​In conversations with suppliers, sales leaders and procurement professionals across the Home & Garden sector, one topic keeps surfacing: is selling on Amazon actually worth it?

For some businesses, Amazon represents scale, speed and access to customers that would otherwise take years to build. For others, it introduces pricing pressure, operational strain and uncomfortable channel dynamics. The reality is rarely black and white. Instead, Amazon sits in a grey space, full of opportunity, but demanding a level of strategy and discipline that many suppliers underestimate.

From where we sit, speaking daily with commercial professionals in the sector, Amazon is no longer a fringe channel or an experimental route to market. It has become a meaningful commercial decision that shapes how companies structure their sales approach, procurement planning and even the type of talent they need.

The attraction is easy to understand. Amazon offers exposure on a scale that traditional routes simply cannot replicate. For Home & Garden suppliers, particularly those launching new or niche products, it can accelerate visibility and customer feedback in a way that feels transformative. Rather than relying solely on retailer listings or trade relationships, brands gain a direct window into consumer behaviour. Sales patterns, pricing sensitivity and product performance become clearer, often informing decisions well beyond the platform itself.

Yet that visibility comes at a cost, sometimes literally. Margin pressure is one of the most consistent concerns raised by suppliers. The transparency of Amazon’s marketplace creates intense competition, especially in categories where products are easily comparable. Maintaining profitability while remaining competitive requires careful commercial judgement. Businesses quickly realise that success is less about simply being present and more about understanding how pricing, positioning and operational efficiency work together.

 There is also the question of channel balance. Many Home & Garden suppliers have long-standing relationships with traditional retail partners, and Amazon can complicate those dynamics. Pricing parity, exclusivity expectations and perceived competition can introduce friction if not managed thoughtfully. Companies that approach Amazon as part of a broader ecosystem, rather than a replacement for existing channels, tend to navigate this tension more successfully. 

Operationally, Amazon introduces a different rhythm. Forecasting, fulfilment expectations and compliance standards can stretch teams that are accustomed to wholesale models. Procurement functions in particular must adapt to faster cycles and tighter inventory management. For some businesses, this operational learning curve is as significant as the commercial one.

Brand control is another area that often surprises suppliers. A product listing is no longer just a catalogue entry; it becomes a living storefront shaped by customer reviews, search algorithms and marketplace dynamics. Protecting brand perception requires active oversight and a willingness to treat the platform as a strategic channel rather than a passive outlet.

What becomes clear is that Amazon is neither a guaranteed growth engine nor a problem to be avoided. Its value depends heavily on intent and execution. Suppliers who enter the platform expecting effortless expansion often encounter pressure points quickly. Those who treat it as a deliberate component of an omnichannel strategy are more likely to unlock meaningful benefits.

Perhaps the most noticeable shift is in the skills businesses now seek. Sales and procurement roles are evolving in response to marketplace complexity. Employers increasingly look for professionals who can interpret data, manage cross-channel pricing strategy and understand how digital platforms influence traditional retail relationships. Marketplace fluency is no longer niche knowledge; it is becoming part of the commercial toolkit.

So when suppliers ask whether selling on Amazon is worth it, the honest answer is that it depends less on the platform itself and more on the clarity of the strategy behind it. Amazon is a powerful tool, but it rewards preparation, adaptability and realistic expectations.

What is undeniable is its growing influence within the Home & Garden sector. The conversation is shifting away from whether companies should engage with the marketplace and toward how they can do so in a way that supports long-term commercial goals. For businesses willing to approach it thoughtfully, Amazon represents not just a sales channel, but a catalyst for modernising how they think about growth, operations and talent.

At MorePeople, we see this evolution playing out every day through the professionals and organisations we work with. As the marketplace landscape continues to change, the businesses that succeed will be those that combine commercial expertise with the agility to navigate new channels, and the people who can lead that transition.

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