Competitiveness of Born Globals in Brazilian E-commerce

Drielly Gloria dos Santos; Nicole Cerci Mostagi

DOI: 10.22167/2675-6528-202602844

Article derived from a Final Course Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege for textual synthesis and organization.

Abstract

The accelerated growth of Brazilian e-commerce and the expansion of global platforms in the country have created an environment of intense competition for consumers, making the understanding of strategies adopted by born global companies in this context relevant. This study compared the competitiveness strategies applied by Varejo do Sorriso, Varejo Amarelo, and Varejo Laranja to identify which practices were most effective in attracting and retaining consumers in Brazilian e-commerce in 2025. A descriptive research with a quali-quantitative approach was adopted, using a comparative case study method. Data collection involved systematic observation of digital platforms, purchase journey simulations, and analysis of logistics and loyalty policies. The results indicated that Varejo Amarelo achieved the highest consolidated performance (80 points), driven by logistical verticalization, an integrated financial ecosystem via Mercado Pago, and strong cultural adaptation to the Brazilian market. Varejo Laranja reached second place (78 points), standing out for gamification, digital engagement, and an affordable pricing strategy. Varejo do Sorriso came in third (75 points), with an advantage in fulfillment infrastructure but lower scores in digital engagement and channel integration. The combination of local adaptation, logistical efficiency, and data-driven loyalty strategies constituted the main competitive advantage among the born globals analyzed.

Keywords: Born globals; Competitiveness; E-commerce; Digital strategy; Customer experience.

1. Introduction

The advancement of digital technologies and the consolidation of the online environment as a business opportunity have transformed international trade in recent years (Arminter, 2024; Silva, 2025). This economic globalization, combined with real-time connectivity, has driven new business models, such as Born Globals. These companies are characterized by adopting international strategies from their foundation (McKinsey et al., 1993; Rennie, 1993), prioritizing international sales revenue and speed of internationalization, regardless of size (Mariano et al., 2016; Mendes, 2024). Unlike traditional corporations, Born Globals seek to accelerate their global presence from the initial stages, exploring the opportunities of the digital economy and e-commerce platforms (Astuti, 2024; Ochieng, 2024; Malodia, 2023).

In the Brazilian context, e-commerce has shown expressive growth. The report E-Commerce in Brazil: An In-Depth Analysis of Digital Growth and Strategic Approaches for Online Retail (2024) indicated an estimated revenue of BRL 204.3 billion, consolidating the country as one of the most relevant digital markets globally. Brazil registered a 16% growth in online sales in 2024, surpassing the averages of developed markets such as North America (12%) and Western Europe (10%), according to Brazil at the Center of Global E-Commerce Transformations (2024).

This expansion scenario intensified competition, making it an example of the sector’s competitive dynamics. In 2022, the E-commerce in Brazil report identified Varejo Amarelo with approximately 13.9%, Varejo Laranja with approximately 10.4%, and Varejo do Sorriso with approximately 7.5% as the main competitors in market share in Brazilian e-commerce. These companies employ distinct strategies to attract and retain consumers, which include competitive pricing, loyalty programs, logistical efficiency, and a strong digital marketing presence, aiming to strengthen loyalty and enhance the shopping experience (Guedes et al., 2024).

Given this panorama of intense competitiveness and growth of Brazilian e-commerce, the central question of this study arises: what competitiveness strategies have been adopted by Born Globals such as Orange Retail, Yellow Retail, and Smile Retail to consolidate their performance in Brazilian e-commerce? The comparative analysis of the strategic practices of these companies is fundamental to identify the factors that drive their performance and their capacity for adaptation to the national market (Veiga et al., 2024).

The accomplishment of this analysis of best practices of major Born Globals in national e-commerce is of utmost importance. It contributes to the understanding of how the balance between global efficiency and local sensitivity is crucial for success, offering valuable insights for managers, researchers, and public policymakers (Stocker et al., 2022). The study focuses specifically on the period of 2025, a year marked by the strengthening of national marketplace platforms.

