UCP Isn’t About Checkout. It’s About Who Gets to Understand Demand

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Merchants are about to transact through AI agents without learning how the decision happened. Universal Commerce Protocol is less about making checkout easier and more about who gets to understand demand. The operational reality is that insight is moving upstream into AI systems, while execution stays with merchants.

Universal Commerce Protocol does not remove optional merchant data as much as it formalizes a deeper shift: merchants lose visibility into how decisions are made, not because of a design flaw, but because modern commerce depends on opaque intermediaries and LLM systems that centralize learning. The real change is not the loss of transparency, but who controls insight and how merchants must operate without it.

Universal Commerce Protocol is a plumbing layer, not the strategy

Universal Commerce Protocol (UCP) is being discussed as a commerce protocol, an agent payments protocol, and a common language that helps AI assistants complete transactions across the commerce ecosystem. The framing often lands on checkout flows: fewer redirects, less integration complexity, easier account linking, smoother payment methods across multiple payment providers, and cleaner order management.

Google’s Universal Commerce Protocol is a new open standard, co-developed with industry leaders such as Shopify, Etsy, Wayfair, Target, and Walmart, and endorsed by over 20 global partners across the ecosystem, including Adyen, American Express, Best Buy, Flipkart, Macy’s, Mastercard, Stripe, The Home Depot, Visa, and Zalando. UCP is an open-source project that invites developers, businesses, and platform architects to contribute and provide feedback. UCP was co-developed to ensure low-lift integration that aligns with existing business logic and is designed to be neutral, vendor-agnostic, and compatible with existing retail infrastructure and protocols like AP2, A2A, and MCP. Its core commerce building blocks and core capabilities include checkout, product discovery, cart management, and post-purchase workflows, serving as the foundation for the next generation of agentic commerce. UCP is designed to collapse the N x N integration bottleneck and keep the full customer relationship front and center for both retailers and customers.

All of that matters, especially for complex checkout flows and business onboarding across existing retail infrastructure. But focusing on checkout misses the operational consequence that matters most to ecommerce founders and operations leaders: UCP makes it normal for a consumer surface to decide, compare, and commit, while the merchant receives only the output.

UCP is designed for agentic commerce: AI agents discover, compare, and complete transactions on behalf of a customer. If that becomes a primary path through google search, google ai mode, the gemini app, google wallet, google pay, or other ai platforms, then the key question is no longer “how do we optimize checkout?” It becomes “who gets to understand preference formation?”

LLM explainability limits are the core constraint, not a protocol oversight

If you are looking for a missing field in UCP that would restore transparency, you are solving the wrong problem.

Limited visibility into decision-making is inherent to LLM systems. Even the AI platforms operating these systems cannot fully reconstruct why a recommendation occurred in a specific instance. The model’s output is produced by high-dimensional internal representations and probabilistic inference, not a human-auditable chain of reasons.

You can sometimes get a plausible narrative explanation, and in some cases you can extract partial signals that correlate with behavior. But that is not the same as knowing why the model selected Product A over Product B at that moment, for that user, given that context.

This is not a fixable protocol oversight. It is a property of how LLMs reason, not a bug merchants can opt out of.

So when merchants ask, “Will UCP remove optional merchant data?” the more accurate question is, “Will we still be able to observe decision-making?” And under agentic commerce, the answer is increasingly no, because the decision-making lives inside opaque intermediaries that are not designed to be interrogated at a granular level.

The real thesis: UCP removes the right to observe decision-making, not just data fields

Most debates get stuck at the data layer: what fields are passed, what product data is shared, how identity linking works, whether loyalty programs can be applied, which business capabilities can be invoked, how secure agentic payments support is implemented, and how verifiable credentials or cryptographic proof might validate a checkout session.

Those details matter. But they are not the core thesis.

The refined thesis is this: UCP removes the right to observe decision-making, not just data fields. The merchant does not just lose a few tracking signals. The merchant loses the feedback loop that makes learning possible.

To make that distinction operational, it helps to separate three things merchants often conflate:

  • Data: raw facts you can store, like a purchase, a return, a shipping address, a product type, a customer service ticket, a cart value, or a delivery timestamp.
  • Insight: interpreted meaning, like “customers abandon when delivery dates slip” or “size variations in this category create dissatisfaction.”
  • Learning: a system’s internal ability to improve future decisions based on experience, including preference formation, ranking, and recommendation behavior.

Analytics and dashboards are mostly insight tooling. They summarize and visualize data so humans can interpret it. Learning is different. Learning is what determines future choices, and in agentic commerce the learning happens inside the agent and the platform surfaces, not inside the merchant.

That is why the loss is not “we lose a dashboard.” Merchants lose feedback loops, not dashboards. You can still have performance reporting. You might still see conversion rates and aggregate search results behavior. What you lose is the capacity to observe the deliberation: which alternatives were evaluated, which tradeoffs mattered, what language the shopper used, and which preference cues drove the final selection.

Historical continuity: merchants have been living through this progression

UCP should not be framed as a disruption. It is continuity.

Commerce has been moving toward opaque intermediaries for decades. The sequence is familiar:

Keyword black boxes in search

Merchants built strategies around google search, only to learn that the most valuable signals were never fully visible. Rankings were opaque. Then more query data disappeared, and merchants learned to operate with proxies.

Marketplaces owning the interface and relationship

Marketplaces made it obvious that customer relationship is mediated. A seller can optimize product variations, parent child relationship structures, and product detail page content, but the marketplace owns the interface. The merchant gets orders, not full context.

Attribution loss through privacy and aggregation

Privacy changes pushed attribution into modeled data and aggregation. The comfort of a fully observable funnel already eroded. Teams adapted by shifting measurement from precision to directionality.

AI owning discovery, comparison, and preference formation

Agentic commerce pushes this one step further. Increasingly, agentic commerce is happening on AI surfaces, such as Google Search AI Mode and the Gemini app. AI assistants do the browsing, the comparison, the narrowing, and the final selection inside a consumer surface. By adopting the Universal Commerce Protocol (UCP), merchants can enable seamless, agentic commerce actions across Google’s AI surfaces, allowing users to complete purchases directly within AI search interfaces without needing to visit external websites. By the time the merchant is involved, the decision is already made.

Final shift: centralized learning with decentralized execution

The platform centralizes learning across the entire commerce ecosystem. Merchants execute: inventory, fulfillment, order fulfillment, post-purchase support, returns, and exception handling. The insight about demand formation is centralized. The operational burden is distributed.

UCP is simply the open standard designed to make that execution layer interoperable.

The Nike DTC lesson: transparency was desirable, never sufficient

Some merchants will respond to this by reaching for a familiar counter-move: reclaim transparency via direct channels. Own the interface. Own the customer relationship. Build first-party data. Reduce dependency.

That instinct is understandable, and it is not new.

Nike’s DTC push is a useful lesson, not as nostalgia, but as proof. Large brands attempted to reclaim transparency and control by prioritizing direct purchases and direct relationships. But transparency alone could not sustain growth. Distribution, physical experience, and intermediaries still mattered.

Meanwhile, newer challengers gained share by executing within existing channels. They met customers where customers already were. They accepted that the interface was mediated and focused on out-executing within the rules of those surfaces.

Key takeaway: Transparency has always been desirable. It has never been sufficient.

UCP reinforces the same lesson. You can build your own channel, but if consumer surfaces shift toward AI-owned discovery, the gravitational pull is toward the intermediary again.

Reframing merchant choice realistically

The wrong framing is: “Do we choose transparency or scale?”

That choice is fading.

Merchants no longer choose between transparency and scale. They choose how to operate without transparency. This is a forced condition, not a strategic preference.

For ecommerce operators, this means planning for a world where demand signals arrive as outputs rather than narratives. You will receive purchases without receiving the full story behind purchase decisions. You will see outcomes without seeing deliberation.

The operational question becomes: what do we optimize when we cannot observe the decision-making layer?

Execution is the remaining differentiation surface

This is where the conversation often collapses into fatalism. It should not.

Opaque discovery does not remove competition. It changes the arena. Execution becomes the primary remaining signal merchants still control, and in agentic commerce, execution is not passive. It is measurable and learnable by intermediaries even when merchants cannot see the learning process.

If an agent must choose between two eligible retailers offering the same product, the tie-breakers trend toward reliability and trust. That puts pressure on operational fundamentals that many brands have treated as secondary to growth.

Execution differentiation shows up in:

  • Availability: accurate stock, fewer cancellations, fewer substitutions, stable inventory across child listings and variation listings.
  • Reliability: consistent delivery promises, fewer damaged shipments, fewer late orders, fewer fulfillment errors.
  • Fit, returns, and post-purchase trust: expectation-setting that reduces negative reviews and return rates, clear sizing for size variations, accurate product differences across variation relationships, honest product details that match what arrives.
  • Fulfillment speed and exception handling: faster ship times, proactive issue resolution, clean handling of lost packages, efficient order management when something breaks.

In practical terms, if AI agents are optimizing for customer confidence and lower regret, then the merchants that win are those with fewer downstream failures. The agent may not explain why it chose you, but it can learn from outcomes. And outcomes are deeply influenced by operations.

This is also where the distinction between insight and learning matters. You might not get the insight narrative, but the platform’s learning will still reflect your operational performance. Execution becomes your lever.

A careful speculation: platforms that centralize insight tend to monetize access

There is an economic precedent worth stating plainly.

When platforms centralize insight, they historically monetize access to it. Not in a conspiratorial way, but because the platform is bearing the cost of building the system and has the leverage of being the interface.

A plausible evolution in future agentic commerce is that merchants are offered summarized, abstracted context as a paid layer. Not raw transcripts of conversations. Not full explainability. More likely patterns, signals, and generalized explanations: what themes appeared in preference formation, what objections were common, what comparisons were frequent, what attributes influenced selection in aggregate.

That would be consistent with how marketplaces monetize search results placements and how ad platforms monetize targeting. It would also be consistent with a world where LLM explainability limits prevent true transparency, but a platform can still offer “helpful” approximations.

The key risk is simple: merchants may eventually have to buy back a filtered version of their own demand.

This is not a promise. It is a plausible evolution grounded in economic precedent. And it is worth preparing for mentally, because it reinforces the central argument: the locus of learning moves upstream, and access to learning is not guaranteed.

UCP Governance: Who Decides Who Gets to See What?

As agentic commerce becomes the new normal, the question of who gets to access, influence, and evolve the Universal Commerce Protocol (UCP) is no longer academic—it’s foundational. UCP is positioned as an open standard, designed to enable agentic commerce across the entire commerce ecosystem. But “open” is only as meaningful as the governance that backs it.

The governance of the Universal Commerce Protocol UCP is intentionally structured to be transparent, fair, and inclusive. This means that the rules for how the protocol evolves, who can participate, and what changes are made are not dictated by a single company or closed group. Instead, the governance model invites input from a broad spectrum of stakeholders: merchants, payment providers, AI platforms, credential providers, business agents, and even consumer advocates. The goal is to ensure that the protocol serves the needs of the entire digital commerce landscape—not just the largest players or the earliest adopters.

In practice, UCP governance operates through open forums, working groups, and public documentation. Proposals for changes or new features to the commerce protocol are discussed in the open, with clear processes for review, feedback, and consensus-building. This approach is designed to prevent any one party from unilaterally deciding who gets to see what data, which business logic is supported, or how agentic commerce is enabled across different consumer surfaces.

For merchants and other ecosystem participants, this governance structure is more than a technicality—it’s a safeguard. It means that the evolution of universal commerce is not locked behind closed doors, and that the rules of engagement for AI agents, payment handlers, and business backends are shaped by collective input. It also means that as new challenges emerge—such as balancing privacy with operational transparency, or supporting new payment options and loyalty programs—the protocol can adapt in a way that reflects the interests of the broader community.

Ultimately, UCP governance is about trust. In a world where the mechanics of commerce are increasingly mediated by AI and complex protocols, having an open standard with transparent, participatory governance is what gives businesses flexible ways to adapt and compete. It’s not just about enabling agentic commerce; it’s about ensuring that the future of universal commerce is built on a foundation that is open, accountable, and responsive to the needs of the entire ecosystem.

Conclusion

Universal Commerce Protocol is not primarily about checkout. It is about who gets to understand demand.

Merchants will still have data. They will still have sales. They will still have dashboards. What they increasingly will not have is the right to observe decision-making, because decision-making is being mediated by opaque intermediaries and LLM systems that centralize learning.

This is not something a protocol can solve. Limited visibility is inherent to LLM systems. Even AI platforms cannot fully reconstruct why a recommendation occurred. That is a property of how these systems reason, not a bug merchants can opt out of.

The way forward is not outrage, and it is not false optimism. It is acceptance and adaptation.

The loss of transparency is not the end of commerce. It is the end of pretending transparency was ever guaranteed. Merchants who win will be the ones who stop optimizing for perfect visibility and start optimizing for the remaining controllable surface: execution. Availability, reliability, fit, returns, post-purchase support, and exception handling will increasingly determine whether intermediaries learn to trust you as the safest outcome for the customer.

In a world of centralized learning with decentralized execution, the merchant’s role becomes sharper. You may not own the story of demand, but you can still own the quality of delivery. And that, operationally, is the most durable advantage left.

FAQ

What is Universal Commerce Protocol?

Universal Commerce Protocol is an open commerce protocol intended to help AI agents and consumer surfaces connect to merchant systems to enable agentic commerce, including product discovery and completing transactions.

Why does Universal Commerce Protocol matter if it is just about checkout?

Because the larger shift is not checkout mechanics. It is that AI agents increasingly own discovery, comparison, and preference formation, leaving merchants with less visibility into how purchase decisions were made.

Why can’t merchants get full transparency into why an AI recommended their product?

Limited visibility into decision-making is inherent to LLM systems. Even AI platforms cannot fully reconstruct why a specific recommendation occurred. This is a property of how LLMs reason, not a fixable protocol oversight.

What is the difference between data, insight, and learning in agentic commerce?

Data is raw facts like orders and returns. Insight is human-interpretable meaning derived from analysis. Learning is the model’s internal improvement that drives future recommendations, and it is not the same as analytics or dashboards.

How does Universal Commerce Protocol change merchant feedback loops?

Merchants may still receive transaction data, but they lose the ability to observe the decision-making journey that produced the purchase. That reduces feedback loops that historically informed optimization.

Is this trend new or disruptive compared to past platform shifts?

It is continuity. Merchants have already lived through keyword black boxes in search, marketplaces owning the interface, attribution loss through privacy and aggregation, and now AI owning discovery and preference formation.

What does the Nike DTC shift teach merchants about transparency?

Nike’s DTC push showed that transparency is desirable but not sufficient to sustain growth. Distribution and intermediaries still matter, and brands can gain share by executing within existing channels.

What choices do merchants actually have in an AI-mediated commerce ecosystem?

Merchants no longer choose between transparency and scale. They choose how to operate without transparency. This is a forced condition, not a strategic preference.

What is the main way merchants can still differentiate if discovery is opaque?

Execution. Availability, reliability, fit and returns performance, post-purchase trust, fulfillment speed, and exception handling are the primary remaining signals merchants still control.

Will platforms monetize access to demand insight in the future?

It is plausible based on economic precedent. Platforms that centralize insight often monetize access to abstracted patterns and signals, rather than raw transcripts or full explainability. The risk is that merchants may have to buy back a filtered view of their own demand.

Written By:

Manish Chowdhary

Manish Chowdhary

Manish Chowdhary is the founder and CEO of Cahoot, the most comprehensive post-purchase suite for ecommerce brands. A serial entrepreneur and industry thought leader, Manish has decades of experience building technologies that simplify ecommerce logistics—from order fulfillment to returns. His insights help brands stay ahead of market shifts and operational challenges.

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Amazon Is Ending Review Sharing Across Variations — Here’s What It Really Means

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Introduction

Nearly all shoppers read product reviews before buying – up to 98% of consumers check reviews and take star ratings at face value. On Amazon, those stars heavily influence purchase decisions. Amazon product variations are the system for grouping related products – such as different sizes, colors, or styles – under a single listing, which has traditionally benefited both customers and sellers by improving the shopping experience and boosting sales and search ranking. That’s why Amazon’s latest policy update is such a game-changer: starting February 12, 2026, Amazon will no longer broadly share reviews across all variations of a product. When this change takes effect, each variation (size, color, flavor, model, etc.) will increasingly stand on its own merits and reviews. The implementation of the new policy will be gradual, and sellers will receive 30 days’ notice before their products are affected. This marks one of the biggest shifts in Amazon’s approach to customer trust and conversion in years. Amazon’s update is designed to reward brands that have built variation families correctly and to penalize those who used variations as a shortcut to scale social proof.

For sellers who relied on pooled reviews – where a strong “hero” variation’s 5-star rating lifted the weaker variants – this change could sting. A child ASIN that used to show hundreds of shared reviews might suddenly display only a handful of its own reviews, potentially dropping its conversion rate overnight. But Amazon’s goal isn’t to hurt sellers; it’s to make reviews more accurate for customers. In the long run, this review transparency could reduce returns and reward sellers who maintain honest, precise product listings. In this article, we’ll break down exactly what’s changing, why Amazon is doing it, which variations will (and won’t) still share reviews, and how you can adapt to avoid conversion loss.

Understanding Amazon Variations

Amazon variations are a cornerstone of successful selling on the platform, offering both sellers and customers a streamlined way to navigate multiple options of the same core product. By grouping similar items – such as a t-shirt available in different sizes or colors – under a single parent listing, sellers create what’s known as a variation family. This approach is part of Amazon’s listing variations system, a structured method for organizing similar products under a parent-child relationship. This not only enhances the customer experience by making it easier to compare and select the right product, but also helps boost sales and visibility in search results.

To set up variation relationships, sellers must first determine if their products qualify based on Amazon’s guidelines for the relevant product category. Eligible products typically differ only in minor, non-functional ways – think color, pattern, or size – while maintaining the same product type and core functionality. For example, a set of phone cases in multiple colors or a t-shirt offered in various sizes are perfect candidates for a variation listing. However, products that differ in model, design, or features should be listed separately to avoid confusing customers and risking policy violations.

Creating a variation listing in Seller Central involves establishing a parent-child relationship. The parent ASIN acts as the umbrella listing, containing the main product details, while each child ASIN (also referred to as a child item in Amazon’s system) represents a specific variation, such as a particular size or color. Variation attributes must be used accurately to reflect the true product differences, ensuring that customers can easily compare options without feeling overwhelmed or misled. Consistency in product data across all child listings is crucial for maintaining customer confidence and a seamless shopping experience.

Sellers can add a new variation to an existing listing or create new variation families, and this can be done one at a time or in bulk using Amazon’s product templates or the Variation Wizard.

One of the key advantages of variation listings is the ability to share reviews across child ASINs – provided the variations are truly similar. This means that positive or negative reviews can impact all variations within the family, making it essential for sellers to monitor review counts and star ratings closely. Addressing customer feedback promptly and ensuring product quality across all variations can help maintain strong ratings and drive purchase decisions.

To optimize your variation listings, regularly review your product data to ensure it accurately reflects the differences between each child ASIN. Keep an eye on review sharing, as negative reviews for one variation can affect the entire family. Staying fully compliant with Amazon’s policies is also vital – avoid grouping unrelated products, and make sure each child ASIN is correctly linked to the parent ASIN. Non-compliance can lead to listing suppression or other penalties, which can hurt sales and visibility.

Mastering Amazon variations is about more than just creating one listing for multiple products – it’s about leveraging the right variation attributes, maintaining accurate product details, and fostering customer confidence through transparency. Whether you’re selling clothing, phone cases, or any product with multiple sizes or colors, understanding how to create and manage variation relationships can give you a competitive edge. By staying compliant and proactive, you’ll not only improve the customer experience but also unlock greater sales potential and long-term growth on Amazon.

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Parent Child Relationship

On Amazon, the parent-child relationship is the backbone of how product variations are organized and presented to customers. This structure allows sellers to group similar products – like a t-shirt available in different sizes or colors – under one parent listing, with each specific option represented as a child product. The parent product acts as the main listing that customers see in search results, while the child listings offer the various choices, such as different sizes, colors, or even patterns.

Creating a parent-child relationship not only streamlines the shopping experience for customers but also helps sellers boost sales by consolidating all variations into one listing. For example, instead of creating separate listings for a t-shirt in small, medium, and large, a seller can create a single parent listing and add each size as a child product. This makes it easier for customers to find the exact variation they want without having to sift through multiple listings. It also means that all the traffic and sales are funneled through one parent product, increasing visibility and improving the chances of winning the Buy Box.

For sellers, leveraging the parent-child relationship is a powerful way to showcase a full range of options, keep inventory organized, and provide a better customer experience. When customers can easily compare and select from different sizes or colors on one page, they’re more likely to make a purchase. Ultimately, creating well-structured parent-child relationships is essential for maximizing sales and ensuring your products stand out in Amazon’s crowded marketplace.

What Is Changing on February 12, 2026?

On Feb 12, 2026, Amazon is fundamentally changing how reviews are displayed on variation listings. Currently, if you have a parent product with multiple variations (for example, a shirt in 5 colors or a gadget in two different models), all reviews are pooled together on the product page regardless of which variation the review was for. That means a review written for the blue variant of a product also appears under the red variant, and vice versa. Amazon has acknowledged this leads to reviews that “don’t accurately reflect the specific variation a customer is considering.” In other words, shoppers might be reading feedback about a different size, flavor, or version than the one they’re actually looking to buy.

Starting February 12, that changes. Reviews will only be shared between variations that have very minor, non-functional differences. If the differences between variations affect functionality, performance, formulation, or intended use, reviews will no longer be shared across those variations. Amazon will continue sharing reviews for variations where the differences are purely cosmetic or structural, not functional. Each child ASIN will primarily display the reviews relevant to that specific variation. This could affect overall star ratings and review counts on some listings, since many products will lose the boost (or drag) from reviews of their siblings. Amazon is rolling out the change gradually on a category-by-category basis from Feb 12 through May 31, 2026. Sellers will get a 30-day advance email notice before their category is affected, so you’ll have some warning to prepare. By June 1, 2026, the new review display rules should be in effect across virtually all categories on Amazon.

Variations That Will Continue to Share Reviews

Not every kind of variation is losing shared reviews. Amazon will continue to aggregate reviews for variations that are essentially the same core product with only superficial differences. According to Amazon’s announcement, reviews will still be shared in cases of minor, non-functional variation types:

  • Color or pattern differences of the same product (e.g. a t-shirt offered in blue, red, and green). A blue shirt and a red shirt that are otherwise identical will still pool their reviews, since the only difference is the color.
  • Size variations with the same function, such as a product available in small, medium, and large, or queen vs. king bedding in the same style. As long as the size change doesn’t introduce new features or uses (it just changes dimensions), Amazon treats it as the same item.
  • Pack size or quantity variations (e.g. a 2-pack vs. 6-pack of the exact same item). Customers expect a multi-pack to be the same product, just more of it, so those reviews remain relevant across those quantity options.
  • Secondary scent or flavor variations when scent/flavor is not the primary product feature. For example, a household cleaner that comes in “unscented” and “lemon scent” will share reviews – the cleaning function is the same, and scent is a secondary preference. (In contrast, if scent or flavor is the main point of the product, that’s treated differently, as we’ll see below.)
  • Different model fitments for the same product type, like a phone case sold in variations to fit different phone models. If you sell a single phone case design with versions for iPhone vs. Samsung, those can still share reviews because the only difference is the device compatibility – the product’s purpose and quality are effectively the same.

In summary, if your variations only differ in cosmetic or non-functional ways (color, pattern), in purely proportional ways (size or quantity), or in device-specific fit while the product is otherwise identical, then they will retain shared reviews. Amazon considers these differences minor enough that a review of one variant is still perfectly relevant to another.

Variations That Will No Longer Share Reviews

The big change is that variations with any substantive differences will no longer share reviews. Amazon wants to isolate reviews whenever a variant’s attributes could affect the customer’s experience or the product’s functionality. Here are the types of variation differences that will not have shared reviews going forward, with examples:

  • Performance or power variations: If one version of a product has different performance specs or power capacity than another, their reviews will be separated. Example: A laptop model with an 8GB RAM/256GB SSD configuration and another with 16GB RAM/512GB SSD will no longer pool reviews, since their performance differs significantly. Similarly, an appliance offered in a 500-Watt vs. 1000-Watt option should have distinct review sets. These kinds of differences directly impact functionality.
  • Different models or generations: A product line that has newer vs. older generation models (with feature changes) can’t share reviews now. Example: If you sold a 2025 edition of a gadget and a redesigned 2026 edition as two variations under one listing, each model’s reviews will stand alone. Reviews for the older model won’t carry over to the new model, and vice versa, because they are essentially different products.
  • Bundle vs. standalone: Variations where one is a bundle or kit and another is the base product will not share reviews. Example: A camera sold alone versus a “camera + accessories bundle” were sometimes listed as variations to share reviews. Under the new policy, that bundle’s reviews won’t mix with the single product’s reviews, since the purchase contents differ.
  • Flavor as a primary factor: When flavor or taste is a core product attribute (common with food, drinks, supplements, etc.), those variations get separated reviews. Example: A protein powder in Chocolate flavor versus Vanilla flavor will not share reviews. Customer satisfaction can vary greatly by flavor – a review saying “tastes terrible” for chocolate might not apply to vanilla at all. Amazon explicitly gave the chocolate vs. vanilla protein powder case as not eligible for review sharing because flavor directly impacts the user’s experience.
  • Primary scent differences: Similarly, if a product’s scent is a primary feature (think perfumes, scented candles, or flavored consumables), each scent variant will have its own reviews. Example: A candle offered in “Lavender” vs. “Vanilla Bean” scents should not share reviews, since someone who loves the lavender scent might hate the vanilla – reviews aren’t one-size-fits-all in this case.
  • Material or construction differences: Variations made of different materials or with distinct build qualities will have separated reviews. Example: A water bottle available in plastic vs. stainless steel, or a sofa sold in genuine leather vs. fabric upholstery, will not share reviews. The durability, feel, and quality can differ with material, so each version needs its own feedback.
  • Fit or design variations that alter the product’s use or fit: If two variations have different fit, cut, or design that affects how the product works or fits the user, their reviews won’t mix. Example: A shirt sold in “Slim Fit” vs “Relaxed Fit” or a shoe available in two different designs (one with laces, one slip-on) should be evaluated separately by customers. A review complaining that the slip-on shoe’s elastic is too tight shouldn’t influence the laced version’s rating.
  • Intended use or functionality differences: Any variation that serves a different use-case or has a different feature set is no longer eligible for shared reviews. Example: A kitchen mixer that comes in two variants – one that includes additional attachments for pasta making and one that doesn’t – should not share reviews, because the presence/absence of those attachments significantly changes the product experience. Essentially, if one variation could deliver a different outcome or solve a different problem than another, Amazon will treat them as separate products for review purposes.

In short, if a variation changes anything fundamental about the product’s performance, flavor/scent, functionality, or package contents, Amazon will isolate its reviews to that specific ASIN. This is a hard break from the old approach where even very different versions could ride on the coattails of the top variation’s rating. Amazon is drawing a clear line: only truly equivalent products can share in the same pool of social proof. Everything else must earn its own reputation.

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Why Is Amazon Making This Change?

Amazon’s decision to stop broad review sharing is rooted in one major goal: increasing the accuracy of reviews and customer trust in those reviews. When reviews are shared across dissimilar variations, it can mislead shoppers. They might read glowing reviews that actually refer to a different model or flavor, or see criticisms that don’t apply to the variation they’re viewing. Amazon recognized that this undermines the reliability of the review system. The official announcement states the intent clearly: it’s meant “to improve accuracy and help customers make more informed purchasing decisions,” giving shoppers product-specific feedback that increases trust and potentially decreases returns.

