Hari Menon, CEO of Bigbasket and an e-grocery leader under the Tata umbrella, discusses the company's urgent shift towards quick commerce. He reveals how a pivotal email to employees marked a turning point as the brand grappled with its late embrace of fast delivery. Menon shares insights on the challenges of adapting amidst fierce competition from rivals like Zepto and Blinkit. He outlines Bigbasket's strategic plans to expand its dark store network and enhance customer experience, highlighting the vital need for a unique value proposition in a crowded marketplace.
Big Basket's delayed shift to quick commerce, previously seen as a fad, has resulted in a significant loss of market share, necessitating urgent adaptation.
Collaborating with Tata's brands aims to enhance Big Basket's value proposition, but internal competition complicates its ability to effectively compete in quick commerce.
Deep dives
Big Basket's Late Shift to Quick Commerce
Big Basket has recently recognized the necessity of transitioning to a quick commerce model after witnessing significant market movements from competitors like Blinkit and Instamart. The company's previous skepticism regarding the quick commerce trend held them back, as they initially viewed it as a temporary fad rather than a lasting shift in consumer demand. This delay has resulted in Big Basket losing significant market share, dropping to just 9% in an increasingly competitive landscape. The pressure from Tata's leadership reflects a critical need for Big Basket to accelerate its adaptation to quick commerce to regain relevance.
Challenges in Embracing Quick Commerce
Big Basket's cautious approach to embracing quick commerce stemmed from its longstanding commitment to slotted deliveries, which they deemed more profitable. Previous experiences with rapid delivery attempts left them cautious, causing internal resistance to swiftly integrate this new model. Despite a clear acknowledgment that the quick commerce landscape is no longer optional, fully aligning their leadership and operational strategies with this vision continues to pose a significant challenge. The reluctance to pivot quickly has hindered Big Basket's ability to match the velocity and adaptability demonstrated by its competitors.
Leveraging the Tata Ecosystem
Big Basket aims to capitalize on its affiliation with the Tata Group to enhance its market presence and customer engagement. By integrating Tata's brands such as Chroma and Starbucks into its app, Big Basket seeks to create a more compelling value proposition for consumers, although the execution appears convoluted with overlapping services. While the Tata reputation for quality could be an advantage, the internal competition within Tata's ecosystem complicates Big Basket's positioning in the quick commerce market. Ultimately, the effectiveness of these integrations in differentiating Big Basket remains uncertain as they strive to redefine their identity amidst fierce competition.
In January this year, nearly every single employee of the OG E-grocer Big Basket received an email from their CEO, Hari Menon. It was supposed to be a rallying cry. The Tata-owned e-grocery giant had finally—after much hemming and hawing—embraced quick commerce.
For a long time, Bigbasket didn’t care much for quick commerce. Menon himself dismissed it in April 2023 as unnecessary and “thrust upon” consumers.
But now the Tata board has had enough. Quick commerce isn’t just a fad anymore, it is the industry. Which is why, the pressure is on for Big Basket to make up for lost time and get back on the right track. And that’s going to take a whole lot more than just an email.
Tune in.
Daybreak is produced from the newsroom of The Ken, India’s first subscriber-only business news platform. Subscribe for more exclusive, deeply-reported, and analytical business stories.
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