亚马逊商店独立卖家对美国经济的影响

SEPTEMBER2026

THEUSECONOMICIMPACTOF

INDEPENDENTSELLERSIN

AMAZON’SSTORE

AREPORTCOMMISSIONEDBYAMAZON

ABOUTOXFORDECONOMICS

OxfordEconomicswasfoundedin1981asacommercialventurewithOxfordUniversity’sbusinesscollegetoprovideeconomic

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providingreports,forecasts,andanalyticaltoolsonmorethan

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analyticaltoolsgiveusanunparalleledabilitytoforecastexternalmarkettrendsandassesstheireconomic,social,andbusiness

impact.

HeadquarteredinOxford,England,withregionalcentersinNewYork,London,Frankfurt,andSingapore,OxfordEconomicshasofficesacrosstheglobeinBelfast,Boston,CapeTown,Chicago,Dubai,Dublin,HongKong,LosAngeles,MexicoCity,Milan,Paris,Philadelphia,Stockholm,Sydney,Tokyo,andToronto.Weemploy700staff,includingmorethan450professionaleconomists,

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thisreportisconfidentialtoAmazonandmaynotbepublishedordistributedwithouttheirpriorwrittenpermission.

Themodelingandresultspresentedherearebasedoninformationprovidedby

thirdparties,uponwhichOxfordEconomicshasreliedinproducingitsreportandforecastsingoodfaith.Anysubsequentrevisionorupdateofthosedatawillaffecttheassessmentsandprojectionsshown.

Todiscussthereportfurtherpleasecontact:

ChrisWarner:cwarner@

OxfordEconomics,4Millbank,LondonSW1P3JA,UK

September2026

TheUSEconomicImpactofIndependentSellersinAmazon’sStore

CONTENTS

EXECUTIVESUMMARY 4

THEECONOMICIMPACTOFINDEPENDENTSELLERSINBRIEF 5

ADIVERSE,LOCALLYROOTEDCOMMUNITYOFSELLERS 6

SECTION1.INTRODUCTION 8

SECTION2.AMAZON’SOFFERINGTOINDEPENDENTSELLERS 10

AMAZON’SSERVICEOFFERINGTOINDEPENDENTSELLERS 11

HOWAMAZON’SMODELSUPPORTSBUSINESSESANDTHEWIDERECONOMY 12

SECTION3.WHOINDEPENDENTSELLERSAREANDHOWAMAZONIMPACTSTHEM 16

INDEPENDENTSELLERSAREDIVERSEINSIZE,AGE,SECTOR,ANDLOCATION 17

HOWSELLINGINAMAZON’SSTOREIMPACTSSTART-UPS,REVENUES,ANDOPERATIONS 18

HOWINDEPENDENTSELLERSIMPACTLOCALECONOMIES 20

SECTION4.THEECONOMICIMPACTOFINDEPENDENTSELLERSINAMAZON’SSTORE 22

HOWTOASSESSTHEECONOMICCONTRIBUTIONOFINDEPENDENTSELLERS 23

THEECONOMICIMPACTOFINDEPENDENTSELLERS 25

SECTION5.CONCLUSION 30

A1.METHODOLOGICALAPPENDIX 33

CONCEPTUALFRAMEWORK 33

IMPLEMENTINGTHEFRAMEWORK 34

DATASOURCES 35

LIMITATIONS 36

A2.STATE-LEVELRESULTSTABLES 37

45

TheUSEconomicImpactofIndependentSellersinAmazon’sStore

EXECUTIVESUMMARY

Independentsellers,mostofthemsmall-or

medium-sizedbusinesses(SMBs),accountformorethan60%ofsalesinAmazon’sUnitedStates(US)store.1Overthepast25years,theyhavegeneratedover$2.5trillioninsales.2

Amazongivesthesesellersaccesstoareputablestorethatistrustedandusedbynumerous

customers.3Italsoprovidesservicesthatabusinesswouldotherwisehavetobuildorbuyitself,suchasthestorefront,paymentprocessing,andcustomerservice.Sellerscanuseoptionalservicestoo,suchasalargefulfillmentnetwork,supplychainservices,advertising,andmanymore.Theydecidehowmuchofthistouseandpayfeesfortheservicesthey

makeuseof.

tHeeCONOmICImpACtOFINDepeNDeNtSeLLerSINbrIeF

AmazoncommissionedOxfordEconomicsto

measuretheeconomicimpactofindependent

sellersinAmazon’sstoreintheUS.Ourworkdrewmainlyonconfidentialsalesdataprovidedby

Amazonandasurveyofindependentsellers.4

OxfordEconomicsusedaninput-outputmodel,

astandardwaytotrackhowspendingflows

throughtheeconomy,toestimatethecontributionthatindependentsellersinAmazon’sstorefrom

allovertheworldmaketotheUSeconomy.This

contributioncountsalltheimpactthatsellers

supportintheUSeconomybecauseoftheirsalesinAmazon’sUSstore.

