Why eCommerce & Direct-To-Consumer is the future for Consumer Goods companies
John Elliott • Nov 16, 2022

Australia's FMCG industry is in a state of flux, with special thanks to the COVID-19 pandemic. As each wave of coronavirus infection spread across the nation, brick and mortar stores have been forced to shutter their doors—leaving many FMCG companies struggling to stay afloat.


But all’s not lost for the retail world. Indeed, while wholesalers and traditional retail channels fell by the wayside, another challenger rose to the occasion: eCommerce.


In April 2020, during the first few months of lockdown, over 200,000 Australian shoppers started shopping online for the first time. This surge in eCommerce spending would barrel onwards to reach US$62.3 billion in 2022, up from US$49 billion in 2021 and US$38 billion in 2020.


But the pandemic isn't the only reason why eCommerce is on the rise.


In fact, it's just one of many factors that are coming together to create a perfect storm for FMCG companies to finally make the switch to direct-to-consumer (D2C) models. And in order to secure a competitive foothold in the growing D2C space, companies need to take advantage of eCommerce and digital transformation as a whole.


Let's take a look at why eCommerce and D2C are set to shake the foundations of the FMCG space.


1. eCommerce is growing—fast.

There's no denying that eCommerce is on a meteoric rise, with the figures we provided above showing this in no uncertain terms. In fact, it's growing at such a rapid pace that it's set to overtake traditional brick-and-mortar retail within the next decade.


This is thanks in part to the ever-growing list of eCommerce platforms and marketplaces, such as Amazon and Catch, which are making it easier than ever for companies to sell online. But it's also due to the fact that consumers are becoming more comfortable with buying things sight unseen. In other words, they're becoming more trusting of the online shopping experience.


2. There is a growing focus on going local.

The pandemic has also shone a light on the importance of supporting local businesses. Indeed, as global supply chains have been disrupted, many consumers have turned to local companies in order to get the items they need.


This trend is likely to continue even after the pandemic ends, as people have become more aware of the importance of buying from brands that are closer to home. In fact, a recent study found that 71% of Australian consumers said they were more likely to buy products from a company that was based in Australia.


In response, eCommerce marketplaces such as eBay are making it easier for local companies to find an audience, whereas they'd have a much more difficult time breaking into traditional retail channels.


3. D2C makes for more efficient, resilient supply chains.

The traditional retail model—in which FMCG companies sell their products to wholesalers, who then sell them on to retailers, who finally sell them to consumers—is no longer fit for purpose. In fact, it's become increasingly convoluted and outdated, especially in the age of eCommerce.


What's more, as we've seen with the COVID-19 pandemic, this model is also extremely vulnerable to disruption. This is because there are so many different links in the chain that it only takes one weak link to cause the whole system to break down.


On the other hand, D2C models are much more streamlined, as there is no need for wholesalers or retailers. This not only makes them more efficient but also much more robust in the face of disruption.


4. D2C models allow brands to better connect with their customers.

D2C models have a number of advantages over traditional retail models, the most notable of which is that they allow companies to build direct relationships with their customers. This is thanks to the fact that they cut out the middleman, giving companies direct access to customer data and feedback.


What's more, D2C models also give companies more control over their pricing, product development, and branding. And because they're not relying on wholesalers or retailers to sell their products, they're far more agile and responsive to change.


5. Digital, online payments are growing in popularity.

Another factor that's driving the growth of eCommerce and D2C is the increasing popularity of digital, online payments. Indeed, as consumers become more comfortable with making online purchases, they're also becoming more comfortable with using digital payment methods.

And that's not just limited to the usual suspects, such as PayPal, Apple Pay, and Google Pay.


There are also Buy Now, Pay Later services such as Afterpay, which allow users to pay in installments without using a credit card. There are even subscription services like Amazon Prime, as well as online marketplaces such as Facebook Marketplace that make it easier for both merchants and other consumers to sell to people directly.


A digital-driven future for FMCG

The writing is on the wall—eCommerce and D2C are the future for FMCG companies. Thanks to a number of factors, such as the growing popularity of online shopping and the increasing use of digital payment methods, more and more companies are making the switch to the D2C model. 


It's clear that digital transformation is pivotal for FMCG companies that want to stay ahead of the curve and remain competitive in the years to come. And there's no reason why your company can't be one of them—but only with the right people in place to lead the charge.


At ELR Executive, we've spent the last two decades building the expertise and network of suppliers and retailers that will allow your business to succeed in the digital age. So, if you're ready to make the switch to eCommerce and D2C, we can help. We've put together a guide that outlines the key steps you need to take to find the right people for the job.


Download your copy at the link below.

ELR Executive Guide to Building a Culture of High Performance


And if you're ready to take your business to the next level, you can reach out today to see how we can help you find the leadership you need to succeed.


