Florists (United States) — NAICS 459310

1. Overview

Florists are the retailers most people picture when they think of buying flowers: the local flower shop that arranges cut flowers, sells bouquets and potted plants, and delivers arrangements for weddings, funerals, and holidays. In the federal statistical system this is NAICS (North American Industry Classification System) code 459310, "Florists" — retailers primarily engaged in selling cut flowers, floral arrangements, and potted plants that they buy from growers and wholesalers rather than grow themselves.[3]

It is a small, mature, and shrinking storefront industry sitting inside a much larger and still-growing flower economy. The dedicated-florist channel generated about $10.2 billion in receipts across roughly 12,100 firms in 2022,[2] but Americans spend far more than that on flowers overall — most of it now flowing through supermarkets, mass merchants, and online gift companies that are not counted as florists (Section 3). The core tension of this industry is that flower demand is durable while the traditional florist's share of it keeps eroding.

Why it matters to an investor: flowers are a resilient, habitual, gift- and ritual-driven category (weddings, funerals, Valentine's Day, Mother's Day) with genuine pricing power on peak days — but the retail florist itself is a low-margin, labor-intensive, highly fragmented small business facing decades of channel disruption. Public-market investors have essentially one meaningful listed play centered on flowers (1-800-Flowers.com) plus indirect exposure through grocers, delivery platforms, and flower growers/importers. Private investors encounter this industry constantly — it is overwhelmingly a world of owner-operated Main Street shops, private-equity-owned wire services, and venture-backed delivery startups — which makes it a small-business acquisition and roll-up category more than a stock-picking one. The investment case turns less on national flower demand than on customer ownership, delivery density, labor productivity, inventory waste, and repeat purchasing.

2. What it is and how it's structured

Scope. NAICS 459310 covers retailers "known as florists" that primarily sell cut flowers, floral arrangements, and live potted plants purchased from others; these businesses may also prepare the arrangements they sell.[3] It includes both storefront shops and, under the 2022 NAICS revision (which folded the old e-commerce code into the product lines), online-only floral retailers. The industry migrated from the prior code 453110 to 459310 in the 2022 classification;[3] older data and third-party reports still use 453110.

What it excludes (adjacent codes an investor should not confuse with florists):

• Grocery and supermarket floral departments → 445110, Supermarkets and Other Grocery Retailers. This is the single biggest reason the "florist" numbers understate total flower sales.
• Garden centers and nurseries selling to the public → 444240, Nursery, Garden Center, and Farm Supply Retailers.
• Flower farms / growers (who actually grow cut flowers and potted plants) → 111421, Nursery and Tree Production / 111422, Floriculture Production.
• Flower and florist-supply wholesalers/distributors → 424930, Flower, Nursery Stock, and Florists' Supplies Merchant Wholesalers.
• Gift and general-merchandise sellers that happen to carry flowers → gift/novelty and general retail codes.

The value chain runs from growers and importers → wholesalers → local designers and retailers → wire-service networks and online marketplaces → delivery providers.

Ownership mix. The industry is a barbell. At one end sit a handful of large national brands and order networks — 1-800-Flowers/BloomNet, Teleflora, FTD, and online startups — that capture a surprisingly large slice at the top (the four largest firms account for ~31% of industry receipts).[2] At the other end sit roughly 12,000 mostly tiny, independently owned local shops; even the 50 largest firms together account for under 40% of receipts, so the long tail of small operators makes up the majority.[2] Almost the entire industry is "small" by federal definition: the U.S. Small Business Administration (SBA) size standard for florists is $9 million in average annual receipts,[4] a threshold nearly every florist falls well below. Our federal file does not report a public/private ownership split; the structure above is an inference from firm counts and concentration data, not an official ownership count.

3. How big it is

Ground-truth federal figures for NAICS 459310. These come from different federal datasets and years, so they should not be read as a single-year financial statement:

A concentration ratio is the share of industry receipts held by the largest firms; CR4/CR8/CR20/CR50 refer to the largest 4, 8, 20, and 50. The HHI (another standard concentration measure) is suppressed in the federal data, so we do not report a value.

