Figures released by the company show that Jumia’s gross merchandise value (GMV) from physical goods in Kenya increased by 23 per cent year on year in the second quarter of 2026. Even more striking is the geographical spread of its customers, with 67.6 per cent of active shoppers living outside Nairobi.
The figures suggest that online retail is no longer concentrated in Kenya’s major urban centres, as more consumers in other parts of the country embrace digital shopping.
Copia Global had previously built its business around serving communities that traditional retailers often struggled to reach. Its model allowed customers in smaller towns and rural areas to order everyday products through local agents, who helped connect them to the company’s distribution network.
However, the business ran into serious financial difficulties and entered administration in May 2024 after failing to secure the funding required to sustain its operations. A Kenyan court ordered its liquidation in October 2026, ending hopes of bringing the retailer back into business.
Copia’s failure highlighted the challenges of operating an e-commerce business across widely dispersed communities. Reaching customers outside major cities requires considerable investment in delivery networks, collection centres and other logistics services. Lower order volumes and longer delivery distances can also make it difficult to keep operating costs under control.
Jumia’s customer figures indicate that demand remains strong across several regions. During the first half of 2026, Kiambu accounted for 10.5 per cent of active customers, while Mombasa represented 5.9 per cent. Nakuru followed with 5 per cent, and Kajiado accounted for 4.2 per cent, based on the company’s JForce data.
Kenya also contributed 15 per cent of Jumia’s physical-goods GMV across its operating markets in the second quarter. Although the growth reflects increased transaction activity, gross merchandise value represents the total value of goods sold through the platform and should not be confused with revenue or profit.
The company’s ability to turn this growing demand into sustainable earnings will depend on how frequently customers place orders, how much they spend and the cost of delivering products to different locations.
To strengthen its reach, Jumia has invested in physical distribution facilities that complement its online marketplace. Its 2025 rural e-commerce report revealed that the company operated more than 300 pickup stations across Kenya, covering approximately 100 towns.
These collection points allow customers to receive their purchases without relying entirely on home delivery. They also help Jumia reach communities where conventional delivery services may be limited or expensive.
Vinod Goel, managing director of Jumia East Africa, said the growing number of customers outside Nairobi was an important indication of how online shopping was spreading across the country.
“The bigger story is where Kenya’s online growth is coming from. Two in three of our active customers are now outside Nairobi, while physical-goods GMV grew 23% in the second quarter,” he said.
Goel added that the company’s Black Friday campaign would provide Kenyan sellers, small and medium-sized businesses and established brands with an opportunity to reach more consumers.
Jumia’s shopping data also shows that mobile accessories, smart televisions, smartphones and electric kettles are among the popular products attracting new customers to the platform. Consumers between the ages of 18 and 44 account for 82 per cent of its customer base, reflecting the growing influence of younger shoppers who rely heavily on mobile devices.
The company is scheduled to kick off its 2026 Black Friday campaign on October 30, with several recognised brands expected to participate. They include Xiaomi, L’Oréal, Nivea, Vision Plus, Itel, Oraimo, Haier, Hisense, Lyons, Electromate, Decathlon, Safaricom and Nairobi Sports House.
The campaign will feature products across different categories, including electronics, beauty products, household appliances, telecommunications and sports equipment. The marketplace also offers livestock, including cows, as part of its wider product selection.
Beyond online promotions, Jumia plans to take the campaign closer to consumers through activities at pickup stations, local agents and regional radio broadcasts. The approach is intended to attract shoppers from different parts of Kenya, including communities that may not have regular access to traditional retail outlets.
For Kenya’s e-commerce industry, the real challenge is no longer simply convincing people outside Nairobi to shop online. The bigger task is developing a distribution system that can serve them reliably without making deliveries too expensive.
Copia’s collapse demonstrated how difficult it can be to build a sustainable business around underserved communities. Jumia’s expanding customer base, however, shows that the demand is still there. Whether the company can turn that opportunity into lasting growth will depend largely on how efficiently it manages its operations and reaches customers across the country.