IndependentsellersinAmazon’sstoresupportedanestimated$183.9billioninUSGDP,$81.8billionin

laborincome,and$57.9billionintaxesin2025.TheGDPcontributionisequivalenttoroughlyonedollarinevery$170ofvaluegeneratedintheUSeconomyin2025.ThisUSGDPfootprintcomesfromthree

sources:sellers’ownactivity(i.e.,theirdirect

contributiontoGDP),theUSsupplierstheybuy

from(theirindirectcontribution),andthespendingofworkers’wagesacrossthewidereconomy(the

inducedcontributionthroughthespendingof

others).Iftheyweretheirownindustry,independentsellersinAmazon’sstorewouldgeneratemore

directGDPthanthevalueaddedby75%ofallindustriesintheUS.5

1WherewerefersolelytoAmazon’sstore,wemeanAmazon’sUSstoreunlessotherwisespecified.

2Amazon,

“Amazon’sindependentsellersgenerate$2.5trillioninsalesover25years

”,2024,lastaccessedJune2026.

3AmazonrankedsecondintheUSforoverallonlineretailcustomersatisfaction,accordingtotheAmericanCustomerSatisfactionIndexin2023.Amazon,

“AmazonranksNo.1forvalueandselectioninthelatestAmericanCustomerSatisfactionIndex(ACSI)

”,2023,lastaccessedAugust2026.

4TheeconomicimpactassessmentreflectseconomicimpactintheUSfrombothindependentsellersbasedintheUS,aswellasindependentsellersbasedoutsideoftheUSthatsellinAmazon’sUSstore.

5ThisiscalculatedbycomparingthedirectGDPcontributionofindependentsellersinAmazon’sstoretogrossvalue-addedfromtheindustriescomprisingIMPLAN’s528industryscheme,whichisderivedfromtheBureauofEconomicAnalysis’sbenchmark

input-outputindustries.Othercomparableindustriesincluderadioandtelevisionbroadcasting,railtransportation,andveterinaryservices.

67

TheUSEconomicImpactofIndependentSellersinAmazon’sStore

Mostoftheimpactisintheretail,manufacturing,andwholesaletradesectors.Morethanhalfsitsinthelargeststateeconomies,includingCalifornia,

NewYork,Texas,andFlorida,butnotably,sellerssupportsubstantialGDPandtaxcontributionsineverystateintheUS.

ADIVerSe,LOCALLYrOOteDCOmmUNItYOFSeLLerS

IndependentsellersinAmazon’sstoreareamixedgroupofmostlysmallbusinessesthatsellthroughmanychannelsandproducttypes,andtheyrangefromnewbusinessestofirmsthathavesoldin

Amazon’sstorefordecades.

Tolearnmoreaboutthesebusinesses,Oxford

Economicsdrewonasurveyof700independentUS-basedsellersthatareactiveintheAmazon

store.6Thesurveyfoundthat91%weresmalland

medium-sizedbusinesses(SMBs)(fewerthan500employees)and30%startedtheirbusinessin2020orlater.Theyhadaphysicalpresenceineverypartofthecountry,andtheirproductsrangedfrom

fashiontoelectronics.AlmostallofthemsoldthroughotherchannelsaswellasAmazon.

Sellersreportedthecombinationofservices

providedbyAmazonliftedboththeirprofitmargins

andtheiroverallsales,withgrossmarginsestimatedtobearoundsixpercentagepointshigheron

average.7AmongsellersactiveinAmazon’sstore,

98%saidtheirAmazonbusinesswasprofitable,andmostbecameprofitablewithinayearofstartingtosellinAmazon’sstore.

Sellersalsokeepclosetiestotheirlocalareas.

Two-thirdshaveemployeesinjustoneUSstate,

andsellersreportedpayinglocaltaxes,rentinglocalspace,buyingfromnearbysuppliers,andtakingpartincommunitygroups,with96%havingreportedatleastoneoftheselocalcontributions.

