According to PayNXT360, the quick commerce market in Netherlands is expected to grow by 6.9% annually, reaching US$3,032.7 million by 2025. The quick commerce market in the country has experienced ro...
According to PayNXT360, the quick commerce market in Netherlands is expected to grow by 6.9% annually, reaching US$3,032.7 million by 2025. The quick commerce market in the country has experienced robust growth during 2020-2024, achieving a CAGR of 6.2%. This upward trajectory is expected to continue, with the market forecast to grow at a CAGR of 6.6% from 2025 to 2029. By the end of 2029, the quick commerce market is projected to expand from its 2024 value of US$2,836.1 million to approximately US$3,914.7 million. Key Trends & Drivers 1. Regulation is pushing quick commerce from pure dark stores to more regulated, hybrid footprints • Dutch cities are tightening regulations on how dark stores operate, particularly in densely populated urban centers. Research on quick commerce supply chains in 2025 notes that municipalities such as Amsterdam and Rotterdam have imposed zoning restrictions on dark stores due to concerns about noise, urban aesthetics and disruption to local retail. This means that fast-grocery players are increasingly having to locate hubs in designated business areas or adapt their formats, including using existing stores as micro-fulfilment points, rather than relying on dense networks of anonymous dark stores in residential streets. • The regulatory push is a response to the rapid build-out of dark stores during the pandemic, which created friction with residents and local businesses. At the same time, Dutch cities are pursuing broader liveability and mobility agendas, including stricter rules on land use and traffic. These local priorities intersect with a quick-commerce model that depends on many small, inner-city hubs, creating pressure to reconfigure footprints. • Over the medium term, growth in the Netherlands is likely to be less driven by the proliferation of dark stores and more by optimizing a smaller, compliant network. Expect: • Slower physical expansion beyond major cities, as permitting remains tight. • More store-based fulfilment from supermarkets and convenience stores, which already comply with zoning rules. • Higher barriers to entry for new pure-play quick-commerce operators, favouring well-capitalised players and retailers that can repurpose existing locations. 2. Consolidation is leaving Flink and supermarket-linked models at the core of quick commerce • After the wave of European quick-commerce entries and exits, the Netherlands is now dominated by a smaller set of players. Flink has become one of the leading specialist quick-commerce operators in Europe, with the company explicitly focusing its operations on Germany and the Netherlands. It plans to expand its hubs in these core markets while targeting full profitability by the second quarter of 2025. Alongside Flink, the quick-delivery space is increasingly shaped by supermarket and platform ecosystems rather than standalone start-ups. • Several forces are at play: • Capital discipline: Investors have shifted from funding aggressive geographic expansion to demanding a clear route to profitability, leading players like Flink to exit non-core markets and concentrate on a few countries where density and unit economics are strongest. • Scale advantages of incumbents: Dutch supermarkets and online grocers, such as Albert Heijn, Jumbo, Coop, Plus, and Picnic, already run nationwide logistics and can layer faster delivery on top of their existing operations, rather than building new networks from scratch. • Platform power: Food-delivery platforms (Thuisbezorgd.nl, Uber Eats, Deliveroo) are expanding into grocery and convenience categories, providing consumers with access to rapid delivery without requiring them to switch apps. • The competitive field in the Netherlands is likely to stay concentrated, with: • Flink and a small number of platforms are acting as the main dedicated quick-commerce front ends. • Supermarket-linked models (own apps plus platform storefronts) are taking a growing share of rapid grocery orders. • Limited room for new, independent quick-commerce entrants unless they partner with existing retail or logistics networks. • For senior executives, this means competitive strategy is less about watching dozens of start-ups and more about understanding the positioning and partnerships of a handful of scaled operators. 3. Supermarkets and delivery platforms are integrating “quick” into everyday grocery journeys • Quick commerce in the Netherlands is increasingly integrated into broader grocery and food-delivery journeys, rather than operating independently. Albert Heijn, for example, combines its own online supermarket service with rapid delivery through third-party platforms: its groceries can be ordered directly via Thuisbezorgd.nl, and the supermarket also offers home delivery through its own online channel. Platforms like Thuisbezorgd.nl now explicitly promote food, groceries and non-food deliveries in one interface, making fast grocery delivery just another category for Dutch consumers. • Mature e-commerce behaviour: The Netherlands has a highly developed e-commerce market, with strong logistics infrastructure and a digitally savvy population. Consumers are already used to ordering retail products online; adding rapid grocery delivery is a natural extension. • Omnichannel retail strategies: Supermarkets are under pressure to meet customers wherever they shop whether in physical stores, through standard online delivery, click-and-collect, or rapid delivery. Listing on platforms like Thuisbezorgd or Uber Eats provides incremental reach without the need to build a separate last-mile fleet. • Platform monetisation: Food-delivery platforms seek new categories and higher order frequency; grocery is one of the most promising levers to grow basket size and utilisation of delivery networks. • Quick commerce in the Netherlands is likely to become less visible as a standalone “sector” and more of a feature embedded across apps and retail formats: • Consumers will increasingly see 10–60-minute grocery options surfaced within their usual food or retail apps, not necessarily via dedicated quick-commerce brands. • Retailers that do not integrate rapid options either directly or via platforms risk losing share of high-value, time-sensitive missions (top-ups, forgotten items, last-minute meals) to competitors who do. • For executives, partnership decisions with platforms, as well as the positioning of their own apps versus marketplace channels, will be a central strategic lever. 