Thus, this study is justified by the need to deepen knowledge about competitive dynamics in Brazilian e-commerce and aims to compare the competitiveness strategies applied by Varejo do Sorriso, Varejo Amarelo, and Varejo Laranja to identify which practices used are effective for attracting and retaining consumers in Brazilian e-commerce in 2025.

2. Material and Methods

The study adopted a descriptive research with a quali-quantitative approach. The descriptive nature sought to understand competitiveness strategies in Brazilian e-commerce, and the quali-quantitative approach allowed for the comparison of engagement, average delivery time, customer satisfaction, and repurchase indicators. This methodological combination was essential to compare the strategies of Born Globals in Brazilian e-commerce in 2025.

The research strategy was the comparative case study, a technique that consisted of the systematic comparison of practices adopted by organizations (Camp, 1989; Bhutta; Huq, 1999). A multiple case study was employed to provide an empirical basis, considering Smile Retail, Yellow Retail, and Orange Retail as representative units of analysis of global e-commerce operating in Brazil.

The data collection and analysis occurred in March 2026, focusing on the strategic positioning of the three companies. The methodological objective was to evaluate the best practices of each e-commerce, examining three main dimensions: Digital Marketing and Brand Positioning, Logistics and Operations, and Customer Experience and Loyalty. Each dimension was detailed by specific analysis categories, including practical examples and qualitative indicators.

For Digital Marketing and Brand Positioning, the communication of the value proposition on websites and applications, competitive differentiation, communication consistency, and consumer engagement were evaluated (Kotler; Keller, 2012; Chaffey; Ellis-Chadwick, 2019). The analysis considered the local adaptation of global strategies to the Brazilian market (Malodia, 2023; Veiga et al., 2024).

The collection procedures included systematic observation of homepages and applications. An analysis of institutional and promotional campaigns was carried out, in addition to verifying the integration between digital channels (website, application, and social networks). These elements were organized into an evaluation matrix.

In the Logistics and Operations dimension, the logistical and operational practices of the platforms were analyzed, focusing on supply chain efficiency (Ballou, 2006; Christopher, 2016). Delivery time, deadline reliability, geographic coverage, and tracking transparency were evaluated, in addition to geographic adaptation to the Brazilian context (Mendes, 2024; Stocker et al., 2022).

Logistics data were collected through purchase journey simulations, observing the delivery deadline at checkout and the reliability of deadline compliance. Tracking clarity and national delivery reach were verified, as well as the fulfillment structure and flexibility in the face of bottlenecks.

The third dimension, Customer Experience and Loyalty, assessed the quality of the consumer experience from navigation to after-sales, and loyalty and retention tools (Zeithaml; Bitner; Gremler, 2018). Elements such as service, ease of use, return policies, benefit programs, and incentives for repeat purchases were analyzed (Guedes et al., 2024; Albérico; Rosário; Casaca, 2024).

For the practical analysis of this dimension, navigation tests and purchase journey simulations were used on the platforms. Return and customer service policies were analyzed, in addition to the observation of benefit programs. The recording of evidence of the consistency of the customer experience was a fundamental procedure.

The quali-quantitative evaluation of the strategies used a five-point Likert scale, ranging from one (very weak or nonexistent performance) to five (excellent or well-structured performance). The scores did not have an inferential statistical character, serving as support for interpretive analysis, as recommended by Gil (2019).

The purpose of the methodology was to evaluate the degrees of maturity, consistency, and best practices of the analyzed e-commerces, without measuring objective variables or establishing statistical relationships. The structured comparative matrices allowed for systematic and well-founded analysis, identifying patterns, similarities, and divergences among companies in Brazilian e-commerce.

3. Results and Discussion

The comparative analysis of the competitiveness strategies adopted by Born Globals Sorriso Retail, Amarelo Retail, and Laranja Retail in Brazilian e-commerce in 2025 revealed distinct patterns of operation and their respective impacts on consumer attraction and retention. The results were structured into three main dimensions: Digital Marketing and Brand Positioning, Infrastructure and Logistics Performance, and Customer Experience and Loyalty. Each dimension was evaluated based on specific criteria, allowing for the identification of the most effective practices and the competitive differentials of each platform, according to the central objective of the study.