Some working ratios: average receipts run about $845,000 per firm, but that mean is pulled up by a few large national players — a typical independent shop does roughly $200,000–$250,000 in annual sales with a handful of staff.[25] Payroll works out to roughly $25,000 per employee per year, reflecting heavy part-time and seasonal staffing;[1] floral designers themselves earned a median of about $36,120 in 2024.[7]

Two structural cautions matter more here than in most industries:

The undercount / channel caveat. NAICS 459310 measures dedicated florists only. County Business Patterns covers establishments with paid employees, and the Economic Census reports businesses with payroll — both deliberately leave out the supermarket floral aisle, mass-merchant flower tables (Costco, Trader Joe's, Walmart), warehouse clubs, and much of the general e-commerce gifting channel, even though those channels now sell the majority of stems Americans buy. So the ~$10 billion "florist industry" is a shrinking slice of a bigger pie. By broader measures, the U.S. floral gifting market was estimated at about $12.2 billion in 2024 and projected to reach ~$16.8 billion by 2030 (about 5.5% a year),[6] and one industry group pegs 2024 per-capita floral spending at about $261.[8] A widely used private estimate (IBISWorld) puts florist-channel revenue near $7.9 billion for 2026 on a modest projected decline[5] — lower than the Census receipts figure largely because of definitional and timing differences. Read together, the honest summary is: total flower demand is large and roughly flat-to-growing, while the florist channel specifically is flat-to-declining.

The nonemployer tail. Beyond the ~12,000 employer firms above sit many additional sole-proprietor and home-based floral businesses with no paid employees. The federal employer statistics do not capture them (Census publishes nonemployer statistics separately, but our file has no florist-specific nonemployer count), so the true number of "someone selling flowers for a living" is higher than the establishment count implies. A trade group separately counts roughly 11,744 retail florists, broadly consistent with the Census establishment figure.[8]

The storefront count has fallen for decades: from roughly 27,000 florist storefronts in 1992 to about 14,000 by 2012 to under 12,000 today.[12]

4. The investable universe

There is effectively one meaningful U.S.-listed company whose business is centered on flowers, plus a set of private and venture-backed owners. This is not a deep public-equity sector.

Public companies

Notes for investors: FLWS is a micro-cap with a dual-class share structure — founder Jim McCann's Class B shares carry roughly 77% of the voting power — and it has not historically paid a dividend;[15] it is a founder-controlled turnaround story more than a stable income holding. Because a large share of its revenue is non-floral (foods, baskets), FLWS is a proxy for the online-gifting economy as much as for flowers. There is no U.S.-listed pure "local florist" stock; broader exposure to the flower supply chain comes indirectly through grocers, delivery platforms, and — upstream — flower growers and importers.

Selected private owners and platforms

• Teleflora — owned by The Wonderful Company (Stewart and Lynda Resnick), a major floral wire/order network connecting local shops; the Resnicks acquired Teleflora in 1979.[18]
• FTD — a century-old wire service; it filed for bankruptcy in 2019, and its North American consumer and florist businesses (including ProFlowers) were sold to an affiliate of Nexus Capital Management, which continues to run FTD as a network-services provider to independent shops.[16][17][19]
• From You Flowers — a privately operated online florist that fulfills through multiple florist networks.[20]
• BloomNation — a private florist-first marketplace and software platform; it acquired UK/US marketplace Floom in 2025, extending platform consolidation while local shops remain the fulfillment layer.[21]
• The Bouqs Co., UrbanStems, Farmgirl Flowers, BloomThat — direct-from-farm and marketplace online-delivery challengers, each historically venture-funded (roughly $7M–$43M raised).[23]

5. How the money works

A florist's economics are classic specialty-retail with a perishable, hand-assembled product.

• Unit economics. A typical independent shop does on the order of $200,000–$250,000 in annual sales with a handful of staff.[25] Gross margins on flowers are high (often a 60%+ markup over wholesale) because the value added is arrangement, design, and delivery — but spoilage (unsold perishable inventory), skilled labor, and delivery costs compress net margin to thin single-to-low-double digits for many shops. The cost stack is unusually operational: flowers and greenery, containers, designer labor, delivery labor and vehicles, rent, payment processing, advertising, marketplace/network fees, and shrink.
• Product and service mix. Money comes from walk-in, phone, website, and pickup orders, delivery fees, and event work — weddings and funerals/"sympathy" are the two highest-value recurring categories and anchor many independents' profitability — plus corporate accounts, subscriptions, and add-ons (vases, plants, cards, gifts).
• Peak-day pricing and seasonality. Flowers are one of the few retail categories with genuine holiday pricing power, and sales are extremely concentrated. Valentine's Day and Mother's Day together drive close to 40% of annual purchases among leading florists, and Mother's Day is often the single biggest revenue day of the year (the "Super Bowl of florists").[9] As a public illustration of the working-capital swing, FLWS reported that its fiscal-2025 second quarter (which contains the winter holidays) was about 46% of annual revenue, and the company borrowed up to $110 million to pre-buy holiday inventory.[14] Getting peak-day staffing, sourcing, and delivery right disproportionately determines the year.
• The wire-service model. A defining feature of this industry is order gathering through networks like FTD, Teleflora, and BloomNet. A customer in one city orders through the network; the network relays the order and payment to a local "filling" florist who makes and delivers it, keeping a share. In practice the sending side and clearinghouse take roughly 25–30% combined (about 20% to the sending florist plus a ~7–10% clearinghouse fee and a per-order transmission charge).[24] Wire services are double-edged: they bring in out-of-town orders but erode the filling florist's margin and customer relationship — which is why some shops have exited them in favor of their own websites and local delivery.
• National online players make their money on marketing scale, order-network fees, and gifting attach-rate (adding chocolates, foods, and add-ons) rather than on arranging flowers per se.

