The e-commerce market in the Netherlands is one of the most developed globally. In 2023, Dutch online retail reached a turnover of €32.4 billion, representing 8.6% growth compared to 2022. Over 98% of all Dutch internet users shop online, giving the Netherlands the second-highest e-commerce penetration rate in Europe after the United Kingdom. This relatively small country of 17.8 million people punches well above its weight in digital commerce, with a market dominated by a handful of major players each occupying a unique position.
For entrepreneurs considering selling online, understanding how these market leaders operate is essential. Not to copy them, but to identify opportunities and understand what strategies work. Each major player has a specific business model, target audience and competitive advantage. By analysing how Bol.com, Coolblue, Zalando and others have built their positions, you gain insight into what works in the Dutch market and where gaps exist for new entrants.
This article analyses the six largest e-commerce companies in the Netherlands based on turnover, market share and strategic positioning. We examine their business models, strengths and how they differentiate themselves in a competitive market that serves one of Europe’s wealthiest and most digitally savvy populations.
Bol.com: the undisputed market leader
Bol.com is by far the largest e-commerce player in the Netherlands and Belgium. The platform processed a Gross Merchandise Value (GMV) of approximately €7.5 billion in 2023 and commands over 20% market share in Dutch e-commerce. Bol.com receives more than 25 million unique visitors monthly and serves approximately 13 million active customers. The company has been owned since 2012 by Ahold Delhaize, the Dutch-Belgian retail conglomerate that also operates Albert Heijn supermarkets and various international grocery chains. In 2023, Ahold Delhaize invested over €1 billion in further expansion of fulfilment centres and technology infrastructure.
What makes Bol.com so successful is the combination of a strong marketplace model and excellent logistics. The platform began in 1999 as an online bookshop but has grown into an all-encompassing marketplace where more than 50,000 external sellers now operate alongside Bol.com’s own inventory. These external partners contribute approximately 60% of the total product range and 45% of turnover. For sellers, Bol.com is attractive through its Select programme, whereby Bol.com handles logistics (storage, shipping, returns processing) for commission percentages between 5% and 15%, depending on product category.
Bol.com’s competitive strength rests on three pillars. Firstly, logistics infrastructure: with fulfilment centres in Utrecht, Waalwijk and since 2023 also in Belgium, Bol.com can deliver 90% of orders within 24 hours across the Benelux region. Secondly, the premium subscription programme, whereby customers pay an annual fee for unlimited free and expedited delivery. This programme has an estimated 2 million members and ensures higher customer loyalty and average spending. Thirdly, Bol.com invests heavily in technology: its recommendation system generates an estimated 35% of all sales through personalised product suggestions based on browsing behaviour and purchase history.
For external sellers, Bol.com presents both opportunity and challenge. The opportunity lies in access to millions of customers without having to generate traffic independently. The challenge is fierce price competition: because customers can easily compare prices, selling often becomes price-driven. Successful sellers differentiate through niche assortments, private label brands or excellent customer service that generates better reviews. Average selling commission for external partners runs around 10%, with popular categories like electronics commanding lower margins (5-7%) and niche categories higher commissions (up to 15%).
Coolblue: the specialist in customer experience
Coolblue is the number two player in the Netherlands with turnover of approximately €2.6 billion in 2023 (Netherlands and Belgium combined). The company was founded in 1999 and has specialised in electronics, household appliances and related products. Coolblue explicitly differentiates itself from Bol.com through a focus on product knowledge, customer service and a hybrid model combining online and offline presence.
The company operates 29 physical shops across the Netherlands and Belgium, where customers can view products and receive advice from specialised staff. These shops also function as pick-up points and return locations, strengthening the online proposition. Approximately 25% of online orders are collected in-shop, saving Coolblue costs on home delivery whilst giving customers greater certainty about delivery times. Physical shops contribute around 15% of total turnover, but their strategic value lies primarily in customer retention and brand experience.
Coolblue’s strategy revolves around three core values consistently reflected in their communications: customer focus, product specialisation and reliability. This translates concretely into their own delivery service (including installation and collection of old appliances for large items), extensive product descriptions written by in-house specialists, and a no-nonsense returns policy. Coolblue maintains consistent customer satisfaction scores of 9+ on Trustpilot and Kiyoh, exceptionally high for the electronics sector. These scores are actively deployed in marketing and contribute to organic growth through word-of-mouth.
