The home shopping delivery market - France (2025)

1.2 a fast-growing global market

Global home shopping delivery market size World, ****, in € Billion Source: ****

The global home shopping delivery market is growing rapidly, driven by changing consumer patterns and the rise of online shopping. In ****, the market is estimated at *.** trillion euros, and is expected to reach *.** trillion euros in ****, a threefold increase in just five years. This growth is supported by a compound annual growth rate (***) of **.**%, testifying to the sector's strong momentum. The market's expansion is being driven by a number of factors: the increasing use of smartphones, improved logistics infrastructures and the development of new delivery models such as quick commerce and delivery subscriptions. In addition, emerging markets, notably in Asia-Pacific, are recording the strongest growth, while North America remains the leader in terms of market size. However, this rise comes with challenges, particularly in terms of profitability in the face of high logistics costs, and customer loyalty in a competitive environment.

The role of food in e-commerce sales World, March **** - March ****, in % of sales Source: ****

France and the UK stand out as the most developed markets for online food sales, with shares of **% and **% respectively. conversely,Germany (***) lag behind, probably due to a stronger preference for in-store purchases and a ...

1.3 A growing national market

The home shopping delivery market is growing, driven by the boom in food e-commerce and changing consumer habits. In France, e-commerce reached ***.* billion euros in ****, an increase of +**.*%. While services dominate this sector, accounting for **% of sales, product sales remain significant, reaching **.* billion euros, despite a slight decline of -*.*%. Against this backdrop, fast-moving consumer goods (***), although representing a more modest share compared to Drive, nevertheless posted sales of *.* billion euros, up +**% over the year. Although still in the minority, this segment bears witness to growing consumer interest in more flexible solutions tailored to their daily lives.

E-commerce sales of mass-market products in supermarkets (***) France, ****-****, in € billions Source: ****

Between the first quarter of **** and the first quarter of ****, the food e-commerce sector recorded volume growth of almost **%. However, in recent months, drive sales have fallen back slightly due to inflation. Despite this trend, **% of French households made at least one FMCG purchase online during the year, and **% of them buy food via drive-through or home delivery every month.

Online food market size (***) France, ****-****, in € billions Source: ****

The online food market will reach €** billion in ****, up +*% on the previous year. With €**.* billion and growth of +**%, e-commerce by food superstores (***) remains ...

2.1 The profile of the French e-commerce customer

In ****, French consumers confirmed their growing adoption of food e-commerce, as evidenced by a series of rising indicators. The penetration rate reached **.*%, illustrating a stable adoption rate, albeit slightly up on previous years. This dynamic shows that e-commerce, and home shopping delivery in particular, continues to broaden its user base, far surpassing the **% of customer households recorded before the **** health crisis. However, it is above all the transformation of purchasing habits that marks this evolution: consumers are no longer content to experiment with the digital channel, but are devoting a growing share of their food budget to it.

The average shopping basket has risen to €**.**, a five-year high, reflecting a greater financial commitment to each transaction. This trend can be attributed to inflation, which has prompted consumers to optimize their online orders, but also to a better-structured delivery offer, enabling larger and more diversified orders. At the same time, the frequency of purchases has also risen, to **.* per year, reflecting a trend towards more regular, everyday use. This figure underlines the fact that customers no longer limit themselves to one-off purchases, but are increasingly relying on delivery and the drive to structure their food shopping.

E-commerce customer profile France, ****, in % Source: ...

2.2 Home delivery outpaces the drive in terms of penetration rate

Penetration rate of customer households (***) France, ****-****, in Source: ****

The graph shows the evolution of the various food shopping pick-up and delivery methods since ****. We can see that drive-through has stagnated at around **% since ****, after a sharp rise in **** linked to the health crisis. the pedestrian drive, although recent, remains marginal, reaching just *.*% penetration in **** after peaking at *.*% in ****.

Home delivery, on the other hand, is growing steadily, rising from *.*% in **** to **.*% in ****, a doubling in four years. This demonstrates its ability to capture new customers, unlike other channels, which are stagnating or struggling to grow.

Penetration rate: This corresponds to the proportion of households having used a given service at least once during the year. Here, home delivery reaches **.*%, indicating that more than one household in ten has adopted it, a figure that is rising steadily, a sign of the market's still significant growth potential.

2.3 The French and delivery

A study byUber Direct and Ipsos was carried out in September **** and provides a wealth of information about how the French feel about delivery:

Importance of delivery for the French France, September ****, in Source: ****

Delivery is a decisive purchasing criterion for consumers, underlining the importance for market players of offering fast, reliable services. This requirement is even stronger among frequent e-consumers, making delivery quality a key loyalty lever.

Home delivery is by far the most popular choice with the French, accounting for **% of preferences, underlining the importance of convenience and speed for consumers. However, relay points (***) remain marginal.

