In Portugal, there are factories that have been selling exclusively through distributors for decades. Some, however, have already opened a direct-to-consumer channel. And they're not startups or tech companies — they're industrialists with a history. Vista Alegre, the porcelain factory in Ílhavo founded in 1824, today sells directly from vistaalegre.com. It did not abandon its distribution network. He complemented it.
It is not an isolated case. It is the reflection of a global change that already has data behind it.
What the data says
Recent statistics on D2C adoption in industrial B2B companies tell a clear story: direct selling is no longer the exclusive domain of consumption. According to studies published in 2024 and 2025 by strategic consulting firms:
But perhaps the most revealing fact is this: 39% of B2B buyers spend more than €500,000 per order on online channels. We are talking about industrial transactions, not T-shirts. And the company that does not have a digital channel does not compete for those orders.
B2B Revenue: Traditional vs. Digital Channel (Evolution)
Source: Strategic Consulting Studies, 2024-2025
Traditional channel (distributors, sales force)
Digital channel (e-commerce, D2C, marketplaces)
The trend is clear. And it accelerates: Toyota Material Handling recorded a +220% YoY in online sales of spare parts after opening its D2C channel. It's not an exceptional case — it's what happens when an industrial with a captive customer base removes the friction of purchasing.
Why an industrial company opens a direct channel
The question we hear most from industrial managers is: "Why would I sell direct if my distributors work?" The answer is not to replace the distributor. It is Complement — and, above all, capturing first-hand data.
When you sell through a distributor, you don't know who your end customer is. You don't know what products they are looking for, when they repeat, or what frustrates them about the buying process. Opening a D2C channel — even if it's for a limited range — gives you access to that information. And that information is what allows you to make better product, pricing and service decisions.
INDASA, the industrial abrasives manufacturer based in central Portugal, understood this. Launched buyindasa.com — an online shop aimed at both professionals and end users. It doesn't compete with its distributors: it offers an accessible catalog, technical content and a shopping experience that reinforces the brand. The result is an additional channel that generates data, visibility, and incremental sales.
What Can Go Wrong (and How to Avoid It)
The main obstacle is not technical. It is political. The channel conflict — fear that distributors will feel threatened — is the number one barrier, cited by 38% of B2B companies that have yet to take the plunge.
But companies that have done well share a pattern:
- Differentiated pricing — the D2C price is equal to or higher than that of the distributor. The direct channel competes on convenience, not price.
- Exclusive SKUs — products or packs that are only sold in the direct channel, without overlapping with the distribution catalog.
- Network transparency — Distributors know that the channel exists and understand that it does not compete with them.
Bosch and Siemens Household (BSH) executed it in Europe. Since 2020, they have opened D2C stores in the Netherlands, France, and Belgium. They kept prices aligned with retail, offered exclusive online ranges and gave distributors access to demand data generated by the direct channel. The result: more total sales, not a redistribution of existing ones.
There are other real risks that should be anticipated:
- Logistics — selling B2B is sending pallets; Selling D2C is sending packages. They are different operations. Many industrialists outsource D2C logistics to a 3PL so as not to complicate their internal operations.
- Team and skills — a D2C channel needs e-commerce management, end-customer service, and digital marketing. Skills that a traditional B2B industry does not have in-house. The solution isn't to hire a full crew all at once — it's to start with a limited pilot.
Portuguese companies that already do it
Portugal has a notable concentration of industrialists who have opened a direct channel. These are not theoretical cases — they are active, verifiable online stores:
Iconic reference of Portuguese industrial D2C. Sell directly from vistaalegre.com with a complete online store, international shipping and exclusive collections. It simultaneously maintains a network of its own physical stores and distributors.
Launched buyindasa.com as a complementary D2C channel to its network of distributors. Complete catalog with technical specifications, direct purchase and training content for professionals.
In lovetiles.com It offers an interactive catalogue with augmented reality — the customer can visualize the tiles in their own space before purchasing. It combines B2B (architects, construction companies) with D2C (individuals who renovate).
It sells on European marketplaces (Amazon, Cdiscount) while maintaining B2B distribution in more than 60 countries. A D2C model that doesn't require its own store — it uses third-party infrastructure to reach the end consumer.
Four different models. Four different sectors. A common pattern: none left their B2B channel. All of them added a direct channel that complements, generates data and reinforces the brand.
The Trauma-Free Transition: From Pure B2B to Omnichannel
working.
No end-customer data.
Exclusive SKUs.
First contact with the end customer.
Data shared.
More total sales.
Complement, not replace. That's the model that works.
The pattern is repeated throughout industrial Europe. Companies that open D2C channels don't lose their distributors — they gain visibility, data, and an additional revenue channel. Those that do not, cede that advantage to those who do.
Proportione LDA works with Portuguese industrial companies that want to take this step. How we integrate technology, strategy and people.
Sources: Strategic consulting studies on D2C adoption in industrial B2B (2024-2025) · Public data from Vista Alegre, INDASA, Love Tiles, Polisport · BSH (Bosch/Siemens Household) Case · Toyota Material Handling D2C results. Related Posts: The biggest gap in enterprise technology · Neither GPT nor Gemini.
A perfect example of D2C executed with technological excellence is Lejan Brand: 2,500 concurrent users and a 50% conversion in their online releases.
