This article is a part of Poland Unpacked. Weekly intelligence for decision-makers
As much as PLN 50 million (EUR 11.7 million) in profit in its first year and, eventually, up to one-third of group sales: Poland’s largest fashion group is setting its sights high. It wants to harness thousands of stores and warehouses handling millions of orders to open the European market to Polish businesses. And those are not its only advantages.
“We are not extremely innovative; we simply adapt to the market,” Marek Piechocki, LPP’s CEO and co-founder, acknowledged in an interview with XYZ. Now it is time for another such move.
In recent years, many of the largest retail chains in their respective categories have launched their own marketplaces. Decathlon, Media Expert, Black Red White and Super-Pharm are just some of them.
Poland’s largest fashion group has now joined their ranks. It is targeting around PLN 30 billion (EUR 7.0 billion) in revenue in 2027, up from PLN 23 billion (EUR 5.4 billion) in 2025. For now, it has launched the platform under the banner of Sinsay, its youngest brand but already its largest. The marketplace debuted on August 3 and is now set to enter a phase of broad expansion.
“We have the ambition and solid foundations to quickly become one of the three most important platforms on which Polish sellers want to be present,” says Mikołaj Wezdecki, vice president of LPP.
Allegro and Amazon – for which attracting Polish sellers is just as important as competing for consumers – have gained a formidable rival in selected categories. Allegro, for its part, has no intention of ceding ground in fashion. One indication was its recruitment in June of Daniel Rogiński as chief commercial officer. He previously headed Zalando’s operations in Central and Eastern Europe.
Sinsay’s transformation prompted LPP to launch a marketplace
Modivo was supposed to become Poland’s leading fashion marketplace. The platform launched at the end of 2022, taking on Zalando. Instead of growing in importance, however, it gradually found itself overshadowed by other projects within the group.
Dariusz Miłek is increasingly focusing on expanding the brick-and-mortar networks of HalfPrice and ShockPrice. Interestingly, Dawid Choczyński has been appointed head of the Sinsay marketplace. He is a manager who spent years at Modivo and eObuwie – much like Mikołaj Wezdecki.
Opening up to third-party sellers was a natural step for Modivo because its business had been built from the outset around selling products from external brands. LPP, by contrast, spent decades selling only its own products: Reserved, Sinsay, House, Mohito and Cropp. As recently as two years ago, the group therefore saw no need to turn its own online stores into platforms for outside sellers.
Interactive chart “We began the first discussions about launching a marketplace at Sinsay at the end of 2025, and work started in early 2026. We completed the entire project in just six months. Given its scale and complexity, that is a very good result,” says Mikołaj Wezdecki.
The decision to embrace a new sales model was helped by a shift in how Sinsay is perceived, both internally and by customers. The brand is no longer associated solely with clothing, which in its early years was aimed mainly at teenage girls. Marcin Piechocki, who runs the brand, spoke extensively to XYZ about its transformation.
“Today, it is a comprehensive shopping destination for the whole family, offering not only fashion but also footwear, accessories, toys, cosmetics, home furnishings and even pet products. Customers do not think in terms of product categories, but in terms of specific needs they want to meet quickly and conveniently. A single visit to the platform should allow them to buy something for themselves, get their child ready for school, find a shirt for their partner or pick out new decorations for their home,” the manager explains.
100,000 products as soon as next year
Its own marketplace allows LPP to expand its assortment at a pace that was previously impossible. Sinsay stores carry an average of 10,000-13,000 SKUs (unique stock-keeping units), while its e-commerce operation offers around 28,000. The marketplace added another 6,000 from the outset.
“In 2027, we want to reach 100,000 products. Achieving that scale using only our own resources would require sourcing and vetting a vast number of suppliers, financing merchandise purchases and expanding logistics. It would mean years of effort and substantial investment,” Mikołaj Wezdecki explains.
The company is open to working with brand owners and distributors, as well as global players and local businesses.
“We are not simply adding another sales shelf for them at Sinsay; we are giving them an entire new floor. Our e-commerce operation is now the main gateway into the Sinsay world. No brick-and-mortar store can generate millions of visits a month. With the marketplace, Sinsay is increasingly becoming a digital shopping mall, combining broad reach with the convenience of buying everything in one place,” says Mikołaj Wezdecki.
