Daniel Fertig: Hello and welcome, everybody, to a webinar with BigCommerce and DataArt. In this webinar, we'll share information on how to start and optimize a direct-to-consumer business. Today, we'll focus more on why you should, as a manufacturer, start one. In later presentations, you'll also hear about how and the best practices to scale that business.
My name is Daniel Fertig. I've been in e-commerce for about 15 years now, and I've seen a number of companies successfully build a direct-to-consumer business. I hope to share some of those tips with you today. I'm joined by Denis Baranov of DataArt, and I'll let him introduce himself.
Denis Baranov: Hello, everyone. I've worked for DataArt for around 15 years, and I have quite a tech background, so I understand how to build technical solutions. But for the last couple of years, I've been the Global Head of Retail and Distribution Practice here at DataArt. I have a couple of different clients like Takeda and brands like Unilever and different teams, and I'm more than happy to share that experience from our perspective, from the client perspective. What does the direct-to-consumer approach mean?
Daniel Fertig: Thank you, Denis. In terms of the agenda for today, we're going to go a little bit through the goal of this two-part series: how we want to help you build and scale a direct-to-consumer business. Denis will share a little bit more about the market overview for fast-moving consumer goods and some of the trends that you see in direct-to-consumer.
I'll share a little bit about some of the advantages of going direct-to-consumer, as well as some of the challenges you may need to overcome regarding your business's operational and technology needs. Then, I'll hand it off to Denis to go through some of the requirements building, the foundation for how to get started, and those key considerations as well.
So why are we doing this? Well, for those not familiar with BigCommerce, we are a fully hosted e-commerce platform serving 60,000 customers with over 200,000 stores in production. Everyone from Skullcandy to Ben and Jerry's to General Electric uses our software to sell products, both B2B and direct-to-consumer. It used to be that if you were a manufacturer or a brand, your entire success was going to rise or fall based on the shelf space that you had at a big box retailer.
Those days are long gone. Those brands are being disrupted by a number of digitally native, direct-to-consumer brands who are looking to displace incumbents on their shelves and in the hearts and minds of consumers everywhere. So the goal of this series, fundamentally, is to help brands and manufacturers adapt to those macro trends that may be impacting your business and help you scale revenue and grow profitability as well.
With that, let me hand it off to Denis to share a little bit about what he's seeing in the fast-moving consumer goods space.
Denis Baranov: Thank you. It's great that you mentioned disruption because any change usually starts from disruption. The fast-moving consumer goods market is growing significantly, but it has different ideas behind the growth. There was a joke that probably everyone has already heard: "What's driving our digital strategy? COVID-19."
And that's true because during the COVID pandemic, many of us started to do more online shopping. It would not be a surprise that brand growth and their online presence happened at the same time as retail shoppers. Also, more and more brands are created to be digitally native. As you mentioned, most of the brands try to get our attention from a different perspective - not going for the traditional retail shops, but going for different Instagram, Facebook accounts where they are active and they get our attention from that. Just after that, they start to be listed on more traditional shops. Sometimes you cannot find great brands in those shops because they have problems with shelf space.
Many of them are now online and trying to do a full switch, because it's not possible to do a full switch. They already go into the shops, and as soon as we can do that, we return to those habits. But we got into the habit of going online and getting our favorite ice cream or pair of shoes or whatever you prefer directly from the brands, because it provides many opportunities for the brands and brand reputation, which I mentioned here. It's also one of the larger drivers behind this, because when you go to your favorite offline shop like Morrisons or Tesco, whatever you prefer, these shops don't worry about what you buy. Still, they want to increase the typical basket size. But brands care about relationships.
If you try to get a relationship directly with your customers, you could see what happens. That's also influenced by the market. You could see some numbers there, but brands strive to provide better prices. Brands try to do free returns, and it's the same as what large organizations like online aggregation platforms could do. In summary, it provides a huge push for brands to go online. Do you see the same for your clients?
Daniel Fertig: We absolutely do. I see some of the stats on the right-hand side. All of those, whether it's pricing, delivery, fulfillment, and even the unboxing experience - the packaging experience that you can provide directly to the consumer, and how they shop with you. I think of convenient delivery not just as the actual physical delivery of the product, but the overall interaction experience from browsing to receiving the product online or in-store.