Inshort,independentsellersinAmazon’sstorearealargeandmixedgroupofmostlysmallbusinesseswhoseactivitysupportsjobs,incomes,andtax

revenueincommunitiesacrosstheUnitedStates.

6TheUSsurveycomprised700US-basedindependentsellerswhowererecruitedbyamarketresearchvendor’spanelofseniordecision-makersinbusinesses.Theresultsareunweighted,butAmazonassessedthecompositionofthesampleagainst

availableseller-populationdataandfoundittobebroadlyalignedacrossseveralbusinesscharacteristics.

7Specifically,sellerswereprovidedadefinitionofgrossmarginandasked,“IfyourbusinesshadnotbeenabletosellonAmazon,wouldyouraveragegrossmarginshavebeen:i)higherthantheyarenow,ii)aboutthesame,iii)lowerthantheyarenow?”A

follow-upquestionthenasked,“Approximatelyhowmuch[higher/lower]wouldyouraveragegrossmarginhavebeencomparedtoyourcurrentAmazonaverage?”Respondentswerethenofferedbandedresponseoptionsforpercentagepointchanges,

whichwerecodedusingmidpoints.Anequivalentquestionwasaskedaboutsales.

SECTION1.

INTRODUCTION

8

TheUSEconomicImpactofIndependentSellersinAmazon’sStore

IndependentsellersarecentraltohowtheAmazonstoreservescustomersandsupportsbusiness

activityintheUS.SinceAmazonopenedits

storetoindependentsellersin2000,millionsof

entrepreneursandbusinesseshaveusedittoreachcustomers,sellproducts,andscaletheiroperations.Amazonreportsthatindependentsellersnow

accountformorethan60%ofsalesinitsUSstoreandhavegeneratedmorethan$2.5trillioninsalesoverthepast25years.8

thisgrowthsitswithinabroadershifttowarddigitalcommerceintheUSeconomy.TheUS

CensusBureauestimatesthatretaile-commercesalesreached$326.7billioninthefirstquarterof2026,accountingfor16.9%oftotalretailsales.

E-commercesalesinQ12026grewmorequicklythantotalretailsalesfromthesamequarterin

2025,indicatingthecontinuingimportanceof

digitalchannelsinhowconsumersshopandhowbusinessesreachthem.9

Amazongivesindependentsellersaccesstoastorethatistrustedandusedbynumerouscustomers.10

Sellerscanlistproducts,manageorders,processpayments,accessreportingtools,andusethe

customer-facingstorefrontprovidedbyAmazon.

Dependingontheiroperatingmodel,sellerscan

eithermanagestorage,packing,andshipping

themselvesthroughtheMerchantFulfilledNetwork(MFN),oruseFulfillmentbyAmazon(FBA).UnderFBA,Amazonstoresinventory,picks,packs,and

shipsproductstocustomers,andhandlesmostpost-purchasecustomerserviceandreturns.

Amazondoesthisthroughitsfulfillmentnetwork,backedbymorethan$100billionincumulativeinvestmentasof2023.11

theeconomicroleofindependentsellersextendsbeyondsalesmadethroughtheAmazonstore.

Sellerrevenuesupportsbusinessinvestment,

employment,supplierpurchases,wages,andlocaltaxrevenues.Thisresearchaddressesagapin

theexistingevidence:whilethereissubstantial

informationonthescaleandsuccessofAmazon’ssellerbase,therehasn’tbeenastructured

assessmentofthewidereconomiccontributionsupportedbyindependentsellersintheUS.

C

US$2.5trillion

SalesgeneratedbyindependentsellersinAmazon’sstoreinthelast25years.

$

AmazoncommissionedOxfordeconomicstoproduceanevidence-basedassessmentofthe

economicimpactofindependentsellersin

Amazon’sstoreintheUS.Theanalysisquantifiestheeconomicactivitysupportedbyindependentsellers,includingtheirdirectcontribution,the

activitysupportedbytheirdomesticsuppliers,andthewidereconomicactivitysupportedbyworkersspendingtheirwages.Theresultsareintended

toprovideaclearandtransparentviewofhowindependentsellerssupporteconomicactivityacrosstheUSeconomy.

Therestofthereportisorganizedintofivemoresections:

•Section2explainsAmazon’sofferingto

independentsellers,includingtheservicesavailablethroughtheAmazonstoreandthemainfulfillmentmodelssellerscanuse.

