All D2P Cases
5 casesHow Kinga Mathe Scaled Premium Trachten Fashion Across Online, Store, and B2B Channels with Xentral ERP
Kinga Mathe began with a designer’s Dirndl created for a Kitzbühel traditional-clothing ball in 2007 and later developed a premium Trachten business spanning online retail, company-owned stores, B2B customers, and customized uniforms. The 2019 launch of Alissa by Kinga Mathe accelerated demand, but Excel, manual picking, paper records, and disconnected systems could not reliably coordinate growing SKU variety and multiple channels. A previous system displayed a 70% return rate even though the warehouse had not received those returns. After testing Xentral in December 2022, the company chose it in early 2023 and BDG Solutions implemented it in about 30 days. Shopify, POS, inventory, returns, logistics, and accounting were brought into a shared operating structure. According to Xentral’s customer case, revenue grew about threefold between 2023 and 2024, fulfillment time dropped from 30 to 10 minutes, financial processing workload fell 20%, and monthly paper costs declined about €2,000. These figures are supplier-case evidence, not independently audited results.
How IBO Turned Steffen Klein into a European Growth Brand
IBO moved Steffen Klein beyond marketplace dependence by launching an owned online store in November 2022, retaining marketplace sales, and expanding the store to more than 27 European countries by January 2024. The brand reached eight-figure GMV for the first time after about four years. The case shows how direct consumer access, multi-channel distribution, and IBO’s vertically coordinated fashion operating model supported international growth, while also demonstrating why GMV and growth rankings must be separated from profitability.
How 247Group Scaled Germany’s E-Commerce Business Through Specialist Online Stores, Shared Accounts, Fulfilment and Multiple Customer Categories
247Group began in 2006 with Kustom-Kult, a single online store focused on motorcycle, cycling and automotive-culture products. As customer demand widened into workwear, team sports, style, fan merchandise, fight equipment and children’s apparel, a single broad storefront risked weakening category clarity and customer matching. In 2022, the company developed a multi-store architecture: specialist shops received distinct category positions, while one registration, shared login, combined shopping and common fulfilment preserved operating links. The decision combined front-end specialization with back-end scale. According to the company and MBG Schleswig-Holstein, revenue rose from approximately €1 million in 2017 to more than €16 million in 2025. By the 2025/2026 disclosure, 247Group had more than 3,000 square metres of warehouse space, 35 employees, approximately 350,000 parcels per year and sales through more than 25 markets. The figures support the outcome, but public information does not prove that the 2022 architecture alone caused the growth.
How Undress Code Bet on Overseas Markets Ahead of Schedule
Polish womenswear brand Undress Code changed course about two months after its founding, committing limited funds to a Paris trade show and attracting international buyers with distinctive branding and bodysuits designed as outerwear. It then combined DTC e-commerce, B2B wholesale, and export promotion to expand its channels. Revenue rose from approximately 16.94万 PLN in 2017 to approximately 1789.63万 PLN in 2025.
How Rifò Used Presales to Validate Demand and Expand Circular Fashion Distribution
Rifò first used crowdfunding and presales to validate demand for recycled clothing, then organized production around actual demand through Prato’s local supply chain. It subsequently added clothing take-back, repair, and secondhand resale services. In 2023, its retailer network expanded from about 220 to 350.