Why LinenMe keeps the setup split to stay lean and in control

Written by Emma Viström, October 2025

How B2B supports D2C – without mixing the two

LinenMe is not built like a typical D2C brand - and that is exactly what makes its story relevant.

The Lithuanian home textiles company has two distinct revenue streams: a stable B2B business and made-to-order D2C sales through ten localised webshops. But they never target the same market with both channels. That separation is deliberate – and central to how they expand.

When Inga Lukauskiene, CEO and co-owner, saw other companies rebranding and reselling her family’s linen products at a premium, she decided it was time to take ownership. That shift laid the groundwork for LinenMe as a brand – and a setup that now balances B2B reliability with D2C flexibility across markets.

From manufacturer to brand

“At first we were just a manufacturer,” says Inga. “But when we saw others adding labels and selling our products for eight times more, we decided to build our own brand.”

While many brands begin in their home market and grow from there, LinenMe took a different path. Inga and her husband moved to the UK and brought products with them from Lithuania. They started selling on Amazon and eBay and ran the business from their flat.

“For three years, it was a one-woman show,” Inga says. “People would even come to our house to check if the products were real.”

The early days of selling online came with pushback. “People said we would ruin the brand before it even started,” Inga recalls. Launching on eBay and Amazon did not feel prestigious – but it worked. “We read books from Amazon about how to sell, and learned through trial and error.”


A structure built for balance

Since launching their first webshop, LinenMe has expanded gradually across Europe and the US. They now run localised sites in ten markets, while keeping production, logistics and customer service centralised in Lithuania. All manufacturing remains in-house.


This setup allows them to stay lean and adapt quickly. Instead of investing in large-scale marketing or holding inventory, they operate a made-to-order model: fabric is kept in stock, and each item is produced individually. It enables them to offer over 1,000 fabric types and a wide range of market-specific sizes. “We adapt,” Inga says. “That is why our products are more expensive – but it also means we can serve customers in any country.”

That flexibility supports both sides of the business: direct-to-consumer and wholesale. Today, half of LinenMe’s revenue still comes from wholesale – a stable foundation that helps fund long-term growth.

But the company is careful not to mix channels in the same market.

“You cannot do both well at once,” Inga says. “You have to choose.”

The reason is straightforward: B2B clients do not want to compete with a brand selling directly to customers. “They want to be the ones selling it online,” Inga explains. “If you run your own webshop, it becomes harder for them to justify their prices – especially if customers can compare and find it cheaper elsewhere.”

For a company that owns its production, B2B is not optional. “You need the wholesale side to keep manufacturing running,” she adds. That is why LinenMe keeps the channels separate – not just to protect their brand, but to make the business work.

Stability over speed

That mindset has helped them build a sustainable structure. When demand spikes – like during COVID – they pause customisation to manage production. When demand drops, they scale it back up. The setup gives them stability, control, and options.

LinenMe also resists the pressure to run discounts. “We are always tempted,” Inga says, “but we do not want to undermine our brand or our wholesale partners.”

They have never run a Black Friday campaign. Instead, they focus on retention and accept that growth can take time.

“If the first order takes time, that is fine. We have been doing this for over 30 years. We are not in a rush.”

It is a slower, more deliberate model – but one that works. And for brands navigating the balance between B2B and B2C, LinenMe shows that long-term success does not always follow the fast track.

Three things I wish I had known before launching 

Each brand featured in Succeed Abroad – The Magazine shared three lessons they wish they had known before expanding abroad. Here are the three that stood out most to Inga Lukauskiene:

• B2B and B2C do not always mix
  If you try to grow both at once in the same market, you risk losing trust on both sides. Choose carefully – and respect the differences.
• Flexibility is a strength
  Being able to offer custom sizes and adapt your setup gives you options when the market shifts – or when others are unable to deliver.
• Patience makes room for quality
  You do not have to win the market in the first month. If the foundations are solid, you can grow at your own pace.

Read more brand stories from Succeed Abroad – The Magazine here.