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Mint
16-07-2025
- Business
- Mint
Are quick commerce platforms operating in a grey zone with the sale of cigarettes?
NEW DELHI : The rise of quick commerce platforms in India has changed the way consumers buy everyday essentials, but it's also raised tricky questions about the online sale of cigarettes, a heavily regulated product. Platforms, such as Zepto, Blinkit, and Swiggy Instamart, allow online purchases of tobacco products, typically using a combination of minimal branding, self-declared age verification, and disclaimers about delivery restrictions near educational institutions. On Android devices, cigarette sales often route through "Lite" apps or mobile websites, sidestepping restrictions from the Google Play Store, which bans apps promoting tobacco. On iOS, these transactions are mostly possible via the primary app. Most platforms facilitate the sale of cigarettes by displaying plain white packs with only the product name, rather than displaying any prominent branding. They also seek self-disclosures around age. Zepto goes further, prohibiting users from purchasing tobacco products on behalf of underage individuals and stating that delivery personnel may check PAN or Aadhaar cards and even take a user's picture for age verification. Some packs also carry the mandatory "cigarette smoking is injurious to health" warning. In India, the sale, purchase, and advertising of tobacco products, including cigarettes, fall under the purview of the Cigarettes and Other Tobacco Products Act (COTPA). Also Read: Yoga-wear brand Lululemon to launch in India in 2026, partners with Tata CLiQ COTPA broadly regulates tobacco, prohibiting smoking in public places, selling tobacco products within 100 yards of educational institutions, and restricting direct and indirect advertising and promotion of tobacco products. However, no Indian government notification or law explicitly bans the online sale of traditional tobacco products under COTPA, 2003. ITC executives were unavailable for comment. Philip Morris did not respond to emailed queries. 'Monitoring of tobacco-related violations under the National Tobacco Control Programme (NTCP) falls under the purview of the ministry of health. If any violation of the law is found, strict action is taken. The ministry of consumer affairs is also keeping a close watch on the sale of banned items such as cigarettes and e-cigarettes. If any online platform is found selling such banned products, action will be taken under the provisions of the Consumer Protection Act," said a senior consumer affairs ministry official. It remains a "grey zone" enforced through advisories and general interpretations of existing laws. Meanwhile, India prohibits the sale and advertisement of tobacco products to those under 18 years. According to the National Tobacco Control Programme and data available with MOHFW as on date, 4,433 cases of violation under Section 6 of COTPA have been registered for selling tobacco products to minors. Ban on advertising "It is relevant to note that COTPA in its present form does not specifically regulate the sale of tobacco products or their advertisement on e-commerce or quick-commerce platforms. However, the general prohibition under Section 5 shall be applicable to such platforms as they are suppliers of tobacco products. Similarly, it can be argued that since advertisements at physical stores are permitted, such products may be advertised on such platforms," stated Akshat Pande, managing partner, Alpha Partners, a New Delhi-based law firm. Section 5 of COTPA prohibits those involved in the production, supply, or distribution of tobacco products from advertising or promoting their consumption, whether in print, virtual, or any other form. Exceptions apply only to advertisements on packaging itself or at physical stores where products are sold, subject to certain conditions. Pande argues that relying solely on consumer undertakings (self-disclaimer) for age and location verification is problematic, as the sale of such products to minors or within 100 meters of an educational premises is strictly restricted. While some platforms mention ID checks, these are rarely enforced in practice, he notes. E-mail query sent to the ministry of health and family welfare (MOHFW) remained unanswered. Quick commerce platforms lend themselves well to the purchase of daily-use products, including cigarettes. Given their popularity across metros and diverse user base, such platforms essentially make access to cigarettes easier. Tanu Banerjee, partner at Khaitan & Co., also adds that India lacks a clear, standalone law explicitly regulating the online sale of tobacco products. "COTPA primarily focuses on physical point-of-sale restrictions and does not clearly prescribe specific digital disclaimers. Simple self-declarations may not be robust enough to ensure compliance, especially when age verification is left to user consent without technological checks," Banerjee said. Ad watchdog support Furthermore, the Consumer Protection (E-Commerce) Rules, 2020, outline disclosure requirements for e-commerce entities but do not specify disclosures for those selling tobacco products. Meanwhile, advertising watchdog the Advertising Standards Council of India (ASCI) acknowledges that current listings on quick commerce platforms generally appear to comply with rules that mandate point-of-sale information: merely listing the product type with health warnings, without promotional content, imagery, or slogans. "Current listings on quick commerce platforms appear prima facie to be compliant with the rules, which strictly mandate adhering to point-of-sale information: merely listing the product type with mandated health warnings and no promotional content, imagery or slogans encouraging tobacco consumption," said Manisha Kapoor, CEO of ASCI. She added that the ministry of health and family welfare has issued advisories against online tobacco sales, citing enforcement challenges and underage access risks. Enforcement is evolving, and new formats bring new challenges in regulation, said Kapoor. 