels, product, teams, systems, logistics, markets and constraints.
- 02
Design
Target model, consumer proposition, scope, responsibilities, indicators and roadmap.
- 03
Validate
A bounded pilot, category, market or channel to test assumptions and resolve real friction.
- 04
Build
Required technology, integrations, content, processes and operational capability.
- 05
Operate and scale
Execution, learning and progressive expansion according to evidence and internal capacity.
Decisions before tools
Ecommerce should not dictate the business model.
Technology is selected after the key commercial and operational questions are addressed.
Own store, marketplace or both?
It depends on the objective, product, existing demand and required control over the relationship.
Which products and markets first?
Prioritise readiness, potential, constraints and the ability to learn with controlled investment.
Who operates each process?
The model defines what the manufacturer retains, what Sitelicon can own and what requires third parties.
How does it coexist with traditional channels?
Through a clear proposition, commercial rules and a specific role for direct commerce.
Direct relationship
Selling matters. Learning from consumers matters too.
Direct commerce reveals needs, behaviour, repeat purchase, service issues and response to the proposition. This knowledge can improve product, communication, service and commercial decisions beyond ecommerce.
01Search and demand
02Catalogue behaviour
03Conversion and abandonment
04Reviews and issues
05Repeat purchase and retention
06Markets and segments
Manufacturer experience
Current relationships, without invented metrics.
Case details will only be published after scope, results and brand permissions are approved.
Estrella Galicia
Manufacturer · current relationship
Eckes-Granini
Manufacturer · current relationship
Qylosa
Manufacturer · current relationship
Client references
Our clients describe what it is like to work with Sitelicon.
This section is ready for a real client reference for this service.
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Initial assessment
Before recommending a solution, we understand the complete system.
The first phase organises questions, risks and priorities to decide whether to validate, build, integrate, operate or combine several workstreams.
- 01Objectives and opportunity
- 02Channels and commercial policy
- 03Catalogue and product readiness
- 04Technology and integrations
- 05Logistics, service and returns
- 06Team and internal capacity
- 07Marketing and demand
- 08Data and indicators
Assessment outputs
- Current-state map
- Risks and dependencies
- Target model
- Priorities and phases
- Responsibilities
- Initial indicators
When the channel needs to be operated
SES turns the journey into an integrated ecommerce capability.
The manufacturer page defines the challenge and route. Sitelicon Ecommerce Services defines the team, scope and operating system that can take coordinated responsibility for the channel.
Explore Sitelicon Ecommerce ServicesFrequently asked questions
The decisions that most shape the move to B2C.
01Does selling direct create conflict with distributors?+
It can if the channel launches without a clear role. Proposition, assortment, pricing, markets and coexistence should be defined first.
02Is an own store essential?+
Not always. An own store, marketplaces or a combination serve different objectives and levels of control.
03Can we start with one market or category?+
Yes. A bounded pilot can reduce risk and accelerate learning when it has hypotheses, indicators and room to evolve.
04Can it integrate with our current ERP and logistics?+
Usually yes. Data, processes, APIs, owners and exceptions are reviewed before defining the integration.
05Who handles orders, service and returns?+
It depends on the model: the manufacturer, Sitelicon within SES, or a coordinated combination with specialist operators.
06How are investment and timing decided?+
From scope, product readiness, integrations, markets and operational capacity. There is no responsible universal figure or duration.
07Can we use the channel to internationalise?+
Yes, but each market requires demand, tax, logistics, language, service, channels and regulation to be reviewed.
08What if we already have ecommerce?+
The assessment identifies what works and whether technology, operations, acquisition, data or governance should evolve without replacing everything.
Manufacturers · From B2B to B2C
Do you want to build a direct consumer relationship?
Tell us how the business works today and what you want to achieve. We will start by structuring the journey.
Send an enquiry
Let’s start with the context.
We only ask for the information needed to understand and route your enquiry correctly.
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