That's all part of convenience and how consumers like to shop for free returns as well. If you don't have a direct-to-consumer business, whether that's brick and mortar or digital, and you're entirely reliant on third-party retailers to sell your products, you're not in control of the communication from a returns standpoint. You're not in control of the policies of those returns.
If you go and return a product as a consumer, to your point, Denis, the retailer doesn't care if you return one product and replace it with another brand's product. Whereas if you own the direct-to-consumer relationship, you can do things like incentivize free returns for your product in-store only, unlimited free returns in store, and your own sales associates in your brick-and-mortar locations can then try to upsell that customer into a better-fitting product or a related product that might look better on them if it's, for example, fashion apparel, or if it's consumer electronics business, a television size that's better for their room.
If you have a direct-to-consumer relationship, you can control the pricing, delivery, overall experience, fulfillment, and return experience, reduce the rate of return, or at least replace rather than outright return those products as well.
This was a good overview of the overall market for fast-moving consumer goods. What are some of the trends impacting direct-to-consumer specifically?
Denis Baranov: Thank you. You can see a couple of trends there. First, I want to start with direct communication with buyers because some of us understand how important direct communication is right now. Also, many retailers or brand producers are currently experimenting quite a lot with what they could do with this data, because if you communicate directly, you also own the data of your buyers.
This provides you with a really powerful mechanism. You could use different machine learning algorithms or data analytics algorithms to predict how many items you will sell this month, which types of items, and it provides power for the brands they usually do not have. Previously, brands tried to solve those problems with different loyalty programs because when you register in loyalty programs for your favorite brands, you provide the same information, and they could get that. But because right now they have the opportunity to get that information directly, they could get it more easily to use it for different purposes.
The second thing, which you already mentioned, is control. When you work with third parties, you have some kind of control, but it's probably half of the points. If you start to do direct-to-consumer, you have full control over pricing, distribution, merchandising, and other aspects, and you actually could also play with those parameters. For example, if you go to a new market, you could reduce pricing, which probably is not easy if you're working with third-party providers because they still don't want to reduce their margins or they don't want to disrupt the market. But if you go directly to market, you could do that easily because you want to get additional market share for your brand.
It provides many different interesting instruments that previously were not under full control for brands.
Let's continue with globalization because I know right now, after two years of deglobalization, it's probably strange to hear, but it's still there. If you want to go to a new country - for example, Austria - and you already have operations in Germany, it doesn't require you as a brand to create warehouses and create full logistics. You have many possibilities for how you could do it from your main base before you invest in that heavily. You could try it easily if you're working directly with your consumers. If you're working via third parties, you still have to go to retailers and push them to list your new products.
Sometimes that could be a difficult journey because in different geographies, there are different preferences. Many retailers prefer to work with already well-known brands. So it's good for us as consumers as well because it increases competitiveness between brands. We have more and more possibilities to get new interesting things on the market, probably at better prices.
Another important thing is the platform strategy. Platforms like BigCommerce provide a large advantage for both retailers and brands themselves, because instead of investing quite a lot into the initial steps, they could start to build new digital web shops quite easily. They could use many plugins that are available and increase the possibility of doing it without a major investment, because no one wants to make a major investment at the start of the journey before they prove which part of the investment would be good.
Last but not least, margins. You could keep them all. For many brands, it provides some possibility to provide a better deal to customers or actually invest in new products. As you say, packaging, free returns, because they are in full control of that.
Those are probably five of the major trends that I wanted to discuss. Are there any others that have an impact as well?
Daniel Fertig: What's really interesting to me is that all five of these, in many ways, allude to freedom. It's freedom for the brand not to be beholden to distributors or retailers that can dictate terms. Whether that's the freedom to test new markets, whether that's the freedom to test new pricing and promotion strategies, a new brand, a new collaboration - having a direct-to-consumer channel allows you to test and learn and then scale what works and throw away what doesn't in a way that if you're entirely reliant on third-party retailers or distributors to sell your product for you, you lose that freedom.
The ability to test and learn new messaging, test and learn new packaging, test and learn new promotions, test and learn new product collaborations or product innovations or introductions, test and learn bundling, test and learn new market entry, and really new channels for marketing. What we're really talking about here is the ability to be agile and the ability to test and learn what's best for your business. That is really the foundation for the rationale for building a direct-to-consumer e-commerce business. Obviously, we all want to grow revenue and grow profit margins.