'Platforms are encouraged to adopt a precautionary and responsible approach. This is especially important because gaps may exist in enforcement, particularly around age verification mechanisms. ASCI encourages platforms to remain open to additional measures as the regulatory landscape evolves," she added. Also Read: Prada delegation set to visit Kolhapur over ₹1 lakh 'Kolhapuri' sandals India has a large population of users who smoke regularly. In fact, according to the 2019-21 National Family Health Survey (NFHS-5), 38% of men aged 15 years and above in India use any kind of tobacco; the number was 8.9% for women. In fiscal year 2022-23, tobacco and tobacco products contributed ₹72,788 crore to the government's tax revenue. COTPA compliance India has stepped up measures in the past to deter people from consuming tobacco products. In 2023, the government extended the COTP (Cigarettes and Other Tobacco Products) film rules to OTT platforms, which became operative on 1 September these rules, all OTT platforms have to display anti-tobacco health spots, an anti-tobacco health warning as a prominent static message, and an audiovisual disclaimer on the ill effects of tobacco use as prescribed in the rules. However, Yuvraj Sharma, a Delhi high court advocate, said disclosures displayed by quick-commerce platforms fall short of full compliance with COTPA 2003. This may make access to tobacco products easier for minors. 'Section 6 squarely places the duty on the seller to ensure that tobacco is not supplied to anyone under eighteen years of age. A passive 'self-declaration" tick-box on a website or app cannot satisfy this statutory obligation. The same analysis applies under Section 6(b): the prohibition on sales within 100 yards of an educational institution binds the seller, yet the platforms shift the responsibility to the buyer by asking them merely to confirm their location. Such passive declarations do not discharge the statutory burden that inevitably rests on the seller," he said. Also Read: After Middle East, Reliance takes Campa to Nepal Email queries sent to Zepto, Instamart and Blinkit regarding the sale of tobacco products remained unanswered. Additional disclosures will materialise only when fresh compliance duties are imposed—either through court directives or new statutory rules, said Sharma. "In that landscape, Aadhaar-based or similar government-ID KYC at checkout appears increasingly plausible, as regulators look for concrete proof that sellers—not buyers—are bearing the statutory burden of keeping tobacco away from minors and other protected categories," he said. Meanwhile, the ministry of health and family welfare tracks violations related to the sale of tobacco products to those under the age of 18. Similarly, it acts against direct or indirect promotion through any form of advertisement that suggests or promotes tobacco use. (With inputs from Priyanka Sharma)
Time of India
15-07-2025
- Business
- Time of India
ETBWS 2025: Are Gen Z the Labubus of the modern world?
They are 377M strong in India; that's more than the entire population of the US. It's the generation that's already driving $860 billion of consumer spending in India. By 2035, every 2nd rupee spent in India is expected to come from this cohort. They are the hyperconnected world's main character energy, and marketers' next big case – Gen Z . At the recently concluded ETBrandEquity's Brand World Summit 2025 , marketing leaders from Swiggy Instamart, Dove (Unilever), Lay's (PepsiCo), Starbucks, and Burger King shared how each of them are listening and engaging with this generation. Here are key takeaways. Cute, monstrous, and hopeful Saumya Rathor, Marketing Director, Lay's India (PepsiCo), vividly characterizes Gen Z as the Labubus of the modern world — cute but monstrous. She echoed the sentiment of contradictions, noting Gen Z are 'the most judged generation but they judge the most,' and are both 'attention-starved' despite having much to do, yet also 'the most bored.' Despite these dichotomies, she expressed hope, seeing them as 'filled with positivity' even amidst their daily 'drama' and ever-evolving vocabulary. Keeping it real all the time Aakanksha Kumar, Global Brand Director – Dove, Unilever, emphasizes how Gen Z women are paving a way to appear effortless while often putting in significant hidden effort. Case in point, the famous 'no-makeup makeup' trend. This generation's curated online personas often hide the 'hustle' behind them, a stark contrast to older generations who often display their hard work. Mitali Maheshwari, Head – Product and Marketing, Tata Starbucks, has similar views. She observes that Gen Z desire raw, unfiltered customization and personalization. This goes beyond simple preferences, extending to questioning traditional norms. It's a generation that values the ability to make products and experiences uniquely their own, just like a cup of masala chai