All D2P Cases
22 casesPatatas Gómez: Bringing Potato Expertise to Digital Commerce
Patatas Gómez illustrates how a traditional Spanish food company can use its website to make specialist product knowledge, assortment and purchasing access more visible. The case focuses on channel development rather than a claimed financial result: the company’s digital presence gives consumers and professional buyers another way to discover and order its products while retaining the identity of an established potato business.
Coffi Lab: Turning Specialty Coffee into a Community Café Brand
Coffi Lab shows how a UK café business can compete without relying on coffee alone. Its model combines specialty coffee, food, welcoming interiors and a strong sense of place. The case illustrates the strategic value of making the customer experience, rather than a single product, the core of the brand.
Bobs Gastronomie: Turning a Hospitality Brand into a Clearer Customer Experience
Bobs Gastronomie illustrates a common hospitality challenge: a restaurant and event business must make its offer compelling both in physical venues and through digital discovery. The supplied evidence identifies the company and its domain, but does not provide verified dates, financial figures, growth rates, campaign results, or a documented transformation. This case therefore avoids invented metrics and examines the strategic choices available to a German gastronomy brand seeking clearer positioning, stronger customer access, and a more coherent relationship between dining, events, and online communication.
Worldwide Fishing Company: Connecting Global Seafood Supply with Professional Markets
Worldwide Fishing Company, based in Spain, operates in the international seafood sector through sourcing, trading, and distribution. Its business model addresses a central challenge in seafood markets: professional buyers need dependable access to products whose availability, origin, quality, handling, and transport can vary by season and location. Rather than treating seafood as a simple commodity transaction, the company’s positioning emphasizes coordination across the supply chain. This case examines how a seafood company can create value by combining market knowledge, supplier relationships, product handling, logistics, and customer service. Publicly available information does not establish specific financial results, customer names, dates, or quantified performance improvements, so the case focuses on the operating logic visible in the company’s international business model.
Simmer Eats: Shaping a Plant-Based Meal Delivery Proposition
Simmer Eats illustrates the strategic challenge of turning a food idea into a clear customer proposition. Publicly available information supplied for this case is limited, so the case avoids unsupported claims about dates, funding, sales, customers, partnerships, or growth. The useful lesson is how a focused brand can connect product choice, convenience, and positioning while treating operational proof and customer evidence as essential next steps.
Scrumbles: Making Natural Pet Food Easier to Understand and Choose
Scrumbles built its proposition around better food for pets, people and the planet. The challenge was not simply creating natural products; it was communicating their value clearly in a crowded pet-food market. By combining accessible education, distinctive branding, responsible product choices and direct customer engagement, Scrumbles strengthened the connection between its purpose and the everyday decisions of pet owners.
Rumori: Building a Pet-Centered Hospitality Concept in Italy
Rumori, associated with the domain rumoripolpetteria.com, represents a focused Italian hospitality concept built around dogs and the people who live with them. Rather than treating pets as an incidental accommodation, the business makes the human-dog relationship central to its identity, setting, and customer experience. This case examines how a narrow lifestyle focus can become a clear market position, while distinguishing observable positioning from unverified claims about scale, revenue, or performance.
Regal Food Products Group: Building a Branded Food Platform from Manufacturing Expertise
Regal Food Products Group illustrates how a UK food manufacturer can develop beyond individual products by combining production capability, brand ownership and portfolio management. The case focuses on the strategic challenge of serving varied consumer and retail needs while maintaining quality, operational discipline and clear brand propositions. Publicly available company information supports a cautious account of Regal’s role as a food products group, but does not establish a single dated transformation, quantified performance result or named customer outcome. The learning therefore centres on the management choices behind a scalable food platform: understand demand, organise the portfolio, protect quality, execute consistently and keep innovation commercially relevant.
Popeyes UK: Building a Distinctive Quick-Service Restaurant Brand
Popeyes UK illustrates how a global quick-service restaurant concept can establish a local market presence by combining a recognisable brand, a focused menu, restaurant locations and digital access. The case is not presented as a quantified turnaround because the supplied evidence does not verify specific dates, financial results or performance percentages. Instead, it examines the strategic choices visible through the Popeyes UK website: making the offer easy to understand, connecting food and brand experience, and reducing friction between customer interest and purchase. The central management question is how to scale awareness and convenience without weakening consistency, quality cues or the distinctive character that separates the brand from other chicken restaurants.
Pinsami: Turning Pinsa Into a Distinctive Italian Food Brand
Pinsami illustrates how a focused food business can build identity around a specialized product rather than competing as a generic pizza offer. Its public-facing positioning connects the Pinsami name with pinsa, an Italian flatbread associated with a distinctive shape, texture, and serving experience. The case is useful because it shows the strategic value of category clarity: a memorable name, a narrow product focus, and consistent communication can help a food brand explain what makes it different. The available evidence supports the brand and product positioning, but it does not verify specific dates, financial results, customer counts, partnerships, or growth percentages.
