Building a digital unit & D2C brand
Starting point
“Healthy sleep is essential for people's mental and physical recovery. Our aim is to constantly optimize this,” Herbert Neumeyer once said about the vision of what is now his sleep empire. Founded in 1955, the traditional company has clear values such as quality, transparency and customer focus and has thus become one of the most important home textile manufacturers in Europe. High-quality box spring and upholstered beds, blankets and pillows are produced, constantly developed and sold through various brands such as Häusling, Frankenstolz and Centa-Star.
Despite rapidly increasing online sales in the Home & Living sector, the industry has seen slow growth in e-commerce in recent years. Challenges such as effective customer access and the split between brick-and-mortar and online retail are increasing. In a very short time, the Herbert Neumeyer Group faced these challenges and found solutions together with Etribes. Namely digital business building.
Approach
Project process & results
Digital know-how built up
How does e-commerce trade work? How does the consumer tick? What do I need to organize in-house? What jobs do I need to create so that we can achieve digital success? Which new digital sales channels are suitable for us and how do we serve them? We answered all these questions for employees of the Herbert Neumeyer Group and at the same time trained all relevant stakeholders in the basics of digital business in order to enable them to succeed and act independently.
A digital unit founded as a pilot
Digital skills were built up within the Herbert Neumeyer Group by training employees. This ensured customer-focused and agile work.
“The industry is faced with the challenge of working out how we reach customers and how this split between brick-and-mortar and online retail can work.”
Result
A D2C brand developed
In this way, the group was able to generate initial digital revenue, for example through distribution on marketplaces. It also enabled the Herbert Neumeyer Group to set up new joint digital business models and to sell directly to end customers.
Takeaways
Know-how first, then structure. We answered employees' questions about e-commerce, customers and new roles, and trained all relevant stakeholders. That built digital skills in-house.
A digital unit as a pilot. A dedicated digital unit started as a pilot. It ensures customer-centric, agile work within the group.
Selling direct to consumers. With the D2C brand, the group generated its first digital revenue, for example through marketplaces. Direct sales to end customers followed.
More cases
From our other projects.
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Retail and e-commerce
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Services and platforms Karls Erlebnis-Dörfer: The digital evolution of a strawberry empire
~10 % e-commerce share of annual revenue of over €150m
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