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November 4, 2025
Yash Bhatia, IMPACT
4 November 2025
It started with groceries. Quick commerce started delivering milk, bread, and eggs in 10–15 minutes, which seemed revolutionary enough in 2022. Then came the iPhone 14 launch, and suddenly, quick commerce wasn’t just about convenience; it was about spectacle. Overnight, India’s app-based delivery ecosystem became the stage for a new ritual: flagship products arriving at your doorstep faster than you can say ‘checkout.’
And now? Phones aren’t the limit. You can even order motorcycles online. Yes, motorcycles. Royal Enfield has partnered with Flipkart to list its entire 350cc portfolio, which will be delivered to five cities: Bengaluru, Gurugram, Kolkata, Lucknow, and Mumbai.
The lines between e-commerce and quick commerce are becoming increasingly blurred. Flipkart’s Flipkart Minutes and Amazon’s instant delivery options are proof that speed is no longer a differentiator; it’s table stakes. And as platforms race to expand, high-ticket items are joining the frenzy, from electronics and furniture to watches, fitness equipment, and premium kitchen appliances. For platforms, these products are goldmines of margin; the challenge lies in logistics and consumer trust.
According to a report by CareEdge Advisory, India had over 270 million online shoppers in 2024, making it the second-largest e-retail user base globally, while the e-commerce market grew 23.8% in 2024 over the year-ago period, it said. The report also added that Indians ordered Rs 64,000 crore of goods from quick-commerce platforms.
From the consumer standpoint, one of the challenges for consumers to buy high-ticket items from the quick commerce platforms is to get consumer trust, which used to be the case when e-commerce started its operations. Can quick commerce move to high-ticket items? Is quick commerce looking at these items as a branding exercise, or are they looking at them as a serious revenue stream channel?
Chirag Taneja, Founder & CEO, GoKwik – an e-commerce enablement platform, says what began as a branding exercise for D2C brands has now evolved into a credible revenue stream. “In the early days, high-ticket categories on D2C platforms saw limited traction,” he explains. “Trust was still being built, customers were unsure if their orders would even reach them. There were many friction points.”
But that’s no longer the case. According to GoKwik’s network data, high-ticket purchases (above ₹2,500) are no longer outliers, they’re becoming a consistent driver of topline revenue.
Interestingly, most of these premium purchases are powered by credit instruments from no-cost EMIs to instant credit options at checkout. “This reflects a clear shift in mindset,” says Taneja. “Consumers no longer view high-value spending as a financial strain. They see it as a set of manageable, bite-sized payments that help them aspire higher, quicker. It’s not just a financial enabler, it’s a psychological unlock that makes premium consumption feel accessible and routine,” he adds.
“With strong trust in delivery reliability, smooth returns, and credible brand backing, the ecosystem has bridged the gap that once kept premium shopping offline,” says Taneja.
Devangshu Dutta, Founder of a specialist consulting firm, Third Eyesight, thinks differently and points out that high-value items still make up a small slice of quick commerce sales. “The model thrives on simplicity, a limited product range on the platform’s end, and quick, low-friction decision-making on the consumer’s,” he explains.
That said, Dutta believes quick commerce can still play a strategic role for premium brands. “For high-value products, q-comm can be an excellent lever for driving velocity, testing market response, or amplifying brand visibility. But it should be viewed as one piece of the channel mix, not the primary sales driver.”
From the platform’s perspective, however, listing high-ticket products brings its own upside. “They create excitement, boost average transaction values, and improve realised margins,” Dutta notes. “Consumers are often drawn in by novelty, exclusivity, or status appeal, especially during big launches or limited-time promotions.”
Still, he adds a note of realism: “Premium and high-ticket purchases largely remain planned decisions. Most consumers continue to prefer established offline and e-commerce channels for such buys where trust in authenticity, return policies, and after-sales services still carry greater weight than instant gratification.”
Seshu Kumar Tirumala, Chief Buying and Merchandising Officer, BigBasket, says the company doesn’t look at electronics as a high-ticket item category but rather focuses on building a complete category experience for customers. “For example, if we list an Enfield bike, we’d also want to offer spare parts, servicing options, and extended warranties, because that’s how the category functions,” he explains.
Tirumala adds that BigBasket adopted the same approach when it ventured into mobiles and mobile accessories. “When we launched this category last year, it was a trial. Today, it’s a sizable part of our business,” he says. Currently, electronics and mobile accessories contribute 5–10% of BigBasket’s monthly sales, having grown 250–300% year-on-year since the first iPhone launch on the platform.