In essence, Amazon wants each product variation’s star rating and review list to reflect that exact item – nothing more, nothing less. By doing so, customers will know exactly what they’re getting, and won’t be swayed by reviews about a different version. This aligns with Amazon’s long-standing focus on customer experience. Irrelevant or misleading reviews don’t just confuse buyers; they lead to disappointment, bad reviews, and ultimately higher return rates when a product doesn’t meet expectations. By ensuring reviews match the precise item, Amazon expects fewer unhappy surprises (“Oh, this red version is made of a different material than the blue one I read reviews for!”) and thus fewer returns due to unmet expectations.

There’s also a crack-down element here on certain seller tactics. In the past, some sellers abused variation listings by grouping unrelated products together just to consolidate reviews (a practice against Amazon policy, often called “variation abuse”). This update effectively kills the incentive for that: if the products aren’t truly similar, they won’t share reviews anymore, eliminating the benefit of creating artificial variation families. Amazon’s broader trend in recent years has been stricter enforcement of listing quality and variation rules. The new policy is an extension of that – making sure each review is relevant to the product it’s attached to, and stopping any misleading aggregation that could boost sales unfairly. As one Amazon strategist noted, it’s hard to argue the change “isn’t beneficial to customers… [it] could also fight against variation abuse patterns.”

Ultimately, Amazon is prioritizing long-term customer trust over short-term convenience. By forcing honesty in how reviews are attributed, the platform aims to maintain credibility. From Amazon’s perspective, a more transparent review system means shoppers can buy with confidence, which is good for the ecosystem in the long run – even if it means some sellers have to adjust their tactics.

Review Sharing and SEO

Review sharing is a key feature of Amazon’s variation relationships, especially when products within a variation family are essentially the same item with only minor differences – like color or size. When a customer leaves a review for one child product, such as a blue t-shirt, that review is shared across all other child products in the same parent-child relationship, like the red, green, or yellow versions. This approach helps build customer confidence, as shoppers can see a larger pool of feedback for the same product, making it easier to trust the quality and make a purchase decision.

From an SEO perspective, review sharing can significantly improve the visibility of your products in Amazon’s search results. Listings with higher review counts and better star ratings tend to rank higher, attracting more clicks and conversions. To maximize these benefits, it’s crucial that your variation attributes – such as size, color, or pattern – accurately reflect the minor differences between child products. This ensures that reviews remain relevant and helpful, and prevents customer confusion.

Sellers can further optimize their variation listings for SEO by incorporating relevant keywords into the product title, description, and variation attributes. For example, including terms like “men’s t-shirt, multiple colors, all sizes” can help your parent listing appear in more search queries. By maintaining accurate variation relationships and leveraging review sharing, you not only enhance the customer experience but also improve your chances of standing out in Amazon’s competitive marketplace.

Why This Is a Big Deal for Sellers and Conversion Rates

For many Amazon sellers, this policy change might feel like the rug is being pulled out from under some of your listings. That’s because shared review pools have been a major conversion driver on Amazon. If you had one top-selling variant with lots of positive reviews, it effectively bolstered the credibility of every variant under that parent ASIN. A weaker variation could still display a 4.5-star rating with hundreds of reviews, borrowing social proof from its siblings. Now, those weaker variants will be exposed – they’ll show only the reviews they actually earned. Some child products that enjoyed a high star rating may see it plummet (or their review count drop to near-zero) once the unrelated reviews are stripped away.

In the short term, sellers should brace for some turbulence in conversion metrics. Lower visible review counts on certain variations are likely, and with fewer reviews comes lower buyer confidence. Shoppers often use review volume and rating as a quick trust signal. Suddenly seeing, say, “5 reviews” where there used to be “105 reviews” on a given variant can give buyers pause. Conversion rates on those variants may dip until they gather more of their own reviews. Newer or previously low-traffic variations that piggybacked on a top variation’s reviews will feel this the most – they’ll need to build up credibility from scratch. Additionally, any negative reviews that were drowned out in a big pool will now be highly visible on the specific product they apply to. For example, if one color of a product had a manufacturing flaw and got a bunch of 1-star reviews, those used to be diluted by positive reviews of the other colors. Not anymore – that variant might show an honestly lower rating, which could hurt its sales (while arguably protecting customers from buying a subpar option).

However, it’s not all downside. In the long run, this change can benefit both customers and diligent sellers. For one, good variations won’t be dragged down by issues from other versions. If you have one variant that’s truly excellent and another that had problems, the problematic one’s reviews won’t tank the rating of the good one. Each product stands on its own merit, which is more fair for sellers who maintain quality. Also, customer trust in reviews will likely improve when buyers realize the reviews they’re reading are specific to the exact item they’re interested in. Greater trust can mean more conversions overall, even if each ASIN has to work harder to earn it. And importantly, fewer customers will end up feeling “tricked” by a product page, so over time you could see a reduction in returns and negative feedback. When expectations match reality, customer satisfaction goes up. Some sellers are even optimistic about this shift: one forum commenter gave the example that now if a dog food comes in wild rabbit vs. chicken flavor, dog owners can clearly see which flavor dogs preferred, instead of seeing an aggregate rating that masks those differences – “that doesn’t give me a clue,” they noted, but now I could see what taste other dogs really prefer.”

Think of it this way: previously, Amazon’s variation system often masked the truth of which specific product a customer was evaluating. Now, the truth is coming to the surface for each variation. In the short run that truth might hurt (as shortcomings can no longer hide), but in the long run it rewards accuracy and quality. Sellers who have been bundling semi-different products under one listing will no longer get a free ride on reviews – they’ll need to ensure every variation is up to par and attract its own positive reviews. On the upside, if you’ve done a great job with one version of your product, its reputation won’t be tarnished by an underperforming sibling. Conversion rates might dip initially, but as each ASIN builds its own social proof and as shoppers trust what they see, the playing field evens out. We may also see improved conversion in cases where previously hesitant customers held off purchase due to irrelevant negative reviews (now those irrelevant reviews won’t be on the page to scare them off).

Common Mistakes to Avoid

When setting up variation relationships on Amazon, it’s easy to make mistakes that can hurt your sales and customer satisfaction. One common error is not accurately reflecting product differences in the variation attributes. For instance, if you create a variation family for phone cases in different colors but fail to specify the correct color for each child listing, customers may receive the wrong product, leading to confusion and negative reviews.

Another frequent mistake is creating separate listings for products that should be grouped together as a variation family. This can fragment your sales, reduce visibility, and even lead to listing suppression if Amazon’s systems flag your listings as duplicates. On the flip side, some sellers try to group unrelated products under one parent listing – such as combining a phone case and a screen protector – just to share reviews. This overwhelms customers, makes it harder for them to find what they want, and violates Amazon’s policies.

To avoid these pitfalls, always ensure your variation relationships accurately reflect the real product differences and that your products qualify for variation listings. Carefully review Amazon’s guidelines, use the correct variation attributes, and never group unrelated products together. By following best practices, you’ll create a smoother shopping experience for customers, reduce the risk of negative reviews, and protect your listings from suppression or removal.

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Embracing the Change – A New Mindset for Sellers

This review policy update calls for a fundamental mindset shift in how sellers approach Amazon listings. Many sellers face significant challenges with Amazon’s complex variation policies, which can make compliance and adaptation difficult. Rather than viewing it as a punishment or a loss, savvy sellers should view it as Amazon forcing a dose of transparency and truth into the marketplace. Going forward, you can’t rely on a one-star variation hiding in a five-star family, nor can a mediocre product hitch a ride on the acclaim of a superior variant. Each child ASIN needs to earn trust on its own. Here’s how to adapt:

First, ensure your variation groupings are truly logical and compliant. Amazon itself advises reviewing your catalog now to confirm that every variation is an appropriate one. Use the correct variation themes for genuine product differences (e.g. don’t misuse a “color” variation to cover up a version that actually has a different feature set). If some of your products were variated incorrectly or in ways that will no longer share reviews, consider reworking those listings. In some cases, it might make sense to split a variation family apart into separate listings if the products are substantially different – especially if one variant has been overshadowing others. Remember, Amazon will re-share reviews for eligible products if you update the variation themes later to a valid format. That means if you correct an improper variation grouping (for example, separating a bundle from a single product, or moving a flavor into its own listing), any reviews that should be shared under the new structure will be, and the ones that shouldn’t will stay with their product. Essentially, fixing your variation structure can help you salvage the correct reviews where they belong.

Next, treat each variation like its own product when it comes to marketing and review generation. Going forward, your strategy can’t be “launch one variant and let it accumulate 100 reviews, then just add new variants to piggyback on those.” If you’re launching a new color or a new flavor, you might need to invest in programs like Amazon Vine for that specific ASIN, ramp up requests for reviews from buyers of that variant, or provide stellar customer service to encourage positive feedback. Each child item’s review count will start to matter much more for its success. This is a good time to bolster the content on each variant’s detail page as well – make sure descriptions and images highlight what’s unique about that variant and set correct expectations (since you can’t rely on generic reviews to do that job). If one variation historically had higher return rates or more complaints, address those issues head-on or consider discontinuing it, because its reviews will now broadcast those issues loud and clear just for that item.

Importantly, don’t panic. While you should prepare for some short-term adjustment, this change isn’t the end of your Amazon business. Your existing reviews aren’t being deleted; they’re simply being allocated to the right products. Amazon isn’t “out to get sellers” here or to strip away hard-earned social proof arbitrarily – it’s trying to ensure accurate social proof. Sellers who focus on product quality, proper listing practices, and customer satisfaction will still thrive. In fact, those who have been truly listening to their reviews and improving each variation accordingly might find themselves in a stronger position once the dust settles. Sellers are often left feeling unsupported and unheard when navigating the complex process of listing variations. You’ll finally see which of your variations are truly winners in the eyes of customers, and which were perhaps coasting by. Use that information. Double down on the products that customers love (now clearly evidenced by their standalone reviews) and re-work or reconsider the ones that aren’t up to snuff.

In the big picture, Amazon’s move could usher in a healthier marketplace. It encourages accurate listings, honest reviews, and better products. Sellers who adapt will be aligning with what Amazon has always wanted: a great experience for shoppers. By embracing this mindset – that each product must stand on its own merit – you not only comply with the new rules, but you also set your brand up for more sustainable success. Trust built on authenticity tends to last. So, take a deep breath, audit your product variations, and commit to making each one as review-worthy as the next. In a world where “review sharing was masking product truth,” it’s time to let the truth speak for each item you sell. Your future customers (and your honest competition) will thank you.

Troubleshooting and Support

If you encounter issues with your Amazon variation relationships – such as child listings not appearing on the detail page, reviews not being shared correctly, or listings being suppressed – there are several steps you can take to resolve them. First, check your product data for accuracy and consistency across all child listings. Using flat files to manage your inventory can help you spot and correct discrepancies in variation attributes or parent-child relationships.

Sometimes, Amazon’s automated systems may flag your variation relationships as invalid, leading to listing suppression or removal from the detail page. In these cases, you can contact Amazon seller support for assistance. Be prepared to provide evidence that your variation relationships are valid and fully compliant with Amazon’s guidelines. If necessary, you can appeal the decision and submit updated product data to restore your listings.

To streamline the process, consider using Amazon’s Variation Wizard or third-party software tools to help create and manage your variation relationships. These tools can help ensure your listings are set up correctly, optimize your product data for SEO, and improve your overall sales performance. By staying proactive and following Amazon’s best practices, you can troubleshoot issues quickly, maintain healthy listings, and deliver a seamless shopping experience for your customers.

Frequently Asked Questions

When does Amazon stop sharing reviews across variations?

Amazon’s new policy takes effect on February 12, 2026, and rolls out gradually by category through May 31, 2026. After your category’s rollout date, reviews will only be shared between very similar variations (minor differences) and not across fundamentally different product variations.

Will my existing reviews disappear?

No, Amazon is not deleting your reviews. However, each review will only show on the specific variation it was written for. This means some variations on your listing may suddenly display fewer reviews (only the ones they actually earned). Reviews that were previously pooled from other variants will no longer appear on those variant pages, but they remain visible on the appropriate product’s page. Essentially, your total review count per variant may drop, but the reviews still exist on their respective products.

Can reviews be re-shared if I change variation themes?

Yes. If you update or correct your variation themes (the way your products are grouped) after the change, Amazon will re-share reviews for products that become eligible under the new grouping. In practice, this means if you regroup products into proper variation families (or split out ones that shouldn’t be together), any reviews that qualify to be shared in the new arrangement will start showing up again. It’s important that your variations use only valid themes (e.g. don’t group a flavor as a “color” just to share reviews) – only eligible variations will share reviews going forward.

Does this apply to all categories on Amazon?

Yes, the new review sharing rules are Amazon-wide, but the implementation is staggered by category. Between February and May 2026, Amazon will phase in the change across all product categories that use variations. Every category that allows variation listings (from electronics to apparel to grocery and beyond) is slated to be included. Amazon will notify sellers 30 days before their specific category is affected, so you can expect to be informed ahead of time. By the end of May 2026, all categories should be under the new policy.

Are variation listings being split up or removed?

No, Amazon is not eliminating variation listings themselves. Your parent-child variation structure will remain intact – customers will still see one product page with options for different variations (size, color, etc.). The change is only in how reviews are displayed. Each child ASIN in the variation will show its own rating and review count, rather than all sharing one aggregated set of reviews. So your variations stay linked as a family, but their social proof will be variation-specific going forward.

Written By:

Manish Chowdhary

Manish Chowdhary

Manish Chowdhary is the founder and CEO of Cahoot, the most comprehensive post-purchase suite for ecommerce brands. A serial entrepreneur and industry thought leader, Manish has decades of experience building technologies that simplify ecommerce logistics—from order fulfillment to returns. His insights help brands stay ahead of market shifts and operational challenges.

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Amazon’s Buy for Me Experiment Exposes the Dark Side of Agentic Commerce

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Amazon’s latest experiment in AI-driven shopping – a feature called “Buy for Me” – is revealing a troubling side of agentic commerce. This feature allows Amazon’s AI to do more than just recommend products; it actually purchases items on customers’ behalf from other brands’ websites. On the surface, it seems convenient: shoppers can discover and buy items from independent brands without ever leaving Amazon’s app. But for the brands whose products are suddenly showing up on Amazon without permission, Buy for Me has become a wake-up call. By scraping public product data, auto-generating Amazon listings, and acting as an intermediary buyer, Amazon is testing a model of AI-driven commerce that puts platform control above merchant consent. This raises urgent questions about who controls product information, who “owns” the customer relationship, and what rights a platform has to execute sales in the age of AI shopping agents.

What Is Amazon Buy For Me and How Does It Work?

Buy for Me is part of Amazon’s BuyForMe program, an AI-powered shopping feature within Amazon’s app that Amazon began piloting in 2025. Amazon’s Buy for Me is currently in beta and available to a subset of U.S. customers using the Amazon Shopping app on iOS and Android. It allows Amazon users to purchase products sold on a brand’s website, directly through the Amazon interface. Amazon’s AI powers this feature, automating the process of purchasing from a brand’s website within Amazon’s app. In practice, Amazon’s system finds products that are not sold on Amazon’s marketplace but are available on independent brand sites (for example, a small Shopify-powered store). It then creates a listing on Amazon’s store for those products, labelled as coming from “other brands.” Shoppers might see these listings mixed into their Amazon search results with a special “Buy for Me” button. Branded items from other stores and shop brand sites directly can be found via the search bar, and these are shown in a separate section of relevant results. Importantly, these are not third-party sellers who signed up for Amazon – they are automatically added by Amazon’s AI as part of Amazon’s shopping experience within Amazon’s app. Amazon’s shopping experience is expanded by integrating external brand websites into Amazon’s store, allowing customers to purchase products from other sites without leaving Amazon’s app.

From the shopper’s perspective, using Buy for Me feels similar to a normal Amazon purchase. They can add the product to their Amazon cart and check out using their Amazon account, without visiting the brand’s own site. However, the item isn’t stocked or shipped by Amazon. Behind the scenes, Amazon’s AI assistant acts as a go-between: it takes the order details and, acting on the customer’s behalf, places an order on the brand’s website. Before creating a listing, Amazon’s system checks product and pricing information on the brand’s website to ensure accuracy. Amazon’s AI securely transmits the customer’s encrypted personal and payment details to the brand’s website to complete the transaction. Essentially, Amazon itself becomes a “customer” of the independent merchant, executing the purchase with the customer’s information (which Amazon securely provides from the user’s saved details). Once Amazon completes the purchase on a customer’s behalf, the customer receives an auto-generated email (order confirmation) from the brand store. The merchant then fulfills the order and ships it directly to the Amazon shopper. Delivery, returns, and customer service for purchases made through Buy for Me are managed by the brand store, not Amazon, and some merchants may use Shopify shipping notification emails for order updates.

In simpler terms: Amazon’s Buy for Me lets customers purchase products on Amazon for an item that Amazon doesn’t sell. Amazon’s system will buy it from the brand’s site for you, so you never have to leave Amazon. Customers can link directly to brand’s websites or purchase items from shop brand sites through Amazon’s Buy for Me feature. The checkout process includes applicable taxes, and Amazon does not charge a commission for purchases made through Buy for Me during its beta phase. The orders tab in Amazon’s app allows customers to track these purchases, but separate orders from different brands or stores are not displayed together. The appeal for users is clear – one-stop shopping and Amazon’s checkout convenience applied to almost any product on the web. Amazon even extends its customer protections (like its A-to-Z guarantee and unified order tracking) to these purchases. For Amazon, it keeps customers inside the Amazon ecosystem and potentially expands product selection infinitely by tapping into other retailers’ catalogs. Amazon plans to expand the Buy for Me feature to more customers and brands over time, further increasing the reach of Amazon’s shopping experience. But for the merchants whose products are being bought “for” customers by Amazon, the process is anything but straightforward.

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An AI Middleman in Action

To make Buy for Me possible, Amazon employs what it calls “agentic AI capabilities”. Agentic commerce refers to autonomous AI agents that act independently on behalf of customers to accomplish shopping goals, going beyond traditional AI by making decisions and completing transactions without user intervention. This means the AI isn’t just answering questions – it’s taking actions online. The AI scours a brand’s public website for product and pricing information, likely using web crawling or integrations, and generates a product listing on Amazon based on that data. Amazon’s system checks verify product information and stock status by cross-referencing the brand’s website data before displaying or updating listings. It will periodically check the brand’s site for price changes or stock availability so it can update the Amazon listing. (However, as many merchants discovered, this process isn’t perfect – more on that below.) When an Amazon customer clicks “Buy for Me,” the AI proceeds to simulate a customer checkout on the brand’s site:

  • It adds the item to the website’s cart, just as a regular shopper would.
  • It uses the Amazon-held payment details and shipping address of the customer to fill in the order form. (Amazon has stated that it encrypts and securely transmits this info, so the merchant never sees the actual credit card numbers – they simply receive a normal order paid via a card.)
  • The order is placed on the merchant’s website, with a unique Amazon-generated email address (something like xyz123@buyforme.amazon.com) as the contact. This allows Amazon to monitor the order status and handle communication, while shielding the customer’s personal email.

After this, the merchant’s own system processes the order. From the merchant’s viewpoint, an order from a customer has appeared out of nowhere – often flagged with that strange @buyforme.amazon.com email. The merchant will pack and ship the product to the address provided (which is the real customer’s address). Amazon typically sends the customer shipping updates through its app or email, and if the customer has an issue or wants to return the item, Amazon facilitates that (often by providing return labels or support via its customer service). In effect, Amazon acts as an agent and a buffer: the customer still goes through Amazon for service, and the merchant is order fulfillment that Amazon routed to them. fulfilling an order

Crucially, all of this happens without the merchant ever having listed their product on Amazon themselves. The listings are auto-generated by Amazon’s AI; the merchant didn’t write the title or description on Amazon, didn’t set up an Amazon seller account, and didn’t explicitly agree to sell on Amazon’s marketplace. This is unlike any traditional Amazon marketplace transaction, where the seller actively participates. Buy for Me blurs the line – the merchant becomes an unwitting drop-shipper fulfilling an Amazon-placed order. Notably, Buy for Me is currently a beta program and is still in testing, which has led to issues for small businesses regarding control and potential legal risks.

Listed Without Consent: A Marketplace Without Independent Sellers?

When Amazon rolled out Buy for Me, the most shocking part for many merchants was that they were listed on Amazon without knowing it. The program effectively created Amazon product listings for items on external websites, even if those merchants have never sold on Amazon. These listings show up under an “Shop Direct” or “Buy for Me” category in Amazon search results, giving the appearance that the products are part of Amazon’s store. In reality, the merchant is not a seller in Amazon’s marketplace; they never onboarded, never accepted terms, and never agreed to Amazon using their product info.

Many small businesses (particularly those on Shopify or direct-to-consumer sites) took to social media and forums, comparing notes on this mysterious program. Entire catalogs of products – sometimes hundreds or thousands of SKUs – had been replicated on Amazon via BuyForMe. One children’s apparel brand owner searched her brand name on Amazon and was shocked to see over 4,000 products from her merchant site listed, even though she had never partnered with Amazon. In another case, a digital art shop found that even intangible items like gift cards had been listed by Amazon’s bot, which obviously made no sense for Amazon to sell. The scale of this auto-listing experiment became clear when an Amazon spokesperson later confirmed that over 500,000 items were included in BuyForMe by the end of 2025 (up from about 65,000 when the beta launched in April of that year).

From Amazon’s perspective, they positioned BuyForMe as a win-win: a way to “help customers discover brands and products not currently sold in Amazon’s store, while helping businesses reach new customers and drive incremental sales.” Amazon claims to have received positive feedback and positive feedback from some businesses about these programs, using this as justification despite the controversy. In theory, a small merchant might get sales from Amazon users who would otherwise never find their site. Amazon also noted that it wasn’t charging any commission or fees for these orders, unlike standard marketplace sales – effectively, they were acting like an extra shopper on the merchant’s site. And if any merchant didn’t like it, Amazon pointed out they could opt out at any time (by emailing a special support address to request removal from the program). Amazon claims to remove businesses from these programs promptly after opting out, but many merchants have not successfully opted out or found the process transparent.

However, to the merchants, this “ask forgiveness, not permission” approach felt like a profound overreach. No seller sign-up, no contract, no consent – Amazon just flipped a switch and enrolled them. The opt-out mechanism, buried in an Amazon FAQ, meant many only learned of it after they had already experienced problems. As one retailer put it, “Our products were in Amazon’s store without our knowledge. It’s like waking up to find someone built a kiosk with your goods in a mall you never rented space in.”

When Good Intentions Go Wrong: Merchant Outrage and Real Problems

The lack of consent is a principle issue, but equally important are the practical problems that arose from these unauthorized listings. By acting on second-hand data and automating purchases, Amazon’s AI introduced errors and confusion that merchants had to clean up:

  • Out-of-stock items and outdated info: Because the AI scraped product info at some point in time, it sometimes listed products that the brand no longer had available. Customers placed orders on Amazon for items that didn’t exist in the merchant’s inventory. This led to merchants scrambling to cancel orders or explain to angry buyers that the product was unavailable. The very first clues many got about Buy for Me were these unexpected orders for long-gone products. Often, these orders arrived via an auto-generated email address created by Amazon, which made it difficult for merchants to immediately recognize or verify the legitimacy of the order.
  • Mismatched products and descriptions: Some merchants reported that Amazon’s auto-generated listings didn’t always match the product perfectly. In one case, a customer thought they were buying a large version of a stress-ball toy (based on Amazon’s listing), but the merchant only sold a smaller size – and that’s what was shipped. The AI had apparently misinterpreted or merged product data, resulting in the wrong item being delivered. The customer blamed the small business for “sending the wrong product,” hurting the brand’s reputation through no fault of their own.
  • Incorrect pricing or terms: A few merchants saw Amazon display prices that didn’t match their current pricing – potentially a caching issue or a misunderstanding like showing a wholesale/bulk price or an old sale price. This could mean customers were charged a different amount than the product actually costs on the site, leading to confusion and potential loss for someone (either the customer pays more than they should, or the merchant has to decide whether to honor a lower price they never set on Amazon).
  • Customer confusion over who they bought from: Several merchants noted that customers thought they had ordered from Amazon directly. The Amazon-generated product pages, while labeled as from “other brands,” still looked like typical Amazon pages to many shoppers. So when an issue arose – wrong item, delayed shipment, etc. – some buyers contacted Amazon support expecting resolution, while others contacted the merchant (since the package ultimately came from the merchant’s warehouse). Small businesses suddenly found themselves fielding customer service issues caused by Amazon’s system, often having to explain, “We didn’t list our product on Amazon; Amazon’s AI did this.” This scenario put brand trust at risk. A customer who has a bad experience might leave a negative review or lose faith in the brand, not realizing the disconnect in the sales channel. Additionally, some merchants use Shopify shipping notification emails to communicate with customers, but when orders are placed via Amazon’s Buy for Me, this can cause confusion—customers may receive both Amazon and Shopify notifications, making it unclear who is responsible for the order and shipment.
  • Returns and fulfillment burden: Because the orders are fulfilled by the merchants, any returns or exchanges fall to them as well. One major headache was that if Amazon’s info was wrong (say, the wrong size was listed) and the customer wanted a return, the small merchant had to handle the return shipping and refund. Amazon wasn’t automatically compensating these errors; in effect, the merchant eats the cost or inconvenience, unless they escalate a complaint to Amazon. Some merchants reported offering refunds or replacements to appease customers, essentially cleaning up the AI’s mistakes. Offering free return labels in these situations can help mitigate disputes, improve customer satisfaction, and reduce the risk of chargebacks, but it also adds to the merchant’s operational costs.
  • Operational strain and inventory management: A few artisan or very small-scale sellers worried, what if this took off suddenly? If Amazon’s algorithm decided to push their product and they got a spike of orders, could they even handle it? One jewelry maker said, “If suddenly there were 100 orders, I couldn’t necessarily manage… I should be asked about that. This is my business.” For micro-businesses, being unknowingly featured on the world’s largest store is a stress-test they never signed up for.
  • Policy and partnership conflicts: At least one merchant pointed out that they carry other independent brands’ products in their store, and some of those brands explicitly forbid selling on Amazon (to maintain exclusivity or brand positioning). By Amazon pulling those products onto its site via this merchant’s catalog, it could put the merchant in breach of agreements with their partners. Others mentioned the unauthorized use of their product photography and descriptions (often copyrighted content) by Amazon’s listings, raising intellectual property concerns. It felt like Amazon assumed anything publicly visible online was free to reuse commercially.

All these issues fuel the outrage, but the prevailing sentiment from merchants is less about any single order gone wrong and more about loss of control. These entrepreneurs carefully cultivate their brand image, customer experience, and sales channels. Suddenly they woke up to find their brand presented on Amazon in a way they didn’t choose, with content they didn’t vet, and funneling orders in a manner that cut them out of the loop. Even those who initially saw extra orders roll in (and thought “hey, new sales!”) quickly grew wary when errors and complaints surfaced. As one affected seller said, “When things started to go wrong, there was no system set up by Amazon to resolve it. It’s just: We set this up for you, you should be grateful… now you deal with it.” That feeling of powerlessness – that Amazon can reach into their business and meddle with how products are sold – is what really underlines the “dark side” of this agentic commerce experiment.

