Bloom & Wild raised $102M in a Series D round led by General Catalyst in 2021, reaching an approximate $500M valuation. With $191M in revenue for 2021, this implies a 2.6x revenue multiple.

Bloom & Wild has raised from multiple prominent investors including Index Ventures, Novator, Latitude Ventures, D4 Ventures, and Burda Principal Investments.

B&W innovated across both the supply chain and the user experience:

From the farm to the mailbox: B&W sources flowers directly from growers, unlike other flower delivery companies (online and physical). It receives the flowers at its fulfilment centers and despatches these to customers through its shipping partners. This reduces costs, transit time, and ensures customers get fresh flowers.

Product innovation: B&W is the first company in Europe to launch letterbox flowers where flower buds are placed in a slim box that can be slid through the recipient's letterbox. This solves a key problem of missed delivery due to the receiver not being home. The boxed flowers are shipped through Royal Mail/shipping partners with tracking and an improved delivery experience.

Better mobile UX: B&W invested significantly in creating an in-house tech team to build a smooth mobile ordering experience. As millennials and Gen Z prefer ecommerce transactions on mobile, this strategy differentiated them from other online flower platforms with sub-optimal mobile user experience. In 2018, ~50% of orders came from their app, and ~62% of traffic came from mobile.

Demand prediction technology: B&W uses advanced forecast models and prediction algorithms to place orders with growers, reducing wastage, and transit time of flowers.

Carbon-budget bouquets: B&W has launched carbon budgets for individual bouquets, reducing average bouquet footprint from 7.2 kg CO2e in 2020 to 5.36 kg CO2e in FY2024 — beating its 2030 Scope 1 and 2 emissions-reduction target six years early.

Gifting beyond flowers: B&W has expanded its product assortment to include baked goods, food hampers, and gift sets, transitioning gifting from a pilot initiative into a core part of its offering.

Bloom & Wild sells flowers and other gifts directly to consumers, with revenue driven by order volume, average basket size, and repeat purchases. It sources flowers from growers and fulfills orders through its own supply chain and delivery partners rather than routing each order through a local florist.

Forecasting demand helps the company manage perishable inventory, while letterbox delivery reduces the need for recipients to be home. Those operational choices can reduce waste and delivery friction. Repeat gifting spreads customer acquisition costs across more orders, and additional gifts create ways to increase basket size without relying solely on flower demand.

B&W competes for wallet share with physical retail channels such as florists, supermarkets, and ecommerce companies such as Interflora. In the UK, B&W’s primary competition is supermarkets with ~50% market share of cut flowers. However, in France, it competes with florists with ~65% share.

The share of ecommerce in flower delivery in Europe varies from ~5% (Germany) to ~20% (UK). In the ecommerce category, Interflora was the largest player in the UK till 2020, with revenue of £102 million. However, in 2021, B&W overtook Interflora as the largest ecommerce player. B&W benefitted due to its centralized supply chain that does not rely on local florists, many of who suffered due to COVID-related restrictions, for order fulfilment.

Over the next several years, ecommerce’s share of the flower delivery market is expected to continue to grow, mainly at the expense of local florists.

Deeper penetration in the flower market: B&W's share in the flower market is ~1% which means there's a lot of headroom for growth. It is experimenting with brick & mortar channel through a partnership with Sainsbury's to expand its user base beyond ecommerce shoppers in the UK. Another avenue for growth is corporate flower gifting, with companies sending flowers to employees, clients, and business associates. B&W already has companies such as Tesla, UBS, and Meta as its corporate customers.

Shift to adjacent gifting market: Personalized gifting is a large market in Europe, expected to grow to ~£11 billion by 2027. The recent entry of Moonpig, a leading European personalized gifting player in the flower market, highlights the commonalities between the two markets. B&W can leverage its supply chain excellence and technology such as predictive models to enter this adjacent market — and its gifting category, now spanning baked goods, food hampers, and gift sets, has already become a core revenue stream, validating the adjacency thesis ahead of schedule.

Post-COVID normalization: Fiscal 2025 revenue returned to growth but remained roughly 20% below fiscal 2022 in sterling. The recovery depends on repeat gifting and improved unit economics rather than the temporary shift from closed physical stores during the pandemic. If paid acquisition becomes more expensive or repeat ordering weakens, the company may have to choose between faster growth and the profitability it has regained.

Managing international acquisitions: B&W recently acquired two of its competitors - Bloomon (The Netherlands) and Bergamotte (France). As it has no prior history of completing large-scale acquisitions successfully, it may struggle to integrate the operations and people from these companies. This could limit the revenue improvement and operational efficiencies that B&W may be hoping to achieve from these acquisitions.

Supply chain: B&W sources ~60% of its flowers from Kenya, increasing its exposure to any geopolitical or air cargo issues that can disrupt its supply chain. Most of its competitors source flowers from The Netherlands flower market and aren't directly exposed to this risk.