100 partners soon, and eventually as many as 500
Sinsay launched with 15 sellers and nearly 60 new brands, including Nike, LEGO and Eveline Cosmetics. By the end of the year, it wants to work with around 100 partners, while in the longer term it sees room for as many as roughly 500.
“We select them very carefully. What matters most to us is the added value and quality of the offers, not the number of sellers or products. Our concerns about whether we would be able to attract sufficiently strong partners quickly proved unfounded. Even the first reports that we might launch the marketplace generated a great deal of interest,” says Mikołaj Wezdecki.
LPP was also concerned that opening the marketplace to third-party sellers could lower its existing customer-service standards, lengthen delivery times or affect perceptions of the brand. The group’s early experience, however, has been positive.
Millions of zlotys in profit, billions in sales
Launching its own marketplace was one of LPP’s biggest technology initiatives. Over six months, around 100 people from different departments worked on the project, spanning IT and product, marketing and accounting, logistics and legal.
The investment, running into millions of zlotys, is expected to pay for itself quickly. This year, Sinsay is expanding the team, onboarding its first sellers and gaining experience. After more than a month in operation, LPP believes the model is working and has so far encountered no major obstacles.
“By the end of the year, we will know what scale we are ready to handle. But we have already set specific targets for next year. We expect the marketplace to generate around PLN 40-50 million (EUR 9.4-11.7 million) in EBITDA. A mature marketplace accounts for around 30% of a retail network’s sales. We will work toward that level at a sensible pace,” says Mikołaj Wezdecki.
LPP may be able to bring its marketplace to profitability relatively quickly because it is drawing on resources it already has. The marketplace is thus becoming another component of the group’s existing ecosystem. By comparison, Adam Ciesielczyk told XYZ that Erli, the platform he founded, had to invest more than PLN 500 million (EUR 117 million) over several years before reaching profitability.
In 2025, Erli generated PLN 1.8 billion (EUR 421 million) in gross merchandise value (GMV), with EBITDA of PLN 21.2 million (EUR 5.0 million). Allegro, the market leader, needed PLN 66.4 billion (EUR 15.5 billion) in GMV last year to generate PLN 4 billion (EUR 936 million) in adjusted EBITDA. A simple comparison of these figures cannot precisely indicate the scale Sinsay would need, because the platforms have different business models and margin levels. It can reasonably be assumed, however, that meeting the PLN 40-50 million (EUR 9.4-11.7 million) EBITDA target will require GMV of at least several hundred million zlotys. Sinsay’s direct sales amount to around PLN 5 billion (EUR 1.17 billion) in Poland and around PLN 13 billion (EUR 3.04 billion) across all markets.
Interactive chart Sinsay stores as a parcel-locker network
Poland’s marketplace sector is already fairly mature. Businesses and consumers have plenty of options, and new players continue to enter the market. LPP is well aware of this.
“We are the only player combining the four key capabilities needed to succeed in this model. First, we already have a huge base of 10 million loyal Sinsay customers across all countries. A marketplace without buyers is like an airport without passengers – useless. And that is not something you can change overnight,” says Mikołaj Wezdecki.
The second advantage, which is difficult to replicate quickly, is Sinsay’s network of more than 2,500 stores across Europe, including nearly 700 in Poland. In both 2027 and 2028, the network is expected to expand by around 750 stores a year, broadly matching this year’s pace. The stores are intended to become a natural extension of the marketplace.
“Ultimately, the stores could to some extent serve as an alternative to a parcel-locker network. They can act as convenient collection points for orders placed through the marketplace and, at a later stage, as return points as well. This is particularly important because even today, half of online orders already reach customers through our stores,” Mikołaj Wezdecki explains.
Interactive chart In-house logistics will open up almost all of Europe to sellers
The third advantage is a sophisticated and largely automated logistics network. LPP Logistics, a dedicated subsidiary, manages warehouses covering more than 700,000 square meters. The 70,000-square-meter fulfillment center in southeastern Poland alone ships as many as 3.5 million items of clothing and accessories to consumers each week.
