Costco reported FY2026 full year net sales of approximately $260 billion, with US comparable sales growing in the mid single digits and the alternative growth channels (roadshow expansion, ecommerce, international) each delivering distinctive contributions to the overall performance. The year crystallized the channel mix rebalancing that has been building over recent years and positions the company for continued multi channel growth in FY2027.
The full year scorecard. US comparable sales (ex fuel and forex) grew approximately six percent for the year. International comparable sales (ex fuel and forex) grew in the mid single digits. E commerce comparable sales grew in the mid teens, well ahead of in club comp. Membership fee revenue continued to grow as the fee increase fully lapped. Operating income grew faster than revenue. The combination produced solid full year operating performance against the demanding comparisons of the prior year's strong baseline.
| Total net sales | ~$260 billion |
| US comp sales growth (ex fuel and forex) | ~6 percent |
| International comp sales growth (ex fuel and forex) | mid single digits |
| E commerce comp growth | mid teens |
| Membership fee revenue | over $5 billion |
| Member renewal rate (US and Canada) | ~93 percent |
| Operating income growth | solid double digits |
The roadshow program evolution. The roadshow program continued to scale through FY2026, with the number of in club roadshow events growing meaningfully and the average velocity per roadshow continuing to rise. The program's evolution from a brand introduction mechanism to a structured channel for ongoing brand engagement has implications for both new brand entry and the relationship management of established Costco vendors. Brands that participate in roadshow programs as part of an ongoing engagement rather than a one time introduction typically build deeper relationships with the buyer office.
The ecommerce trajectory. Costco's ecommerce business grew in the mid teens for the year, with strength concentrated in larger ticket and shipped items that fit the dot com channel economics. The shopper engagement with Costco.com continues to grow, particularly among Plus members who increasingly use the digital channel for everyday purchases that complement the in club trips. For brands considering Costco.com as a channel for items that do not fit the warehouse pack out model, the channel continues to mature and offers meaningful incremental volume.
The international momentum. Costco International continued to deliver solid full year results, with the warehouse count growing in selected markets (Japan, South Korea, Australia, Spain, France, others) and the comp sales performance generally tracking with or exceeding the US comp. For brands considering Costco as a multi country partner, the international footprint provides incremental scale and brand exposure that often justifies the operational investment in supporting Costco specific operations across geographies.
The Kirkland Signature continued expansion. Kirkland Signature continued to grow share modestly across selected categories through FY2026, with the buyer office maintaining the discipline of leveraging Kirkland where the value math supports it and preserving meaningful national brand presence where shopper preference rewards brand differentiation. The Kirkland dynamic remains the constant context for cost negotiation, and brands that cannot deliver clear member value differentiation increasingly find themselves under pressure from the Kirkland alternative.
The vendor implications for FY2027. Three things matter for brands at Costco for FY2027. First, the roadshow program continues to be the dominant entry path for new brands, and the program has become more sophisticated and competitive. Second, the ecommerce channel represents real opportunity for brands and items that do not fit the in club model, with the operational requirements differing meaningfully from the in club channel. Third, the international footprint deserves explicit planning for brands with global operations, rather than treatment as a downstream of the US relationship.
The competitive intensity context. Costco faces continued competitive intensity from Sam's Club (within Walmart), BJ's Wholesale Club, and the broader mass channel. The company's response has been to invest in member value, the roadshow program, the ecommerce channel, and the international footprint. For brands, the competitive intensity translates to high standards for shelf success and the ongoing pressure to deliver clear member value at acceptable cost.
MOART perspective. Costco FY2026 reinforces the company's position as one of the strongest retail channels in North America, with the year demonstrating the channel mix rebalancing across roadshow, ecommerce, and international. For brands considering Costco as a North American retail entry in FY2027, the conversation should center on the channel mix the brand can support (in club, roadshow, ecommerce, international) and the operational capability the brand can bring to each. The brands that succeed at Costco in FY2027 will build their go to market strategy around the multi channel reality, not the historical single channel warehouse model alone.