The most useful operating measures are same-store sales, order count and average order value, direct-order share vs. network/marketplace orders, gross margin after flower cost and delivery and referral fees, spoilage/substitution rates, on-time delivery and refund rates, repeat-purchase rate, delivery density and labor-hours per arrangement, and inventory turns.

6. What drives demand

• Occasions and rituals, not everyday consumption. Demand is event-driven: Valentine's Day, Mother's Day, weddings, funerals/sympathy, anniversaries, winter holidays, graduations, corporate recognition, and "just because" gifting. This makes the category emotionally resilient in downturns but concentrated on a few dates.[9]
• Holidays specifically. For Valentine's Day 2025, about 40% of consumers planned to buy flowers, roughly $2.9 billion of the holiday total.[10] For Mother's Day 2026, the National Retail Federation (NRF) projected about $38 billion in total holiday spending, with flowers expected to represent about $3.2 billion and 75% of shoppers planning to buy flowers.[11] (These are survey projections for the broader holidays, not NAICS 459310 receipts.) Mother's Day flower sales typically run 25–30% of florists' annual total.[9]
• Demographics and habits. Gifting frequency, household formation, wedding volume, and the death rate (sympathy work) all feed demand. Younger buyers skew toward online, subscription, and mobile-first purchasing.
• Convenience and speed. Same-day and on-demand delivery (via DoorDash, Amazon, Walmart GoLocal, and platform integrations) has reset customer expectations and shifted volume toward whoever can fulfill fastest.
• Discretionary sensitivity. Everyday flower demand is highly price-sensitive and migrates to the lowest-friction channel. As a public data point, FLWS reported fiscal-2025 declines of 8.6% in Consumer Floral & Gifts and 8.4% in BloomNet — company results, not an industry estimate, but a sign of sensitivity to consumer confidence and promotional intensity.[14]

7. Regulation

Florists are lightly regulated as retailers; the notable issues are mostly operational rather than florist-specific licensing.

• Occupational licensing. Louisiana is the only U.S. state that has required a license to work as a retail florist — long cited as the country's most unusual licensing rule. After years of legal challenges, the state in 2024 removed the mandatory exam, leaving only a fee.[28] Everywhere else, no floristry license is required.
• Imports and agricultural rules. Because most cut flowers are imported, shipments are subject to USDA Animal and Plant Health Inspection Service (APHIS) plant-inspection and pest/disease controls and to U.S. Customs processing; requirements vary by commodity and country of origin.[27][26]
• Trade policy / tariffs. Import duties on cut flowers directly affect input costs. A 10% tariff on Colombian flowers took effect in April 2025 — the first U.S. duty on Colombian flowers in over a decade — and other origins carry most-favored-nation and additional duties. Trade policy is now a live variable for florist cost of goods.[26]
• Online fulfillment. The Federal Trade Commission (FTC) Mail, Internet, or Telephone Order Merchandise Rule requires sellers to have a reasonable basis for advertised shipping times; if no time is stated, the seller generally must ship within 30 days or obtain the buyer's consent to a delay and offer a refund — directly relevant to same-day and dated floral delivery promises.[29]
• Funeral work. The FTC Funeral Rule applies to businesses selling both funeral goods and funeral services; a florist selling flowers alone is generally not a funeral provider under the rule, though state and local requirements still apply.[30]
• Labor. The Fair Labor Standards Act (FLSA) governs minimum wage and overtime for covered retail employees; heavy seasonal hiring and delivery staffing create compliance exposure.[31]
• General small-business rules. Sales tax, business licensing, zoning, delivery-vehicle and consumer-protection rules apply; there is no flower-specific federal regulator of retail florists.

