The Maze: Amazon is global in reach but local in economic weight. ECDB estimates that the United States generated 51.0% of Amazon's 2025 GMV. Add the United Kingdom, Germany, Japan, and Canada, and five markets reach 79.9%. The remaining world contributes 20.1%. This is not a market-share ranking. It is a map of where Amazon's own demand engine runs hottest—and where its global scale is thinner than the logo suggests.
America is more than the anchor; it is the majority. The United States alone contributes 51.0% of Amazon's modeled global GMV, leaving 49.0% for every other country combined. ECDB puts the absolute U.S. figure near $430 billion out of $847 billion in 2025. That makes the home market Amazon's greatest source of scale and its clearest concentration risk. A shock to U.S. consumption, regulation, seller economics, or fulfillment would hit a global company through a very domestic center of gravity.
The second tier falls away quickly. The official report places the United Kingdom at 9.6%, Germany at 7.8%, Japan at 7.1%, and Canada at 4.4%. Together they add 28.9%—important, but still far below the United States. In absolute modeled GMV, ECDB estimates roughly $81 billion for the U.K., $66 billion for Germany, $60 billion for Japan, and $37 billion for Canada. Amazon has several large international businesses. It does not have a second America.
Concentration reveals footprint, not local dominance. A country generating 9.6% of Amazon's global GMV does not mean Amazon owns 9.6% of that country's ecommerce market. ECDB makes that distinction explicit. The data says where Amazon sells, not how much of each local market it controls. That matters in Latin America, Central and Eastern Europe, Türkiye, and Southeast Asia, where Mercado Libre, Allegro, Trendyol, and Shopee can be stronger reference points for shoppers and sellers. `Global marketplace` is a category; local habit still decides the channel.
The moat is an operating system built market by market. ECDB estimates 754 million Amazon buyers globally, ordering 19.5 times a year, and says two-thirds of Amazon GMV comes from third-party sellers. Those modeled figures connect the geography to the machine: marketplace selection creates traffic, Prime encourages frequency, and fulfillment density makes the habit hard to dislodge. Yet the country split cannot prove how much each lever contributes. It shows where the loop appears most mature and where brands should test whether Amazon is truly the default.
GMV and company revenue must stay separate. ECDB defines retailer GMV as third-party seller volume plus first-party net sales and VAT. Amazon's 2025 filing reports $716.9 billion of corporate net sales across retail, seller fees, advertising, subscriptions, and AWS; it does not disclose country-level marketplace GMV. ECDB's methodology combines transaction signals, retailer disclosures, traffic, and analyst models. The result is useful directional intelligence, not an audited company schedule.
Why it matters: Brands need a geographic Amazon strategy, not one global rule. In the core five markets, Amazon can supply demand, trust, and logistics—but it can also own the customer relationship. Beyond them, local marketplaces and direct commerce may carry more weight. The right question is not `Are we on Amazon?` It is `Where does Amazon earn the right to be our default channel, and where should we build reach elsewhere?` Four-fifths of GMV coming from five markets makes that portfolio decision impossible to ignore.
