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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)
admin
October 24, 2025
Entrepreneur India
Oct 23, 2025
Indian consumers are increasingly opting for private labels and in-house brands over established ones, and retailers are taking note. According to EY’s ‘Future Consumer Index 2025’, more than half of India’s consumers are now choosing in-house brands over legacy labels.
The report highlights that 52 per cent of Indian consumers have switched to private labels for better value, while 70 per cent believe these in-house brands offer comparable or superior quality. Backed by this shift, retailers from BigBasket to DMart, and quick-commerce players like Zepto and Blinkit, are doubling down on their private label strategies, viewing them as a path to higher margins, stronger brand loyalty, and greater pricing control.
“Indian consumers’ growing preference for private labels reflects both short-term price pressures and a longer-term structural evolution in retail,” said Devangshu Dutta, CEO of Third Eyesight, speaking to Entrepreneur India.
Trending globally
The surge isn’t unique to India. A recent report by the Institute of Grocery Distribution (IGD) notes that globally, private labels now account for over 45 per cent of grocery volume and are expanding faster than legacy brands.
In India, this shift is becoming increasingly visible in-store. The EY report found that 74 per cent of consumers have noticed more private label options where they shop, and 70 per cent say these products are now displayed more prominently, often placed at eye level, signalling a strategic retail push.
Commenting on this trend, Angshuman Bhattacharya, Partner and National Leader, Consumer Products and Retail Sector, EY-Parthenon, said, “Consumer behaviour has traditionally evolved in response to changing economic situations, but the current shifts appear to be more permanent. Retailers are confidently launching private labels and allocating prime shelf space to them, while technology is enhancing the shopping experience by providing consumers with limitless options and the ability to compare products.”
From price-fighters to power brands
According to Dutta, private labels are no longer just “copycat” alternatives meant to undercut national brands.
“For retailers, not just in India but globally, lookalike private labels used to be tools at the opening price point to hook the customer, who saw them as credible, affordable alternatives to national brands,” he explained, adding, “However, as retailers have grown, they have gained both scale and expertise to widen and deepen their supply chains.”
Over time, he said, investments in formulation, packaging, and quality consistency have increased consumer trust.
“Private labels now compete on functional benefits rather than only on price, particularly in food staples and apparel, but also in brown goods and white goods, and increasingly in personal care and other FMCG categories,” he added. [Must read: “Private Label Maturity Model”]
Retailers scale up private labels
As demand for in-house brands grows, retailers are scaling up their strategies across sectors.
BigBasket, one of India’s largest online grocery platforms, reported that 35–40 per cent of its FY24 sales came from private labels like Fresho, BB Royal, and Tasties. The company aims to push this share closer to 45 per cent through expansion in frozen foods and ready-to-eat categories.
DMart’s private label arm, Align Retail, has reportedly more than doubled its sales in two years, touching INR 3,322 crore in FY25. The retailer’s in-house brands in staples, apparel, and home essentials have helped boost margins in a highly competitive retail landscape.
Zepto, the quick-commerce player, is taking private labels into the 10-minute delivery domain. Its brand Relish, focused on meats and eggs, has achieved INR 40 crore in monthly sales.
Meanwhile, Reliance Retail has also expanded its portfolio of private labels, including Good Life, Enzo, and Puric, across groceries, personal care, and household products, strengthening its broader FMCG play. In 2024, Reliance Retail’s Tira Beauty also announced the launch of its latest private label brand, Nails Our Way, signifying a major expansion in its beauty offerings.
Capturing a lion’s share in retail
Dutta noted that in India, private labels will remain a core pillar of modern retail strategy rather than a cyclical response to cost pressures.
“Consumers increasingly view retailers as brand owners rather than intermediaries. As private labels mature in branding and innovation, their growth aligns more and more with brand equity development rather than just opportunistic cost-saving,” he said.
From a retailer’s perspective, private labels deliver higher gross margins and greater strategic control, Dutta said. [Must read: “Private Label Maturity Model”]
Another report by the Private Label Manufacturers Association (PLMA), using Circana data, found that in 2024, private-label sales in food and non-edible categories grew faster than bigger brands globally. While figures vary by region and quarter, the pattern remains consistent: private labels are outpacing traditional FMCG growth.