•Section3profilesindependentsellersin

Amazon’sstore,drawingonsurveyevidencetodescribewhotheyare,howtheyuseAmazon,andhowtheiractivityconnectstolocal

economies.

•Section4presentsOxfordEconomics’estimatesoftheUSeconomicimpactofindependent

sellersinAmazon’sUSstore.

•Section5summarizesthefindings.

Throughsellerspotlights,wehighlightexamplesofindependentsellersthathavesuccessfullygrowntheirbusinessesusingAmazon.

Lastly,themethodologicalappendixexplainsthedatasources,assumptions,modelingframework,andlimitationsthatunderpintheanalysis.

8AmazonNews,“

$2.5trillioninsalesandcounting:Celebrating25yearsofAmazon’spartnershipwithindependentsellers

”,November6,2025.

9USCensusBureau,“

QuarterlyRetailE-CommerceSales

”,May18,2026.

10AmazonrankedsecondintheUSforoverallonlineretailcustomersatisfactionaccordingtotheAmericanCustomerSatisfactionIndexin2023.Amazon,

“AmazonranksNo.1forvalueandselectioninthelatestAmericanCustomerSatisfactionIndex(ACSI)

”,2023,lastaccessedAugust2026.

11AmazonNews,“

FulfillmentbyAmazon:Howimprovingdeliveryfueledindependentsellergrowthandsuccess

”,September24,2023.

9

SECTION2.

AMAZON’SOFFERINGTO

INDEPENDENTSELLERS

1011

TheUSEconomicImpactofIndependentSellersinAmazon’sStore

AmAZON’SSerVICeOFFerINGtOINDepeNDeNtSeLLerS

Amazon’sstoregivesindependentsellersa

routetocustomersthroughasinglechannel

thatcombinesmanyhelpfultoolsandservices.

Independentsellerscanlistproducts,manage

orders,processtransactions,andaccesstoolsthatsupporttheirsalesactivitywithouthavingtobuildthefulldigitalinfrastructureofane-commerce

operationthemselves.Thisincludesaccess

tocustomer-facingproductpages,payment

processing,fraudprotection,ordermanagement,reportingtools,andotherservices.

theservicessellersusedependpartlyonhow

theychoosetofulfillcustomerorders.Sellersin

Amazon’sstorecanchoosetomanagefulfillment

themselves(theMerchantFulfilledNetworkor

MFN)oruseAmazon’sfulfillmentinfrastructure

(FulfillmentbyAmazonorFBA).WhenusingMFN,thesellerstores,packs,andshipsproducts,either

directlyorthroughathirdparty.WhenusingFBA,

thesellersendsinventorytoAmazon,whichhandlesstorage,packing,shipping,andmostcustomer

serviceandreturns.Somesellersuseboth.

Figure1:Theflowofgoodsfrommanufacturertocustomer(MFNandFBA)

MerchantFulfilledNetwork(MFN)Sellerhandleslogisticsendtoend.

RETURNS—SELLERHANDLES

UPSTREAM

Supplier/

manufacturer

SELLER

Seller-ownedor

third-partywarehouse

SELLER

Pick,pack&ship

SELLER

Carrierof

seller'schoice

ENDBUYER

Customer

Supplier/

manufacturer

UPSTREAM

Amazon

fulfillmentcenter

AMAZON

Pick,pack&ship

AMAZON

Amazondeliverynetwork

AMAZON

Customer

ENDBUYER

RETURNS—AMAZONHANDLES

FulfillmentbyAmazon(FBA)

Amazonhandleslogisticsaftergoodsenteritsnetwork.

Source:OxfordEconomicsadaptationofAmazonservicedescription

Amazonalsooffersadditionalservicesthatsellerscanchoosetousealongsidethecoreselling

option.Theseincludeadvertisingservices,whichallowsellerstopromotelistingsandincrease

productvisibilitywithintheAmazonstore.Noteverysellerneedstheseservices,buttogethertheyshapethebroaderenvironmentinwhichsellersmanage

discovery,customerreach,andsalesperformance.

1213

TheUSEconomicImpactofIndependentSellersinAmazon’sStoreTheUSEconomicImpactofIndependentSellersinAmazon’sStore

Amazonchargesforitsoptionalservicesonapay-for-usebasis,allowingsellerstopayonlyforserviceswhichtheyneedfortheirbusiness.Inadditionto

anyfeesforoptionalservicesreceived,sellersalsoincurstandardsellingfees,suchassellingplanfeesandreferralfees.12,13

HOWAmAZON’SmODeLSUppOrtSbUSINeSSeSANDtHeWIDereCONOmY

HowAmazon’sstoremaybenefitbusinessesandthewidereconomyissummarizedinFigure2.

