{"id":6981,"date":"2025-12-03T10:38:00","date_gmt":"2025-12-03T05:08:00","guid":{"rendered":"https:\/\/www.thirdeyesight.in\/?p=6981"},"modified":"2026-05-14T10:57:24","modified_gmt":"2026-05-14T05:27:24","slug":"new-tax-labour-rules-what-rising-compliance-costs-mean-for-e-comm-platforms","status":"publish","type":"post","link":"https:\/\/myechoproject.com\/TES\/new-tax-labour-rules-what-rising-compliance-costs-mean-for-e-comm-platforms\/","title":{"rendered":"New tax & labour rules: What rising compliance costs mean for e-comm platforms"},"content":{"rendered":"\n

Pooja Yadav, Exchange4Media <\/em><\/p>\n\n\n\n

3 December 2025 <\/em><\/p>\n\n\n\n

Over the last few months, India’s e\u2011commerce and quick\u2011commerce ecosystem has undergone a wave of structural regulatory and tax reforms. Be it the Goods and Services Tax Council (GST Council) formally bringing \u201clocal delivery services\u201d under the tax net with an 18% levy, or the newly implemented labour and social-security reforms expanding obligations for gig workers on aggregator platforms like Swiggy and Zomato, the cost and compliance landscape for delivery and fulfilment is shifting significantly.<\/p>\n\n\n\n

The latest GST clarification, delivery fees, packaging charges, and logistics surcharges are now creating a ripple effect across pricing, platform margins, and seller compliance requirements.<\/p>\n\n\n\n

The past few months have already shown concrete signals that platforms are revising their incentives, delivery promises, and fee structures. Following the GST clarification, major food\u2011delivery players have raised their platform fees, for instance, Zomato reportedly increased its per\u2011order fee from \u20b910 to \u20b912 (pre\u2011GST), while Swiggy also raised fees in select markets. Some quick\u2011commerce arms are also reworking free\u2011delivery thresholds or fee waiver conditions. Swiggy Instamart also recently updated its free\u2011delivery threshold to orders above \u20b9299, with handling and surge fees applying below that level, per reports.<\/p>\n\n\n\n

Meanwhile, some platforms seem to be signalling a de\u2011emphasis on \u201cultra\u2011fast for every order\u201d as universally viable; free or fast delivery now appears increasingly tied to higher order values or subscription\/membership perks.<\/p>\n\n\n\n

It looks like these pressures are forcing platforms to reconsider long-standing quick-commerce levers such as ultra-fast delivery, first-order free offers, zero delivery fees, and flash discounts \u2014 which have historically driven customer acquisition and retention.<\/p>\n\n\n\n

While Zomato did not comment directly, it referred to the Code on Social Security, 2020 (CoSS), noting that the platform is prepared for gig-worker obligations and does not expect the rules to negatively impact long-term business sustainability.<\/p>\n\n\n\n

According to Kapil Sharma of Amazon Ads, \u201cThe e\u2011commerce landscape will continue to evolve, but some fundamentals remain constant such as delivering value to consumers and providing advertisers with meaningful ways to engage. Our full-funnel ad solutions allow brands to focus on objectives such as new product launches, brand building, or promoting larger pack sizes, ensuring campaigns remain relevant and effective even as the ecosystem adapts to changing costs and regulations.\u201d<\/p>\n\n\n\n

e4m reached out to Swiggy, Meesho, Zepto and BigBasket for comments, but did not receive responses until the time of publishing.<\/p>\n\n\n\n

Several experts told e4m that the economic model of quick commerce, built on heavily subsidised delivery and small-ticket frequent orders, is under pressure. Platforms will need to find sustainable levers to retain customers without eroding margins. The industry has started to see a strategic recalibration where speed is increasingly becoming a hygiene factor rather than a differentiator, free delivery is becoming conditional, and platforms are nudging consumers toward larger baskets, subscription models, curated bundles, and scheduled deliveries. Brands, in turn, are also shifting focus from mass discounting to premiumisation, value-led messaging, and precise cohort-based targeting.<\/p>\n\n\n\n