I'll touch on five key fundamental benefits of building a direct-to-consumer business now. We'll touch on these lightly because in the second part of this series, we'll dive deeper into these benefits and provide examples of how customers are capitalizing on and optimizing for each of them as well.
The first, and Denis touched on this, is first-party data collection. You're not necessarily reliant on building out a massive loyalty program to start to collect information about who those customers are. You own that customer at the end of the day if you're selling with a direct-to-consumer strategy, and you can own the personalization around how and when and where to be messaging those customers, whether that's SMS, whether that's email. You actually have the ability to learn more about that customer as well.
In terms of the ability to test and learn, you want to be nimble enough to try new things, new promotions that I touched on before, and scale their successes. If everything that you do requires some massive go-to-market program or some massive technology investment, that's not a test-and-learn mentality. You don't want the waterfall approach when it comes to innovation. The ability to be agile and try new things is increased by an order of magnitude if you own the channel directly.
The third benefit is the ability to be truly omnichannel in a way that's hard to do if you're relying on distributors. Now, you might be selling your product through e-commerce, through a third-party website or a marketplace, or through brick-and-mortar locations of your partners as well. But when you're truly omnichannel, when you're multi-channel as a customer, you're able to test and learn different things.
I used to joke all the time that five years ago, Amazon was a marketplace and Meta or Facebook was an ad network. Right now, Facebook and Instagram have shopping and all those things, and it's as much a marketplace as Amazon, and Amazon is the third-largest ad platform in the world. So you can try new things. You can try B2B sales on digital, you can try employee stores on digital, and test new products and new product introductions. The ability to try new channels, whether that's social commerce, whether that's a mobile app - the more you own of the direct-to-consumer relationship, the more you're able to try things.
The fourth benefit is the ability to cross-promote products, create bundles, create subscriptions, run limited edition products on your channel directly, differentiate the buying experience with you versus through a big brick-and-mortar retailer, and test and learn new things around loyalty as well. You may want to create an affiliate program, have brand advocates, and reward social influencers. If you're really just working through third-party retailers, it's hard to tie that to a commerce purchase. Whereas if you have your own direct-to-consumer product and business, you can actually create those programs and tie them directly to transactions on your own properties.
Going back to the first point around data collection, if you know more about a customer, I have at home a five-year-old boy, a four-year-old boy, and an eight-month-old daughter. There are direct-to-consumer businesses out there that sell me toilet paper. They sell me diapers, they sell me wipes. They now know that because I've been buying from them e-commerce direct-to-consumer for several years, my four-year-old is out of diapers and has been working on pull-ups, and is about to graduate from pull-ups. So they can try new things with me. They know about my family, and they're able to recommend and promote additional products.
Even in the delivery itself, if you're a multi-brand manufacturer like the consumer packaged goods company I reference, you can drop different samples into the package that you send me every month for me and my family to try new things. It's harder to do – it is possible if you're a massive brand with influence. Still, it is harder to negotiate if you're relying on third-party retailers to do the subscriptions, promotions, and purchasing as well.
Last but not least, in this era where we all have the attention span of a goldfish, we as consumers have less attention than a goldfish. The average goldfish has an eight-second attention span. You have, on average, 1.5 seconds to engage a consumer on your web property for them to consider transacting with you. Own the customer experience and you own the UX. You're no longer just a product detail page on a third-party retailer's website.
You can differentiate with really neat video storytelling visuals. You can appeal to the consumer with your brand story in a way that if you don't have a direct-to-consumer experience, you just cannot do pre- and post-sale, even post-click experience and messaging, if you own the direct-to-consumer relationship versus if you don't.
So what does that actually look like? As an example, I'll tell you the story of a brand that we work with today that may be a well-known brand for many of you: Method. I myself am a consumer and historically thought about purchasing through brick-and-mortar retailers. This company realized that they had built enough of a following, enough of a direct-to-consumer relationship or brand awareness that they thought it was worth their while to build a new direct-to-consumer channel.
As they expanded their catalog, they thought it worthwhile to think about new product collaborations and new designs, new bundling promotions to be able to make it worth their while to send you a package to your home as a consumer, versus allowing you to walk into a brick-and-mortar store and make that purchase when their brand was just alongside all the other brands.
