Hitesh Dhingra

Q-Commerce overtaking traditional e-commerce? Currently we are seeing a big boom in terms of the different SKUs being sold in Quick commerce apps like Zepto, Blinkit, etc. - Atomberg Technologies 's fans - Sony's PS5 - Samosa, Chai and what not - Digital Gold from Jar! Zepto is in talks to raise $300m for its broader ecommerce play. While Swiggy is preparing to file for an IPO this year, incumbent Flipkart is readying its entry into quick commerce. Zomato has invested $240 million in Blinkit over the last one year. Taking a step back, the lines between quick commerce and traditional e commerce have started to become increasingly blurred with QCom pretty much catering to every needs! Also, multiple reports suggest that QCommerce can potentially become bigger than traditional e commerce in India!  Case in point : According to Goldman Sachs, the valuation of Blinkit is greater than Zomato's core food delivery biz! Non-grocery boom in Q-Commerce: Categories including beauty, toys, health and electronics are witnessing robust sales growth on quick-commerce platforms overall. While the overall base for the new categories is still small, aggressive expansion by these players is starting to ensure a dominant presence for these categories. Plus AOV is higher which also comes with better margins, making it a win-win! Case in point: Zepto - 2x sales MoM in segments such as toys and electronics accessories - Beauty category expanded 3x QoQ - ~15% of Zepto’s $1.2bn annualised gross sales currently comes from non-grocery products (Source: Goldman Sachs) For several D2C quick commerce has become the fastest growth channel as well as the platform with highest customer engagement This is definitely a positive for the consumers and the Q-Commerce players, but is everything on the up and up?   As the demand for space on quick-commerce platforms skyrockets, niche D2C cos in segments like FMCG, beauty and personal care, and health and fitness are agreeing to pay a 30-45% commission on sales, besides shelling out on advertising and discounting on these Q-Com platforms. On top of the commissions, brands are also regularly spending around 20% of their total sales on ads on the platforms, and discounting their products by about 20-25% (totaling 60-70% revenue!). This is in stark contrast to the 10-20% commission that large FMCG cos pay these platforms reflecting the intense competition for visibility. The brand's scale and comparison with competitors are crucial considerations when it comes to new listings. On the positive side, smaller D2C brands have seen 40-60% total revenue coming from Q-Commerce compared to ~10-20% from traditional ecommerce, which is surprising! Essentially, Q-com currently has a BIIIG Bargaining power against new D2C brands and can essentially make or break their businesses! Is this sustainable on the long run? #ecommerce #quickcommerce #india #zepto #businessmodel #d2c #startups #LIPostingChallenge

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Been entrenched in the Indian ecommerce scene this year and I have come across quite a few business problems that sellers and brands are grappling with. One that made me go whaaaattt?.... was the lack of a proper returns module that can help D2C brands make their customer experience seamless. With Shopify sunsetting their own returns app, D2C brands are left with a few expensive solutions (returns are a cost in the first place and for D2C brands, paying through the nose to offer that to your Customers is nuts!) Did you know that we - Base.com (formerly BaseLinker) - offer Return Forms for FREE to users of our all-in one ecommerce system? If you are a D2C brand facing this issue, please reach out, will be happy to help. Check how you can do it here: https://lnkd.in/gbRGMXMi #d2c #base #returns #shopify #ecommerce Base.com India Govind Singh Rajpurohit Yash Shukla Abhinav Gupta

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My two cents on the E-Commerce M&A's in India article by Inc42 Media https://lnkd.in/gnG5nzXV I don’t see any consolidation or mergers happening amongst the large e-commerce players, but to gain market share in new categories, some of these larger companies will likely acquire smaller ones. Flipkart acquired Myntra, allowing them to at least compete with AJIO or Tata CLiQ. However, they let vertical category focussed companies like Nykaa and FirstCry, grow significantly. They probably wouldn't want to make that mistake again. If a new player emerges in a fast growing new category, then the larger e-commerce companies will likely try to acquire those businesses before they become a potential competition." Gemba Capital #ECommerce #ConsumerTech

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Had an amazing time at the India D2C Summit & Awards! The session explores how e-commerce brands are utilizing social media to drive sales, build brand loyalty, and stay innovative. 🔸Influence at scale: Brands are working closely with influencers, not just for product placements but to genuinely connect with audiences, making partnerships feel authentic. 🔸AI-backed personalization: Leveraging algorithms that understand customer behavior can do wonders. It’s about using data to tailor experiences and make customers feel understood, valued, and eager to return. 🔸Marketplace strategies: Today, it's about visibility. With so many choices, making your brand seen and preferred in marketplaces is no longer optional; it’s essential. The panelist shared real-world, proven strategies – from influencer partnerships and shoppable posts to AI-driven personalization. Walking away with insights, new connections, and a fresh perspective on scaling e-commerce in 2024 and beyond! #EcommerceGrowth #D2CSummit #D2C

