The Era Shifts from "Product Proposals" to "Experience Proposals": Key Points for D2C Inc. Site Operation Learned from Ajinomoto's "GOOOD GOOOD TABLE" Case Study (Part 1)

Driven by the rise of remote work and increased opportunities for home-cooked meals, the e-commerce penetration rate for domestic food products has been climbing in recent years. Furthermore, digitalization has enabled two-way communication between consumers and companies, strengthening the trend toward valuing choices and experiential value that better match individual preferences.

Amid this environment, attention is growing toward D2C Inc. sites where companies and brands directly sell products they plan and manufacture to consumers. In January 2023, Ajinomoto Co., Inc. launched its new D2C Inc. site, "GOOOD GOOOD TABLE."

This time, we interviewed Mr . Akito Hotta and Mr . Daisuke Sasaki of Dentsu Digital Inc., who were involved in the launch and operation of this site. Using "GOOOD GOOOD TABLE" as a case study, we discussed key points for operating D2C Inc. sites and the ideal form of e-commerce sites.

What D2C Inc. Can Do About Common Challenges Faced by Large Corporate E-Commerce

Q. First, could you give us an overview of "GOOOD GOOOD TABLE"?

Hotta: "GOOOD GOOOD TABLE" is a food-focused D2C Inc. site provided by Ajinomoto. Beyond product sales, it aims to satisfy users' curiosity about food and continuously support their discovery of new delicious experiences. This is achieved through behind-the-scenes product development stories, recipes and food pairing information from professional chefs, and user-submitted recommended recipes, social media posts, and reviews.

Originally, an e-commerce site called "Ajinomoto Direct" already existed for Ajinomoto products like food, supplements, and cosmetics. However, Ajinomoto had long faced the challenge of wanting to deliver products that better match target needs and add more value to the "necessity of buying via e-commerce." Furthermore, communication was mostly focused on "buying because it's necessary," and a key challenge was how to turn customers into long-term fans.

Sasaki: These challenges are common for large corporations' e-commerce sites. While securing sales is the top priority, many companies likely wonder, "Is this really enough?" That's why we decided to create the D2C Inc. site "GOOOD GOOOD TABLE."

Hotta: This site primarily targets Generation X, specifically those in their 40s to early 50s. This demographic includes people whose parenting responsibilities have eased, and who are starting to desire foods with a bit more flavor and sophistication. However, even when we say "sophistication," we focus on products that don't require excessive effort – items where a little extra effort yields a refined taste experience. We believe product selection based on target needs is crucial.

Eventually, we plan to implement initiatives like tasting events to directly incorporate customer feedback into product development. We want to actively involve customers and create a space for ongoing engagement as part of our actual activities.

Q. Does this mean you've revamped the existing "Ajinomoto Direct"?

Hotta: No, we're keeping "Ajinomoto Direct" as it is and starting small with things it couldn't do. In the future, initiatives from "GOOOD GOOOD TABLE" might influence "Ajinomoto Direct." From a longer-term perspective, I think it could also spark discussions about "how should our e-commerce site be structured?" For now, both sites coexist and operate separately.

The challenge of creating mechanisms to engage users

Q. Could you also tell us about your respective roles?

Hotta: As the project manager, I oversee the overall budget and schedule. I'm positioned closer to the client companies' side, managing the entire project.

Sasaki: As the director, I oversee the entire e-commerce operation. My role involves consulting alongside the client company to determine the communication strategy and how to effectively implement it. Content production, including interviews, writing, and photography, is handled by external partner companies and Dentsu Inc.'s creative team.

Q. It's been about half a year since the January 2023 launch. How has the response been?

Hotta: We haven't implemented everything we envisioned yet; we're still in the phase of trying things one by one and verifying their effectiveness. However, we are gradually receiving user feedback through surveys and other channels.

Sasaki: We understand that the design is being well-received by users. Comments like "The stylish design really got me excited," "It's vibrant and easy to read," and "Everything looks delicious" indicate positive feedback on the visual world we've created. Regarding the recipes and content, we've also received a lot of positive feedback such as "Everything looks doable, and I'm more interested in the products now" and "I want to use this as a reference."

We also send email newsletters, and every email has exceeded our open rate targets, showing a very high match with the information. Many users are adding us as friends on messaging apps, so we're successfully building connections. As a result, even repeat purchases—considered the toughest metric in food e-commerce—are outperforming our targets, and we expect to aim even higher going forward.

With fans' attention now actively focused on us, we're entering a phase where we plan to engage more deeply with them. This includes encouraging fans to share content on social media, write word-of-mouth reviews, or even actively involve them in product development. We aim to build together and grow the community.

Moving beyond simply listing and selling products, we aim for longer-term communication.

Q. Could you elaborate a bit more on what your company's e-commerce should be like? What are your thoughts, including design tips?

Hotta: I see our own e-commerce site not just as a place to sell things, but as an environment for communication that spans a longer period, including the time before and after the sale. It encompasses the entire flow: who we communicate with, how we convey the appeal of our products and company, and how we maintain the relationship after they purchase. Because it's a space for communication that includes all these steps, I believe we need to view it over a longer timeframe.

Sasaki: In this case, while it's our own e-commerce site, it's fundamentally a D2C Inc. site. We prioritize whether Ajinomoto's vision and messages resonate with customers—whether they truly connect with our worldview. For example, we clearly communicate the site's concept on the homepage, use a design with ample white space, and emphasize sizzle. Since it's also a lifestyle proposal site, our article content features product recipe variations and recipes likely to appeal to our target audience.Overall, we were very conscious of whether the communication aligns appropriately with being Ajinomoto's D2C Inc. site.

D2C Inc. sites have gained significant attention in recent years. A crucial perspective when launching one is maintaining long-term communication with users and concretely presenting a relatable worldview. In the second part, we will continue to delve deeper into launching and operating a D2C Inc. site.