4. Profitability focus and changing consumer expectations are reshaping service levels and pricing • The narrative around quick commerce in the Netherlands is shifting from “fast at any cost” to “fast with sustainable economics.” Flink’s recent strategic focus on its core markets (Germany and the Netherlands), combined with a target to achieve full profitability by Q2 2025 and expansion of hubs within these markets, illustrates this pivot toward disciplined growth and higher productivity per site. Concurrently, consumer research on Dutch shoppers in 2025 highlights growing demand for quick delivery and a willingness to pay for speed when it creates real convenience. • Cost pressures: Rising labour and real-estate costs, combined with the expense of operating dense dark-store networks, have made pure ultra-fast models difficult to sustain without scale and high basket values. • Funding environment: The broader pullback in venture capital for loss-making delivery models has put pressure on operators to demonstrate clear paths to profitability, encouraging a focus on a few high-density, high-income markets, such as the Netherlands. • Evolving consumer trade-offs: Dutch consumers increasingly value speed but also weigh delivery fees and product prices. Capgemini’s 2025 consumer trends research notes that quick commerce, enabled by advanced logistics and AI, is poised for growth as consumers are willing to pay for speed—implying room to charge for premium convenience rather than relying solely on discounting. • Over the medium term, the Dutch quick-commerce proposition is likely to look more “premium and selective” than “ubiquitous and ultra-cheap”: • Service promises may stabilise around reliable 20–45-minute windows for most missions, with ultra-fast delivery reserved for dense areas or specific time bands. • Minimum order values, delivery fees, and subscription models (e.g., free delivery over a threshold) will be utilized more actively to protect margins while monetizing the segment of consumers who value speed the most. • Operators that can blend higher basket sizes (through supermarket-type assortments) with efficient urban logistics often via bikes and cargo bikes will be best placed to meet both profitability and service expectations. Competitive Landscape Over the next two to four years, the competitive landscape of quick commerce in the Netherlands is expected to undergo further consolidation, with only a handful of operators achieving scale while smaller players either exit the market or pivot to niche segments. Supermarket-led models and platform-based channels are likely to dominate, as their established logistics networks and customer bases provide structural advantages over independent start-ups that face regulatory and cost barriers. Partnerships between supermarkets and delivery platforms, such as those enabling rapid fulfillment through shared inventory and distribution, are set to deepen, helping to optimize delivery speed, operational footprint, and cost efficiency. The focus of competition will shift away from speed alone toward reliability and sustainable unit economics, particularly in dense urban centres where order density supports profitability. At the same time, tighter regulations around dark-store zoning, last-mile operations, and sustainability requirements will push players to refine and optimise their existing networks rather than pursue aggressive physical expansion. Overall, the Dutch quick commerce market is expected to stabilise into a model driven by operational excellence, strategic alliances, and disciplined growth within regulatory boundaries. Current State of the Market • The Dutch quick commerce environment is evolving within a mature online grocery and e-commerce ecosystem. Online grocery and food delivery growth in the Netherlands is projected to be around 7% annually through 2027, indicating a modest yet sustained expansion. • Large-scale supermarkets already operate online channels, and last-mile infrastructure is well developed (e-commerce delivery frameworks, urban logistics hubs). Within this environment, the quick commerce (ultra-fast delivery) sector is experiencing consolidation: cost pressures, consumer expectations of speed and convenience, and regulatory constraints on dark-store footprints all shape the operational landscape. Key Players and New Entrants • Key players include the specialist rapid grocer Flink, which explicitly focuses on the Netherlands and Germany, and raised US$150 million in 2024 to deepen its Dutch hub network. Major supermarkets, such as Ahold Delhaize (via its Dutch chain Albert Heijn), are also significant players in grocery delivery and are thus impacted by or participating in quick-commerce trends. • Delivery platforms such as Eat Takeaway.com (owner of Thuisbezorgd.nl) provide another channel for the rapid delivery of groceries and convenience. New entrants are fewer, given the scale and density requirements; however, there is a possibility for niche players or local convenience chains to enter the market through partnerships or white-label