with oat milk. A chaotic generation with Canva skills Abhishek Shetty, Head – Marketing, Swiggy Instamart, describes Gen Z as a chaotic generation with Canva skills. He notes their ability to seamlessly shift between diverse content, from conspiracy theories to mindfulness reels and capitalist memes. A brand like Swiggy Instamart views them as a force to be reckoned with, constantly roasting, remixing content, and even starting trends. According to Shetty, the goal for brands is simply to keep up and avoid getting ratioed (where comments and shares outweigh likes, indicating negative sentiment). Kapil Grover, Group CMO, Burger King (Restaurants Brands Asia), makes similar observations. He says while Gen Z may have constant partial attention, this isn't superficial; there's always a purpose and engagement behind while they are multitasking. Co-creation, a cohort to stay Rathor from Lay's India (PepsiCo) says the way to understand the pulse of Gen Z is by listening to them. For instance, Lay's as a product is used in various street food in India, from sandwiches to dosas. There are innumerable content pieces around it — all organic. According to her, brands can't simply talk at them; instead, it's like a multiplayer game. Brands make a move, then Gen Z responds, and marketers must be ready for whatever comes their way. This playful dynamic fosters engagement and drives positive responses. Kumar of Dove (Unilever) candidly says marketers cannot be lazy anymore. The era of a single, year-long ad campaign is over. Brands have to shift to constantly generating engaging content rather than just creating content to beat the algorithm. For legacy brands like Dove, it's not about changing who they are but how they show up for Gen Z consumers, ensuring the communication aligns with Gen Z's preferred style. Dove, as an iconic brand with a long history, navigates the competitive personal care market to connect with Gen Z. She acknowledged the challenge of maintaining uniqueness in an era where authenticity and inclusivity are widespread. Cultural hijacking works Shetty of Swiggy Instamart agrees that one cannot be a 'broadcast brand.' Swiggy Instamart's internal strategy is to 'culturally hijack the conversation.' Gen Z don't just want to participate in brand conversations; they want to take over. Therefore, brands need to act like a friend who gets an inside joke to foster relatability. He shared a powerful example of a viral user-generated content (UGC) reel where a content creator organically integrated Instamart into his bulk-eating challenge. This low-cost collaboration outperformed many paid campaigns of the brand. Grover from Burger King adds that Gen Z are remarkably genuine and authentic in their views. In their recent campaign, users even compared Burger King's Korean burger with competitors in the same reel. This willingness to openly compare and offer unfiltered opinions, whether positive or negative, highlights Gen Z's demand for authenticity and transparency from brands. Brands must be prepared to take it with a pinch of salt and appreciate the honesty, believes Grover. The I word Brands in several categories such as beauty and food cannot do away with influencers. Gen Z is described as light-hearted and fun, necessitating a shift in a brand like Dove's content guidelines. Traditionally, Dove's visuals were a white world in a studio-like setup. Now, the brand encourages content creators to shoot in their authentic setups, recognizing that Gen Z values genuine environments over polished ones. This subtle but significant change allows for a more relatable and engaging experience, says Kumar. Dove aims to build longer-term relationships with influencers, viewing them as a personal army. This fosters genuine advocacy, as influencers want to be treated as 'real people' rather than mere content producers. In a recent campaign, Dove used the popular internet acronym BYOB and gave it a spin, calling it Bring Your Own Bar. At the event, influencers were encouraged to test their everyday soap against a Dove. Maheshwari of Tata Starbucks echoed this sentiment, stressing the importance of authenticity and credibility in influencer partnerships. Not so long ago, Tata Starbucks saw that their Gen Z customer base was increasingly drawn to single-origin and specialty coffees from around the globe. To push its blonde roast, the brand hosted an event where they invited influencers who genuinely cared about coffee. The content that came from this featured them tasting the blonde roast, and without any prompting from the brand, they started tagging others they knew would appreciate it. This organic sharing felt incredibly seamless and natural — almost like a friend recommending something they truly love, says Maheshwari. Vibe loyal vs. brand loyal With the problem of plenty in hand, can brands really gain loyalty from Gen Z? The answer is yes and no both. Kumar candidly says that traditional brand loyalty is a bit of a distant dream. She, Grover, and Maheshwari collectively believe Gen Z are vibe loyal. Rathor, on the other hand, shares her framework for earning Gen Z's 'STAN' (fan) loyalty, an acronym she uses: Storytelling: Connecting through human truthsTopicality: Staying relevant to their current livesAuthenticity: The 'buzzword' of the panelNo bull#%&*: Gen Z 'will see through lies completely' Shetty opines, Gen Z values energy over SKU and demands consistent authenticity. 'Otherwise, a brand can be easily replaced by an indie brand from Bandra,' he concludes.