Collectively, these shifts show that private labels are becoming a major revenue driver for retailers in India, and are fast evolving from value alternatives into brands with genuine consumer pull.
(Published in Entrepreneur India)
admin
September 17, 2025
Sowmya Ramasubramanian, Mint
17 September 2025
Snapdeal, run by AceVector, is relying on strong growth in fashion and apparel to strengthen its position in the competitive e-commerce space, especially during the high-stakes festive season when customer loyalty is low. According to CEO Achint Setia, the company has seen its fashion and lifestyle categories triple in growth this year, though exact figures remain undisclosed.
“Fashion has been a standout category this year and, in fact, has been possibly the fastest-growing one so far. Overall, lifestyle [including fashion, home decor, and kitchen] already accounts for 90% of our business today, and fashion is a major driving force,” Setia told Mint in an interview.
Setia was appointed to the role in January, replacing Himanshu Chakrawarti, who led Snapdeal and its subsidiary Stellaro Brands for three years. Setia has over two decades of experience across marketing and strategy roles in firms like Myntra, Viacom18 Media, and Zalora Group.
While the festival season is a key period for all consumer-facing brands and platforms, this year is important for Snapdeal as it is currently waiting for the Securities and Exchange Board of India (Sebi) clearance to list in the public markets.
“Approval from Sebi before the end of the financial year is crucial for Snapdeal. If they don’t get it, or if they have to refile, they’ll need to update their IPO documents with a full year of financial data. This means the festive season performance will be key in shaping investor sentiment, especially in a volatile market,” said a senior e-commerce executive, asking not to be named.
The firm filed its draft papers for an IPO reportedly to raise ₹500 crore through the confidential route in July, which allows it to withhold public disclosure of IPO details until later stages. Setia declined to comment on the progress of the filing.
Despite its early entry, Snapdeal is yet to make a mark among the top e-commerce players in the country by both market share and volume of transactions. For context, industry estimates show Flipkart as the market leader with 48% share, followed by Meesho and Amazon. The Indian e-commerce market is projected to grow at a compound annual growth rate (CAGR) of 21% and reach $325 billion dollars in 2030 as per an October 2024 report by Deloitte.
Founded in 2010 by Kunal Bahl and Rohit Bansal, Snapdeal was initially launched as a daily deals platform and later pivoted to a full-fledged marketplace in 2011. Over the years it raised more than $1.8 billion in funding from Softbank, Alibaba group, Foxconn and Blackrock among others. However, intense competition and the absence of a distinct growth strategy have gradually eroded Snapdeal’s momentum in the e-commerce space.
Snapdeal largely caters to cities outside metropolitan areas where value retail has picked up in recent years. Within this, fashion remains the top growth driver-with more than 80% of orders placed priced below 1599 and 80% of them com-ing from small town India, accord-ing to CEO Setia. “For us, it’s about the value-conscious mindset that could be sitting out of anywhere,” he noted.
Over the last few months, Snapdeal has invested substantially in in-house festive campaigns, as well as technology and tools for returns forecasting and logistics. According to Setia, it has also expanded its seller portfolio, adding more from key clusters like Tirupur, Surat, Ludhiana, and Agra.
According to a September 2024 report by market research firm Centrum, the mass-market fashion segment accounts for 56% of India’s total apparel market.
However, offline continues to account for more than half the sales, with Tata’s Trent, D-Mart, and Vishal Mega Mart offering a sufficient selection of price-conscious consumers in smaller towns.
While small-town India offers a wide online shopping-savvy market waiting to be captured, Meesho has raced past Snapdeal in those geographies, especially in value commerce.
“For a very long time, Snapdeal has been positioned as an e-commerce platform for Bharat, but it doesn’t necessarily hold a strong position. Meesho, Flipkart and Amazon have expanded their presence in these markets over the years, which means competition is so much more now,” said Devangshu Dutta, founder and chief executive officer at consulting firm Third Eyesight.
(Published in Mint)
admin
September 3, 2025
Aakriti Bansal, Medianama
3 September 2025
The Goods and Services Tax (GST) overhaul simplifies India’s tax structure and lowers prices for many goods. However, for e-commerce sellers, the change arrives at the worst possible moment. Platforms and sellers must adjust billing systems, invoices, and inventory records just as the festive season begins.