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Execution Without Consent: A Dangerous Precedent

Beyond the immediate headaches, Buy for Me set a concerning precedent: it breaks the assumption that merchants control how and where their products are sold. This is essentially Amazon saying it can act as an agentic buyer, and by doing so, it can create a “marketplace” of products without the sellers’ participation. While Amazon argues it’s just making purchases like a customer would, the scale and automation changes everything.

Amazon’s approach taps into the concept of “agentic commerce” – where an AI agent can browse the web, find products, and execute purchases on behalf of a user. Agentic commerce is likely to become a major trend, with AI assistants handling shopping tasks end-to-end. However, this also means a large platform could leverage agentic AI to pull products into its ecosystem without permission, effectively rewriting the rules of ecommerce.

In traditional ecommerce, if a merchant didn’t list their product on Amazon, it wouldn’t appear on Amazon. With Buy for Me, that barrier disappears. Amazon’s system can scrape the merchant’s public product data, generate a listing on Amazon, and initiate purchases through the merchant’s site. This is a powerful shift: it means any online store could become “shoppable” through Amazon’s interface, even if the merchant never intended it.

From a merchant’s perspective, this is unsettling because it takes away their ability to choose sales channels. Many merchants avoid Amazon because of brand control, pricing strategy, or marketplace fees. Others have exclusive agreements that prevent selling on certain platforms. Buy for Me overrides those strategic decisions, effectively saying: if your product is online, Amazon can facilitate its sale.

For the ecommerce industry, this raises questions about what future norms should look like. Should platforms be allowed to automatically list and purchase products from other stores without permission? Should merchants have legal or technical protections? Or will the open web simply become a de facto catalog for dominant platforms with AI agents?

The Universal Commerce Protocol: Consent-Based Agentic Commerce

Is there a better way to harness AI in shopping without trampling on merchant consent? Many in the industry believe so, and they’re rallying around an alternative approach called the Universal Commerce Protocol (UCP). UCP is a newly introduced open standard designed specifically for agentic commerce, but unlike Amazon’s closed experiment, UCP is built on explicit, machine-readable consent from merchants.

Under the Universal Commerce Protocol, merchants voluntarily expose their product data and purchase workflows via a standardized API or manifest. In plain terms, a brand can signal to AI agents: “Here’s how you can work with my store if you want to buy something.” This manifest includes real-time product details (pricing, stock, descriptions), rules for checkout (available shipping methods, tax calculations, promo codes, etc.), and how to actually submit an order and payment. Because it’s machine-readable and standardized, any AI shopping assistant that speaks UCP can understand and transact with the store only in the ways the merchant allows.

Several big names are backing UCP – it was co-developed by Google along with partners like Shopify, Walmart, Target, and others. The reason is clear: they envision a future where AI shopping agents become common, and they want a level playing field where retailers have control and buyers have choice. In a UCP scenario, if a shopper asks an AI assistant (say Google’s chatbot or some voice assistant) to buy a product, the assistant would search for merchants that support UCP for that product. It could perhaps find multiple options and compare prices or loyalty benefits. When it goes to execute the purchase, it would use the UCP interface to do so seamlessly. Importantly:

  • The merchant remains the “seller of record”. The sale happens as if on the merchant’s site (just automated). The merchant sets the terms of sale, and they know an AI agent is checking out under a real customer’s authorization.
  • The merchant likely gets to retain the customer relationship (for example, the protocol could allow the real customer email to be shared in a secure way, or at least not hide the brand behind an alias).
  • Because the data comes directly from the merchant’s feed, the product info is accurate and up-to-date. The AI doesn’t have to scrape webpages and risk errors; it’s getting official data.
  • If a merchant doesn’t want certain products sold via third-party agents or has certain conditions (like “don’t allow discount codes beyond X” or “limit 2 per customer”), those rules can be encoded in the protocol. The AI must respect those rules to complete the purchase successfully.
  • In short, consent and control are baked in. Merchants opt in to UCP and thereby agree to let participating AI agents facilitate sales under agreed-upon rules. If they opt out, the AI should leave them alone.

It’s a very different philosophy from Amazon’s Buy for Me. One is “Let’s collaborate via open standards”, the other is “We’ll do it anyway, try to stop us.” UCP is still brand new (announced in early 2026), and Amazon was notably absent from its supporters. That’s not surprising – Amazon typically prefers its own closed ecosystem. In fact, while Walmart and Target jumped on the UCP bandwagon (signaling their interest in being more open), Amazon has shown no sign of adopting UCP or similar standards. Instead, Amazon has been building features like Buy for Me and its AI assistant (nicknamed “Rufus” internally) to strengthen its walled garden.

Consent vs. Power: Two Visions for AI Shopping

The clash between Amazon’s Buy for Me and UCP highlights two different visions for the future of agentic commerce:

  • Amazon’s vision: A closed ecosystem where Amazon is the hub, and customers can buy anything without leaving Amazon. Merchants are pulled in automatically, and Amazon controls the customer experience and the shopping relationship. This maximizes convenience and keeps customers in Amazon’s domain.
  • UCP’s vision: An open, consent-based ecosystem where merchants opt in, control their product data, and allow AI agents to transact under clear rules. AI shopping assistants can work across the web without one platform dominating the relationship.

For consumers, both visions promise convenience. But for merchants, the difference is huge. Amazon’s approach removes consent and control, while UCP is designed to preserve both. The adoption of UCP may determine whether agentic commerce becomes a collaborative standard or a platform-controlled power play.

New Reality for Merchants: Product and Pricing Information as Open Invitations

Buy for Me has made one thing clear: in the era of AI agents, publicly available product data may be treated as an invitation to transact. Merchants who assumed that listing products on their own site meant controlling distribution are now facing a new reality. If your site is public, an AI agent can potentially scrape your catalog, present it elsewhere, and execute purchases on behalf of users.

This changes the equation for merchants. It forces brands to think about:

  • How to maintain control over product data accuracy and representation across platforms
  • Whether to adopt consent-based standards like UCP to manage AI-driven transactions
  • How to protect customer relationships when AI agents act as intermediaries

Merchants may need new technical or legal tools to assert their preferences. In the past, being “off Amazon” was a choice. With agentic commerce, that choice may become harder to enforce unless standards like UCP become widely adopted.

The Technology Behind Buy for Me

Amazon’s Buy for Me relies on a combination of web crawling, automation, and secure data transfer. Amazon’s AI agent collects product data from external sites, generates listings, monitors for updates, and executes checkout flows. This is essentially a sophisticated automation system built at Amazon scale.

Key components include:

  • Data scraping: Pulling product names, descriptions, prices, and images from public product pages.
  • Listing generation: Creating Amazon listings based on scraped data, without merchant involvement.
  • Order automation: Simulating a customer purchase on the merchant’s site using Amazon’s stored customer payment and shipping details.
  • Proxy identity: Using Amazon-generated email addresses to manage communication and track orders.

This technology shows how quickly AI agents can turn product discovery into action. It also shows why consent-based protocols like UCP matter: without clear standards, platforms can deploy these tools in ways that shift power away from merchants.

Amazon’s Buy for Me program may be a beta experiment today, but it offers a preview of what agentic commerce could become. The future of AI shopping will likely depend on whether the industry embraces consent-based standards or allows dominant platforms to set the rules unilaterally. For merchants, the lesson is clear: prepare now for AI-driven transactions, protect product data integrity, and consider how to maintain customer relationships when the “buyer” may be an AI agent.

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Frequently Asked Questions

What is Amazon’s Buy for Me feature?

Amazon’s Buy for Me is an AI-powered feature within the Amazon Shopping app that allows customers to buy products from other brands’ websites without leaving Amazon. If Amazon doesn’t sell an item directly, it can still show it in Amazon search results and let the customer purchase it with a “Buy for Me” button. Amazon’s system then places the order on the brand’s website on the customer’s behalf.

Do merchants have to sign up for Buy for Me?

No. That’s the controversy. Amazon automatically lists products from external sites without merchants signing up, onboarding, or giving consent. Merchants are included by default unless they opt out. Amazon scrapes publicly available product data and creates listings without a contract or seller agreement.

Does Amazon take a commission on Buy for Me sales?

During the beta phase, Amazon stated it does not take a commission for Buy for Me purchases. The merchant receives payment for any orders Amazon places on their site (just like a regular customer sale, minus whatever payment processing fees they normally pay). However, Amazon does not take a marketplace commission on top – it’s not like a 15% fee as in a typical Amazon sale. Amazon’s “gain” is keeping the customer on its platform and potentially earning their loyalty (and capturing data). The merchant gets the revenue from the product sale, but they didn’t explicitly agree to Amazon being a sales channel.

Is it legal for Amazon to list and sell products from other websites without permission?

Legality in this context is a gray area because Amazon isn’t stealing the products; it’s acting as a customer would. If you have a public online store, anyone (including a bot) can technically place orders. Amazon is leveraging that, along with publicly available information. There’s no specific law against listing information found on the web, especially if it’s factual like a product name and price. However, there could be intellectual property questions (using product images or descriptions without permission) and contractual issues (for example, if a brand’s terms of service prohibit automated scraping or resale, Amazon could be in breach of those terms). No major legal action has been taken publicly as of now, but many affected brands feel it’s unethical. It’s possible this area will attract regulatory scrutiny if it grows, since it touches on competition and consumer transparency as well.

Why are merchants so upset if they’re making sales through Amazon’s Buy for Me?

For many merchants, it’s not just about the sale – it’s about control and consent. They’re upset because: (1) They didn’t agree to have their brand represented on Amazon, yet it was. (2) Some deliberately stay off Amazon to curate their brand image or pricing, and this undercut that choice. (3) issues like wrong info or out-of-stock orders made their business look unreliable, and they had to deal with angry customers. (4) They lose the direct relationship with customers (Amazon keeps the customer’s info and engagement). So even if a few extra sales come in, the cost to their brand reputation or long-term customer strategy can be negative. It’s analogous to finding your products being sold in a store you never approved – even if money comes in, you’re concerned about how they’re being sold and presented.

How do merchants remove their products from Buy for Me?

Amazon has provided an opt-out, though it’s not widely advertised. A merchant can contact Amazon (for example, via a specific email like branddirect@amazon.com) to request their site or products be removed from these programs. Merchants have reported that Amazon did comply and took their listings down within a few days of opting out. In the meantime, some have also taken measures like canceling any orders that come through Amazon’s bot (so the customer doesn’t get the item via Amazon) while they sort out the removal. Unfortunately, the onus is on each merchant to opt out if they don’t want to participate – it was an opt-out program by default.

How do I gift an item on Amazon?

To gift an item on Amazon, add it to your cart, proceed to checkout, and select “This order contains a gift.” Enter your friend’s address as the shipping destination. Selecting “This order contains a gift” hides prices on the physical packing slip. You can add a free gift message and, if available, select paid gift wrapping as options. Note that some third-party sellers may not offer gift wrapping or messaging, and a notice will appear during checkout if these options are unavailable. The gifting feature requires an Amazon Prime membership for shipments within the continental U.S. If you do not know your friend’s address, the Amazon app allows you to enter their email or phone number to send the gift. Recipients can exchange the gift for an Amazon Gift Card without notifying the sender.

What is the Universal Commerce Protocol (UCP) mentioned in this context?

The Universal Commerce Protocol is an open standard developed by companies like Google and Shopify. It’s basically a structured way for merchants to allow AI agents to transact on their sites. Through UCP, a merchant publishes how an AI can discover products, check inventory, and complete a checkout, all with explicit permission and standard rules. Think of it as a common language that could let, say, Google’s shopping assistant buy an item from a boutique’s website seamlessly, with the boutique’s blessing. UCP is meant to ensure any AI shopping action is consensual and that the merchant stays in control of product info and checkout conditions. It’s the polar opposite approach to what Amazon did with Buy for Me. With UCP, the merchant opts in and actively participates; Amazon’s approach was opt-out and done without initial consent.

Would UCP prevent something like Amazon’s Buy for Me?

Not automatically. UCP isn’t a law or a physical barrier – it’s a voluntary standard. If a platform like Amazon chooses not to honor it (or not to participate in it), they can still do their own thing like scraping sites or acting as an agent without permission. UCP works if all parties agree to use it. In the current scenario, Amazon has not joined UCP, so it’s essentially doing an end-run around these emerging standards. However, if UCP gains widespread adoption and merchants signal their preferences through it, one could imagine future where ignoring it might draw more backlash or even be addressed by regulators or industry norms. Today, UCP doesn’t “stop” Amazon; it simply offers a better path that we hope platforms will follow. It’s like the difference between an agreed-upon traffic law versus one driver deciding to go off-road – the law guides cooperative drivers, but it doesn’t physically stop a rogue actor.

How does Amazon’s AI assistant (Rufus) factor into Buy for Me?

Rufus is Amazon’s AI shopping assistant built into their app and website. It’s designed to help customers find products and answer questions. As part of its capabilities, Rufus can utilize features like Shop Direct and Buy for Me. For example, if you asked Rufus, “I need a red leather wallet under $100,” and the best match isn’t sold on Amazon, Rufus could show a Buy for Me result from an external brand and even execute the purchase. The key thing to note is that Rufus, being an Amazon tool, is aligned with Amazon’s marketplace. It will try to keep you shopping within Amazon’s services (including these agentic purchases). Unlike a neutral AI that might truly search the whole web and respect each site’s preferences, Rufus will favor Amazon’s ecosystem. So in a way, Rufus + Buy for Me together illustrate Amazon’s closed approach to agentic commerce: their AI will push Amazon-controlled solutions (even if the product is technically from an outside store, the experience remains in Amazon’s app).

What does this mean for the future of online shopping?

It indicates that a major change is underway. We’re moving from just finding things with AI to actually buying via AI agents. In the near future, you might commonly use an AI assistant to handle shopping tasks – from researching to comparing to purchasing – across multiple stores. The big question is whose terms will that future run on. Amazon’s experiment suggests one future where big platforms do it all for you (with some heavy-handed tactics). The alternative being built by others is a more open network where your agent could shop anywhere with merchants’ cooperation. For consumers, AI-driven shopping could be incredibly convenient. You could say “buy me a refill of my favorite shampoo from the cheapest source” and your assistant handles it. But behind the scenes, whether that transaction respected the merchant’s rules, or whether it cut them out, depends on which approach wins out. What’s clear is that online retailers need to prepare for AI-driven transactions – ensuring data accuracy, deciding on participation in protocols like UCP, and thinking about how to maintain customer relationships in a world where the “point of sale” might be a conversation with an AI. The Buy for Me incident is a bit of a warning shot that these changes are no longer theoretical; they’re happening now, and businesses large and small will have to adapt.

Written By:

Manish Chowdhary

Manish Chowdhary

Manish Chowdhary is the founder and CEO of Cahoot, the most comprehensive post-purchase suite for ecommerce brands. A serial entrepreneur and industry thought leader, Manish has decades of experience building technologies that simplify ecommerce logistics—from order fulfillment to returns. His insights help brands stay ahead of market shifts and operational challenges.

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Amazon’s Big-Box Store Signals the Rise of No-Wait Commerce

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Amazon’s proposed 229,000-square-foot retail store in suburban Chicago is not about shipping faster or expanding delivery capacity. It introduces a new tier of ecommerce where customers can buy from Amazon’s catalog and take possession immediately, without waiting for delivery windows, checking locker availability, or tracking packages. This “no-wait” model reshapes how urgency, access, and competition work in ecommerce, and it rewards a very specific type of merchant.

Instant commerce was created rapidly as a disruptive retail model, with companies quickly developing and implementing new ways for consumers to shop and receive products. The swift establishment of instant commerce has transformed traditional retail, setting new expectations for speed and convenience. Many customers are already familiar with the concept of instant commerce through services like Uber Eats, Instacart, or DoorDash, which have made quick delivery options a recognized part of everyday life.

The concept, now under local approval review in Orland Park, Illinois, represents Amazon’s most significant physical retail experiment since acquiring Whole Foods in 2017. But understanding what this store actually enables requires looking beyond the square footage and grocery aisles to see the fulfillment architecture underneath.

The development of automation and artificial intelligence has made distribution and delivery systems increasingly sophisticated, enabling faster and more efficient order fulfillment.

China has been a leader in instant commerce, with intense competition among technology giants driving innovation. Chinese consumers can expect to receive their orders within an hour, thanks to advanced logistics, a reliable transport network, and sophisticated distribution systems. However, the rapid growth of instant commerce in China has also led to criticism of the working conditions for delivery workers, who often face insufficient and excessively demanding environments.

Instant commerce typically focuses on delivering everyday essentials, groceries, and medicines within 10-60 minutes.

Introduction to Instant Commerce

Instant commerce is redefining the way consumers interact with ecommerce brands, setting a new standard for speed and convenience in shopping online. At its core, the instant commerce model is built on the promise of delivering products to customers with unprecedented speed—sometimes within hours of placing an order. This shift is powered by advanced delivery networks, robust fulfillment systems, and the strategic use of artificial intelligence to optimize every step of the process.

Retailers and companies are investing heavily in technology to provide a seamless customer experience, from the moment a product is added to the cart to the instant it arrives at the customer’s door. The integration of real-time data analytics and AI-driven logistics allows businesses to anticipate demand, manage inventory efficiently, and ensure that fast shipping is not just an option, but an expectation. As a result, consumers now enjoy the ability to order groceries, electronics, and everyday essentials online and receive them the same day or even within hours, making shopping online more convenient and reliable than ever before.

The rise of instant commerce is not just about speed—it’s about meeting the evolving needs of customers who value both time and convenience. Retailers are building sophisticated fulfillment networks and partnering with logistics providers to ensure they can provide the level of service today’s consumers demand. As technology continues to advance, the instant commerce model will only become more integral to the way we shop, transforming the retail landscape for both businesses and consumers.

To learn more about instant commerce, AI tools, and integrated ecommerce solutions, explore additional resources and further reading to deepen your understanding of these rapidly evolving technologies.

What Amazon’s Big-Box Concept Actually Enables

According to planning documents reviewed by multiple news outlets, the proposed store combines in-person shopping with digital ordering and immediate curbside pickup. Customers can browse physical aisles for groceries and general merchandise while simultaneously ordering items from Amazon’s broader catalog through an app or in-store kiosk. Those items get pulled from back-of-house inventory and prepared for pickup before the customer finishes shopping.

Optimizing the checkout process is crucial in instant commerce environments. Implementing simplified checkout forms or a single-page form can significantly reduce customer churn and improve conversions. A streamlined checkout page also plays a key role in increasing conversion rates and minimizing cart abandonment.

The store design dedicates substantial floor space to fulfillment operations rather than retail displays. Planning documents describe separate access points for retail customers and delivery drivers, dedicated queuing areas for order pickup, and a layout optimized to support both in-store shopping and rapid order assembly. A customer could walk into the store, order a sweater in a different color than what is on the rack, and pick it up at the front counter before leaving.

This is not the same as existing pickup options. Amazon already offers next-day pickup at some locations and grocery collection within 30 minutes at Whole Foods. Reports indicate Amazon is also developing a “rush” pickup service that would allow customers to collect orders from its stores within an hour, combining online marketplace items with in-store inventory in a single unified order.

The big-box format scales this capability dramatically. The store’s back-of-house operations can support a vastly larger product selection than any current Amazon physical location, bridging the gap between the convenience of a neighborhood store and the depth of Amazon’s online catalog.

This Is Not About Faster Shipping

Amazon’s delivery network already works well for most customers. Same-day delivery reaches thousands of cities. Prime members can get household essentials and fresh groceries delivered in under an hour through the recently launched Amazon Now service in test markets. Two-day shipping feels almost quaint compared to what the company can now execute.

The breakthrough here is not incremental speed improvement. It is skipping delivery entirely.

Delivery, no matter how fast, still involves waiting. Even a one-hour delivery window means staying home, watching for notifications, and being present when the package arrives. Traditionally, e-commerce delivery times were much longer, often taking several weeks or at least 1-7 days across broader regions. Instant commerce has drastically shortened these long wait times, shifting consumer expectations from weeks or days to just minutes or a couple of hours. Lockers solve the availability problem but add another stop. The no-wait model eliminates all of that. You order, you drive, you have it.

This distinction matters because it changes which shopping occasions Amazon can capture. Some purchases do not tolerate any delay. The ingredient missing from tonight’s dinner. The charger needed for tomorrow’s trip. The birthday gift discovered too late for shipping. These moments currently default to physical retail because the alternative requires waiting.

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No-Wait Commerce as a New Tier

Same-day delivery compressed the ecommerce timeline from days to hours. No-wait commerce compresses it further, from hours to minutes. The limiting factor is no longer logistics speed but physical proximity.

This creates a new competitive tier above same-day delivery. Click-and-collect sales in the United States are projected to reach nearly $113 billion this year, growing 17% from 2023. Research firm eMarketer estimates approximately 153 million Americans will use click-and-collect services in 2025, representing about 68% of online buyers. Walmart currently leads this category with projected sales of $38.5 billion, leveraging more than 4,600 U.S. stores that can reach roughly 95% of households within three hours.

The difference between retailers who expand their reach by leveraging omnichannel strategies and marketplaces and those who do not is significant—those using established marketplaces and robust omnichannel management can facilitate same-day or even instant commerce, while others risk falling behind. Major retailers and marketplaces like DoorDash, Uber Eats, Amazon, Walmart, and Instacart now offer instant commerce options for a variety of businesses, including grocery stores and restaurants, further accelerating the shift toward rapid fulfillment.

Amazon’s big-box concept positions the company to compete directly in this space, but with a catalog advantage no grocery-focused retailer can match. A customer picking up milk and eggs could also grab electronics, home goods, clothing, and items from third-party sellers, all in one stop, all without waiting.

The implications extend beyond convenience. No-wait commerce shifts purchasing decisions. When customers know they can have something in their hands within an hour of wanting it, the calculus around impulse purchases, urgent needs, and last-minute shopping changes fundamentally.

How This Differs from Whole Foods and Lockers

Amazon already operates physical retail through Whole Foods, Amazon Fresh, and Amazon Go locations. It already offers pickup through lockers at thousands of locations. The big-box concept differs from all of these in purpose and capability.

Whole Foods serves a specific grocery customer seeking organic, premium products. Its stores are designed for browsing and discovery, not rapid fulfillment of general merchandise. Amazon Fresh focuses on everyday grocery needs with tech-enabled checkout but limited selection beyond food and household staples. Amazon Go prioritizes convenience and speed for grab-and-go purchases but operates at small scale.

Lockers solve a different problem entirely: receiving packages when you are not home. They extend delivery flexibility but do not eliminate waiting. You still order, wait for fulfillment, wait for shipping, and then retrieve.

The big-box format is purpose-built for a different use case. Planning documents describe it as a “fulfillment-first retail layout” where back-of-house operations support both in-store shopping and pickup orders simultaneously. The design separates delivery vehicle traffic from customer pickup lanes, creating dedicated infrastructure for rapid order handoff.

This is not a grocery store with Amazon products added. It is a fulfillment node with a retail front end, designed to serve customers who want immediate possession without the constraints of traditional retail inventory.

Shopping Habits in the Age of No-Wait Commerce

The instant commerce model is fundamentally reshaping how consumers approach shopping online. Today’s customers expect not just a wide selection, but also the ability to receive their purchases with unprecedented speed and convenience. Recent surveys reveal that convenience is the top reason consumers choose to shop online, with 76% citing it as their primary motivator. Fast shipping is no longer a luxury—66% of shoppers now consider it a basic expectation.

This shift in consumer mindset is driving ecommerce brands and businesses to rethink their fulfillment strategies. Companies are investing heavily in delivery networks and logistics infrastructure to meet the demand for rapid delivery. The rise of services like Uber Eats, which now deliver not only restaurant meals but also groceries and everyday essentials, exemplifies how the instant commerce model is expanding across categories.

For many ecommerce brands, partnering with third-party delivery services has become a strategic necessity to offer customers the speed and convenience they expect. Whether it’s groceries, household items, or last-minute gifts, the ability to provide fast, reliable delivery is a key differentiator in a crowded marketplace. As a result, businesses are constantly refining their fulfillment processes to ensure they can meet customer needs at any hour, reinforcing the central role of convenience in the modern shopping experience.

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Customer Experience in the Instant Commerce Era

In the era of instant commerce, delivering an exceptional customer experience has become the top priority for ecommerce brands. Today’s consumers expect more than just fast delivery—they want a seamless, personalized, and intuitive shopping journey from start to finish. Companies are leveraging artificial intelligence and advanced technology tools to create dynamic product pages, offer tailored recommendations, and streamline the checkout process, ensuring that every interaction feels effortless and engaging.

Industry leaders like Uber Eats and Amazon have set the benchmark for what customers expect when shopping online, offering reliable delivery services that consistently meet or exceed expectations. Real-time order tracking, instant notifications, and easy-to-navigate interfaces are now standard features, providing consumers with transparency and control over their purchases. Retailers are investing in building robust technology infrastructure to support these services, recognizing that a superior customer experience is essential for retaining loyalty and driving repeat business.

Artificial intelligence plays a crucial role in this transformation, enabling companies to analyze customer behavior, predict preferences, and optimize every touchpoint along the shopping journey. By harnessing these tools, retailers can offer services that not only meet but anticipate customer needs, from personalized product suggestions to proactive customer support. In the instant commerce era, the brands that invest in technology and prioritize customer experience are the ones best positioned to thrive.

Demand and Growth of Instant Commerce

The demand for instant commerce is surging as more consumers embrace the convenience of shopping online and expect their purchases to arrive with lightning speed. Fast shipping has evolved from a competitive advantage to a baseline expectation, with 66% of shoppers now considering it a necessity. Convenience remains the primary reason consumers choose to shop online, cited by 76% in recent surveys, underscoring the importance of rapid and reliable delivery services.

Retailers and companies are responding by investing in advanced fulfillment systems and expanding their delivery networks to meet these heightened expectations. The instant commerce market is projected to grow faster than traditional retail, fueled by the increasing adoption of mobile devices and the rise of on-demand services. In China, for example, ecommerce giants like Alibaba and JD.com have set the standard by offering same-day delivery in major cities, demonstrating what’s possible when technology, logistics, and consumer demand align.

As more retailers build out their instant commerce capabilities, the market is poised for continued expansion. The ability to provide fast, convenient delivery is becoming a key differentiator, driving competition and innovation across the industry. For consumers, this means greater choice, more flexibility, and the assurance that their needs can be met quickly—no matter where they shop or what they buy.

Logistics and Operations Behind Instant Access

Delivering on the promise of instant access requires a sophisticated logistics and operations backbone. Ecommerce brands must develop robust delivery networks that can handle high order volumes and tight turnaround times. This often involves leveraging artificial intelligence and advanced data analytics to optimize delivery routes, predict demand spikes, and allocate inventory efficiently.

Retail locations are increasingly being reimagined as fulfillment hubs, not just points of sale. These sites serve as critical nodes in the instant commerce ecosystem, enabling businesses to stage inventory closer to customers and facilitate rapid order pickup or delivery. Seamless integration between ecommerce platforms and logistics systems is essential, allowing for real-time order tracking, inventory updates, and customer notifications.

Industry leaders like Amazon and Alibaba are at the forefront of these operational innovations. They are experimenting with new fulfillment methods, such as dark stores—retail spaces dedicated solely to online order processing—and highly automated warehouses that can process and dispatch orders within minutes. These advancements enable companies to provide a superior customer experience, ensuring that products are available when and where consumers need them. As the competition intensifies, businesses that invest in cutting-edge logistics and fulfillment technology will be best positioned to thrive in the era of instant commerce.