Method started an evaluation in 2019. To date, they have historically only sold through retailers. They ended up choosing an e-commerce platform and were live in under 90 days. They went from picking a vendor to a live transacting site in a quarter. So it doesn't have to be that hard to do. They've gone through multiple iterations. They're growing like gangbusters. They have 50 products that they're selling direct-to-consumer.
They're creating unique bundle-and-save options. So you can get the dish soap, the laundry detergent, the hand soap, and a number of other products. They're doing a ton of social selling. They have followers on social channels that they're now able to tap into in a way that drives transaction conversion. What's interesting about this? We'll talk about some of the challenges they're facing directly through a 3PL.
We'll touch on this in the challenges, but there is a consideration. There are challenges. If you're historically used to shipping pallets to large retailers, how do you suddenly create a package that goes to a direct consumer's home? They're using an expert in the 3PL space to do exactly that.
So what are some of those challenges, Denis? Feel free to weigh in on some of these as well.
Denis Baranov: I don't think you missed something, but it's great you mentioned organizational change, because when any producer starts the direct-to-consumer journey, it's the same as asking a mouse to be a cat. They previously worked for quite a while in that space, but they've never done direct-to-consumer. It's a really good point around customer data management, because it starts to be really, really important as soon as you start working with consumers.
We all know so many rules around what data we could have, what data we should not have, and what data we should protect. When you work with large retailers, they already handle this job because they know how to operate in different spaces and are certified. They also have some critical information about PCI compliance and GDPR compliance.
Sometimes, it could be quite easy to forget about that when you build a new system because you already have some information systems there that have operated for quite a while, but they previously worked with organizations, and that's a completely different space.
All the other points you mentioned in the tech space are really important because if we talk about direct-to-consumer in the current world, your organization must be digitally enabled. If you do not have an idea how large your stock is in the warehouse, if you do not have an idea how to coordinate with your delivery partners and do it efficiently and provide all the answers customers expect, you probably will have so many issues around that almost immediately because we already have that experience from retailers.
We want to have the same experience from you as a brand, so I think it's really, really important to remember when you start the journey. You have to stop and think about how you organize that. I will talk about that a little bit later, but these are really great points that you mentioned.
Daniel Fertig: Two big buckets that we put these into. The first is around business and operations, and the second is really around the tech stack and what that looks like. In terms of business and operations, it goes without saying that there needs to be organizational buy-in to sell direct-to-consumer.
If this is just someone's side project, I'm not saying you can't be successful, but it's going to be a lot harder because of all of the different elements and aspects of a business that play a role in the direct-to-consumer strategy. Everything from product development to shipping to marketing and how you think about your marketing - those are all key elements of organizational buy-in.
The second is what I said before: fulfillment. You really do need to rethink how you're going to get your product into a customer's hands. If you're used to shipping large pallets to big brick-and-mortar or big box retailers or even local mom-and-pop pharmacies, for example, you need to think about how that packaging is going to look, how the fulfillment will work for selling a single product to a single customer.
You also need to rethink the organization of the digital teams. What does it look like if you're selling online but for B2B today? That's a different version than running promotions and a merchandising strategy for a direct-to-consumer business. Organizationally, your marketing strategy and the mix begin to shift as well.
You might need to think about your SEO and your paid advertising for specific products. You might need a specific brand strategy or product strategy. You need to think about what arbitrage looks like from a paid advertising standpoint on specific products where consumers might be spending time. That could be networks, publishers, and websites where your product suddenly resonates with direct-to-consumer, direct commerce call-to-action, which means call-to-action being transact versus downloading a coupon to walk into the store, or just brand advertising.
So, a more direct response, more call-to-action around the transaction. You may need to think about your product and pricing strategy, both from a channel standpoint. If you might have a relationship with some retailers and they need to offer the lowest advertised price, how do you figure that out in your own pricing strategy, direct-to-consumer?
You may want to think about your product strategy on the direct-to-consumer side. Are there going to be products that you only make available to certain retailers, or only make available to your direct-to-consumer strategy? Are they going to be brand collaborations and bundles that you only make available direct-to-consumer versus third-party websites? You need to be thinking about all that.
Last but not least, customer service looks different for a direct-to-consumer business than it does for a pure B2B business where you sell to retailers and distributors. Is there anything I missed there, Denis, or anything you want to add to that?