8. Competitive dynamics and consolidation

• A shrinking storefront base under channel attack. The dominant dynamic for 30+ years is share loss from dedicated florists to supermarkets, mass merchants, warehouse clubs, and online gifting. Employment of floral designers is projected to decline about 6% from 2024 to 2034,[7] and storefront counts have more than halved since the 1990s.[12]
• Concentration at the top, fragmentation below. The top-heavy structure (CR4 ≈ 31%, but CR50 < 40%)[2] reflects a few national online/wire players sitting above thousands of independents — a classic setup for roll-ups of small local shops by private buyers and for platform aggregation of local florists by marketplaces. Note that these ratios cover only NAICS-459310 receipts and miss flowers sold through supermarkets, mass merchants, growers, wholesalers, and nonemployers; a network membership is also not the same as owning a florist establishment.
• Wire-service disruption. The legacy order-gathering networks (FTD, Teleflora, BloomNet) face pressure from both direct-from-farm online sellers (Bouqs, UrbanStems, Farmgirl) that cut out middlemen and from on-demand platforms (DoorDash, Amazon). FTD's 2019 bankruptcy and sale to private equity was the emblematic shakeout;[16][17] more recently, BloomNation's 2025 acquisition of Floom shows consolidation concentrating in technology, procurement, customer acquisition, and delivery infrastructure rather than in large fleets of identical stores — with the local florist remaining the service-and-fulfillment layer.[21]
• Basis of competition. Independents compete on design quality, local relationships, event/wedding and funeral-home expertise, and delivery reliability; nationals compete on brand recognition, search visibility, breadth of gifting, technology, and logistics. Supermarkets compete purely on price and convenience for everyday stems.

9. Risks

• Structural channel erosion. The everyday-flower buyer keeps drifting to cheaper, more convenient channels; the dedicated-florist share of the pie has fallen for decades and the trend is intact.[12]
• Import concentration and supply-chain fragility. The U.S. imports the vast majority of its cut flowers — FLWS notes most flowers sold domestically are grown abroad, primarily in Colombia, Ecuador, and the Netherlands;[14] roughly 60% of U.S. import value comes from Colombia and ~25% from Ecuador, with about 90% of imported flowers entering through Miami.[26] Any disruption — weather, air-cargo capacity, labor, or trade policy — hits the entire industry at once, and the Valentine's/Mother's Day peaks make timing risk acute.
• Trade and tariff risk. New duties (e.g., the 2025 Colombia tariff) raise input costs on a product with thin margins and limited domestic substitution.[26]
• Seasonality and perishability. Inventory and labor are committed before peak demand is known; unsold flowers lose value fast, creating shrink and markdown risk. A poor holiday can damage the whole year.
• Execution and service. Late delivery, substitutions, poor design quality, and weak service directly destroy repeat business.
• Labor and delivery costs. A declining, modestly paid designer workforce plus reliance on seasonal peak-day labor and drivers creates execution risk on the two days that make the year.[7]
• Platform dependence. Search engines, marketplaces, wire services, and paid advertising can capture the economics of a local shop.
• Financial structure. FTD's bankruptcy and forced sale illustrate the danger of debt, integration complexity, and aggressive acquisition in a thin-margin business.[16][17]
• Company-specific (FLWS). Micro-cap, founder-controlled, recently loss-making (a ~$200 million FY2025 net loss including a $143.8 million non-cash impairment) and exposed to discretionary-gifting softness.[13]
• Data limitations. Employer-based federal statistics can make the industry look smaller and more concentrated than the full operating universe.

10. How to invest and the outlook

Public-market routes.

• Direct: essentially just 1-800-Flowers.com (FLWS) — a micro-cap, founder-controlled turnaround with no dividend, part flowers and part broader gourmet-gifting.[13][15] Treat it as a speculative consumer-discretionary/e-commerce turnaround, not a flower "pure play" or an income stock; the questions that matter are floral and network revenue trends, order volume and average order value, gross margin, marketing efficiency, working capital and debt, goodwill impairments, and holiday execution.
• Indirect: exposure to flower demand mostly runs through grocers and mass retailers (where most stems sell), delivery/marketplace platforms (DoorDash, Amazon, Walmart), and, upstream, floriculture growers, importers, and logistics — none of which are flower-focused stocks, and whose floral economics are too small or blended to support a standalone floral valuation.

Private-market routes (where most of the real activity is).

