AMSTERDAM - The retail sector in the Netherlands has seen a sharp rise in bankruptcies this year, with more than 300 retail companies among the 4,000 businesses that failed in 2024. According to NOS, the retail industry has been hit especially hard, with bankruptcies rising 21 percent compared to 2023. High-profile retail chains such as The Body Shop, Dunkin’ Donuts, and Blokker have shuttered stores across the country, reflecting a troubling trend in the sector.
Olaf Zwijnenburg, a sector manager for Rabobank, notes the challenges faced by these companies. He points to a “toxic cocktail” of factors contributing to the wave of closures: inflation, declining sales volumes, and rising operational costs, including higher prices for energy, labor, and rent. Additionally, many retailers are still grappling with the financial impact of COVID-19-related tax debts.
Zwijnenburg observes that the decline of Blokker, once a dominant force in Dutch retail, is particularly painful. “This is an implosion of a true retail empire,” he said, referring to the closure of several Blokker stores, including a prominent location in Heerlen. However, the purchase of the Blokker brand by Roland Palmer, a relative of the founder, may offer some hope for the chain's future. Currently, Blokker’s 45 franchise stores and its online presence remain operational, though future growth remains uncertain.
Despite the growing number of store closures, consumer spending in the Netherlands remains strong. In 2024, the Dutch economy showed signs of recovery, with increased consumer spending contributing to a slight economic rebound. According to ING’s economic department, retail growth is expected to continue in 2025, albeit at a slower pace, with health and wellness products seeing particularly strong demand.
“While the first half of 2024 saw cautious spending, we noticed an uptick in consumer purchases in the latter half of the year,” said Gerarda Westerhuis, sector economist for ABN Amro. Retailers must innovate to remain competitive, she added, noting that sectors such as health and wellness are seeing substantial growth.
Zwijnenburg agrees that innovation is essential for survival in the modern retail landscape. “Look at Blokker,” he said. “It was one of the first to import cheap goods from distant countries, which fueled its rapid expansion. But it lost relevance quickly.” Blokker’s delayed entry into e-commerce and its failure to keep pace with competitors in household goods were major contributing factors to its decline.
In contrast, newer brands have adapted more quickly to shifting consumer habits. Zwijnenburg points to several successful examples in Heerlen’s shopping district, including a trendy eyewear brand, a women’s jewelry store, and a men’s clothing retailer. All three initially operated online before opening physical stores. These companies have mastered the integration of online and offline retailing, often referred to as the “bricks and clicks” model.
Zwijnenburg believes that there is still room for both large, well-established retailers and smaller niche businesses in the evolving retail landscape. He notes that independent shops, particularly in areas with strong local support, continue to thrive. “Here in Arnhem, we have the ‘seven streets’ area, where many local entrepreneurs are doing well,” he said.