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Business Standard
06-07-2025
- Business
- Business Standard
Flipkart takes quick commerce beyond metros, aims for 800 dark stores
Flipkart is staking its quick commerce future on India's smaller cities, targeting tier-2 and tier-3 markets that rivals have largely overlooked in their rush to dominate major metros. The Walmart-owned company's Flipkart Minutes service, launched 11 months ago, is already live in 19 cities including Ghaziabad, Guwahati, Jaipur and Kanpur, and aims to operate 800 dark stores by year-end. It has currently reached about 400 dark stores. The expansion is backed by a recent internal funding infusion of approximately ₹3,249 crore. This geographic strategy, which sets it apart from competitors focused on affluent urban consumers, is already showing results. The service is doubling its business every 45 days, putting Flipkart on track to challenge market leaders despite starting later in the 10-minute delivery race. Blinkit currently leads with 1,301 dark stores, followed by Swiggy Instamart with 1,021 and Zepto with over 750—giving Flipkart significant ground to make up in the competitive 10-minute delivery space. 'We are getting a very encouraging response,' Hemant Badri, senior vice-president and head of supply chain at Flipkart Group, told Business Standard. He said the traction in these smaller cities has exceeded expectations. 'We see that Flipkart's loyal customer base as well as new customers are trying it.' The battle for India's quick commerce market is intensifying as consumer expectations shift towards instant gratification. Flipkart's user base now exceeds 500 million across 95 per cent of India's pincodes, giving it a potential advantage in reaching beyond the urban centres where most quick commerce players operate. Fresh produce focus Positioning fresh produce and high-quality perishables at the core of its strategy, Flipkart is leveraging existing infrastructure—fulfilment centres, cold chain logistics, and a 120,000-strong gig workforce—to expand delivery capabilities in underserved markets. 'We are picking from farmers and there are very few players who would assure that quality,' Badri said, highlighting the company's farm-to-fulfilment model that anchors fresh produce offerings around cold chain reliability and affordability. The company sees quick commerce not just as an extension, but as an integrated offering aimed at delivering groceries and essentials within 10 minutes, particularly as India's festive season approaches. Multi-speed delivery 'Whatever you order till 1 p.m., you get it delivered on the same day across 20 cities,' Badri emphasised. To support this expansion, the company recently added a 450,000-square-foot fulfilment centre in Patna and is activating a 140-acre campus in Manesar. These infrastructure investments are critical as Flipkart heads into its flagship Big Billion Days sale around September. Automation drive Behind the expansion, Flipkart is investing heavily in AI and automation across its 100-plus logistics facilities. The company uses proprietary address intelligence models to flag inaccuracies and enable geofencing, allowing its last-mile fleet to operate more efficiently in smaller cities. AI-led replenishment systems predict demand and automate restocking—critical for the Minutes quick commerce model. 'It's very important to predict what is going to sell in which store,' Badri said. The company's Supply Chain Operation Academy trains around 15,000 individuals annually, helping standardise operations as Flipkart deepens its presence beyond major metros. This local workforce development creates job opportunities that allow workers to stay local rather than migrate to metros, Badri noted. Investment race The challenge for Flipkart will be maintaining its rapid growth pace while building the dense network of dark stores needed to compete effectively. With consumer demand spiking during festive periods, the company aims to scale consistently across 'more geographies' while enhancing 'execution, discipline and spread,' Badri said. Whether Flipkart's tier-2 and tier-3 city strategy can generate the revenue density needed to justify massive infrastructure investments remains the key question. But the opportunity is huge. The country's online retail market size may touch $325 billion by 2030—more than four times the $70 billion in 2022—mainly due to rapid growth of e-commerce in tier-2 and tier-3 cities, according to a Deloitte India report. This trend could validate Flipkart's geographic focus.