While the launch day drives the highest demand for flagship devices like the iPhone, Tirumala notes that the following one to two months see strong accessory sales, from AirPods and headphones to chargers and power banks. “On average, mobiles and accessories account for 7–8% of our total sales, peaking at 10% during the festive season. Overall, this category has grown from zero to 7–8% of our total business in just a year, and we expect it to reach around 25% next year,” he adds.
Currently, the platform offers select models from smartphone brands, including OnePlus, Realme, Redmi, Vivo, and Oppo.
The Bengaluru-based platform is now piloting the delivery of large home appliances across across select city areas in partnership with Croma. If successful, BigBasket plans to expand this model to other cities, further broadening its quick commerce offering beyond everyday essentials.
Taneja points out that the traditional e-commerce model, once driven by discounts and affordability, is now evolving toward experience and access. Over the next few years, two major shifts will shape this transformation: credit-first commerce, where EMIs become the default mode for premium purchases, and aspirational commerce, where consumers view e-commerce as the easiest path to lifestyle upgrades. Consequently, platforms will need to reposition themselves from being “where you save more” to “where you unlock more”, prioritising personalisation, trust, and a seamless shopping experience.
As quick commerce matures, it is no longer just about instant gratification; it’s becoming a bridge between aspiration and accessibility.
Platforms are proving that speed, trust, and seamless experience can coexist with high-value purchases.
(Published in IMPACT)
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October 24, 2025
Entrepreneur India
Oct 23, 2025
Indian consumers are increasingly opting for private labels and in-house brands over established ones, and retailers are taking note. According to EY’s ‘Future Consumer Index 2025’, more than half of India’s consumers are now choosing in-house brands over legacy labels.
The report highlights that 52 per cent of Indian consumers have switched to private labels for better value, while 70 per cent believe these in-house brands offer comparable or superior quality. Backed by this shift, retailers from BigBasket to DMart, and quick-commerce players like Zepto and Blinkit, are doubling down on their private label strategies, viewing them as a path to higher margins, stronger brand loyalty, and greater pricing control.
“Indian consumers’ growing preference for private labels reflects both short-term price pressures and a longer-term structural evolution in retail,” said Devangshu Dutta, CEO of Third Eyesight, speaking to Entrepreneur India.
Trending globally
The surge isn’t unique to India. A recent report by the Institute of Grocery Distribution (IGD) notes that globally, private labels now account for over 45 per cent of grocery volume and are expanding faster than legacy brands.
In India, this shift is becoming increasingly visible in-store. The EY report found that 74 per cent of consumers have noticed more private label options where they shop, and 70 per cent say these products are now displayed more prominently, often placed at eye level, signalling a strategic retail push.
Commenting on this trend, Angshuman Bhattacharya, Partner and National Leader, Consumer Products and Retail Sector, EY-Parthenon, said, “Consumer behaviour has traditionally evolved in response to changing economic situations, but the current shifts appear to be more permanent. Retailers are confidently launching private labels and allocating prime shelf space to them, while technology is enhancing the shopping experience by providing consumers with limitless options and the ability to compare products.”
From price-fighters to power brands
According to Dutta, private labels are no longer just “copycat” alternatives meant to undercut national brands.
“For retailers, not just in India but globally, lookalike private labels used to be tools at the opening price point to hook the customer, who saw them as credible, affordable alternatives to national brands,” he explained, adding, “However, as retailers have grown, they have gained both scale and expertise to widen and deepen their supply chains.”
Over time, he said, investments in formulation, packaging, and quality consistency have increased consumer trust.
“Private labels now compete on functional benefits rather than only on price, particularly in food staples and apparel, but also in brown goods and white goods, and increasingly in personal care and other FMCG categories,” he added. [Must read: “Private Label Maturity Model”]
Retailers scale up private labels
As demand for in-house brands grows, retailers are scaling up their strategies across sectors.
BigBasket, one of India’s largest online grocery platforms, reported that 35–40 per cent of its FY24 sales came from private labels like Fresho, BB Royal, and Tasties. The company aims to push this share closer to 45 per cent through expansion in frozen foods and ready-to-eat categories.
DMart’s private label arm, Align Retail, has reportedly more than doubled its sales in two years, touching INR 3,322 crore in FY25. The retailer’s in-house brands in staples, apparel, and home essentials have helped boost margins in a highly competitive retail landscape.