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This should be a good document to look at for investors and advisors. Thanks to DSG X Bain... Here are the links- Report: https://lnkd.in/gwRqcFf6 Article- https://lnkd.in/gAjV5yv7

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After yesterday’s post, I had a question: Are we truly loyal to quick comm platforms? When I choose Zepto over Blinkit or Instamart, it’s not because I love Zepto. It’s because they offered me ₹100 Zepto Cash. Next time, I’ll switch without a second thought if another platform offers a better deal. That’s not loyalty — that’s chasing discounts. For quick commerce platforms, the real challenge will not be fast deliveries or flashy discounts. It’s building something deeper — a connection that keeps customers coming back, even without offers. But how? Speed, quality, and convenience are no longer differentiators. They’re expected. If every platform offers the same, what sets you apart? Maybe the answer lies in community. Quick commerce today is largely transactional — you order, they deliver. But what if it could be more than that? What if these platforms built a space where customers felt connected, valued, and engaged, even when they weren’t shopping? Imagine a quick commerce platform where users shared recipes, hyper-local tips, or meal prep ideas. Where being a loyal customer meant more than discounts — it meant perks, exclusive access, or even co-creating the platform’s future. Building a community isn’t easy, but for platforms willing to invest, it could be the differentiator. What do you think? Could the future of quick commerce go beyond delivery into connection? Or am I asking for too much, and is this not realistic?

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The story of Acko and Varun Dua: 4 Lessons 2000Cr premium (FY24). 78 million customers. More than a billion policies issued. $500M raised. Thanks Varun for such an engaging and candid opening keynote session for the new Antler India Residency. Varun has built Acko into a one-of-its-kind insurance juggernaut across motor, health, life - including pioneering innovations via embedded/microinsurance models. The first time I met him in 2015 in Andheri, I was struck by the clarity of thought and even-keeled composure.. …even while talking about something crazy at that time - the idea of being the first startup to get an insurance manufacturing license! Rajiv Srivatsa and I were especially struck by 4 big reminders: (1) SURVIVE: In India, if you’re an ambitious founder who can stick through the hardships and survive for the first 6-7 years, you will likely create value immense value as one of the survivors. Flipkart, Zomato, PayTM, etc....Most large Internet successes still took 7-8 years before they established their dominance and then consolidated the gains. Many founders don’t appreciate this. (2) THE “HARDER” BUILD MAY BE THE RIGHT ONE vs. THE THIN LAYER: Many founders get discouraged by the seemingly insurmountable challenges of navigating regulated, capital intensive spaces like insurance and opt for the thin layer (distribution, affiliates, etc.). But esp. in a country like India, doing the hard work of manufacturing a new product / creating the rails / being the full-stack player likely ensures you’re one of the rare players, spending more energy on innovation vs. competition. (3) CONTROL OF LEVERS: Varun and team successfully built CoverFox before Acko, and while insurance distribution or brokerage in India is also a great business with high commissions, given infrequency and push nature of sales, Varun saw far more LTV potential via more control of levers… …from manufacturing the insurance product, a far better UX esp. the claims process for superior retention and lifetime value, embedded models, multiple nudges in the customer journey (and even extensions like garages) to solve additional pain points. All creating a highly trustworthy brand. (4) INTERNALIZING A BROADER VISION: Words matter. Varun doesn’t like Acko being described with jargon as "full-stack" or "digital insurer". To himself and to his team, he has insisted on a vision of “protection for the 200 million”. The knack of coopting people into your vision, and making it theirs, is a real superpower he has.

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🚀 Just wrapped up an exhilarating week in Delhi and NCR diving deep into the dynamic world of DTC and tech innovation! 💼 Here's what I uncovered: 🧠 Met with some of the brightest minds driving the DTC and Tech ecosystem forward, and wow, was I impressed! 💪 Founders and operators in Delhi/NCR exude an unbeatable, get-things-done attitude, where PnLs reign supreme over valuations. 💼 The emphasis on real business acumen isn't just at the top—it's ingrained in every team member. In Delhi/NCR, it's all about creating value, tackling tangible business challenges, and maximizing profits and revenue. 📈 Delhi/NCR stands tall as the beating heart of India's DTC market. While other cities may be all about Fintech, AI, SaaS and Devtools, here, we're all about DTC strategies, GTMs, scaling, and expansion. 🌟 With a market this ripe for disruption, launching a DTC business here is a no-brainer! The sheer size of the market means you're automatically tapping into over 50%+ of India's population when you address its needs. Let's continue to fuel innovation and drive meaningful impact in the ever-evolving landscape of Delhi/NCR's entrepreneurial ecosystem! 💡 #DTC #TechInnovation #DelhiNCR #BusinessGrowth 🚀

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In a very candid conversation with Nitin Bajaj, Founder of EasyLeadz at the link below. One of my deepest conversations on camera, touching upon my journey since childhood, my personal life, professional experiences and how it all culminated into my ultimate calling- Avataar Skincare Technologies. If there could be a detailed blueprint of how Avataar was built- step by step, it is this. Please do watch!