Denis Baranov: That's exactly right. Even something as simple as choosing an e-commerce platform - obviously an area where I have domain expertise. But if you're used to working off of point-of-sale with a large retailer, and you all of a sudden need to figure out how you're going to handle a $17 online transaction and be PCI compliant and secure and scalable, those are really important considerations for your business that you may not be thinking about today if you're not going direct-to-consumer.
Let me tell a story, and I'll also hand it off to you to share one, Denis. A customer who had to make this shift really quickly. A customer - many people who are listening may be familiar with Nokia, also known as HMD Nokia. Like a lot of companies, and you alluded to this earlier, Denis, they had historically had a reliance on a traditional model: distributors. You'd walk into the Verizon store or the AT&T store, and you'd get a physical handset. In addition, potentially a phone plan, for example. You could enter a Best Buy or another consumer electronics retailer and get your product, the hardware, and a potential phone plan.
When COVID hit, they were quite flat-footed regarding their reliance on third-party retailers. They were reliant on you and me walking into a store and buying a physical phone. They shifted quickly and needed to scale quickly. They ended up launching on BigCommerce. They went live in under ten weeks in the UK and ultimately went live in 14 countries the following quarter.
But they had to do many of the same things that you and I just talked about, such as what a product is and how we avoid channel conflict, under a quarter's time out of necessity. Necessity is the mother of invention. They're a company that was able - a big company that was able to adapt quickly to changing times and capitalize on technology like BigCommerce. They used Contentful as the presentation layer that scales and can get to market quickly as well.
When we talked about building the right tech stack, I wanted to give you a flavor of what this tech stack looked like for them. This was not a simple implementation. They were using SAP HANA for all of their B2B product and organization management globally. They were able to integrate that into BigCommerce, using Salesforce for the CRM as well. They used BigCommerce to power search, merchandising, and order management, obviously handling the transactions as well, and using Avalara for payments and tax collection.
So the point of this story is that if you pick the right partners from a delivery standpoint and from a tech stack standpoint and you get the organizational buy-in - in this case, the organizational buy-in was, "Oh my God, if we don't go direct-to-consumer, we could end up out of business," it's very easy to get organizational buy-in when there's desperation involved. If you're still needing that organizational buy-in, share a story like this so your company doesn't get flat-footed.
The important part here is from a tech standpoint, from a tech platform standpoint, the right agency and implementation partner like DataArt, the right tech platform like BigCommerce, because they have integrations largely off the shelf, or at least pretty well integrated. A lot of that tech stack work that goes into launching a site like that can be accelerated.
So what I love about this story is that it's a modern SaaS solution like ours that was fit for purpose and best of breed. Because we're pre-integrated, they were able to still have the best-of-breed solution. They're a complex business and have bespoke integration needs, but they were still able to go live relatively quickly as well.
Denis, do you have a story that you wanted to share as well from more of the traditional consumer packaged goods space?
Denis Baranov: It's pretty interesting how these stories are connected because you just talked about your customer having to make the decision under pressure. The same applies to us, because let's imagine you are in the ice cream business and everyone likes ice cream. I like ice cream, and my son likes ice cream. You do not have any problems, you like ice cream as well. That's great - so many flavors. When you go to the park, you could buy it from your park-based café, ice cream van, or whatever you want, but COVID changed the game completely. You could not go to the park, you could not go to the cafe.
If previously our customers worked quite a lot with wholesalers or hospitality sites or with different restaurants, they did not have the ability to do that. This reduced a significant part of the market. People did not stop eating ice cream. They continued to do that at home. But they got ice cream from the larger retailers, and they got the ice cream that large retailers had. They did not try to get some additional flavors.
So our customer made a decision pretty quickly. What's also interesting in your conversation and pretty similar in that story - choose the right platform, as you say, like BigCommerce. You could do it quickly, because when you have such a crisis, you have to move quickly. You probably don't want, as many retailers, consumers, or producers, to invest much into that. You want to try to do it easily and fast, and when you choose the right platform, you can do it.
As our customer did in three and a half months, from the start of the project to the end, they started to work directly with consumers. They already had that consumer base, and some people actually tried to find them on the internet so that they could buy their favorite ice cream, but they did not have the chance previously.
Another probably interesting outcome of that story: when you create a new model of business and you start to sell directly to your consumers, you probably could add some additional value if you think about who your consumers are. That's also what our customer did. Previously, they worked mostly with larger brands and wholesalers, so they did not go to the local ice cream shop directly. Right now, because they already work directly with me as a consumer or you as a consumer, what's the difference between us and a local shop? They probably buy a little bit more. They probably want to get some additional items like ice cream machines, but it's not a big deal to have some new sub-catalog for that.