Zepto, the quick-commerce player, is taking private labels into the 10-minute delivery domain. Its brand Relish, focused on meats and eggs, has achieved INR 40 crore in monthly sales.
Meanwhile, Reliance Retail has also expanded its portfolio of private labels, including Good Life, Enzo, and Puric, across groceries, personal care, and household products, strengthening its broader FMCG play. In 2024, Reliance Retail’s Tira Beauty also announced the launch of its latest private label brand, Nails Our Way, signifying a major expansion in its beauty offerings.
Capturing a lion’s share in retail
Dutta noted that in India, private labels will remain a core pillar of modern retail strategy rather than a cyclical response to cost pressures.
“Consumers increasingly view retailers as brand owners rather than intermediaries. As private labels mature in branding and innovation, their growth aligns more and more with brand equity development rather than just opportunistic cost-saving,” he said.
From a retailer’s perspective, private labels deliver higher gross margins and greater strategic control, Dutta said. [Must read: “Private Label Maturity Model”]
Another report by the Private Label Manufacturers Association (PLMA), using Circana data, found that in 2024, private-label sales in food and non-edible categories grew faster than bigger brands globally. While figures vary by region and quarter, the pattern remains consistent: private labels are outpacing traditional FMCG growth.
Collectively, these shifts show that private labels are becoming a major revenue driver for retailers in India, and are fast evolving from value alternatives into brands with genuine consumer pull.
(Published in Entrepreneur India)
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September 24, 2025
Shabori Das & Sagar Malviya, Economic Times
Bengaluru/Mumbai, 24 September 2025
Chinese fast-fashion platform Shein plans to triple the number of launches in India and shrink its design-to-launch timeline by a third to deepen its push into an increasingly competitive market, a top official said.
The company, which re-entered India through a partnership with Reliance Retail in February this year, said it is overhauling its supply chain to enable faster turnaround times. To achieve this, it has moved away from large-scale manufacturing hubs to smaller production lines with each line focused on creating a single new design daily.
“Our current timelines, measured from ‘thought to site’, stand at 46 days. We are targeting 30 days,” said Vineeth Nair, chief executive of Reliance’s fashion platform Ajio that steers Shein in India. “We currently deliver 320 styles a day – about 10,000 a month – and plan to scale that to over 30,000 styles monthly in the coming months,” he told ET.
Speaking about the speed of manufacturing, Nair said, “We quantify our options in terms of production lines, with each line optimised to deliver one design option per day, rather than factories. Some of our large production units have been repurposed into multiple lines.”
Shein first launched in India in 2018 with its own online shop. However, the app was banned by the Ministry of Electronics and Information Technology (MeitY) along with TikTok, WeChat and over 55 other Chinese apps.
One of the primary issues and controversies surrounding Shein’s India operations was the use of the consumer data by the Chinese apparel retailer.
Under the current partnership model, Reliance Retail is operating Shein under licensing agreement and ensures complete customer data ownership as per the company.
Unlike international markets, Shein India products are made in India.
“It’s still early days – just about three months since we introduced Shein to the India Gen Z,” Nair said. “And we are still in the process of adding multiple products, which we intend to do in the next few months.”
He said the brand is witnessing two million daily average users, dominated by 21-year-old women who account for 62% of the traffic.
Shein, the world’s biggest ecommerce-centred fashion retailer, however, may find it hard to replicate its global success in India, according to Devangshu Dutta, founder of retail consulting firm Third Eyesight.
“Shein’s edge internationally has been its speed of dropping its products, and the width of its product category. The India model is not the same. The India model of fashion is slower, and the product category width is not as large,” he noted. “Hence, the brand will in all probability end up competing with the already established market like Myntra, Zudio and the likes.”
(Published in Economic Times)
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September 15, 2025
Shabori Das & Sagar Malviya, Economic Times
15 September 2025
ITC Foods is making a strategic entry into fresh packaged foods including short shelf-life cookies, cakes, and chapatis, among others, part of its broader aim to ride the surge in quick commerce demand, said Hemant Malik, chief executive of the food division of ITC.
The move is also prompted by the cigarette-to-snack maker’s aim to capture India’s growing appetite for convenience-led, freshly-made food with shelf life of a few days, instead of 12-24 months for other food products, with quicker fulfilment systems.
“There is a growing consumer demand for fresh packaged food products, powered by enhanced accessibility and convenience provided by the surge in quick commerce platforms,” Malik told ET, adding that the company has extended its Sunfeast and and Aashirvaad brands into these categories.
