Quick commerce founders are signalling a strategic shift from speed-centric delivery to sustainable profitability, a move that will reshape last-mile logistics partnerships. Speaking at ETRetail's E-commerce & Digital Natives Summit 2026, founders building businesses across grocery, food and fashion argued that quick commerce has matured into a crowded marketplace where execution, not capital, will determine the winners.
The Shift to Profitability
According to Ayyappan R, founder and CEO of FirstClub Technology, "The first phase of quick commerce was about proving demand. The second phase is about proving business models." He added that companies can no longer rely on convenience alone: "Consumers don't stay because you deliver in 10 minutes. They stay because you consistently solve their needs. Loyalty cannot be bought forever through discounts—it has to be earned through value."
Aniket Shah, co-founder and CEO of Swish, echoed this view, stating that the race is no longer about who can deliver fastest but who can build the strongest operating engine. "Customers have already embraced instant delivery. That debate is over. The question today is whether companies can build profitable businesses while meeting those expectations," Shah said. He further noted, "The companies that survive won't necessarily be the ones spending the most on acquiring customers. They'll be the ones that execute better every single day."
Reshaping Consumer Behaviour Across New Categories
The conversation also highlighted how quick commerce is reshaping consumer behaviour beyond grocery into categories such as food, fashion, beauty, electronics and premium products. Akshay Gulati, co-founder and CEO of Slikk, which is betting on rapid fashion delivery, said consumer expectations have permanently shifted. "Instant commerce has fundamentally changed buying behaviour. Fashion has traditionally been a planned purchase, but consumers are increasingly treating it like an impulse category. That changes everything—from merchandising to inventory planning."
However, Gulati warned that simply promising speed would not create sustainable fashion businesses: "You cannot hide weak products behind fast delivery. Fashion still demands curation, healthy margins and inventory discipline. Speed amplifies a good business—it doesn't fix a bad one."
Implications for Last-Mile Logistics Operators
For logistics operators serving quick commerce players, the message is clear: partnerships must now support profitability, not just velocity. The founders acknowledged that as more brands flock to quick commerce, differentiation is becoming increasingly difficult. Instead of competing solely on assortment or discounts, they argued brands will have to build stronger identities, create exclusive products and use data more effectively to improve repeat purchases. This means logistics providers will need to offer flexible, cost-efficient solutions that align with clients' focus on unit economics. Delivery slot reliability, inventory accuracy, and return management become key value drivers as speed alone ceases to be a differentiator.
| Company | Founder/CEO | Key Statement |
|---|---|---|
| FirstClub Technology | Ayyappan R | "The second phase is about proving business models." |
| Swish | Aniket Shah | "The survivors will be those that execute better every single day." |
| Slikk | Akshay Gulati | "Speed amplifies a good business—it doesn't fix a bad one." |
Watch list
- As quick commerce players tighten focus on profitability, logistics contracts may shift toward performance-based pricing rather than volume-based discounts.
- The expansion into fashion and premium categories will require specialised last-mile capabilities such as garment handling, try-and-buy options, and reverse logistics.
- Data sharing between brands and logistics providers will become more critical to enable repeat purchases and loyalty programmes, potentially leading to deeper integrations.