Figure2:AmazonStore’sBenefits

FORTHEWIDERECONOMY

Entrepreneurship

Maylowerbarriersforsmallbusinessesandnewbrands

Productivity

Byfacilitatingbusinessgrowth,

Amazonmayenablesomebusinessestobecomemoreproductive

Consumerchoice

Maywidenproductrangeandvariety

Indirectandinducedeconomicactivity

Supportedthroughsupplychainsandemployee-wagespending

FORBUSINESSES

Lowerstart-upcosts

Mayreducetheneedforbusinessestocreatetheirownstore,paymentsystems,andfulfillment

Widercustomerreach

Facilitatescustomerreachbeyondthelocaleconomy

Flexiblefulfillment

Servicescanbecombinedtosuitdi仟erentsellers

Testingandscaling

Maylowerthecostoftestingnewproductswithcustomers

O

$

Source:OxfordEconomics

theAmazonstore,independentsellerscanmake

productsvisibletocustomersacrossawider

geographythanwouldtypicallybeavailablethroughaphysicalstoreoralocallyfocusedsaleschannel.

Forsomesellers,thismaysupportgrowthby

allowingthemtotestdemand,expandbeyondtheirimmediateregion,andreachcustomerswithoutfirstinvestinginanationalretailfootprint.

Amazon’sfulfillmentoptionsgivesellersflexibilityinhowtheyorganizetheiroperations.Ratherthanrequiringeverysellertoadoptasingleoperating

model,Amazonprovidesasetofservicesthatcanbecombinedindifferentways.Thisflexibilityis

importantbecauseindependentsellersvarybysize,theproduct(s)theysell,operationalcapability,andgrowthstrategy.

themodelcansupportexperimentationand

scalingbyloweringthecostoftestingproducts

andreachingcustomers.Independentsellerscan

usetheAmazonstoretointroducenewproducts,

observecustomerdemandandreviews,refinetheirproductrange,andadjusttheirsalesstrategy.This

canbeparticularlyrelevantforsmalleroremergingbrands,whichmayfacehigherriskswhenexpandingthroughtraditionalretailchannelsthatrequirelargerupfrontcommitments.

beNeFItStOtHeWIDereCONOmY

thewidereconomicrelevanceofthismodel

isitspotentialtosupportentrepreneurship,

productivity,consumerchoiceandbroader

supplychains.TheOrganisationforEconomicCo-operationandDevelopment(OECD)hasnotedthatdigitalizationcanhelpSMBsaccessnewmarkets

andimproveoperationalefficiency,andthat

e-commercestorescanhelpsmallerfirmsexpandcustomerreach,accessbusinessintelligence,

andachieveeconomiesofscaleatrelativelylow

cost.15,16Thesebenefitsareconsistentwiththe

waysAmazon’sstoremayhelpindependentsellersoperate,compete,andgrow,whilealsoexpandingtherangeofproductsavailabletoconsumers.

moreover,theactivitysupportedbyindependent

sellersinAmazon’sstoreextendsbeyondthesalesrecordedintheAmazonstore.Sellerrevenues

cansupportinvestment,employment,supplier

purchases,logisticsactivity,wages,andtaxrevenuesacrossthewidereconomy.

beNeFItStObUSINeSSeS

Amazon’sstorecanreducesomeofthefixedcostsassociatedwithreachingcustomers.

AbusinessthatsellsintheAmazonstoredoes

notneedtobuilditsowncustomer-facingonline

store,paymentsinfrastructure,fraudprotection

tools,orglobalfulfillmentcapabilitybeforemakingproductsavailabletocustomers.Amazonhasmade

acumulativeinvestmentofmorethan$100billion

initsfulfillmentnetworkaloneasof2023.14Itoffersthisadvancedfulfillmentsolutiontoindependent

sellers.Thismakesonlinesellingmoreaccessible,

particularlyforsmallerornewerbusinessesthatmayhavelimitedcapitalandtechnicalknow-how.

themodelcanalsohelpsellersreachcustomersbeyondtheirlocalmarket.Bylistingproductsin

12Amazon,“

Standardsellingfees

”,AmazonSellerCentral,lastaccessedJune2026.

