Vertical Integration In Floriculture Is Reshaping The Industry

In an industry founded on tradition yet driven by innovation, a new class of companies is reshaping the way flowers move: from genetics to bouquets.

Across the global floriculture landscape, one trend is becoming impossible to ignore: vertical integration at scale. These are the quiet giants. The ones who rarely announce their moves, yet whose strategies ripple across continents, influencing supply chains, pricing structures, and the very language of logistics.

How the Quiet Giants Consolidate Power Through Strategic M&A

The upper tier of global floriculture is no longer scaling through production alone. It is scaling through ownership of the chain. Dutch Flower Group illustrates this shift clearly. The acquisition of Airflo in 2020 secured critical cold-chain and freight corridors from East Africa into Europe, reducing exposure to volatile logistics markets and tightening logistical certainty.

The integration of Super-Flora expanded DFG’s retail-ready bouquet capabilities across major European supermarkets, reinforcing its position within retailer planning cycles. In 2023, the group acquired Nini Herburg Roses, adding more than 200 million stems of annual Kenyan and Ethiopian rose supply to its upstream production base. Strategic expansion with Van Dijk Flora further strengthened DFG’s ability to service high-volume retail programs with predictable, consolidated sourcing.

The Elite Group Is Executing a Similar Blueprint

But with a distinctly global tempo. The merger with Royal Flowers Group in 2023 created a stronger, more diversified platform with deeper genetics and broader farm structures. The 2024 acquisition of The USA Bouquet Company anchored Elite at the retail level across North America, expanding its role in design, fulfillment, and mass-market distribution.

Over recent years, the group has consolidated multiple Benchmark-linked Ecuadorian farms and absorbed several Miami importers to streamline its logistics and sales engine. Most notably, Elite has now entered the African continent through production partnerships and stakes in East African farms, building diversification in climate zones and creating year-round stability in core crops, an expansion confirmed through industry announcements and regional trade sources. These moves signal a structural shift: integration is no longer an advantage. It is the operating model shaping the next generation of industry leaders.

Flower supply chain integration with Elite Group — *From breeding to bouquet – the power of vertical integration.*

The Model Is More Than Just Owning the Product

This new breed of floriculture titan doesn’t just sell flowers. They:

Breed new genetics in-house.
Grow on a scale that spans countries and climates.
Design bouquets tailored for retail efficiency and consumer appeal.
Distribute globally with their own or partner logistics.
And most intriguingly — stay largely silent while doing it.

In an age of transparency, data, and storytelling, this silence is strategic. These companies don’t need press releases because their influence is felt in the market.

And yet, they are present. Not online, but in the rooms that matter: the trade shows, conventions, and deal tables where the future of the industry is being quietly written.

Why Vertical Integration Now?

The logic is compelling:

Rising fuel and logistics costs make control over shipping and consolidation essential.
Retailers demand pre-packed, ready-to-sell solutions, not just stems.
E-commerce growth and next-day delivery pressures reward tight, internalized operations.
Branding is no longer a luxury; it’s a necessity.

But there’s a flipside: vertical integration can feel impenetrable. If you’re not inside the system, you might be left on the outside looking in.

Vertical integration concept in flowers — *Vertical Integration at Wafex*

Is this the blueprint for the future of floriculture?

The Challenge for the Flower Industry

As this model gains traction, the rest of the industry — from independent growers to regional distributors — must ask:

How do we stay relevant in a vertically integrated world?

The answer may lie in alignment, not resistance.

Collaborative platforms that connect rather than compete.
Media and communication channels that amplify stories across the chain.
Technology that unlocks data, transparency, and ease of transactions.

Thursd’s Vision is a Bridge, Not a Barrier

At Thursd, we see what’s happening, and we’re building the infrastructure to connect, not fragment.

With our editorial reach, we spotlight the brands and designers shaping floral trends.
Through myThursd Meetup Spot, we’ve built a promotional and transactional platform that brings growers, designers, and buyers together.
Our roadmap is clear: build the Booking.com of floriculture, with space for everyone willing to evolve.

myThursd

We’re not here to own farms or bouquets. We’re here to tell the story. To build the connections. To be the infrastructure of visibility and trust that even the most vertically integrated players can leverage.

Because in the end, even the quiet giants need a place to be seen, but only when they’re ready.

FAQ

Why are more floriculture companies moving toward vertical integration?

Vertical integration reduces operational friction, protects margins, and creates tighter control over quality, logistics, and retail-ready solutions. Rising freight costs, retailer demands for complete programs, and the need for consistent year-round supply make integration a strategic advantage.

How does vertical integration impact independent growers and mid-sized distributors?

It raises the strategic bar. Independents face more consolidated buying power and tighter retail requirements. The path forward often lies in alignment – joining strong platforms, partnering with integrated players, or specializing in niche genetics, service, or craftsmanship that large groups cannot replicate.

Are vertically integrated groups a threat to market diversity?

They reshape the landscape, but they do not eliminate diversity. Instead, they redefine value creation. Integrated groups handle scale, logistics and retail complexity, while smaller growers can thrive through specialization, storytelling, and direct visibility on platforms designed to amplify their identity.

Why do retail chains increasingly prefer vertically integrated suppliers?

Retailers want reliability, year-round availability, consistent quality, and simplified procurement. Integrated suppliers provide pre-packed solutions, shorter lead times, stronger forecasting, and unified accountability. This aligns perfectly with the operational demands of supermarkets, DIY chains, and e-commerce players.

How do media and digital platforms fit into a vertically integrated world?

As integration grows, visibility becomes the scarce resource. Media platforms like Thursd give growers, breeders and designers a neutral stage to be discovered, tell their stories, and build brand equity. In an industry consolidating at the top, digital visibility becomes the great equalizer.

What is the biggest long-term implication of large-scale vertical integration in floriculture?