The research indicated that Yellow Retail achieved the highest consolidated performance, reaching 80 points in the overall evaluation. This result was driven by its logistical verticalization, which includes its own fleet and 27 distribution centers, by financial integration via Mercado Pago, and by strong cultural adaptation to the Brazilian market. Orange Retail came in second place, with 78 points, standing out for gamification, digital engagement, and an affordable pricing strategy. Smile Retail, with 75 points, presented a robust fulfillment infrastructure but with lower scores in digital engagement and channel integration, as detailed in the subsequent sections.

Digital marketing and brand positioning in Brazilian e-commerce

The first dimension assessed how digital marketing and brand positioning function as levers for attraction and differentiation in e-commerce. Kotler and Keller (2012) emphasize that, in highly competitive markets, perceived value and clear communication of differentials are crucial for success. The value proposition must be objective, consistent, and relevant to the target audience, conveying benefits that go beyond price, at the risk of weakening the relationship with the consumer. The integration between digital channels and communication consistency amplify engagement throughout the customer journey, as pointed out by Chaffey and Ellis-Chadwick (2019).

The competitiveness of Born Globals in Brazil is intrinsically linked to the ability to reconcile global standardization with local cultural adaptation, adjusting campaigns, language, and formats to the behavior of Brazilian consumers, who are characterized by high online engagement, familiarity with mobile devices, and a strong preference for personalization in digital interactions (Malodia, 2023; Veiga et al., 2024). This adaptation is a determining factor for success in the national market, where sensitivity to cultural nuances can generate a significant competitive advantage.

O Varejo do Sorriso positions its value proposition aligned with the concept of core benefit, according to Kotler and Keller (2012), emphasizing the ease of use of the application and the reduction of customer effort. With the slogan “Every offer, a smile” and the headline “FREE and fast shipping to buy without worry”, the brand communicates a promise of emotional satisfaction and logistical efficiency. Perceived value transcends functional attributes, incorporating emotional and symbolic benefits, which reinforces the brand’s positioning beyond simple delivery. The Prime ecosystem, which guarantees same-day deliveries, materializes this promise, establishing a superior service.

A distinctive aspect of Smile Retail is the quantification of added value, with messages such as “You saved R$ 149” or “139 hours of movies consumed,” which tangibilize the benefits of the Prime program. This strategy justifies adherence and strengthens digital engagement, according to Chaffey and Ellis-Chadwick (2019). The Prime ecosystem integrates shipping, Prime Video, Music, and Reading into a single value, creating a multi-service strategy that increases switching costs for the consumer, favoring retention and loyalty to the platform.

The local adaptation and social responsibility of Varejo do Sorriso are evidenced by the “Decola Garota” program, which supports female entrepreneurship in institutional campaigns, such as on International Women’s Day. This initiative aligns with the concepts of cultural adaptation by Malodia (2023) and Veiga et al. (2024), allowing the brand to establish connections with the local market and humanize its technology through relevant social causes. Communication consistency is maintained by a unified visual identity and tone of voice between the platform and social media, with the central message of shipping, entertainment, and savings, corroborated by the slogan “Every offer, a smile”.

The integration of channels in Smile Retail is manifested in the direction of social networks towards conversion and centralized support, while digital engagement is driven by nominal personalization and purchase history for data-driven recommendations. The quantification of Prime benefits reinforces the value of the subscription. In local adaptation, the brand aligns language, currency, and campaigns with the Brazilian calendar, such as Consumer Week, demonstrating strong cultural alignment with Brazilian consumer preferences, including the use of Pix and actions on commemorative dates.

Varejo Amarelo’s value proposition, according to Kotler and Keller (2012), is built on communication that emphasizes the central benefit, using slogans such as “Meli+: Live the entire Varejo Amarelo experience” and “At Varejo Amarelo, you buy with great advantage.” This approach establishes the perception of an integrated ecosystem, combining functional, financial, and relational benefits, which strengthens the perception of competitive advantage. On national commemorative dates, the brand adapts its discourse to the Brazilian cultural scene, as in the sponsorship of Big Brother Brasil 2026, with the slogan “Here, the game is to buy well!”, positioning the purchase as a strategic decision for the consumer.

