The shift from "product proposals" to "experience proposals." Key points for operating a D2C Inc. site, learned from Ajinomoto's "GOOOD GOOOD TABLE" case study (Part 2)

D2C Inc. enables manufacturers to sell directly to consumers while communicating with them digitally. It's gaining attention as a business model that facilitates two-way communication, not just information dissemination, by soliciting and sharing consumer feedback and ideas.

This is the second part of our interview with Mr . Akito Hotta and Mr . Daisuke Sasaki of Dentsu Digital Inc., who were involved in planning and operating "GOOOD GOOOD TABLE," the D2C Inc. site launched by Ajinomoto Co., Inc. in January 2023. This time, we focused on key points companies should consider when launching D2C Inc. and the significance of D2C itself.

From Flow-Based to LTV-Based: The Ideal Form of a Company's Own E-Commerce Site

Q. When building a company's own e-commerce site, what specific communication do you have with client companies?

Hotta: The starting point is always clearly defining "what we fundamentally want to achieve." Do we want to increase sales? Expand product placement? Or deepen customer communication? The approach changes based on the goal. It's not about saying "we want to launch our own EC site," "we want to renew it," or "we want to sell on an EC mall." Instead, we clarify the objective using different words. If the sole aim is simply to boost sales, opening a store on an EC mall is often the faster route.

Q. So why do many manufacturers still pursue their own e-commerce? While it might expand sales channels, they already have distribution networks. What are the most common reasons for still pursuing D2C Inc.?

Hotta: When we first consult with them, they often mention things like "We want to change our over-reliance on retailers" or "Digital is growing." But when we dig deeper, we often find underlying desires like "We want to communicate directly with customers who buy our products, using digital tools like messaging apps or email." Indeed, in today's era, "how to communicate with customers" is becoming increasingly crucial. Simply building a website and getting people to register as members isn't very meaningful. It's necessary to design the entire approach to customer behavior and engagement, so merely collecting contact information is insufficient. That said, it's also true that some communication does begin once customers register their contact details. So, it's a point we need to consider carefully, balancing both quantity and quality.

Sasaki: I believe we should shift business from a one-off, flow-based model to a LTV (Life Time Value) model. By connecting with customers through their member IDs, understanding their characteristics, and providing personalized service, we can encourage repeat purchases and turn them into fans. Creating this flow, which ultimately increases LTV, is what our company's e-commerce should achieve.

Focusing on the magazine to align with customer usage scenarios

Q. "GOOOD GOOOD TABLE" feels like an e-commerce site that puts significant effort into its magazine section.

Sasaki: Yes. Fundamentally, it's based on the concept of "shifting from product proposals to experience proposals." If it were just about product proposals, such a magazine section wouldn't be necessary; sharing development stories alone would suffice. However, we want to offer proposals that align with lifestyles.

Therefore, "GOOOD GOOOD TABLE" features content aligned with specific scenes and styles, such as "Recipes for making delicious miso soup even on weekday mornings" or "How to enjoy great coffee under the blue sky." We believe presenting these suggestions in a magazine format that immerses readers in usage scenarios is more readable and easier for customers to visualize than doing so on product pages.

Furthermore, analyzing site data revealed that Ajinomoto offers a wide range of products. A certain number of customers, for example, might try Soup A and then become curious about Soup B, leading them to purchase it. While many sites might simply offer coupons saying "Get this product cheaper," there are other approaches beyond relying solely on coupons. By providing magazine content about the product's development background or creative recipes, we can show customers ways to enjoy it even more deliciously. Following that flow, we can also recommend other related products. Rather than just making an impression with coupons or discount campaigns, we can naturally create a state where customers think, "I'm also curious about this product," within the flow of their interest.

Hotta: This site focuses more on slightly higher-end product lines than what you'd typically find in regular supermarkets. Therefore, we believe it's crucial to effectively communicate value to users beyond just the product pages. Consequently, I think the significance of the magazine is very high.

Key Points for D2C Inc. Sites to Survive

Q. I see. On the other hand, with e-commerce, results like "how many visitors" and "how much was sold" are directly visible. This can sometimes create a disconnect from the goal of "communicating value," making the project difficult.

Hotta: That's correct. Even in budget allocation, we avoid leaning too heavily toward either side—balancing resources between areas requiring immediate impact and those yielding gradual results.

Sasaki: That struggle is very real. For our site, since we already have a large base of "Ajinomoto customers," we engage across various channels, including Ajinomoto Direct, leveraging the power of owned media to identify the site's winning formula.

It also changes depending on the timing. Until we can launch special products, we're consulting from diverse angles—like building momentum for upcoming campaigns while controlling customer acquisition investment, or assisting from the product planning stage.

Our creative team can be involved from product development, enabling conversations only possible because we're deeply immersed with users. Many in our commerce team come from business companies, so we truly understand the real challenges our client companies face. Building on that, we believe our strength lies in proposing, "As a mid-term plan, let's grow the numbers like this," rather than rushing into short-term measures. For client companies, if the person in charge lacks the ability to explain effectively within their organization, the site won't survive. In fact, this might be the most crucial point for the success of a D2C Inc. site.

A D2C Inc. site isn't just a mechanism for manufacturers to sell products directly to consumers; it's also a space for ongoing, mutual communication with consumers. By clearly presenting values that resonate and sometimes even involving users in product development, it's possible to deliver better products and the best customer experience. To achieve this, enriching content that closely aligns with users' usage scenarios appears to be a key point.