Bloom & Wild durable customer habits

This is really a retention story, not just a one time COVID spike. Bloom & Wild is showing that people who first tried online flower gifting during lockdown kept using it because the product is simpler than a florist visit, flowers fit through the letterbox, delivery is next day, and the company has widened into gifts and subscriptions that pull customers back for more occasions. FY2025 growth and higher EBITDA suggest those habits are still monetizing after the pandemic unwind.

• Bloom & Wild won share during COVID partly because its centralized model ships directly from growers through its own fulfillment flow, instead of routing orders through local florists. That made the service more reliable during restrictions, and it also gives customers a cleaner repeat experience once they have formed the habit.
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• The habit looks broader than flowers alone. Recent reporting says gifting has become a core revenue stream, with add ons like baked goods, hampers, and gift sets. That matters because customers do not need a flower specific reason to come back, they can use the same app and checkout flow for birthdays, thank you gifts, and seasonal moments.
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• The clearest comparable is older incumbent Interflora, which relied more on local florist networks, while Bloom & Wild built around ecommerce, letterbox packaging, and direct sourcing. Bloomon and Bergamotte extend that same online model into the Netherlands and France, giving the group more chances to reuse customer acquisition, sourcing, and gifting mechanics across Europe.
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The next step is turning seasonal gifting into a steadier repeat purchase engine. If Bloom & Wild keeps converting Mother’s Day, Valentine’s Day, subscriptions, and everyday gifting into the same stored customer relationship, it can grow less like a holiday florist and more like a repeat purchase ecommerce brand across multiple European markets.