The festive period drives the highest order volumes of the year, and even minor disruptions in invoicing or compliance ripple through the system. Refunds get delayed, seller–platform relations strain, consumers face frustration, and penalties under GST law escalate. Moreover, the episode shows the fragility of India’s e-commerce compliance infrastructure.
Larger sellers can rely on manpower and technology, but smaller businesses remain disproportionately exposed. Platforms, meanwhile, cannot act as neutral intermediaries when their invoicing systems directly control seller compliance. The question now is whether the government, platforms, and sellers can move fast enough to make structural reforms without turning them into seasonal flashpoints.
What’s the News?
The GST Council, chaired by Finance Minister Nirmala Sitharaman, is meeting today and tomorrow (September 3–4), according to a report by Hindustan Times, to decide on a major overhaul of India’s tax system. The timing has already unsettled e-commerce. Platforms like Amazon, Flipkart, and Meesho are holding back on announcing festive sale dates, while sellers report uncertainty about how to handle inventory already billed at old rates.
Shoppers are delaying big-ticket purchases such as smartphones, televisions, and appliances, creating a visible slowdown in demand. Retailers are carrying higher stock levels, waiting to recalibrate pricing once the Council clarifies the new slabs. The pause comes just before the festive sales period, which typically contributes about a quarter of annual revenues for e-commerce platforms.
What the GST Reforms Are
The government has proposed collapsing the four-tier GST structure of 5%, 12%, 18%, and 28% into two slabs of 5% and 18%. A new 40% tier would apply to luxury and sin goods, replacing the existing compensation-cess mechanism.
If the Council approves, several categories will see rate changes. White goods such as washing machines, air-conditioners, smartphones, refrigerators, and televisions would move from 28% to 18%. Small petrol cars and motorcycles would also shift from 28% to 18%. Essentials including ghee, nuts, namkeen, packaged drinking water, and medical devices would drop from 12% to 5%. Everyday consumer products like toothpaste, shampoo, soap, and ready-to-eat foods would also move into the 5% bracket.
The 40% tier would target high-end cars, premium electric vehicles, tobacco, and pan masala. States have pushed back, warning of revenue losses, and discussions are underway on whether higher levies on luxury items or cess surpluses can offset the shortfall.
Implementation Challenges
Satish Meena of Datum Intelligence, a market research firm, flagged the absence of a transition window as “very tricky.” “Everyone wants to make the change because this is the peak sale time,” Meena explained. “But the challenge is how it will be implemented for goods already in warehouses. Once inventory has moved from the company to the warehouse under the old GST, how will you pass on the benefit to the customer?”
Devangshu Dutta, chief executive of Third Eyesight, a retail consulting firm, pointed to similar risks. “Sellers will need to rapidly adjust pricing strategies and inventory details, keeping in mind that the festive season is upon us,” Dutta explained. “One would hope that the changeover of rates doesn’t create supply unpredictability in this critical season.”
Abhishek A. Rastogi, founder of Rastogi Chambers, a law firm specialising in indirect tax and regulatory matters, warned about compliance fallout.“From a compliance perspective, the biggest challenge will be ensuring real-time alignment between product listings, tax rates, and invoices generated. Even a minor mismatch in billing, particularly during the high-volume festive season, could result in serious exposure,” Rastogi said.
Impact on Smaller Sellers
Experts agreed that smaller sellers carry the heaviest burden. “Larger sellers with manpower and technology will cope faster. Smaller sellers will face particular challenges,” Meena noted.
Dutta explained why smaller businesses feel the squeeze. “Businesses of all sizes face the burden of compliance and accurate reporting, but smaller businesses feel the impact disproportionately as their management resources are far more limited. Often it is the owner-manager, the most critical human resource in a small business, whose time gets sucked into ensuring the changes go through smoothly,” he said.
Moreover, Rastogi advised small sellers to act defensively. “Smaller sellers must ensure they maintain proper records of their communications with platforms, raise tickets on billing mismatches, and document tax advice received. Such proactive record-keeping will protect them if litigation arises later. They should also consider contractual safeguards when signing with platforms,” he said.