solutions. Recent Launches, Mergers, and Acquisitions • A notable transaction: Prosus announced its intention to acquire Eat Takeaway for €4.1 billion in early 2025, which has implications for the Dutch delivery ecosystem (given the company’s HQ in Amsterdam and its delivery network). For Flink, the US$150 million funding round in 2024 is a strong signal of commitment to the Netherlands. • While there have been no large, publicly disclosed Dutch-only quick commerce M&A deals in the last 12 months, the consolidation in food delivery at the parent level (Eat/Prosus) and continued investment by quick commerce players indicate that the competitive stakes are rising. This report provides a detailed data-centric analysis of the quick commerce industry in Netherlands offering comprehensive coverage of both overall and quick commerce markets. It includes more than 100+ KPIs, covering gross merchandise value, gross merchandise volume, average order value, and order frequency. The report offers an in-depth analysis of quick commerce, including product type, payment mode, age group, location tier, business model, and delivery time. It further categorizes the market by revenue streams (advertising, delivery fee, and subscription-based models). In addition, the analysis captures consumer demographics by age and location alongside behavioral indicators such as subscription uptake and average delivery time. Collectively, these datasets provide a comprehensive view of market size, consumer behavior, and operational efficiency within the quick commerce ecosystem. PayNXT360’s research methodology is based on industry best practices. It's unbiased analysis leverages a proprietary analytics platform to offer a detailed view of emerging business and investment market opportunities.
This report provides a detailed data-driven analysis of the quick commerce market in Netherlands, focusing on the rapid delivery ecosystem and its growth trajectory. It examines key market segments, operational models, and consumer behavior shaping the evolution of instant delivery services: • Netherlands Quick Commerce Market Size and Growth Dynamics -- Gross Merchandise Value -- Gross Merchandise Volume -- Average Order Value -- Order Frequency per Year • Netherlands Quick Commerce Market Segmentation by Product Type -- Groceries and Staples -- Fruits and Vegetables -- Snacks and Beverages -- Personal Care and Hygiene -- Pharmaceuticals and Health Products -- Home Décor -- Clothing and Accessories -- Electronics -- Others • Netherlands Quick Commerce Market Segmentation by Payment Mode -- Instant Bank Transfer -- Wallets and Digital Payments -- Credit and Debit Cards -- Cash on Delivery • Netherlands Quick Commerce Market Segmentation by Age Group -- Gen Z (15–25) -- Millennials (26–39) -- Gen X (40–55) -- Baby Boomers (Above 55) • Netherlands Quick Commerce Market Segmentation by Location Tier -- Tier 1 Cities -- Tier 2 Cities -- Tier 3 Cities • Netherlands Quick Commerce Market Segmentation by Business Model -- Inventory-led Model -- Hyper-local Model -- Multi-vendor Platform Model -- Others • Netherlands Quick Commerce Market Segmentation by Delivery Time -- Delivery in 30 Minutes -- Delivery 30–60 Minutes -- Delivery in 3 Hours • Netherlands Quick Commerce Consumer Behavior and Demographics -- Average Subscription Uptake by Age Group -- Average Subscription Uptake by Location Tier -- Average Subscription Uptake -- Average Delivery Time • Netherlands Quick Commerce Revenue Structure and Composition -- Advertising Revenue -- Delivery Fee Revenue -- Subscription Revenue • Netherlands Quick Commerce Operational Metrics by Product Type -- Gross Merchandise Value by Product Type -- Gross Merchandise Volume by Product Type -- Average Order Value by Product Type -- Order Frequency by Product Type • Netherlands Quick Commerce Operational Metrics by Payment Mode -- Gross Merchandise Value by Payment Mode -- Gross Merchandise Volume by Payment Mode -- Average Order Value by Payment Mode • Netherlands Quick Commerce Operational Metrics by Age Group -- Gross Merchandise Value by Age Group -- Gross Merchandise Volume by Age Group -- Average Order Value by Age Group • Netherlands Quick Commerce Operational Metrics by Location Tier -- Gross Merchandise Value by Location Tier -- Gross Merchandise Volume by Location Tier -- Average Order Value by Location Tier -- Order Frequency by Location Tier • Netherlands Quick Commerce Operational Metrics by Business Model -- Gross Merchandise Value by Business Model -- Gross Merchandise Volume by Business Model -- Average Order Value by Business Model • Netherlands Quick Commerce Operational Metrics by Delivery Time -- Gross Merchandise Value by Delivery Time -- Gross Merchandise Volume by Delivery Time -- Average Order Value by Delivery Time -- Order Frequency by Delivery Time
• Comprehensive Market Intelligence: Gain a holistic understanding of the overall quick commerce with detailed operational metrics such as gross merchandise value, gross merchandise volume, average order value, and order frequency across key product categories. • Granular Segmentation and Cross-Analysis: Explore the fast-growing quick commerce ecosystem through detailed segmentation by product type, payment mode, age group, location tier, business model, and delivery time, providing data into evolving consumer behavior and purchasing dynamics. • Consumer Behavior and Ecosystem Readiness: Understand how demographics and payment method adoption are shaping consumer preferences and driving the expansion of instant delivery services in both urban and semi-urban markets. • Data-Driven Forecasts and KPI Tracking: Access a comprehensive dataset of 100+ key performance indicators (KPIs) with historical and forecast data through 2029, offering visibility into growth drivers, market trends, and investment opportunities across the quick commerce sector. • Decision-Ready Databook Format: Presented in a structured, data-centric format compatible with analytical and financial modeling, the Databook enables quick commerce companies, retailers, investors, and logistics partners to make informed, evidence-based strategic decisions.