What distinguishes Coolblue from marketplace models is control over the complete customer journey. They sell only products from their own inventory, meaning they maintain full control over availability, delivery and quality. This has disadvantages (lower margins, inventory risk) but also advantages: no dilution of brand experience through external sellers with poor service. Average order margin at Coolblue is estimated between 3% and 7%, which appears low but is compensated by high turnover velocity and upselling of services like installation and insurance policies.
For entrepreneurs, Coolblue isn’t a sales channel – they don’t operate as a marketplace – but they are an inspiring example of how to differentiate in a price-driven market through service and expertise. Their investments in content marketing (product reviews, comparisons, buying guides) generate significant organic traffic and position them as authorities in their field.
Amazon.nl: the international competitor
Amazon launched Amazon.nl in March 2020 and has since pursued an aggressive growth strategy in the Dutch market. Amazon doesn’t publish exact turnover figures for individual countries, but estimates based on market research suggest €600 to €800 million in 2023. This appears modest compared to Bol.com, but growth is exponential: in 2022 Amazon.nl grew by more than 40% and market share is steadily rising to approximately 5% to 7% of Dutch e-commerce.
Amazon’s strength lies in pricing, assortment and Prime membership. Amazon Prime costs €4.99 monthly or €49 annually in the Netherlands and offers unlimited free shipping, access to Prime Video streaming service and other benefits. The programme now has an estimated 1.5 to 2 million Dutch members. Prime members spend on average 2.5 times more than non-Prime members, making this programme a cornerstone of the strategy. The psychological barrier to switching to other platforms after paying the subscription is considerably higher, strongly boosting customer retention.
For sellers, Amazon is a double-edged sword. On one hand, the platform offers access to international audiences (Dutch sellers can also sell in Germany, France, the UK and other markets through Amazon), advanced fulfilment via FBA (Fulfillment by Amazon), and powerful marketing tools such as Sponsored Products. On the other hand, commissions are substantial: 8% to 15% referral fees plus €0.99 per item sold for basic sellers, or €39 monthly for professional sellers. On top of this come FBA costs for storage (€26 to €36 per cubic metre monthly) and fulfilment (€2.40 to €8.00 per item, depending on weight and dimensions).
Competition on Amazon is brutal. In popular categories like electronics and household goods, hundreds of sellers compete for the same customers, often with minimal price differences. Amazon itself also operates as a competitor through private labels (Amazon Basics, Amazon Essentials) that copy popular products at lower prices. The company uses sales data from external sellers to identify which products are profitable and then launches its own versions. This practice is controversial but legal, forcing sellers to constantly innovate or focus on niche markets where Amazon itself isn’t active.
Amazon’s strategy isn’t primarily profit maximisation per transaction, but creating an ecosystem customers neither want to nor can escape from. Through Prime, Alexa integration, AWS cloud services and cross-selling to Prime Video and Music, customer loyalty is built that extends far beyond e-commerce alone. For Dutch sellers, this means competing in an international arena where Amazon sets the rules and continuously adapts them.
Zalando: Europe’s fashion giant
| Key Zalando statistics (2023) | Figures |
|---|---|
| Total GMV Europe | €14.6 billion |
| Active customers | 51 million |
| Number of brands | 5,500+ |
| Product range | 850,000+ items |
| Employees | 17,000+ |
Zalando is the dominant player in online fashion across Europe and also a major force in the Netherlands. The German company, founded in 2008, processed a GMV of €14.6 billion in 2023 across 25 European markets. In the Netherlands alone, turnover is estimated at €600 to €700 million, positioning Zalando as the largest pure fashion e-commerce player in the Dutch market.
Zalando’s strength lies in its enormous assortment of over 850,000 items from 5,500+ brands, ranging from luxury labels like Hugo Boss and Tommy Hilfiger to affordable fast fashion such as Zara and H&M. This breadth makes Zalando the one-stop shop for fashion, meaning customers rarely need to visit competitors. The free delivery and returns policy (up to 100 days after purchase) lowers the barrier to buying clothes online, crucial given that approximately 50% of online fashion purchases are returned.
