The retail sector is undergoing a significant strategic shift, with brands increasingly prioritising direct-to-consumer (DTC) expansion models. This approach allows companies to establish a direct relationship with their customers, bypassing intermediaries and gaining greater control over their brand narrative and operational efficiency.
This shift is evident across various market segments and geographies, from established global brands to emerging players. It represents a fundamental re-evaluation of how retailers approach market entry, customer engagement, and the long-term sustainability of their business models.
From Wholesale to Direct Retail Footprints
Several brands are actively transitioning from wholesale distribution to directly operated retail stores. Birkenstock, for example, opened its first Indonesian concept store in Bali, moving away from department store wholesale. This 180 square metre space in Ubud includes areas for workshops and wellness, enhancing the customer experience beyond product sales.
Similarly, China's Kailas, a mountain sports brand, opened its first directly operated European store in Chamonix, France. This move establishes a trail-running hub and shifts its European strategy from wholesale distribution to direct retail. Amouage, an Omani fragrance house, also opened its first standalone boutique in Indonesia, expanding its direct presence in a new market after entering India in April.
Strategic Expansion and Market Entry
DTC models facilitate strategic market entry and expansion. Sydney fashion label Asta Resort opened a permanent flagship in New York, pairing its Manhattan retail debut with an operational office in Williamsburg to anchor its North American commercial presence. This integrated approach supports both retail operations and broader commercial activities.
Starbucks continues its expansion in East Asia, focusing on high-density transit nodes across China, Japan, and South Korea. This strategy rewards compact coffee footprints, contrasting with the unwinding of suburban hypermarkets by other retailers. Starbucks also opened Vietnam's first Signing Store in Ho Chi Minh City, bringing its network of dedicated signing locations across Asian markets to 27, demonstrating a targeted approach to community engagement and market penetration.
Ownership Structures and Capital Deployment
The shift to DTC often involves significant capital investment and can influence ownership structures. The acquisition of Scotts Square in Singapore for $245 million by Royal Holdings and RB Capital highlights investment in prime retail assets, even after a reduction from an original asking price of $346 million. Such transactions reflect investor confidence in strategic retail locations.
While not directly DTC, the private equity acquisition of a majority stake in Barambah Organics by Tamara Capital in 2020, valuing the business at $50 million, illustrates how capital can be deployed to scale brands. Founders and investors must consider the capital requirements for establishing and maintaining direct retail operations, including property acquisition, store fit-outs, and inventory management.
Unit Economics and Operational Control
Moving to DTC allows brands to capture a larger share of the profit margin per unit sold, which was previously shared with wholesale partners. This direct control over unit economics can improve profitability, but it also places greater responsibility on the brand for all aspects of the retail operation, including inventory, staffing, and customer service.
Operational efficiency is critical. Australian retailers are overhauling content models to curb omnichannel delays, as duplicated production slows campaign rollouts across websites, apps, and physical stores. This indicates the need for streamlined operations to support a direct model effectively. The closure of Cinnabon's last Singapore store, abandoning a five-year, 10-store plan, serves as a reminder that direct expansion requires careful planning and execution to ensure viability.
What to take away
- Evaluate the long-term benefits of direct customer relationships and brand control against the initial capital expenditure and operational complexities of a DTC model.
- Prioritise strategic locations and concept stores that enhance brand experience and community engagement, moving beyond transactional sales.
- Assess the financial implications of shifting from wholesale, including potential margin increases and the need for robust capital allocation for direct retail infrastructure.
- Develop integrated operational models to ensure efficient content delivery and smooth omnichannel experiences, avoiding delays across platforms.
- Conduct thorough market analysis and pilot programmes for new market entries to mitigate risks associated with ambitious expansion plans.
Questions & Answers
Q.What is a direct-to-consumer (DTC) expansion model?
What is a direct-to-consumer (DTC) expansion model?
A DTC expansion model involves a brand selling its products directly to customers through its own channels, such as standalone stores or e-commerce platforms, rather than relying on third-party retailers or wholesalers.
Q.Why are brands shifting from wholesale to DTC?
Why are brands shifting from wholesale to DTC?
Brands are shifting to DTC to gain greater control over their brand image, customer experience, pricing, and data. This model allows them to capture higher profit margins and build direct relationships with their customer base.
Q.What are the capital requirements for a DTC expansion?
What are the capital requirements for a DTC expansion?
DTC expansion requires capital for acquiring or leasing retail spaces, store design and fit-out, inventory management, staffing, marketing, and developing e-commerce infrastructure. These investments can be substantial compared to a wholesale model.
Q.How does DTC impact unit economics?
How does DTC impact unit economics?
DTC can improve unit economics by eliminating wholesale margins, allowing the brand to retain a larger portion of the revenue from each sale. However, brands must also absorb the operational costs previously handled by distributors or retailers.
Q.What are the risks associated with DTC expansion?
What are the risks associated with DTC expansion?
Risks include high upfront capital investment, increased operational complexity, the need for robust supply chain and customer service infrastructure, and the potential for slower market penetration compared to using established wholesale networks.
Reporting behind this briefing
- Birkenstock Opens First Indonesian Concept Store in Bali with 180-Sqm Community Hub · 2026-09-10
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- Amouage Opens First Standalone Boutique in Indonesia · 2026-09-10
- Australian Retailers Overhaul Content Models to Curb Omnichannel Delays · 2026-09-10
- Cinnabon to Exit Singapore as Final Ion Orchard Store Closes · 2026-09-10
- Spate and Vogue Business Track Top 5 Beauty and Wellness Trends · 2026-09-10
- Barambah Organics Founder Ian Campbell and Daughter Die in Plane Crash · 2026-09-10
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- Metcash Boosts Sales 2.8 per Cent but Warns of Food Margin Pressures · 2026-09-10
- Capella Hotel Group Opens Capella Kyoto in Japan · 2026-09-10
- Royal Holdings and RB Capital Buy Singapore Scotts Square for $245 Million · 2026-09-10