1. About this Report 1.1 Summary 1.2 Methodology 1.3 Definitions 1.4 Disclaimer 2. Netherlands Quick Commerce Industry Attractiveness 2.1 Netherlands Quick Commerce – Gross Merchandise Value Trend Analysis, 2020-2029 2.2 Netherlands Quick Commerce – Gross Merchandise Volume Trend Analysis, 2020-2029 2.3 Netherlands Quick Commerce – Average Order Value Trend Analysis, 2020-2029 2.4 Netherlands Quick Commerce – Order Frequency Trend Analysis, 2020-2029 2.5 Netherlands Quick Commerce – Market Share Analysis by Key Players, 2024 3. Netherlands Quick Commerce Operational KPIs 3.1 Netherlands Quick Commerce Revenue and Growth Trend, 2020-2029 3.2 Netherlands Quick Commerce Revenue Structure, Composition, and Growth Analysis by Segment, 2024 3.2.1 Advertising Revenue, 2020-2029 3.2.2 Delivery Fee Revenue, 2020-2029 3.2.3 Subscription Revenue, 2020-2029 4. Netherlands Quick Commerce Analysis by Product Type 4.1 Netherlands Quick Commerce Segment Share by Product Type, 2024 4.2 Netherlands Quick Commerce Analysis by Groceries & Staples: Market Size and Forecast, 2020-2029 4.2.1 Groceries & Staples- Gross Merchandise Value Trend Analysis, 2020-2029 4.2.2 Groceries & Staples- Gross Merchandise Volume Trend Analysis, 2020-2029 4.2.3 Groceries & Staples- Average Order Value Trend Analysis, 2020-2029 4.2.4 Groceries & Staples- Order Frequency Trend Analysis, 2020-2029 4.3 Netherlands Quick Commerce Analysis by Fruits & Vegetables: Market Size and Forecast, 2020-2029 4.3.1 Fruits & Vegetables- Gross Merchandise Value Trend Analysis, 2020-2029 4.3.2 Fruits & Vegetables- Gross Merchandise Volume Trend Analysis, 2020-2029 4.3.3 Fruits & Vegetables- Average Order Value Trend Analysis, 2020-2029 4.3.4 Fruits & Vegetables- Order Frequency Trend Analysis, 2020-2029 4.4 Netherlands Quick Commerce Analysis by Snacks & Beverages: Market Size and Forecast, 2020-2029 4.4.1 Snacks & Beverages- Gross Merchandise Value Trend Analysis, 2020-2029 4.4.2 Snacks & Beverages- Gross Merchandise Volume Trend Analysis, 2020-2029 4.4.3 Snacks & Beverages- Average Order Value Trend Analysis, 2020-2029 4.4.4 Snacks & Beverages- Order Frequency Trend Analysis, 2020-2029 4.5 Netherlands Quick Commerce Analysis by Personal Care & Hygiene: Market Size and Forecast, 2020-2029 4.5.1 Personal Care & Hygiene- Gross Merchandise Value Trend Analysis, 2020-2029 4.5.2 Personal Care & Hygiene- Gross Merchandise Volume Trend Analysis, 2020-2029 4.5.3 Personal Care & Hygiene- Average Order Value Trend Analysis, 2020-2029 4.5.4 Personal Care & Hygiene- Order Frequency Trend Analysis, 2020-2029 4.6 Netherlands Quick Commerce Analysis by Pharmaceuticals & Health Products: Market Size and Forecast, 2020-2029 4.6.1 Pharmaceuticals & Health Products- Gross Merchandise Value Trend Analysis, 2020-2029 4.6.2 Pharmaceuticals & Health Products- Gross Merchandise Volume Trend Analysis, 2020-2029 4.6.3 Pharmaceuticals & Health Products- Average Order Value Trend Analysis, 2020-2029 4.6.4 Pharmaceuticals & Health Products- Order Frequency Trend Analysis, 2020-2029 4.7 Netherlands Quick Commerce Analysis by Home Décor: Market Size and Forecast, 2020-2029 4.7.1 Home Décor- Gross Merchandise Value Trend Analysis, 2020-2029 4.7.2 Home Décor- Gross Merchandise Volume Trend Analysis, 2020-2029 4.7.3 Home Décor- Average Order Value Trend Analysis, 2020-2029 4.7.4 Home Décor- Order Frequency Trend Analysis, 2020-2029 4.8 Netherlands Quick Commerce Analysis by Clothing & Accessories: Market Size and Forecast, 2020-2029 4.8.1 Clothing & Accessories- Gross Merchandise Value Trend Analysis, 2020-2029 4.8.2 Clothing & Accessories- Gross Merchandise Volume Trend Analysis, 2020-2029 4.8.3 Clothing & Accessories- Average Order Value Trend Analysis, 2020-2029 4.8.4 Clothing & Accessories- Order Frequency Trend Analysis, 2020-2029 4.9 Netherlands Quick Commerce Analysis by Electronics: Market Size and Forecast, 2020-2029 4.9.1 Electronics- Gross Merchandise Value Trend Analysis, 2020-2029 4.9.2 Electronics- Gross Merchandise Volume Trend Analysis, 2020-2029 4.9.3 Electronics- Average Order Value Trend Analysis, 2020-2029 4.9.4 Electronics- Order Frequency Trend Analysis, 2020-2029 4.10 Netherlands Quick Commerce Analysis by Other Product Category: Market Size and Forecast, 2020-2029 4.10.1 Other Product Category- Gross Merchandise Value Trend Analysis, 2020-2029 4.10.2 Other Product Category- Gross Merchandise Volume Trend Analysis, 2020-2029 4.10.3 Other Product Category- Average Order Value Trend Analysis, 2020-2029 4.10.4 Other Product Category- Order Frequency Trend Analysis, 2020-2029 5. Netherlands Quick Commerce Analysis by Payment Method 5.1 Netherlands Quick Commerce Segment Share by Payment Method, 2020-2029 5.2 Netherlands Quick Commerce Analysis by Instant Bank Transfer: Market Size and Forecast, 2020-2029 5.2.1 Instant Bank Transfer- Gross Merchandise Value Trend Analysis, 2020-2029 5.2.2 Instant Bank Transfer- Gross Merchandise Volume Trend Analysis, 2020-2029 5.2.3 Instant Bank Transfer- Average Order Value Trend Analysis, 2020-2029 5.3 Netherlands Quick Commerce Analysis by Wallets & Digital Payments: Market Size and Forecast, 2020-2029 5.3.1 Wallets & Digital Payments- Gross Merchandise Value Trend Analysis, 2020-2029 5.3.2 Wallets & Digital Payments- Gross Merchandise Volume Trend Analysis, 2020-2029 5.3.3 Wallets & Digital Payments- Average Order Value Trend Analysis, 2020-2029 5.4 Netherlands Quick Commerce Analysis by Credit & Debit Cards: Market Size and Forecast, 2020-2029 5.4.1 Credit & Debit Cards- Gross Merchandise Value Trend Analysis, 2020-2029 5.4.2 