In 2024-25, the company invested PLN 1.7 billion (EUR 398 million) in logistics, including a sixfold increase in the number of robots to 3,500. Several years ago, it had already signaled that the infrastructure it was building could eventually be used commercially.
“Next year, we want to offer sellers a more efficient end-to-end order-fulfillment service, similar to those provided by Amazon and Allegro. They will save on logistics costs and be able to focus on other areas of their business, while we will guarantee our customers the same delivery standards they are used to,” says Mikołaj Wezdecki.
The fourth advantage is geographic reach. According to LPP, aside from Amazon, no marketplace operating in Poland today can give sellers access to almost the whole of Europe. LPP already operates in 47 markets, including some outside Europe.
“In 2027, alongside the rollout of logistics services for partners, we plan to enable them to sell abroad. We will start with countries neighboring Poland. As for opening the marketplace in additional countries to local sellers, we will make that decision next year. First, we need to validate our assumptions and refine the business model in our home market,” explains LPP’s vice president.
Expert's perspective
An ecosystem built around in-house logistics could be Sinsay’s biggest advantage
For LPP, this is therefore a way to increase both shopping frequency and basket size, while also making better use of the enormous traffic the brand already generates. Consumer-electronics retailers such as MediaMarkt and Media Expert are diversifying their businesses in a similar way.
In recent years, LPP – through its dedicated subsidiary LPP Logistics – has greatly expanded its warehouse network. Sinsay can therefore build an advantage that many other marketplace operators lack. In Poland, on one side are platforms such as Amazon and Allegro, with very high traffic and sophisticated e-commerce logistics, but no network of traditional stores. On the other are chains such as Pepco, with excellent physical points of contact with customers but less experience in online retail. Sinsay can combine the strengths of both models.
I see the greatest growth potential, however, in LPP using its logistics infrastructure abroad – including in Romania – to provide end-to-end order fulfillment for third-party sellers. This is especially true when combined with Sinsay’s network of thousands of stores, which are present not only in the largest metropolitan areas but also in smaller towns, and which from the outset have been developed under an omnichannel model in which brick-and-mortar stores and e-commerce complement each other.
For the average seller, entering a foreign marketplace means finding a logistics provider and ensuring an appropriate standard of service. If LPP were to take over product warehousing, order picking and fulfillment, as well as returns handling, it would significantly lower the barrier to entering foreign markets. Customers, in turn, would benefit from a more consistent shopping experience.
Sinsay’s biggest advantage may therefore lie not in the marketplace itself, but in the entire integrated omnichannel ecosystem. If LPP connects partners with its warehouses and thousands of stores, such a business model will be much harder to replicate.
Logistics alone, however, does not guarantee success. The platform will need a sufficiently large number of sellers, effective quality control of the assortment, integration of inventory and order data and, above all, a consistent standard of customer service. The more third-party sellers there are, the harder it becomes to provide customers with a seamless shopping experience.
Advertising services on the marketplace and in stores
The cornerstone of marketplace business models is commission on sales (at Allegro, the average is more than 12%). New entrants often offer lower rates than established rivals at first in order to attract sellers and buyers. LPP argues, however, that its competitive advantages are strong enough that it does not have to compete for sellers on commission rates alone.
“Our terms simply need to remain competitive and in line with market standards. At launch, we offer a commission-free period of up to three months. After that, the rate is tailored to individual categories,” says Mikołaj Wezdecki.
Alongside commissions and logistics services, a third source of revenue for marketplaces has emerged in the form of so-called retail media – advertising targeted directly at customers within the shopping environment, whether on a website, in an app or in a brick-and-mortar store. Sinsay plans to launch such solutions in 2027, once the marketplace has built up a sufficiently large number of sellers and listings.
“In this area, we have room to build a strong competitive advantage. We are already testing screens in Sinsay stores that display, among other things, advertising. We are considering making them available to sellers already present on our marketplace, giving them another channel through which to reach customers. At this stage, we are not setting specific targets. Even so, advertising revenue equivalent to 2% of GMV is a realistic market benchmark [Allegro already exceeds that level—ed.],” says Mikołaj Wezdecki.
