Knowledge Series Guest Article: THE D2C MODEL OF WHITE GOODS by NIRANJAN GIDWANI, CERTIFIED BOARD DIRECTOR (MCA – INDIA) | BOARD MEMBER | ESG DIRECTOR | DIGITAL DIRECTOR | FELLOW – BOARD STEWARDSHIP | MEMBER UAE SUPERBRANDS COUNCIL | HBR ADVISORY COUNCIL
The appliance industry stands on the cusp of transformation.
Over the past decade, industries from fashion to wellness have reaped the rewards of direct-to-consumer e-commerce – driving higher margins, improving customer loyalty, and enabling unique business models. While appliance companies have started embracing DTC practices, there seems to be massive untapped potential.
Estimates indicate that roughly one-third of shoppers will visit a manufacturer’s website during the buying process, but a substantially lower number complete their purchase on the site. DTC e-commerce matters for appliance makers, yet there could be challenges holding them back.
Now a Robust Strategic Channel
DTC e-commerce is now a robust strategic channel that delivers tangible benefits across major categories. For the appliance sector, the opportunity is particularly compelling because by bypassing intermediaries, manufacturers can capture up to 20–30% more in their gross margins, benefiting directly from digital relationship-building, up-selling, and bundled offerings.
DTC unlocks avenues for cross-sell, shorter renewal cycles, and tailored communications based on first-party data collected through direct interactions. A well-executed DTC approach allows companies to control the end-to-end customer experience, resulting in stronger brand loyalty, especially critical as markets grow more competitive. DTC can open doors to subscriptions, value-added services (warranty extensions, installation, or connected apps), and even product customization. These are business models that traditional distributors rarely offer.
Yet, despite strong interest, industry adoption remains sluggish.
Today’s white goods consumer is pragmatic. More and more consumers are prioritizing products that are long-lasting, energy-efficient, and easy to use. Trustworthiness has risen to a major purchase factor alongside value and ease of use. The share of consumers waiting 10 or more years to replace appliances has risen to almost 40%, limiting volume growth.
A Huge Opportunity Area
Yet, a huge opportunity area has been created for aftermarket engagement and loyalty-building. About a third of buyers use manufacturer websites for research, and although online purchases still represent just 20% of total value sales, these digital touchpoints are crucial for influencing the purchase journey and gathering richer data.
Younger consumers are showing a stronger interest in advanced and connected features, while older segments remain focused on reliability and cost. Also, the newer generation has no patience to wait indefinitely while making repeated customer service complaints.
Despite clear upside, appliance brands face tough hurdles transitioning to a DTC-driven model. There is this constant fear of jeopardizing retail partnerships, especially for brands with historically low DTC sales.
However, those with more mature DTC operations report that this conflict is manageable and less of a barrier.
Seamless Experiences
Many appliance manufacturers lag behind in digital skills, experience design, and supply chain responsiveness, limiting their ability to create seamless, on-par experiences with leading digital retailers. DTC success depends on cross-department collaboration—yet many companies operate in silos, without a clear digital strategy or sufficient investment in internal talent and technology. While consumers crave services like convenient installations, extended warranties, and maintenance, many brands under-serve these needs, missing opportunities to create ongoing engagement post-purchase.
Top performers articulate a specific DTC ambition, grounded in customer needs and informed by smart price parity and differentiation on service, rather than just discounting.
Brands must invest in e-commerce websites that are easy-to-navigate, offer compelling promotions, and showcase unique features, services, or bundled accessories not found in retail channels. Effective DTC operations require collaboration across sales, marketing, IT, supply chain, and finance. Upskilling teams and aligning sales incentives are essential.
Brands need advanced analytics and marketing capabilities to personalize content, recommend products, and deploy targeted digital campaigns. This may require relaunching e-commerce sites with intuitive UX/UI. Improving fulfillment in terms of fast delivery and flexible returns, creating exclusive online offers, expanding aftermarket services and forging ongoing relationships beyond the point of sale.
Match Retail Partners’ Standards
The shift toward DTC in the appliance sector is both a necessity and an opportunity. Brands that stay ahead will be those that treat the DTC transition as more than a new channel. They may need to make it a core part of their business model. Invest in technology, talent, and supply chain agility to match retail partners’ standards.
India’s leading white goods brands are rapidly scaling their direct-to-consumer (DTC) strategies by integrating digital platforms and executing omnichannel marketing. The sector is witnessing a surge in production volumes, and brands are leveraging end-to-end digital journeys—from discovery to transaction—making use of sophisticated CRM systems and digital transformation initiatives to engage consumers directly. These strategies extend reach into rural markets, where sales are now driven by newly discerning, digitally aware middle-class buyers, and are supported by a multi-touchpoint approach for improved upselling and customer retention. Indian brands are redefining customer experience through predictive targeting and lifecycle-based engagement, providing richer, more personalized interactions and greater convenience for shoppers.
However, despite these strides in digital consumer engagement, after-sales service continues to be a weak link for many white goods brands in India. Customers regularly report issues such as delays, lack of responsiveness, and poorly trained technicians, especially in Tier 2 and Tier 3 cities where service networks remain underdeveloped.
Consumer Expectations
While some manufacturers and third-party service providers are expanding their footprint and digitizing booking and support processes, the core problems persist: slow warranty support, inconsistent repair quality, and limited access to genuine parts. This gap in post-purchase services often leaves customers dissatisfied and undermines long-term brand loyalty, highlighting a critical need for brands to invest in training, network expansion, and robust service infrastructure if they wish to fully align with evolving consumer expectations and reap the benefits of their DTC success.
Editor’s Note
The insights shared by Niranjan Gidwani here underline a critical truth: while the D2C path opens significant opportunities for white goods manufacturers—higher margins, richer data, and ownership of the customer relationship—the real differentiator will be experience, not just access. Customers do not remember a seamless transaction alone; they remember how a brand responds when things go wrong, how easy it is to get service, and how consistently their expectations are met after the sale.
For appliance makers, this means that CX maturity will be defined less by digital storefronts and more by how robustly after-sales ecosystems evolve—technician quality, service responsiveness, parts accessibility, and clear communication. Brands that pair digital-first D2C strategies with frictionless ownership journeys will not only win sales but will build the trust and loyalty that sustain long-term market leadership.
About the Author
Niranjan Gidwani is a Certified Board Director (MCA-India), ESG and Digital Director, and Fellow of Board Stewardship with over 43 years of senior management experience across Hong Kong, Germany, Singapore, and Dubai. He has recently completed the International Corporate Director Certification Program and serves on the UAE Superbrands Council, the UAE Society of Sustainability and Green Materials, and the HBR Advisory Council. A Mechanical Engineering graduate and MBA from Symbiosis Institute of Management Pune, Niranjan is a seasoned business leader and governance expert who regularly contributes insights on corporate governance, strategy, ethics, and marketing to prominent Indian and Gulf publications. He also authors the blog ThoughtCollectiv.com.