Business Standard
24-06-2025
- Business
- Business Standard
Frenchie X by VIP Clothing Limited Debuts in Kerala, Strengthening the Brand's Southern Stronghold
VMPL New Delhi [India], June 24: VIP Clothing Limited, India's heritage innerwear company, has announced the Kerala debut of its premium men's innerwear range Frenchie X, further widening the brand's national footprint. With this latest expansion, Frenchie X collections will be available in more than 40 key multi-brand outlets and large-format stores across Kochi, Kozhikode, Thiruvananthapuram and tier-II towns, taking the line's overall presence to over 140 stores nationwide. Launch follows successful roll-outs in Goa, Mumbai, Pune and Delhi; premium innerwear line now reaches 200 + outlets across the above mentioned cities. "Kerala has long been one of VIP Clothing's most vibrant markets, known for its discerning consumers and strong brand loyalty," said Sunil Pathare, Chairman & Managing Director, VIP Clothing Limited. "After the encouraging response in Goa and our rapid scale-up across Mumbai, Pune and Delhi, bringing Frenchie X to Kerala was the natural next step. Shoppers here can now experience premium fabrics, futuristic waistbands and fresh colour stories--everyday essentials that combine comfort with style." Meeting demand, online and offline: The Kerala launch is part of VIP Clothing's dual-channel growth blueprint: expanding shop-floor visibility while accelerating e-commerce and quick-commerce tie-ups. Earlier this year the company partnered with Swiggy Instamart and Zepto to deliver select Frenchie X styles in under an hour, a service that will now cover major Kerala pincodes. Innovation-led portfolio: Frenchie X features micro-modal and cotton-elastane blends, moisture-management finishes and signature gradient waist elastics tailored for India's humid climate--attributes that resonate with Kerala's coastal consumer base. The range spans briefs, trunks, vests and gym vests, each offered in multiple colourways. Looking ahead: "Our aim is to be wherever the modern Indian man shops--whether that's a neighbourhood MBO in Thrissur or a smartphone screen in Thiruvananthapuram," Pathare added. "Customers can expect continual design upgrades, new category entries and deeper market penetration throughout FY 25-26."
Time of India
11-06-2025
- Business
- Time of India
10-minute delivery boom fuels hyperlocal warehousing surge in urban and tier-2 cities
HighlightsThe demand for hyperlocal warehouses in India is outpacing supply, driven by quick-commerce platforms such as Blinkit, Zepto, Swiggy Instamart, and BigBasket Now aiming to deliver products within 10-15 minutes. As quick-commerce companies expand, they are repurposing underutilized spaces like old neighborhood shops and defunct service apartments into efficient micro-fulfillment centers, which are essential for meeting the growing consumer demand for rapid delivery. Industry experts predict that India will require over 12 to 15 million square feet of small-format warehousing space in the next three years to support the projected growth of the quick-commerce sector, which is expected to reach $5.5 billion by 2025. The booming quick-commerce (Q-commerce) segment in India is fueling a rapid rise in demand for small, hyperlocal warehouses outstripping the supply. As platforms like Blinkit , Zepto , Swiggy Instamart , and BigBasket Now race to fulfill deliveries within 10-15 minutes, last-mile fulfillment centers—tucked into basements, small plots, and underutilized urban properties—are becoming critical infrastructure across metro cities and Tier-2 locations. According to experts, the demand is three times that of the new wave of hyperlocal warehouses—often no larger than 2,000 to 8,000 sq ft— located within dense residential neighborhoods. Additionally, underutilized spaces – such as old neighbourhood shops, defunct service apartments, and ground-floor office spaces – are being converted into highly efficient and profitable micro-fulfilment hubs. This 'The strategic repurposing allows the establishment of a dense network of hyper-local fulfilment centres, bringing inventory closer to the customer than ever before. This model not only optimizes delivery times to within minutes but also significantly reduces last-mile logistics costs, making quick commerce economically viable and scalable in densely populated urban environments,' said Anshuman Magazine, Chairman & CEO - India, South-East Asia, Middle East & Africa, CBRE The business model behind quick delivery is based on rapid inventory turnover and proximity to the customer base. As a result, companies are leasing multiple, small-format spaces instead of large centralized hubs. Each warehouse typically serves a radius of 2-3 km, enabling delivery within 10-12 micro-fulfillment centers stock fast-moving consumer goods (FMCG), fresh produce, snacks, and beverages that can be delivered within minutes of order placement. Additionally lack of financial visibility for landlord and large corporates are making it difficult to attract a complaint property. According