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December 10, 2025
Shabori Das, ET Bureau
Dec 10, 2025
India’s social media platforms are powerful marketing tools but not yet retail destinations. Billions scroll and swipe daily, but few buy directly within apps. Unlike China, India faces regulatory hurdles and a lack of integrated payment systems.
A billion Indians scroll, swipe and double tap every day, but barely buy. Despite Instagram and Facebook Marketplace being in India for over a decade, social media here remains a showroom, not a store. Creators and D2C brands are hustling to convert attention into action, but the holy grail of in-app shopping where discovery, live streaming, and purchase happen seamlessly, remains out of reach.
The question is, what’s stopping India from becoming the next China or the US in social commerce?
Influence-to-Commerce Gap
Globally, social commerce is powered by influencers. In China, influencer Li Jiaqi reportedly sold products worth $2 billion on Singles’ Day on Alibaba’s online marketplace Taobao Live in 2021. Another popular influencer Zheng Xiang Xiang, with over 5 million followers on Douyin (the Chinese equivalent of TikTok), reportedly generated $18 million in sales in a week in 2023. These are numbers India’s creator economy can only dream of, for now.
To be clear, influencer marketing in India is booming. EY estimates the sector at over Rs 3,000 crore and yet, due to regulatory restrictions, social media platforms in India can’t host end-to-end transactions. What India has is content commerce, driven by players like Meesho and Myntra, not social commerce. Globally, social commerce is a $1-trillion market. China alone accounts for over $500 billion and the US, $100 billion. India’s share? Around $10 billion — despite being home to the world’s largest Gen Z population and the second-largest base of internet users after China.
What’s Holding India Back
“Just as quick commerce changed how India buys food, social commerce will change how we shop for fashion and lifestyle,” says Anand Ramanathan, partner, consumer industry leader, Deloitte South Asia.
The idea is simple: Social commerce enables an end-to-end purchase journey within a social media app. But in India, the final sale still happens elsewhere — typically on e-commerce platforms.
“In China, live streaming contributes nearly 20% of total e-commerce revenue. In India, it hasn’t taken off,” says Puneet Sehgal, CEO of D2C apparel brand Freakins. He believes in-app checkout could be transformative. “Our Gen Z audience spends over an hour daily on social media. If the purchase could happen right there, it’s one step less for the consumer — and one step closer to a sale.”
The China Contrast
China’s social commerce revolution was built on three forces — speed, scale and seamlessness. Influencer Zheng, for instance, showcases each product for barely three seconds and moves on. That brevity, combined with integrated payments, drives impulse buying at staggering volumes.
India’s influencer-driven commerce, by contrast, is still warming up. Projected to touch $ 55 billion by 2030, it remains largely limited to discovery and advertising.
The barriers aren’t technological, they’re regulatory. India’s payment rules require clear accountability and settlement tracking, making it difficult for global platforms to enable in-app sales. Meta’s 2023 policy shift also directed purchases off-platform, keeping Instagram and Facebook Marketplace confined to discovery and promotion, rather than purchase. For now, social media in India remains a potent marketing engine, not yet a retail destination.
Experiments and Exceptions
Some Indian players are testing new waters. Myntra’s Glamstream, launched this July, lets influencers host live sessions where viewers can “shop the look” in real time — though the final checkout still redirects you to the Myntra app.
“India’s creator economy influences over $300 billion in annual consumer spending,” says Sunder Balasubramanian, chief marketing officer at Myntra.“That could grow to $1 trillion in the next few years, making India one of the fastest-growing creator economies globally,” adds Lakshminarayan Swaminathan, vice president-product management, Myntra.
The potential is clear. In 2021, Taobao Live hosted a 12-hour live streamed sale with influencer Li Jiaqi in China that clocked $2 billion in presales and attracted 250 million viewers.
Closer home, Sujata Biswas, co-founder of Suta Sarees, recalls Instagram’s shortlived Shop Now feature. “We saw an immediate dip in transactions after it was withdrawn,” she says. “Fashion is about instant gratification. You see it, you want it and buy it right away.”
The D2C Advantage
India’s D2C market, valued at $87 billion as of 2025 by Deloitte, could be the biggest gainer if social commerce does take off. Most D2C brands currently pay 25–35% retailer margins to platforms like Myntra and Nykaa. Social commerce could let them bypass intermediaries and sell directly to their audiences.
“Anything that reduces friction between intent and purchase is gold,” says Sehgal. “If that entire journey — from watching to buying — happens within the same app, conversion rates would shoot up.”
Even so, social platforms come with their own costs. TikTok, for instance, charges promotional, marketplace and fulfilment fees. But for Indian D2C players, the larger hurdle isn’t cost — it’s access.