ITC has created a hyper-local production and distribution ecosystem to enable next-day delivery from oven to doorstep in a country where supply chains are often fragmented and 75% of the sales are through local kiranas. The company said its small-batch model, scaled across urban micro-markets, will help maintain freshness while sidestepping the usual constraints of long-haul logistics and warehouse storage.
“We are leveraging tech-enabled capabilities, supply chain efficiencies including hyper-local agile production and rapid fulfilment together with focus on fresh sourcing,” Malik added.
Analysts however noted that relying solely on quick commerce won’t ensure scale while limited shelf life could require bigger retail channels including modern and general trade.
“These products will need to move fast. So inventory management in terms of space for quick commerce will be challenging,” said Devangshu Dutta, founder of retail consulting firm Third Eyesight. “And in case of quick commerce, it will need to have catchment focus as not every micromarket in a city will have demand for such products.”
“In the case of large FMCG companies, scalability is always what is needed, and quick commerce alone will not help with that. Eventually modern trade and general trade for these shorter shelf life products will be considered,” he said.
ITC’s packaged food business clocked ₹18,270 crore in gross sales during FY25, up 6% on-year.
Quick commerce platforms such as Blinkit, Swiggy Instamart, and Zepto have made it easier than ever to deliver ultra-fresh products within hours–and they have been tapped by local bakeries and direct-to-consumer companies including Theobroma, Baker’s Dozen, and Id Fresh.
Over the past few months, mainstream companies including Hindustan Unilever, Marico, Adani Wilmar and Parle have carved out separate sales and distribution teams for quick commerce, responding to the need for a faster turnaround in stocking as well as a distinct portfolio for the segment.
(Published in Economic Times)
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September 3, 2025
Aakriti Bansal, Medianama
3 September 2025
The Goods and Services Tax (GST) overhaul simplifies India’s tax structure and lowers prices for many goods. However, for e-commerce sellers, the change arrives at the worst possible moment. Platforms and sellers must adjust billing systems, invoices, and inventory records just as the festive season begins.
The festive period drives the highest order volumes of the year, and even minor disruptions in invoicing or compliance ripple through the system. Refunds get delayed, seller–platform relations strain, consumers face frustration, and penalties under GST law escalate. Moreover, the episode shows the fragility of India’s e-commerce compliance infrastructure.
Larger sellers can rely on manpower and technology, but smaller businesses remain disproportionately exposed. Platforms, meanwhile, cannot act as neutral intermediaries when their invoicing systems directly control seller compliance. The question now is whether the government, platforms, and sellers can move fast enough to make structural reforms without turning them into seasonal flashpoints.
What’s the News?
The GST Council, chaired by Finance Minister Nirmala Sitharaman, is meeting today and tomorrow (September 3–4), according to a report by Hindustan Times, to decide on a major overhaul of India’s tax system. The timing has already unsettled e-commerce. Platforms like Amazon, Flipkart, and Meesho are holding back on announcing festive sale dates, while sellers report uncertainty about how to handle inventory already billed at old rates.
Shoppers are delaying big-ticket purchases such as smartphones, televisions, and appliances, creating a visible slowdown in demand. Retailers are carrying higher stock levels, waiting to recalibrate pricing once the Council clarifies the new slabs. The pause comes just before the festive sales period, which typically contributes about a quarter of annual revenues for e-commerce platforms.
What the GST Reforms Are
The government has proposed collapsing the four-tier GST structure of 5%, 12%, 18%, and 28% into two slabs of 5% and 18%. A new 40% tier would apply to luxury and sin goods, replacing the existing compensation-cess mechanism.
If the Council approves, several categories will see rate changes. White goods such as washing machines, air-conditioners, smartphones, refrigerators, and televisions would move from 28% to 18%. Small petrol cars and motorcycles would also shift from 28% to 18%. Essentials including ghee, nuts, namkeen, packaged drinking water, and medical devices would drop from 12% to 5%. Everyday consumer products like toothpaste, shampoo, soap, and ready-to-eat foods would also move into the 5% bracket.
The 40% tier would target high-end cars, premium electric vehicles, tobacco, and pan masala. States have pushed back, warning of revenue losses, and discussions are underway on whether higher levies on luxury items or cess surpluses can offset the shortfall.
Implementation Challenges
Satish Meena of Datum Intelligence, a market research firm, flagged the absence of a transition window as “very tricky.” “Everyone wants to make the change because this is the peak sale time,” Meena explained. “But the challenge is how it will be implemented for goods already in warehouses. Once inventory has moved from the company to the warehouse under the old GST, how will you pass on the benefit to the customer?”