Will Free Delivery Become Rare?<\/strong><\/p>\n\n\n\n

With the new social\u2011security obligations for gig workers under India’s labour reforms, and the added cost burden of delivery services now subject to GST, the economic logic underlying \u201cfree delivery\u201d as a marketing lever is coming under stress. Chetan Asher, Founder and CEO of Tonic Worldwide, echoes this view, noting that quick-commerce platforms previously operated on thin contribution margins and heavily subsidised small-ticket, frequent orders. With rising delivery costs and mandatory social-security contributions, universal free delivery is becoming increasingly unsustainable.<\/p>\n\n\n\n

Industry analysts point out that the new social-security mandates and GST on delivery fees have lifted per-order costs noticeably. Most quick-commerce platforms already operate at low single-digit contribution levels, making blanket \u201cfree delivery\u201d hard to justify. It may continue, but only as a conditional incentive tied to higher basket values, subscription memberships, or flexible delivery slots, rather than as a universal subsidy.<\/p>\n\n\n\n

Shradha Agarwal, Co- Founder & Global CEO, Grapes Worldwide, added from an advertising standpoint, \u201cIt’s already happened, brands like Zomato, Swiggy, Amazon and Flipkart, who know we are going to buy from them, have shifted from ‘buy now’ tactics to ‘stay with me’ strategies. Those days are gone when platforms were giving blanket discounts, now brands are the ones tightening their offers.\u201d Citing an example she mentioned how offline pricing is \u20b9235, but online it is sold at \u20b9185, with online adding to top-line rather than bottom-line.<\/p>\n\n\n\n

On promo hooks like ‘\u20b90 delivery’, ‘first-order free’ or ’10-minute delivery’, Agarwal said, \u201cAs labour codes, compliance costs, and social-security contributions kick in, platforms will have less room to burn cash on promos that don’t create sustainable value. Consumers care more about convenience than freebies.\u201d<\/p>\n\n\n\n

On ad spend shifts, she noted, \u201cOffer-driven campaigns will weaken, while value-driven storytelling will rise. ATL and influencer campaigns will strengthen, and performance marketing will become more strategic. Retail media will become non-negotiable.\u201d<\/p>\n\n\n\n

From a brand perspective, Asher pointed out that quick-commerce spends are increasingly evaluated against contribution margin rather than sheer GMV growth. Discounts and zero-fee offers are losing bite as customer acquisition costs rise. First-party data, replenishment journeys, and sharper cohort-based offers are gaining importance, ensuring that incentives remain ROI-focussed rather than mass-oriented. Similarly, speed claims such as \u201c0 delivery\u201d or \u201c10-minute delivery\u201d are becoming less differentiating in top cities, where most players already deliver within 15\u201320 minutes. Consumers now respond better to reliable ETAs, fair fee structures, and transparent pricing than aggressive speed promises.<\/p>\n\n\n\n

Adding her viewpoint, Pooja Dhamdhere, Commerce Lead at Starcom India, said, \u201cIncentives like free delivery or first-order offers are likely to evolve rather than disappear, and platforms will explore strategies such as tiered benefits, curated bundles, or differentiated pricing for specific cohorts.\u201d<\/p>\n\n\n\n

According to serial entrepreneur Alok Chawla and Founder at Kiko Live, added that while platforms may continue absorbing delivery costs in the short term, the long-term economics will require charging for ultra-fast or low-value orders. \u201cOnce platforms pass the actual delivery costs to consumers, we expect order frequency and small-cart behaviour to change, with many users shifting to larger baskets or neighbourhood retailers offering free delivery,\u201d he noted.<\/p>\n\n\n\n

Alternative Consumer-Incentive Models<\/strong><\/p>\n\n\n\n

Devangshu Dutta, founder and chief executive of Third Eyesight, who is an expert in the consumer and modern retail sector, stated, \u201cI think platforms will pass a significant portion of the new 18% GST burden on delivery to end-consumers, either through higher delivery charges or repackaged platform fees. Some of this cost may also be clawed back from restaurant partners and quick-commerce brands via revised commissions, slotting fees or mandatory participation in marketing programmes, especially in categories where the platform has stronger bargaining power. Overall, I expect higher minimum-order thresholds and a tighter margin environment for restaurants and small D2C brands that rely heavily on third-party platforms.\u201d<\/strong><\/p>\n\n\n\n