Open vs Closed Ecosystems
“India’s retail market is far more open than China’s,” explains Devangshu Dutta, CEO of ThirdEyesight, a retail consulting firm. “In China, closed ecosystems like WeChat and Douyin created the perfect environment for social commerce to thrive. In India, where consumers can freely move between Google, Meta and e-commerce giants, those closed loops don’t exist.”
Globally, TikTok Shop, Douyin, WeChat, Pinduoduo, and Taobao Live dominate social commerce. According to Business of Apps, a data provider for the global app industry, TikTok earned $23 billion in 2024, with nearly 23% of it from in-app and commerce purchases.
If similar models are launched in India, e-commerce giants would face direct competition from the very platforms that fuel their traffic.
The Wait Continues
From beauty tutorials to thrift stores, social media spawns thriving micro economies. Yet, true social commerce — where discovery leads directly to purchase — hasn’t yet clicked.
The next big leap for India’s e-commerce may not come from deeper discounts or faster delivery but from social media itself. “The idea of instant gratification is key,” says Biswas. “When the ‘Shop Now’ button comes back, we’ll be the first to use it.”
Till then, India scrolls, likes, shares — and waits.
(Published in Economic Times)
admin
November 26, 2025
Aakriti Bansal, Medianama
November 26, 2025
MediaNama’s Take: The Central Consumer Protection Authority’s (CCPA) decision to publish 18 self-declarations confirms only a partial picture of its dark pattern(s) identifying exercise. The authority has stated that 26 platforms have filed their declarations, but it has made only 18 of them public. This gap means the public still cannot see what eight major platforms submitted or whether those filings contain any meaningful detail. Moreover, even among the published declarations, several are one-paragraph statements that offer almost no insight into the scope or accuracy of the companies’ internal audits.
LocalCircles’ new survey adds further complications, reporting that 21 of the 26 platforms that submitted declarations still display at least one dark pattern. This finding suggests that the CCPA’s reliance on voluntary self-assessment may not be enough to shift platform behaviour at scale. It also raises questions about what the unpublished declarations contain and whether the missing submissions are similarly sparse or incomplete.
Notably, the CCPA has not clarified how it plans to verify the accuracy of any of the declarations, whether published or unpublished. If filings remain unverified for months, compliance risks turning into a box-ticking exercise rather than a meaningful regulatory process. Therefore, the next phase matters far more than the publication of select declarations, because the current approach raises more questions than it answers.
What’s the News
The CCPA has made 18 dark pattern self-declarations public, despite stating that 26 platforms have filed their compliance letters. The publication follows an RTI filed by MediaNama that revealed which companies had submitted their declarations, and pointed out that none of the filings had been available to the public at the time.
These declarations stem from the Ministry’s June 5 advisory, which required e-commerce and quick commerce companies to conduct internal audits under the 2023 Guidelines for Prevention and Regulation of Dark Patterns and submit compliance letters within 90 days.
For context, Moneycontrol reported that Amazon has still not filed its declaration and has asked for additional time. A senior government official told the publication that the government “has done what it had to” and does not plan further discussions.
The official also said that any punitive action would depend on consumer complaints routed through channels such as the national consumer helpline. This indicates that the enforcement approach continues to be reactive rather than compliance-driven.
What Did The CCPA Ask Platforms To Do?
The June 5 advisory set out a simple compliance framework for digital platforms. It asked every e-commerce and quick commerce company to complete a self-audit of its website and mobile app within 90 days and check their interfaces for the 13 dark patterns listed in the 2023 guidelines. Platforms were required to file a self-declaration confirming compliance once this internal review was complete.
However, the advisory did not specify how the audit should be conducted. Companies were free to choose any methodology, and the CCPA did not prescribe a standard format, a uniform checklist, or a minimum evidence requirement. Also, the advisory did not require independent audits or third-party validation.
Furthermore, there was no explanation of how the CCPA planned to verify whether the declarations were accurate or complete. In effect, the responsibility for defining the scope, depth, and rigour of the audit rested entirely with each platform.
What the CCPA Has Done With the Declarations
As mentioned before, the CCPA has now published 18 self-declarations on its website. The release confirms that companies submitted their compliance letters, but it does not indicate whether the authority evaluated the accuracy or depth of the filings.
Several platforms submitted very short statements that simply assert compliance without describing any checks or findings. BigBasket, Zomato, Blinkit and Swiggy were among the companies that filed especially minimal disclosures. The CCPA has not explained why these filings were accepted or whether any follow-up questions were asked. Therefore, asking for and disclosing self-declarations shows some administrative progress, but it does not reflect any regulatory scrutiny.