Intermoma Food: Making Italian Food Heritage Easier to Understand
Intermoma Food illustrates how an Italian food company can use a focused digital story to communicate who it is, where it comes from, and why its food identity matters. The available source is the company’s “Chi siamo” website, so the case emphasizes positioning and communication rather than unsupported claims about sales, growth, or operational performance. Its central lesson is that a food brand can create trust by connecting products with a recognizable origin, human identity, and consistent explanation of what the company stands for.
Gusti D'Italia: Turning Italian Food Heritage into an Online Growth Proposition
Gusti D'Italia operates in the Italian specialty-food space, where product quality alone does not automatically create online growth. The available source material identifies the company and its domain but does not provide verified performance figures, dates, campaign results, or a documented transformation. This case therefore focuses on the strategic challenge: how an online retailer can make Italian food heritage tangible, credible, and easy to buy. The recommended path is to combine a tightly curated assortment with strong provenance storytelling, clear product information, frictionless purchasing, and disciplined learning from customer behavior. The case is presented as an evidence-limited business analysis rather than a claim of measured success.
My American Shop: From D2C E-Commerce to B2B Food Distribution
My American Shop began in 2020 as an online retailer of American and Asian specialty foods, founded by Antoine Libois and Maxime Loison. Its consumer business built a base of about 350,000 individual customers, but the company remained exposed to the limits of a single D2C channel. Turnover was about €10.897 million in 2023, while 2022 produced a net loss of about €558,200. The strategic response was Planet Foods, a B2B food brokerage and distribution business serving supermarkets, wholesalers and specialist retailers. The unit targeted channels including Intermarché, Cora, Delhaize and Delitraiteur. The company also moved from Floreffe to a Nivelles distribution centre reported to be about three times the size of the former warehouse, with 300 square metres of modern offices. In 2024, turnover reached about €19.114 million, up 75.4%, and net profit reached about €426,100. The evidence supports Planet Foods as an important growth lever, but not as the sole cause of the increase because B2B revenue was not separately disclosed.
How KoRo Turned a D2C Food Model into a Multichannel Brand
KoRo began with a simple proposition: buy directly from producers, remove some trade layers and sell food in larger packs. The model helped the company grow online, but it also created a first-purchase barrier. A consumer might be willing to try a snack, nut or dried-fruit product without being ready to commit to a large pack. Online dependence also limited spontaneous discovery in everyday shopping environments. In 2021, KoRo entered physical retail, initially through Alnatura and later through dm, Rossmann, Rewe, Edeka and other international chains. Smaller packs and snacks created a trial entry point, while larger packs and ecommerce supported repeat buying. Revenue rose from approximately €21 million in 2020 to approximately €117 million in 2023 and €175 million in 2024. The evidence supports retail as an important strategic turning point, but not as the sole cause of growth. Online demand, social media, product expansion and European development also contributed.
How Gustavo Gusto Turned Frozen Pizza into a Premium Retail Brand
Gustavo Gusto began with a practical observation: consumers could enjoy high-quality pizza in a restaurant, but the freezer aisle offered few products with comparable appearance, texture, or preparation standards. The company transferred its wood-fired pizzeria knowledge into a frozen format, preserving hand-stretched dough, high-quality ingredients, and pre-baking in stone ovens above 400°C. After research, visits to Italy, recipe development, and repeated taste tests, the product entered retail in February 2016. The company used large, visible packaging and humorous copy to make premium quality legible at shelf, then used a REWE launch as a scale test before expanding to EDEKA and other channels. The model converted restaurant expertise into a repeatable consumer product. High-end frozen pizza sales in Germany rose from approximately €90.3 million to €155.7 million across the measured periods from October 2017–September 2018 and October 2018–September 2019, while the segment share rose from below 8% to 13%. Company sales later reached about €86 million in 2022, €120 million in 2023, and €140 million in 2024.
How Dog Heroes Scaled Dog Food by Standardizing Calorie Ranges, Freezing Production, and Expanding Internal Capacity Across Italy
Dog Heroes began with a highly personalized proposition: non-frozen fresh meals made in exact quantities for each individual dog. That differentiation created an operational constraint. Short shelf life required production after orders arrived, making planning, inventory, national delivery, and production utilization difficult. The company changed the operating model rather than abandoning personalization. It introduced frozen fresh food and organized canine needs into calorie ranges, allowing production before individual orders by using historical demand and growth rates. It also moved toward internal production and built an approximately 1,000-square-meter facility in Settimo Milanese during 2021–2022. The results included reported 446% year-on-year revenue growth in 2021, more than 25,000 dogs served and over 4 million meals delivered between 2020 and 2025, presence in more than 450 pet stores, and funding of over €5 million announced in 2025. The case shows how a food startup can preserve a tailored customer promise while standardizing the hidden production system underneath it.
