Global Mergers, Local Ripples: Consolidations reshape India's ad land as clients seek 'single-window' partners

We will continue acquisition-led strategy in India: Havas Chairman and CEO Yannick Bolloré

Consolidation or Collision? How ad land’s mergers create crisis of overlapping of leadership roles

Meta’s policy shift could spark 30% surge in RMG ad spending in India

Digital Entertainment Summit 2025 to debut in Delhi as India stakes its claim on the future of global media

Nobody’s Perfect Retro Porsche Ad

In Conversation With Raja Rajamannar, Mastercard

Shahid Kapoor And Varun Ganjoo Speaks On PokerBaazi's Campaign

In conversation with IHCL’s Puneet Chhatwal & GroupM’s Kate Scott-Dawkins

Why are brands including e-sports in their sports marketing itinerary?

Storyboard18 x The English Nut: How to pronounce these 10 brand names

Experts' Take On Reinvention Of Ad Campaigns Through Technology

Experts Speak On Key Emerging Trends In Cannes Lions Entries

Leaders of the future have to be outstanding human beings: Nestle MD

In conversation with VMLY&R’s Hari Ramanathan

After kicking off the 10-minute delivery of iPhones, gold, and silver coins, Tata-backed BigBasket has planned to enter into the food delivery space by the end of fiscal year 2026.

According to media reports, BigBasket has already rolled out 1--minute food delivery service in select parts of Bengaluru. Currently, it is offering beverages and food bowls sourced from Tata Group's hospitality ventures such as Starbucks and Qmin.

BigBasket's co-founder Vipul Parekh told Reuters it plans to use dark stores to fuel the 10-minute food delivery services and strengthen its space in India's booming quick commerce market.

While BigBasket's quick delivery division has been operational for approximately 2.5 years, the company shifted its focus from slotted deliveries to quick delivery as part of a major overhaul of the brand.

<a href="https://www.storyboard18.com/brand-marketing/tanishq-bigbasket-collaborate-for-10-minute-delivery-of-gold-silver-coins-46398.htm">Tanishq, BigBasket collaborate for 10-minute delivery of gold, silver coins</a>

In September, BigBasket pivoted to a 10-minute delivery segment by tying up with Croma Electronics (Tata Group's gadgets brand) to deliver the iPhone 16 models to customers within 10 minutes.

With this initiative, the Tata Group-backed company will be competing with established players like Swiggy's Snacc, Blinkit's Bistro, and Zepto's Zepto Cafe which are delivering coffee and food from Quick Service Restaurants (QSRs) in less than 15 minutes.

<a href="https://www.storyboard18.com/digital/tata-brands-gear-up-to-collaborate-to-strengthen-bigbaskets-bb-now-quick-delivery-service-45027.htm">Q-comm brewing: Tata Group brands gear up to strengthen BigBasket’s BB Now</a>

BigBasket was acquired by Tata Digital in May 2021. Last year, the company rebranded its quick commerce service as BBNow.

A lot of players have also entered into 10-minute food delivery services such as Swish and Zing, but are available in select regions such as Bengaluru and NCR. Last year in December, magicpin launched magicNow-a 15-minute food delivery service across six cities-- Bengaluru, Hyderabad, Mumbai, and Pune.

Tata's BigBasket to launch 10-minute food delivery service by the end of FY26

India's consumer protection watchdog has significantly broadened its crackdown on "dark patterns," issuing a sweeping advisory to over 50 online platforms, including not just e-commerce behemoths but also popular streaming services, travel aggregators, food delivery apps, ride-hailing firms, meditech startups, and fintech companies. The directive mandates these platforms to eliminate deceptive design practices and conduct comprehensive self-audits within three months.

The Central Consumer Protection Authority (CCPA) sent the pointed advisory on June 5, referencing ongoing instances of dark pattern usage despite existing guidelines and even previous notices issued in some cases. A key focus of the advisory is Rule 4(9) of the Consumer Protection (E-Commerce) Rules, 2020, which clearly states that consumer consent for purchases must be obtained explicitly, thereby prohibiting automatic recording via pre-ticked checkboxes or similar manipulative mechanisms.

Dark patterns refer to deceptive or manipulative design elements in websites or mobile applications that trick users into taking actions they might not have intended, such as making an unwitting purchase, subscribing to a service, or sharing personal data. Common examples include false urgency, basket sneaking (adding unselected items to a cart), confirm shaming (using guilt to nudge decisions), and subscription traps (making cancellations difficult).

According to Business Standard, Flipkart has responded to the CCPA's move, stating that the company welcomes the emphasis on fostering online consumer confidence. "At Flipkart, our commitment to develop & run an open, transparent, technology-driven marketplace focused on our customers is in complete sync with the government's focus," the company affirmed, adding that it constantly assesses and self-audits to ensure compliance.

However, not all platforms have readily embraced the directive. One unnamed platform acknowledged the advisory but controversially argued that the dark pattern guidelines are not legally binding. It also suggested that such practices are not industry-wide issues, but rather design experiments aimed at boosting engagement and sales, as per the report by Business Standard. 

As the three-month deadline looms, the onus is now on these diverse online platforms to scrutinize their interfaces and ensure transparency and fairness in their user experiences.

Read More:<a href="https://www.storyboard18.com/digital/ccpa-warns-e-comm-firms-over-dark-patterns-self-audit-within-3-months-69249.htm" rel="noopener" target="_blank">CCPA warns e-comm firms over “dark patterns”; self-audit within 3 months</a>

CCPA 'Dark Patterns' warning: Advisory goes out to streamers, fintechs in addition to e-commerce firms

India's grocery industry is undergoing a significant shift as quick commerce players have fuelled incremental demands and influenced purchasing behaviour. The increased access to discounts has hit the general trade severely, including the Kirana store.

According to a report by Kearney, modern trade, e-commerce players and quick commerce consistently provide the highest discounts to consumers. E-commerce and modern trade optimize costs with larger delivery sizes and higher-value baskets, enabling them to offer significant discounts. On the other hand, discounts in quick commerce drop by about 200 to 250 basis points. 

According to the analysis, modern trade's 'discount versus MRP' stood at 17.8%, followed by e-commerce at 16.7%, quick commerce at 6-9%, and Kirana at 2-5%, respectively.

	
<a href="https://www.storyboard18.com/how-it-works/gig-worker-attrition-hits-e-comm-quickcomm-platforms-31-of-employers-lament-voluntary-exits-67892.htm">Quick commerce faces high attrition challenge of gig workforce: TeamLease</a>

However, in terms of employment generation, quick commerce, and general trade were in the same line. 

"General trade is the most labour-intensive channel, employing 63 to 66 people per Rs 1 crore of monthly Gross Merchandise Value (GMV). Whereas quick commerce generated 62 to 64 jobs per Rs 1 crore of monthly GMV".

Quick commerce has shifted sales from e-grocery, modern trade, and Kirana stores, but it remains inconsistent across all categories.

According to Kearney, consumers are still purchasing fresh produce (fruits and vegetables) from Kirana, indicating a preference for handpicked non-packaged items. However, snacking, and confectionery, such as munchies, chocolates, and cold beverages are more frequently purchased on quick commerce platforms for instant consumption.

Overall, for all sales happening via quick commerce, a 6 to 8% share is purely incremental, while the rest is coming at the expense of sales from other channels--predominantly modern trade and e-commerce followed by general trade outlets.

<a href="https://www.storyboard18.com/how-it-works/cait-demands-luxury-tax-on-quick-commerce-62980.htm">CAIT demands luxury tax on quick commerce</a>

The report suggested that kirana stores and modern trade outlets will need to enhance efficiency and streamline operations to remain competitive alongside the growing influence of quick commerce.

According to a report by Kearney, India's grocery sector, including food fast-moving consumer goods (FMCG), non-food FMCG, and fruits and vegetables, is expected to grow by 8% to reach Rs 78 lakh crore by 2029.

"Going forward, quick commerce is expected to play a larger role in the retail sector, coexisting with other channels while continuously adapting to market dynamics and consumer preferences," the report added.

Quick commerce disrupts India's grocery industry, kirana stores hit hard: Kearney

In the hypercharged quick commerce (q-comm) sector, grocery delivery isn’t the only thing arriving in under 10 minutes. Lately, so are accusations, shade-laced social media posts, and strategic callouts, often straight from the founders’ personal handles.

The spark? A recent public post by Zepto co-founder Aadit Palicha that, without naming names, rebutted claims circulating on social media about price manipulation and brand favoritism. It was seen as a direct response to rival whisper campaigns. In doing so, Palicha not only aired internal platform metrics but reignited a pattern of founder-led reputation management that’s fast becoming the norm in India’s consumer-tech battleground.

But this is not just about Zepto. It’s about the moment quick commerce finds itself in: commoditized, low-margin, and too crowded to grow peacefully. And like the Cola Wars of the past, today’s q-comm brand battles are heating up—only now they’re messier, faster, and playing out in public.

Visibility > Value?

Rahul Mathur, founder-turned-VC, argues that what’s playing out isn’t just competition, it’s a visibility war. “The Zepto, Blinkit, InstaMart minutes, and any future quick commerce player are providing a commodity service,” he explains. “If you take Bezos’s mental model of price, convenience and selection, there’s little differentiation unless you get into niche, high-margin categories. But those don’t drive daily transactions. So, if I keep hearing about the Zepto founder, I might just open the Zepto app.”

In a space where price points are nearly identical and fulfillment speeds barely vary, brand recall especially driven by founder presence becomes a weapon.

Read More:<a href="https://www.storyboard18.com/how-it-works/from-free-tomatoes-to-hidden-fees-a-sneak-peek-into-the-world-of-q-commerce-manipulation-49806.htm" rel="noopener" target="_blank">From free tomatoes to hidden fees: A sneak peek into the world of q-commerce manipulation</a>

Ashish Kaul, a professor of marketing, sees a more systemic issue. “We’re seeing a pattern of reckless behavior, often fueled by a culture that glorifies aggression. Start-ups thrive on hyper-competition, but the focus has shifted from consumer benefit to investor attention. That’s when it turns bitter.”

He points out that in this case, there was a clear aggressor and a respondent. Zepto, he believes, walked a tightrope well: “Staying silent could’ve distorted facts. But responding too harshly would’ve escalated things. Their statement was factual, respectful and allowed investors to verify claims themselves.”

A Collapse of Decorum?

Ankur Bisen, Senior Partner and Head - Consumer, Food & Retail, Technopak Advisors, contextualizes the spat within a longer arc. “If you rewind to the 80s and 90s, when India’s FMCG or auto sectors were growing, there was no public bickering. There was a decorum. What we’re seeing today is a collapse of that value system in the Indian startup ecosystem.”

He calls it particularly damaging given the aspirational status of startup founders among India’s youth. “When founders behave recklessly in public, it sets a poor benchmark. This isn’t an isolated case, it’s a continuation of the toxic dynamics we saw in edtech, Paytm, and BharatPe.”

Bisen also challenges the underlying promise of quick commerce itself. “It’s an oversold idea. Most demand comes from four to five city clusters. It doesn’t scale well into Tier 2 or rural India due to high fulfillment costs. If this market were truly growing robustly, everyone would be doing well. The fact that we’re seeing mudslinging shows players are now eating into each other’s limited market share.”

The Zepto Factor

Satish Meena, founder at Datum Intelligence echoes that analysis. “Customer acquisition has slowed. After the initial high-growth phase, it’s now about poaching from each other. Zepto is particularly in the spotlight, they’re newer and still building operations, so they’re easier to criticize.”

He also points out that Palicha’s communication style isn’t new. “Some founders follow the Elon Musk model, direct, personal, public. Others, like Flipkart’s Kalyan Krishnamurthy, keep quiet and let the company speak. Aadit belongs to the first camp, and I expect he’ll continue.”

But unlike traditional brand wars, q-commerce platforms are intermediaries, not product owners. That complicates things. “Platforms are judged on scalability, fairness, and how they treat brands,” Meena says. “This makes the game far messier. Blinkit, Zepto, BigBasket, Amazon, Flipkart, and JioMart are all in or circling. It’s going to get bloodier.”

What Happens Next

As customer growth plateaus and margins remain thin, q-commerce platforms will keep trying to differentiate in the most aggressive ways possible, whether that’s app nudges, exclusivity deals or carefully timed founder statements. But the question remains: in a business built on trust and convenience, can smear tactics ever deliver lasting brand value?

Or are we watching the startup equivalent of a food fight—messy, viral, and a little juvenile?

Read More:<a href="https://www.storyboard18.com/how-it-works/the-accessibility-gap-why-the-biggest-apps-still-exclude-millions-64997.htm" rel="noopener" target="_blank">The Accessibility Gap: Why the biggest apps still exclude millions</a>

Inside quick commerce brand wars: Smear tactics, platform fights and founder feuds

While the quick commerce sector has continued its blitz through India’s urban landscapes, it is facing a severe challenge of high attrition among the gig workforce. The massive volatility in the delivery workforce has remained a structural challenge in quick commerce and ecommerce platforms, such as Flipkart, Amazon, Zepto, Blinkit, and Swiggy Instamart, According to a report by TeamLease Services, as many as 31% of the employers have lamented over the voluntary exits of gig workers. 

While there can be multiple reasons for high attrition, the report underscored that "platform-switching behavior, lack of long-term incentives, and the transitory nature of gig work," are the key factors the behind this trend.

Notably, the increased cost pressure has impacted the wages of the workers. Factors such as customer acquisition offers, free returns, and tight delivery deadlines have compressed the margins of e-commerce and quick commerce platforms. 

<a href="https://www.storyboard18.com/how-it-works/57-of-gig-workers-find-15-minute-deliveries-stressful-borzo-report-63003.htm">57% of gig workers find 15-minute deliveries stressful: Borzo report</a>

The report mentioned, "Platforms are finding it harder to balance wage inflation in metros and tier-1 cities with sustainable unit economics. The competition is fierce—and every rupee saved or lost at the labor level adds up at scale".

The other major human resource challenge for quick commerce companies is 'time-bound hiring'. 25% of employers said that delays in onboarding can elevate churn risk. 

'Expansion in gig roles'

Further, the report observed a the rise in job roles of gig workers, which is no more confined to delivery riders or freelancers, but is evolving into a strategic muscle across high-skill domains. 

According to the report, 64% of employers report rising gig adoption in sales and customer service. Companies are leaning on contractual CX agents, outsourced telesales teams, and platform-based service models. Gig-based support also rising for inventory turnover, just-in-time logistics, and micro-fulfillment is gaining ground, especially in FMCG, Q-commerce, and D2C ecosystems.

<a href="https://www.storyboard18.com/how-it-works/the-high-price-of-ratings-gig-workers-struggle-under-arbitrary-review-systems-62651.htm">The high price of ratings: Gig workers struggle under arbitrary review systems</a>

Besides, finance and accounting are also relying on gig professionals for short-cycle needs such as internal audits, reconciliations, and regulatory filings—particularly around tax season support or compliance projects. Around 33% of the employers are now using gig talent in strategic domains—from product design and UX research to market entry consulting and GTM strategy. 

According to Kartik Narayan, CEO-Staffing, TeamLease Services, "The future lies not in simply expanding headcount, but in shaping highly specialized, flexible teams that can scale, evolve, and thrive amid continuous market shifts. By fostering such talent ecosystems, companies will not only adapt but will lead India’s workforce into a new era of growth and opportunity".

Quick commerce faces high attrition challenge of gig workforce: TeamLease

Quick-commerce platform Zepto has issued an official response following serious allegations filed against it by the Rajdhani App Workers' Union (RAWU), which accused the company and its third-party delivery partner Kilton Geo Engineering Pvt. Ltd. of labour law violations under its Rural Mobilisation Programme (RMP) in Delhi.

RAWU’s complaint, submitted to the Delhi Labour Department, alleged exploitative working conditions, wage discrepancies, arbitrary dismissals and digital bonded labour affecting nearly 50 delivery workers employed through Zepto’s RMP. The union further criticized the company’s operational model for bypassing legal protections by treating workers as independent contractors rather than full-time employees entitled to basic entitlements such as minimum wage, ESI and provident fund.

In response, Zepto acknowledged the allegations and stated that it is taking the matter "very seriously". The company emphasized that RMP was designed to create "meaningful gigs for young people from rural India" and highlighted that over 30% of participants earn more than Rs 35,000 a month on average.

“While Zepto provides the technology and operational guidelines, day-to-day activities and vendor oversight are managed by local store management,” the company clarified in its statement shared with Storyboard18. A full audit has been launched into the operations of Kilton Geo Engineering Pvt. Ltd., the vendor at the center of the controversy.

Zepto outlined several rebuttals to the allegations. The company in its statement said that the EV rentals are optional and all costs are transparently communicated. The platform’s technology system does not allow “temporary IDs” or impersonation. In addition to this, no joining bonuses are part of the RMP offering; and food and accommodation support is provided by vendors for up to 45 days and is subject to quality checks. Riders may opt out at any time.

The company added that it possesses photographic evidence and internal data to substantiate its claims and is expanding audits across all RMP locations nationwide to ensure vendor compliance with ethical and operational standards.

Read More: <a href="https://www.storyboard18.com/how-it-works/fssai-tightens-compliance-fbos-must-submit-closure-reports-after-license-expiry-66648.htm">FSSAI tightens compliance: FBOs must submit closure reports after license expiry</a>

“This appears to be a localized issue and does not reflect the broader intent or functioning of the RMP,” the Zepto spokesperson said, reiterating the firm’s "zero-tolerance policy for malpractice" and commitment to "dignity, transparency and opportunity" for all delivery partners.

The Delhi Labour Department is expected to initiate a preliminary inquiry into the allegations. The case could set a precedent for how India’s gig economy platforms are held accountable for the treatment of their frontline workforce.

Read More: <a href="https://www.storyboard18.com/how-it-works/ipo-bound-zepto-faces-labour-complaint-in-delhi-over-worker-exploitation-allegations-66650.htm">IPO-bound Zepto faces labour complaint in Delhi over worker exploitation allegations</a>

Zepto responds to labour law violation allegations in Delhi; initiates full audit of RMP

Swiggy appears to be pulling ahead in the race for dominance in India’s ultra-fast food delivery market, even as rival Zomato backs away from the sector entirely.

<a href="https://www.storyboard18.com/brand-marketing/zomato-steps-back-from-ultra-fast-food-delivery-on-core-app-bets-on-blinkits-bistro-for-quick-bites-64126.htm">Zomato steps back from ultra-fast food delivery on core app; bets on Blinkit’s ‘Bistro’ for quick bites</a>

<a href="https://www.storyboard18.com/advertising/swiggys-losses-mount-to-rs-1081-crore-in-q4-fy25-amid-soaring-ad-expenses-65225.htm">Swiggy’s advertising spend rises to Rs 977.7 crore in Q4 FY25; losses mount to Rs 1081 crore</a>

In its latest earnings call for the fourth quarter of fiscal year 2025, Swiggy reported growing momentum for its six-month-old initiative, Bolt, which promises food delivery in under 10 minutes. The company said the service now accounts for more than 12 percent of its overall food delivery orders and is contributing incremental demand without eroding margins.

Swiggy noted that while average order values for Bolt are slightly lower than its platform-wide average, the economics remain favorable due to a 2-kilometer delivery radius that significantly reduces last-mile costs. The company also claimed that customers acquired through Bolt show a 4 to 6 percent higher monthly retention rate than the broader user base.

By contrast, Zomato has shuttered its rapid delivery services—“Zomato Instant” (previously "Quick") and “Everyday”—citing operational difficulties and the inability to deliver a consistent customer experience.

“We are actually shutting down both these initiatives as we are not seeing the path to profitability in these without compromising on customer experience,” Zomato Chief Executive Deepinder Goyal said during the company's recent earnings call.

<a href="https://www.storyboard18.com/amp/brand-marketing/blinkit-pushes-into-smaller-cities-amid-intensifying-quick-commerce-competition-65540.htm">Blinkit pushes into smaller cities amid intensifying quick-commerce competition</a>

Zomato’s Chief Financial Officer Akshant Goyal added that the current density of restaurants and kitchen infrastructure does not support the kind of consistency required for reliable 10-minute delivery. Instead, the company plans to focus on incrementally reducing its current average delivery time of 30 minutes to around 20 to 25 minutes.

The divergence in strategy highlights the high-stakes experimentation under way in India’s food delivery landscape. According to a report by CNBC-TV18, while Zomato deemed the rapid delivery model logistically unsustainable and financially unrewarding, Swiggy appears more optimistic about its potential.

Swiggy has announced plans to expand Bolt to 500 cities, partnering with over 45,000 restaurant brands, including major quick-service restaurant chains. Whether this aggressive push will translate into long-term gains remains to be seen.

Here's why Swiggy's doubling down on 10-minute delivery while Zomato retreats

Zomato is extending the reach of its quick commerce arm, Blinkit, beyond major metropolitan areas, signaling a strategic pivot toward underserved regional markets. During a post-earnings call last week, Chief Financial Officer Akshant Goyal declined to share precise figures but confirmed that a growing proportion of Blinkit’s new store openings are now concentrated in cities outside the country’s top eight. “Even in the top cities we are growing, but more and more share of new store openings is now going towards the smaller markets,” he said.

<a href="https://www.storyboard18.com/advertising/zomatos-ad-expenses-up-by-63-to-rs-634-crore-profit-declines-to-rs-39-crore-in-q4-fy25-64085.htm">Read more: Zomato's ad expenses up by 63% to Rs 634 crore, profit declines to Rs 39 crore in Q4 FY25</a>

Read More: <a href="https://www.storyboard18.com/advertising/swiggys-losses-mount-to-rs-1081-crore-in-q4-fy25-amid-soaring-ad-expenses-65225.htm">Swiggy's advertising spend rises to Rs 977.7 crore in Q4 FY25; losses mount to Rs 1081 crore</a>

The expansion comes as Blinkit navigates a fiercely competitive landscape, with established firms and newer entrants alike engaging in price wars and promotional campaigns to capture market share. Albinder Singh Dhindsa, Blinkit’s chief executive, acknowledged that while contribution margins and take rates remained stable on a quarter-over-quarter basis, anticipated gains in profitability have been undermined by industry-wide discounting and free delivery offers.

“The competition has been in different shapes and forms,” Dhindsa said, citing increased marketing outlays, aggressive pricing strategies, and rapid store rollouts by rivals.

Real estate has become another flashpoint in the quick commerce battle. Blinkit added approximately 300 stores over the past quarter, but the company now finds itself contending with rivals for premium locations, a dynamic that is driving up rental costs and causing delays in planned store launches.

In an effort to more accurately reflect its changing product portfolio, Blinkit has shifted from measuring Gross Order Value (GOV) to Net Order Value (NOV), which adjusts for discounts and pricing variances. Goyal noted that while the platform-wide difference between GOV and NOV stands at roughly 22 percent, the disparity is significantly higher in categories such as unbranded groceries and general merchandise, where the maximum retail price often diverges from the final sale price. “In some of the more unbranded categories, the difference can be much, much higher than 20%,” he said.

Looking ahead, the company is considering increasing its inventory holding period, particularly as it ventures into slower-moving but higher-value segments like electronics and home appliances. Blinkit currently holds inventory for about 15 to 16 days, but Dhindsa indicated that this could rise to between 20 and 25 days. He argued that keeping more inventory in-house could improve margins, offering better returns on capital compared to working with third-party sellers, who typically command lower commissions to offset inventory risk.

“There is a chance that the number of inventory days will go up,” Dhindsa said. “But even if you build the inventory, there is still a very healthy return on capital.”

Blinkit pushes into smaller cities amid intensifying quick-commerce competition

The uncertainty surrounding the India-Pakistan border tension has prompted e-commerce platforms, such as Amazon, Flipkart, Meesho, and others, to reassess their plans in border states like Punjab, Rajasthan, and Jammu and Kashmir, which are on high alert. According to industry experts, border disruptions could lead to a potential revenue losses for these platforms, ranging from 5% to 12%.

Sources informed Storyboard18 that delivery services in these regions have been delayed, with courier services being significantly impacted. Queries sent to Flipkart and Meesho did not elicit a response. 


Read more: <a href="https://www.storyboard18.com/how-it-works/india-pak-border-tensions-threaten-h1-ooh-adex-key-inventories-in-high-alert-zones-underutilised-65349.htm">India-Pak border tensions threaten H1 OOH adex; key inventories in high-alert zones underutilised</a>


"Due to the blackout in certain cities and a marginal decline in orders, the working hours have been reduced, resulting in delayed deliveries," an expert shared with Storyboard18.

Although it is too early to predict the long-term trend, disruptions are likely if the border tension persists for over 10 days.

Punjab is one of India's most prominent textile hubs, with Ludhiana housing over 100 factories specializing in knitting, spinning, and garments. On the other hand, Jalandhar is popular for the manufacturing of sports equipment.

"Many workers in the textile industry hail from Bihar, and if the situation worsens, they may be tempted to return home, states for safety reasons, impacting businesses and potentially leading to inventory shortages," an expert said on condition of anonymity. 

E-commerce firms operating in border cities like Amritsar, Chandigarh, and Ludhiana are expected to face significant disruption, with potential revenue losses ranging from 5% to 12%, said an industry source.