Sinsay’s own assortment will remain the core, with external brands filling the gaps
As a result, the assortment can expand so rapidly that, instead of making shopping easier, it begins to overwhelm customers. That is why Sinsay intends to focus on a handful of product groups that complement the brand’s core business. It has no plans to sell electronics – let alone tires – or to compete with rivals on the sheer number of sellers.
“We still want consumers to visit the Sinsay app and website primarily because of our own assortment, and to see marketplace products as a convenient addition to their purchases. If one in three customers decides to add a product from a third-party seller to their basket along the way, we will consider that a success,” says Mikołaj Wezdecki.
Alongside home furnishings, accessories, toys and pet products, Sinsay wants to strengthen its position particularly in footwear. This is notable because Dariusz Miłek, the founder of CCC, is increasingly targeting the apparel market through the HalfPrice and Worldbox chains – a market several times larger than footwear.
Sinsay aims to make a strong push into footwear
Sinsay sells its own-brand youth sneakers for PLN 50 (EUR 11.7). The marketplace already offers Nike sneakers from third-party sellers. The price? PLN 400 (EUR 93.6).
“Getting the price positioning right was one of the main challenges, because we did not want to distort perceptions of the brand. No one offers products of this quality more cheaply than we do. Even so, a large share of our customers are willing to pay somewhat more in certain categories,” says Mikołaj Wezdecki.
Footwear is a particularly important example, he says. Shoes account for around 20-25% of the online fashion market. Sinsay wants to achieve an even higher share.
“To make that possible, we had to move up a price tier by adding branded products to the marketplace. We are still in the testing phase. We will adjust the assortment – including its price range – to customer preferences,” the manager emphasizes.
E-commerce giant aims to grow twice as fast as the market
No Polish fashion company sells more online than LPP. Between 2021 and 2025, the group increased revenue from this channel by more than half, to PLN 6.4 billion (EUR 1.5 billion). Online sales in Poland doubled over the same period to more than PLN 3 billion (EUR 702 million). This year, LPP expects total online sales to grow by 10-12%, followed by around 15% growth in 2027.
The group says its highly efficient logistics network and in-house technology team – nearly 800 specialists at Silky Coders – allow it to test and roll out new solutions faster than competitors while maintaining strong momentum in online sales. Those two advantages have now been joined by a third: the Sinsay marketplace.
“As a result, we have the ambition to grow as much as twice as fast as the overall e-commerce market. We want online sales to account for around 25% of group revenue. That is not an easy task, because at the same time we are expanding our brick-and-mortar network very aggressively. Online sales therefore have to accelerate even faster,” says Mikołaj Wezdecki.
Interactive chart Fewer parcels from China create an opportunity for LPP
LPP’s vice president is convinced that, after a period of rapid expansion of the store network, e-commerce will become the group’s next growth engine, with the marketplace emerging as one of the most important tools supporting that growth.
European online retailers, including those in Poland, are under intense competitive pressure from Chinese platforms, chiefly Temu, Shein and AliExpress. That pressure has eased, however, since a EUR 3 fee was introduced in July on parcels from outside the European Union worth less than EUR 150. The number of customs declarations fell by half in the first month, to 2.1 million. That is not the only effect. Chinese platforms have also cut spending in Poland, among other markets, on performance marketing—paid campaigns aimed directly at generating traffic and sales.
“We have no intention of standing by and watching. We want to make the most of the opportunity that has emerged. In line with our earlier announcements, we have already increased spending on performance marketing this year, and in nominal terms it will continue to rise. Our ambition is to keep marketing expenditure stable at around 8-10% of e-commerce sales,” says Mikołaj Wezdecki.
Fireside chat
LPP has everything it needs to succeed – but success will not come easily or cheaply
XYZ: Is the launch of the Sinsay marketplace one of the biggest events on Poland’s marketplace sector in recent years?
Agnieszka Górnicka, CEO of Inquiry:
It is certainly an important project, because we are talking about a large group with the resources needed to build a solid offering. I would not, however, expect a sudden boom or Sinsay to immediately break into Poland’s top three marketplaces. That will not happen quickly.
