Team delivery / Skullcandy India
Building a direct sales business from zero
When offline retail was disrupted, a direct-to-consumer route had to become a functioning business. The teams joined demand generation with the website, customer care and order operations.
01 / The business challenge
What needed to change.
The disruption to offline retail during 2020 made a new direct sales route commercially important. The challenge was larger than launching a storefront. Customers needed a clear offer, a usable buying experience and dependable support, while the business needed marketing, order handling and operations to develop together.
When offline retail was disrupted, a direct-to-consumer route had to become a functioning business. The teams joined demand generation with the website, customer care and order operations.
02 / How the teams delivered
Connected work.
Clear ownership.
Build the direct buying route
Website work, product presentation and promotional planning were connected with the marketing launch. The aim was to create a route where customers could discover the offer and complete a purchase.
Join demand with customer experience
Marketing, CRM, customer care and order handling were treated as connected parts of the same business. A campaign could create demand, but the customer experience also depended on the team’s ability to respond and fulfil.
Support the brand launch
Launch activity, partnerships and brand work supported the new DTC operation. Teams worked across the commercial and operational requirements instead of treating the website as a standalone deliverable.
03 / Result and measurement
What the outcome shows.
The reported outcome was approximately ₹120M, equivalent to ₹12 crore, in annual DTC revenue during 2020. The wider project period ran from December 2019 to April 2021. This is an annual business result, not monthly revenue, advertising spend or the output of one isolated campaign.
Results are reported by the team and have not been independently audited by this website. This historical work involved members of today’s XnMark team within agency or in-house structures. The result is shared delivery experience, rather than a claim that the organisation was contracted to XnMark.
04 / Why the experience matters
Use the lesson.
Keep your own baseline.
This experience is relevant when a retail business wants to build direct customer relationships. The website, offer and acquisition plan need to fit the systems behind them. Before scaling demand, a business should understand who owns the customer journey, how orders are handled and how the team will respond when volume changes.
For your business, we would first review the goal, current performance and the information available. Then we would agree the delivery scope and who will implement each part. The measurement plan should explain the baseline, reporting period and definition of success. A historical result can help you understand our experience; it cannot replace that assessment or act as your forecast.
Our delivery can support one focused channel or a broader growth programme. We agree outputs, responsibilities, fees and review points before work starts, including the dependencies that sit with your existing team.
Frequently asked questions
What is the reported outcome in this case?
The reported outcome was approximately ₹120M, equivalent to ₹12 crore, in annual DTC revenue during 2020. The wider project period ran from December 2019 to April 2021. This is an annual business result, not monthly revenue, advertising spend or the output of one isolated campaign.
How did the teams work together?
The account connects build the direct buying route, join demand with customer experience, support the brand launch. Responsibilities followed the needs of the business and the project scope, rather than treating each channel as a separate result.
How could this experience apply to our business?
This experience is relevant when a retail business wants to build direct customer relationships. The website, offer and acquisition plan need to fit the systems behind them. Before scaling demand, a business should understand who owns the customer journey, how orders are handled and how the team will respond when volume changes.
Can we discuss a similar challenge with XnMark?
Yes. Start with a free 30-minute conversation. Bring your goal and the part of growth that is getting stuck. We will discuss the relevant expertise, missing information and the next practical scope, without assuming your business will repeat a historical result.
Your next growth decision
What would progress look like for your business?
Bring us the challenge. We’ll help you identify the priority, the expertise you need and a practical next step.
- Tell us what is getting stuck.We respond within eight business hours.
- Meet an engagement lead.A relevant specialist joins where useful.
- Leave with a clearer next step.A short written summary follows within two business days of the conversation.