• Buying or building a shop / small roll-up. With ~12,000 mostly sub-$9M-revenue independents,[2][4] this is a fragmented, owner-operator category well suited to individual acquisition, succession purchases, and local roll-ups — competing on design, events, and delivery rather than price. The strongest targets own direct customer relationships, have repeat business and dense delivery routes, diversify across occasions, purchase disciplined-ly with low spoilage, and show transparent store-level profit after owner labor and delivery costs.
• Venture / growth and platforms. The online-delivery challengers (Bouqs, UrbanStems, Farmgirl), florist software/marketplaces (BloomNation), and the wire/gifting networks (Teleflora under The Wonderful Company, FTD under Nexus Capital) are the private/PE and venture vehicles.[18][19][21][23]
• Adjacent plays. Wholesale distribution (NAICS 424930), floriculture production (111421/111422), and cold-chain logistics/import brokerage are arguably better-positioned than storefront retail, because they sell into all channels — supermarket, mass, and florist alike.

Near-term drivers and outlook (forward-looking). The base case is a flat-to-slightly-declining florist channel inside a flat-to-growing total flower economy: the third-party floral-gifting market is projected to keep expanding at a mid-single-digit rate through 2030,[6] but that growth is expected to accrue mostly to grocery, mass, and online channels rather than to traditional shops. The swing factors to watch are (1) trade/tariff policy on Colombian and Ecuadorian flowers, which directly moves input costs;[26] (2) consumer discretionary strength heading into the Valentine's/Mother's Day peaks that make the year;[10][11] (3) delivery-platform economics, which could either commoditize local florists or give the nimble ones same-day reach; and (4) consolidation — whether roll-ups and marketplaces can profitably aggregate a famously fragmented, thin-margin base.[21] For most investors the practical read is that flowers are a durable consumer ritual best accessed, on the public side, through diversified platforms and, on the private side, through disciplined small-business ownership and local fulfillment efficiency — not through betting on the storefront channel regaining share.

