Selling direct to the consumer poses an attractive option for consumer product goods (CPG) companies looking to grow sales. But do the benefits outweigh the risks and challenges? In recent years, the consumer product goods (CPG) industry has struggled to sustain growth amid flat sales. The reasons are many: the strengthening of powerful retailers, the growth of e-commerce channels, and the change in consumers' needs and priorities. In response, large CPG manufacturers have focused on cost-cutting and trimming brands while seeking new avenues for growth. One avenue that holds promise for some CPG manufacturers is direct-to-consumer (DTC) strategies in which the manufacturers sell their products directly to consumers using e-commerce, without going through intermediaries like wholesalers or retailers, physical or online.

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Indeed, new CPG players like Harry's, Dollar Shave Club, and The Honest Company have started to challenge the oligopoly of 'legacy' CPG manufacturers. These new players differ from traditional manufacturers in that they are capable of developing the supply chain and creating a sustainable value for consumers with less time and money than established marketers by focusing intensely on specific categories—shaving products in the case of Harry's and Dollar Shave Club, and nontoxic household products in the case of The Honest Company. These new entrants are selling their products direct to consumer and using, in the majority of cases, only e-commerce. Value-adding propositions for DTC products Traditional CPG companies, however, have been more cautious about taking the plunge into the DTC market. A 2013 Deloitte survey found that although 92 percent of CPG executives agreed that e-commerce is a strategic channel for their companies, only 43 percent thought that their companies were well prepared for a digital strategy implementation.

Moreover, a 2018 Boston Consulting Group report showed that only 34 percent of the most important CPG companies were 'extra prepared' for DTC. Such companies have either a dedicated e-commerce supply chain management team or a cross-functional e-commerce team which includes supply chain representatives. But some legacy companies are beginning to catch up.

As new players continue to cut into and threaten CPG giants' income, these giants are engaging in new strategies to protect their position. One example is the US$1 billion acquisition of Dollar Shave Club by Unilever. In the future, we can expect an increasing number of DTC attempts by legacy and new CPG players. Before they dive in, however, CPG companies need to understand both the challenges and benefits of going direct to consumer and be thoughtful about what they offer online and how they develop their supply chain for this channel. Do DTC benefits outweigh the risks? In spite of the allure of going direct to consumer, large consumer goods producers are still reluctant to take that leap. According to Nielsen, the top 26 CPG food and beverage companies accounted for a mere 3 percent of overall category growth during 2012-2015, even though they held 45 percent of the total market share.

Smaller companies are driving much of the growth in the CPG categories, as giants, such as Mondelez, Unilever, and Kraft Heinz, see risks in adopting an aggressive DTC approach. The e-commerce market is still relatively small, and going direct to consumer could damage a company's relationship with retailers, potentially reducing the manufacturer's primary income source, traditional retail sales. Companies are also worried about losing the highly prized premium shelf-space in which they have invested billions of dollars if retailers retaliate and promote more of their private-label offerings. Cannibalization of CPG retail sales is another major issue when going DTC, as this channel will not just attract new customers but could also lure some retail customers from brick-and-mortar stores. Companies have to focus on gains in total revenues rather than on just DTC revenues. DTC margins, in the initial stages, are often lower than the traditional margins from selling to wholesale or retail, which further diminishes the interest a 'legacy' manufacturer may have in going DTC. Going DTC also requires a massive cultural shift and a significant investment.