I still remember when Blinkit first launched their 15-minute delivery pilot in Bangalore. My IIM Bangalore classmates were debating it fiercely on WhatsApp—half excited, half sceptical, all with valid points. Some argued it was unsustainable, others like me called it revolutionary.
I was absolutely thrilled from day one. As Indians, we are naturally drawn to convenience and want everything instantly. The prospect of eliminating those tedious weekend trips to D-mart was liberating. No more circling parking lots, navigating crowded aisles, or waiting 15–20 minutes at checkout counters—those boring grocery runs always felt like such a waste of precious weekend time. Big Basket was delivering, sure, but it lacked that instant gratification factor we craved.
Blinkit, Swiggy Instamart, and Zepto totally changed my shopping habits. Initially, I stuck to groceries and daily essentials—milk, bread, vegetables. Then electronics started appearing on these platforms, feeding my greed for instant purchases. When apparels finally launched, I was delighted.
I remember anxiously ordering a dhoti-kurta at the last minute for our friend's housewarming ceremony. We had completely forgotten we needed traditional wear for the pandit, and within 30 minutes, problem solved!
The real gamechanger came when they cracked medicine delivery—a heavily regulated, complex category requiring prescriptions and compliance. Once they mastered that intricate system, fashion, and apparels seemed like child's play in comparison. What started as convenience had evolved into necessity, fundamentally transforming how we approach shopping and consumption.
As a fashion and retail professional, I see apparel as q-commerce's most lucrative opportunity. The impulse driven nature and event-based urgency of fashion category perfectly aligns with 15–45-minute delivery models. Unlike groceries buyers, fashion buyers willingly pay premiums for instant indulgence, driven by social media influence and last-minute requirements.
M-Now by Myntra highlights this potential, achieving higher ticket size (Order Value) and customer retention metrics that beats traditional quick commerce categories. Fashion consumers validate lower price sensitivity and stronger brand affinity, nurturing more expected and sustainable revenue generation.
This category solves q-commerce's core profitability challenge. High-margin fashion items offset expensive last-mile delivery costs, while frequent, higher-value orders improve unit economics. Fashion transforms q-commerce from a convenience play into a financially viable business model.