Read more: <a href="https://www.storyboard18.com/how-it-works/religious-travel-continues-in-parts-of-india-char-dham-pilgrims-stay-the-course-amid-ipl-suspension-indo-pak-tension-65265.htm">Religious travel continues in parts of India, Char Dham pilgrims stay the course amid IPL suspension, Indo-Pak tension</a>


Meanwhile, quick commerce platforms seem to be operating unaffected despite the cross-border tensions. 

Panic buying has started in Punjab and Haryana on the 4th day of border tension. "Due to safety concerns, people are hesitant to move out, resulting in a significant surge in demand for online groceries." 

Notably, Union Food and Consumer Affairs Minister Pralhad Joshi urged citizens not to hoard essential items as India has "more than enough stock of everything required across the country", he said.

"Be aware of false messages. Do not believe false propaganda messages about food stocks in the country. We have stocks of food items more than our requirements.

Read more:<a href="https://www.storyboard18.com/brand-makers/border-residents-in-india-stockpile-on-food-items-amid-indo-pak-tensions-65267.htm"> Border residents in India stockpile on food items amid Indo-Pak tensions</a>


Traders, wholesalers, retailers, and business establishments of essential commodities have been directed to cooperate with law enforcement agencies.

Any person who hoards or hoards food for any purpose or malicious intent will be subject to the Essential Commodities Act," Joshi said on the X platform.

E-com platforms in border regions stare at 12% revenue dip amid India-Pak strain

From food to groceries to essential medical supplies, India's delivery system is undergoing a magnificent shift at present. However, behind this seamless experience are the gig workers, who not just navigate traffic but also unpredictable weather and other challenges to ensure timely deliveries.

According to a report, "India's Booming Gig and Platform Economy", the gig economy market is expected to grow to 23.5 million workers by 2029-2030.

While gig workers enjoy the flexibility of hours, their freedom also comes at an expensive cost, with many riders reporting increased stress and leading to unsafe road practices. 

A recent survey conducted by Borzo (erstwhile WeFast), found that around 57.3% of riders experience stress when delivering within a 15-minute timeframe. In fact, about 34.1% of delivery workers find 15-minute deliveries more physically demanding compared to other timelines of deliveries. In contrast, 26.7% of gig workers believe that 60-minute deliveries are more physically challenging.

<a href="https://www.storyboard18.com/how-it-works/the-high-price-of-ratings-gig-workers-struggle-under-arbitrary-review-systems-62651.htm">The high price of ratings: Gig workers struggle under arbitrary review systems</a>

Notably, a majority (80.6%) of surveyed gig riders stated that a 60-minute delivery timeframe promotes safer driving compared to a 15-minute deadline.

When asked about the most beneficial aspect of making 15-minute deliveries, 31.3% of riders said that covering shorter distances is the satisfactory part. Further, 11% of riders highlighted the ease of handling smaller parcels, and 10% appreciated the reduced expenses incurred on each delivery. 

On the other hand, the most significant challenge in making 15-minute deliveries, as cited by 31.8% of gig workers, is the pressure to deliver parcels within a very short timeframe. About 24.4% of riders say that the physical and mental stress involved is the most difficult aspect, while 24.3% struggle with the constant sense of urgency. Additionally, 19.5% find riding at higher speeds to meet tight deadlines particularly challenging. 

<a href="https://www.storyboard18.com/how-it-works/indian-employees-prioritize-family-over-career-advancement-41-take-on-side-gigs-to-offset-inflation-indeed-54894.htm">Indian employees prioritise family over career advancement; 41% take on side gigs to offset inflation: Report</a>

When it comes to profitability, around 56.5% of gig delivery workers believe that 60-minute deliveries allow them to earn more profit while completing more orders without the pressure of constant urgency. In contrast, 43.5% feel that 15-minute deliveries offer the best opportunity to maximize their earnings. 

"While quick commerce and ultra-fast deliveries have undoubtedly added convenience for consumers, the growing pressure on the supply chain calls for deeper reflection. As the quick commerce sector continues to expand, it’s essential that platforms prioritize workers. Ultimately, it's about finding the right balance between delivering quickly and ensuring riders can perform their jobs safely and efficiently. The industry must listen to their experiences and adapt different approaches to support the riders for their well-being and efficiency," Alina Kisina, CEO, Borzo said.

QUICK COMMERCE