Technology Infrastructure Powering No-Wait Commerce

At the heart of the instant commerce model lies a powerful technology infrastructure that enables ecommerce brands to deliver on the promise of no-wait shopping. Advanced tools and platforms are essential for managing online stores, processing orders, and coordinating delivery across multiple channels. A builder platform allows ecommerce brands to quickly create and customize online storefronts, supporting advanced headless commerce solutions with cutting-edge technology. Artificial intelligence is a game-changer in this space, optimizing everything from product pages to logistics workflows.

AI-driven analytics help businesses predict customer behavior, personalize shopping experiences, and streamline fulfillment operations. For example, intelligent algorithms can recommend products based on browsing history, adjust inventory levels in real time, and even automate customer service through chatbots and virtual assistants. These tools not only enhance the customer experience but also allow companies to manage their operations more efficiently.

Mobile-first technology is another critical component, as more consumers prefer to shop and track their orders on smartphones and tablets. Ecommerce brands are investing in responsive platforms and apps that make it easy for customers to browse, buy, and manage their accounts from anywhere. It is important to adjust marketing and email automation to account for changes in fulfillment and delivery times within an instant commerce model, allowing customers to manage their account settings accordingly. Additionally, implementing post-purchase marketing triggers and post-purchase email automation is crucial for enhancing the customer experience after the sale is completed, ensuring continued engagement and satisfaction. The growing adoption of AI-powered support services ensures that help is always available, further reducing friction in the buying process.

Investors are taking note of these trends, with significant funding flowing into companies developing innovative solutions for instant commerce. As the market continues to evolve, businesses that leverage the latest technology and AI-driven tools will be able to provide faster, more reliable service—meeting the high expectations of today’s consumers and setting new standards for the future of ecommerce.

Challenges and Opportunities for Retailers

The rise of instant commerce presents both significant challenges and exciting opportunities for retailers. Building and maintaining a delivery network capable of supporting same-day or next-day fulfillment requires substantial investment in technology, logistics, and skilled personnel. Retailers must ensure that their fulfillment systems are agile enough to handle fluctuating demand and deliver orders quickly and accurately, all while maintaining a seamless customer experience.

To meet these challenges, companies are turning to artificial intelligence and advanced analytics to optimize their supply chains, predict order volumes, and allocate resources efficiently. Real-time order tracking, personalized product recommendations, and streamlined checkout processes are now essential components of the customer experience, requiring ongoing investment in technology and infrastructure.

Despite these hurdles, the opportunities for growth are immense. Retailers that successfully implement instant commerce can increase sales, improve customer satisfaction, and gain a competitive edge in an increasingly crowded market. By leveraging cutting-edge technology and building robust delivery networks, businesses can provide the fast, reliable service that today’s consumers expect—positioning themselves for long-term success in the evolving world of ecommerce.

Which Merchants Benefit and Which Feel Pressure

The no-wait model creates clear winners and losers among product categories and merchant types. Building a market-leading company in instant commerce requires developing new infrastructure and networks from scratch or through integration. Understanding this dynamic matters for anyone selling on Amazon or competing with it.

Products that win on immediacy gain the most. Consumables, replacement items, and anything purchased to solve an immediate problem benefit from no-wait availability. Phone chargers, batteries, cleaning supplies, cooking ingredients, and everyday household items all fit this profile. When a customer needs something now, the merchant who can deliver possession fastest wins. Modern consumers have become spoiled by the convenience of instant commerce, expecting near-instant gratification and setting new standards for customer expectations.

Brands with high-velocity SKUs positioned for impulse purchase also stand to gain. The customer browsing the store for groceries might add a new kitchen gadget, a seasonal decoration, or a trending product they saw online. This cross-category exposure creates opportunities for products that benefit from physical proximity to other purchases.

Companies that have gained traction in instant commerce are those that have adapted quickly to changing consumer expectations, leveraging speed and convenience to capture market share.

The pressure falls differently. Products that depend on storytelling, configuration, or extended consideration face a compressed decision window. Complex electronics, customized items, and products requiring research do not gain much from no-wait availability because the purchase decision itself takes time. A customer will not impulse-buy a laptop while picking up groceries.

Premium and differentiated brands also face a new competitive context. When a category becomes available for immediate possession, the brand that happens to be in stock wins over the brand that requires shipping. This advantages commodity products and private labels that can be present in back-of-house inventory over specialized products that require fulfillment from distant warehouses.

Operational efficiency in instant commerce can reduce fulfillment costs by up to 75% per order compared to centralized warehouses. Consumers can access a curated selection of 2,000-4,000 SKUs per location, and many are willing to pay a premium for faster delivery.

What This Means for Brand Placement and Selection

Merchants should understand that Amazon’s big-box concept does not guarantee shelf space or even in-store presence in the traditional sense. The store’s back-of-house inventory model means products might be available for immediate pickup without ever appearing on a retail display. It is important for merchants to understand the factors that influence product placement and selection in instant commerce, as these can directly impact their visibility and sales opportunities. Additionally, customer demographics play an important role in shaping demand for instant commerce services, influencing which products are prioritized for rapid fulfillment.

Amazon controls which products get stocked in these locations, how they are categorized, and whether they appear in app-based or kiosk ordering. This is not a consignment model where brands secure shelf placement through negotiation. It is an extension of Amazon’s existing marketplace dynamics, where the platform decides what inventory to position for rapid fulfillment based on demand signals, margin considerations, and operational efficiency.

For merchants, this means access to no-wait commerce runs through Amazon’s existing seller relationships and inventory systems. Products with strong sales velocity and Prime eligibility are more likely candidates for local stocking. But the decision remains Amazon’s, not the seller’s.

The visibility implications are significant. A product available for one-hour pickup will likely receive algorithmic preference over products requiring standard shipping, particularly for searches with urgency signals. This creates a new dimension of competitive advantage that depends on physical proximity rather than just price, reviews, or advertising.

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The Competitive Context Shift

Amazon’s big-box experiment reflects a broader recognition that ecommerce and physical retail are converging rather than competing. In today’s world, commerce is more interconnected and global than ever, with instant and omnichannel approaches catering to a worldwide consumer base and meeting diverse expectations. Consumer Intelligence Research Partners analysts noted that 93% of Amazon customers also shop at Walmart, suggesting the battle is not for exclusive loyalty but for share of each shopping occasion.

For multichannel sellers, this shift means evaluating which products and which moments each channel serves best. No-wait commerce captures urgency-driven purchases that might otherwise go to a local retailer. Instant commerce relies on dense urban networks for logistics to enable rapid fulfillment, while traditional ecommerce employs scalable logistics models to serve planned purchases where delivery timing is flexible. Physical retail captures discovery and experience-driven shopping.

The merchants best positioned for this environment are those who can serve multiple purchase contexts rather than optimizing for a single channel. A product available for immediate pickup at an Amazon big-box location, same-day delivery through Prime, and discovery through a brand’s own retail presence covers more customer moments than any single-channel strategy.

This is not a call to action or a required playbook. Amazon’s big-box concept remains in early planning stages, with local approval still pending and no confirmed timeline for additional locations. But the direction is clear: the line between ecommerce and physical retail continues to blur, and the merchants who understand how each channel serves different customer needs will navigate the shift most effectively.

Best Practices for Succeeding in Instant Commerce

Succeeding in the instant commerce model requires businesses to place convenience, speed, and a superior customer experience at the heart of their operations. As consumers increasingly expect to receive products within hours, ecommerce brands must rethink every aspect of their delivery networks and fulfillment strategies. Leveraging artificial intelligence is essential—not only for optimizing logistics and inventory management but also for enhancing product pages and personalizing the shopping journey.

To build a robust instant commerce ecosystem, companies should invest in advanced technology that streamlines order processing and enables real-time tracking. AI-driven tools can analyze consumer behavior, predict demand, and automate key processes, ensuring that delivery is both fast and reliable. Retailers and merchants who collaborate closely with logistics partners and technology providers are better positioned to meet the evolving needs of their customers.

Another best practice is to focus on seamless integration across all touchpoints. This means creating intuitive product pages, simplifying checkout processes, and providing instant support to address any issues that may arise. Businesses should also prioritize transparency, offering clear communication about delivery times and order status to build trust with consumers.

Building strong relationships with retailers, merchants, and consumers is vital for long-term success. By fostering open communication and aligning on shared goals, ecommerce brands can create a network that delivers on the promise of instant commerce. Ultimately, those who invest in speed, convenience, and customer-centric solutions will stand out in a competitive marketplace and grow faster in the world of instant commerce.

A Grounded Takeaway

Amazon’s big-box store signals that the company sees physical retail not as a retreat from ecommerce but as an extension of it. The goal is not to replace delivery with stores but to capture purchase occasions that delivery cannot serve well.

For sellers, this represents a shift in competitive context rather than a required strategic pivot. It is crucial for ecommerce businesses to assess whether they are ready to meet the demands of instant commerce, as near-instantaneous shopping and delivery experiences require new levels of operational preparation. Products that benefit from immediacy may find new advantages. Products that depend on differentiation, storytelling, or extended consideration will continue to compete on those dimensions regardless of fulfillment speed.

By 2026, instant commerce will have expanded from niche grocery services to a mainstream retail channel, covering categories like electronics and beauty. The rise of no-wait commerce does not invalidate existing strategies. It adds a new dimension to how customers evaluate options and make decisions. Understanding that dimension, even without acting on it immediately, positions merchants to adapt as the retail landscape continues evolving.

Frequently Asked Questions

What is no-wait commerce?

No-wait commerce describes a purchasing model where customers buy products online and take physical possession immediately through curbside pickup or in-store collection, eliminating delivery windows entirely. It represents a tier above same-day delivery, where the limiting factor is physical proximity rather than logistics speed.

How does Amazon’s big-box store differ from Whole Foods or Amazon Fresh?

The proposed big-box format is designed as a fulfillment-first retail layout with substantial back-of-house operations supporting both in-store shopping and rapid order pickup. Unlike Whole Foods or Amazon Fresh, which focus primarily on grocery retail, the big-box concept would offer Amazon’s broader catalog of general merchandise available for immediate collection.

Does this mean Amazon delivery is getting slower?

No. Amazon’s delivery network continues to expand and accelerate, with same-day and even sub-hour delivery available in many markets. The big-box concept addresses a different customer need: immediate possession without any waiting, which delivery cannot provide regardless of speed.

Will my products be available in Amazon’s big-box stores?

Amazon controls inventory selection and placement in its physical retail locations. Products with strong sales velocity and Prime eligibility are more likely candidates for local stocking, but the decision rests with Amazon based on demand signals and operational considerations, not seller negotiations.

What types of products benefit most from no-wait commerce?

Products purchased to solve immediate needs benefit most: consumables, replacement items, last-minute gifts, and impulse purchases. Products requiring extended research, customization, or storytelling gain less advantage from immediate availability because the purchase decision itself takes time.

When will Amazon’s big-box store open?

The proposed store in Orland Park, Illinois, is still awaiting final local approval. If approved, local officials estimate a potential opening in late 2027. Amazon has not announced plans for additional locations or a broader rollout timeline.

Written By:

Rinaldi Juwono

Rinaldi Juwono

Rinaldi Juwono leads content and SEO strategy at Cahoot, crafting data-driven insights that help ecommerce brands navigate logistics challenges. He works closely with the product, sales, and operations teams to translate Cahoot’s innovations into actionable strategies merchants can use to grow smarter and leaner.

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Temu’s Shopify Integration Is a Survival Move – Not a Seller Windfall

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Temu’s Shopify integration is not about empowering U.S. merchants. It is a survival strategy designed to shift tariff exposure, inventory risk, and fulfillment complexity onto local sellers while Temu retains demand, customer data, and pricing power. Temu is one of the world’s fastest-growing e-commerce platforms, offering a sweeping array of products at wholesale prices. Temu’s selling point lies in its product diversity and preference for wholesale pricing. The prices Temu affords are an entrepreneur’s delight, trimming the fat on operational costs. For most brand-led Shopify stores, the upside is limited, but for the right inventory strategy, Temu can function as a low-competition outlet rather than a true growth channel. Entrepreneurs can cherry-pick from Temu’s product offerings to create a uniquely curated shop front. In enterprise environments, such integrated systems require significant expertise to ensure seamless operation and data flow.

The December 2025 launch of Temu’s official Shopify app came precisely as the platform faced existential pressure from tariff changes that destroyed its original business model. The ‘shopify temu integration’ refers to a third-party connector that links Shopify with Temu, enabling users to easily sync data between the two platforms and highlighting its quick setup process. Merchants can integrate Shopify with Temu using third-party tools like Commercium, which facilitate API integrations and data synchronization. Understanding this context is essential before any Shopify brand considers adding Temu as a sales channel.

How Tariffs Broke Temu’s Original Model

Temu’s explosive growth from 2022 through early 2025 was built on a single regulatory advantage: the de minimis exemption that allowed packages valued under $800 to enter the U.S. duty-free. At its peak, nearly 1.4 billion packages entered America annually through this provision, with Temu and Shein accounting for a substantial portion of that volume.

That model collapsed in 2025. The de minimis exemption ended for Chinese imports on May 2, 2025, followed by a complete elimination for all countries on August 29, 2025. Chinese imports now face tariffs as high as 145%, and packages that once cleared customs without inspection now require formal entry with 10-digit tariff codes.

The consequences for Temu were immediate. According to Retail TouchPoints, the platform paused U.S. advertising campaigns, removed large portions of its catalog, and watched prices on remaining items increase dramatically. Sensor Tower data showed Temu’s U.S. daily active users dropped 52% between March and May 2025. The company shifted its entire U.S. operation to only display products shipped from domestic warehouses, labeling items shipped from China as out of stock.

The Local Seller Program as Risk Externalization

Temu’s response to tariff pressure was not to absorb the new costs. Instead, the company launched its Local Seller Program in November 2024, allowing U.S.-based businesses to sell and fulfill orders domestically. Temu’s Local Seller Program provides access to its 160+ million monthly active shoppers across various markets. The December 2025 Shopify integration extends this lifeline to nearly 3 million U.S. merchants using Shopify’s platform.

This shift fundamentally changes who bears operational risk. Under Temu’s original consignment model, the platform handled everything: listing, marketing, fulfillment, customer service, and pricing. Sellers shipped inventory to Temu warehouses and got paid only after customers purchased.

The Local Seller Program inverts this arrangement:

Sellers are also expected to maintain high quality in product listings, imagery, and operational processes to meet Temu’s marketplace standards.

The program allows fulfillment of orders within local markets, reducing shipping times.

What Temu keeps is everything that makes a marketplace valuable: traffic, customer relationships, transaction data, and pricing control. Sellers receive only name and shipping address for fulfillment. Buyers interact with Temu, not individual stores. There is no opportunity to build email lists, encourage direct purchases, or develop customer loyalty outside the platform.

To use the Temu Sales Channel app for Shopify integration, a Temu Seller Center account is required. Sellers can list and manage Temu products on the marketplace.

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Setting Up Seamless Integration

Getting started with the Temu Shopify integration is designed to be straightforward, allowing sellers to quickly connect their Shopify store to Temu and begin expanding their sales channels. The process begins by installing the Temu Integration app from the Shopify App Store. With a free plan and a day free trial available—no credit card required—sellers can test out the integration’s key features before making any commitments.

Once the app is installed, sellers gain access to a suite of tools directly within their Shopify admin. This seamless integration enables efficient management of product listings, inventory sync, and Temu orders, all from a single dashboard. Sellers can easily connect their store, manage product data, and monitor inventory levels, streamlining operations and reducing the risk of overselling.

The integration also opens the door to new markets, allowing sellers to expand their reach to active buyers in the United Kingdom, Germany, and beyond. By centralizing order management and inventory control, the Temu Shopify integration empowers sellers to manage multiple platforms and sales channels with greater efficiency, helping them scale their business and access new customer bases with minimal friction.


Key Features of the Integration

The Temu Shopify integration is designed to provide Shopify store owners with a seamless way to expand their sales channels and streamline e-commerce operations. By connecting your Shopify store directly to Temu, the integration enables efficient management of product listings, inventory, and order fulfillment—all from within your familiar Shopify admin dashboard.

One of the standout features is real-time inventory sync, which ensures that stock levels are automatically updated across both platforms. This direct synchronization helps prevent overselling and reduces the risk of fulfillment errors, allowing merchants to manage their inventory with confidence. Product data, including descriptions, pricing, and images, can be transferred in bulk, making it easy to list multiple items on Temu without duplicating work.

The integration also supports bulk editing of product listings, so you can quickly adjust details or pricing for groups of products, saving valuable time as you scale your operations. With Temu’s rapidly gained popularity among active buyers, Shopify merchants can tap into a new audience while leveraging competitive pricing strategies to stay ahead in the crowded e-commerce landscape.

Order management is streamlined as well—Temu orders flow directly into your Shopify admin, allowing you to fulfill, track, and manage shipments alongside your other sales channels. This feature saves time and reduces complexity, especially for businesses already juggling multiple platforms like eBay or Amazon.

For merchants looking to expand internationally, the integration supports operations in key markets such as the United Kingdom and Germany, helping you reach millions of new shoppers without building separate infrastructure. The ability to manage all your sales channels, inventory levels, and product data from one place makes the Temu Shopify integration a practical tool for businesses aiming to streamline operations and maximize their reach in modern commerce.

Managing Inventory with Inventory Sync

For any e-commerce business, maintaining accurate inventory is essential to prevent lost sales and customer dissatisfaction. The Temu Shopify integration addresses this need with a robust inventory sync feature that automatically updates stock levels across both platforms. This feature saves sellers valuable time and effort by ensuring that product listings reflect real-time inventory, effectively preventing overselling and fulfillment errors.

Sellers can manage inventory levels, perform bulk edits on product listings, and transfer products between their Shopify store and Temu with ease. The inventory sync capability is a cornerstone of the Temu integration, supporting businesses as they scale and diversify their sales channels. By keeping stock data consistent and up-to-date, sellers can confidently expand their operations, access millions of potential customers, and streamline their management processes.

With the ability to sync inventory and product data across platforms, sellers can focus on growing their business, knowing that their inventory management is reliable and efficient. This integration not only supports operational efficiency but also enables sellers to expand into new markets and sales channels without the risk of inventory discrepancies.


The Pricing Control Problem

Unlike Amazon, eBay, or Etsy, where sellers set their own prices, Temu retains significant influence over retail pricing through its algorithm. The platform’s search results heavily favor the lowest-priced items in each category. Products that do not meet Temu’s competitive pricing thresholds may see reduced visibility or disappear from search results entirely.

This creates a structural tension for Shopify brands accustomed to controlling their own margins. Temu’s customer base expects deep discounts. Research from Omnisend found that 65% of Temu listings are marked down, with some discounts reaching 98%. The platform’s success relies on discount psychology as much as actual savings.

For brands with established pricing across other channels, this presents a real problem. Listing on Temu at prices that satisfy its algorithm may undercut positioning on Amazon, your own Shopify store, or retail partners. The seamless integration that syncs your Shopify products to Temu can quickly become a liability if price expectations diverge.

The Etsy Comparison: Outlet Channel vs. Brand Channel

A useful framework for evaluating Temu is comparing it to Etsy, not as a brand analog, but as a lesson in channel purpose.

Etsy functions as a brand-building channel for many sellers. Customers seek out unique, handmade, or specialty items. Sellers control their pricing, communicate with buyers, and build recognizable shop identities. Profit margins of 30% to 50% or higher are achievable because the platform’s customer base values differentiation over lowest price.

Temu operates on opposite principles. Customers arrive seeking the lowest possible price. Seller identity is essentially invisible. The platform’s bright orange packaging ensures customers know they bought from Temu, not from any individual merchant. This is functionally a white-label relationship where sellers provide inventory and fulfillment while Temu captures all brand equity.

This does not mean Temu has no value. It means the value is different. Etsy can be a growth channel for brand-building. Temu, for the right seller, can be an inventory liquidation channel or a way to move commodity products at volume without marketing investment.

When Temu Can Make Sense

Temu’s Shopify integration may work for specific scenarios:

Excess inventory liquidation. If you have overstock, discontinued items, or products approaching end of season, Temu’s traffic can move volume without cannibalizing your primary channels. The key is listing items you would not sell at full price elsewhere anyway. New vendors can start selling on Temu easily, taking advantage of seamless integration and broad market opportunities. Temu offers a reliable and efficient process from order to delivery that opens the door to customer satisfaction. Rapid dispatch and delivery from Temu lead to customer satisfaction and brand loyalty.

Commodity products with thin margins. If you sell generic items where brand differentiation is minimal and volume matters more than margin, Temu’s massive customer base offers reach you could not generate independently. Some sellers have reported moving hundreds of thousands of units through the platform. This is a great opportunity for new vendors to start selling quickly and reach international audiences with minimal technical hurdles. Temu’s rapid dispatch and delivery process also helps ensure customer satisfaction and repeat business.

Market testing. Temu’s lack of listing fees makes it possible to test new products with minimal upfront investment. If something gains traction on Temu, that signal may inform inventory decisions for other channels.

Geographic expansion. The Shopify integration enables access to Temu’s Local Seller Program in more than 30 markets, including Canada, the UK, Germany, Spain, and Australia. For brands already managing international fulfillment, this extends reach without building new infrastructure.

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When Temu Does Not Make Sense

Temu is not appropriate for:

Brand-building. If your strategy depends on customer recognition, loyalty, or premium positioning, Temu works against those goals. Customers will not remember your brand. They will remember they bought something cheap on Temu.

Margin protection. If maintaining price integrity across channels matters to your business, the pressure to compete at Temu’s price points creates risk. Even if you list at higher prices, the platform’s algorithm may bury your listings.

Customer relationship development. You will not build an email list, retarget purchasers, or convert Temu buyers to direct customers. The platform owns the relationship entirely.

Products requiring education or support. Temu’s customer base expects simple, low-touch transactions. Complex products with high return potential or significant customer service needs will generate friction.

Multi-Channel Implications

For Shopify brands already selling across Amazon, their own storefront, and potentially other marketplaces, adding Temu requires careful consideration of channel strategy. Integrating Shopify with Temu allows merchants access to over 30 markets and enables centralized management of orders and inventory. If you are not using the official sales channel, using third-party apps is necessary to import products from Temu. Solutions like M2E Cloud – Temu Importer enable near real-time inventory synchronization with Temu, preventing overselling. Commercium allows you to sell on over 200+ marketplaces across the globe with a single premium subscription and offers a generous free forever plan. Inventory sync happens near real-time and all other sync happens within 5-10 minutes with Commercium, which also supports connectivity with a wide variety of ERPs and Order Management Systems. M2E offers a 30-day free trial for users to test the platform without any credit card required. Commercium pricing depends on the number of SKUs you want to manage across different selling channels or the number of orders you receive per month, with a monthly allowance defining the cap on sales volume per period. For assistance, pricing inquiries, or custom integration requests, contact Commercium support directly through their prompt and direct communication channels. You can link Shopify with Temu by simply using Commercium, which connects Shopify with Temu by connecting to their APIs. The Temu Shopify integration allows for automatic translation of product titles and descriptions, and the integration with Shopify is intuitive, empowering users to leverage both platforms to their fullest.

The operational integration is straightforward. Temu’s Shopify app offers one-click product sync, real-time inventory updates, and automated order coordination. Integration features include the ability to create and manage product listings, transfer product data, and switch between subscription plans as your business needs grow. Some platforms offer a monthly subscription model for access to integration features. Compliance with data security and operational standards is essential in integration solutions to ensure safety and reliability. Technically, you can be selling on Temu within hours of installation.

The strategic integration is harder. Questions to answer before connecting:

  • Which products, if any, should be listed on Temu versus reserved for higher-margin channels?
  • How will Temu pricing affect price perception on Amazon or your own store?
  • Do you have fulfillment capacity to handle Temu’s 24 to 48 hour shipping requirements alongside existing orders?
  • What happens to your brand if customers see the same product at dramatically different prices across channels?

The smartest approach treats Temu as a distinct inventory channel with its own product selection, not a mirror of your full catalog. Sync excess inventory, test items, or commodity SKUs. Keep differentiated products and brand-building efforts on channels where you control the customer relationship.

Performance Monitoring and Analysis

Success in e-commerce depends on the ability to monitor, analyze, and adapt to changing business conditions. The Temu Shopify integration equips sellers with powerful tools to track performance across all their sales channels. Through the integration, sellers can access detailed data on sales, customer behavior, and product performance, helping them make informed decisions and refine their competitive pricing strategies.

Sellers can monitor their monthly allowance, track order management metrics, and analyze customer data to identify trends and opportunities for growth. The integration’s features extend to logistics and shipping, allowing businesses to streamline operations and improve fulfillment efficiency. By leveraging these insights, sellers can optimize their product offerings, enhance the customer experience, and drive higher sales.

With centralized access to performance data and management tools, sellers can create a seamless shopping experience for their customers, adapt quickly to market changes, and scale their business with confidence. The Temu Shopify integration turns data into actionable intelligence, supporting smarter decision-making and sustained growth in a competitive e-commerce landscape.


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Temu Shopify Integration and Security

Security and compliance are top priorities for any e-commerce business, and the Temu Shopify integration is built with these concerns in mind. The integration employs advanced security measures to protect both business and customer data, ensuring that transactions and information remain safe from breaches or unauthorized access.

Sellers can trust that their operations are compliant with regulations in key markets, including the United Kingdom and Germany. The Temu integration is designed to meet stringent data protection standards, giving sellers peace of mind as they expand their sales channels and start selling to new audiences. With secure data handling and robust compliance protocols, sellers can focus on growing their business without worrying about security risks.

By choosing the Temu Shopify integration, sellers gain access to a secure, compliant platform that supports their e-commerce ambitions while safeguarding sensitive information. This commitment to security and compliance allows businesses to operate confidently, knowing that their data and their customers’ data are protected at every step.

The Survival Calculus

Temu’s Shopify integration is best understood as regulatory arbitrage 2.0. Having lost the de minimis advantage that powered its growth, the platform is constructing a new model where American sellers provide the tariff-compliant supply chain, inventory capital, and fulfillment infrastructure that Temu can no longer economically operate itself.

In exchange, sellers receive traffic they could not generate independently. Temu spent billions on advertising to build its user base. No individual seller can replicate that customer acquisition. But dependency on Temu’s traffic creates lock-in without the ability to build portable brand equity.

The platform’s future remains uncertain. Regulatory scrutiny continues, with the FTC and Congress both examining Temu’s business practices. A bill signed in July 2025 will end de minimis for all countries by 2027, potentially forcing another business model shift. The platform’s path forward depends on whether it can build a seller ecosystem that remains attractive as its original cost advantages continue eroding.

For Shopify merchants, the question is not whether Temu offers access to customers. It does, at massive scale. The question is whether that access is worth providing inventory, fulfillment, and risk absorption to a platform fighting for survival while surrendering pricing control and customer ownership in the process.

Frequently Asked Questions

Is Temu’s Shopify integration free to use?

Temu currently does not charge subscription or listing fees for U.S. merchants. However, sellers are responsible for shipping costs, and the platform may charge fulfillment fees if using Temu partner logistics. Payment processing fees of approximately 2.9% plus $0.30 per transaction apply.

What control do sellers have over pricing on Temu?

Limited control. Unlike Amazon or Etsy, Temu’s algorithm heavily influences pricing visibility. Products priced above competitive thresholds may see reduced search placement. The platform’s customer base expects deep discounts, which can conflict with brand pricing strategies on other channels.

Can I build customer relationships through Temu?

No. Temu controls the customer relationship entirely. Sellers receive only shipping information needed for fulfillment. There is no ability to communicate with buyers, build email lists, or encourage direct purchases outside the platform.