Credit & Debit Cards- Gross Merchandise Volume Trend Analysis, 2020-2029 5.4.3 Credit & Debit Cards- Average Order Value Trend Analysis, 2020-2029 5.5 Netherlands Quick Commerce Analysis by Cash on Delivery: Market Size and Forecast, 2020-2029 5.5.1 Cash on Delivery- Gross Merchandise Value Trend Analysis, 2020-2029 5.5.2 Cash on Delivery- Gross Merchandise Volume Trend Analysis, 2020-2029 5.5.3 Cash on Delivery- Average Order Value Trend Analysis, 2020-2029 6. Netherlands Quick Commerce Analysis by Age Group 6.1 Netherlands Quick Commerce Segment Share by Age Group, 2024 6.2 Netherlands Quick Commerce Analysis by Gen Z (15–25) Age Group: Market Size and Forecast, 2020-2029 6.2.1 Gen Z (15–25) Age Group- Gross Merchandise Value Trend Analysis, 2020-2029 6.2.2 Gen Z (15–25) Age Group- Gross Merchandise Volume Trend Analysis, 2020-2029 6.2.3 Gen Z (15–25) Age Group- Average Order Value Trend Analysis, 2020-2029 6.3 Netherlands Quick Commerce Analysis by Millennials (26–39) Age Group: Market Size and Forecast, 2020-2029 6.3.1 Millennials (26–39) Age Group- Gross Merchandise Value Trend Analysis, 2020-2029 6.3.2 Millennials (26–39) Age Group- Gross Merchandise Volume Trend Analysis, 2020-2029 6.3.3 Millennials (26–39) Age Group- Average Order Value Trend Analysis, 2020-2029 6.4 Netherlands Quick Commerce Analysis by Gen X (40–55) Age Group: Market Size and Forecast, 2020-2029 6.4.1 Gen X (40–55) Age Group- Gross Merchandise Value Trend Analysis, 2020-2029 6.4.2 Gen X (40–55) Age Group- Gross Merchandise Volume Trend Analysis, 2020-2029 6.4.3 Gen X (40–55) Age Group- Average Order Value Trend Analysis, 2020-2029 6.5 Netherlands Quick Commerce Analysis by Baby Boomers (Above 55+) Age Group: Market Size and Forecast, 2020-2029 6.5.1 Baby Boomers (Above 55+) Age Group- Gross Merchandise Value Trend Analysis, 2020-2029 6.5.2 Baby Boomers (Above 55+) Age Group- Gross Merchandise Volume Trend Analysis, 2020-2029 6.5.3 Baby Boomers (Above 55+) Age Group- Average Order Value Trend Analysis, 2020-2029 7. Netherlands Quick Commerce Analysis by Location 7.1 Netherlands Quick Commerce Segment Share by Location, 2020-2029 7.2 Netherlands Quick Commerce Analysis by Tier 1 Cities: Market Size and Forecast, 2020-2029 7.2.1 Tier 1 Cities- Gross Merchandise Value Trend Analysis, 2020-2029 7.2.2 Tier 1 Cities- Gross Merchandise Volume Trend Analysis, 2020-2029 7.2.3 Tier 1 Cities- Average Order Value Trend Analysis, 2020-2029 7.2.4 Tier 1 Cities- Order Frequency Trend Analysis, 2020-2029 7.3 Netherlands Quick Commerce Analysis by Tier 2 Cities: Market Size and Forecast, 2020-2029 7.3.1 Tier 2 Cities- Gross Merchandise Value Trend Analysis, 2020-2029 7.3.2 Tier 2 Cities- Gross Merchandise Volume Trend Analysis, 2020-2029 7.3.3 Tier 2 Cities- Average Order Value Trend Analysis, 2020-2029 7.3.4 Tier 2 Cities- Order Frequency Trend Analysis, 2020-2029 7.4 Netherlands Quick Commerce Analysis by Tier 3 Cities: Market Size and Forecast, 2020-2029 7.4.1 Tier 3 Cities- Gross Merchandise Value Trend Analysis, 2020-2029 7.4.2 Tier 3 Cities- Gross Merchandise Volume Trend Analysis, 2020-2029 7.4.3 Tier 3 Cities- Average Order Value Trend Analysis, 2020-2029 7.4.4 Tier 3 Cities- Order Frequency Trend Analysis, 2020-2029 8. Netherlands Quick Commerce Analysis by Business Model 8.1 Netherlands Quick Commerce Segment Share by Business Model, 2024 8.2 Netherlands Quick Commerce Analysis by Inventory Model: Market Size and Forecast, 2020-2029 8.2.1 Inventory Model- Gross Merchandise Value Trend Analysis, 2020-2029 8.2.2 Inventory Model- Gross Merchandise Volume Trend Analysis, 2020-2029 8.2.3 Inventory Model- Average Order Value Trend Analysis, 2020-2029 8.3 Netherlands Quick Commerce Analysis by Hyperlocal Model: Market Size and Forecast, 2020-2029 8.3.1 Hyperlocal Model- Gross Merchandise Value Trend Analysis, 2020-2029 8.3.2 Hyperlocal Model- Gross Merchandise Volume Trend Analysis, 2020-2029 8.3.3 Hyperlocal Model- Average Order Value Trend Analysis, 2020-2029 8.4 Netherlands Quick Commerce Analysis by Multi-vendor Platform Model: Market Size and Forecast, 2020-2029 8.4.1 Multi-vendor Platform Model- Gross Merchandise Value Trend Analysis, 2020-2029 8.4.2 Multi-vendor Platform Model- Gross Merchandise Volume Trend Analysis, 2020-2029 8.4.3 Multi-vendor Platform Model- Average Order Value Trend Analysis, 2020-2029 8.5 Netherlands Quick Commerce Analysis by Other Business Models: Market Size and Forecast, 2020-2029 8.5.1 Other Business Models- Gross Merchandise Value Trend Analysis, 2020-2029 8.5.2 Other Business Models- Gross Merchandise Volume Trend Analysis, 2020-2029 8.5.3 Other Business Models- Average Order Value Trend Analysis, 2020-2029 9. Netherlands Quick Commerce Analysis by Delivery Time 9.1 Netherlands Quick Commerce Segment Share by Delivery Time, 2020-2029 9.2 Netherlands Quick Commerce Analysis by Delivery Time In 30 Minutes: Market Size and Forecast, 2020-2029 9.2.1 Delivery Time In 30 Minutes- Gross Merchandise Value Trend Analysis, 2020-2029 9.2.2 Delivery Time In 30 Minutes- Gross Merchandise Volume Trend Analysis, 2020-2029 9.2.3 Delivery Time In 30 Minutes- Average Order Value Trend Analysis, 2020-2029 9.2.4 Delivery Time In 30 Minutes- Order Frequency Trend Analysis, 2020-2029 9.3 Netherlands Quick Commerce Analysis by Delivery Time 30–60 Minutes: Market Size and Forecast, 2020-2029 9.3.1 Delivery Time 30–60 Minutes- Gross Merchandise Value Trend Analysis, 2020-2029 9.3.2 Delivery Time 30–60 Minutes- Gross Merchandise Volume Trend Analysis, 2020-2029 9.3.3 Delivery Time 30–60 Minutes- Average Order Value Trend Analysis, 2020-2029 9.3.4 Delivery Time 30–60 Minutes- Order Frequency Trend Analysis, 2020-2029 9.4 Netherlands Quick Commerce Analysis by Delivery Time In 3 Hours: Market Size and Forecast, 2020-2029 9.4.1 Delivery Time In 3 Hours- Gross Merchandise Value Trend Analysis, 2020-2029 9.4.2 Delivery Time In 3 Hours- Gross Merchandise Volume Trend Analysis, 2020-2029 9.4.3 Delivery Time In 3 Hours- Average Order Value Trend Analysis, 2020-2029 9.4.4 Delivery Time In 3 Hours- Order Frequency Trend Analysis, 2020-2029 10. Netherlands Quick Commerce Consumer Behaviour and Adoption 10.1 Netherlands Quick Commerce- Average Subscription Uptake, 2024 10.2 Netherlands Quick Commerce- Average Subscription Uptake by Age Group, 2024 10.3 Netherlands Quick Commerce- Average Subscription Uptake by Location, 2024 10.4 Netherlands Quick Commerce- Average Delivery Time, 2024 11. Further Reading 11.1 About PayNXT360 11.2 Related Research
