Ecommerce
The share of customers who buy more than once is the cheapest growth a shop has available.
The customer base
Customers who have placed more than one order.
All unique customers in the period.
How often they return
Average number of orders each repeat customer places.
Repeat Purchase Rate
30.00%
Repeat customers divided by total customers.
Formula verified 13 September 2026
One-Time Customers
700
Customers who bought only once.
Orders from Repeat Customers
900
Repeat customers times their average order count.
Estimate only — platform fees and costs vary; verify current rates. Read the full disclaimer ↓
Where your computed repeat purchase rate falls and the loyalty story each band tends to tell. These bands are rules of thumb, not standards — what is healthy depends heavily on category and the time window measured, so read yours against your own history and direct peers.
| Range | What it typically suggests | |
|---|---|---|
| Below 10% | Heavily acquisition-dependent — almost every sale is a first sale, so growth stalls the moment new traffic dries up. | |
| 10% – 25% | Some repeat behaviour forming, but the base still leans on new customers; worth investing in retention to lift it. | |
| 25% – 40% | A solid repeat base for many stores — a meaningful share of buyers return and ease the acquisition load. | ◀ your result (30.0%) |
| Above 40% | Strong loyalty, common in consumables and subscriptions; the business compounds on its existing base rather than constantly refilling it. |
Estimates only — not financial, tax, or professional advice.
100% private — every number you enter is calculated in your browser and never sent to our servers.
What it calculates: Repeat Purchase Rate, One-Time Customers, Orders from Repeat Customers.
Updated 5 June 2026 · Transparent assumptions
Every first order has to pay back the cost of winning that customer. The second one does not — no ad spend, no agency fee, no discount to persuade a stranger. The contribution on a repeat order is therefore worth considerably more than the same contribution on a new one.
That is the whole case for measuring this. A shop with a 15% repeat rate and one with 40% can have identical revenue and completely different profitability.
Consumables and subscriptions commonly see repeat rates well above 40%; considered one-off purchases like furniture or mattresses may sit in single digits and be perfectly healthy. Comparing across categories tells you nothing.
The comparison that works is your own rate over time, and by acquisition cohort. A rate that falls while acquisition rises usually means the new traffic is worse, not that retention broke.
Measuring repeat rate over a short window counts recent first-time buyers as non-repeaters before they have had time to come back, which understates the rate and makes it look like it is falling during growth.
Use a window at least as long as your typical repurchase interval, and exclude customers whose first order falls inside that window. Otherwise the metric punishes you for acquiring customers.
The largest jump in lifetime value comes between the first and second order, so effort concentrated there returns the most: a post-purchase sequence timed to the consumption cycle, a reorder reminder, a second-order incentive.
Product and delivery experience dominate everything else. No retention campaign recovers a customer whose first order arrived late or wrong, which makes fulfilment a retention lever rather than an operations detail.
Figures on this page are checked against primary, authoritative sources. Links open in a new tab.
Business disclaimer
Results are estimates for planning and analysis based on the figures you enter. They are not accounting, tax, or financial advice — verify with your own records and a qualified professional before making decisions.
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Published 13 September 2026