Written by Emma Viström, October 2025
Expanding abroad rarely happens overnight. DILLING’s story shows how patience, quality and genuine localisation can build a loyal customer base – one order at a time.
Watch CEO Morten Dilling reflect on what it takes to grow abroad without losing sight of what matters most – the customer.
DILLING is not the kind of brand that shouts for attention. Across Northern and Central Europe, the family-owned company has quietly built a loyal following for its high-quality, organic wool basics.
With more than 100 years in production, DILLING began a new chapter when it shifted from wholesale to direct-to-consumer – keeping production in-house, avoiding discount culture, and focusing on getting localisation right.
“Our goal was to win ten customers and serve them so well they would tell others,” says Morten Dilling, CEO of DILLING.
That focus on doing things properly – one customer at a time – has shaped the company’s growth ever since.
The move to DTC was not about margin; it was about control. “We wanted full control – no one else deciding when to run a campaign or offer a discount,” Morten explains. That decision meant taking full responsibility for the customer experience, from first click to final delivery.
Customer service, logistics, and content all meet the same high standards. “If you can afford to deliver directly to the customer, do it,” he says. “It gives you huge advantages.”
For DILLING, that clarity became the foundation for loyalty and long-term value. “I am not a brand builder in the traditional sense,” Morten says. “But I know how to serve customers well – and that builds loyalty faster than any campaign.”
That mindset also defines DILLING’s approach to localisation. Each market has its own native-language site, supported by local staff and carefully edited content.
“The tone should be intelligent – like a respected newspaper,” Morten explains. “Not just technically correct.”
That attention to tone comes from experience. After living in Munich, Morten saw how easily German consumers lost trust when brands relied on English, even if they spoke it well. “To earn trust, you have to speak the way people do – naturally, clearly, respectfully.”
For DILLING, localisation is not an add-on – it is fundamental to delivering a great customer experience.
DILLING’s growth has always been deliberate – one market at a time, tested properly before scaling.
Switzerland, for example, exceeded expectations not through dramatic changes, but by staying consistent and letting performance channels do their job.
Morten admits there were moments of doubt: “There were times we questioned whether our approach was too slow – especially when others were scaling aggressively.” Watching some of those same businesses struggle or shut down only deepened his conviction. “We’ve seen others enter five markets at once – and exit just as quickly. That reinforced our belief in going one at a time.”
He also learned the value of relying on others. “At a certain point, it becomes essential to bring in people who know more than you – especially in marketing and tech.”
“If things improve year by year – not day by day – that gives you the belief it will work out.”
Even with new technologies like AI emerging, Morten stays pragmatic. “We are not trying to be first movers,” he says. “For us, it is more important to get things right.”
That evolution has shaped the advice Morten now gives to others considering expansion. For companies caught in the middle stretch – no longer startups, not yet fully scaled – his message is clear:
“Start small. Focus on one market. Really do it properly. Then, if it works, you can build from there.”
Behind his desk, a simple diagram shows DILLING’s organisational structure: a circle with a single customer at its centre. “That woman – she is the one we are all fighting for,” he says. “We build the entire organisation around her.”
He believes conviction matters just as much as growth plans. “You have to be convinced – deep down – that you are doing something unique,” he says. “If your product is the same as everyone else’s, then it is hard to find a place in the market.”
“We never wanted to be the biggest – just the best at what we do.”
Each brand featured in Succeed Abroad – The Magazine shared three lessons they wish they had known before expanding abroad – practical advice shaped by their own experiences. Here are the three that stood out most to Morten.
Owning the relationship changes everything
Selling directly to customers is harder at first – but over time, it gives you clarity, control and long-term value.
Focus beats flexibility
Do not try to be great at everything. Decide what matters most – and become world-class at it.
Stay on the train
There will be slow patches, doubts and distractions. But if you trust the journey and stick with your plan, that is when real progress happens.