From

strategy

to

reality:

how

Eastborn

became

digitally

mature.

The challenge: outdated systems, fragmented processes.

Eastborn’s technical infrastructure was not future-proof. The old PIM system ran on-premises, without cloud functionality. The CMS was no longer adequate: it had limited editability, lacked integration with up-to-date product data, and was not scalable for multiple brands. The dealers also lacked a central portal to collaborate with Eastborn, even though they play a crucial role in the advisory process surrounding a bed or mattress. In addition, there was a strategic issue. Eastborn wanted to be closer to the end customer without losing sight of its relationship with dealers. The in-store shopping experience had to be preserved. Not dealers or direct sales—but both, side by side, without one undermining the other.

The solution: a future-oriented platform, built from the ground up.

After a pitch involving several parties, Hilding Anders chose Cube. “Cube really understood our situation,” says Annemiek. “They provided direction, explained in a well-reasoned way why certain choices were necessary, and we were impressed by their previous work.” The collaboration began with a thorough analysis of the existing landscape. “Cube delved deeply into our old systems, showing great respect for how we had set them up, but also keeping a keen eye on what was needed for the future,” adds Kim van de Sanden. Based on that analysis, we translated the requirements into wireframes, making it immediately clear what the new solution would look like and how users would interact with it.

LogicTrade and a product configurator.

The first step was the transition to LogicTrade, a cloud-based system designed specifically for the home furnishings industry. It manages products, including all the configuration options that allow consumers to build their ideal bed. We developed the visual interface for the product configurator and integrated it with LogicTrade’s backend. The result is an intuitive process in which the customer makes choices step by step based on personal preferences, from the mattress to the legs. The steps, options, and prices come directly from LogicTrade, ensuring that the customer’s selections always match what is actually available.

A dealer portal that truly helps dealers move forward.

We developed a dedicated portal for dealers, and that is precisely where much of the value of this project lies. A dealer logs in, manages users within their organization, and works with the customer to create a configuration. An important detail: the configurator shows each dealer only their own product range from LogicTrade. This means a dealer will never accidentally sell something they don’t carry and always works with up-to-date prices and options without having to maintain their own lists.

Here’s what this means for the dealer in practice: at the sales desk, they work directly in the same configurator as the customer, refine the results, and share them. Previously created configurations and agreements are clearly displayed. And the dealer gets enhanced online visibility as a bonus. The portal uses data from Compas, Eastborn’s internal system containing all dealer information, ensuring that dealers automatically appear correctly in the online dealer locator. They manage their own logos, promotional images, and contact information there. After a data import, new dealers automatically receive a draft page in the CMS. No administrative hassle, but greater visibility.

A central Data Management Platform (DMP).

Underpinning the entire setup is a Data Management Platform where all product and dealer information is consolidated. Product data flows into the DMP from LogicTrade, and dealers submit exports via their systems, which are then processed automatically. Everything is focused on up-to-date content, automated processes, and less manual work. The DMP is the silent link that ensures the website, portal, configurator, and online store all operate using the same, accurate data.

And now: selling through the online store.

The biggest new development is that the commercial section is now live. Whereas the website previously mainly provided information and redirected users, consumers can now customize a bed themselves and complete the purchase within the same workflow. To make this possible, we set up several new integrations: the configurator sends the selected configuration to the custom web store , payment is processed via a payment integration with Mollie, and after the order is placed, it is automatically forwarded to their logistics partner, who handles production and delivery.

The dealer remains involved here as well. As soon as an order is placed, a confirmation is automatically sent to both the customer and the dealer involved. The order then goes through a set status flow, from payment to delivery. As a result, the final, personal point of contact often remains with the dealer, even for online purchases. The agreements regarding what is sent to the logistics partner and when are laid out in advance in clear guidelines, ensuring that every order is processed in the same way without any manual steps in between.

Three ways to get a new bed.

The beauty of it lies in the freedom of choice the platform gives the end customer, without sidelining the dealer. Buying a bed is a decision that people approach differently, and the platform allows for that. In practice, this results in three possible paths.

1. The first: configure without buying. A customer configures a bed online at home, saves the configuration, and schedules an appointment with a dealer to try it out in person.

2. The second: buy and visit. The customer configures the bed online, stops by the dealer for advice, and completes the purchase.

3. The third: buy directly online, without a visit.

In all three cases, the dealer is determined based on location. So even with a direct online order, the local dealer comes into the picture, with an automatic confirmation and the option to have the order delivered to them. This turns the classic fear of having your own web store on its head: online sales feed the dealer network rather than competing with it. For the dealer, this means additional revenue and customer contact that they would otherwise have missed out on. For Hilding Anders, it means exactly what the strategic question called for: getting closer to the end customer and opening a direct sales channel, while keeping the dealer network loyal and well-supported. It’s not about choosing between dealers and direct sales, but letting the two reinforce each other.

The collaboration: professional, open, and down-to-earth.

Annemiek and Kim look back on the process with appreciation. “Cube took a very professional approach,” says Annemiek. “They listened carefully; no question was a silly one. You felt free to say anything.” Kim adds: “They really dove right in, brought structure to our complex situation, and always came up with a well-thought-out plan.” The cultural fit was also strong: “Cube is very approachable and solution-oriented. Not vague. You know what’s possible and what isn’t, and why.”

The result: a fully digital ecosystem.

The platform is up and running, and it’s selling. The website is user-friendly, flexible, and visually appealing. Product information is always up to date, pages are easy to manage, and the dealer network has been digitally strengthened rather than bypassed. On top of that, the entire commercial chain is now integrated: configuration, payment, and delivery all run through a single cohesive system, with the dealer as an integral part rather than a separate link.

For dealers, the workload has been reduced and their position has been strengthened: a constantly up-to-date product lineup, collaborative configuration at the sales counter, automatic confirmation of online orders in their territory, and online visibility that updates itself. For Hilding Anders, this provides a scalable foundation, ready for multiple brands, with less manual work and a dealer network that adapts as needed. “We used to have a lot of loose ends. Now everything is connected,” says Kim. Internally, a great deal of attention has been paid to adoption, from an extensive kick-off to presentations for sales staff, drivers, and other colleagues. What began as a strategic idea is now a solid foundation for digital growth. And plans for further development are already in place.