13Amazon,

“AmazonFBA:Fulfillmentservicesforyourecommercebusiness

”,lastaccessedJune2026.

14AmazonNews,“

FulfillmentbyAmazon:Howimprovingdeliveryfueledindependentsellergrowthandsuccess

”,September24,2023.

15OrganisationforEconomicCo-operationandDevelopment(OECD),“

SMEdigitalizationforcompetitiveness:the2025OECD

D4SMEsurvey

”,2025.

16OrganisationforEconomicCo-operationandDevelopment(OECD)StudiesonSMEsandEntrepreneurship,“

TheDigital

TransformationofSMEs

”,2021.

TheUSEconomicImpactofIndependentSellersinAmazon’sStore

SELLERSPOTLIGHT:PALOUSEBRAND

Amazonstorefront

TheMaderfamilyhasfarmedthehillsaround

Pullman,Washington,forsixgenerations.Since2001theyhavesoldunderthePalouseBrand,growing

wheatberries,drypeas,chickpeas,andsmallbrownlentilsthattheyclean,package,andmarketfrom

theirownfacilities.

Sellingdirecttoconsumers.In2009,SarahMadersawanopportunitytobringcustomerscloserto

thefarmandgivethemmoreinformationabout

wheretheirfoodcamefrom.Palousebeganbuildingitsdirect-to-consumerbusiness,givingcustomers

informationabouteachcrop,includingwhereit

wasgrown,therainfallitreceived,andhowitwas

farmed.Assheputsit:“Iknewconsumerswanted

togetclosertowheretheirfoodwascomingfrom.Ithought,whywouldn’twetakeourfoodsandcreateadirect-to-consumerexperience?”

buildingthebusinessintheAmazonstore.That

sameyear,PalouseBrandbegansellinginAmazon’sstore,whenthesite’sgrocerycategorywasstill

small.PalousesawrapidgrowthinsalesinAmazon’sstoreearlyonwithroughlyadoublingevery

month.17Amazonwasitsmainroutetocustomersfromthestartandremainsitslargestsaleschannel.

ThecompanynowusesmanyofAmazon’s

tools,includingfulfillment,advertising,inventory

management,andAI-basedbusinessinsights,to

guideitsdecisions.IthasalsoincorporatedsomeofAmazon’sfulfillmentmethodsinitsownoperations.

AlargelyUSsupplychain.BecausePalouseBrandgrows,cleans,andpackagesitsmainproductsinWashington,mostoftheworkhappensintheUS.

Throughasecondbrand,ClearCreekFoods,italsobuyscropsfromotherNorthAmericanfarmers

andbringsthemtomarket.Beyondthefarm,

thebusinesssupportsUStestinglabs,certifiers,

packagingmakers,transportcompanies,and

softwareandprofessional-servicefirms.Ithasalsobroughtpartsofitssupplychainclosertohome,

movingitscardboardsourcingfromsuppliersaboutsixhoursawaytomanufacturerswithin60to90

minutesofthefarm.

Aruralemployer.Thecompany’sgrowthhas

changedthelogisticsarounditaswellasthe

farm.MadersaysUPSandFedExhaveadjusted

theirlocaloperationstohandleitsdailyvolumes,

includingregulartrailerpickupsfromitsrural

fulfillmentcenter.PalouseBrandemploysfull-andpart-timestaff,anditslocationnearWashington

StateUniversityletsithirestudentsandshowthem,throughtoursandotheractivities,howtechnology,logistics,andbusinessworkinmodernfarming.

Steadierincomeforthenextgeneration.Directsaleshavebecomemoreimportantascostsrise.

Madersaysfertilizercostshaveclimbedsharply

whilethepricesfarmersreceivehavenotkept

pace.RegularincomefromAmazongivesthe

businessmorestabilityandhelpsitkeepinvesting

innewfarmingtechnology,newproducts,andits

workforce.“ThepartnershipwithAmazongivesusapaycheckeverytwoweeks,”shesays.“Itallowsustoturntheeconomyaroundus,putnewtechnologiesintothefarm,andprovidehealthcaretothepeoplewhoworkwithus.”

Source:OxfordEconomicsinterviewwithSarahMader,co-ownerofPalouseBrand,July2026.

17A“

BrandRegistryhelpsseedPalouseBrand’ssuccesswithAmazon

”,lastaccessedAugust2026.

14