Devangshu Dutta, chief executive of Third Eyesight, a retail consulting firm, pointed to similar risks. “Sellers will need to rapidly adjust pricing strategies and inventory details, keeping in mind that the festive season is upon us,” Dutta explained. “One would hope that the changeover of rates doesn’t create supply unpredictability in this critical season.”
Abhishek A. Rastogi, founder of Rastogi Chambers, a law firm specialising in indirect tax and regulatory matters, warned about compliance fallout.“From a compliance perspective, the biggest challenge will be ensuring real-time alignment between product listings, tax rates, and invoices generated. Even a minor mismatch in billing, particularly during the high-volume festive season, could result in serious exposure,” Rastogi said.
Impact on Smaller Sellers
Experts agreed that smaller sellers carry the heaviest burden. “Larger sellers with manpower and technology will cope faster. Smaller sellers will face particular challenges,” Meena noted.
Dutta explained why smaller businesses feel the squeeze. “Businesses of all sizes face the burden of compliance and accurate reporting, but smaller businesses feel the impact disproportionately as their management resources are far more limited. Often it is the owner-manager, the most critical human resource in a small business, whose time gets sucked into ensuring the changes go through smoothly,” he said.
Moreover, Rastogi advised small sellers to act defensively. “Smaller sellers must ensure they maintain proper records of their communications with platforms, raise tickets on billing mismatches, and document tax advice received. Such proactive record-keeping will protect them if litigation arises later. They should also consider contractual safeguards when signing with platforms,” he said.
Platforms Under Pressure
Platforms also operate under strain. Meena pointed out that festive sales remain unannounced. “Typically, the sales should be in the week of October 13–14, or the following week. That has not been announced till now because of this GST issue,” he said.
Dutta argued that platforms must step in to steady sellers. “Sales, inventory, and return reconciliation is an ongoing issue and potential point of dissatisfaction among sellers. To avoid adding to this, e-commerce platforms need to provide enhanced seller support to smooth out the turbulence during the GST changeover,” he said.
Rastogi underlined that platforms share liability. “Legally, the burden to discharge GST liability lies on the seller. However, given that invoicing systems are often managed by e-commerce platforms, there is a shared responsibility to ensure the correct GST rate is applied. Any platform-level error that causes sellers to become non-compliant could become a contentious issue,” he explained.
He also laid out remedies. “Sellers impacted due to platform-level glitches can seek remedies under contract law and indemnity clauses in their agreements with the platform. They may also explore legal recourse if non-compliance is triggered without their fault. Ultimately, disputes of this nature will test how liability is apportioned between sellers and platforms,” Rastogi mentioned.
Consumer and Market Effects
The uncertainty already shapes consumer behaviour. “There is already a decline in demand over the last two weeks as customers are delaying purchases, waiting for festive discounts,” Meena observed. “If sales are pushed too close to Diwali, customers may move to offline stores where delivery is immediate and pricing on appliances can match e-commerce.”
Notably, Dutta pointed out that offline businesses could benefit. “Small offline businesses that don’t have GST numbers and don’t need to compile GST returns may be able to quickly benefit from lower input costs and may be able to become more price competitive,” he said.
Need for Government Clarity
Both Dutta and Rastogi called for immediate guidance.
Dutta warned that reforms must not create “supply unpredictability in this critical season.”
Rastogi pressed for intervention. “There is a strong case for the government to issue clarificatory circulars or transitional relief, particularly given the festive season volumes. Without such guidance, both sellers and platforms face a high risk of disputes, and the compliance ecosystem may be overburdened,” he noted.
Why It Matters
The GST reforms land as festive season spending sets the direction for the retail year. E-commerce platforms draw about a quarter of their annual revenues during this period, and sellers use these weeks to recover margins. Datum Intelligence estimates that online shoppers will spend around Rs. 1,20,000 crore in 2025, up 27% from 2024, with quick commerce taking 12% of that share. At this scale, even small invoicing or compliance errors can lock up billions of rupees in disputed sales.
The reforms already shape consumer behaviour. Shoppers hold back purchases while they wait for clarity on tax rates, and platforms face pressure to adjust quickly. If festive sales move closer to Diwali, buyers may switch to offline stores that match appliance prices and provide immediate delivery.
The rollout will show whether platforms and sellers manage a nationwide tax change in the middle of their busiest season or allow it to disrupt India’s largest online retail channel.
(Published in Medianama)