The promises of Yellow Retail are reinforced by recurring benefits that reduce the total cost for the customer, such as free shipping for purchases starting from R$19, returns within 30 days, and installments up to twelve times without interest with the Mercado Pago card. The brand also offers financial yield, such as 140% of the CDI, and cashback, increasing the perceived value. This is a platform strategy that connects different services to increase user engagement time and diversify revenue sources, creating a robust and attractive ecosystem for the consumer.

Amarelo’s Retail differentiation is communicated through attributes such as “Fastest shipping in Brazil” and “Delivery within 24 hours” for Full logistics, appropriating speed as a competitive advantage. Security is enhanced by the Guaranteed Purchase, which protects the consumer for 28 days, ensuring greater confidence in transactions. The after-sales strategy is visualized with gamification mechanisms, where “stickers” can be exchanged for discount coupons after detailed purchase reviews, aligning with the application of game dynamics in non-playful contexts to increase user engagement and participation (Chaffey and Ellis-Chadwick, 2019).

Amarelo Retail’s communication consistency is maintained through rigorous use of visual identity, with a more direct tone in the app and more relaxed on social media, without losing coherence. Channel integration uses a sense of urgency to direct the user to the app, while the financial ecosystem strengthens this bond. In engagement, personalization and gamification encourage continuous interaction, with sections like “Perfect for you” that transform the homepage into an individualized showcase. In local adaptation, the brand demonstrates strong cultural alignment through national partnerships and campaigns connected to Pix and Brazilian commemorative dates (Malodia, 2023; Veiga et al., 2024).

Varejo Laranja’s proposal in the local market is based on democratizing access to e-commerce, focusing on price and shipping as the main levers. The platform uses headlines such as “Free Shipping above R$ 10” and “Choice: low price every day”, demonstrating its accessibility positioning. This positioning refers to a strategy based on cost leadership, in which price becomes the main factor of attraction and competitiveness in the market, according to the principles of Kotler and Keller (2012). This strategy is intensified by high-impact promotional campaigns, such as “1 year of Varejo Laranja Free”, which use high-value sweepstakes to stimulate traffic and recurrence on the platform.

Another competitive advantage of Varejo Laranja lies in the Varejo Laranja Guarantee, which reduces the perceived risk for the consumer by retaining payment until the user confirms receipt of the product in good condition. This strategy directly acts on reducing perceived risk, one of the main factors influencing the purchase decision in the digital environment (Kotler; Keller, 2012). In digital engagement, Varejo Laranja applies gamification and relationship marketing (Chaffey and Ellis-Chadwick, 2019), with a coin system obtained through check-ins and evaluations, which can be converted into discounts, creating a loyalty bond based on positive reinforcement.

Laranja Retail’s communication consistency is achieved through standardized design with tone adaptation per channel, maintaining institutional coherence. Integration is mobile-centric, using social networks for attraction and notifications for retention. Digital engagement is one of the most robust among the three platforms, with strong incentives for content generation, such as reviews with photos and videos, and personalization by loyalty level. In local adaptation, Laranja Retail invests in partnerships with strong popular appeal and cultural elements that consolidate its presence in the Brazilian market (Malodia, 2023; Veiga et al., 2024).

In the scoring of attributes related to Digital Marketing and Brand Positioning, Yellow Retail and Orange Retail obtained 29 points each, while Smile Retail achieved 25 points. Yellow Retail stood out for the clarity in its value proposition and communication consistency, while Orange Retail excelled in channel integration and digital engagement. Smile Retail, despite its differentiation, showed weaknesses in digital engagement and channel integration, indicating areas that need improvement for greater competitiveness.

Infrastructure and Logistics Performance

The second dimension of the analysis focused on logistical and operational practices, which are crucial for supply chain efficiency and directly impact the perception of value and customer satisfaction. Ballou (2006) defines logistics as the process of planning, implementing, and controlling the flow of goods and information, from the point of origin to final consumption. In e-commerce, logistical performance encompasses reliability in delivery time, tracking, and reverse logistics, playing a strategic role in consumer satisfaction and loyalty.

