The flowers and gifts retailer has increased its average order value (AOV) in 2026 by expanding delivery reach, investing in personalized shopping experiences, and meeting customers where they already are: on marketplaces.
Together, those moves are helping Edible capture both planned purchases and last-minute gifting occasions, a high-intent segment that tends to drive larger baskets.
“We’ve seen strong results by giving customers more control over what they’re sending, while also making it easier and faster to deliver,” said Erica Randerson, chief digital officer at Edible Brands.
Delivery Reach Turns Urgency into Higher Spend
Edible has widened its delivery footprint through a mix of owned logistics and third-party partnerships, a strategy increasingly common among retailers trying to balance speed with scale.
Its first-party fleet reaches roughly 90% of U.S. zip codes within an hour, according to Randerson. To extend beyond that, the company works with last-mile providers including Nash, Uber Direct, and Roadie, enabling deliveries up to 70 miles away.
That extended radius allows Edible to capture orders that would otherwise fall outside its reach, especially last-minute purchases, where convenience often outweighs price sensitivity.
To maintain product quality, all orders are shipped in insulated packaging designed to preserve items like chocolate-covered strawberries, cookies, and cheesecakes regardless of distance.
The payoff is straightforward: when customers trust that a gift will arrive quickly and intact, they’re more willing to spend more on the order.
This aligns with a broader ecommerce trend. Retailers investing in same-day and on-demand delivery, from Walmart to Instacart, are increasingly using speed not just as a convenience feature, but as a revenue lever.
Custom Gifting Puts Customers in Control
Another key driver of AOV growth is Edible’s “Build Your Own Gift” experience, launched in 2025 on its direct-to-consumer site.
The feature allows shoppers to combine products like flowers, baked goods, plush items, and balloons into a single order. Instead of choosing from fixed bundles, customers create their own, often resulting in larger baskets.
“We’ve seen that when customers are given that flexibility, they naturally build bigger orders,” Randerson said.
According to the company, personalization and customization have contributed to a $5 year-over-year increase in AOV.
Behind the scenes, AI plays a growing role in shaping that experience. Edible analyzes browsing behavior and purchase signals to dynamically adjust product recommendations and page layouts in real time.
For example, a shopper showing interest in baked goods may see more dessert-focused bundles, while someone skipping certain categories will be shown alternatives. The goal is to reduce friction and surface the most relevant add-ons at the right moment.
This kind of adaptive merchandising is becoming standard among digitally mature retailers, particularly those focused on gifting, where relevance and timing heavily influence purchase size.
Marketplaces Expand Reach, and Future Value
Edible is also leaning into third-party marketplaces to reach new audiences, particularly younger, mobile-first shoppers.
The brand now sells through platforms including Uber Eats, DoorDash, Grubhub, and Easy Cater, and plans to launch on another major marketplace later this summer.
While marketplace orders typically come with lower AOV, Randerson sees them as a top-of-funnel opportunity.
“These customers are often showing up for treat-yourself moments,” she said. “It’s a different use case, but it’s a valuable entry point into the brand.”
To convert those one-time buyers into repeat customers, Edible includes a QR code flyer in every delivery. Recipients can scan the code, land on a dedicated page, and opt in to receive a free gift, effectively bringing them into Edible’s first-party ecosystem.
The approach reflects a key challenge in marketplace strategy: balancing reach with ownership of the customer relationship.
In Edible’s case, the gifting model adds another layer. Each order involves both a buyer and a recipient, giving the company two potential entry points for future engagement.
“We’re always thinking about how to build a relationship not just with the sender, but with the person receiving the gift,” Randerson said.
For Edible, success will depend on how effectively it can convert those first, often spontaneous purchases into repeat occasions, and ultimately, into habit. If it can do that, marketplaces won’t just expand reach, they’ll become a steady pipeline for higher-value, direct relationships over time.