Table 1: Netherlands Quick Commerce – Gross Merchandise Value (US$ Million), 2020–2029 Table 2: Netherlands Quick Commerce – Gross Merchandise Volume (Millions), 2020-2029 Table 3: Netherlands Quick Commerce – Average Order Value (US$), 2020-2029 Table 4: Netherlands Quick Commerce – Order Frequency (Orders per Year), 2020-2029 Table 5: Netherlands Quick Commerce Revenue and Growth Trend (US$ Million), 2020-2029 Table 6: Advertising Revenue (US$ Million), 2020-2029 Table 7: Delivery Fee Revenue (US$ Million), 2020-2029 Table 8: Subscription Revenue (US$ Million), 2020-2029 Table 9: Groceries & Staples- Gross Merchandise Value (US$ Million), 2020-2029 Table 10: Groceries & Staples- Gross Merchandise Volume (Millions), 2020-2029 Table 11: Groceries & Staples- Average Order Value (US$), 2020-2029 Table 12: Groceries & Staples- Order Frequency (Orders per Year), 2020-2029 Table 13: Fruits & Vegetables- Gross Merchandise Value (US$ Million), 2020-2029 Table 14: Fruits & Vegetables- Gross Merchandise Volume (Millions), 2020-2029 Table 15: Fruits & Vegetables- Average Order Value (US$), 2020-2029 Table 16: Fruits & Vegetables- Order Frequency (Orders per Year), 2020-2029 Table 17: Snacks & Beverages- Gross Merchandise Value (US$ Million), 2020-2029 Table 18: Snacks & Beverages- Gross Merchandise Volume (Millions), 2020-2029 Table 19: Snacks & Beverages- Average Order Value (US$), 2020-2029 Table 20: Snacks & Beverages- Order Frequency (Orders per Year), 2020-2029 Table 21: Personal Care & Hygiene- Gross Merchandise Value (US$ Million), 2020-2029 Table 22: Personal Care & Hygiene- Gross Merchandise Volume (Millions), 2020-2029 Table 23: Personal Care & Hygiene- Average Order Value (US$), 2020-2029 Table 24: Personal Care & Hygiene- Order Frequency (Orders per Year), 2020-2029 Table 25: Pharmaceuticals & Health Products- Gross Merchandise Value (US$ Million), 2020-2029 Table 26: Pharmaceuticals & Health Products- Gross Merchandise Volume (Millions), 2020-2029 Table 27: Pharmaceuticals & Health Products- Average Order Value (US$), 2020-2029 Table 28: Pharmaceuticals & Health Products- Order Frequency (Orders per Year), 2020-2029 Table 29: Home Décor- Gross Merchandise Value (US$ Million), 2020-2029 Table 30: Home Décor- Gross Merchandise Volume (Millions), 2020-2029 Table 31: Home Décor- Average Order Value (US$), 2020-2029 Table 32: Home Décor- Order Frequency (Orders per Year), 2020-2029 Table 33: Clothing & Accessories- Gross Merchandise Value (US$ Million), 2020-2029 Table 34: Clothing & Accessories- Gross Merchandise Volume (Millions), 2020-2029 Table 35: Clothing & Accessories- Average Order Value (US$), 2020-2029 Table 36: Clothing & Accessories- Order Frequency (Orders per Year), 2020-2029 Table 37: Electronics- Gross Merchandise Value (US$ Million), 2020-2029 Table 38: Electronics- Gross Merchandise Volume (Millions), 2020-2029 Table 39: Electronics- Average Order Value (US$), 2020-2029 Table 40: Electronics- Order Frequency (Orders per Year), 2020-2029 Table 41: Others- Gross Merchandise Value (US$ Million), 2020-2029 Table 42: Others- Gross Merchandise Volume (Millions), 2020-2029 Table 43: Others- Average Order Value (US$), 2020-2029 Table 44: Others- Order Frequency (Orders per Year), 2020-2029 Table 45: Instant Bank Transfer- Gross Merchandise Value (US$ Million), 2020-2029 Table 46: Instant Bank Transfer- Gross Merchandise Volume (Millions), 2020-2029 Table 47: Instant Bank Transfer- Average Order Value (US$), 2020-2029 Table 48: Wallets & Digital Payments- Gross Merchandise Value (US$ Million), 2020-2029 Table 49: Wallets & Digital Payments- Gross Merchandise Volume (Millions), 2020-2029 Table 50: Wallets & Digital Payments- Average Order Value (US$), 2020-2029 Table 51: Credit & Debit Card- Gross Merchandise Value (US$ Million), 2020-2029 Table 52: Credit & Debit Card- Gross Merchandise Volume (Millions), 2020-2029 Table 53: Credit & Debit Card- Average Order Value (US$), 2020-2029 Table 54: Cash on Delivery- Gross Merchandise Value (US$ Million), 2020-2029 Table 55: Cash on Delivery- Gross Merchandise Volume (Millions), 2020-2029 Table 56: Cash on Delivery- Average Order Value (US$), 2020-2029 Table 57: Gen Z (15–25) Age Group- Gross Merchandise Value (US$ Million), 2020-2029 Table 58: Gen Z (15–25) Age Group- Gross Merchandise Volume (Millions), 2020-2029 Table 59: Gen Z (15–25) Age Group- Average Order Value (US$), 2020-2029 Table 60: Millennials (26–39) Age Group- Gross Merchandise Value (US$ Million), 2020-2029 Table 61: Millennials (26–39) Age Group- Gross Merchandise Volume (Millions), 2020-2029 Table 62: Millennials (26–39) Age Group- Average Order Value (US$), 2020-2029 Table 63. Gen X (40–55) Age Group- Gross Merchandise Value (US$ Million), 2020-2029 Table 64: Gen X (40–55) Age Group- Gross Merchandise Volume (Millions), 2020-2029 Table 65: Gen X (40–55) Age Group- Average Order Value (US$), 2020-2029 Table 66: Baby Boomers (Above 55+) Age Group- Gross Merchandise Value (US$ Million), 2020-2029 Table 67: Baby Boomers (Above 55+) Age Group- Gross Merchandise Volume (Millions), 2020-2029 Table 68: Baby Boomers (Above 55+) Age Group- Average Order Value (US$), 2020-2029 Table 69: Tier 1 Cities- Gross Merchandise Value (US$ Million), 2020-2029 Table 70: Tier 1 Cities- Gross Merchandise Volume (Millions), 2020-2029 Table 71: Tier 1 Cities- Average Order Value (US$), 2020-2029 Table 72: Tier 1 Cities- Order Frequency (Orders per Year), 2020-2029 Table 73: Tier 2 Cities- Gross Merchandise Value (US$ Million), 2020-2029 Table 74: Tier 2 Cities- Gross Merchandise Volume (Millions), 2020-2029 Table 75: Tier 2 Cities- Average Order Value (US$), 2020-2029 Table 76: Tier 2 Cities- Order Frequency (Orders per Year), 2020-2029 Table 77: Tier 3 Cities- Gross Merchandise Value (US$ Million), 2020-2029 Table 78: Tier 3 Cities- Gross Merchandise Volume (Millions), 2020-2029 Table 79: Tier 3 Cities- Average Order Value (US$), 2020-2029 Table 80: Tier 3 Cities- Order Frequency (Orders per Year), 2020-2029 Table 81: Inventory Model- Gross Merchandise Value (US$ Million), 2020-2029 Table 82: Inventory Model- Gross Merchandise Volume (Millions), 2020-2029 Table 83: Inventory Model- Average Order Value (US$), 2020-2029 Table 84: Hyperlocal Model- Gross Merchandise Value (US$ Million), 2020-2029 Table 85: Hyperlocal Model- Gross Merchandise Volume (Millions), 2020-2029 Table 86: Hyperlocal Model- Average Order Value (US$), 2020-2029 Table 87: Multi-vendor Platform Model- Gross Merchandise Value (US$ Million), 2020-2029 Table 88: Multi-vendor Platform Model- Gross Merchandise Volume (Millions), 2020-2029 Table 89: Multi-vendor Platform Model- Average Order Value (US$), 2020-2029 Table 90: Others- Gross Merchandise Value (US$ Million), 2020-2029 Table 91: Others- Gross Merchandise Volume (Millions), 2020-2029 Table 92: Others- Average Order Value (US$), 2020-2029 Table 93: Delivery Time In 30 Minutes- Gross Merchandise Value (US$ Million), 2020-2029 Table 94: Delivery Time In 30 Minutes- Gross Merchandise Volume (Millions), 2020-2029 Table 95: Delivery Time In 30 Minutes- Average Order Value (US$), 2020-2029 Table 96: Delivery Time In 30 Minutes- Order Frequency (Orders per Year), 2020-2029 Table 97: Delivery Time 30–60 Minutes- Gross Merchandise Value (US$ Million), 2020-2029 Table 98: Delivery Time 30–60 Minutes- Gross Merchandise Volume (Millions), 2020-2029 Table 99: Delivery Time 30–60 Minutes- Average Order Value (US$), 2020-2029 Table 100: Delivery Time 30–60 Minutes- Order Frequency (Orders per Year), 2020-2029 Table 101: Delivery Time In 3 Hours- Gross Merchandise Value (US$ Million), 2020-2029 Table 102: Delivery Time In 3 Hours- Gross Merchandise Volume (Millions), 2020-2029 Table 103: Delivery Time In 3 Hours- Average Order Value (US$), 2020-2029 Table 104: Delivery Time In 3 Hours- Order Frequency (Orders per Year), 2020-2029
Figure 1: PayNXT360’s Methodology Framework Figure 2: Netherlands Quick Commerce – Gross Merchandise Value (US$ Million), 2020–2029 Figure 3: Netherlands Quick Commerce – Gross Merchandise Volume (Millions), 2020-2029 Figure 4: Netherlands Quick Commerce – Average Order Value (US$), 2020-2029 Figure 5: Netherlands Quick Commerce – Order Frequency (Orders per Year), 2020-2029 Figure 6: Netherlands Quick Commerce – Market Share Analysis by Key Players (%), 2024 Figure 7: Netherlands Quick Commerce Revenue and Growth Trend (US$ Million), 2020-2029 Figure 8: Netherlands Quick Commerce Revenue Structure, Composition, and Growth Analysis by Segment (US$ Million), 2024 Figure 9: Advertising Revenue (US$ Million), 2020-2029 Figure 10: Delivery Fee Revenue (US$ Million), 2020-2029 Figure 11: Subscription Revenue (US$ Million), 2020-2029 Figure 12: Groceries & Staples- Gross Merchandise Value (US$ Million), 2020-2029 Figure 13: Groceries & Staples- Gross Merchandise Volume (Millions), 2020-2029 Figure 14: Groceries & Staples- Average Order Value (US$), 2020-2029 Figure 15: Groceries & Staples- Order Frequency (Orders per Year), 2020-2029 Figure 16: Fruits & Vegetables- Gross Merchandise Value (US$ Million), 2020-2029 Figure 17: Fruits & Vegetables- Gross Merchandise Volume (Millions), 2020-2029 Figure 18: Fruits & Vegetables- Average Order Value (US$), 2020-2029 Figure 19: Fruits & Vegetables- Order Frequency (Orders per Year), 2020-2029 Figure 20: Snacks & Beverages- Gross Merchandise Value (US$ Million), 2020-2029 Figure 21: Snacks & Beverages- Gross Merchandise Volume (Millions), 2020-2029 Figure 22: Snacks & Beverages- Average Order Value (US$), 2020-2029 Figure 23: Snacks & Beverages- Order Frequency (Orders per Year), 2020-2029 Figure 24: Personal Care & Hygiene- Gross Merchandise Value (US$ Million), 2020-2029 Figure 25: Personal Care & Hygiene- Gross Merchandise Volume (Millions), 2020-2029 Figure 26: Personal Care & Hygiene- Average Order Value (US$), 2020-2029 Figure 27: Personal Care & Hygiene- Order Frequency (Orders per Year), 2020-2029 Figure 28: Pharmaceuticals & Health Products- Gross Merchandise Value (US$ Million), 2020-2029 Figure 29: Pharmaceuticals & Health Products- Gross Merchandise Volume (Millions), 2020-2029 Figure 30: Pharmaceuticals & Health Products- Average Order Value (US$), 2020-2029 Figure 31: Pharmaceuticals & Health Products- Order Frequency (Orders per Year), 2020-2029 Figure 32: Home Décor- Gross Merchandise Value (US$ Million), 2020-2029 Figure 33: Home Décor- Gross Merchandise Volume (Millions), 2020-2029 Figure 34: Home Décor- Average Order Value (US$), 2020-2029 Figure 35: Home Décor- Order Frequency (Orders per Year), 2020-2029 Figure 36: Clothing & Accessories- Gross Merchandise Value (US$ Million), 2020-2029 Figure 37: Clothing & Accessories- Gross Merchandise Volume (Millions), 2020-2029 Figure 38: Clothing & Accessories- Average Order Value (US$), 2020-2029 Figure 39: Clothing & Accessories- Order Frequency (Orders per Year), 2020-2029 Figure 40: Electronics- Gross Merchandise Value (US$ Million), 2020-2029 Figure 41: Electronics- Gross Merchandise Volume (Millions), 2020-2029 Figure 42: Electronics- Average Order Value (US$), 2020-2029 Figure 43: Electronics- Order Frequency (Orders per