Why not?
Because the market is already very crowded. There is Allegro, Amazon, the Chinese platforms, as well as Empik, Zalando and Vinted, which should not be underestimated in Poland either. On top of that, the low-price segment has a very broad assortment of brick-and-mortar discount retailers.
One indication of how difficult it is to build a large-scale marketplace is the statement by Erli’s founder that reaching profitability required several years of operations and PLN 500 million (EUR 117 million) in investment.
Even so, despite intense competition, Poland’s e-commerce market is still not fully settled. A great deal can still happen. And unlike Erli, Sinsay is not starting from scratch.
So what could determine its success?
It is one of the strongest fashion brands in Poland. Inquiry data show that one in five adult Poles shopped at Sinsay in the past three months. That amounts to several million customers the company already has.
In terms of brand awareness, Sinsay trails only Pepco in its price segment, while more broadly it is quickly catching up with players such as Reserved and Zara. The scale of the entire group in Central and Eastern Europe also matters. After all, LPP does not undertake projects of this kind with the Polish market alone in mind.
Moreover, many marketplaces launched in Poland by leading retailers in their respective categories – Decathlon, for example – have managed to build meaningful scale. LPP unquestionably has all the resources needed to achieve strong results as well.
What could get in the way?
Infrastructure, customers and trust are still not enough to guarantee success. The biggest challenge comes with opening an online store to third-party sellers. Customers need to get used, among other things, to the fact that some of the new assortment will not be available in physical stores. At the same time, the company must ensure a consistent shopping experience, which is by no means simple.
Price positioning is another important issue. If third-party offers are significantly cheaper, Sinsay’s direct sales could suffer. If prices are substantially higher, on the other hand, the brand’s existing customers may become confused.
Mass-market clothing is highly substitutable, while logistics – especially once the cost of returns is taken into account – is demanding. Convincing direct competitors to list their products on Sinsay’s marketplace will also be difficult.
The proposed solution is to focus on complementary categories, especially footwear.
That is a very good direction. Decathlon’s marketplace, for example, succeeded mainly thanks to suppliers of specialist products that are not part of the retailer’s core assortment. Sinsay therefore has an opportunity to appear in search results alongside Allegro and other marketplaces for products with which it is not currently associated. But this will be neither easy nor cost-free. The average Polish consumer still looks for shoes primarily in stores belonging to the CCC group.
Key Takeaways
- For decades, LPP focused on selling products under its own brands: Reserved, Sinsay, House, Cropp and Mohito. It was only in early 2026 that the group decided to open Sinsay’s online store to third-party sellers and turn it into a marketplace. The move was driven by Sinsay’s transformation into a comprehensive shopping destination for the whole family. The marketplace focuses on categories that complement its clothing offer: footwear, accessories, toys, cosmetics, home furnishings and pet products. “Sinsay is increasingly becoming a digital shopping mall, combining broad reach with the convenience of buying everything in one place,” says Mikołaj Wezdecki, vice president of LPP.
- Sinsay aims to quickly become one of the three most important marketplaces for Polish sellers. At launch, it expanded its assortment by 6,000 products, and by 2027 it wants to offer 100,000. It started with 15 sellers and nearly 60 new brands, including Nike, LEGO and Eveline Cosmetics. By the end of the year, it wants to have around 100 partners, while in the longer term it sees room for as many as roughly 500. In 2027, its first full year of operation, the marketplace is expected to generate around PLN 40-50 million (EUR 9.4-11.7 million) in EBITDA.
- Poland’s marketplace sector is already highly competitive, with businesses and consumers enjoying an ever wider choice. LPP argues that it is the only player combining four capabilities needed to succeed in this model. Sinsay has an international base of 10 million loyal customers using its stores, app and website. Its network of more than 2,500 brick-and-mortar stores across Europe, including nearly 700 in Poland, could serve as collection and return points for online orders, becoming a partial alternative to parcel lockers. Its own efficient logistics network, meanwhile, will allow LPP from 2027 to handle orders for third-party sellers and make it easier for them to expand into other European markets.