What type of delivery do the French prefer? France, September ****, in Source: ****

Another BVAxsight study carried out in February **** reveals that the products most purchased via delivery are clothing (***). This finding highlights a major obstacle to home shopping delivery: consumers seem to prefer delivery for non-perishable goods, while freshness and preservation constraints limit the growth of food delivery, particularly for products requiring a strict cold chain.

Types of products purchased via delivery France, February ****, in Source: ****

Carrefour (***).

Most popular brands for delivery France, February ****, in Source: ****

A LSA conso article from April **** even tells us that food sales are driving growth in French ...

2.4 Which brands do the French prefer?

By ****, the home shopping delivery and drive market will be dominated by a number of chains that account for a significant share of French consumers' online food spending. Unlike shopping in physical stores, where consumers can be volatile depending on promotions or proximity, the drive and home delivery (***) shopping journey is more conducive to loyalty. At the top of the rankings, Leclerc captures **% of its customers' online food spending, confirming its dominant position in the drive and delivery market. This performance is attributable to an aggressive pricing policy and extensive territorial coverage, facilitating access to its services.

Behind Leclerc, Auchan (***) vie for consumer preference. Picnic's case is particularly noteworthy because, unlike its competitors, it relies solely on home delivery, with a neighborhood tour model that reduces logistics costs. This approach ensures a customer loyalty rate equivalent to that of drives, and has enabled Picnic to achieve a market share of **% in the Hauts-de-France region, where it initially set up shop. This success demonstrates that optimized logistics and competitive pricing can bedifferentiating advantages in the face of traditional giants.

Loyalty rates by brand France, January-April ****, as % of sales Source: ****

Chronodrive (***).

2.5 A new demand trend: Co-transportation

Co-transportation, or delivery between private individuals, is an emerging trend in the home shopping delivery market, responding to economic, social and environmental challenges.

According to a survey conducted by OpinionWay for Shopopop, only **% of the French currently use this solution on a regular basis. Yet this alternative has considerable potential: **% of French people say they would be willing to deliver groceries for a private individual living nearby or on their daily commute. This figure rises to **% among regular drivers, **% of whom drive with an empty trunk.

This mode of delivery is based on bringing together buyers and drivers, often via specialized platforms. It is part of a dynamic of collaborative consumption where everyone can contribute to the logistics chain, reducing costs for consumers while offering an additional source of income for occasional delivery drivers. The main obstacle to its adoption seems to be a lack of knowledge about how it works, despite the fact that **% of French people say they trust their neighbors to manage their shopping and parcels. This trust in local mutual aid could be a key lever for accelerating take-up of the model.

What are the benefits of co-transportation? France, ****, in Source: ****

From an economic point of view, ...

3.1 Value chain

Value chain:

Food suppliers: Produce the goods sold online. Example: Nestlé, Danone.

Wholesalers & buying groups. Buy in bulk and supply retailers. Example: Carrefour Supply Chain, Metro.

Retail chains. Manage online sales and inventories. Example: E.Leclerc, Auchan, Monoprix.

Specialized e-commerce platforms. Facilitate online ordering and shipping. Example: Amazon Fresh, Houra, Picnic.

Carriers & logistics providers: Ensure last-mile delivery. Example: Chronopost Food, Stuart, Uber Eats (***).

End customers. Order and receive their groceries at home or at a collection point.

3.2 Private label market share on Drive + LAD (home delivery)

Private labels are products marketed under the brand names of supermarket chains (***), these products are designed directly by retailers, often in collaboration with partner manufacturers. The aim of private labels is twofold: to offer more competitive prices while improving margins for retailers, since they directly control production and distribution.

There are generally three main categories of private label:

Standard private labels: entry-level products offering good value for money (***). Premium private labels: higher-quality products, often close to national brand standards (***). MDD premier prix: low-cost products designed to compete with discount brands (***).

Private labels play a strategic role in drive-through and home delivery. They enable retailers to build customer loyalty while offering a more affordable alternative to inflation

Private label market share in Drive + LAD (***) France, ****-P* ****, in % of sales Source: ****

The evolution of private label market share in drive and home delivery (***) highlights two major trends: a phase of decline linked to the normalization of food e-commerce, followed by an upturn driven by inflation.

Between **** and ****, there will be a gradual decline in the share of private labels, from **% in **** to **% in ****. This drop can be explained by the rise of national brands, which have stepped up their investment in promotions and ...

3.3 The range of home delivery sites

The assortment of home delivery services (***) is a major strategic issue in the structuring of the market, directly influencing the attractiveness of brands and their competitive positioning. An analysis of the product ranges offered by the various home delivery players in February **** reveals contrasting strategic choices between a logic of volume and a logic of speed of execution.