This lack of verification aligns with concerns raised by Devangshu Dutta, Founder of business consulting firm Third Eyesight. He told MediaNama that self-declarations “do not change things much” when regulators do not audit submissions or impose consequences.
Further, Dutta remarked that most companies comply at the minimum level required if their claims are not examined and are not made public in full. According to him, revenue-driving design choices such as forced add-ons, confusing checkout flows or misleading scarcity claims will not be voluntarily removed sans oversight.
What Independent Evidence Shows
LocalCircles’ latest audit presents a sharply different picture from the companies’ filings. The organisation found that 21 of the 26 platforms that submitted “dark pattern free” declarations still use one or more manipulative design practices. The assessment relied on feedback from more than 250,000 consumers across 392 districts along with AI-assisted testing.
The most common violations include forced action, subscription traps, bait and switch, basket sneaking, interface interference and disguised advertisements. In practice, these dark patterns respectively mean that users are pushed into steps they did not choose, face hidden or hard-to-cancel subscriptions, see offers change during checkout, encounter fees added at the last moment, get nudged toward platform-favoured choices, and come across ads that appear as regular listings.
LocalCircles also identified drip pricing (gradually adding mandatory fees during the checkout process) on 11 of the 26 companies, including Flipkart, Myntra, Cleartrip, MakeMyTrip, BigBasket, Zomato and Blinkit, among others. The organisation said that many platforms appear to misunderstand what qualifies as drip pricing, which has led to incomplete corrections.
Trust Can Erode Due To Gap Between Declarations And User Experience
Sachin Taparia, Founder of LocalCircles, said that the problem begins with the absence of any verification. “Our understanding is that CCPA is wanting that companies submit a self-declaration at the earliest. However, there is no cross checking of claims that is being done by the CCPA, and as a result the companies are not being as thorough with their dark-pattern detection and resolution,” he said.
Taparia added that discrepancies between declarations and user experience could harm trust. “LocalCircles has found dark patterns on 21 of the 26 platforms submitting self-declarations. If this exercise is not done with high accuracy, both platforms doing so and CCPA could see consumer trust being impacted,” he said.
Importantly, Dutta echoed this concern, saying that the absence of penalties or reputation-related consequences allows companies to self-declare compliance while keeping revenue-generating patterns intact. He described the current process as “more an administrative formality [rather] than a behaviour-changing regulatory tool”.
Why This Matters
The gap between self-declarations and independent audits in the true sense of the word brings the real enforcement question into focus. What should the next phase of regulation look like?
In this context, Dutta said that regulators need to move beyond self-certifications and mandate detailed user experience (UX) audit reports that map every user journey, including pop-ups, onboarding, search, checkout, cancellations and returns.
He explained that regulators should reinforce this by demanding substantive evidence instead of brief compliance letters. This evidence can include screenshots and screen recordings of key flows, version histories that show how an interface changed over time, and product design documents or A/B testing results that reveal why specific nudges were introduced. To explain, A/B testing is essentially a method for comparing two versions of something to see which one performs better.
Furthermore, Dutta noted that platforms already collect extensive data on user complaints and drop-off points, which can help identify harmful or confusing design choices. He also said that independent third-party attestations, similar to security or accessibility audits, can provide a credible external check and increase the cost of non-compliance.
Multiple Annual Audits For Apps that Change Interface Frequently
Notably, Dutta stressed that most dark pattern categories appear across e-commerce, quick commerce and Direct-to-Consumer (D2C) websites, which means regulators can create a baseline audit standard that works across sectors instead of relying on platform-specific interpretations. He also suggested that audits should occur at least once a year, and companies that frequently modify their interfaces may need to report two or three times annually.
The larger concern now is whether the CCPA plans to move toward such a structured framework. Without independent verification and clear audit expectations, companies can continue declaring compliance even when manipulative designs remain embedded in their interfaces.
(Published in Medianama)
admin
November 18, 2025
Chris Kay, Krishn Kaushik and Andrea Rodrigues in Mumbai
Nov 18 2025
Just before dawn, Kashif Sameer joins dozens of couriers zipping across Mumbai to deliver items stocked in a basement of a shopping mall run by Reliance Industries.
“I make between 20 and 30 deliveries in a day,” said the 25-year-old, who had just driven a mile across the chaotic roads of the Indian megacity to drop off groceries ordered 15 minutes earlier. “It is very popular with customers.”
The buzzing activity at the so-called dark store, a mini-warehouse operated by Reliance’s ecommerce platform JioMart, is part of a renewed push by the conglomerate’s chair and Asia’s richest man, Mukesh Ambani, to reassert his company’s position in India’s retail market.