Christopher (2016) argues that companies with efficient and integrated logistics operations obtain a sustainable competitive advantage, especially in countries with continental dimensions like Brazil. Mendes (2024) highlights that the structural logistical challenges in Brazil, such as the deficient transport network, limited infrastructure, and high costs, require platforms to adapt their operations locally to achieve greater competitiveness. Stocker et al. (2022) complement that the integration between technology and logistics, through real-time tracking and data-driven inventory management, is indispensable for the operational efficiency of e-commerces.

O Varejo do Sorriso uses its logistics as its main strategic tool in Brazil, seeking fast and efficient deliveries, which Ballou (2006) defines as excellence in delivery time and order cycle. The “Varejo do Sorriso Now” modality, with deliveries in up to 15 minutes for fast-moving consumer goods, demonstrates a positioning focused on extreme convenience. This strategy is strengthened by its more than 250 logistics centers distributed across the country, representing robust and vertically integrated capillarity, allowing the company to control all stages of the process, from warehousing to the last mile, thus realizing the benefit of the Prime subscription (Mendes, 2024).

Speed, transparency, and geographic adaptation are pillars of the supply chain, according to Christopher (2016). Varejo do Sorriso embodies these principles with real-time tracking, recipient identification, and complete visibility of the delivery cycle, increasing service reliability. Operational flexibility is essential to deal with Brazilian logistical challenges, and Varejo do Sorriso responds with pickup points, adaptation to vertical condominiums, and intensive use of data to continuously adjust its regional operations, maintaining high reliability even in a complex scenario (Stocker et al., 2022).

For Varejo Amarelo, logistics is a central component of the value proposition, focusing on the predictability and efficiency of distribution. Ballou (2006) highlights the importance of service reliability, and the platform combines this aspect through the “Guaranteed Purchase” program, which assures the consumer regardless of process failures. By establishing delivery times of up to 24 hours for capitals in the South and Southeast through Full logistics, the company transforms its logistical efficiency into an important competitive barrier, consolidating its market position.

Varejo Amarelo company has 27 logistics centers in 2025, supporting Mendes (2024)’s thesis on the importance of proprietary physical assets to ensure service stability and reduce dependence on third parties in emerging markets. In its logistics processes, user experience is intuitively integrated, with a redirection to the “My Purchases” area, showing the transparency highlighted by Christopher (2016). The main differential lies in the ability to adapt to local bottlenecks, managing its operation dynamically and balancing cost and benefit, replacing free shipping with relevant discounts on freight for long distances or larger products (Stocker et al., 2022).

A Varejo Laranja presents a trajectory of significant evolution in logistical terms, migrating from a purely marketplace model to a hybrid structure, with 16 logistics centers and three exclusive distribution centers for fulfillment. Confidence in delivery time is fundamental, according to Ballou (2006), and the platform manages this aspect through governance mechanisms over sellers, in addition to the “Varejo Laranja Guarantee”, which retains financial transfer until confirmation of receipt by the user. This approach aims to ensure customer safety and satisfaction at all stages of the purchase.

Varejo Laranja seeks to balance its operational costs with investments in agility, offering the “Fast Delivery” option in major urban centers, highlighting last-mile management through CEP simulations and estimated delivery times. Christopher (2016) emphasizes transparency in tracking as one of the pillars of supply chain visibility, which is reflected in the organization of the order flow in the application, segmented by status from confirmation to delivery. Regarding local adaptation, Varejo Laranja consolidates itself through robust support and reverse logistics policies (Stocker et al., 2022).

Furthermore, the “Pick Up Near You” pickup points of Orange Retail reflect a strategy aimed at overcoming structural limitations, such as security restrictions and the absence of adequate logistics infrastructure, expanding access and delivery efficiency. In the scoring of attributes related to infrastructure and logistics performance, Smile Retail obtained 29 points, Yellow Retail 27 points, and Orange Retail 26 points. Smile Retail demonstrated leadership in fulfillment, delivery coverage, and adaptation to the Brazilian market, while Yellow Retail stood out for its reliability in deadlines but showed weakness in tracking transparency. Orange Retail, in turn, showed a fulfillment strategy still under development, despite adaptation and transparency.

