C2C as Strategic Extention of B2C

Beyond the transaction: how the secondary market saves the primary sale

Greg Sperczynski Interviews Eryk Stefanowicz, Head of Impulse Growth at Fabrity Commerce

In this candid conversation, Greg Sperczynski sits down with Eryk Stefanowicz to explore the practical realities of today’s e-commerce landscape. Drawing from their day-to-day experiences and the countless conversations they've had with customers, they discuss behavioral shifts, emerging trends, and the key insights retailers need to understand the true impact of the secondary market.

In the fast-evolving world of digital commerce, the traditional funnel is breaking. Customers are overwhelmed, decision fatigue is real, and the linear path from discovery to purchase is becoming a relic of the past. To understand where e-commerce goes from here, we sat down with Eryk Stefanowicz.

Eryk has been tracking a subtle but seismic shift: the move away from optimizing conversion rates towards optimizing relationships.

His central thesis?

The secondary market isn’t a threat to B2C brands—it’s their most powerful retention tool.

The Death of Exploration

Greg: Eryk, you’ve argued that the way we shop online has fundamentally changed. We used to browse for hours; now, it seems like we just transact. What’s happening there?

Eryk Stefanowicz: It’s a matter of cognitive load. Historically, e-commerce was a space for exploration. You’d go to a brand store, compare items, and learn about the product. But as markets matured and interfaces became denser, that exploration became costly—mentally speaking.

Greg: So where do people decide what to buy now?

Eryk: Everywhere else. Social signals, algorithms, peer groups. By the time a consumer lands on a product page, the decision is often already made. The store itself has been reduced to a transactional endpoint. It’s no longer a decision-making space.

The Secondary Market as a "Rationalisation Layer"

Greg: This brings us to your perspective on C2C (Consumer-to-Consumer) commerce. Most brands see second-hand sales as lost revenue. You see it differently.

Eryk: I do. It’s one of the most misunderstood aspects of the current shift. In boardroom discussions, C2C is framed as an external threat or a sustainability side-project. Both are incomplete views.

Greg: How should they view it?

Eryk: As a functional layer of the decision-making process. Consumers still want products, but they want to minimise decision fatigue and perceived risk. In this context, the secondary market becomes a rationalisation layer, which is a way to satisfy needs with lower financial and psychological commitment.

Greg: That’s a fascinating phrase—"rationalisation layer." Can you unpack that?

Eryk: Think about it. When you buy something used, you aren't just saving money. You are absorbing uncertainty. You are postponing commitment. If you buy a second-hand jacket, and it doesn't work out, the cost of that mistake is low.

But here is the critical part for B2C brands: This exit option is crucial: the knowledge that a product can be resold later significantly increases the willingness to buy it in the first place.

Stabilising Demand, Not Cannibalising It

Greg: So, if I know I can sell it, I’m more likely to buy it new?

Eryk: Exactly. From this perspective, the secondary market does not cannibalise demand; it stabilises it. It allows consumption to continue in environments where first-hand purchases would otherwise be abandoned.

Greg: It sounds like you see C2C as a safety net for the consumer.

Eryk: It’s a buffer. In 2026, the value of C2C for brands isn't the resale revenue itself. It’s insight and relationship continuity. The secondary market captures customers who are undecided or cautious. These aren't lost opportunities; they are delayed ones. We call this the "hidden customer"—someone active and informed but operating outside your primary sales funnel.

The Operational Shift

Greg: Let’s talk about execution. How does a brand actually do this? You’ve mentioned companies like Decathlon and IKEA.

Eryk: Yes, Decathlon is a great example of lifecycle management. They don't frame resale as a discount mechanism; they frame it as continuity. Customers aren't punished for returning products; they are rewarded for staying in the ecosystem.

Greg: And IKEA?

Eryk: IKEA deals with long commitment cycles. Furniture is a big decision. By formalising exchange, they transform a final commitment into a reversible step. Strategically, it’s less about resale profit and more about maintaining relevance across life stages.

Greg: What does this mean for the internal operations of a B2C company?

Eryk: It’s huge. Integrating C2C isn't a marketing initiative; it’s an operational transformation. You need to adjust pricing logic, inventory management, and how you measure success. Metrics like LTV (Lifetime Value) need to be recalibrated to include non-purchase interactions.

Greg: Any final advice for brands hesitant to embrace the secondary market?

Eryk: Don’t over-optimise for short-term profitability. The challenges we face in 2026 are relational, not technological. Consumers aren't rejecting commerce; they are rejecting pressure. The secondary market allows you to support them through hesitation, transition, and exit. It turns a transaction into a continuous relationship.

Key Takeaways:

• The Store has Changed: E-commerce sites are now transactional endpoints, not discovery hubs.
• Risk Mitigation: The secondary market acts as a "rationalisation layer," lowering the psychological cost of buying.
• The Exit Option: Knowing a product can be resold increases the likelihood of the initial purchase.
• Hidden Customers: C2C activity reveals engaged customers operating outside the primary sales funnel.
• Operational Shift: Success requires rethinking metrics like LTV to include non-transactional engagement.