Why Younger Shoppers Are Driving the Next Wave of Club Store Growth

Warehouse clubs are growing in both size and influence. Younger shoppers are signing up, stores are busier than ever, and all three major players are investing in new locations. This is not just a carryover from the pandemic years. It reflects a lasting change in how consumers shop, eat, and manage their household budgets. For suppliers selling through Sam’s Club, keeping pace with these shifts is essential.

The expansion story

Sam’s Club has outlined a plan to open about 15 new clubs per year while remodeling its 600 existing U.S. locations. The company has also set a goal of doubling membership and sales within the next decade. BJ’s plans 25 to 30 new locations over the next two years, with Dallas–Fort Worth among the newest markets. Costco continues to add close to 30 new clubs each year, splitting growth between the U.S. and international markets.

Why younger households are joining

Younger shoppers are fueling much of the momentum. Costco reports that about half of its new sign-ups now come from members under 40. Sam’s Club says Gen Z and millennials account for half of its recent membership growth. Fresh and prepared foods, from sushi to hot pizzas, are a big draw. Many members want weeknight solutions that save time and money without giving up on quality. Social media buzz around novelty items, viral “treasure hunt” products, and affordable private brands has also lowered the average age of the warehouse shopper.

The new digital baseline

The club experience used to mean trading convenience for lower prices. That equation has changed. Sam’s Club has modernized its operations with Scan & Go checkout, AI-powered receipt verification at exits, and curbside pickup that includes fresh food. About 40 percent of its transactions now flow through Scan & Go. BJ’s has leaned on e-commerce, with same-day delivery baskets that run about 25 percent larger than in-club trips. Costco has been slower to move online but is steadily adding digital tools, with more than half of members now using its app.

Pressure points to solve

Clubs still face challenges. Membership fees can deter budget-strained households. Peak-time crowding can erode the sense of value if shoppers wait too long to park or check out. Global tariffs and supply disruptions remain a risk, especially for imported goods. Costco has responded by diverting high-tariff merchandise to markets outside the U.S., while BJ’s has shifted holiday assortments toward products sourced domestically or from lower-tariff countries. The ability to rotate assortments quickly and lean on private brands gives clubs some protection, but suppliers must stay nimble.

What this means for Sam’s Club suppliers

1. Assort to fit new shopping rhythms. Younger members use clubs for quick meals and weekly top-ups, not just monthly stock-ups. Pack sizes and price points should reflect that pattern.
2. Position alongside private brands. Member’s Mark is central to Sam’s Club’s value story. Suppliers must either prove a trade-up or complement the private-label assortment.
3. Design for in-app discovery. Product titles, imagery, and attributes matter because so many purchases now happen through Scan & Go or same-day delivery apps.
4. Plan for tariff swings. Flexible sourcing and pack configurations can preserve margins when input costs change.
5. Leverage local openings. New stores and remodels are prime opportunities to launch items tied to regional tastes and local demand.

Closing perspective

The warehouse club channel is no longer just about filling a pantry. It has become a lifestyle solution for younger households that want affordability, convenience, and a bit of discovery along the way. Sam’s Club is already investing in the right areas: more locations, faster technology, and stronger food offerings. Suppliers who align with these priorities will be best positioned to grow as the next generation of shoppers makes club retail part of their everyday routine.

Winning With Walmart

Winning With Walmart is an independent platform for suppliers, sellers, solution providers, and industry experts.

Articles are developed by staff editors, contributing experts, and trusted partners.

Some are researched and drafted with the assistance of AI tools and are reviewed, fact-checked, and edited by Winning With Walmart editors before publication.

Editorial judgment, sourcing decisions, and final approval rest with the publication's human editors in every case.

We are committed to accuracy and fairness. If you believe this article contains an error, we welcome your feedback.