Zalando operates both as a retailer (own inventory) and marketplace (external partners). The Partner Programme, launched in 2014, has now attracted more than 5,000 external brands and retailers who collectively represent approximately 30% of GMV. For partners, this offers access to Zalando’s 51 million customers across Europe, but the commission structure is substantial: 5% to 25% depending on product category and whether you use Zalando Fulfillment Solutions (ZFS), their fulfilment service comparable to Amazon FBA.
Zalando’s strategy is increasingly shifting from pure fashion retail to a platform ecosystem. They’re investing heavily in technology such as AI-driven style advice, virtual fitting rooms and personalised recommendations. The Plus subscription (€14.95 annually) offers benefits including early access to sales and exclusive discounts, aimed at increasing customer loyalty. Additionally, Zalando is developing beauty categories and lifestyle products to make the platform more attractive for frequent visits.
For fashion entrepreneurs, Zalando is an attractive but demanding channel. Quality requirements are high (professional product photography, detailed size charts, rapid shipping), competition is fierce and margins are pressured by expectations of regular discounts. Successful partners have unique designs or strong brand identity that prevents them competing purely on price.
Wehkamp: the traditionalist in transformation
Wehkamp is one of the oldest names in Dutch (online) retail, founded in 1952 as a mail-order company. The firm has weathered a turbulent history including bankruptcies, takeovers and restructurings, but remains a significant player with turnover of approximately €450 million in 2023. The focus lies on fashion, home furnishings and lifestyle products, particularly targeting families and the 35+ age bracket.
What distinguishes Wehkamp is brand recognition and trust amongst an older demographic who grew up with the Wehkamp catalogue. This group values clarity, clear product photography, comprehensive size charts and reliable returns procedures. Wehkamp scores consistently better on these points than trendy competitors primarily targeting youth. Average customer age is around 45, considerably higher than Zalando (32) or Bol.com (38).
The company has invested in platform modernisation, including personalisation algorithms and an improved mobile app, whilst retaining core values the target audience appreciates. Wehkamp offers buy-now-pay-later via Klarna and smooth returns service: products can be returned free of charge within 30 days via PostNL (the Dutch postal service) drop-off points or collected by the delivery driver.
Wehkamp’s challenge is declining brand preference amongst younger generations and strong competition from Zalando and Bol.com. The company has had to cut back on marketing and has less name recognition amongst consumers under 30. Additionally, Wehkamp struggles with higher operational costs than pure online players, partly due to legacy systems and a relatively large permanent organisation.
Nevertheless, opportunities exist. The Netherlands’ ageing population plays to Wehkamp’s advantage: the target demographic is growing and has purchasing power. Moreover, there’s room in the market for a reliable, un-trendy fashion retailer prioritising quality and comfort over trends. Wehkamp attempts to capitalise on this through exclusive brand partnerships and offering sustainable clothing lines aligned with the demographic’s values.
Albert Heijn: the supermarket dominating online groceries
Albert Heijn is not only the largest supermarket chain in the Netherlands, but also by far the biggest online grocer. With estimated online turnover of €1.2 billion in 2023, Albert Heijn commands approximately 60% market share in online groceries. The company serves over 500,000 online orders weekly through home delivery and pick-up points.
Albert Heijn’s online proposition is integrated with physical shops. Customers can choose between home delivery (from €4.95 for a two-hour time slot, cheaper for wider windows or evening delivery) or free collection at an Albert Heijn branch. This hybrid approach provides flexibility and reduces delivery costs. Approximately 35% of online orders are collected, saving Albert Heijn millions of euros on last-mile delivery.
Technologically, Albert Heijn is advanced. The platform offers personal recommendations based on previous purchases, recipe suggestions that can be added directly to your basket, and intelligent search functionality recognising terms like “gluten-free” or “for children”. The app has over 5 million downloads and earns 4.5-star ratings from customers in app stores.
Albert Heijn’s strategy focuses on convenience and time-saving for busy families. By investing in fulfilment centre automation (such as the automated warehouse in Pijnacker with capacity for 40,000 orders weekly), Albert Heijn can reduce operational costs whilst offering faster delivery times. Delivery slots at popular times (weekdays 17:00-21:00, Saturday mornings) are fully booked weeks in advance, demonstrating that the service fulfils a structural need.