Customer Experience and Loyalty

This section analyzed the user experience, loyalty, and retention strategies adopted by the three platforms. Zeithaml, Bitner, and Gremler (2018) define experience as the result of the accumulated evaluation of interactions throughout the entire journey, from navigation to after-sales, with service consistency being fundamental to consumer perception. In e-commerce, this experience plays a central role in sustaining the business model, influencing permanence, recurrence, and the construction of a loyal customer base. Kotler and Keller (2012) state that loyalty arises from the consistent delivery of superior value, built through relationship and coherence between what is promised and what is experienced.

O Varejo do Sorriso establishes a pre-designed and reliability-centered experience, one of the pillars of service quality, according to Zeithaml, Bitner and Gremler (2018). The interface seeks to anticipate user needs and minimize cognitive effort. In the cart, the shopping experience is enhanced by the use of mental triggers and social proofs, such as the “#1 best-seller” tag and the volume of recent purchases, which suggest real-time validation (Kotler and Keller, 2012). These characteristics act directly on reducing consumer doubt, strengthening their decision-making in the digital environment.

For the user experience, the main differentiator of Varejo do Sorriso lies in post-sale transparency, by offering options such as “Did not receive” or “Damaged product”, enabling traceability with recipient identification. Although it does not provide a direct number in its support center, most problems are already mapped, with intuitive paths for resolution. In the dimension of continuous relationship, the brand presents an imperceptible, yet constant, personalization with the “Your shortcuts” section and the quantification of Prime benefits, such as “You saved R$ 149”, which confirm the perception of value in the user’s choice (Albérico, Rosário & Casaca, 2024).

Loyalty in Smile Retail transcends the transactional and is sustained by an ecosystem that recognizes the consumer’s profile, using address history and consumption patterns to renew the loyalty journey with each interaction (Guedes et al., 2024). In Yellow Retail, the journey is structured to be quick and direct, with category menus that allow for fluid and uninterrupted navigation. The shopping experience, according to Kotler and Keller (2012), is centered on search agility and visual clarity, with emphasis on the centralized search bar and integration with the Pix payment system, often associated with financial benefits. The structure reaffirms the value proposition based on efficiency and practicality, reducing consumer effort throughout the journey.

The experience at Varejo Amarelo is based on autonomy, allowing the user to find what they need and complete the purchase with a few clicks. The absence of an evident telephone channel, with chatbot and FAQ support, may impact the perception of responsiveness in more complex situations (Zeithaml et al., 2018). For the company, loyalty assumes the role of retaining the customer through benefits and entertainment, as Guedes et al. (2024) point out as a strategic factor. With the Meli+ program and Mercado Play, the platform encourages the user to stay longer in the app, even without immediate purchase intent, expanding brand touchpoints and strengthening the continuous relationship.

According to Albérico et al. (2024), this logic builds long-term relationships in Varejo Amarelo, where free shipping, coupons, and recurring offers turn access to the platform into a habit, keeping the brand present in the user’s routine. Varejo Laranja differentiates itself by adopting a lighter, entertainment-oriented communication tone, with the proposal of being “Simple and Happy”. Service quality is also related to responsiveness, evidenced by agility in customer service, and the platform stands out for its use of chat, which contributes to a closer and more dynamic experience (Zeithaml et al., 2018).

Like its competitors, Varejo Laranja does not provide an obvious phone channel, but it does inform specific service hours, which signals the presence of human support at determined times. This definition of availability helps align user expectations regarding the service provided. During the purchase journey, the user is constantly stimulated by visual and interactive elements, such as highlighted coupons and the coin system, which make navigation more dynamic. The elements indicate the insertion of gamification features, increasing engagement and time spent on the platform (Kotler and Keller, 2012).