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Who owns the Q-commerce race in India 💡? Yes, its Zepto. Zepto has been reportedly generating significant revenues, with some estimates (available in public domain) suggesting monthly revenues in the range of INR 150-200 Cr (about $18-24 Mn). Days back, the cofounders Aadit Palicha & Kaivalya V.'s platform took home a whopping $350 Mn, Zepto's third fundraise in just six months. Palicha in his interview, highlighted a few points those stood out. ➡️ Cost arbitrage: Relying on a super-meticulous execution & excellence approach, Palicha talked about how cost arbitrage proving a game changer in smaller cities, busting the #myth that #qcommerce is an urban phenomenon. Here, building a dark store, involving delivery professionals etc need less cost. Hence, the profitability per store incurs sooner than in metros. ➡️ Per store profitability than market share: The focus is on achieving per store profitability than capturing sizable market share or #profitability. He explained, achieving 1000 orders per day in cities including Vellore, Nashik, Kota etc takes lesser time than Mumbai. Because, people there don't get this wide range of 13, 000 to 14, 000 SKUs, hence, this popularity. ➡️ Disciplined investment: Zepto launched Zepto Cafe recently offering 10 Minutes food delivery options to Delhi, Bengaluru & Mumbai. And Palicha said they are investing hundred of crores in building this. To me its obvious that the platform is going to play its existing quick commerce customer base. Its no brainer, consumer who wants groceries within 10 minutes, would relish their evening snacks or breakfast coming along. So, yes, absolute brilliance over there 💪. ➡️ Quick commerce is not replacement for Kirana stores. We experienced it when #ecommerce had hit the consumption pattern. Now, its q-commerce that is taking the blame. However, my POV resonates what Plaicha explained. He said India's #grocey market has reached $46 Bn, hence if q-commerce is taking some $1 Bn, the rest $45 Bn is going to the Kirana store. So, no single business format replacing another. For complete & better insights you can tune into the interview; however I invite your thoughts in comments. Share what more is required in #qcommerce than execution, technology and excellence 😊. More so while we already have Flipkart Minute, Amazon is rolling out is q-commerce play "Tez" by end of next month. Its interesting to see how the q-commerce segment is shaping in coming times 🔥. #startupsuccess #onlinegrocery #lastmiledelivery #startupfounders #startupfunding #fundraise

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🚨Nykaa’s early backer Sharrp joins Purplle.com’s $180 mn funding round 1️⃣Omnichannel beauty platform Purplle has completed a Rs 1,500 crore ($180 million) funding round led by the Abu Dhabi Investment Authority, or ADIA. Sharrp Ventures, the family office of Marico’s promoters, Mariwalas, joined the round as a new investor, along with existing backers Wipro founders PremjiInvest and Blume Ventures.  2️⃣ Sharrp Ventures is also an early investor in Nykaa, Purplle’s larger rival, listed on the stock exchange in 2021. Sharrp’s Rishabh Mariwala had invested in Nykaa in 2015, valued below $80 million. Mariwala held about a 1.5% stake before the IPO and sold a large chunk of the offer for sale. 3️⃣Sharrp Ventures has invested in several other consumer brands and e-commerce companies, such as Mamaearth owner Honasa Consumer and Firstcry. #Purplle #SharrpVentures #Nykaa #investment Article link in comments 👇

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Lenskart.com recently received a new round of funding from Temasek and Fidelity Investments. If I were to analyze the reasons behind this success from the lens (pun intended) of retail operations, it's no surprise why this brand is scaling so well.  . Here are the top 5 reasons why Lenskart is an exemplary D2C brand mastering retail 👇👇👇 . . . #retailinnovation #Lenskart #retailstoredesign #storeofthefuture #retailtrends #experientialretail #retailcollaboration #D2Cretail #Lenskart #Funding #RetailSuccess #D2C #CustomerExperience #TechInnovation #ProductFocus #ValueShopping #RetailStorytelling #IntuitiveDemos

