Eternal’s Q-commerce arm Blinkit rivals food delivery business in order value

The grocery stores caught the food in Zomato and blinked eternal eternal eyes, pointing to a turning point for the delivery giant, which brought everything from home to the kitchens that elected.

Eternal Fast Trade Kol Shadow, in April-June, except for discounts, net order value (except November-one more well-known food distribution work Zomato for the first time. LaTotal 10,000 Crore La20.183 Crore order value for a quarter, in a stock market on Monday, in a stock market that details 26 financial years. Fast trade is now almost half of Ebernal’s annual November of November 10 billion dollars and points to a major change in the company’s growth engines.

BISTRO FOOD INCREASES DISTRIBUTION LOSSES

2. In FY25 earnings, although he reported that he did not see “the future için for ultra -fast food distribution, he accelerated investments in Bistro, an eternal, 10 -minute dinner attempt under Blinkit.

Losses in food distribution business mounted for a quarter directed by the company’s investments in Bistro, which is a Capex-extensive initiative. Although Bistro operates under the blinking brand, the financial effect is reflected in the food distribution segment in Zomato’s reporting structure – this contributes to the sharp decline in profitability for this segment in the quarter of 26.

In the quarter MY26, eternal, 90% annually in the snow after the tax reported a sharp decrease. La25 CRORE, La253 Crore in the same quarter of last year. This abyss decrease in profit has largely moved to a model led by inventory for investments and preliminary costs of Bistro.

“The increase in three -month losses (in food distribution) is largely due to the investments in the food distribution service bistros of the 10 -minute food distribution service bistro that the kitchen infrastructure has largely blinking.

This renewed bet in Ultra fast dishes, although Zomato closes fast and daily services in the last quarter, is based on collection of restaurant and is considered to be incorrectly aligned with a long-term strategy due to bad customer experience and limited value. In contrast, the Bistro company is fully owned and operated by the company by control of menus, kitchens and delivery on the delivery of the first party from the first party to food delivery.

The company is now operating 38 kitchens of the company in Delhi-NCr and Bangalore-Capex-Heavy model that significantly contributes to increasing losses in this quarter.

“Although the customer side is quite strong, we need to find the answers to making money and find answers,” he said in his shareholder letter.

For FY26, La150 Crore losses were budgeted for Bistro, Nugget and Greening India initiatives.

Bistro targets affordable consumers looking for fast, snackable foods that are delivered in an affordable, home -style meals or less than 10 minutes.

The company’s food distribution business reported that there was a 13% increase in November. La8.967 Crore slowed down from 27% jump recorded compared to the previous year.

The company’s management said that there is a slight slowing in the number of customers trading and the number of application opening, but the demand returned.

During the call of the company, Kunal Swarup, President of the corporate development during the call of the company, said, “In the first three weeks of the quarter, we see better resurrection rates on a kind of growth (in food distribution) in the first three weeks of the quarter.

Fast trade growth caused by depth, not width

He said that blinking work continues to be scaled by deepening the existence in existing markets instead of geographical expansion.

“Most of our current growth still comes from the current polygons-even in this quarter, less than 5% came from the newly released areas.

Blinkit now serves the customers (MTC), which makes approximately 17 million months of transactions, and closes Zomato’s 23 million food distribution base rapidly. Dhindsa said that the overlap between the two customers is low, which shows that food and fast trade serves different use.

In spite of growth, Tier-2 and Tier-3 markets continue to cause loss due to the accumulation of front infrastructure and less used capacity.

Dhinda explained that our supply chain investment in the level of two and third cities is more green areas and therefore has a higher margin print in these cities in the short term. We build a brand new supply chain to better supply, but sometimes usage is even worse, Dh Dhinda explained.

Moreover, the blinking ultra fast (<15 minutes) remains dependent on the delivery and the Megasaver style does not have a plan to offer longer formats such as 30-40 minutes of delivery, Dhinda, the company does not see an opportunity in this segment, he added.

Inventory Ownership Effect on Hyperpure

For the next two or three quarters, Blinkit is going to have an inventory from a market model.

This change will directly affect hyperpuria, as most of the B2B buyers without restaurants are sellers on the eye blink platform. As a result, although the enterprise facing the restaurant will not be affected, Hyperpure’s non -restaurant income will decrease. Hyperpure is the separate B2B platform of Ebernal, which provides materials to restaurants.

The management said, “Some of these customers were on the market side. Now we are suppliers through our inventory,” he said.

Hyperpure’s total income increased by 89% annually LaIn a quarter of the FY26, 2,295 Crore warned that the company will soften this number as inventory -led model scales.