Under the Scanner: Is Quick Commerce Really the Villain?
Guest article by Nikhil Kamat
Top 3 Concerns in the Spotlight — Pricing, Quality, and Cash Burn
Quick commerce has become a lightning rod for criticism — from Twitter threads to boardroom conversations. But are these concerns truly valid, or are we missing the bigger picture?
Let’s break down the top three concerns currently dominating the media narrative:
1. Pricing Models: Convenience Comes at a Cost
Quick commerce was never meant to serve the entire market — it was designed for convenience-first consumers, and convenience comes at a premium.
Expecting deep discounts and rock-bottom prices defeats the purpose. There is no forced buying here — it’s a choice.
Want something delivered to your door in 10 minutes? Pay for the premium. If not, a quick walk to the store does the trick.
Criticism around pricing often contradicts concerns about cash burn. You can’t demand both ultra-low prices and sustainable business models.
2. Quality: Non-Negotiable — And Rightly So
This is one area where the criticism holds ground. When customers buy from a dark store, they give up the ability to handpick items. In return, they expect high-quality, consistently fresh products — and that’s non-negotiable.
For a premium service, quality control must be uncompromising. Quick commerce brands need to double down on training, packaging, and logistics standards to earn consumer trust.
3. Cash Burn: Every Startup Pays the Entry Price
Cash burn is a rite of passage in the early stages of any disruptive business. Quick commerce companies are no different.
Most are investing 70–80% of their budgets into brand building and awareness — not just discounts. These are strategic investments for long-term gain.
Importantly, many FMCG brands are seeing significant revenue growth through the quick commerce channel — a validation of the model’s potential. As the ecosystem matures, expect cash burn to decline over the next 2–3 years.
Beyond the Hype: Other Key Considerations
1. Job Creation & Economic Impact
“TeamLease estimates the sector will employ 5–5.5 lakh people by 2026, up from the current 3.25 lakh, with around 2.5–3 lakh outdoor delivery workers and 70–75k staff in dark stores/warehouses.”
That’s millions of livelihoods, many of them entry-level jobs that are lifting families out of poverty.
The gross monthly earnings in the sector average around ₹21–22K, consistent with data from Morgan Stanley and LinkedIn (₹21,402/month).
2. Eco-Friendly Deliveries
Quick commerce companies are increasingly relying on green, electric vehicles for last-mile delivery. Not only does this reduce emissions, it also saves customers’ fuel costs in the long run.
3. Time is Money
Consumers today are time-starved. Quick commerce delivers more than groceries — it delivers time back to your day.
Whether it's helping working parents, seniors, or busy professionals, the value of saved time is real and often overlooked in the debate.
Conclusion
Quick commerce is not without its challenges — but the narrative needs balance. While valid concerns exist around quality and sustainability, pricing expectations and cash burn critiques often miss the context.
This isn’t a broken model — it’s a young one. And like any new industry, it needs time, clarity, and constructive feedback, not just criticism.