How does Temu compare to selling on Amazon or Etsy?

Temu offers lower fees but significantly less seller control. Amazon allows pricing autonomy and brand-building through storefronts and A+ content. Etsy emphasizes seller identity and supports premium positioning. Temu functions more as a commodity outlet where seller identity is essentially invisible.

Why did Temu launch this integration now?

The timing directly follows the collapse of Temu’s original business model. The removal of the de minimis exemption and tariffs on Chinese imports forced Temu to pivot toward U.S.-based sellers who can provide tariff-compliant fulfillment. The Shopify integration extends this pivot to millions of potential merchants.

Should my Shopify brand add Temu as a sales channel?

It depends on your goals. Temu can work for inventory liquidation, commodity products, or market testing. It is not appropriate for brand-building, margin protection, or customer relationship development. Evaluate whether the traffic access justifies surrendering pricing control and brand visibility.

Written By:

Rinaldi Juwono

Rinaldi Juwono

Rinaldi Juwono leads content and SEO strategy at Cahoot, crafting data-driven insights that help ecommerce brands navigate logistics challenges. He works closely with the product, sales, and operations teams to translate Cahoot’s innovations into actionable strategies merchants can use to grow smarter and leaner.

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AI Shopping Won’t Reward the Best Brands. It Will Reward the Most Honest Ones

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Agentic Commerce Is No Longer Theoretical

The age of AI-powered shopping isn’t on the horizon – it’s already unfolding. With Shopify’s release of native checkout inside AI interfaces like ChatGPT (via Universal Checkout Protocol), agentic commerce has entered live environments where AI agents not only assist shoppers but actively complete transactions on their behalf. We are at an inflection point in AI adoption, as these technologies transition from assisted to autonomous systems, marking a pivotal change in the industry. Shopify merchants are among those benefiting from these new AI-powered shopping features and integrations. AI Mode is emerging as a new interface paradigm for shopping, expanding capabilities beyond traditional browsing to include autonomous checkout and purchase confirmation.

Unlike past AI applications limited to search or recommendations, agentic commerce introduces AI agents that move beyond suggestion. They execute. This shift is transforming online shopping, as global retailers are exploring and implementing agentic commerce to stay competitive in the evolving online shopping landscape. Widespread adoption of AI-enabled conversational interfaces and agentic commerce is rapidly transforming business models, customer engagement, and market dynamics across industries. That distinction reshapes not only how discovery happens, but how retailers are selected – and which are excluded. This represents a paradigm shift in commerce, fundamentally changing how businesses and consumers interact in the digital ecosystem. More than half of consumers anticipate using AI assistants for shopping by the end of 2025, indicating a significant shift in consumer behavior and underscoring the need for retailers to adapt rapidly. Traffic to US retail sites from GenAI browsers and chat services increased 4,700% year-over-year in July 2025, showing rapid adoption of AI-driven shopping.

In the near future, AI-driven shopping platforms will extend current browsing and comparison functions to include features like price tracking, purchase confirmation, and fully autonomous checkout, further accelerating the transformation of commerce.

What Is Agentic Commerce?

Agentic commerce refers to a shopping model where autonomous agents-AI-driven systems-manage the entire buying journey: from discovery to evaluation to checkout. These agents are not passive helpers; they act on behalf of the shopper. To do that, they must interpret product data, validate transaction logic, and ensure fulfillment promises can be honored. Agentic AI is the underlying technology enabling these autonomous, goal-driven systems, allowing them to initiate, learn from, and complete complex, multi-step tasks independently. AI agents act as digital proxies, interpreting needs, goals, and constraints for consumers or businesses.

Agentic shopping is transforming online retail by automating and personalizing the process, fundamentally changing consumer behavior and purchasing decisions. Traditional consumer journeys are being redefined as digital proxies and AI-powered agents now navigate and influence the entire shopping process, requiring a fundamental rethinking of engagement strategies. Consumer purchasing decisions are increasingly shaped by AI agents, shifting the focus from traditional marketing to AI-driven decision-making processes that proactively respond to consumer intent. For example, 61 percent of Gen Z consumers now start their product research with AI tools rather than traditional search engines. Half of all consumers now use AI when searching the internet, reflecting a significant shift in how consumers interact with digital platforms.

This evolution reframes ecommerce infrastructure. Retailers are no longer building experiences only for human eyes. The focus is shifting from designing for human shoppers to designing for machines, as AI agents become the primary audience for product data and digital experiences. They must expose structured truth that machines can read, verify, and act upon. Generative AI is a key enabler of agentic commerce, automating tasks, creating content, and enhancing customer interactions to improve efficiency and user experience.

AI shopping agents could drive roughly a quarter of all e-commerce, amounting to around $10 to $12 trillion in annual online sales by 2030.

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The Agentic Ecosystem

The agentic ecosystem is rapidly emerging as the backbone of next-generation online shopping, connecting AI agents, AI platforms, payment providers, and retailers in a seamless digital network. At the heart of this ecosystem lies the Agentic Commerce Protocol (ACP), a universal commerce protocol that establishes a common language for secure, transparent, and efficient AI commerce.

AI shopping agents, empowered by the ACP, can autonomously navigate the entire shopping journey-from product discovery and evaluation to instant checkout-across multiple retailers and platforms. These shopping agents interact directly with commerce protocols, accessing real-time inventory, pricing, and fulfillment data to make informed purchasing decisions on behalf of consumers, all with minimal human intervention.

AI platforms and payment providers play a crucial role in this ecosystem, ensuring that agentic transactions are not only fast and frictionless but also secure and compliant with industry standards. By leveraging the universal commerce protocol, these stakeholders enable shopping agents to complete purchases, process payments, and manage sensitive payment credentials without exposing consumers to unnecessary risk.

For retailers, participating in the agentic ecosystem means making their product data, policies, and inventory accessible and verifiable by AI agents. This shift allows businesses to reach consumers through new AI-powered channels, while also benefiting from streamlined operations and enhanced fraud detection.

As the agentic ecosystem continues to evolve, it is redefining the way people shop online-ushering in a new era of digital commerce where AI agents, supported by robust protocols and infrastructure, deliver personalized, efficient, and trustworthy shopping experiences from start to finish.

The Funnel Collapses into a Single AI Shopping Agents Conversation

Traditional ecommerce unfolds over multiple touchpoints: search, comparison, cart, checkout. But AI collapses that funnel into a single moment. In a conversation like “Find me a 48-inch desk that ships by Friday and is returnable for free,” the agent must: AI powered search enables agents to instantly process and act on shopper requests, leveraging real time insights and a deep understanding of preferences and product data. Natural language interfaces allow shoppers to interact with agents seamlessly, making the shopping experience more conversational and personalized.

AI agents can scan several platforms, filter results against individual preferences, compare features and prices, and make context-aware recommendations. These agents can also interact and collaborate with other agents to fulfill complex requests.

All of this happens mid-conversation, not across five browser tabs. Peak intent is no longer nudged down the funnel – it either converts instantly or disappears.

Execution of Agentic Transactions Has Become a Selection Filter

In agentic commerce, execution quality is not a post-purchase variable. It’s a selection filter upstream in the buying decision.

AI agents require structured inputs to verify fulfillment feasibility. If a retailer’s shipping time is ambiguous, returns unclear, or inventory inaccurate, the agent cannot confidently recommend or transact with them. To enable this, agentic commerce requires retailers to update their technology stack and existing systems to ensure data is structured and accessible for AI agents. The Model Context Protocol (MCP) is emerging as a standard for secure and seamless AI integration, acting as a universal adaptor for interactions between AI agents and back-end systems, and enabling interoperability and scalable deployment. As a result, the seller is skipped – not out of malice, but out of logic.

This means things that previously fell under “ops” – like accurate stock, timely delivery, and policy transparency – now determine visibility and eligibility in AI-led shopping environments. Agentic commerce automates tasks in marketing, inventory, and customer service, boosting operational efficiency.

Businesses can implement the Agentic Commerce Protocol (ACP) to transact with any AI agent or payment processor.

Brand Storytelling Doesn’t Offset Fulfillment Failure

Brand still matters in agentic commerce. A brand signals trust, identity, and aspiration. But the days of brand storytelling papering over operational shortfalls are ending. As AI agents increasingly influence purchasing decisions, brand loyalty and customer relationships are being redefined-AI agents now prioritize operational truth and real-time data over traditional marketing, shifting the focus from emotional connection to utility and trust built through AI interactions. Ethical considerations in AI governance are critical here, as responsible AI practices, regulatory compliance, and the integration of ethical standards into daily operations ensure trustworthy and fair AI deployment.

AI agents do not forgive missed promises. If a brand’s delivery estimate fails or the return process contradicts what was structured in its protocol, the agent will learn – and avoid the merchant in future queries. In this paradigm, operational honesty becomes the brand. This shift also transforms customer engagement, as retailers must leverage AI-driven personalization and seamless, autonomous shopping experiences to maintain relevance and loyalty.

Retailers that used to rely on slick marketing while tolerating backend chaos will find themselves deprioritized. Not because they’re disliked – but because they’re unreliable in structured logic.

Additionally, the emergence of agentic commerce threatens traditional revenue streams, particularly from advertising, as consumers shift towards AI-driven experiences. To remain competitive, businesses must ensure discoverability by enhancing earned visibility and capitalizing on emerging paid advertising opportunities.

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What Breaks for Sellers Who Overpromise?

Overpromising introduces ambiguity that agents cannot resolve. Specific breaking points include:

  • Late delivery: If fulfillment timelines are untrustworthy, agents cannot offer the product for date-sensitive requests.
  • Unclear returns: Ambiguity around return fees or timeframes results in agents skipping the listing altogether.
  • Inaccurate inventory: If availability can’t be guaranteed, agents avoid the risk of transaction failure.
  • Hidden costs: Surprise fees (e.g., handling charges) are incompatible with agentic transparency, and are therefore filtered out.

Agentic commerce introduces new risks such as Bot Takeovers (BTOs), where authorized shopping agents can be compromised, making advanced fraud detection essential. The rise of agentic payments-autonomous payment methods executed by AI agents-brings new risks and accountability challenges, as these systems must ensure secure, verifiable transactions. Traditional fraud prevention tools must evolve to verify agent identities and establish protocol-level trust, ensuring secure, autonomous payments. Payment networks are rapidly evolving to support agentic payments, implementing delegated-auth tokens, dispute artifacts, and standard protocols to facilitate secure, autonomous transactions in this AI-driven environment. Additionally, concerns regarding data privacy and data ownership are heightened, as vast user data influences agent decisions and compliance with local regulations becomes critical. Businesses need to build the capabilities to differentiate between benign agents and malicious bots. Trust in AI agents is a significant challenge, since consumers may hesitate to share sensitive information with them. The ambiguity of accountability in agentic commerce complicates determining who is responsible for errors made by AI agents. Systemic risk also arises from the interconnectedness of AI agents, where a single error can have widespread consequences across multiple systems. The emergence of agentic payments is supported by collaborative standards like AP2, which involve players across North America, Europe, and Asia Pacific.

Importantly, agents don’t negotiate or rationalize – they calculate. Retailers who haven’t structured their policies in machine-readable formats (like UCP) will be invisible in these conversations, no matter how persuasive their branding.

Universal Checkout Protocol: A Glimpse of Agentic Commerce in Action

Google and Shopify’s Universal Checkout Protocol offers a clear glimpse into how this system works. It allows AI interfaces like ChatGPT to access product catalogs, confirm shipping and return policies, and execute purchases without redirecting users to traditional ecommerce pages. Shopify’s announcement framed this as “AI commerce at scale”. Platforms like Google Pay are also being integrated to facilitate seamless, in-platform agent-led transactions.

This model demonstrates how discovery, evaluation, and transaction are converging. It’s not just conversational UI – it’s protocol-enforced integrity. Agent-led transactions require new trust, accountability, and governance frameworks to ensure secure and verifiable payments. The existing payments infrastructure will encounter significant structural challenges as commerce transitions from direct user interactions to agent-initiated transactions.

Infrastructure and Security in Agentic Commerce

As agentic commerce becomes the new standard, the importance of robust infrastructure and airtight security cannot be overstated. The Agentic Commerce Protocol (ACP) is at the heart of this transformation, providing a common language that enables AI agents and businesses to interact seamlessly and securely throughout the entire shopping journey.

With AI shopping agents now responsible for everything from product discovery to instant checkout, retailers must ensure their systems can handle secure, real-time exchanges of payment credentials and transaction data. The ACP standardizes these interactions, allowing shopping agents to verify details, process payments, and complete purchases with minimal human input-while maintaining the highest levels of trust and data protection.

For retailers, this means investing in scalable, resilient infrastructure that can support agentic transactions at scale. As more consumers rely on AI shopping agents to navigate the digital world, only those businesses that prioritize security and interoperability will stay ahead in the next era of commerce. Adopting a universal commerce protocol isn’t just about compliance-it’s about enabling agents to deliver a seamless, secure customer experience from start to finish.

Fulfillment Accuracy and Fraud Detection Become Ranking Constraints

In agentic environments, fulfillment truth is not optional. It is part of the ranking algorithm that determines whether a product is even presented.

Agents pre-filter based on:

Actionable insights from fulfillment data enable agents to dynamically adapt and make better recommendations. By enabling agents to autonomously process and act on these insights, businesses can streamline operations and enhance personalization. If those values are undefined or misleading, the agent cannot include the product in results. Success for businesses in agentic commerce depends on data quality; messy product data leads to missed offers. This creates a new standard: operational execution becomes table stakes for being surfaced at all.

What Merchants Still Control – And What Agents Take Over

In this emerging architecture, merchants retain control over:

  • Pricing
  • Inventory availability
  • Shipping policies and speed
  • Returns terms
  • Product content and taxonomy
  • Merchants can also develop and utilize their own agents to enhance automation and customer interaction.

What shifts to the agent includes:

  • Selection logic (based on shopper intent)
  • Feasibility checks (can this product be delivered as promised?)
  • Purchase execution (payment, confirmation)

Agents often operate across multiple systems, which introduces the need for careful management of risk and accountability. While agents function with minimal human intervention, users delegate authority by setting parameters within which the agents execute tasks.

Merchants don’t lose ownership of customers – but they do lose the ability to fudge details during the funnel. The agent sees and verifies everything upfront.

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The Operational Shift Ahead

Agentic commerce doesn’t punish bad actors. It excludes unreliable ones – mechanically, quietly, and without appeal.

For retailers, this isn’t a marketing challenge. It’s an execution mandate. Business development, new business models, and changes to the operating model are essential for success in agentic commerce. Upgrading technology infrastructure and focusing on faster time to market are key for retail businesses to stay competitive. Industry leaders are actively shaping standards and best practices for agentic commerce, influencing the direction of payment solutions and interoperability. Fulfillment precision, delivery truth, and policy clarity are no longer operations problems. They’re discoverability problems. In the new AI shopping paradigm, the most honest brands win – not because of narrative, but because of math.

Companies need to rethink their existing business models to adapt to the emerging reality of agentic commerce. Retailers must make their platforms discoverable by agents to avoid becoming invisible in agentic commerce. Businesses must optimize product directories for agent readability to thrive in the agentic commerce era. Retailers must invest in AI technologies to reclaim relevance and assert their presence within AI ecosystems. Businesses should focus on building an efficient, intuitive API infrastructure tailored to agentic needs. Companies that move first to adapt to agentic commerce will help shape the future of consumer engagement.

Frequently Asked Questions

What Is the Universal Commerce Protocol (UCP)?

The Universal Commerce Protocol (UCP) is an open standard co-developed by Google in collaboration with industry leaders including Shopify, Etsy, Wayfair, Target, and Walmart, and is co-developed and endorsed by more than 20 partners across the ecosystem.

Is this live or still in development?

It’s live. Shopify, Google, and others have begun implementing UCP-enabled agentic commerce through tools like Copilot Checkout. This is no longer hypothetical.

Do merchants lose access to customers?

No. Orders are still routed through merchant systems. However, visibility is increasingly mediated by agents, not search engines.

Does this mean websites go away?

Not at all. Websites remain important, especially for brand and merchandising. But transactions will increasingly happen off-site via embedded AI interfaces.

Do I need to be on Shopify to participate?

No. While Shopify is a leading UCP contributor, the protocol is designed to be open. Any platform can adopt it to support agentic commerce.

Written By:

Rinaldi Juwono

Rinaldi Juwono

Rinaldi Juwono leads content and SEO strategy at Cahoot, crafting data-driven insights that help ecommerce brands navigate logistics challenges. He works closely with the product, sales, and operations teams to translate Cahoot’s innovations into actionable strategies merchants can use to grow smarter and leaner.

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Universal Commerce Protocol (UCP) Explained: How Agentic Commerce Works

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The Universal Commerce Protocol (UCP) is an open standard co-developed by Google in collaboration with industry leaders including Shopify, Etsy, Wayfair, Target, and Walmart, and is co-developed and endorsed by more than 20 partners across the ecosystem. UCP is an open-source project that invites developers, businesses, and platform architects to contribute. In plain terms, UCP lets an AI “agent” treat any store like a programmable service rather than a website. The protocol defines how agents can discover products, understand checkout requirements, and complete purchases on behalf of a shopper in a structured way.

Merchants expose a machine-readable manifest (via APIs) of their catalog and checkout capabilities, and AI agents query that manifest to drive the sale. UCP was built to solve fragmented commerce journeys that lead to abandoned carts and frustrated shoppers. In practice, UCP allows an agent to:

  • Discover products: AI assistants use UCP to query a merchant’s inventory and retrieve up-to-date product details, prices, availability, variants, images and descriptions via standard API calls.
  • Handle checkout logic: UCP provides the agent with all the rules and inputs needed for checkout. This includes shipping methods, taxes, return policies, discount or promo codes, loyalty points, recurring subscription terms, etc. These are delivered in a structured data format, so the agent knows exactly what options to present or apply. For example, loyalty rewards or a special “guest checkout” rule are encoded in the protocol rather than hidden in a page UI. UCP uses reverse-domain naming for extensions, allowing merchants and agents to define their capabilities without needing approval.
  • Complete transactions: UCP lets the agent assemble a cart and submit the order. It negotiates payment via the user’s preferred method (credit card, digital wallet, etc.) in a standard way. The protocol is payment-agnostic (it can work with any processor) and preserves the merchant’s checkout flow. UCP supports complex cart logic, dynamic pricing, tax calculations, and more across millions of businesses through unified checkout sessions. UCP features a modular payment architecture that separates payment instruments from payment handlers, promoting interoperability and payment method choice. Payment handlers are published by providers and selected during transactions, enabling flexible and dynamic payments. UCP uses OAuth 2.0 for secure account linking and AP2 for secure payment processing, and it uses tokenized payments, verifiable credentials, and cryptographic proof of user consent for every transaction to protect sensitive user information. UCP creates a transparent accountability trail between merchants, credential providers, and payment services, helping to ensure each transaction is secure. In short, the AI can finalize the purchase without manual page browsing, because it follows the machine-readable steps defined by the merchant.

These core capabilities – product discovery, checkout negotiation, and transaction completion – are what make UCP a “universal language” for e-commerce. The protocol is not a marketplace or app; it’s an industry standard supported by major partners such as American Express, Best Buy, Home Depot, Mastercard, and Stripe, demonstrating broad support across the ecosystem. It acts like an abstraction layer that translates between different store systems and AI interfaces. The result is that agents (whether built by Google, Microsoft, or others) can plug into any UCP-enabled store with minimal custom integration. UCP allows merchants to define their own bespoke functionality and capabilities, while maintaining security through proven standards for account linking, payment processing, and protecting customer data.

Introduction to Universal Commerce

The Universal Commerce Protocol (UCP) is ushering in a new era of digital shopping by redefining how businesses and consumers connect across the online ecosystem. As a groundbreaking commerce protocol, UCP is designed to create a seamless, unified shopping journey for everyone – no matter where they shop or which device they use. Developed as an open standard through the collaboration of industry leaders like Google, Shopify, and major retailers, UCP establishes a universal language for commerce that works across platforms, including Google’s AI Mode and the Gemini app.

By adopting the Universal Commerce Protocol, merchants can tap into the full potential of agentic commerce, where AI-powered agents handle everything from product discovery to checkout. This means shoppers enjoy a more intuitive, personalized experience, while retailers can reach consumers wherever they are – whether in search, chat, or voice interfaces. UCP is designed to break down barriers between different commerce systems, making it easier for businesses to participate in universal commerce and for shoppers to get what they need, when and where they want it. As the protocol gains traction, it’s set to become the new standard for digital commerce, benefiting both industry and consumers alike.

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Technical Overview of UCP

UCP is built with flexibility and scalability at its core, enabling it to support a diverse range of commerce capabilities and extensions. The protocol’s architecture is designed to facilitate smooth, secure interactions between consumer-facing surfaces, businesses, and payment providers, ensuring a frictionless shopping experience from discovery to checkout. Thanks to its layered protocol design, UCP can be easily integrated with existing commerce infrastructure, allowing merchants to adopt the protocol without overhauling their current systems.

One of UCP’s standout features is its support for customizable capabilities and extensions. Merchants can define their own business logic, add new features, and tailor the protocol to fit their unique needs – whether that means supporting subscriptions, loyalty programs, or special promotions. UCP also accommodates a wide variety of payment methods, including Google Pay, PayPal, and other popular providers, making it easy for shoppers to pay however they prefer. This extensibility ensures that as new commerce trends and technologies emerge, UCP can evolve to support them, keeping the shopping experience fresh and relevant across all surfaces and platforms.

Agentic Commerce: Action-Taking AI Agents

UCP is the backbone of agentic commerce – a new mode of shopping where AI does the heavy lifting of the transaction. Unlike a simple chatbot or recommendation engine, an agentic shopping assistant acts. It can autonomously plan and carry out a purchase under user guidance. For example, imagine telling an AI: “Find me a lightweight suitcase under $200 and buy it.” An agentic commerce system could search multiple stores, compare options, handle any questions (“Should it be black or grey?”), and complete the checkout – all within the same flow. This is different from a traditional AI assistant that only suggests products or answers questions. AI platforms provide the foundational technology that enables streamlined business onboarding, integration with APIs, and enhanced user experiences through compatible frameworks.

In the agentic commerce model, the AI agent behaves like a diligent digital personal shopper. It follows the user’s instructions (and even proactively asks clarifying questions), then executes the purchase when the customer is ready. For instance, Microsoft’s Copilot example illustrates this: a shopper asks for a dress recommendation, the AI compares options, answers follow-ups, and the user decides – all in one conversation. Copilot Checkout can then finalize the order without the customer leaving the chat. The agent handles the multi-step process from intent to purchase seamlessly. These AI-powered tools and standards are designed to help retailers and consumers by simplifying connections, improving discovery, and enabling smarter shopping experiences. In short, agentic commerce goes “beyond chat” by converting conversation into action.

How UCP Checkout Differs from a Traditional Checkout

UCP-enabled checkouts are fundamentally different from the web pages shoppers see today. The key difference is machine-readable logic instead of visual UI. A traditional checkout page is designed for humans, often requiring form-filling and clicking through dialogs. UCP, by contrast, encodes those steps in a standardized data format. This means:

  • No scraping or browser simulation. AI agents don’t need to interpret HTML or navigate webpages. Instead, they query UCP endpoints directly. A merchant’s server publishes a UCP manifest (at a well-known URL) that tells the agent what actions are supported (product search, add-to-cart, apply-discount, etc.) and how to call them. This removes the fragile, one-off integrations that come with screen-scraping or custom bots.
  • Structured inputs and negotiation. Information like shipping options, tax rules, return window, subscription details, and available discounts are all included as structured data. For example, UCP can represent a merchant’s entire loyalty program or subscription terms in JSON, so an agent can automatically apply earned points or set up recurring orders. This ensures the agent respects all business rules: “Your discount codes, shipping rules, taxes, and loyalty settings still apply – even if the purchase happens through an AI interface”. In other words, nothing “disappears” just because the agent is handling the sale. When the agent negotiates payment, payment handlers are published by providers, selected during transactions, and integrated into profiles to facilitate seamless and dynamic payment negotiations between merchants and consumers.
  • Embedded commerce flows. With UCP, the checkout is often embedded in the AI interface rather than redirecting to a website. When a customer goes to buy, the agent will push all required data (address, payment, items) through UCP, and the order is recorded on the merchant’s side just as if the customer filled a cart on the site. The shopping experience stays within the conversation window, giving a seamless feel without sacrificing merchant control.

In summary, protocol-based checkout means the AI and merchant talk the same “language,” so the exchange is transparent and reliable for machines. This is unlike brittle scripts that try to click through a generic checkout page – UCP provides a clear, versioned protocol that can evolve with new commerce features (like loyalty or subscriptions) without breaking agents.

AI Commerce Today: Where It’s Happening

Agents are already starting to sell. UCP-powered shopping is rolling out on several platforms and surfaces:

Voice-activated devices like smart speakers (left) and mobile apps (right) can become shopping interfaces
  • AI Search & Smart Assistants: Google is launching UCP-powered shopping in its new AI search mode and Gemini app. Soon, when you search for a product in Google AI Mode, you can buy directly in the chat window. (For example, Target announced that shoppers will soon be able to browse and buy Target products right inside the Google Gemini app and Search AI Mode.) Google’s AI integrates with the Universal Commerce Protocol to enable seamless, agentic commerce actions across Google’s AI surfaces and shopping platforms, facilitating direct purchases and post-purchase support within AI-enhanced search environments. Similarly, Microsoft Copilot (in Bing and Windows) has enabled Copilot Checkout, an in-chat purchase feature for select retailers.
  • Conversational Surfaces: Any app or device that can chat can also become a storefront. For instance, Google’s Business Agent lets users ask questions in Search and buy from a brand’s inventory without leaving the results page. The same could happen in messaging apps, voice assistants (like Alexa/Siri with shopping features), social media chatbots, or even productivity tools with AI assistants. The broad idea is that every place you can converse with an AI might one day handle commerce.
  • Embedded E-commerce Tools: Companies are integrating shopping into tools people already use. Shopify’s “Agentic Storefront” concept means a brand can use Shopify’s backend to sell on AI channels even if it doesn’t have a Shopify website. That way, a retailer’s products and checkout live in Shopify but can be accessed by agents anywhere. Other commerce platforms (and payment partners like Stripe, PayPal, etc.) are also building UCP support so that AI agents have lots of stores to connect to.

In practice, this means AI commerce isn’t limited to one app. We’ll see it in search engines, voice assistants, chat apps, social media feeds – essentially any interface where people are asking questions or browsing interactively. For example, Google mentions “discovering and buying to post-purchase support” on any channel (search, shopping graph, etc.) and partners like Walmart, Etsy, Wayfair and Visa are involved. Major retailers such as Best Buy and Home Depot are also supporting or endorsing UCP, further expanding the protocol’s reach. Additionally, leading payment providers including American Express, Mastercard, and Stripe are collaborating with UCP to enable secure and efficient agentic commerce solutions across platforms and retail ecosystems. The key point: UCP is already being used by major players (Google, Shopify, Microsoft, retailers) to turn AI UIs into shopping surfaces.

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How Agentic Checkout Looks in Practice

One concrete example of UCP in action is Microsoft’s Copilot Checkout. This feature lets customers buy products directly inside the Copilot chat (e.g. in Bing or Windows) without redirecting to the store’s site. Under the hood, Copilot Checkout uses a protocol like UCP to communicate with the retailer’s system. When you choose to pay, the agent calls the merchant’s checkout endpoint (via UCP) to submit the order. Importantly, this happens in an embedded frame in Copilot, so the entire experience stays in the conversation window.

