Digital network service brands such as Airbnb and Uber have not only shaken up traditional industries but have had a huge impact on consumer behaviour, what people are open to, and what they expect when it comes to brand engagement an impact with ripples felt far beyond the travel and leisure markets.
In recent years, weve seen a myriad of direct-to-consumer offers disrupting traditional brand and business models. Dollar Shave Club is perhaps the most salient example. According to Fortune, within just five years of Dollar Shave Clubs launch, P&Gs North American market share in razors fell from 71 percent to 59 percent setting the ball in motion for Unilevers acquisition of the direct-to-consumer brand for a cool $1 billion.
However, many of these direct-to-consumer offers are missing a trick by behaving primarily as e-commerce or subscription services and not maximizing the opportunities afforded by their direct customer relationship so much so that we question whether they are in fact sustainable and fit for long term growth.
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