Competitors struggle to match Albert Heijn. Jumbo, the number two Dutch supermarket chain, also offers online service but achieves only approximately 20% of Albert Heijn’s online turnover. Smaller players like Picnic are growing rapidly (estimated turnover €800 million in 2023) through a no-frills model with free delivery and electric delivery vans, but have yet to achieve profitability. Albert Heijn’s advantage lies in scale, existing infrastructure and brand trust built over decades.
Trends and developments in Dutch e-commerce
The Dutch e-commerce market continues evolving with several trends that will prove decisive for success in coming years.
Sustainability and circular economy
Consumers are becoming more critical about sustainability. Research shows 65% of Dutch online shoppers are willing to pay more for sustainable products, and 42% have cancelled a purchase due to unsustainable packaging or shipping. E-commerce companies are responding by investing in electric delivery vehicles, plastic-free packaging and carbon-neutral shipping. Bol.com now delivers 50% of orders electrically, Coolblue even 70% in urban areas.
Additionally, the market for refurbished and second-hand products is growing. Platforms like Marktplaats (part of Adevinta, with GMV of approximately €3 billion) and Vinted (fashion, rapidly growing with millions of Dutch users) are gaining ground. Traditional retailers are also launching refurbished programmes: Coolblue sells reconditioned electronics, Wehkamp has a second-hand fashion department.
Personalisation and AI
Advanced personalisation is becoming standard. All major players are investing in AI-driven recommendation systems based not only on purchase history but also on real-time browsing behaviour, seasonal influences and social trends. Zalando, for example, is testing virtual fitting rooms where you create a 3D model of yourself and virtually try on clothes. Bol.com uses AI to improve inventory forecasting and ensure the right products are in stock at the right moment.
Social commerce and influencer marketing
The boundaries between social media and e-commerce are blurring. Instagram and TikTok are gaining increasingly more shopping functionality, enabling users to buy directly from posts without visiting an external website. Dutch brands and retailers are investing heavily in influencer marketing: estimates suggest €150 million annually circulates in Dutch influencer deals, particularly in fashion, beauty and lifestyle.
Omnichannel and quick commerce
Expectations are that retailers must increasingly invest in seamless integration between online and offline. Customers want to order online and collect in-shop, or view in-shop and purchase online. Quick commerce (delivery within 10-30 minutes) is also growing, especially in urban areas. Players like Gorillas and Flink grew explosively but struggled with profitability and have since significantly contracted or been acquired. Albert Heijn itself is also testing faster delivery options in major cities.
Regulation and consumer protection
The EU is introducing stricter rules for online platforms via the Digital Services Act and Digital Markets Act. This legislation obligates large platforms to greater transparency about algorithms, better consumer protection against misleading practices and fairer conditions for business users. For Dutch e-commerce companies, this means additional compliance obligations but also more protection against unfair competition from large international players.
Opportunities for new players
Despite the dominance of major players, ample opportunities remain for new entrepreneurs in Dutch e-commerce. The key lies in specialisation, niche marketing and offering something the giants cannot or will not.
Successful strategies for newcomers include vertical specialisation (very deep assortment in a narrow niche, for example diving equipment or organic baby food), community-driven commerce (building a loyal community around a hobby or interest before selling), direct-to-consumer brands (designing own products and selling directly without intermediaries), sustainability as core proposition (demonstrably more sustainable than incumbents) and hyperlocal focus (targeting specific regions or cities with customisation).
The investments required to start are lower than ever. With platforms like Shopify (from €29 monthly), WooCommerce (free, though hosting costs apply) or Lightspeed, you can launch a professional webshop within days. Marketing via Google Ads and Meta (Facebook/Instagram) is accessible with budgets from several hundred euros monthly. Fulfilment can be outsourced to 3PL providers like Cycloon, ShipmondoGO or Fulfilment Service Nederland, who handle warehousing and shipping at affordable rates.
The biggest challenge for start-ups isn’t technology but marketing: how do you attract customers in an overcrowded e-commerce landscape? Organic traffic via SEO takes months to years to build. Paid advertising grows increasingly expensive through rising competition. Successful newcomers therefore first build an audience via content marketing (blog, YouTube, social media) before selling, or focus on very specific niche markets where major players pay little attention.