From the merchant’s perspective, nothing magical happens: the sale is processed by their own checkout logic, and they remain the merchant of record. Microsoft states that “you stay the merchant of record. You own the transaction, the customer data, and the relationship” with customers who buy via Copilot. This means the merchant still sets the price, payment acceptance, shipping rules, and so on – the AI is simply filling in and submitting the order. For example, Urban Outfitters and Ashley Furniture announced they will use Copilot Checkout to sell in Bing. Shopify says: “If you’re on Shopify, you’ll automatically be able to sell in Copilot Checkout – no integration needed”.

Another example is coming from Google: Shopify merchants will soon be able to sell directly in Google Search’s AI Mode and the Gemini app using UCP. This “direct shopping” feature will use Google Pay behind the scenes, and again retailers remain the seller of record. (Customers will tap or click to buy in the Google interface, but the order will be owned by the original retailer.)

The pattern is consistent: the AI interface invokes the merchant’s checkout without losing any store-specific logic. The agent acts like a friendly front-end, but fulfillment, inventory, pricing, and post-sale support stay under the merchant’s control. This model – embedded checkout with UCP – is the opposite of third-party marketplaces. The brand does not hand off its customers to a new platform; it simply enables the agent to carry out its own checkout flow as if it were another channel.

Merchant Control vs. Agent Actions

UCP explicitly preserves merchant control over core business rules. In an agentic purchase:

  • Merchants keep control of products and policies. The merchant decides what to sell, at what price, and under what conditions. All product data (images, descriptions, variants, pricing) still comes from the merchant. Likewise, shipping options, return policies, tax calculations, loyalty programs, subscriptions and discount codes are defined by the merchant’s backend. These rules are passed to the agent in UCP messages, but the merchant authored them. For example, “your discount codes, shipping rules, taxes, and loyalty settings still apply – even if the purchase happens through an AI interface”.
  • Merchants remain merchant of record. The agent never replaces the checkout host. The retailer still processes the payment (via their payment gateway) and delivers the product. As noted earlier, with Copilot Checkout the retailer “owns the transaction, the customer data, and the relationship”. This also means the retailer is responsible for packing, shipping, and support. The AI agent simply initiates the order; fulfillment happens on the merchant’s side just like any normal order.
  • Agents control selection and timing. The AI agent’s job is to find the right products and execute the purchase when the customer wants. The agent chooses the items (based on the conversation), decides when to hit “checkout,” and can even submit multiple payment attempts with the user’s saved methods if needed. However, the agent cannot override merchant constraints. It cannot, for example, promise a faster ship date than the merchant allows, or apply a discount that is not valid. It simply reads those constraints from UCP data and respects them. If a step requires human input – say the store requires the customer to pick a delivery date or upload a custom print file – the protocol includes a “continue” URL. The agent hands control back to the customer at exactly the right step in the merchant’s original interface. The customer finishes those steps, and UCP is designed so the agent can rejoin or complete the order afterward.

In short, UCP lets agents do the shopping work, but merchants keep the business logic. Pricing, inventory, branding, shipping options and after-sale service all stay with the merchant. The agent handles searching, decision support, and pushing through the checkout in the background, under the merchant’s pre-set terms.

The Universal Commerce Protocol is a new way for AI and stores to work together. It turns AI assistants into active shopping agents while keeping merchants fully in control of their business. As this standard rolls out, expect to see AI-powered checkout in many places – but always with the merchant managing pricing, shipping, and fulfillment on the backend.

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UCP Roadmap and Future Development

The Universal Commerce Protocol is not a static solution – it’s a living, evolving standard designed to keep pace with the rapidly changing world of commerce. The UCP roadmap is packed with innovative features aimed at enhancing both the merchant and consumer experience. Upcoming developments include support for multi-item carts, seamless account linking for loyalty and rewards programs, and advanced post-purchase support, all of which will make the shopping journey even more streamlined and personalized.

As UCP continues to grow, its open-source foundation and collaborative development process ensure that it remains responsive to the needs of the entire commerce ecosystem. Industry leaders, merchants, and technology partners are all contributing to the protocol’s evolution, helping to shape the next generation of universal commerce. By joining the UCP ecosystem, businesses can future-proof their operations, offer cutting-edge shopping experiences, and ensure they’re never left behind as the industry moves forward. For consumers, this means more choice, convenience, and support at every stage of the purchase journey – heralding a new era in the future of commerce.

Frequently Asked Questions

Is this live yet? 

UCP itself was announced in January 2026 and the first agentic shopping features are just rolling out. Google has said UCP will power “native shopping on Google Search and Gemini” soon. Microsoft’s Copilot Checkout is in limited US rollout for Shopify merchants. In practice, expect pilot programs and staged launches in 2026. It’s not fully widespread yet, but it’s already real – major players are integrating it now.

Do merchants lose customer ownership? 

Not at all. UCP is designed so that the merchant stays the seller. In every agentic purchase, the retailer remains the merchant of record. This means the store gets the money, owns the order data, and keeps the customer for marketing/loyalty. The AI is only a guided interface, not a third-party middleman. Shopify’s announcement explicitly notes that merchants “retain sovereignty” and continue to own the checkout experience.

Does this replace my website or store? 

No. Agentic commerce is an additional channel, not a substitute for your site. Customers will still visit the merchant’s website for trust, content, and richer experience. UCP is more like SEO or advertising: it helps your store appear in new places (AI chats, searches) but it doesn’t eliminate your own store. The Shopify team emphasizes that websites will remain important for branding and customer education. Think of UCP as letting more doors open to your store via AI, but you still need your storefront.

Is Shopify required to participate?

No. UCP is an open industry standard. Any merchant or platform can adopt it. Shopify is one founder and provides tools (even letting any brand use Shopify’s backend to get agentic exposure), but it’s not mandatory. In fact, by design “UCP isn’t locked to Shopify” – the whole e-commerce ecosystem can adopt it. Google, Mastercard, Visa, Stripe and others are already on board too. You don’t have to use Shopify; you just need your platform or an app/plugin to speak the UCP.

Written By:

Indy Pereira

Indy Pereira

Indy Pereira helps ecommerce brands optimize their shipping and fulfillment with Cahoot’s technology. With a background in both sales and people operations, she bridges customer needs with strategic solutions that drive growth. Indy works closely with merchants every day and brings real-world insight into what makes logistics efficient and scalable.

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Returns Are No Longer a CX Feature – They’re a Balance Sheet Liability

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E-commerce returns have exploded in scale, and retailers are grappling with the cost. What was once a customer-friendly “free returns” policy is now being reined in: major brands are imposing flat fees or stricter rules. Industry data show this is no flash in the pan. For example, the National Retail Federation (NRF) and Happy Returns report finds 72% of U.S. retailers now charge customers for at least one return method, and nearly three-quarters of all stores levy some kind of return fee. In practice, major retailers have quietly added fixed costs to returns: Marshall’s and T.J. Maxx each deduct $11.99 per returned package, Macy’s charges $9.99 per return, and JCPenney and J.Crew roughly $8. In short, returns have shifted from being a cost of customer service to becoming a line item on the balance sheet.

  • Industry Benchmarks: ~72% of retailers charge for at least one return method; nearly 75% of stores have return fees (NRF).
  • Retailer Examples: Marshall’s/TJ Maxx – $11.99 per return; Macy’s – $9.99; JCPenney – $8; J.Crew – $7.50.

These figures mark a sharp change. Consumer shopping sites and news outlets report that many leading chains introduced return fees in late 2024/2025. ABC News (via ABC15) confirms that “J. Crew, Macy’s, JCPenney and more have fees for some returns on holiday gifts”. Similarly, a Money magazine analysis notes that over the past year “retailers have slowly been rolling back one of online shopping’s biggest perks: free returns,” as nearly three-quarters of retailers now charge for returns. These fees include shipping surcharges, restocking charges, and other handling fees, all aimed at recouping the hidden cost of returns.

Ecommerce Returns: Why Free-Returns Policies Broke at Scale

The U.S. online shopping boom has made ecommerce returns a massive operational burden. During the pandemic and beyond, consumers ordered more and returned more. According to the NRF/Happy Returns 2025 report, the average ecommerce return rate was 16.9% in 2024, as reported by the National Retail Federation, and is estimated to reach 15.8% of annual sales in 2025—roughly $850 billion of merchandise. The NRF report also notes that collectively, consumers returned products worth a staggering $890 billion in 2024. The average ecommerce return rate can vary significantly by product category, with clothing and shoes typically having higher rates. (For perspective, returns accounted for 10.6% of U.S. retail sales in 2020 and jumped to 16.6% in 2021.) Handling this torrent of returned goods has become expensive. In 2025, approximately 19.3% of all online sales are expected to be returned, making effective management essential for protecting profit margins and maintaining customer loyalty.

Returns impose multiple overlapping costs on retailers. Transportation and logistics are especially costly. As one analysis notes, each $100 returned item costs a retailer about $32 to process and resell. Retailers effectively pay twice to handle the same item: they ship it to the customer, and then pay again for the return transit and processing. Warehouse labor, inspection, and repackaging add more expenses. In the aggregate, the NRF estimates returns now cost “almost $890 billion each year” to U.S. retailers. Retailers are predicted to spend 8.1% of total sales on reverse logistics. Even that colossal figure likely understates the burden, since many returned items cannot be sold at full price. Returns often incur additional markdowns or liquidations, eroding margins further. In fact, studies show a significant share of returned merchandise (often cited around 10–25%) cannot go back to inventory at full value. The environmental impact from high return volumes also contributes significantly to carbon emissions and landfill waste, especially in fast fashion and electronics.

In summary, free returns became unsustainable once volumes grew large. Retailers report that the principal drivers of new fees are soaring carrier costs and the expense of reverse logistics. One supply-chain analysis observes, “Returns also drain resources because they require reverse logistics: shipping, inspecting, restocking, and often repackaging items”. Third-party logistics (3PL) providers can handle the entire order fulfillment process, including returns, to help streamline operations. The result is that retailers can no longer absorb returns as a marketing perk without jeopardizing profitability. As Happy Returns CEO David Sobie puts it, “Return policies and their overall process have transformed into a strategic touchpoint”, forcing retailers to modernize how they manage returns. A clear and generous ecommerce return policy, including a well-defined return window and specifying the purchase date, can increase sales without increasing the volume of returns. Retailers may also implement restocking fees to recover costs for large or costly items. Ecommerce return fraud is a growing concern, making it critical for online retailers to monitor customer returns closely. Many customers, especially online shoppers, review return policies before making online purchases, and making returns easy builds trust and encourages repeat business. Many customers prefer to return items in-store if a physical or brick and mortar store is available, which can enhance their shopping experience and lead to additional in store sales. Returns can be an opportunity for more business if handled well, as customers may return to shop again after a positive return experience, supporting customer loyalty and future sales. The evolution of return policies now trends toward a generous ecommerce returns policy, which is key to attracting potential customers and maintaining a competitive edge, especially during the holiday season when ecommerce sales and customer returns surge.

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Returns and Customer Satisfaction Are a Balance-Sheet Liability

For retailers (and Shopify brands), returns are a balance-sheet liability, not merely a customer-experience feature. Every return ties up inventory and triggers costs: outbound shipping credits to the customer, inbound transportation for the return, labor to sort and inspect the item, and restocking or writing it off. Among these, transportation is a “biggest expense”. As one logistics executive observes, retailers are seeing “about 20 to 25% more” of them charge for returns this year – explicitly as a way to recoup these mounting costs.

A key step in the ecommerce returns process is the return merchandise authorization (RMA), which allows retailers to manage and track returns efficiently. The RMA process often includes generating a return shipping label and ensures that each return is properly documented, helping streamline operations and improve customer satisfaction. The return process typically begins when the customer initiates return through an online portal or help form, making a seamless experience essential for customer retention. Implementing self-service online returns portals can reduce customer service workload and increase processing speed, while returns management software and returns platforms automate the process, including label generation, approval workflows, and inventory updates. Automation and data analytics further help solve operational challenges, flag return abuse, and provide flexible options for loyal and honest customers, ensuring that fraud prevention measures do not unfairly penalize good shoppers.

Returns also carry hidden capital costs. While cash may be refunded to the customer immediately, the item often requires new handling. Many returned products are not in pristine condition: they need relabeling, repackaging or even discounting. When managing refunds, offering alternatives like store credit instead of cash refunds can help prevent fraud and retain value. Industry analysis finds that processing returns adds both labor and operational expenses. Retailers are adapting by dedicating more resources to returns: NRF data show 49% of retailers plan to rely more on third-party logistics providers for returns, and 43% plan to hire extra seasonal staff to handle the volume. All of this indicates that returns impact inventory, headcount, and cash flow – hallmarks of a balance-sheet liability.

Key cost factors include:

  • Reverse logistics costs: Inbound shipping, return shipping labels, and handling fees (often 20–30% of an item’s price).
  • Labor and facilities: Sorting, inspection and repackaging by warehouse teams, plus administrative handling.
  • Inventory recovery loss: A portion of returned goods can’t be resold at full price, necessitating markdowns or liquidation.
  • Fraud prevention and overhead: Although not shopper-blame, retailers note return fraud adds to the cost base (roughly 9% of returns) and must be countered with systems or policies that balance fraud prevention with not penalizing honest customers. Data analytics can help identify serial returners while providing flexible options for loyal customers.

As a result, retailers are explicitly factoring online returns into margins. For example, one study reports that 40% of merchants cite operational costs of processing returns as a reason to start charging fees, and another 40% cite carrier shipping costs. In other words, return fees directly offset the very expenses incurred on the balance sheet.

Accurate product descriptions, high-quality images, AR/VR tools, and authentic customer reviews with real-life photos and videos are crucial in reducing returns, especially since fit-related issues account for approximately 67% of fashion returns. Leveraging these strategies, along with collecting and analyzing feedback on return reasons, helps retailers identify trends, improve product offerings, and enhance trust among potential buyers. Providing tracking information for return shipments and a hassle-free return process—something 58% of customers want—can significantly improve satisfaction and loyalty. Notably, up to 23% of customers who receive instant refunds will shop again immediately, and many expect their credit processed within five days. Clear and accessible return policies further enhance trust, satisfaction, and repeat business.

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The Role of Reverse Logistics

Reverse logistics is the backbone of ecommerce returns management, encompassing every step required to move products from the customer back to the online retailer. When a customer initiates a return, the reverse logistics process begins: items are received, inspected for quality, and processed for either restocking, refurbishment, or disposal. Depending on the retailer’s return policy, customers may receive a cash refund, exchange, or store credit—each requiring precise coordination behind the scenes.

For online retailers, a streamlined reverse logistics process is essential to meet customer expectations for a hassle free return policy. Shoppers today expect a smooth, transparent return process, whether they are seeking a replacement, store credit for future purchases, or a prompt refund. Efficient reverse logistics not only helps manage costs by minimizing unnecessary shipping and labor expenses, but also plays a direct role in customer satisfaction and loyalty. When returns are handled quickly and fairly, customers are more likely to become repeat customers and leave positive online reviews, boosting the reputation of the ecommerce store.

Moreover, effective reverse logistics allows ecommerce businesses to recover value from returned merchandise, whether by restocking items for future inventory or offering them at a discount. This capability is especially important during peak periods like the holiday shopping season, when return volume surges and customer expectations are at their highest. By investing in robust ecommerce returns management and leveraging technology such as returns software and online portals, online merchants can save time, reduce hidden fees, and ensure that the returns management process supports both operational efficiency and customer retention.

In today’s competitive online shopping landscape, reverse logistics is no longer just an operational necessity—it’s a strategic differentiator that helps online retailers manage returns, control costs, and deliver the level of service that customers expect.

Major Retailers’ Return Policy and Fee Policies

Today’s return fee policies are often spelled out on retailer websites. Having a clear and accessible ecommerce return policy is crucial, as half of online shoppers review a retailer’s returns policy before buying. Recent policy language confirms the new charges:

  • Macy’s: Store returns remain free, and members of its Star Rewards program get free return shipping. All other customers have a $9.99 return shipping fee (tax added) deducted from their refund. In short, only loyalty members or in-store returns are truly free – mail-in returns for other shoppers incur the fee. Macy’s ecommerce return policy also clearly defines the return window for eligible items.
  • JCPenney: Its online return portal clearly states a flat $8 UPS fee for any mail-in return, streamlining the process by allowing customers to generate return labels and manage returns easily. (In-store returns remain free.) The return window and any applicable restocking fees are outlined in their ecommerce return policy, helping set clear expectations for customers.
  • J.Crew: The official returns FAQ notes that using the prepaid return label costs $7.50 for any number of items, which is deducted from the refund. Exchanges, however, are offered at no charge. Their policy details the return window and any restocking fees for certain items.
  • T.J. Maxx/Marshalls: Both retailers’ sites say that any return by mail incurs an $11.99 shipping-and-handling fee (per package). Again, in-store returns for online orders remain free of charge. Their ecommerce return policies specify the return window and clarify when restocking fees may apply.

In each case, the flat fee mirrors the amounts reported in the press. For example, ABC News notes “Marshall’s and T.J. Maxx charge $11.99 per package… Macy’s charges $10” (the $9.99 is often rounded to $10 in coverage). These updated policy details illustrate how return fees have moved from rumor to reality. (Retailers emphasize that avoiding the fee is possible by returning in-store, but that still means accepting returns as a cost of operations. Clear policies on when and how merchants accept returns, including any restocking fees, are essential for compliance and customer trust.)

Industry Outlook: Retail and logistics surveys indicate this trend will continue. In a recent NRF report summary, 64% of merchants said updating their returns process is a priority. Retailers are striking a new balance: maintaining customer goodwill while protecting their margins. For mid-market brands, the lesson is clear: treat returns as a cost center, not a free bonus. Expect return fees, tighter deadlines or other policies such as clearly defined return windows and restocking fees to roll out as standard practice, and plan your operations accordingly. Having a return policy that is easy to find and understand can reduce customer frustration and increase sales. Clear return policies that are easy to find and understand improve customer experiences, build trust, and encourage repeat business.

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Frequently Asked Questions

Why are returns costly for retailers?

Returns touch almost every part of the retail operation. Every return generates a host of expenses before a refund is even issued. Key cost components of handling a return include:

  • Return shipping: Even if retailers use a prepaid label, they ultimately pay the carrier. This often runs on the order of $7–$15 per package, depending on weight and distance.
  • Processing labor: Warehouse teams must unpack, verify, and inspect returned items. Typical labor costs add roughly $5–$9 per return (about 12–18 minutes of work).
  • Restocking and materials: If original packaging is damaged, retailers spend on replacement materials, labels, and packing (often $1–$3 extra). Even time spent relabeling or condition-checking adds to cost.
  • Inventory impact: While an item is being returned (often 7–14 days in transit and processing), it sits off the market and cannot generate new sales. This delay can mean lost revenue—imagine a dress returned at Christmas, which might have sold again if it were immediately available. One analysis quantified this “down time” cost as tens of thousands of dollars in foregone margin for a mid-size retailer.
  • Markdowns and write-offs: Not all returns can be resold at full price. Studies show 15–25% of returned goods require discounting or disposal. At a 40% markdown, a $45-margin item loses $18 margin; at worst it loses the full $45 if unsaleable. Over a year, markdowns can add hundreds of thousands in hidden losses for a mid-sized retailer.
  • Refund fees: The financial transaction itself has a cost. Returns incur payment processing fees (around $2–$3) since the retailer is refunding money and still paying credit-card networks.
  • Customer service: Each return can spawn multiple service interactions. Industry benchmarks suggest 2–3 inquiries per return (authorization, status check, refund query), with up to 10–12 minutes of support time each. This represents a non-trivial operational expense.

When tallied together, these costs convert returns from a small blip into a significant drag on profits. Bizowie’s breakdown demonstrates how the “gross margin” on a sale can evaporate once reverse logistics are factored in. Retailers might earn a 45% margin on a fashion item, only to see it cut by 55–65% after return handling, markdowns, and fees. In balance-sheet terms, returns directly shrink net revenue and increase selling expenses.

What sources were leveraged for return policy and cost data?

The information above is drawn from official retailer sites and industry reports. For example, Macy’s, JCPenney and J.Crew customer-service pages explicitly show their return shipping fees. T.J. Maxx and Marshalls policy pages list the $11.99 return fee. News coverage and industry surveys provide context and stats: Good Morning America (via ABC15) reports retailer fees for Macy’s, JCPenney, J.Crew and others;  and CBS News cite NRF/Happy Returns data (72% of retailers charging fees, cost breakdowns); and a Supply & Demand Chain Executive summary of the 2025 NRF returns report provides detailed percentages on return costs and policies.

  • https://www.abc15.com/news/smart-shopper/what-to-know-about-new-return-fees-timelines-from-retailers-for-holiday-gifts#:~:text=This%20holiday%20gift,fee%2C%20which%20is%20money%20custom
  • https://www.cbsnews.com/philadelphia/news/holiday-shopping-extended-return-policy/#:~:text=Return%20and%20restocking%20fees
  • https://www./news/saving-smarter/holiday-shoppers-face-growing-return-fees-as-retailers-cut-back-on-free-policies#:~:text=A%20new%20National%20Retail%20Federation,items%20back%20in%20many%20cases
  • https://online-shopping-free-return-policies/#:~:text=According%20to%20a%20report%20released,last%20year
  • https://www.modernretail.co/operations/the-case-for-and-against-return-fees/#:~:text=One%20of%20the%20biggest%20reasons,19%20pandemic
  • https://erp-for-high-return-ecommerce-managing-reverse-logistics-without-margin-erosion#:~:text=The%20economics%20are%20sobering,attributable%20to%20reverse%20logistics%20costs

Written By:

Manish Chowdhary

Manish Chowdhary

Manish Chowdhary is the founder and CEO of Cahoot, the most comprehensive post-purchase suite for ecommerce brands. A serial entrepreneur and industry thought leader, Manish has decades of experience building technologies that simplify ecommerce logistics—from order fulfillment to returns. His insights help brands stay ahead of market shifts and operational challenges.

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TikTok’s USPS Label Requirement Is Not a Carrier Change. It’s a Control Shift

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TikTok Shop is ending an era of seller-controlled shipping, at least for USPS. Starting January 1, 2026, any order shipped via the U.S. Postal Service on TikTok’s marketplace must use a postage label purchased through TikTok Shipping. If a seller attempts to use a USPS label generated outside TikTok, for example through Shopify, ShipStation, a 3PL’s postage account, or a direct USPS account, TikTok can reject that shipment as non-compliant. This is not a USPS policy change. It is a TikTok enforcement change that moves a core part of fulfillment from a seller-owned workflow into platform-owned infrastructure.

That distinction matters because the operational blast radius is larger than “broken integrations.” Shipping labels sit at the intersection of cost control, SLA compliance, fraud prevention, and data visibility. By forcing USPS label purchase inside TikTok Shipping, TikTok is not just altering a carrier preference. It is asserting control over how sellers execute fulfillment on-platform and making external tooling, negotiated rates, and flexible routing conditional. This article breaks down what is changing on January 1, why TikTok is implementing it, how the ecosystem is reacting, and what it signals about the future of shipping software inside closed commerce ecosystems.

TikTok USPS Shipping: New Label Rule (Effective Jan 1, 2026)

TikTok Shop communicated to sellers that USPS shipping labels must be purchased and printed through TikTok Shipping starting January 2026, with sellers expected to be ready by December 31, 2025 to avoid fulfillment disruptions. Starting January 2026, all USPS shipping labels must be purchased and printed through TikTok Shipping, and sellers must complete all necessary adjustments by December 31, 2025, to avoid disruption in order fulfillment. In practical terms, if USPS is selected as the carrier under a seller-shipping workflow and the label is not generated through TikTok’s system, the shipment can fail or be rejected at the platform layer.

It is important to keep causality straight. This is not USPS changing label requirements for ecommerce sellers. TikTok’s policy is the gating mechanism. Retail coverage notes that TikTok did not provide a detailed reason for the change and that USPS declined to comment when asked. That silence is part of why operators should treat this as a platform control move rather than a carrier-driven shift.

To understand why this breaks so many existing workflows, look at how most multichannel stacks are built. TikTok order data flows into an OMS, Shopify, or shipping platform. Labels are generated in a single console for all channels, often using negotiated rates tied to aggregate volume. That consolidated model reduces cost and error. TikTok’s new rule unbundles it for USPS specifically by forcing label generation back into TikTok Shipping for that carrier lane, even if every other channel still runs through a unified shipping tool. Stores will need to adjust their order fulfillment processes to ensure they ship orders using USPS labels purchased through TikTok Shipping, in compliance with the new requirements. If sellers use third-party services like Shopify or ShipStation, they should confirm whether those services support TikTok Shipping to ensure seamless order fulfillment. Sellers must now ship orders using USPS labels purchased directly through TikTok Shipping, which impacts how stores manage their shipping workflows.

Sellers can reach out to their account manager or seller support for assistance with setup and troubleshooting during the transition from in-house warehouse to a 3PL or onboarding process transition.

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Introduction to TikTok Shipping

TikTok Shipping is TikTok Shop’s dedicated logistics solution, designed to simplify and optimize the shipping process for sellers on the platform. By leveraging TikTok Shipping, sellers can purchase and print USPS labels directly from the TikTok Shop Seller Center, ensuring full compliance with the latest USPS label requirements. This integrated shipping service streamlines fulfillment, helping sellers cut shipping costs and reduce manual errors while improving delivery speed and reliability.

For TikTok Shop sellers, TikTok Shipping offers exclusive discounted shipping rates, making it an affordable option for businesses of all sizes. The platform’s logistics tools are built to support seamless order fulfillment, from label creation to package tracking, all within the Seller Center. Sellers can easily access step-by-step instructions and support resources in the TikTok Shop Seller Center to get started with TikTok Shipping and ensure their shipping process is both efficient and compliant.

By centralizing label creation and shipping management, TikTok Shipping empowers sellers to focus on growing their shop while maintaining high standards of fulfillment and customer satisfaction. For more information on setting up TikTok Shipping, please refer to the TikTok Shop Seller Center.


TikTok Shop Overview

TikTok Shop is a global ecommerce marketplace that enables sellers to list, promote, and sell products directly to customers through the TikTok platform. With the upcoming changes effective January 2026, TikTok Shop now requires all USPS shipping labels for shop orders to be purchased and printed exclusively through TikTok Shipping. This ensures that every shipment is properly verified and meets carrier compliance standards.

Sellers can manage their entire shipping process within the TikTok Shop Seller Center, where they can generate USPS shipping labels, track shipments, and monitor order status. TikTok Shop offers a range of shipping options—including USPS, FedEx, and UPS—allowing sellers to select the most cost-effective and reliable carrier for each order. By integrating with TikTok Shop’s fulfillment logistics tools, sellers can streamline their shipping operations, reduce shipping costs, and deliver a better experience to their customers.

The platform’s robust logistics and shipping features are designed to help sellers scale their business, maintain compliance, and keep fulfillment running smoothly. Whether you’re shipping with USPS, FedEx, or UPS, TikTok Shop provides the tools and support needed to manage shipping labels, track packages, and ensure timely delivery—all from a single, centralized platform.


Why Is TikTok Forcing In-Platform USPS Labels?

On the surface, the rule looks like a technical integration change. Operationally, it is a structural shift in who “owns” shipping. Marketplaces increasingly treat shipping as platform infrastructure because shipping is where marketplaces can enforce service levels, reduce fraud, standardize tracking, and capture operational data. TikTok’s new requirement is consistent with that trajectory. Retail coverage frames it as TikTok tightening shipping options and increasing control over the shipping process for orders made on-platform.