Analysts highlight strategies such as minimum-order thresholds, where free or lower-fee delivery applies only above a certain cart value, nudging consumers to order larger baskets rather than frequent small-ticket items. Subscription and membership-based models are also gaining prominence, offering benefits like waived or discounted delivery, priority fulfilment, and access to exclusive promotions in exchange for a fixed fee.<\/p>\n\n\n\n

Scheduled or batch delivery windows are being used to optimise logistics, reduce cost pressure on ultra-fast last-mile fulfilment, and improve operational efficiency. Meanwhile, curated bundles and value packs, including weekly or monthly combos, allow consumers to plan purchases while enhancing per-unit economics for platforms. These levers also enable brands to maintain margin integrity without over-reliance on short-term discounting.<\/p>\n\n\n\n

From a marketing perspective, this shift is prompting agencies and creative-first firms to move toward value-led messaging, premiumisation, and cohort-based targeting. Dhamdhere explained, \u201cPlatforms are optimising assortments by surfacing premium SKUs, nudging higher average order values, and using search optimisation to strengthen profitability. Brands are now focusing on aspirational consumers with curated bundles, subscriptions, and value-led propositions, rather than mass discounting. Performance campaigns will continue, but clarity of value and sustainable margin-led offers are becoming key for acquisition and retention.\u201d<\/p>\n\n\n\n

2026: Will regulatory pressure force a recalibration?<\/strong><\/p>\n\n\n\n

As 2026 approaches, the combined impact of GST on delivery services and mandatory social-security contributions for gig workers is forcing a fundamental rethink of quick-commerce economics. With blanket discounts, zero delivery fees and ultra-fast delivery no longer viable as mass levers, platforms are shifting toward basket-building, subscriptions, curated bundles and conditional incentives. The growth thesis is evolving from \u201chabit formation at any cost\u201d to protecting contribution margins through reliable ETAs, transparent pricing and premium assortments rather than aggressive subsidies.<\/p>\n\n\n\n

Brands are recalibrating alongside this shift. Premiumisation, value-led propositions and sharper cohort-based targeting are taking precedence over broad discounting, and campaigns are increasingly evaluated on ROI, repeat behaviour and lifetime value rather than raw GMV. Tiered memberships, scheduled deliveries and subscription-led conveniences are emerging as key retention tools, while short-form video, influencer ecosystems and retail media help articulate value in a tighter cost environment.<\/p>\n\n\n\n

Chawla said platforms will have to move beyond \u201c\u20b90 delivery\u201d, \u201cfirst order free\u201d and \u201c10-minute delivery\u201d as core propositions because the delivery cost burn far exceeds margins on small-ticket orders. Many consumers currently place multiple micro-orders a day simply because delivery is free, but once fees come into play, behaviour will likely shift toward clubbing orders or reverting to neighbourhood retailers, who themselves are rapidly digitising through partners like Kiko Live.<\/p>\n\n\n\n

In the next phase, he adds, free instant delivery will only be sustainable for larger baskets, whereas scheduled delivery may become the default for free delivery, with paid instant delivery as an optional upgrade. Subscriptions may drive loyalty, but only up to a point, since the heaviest users would consume more deliveries than the subscription fee can realistically subsidise, making it difficult for platforms to make the model profitable.<\/p>\n\n\n\n

This points to a clear playbook for 2026. \u201cFree delivery\u201d and mass discounting are expected to fade, giving way to conditional, tier-based formats that reward higher basket values, subscriptions or specific cohorts. Brand platform partnerships will also move toward profitability rather than promotional burn, with campaigns designed to protect margins instead of fuelling discount-led spikes.<\/p>\n\n\n\n

Taken together, the signs suggest that 2026 will not mark the end of convenience, but the end of convenience that is subsidised blindly. The real test now is who absorbs this new cost of convenience, platforms, brands, or consumers. And as that battle plays out, another tension is already emerging: whether small and regional advertisers can survive the rising cost of visibility in India’s digital economy.<\/p>\n\n\n\n

(published in Exchange4Media<\/a>)<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

Pooja Yadav, Exchange4Media 3 December 2025 Over the last few months, India’s e\u2011commerce and quick\u2011commerce ecosystem has undergone a wave of structural regulatory and tax reforms. Be it the Goods and Services Tax Council (GST Council) formally bringing \u201clocal delivery services\u201d under the tax net with an 18% levy, or the newly implemented labour and 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