Rethinking manufacturer−dealer collaborations to unlock the value of digital offerings

Purpose This article investigates D2C strategies without disrupting existing dealer relationships. It addresses situations where investments in D2C initiatives help to unlock the value of digital offerings. Design/methodology/approach The study is based on a multiple case study approach involving 12 leading manufacturers across various industries. The cases were selected to reflect diverse digital maturity levels and highlight different approaches to managing D2C-dealer dynamics. Findings The findings suggest a three-phase framework for incorporating direct-to-consumer (D2C) approaches into collaborations between manufacturers and dealers. The phases are as follows: assess the risks of D2C strategies, implement D2C approaches in contained, low-risk customer phases, establish principles for expanding D2C approaches into higher-risk customer phases without alienating dealers. Research limitations/implications Findings are based primarily on qualitative data, which may limit generalizability. Practical implications The article provides actionable guidance for manufacturers pursuing D2C strategies. It describes necessary key actions to progress along the three-phase framework for embedding D2C approaches into collaborations of manufacturers with dealers. Originality/value While prior studies emphasize the benefits of D2C models, this article contributes a new perspective by identifying key failure risks and providing a structured framework to manage them. It advances both theoretical and practical understanding of how manufacturers can blend D2C approaches into the collaboration with dealers to unlock the value of digital offerings.