For any business aiming to succeed and scale on TikTok Shop, understanding and utilizing TikTok Shop’s shipping solutions is essential. Leveraging these services can help businesses improve logistics efficiency and reduce costs, making them crucial for growth on the platform.

There are several plausible motivations supported by how marketplaces operate and by signals in community discussions and TikTok’s own documentation. None require assuming USPS forced anything. Instead, they align with platform incentives.

1) Control and compliance at the label layer

Labels are where compliance becomes enforceable. If TikTok controls label purchase, it can enforce that shipping method, service level, postage payment, and tracking format meet its requirements. This reduces ambiguity around whether postage was paid correctly and whether tracking numbers are valid for the carrier selected. Community discussions around the change repeatedly point to “verification failures” and workflow breaks when USPS labels originate outside TikTok. The key point is that TikTok is not merely reading tracking data. It is validating how that tracking was created.

2) Data ownership and performance measurement

When labels are generated externally, the marketplace receives tracking after the fact. When labels are generated internally, the marketplace captures more complete metadata at creation time, including service selection, expected transit profile, origin location, and timing. That data enables tighter measurement of seller performance and can support automated enforcement for late shipments, scanning delays, and delivery exceptions. TikTok’s shipping documentation emphasizes standardized shipping options and built-in label creation across carriers, which is consistent with a desire to instrument shipping performance inside the platform.

3) SLA enforcement and buyer experience

TikTok is still scaling its marketplace trust layer. Standardized tracking and consistent label origination help reduce cases where orders show “shipped” but never progress, or where tracking numbers do not match the carrier used. Providing consistent tracking updates helps build trust and satisfaction among buyers, as they can reliably monitor their orders. When TikTok controls USPS shipping labels, it enables better service to buyers through more reliable delivery and timely tracking updates. Operators often treat these as edge cases, but at marketplace scale they become reputational risk. Centralizing label creation is a way to reduce variability and make SLA enforcement more consistent, even if the operational burden shifts onto sellers and fulfillment partners.

4) Platform economics and leverage over shipping cost

This is where many sellers jump too quickly into conclusions. It is possible for marketplaces to capture economic value in the shipping layer through negotiated rates, program fees, or behavioral steering. But the more defensible operator interpretation is simpler: the platform gains leverage. Once label purchase is inside the platform, the platform can change allowed services, eligibility, and enforcement rules without waiting for third-party tooling to catch up. That leverage is the strategic asset. By controlling label purchase, the platform can also influence shipping costs, and sellers may benefit from TikTok’s negotiated USPS rates, which can be more competitive than standard retail postage prices. The postage margin, if any exists, is secondary to control.

How Different Players Are Affected: An Ecosystem Vibe Check

To understand why this change matters, it helps to run a quick “vibe check” across the ecosystem. Not in the social sense, but in the operational sense: who gains control, who loses flexibility, and who has to rebuild workflows. The impact of the policy change varies across other regions, affecting both international imports and domestic distribution, which can influence fulfillment processes and compliance requirements.

For more details on regional impacts and compliance, refer to the official TikTok Shop Seller Center documentation.

TikTok Shop

TikTok is positioning itself as a logistics orchestrator rather than a passive order source. Retail coverage notes that TikTok did not give a detailed explanation, but the action itself is explanatory: TikTok is tightening the set of permissible workflows. This is how marketplaces mature. They start as permissive demand engines, then become rule engines once volume and risk justify standardization.

There is also a timing signal. TikTok communicated readiness expectations by the end of 2025, which indicates TikTok anticipates disruption and is willing to accept short-term friction to gain long-term control. That willingness is a tell. Platforms do not impose workflow-breaking requirements unless they believe the ecosystem will adapt because the demand is valuable enough.

USPS

USPS is not the actor driving this policy. USPS still delivers packages and still provides labels through its normal channels. But USPS becomes “gated” behind TikTok’s shipping interface for TikTok Shop orders. Retail reporting highlights that USPS declined to comment when asked, which reinforces the view that this is a marketplace enforcement decision, not a Postal Service mandate.

The operational consequence is that USPS becomes less directly accessible as a cost lever for TikTok sellers. Sellers who relied on their own commercial pricing, third-party postage accounts, or pooled 3PL rates now have to compare those against whatever TikTok Shipping offers and decide whether to keep USPS on TikTok at all. USPS is often considered the most affordable option for small and light products, and many TikTok Shop sellers find it to be the only affordable shipping option for these items.

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Shipping software providers and integrations

This is where the “broken integrations” story is real, but incomplete. The deeper issue is that shipping software becomes a conditional participant. In the ShipStation community thread discussing TikTok’s notice, sellers focus on what happens when USPS is selected under seller shipping and labels are not TikTok-generated, and the thread references TikTok directing partners to an “ERP docking solution” contact for integration pathways. New restrictions on USPS label generation directly impact seller shipping orders, especially for those using third-party platforms. That framing matters: the platform is positioning external software as an allowed integration, not the system of record.

For operators, the risk is not only that a feature breaks. The risk is that shipping software loses its role as the unified label layer across channels. If each marketplace starts asserting ownership over labels for a subset of carriers, the “single pane of glass” model fragments. Teams either accept fragmentation or rebuild orchestration logic that can handle marketplace-owned label flows without losing internal cost visibility.

For detailed integration steps and support, please refer to the TikTok Shop Seller Center or official integration guides.

3PLs and fulfillment operators

3PLs feel this immediately because they operate at the workflow layer. A 3PL typically prints labels in its own WMS or shipping system, often consolidated across many clients. TikTok’s policy can force a carve-out where TikTok-USPS labels must originate inside TikTok Shipping, which introduces operational complexity: another label source, another failure mode, another reconciliation path. However, sellers can still work with non-USPS carriers outside of the TikTok Shipping system after the new policy takes effect, allowing for more flexible order fulfillment options.

Retail coverage includes an example of a 3PL opting not to use TikTok Shop labels because it adds complexity and pressures margins, and instead considering shifting TikTok orders to other carriers while acknowledging the cost tradeoff for lightweight items where USPS is often the cheapest option. This is a pragmatic response: operators will route around constraints or explore 3PL options if the constraint increases error rate or labor cost, even if postage is higher.

US-based sellers

US sellers have the most options, but also the most decisions to make. If your TikTok catalog skews small and light, USPS is often the margin-preserving carrier. If TikTok Shipping USPS rates are competitive and the label workflow is stable, many sellers will keep USPS and adapt. If rates are worse or workflows create failure risk, sellers may shift to UPS or FedEx for TikTok orders and accept higher cost as the price of operational consistency.

The most common operational mistake is treating this as a one-time switch. In reality, sellers will likely end up with a hybrid model: USPS via TikTok Shipping when economics justify it, and other carriers through existing systems when control and automation matter more. If sellers wish to continue to work directly with logistics service providers, they will need to choose carriers other than USPS. That hybrid increases complexity, which is exactly why this policy is a control shift. It forces sellers to reorganize around TikTok’s preferred infrastructure.

International sellers

International sellers face a sharper edge. A key reason many cross-border sellers compete in the US is the ability to use postal networks and cost-effective handoffs. For sellers importing goods from China, reliable logistics partners are essential to manage cross-border shipping and comply with TikTok Shop’s shipping label regulations. The Courier Mail coverage (Australia) signals that the rule could price some Australian sellers out of the US market by restricting the use of standard international post pathways, effectively forcing more expensive shipping alternatives for reaching US customers. The exact operational impact will vary by seller setup, but the direction is clear: when a marketplace gates access to a low-cost carrier option, cross-border economics change fast.

This also highlights why it is inaccurate to frame the change as “TikTok switching carriers.” TikTok is not replacing USPS. TikTok is changing the governance model for how USPS can be used on TikTok orders. That governance model disproportionately impacts sellers whose competitive advantage depends on flexible, low-cost postal access.

Additionally, TikTok Shop operates as a ‘fourth-party logistics provider’ (4PL), purchasing postage directly from USPS and selling the labels to creators.

Shipping Label Options Under the New Rule

With the new requirement taking effect January 1, 2026, TikTok Shop sellers must adapt their shipping process to ensure all USPS shipping labels for TikTok Shop orders are purchased and printed directly through TikTok Shipping. This change means that traditional methods—such as generating USPS labels via third-party shipping software, direct USPS accounts, or external fulfillment platforms—are no longer accepted for TikTok Shop shipments using USPS. Instead, TikTok Shipping becomes the single source of truth for USPS label creation on the platform.

For sellers, this narrows the shipping label options for TikTok Shop orders to two main paths:

  1. USPS Labels via TikTok Shipping: If you choose USPS as your carrier for TikTok Shop orders, you must generate and print your shipping labels using TikTok Shipping. This is managed through the TikTok Shop Seller Center, where you can access TikTok Shipping labels, track shipments, and ensure your fulfillment process aligns with the platform’s new requirement. This integration is essential for compliance—any USPS label not created through TikTok Shipping risks shipment rejection or fulfillment disruption.
  2. Other Carriers via Existing Systems: For non-USPS carriers (such as UPS or FedEx), sellers can continue to use their preferred shipping software or fulfillment solutions to generate shipping labels, as long as those carriers remain label-flexible within TikTok Shop’s seller shipping workflow. However, USPS is now gated behind TikTok’s system, so this flexibility does not apply to USPS shipments.

To stay compliant and avoid fulfillment issues, sellers should review their current shipping process and ensure that TikTok Shipping is fully integrated for USPS label creation. This may involve updating order management workflows, training fulfillment teams on the new label generation steps, and confirming that all TikTok Shop orders using USPS are processed through the TikTok Shop Seller Center. By proactively adapting to this new requirement, sellers can maintain smooth fulfillment, accurate tracking, and a positive customer experience on TikTok Shop.

Ultimately, the new rule centralizes USPS label creation within TikTok’s ecosystem, making it critical for sellers to align their shipping operations with TikTok Shipping. This shift not only ensures compliance but also supports a more streamlined and platform-approved fulfillment process for all TikTok Shop orders shipped via USPS.

Order Management and Compliance Under TikTok’s New Label Rule

With TikTok’s new USPS label rule taking effect, order management and compliance are more important than ever for TikTok Shop sellers. To remain compliant, sellers must use TikTok Shipping for all USPS shipments—meaning USPS labels must be purchased and printed directly through the TikTok Shop Seller Center. Using external shipping tools or platforms for USPS labels is no longer permitted for TikTok Shop orders, and non-compliance can result in delivery issues, tracking problems, or even order cancellations.

To avoid these risks, sellers should review the TikTok Shop Seller Center for detailed guidance on setting up and using TikTok Shipping. The Seller Center provides resources for managing shop orders, generating shipping labels, and tracking shipments, making it easier to stay organized and compliant. If you encounter any challenges during the transition, Seller Support and your Account Manager are available to assist with troubleshooting and best practices.

By following the new label rule and managing all USPS shipments through TikTok Shipping, sellers can ensure their orders are verified, compliant, and delivered efficiently. This not only reduces costs and fulfillment headaches but also helps maintain high customer satisfaction and account health. For ongoing support and updates, please refer to the TikTok Shop Seller Center and stay connected with your Seller Support team.

The Bigger Picture: Marketplace Control and the Future of Shipping Software

Zoom out and this looks less like a TikTok-specific update and more like a marketplace maturity pattern. Marketplaces want to own the fulfillment experience because fulfillment is where customer trust is won or lost. Owning labels is a direct way to own fulfillment because labels are the starting point for tracking truth, on-time metrics, claims, and dispute resolution.

TikTok’s own Seller University documentation positions TikTok Shipping as a built-in system offering label creation across carriers. TikTok’s shipping service provides integrated shipping label creation and several shipping options from FedEx, UPS, and USPS, making it essential for sellers to use the approved shipping service for compliance, cost savings, and reliable logistics. When a marketplace documents shipping as a platform-native workflow rather than a seller-owned workflow, it is signaling how it intends the ecosystem to operate. The USPS requirement is an enforcement step that makes that intention real.

The contrarian insight is that this is not primarily a “carrier” story. It is a software boundary story. Shipping software historically sat outside marketplaces as the orchestration layer. This change moves the boundary inward. If other marketplaces follow, external shipping tools will still matter, but more as routing and reporting systems that integrate into platform-owned label endpoints, rather than as the origin point for every label across every channel.

That shift has second-order consequences: pricing visibility gets harder, reconciliation becomes multi-source, and operational teams have to manage exceptions across platforms rather than inside a single tool. In other words, platform control increases, and operator workload can increase with it unless internal processes adapt.

Implications for Ecommerce Operators

If you run fulfillment, this policy forces a set of tactical decisions and a strategic reframe. The tactical decisions are about compliance by January 1. The strategic reframe is about how much of your shipping stack is truly “yours” when marketplaces can change label governance with a policy update.

1) Audit your TikTok shipping decision tree, not just your carrier mix

Many teams will ask, “Should we keep using USPS?” The better question is, “What routing logic do we want for TikTok orders given that USPS labels must originate in TikTok Shipping?” For some catalogs, keeping USPS makes sense. For others, forcing a separate label source creates error risk that outweighs postage savings. You need to model both cost and workflow reliability.

2) Stress test failure modes before peak volume hits

The hidden cost of marketplace-owned shipping flows is exception handling. What happens if TikTok Shipping label creation is down? What happens if a label is voided and needs to be reissued? What happens if your WMS expects label creation inside your existing system for scan-to-pack? These are not edge cases for a warehouse. They are daily realities. Delivery issues can arise from tracking discrepancies, non-compliance, or improper label attachment, especially under new shipping policies. Proper label attachment is critical; labels must be flat on the largest surface of the package to avoid scanning failures. Seller community threads show sellers already anticipating workflow breaks tied to USPS selection under seller shipping. Use that as a warning signal to test early and document workarounds.

3) Align with your 3PL on who owns the label step

If you use a 3PL, this change can force contract-level and process-level alignment. Some 3PLs may refuse to operate inside TikTok Shipping because it adds tooling overhead and complicates margin. Others may accept it but charge for the additional complexity. Either way, you need a clear operating model: does the 3PL generate TikTok Shipping labels on your behalf, or do you route TikTok orders to carriers that remain label-flexible?

4) Prepare finance for multi-source postage and reconciliation

When label purchase is split across systems, invoice and cost attribution can drift. TikTok Shipping labels may be billed differently than your normal postage accounts. If you are used to pulling all postage spend into a single reporting view, that view will fragment. Build a reconciliation plan now so that the first month of 2026 does not become a “we cannot explain shipping margin” month.

Managing Shipping Services Under TikTok’s New Constraints

This is not a recommendation to use any particular tool. It is an operational reality: if you sell on TikTok Shop and want to use USPS for those orders, you have to treat TikTok Shipping as the source of truth for that USPS label flow. TikTok’s Seller University shipping overview frames TikTok Shipping as a built-in pathway for label creation and carrier options, which signals how TikTok expects sellers to operate. Upgraded TikTok Shipping is also available as an advanced logistics solution, offering integrated carrier management, automated shipping label issuance, and streamlined operations for sellers.

That means operators should formalize a policy for TikTok orders, similar to how they formalize policies for other channels: which SKUs qualify for USPS, which qualify for alternative carriers, and which require stricter delivery control. The difference is that the governing platform now owns one of the core levers, label origination, for a major carrier option. For non-urgent deliveries of lightweight items, USPS Ground Advantage is the primary budget-friendly option.

For many teams, the cleanest operational approach will be to segment TikTok fulfillment into one of two lanes:

  • Lane A: USPS shipments where TikTok Shipping label creation is used intentionally and integrated into pack workflows.
  • Lane B: Non-USPS shipments where existing shipping systems remain the label origin point, preserving negotiated rates and automation.

The goal is to make the complexity explicit rather than letting it leak into daily operations as ad hoc exceptions.

Preparing for the Change Before January 1, 2026

Preparation is less about flipping a switch and more about making sure your operation does not get trapped between systems on day one. Retail coverage notes TikTok told sellers to be ready by December 31 to avoid disruptions. Treat that as a minimum bar.

To ensure a smooth transition, follow the following steps:

  • Review your current shipping process and identify any dependencies on previous carriers.
  • Update your shipping software or platform settings to integrate TikTok USPS shipping.
  • Verify package weight and dimensions accurately to avoid disputes and fees with USPS.
  • Train your staff on new label printing and package drop-off procedures.
  • Monitor your first shipments closely for any issues or delays.

A practical readiness checklist operators actually use

  • Run a controlled test batch: generate TikTok Shipping USPS labels for a small set of real orders and validate scan-to-pack, tracking sync, and customer notifications.
  • Document your exception paths: voids, reprints, address corrections, label creation downtime, and carrier swaps.
  • Train fulfillment staff: the people printing labels need a stable workflow and clear escalation paths.
  • Confirm 3PL capabilities: verify whether your partner will operate inside TikTok Shipping for USPS or requires you to route away from USPS for TikTok orders.
  • Update your cost model: compare TikTok Shipping USPS pricing versus your existing USPS rate structure, especially for lightweight SKUs where USPS is the primary margin lever.

Notice what is not on this list: “wait and see.” Marketplace enforcement dates tend to arrive exactly when promised. The operational risk of waiting is not theoretical. It shows up as canceled orders, late shipment defects, and customer support volume when labels fail validation.

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Conclusion: This Is Not a USPS Change. It Is a Marketplace Control Shift.

TikTok’s USPS label requirement is best understood as a governance shift in how marketplaces assert control over fulfillment. TikTok is moving USPS label origination into TikTok Shipping, which makes external shipping tools and negotiated postal workflows conditional rather than default. Retail reporting frames the move as TikTok tightening shipping options and increasing control over shipping processes. Seller and software communities are already signaling operational concern about workflow failures when USPS is selected under seller shipping. TikTok’s own shipping documentation positions platform-native label creation as the intended operating model.

The actionable takeaway for operators is not “pick a new carrier.” It is “assume marketplaces will continue to pull logistics infrastructure inward.” If you want to avoid being surprised by the next control shift, build fulfillment processes that can tolerate platform-owned label flows while preserving internal cost visibility, reconciliation discipline, and exception management.

Frequently Asked Questions

What exactly is TikTok’s USPS shipping requirement starting January 1, 2026?

Starting January 1, 2026, TikTok Shop requires that USPS shipping labels for TikTok orders be purchased and printed through TikTok Shipping. USPS labels generated outside TikTok, such as through Shopify, ShipStation, a 3PL postage account, or a direct USPS account, can be rejected for TikTok Shop orders.

Is this a USPS policy change?

No. This is a TikTok Shop enforcement change. Retail coverage notes USPS declined to comment, and the policy is communicated as a TikTok platform requirement rather than a Postal Service rule update.

Why would TikTok force sellers to buy labels inside TikTok Shipping?

The most supported operational reasons are control and compliance, better data visibility at label creation, tighter SLA enforcement through standardized workflows, and reduced tracking and label fraud risk. The change also increases TikTok’s leverage over fulfillment rules because label origination becomes platform-owned infrastructure.

What breaks for sellers using Shopify or shipping software tools?

If your workflow relies on generating USPS labels in an external system, TikTok orders using USPS can fail validation because TikTok expects the USPS label to originate inside TikTok Shipping. Community threads in ShipStation and seller forums focus on this exact failure mode and the resulting integration pressure.

How does this affect 3PLs and fulfillment centers?

3PLs may need to add TikTok Shipping as a separate label source for USPS, which increases tooling complexity, exception handling, and reconciliation work. Some fulfillment operators may shift TikTok orders to other carriers to avoid the operational overhead, even if that raises postage cost for lightweight shipments where USPS is typically cheapest.

Why is this especially disruptive for international sellers?

International sellers often depend on low-cost postal pathways to compete in the US. Coverage of the policy change signals that restricting how USPS can be used on TikTok orders may force some international sellers into higher-cost shipping options, altering unit economics quickly.

Written By:

Rinaldi Juwono

Rinaldi Juwono

Rinaldi Juwono leads content and SEO strategy at Cahoot, crafting data-driven insights that help ecommerce brands navigate logistics challenges. He works closely with the product, sales, and operations teams to translate Cahoot’s innovations into actionable strategies merchants can use to grow smarter and leaner.

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Why Holiday Returns Are Hitting Earlier Than Expected – and What That Means for Ecommerce Operations

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Introduction

Holiday returns still peak after Christmas, but a growing share of holiday-season returns is now occurring during the peak season itself. In other words, more shoppers are sending back items before Christmas Day than in years past. Many retailers have introduced an extended return window for holiday purchases, but are also increasingly implementing return fees. This shift in timing means ecommerce operations must handle significant return volumes in December, concurrently with fulfilling record outbound orders, straining fulfillment networks, carrier capacity, and reverse logistics processes.

According to Seel’s 2025 Returns and Refunds Report, return activity during November and December is 16% higher compared to other months. In short, consumers are buying earlier, returning sooner, and expecting faster refunds. The operational impact is compounded by the need to process returns under new fee structures and longer return windows. While the traditional post-holiday return rush (in the week after Christmas and early January) remains massive, a notable portion of returns is now hitting ahead of Christmas. This article explores what’s driving holiday returns to hit earlier, why it’s not just about gifts, and what it all means for ecommerce operations’ cash flow, inventory, and fulfillment systems.

The Early Returns Trend: A New Holiday Season Pattern

Not long ago, “holiday returns” essentially meant post-Christmas returns. Industry data shows nearly 18% of all holiday purchases are typically returned between December 26 and January 31. Retailers even coined events like National Returns Day in early January to brace for the flood of unwanted gifts. That peak still exists – but now another returns wave is swelling before Christmas.

Logistics insiders first saw this pattern emerging several years ago. UPS surprised many by predicting holiday returns would peak before Christmas in 2018 – and it did. On December 19, 2018 (a week before Christmas), UPS handled a record 1.6 million return packages that day. This was higher than the returns on the traditional early-January peak in prior years. UPS and others observed a two-peak returns season: one spike just before Christmas, then the usual surge right after New Year’s.

Most retailers now offer extended return windows for items purchased as early as October, with most major retailers extending their return windows to late January 2026 for the 2025 holiday season. Amazon allows most holiday purchases made between Nov. 1 and Dec. 31 to be returned until Jan. 31, 2026.

What caused that early return spike? A combination of shoppers buying earlier and returning earlier. In 2018, retail analysts noted that consumers had started shopping for holiday deals sooner – over 55% of shoppers had begun buying by early November – and consequently, some returns were initiated well before December 25. In effect, “buy earlier, return earlier” became a new behavior pattern. For the 2025 season, items purchased in October are often included in these extended holiday return policies offered by most retailers. Fast-forward to 2025, and that pattern has only grown. As one report summarizes, “shoppers are buying earlier, returning sooner and expecting faster refunds”. Holiday returns still spike after Christmas, but now much more return activity is pulled into December than anyone expected a decade ago.

Gift Returns vs. Behavior-Driven Returns

How can returns increase before Christmas without contradicting the obvious fact that people haven’t received their gifts yet? The key is understanding that not all holiday-season returns are gift returns. In fact, the early returns surge is largely driven by behavior-driven returns (from shoppers themselves) rather than recipients returning unwanted gifts.

Gift returns are essentially calendar-locked: Most gifts aren’t even unwrapped until Christmas, so any return or exchange by the recipient will naturally happen after December 25. Retailers accommodate this with extended holiday return windows – for example, Amazon, Walmart and others allow most items bought in October–December to be returned until late January. This means a sweater bought for Dad on Black Friday can still be returned after the holidays, so there’s no reason (and usually no ability) for the recipient to return it before Christmas. Historically, about 45% of gift returns happen in the week between Dec 26 and New Year’s, and roughly 50% more occur in January. Gift returns still follow that cadence, tied to the holiday calendar.

Many major retailers have specific extended holiday return windows for 2025-2026: Walmart extends its return policy for items purchased between Oct. 1 and Dec. 31 to Jan. 31, 2026; Target extends its return window for most Target purchases made between Nov. 1 and Dec. 24 to Jan. 24, 2026; Best Buy allows returns for items purchased between Oct. 31 and Dec. 31 until Jan. 15, 2026; Macy’s extends its return policy for items purchased between Oct. 6 and Dec. 31 to Jan. 31, 2026; Kohl’s extends its return policy for purchases made between Oct. 5 and Dec. 31 to Jan. 31, 2026; Sephora extends its return policy for purchases made between Oct. 31 and Dec. 30 to Jan. 30, 2026; and Ulta Beauty allows returns for purchases made between Nov. 1 and Dec. 31 until Jan. 31, 2026. Note that Target Plus items may have different return windows than most Target purchases, and some categories—such as Apple products and Beats products—may be excluded from these extensions or have shorter return periods. Retailers often specify exclusions for certain items, such as “excluding Apple,” and Beats products may have their own unique return policies.

Behavior-driven returns, on the other hand, follow a different logic. These are returns generated by the purchaser’s own decisions and shopping behavior during the season, not by gift recipients. Several modern trends have supercharged these returns during the holidays:

  • Self-Gifting and Early Deals – Holiday sales now start early (think October Prime Days, Black Friday in early November), and shoppers often buy items for themselves alongside gifts. By mid-season, they may decide to return items they bought for personal use – for example, returning a splurge purchase or an upgraded gadget they second-guessed. The first wave of holiday returns “is thought to be more from people shopping for themselves… ‘It’s not just about shopping for gifts,’” noted one returns executive. Shoppers jump on early discounts and, if they experience buyer’s remorse or find a better deal later, they send those items back before Christmas.
  • Bracketing and Try-Before-You-Buy – It’s increasingly common to order multiple variants (sizes, colors) of a product with the intention to keep one and return the rest. Shoppers treat generous return policies as a chance to “try before you buy.” For example, a customer might order three party dresses in early December, keep the one that fits best, and return the other two immediately. Nearly one-third of shoppers now return at least one item a year, and many see returns as a normal part of shopping. This behavior isn’t tied to gift-giving at all – it’s driven by the buyer’s own preference to sample and send back. As UPS’s Happy Returns noted, when people shop for themselves they often buy multiple sizes or options knowing they’ll return the extras, whereas for gifts they typically pick one item and wait (the gift “won’t be opened until Christmas and returned later”). The result? More returns mid-December from “change of mind” purchases and bracketing.
  • Higher Expectations (Instant Refunds & Convenience) – Shoppers today expect frictionless and fast returns. Many retailers and fintech services now offer immediate refunds (or refunds upon package drop-off) and encourage quick turnaround. Knowing they can get their money back fast, consumers are quicker to initiate returns rather than holding onto an item. Seel’s research emphasizes that “fast and fair refunds” are now considered part of the product experience, and slow refund processes will push shoppers away. This has created a mentality of “buy with confidence – you can always return it”, which naturally boosts return volume during the season. Customers don’t feel the need to wait; if an item isn’t right, back it goes, even if it’s mid-December, because they trust they’ll get their refund promptly.
  • Earlier Delivery Cutoffs & Missed Gifts – Many consumers try to avoid the last-minute shipping crunch (and the risk of gifts arriving late). Ironically, this can generate returns in December: if a shopper ordered a gift early but then discovers by mid-December that it’s not suitable, they might preemptively return or exchange it before Christmas. For instance, ordering a toy in November but then returning it in December upon realizing the child already has it, in order to buy a different gift. In the past, they might have waited to handle it post-holiday, but today’s free-and-easy return policies encourage resolving it now. Additionally, if a backup gift is purchased because of shipping uncertainty, the redundant item might be returned before year-end once the primary gift arrives on time.