Platforms Under Pressure
Platforms also operate under strain. Meena pointed out that festive sales remain unannounced. “Typically, the sales should be in the week of October 13–14, or the following week. That has not been announced till now because of this GST issue,” he said.
Dutta argued that platforms must step in to steady sellers. “Sales, inventory, and return reconciliation is an ongoing issue and potential point of dissatisfaction among sellers. To avoid adding to this, e-commerce platforms need to provide enhanced seller support to smooth out the turbulence during the GST changeover,” he said.
Rastogi underlined that platforms share liability. “Legally, the burden to discharge GST liability lies on the seller. However, given that invoicing systems are often managed by e-commerce platforms, there is a shared responsibility to ensure the correct GST rate is applied. Any platform-level error that causes sellers to become non-compliant could become a contentious issue,” he explained.
He also laid out remedies. “Sellers impacted due to platform-level glitches can seek remedies under contract law and indemnity clauses in their agreements with the platform. They may also explore legal recourse if non-compliance is triggered without their fault. Ultimately, disputes of this nature will test how liability is apportioned between sellers and platforms,” Rastogi mentioned.
Consumer and Market Effects
The uncertainty already shapes consumer behaviour. “There is already a decline in demand over the last two weeks as customers are delaying purchases, waiting for festive discounts,” Meena observed. “If sales are pushed too close to Diwali, customers may move to offline stores where delivery is immediate and pricing on appliances can match e-commerce.”
Notably, Dutta pointed out that offline businesses could benefit. “Small offline businesses that don’t have GST numbers and don’t need to compile GST returns may be able to quickly benefit from lower input costs and may be able to become more price competitive,” he said.
Need for Government Clarity
Both Dutta and Rastogi called for immediate guidance.
Dutta warned that reforms must not create “supply unpredictability in this critical season.”
Rastogi pressed for intervention. “There is a strong case for the government to issue clarificatory circulars or transitional relief, particularly given the festive season volumes. Without such guidance, both sellers and platforms face a high risk of disputes, and the compliance ecosystem may be overburdened,” he noted.
Why It Matters
The GST reforms land as festive season spending sets the direction for the retail year. E-commerce platforms draw about a quarter of their annual revenues during this period, and sellers use these weeks to recover margins. Datum Intelligence estimates that online shoppers will spend around Rs. 1,20,000 crore in 2025, up 27% from 2024, with quick commerce taking 12% of that share. At this scale, even small invoicing or compliance errors can lock up billions of rupees in disputed sales.
The reforms already shape consumer behaviour. Shoppers hold back purchases while they wait for clarity on tax rates, and platforms face pressure to adjust quickly. If festive sales move closer to Diwali, buyers may switch to offline stores that match appliance prices and provide immediate delivery.
The rollout will show whether platforms and sellers manage a nationwide tax change in the middle of their busiest season or allow it to disrupt India’s largest online retail channel.
(Published in Medianama)
admin
August 5, 2025
Aakriti Bansal, Medianama
August 5, 2025
MediaNama’s Take: Swiggy is shifting from individual convenience to workplace capture. With DeskEats and Corporate Rewards, the company is embedding itself directly into the workday. This move is not just about food delivery. It is about becoming part of employees’ daily routines. More repetition leads to more orders, stronger retention, and access to a new layer of user behaviour: professional identity.
This approach draws from older models like office canteens and Sodexo meal cards. However, Swiggy reworks it for the app economy. Instead of fixed menus or closed ecosystems, it offers personalized choices tied to employer-subsidised benefits. That creates stickiness. When a company supports one app and offers discounts, switching becomes less likely.
The key question now is whether this integration creates lasting value or opens up new responsibilities. These include questions around consent, profiling, and where to draw the line between workplace systems and digital platforms.
What’s the News
Swiggy rolled out DeskEats, a curated food delivery collection for working professionals, in 30 cities and over 7,000 corporate hubs, according to Storyboard18. MediaNama also reviewed the feature on the Swiggy app. The collection includes categories like Stress Munchies, Healthy Nibbles, One-Handed Grabbies, and Deadline Desserts, aimed at common workday cravings.
During the pilot, DeskEats reached 14,000 companies and 1.5 lakh employees. Users can find it in the app by typing “Office” or “Work.”
