Comparison of DTC and B2C E-commerce

Abstract

This paper provides a structured analysis of the differences between Direct-to-Consumer (DTC) and Business-to-Consumer (B2C) e-commerce models, with particular attention to how the development of e-commerce has transformed firms’ sales channels, customer relationships and value creation logic. The acceleration of digitalization after the turn of the millennium, further intensified by the spread of online purchasing during and after the pandemic, has created a market environment in which direct customer access, customer data management, brand control and digital supply chain operations have become strategic issues for firms. The study is based on a structured literature review and qualitative comparative analysis. The DTC and B2C models are examined along several analytical dimensions, including sales channel structure, the role of intermediaries, access to customer data, brand experience, customer relationships, logistical responsibility, cost structure and competitive advantage. The findings suggest that the main advantage of the DTC model lies not only in the elimination of commercial intermediaries, but also in the establishment of direct customer relationships, the use of first-party customer data and the ability to create a more controlled brand experience. In contrast, the B2C model continues to offer significant strategic value through broader market reach, multi-brand assortment, retail infrastructure and faster scalability. The study concludes that DTC and B2C models should not be interpreted solely as mutually exclusive alternatives, as in many cases they operate as complementary elements of hybrid or omnichannel sales systems. The competitive advantage of the DTC model can be realized only if firms possess the necessary digital, logistical, data management and customer relationship capabilities. The paper helps clarify how e-commerce firms may select, combine or adapt models according to strategic objectives and operational resources.