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July 13, 2026
Sowmya Ramasubramanian, Vaeshnavi Kasthuril (MINT)
Bengaluru, 13 July 2026
India’s vertical quick-commerce startups across categories like baby care, medicines and fashion, backed by venture capital heavyweights, are beginning to redefine what “quick” means.
For some, the race is no longer about cutting delivery times by a few more minutes. Instead, founders are increasingly talking about better assortment, sharper curation, stronger supply chains and healthier unit economics as the factors that will decide whether the model survives.
Baby care platform Ozi, backed by Blume Ventures and RTP Global, has settled on a roughly 60-minute delivery promise. Founder Amit Sah told Mint the company would rather optimise for “quality selection” than chase ultra-fast deliveries, arguing that customers today are looking for reliable availability and curated choices rather than insisting on receiving products in 10 minutes.
Lightspeed-backed fashion startup Slikk is pursuing a similar path. Founder Akshay Gulati said the company’s focus since inception has been building a wide catalogue rather than aggressively acquiring users.
The shift comes as the sector enters a more pragmatic phase. Quick fashion startup Blip shut down within a year of launch last June, while rival Klydo has recently pivoted its business model, raising questions about the viability of firms in every category.
The crop of vertical quick commerce startups—focused on rapid delivery within a single, specific product category—has largely emerged over the past two years, inspired by the explosive growth of grocery-focused pioneers such as Blinkit, Swiggy Instamart and IPO-bound Zepto, which have accustomed consumers to receiving groceries and everyday essentials within minutes.
Other prominent startups include Plazza for quick delivery of medicines, Instafix for mobile repairs within minutes, and Dazzl for at-home salon services.
Kalaari Capital noted in its 2025 report that quick commerce had already captured about two-thirds of online grocery orders and around 10% of India’s overall e-retail spending in 2024, transforming consumer behaviour and building the infrastructure for specialised vertical players to emerge.
“Speed was never a real moat but became a hygiene factor once every significant player could promise 10-30 minute delivery,” said Devangshu Dutta, founder and chief executive of consultancy Third Eyesight. “Assortment depth, availability, trust, and sustained price-value have been, and will remain, the true differentiation levers. For categories such as medicines and baby products, credibility and compliance outweigh saved minutes, apart from urgent purchases.”
“Unit economics can become healthier only where there’s a clear reason for frequent and repeated purchases. Groceries and medicines are repeat, low consideration categories, while fashion is high consideration, driven by fit, styling and browsing. The best quick commerce categories have low or no returns and high order frequency, whereas rapid fashion delivery faces high return rates due to product mismatch against customer expectations (sizing, fit, fabric and colour),” Dutta said.
Different categories, different playbooks
While fashion startups are investing heavily in discovery and inventory refreshes, Ozi believes the opportunity in baby care lies in curation and premiumisation.
Sah said each sub-category within baby care presents a different operational challenge. Consumables require deep availability of long-tail brands, while fashion depends on filtering products for quality rather than listing everything available. Ozi, which delivers wipes, diapers, and baby food, deliberately curates brands instead of maximising assortment, targeting parents willing to pay slightly more for trusted products.
“The customer behaviour has shifted from discovery first to search first,” Sah said, adding that shoppers today are not necessarily looking for ultra-fast delivery, but nor are they willing to wait several days. “A modern-age customer values quality. They are happy to pay an 8-10% or 12% differential, but they need quicker access to better brands and better assortment.”
Fashion startups argue that their challenge is different altogether.
Gulati said Slikk has built its business around supply rather than customer acquisition, claiming that stronger assortment has helped steadily reduce acquisition costs. The company replaces 30-40% of inventory in every dark store each month and is expanding neighbourhood by neighbourhood instead of spreading rapidly across cities.
Slikk might also consider introducing private brands for apparel, given their higher margins, Gulati said.
Bengaluru-based fast-fashion e-commerce startup Knot, which raised $5 million from 12 Flags and Kae Capital in December 2025, is investing heavily in back-end technology. Its app captures user preferences through swipe-based interactions, while its dark stores carry much wider assortments than horizontal quick commerce operators – offering a vast, multi-category collection of goods – and customise inventory based on local demand.
“We look at fashion as a data science problem and not really an intuition problem,” co-founder and chief executive officer (CEO) Archit Nanda said.
Nanda said fashion’s long-tail nature—which relies on selling small quantities of several unique products rather than depending on a few popular items – means inventory commonality across dark stores is significantly lower than grocery, requiring specialised supply chains and hyperlocal merchandising.
The profitability test
The changing strategies also reflect growing investor scrutiny of unit economics.
Slikk’s Gulati said investors continue to back the category but increasingly want proof that businesses can balance growth with profitability rather than relying on heavy customer acquisition spending. He believes execution in neighbourhood-level operations, assortment and brand partnerships will ultimately determine the winner.
Knot’s Nanda said that fashion combines high average order values with healthy margins, making the category attractive despite its complexity.
However, analysts believe that not every vertical is equally suited to the model.
“Looking ahead, horizontal cross-subsidy will work better, with established, well-capitalised players (Myntra’s M-Now, Nykaa Now) including quick delivery into an existing catalogue and logistics network rather than building it standalone. For narrow, high-trust verticals (medicines, baby care) where the value is availability and authenticity rather than impulse, and where margins can support the delivery cost, quick commerce can work,” Dutta noted.
Kalaari Capital’s 2025 report on vertical quick commerce similarly argued that specialised players will win by solving category-specific pain points, with assortment depth, customer experience, and category expertise emerging as key differentiators.
(Published in MINT)
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July 12, 2026
Nivedita Mookerji, Business Standard
12 Jul 2026
Recently, fast moving consumer goods distributors posed some existential questions to the government: Have the rules changed for foreign-owned ecommerce firms? With that, the All India Consumer Products Distribution Federation made a plea to the government to examine if foreign-funded ecommerce and quick commerce players can run inventory-led businesses through warehouses and dark stores.
The question mark is around the operating model of the big daddies of retail — both from America — under the current foreign direct investment (FDI) guidelines. One of them is Bentonville-headquartered Walmart, which holds a controlling stake in e-commerce major Flipkart. And the other is Seattle-based Amazon. Both Flipkart and Amazon are upping their quick commerce play, a development that the Indian retail ecosystem players fear would hit them hard.
For context, foreign e-commerce companies are allowed to do business through the marketplace model as opposed to the inventory-led format. Marketplace operators such as Amazon and Flipkart (Walmart) are permitted to have sellers on their platforms and those sellers own the goods (inventory) which are sold to customers. Indian companies in the e-commerce business can own the goods and sell them directly to the consumers.
This is not the first time that there’s noise around the business practices of foreign majors and their alleged violations of the rulebook in relation to anything from the legality of the operating model to predatory pricing and deep discounting. The protests of the domestic traders against foreign players — that started decades ago with an agitation against the government’s multi-brand retail policy — have resulted in a series of amendments in the FDI rules, intervention of the competition watchdog CCI (Competition Commission of India), Supreme Court observations, making of laws and keeping them in abeyance. But, the complaints — from different quarters of the domestic business — have remained.
Devangshu Dutta, founder and CEO of consulting firm Third Eyesight, argued that since 1996-97, when foreign investment in retail was first banned, governments of different political hues have been walking the regulatory tightrope with respect to foreign investment in retail, whether offline or online. “The government’s caution on retail policy was aimed at protecting domestic interests, though it is arguable whether it was for the small retailer, or the larger corporates who had identified this as a growth sector at the time,’’ Dutta said.
(Published in Business Standard)
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July 9, 2026
Neethi Lisa Rojan & Vaeshnavi Kasthuril, MINT
Mumbai/Bengaluru, 8 July 2026
The collapse of the US-Iran peace deal in less than a month has rattled India’s consumer sector, reviving fears that higher oil prices and fresh supply-chain disruptions could squeeze demand just as companies were betting on a broader recovery.
The renewed uncertainty followed US President Donald Trump’s declaration on Wednesday that the peace deal with Iran was effectively over, alongside Washington’s decision to end a sanctions waiver on Iranian energy supplies. The market reaction was swift. The Nifty FMCG Index fell 2.49% on Wednesday, underperforming the broader market as all 15 constituents declined, led by Dabur India, Hindustan Unilever, and Tata Consumer Products, whose shares fell 3-4% each. The benchmark Nifty50 ended 2.12% lower after renewed hostilities in West Asia pushed crude prices higher.
Executives and analysts said companies have little room to respond immediately, leaving them to closely monitor devel opments as risks to costs and consumer spending mount. “I don’t think companies can react on this kind of a short notice,” said Arvind Singhal, chairman of consulting firm The Knowledge Company. “It takes 2-6 months to make any change in your plans and strategy. I think right now the Indian FMCG (fast moving consumer goods) companies will be watching the progress of monsoon more carefully than the Strait of Hormuz.”
Even after the US-Iran peace deal took effect on 18 June, consumer companies were unlikely to have expected immediate relief, analysts said.
“While everyone hoped for a cessation in hostilities, smart management teams would work on the realistic expectation that even with a ceasefire, pent-up supply chain input costs need to be absorbed over time, and pricing plans must be factored accordingly,” Devangshu Dutta, founder and chief executive of consulting firm Third Eyesight, said.
“Given that the conflict zone is active, I don’t think there is any immediate likelihood of pricing freeze or reductions, even though demand in rural areas as well as in lower-income urban segments is likely to be hit from both sides ― earnings and expenses.”
Large consumer goods companies including Dabur, Emami and Godrej Consumer had recently told investors they remained confident about consumer demand, including in rural markets.
But the renewed rise in crude prices, coupled with erratic monsoons marked by rainfall deficit in some regions and flooding in others, threatens to complicate that outlook. Higher fuel costs could lift prices of crude-linked raw materials such as plastic packaging and ingredients used in soaps and creams, while persistent inflation could push consumers to cut discretionary apne ding and trade down even on staples.
Major consumer companies had already raised prices or reduced grammage across packaged food, beverages and personal care products in the March quarter.
“As far as the crude prices are concerned, that is probably the only variable where the government has to decide as far as pricing of crude or the petroleum in India is concerned,” Singhal said.
That comes at an awkward time for India’s largest consumer companies, including Hindustan Unilever, which had earlier this year told analysts they intended to drive growth through higher volumes rather than price increases. A renewed bout of inflation could undermine that strategy.
(Published in MINT)
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June 30, 2026
Vaeshnavi Kasthuril, MINT
30 June 2026, Mumbai
Advent International-backed Modenik Lifestyle Pvt. Ltd is doubling down on its portfolio of legacy innerwear brands, planning to scale each label into a sizeable business rather than rely on a single flagship brand.
“Each of the brands must grow big enough to be called a company of its own,” Shekhar Tewari, chief executive and executive director, told Mint.
The company has four brands: premium women’s innerwear label Enamor, value brand Slimz, mass-premium men’s label Dixcy Scott, and premium men’s innerwear brand Levi’s. “These brands are very strong in their respective segments. They complement each other rather than compete,” Tewari said.
Levi’s Innerwear is priced between ₹250 and ₹550, Dixcy Scott and Slimz between ₹100 and ₹350, while Enamor’s products start at ₹500 and go beyond ₹2,500.
The strategy comes as India’s innerwear market, particularly women’s lingerie, has become one of the country’s most fiercely contested apparel categories, with established retailers and digital-first brands vying for market share.
Modenik’s focus on innerwear deepened after private equity firm Advent brought Enamor and Dixcy together under Modenik Lifestyle, following its acquisition of Enamor from Gokaldas Exports in 2019.
Both brands had expanded into adjacent categories such as athleisure, loungewear, sleepwear and outerwear, but struggled to keep pace with rising competition from fashion retailers and digital-first brands. The company has since exited much of its outerwear portfolio, taking a revenue hit.
“We took a conscious hit on the top line because we wanted to become a focused innerwear company,” Tewari said. “If you’re trying to be everything to everyone, you end up not being known for anything. We wanted consumers to think of us first when they think of innerwear.”
Revenue has remained largely flat at around ₹1,200 crore over the past three years, though losses have narrowed sharply. FY25 revenue stood at ₹1,224 crore, while net loss halved to ₹24.8 crore from ₹50.8 crore a year earlier.
Modenik aims to outpace the industry’s single-digit growth by increasing branded penetration in women’s innerwear, expanding its premium portfolio and adding exclusive store network, expected to cross 100 outlets in the near term.
The company sees significant headroom in women’s innerwear, where it estimates the market at more than ₹20,000 crore, but organised brands account for only ₹3,000-4,000 crore. It expects formalization, premiumization and product innovation to accelerate brand adoption.
According to Devangshu Dutta, chief executive of retail consultancy Third Eyesight, the market’s increasing fragmentation makes a multi-brand strategy more effective.
“You can’t have one brand stretching across multiple segments. The product has to be different, pricing strategies are different, the messaging and the distribution channel mix also varies depending on the consumer segment you’re trying to target,” he said.
According to industry estimates, India’s innerwear market is valued at over ₹90,000 crore (about $10.9 billion) and is expected to grow at a 6-7% compound annual growth rate (CAGR) over the next decade.
Advantages and avenues
Tewari believes Modenik has structural advantages over many digital-first rivals. Unlike online-first brands that typically outsource manufacturing, the company controls product development and manufacturing while leveraging decades-old relationships with distributors, department stores, exclusive brand outlets and multi-brand retailers.
“Those capabilities have been built over decades. They cannot be replicated overnight,” he said.
The company is also expanding across channels. Enamor is available through 6,000-7,000 multi-brand outlets, nearly 80 exclusive stores, department stores, including Shoppers Stop, Lifestyle, Central and Pantaloons, besides online marketplaces and quick commerce platforms. E-commerce contributes over 30% of Enamor’s revenue.
Although digital commerce is growing rapidly, Tewari believes physical retail will continue to play a critical role in the category.