---

Sources

1. U.S. Census Bureau. County Business Patterns (2023) — NAICS 459310, Florists (establishments, employment, annual and first-quarter payroll). https://www.census.gov/programs-surveys/cbp.html
2. U.S. Census Bureau. 2022 Economic Census — Concentration and Comparative Statistics, NAICS 459310 Florists (firms, receipts, CR4/CR8/CR20/CR50; HHI suppressed). https://www.census.gov/programs-surveys/economic-census.html
3. U.S. Census Bureau. 2022 NAICS Definition — 459310 Florists (scope; migration from 453110). https://www.census.gov/naics/?details=459310&input=459310&year=2022
4. U.S. Small Business Administration. Table of Small Business Size Standards — NAICS 459310 ($9.0 million). 2023. https://www.sba.gov/document/support-table-size-standards
5. IBISWorld. Florists in the US — Industry Report (~$7.9B revenue; projected slight decline). 2026. https://www.ibisworld.com/united-states/industry/florists/1096/
6. Arizton Advisory & Intelligence. U.S. Floral Gifting Market 2025–2030 ($12.18B in 2024 → $16.81B by 2030, ~5.5% CAGR). 2025. https://www.arizton.com/market-reports/floral-gifting-market-in-united-states-2025
7. U.S. Bureau of Labor Statistics. Occupational Outlook Handbook — Floral Designers (median wage $36,120, May 2024; −6% employment 2024–34). https://www.bls.gov/ooh/arts-and-design/floral-designers.htm
8. Society of American Florists. Floral Industry Facts / Trends & Statistics (per-capita floral spending ~$261 in 2024; ~11,744 retail florists). https://safnow.org/trends-statistics/floral-industry-facts/
9. Society of American Florists / Bloomberg Second Measure. Mother's Day floral statistics (top floral holiday; ~25–30% of annual sales; Valentine's + Mother's ≈ 40% of purchases). https://safnow.org/aboutflowers/holidays-occasions/mothers-day/mothers-day-floral-statistics/
10. National Retail Federation. Valentine's Day Spending Survey, 2025 (~$2.9B on flowers; ~40% of consumers buy flowers). https://nrf.com/media-center/press-releases/nrf-survey-valentine-s-day-spending-reaches-record-27-5-billion
11. National Retail Federation. Mother's Day Spending Expected to Hit Record $38 Billion (2026; flowers ~$3.2B; 75% plan to buy flowers). https://nrf.com/media-center/press-releases/mother-s-day-spending-expected-to-hit-record-38-billion
12. Living Flowers / Breakwater M&A. Florist storefront decline (~27,000 in 1992 → ~14,000 in 2012 → <12,000 today). https://www.livingflowers.com/florist-shops-are-closing-how-to-understand-the-trend-and-succeed-in-the-new-world/
13. 1-800-FLOWERS.COM, Inc. Reports Fiscal 2025 Fourth Quarter and Year-End Results ($1.69B revenue; ~$200.0M net loss incl. $143.8M impairment). Businesswire, 2025. https://www.businesswire.com/news/home/20250904202543/en/1-800-FLOWERS.COM-Inc.-Reports-Fiscal-2025-Fourth-Quarter-and-Year-End-Results
14. 1-800-FLOWERS.COM, Inc. Fiscal 2025 Annual Report (segment revenue: Consumer Floral & Gifts $776.8M, BloomNet $98.7M; Q2 ≈ 46% of annual revenue; ~$110M holiday borrowing; segment declines 8.6% / 8.4%). https://www.1800flowersinc.com/investors
15. MatrixBCG / SEC filings. Ownership and control of 1-800-Flowers.com (dual-class; McCann ~77% voting; micro-cap; no dividend). https://matrixbcg.com/blogs/owners/1800flowers
16. CNBC. Flower delivery company FTD files for bankruptcy (2019 Chapter 11; industry context incl. Teleflora). https://www.cnbc.com/2019/06/03/flower-delivery-company-ftd-files-for-bankruptcy.html
17. U.S. Securities and Exchange Commission. FTD Companies Announces Sale of North American and Latin American Consumer and Florist Businesses (sale to a Nexus Capital affiliate, 2019). https://www.sec.gov/Archives/edgar/data/1575360/000157536019000030/ex991.htm
18. The Wonderful Company. Who We Are (owns Teleflora; Resnicks acquired Teleflora in 1979). https://www.wonderful.com/who-we-are/
19. Nexus Capital Management. Portfolio (FTD/ProFlowers; network services to independent florists). https://www.nexuslp.com/portfolio
20. From You Flowers. About Us (private online florist fulfilling through florist networks). https://www.fromyouflowers.com/about.htm
21. BloomNation. BloomNation Acquires Floom (2025 marketplace/platform acquisition, US & UK). https://www.bloomnation.com/join/newsroom/bloomnation-acquires-floom-us/
22. DoorDash. Flower Delivery from DoorDash (~9,500 florists available on the marketplace; company-reported platform count). https://www.doordash.com/p/flower-delivery/
23. TIME / The Hustle / Fast Company. Online flower-delivery startups and funding (UrbanStems, The Bouqs, Farmgirl, BloomThat). https://thehustle.co/urbanstems-flower-delivery-startups/
24. Hana Florist POS / Little Bird Bloom. Floral wire services and order gatherers explained (FTD/Teleflora/BloomNet commission and transmission-fee mechanics). https://www.hanafloristpos.com/blog/what-are-floral-wire-service/
25. RetailOwner.com / ValuAdder. Florist benchmarks and flower-shop valuation (typical shop ~$200K–$250K annual sales; margin structure). https://retailowner.com/Benchmarks/Other-Specialty-Retail-Stores/Florists
26. U.S. Department of Agriculture, Foreign Agricultural Service / WLRN. Colombian flowers and the U.S. market; 2025 tariffs (Colombia ~60% and Ecuador ~25% of import value; ~90% via Miami; 10% Colombia tariff, April 2025). https://www.wlrn.org/business/2025-01-26/trump-trade-tariffs
27. U.S. Department of Agriculture, Animal and Plant Health Inspection Service. How To Import Plants and Plant Products into the United States. https://www.aphis.usda.gov/plant-imports/how-to-import
28. Reason / R Street Institute / Institute for Justice. Louisiana florist licensing and its 2024 reform (only state to license florists; mandatory exam removed 2024). https://reason.com/2024/05/30/louisiana-finally-fixes-americas-dumbest-licensing-requirement/
29. Federal Trade Commission. Mail, Internet, or Telephone Order Merchandise Rule (30-day shipping rule). https://www.ftc.gov/legal-library/browse/rules/mail-internet-or-telephone-order-merchandise-rule
30. Federal Trade Commission. Complying With the Funeral Rule. https://www.ftc.gov/business-guidance/resources/complying-funeral-rule
31. U.S. Department of Labor. Fact Sheet #6: Retail Industry Under the Fair Labor Standards Act. https://www.dol.gov/agencies/whd/fact-sheets/6-flsa-retail