On the one hand, certain chains such as Monoprix Plus and Houra are banking on a very broad offer, with **,*** and **,*** SKUs available respectively. However, these strategies are not without their challenges: Monoprix Plus, despite offering the most extensive range, has reduced its assortment by *,*** SKUs in one year, probably illustrating a rationalization of its catalog to optimize its logistics and business model. conversely, Houra increased its number of SKUs by *,***, reinforcing its premium positioning with a wide choice, but potentially at the price of higher management costs.

The assortment of home delivery sites France, February ****, in units Source: ****

On the other hand, the long-established supermarket chains are adopting more balanced strategies: Carrefour livré chez vous offers **,*** products, whileAuchan and E. Leclerc have **,*** and **,***, respectively. Leclerc offer **,*** and **,***, respectively, ranges that are consistent with the objective of sufficiently covering needs while optimizing logistics ...

3.4 The market is dominated by platforms

The chart shows the breakdown of sales volume for home shopping delivery players in France in ****. It shows that the market is highly concentrated around aggregators such asUber Eats and Deliveroo, which dominate with sales of *.** billion euros. This segment captures an overwhelming share of the market, thanks in particular to the rise of third-party delivery platforms that work in partnership with supermarkets and food retailers.

In comparison, the other segments have much more modest volumes:

LAD GSA (***) represents *.** billion euros. This channel includes delivery services operated directly by major retailers such as Carrefour, Leclerc and Auchan. Pure players such as Pic Nic account for *.** billion euros. These specialized players focus on a digital approach and direct online sales, but are still in the development phase in France. Quick commerce, driven by players such as Gorillas, Flink and Cajoo, posted sales of *.** billion euros. This model, based on rapid delivery (***), remains marginal compared to other segments, and has experienced difficulties due to high operating costs and uncertain profitability.

Business volume of home shopping delivery players France, ****, € billion Source: ****

The chart below shows that **% of the platforms' business is in meal delivery, compared with just **% in grocery delivery in France in ****. This ...

4.1 Offer typology

The home shopping delivery market is made up of several types of player with different strategies. Each segment is based on a distinct model, influencing delivery charges, service access conditions and geographical coverage. Here is a detailed segmentation of the market players:

*. Traditional retailers

The major food retailers have gradually developed their own delivery services to meet growing consumer demand. Their strength lies in their dense territorial coverage and well-honed logistics.

Examples: Carrefour, Auchan, Leclerc, Super U, Monoprix, Franprix Characteristics: Delivery often conditional on a minimum purchase (***). Delivery charges vary according to basket size, geographical area and time of day (***). Free service sometimes granted to certain categories (***). Service generally limited to large cities and their outskirts.

*. Pure players in food delivery

Unlike retailers, these players have no physical stores open to the public. Their model is based on centralizing orders in warehouses or "dark stores" and optimizing delivery via a dedicated fleet.

Examples: Picnic, La Belle Vie Characteristics: Operate solely online, with their own logistics. Often offer free delivery under certain conditions (***). Presence limited to certain major cities. ***% digital shopping experience, often via mobile application.

*. Third-party delivery platforms (***)

These platforms, best known for meal delivery, have gradually extended ...

4.2 Prices for home shopping delivery

This table summarizes the main characteristics of each player in terms of service access conditions, delivery charges and any free offers available to certain audiences:

Source: ****

4.3 Home delivery prices by player (Focus GSA)

The DISTRI PRIX LAD index compares the prices of food home delivery chains in France, based on a rigorous methodology that excludes certain variables such as immediate discounts and delivery costs. It is based on an average of unit prices for comparable products present in at least three chains, to ensure a homogeneous comparison. The evaluation involves several stages: firstly, the identification of common products between banners; secondly, the calculation of an average price per product across all distributors; thirdly, the index is established in relation to an "average market price", excluding outliers. This process guarantees an accurate view of the pricing structure between different market players.

The results for April **** show strong disparities between the different chains. E.Leclerc Chez Moi is the most competitive retailer, with an index of **.*, confirming its historical positioning on low prices. Amazon(***) follow close behind, the latter having established itself in just a few years thanks to an optimized logistics model and a costly warehouse-free approach. auchan Direct 's index of **.* is slightly higher than that of its more price-aggressive rivals, but still below the *** mark. carrefour Livré Chez Vous is in the middle of the pack, with an index of **.*, reflecting a pricing ...

4.4 Alternatives to home delivery

Withdrawal lockers:

Withdrawal lockers represent an emerging alternative to home delivery, offering consumers a flexible, **/** solution for collecting their shopping. Their development, notably at Intermarché and Carrefour (***), reflects a desire on the part of retailers to meet consumers' time constraints while reducing the logistical costs associated with delivery.

This trend could have an impact on the home shopping delivery market, limiting its expansion among customers looking for flexibility above all else. Indeed, lockers make it possible to avoid delivery charges and the constraints associated with waiting times, which could appeal to some online shoppers, particularly those living in suburban areas or near a drive. However, their impact could be limited on the segments most dependent on home delivery, such as senior citizens or households without vehicles.