“Innerwear is a category that requires understanding of fit, size and functionality. Consumers still want to touch, feel and try products before making the switch from unbranded to branded,” he said.
Rather than pursuing acquisitions, the company plans to unlock growth from its existing portfolio.
The strategy comes as competition in India’s innerwear market is intensifying. Page Industries dominates through Jockey, while Reliance Retail, which houses brands such as Clovia, Marks & Spencer and Hunkemöller, acquired digital-first lingerie platform Zivame, and added premium lingerie brand amanté. Aditya Birla Fashion and Retail has expanded Van Heusen Innerwear, while Trent has strengthened its innerwear offering through its private label brands at Westside and Zudio. New-age brands such as Shyaway, Bummer and Nykd by Nykaa have also stepped up investments in their products.
(Published in MINT)
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June 22, 2026
Sharleen D’souza & Shivani Shinde, Business Standard
Mumbai, 21 June 2026
Online beauty marketplaces Reliance Retail Ventures’ Tira and Nykaa have a common mantra: growing in-house brands. Successful brand acquisitions and margin growth seem to fuel the push.
“With private labels, margins are better. It also helps both companies plug the gap in the market which other brands are not present in,” Devangshu Dutta, chief executive officer (CEO) of Third Eyesight, told Business Standard. Within in-house brands, products need some investment in research and development (R&D), he explained.
Harish Bijoor, brand and business strategy consultant at Harish Bijoor Consults, said that margins are better for platforms with in-house brands.“Typically most companies are getting insular. The idea is to own brands and own the profits from those brands. When you are a marketplace, you put in effort for other brands, this strategy helps marketplaces lock in on profits instead of losing out to other brands, which sell on the platform,” he said.
At the 49th annual general meeting of Reliance Industries (RIL) on Friday, Isha Ambani, executive director of Reliance Retail Ventures Ltd, and non-executive director of RIL, had laid out plans for Tira. “We will scale our own brands to consumers across India and beyond, ensuring Indian beauty prod-
ucts stand proudly alongside the world’s leading global giants.”
Its in-house brands include Puraveda, Pahadi Local, haircare brand Anomaly, which was recently acquired from actress Priyanka Chopra Jonas, and skincare and make-up brand Akind, which it co-created with Mira Rajput Kapoor. Its portfolio also includes Nails Our Way and Dream Immerse Play.
Ambani’s statement had come a day after Nykaa’s management had also hinted at expanding its in-house brands on its investor day on Thursday. The platform, operated by FSN E-Commerce Ventures, outlined an ambitious road map to become an over $5 billion beauty and lifestyle business.
The growth of Nykaa’s “House of Brands” is expected to be significant. The management aims to be the largest house of brands business in India by financial year 2030 (FY30). Management has guided toward a net sale value (NSV) compounded annual growth rate (CAGR) of 30 per cent over FY26-30, taking the NSV from Rs. 1,700 crore in FY26 to Rs. 5,000 crore by FY30.
The “House of Nykaa” GMV grew over 65 per cent in FY26, with an improvement in profitability. In a report on the company’s focus on in-house brands business, Motilal Oswal said, “House of Brands is expected to grow faster than the core marketplace business and become a meaningfully larger contributor to group revenues and profits by FY30. We believe profit contribution is expected to increase disproportionately, given the higher gross margins, stronger pricing control, and lower dependence on third-party brands.”
Nykaa’s platform creates a structural incubation advantage, it said. “Fashion today serves about 300,000 styles across categories, while customer discovery increasingly happens through content, personalisation, and creator-led commerce. This allows the company to identify emerging brands and categories early, before allocating capital behind them,” the report added.
As of the fourth quarter of financial year (FY26), “House of Nykaa” had 12 brands across Beauty and Fashion categories at various growth stages, and two successful acquisitions of Dot & Key and Earth Rhythm. Dot & Key has grown 13 times over the last three years, while Kay Beauty has grown three times over this period, said the company. During the Q4FY26 results, the company had said that the strong performance of “House of Nykaa” had impacted margins positively. P Ganesh, chief financial officer, FSN E-Commerce while explaining the margin growth said, “…with gross margin improving by 132 basis points
in FY26, led by strong performance of House of Nykaa and improved service income across businesses.”
For FY26, “House of Nykaa” delivered a strong Rs. 3,176 crore of GMV. “That’s an about 50 per cent year-on-year increase. Served more than 17 million consumers and expanded distribution beyond online as well to 150,000 GT doors. As a reminder, this unit includes brands across beauty and fashion, seven brands in Beauty and in Fashion five brands, with an increased focus on one in particular, which is Nykd,” said Adwaita Nayar, executive director, cofounder and chief executive officer, “House of Nykaa Brands”, during the fourth quarter results.
(Published in Business Standard)
