Brand investments in q-commerce have surged by 200–300 basis points, translating to 2–3% of average revenue now being deployed into this channel via specific promotions, targeted discounts etc.
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Indian brands have sharply increased their investments on quick commerce (q-commerce) platforms such as Blinkit, Instamart, and Zepto. From FMCG to personal care, from big to mid-sized, companies are reallocating budgets and rewriting go-to-market strategies to stay ahead in this turbocharged channel.
According to a recent Kearney report, brand investments in quick commerce have surged by 200–300 basis points, translating to 2–3% of average revenue now being deployed into this channel via platform-specific promotions, marketing partnerships, and targeted discounts. For aggressive players, this figure spikes to 6–7%, a significant shift in an industry where even a single percentage point change in marketing allocation is closely scrutinized.
“Premium brands are seeing quick commerce as a strategic route to reach affluent, urban households and the youth. The access, speed, and testing ability of the platform make it an indispensable channel for the future,” says Siddharth Jain, Managing Partner and Country Head, Kearney India.
At the heart of this shift is access. Quick commerce players today are expanding to India’s top 100 cities, targeting high-income zip codes and households. The demographic edge: young, urban, and digital-first makes quick commerce an irresistible proposition for brands vying to stay relevant in the coming decade.
“The biggest advantage is access to the top premium households and the next generation of consumers. It’s not just a sales channel, it’s a gateway to brand loyalty among future spenders,” Jain says.
In addition, quick commerce’s ability to act as a live testing ground for product launches has proved invaluable. With rapid customer feedback and localized data, brands can tweak offerings in real-time, a level of agility that modern trade or general trade cannot match.
While legacy FMCG giants have traditionally dominated India’s retail channels through deep-rooted distribution networks, the quick commerce boom is flattening the field.
In kirana-led retail, new brands struggle to compete with traditional FMCG companies due to distribution barriers. But in quick commerce, anyone can list, promote, and deliver quickly. It neutralizes the traditional edge and forces big brands to defend their turf.
This dynamic is especially important as D2C brands and digitally native labels begin carving out meaningful chunks of the market through quick commerce’s seamless reach and performance marketing integrations.
Mayank Pravinchandra Shah, VP at Parle Products says, “We are seeing a huge amount of growth coming from quick commerce channels and the kind of adaptation that's happening in quick commerce as a channel is phenomenal. Quick commerce contributes about 4-5% of the total sales volume for biscuits and it is a very respectable number because biscuits is a highly distributed, highly penetrated and a very voluminous category.”
He further adds that the adoption of quick commerce in India is being driven by two key consumer trends. First, the depth of usage is rising among existing urban users, people are now placing multiple orders per day, often for low-ticket items, thanks to free delivery thresholds of around INR 100. This has led to a surge in daily billings per user. Second, the breadth of adoption is expanding as quick commerce spreads from metro cities to mini-metros and Tier-I and II towns, bringing new consumers into the fold.
Together, the increased frequency of purchases (depth) and the widening consumer base (breadth) are fuelling exponential growth for this fast-moving distribution channel.
Contrary to assumptions that quick commerce is a metro-only phenomenon, its reach is fast spreading. Jain points out cities with over 5 lakh population, about 100 of them in total, are now in the crosshairs. However, the approach in smaller cities is more surgical: targeting premium neighbourhoods and affluent pockets rather than the entire geography.
As Jain explains, operational economics in smaller cities also work in favour of quick commerce players. Unlike metros, where rentals are high and break-even order volumes hover around 1,200–1,300 per dark store, smaller cities require just 800–1,000 orders/day to become profitable, targets that many players are already meeting.
“And already there are enough examples as the Blinkits and Instamarts of the world expand that they are seeing a very good response in smaller towns and dark stores are already turning profitable,” Jain says.
Natasha Tuli, Co-founder & CEO, Soulflower, an organic beauty D2C brand, says, “10-minute delivery means 1-second decisions. Quick commerce is redefining impulse shopping. And it's not just metros; Bharat is speaking too. Tier-II and Tier-III consumers are demanding clean, credible beauty, delivered fast and communicated in their own language.”
She claims, “60% of Soulflower’s business comes from this Bharat.”
Bain & Company's 2025 report reveals that quick commerce now makes up over two-thirds of all e-grocery orders in India, signalling a major shift in consumer expectations toward speed, variety, and reliability.
Interestingly, while quick commerce grows, e-grocery in its traditional form, precisely slotted deliveries via BigBasket, Flipkart, Amazon is seeing a strategic pivot. Most have adopted a quick commerce model or are moving toward it, consolidating around 10–30-minute deliveries.
Still, the retail pie is big enough for coexistence. Experts believe kiranas, modern trade, and quick commerce will all survive and grow, albeit at different paces.
“India’s diversity demands multiple formats. Kiranas still dominate in rural and semi-urban areas. Modern trade offers the experience factor. But quick commerce will capture disproportionate growth in urban centers,” Jain frames it.
As brands shift more money toward fast, frictionless platforms, quick commerce is no longer just a trend, it’s the future of urban retail in India. With 100 cities in its sights and billions in marketing muscle behind it, the channel is becoming central to the brand playbook, not just for visibility or reach, but for survival in a transformed retail landscape.
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