Number of public food withdrawal lockers in major chains France, ****, in units Source: ****

The Delipop case:

Delipop is revolutionizing downtown grocery delivery with an innovative model of shared, automated pedestrian drives. Founded in ****, the company is based on a simple but effective idea: pool orders from several chains in robotized pick-up points, thereby limiting the cost of the last mile, a major challenge in food e-commerce. Unlike conventional pedestrian drives, which are often penalized by ...

4.5 Towards a more qualitative grocery delivery offer

The home shopping delivery offer is evolving rapidly, driven by technological innovations and strategic repositioning by market players. Uber Eats, which has established itself as a key player in the sector, is stepping up its Retail & Grocery business, initiated in ****, which now accounts for $* billion in revenues in the fourth quarter of ****, or **% of its total sales. Eager to differentiate itself in an ultra-competitive market, the platform is rolling out new functionalities designed to enhance the customer experience and optimize delivery driver efficiency. These innovations include "Active Order Management", which enables consumers to add products after placing an order, and an interactive feature with the delivery driver, who can send photos of items available in store in the event of a stock shortage. This positioning marks a move upmarket in service, gradually transforming delivery drivers into "personal shoppers", capable of selecting products according to customer preferences, particularly for fruit and vegetables.

This strategic shift is accompanied by adaptation to the needs of partner retailers. Uber Eats is developing detailed store mapping to speed up on-shelf picking, while selecting experienced delivery drivers for the task. However, this strategy requires the endorsement of retailers, who remain wary of access to sensitive store data. ...

5.1 Market standards

ISO **** (***): International standard that defines the requirements for a quality management system. It guarantees rigorous monitoring of logistics processes and continuous improvement of delivery services.

ISO ***** (***): Food safety standard that requires grocery delivery companies to adhere to strict protocols for food hygiene, storage and transportation

Plan de Maîtrise Sanitaire (***). [***]

Food traceability regulations, Regulation (***): Requires companies to ensure complete traceability of products, from storage to delivery, in order to guarantee their quality and sanitary conformity.

Personal Data Management Act (***): Frames the use of customer data, particularly for tracking orders in real time and sending notifications.

Labor Code - Regulation of self-employed delivery drivers (***): Implies increased obligations for delivery platforms in terms of social protection and working conditions for delivery drivers.[***]

5.2 Recent restrictive regulations

The quick commerce market in France experienced a meteoric rise between **** and ****, driven by the pandemic and massive fund-raising. However, stricter regulations considerably slowed its development and led to a wave of closures among players in the sector.

In March ****, a major turning point came with the government's decision to reclassify dark stores (***) as warehouses rather than shops. This new classification gave municipalities the power to regulate these activities and order the closure of certain sites. Getir, which also owned Frichti and Gorillas, withdrew from the market, resulting in the loss of *,*** jobs. Other players such as Flink tried to survive by restructuring, but the company finally announced its liquidation in April ****, citing too much regulatory pressure and a lack of investment.

Beyond dark store regulations, the financial context has also weighed on the sector. After years of aggressive competition, characterized by loss-making promotions and a race for market share, investor interest has waned. Inflation has exacerbated the situation by increasing purchasing and operating costs.

Nevertheless, the express delivery market is not disappearing altogether. According to some estimates, it could still reach *** million euros in sales by ****. But now, traditional players such as Uber Eats and Deliveroo are positioning themselves in ...

6.1 Positioning the players

Source: ****

6.2 The analyst's eye

Context:

Home shopping delivery grew exponentially between **** and ****, with an increase of +**.*% in ****, followed by +**.*% in ****. This strong momentum was driven by the pandemic, confinements and the massive adoption of food e-commerce. However, from **** onwards, the market marked a clear slowdown, with growth of +*.*%, before stabilizing in **** at +**.*%.

In ****, the upward trend continues, but at a more moderate pace. The first periods of the year show more restrained growth: +*.*% in the first quarter, +*.*% in the second, +*% in the third and only +*.*% in the final quarter. This slowdown reflects a market that is becoming more structured, with consumers increasingly attentive to the costs and services on offer.

Despite this normalization, the market retains significant growth potential. Projections for **** anticipate an almost **-fold increase in sales, driven by logistics optimization, improved delivery offerings and changing consumer habits.

Key trends:

*st trend: The faster the delivery, the smaller the range of choice: Analysis of the assortment of delivery sites in February **** shows an inverse correlation between speed and diversity of offer. Monoprix and Houra, which offer standard delivery times, boast over **,*** items, while Carrefour Livraison *h, optimized for speed, offers just *,*** items. Reduced choice means faster logistics and express deliveries.

trend *: The market ...

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