Case Study
Reorganization and Scaling of Online Sales for a Leading International Fashion Company
An Interim Global Head of D2C, in Germany, realigned and scaled the digital business of a fashion company and laid the foundation for further growth with new brands and additional sales channels.
The Client
The client is one of Europe's leading fashion manufacturers with strong design expertise to produce men's and women's fashion articles. The company is known in the industry for its in-depth product and production know-how, design and technology developments as well as its global application capabilities.
The Challenge
The D2C division was established during the Covid19 pandemic. The company had previously sold exclusively through B2B channels. A digital business model was not yet established and needed to be conceptualized as well as implemented. In addition and during the course of this challenge, the lack of leadership, professionalism and transparency within the division became evident. Further to the existing web store and to the platform business, a new brand was to be launched. The goal was to scale the D2C division and to dovetail it with the rest of the business, to optimize processes, and to take the team to next level in terms of skills and spirit.
The Solution
Shortly after his start, the interim manager prepared a status quo report on the division and worked out a strategic plan including a roadmap:
- First phase: focus was on stabilizing the organization and optimizing operations. This included a bundle of measures for the company's own web stores as well as for the connected marketplaces such as Amazon, Zalando & Co. In this context, roles and tasks were defined within the organizational structure and processes were optimized.
"In an extremely short time, the Interim Manager not only managed to grasp the situation, but in particular to build up a relationship of trust with the team members. With him, we have found the right partner to support us on our way to grow our D2C business. I can recommend this Interim Manager with a clear conscience."
Boyden client (leading international fashion company)
- Second phase: the scaling of the operating business was undertaken. The measures were closely coordinated within the company with the IT, Fulfillment and Product departments and were implemented quickly.
The Results
Within the 9-month period of deployment, the division's sales increased by over 60% compared to the previous year, the returns rate was reduced by 10% and process costs were reduced to an extensive amount. In terms of team development, measures such as job enrichment, empowerment and team building led to a significant leap in the direction of transparency, professionalism and personal responsibility.