In summary, gift returns haven’t moved up – those still largely happen after the holidays (thanks to extended return periods and the nature of gift giving). It’s the non-gift returns that have “shifted left.” Shoppers’ proactive behaviors, personal purchases, and flexible buying tactics are generating early returns well before Santa’s sleigh departs. This explains how overall return volumes can climb in early/mid-December without defying the timing of gift exchanges. Retailers are essentially dealing with two waves of returns: one driven by consumer behavior (before Christmas) and one driven by gifts (after Christmas).

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Why Returns Are Increasing Before Christmas

Several industry analyses point to root causes behind the rise in December return activity. It’s not just one factor – it’s a confluence of changes in consumer behavior and retail practices:

  • Longer Holiday Shopping Season – The holiday shopping season has stretched out. With major sales starting as early as October, consumers are buying (and thus potentially returning) over a longer period. They are no longer concentrating all purchases in late December. A longer timeline naturally spreads out return events too. (Notably, in years when the calendar made the shopping period shorter, returns peaked more after Christmas; in longer seasons, some returns hit earlier.)
  • “Buy Now, Decide Later” Mindset – Economic jitters and abundant options have made shoppers more indecisive during peak season. Seel’s 2025 report notes that recession fears, job uncertainty, and buyer’s remorse are influencing shoppers to think extra hard about purchases. Many will buy an item just in case (perhaps to lock in a deal or ensure they have something in time), then later return it if they change their mind. The rise of free returns has essentially turned many holiday purchases into conditional trials. This wasn’t the case years ago when more sales were final.
  • Heightened Post-Purchase Standards – With retailers competing on customer experience, return policies have become very lenient (free return shipping, extended windows, no-questions-asked returns). Shoppers know this and hold retailers to high standards. If any issue arises – a product doesn’t meet expectations or a better alternative appears – they won’t hesitate to send an item back immediately. The vast majority of shoppers now say they wouldn’t even purchase an item if it lacked a return option. In short, easy returns are part of the deal, and consumers use them liberally during holiday season.
  • Delivery Issues and Weather Glitches – One big driver of early returns is delivery problems during peak season. When an item is delayed in transit or a package goes missing in mid-December, customers often react by reordering a replacement or buying an alternative locally – and then returning/canceling the late shipment when it eventually arrives (or filing for a refund because it never arrived on time). Seel’s data shows that delivery failures (late or undelivered packages) have become the dominant driver of return requests, accounting for about three-quarters of all return reasons on its platform. During the holidays, shipping carriers are stretched thin and weather events can wreak havoc on timetables. For example, the 2017 Christmas season saw major snowstorms that delayed deliveries, which in turn prompted many returns and taught consumers a lesson about not waiting until the last minute. In 2023 and 2024, some regions experienced blizzards and severe weather in mid-December; when gifts didn’t arrive by Christmas, customers often returned or refunded those orders. However, weather alone is not the primary cause of the broad shift toward earlier returns – it’s more of an amplifier. A storm in one year might spike delivery-related returns regionally, but the overall trend of returns creeping into December is happening even in normal years. (Still, it’s worth noting: in categories like fashion, “delivered too late” returns jumped 124% year-over-year, and missing-package claims rose 42%, indicating how late deliveries can translate to return volume. Bad weather in peak season just pours fuel on that fire.)
  • Consumer Awareness and Habits – Shoppers have become savvy about returns. Many people now plan for returns as part of holiday shopping. Surveys show consumers consciously factor in return options before purchasing, and many will initiate a return as soon as they decide an item isn’t working out, rather than procrastinating. There’s also a trend of immediate exchanges – for instance, buying two competing products (such as two different electronics) intending to return one once they compare. In years past, a customer might have waited until after the holidays to do this comparison and return; now it often happens in real time during December.

In essence, today’s holiday shopper is more flexible and less patient. If something’s not right, they’ll return it right away – peak season or not. As Laura Huddle of Seel puts it, retailers are facing shoppers who “be more thoughtful and take extra time thinking through purchases” and leverage trends like try-before-you-buy, which means more mid-season returns. All these factors have shifted some of the returns burden into the heart of the holiday period.

Operational Impact: Returns Strain During Peak Season

For operations and logistics teams, earlier holiday returns are a double whammy. Peak season (November through late December) is already the most intense time for fulfilling orders and managing inventory. Now, with returns hitting earlier, reverse logistics tasks overlap with the busiest outbound shipping weeks. To offset these operational costs, many retailers are adding fees or return fees, making it more expensive for customers to return items during the holiday season. This presents several challenges:

Shipping costs and certain fees are often non-refundable, meaning customers may not be reimbursed for these expenses when returning items. About 72% of retailers now charge for some returns, up from 66% last year. Many retailers charge return shipping fees for items returned by mail; for example, Macy’s charges a $9.99 return shipping fee unless the customer is a Star Rewards member. To avoid return shipping fees, customers should return items in-store whenever possible.

Fulfillment & Carrier Capacity Under Pressure

Warehouse and fulfillment centers that are calibrated to handle outbound order peaks in December are now seeing inbound return volumes at the same time. During a normal year, a retailer’s distribution center might shift focus to processing returns in early January, when order shipments slow down. But now those returns are arriving mid-December, when the facility is in full throttle picking, packing, and shipping mode for Christmas. The result is operational strain:

  • Overwhelmed Facilities – Processing returns (inspecting items, repackaging, updating inventory systems, etc.) requires labor and space. In December, both are at a premium. Many retailers simply lack the capacity to triage returns immediately during peak – leading to backlogs of unopened return packages piling up in corners of the warehouse. The influx can overwhelm return processing stations that were staffed for normal volumes. In 2025’s holiday season, many retailers discovered that their return systems, which functioned fine most of the year, broke under the peak load. As one analysis noted, 2025’s record online sales created a “tsunami of returns that exposed weaknesses in fulfillment systems”. Under the stress of simultaneous outbound and inbound surges, normal quality controls start to slip. There are reports of warehouse staff so busy rushing to meet ship deadlines that they make mistakes – sending wrong items, mislabeling packages – which in turn generate even more returns to process. It’s a vicious cycle: returns volume creates strain, strain causes errors, errors create more returns.
  • Carrier Networks Handling Returns – Shipping carriers (UPS, FedEx, USPS, etc.) also feel the impact. Their trucks and hubs in December are geared toward delivering gifts to customers; handling return pickups and shipments at the same time adds load. UPS observed that during the 2018 holiday push, returns doubled alongside outbound volume. In 2025, we’re seeing similar patterns. Carriers must allocate space for millions of return packages even as they race to get new orders delivered by Christmas. Most mailed returns may incur fees, as some retailers charge for mail-in returns, but many offer free in-store or designated drop-off options to help customers avoid these costs. This can lead to delays in return shipments (return packages moving slower through the network), which in turn slows down the refund process and can frustrate customers expecting fast refunds. It’s a delicate balance for carriers trying to optimize routes for both directions. In short, the reverse logistics pipeline goes into overdrive just when the forward logistics pipeline is at peak capacity.
  • In-Store Returns Lines – For retailers with physical stores, an earlier return trend means more people showing up to return items before Christmas. Customer service counters in December traditionally handle only sales and gift-wrapping, but now they may see customers bringing back online purchases or unwanted items in the middle of the holiday rush. This requires extra staffing and coordination at stores, which again is challenging when those same stores are crowded with shoppers. Some major retailers encourage bringing online returns to stores (to drive foot traffic or expedite processing), but in December that can backfire by adding to store staff workload during the critical sales weeks.

Cash Flow and Financial Timing

A less obvious but critical impact of returns shifting earlier is on cash flow and revenue recognition for retailers. In a typical cycle, many holiday purchases would be returned in January, effectively hitting the books in the next fiscal period (for many, Q1 of the new year). Now, with more returns in December, retailers are having to issue refunds before the year’s end, which can squeeze cash flow at a precarious moment:

  • Refund Outflows in Q4 – The holiday season brings a huge inflow of revenue in November and December. But if 10-15% (or more) of those sales are already boomeranging back as returns within December, that means a chunk of revenue is being reversed before year-end. Retailers must refund customers’ money (or credit their accounts) right when they are also spending heavily on marketing, shipping, seasonal labor, etc. For smaller ecommerce sellers, this can be a real liquidity crunch. They’ve paid to acquire the customer and ship the order, and now the sale falls through earlier than expected. One guide for Amazon sellers warns that the extended holiday return period can create “cash flow issues”, because Q4 sales aren’t truly settled until late January. When returns happen earlier, the uncertainty hits in Q4 itself. Retailers have less net cash from holiday sales on hand in December, which can disrupt buying budgets and year-end financial metrics.
  • Inventory and Revenue Uncertainty – Earlier returns also mean retailers have to account for potential markdowns and lost sales within the holiday quarter. For instance, an item returned on December 20 might be put back in stock (if processed quickly), but if it’s not resold by Christmas, it likely goes into clearance. The revenue loss or reduction from that return will hit Q4’s results, not Q1. This can make holiday quarter earnings less predictable. Retail finance teams now need to forecast return rates during the peak season and adjust revenue expectations accordingly. Essentially, the tidy separation where Q4 was “sales boost” and Q1 was “returns hit” is blurring. As a result, profit margins for Q4 can erode more than before due to earlier refunds and restocking costs.
  • Operational Expenses – Processing returns costs money: labor, inspection, repackaging, sometimes return shipping fees or disposal fees. If these costs ramp up in December, they add to an already expensive season (overtime wages, expedited shipping fees, etc.). Retailers might find their holiday operational costs increasing because they’re now doing both outbound fulfillment and reverse logistics concurrently. This dual burden can shrink the profitability of holiday sales. Many retailers count on the holiday spike to be their “black ink” period of the year – but heavier returns in-season chip away at that.

From a cash management perspective, businesses need to plan for higher reserve funds to cover refunds during December. Marketplaces like Amazon often hold a larger reserve from seller payouts in Q4 specifically to cover potential returns. Similarly, brands need enough liquidity to weather returns coming in early. If unprepared, a merchant could face a cash crunch fulfilling new orders while refunding others simultaneously.

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Inventory Recovery and Availability

One potential silver lining of earlier returns is the chance to get merchandise back in stock for resale during the holiday rush – but in practice this benefit is hard to capture with brittle systems. Ideally, if a customer returns a popular item on Dec 15, the retailer could quickly process it and have it available to sell to someone else by Dec 20 (still in time for last-minute shoppers). This would be great for recovering revenue and avoiding stockouts. However, the reality is that many retailers’ reverse logistics can’t move that fast in December. The result is a lot of valuable inventory tied up in return bins until January, which is effectively lost sales.

Key issues with inventory and earlier returns include:

  • Processing Speed – During off-peak times, a returned product might be inspected and restocked in a few days. During peak, that process can stretch to weeks. Each extra day a return sits unprocessed is margin lost on that item. For seasonal items or gifts, the time value is even higher – a toy or sweater returned on Dec 20 and not back on the shelf by Dec 24 is essentially missed opportunity. As one expert put it, “A seasonal item sitting unprocessed becomes unsellable” if it misses the window. Retailers with brittle systems might find themselves liquidating those items later at a huge discount, whereas if they had processed the return faster, they could have sold it at full price pre-Christmas.
  • Inventory Accuracy – The chaos of concurrent returns can mess with inventory tracking. Items in return limbo might not be counted correctly in stock systems. Some retailers have reported inventory “black holes” where returned units are in transit or sitting in a corner and therefore not available for sale on the website, even though there is demand. This inaccuracy hurts order fulfillment – e.g. overselling an item because the system didn’t account for a bunch of pending returns marked as back in stock, or conversely not selling an item because the returned stock wasn’t recorded. The lack of real-time visibility into returns in motion (coming back from customers or between stores and warehouses) leads to either lost sales or customer service headaches.
  • Storage Space – Returns take up physical space. During peak, warehouses are already bursting with outbound stock and incoming new inventory. A surge of returns can clog hallways and receiving docks, effectively reducing capacity for regular operations. If returned items aren’t immediately processed, they start occupying shelf space that could be used for fulfilling current orders. Some warehouses resort to renting additional storage or trailers to hold returns until January, adding cost and complexity.
  • Refurbishment and Repackaging – Many returned products require some prep before they can be resold (e.g., checking for damage, repackaging neatly, resetting electronics). Doing this work in December requires diverting skilled staff or setting up separate lines. If retailers lack bandwidth to do it, those returned items won’t make it back to stock in time. This particularly affects electronics and high-value items which often need testing before resale. The net effect is fewer available units to sell during the final sales surge. In contrast, those who can rapidly triage returns might win extra sales. For example, a returned tablet processed on Dec 22 can be sold on Dec 23 to a last-minute shopper. But without an efficient system, that tablet might sit until January and then be sold as open-box at a loss.

In summary, earlier returns expose how inflexible many inventory and returns systems are. Legacy post-holiday returns processes weren’t built to “turn on” until after Christmas, so they buckle under the ask of quick recovery in-season. Some leading retailers are investing in automations and forward-deployed return centers to improve this, but industry-wide it’s a challenge.

Customer Experience and Service Load

From the customer perspective, the ability to return early is a positive – but only if the retailer can handle it smoothly. During December, customer service teams are fielding inquiries about orders, and now also about returns (status of return, refund not yet issued, etc.). This adds to the support load at a critical time. Retailers have to ensure their return portals, RMA systems, and support scripts are up to the task:

  • System Uptime and Errors – With more customers initiating return requests in December, return management systems face peak traffic too. Any outages or glitches (e.g. a returns portal crashing) will frustrate shoppers at the worst time. IT teams need to monitor these systems just as closely as the e-commerce checkout systems during peak. Some metrics like return portal uptime and median time to issue refund become important to track in December, not just January.
  • Customer Support Training – Support agents must be prepared to handle questions like “Where’s my refund?” or “How do I return this gift I bought early?” even as they handle sales-related questions. Retailers who assumed those questions would mainly come in January might be caught understaffed or unprepared in December. This can lead to longer wait times and lower service quality, right when customer satisfaction is paramount (nobody wants an angry customer two days before Christmas because their return label email didn’t arrive).
  • Fraud and Policy Enforcement – Longer return windows and concurrent returns also open the door for return fraud during the holidays. With so much volume, it’s easier for fraudulent returns to slip in (e.g. wardrobing, returning used items, etc.). Retailers have to be vigilant even while overwhelmed. Some have implemented stricter checks or restocking fees on certain categories (for example, electronics or luxury items) to deter abuse. But enforcing those policies consistently in the holiday rush is tough – it can create conflict with customers in-store or confusion online. A delicate balance must be struck to prevent fraudulent or excessive returns without souring the experience for honest customers.

Return Policies and Fees: Shaping the Early Returns Landscape

The holiday season is a pivotal time for both shoppers and major retailers, and return policies play a central role in shaping the early returns landscape. As the National Retail Federation reports, the volume of returned items surges during the holidays, prompting many retailers to adapt their return policies to meet customer expectations and operational realities.

One of the most significant trends is the widespread adoption of extended return windows. Many major retailers now allow items purchased as early as October to be returned well into January, giving customers extra flexibility during the holiday shopping rush. This extended return period is especially important for gift-givers, but it also encourages early returns from those making in-store purchases or online buys for themselves. However, the details can vary widely—especially when it comes to electronics and entertainment items.

Electronics and entertainment items often come with stricter return policies, including restocking fees or specific requirements for original packaging. For example, Best Buy may charge restocking fees on certain electronics, and mailed returns can incur additional return shipping fees. In contrast, in-store returns are typically more straightforward and cost-effective. Many major retailers, including Target, offer free in-store returns for most items, making it easier for customers to avoid extra costs. For online purchases, some retailers provide free return shipping, while others may deduct return shipping fees from the refund, especially for mailed returns or marketplace items.

Understanding the fine print is crucial. Return windows, restocking fees, and return shipping fees can all impact the total cost of a return. Some retailers require items to be unopened and in their original packaging to qualify for immediate refunds, while others may only offer store credit or an even exchange for certain categories. To prevent fraud and abuse, many retailers now require receipts and original packaging for returns, particularly for high-value electronics and entertainment items.

Loyalty programs can also make a difference. Many stores offer loyalty members perks such as extended return windows or waived return shipping fees, providing added value during the holiday season. For example, Target’s loyalty program may offer free return shipping for online purchases, while other retailers might extend the return window for frequent shoppers.

Ultimately, return policies and fees are a key part of the holiday shopping experience. By reviewing the fine print before making a purchase—especially for electronics and entertainment items—customers can avoid unexpected costs and ensure a smooth return process. As many retailers continue to refine their return policies to balance customer satisfaction with operational efficiency, being informed about return windows, fees, and in-store versus online return options is more important than ever. This proactive approach helps shoppers make confident purchases and enjoy a hassle-free holiday season, even if some items end up back at the store.

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The Core Problem: Brittle Post-Purchase Systems

All the above impacts point to a deeper, systemic issue: Many retailers’ post-purchase and returns systems are brittle and outdated, designed for a different era. They were built with the assumption that returns happen after the holiday frenzy, in a nice separate window when you can clean up the mess. That assumption no longer holds. Peak season now exposes the weaknesses in those systems in real time.

For example, a retailer might have a single returns processing center that was fine handling off-season returns, but come December, it becomes a bottleneck. Or an online merchant might discover their returns authorization software can’t handle the volume of concurrent requests, causing delays and errors. In 2025, many retailers have learned the hard way that their “post-holiday cleanup” approach is too rigid for today’s continuous cycle of sales and returns.

A post-mortem analysis of Holiday 2025 returns by one industry group noted that the season “revealed fundamental vulnerabilities” in fulfillment operations and “problems that normal operations hide”. In plain terms, systems that seemed OK most of the year broke under the pressure of simultaneous outbound and inbound surges. Some common failure points include:

  • Poor Integration – Returns data often isn’t integrated in real-time with inventory and order systems. During peak, these integration gaps become glaring. Items authorized for return might not be properly marked in inventory, leading to phantom stock counts. Or refund systems might not sync with the e-commerce platform, causing customers to get return confirmations late. The manual workarounds that teams use during slower periods don’t scale in December, leading to confusion and mistakes. Many retailers are now investing in better system integration after seeing these cracks.
  • Lack of Forecasting for Returns – Retailers have gotten better at forecasting holiday sales, but few rigorously forecast holiday returns. Peak season return rates can approach 25-30% in e-commerce, especially in categories like apparel. Without forecasting, warehouses were caught off-guard by how many returns showed up early. This meant insufficient labor allocated to returns and no space set aside. Going forward, operations teams are realizing they need to plan for returns spikes just as they plan for order spikes – including having contingency space, extra return merchandise authorizations (RMAs) capacity, and maybe even staggered return shipping incentives to smooth the flow.
  • Rigid Staffing and Processes – Many returns departments operate Monday-Friday, 9-5, even during peak, whereas fulfillment teams go 24/7. This misalignment caused returns to pile up untouched for days during the height of season. Some companies simply shut off returns processing in mid-December to let warehouses focus on outbound – effectively deferring the problem but at the cost of delays and customer frustration. Such rigid approaches aren’t sustainable as early returns become the norm. The systems need to be flexible – e.g., cross-training staff to pivot to returns processing when needed, or using automation for returns (like scan-and-sort systems) to handle volume quickly.

Ultimately, the deeper takeaway is that returns can no longer be treated as an afterthought or “January’s problem.” The holiday peak now has to be managed as a holistic cycle that includes both sales and returns concurrently. Retailers that failed to adjust have felt the pain in lost sales, higher costs, and customer dissatisfaction. Those that are adapting – by strengthening their post-purchase infrastructure – are better positioned to thrive even as returns rise.

Frequently Asked Questions (Preparing for Peak-Season Returns)

Why are holiday returns happening earlier than before?

A growing portion of holiday returns are occurring in December due to changes in consumer behavior and retail policies. Shoppers are buying earlier in the season (often starting in October/November) and thus returning items sooner if they change their mind. Many are purchasing for themselves during holiday sales and will return those personal buys before year-end. Trends like buying multiple items to try at home (“bracketing”) and expecting instant refunds encourage people to initiate returns immediately, rather than wait. Additionally, delivery delays or issues on pre-Christmas orders can trigger returns or refund requests in mid-December. All these factors mean that while gift returns still happen after Christmas, non-gift returns have “shifted left” into the peak season.

Do gift returns still mostly happen after Christmas?

Yes. Returns of gifts (items given during the holidays) overwhelmingly occur after Christmas, since recipients generally can’t return gifts until they’ve received and opened them. Retailers support this by offering extended return windows through January for holiday purchases. For example, an item bought in November as a gift might be returnable until Jan 31. Historically, about half of all gift returns occur in the week after Christmas and the other half in January. This pattern remains true – gift timing hasn’t changed. What’s changed is the volume of self-initiated returns during December (unrelated to gift receipt). So, gift returns still peak post-holiday, but overall return activity now has a “two-peak” shape, with a significant bump before Christmas as well.

How can returns increase before Christmas if people haven’t received their gifts yet?

The returns happening before Christmas are largely not gifts being returned by recipients – they are items returned by the original buyer. Many shoppers return items they bought for themselves or as potential gifts before the holiday. For instance, a person might buy two competing products as possible gifts and then return one in mid-December after deciding which to give. Or someone might order a gift early, then return it pre-Christmas upon realizing it wasn’t suitable (and get an alternative). Also, any “try and return” behavior (such as ordering clothes to try on) will lead to returns in December. The ability to return online makes it easier for shoppers to initiate returns before Christmas, but while many retailers offer free in-store returns, they may charge return shipping fees for online purchases. These returns don’t contradict gift-giving timelines; they are a result of earlier shopping habits and generous return policies that let buyers change course on purchases prior to Christmas.

What role does weather play in holiday returns coming early?

Severe winter weather can amplify early returns but isn’t the primary cause of the overall shift. For example, a blizzard or storm in mid-December might delay thousands of packages, prompting customers to cancel orders or request refunds before Christmas (since the items didn’t arrive in time). This will spike returns activity in that region for that season. In 2017, for instance, heavy snow led many to shop earlier the next year and returns peaked before Christmas. However, the broader trend of earlier returns is driven more by consumer behavior (earlier shopping, try-before-you-buy, etc.) than by one-off weather events. In short, weather can trigger more “package not delivered” returns in a given year, but the reason returns have generally moved into December is not just because of weather – it’s because of how people shop and return now. Retailers should plan for early returns every year, with weather-related surges as a possible extra factor.

How do earlier holiday returns affect ecommerce operations?

In a word: strain. When returns hit during the peak sales period, it creates additional workload for warehouses, shipping carriers, and customer service at the busiest time of year. Warehouses must process inbound returns (inspect, restock, etc.) even as they’re frantically shipping out new orders – this can overwhelm systems and staff, sometimes resulting in errors and delays. Carriers have to carry return packages in December on top of deliveries, squeezing capacity. Financially, issuing lots of refunds in December can pinch cash flow and erode holiday revenue margins sooner than expected. Inventory-wise, retailers have valuable products coming back early, but if they can’t process them quickly, they miss the chance to resell those items during peak demand.

Overall, operations become more complex: there are more moving pieces (literally, goods moving in two directions), and any weak link – whether in IT systems, forecasting, or staffing – gets exposed under the dual pressure of outbound and inbound logistics. Returns for certain product categories, such as mobile phones and other electronics, often have stricter conditions. For example, Best Buy charges a 15% restocking fee on opened electronics and a $45 fee on activatable devices. To avoid these restocking fees, items must generally be unworn, unwashed, and in their original box with tags intact. Many retailers learned that their returns processes were too brittle for this concurrent stress, leading to process breakdowns in some cases.

What can retailers do to handle the returns surge during peak season?

Preparation and agility are key. Retailers should forecast returns volume for December using historical data and plan capacity for it, just as they plan for order volumes. This might mean scheduling additional labor or shifts dedicated to returns processing in mid-December, instead of waiting until January. Improving reverse logistics automation can help – for instance, using barcode scans and software to quickly route returned items to where they need to go (back to stock, to refurbishment, etc.) without manual bottlenecks. Another strategy is to encourage or incentivize some returns to happen slightly later (if manageable) to spread out the load – e.g. some retailers might subtly ask gift recipients to “wait until after Dec 25” for returns in their return policy messaging (though most early returns are not gifts, so this has limited effect).

On the inventory side, having a system to rapidly triage returns is crucial: identify items that can be resold immediately and get them back online within days (especially hot sellers that might be sold out otherwise). For example, some advanced operations use separate “fast lane” processing for high-value returned items during December, so they’re back on virtual shelves in time for last-minute shoppers. Retailers also benefit from stronger integration between returns and inventory systems – so that as soon as a return is initiated, the system accounts for it (perhaps even allowing buy-online-return-in-store (BORIS) for faster turnaround).

Additionally, ensure customer service training and tools are in place for the returns surge: quick refund processing, clear communication of return status, and perhaps self-service return portals that can handle high traffic. Monitoring metrics like refund turnaround time and keeping them at acceptable levels even during peak will help maintain customer trust. Some retailers enlist third-party returns management services during holidays to offload some of the strain.

In short, retailers must treat returns as part of the peak game plan. Those who invest in resilient, scalable post-purchase systems – from software to staffing – will handle the earlier returns trend far more smoothly than those who try to bolt it on last-minute. The goal is to make returns efficient and even leverage them (e.g., getting inventory back for resale, using the return interaction to upsell or build loyalty) rather than simply viewing them as a January clean-up chore.

Is the shift to earlier returns here to stay?

All signs point to yes, the trend is likely permanent and growing. Consumer habits formed over recent years – like shopping early, expecting easy returns, and bracketing purchases – are now ingrained. E-commerce continues to grow, and online orders have higher return rates than in-store (often 2-3× higher), which means as holiday e-commerce expands, returns will increase in volume and come sooner (since online shoppers tend to return faster via mail or drop-off). Moreover, Gen Z and younger shoppers are very comfortable with the cycle of ordering and returning as part of finding the right product. Retailers are also further refining omnichannel returns (like buy online, return in store), which removes friction and can speed up returns. Unless retailers significantly tighten return policies during holidays (an unlikely move in a competitive market, and one that could hurt sales), consumers will continue to take advantage of leniency – which means return boxes on porches well before Santa arrives.

Going forward, we may see the “early returns peak” become an expected part of holiday logistics. For example, carriers might routinely plan a “Returns Day” in mid-December to rival the traditional post-Christmas returns rush. UPS did exactly this in 2018 and may do so again as volumes dictate. It’s important to note that unopened items in new condition are generally eligible for refunds or exchanges within specific timeframes, such as 90 days for Target and 30 days for Target Plus. So, retailers should build the infrastructure and processes assuming that holiday returns are no longer just a January phenomenon. Peak season now extends from fulfilling the order to handling its possible return, all within the holiday timeline. Embracing that reality is crucial for operational success and customer satisfaction in modern ecommerce.

What sources were leveraged for the key holiday returns metrics cited in this article?

The data points referenced in this article, including the reported 16% increase in holiday-season returns, were sourced from publicly available industry research. The primary source was Seel’s 2025 Returns and Refunds analysis, published via Prosper Show, which examines shifts in return timing and underlying drivers during the holiday season.Seel 2025 Returns and Refunds Report summary (Prosper Show):
https://prospershow.com/media/prosper-blog/holiday-returns-increase-by-16/

Written By:

Rinaldi Juwono

Rinaldi Juwono

Rinaldi Juwono leads content and SEO strategy at Cahoot, crafting data-driven insights that help ecommerce brands navigate logistics challenges. He works closely with the product, sales, and operations teams to translate Cahoot’s innovations into actionable strategies merchants can use to grow smarter and leaner.

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