Global scale and statistics
Running multiple online stores under different brand names using a shared inventory is a common strategy among e-commerce businesses, even though exact numbers are hard to pinpoint. Many large e-commerce platforms support this model. This suggests that a significant share of businesses expand by launching several storefronts for different audiences or markets. A Nordic example, Sweden’s BHG Group, operates over 30 online stores in the home improvement and interior segment, illustrating how widespread the multi-store approach has become. Overall, more than half of online retailers implement multi-channel strategies to reach customers—often including multiple storefronts or sales channels.
Typical business models for multi-brand online stores
Companies that run multiple webshops with shared inventory usually fall into two categories. One is the “House of Brands” model, where a parent company owns multiple brands, each with its own webshop and brand identity. A good example is Williams-Sonoma, Inc., which owns Pottery Barn, West Elm, and Williams Sonoma—each with separate webshops but shared operations. The other model is the “Branded House” approach, where a single company manages different sub-brands or sites tailored to specific customer segments, but all under one umbrella brand.
In both cases, a shared backend handles inventory, logistics, and administration. For example, Zappos created niche verticals for running shoes, high-end fashion, and outlets—offering all products from the same central warehouse. This allowed them to test new markets (like high-end fashion via “Couture” or discount sales via 6pm.com) without duplicating inventory. Another example is Wayfair, which operates five branded webshops (Wayfair.com, Joss & Main, AllModern, Birch Lane, and Perigold), each targeting a different lifestyle or price point. While the front-end shops vary, the infrastructure and inventory behind the scenes are shared.
Prevalence in the household goods sector
This model is especially common in the household goods sector (e.g., furniture, kitchenware, home décor). Some of the largest players in home and interior goods use this exact strategy. As noted, Wayfair is a prime example, offering over 14 million products across five stores and partnering with around 11,000 suppliers—all managed centrally. Williams-Sonoma, Inc., another giant, announced in 2018 that all its brands would move to a “one inventory” system to streamline fulfillment across online and physical stores.
In the Nordic region, Ellos Group (before its 2024 bankruptcy) ran Ellos, Jotex, and Homeroom—three separate e-commerce brands under one roof. Similarly, BHG Group specializes in acquiring and running many online stores in the home sector, all powered by shared warehousing and IT systems.
Examples of companies (large and small)
Prominent international examples include Wayfair and Williams-Sonoma. Zappos (owned by Amazon) also successfully ran multiple niche shops, including their discount site 6pm.com. In Europe, Otto Group in Germany and The Hut Group (THG) in the UK operate multiple brands with unified logistics and systems.
Smaller companies also use this approach. A common scenario: a small merchant runs one webshop for kitchenware and another for cleaning supplies, with both drawing from the same inventory. Outlet stores are another example—where a separate discount-focused webshop helps clear stock without harming the premium brand. Platforms like WooCommerce combined with WooMultistore allow even small merchants to synchronize shared inventory across multiple stores, making this model accessible beyond large enterprises.
Benefits of using a shared inventory across multiple webshops
This model offers several operational benefits. Efficiency and reduced warehouse costs are major advantages. Rather than stocking each webshop separately, all draw from one central inventory. Zappos described each new storefront as merely “a new window into the same warehouse.” This approach reduces cost, simplifies stock management, and minimizes the risk of unsold inventory.
Another benefit is the ability to target specific customer segments via tailored storefronts—each with a unique design and curated product range—while the backend systems remain unified. Wayfair uses its five stores to present different styles and price levels to customers, while still handling logistics centrally.
Economies of scale in the supply chain also play a role. Williams-Sonoma noted that unified inventory improves distribution efficiency and reduces fragmented shipments. The system can dynamically reallocate stock between stores based on demand. Items that underperform in one store might sell well in another—because all inventory is centrally managed.
Lastly, shared inventory enables cross-brand promotions and loyalty programs. Customers of one brand can be introduced to sister brands through shared loyalty systems or navigation menus, as seen with Gap Inc. and Williams-Sonoma.
Challenges and downsides of the model
Despite its advantages, this model comes with challenges. Operational complexity increases with each new webshop. Real-time inventory syncing is critical to avoid overselling—where two shops sell the same final product before inventory updates, leading to cancellations and unhappy customers.
There’s also an increased marketing and admin burden. Each store needs unique product pages, SEO, and customer service. Without clear differentiation, stores can cannibalize each other’s sales, so product ranges and brand identity must be strategically managed.
Brand management can be tricky. Each shop needs a distinct voice and look. Without clear branding, customers may become confused or miss the connection between sibling brands—resulting in lost cross-sales. Some companies choose to reveal brand relations (e.g., Gap’s top-menu links), but this requires careful messaging.
Other technical and marketing issues include potential conflicts with Google Shopping or ad platforms, which often restrict duplicate product listings from the same owner. Businesses must ensure products are differentiated across webshops or risk getting blocked.
International operations add further complexity—logistics and currency handling require advanced inventory software to maintain centralized stock across countries. This can be expensive and require careful planning. Staff also face a steeper learning curve, especially for customer service and order prioritization across channels.
Norwegian and Nordic examples
In Norway, Kitch’n and Tilbords were once competitors but are now both owned by Homeco AS. The two webshops still exist separately but use a shared warehouse and automated logistics system (Autostore) at their facility in Bryne.
Homeco AS also owns the Swedish brand Cervera, suggesting similar cross-border logistics integration may be in place. Another example, Ellos Group in Sweden (before 2024), ran Ellos, Jotex, and Homeroom—all sharing parts of their logistics chain.
BHG Group has acquired multiple Nordic home brands and is currently working to unify its e-commerce and logistics systems for a seamless back-end across all brands.
Even smaller Norwegian businesses are experimenting with multiple webshops and centralized stock, often using apps to synchronize inventory across a main webshop, marketplaces, and niche websites.
Summary
Running multiple online stores with a shared inventory is a proven and increasingly common strategy—especially in the household goods industry. It allows businesses to expand reach, personalize the customer experience, and operate more efficiently. While it comes with operational and technical challenges, the benefits have proven worthwhile for global giants and Nordic retailers alike.