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"Brand Protection" is a topic that has come up many times in my conversations with brands. A lot can go wrong on the path from manufacturing to the product reaching the consumer's hands. On Intentwise's latest podcast episode, Manu Sareen, co-founder and CEO of i2O retail, and I took a deep dive into this topic. We delved into the inherent complexities and scalable approaches that brands can implement to address them. Manu, thank you for joining me and for the education you imparted. The link to the full episode is in my comment below. Give it a listen! #brandprotection #dataanalytics __________  👉 Give me a follow: https://lnkd.in/gp3Q6H8B

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🚀 Zepto’s 'Shagun Ka Lifafa' Campaign: A Game Changer This Raksha Bandhan! 🎉 Zepto has truly outdone itself this Raksha Bandhan with their "Shagun Ka Lifafa" campaign, setting new benchmarks and delighting customers across India. This isn’t just another festive campaign—it’s a masterstroke in modern marketing, with a cultural twist that resonates deeply. Here’s why this campaign stands out and how it crushed records with 1 Million OPD on a super Sunday, surpassing their previous milestone of 0.7 Million OPD on their Third Anniversary which they recently celebrated: 🌟 Cultural Connection Meets Modern Excitement: Zepto beautifully marries tradition with innovation. The age-old custom of Shagun Ka Lifafa is reimagined with a modern flair—scratch cards with every delivery that promises big wins like cars, Dubai trips, and more! 🎁. By the way, I received upto 30% off on Real Juices and Rs.500 off on EMT. 🌟 Everyone’s a Winner: Unlike typical promotions, Zepto ensures no one is left empty-handed. Every order gurantees a lifafa, and every lifafa guarantees a prize, which not only boosts customer satisfaction but also builds strong brand loyalty. 🏆 I just placed one order on Zepto today, just to check whats the craze about the Lifafa, and I just went ahead to have this post written. 🌟 Strategic Partnerships: Collaborations with brands like Dabur, Easemytrip, Ariel, and Tide elevate the campaign, offering diverse and desirable prizes that appeal to all demographics. This strategic move adds immense value to each order. 🤝 Haldirams, Snickers, Hershey, McCain and not to forget BSC - Bombay Shaving Company - Gaurav Anand are few of many participating brands. 🌟 Creative Brilliance by Chandan Mendiratta: The campaign carries the hallmark of Chandan Mendiratta’s genius, from the catchy rap ad that perfectly encapsulates sibling love and banter, to the overall conceptualization of the lifafa. It’s all Chandan—every bit of it! 🎨✨ It has Chandan written all over the campaign. 🌟 Record-Breaking Numbers: With an astonishing 1 Million Orders Per Day, Zepto not only surpassed their previous records but also demonstrated their operational excellence. This achievement sets a high bar for what’s possible in festive marketing! 📈💥 As we look ahead to the upcoming festive season, the calendar at Zepto must be buzzing with new ideas. I’m on the edge of my seat to see what they come up with next to break even more records! Kudos to the entire Zepto team, and especially to Chandan Mendiratta, for crafting a campaign that’s not just memorable but monumental. 👏 🌟 Don't forget to check the usual banter between a brother & sister on the front of the lifafa. "you have no friends because.. you're lame" is my favourite one. #Marketing #Branding #RakshaBandhan #Zepto #Innovation #CustomerDelight #RecordBreaking Aadit Palicha Devendra Meel Kaivalya V. Chandan Mendiratta

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Would you pay ₹387 for something if you could get it for ₹287? The body lotion I wanted was priced the same on Amazon, Blinkit, and Instamart — ₹387 everywhere except for Zepto. While the list price was ₹387, they added ₹100 Zepto Cash to my wallet, effectively making it ₹287. No coupons to hunt for, no terms and conditions. Just a straight discount in my wallet. Naturally, I went with Zepto. Who wouldn't? But let's pause for a minute and think. Discounts like this make us happy as customers, but what does it mean for businesses? Can this approach be profitable in the long run? Quick-comm platforms like Blinkit, Instamart, and Zepto are fighting for attention and loyalty in a crowded market. The ₹100 wasn't the seller's discount; it was Zepto's tactic to win me over, and it worked. But here's the real question: Does this build loyalty, or does it just train us to hunt for the next best deal? (Remember, I had opened four apps in the first place.) Winning customers is one thing. Keeping them without burning cash is another. Quick-comm is reshaping how we shop, but the challenge is clear — growth and profitability don't always go hand in hand. What's your take? Are we loyal customers or just bargain hunters waiting for the next big offer?

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A uniquely Indian paradox: Even as the Indian consumer makes a move towards premiumization, and is increasingly willing to pay for quality across existing categories (health & wellness, home interiors) and new ones (gaming, pet care, astrology): As a consumer-facing company, you still have to invest in building an offline presence, call-centres and focus on building trust through physical and audio touch-points. A strong online presence and influencer marketing is not enough. Increasing incomes do not translate to increased trust.

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