He who leads always leads, even if he does not always lead the same way. It sounds like a tacky tongue twister, I know; but that phrase sums up well the place that Mercadona occupies in the national distribution sector. We have been repeating for years that the Valencian chain is the one that takes the largest portion of the “pie” in the sector, with a business share of 27% at the state level, but that reality is not equally forceful throughout Spain. For example, in Levante its footprint shoots up to almost 34% while in the northwest it remains at 18.2%, only three points above its most direct competitor in that region, Eroski.
What does that mean? That there is a part of Spain in which the company has ample room for growth. And in a way the Duero marks it.
The general photo. Whether or not you are satisfied with its commercial offer or corporate strategy, there is something that cannot be denied: Mercadona has known how to play its cards well. The company led by Juan Roig has managed to gain a share in its sector that is close to 30%. And distribution is not a simple business in Spain, where super regional companies are gaining strength and ultra low-cost.
NielsenIQ estimates that at the end of 2025 that footprint was 29.5%, 0.3% more than in 2024. Worldpanel by Numerator lowers it slightly to 27%. In any case, the reading is the same: the Valencian company clearly dominates, comfortably ahead of its most direct competitors, Carrefour and Lidl. It has even carved out a more than respectable niche in the Portuguese market, where it has carved out a 7% distribution share in just a decade.
Paying attention to the map. The above will surprise few. What is striking is what has just been revealed. Expansion based on data from Worldpanel by Numerator: Mercadona may be the sector leader in value share, but that dominance is not equally solid throughout Spain. Its great fiefdom is in what the consultancy calls ‘Levante’, an area made up of the Valencian Community, Murcia and Albacete. There its share reaches 33.6%.
Not only is it the highest percentage in the entire Spanish geography and it is seven percentage points above the chain’s national share. It also doubles the mark of its main competitor, Consum, which remains at 16.8%. The ‘photo’ is completed by Carrefour, with 7.9% of the pie, Lidl (5.2%) and Family Cash (2.9%).
Are there more cases? Of course. The other region in which Mercadona has gained the largest share in value is the Canary Islands, with 31.9%, ten points above the next chain on the list, Dinosol (21.1%). In the ‘South’ territory (Andalusia and Badajoz) the firm’s footprint also exceeds 30% (31.5%).
Mercadona’s results are equally strong in the ‘Central’ region (Madrid, Cáceres and part of Castilla-La Mancha, Castilla y León and Aragón), where it reaches 27.5%, and ‘Northwest’ (Catalonia and the rest of Aragon), with 26.2%. In all cases the same photograph is repeated, replicated in the areas of Madrid and Barcelona: Mercadona far surpasses its main territorial rival.
The northern redoubt. The really interesting thing is, however, in the northern Atlantic and Cantabrian seas. Data from Worldpanel by Numerator show that Mercadona continues to be the leader there, but in a much less emphatic way. First because its quota is much lower than that held in Levante or the Canary Islands. Second, because it does not maintain much of an advantage over its competitors.
The most revealing case is the ‘North-Central’ (Cantabria, Navarra, Palencia, Burgos, La Rioja and the Basque Country), a territory in which Mercadona’s footprint is 19.1%. It is enough to be dominant, but it is only one percentage point behind Eroski (18.1%). In third place is Carrefour (9.8%).
It is a scenario similar to what we find in Galicia, Asturias and León, what the consultancy calls ‘Northwest’. Mercadona registers its lowest share in that region, 18.22%. Second place is once again occupied by Eroski (15.1%), followed by Gadisa (10.1%), Carrefour (6.8%) and Alimerka (5.8%).
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Why is it important? Beyond the fact that these percentages help us better understand how the company is distributed and how it has managed to dominate the market at a national level, the regional results of Worldpanel by Numerator leave an interesting reading about Mercadona: its future largely passes through the north of the peninsula, where it has greater room for growth.
When we decide where to make the purchase, we not only evaluate the prices and variety of the assortment, we also take into account factors such as proximity or more subjective values such as taste or loyalty to a brand. Together they form a ‘barrier’ that determines how far a company’s share can go.
At the moment Mercadona has managed to extend its footprint nationwide to 27%. It is not unreasonable to think that it has not yet reached its ceiling, but the fact that in the northwest area it is only 18.2% and in the Cantabrian Sea it is around 19% suggests that in those territories the margin for growth is much broader and clearer.
Not everything is advantages. No, of course. The data published by Expansion They also reveal that the leadership of the Valencian chain is much weaker in the northwest and the area made up of the Basque Country, Navarra, La Rioja and the north of Castilla y León, where it is only one point ahead of its regional rival, Eroski. This makes it easier for them to be overtaken and to see their position threatened.
After all, Mercadona has not been established throughout the country for the same amount of time. In Vigo, without going any further, it only had two stores in mid-2013. And that is a city of almost 300,000 inhabitants, the largest in the entire northwest of the peninsula. If it wants to establish itself, Roig’s company will have to erode the share of other large chains, such as Carrefour, Lidl or Aldi, but also regional companies that are showing a notable capacity for resistance, such as Froiz.
The great advantage. In its favor Mercadona has an important advantage: it has shown that it does not need a large commercial network to beat other competitors more established in the territory. The proof is in the Valencian Community, birthplace of Mercadona. If we value the entire commercial area in the region, Roig’s company accounts for 23.2%. More or less the same as Consum. However, the first (Mercadona) is getting more profitability out of its space, gaining a sales share of 33.6% compared to Consum’s 16.8%.
Area and sales. The same happens in the Canary Islands. If we talk about surface area dedicated to sale, Dinosol accounts for 30% of the total, which allows it to take 21.1% of the value of everything that is sold. Mercadona manages ‘only’ 19.2% of the surface, but it does so in such a way that its share in value is considerably higher: around 32%. The gap is even greater when we look at the Galicia area. Mercadona also leads there in sales share, although it has less surface area than three other regional rivals: Gadisa, Eroski and Froiz.
How is it possible? The question. Data from Worldpanel by Numerator suggests that the Valencian chain has managed to gain strength among a very specific shopping profile: those known as “large baskets”, those that include a greater variety of products and tend to attract more loyal customers. The company has also managed to establish itself on fronts that are working especially well: the short assortment (little supply and commitment to prices), private label and the sale of cooked and ready-to-eat foods.
Images | Mercadona
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