Frequently asked questions about the largest e-commerce companies in the Netherlands
What are the largest e-commerce companies in the Netherlands?
The six largest e-commerce players in the Netherlands are: (1) Bol.com with GMV of €7.5 billion and 20% market share, (2) Coolblue with €2.6 billion turnover in Benelux, (3) Albert Heijn with €1.2 billion online grocery turnover, (4) Amazon.nl with estimated €600-800 million, (5) Zalando with €600-700 million in the Netherlands, and (6) Wehkamp with approximately €450 million. Together these parties represent roughly 40% of the total Dutch e-commerce market of €32.4 billion.
How is the size of e-commerce companies determined?
Size is determined based on multiple metrics: (1) GMV (Gross Merchandise Value, the total value of all products sold), (2) net turnover (GMV minus returns and discounts), (3) market share (percentage of total e-commerce market), (4) number of active customers, (5) website visits and conversion ratio, and (6) profitability (though many companies operate at a loss during growth phases). For marketplaces like Bol.com and Amazon, GMV is the most relevant metric, for retailers like Coolblue net turnover is more important.
Which product categories sell best online?
In the Netherlands, the largest online product categories are: (1) fashion and footwear (€7.2 billion, 22% of total), (2) electronics and computers (€4.8 billion, 15%), (3) groceries (€3.9 billion, 12%), (4) home and garden (€3.2 billion, 10%), (5) sports and toys (€2.1 billion, 6.5%), and (6) books and media (€1.8 billion, 5.5%). Fashion is growing fastest at 12% annually, driven by improved returns processes and virtual fitting technology.
What are the advantages of selling via large platforms versus an own webshop?
Selling via Bol.com, Amazon or Zalando offers direct access to millions of customers without own marketing investments, utilisation of existing logistics infrastructure (via Select, FBA or ZFS), and trust consumers have in these platforms. Disadvantages are high commissions (5-25%), fierce price competition, limited control over customer data and brand experience, and dependence on platform rules that can change. An own webshop gives complete control, direct customer relationships and higher margins, but requires substantial marketing investments (€1,000-€5,000 monthly for start-ups) and logistics. A successful strategy is often a hybrid model: starting on platforms for volume, building own webshop for brand loyalty.
How high are commissions at major e-commerce platforms?
Commission structures vary considerably: Bol.com Select charges 5-15% commission depending on category (electronics low, fashion high) plus €1-3 fulfilment per order. Amazon.nl charges 8-15% referral fees plus €0.99 per item (basic) or €39/month (pro) plus FBA costs of €2.40-€8.00 per shipment. Zalando Partner Programme charges 5-25% commission whereby own fulfilment is cheaper than using ZFS. Coolblue doesn’t operate a marketplace, so offers no selling option. On top of these percentages often come payment processing costs (€0.25-0.35 plus 1-2% per transaction) and potential advertising costs if you want to purchase visibility.
Which trends determine the future of Dutch e-commerce?
Five dominant trends: (1) Sustainability becomes decisive – 65% of consumers consider this, forcing platforms towards green delivery and circular models. (2) AI-driven personalisation becomes standard – recommendations based on behaviour, virtual shopping assistants and predictive analytics. (3) Social commerce grows – direct sales via Instagram, TikTok and Pinterest with influencer-driven conversion. (4) Omnichannel integration deepens – online ordering/offline collection, virtual showrooms, AR try-ons. (5) Regulation tightens – Digital Services Act and consumer protection laws create more transparency requirements and limit dark patterns. Companies ignoring these trends lose market share to more agile competitors.
Is it still possible to compete with these major players as a small entrepreneur?
Yes, but not by competing directly on price or assortment. Successful strategies for small players are: (1) Vertical niche specialisation – become expert in a narrow segment where giants see insufficient margin (for example premium cat toys or artisan coffee). (2) Community-first approach – first build a loyal community via content, then selling becomes easier without advertising costs. (3) Develop own brand – sell products available only from you, not commodity items. (4) Service and expertise – offer advice, customisation and aftercare that large platforms cannot scale. (5) Local focus – serve a specific region excellently with rapid delivery and personal service. Start-up budget: reckon on minimum €5,000-€10,000 for platform, initial inventory and marketing, and 6-12 months before reaching break-even.