to J P Morgan, Zomato-owned Blinkit and Swiggy Instamart are accelerating the pace of dark store network expansion, while the IPO-bound Zepto is slowing down. It had earlier said in 2024 that the total count of dark stores will reach 700 March 2025. A recent research note from a global brokerage firm said that both Blinkit and Instamart added over 150 dark stores during the January-February period, while Zepto experienced a slowdown in its dark store additions. The brokerage estimates that Blinkit currently operates the largest dark store network in the country, with approximately 1,229 stores, surpassing Zepto, which has 1,147 dark stores. Additionally, these companies have reportedly reduced the average delivery time to under 10 minutes in over 70% of their active zones. 'Q-commerce companies are not just tenants anymore; they are now driving demand and influencing micro-markets,' says Vijay Ganesh, Managing Director, Industrial & Logistics Services, Colliers India . 'We are witnessing increased lease activity in areas like Andheri (Mumbai), Koramangala (Bengaluru), and Kukatpally (Hyderabad), where even ground-floor retail and idle parking spaces are being converted into dark stores.' While metros remain the hotbeds of Q-commerce activity, the next wave of growth is firmly taking root in Tier-2 cities such as Jaipur, Coimbatore, Nagpur, Lucknow, and Surat. Improved digital penetration, rising disposable income, and consumer demand for convenience are driving expansion beyond the traditional top six cities. Coimbatore and Indore are seeing a spike in short-term leases for 1,500–3,000 sq ft units. These aren't just warehousing deals—they are hybrid agreements with retail landlords looking for steady rentals in high-footfall areas. Local developers and real estate investors in these cities are increasingly converting underutilized properties into rentable dark store formats. In Jaipur, for example, a former banquet hall near Mansarovar was recently repurposed into a 24/7 fulfillment hub for a grocery delivery firm, generating a 20% higher rental yield than its previous use. As India's first integrated supply chain infrastructure platform, IndoSpace has set up its first such format–INLOGIS Chembur—a 150,000 sq. ft in-city warehousing hub in Mumbai. IndoSpace is scaling this model across major metros to unlock proximity, reduce delivery times, support hyperlocal fulfilment, and power the future of last-mile logistics. ' 'Designed for high-efficiency delivery with features like cargo elevators, EV charging, and solar panels, it caters to the surging quick commerce market projected to triple by 2027. With unit sizes from 5,000 to 35,000 sq. ft, INLOGIS enables rapid service to over half of Mumbai', said a source. The rise of hyperlocal warehousing is also subtly impacting rental dynamics in urban pockets. Rents for ground-floor spaces in residential-commercial mixed-use zones have jumped by 10-18% in key micromarkets since 2023, according to Knight Frank. 'We believe the future of urban logistics lies in Grade-A in-city warehousing and micro fulfillment centers,' said Vamsi from Sumadhura. 'With the Q-commerce boom driving demand for over over 10 dark stores per cluster in some metros, there's a clear need for optimized, compliant, and scalable urban logistics hubs. We are seeing strong traction for shared 3PL platforms, and our goal is to build flexible, multi-tenant spaces that enable this shift. By embedding hygiene, safety, and automation-readiness from day one, we aim to offer long-term value to operators. Our investment case shows these hubs can deliver returns on par with top-tier commercial assets,' Vamshi Karangula Vice President Sumadhura Group According to experts, demand for hyperlocal warehouses is poised to grow in tandem with the Q-commerce sector, which is projected to reach $5.5 billion by 2025, according to RedSeer Consulting. Industry estimates suggest that India may require over 12–15 million sq ft of small-format warehousing space in the next three years to meet delivery demand from urban and Tier-2 consumers. For developers, especially in land-constrained metros, this opens up a new monetization avenue. Even older commercial buildings, retail stores, and standalone houses can be repositioned as revenue-generating micro-hubs. 'Dark stores thrive on speed and efficiency, typically holding just 2–3 days of inventory to meet rapid order turnover. Their ability to pay higher rentals is driven by location—delivery time and household reach matter more than size. With limited organized supply, many are set up in repurposed residential, retail, or workshop spaces across cities,' said Chandranath Dey , India Head - Operation & Business Development, Logistics & Industrial, JLL. As the 10-minute delivery race heats up, India's real estate sector is not just enabling the change—it's being transformed by it. Quick-commerce platforms initially focused on groceries, fresh produce, and essentials are now diversifying their offerings to include electronics and personal care items, among other products."