Year), 2020-2029 Figure 44: Other Product Category- Gross Merchandise Value (US$ Million), 2020-2029 Figure 45: Other Product Category- Gross Merchandise Volume (Millions), 2020-2029 Figure 46: Other Product Category- Average Order Value (US$), 2020-2029 Figure 47: Other Product Category- Order Frequency (Orders per Year), 2020-2029 Figure 48: Instant Bank Transfer- Gross Merchandise Value (US$ Million), 2020-2029 Figure 49: Instant Bank Transfer- Gross Merchandise Volume (Millions), 2020-2029 Figure 50: Instant Bank Transfer- Average Order Value (US$), 2020-2029 Figure 51: Wallets & Digital Payments- Gross Merchandise Value (US$ Million), 2020-2029 Figure 52: Wallets & Digital Payments- Gross Merchandise Volume (Millions), 2020-2029 Figure 53: Wallets & Digital Payments- Average Order Value (US$), 2020-2029 Figure 54: Credit & Debit Cards- Gross Merchandise Value (US$ Million), 2020-2029 Figure 55: Credit & Debit Cards- Gross Merchandise Volume (Millions), 2020-2029 Figure 56: Credit & Debit Cards- Average Order Value (US$), 2020-2029 Figure 57: Cash on Delivery- Gross Merchandise Value (US$ Million), 2020-2029 Figure 58: Cash on Delivery- Gross Merchandise Volume (Millions), 2020-2029 Figure 59: Cash on Delivery- Average Order Value (US$), 2020-2029 Figure 60: Gen Z (15–25) Age Group- Gross Merchandise Value (US$ Million), 2020-2029 Figure 61: Gen Z (15–25) Age Group- Gross Merchandise Volume (Millions), 2020-2029 Figure 62: Gen Z (15–25) Age Group- Average Order Value (US$), 2020-2029 Figure 63: Millennials (26–39) Age Group- Gross Merchandise Value (US$ Million), 2020-2029 Figure 64: Millennials (26–39) Age Group- Gross Merchandise Volume (Millions), 2020-2029 Figure 65: Millennials (26–39) Age Group- Average Order Value (US$), 2020-2029 Figure 66: Gen X (40–55) Age Group- Gross Merchandise Value (US$ Million), 2020-2029 Figure 67: Gen X (40–55) Age Group- Gross Merchandise Volume (Millions), 2020-2029 Figure 68: Gen X (40–55) Age Group- Average Order Value (US$), 2020-2029 Figure 69: Baby Boomers (Above 55+) Age Group- Gross Merchandise Value (US$ Million), 2020-2029 Figure 70: Baby Boomers (Above 55+) Age Group- Gross Merchandise Volume (Millions), 2020-2029 Figure 71: Baby Boomers (Above 55+) Age Group- Average Order Value (US$), 2020-2029 Figure 72: Tier 1 Cities- Gross Merchandise Value (US$ Million), 2020-2029 Figure 73: Tier 1 Cities- Gross Merchandise Volume (Millions), 2020-2029 Figure 74: Tier 1 Cities- Average Order Value (US$), 2020-2029 Figure 75: Tier 1 Cities- Order Frequency (Orders per Year), 2020-2029 Figure 76: Tier 2 Cities- Gross Merchandise Value (US$ Million), 2020-2029 Figure 77: Tier 2 Cities- Gross Merchandise Volume (Millions), 2020-2029 Figure 78: Tier 2 Cities- Average Order Value (US$), 2020-2029 Figure 79: Tier 2 Cities- Order Frequency (Orders per Year), 2020-2029 Figure 80: Tier 3 Cities- Gross Merchandise Value (US$ Million), 2020-2029 Figure 81: Tier 3 Cities- Gross Merchandise Volume (Millions), 2020-2029 Figure 82: Tier 3 Cities- Average Order Value (US$), 2020-2029 Figure 83: Tier 3 Cities- Order Frequency (Orders per Year), 2020-2029 Figure 84: Inventory Model- Gross Merchandise Value (US$ Million), 2020-2029 Figure 85: Inventory Model- Gross Merchandise Volume (Millions), 2020-2029 Figure 86: Inventory Model- Average Order Value (US$), 2020-2029 Figure 87: Hyperlocal Model- Gross Merchandise Value (US$ Million), 2020-2029 Figure 88: Hyperlocal Model- Gross Merchandise Volume (Millions), 2020-2029 Figure 89: Hyperlocal Model- Average Order Value (US$), 2020-2029 Figure 90: Multi-vendor Platform Model- Gross Merchandise Value (US$ Million), 2020-2029 Figure 91: Multi-vendor Platform Model- Gross Merchandise Volume (Millions), 2020-2029 Figure 92: Multi-vendor Platform Model- Average Order Value (US$), 2020-2029 Figure 93: Other Business Models- Gross Merchandise Value (US$ Million), 2020-2029 Figure 94: Other Business Models- Gross Merchandise Volume (Millions), 2020-2029 Figure 95: Other Business Models- Average Order Value (US$), 2020-2029 Figure 96: Delivery Time In 30 Minutes- Gross Merchandise Value (US$ Million), 2020-2029 Figure 97: Delivery Time In 30 Minutes- Gross Merchandise Volume (Millions), 2020-2029 Figure 98: Delivery Time In 30 Minutes- Average Order Value (US$), 2020-2029 Figure 99: Delivery Time In 30 Minutes- Order Frequency (Orders per Year), 2020-2029 Figure 100: Delivery Time 30–60 Minutes- Gross Merchandise Value (US$ Million), 2020-2029 Figure 101: Delivery Time 30–60 Minutes- Gross Merchandise Volume (Millions), 2020-2029 Figure 102: Delivery Time 30–60 Minutes- Average Order Value (US$), 2020-2029 Figure 103: Delivery Time 30–60 Minutes- Order Frequency (Orders per Year), 2020-2029 Figure 104: Delivery Time In 3 Hours- Gross Merchandise Value (US$ Million), 2020-2029 Figure 105: Delivery Time In 3 Hours- Gross Merchandise Volume (Millions), 2020-2029 Figure 106: Delivery Time In 3 Hours- Average Order Value (US$), 2020-2029 Figure 107: Delivery Time In 3 Hours- Order Frequency (Orders per Year), 2020-2029 Figure 108: Netherlands Quick Commerce – Average Subscription Uptake, 2024 Figure 109: Netherlands Quick Commerce- Average Subscription Uptake by Age Group, 2024 Figure 110: Netherlands Quick Commerce- Average Subscription Uptake by Location, 2024 Figure 111: Netherlands Quich Commerce- Average Delivery Time, 2024 Figure 112: Netherlands Quick Commerce Segment Share by Product Type, 2024 Figure 113: Netherlands Quick Commerce Segment Share by Payment Method, 2020-2029 Figure 114: Netherlands Quick Commerce Segment Share by Age Group, 2024 Figure 115: Netherlands Quick Commerce Segment Share by Location, 2020-2029 Figure 116: Netherlands Quick Commerce Segment Share by Business Model, 2024 Figure 117: Netherlands Quick Commerce Segment Share by Delivery Time, 2020-2029
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