As Kingfisher’s UK marketplace reaches maturity (with over 2.1mn SKUs), David Gomez Cardona, group marketplace director at the home improvement giant, explains how the marketplace fits into its omnichannel ecosystem – and why the group isn’t just chasing online growth for the sake of it.
group marketplace director, Kingfisher
Kingfisher, whose brands include B&Q, Screwfix, Castorama, and Brico Dépôt, has spent the past three years building a robust marketplace model, driven by a strategic goal to expand its product offering quickly but responsibly.
The focus from the start was on extending the product range within its core home improvement categories, without straying from brand identity or overwhelming operational systems.
By January 2025, the company had reached over 2.1mn SKUs live on the marketplace, but quantity is only part of the equation.
“One of the first lessons was that range curation really matters,” explains Gomez Cardona. “Adding more products isn’t enough. Products need to align with customer needs and our brand premise. How do you balance long tail versus short tail? How do you select wisely? – With the data driven approach.”
Kingfisher’s marketplace is tightly integrated with its wider ecommerce and instore operations. The company is intentional about seller selection, product data consistency, and maintaining the same service standards as its first-party offerings.
Matching the instore experience
An example of this instore experience for marketplace users is products are returnable in-store at B&Q, with click-and-collect also set to roll out this year, starting with B&Q. Kingfisher wants its marketplace transactions to mirror the instore experience.
“We work hard to ensure customers see the marketplace as part of our brand—not an add-on,” notes Gomez Cardona. “This means carefully selecting sellers, consistent product data and products, but also very clear communication throughout the journey.”
To achieve this consistency, Kingfisher operates under a unified service framework that sets clear expectations across stores, direct-to-consumer channels, and marketplace partners.
In physical stores, staff are equipped with digital tools—such as mobile labs—to enhance customer service. Online, investments are being made in user experience, delivery tracking, and post-sale support. Marketplace sellers, meanwhile, are required to meet performance standards and are supported with tools to help them succeed.
Omnichannel balance
With ecommerce sales now representing around 19% of total revenue, Kingfisher is on a clear upward trajectory in digital. But the strategy isn’t about pushing customers online, it’s about meeting them where they are, in an agile retail ecosystem.
Gomez Cardona, stressed: “We’re not simply chasing online growth for the sake of it. Our strategies focus on building a truly seamless omnichannel experience. An experience that actually lets customers interact with our brand – how and when they prefer, whether that’s in store, online or a combination of both.”
Stores remain central to the strategy, not only as sales points but also as fulfillment and service hubs. An impressive 93% of Kingfisher’s first-party ecommerce orders are picked in-store, and 88% are fulfilled via click-and-collect.
The synergy between online and offline is paying off. At B&Q, for example, nearly 50% of customers who purchased a marketplace item were new to the brand. Moreover, around 20% of first-time marketplace buyers went on to purchase a first-party product within six months, highlighting the marketplace’s ability to bring in fresh customers and drive broader engagement.
The group now looks to replicate this success in its other key markets. It has introduced marketplace operations in France, Spain, Portugal, and Poland.
“We want to unlock the full power of our marketplace across borders, bring in sellers from across Europe, and enable customers to benefit from a much wider range—all while maintaining operational efficiency and brand consistency, ” concludes Gomez Cardona.
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