Bonneval Case Study: From Alpine Water Source to Commercial Regional Brand
Bonneval Émergence spent years converting a recognized natural mineral water resource in Savoie into an operating bottling business. The company reported that its pipelines and bottling production line were ready in 2018, after a project period of about eight years. It then commercialized still water in March 2021, sparkling water in September 2021, and entered the United States in the same month. In 2022, Bonneval added 10-liter Bag-in-Box, glass bottles for restaurants and hotels, and Walter home and business delivery. Revenue increased from €257,179 in 2021 to €2,244,550 in 2024, approximately 8.7 times higher. Export sales reached about €630,000 in 2023, or approximately 29.9% of revenue. The unresolved issue is profitability: the 2024 net loss was €11,225,333. Bonneval therefore demonstrates successful commercialization, but not yet scalable earnings.
Balmaz-Sütőde: Scaling a Regional Bakery Through Integrated Capacity Investment and Retail Network Expansion in Hungary Family Business Case
Balmaz-Sütőde faced a familiar growth constraint: demand was increasing, but manual preparation, limited equipment, and inadequate chilled and frozen storage prevented consistent expansion. The family-run Hungarian bakery responded by upgrading the manufacturing foundation rather than relying only on additional sales. Its Balmazújváros integrated food-industry investment exceeded 300 million HUF and received 112,088,910 HUF in support, equal to 36.95% of the project. Completed on December 31, 2019, the project expanded production and storage, introduced equipment for slicing, sandwiches, frozen products, stable dough production, and on-site baking, and targeted greater energy efficiency. Later public evidence shows a larger operating footprint: 32 stores across 11 towns, revenue rising from 3,068,269,000 HUF in 2023 to 3,683,061,000 HUF in 2025, and average employees reaching 189. The data show continuity, not sole causation.
How Steiger Naturals Rebuilt UK Growth Through Local Creative Testing
Steiger Naturals already had scale in Germany, but the UK remained difficult to penetrate. Earlier campaigns were not sufficiently localised, and the testing process moved too slowly to identify effective audiences, messages, and creative. The turning point was to treat the UK as a separate growth system rather than simply another destination for existing advertising. The agency-led approach combined rapid static and AI-assisted creative testing with UGC, then concentrated attention on a distinctive consumer proposition: a GLP-1 capsule without injections. According to the agency case study, monthly UK advertising investment grew from approximately €10,000 to €181,000, or about 1,700%, while ROAS improved by 28%. These results are agency-reported rather than independently audited, so the case demonstrates a reported operating model and outcome, not definitive proof of causation.
How MoreToTrade Built a Dedicated B2B Italian Food E-Commerce Platform
MoreToTrade Srl, founded in 2014 in Cascina, Tuscany, initially served private customers through online sales of Italian food. As the company reported growing B2B demand, it created a dedicated portal for wholesalers and food professionals. The platform now presents more than 1,000 products, supports minimum orders of one package, offers quantity discounts, and provides multilingual service, inventory fulfilment and international delivery. Between October 2023 and January 2025, the company invested €113,000 in the MoreToTrade Digital and Intelligent project, including a €60,900 non-repayable grant. Reported revenue increased from €1,622,541 in 2022 to €4,152,570 in 2024, while net profit increased from €37,888 to €449,552. The evidence shows strong growth during the transition, but does not prove that B2B repositioning or digitalization alone caused the financial result.
Clos & Monopole: From Wine Platform to Export Trade
Clos & Monopole shows a verifiable shift from a broad DFWA digital-services identity toward wine distribution and international trade. The company changed its name on December 17, 2020, and public terms emphasize distribution, professional sales, and direct winery orders. Trademo recorded 24 export shipments worth about $1.12 million from January 2021 to November 2024, with the United States as the main market. U.S. trade value rose from about $46,490 in 2021 to about $540,770 in 2024. However, the company reported a net loss of €59,760 for the year ended August 31, 2024. The case therefore demonstrates business-focus change and export expansion, not proven profitability.
Fermentalg: From Single-Product DHA to Multi-Product BioSolutions
Fermentalg previously relied mainly on nutritional-lipid DHA, while its natural blue pigment had not reached commercialization. In late 2023, the company began production cooperation with Huvepharma, reorganized its commercial organization, expanded application markets, and advanced Omega-3 and Galdieria Blue. Revenue reached 1340万欧元 in 2025, and non-food-supplement sales rose to 43%, although operating profit remained negative.