Amazon Business reached $60 billion in annualized gross sales in the second quarter of 2026, Amazon confirmed on July 21 — up from the $35 billion disclosed at the end of 2022 and $25 billion in 2021. Reported globally across 11 countries and now serving more than 11 million organizations, including 97 of the Fortune 100, it’s a business that would rank among the largest e-commerce marketplaces anywhere if it stood alone, and it’s approaching the scale of Amazon’s own advertising business.
On Marketplace Pulse’s estimate, that $60 billion represents roughly 7% of the $830 billion Amazon and its sellers sold in total last year. If the historical split holds — Amazon has said more than half of Amazon Business sales come from third-party sellers — something in the region of $30 billion of it is already flowing to sellers. The more useful number for anyone not yet capturing a share of it is what’s changed on Amazon’s side to get here, because almost none of it touched the tools sellers actually use to sell into this channel.
The Growth Curve Slowed From Its Early Pace
Amazon Business crossed $25 billion in under five years — less than half the time consumer sales took to reach the same figure — a pace that once made $100 billion within another five years look achievable. It didn’t happen: the business has compounded at a remarkably consistent roughly 18% a year both from 2021 to 2023 and from 2023 to today, well above the 9% Amazon’s overall GMV grew last year and the 5–8% baseline U.S. e-commerce has settled into, but the early acceleration never returned. The reason is structural rather than a sign of weakening demand: business-to-business spending is a multiple of consumer spending, but procurement runs on approval chains, purchase orders, negotiated contract pricing, payment terms, and tax exemption documentation — none of which the consumer marketplace playbook solved on the way up. Amazon has spent eleven years digitizing the least complicated end of that market first.
Nearly Everything Amazon Just Announced Addresses Buyers, Not Supply
Alongside the milestone, Amazon announced a wave of new capabilities — almost all aimed at the buying side of the transaction:
- An AI-powered assistant that answers account questions directly.
- Savings Insights, which analyzes an organization’s spend to surface bulk-discount opportunities.
- Spend Anomaly Monitoring, flagging unusual purchases for procurement teams.
- Dedicated delivery trucks rolling out across 13 states, built specifically for loading docks and mailrooms rather than residential doorsteps.
- An expanded Prime Business membership bundling CrowdStrike, Gusto, and QuickBooks alongside Amazon Quick, Amazon’s AI work assistant.
Every one of these is a procurement-software problem being solved for the buyer. The supply side — the tools sellers actually touch — has moved far less: sellers enrolled in the B2B program still set business-only pricing visible to verified buyers, tiered quantity discounts, business-only listings, and respond to custom quote requests, largely the same capabilities that have existed for years while the buyer experience around them was rebuilt from the ground up. Amazon’s own July “Reshape 2026” announcement did extend purchase-order support and quote workflows to more third-party sellers, but that’s an incremental widening of existing tools, not a new capability set to match the buyer-side investment.
Why This Asymmetry Is the Actual Opportunity
B2B demand on Amazon arrives through existing listings sellers already maintain, at meaningfully higher average order values, from customers that include hospitals, universities, governments, and the vast majority of the Fortune 100 — not from an ad auction. That distinction matters more than it sounds: fewer than 8,000 sellers now generate half of Amazon’s estimated $300 billion in U.S. third-party GMV, and separate Marketplace Pulse survey data has found 49% of sellers name marketplace fees as their primary margin concern, with 46% citing advertising costs specifically. Incremental demand captured through a quantity discount on inventory a seller is already carrying is a fundamentally different economic proposition than incremental demand bought unit by unit through PPC.
What Enrolling Actually Takes
The seller-facing mechanics haven’t changed, which is precisely why they’re worth revisiting if a catalog isn’t using them yet. Amazon Business enrollment and B2B pricing comes down to a short list of concrete actions:
- Enroll relevant ASINs in the B2B program through Seller Central and set business-only pricing that’s visible only to verified Amazon Business buyers.
- Add tiered quantity discounts — price breaks at 5, 10, 25+ units, for example — on any SKU where bulk purchasing by an office, facility, or institution is plausible.
- Respond promptly to custom quote requests, which is often the only seller-side workflow that scales with a large, one-off institutional order.
- Complete tax-exemption documentation setup so business buyers eligible for exemption see accurate pricing at checkout rather than abandoning the purchase.
- Prioritize this review for categories with obvious institutional demand — office and facility supplies, safety equipment, food service, industrial and repair tools — rather than assuming it only applies to an office-products catalog.
The Bottom Line
Amazon Business will not become the headline growth story of Amazon’s next decade at 18% a year, and on its current, unusually consistent trajectory it reaches $100 billion before the decade ends regardless. For sellers, the more immediate point is that the buyer-side investment Amazon just made makes the channel easier to discover and easier to buy from — while the seller tools required to actually capture that demand have sat mostly untouched. That gap closes eventually. Until it does, a seller willing to set up business pricing and quantity discounts today is competing for institutional demand against sellers who haven’t bothered yet, not against an auction full of them.