Swiggy also launched Corporate Rewards, which lets users access benefits by verifying their work email. These include flat Rs 225 off food orders, Rs 2,000 off on Dineout, and Rs 100 off on Instamart.
On LinkedIn, Swiggy VP Deepak Maloo described Corporate Rewards as the professional version of its earlier Student Rewards program which offers perks like free deliveries, flat Rs 200 discounts, and deals starting at Rs 49, tailored for students aged 18–25 across India.
Financial Context
Swiggy may have launched DeskEats while under pressure to control its burn. In Q1 FY26, it spent Rs 1,036 crore on ads—a 132% jump and posted a loss of Rs 1,197 crore. DeskEats and Corporate Rewards offer a way to stabilise repeat orders without over-relying on discounts or ad spending.
The company’s adjusted Earnings Before Interest, Taxes, Depreciation and Amortisation (EBITDA) loss widened to Rs 813 crore. Overall, food delivery revenue grew by 20.2% year-over-year to Rs 2,080 crore, with order volume growing by 23.3%. At the same time, newer formats like ultrafast Bolt and SNACC are aimed at increasing consumption frequency and improving retention. These efforts signal Swiggy’s larger bet on everyday integration to drive value.
Platform Strategy and Corporate Integration
DeskEats gives Swiggy access to dense, time-sensitive demand during work hours. Devangshu Dutta, founder of Third Eyesight, says this helps streamline operations: “By integrating directly with workplaces, Swiggy can anchor itself in employees’ daily routines and provide a more predictable stream of orders.”
He adds, “Scheduled office meals create habitual consumption patterns and increase customer lifetime value, especially when the employer endorses a single platform and offers a favourable price-value mix.”
“This is the age-old model followed by contracted office canteens or cafeterias as well, but updated to the mobile app era, with more flexibility in terms of the items that an individual can order based on their own preferences”, Dutta added.
Furthermore Dutta opined, “Adoption is likely to be more in the larger cities where there is a greater concentration of demand and out-of-home consumption is higher among migrant professionals with high discretionary spending power.”
Data, Consent, and Workplace Targeting
To access Corporate Rewards, users verify with their work email. Swiggy hasn’t said whether it collects additional employee data or whether employers see usage metrics. It’s also unclear if enrolment is opt-in or automatic.
This concern mirrors recent questions raised about Zepto, which began recommending mood-specific product bundles like “Crampy” or “Ragey” based on user searches for PMS. Critics pointed out that such inferences may not be accurate and are often made without the user’s explicit awareness. Zepto’s privacy policy permits broad data collection, including health and behavioural patterns, but lacks clear disclosure on profiling. While Swiggy may not be doing this visibly, the direction of workplace-linked behaviour data raises similar concerns under India’s Digital Personal Data Protection Act (DPDPA), which still doesn’t regulate inferred or behavioural data clearly.
As this model scales, it raises questions under India’s DPDPA especially around purpose limitation and workplace-based profiling.
Why This Matters
Swiggy’s push into the workplace mirrors a broader shift across the food delivery market. Zomato recently launched ‘Zomato for Enterprise,’ a corporate food expense management platform that allows employees to charge business orders directly to their companies. With features like budgeting, ordering rules, and account toggling between work and personal use, Zomato is positioning itself as a paperless, digital alternative to legacy players like Sodexo. According to CEO Deepinder Goyal, over 100 companies have already onboarded the platform.
This move signals intensifying competition in the enterprise food space. While Zomato focuses on billing and reimbursements through employer-tied accounts, Swiggy is targeting recurring workplace consumption through curated menus and behavioural nudges. Both platforms appear to be building business-facing verticals that go beyond consumer ordering, aiming to lock in institutional clients and expand platform dependency within the workspace.
Unanswered Questions
MediaNama reached out to Swiggy with the following questions. The article will be updated when we receive a response:
Is Swiggy positioning DeskEats and Corporate Rewards as part of a larger shift into corporate benefits?
How do companies sign up for Corporate Rewards? Are there different plans or models based on company size?
What employee data does Swiggy collect when someone signs up using their work email?
Are DeskEats and Corporate Rewards linked to Swiggy One or any other paid subscription?
How many companies and users are currently active on DeskEats?
Does Swiggy plan to scale this into a standalone B2B vertical?(Published in Medianama)