Executive introducing new leader as part of executive onboarding process
By John Elliott 09 Apr, 2024
The arrival of a new executive heralds a period of opportunity, transformation, and, inevitably, challenge. The process of integrating this new leader – onboarding – is a critical, often under-emphasised phase that can significantly influence the trajectory of both the individual's and the company's future. So why do so many organisations fail to get executive onboarding right? The High Stakes of Executive Onboarding The adage "well begun is half done" resonates profoundly in executive onboarding. Harvard Business Review reveals a startling statistic: as many as 40-50% of new executives fail within the first 18 months of their appointment. This failure rate is not just a personal setback for the executives; it represents a substantial cost to the company – often up to five times the executive's salary. The reasons for failure? Poor cultural fit, unclear expectations, and inadequate onboarding support top the list. But what makes the consumer goods industry particularly challenging for new executives? It's a dynamic sector where consumer preferences shift rapidly, supply chains are complex, and competition is intense. Here, more than anywhere else, an executive's ability to adapt and lead effectively from the outset is paramount. The Multifaceted Challenges in Onboarding The failure of many organisations in the consumer goods industry to effectively onboard new executives is multifaceted: 1. Tailored Onboarding Versus Standard Processes The provided text emphasises the necessity of a tailored onboarding process for executives, distinct from standard employee onboarding. This is particularly relevant in the consumer goods industry, where executives must navigate unique market dynamics, consumer trends, and complex supply chains in Australia. Tailoring the onboarding process to address these specific industry challenges ensures that executives can hit the ground running with a clear understanding of the landscape they will operate in. 2. The Role of a Dedicated Onboarding Team The concept of a dedicated project team for executive onboarding, as implemented by Palo Alto Networks, could be highly effective in the consumer goods sector. Such a team could focus on providing industry-specific insights, facilitating connections with key stakeholders, and ensuring that new executives understand the nuances of the Australian consumer market. This team would act as a bridge between the executive and the unique aspects of the Australian consumer goods landscape. 3. Engagement During the Notice Period In the consumer goods industry, where market trends and consumer preferences can shift rapidly, keeping executives engaged during their notice period is crucial. This period can be used to familiarise them with current market analyses, consumer behaviour trends, and ongoing projects. This proactive approach ensures that the executive is well-informed and ready to contribute from day one. 4. Cultural Orientation and Familiarity Building a strong cultural connection is vital in any industry but takes on added importance in consumer goods, which often relies on understanding and adapting to cultural nuances to succeed. Regular touchpoints that orient the new executive to the company's culture, values, and consumer-centric approach can help in crafting strategies that resonate with the Australian market. 5. Collaboration Among Various Teams The need for collaboration between HR, Reward, Performance, and Talent teams is pertinent in the consumer goods sector. This collaboration can ensure a unified approach to addressing the specific challenges and opportunities an executive might face in this dynamic industry. For instance, understanding the compensation frameworks and performance indicators specific to different departments within a consumer goods company can aid an executive in making more informed decisions. 6. 'Just-in-Time' Resources The idea of providing ‘just-in-time’ resources is particularly beneficial for executives in the fast-moving consumer goods sector. Given the rapid pace of change in consumer preferences and market trends, having access to real-time data and concise, relevant information can be invaluable. This approach allows executives to stay agile and make decisions based on the latest market insights. 7. Understanding of Performance Cycles In the consumer goods industry, understanding the timing and nuances of performance cycles is critical. This is especially true in a market like Australia, where seasonal trends and events can significantly impact consumer behaviour. The onboarding process should include education on these cycles, preparing executives to plan and execute strategies effectively in sync with these fluctuations. The Role of the Board in Facilitating Successful Onboarding The board of directors plays a pivotal role in the onboarding process. Their actions, or lack thereof, can set the tone for the new executive’s tenure. What should they be doing? Pre-Onboarding Engagement: The process starts before the executive's first day. Boards must ensure clear communication about the company's vision, challenges, and expectations. This early dialogue helps align the executive’s mindset with the company's strategic goals. Structured Onboarding Plan: Developing a comprehensive, customised onboarding plan is crucial. This should cover not just the operational aspects of the role but also the cultural and interpersonal dynamics of the organisation. Mentorship and Networking Support: Assigning a mentor from the board or senior leadership can accelerate the integration process. Additionally, facilitating introductions and networking opportunities within and outside the company is invaluable. Regular Check-Ins and Feedback: Ongoing support doesn’t end after the first week or month. Regular check-ins to provide and receive feedback ensure any issues are addressed promptly. Performance Metrics: Clear, early-established metrics for success help the new executive understand how their performance will be measured. Enhancing Executive Performance through Effective Onboarding The correlation between effective onboarding and enhanced executive performance is well-established. A study by McKinsey found that executives who had a successful onboarding experience were 1.9 times more likely to exceed performance expectations. Furthermore, these executives reported feeling more integrated into the company culture and more effective in their roles earlier than their peers who experienced less structured onboarding. Effective onboarding leads to better decision-making, faster strategy implementation, and a more cohesive leadership team. It builds a foundation of trust and understanding that is crucial in the high-stake, rapidly evolving consumer goods market. Onboarding as a Strategic Imperative Effective executive onboarding goes beyond mere orientation – it is a strategic process that lays the groundwork for long-term success. As we've seen in the consumer goods industry in Australia, a well-planned and executed onboarding process can be the difference between a flourishing leadership tenure and a costly misstep. In an era where the cost of failure is high and the speed of change is relentless, consumer goods companies must view executive onboarding not as a perfunctory checklist but as a fundamental building block of sustainable leadership and organisational success. Remember, your new executive's journey is a reflection of your organisation's commitment to leadership excellence. Invest in their onboarding, and you're investing in the future of your company.
two men are sitting at a table with a laptop and talking to each other .
By John Elliott 18 Mar, 2024
Explore the pivotal choice between internal talent acquisition and hiring via executive search firms in the food and beverage industry for optimal growth.
Share by: