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For retailers shipping 1,000 monthly EU orders, annual additional costs could exceed €9,000 (£7,823), rising to more than €20,000 (£17,384) in high-return categories such as fashion.

For founders, the issue is not simply another fee. It is what the charge represents: another shift in the economics of selling directly into Europe.

Why scale-ups may feel it most

Large multinational groups can often absorb new costs, optimise tax structures or expand warehouse networks. Growth-stage businesses may be among the most exposed: large enough for Europe to matter commercially, but not always large enough to absorb inefficiency without consequence. As businesses grow, every extra cost line can affect pricing flexibility, customer acquisition economics and future hiring decisions.

This is not just about €3 (£2.60). It is the removal of a structural advantage that made ultra-low-cost cross-border models viable at scale.

Customer experience may become the real battleground

For scaling businesses, customer experience can matter as much as margin. How the new fee is handled may directly influence conversion rates. If charges are integrated transparently at checkout, the impact can be managed. If they appear unexpectedly at delivery – often alongside carrier handling fees – the result may be refused parcels, returns and damaged trust.

The difference between charging €3 (£2.60) at checkout and €13 (£11.29) at the door is the difference between conversion and rejection. At checkout, it’s just another line in the price. At the door, it becomes a friction point that triggers hesitation, refusal, and ultimately returns. That single moment, when the customer is asked to pay, determines whether the sale is completed or reversed.

Good operators can still win abroad

While new charges may dominate attention, operational quality often matters more than founders assume.

Recent analysis based on shipment data from 502 exporters operating across the Poland–UK corridor found average return ratios of 2.8% in 2025, suggesting that well-structured cross-border models can remain commercially manageable when fulfilment, returns and customer communication are designed properly.

The lesson for growth businesses may be clear: fees create pressure, but poor operations create bigger problems.

After Brexit, many sellers paused expansion plans. Today we see a clear shift. Cross-border has become part of long-term international strategy rather than a test market. The relatively low return rate suggests that sellers increasingly understand both customs requirements and the expectations of British consumers.

Scale determines whether recovery makes sense

For smaller sellers, reclaiming the new €3 (£2.60) fee on returned goods may not justify the admin burden. But at higher volumes, the numbers quickly become material.

A retailer shipping 1,000 monthly EU orders could potentially recover around €9,000 (£7,822) annually, rising to more than €21,000 (£18,253) at 2,000 monthly orders.

Below roughly 250 monthly EU orders, recovery is rarely cost-effective. Between 250 and 1,000 monthly orders it may become viable when processed in bulk. Above that level, it can become a meaningful line item.

At scale, €3 (£2.60) stops being a small fee and becomes a recurring line in your P&L. If you don’t manage it, it compounds across every return.

What founders should review now

With July approaching, UK scale-ups selling into Europe may need to reassess:

• Pricing models by market
• Checkout transparency
• Fulfilment locations
• Returns infrastructure
• Local warehousing economics
• Margin resilience by channel

The next winners may be operational, not just commercial

For years, many ecommerce success stories were driven by product, brand and paid acquisition. Those levers still matter, but cross-border growth is becoming increasingly operational. The brands most likely to win in Europe over the next phase may not be those spending the most on ads, but those building the strongest infrastructure behind the scenes.

Paweł Zakielarz is the founder and CEO at Shopreturns. Co-written by Wojciech Kotlicki, head of marketing at Shopreturns.

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