Varejo Laranja builds its loyalty strategy based on what Guedes et al. (2024) define as rewarded loyalty. The creation of user status, such as the “Diamond” category, and the presence of challenges to obtain coins, introduce a sense of progression and exclusivity. This model stimulates recurrence by transforming the shopping experience into a game-like dynamic, encouraging continuous returns. Notifications and the “Buy again” section enhance personalization and bring the experience closer to a consumer social network. The incentive for reviews with photos and videos in exchange for rewards generates user-generated content, reinforcing social proof and organic engagement.

In the scoring of attributes related to user experience, loyalty, and retention, Yellow Retail obtained 24 points, Orange Retail 23 points, and Smile Retail 21 points. Yellow Retail stood out for service quality and loyalty, while Orange Retail excelled in repurchase and loyalty. Smile Retail presented the greatest weaknesses in quality and retention, despite a good service offering, indicating the need to improve the construction of relational bonds and digital engagement to enhance consumer retention.

In summary, Yellow Retail demonstrated the most balanced performance among the three dimensions analyzed, with a total score of 80 points. Its competitive advantage lay in logistical verticalization, with its own fleet and 27 distribution centers, in financial integration via Mercado Pago, and in strong cultural identity with the Brazilian consumer, evidenced by national campaigns and the use of Pix as an engagement tool. These elements proved effective for both attracting and retaining consumers. Orange Retail achieved 78 points and stood out for its digital engagement model based on gamification, its coin system, and the creation of a shopping experience close to entertainment. The strategy of affordable prices and reduced shipping, combined with the evolution of the logistics infrastructure with 16 centers distributed across the country, positioned the platform as the main competitor in the lower average ticket segments. Smile Retail, with 75 points, presented the most robust fulfillment infrastructure, with over 250 logistics centers and deliveries in up to 15 minutes in certain regions. However, it obtained lower scores in digital engagement and channel integration, indicating a lower capacity for retention through relational bonds compared to its competitors. The findings indicated that there is no single formula for competitiveness in Brazilian e-commerce, but the ability to reconcile global operational scale with sensitivity to the cultural and logistical particularities of the national market determined the degree of competitive success, with local adaptation transcending superficial language adjustments and configuring itself as a structural element of marketing, logistics, and customer experience strategies.

4. Conclusion

This study compared the competitiveness strategies applied by Varejo do Sorriso, Varejo Amarelo, and Varejo Laranja, born globals operating in the Brazilian e-commerce in 2025, aiming to identify the most effective practices for attracting and retaining consumers. It was found that Varejo Amarelo demonstrated the most balanced performance among the analyzed dimensions, achieving the highest consolidated score. Its competitive advantage lay in logistical verticalization, with its own fleet and distribution centers, in financial integration via Mercado Pago, and in strong cultural identity with the Brazilian consumer, evidenced by national campaigns and the use of Pix as an engagement tool. Varejo Laranja obtained second place, standing out for its digital engagement model based on gamification, its coin system, and the construction of a shopping experience close to entertainment, combined with a strategy of affordable prices and reduced shipping. Varejo do Sorriso, in turn, presented the most robust fulfillment infrastructure, with wide capillarity and fast deliveries; however, it obtained a lower score in digital engagement and channel integration, indicating a lower capacity for retention through relational ties compared to its competitors. The findings indicated that the combination of local adaptation, logistical efficiency, and data-driven loyalty strategies constituted the main competitive differential among the analyzed born globals, demonstrating that reconciling global operational scale with sensitivity to the cultural and logistical particularities of the national market is crucial for competitive success.

The main contribution of this study lies in the in-depth understanding of competitive dynamics in Brazilian e-commerce, offering valuable insights for managers and researchers on how born globals can optimize their strategies for the local market. The analysis demonstrated that there is no single formula for competitiveness, but the ability to transcend superficial language adjustment, configuring local adaptation as a structural element of marketing, logistics, and customer experience strategies, is a determining factor for success. As a limitation, it should be noted that the analysis was conducted in a specific period, based on platform observation, which may not have captured seasonal variations or short-term strategic changes that could influence performance. For future studies, it is suggested to broaden the scope to include direct consumer perception through survey research, which would allow for a more detailed understanding of the customer experience. Additionally, the incorporation of financial performance metrics of the platforms could offer an even more comprehensive view of competitiveness in Brazilian e-commerce.

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