It has added hundreds of dark stores to operate a total of nearly 20,000 physical outlets this year — almost double its pre-pandemic size — as it battles for dominance against Blinkit, Swiggy and Zepto in the country’s ballooning quick-commerce market.
“It’s a question of who runs out of money first,” said Arvind Singhal, chair of retail consultancy The Knowledge Company. “We will see some kind of a shakeout.”
Despite its large network of physical stores, Reliance has yet to corner the domestic consumer market like it did with telecoms a decade ago. It faces entrenched competition from established domestic and international rivals, as well as millions of kiranas, family-run convenience stores.
The sprawling Tata Group operates a wide range of consumer businesses, while global multinationals such as Unilever and Nestlé are important players in India’s household goods market.
Reliance Retail, the division that contains all of the conglomerate’s consumer-facing units, had shed tens of thousands of employees and closed underperforming stores following a bloated build-out during the Covid-19 pandemic and slowing middle-class spending.
But India’s most valuable company, which has a market value of more than $225bn and operates across oil refining, telecoms and entertainment, is expanding its retail reach again.
Reliance Retail’s latest results point to a rebound. In the quarter ending September, the unit reported revenue of about $10bn and profit of $390mn, up 18 and 22 per cent respectively from the previous year.
“Reliance’s scale in retail now is unmatched in India,” said Devangshu Dutta, chief executive of consumer advisory company Third Eyesight, in reference to the breadth of the conglomerate’s business. “This scale is unique in India and rare in global retail.”
Ambani’s retail ambitions are being led by his 34-year-old daughter, Isha. In August, she detailed plans for Reliance’s consumer brands subsidiary, which has a portfolio including Lotus Chocolate and the recently revived nostalgic Indian soft drink Campa Cola, to reach $11.7bn in revenue within five years.
Ultimately, the goal was to “become India’s largest FMCG company with a global presence”, said Isha Ambani during Reliance’s annual meeting.
The company told the Financial Times that it continued to “reinforce its position as India’s largest retailer, expanding its nationwide network”.
While Ambani originally indicated that he wanted to list Reliance Jio Infocomm, the telecoms unit, and Reliance Retail by 2024, people familiar with the company said the retail unit was not ready to go public. The billionaire said the Jio listing could happen in the first half of next year.
“Competitive intensity in every category in the discretionary retail side has picked up very sharply,” said Karan Taurani, executive vice-president at Elara Capital, who does not expect Reliance Retail to float for at least two years. “New competitors, new brands have come in and they are challenging the larger incumbents.”
The Ambanis, who operate as gatekeepers for foreign companies seeking access to India’s massive but challenging business landscape, have sought to cement their position through a spate of partnerships with western retail brands.
Foreign brands including West Elm, Pottery Barn and Superdry have stores in Reliance’s shopping malls in upmarket Mumbai. However, those joint ventures have largely struggled to gain traction with shoppers in India, where the per capita income remains less than $3,000.
The conglomerate’s foreign brands business housing these joint ventures lost Rs2.7bn ($30mn) in the financial year through March 2025, according to the latest available accounts. The Knowledge Company’s Singhal called Reliance’s push to bring international names to India “a vanity project”.
Reliance’s high-profile partnership with fast-fashion retailer Shein has also been underwhelming. The company returned to India this year under Reliance’s wing after being booted out in 2020 when relations between New Delhi and Beijing soured following military clashes along their disputed border.
Shein’s app has been downloaded just 11mn times, according to market intelligence firm Sensor Tower. Its discount prices are largely matched, if not undercut, by many Indian ecommerce and fashion retailers, say analysts.
Reliance is investing heavily in quick commerce, where deliveries are promised in 30 minutes or less. Bank of America estimates the market could reach $128bn by 2030.
The field is at present dominated by Blinkit, Swiggy and Zepto, which together control more than 90 per cent of the quick commerce delivery market and compete with Amazon and Walmart-owned Flipkart. None of the companies are profitable.
The Ambanis are eager to catch up. Over the past six months, Reliance has built about 600 dark stores across cities to plug gaps in its vast store network. By contrast, market leader Blinkit operates about 1,800 dark stores.
In quick commerce, “we have to be there because everybody is”, said a person close to the conglomerate. “It is a long-term strategy.”
On a call with analysts last month, Reliance Retail’s finance chief Dinesh Taluja admitted to delays in entering quick commerce. But he insisted that Reliance offered better prices, more variety and wider reach across smaller Indian cities where it is often the only formal retailer.
“The competition today is mainly in the top 10, 20 cities,” Taluja said. “We are present in almost a thousand cities. Competition will take many years to reach where we already have a head start there.”
Still, Reliance was facing an uphill battle, warned Elara’s Taurani. “JioMart is making a late entry,” he said, “it will be very tough to disrupt players here.”
(Published in Financial Times, all copyrights owned by FT)
admin
November 13, 2025
Saumyangi Yadav,Entrepreneur
Nov 13, 2025
India’s consumer landscape is undergoing a decisive shift in 2025. While D2C brands that once thrived on digital-only distribution are now aggressively building an offline footprint, legacy FMCG majors are simultaneously acquiring digital-first brands to strengthen their portfolios and tap into new consumer behaviours.
As analysts suggest, these trends signal a maturing phase for India’s D2C ecosystem, one that blends physical retail and strategic consolidation.
Offline Push Accelerates
According to a recent CBRE report, ‘India’s D2C Revolution: The New Retail Order’, D2C brands leased nearly 5.95 lakh sq ft of retail space between January and June 2025, accounting for 18 per cent of all retail leasing during this period, up sharply from 8 per cent in the first half of 2024. Fashion and apparel dominated the expansion, contributing close to 60 per cent of D2C leasing, followed by homeware and furnishings and jewellery at about 12 per cent each, while health and personal care brands accounted for roughly six per cent. The shift is equally visible in the choice of retail formats: 46 per cent of D2C leasing went to high streets, 40 per cent to malls, and the remaining to standalone stores, reflecting the category’s growing focus on visibility, trial and experiential discovery.
Experts suggest that it represents a strategic pivot to blended engagement.
As Devangshu Dutta, CEO of Third Eyesight, notes, “India’s D2C surge is powered by digital-first consumers, tremendous improvement in seamless logistics, and low-cost market entry, supported subsequently by substantial amounts of investor capital chasing those startups that stand out from the competition. Yet, lasting success demands a more holistic view: the divide between online and offline is a business construct, not a consumer reality. The larger chunk of retail sales still happens through physical channels and, for brands that want to be mainstream, an omnichannel presence is absolutely essential.”
This also aligns with the broader market outlook. The India Brand Equity Foundation (IBEF), in its Indian FMCG Industry Analysis (October 2025), estimates the value of India’s D2C market at USD 80 billion in 2024, with expectations of crossing USD 100 billion in 2025. Much of this growth is being led by categories that combine frequent purchase cycles with strong digital discovery, beauty, personal care, and food and beverage segments where consumers are open to experimentation but demand authenticity, transparency, and a compelling product narrative.
“The Gen Z and millennial consumer cohorts value newness but also authenticity and unique product stories, which are best communicated in spaces that are controlled by the brand,” Dutta added, “In the launch and growth phases, this could be the brand’s digital presence including website and social media, but over time this can include pop-up stores, kiosks, shop-in-shops and even exclusive brand stores.”
CBRE’s data reflects this shift clearly, with D2C brands increasingly opting for flexible store formats and high-street locations to maximise traffic and visibility.
M&A Gains Momentum
Parallel to the offline push is a noticeable wave of consolidation. Large FMCG companies are accelerating acquisitions to capture emerging consumer niches and strengthen their digital-native capabilities.
In recent years, Hindustan Unilever has acquired Minimalist; Marico has bought Beardo, Just Herbs, True Elements, and Plix; ITC has taken over Yoga Bar; and Emami has secured full ownership of The Man Company. These deals, reported widely across business media in 2024 and 2025, point to the need for established companies to fast-track entry into high-growth, ingredient-forward, and youth-focused categories without the lead time of in-house incubation.
“Legacy FMCG companies are acquiring D2C brands to rapidly gain access to new consumer segments, product innovation, and digital-native capabilities, including direct engagement and insights. Such deals enable large companies to diversify portfolios, accelerate entry into trending segments by-passing the initial launch risks, and rejuvenate their brands with modern digital marketing expertise,” Dutta explained.
Challenges and Risks
But the acquisitions do not come without risk and challenges, analysts warned.
“However, integrating D2C operations also poses challenges, including cultural differences, the risk of stifling entrepreneurial agility, and the need to harmonise data and omnichannel strategies. The ability to nurture acquired brands without diluting their distinctive appeal will determine acquisition success,” Dutta added.
Yet even as the ecosystem expands, challenges remain. Offline stores add operational complexity, inventory planning, staffing, last-mile logistics, and real-time data integration. Still, the bottom line is that India’s D2C sector is moving into a hybrid era defined by tighter omnichannel integration, sharper product storytelling, and portfolio realignment through acquisitions.
(Published in Entrepreneur)
admin
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)