So they created a new type of business. They started with direct-to-consumer and then expanded to more small business customers. I think it's a great story because they could combine different approaches and provide some additional value.
Daniel Fertig: Going direct-to-consumer doesn't preclude a brand from maintaining its retail and distribution business. So, the smartest businesses are doing this in tandem.
Denis Baranov: If we talk about that, probably let's go to the next slide where I want to talk a little bit about steps to get started, because I think it's pretty important to talk about.
Daniel Fertig: It's a great segue because of the two examples. It's worth noting that those companies pivoted to build a direct-to-consumer business out of desperation. If you're listening to this webinar, hopefully, you're not yet desperate, you're planning ahead, and you want to understand the steps to get started and how to think about building a foundation.
Denis Baranov: That's true. As with any journey in our lives, it's good to stop before doing something. I've been working in consulting for quite a while, and honestly, most of the projects that are not so successful are because we did not stop and think before starting to do something.
There are a couple of really simple questions that we have already mentioned a couple of times, and there are a couple of building blocks. Are you ready for your journey? Do you have someone? In one of your examples, you also mentioned you could use some partners, like 3PL providers, and the building blocks could be brought quite easily into your current picture. So you actually could create everything and do nothing physically if you want to. Also, do you have really good partners to do that? Do you understand your current tech stack? Is it ready?
We talked about some other questions related to technology, but you also mentioned in your conversation a couple of times that you should set goals. What are your goals? What do you want to achieve because of your strategy?
Daniel Fertig: Let's think about what those goals will be.
Denis Baranov: Some of you have set goals. You actually have to understand your direction and your consumer base. Who is your consumer? It would probably not be the same part of the market you operate in right now because your part is probably the people who go into local shops. But as soon as you go directly to the consumer or you go directly online, you probably work with a little bit different groups, which are more familiar with technology and have higher expectations from different perspectives.
The second point, or the third point, which is really important, is understanding the audience because your audience will probably be slightly different from the audience you have right now. As soon as you go online or direct-to-consumer, you have the ability to talk to a broader audience. Or if you previously wanted to shift your brand to a younger audience or to different geographies, you could do it easily because you will not have such limitations in the physical world that you had previously.
Going online, it's probably a good idea to start small, use one brand, use one geography as a test, and try to understand what works and what doesn't work. After that, you could easily scale it without any problems. But if you go big, you probably face many challenges that you did not previously face – organizational and operational. So just do it small and try it.
Actually, my advice: you should start it today if you don't do it. Think about that because many companies are in that market right now, and it's not a small step, but it's also not so scary a step as you probably thought previously.
Daniel Fertig: If you start in a manageable way, a scalable way, and you set reasonable goals and expectations, then you can and should talk today about it and have a plan for how to scale it. But it's okay to start small.
Denis Baranov: There are also a couple of requirements to start. We have already mentioned most of them, but when you start your journey, you will probably do market analysis, trend analysis, and try to find your niche. Try to find your best geography or anything else.
Data governance, we already mentioned. It's pretty important when you start working with your customer data. You could not do it without a good data governance strategy. Right now, if you want to try something cloud, it's probably a good idea because you could do it easily. Many clouds are available and supported by BigCommerce, so you would not be limited by one.
Start thinking about your roadmap and channel strategy because, as I already mentioned, you will have quite a lot of abilities, including the ability to have real multi-channel strategies. So, try to get as much as you can from that.
The last thing: because right now customers will be communicating directly with you, customer service, you could not underestimate it. It's really important because it will give you the opportunity to get some good attention from your customers. But if you do it badly, you will lose them almost immediately. So, just invest in customer service a little bit more than you did previously.
Daniel Fertig: Great advice. For anyone else who's interested in getting more personalized advice for their business or a free readiness assessment, we would love to hear from you. You can email Daniel Fertig at BigCommerce.com or Denis Baranov at DataArt.com. We would love to hear from you directly. We're always happy to have a conversation about your readiness, about best practices, and how to get started with selling direct-to-consumer.
Please look out for the next version of this webinar on best practices for scaling your direct-to-consumer business. Thank you so much for listening. We appreciate your time, and we'll talk to you soon. Bye.
