With e-commerce and quick-commerce today accounting for 10% to 12% (versus 4% pre-pandemic) of FMCG sales, industry bodies and stakeholders are worried about the future of kirana stores, while some even believe these local dukaans might soon be at the brink of closure.
After the pandemic, kiranas, with over 30 million stores across the country, have seen up to a 30% decline in sales, on the back of aggressive discounting practices employed by online commerce platforms that offer FMCG products at lower prices and with a superior user experience compared to traditional legacy kirana stores, according to a recent Elara Capital’s report.
Meanwhile, the margin for these stores has also sharply declined from 18-20% pre-pandemic to 10-12%, at present.
All-India Consumer Products Distribution Association (AICDF), representing over four lakh retail distributors in India, has in fact warned that if q-commerce continues its aggressive expansion into non-metro markets, up to 20-25% of these outlets could shutter in the coming years.
AICPDF highlighted an ‘alarming’ trend of predatory pricing and deep discounting practices observed over the past few months, which they allege undermine the integrity of the established distribution network and erode brand value by creating unrealistic consumer expectations around pricing.
This echoes the similar sentiments shared by Union Minister Piyush Goyal, who specifically called out the e-commerce players for their predatory pricing and deep discounting models. The result of this is several government ministries are now assessing the impact of the rapid expansion of online commerce on traditional mom-and-pop stores or kiranas.
Read more: Government flags competition concerns amid quick commerce surge
“If things continue as they are, small retailers will become extinct over the next few years and an entire eco-system will be wiped out. It is difficult for kiranas to match the pricing offered by e-commerce giants who have deep pockets, large warehouses and a huge customer base all of which result in heavy discounts being offered to their customers,” says Natasha Treasurywala, Partner, Desai & Diwanji.
Additionally, lucrative offers to attract consumers by e-commerce platforms do raise concerns about predatory pricing. Such offers and pricing may fall within the ambit of anti-competitive practices, she notes.
Sahil Barua, co-founder and CEO of Delhivery, at a recent event, noted that quick commerce is eating into the share of traditional retail. Meanwhile, DMart executive admitted that the business has experienced a marginal hit due to the rise of quick commerce.
E-commerce giants, however, have always argued that their strategies promote competition and provide the best deals to their customers. Both Amazon and Flipkart declined to comment on this story.
The deep discounting strategies of large e-commerce platforms do create unhealthy competition for small retailers, as they struggle to compete on price. These discounts often stem from the ability to absorb losses through high-volume sales and deep capital reserves, which is a significant challenge for smaller businesses.
For their part, multiple retailer associations have already taken up these matters with OEMs to ensure that there is a level playing field for all the stakeholders. The objective is to make sure that the products are available online / offline at the same price ranges.
The need for reinvention for small retailers
While the rapid growth of e-commerce has increased consumer access and affordability, it is posing challenges to small stores, which operate on slimmer margins due to higher cost of operations.
However, small stores continue to thrive in segments where personalised service, immediate delivery, and localised offerings remain irreplaceable, adds Naveen Malpani, Partner, Grant Thornton Bharat.
The key is for these stores to adopt digital solutions and partner with delivery platforms to remain relevant.
Malpani says that while e-commerce presents competition, it is not an outright existential threat. Instead, small retailers can explore hybrid models to stay competitive.
Read more: Ahead of festive season sale, e-commerce giants under fire for discount practices
Experts suggest local traditional retailers or kiranas focus on building personalised service, building relationships, and creating a unique in-store experience that e-commerce platforms can’t replicate.
The need for co-existence
Not a threat, but some experts instead point out that the e-commerce is rather a boon for the kiranas and small retailers.
K Narasimhan, Advocate, Madras High Court, highlights that small sellers would not have had access to larger markets if it weren’t for platforms like Amazon and Flipkart.
“Yes, these companies are based in the U.S., but the sellers themselves are as Indian as they come. Sellers and brands select platforms that give them the best access to their target customers. The Indian retail sector is vibrant enough to accommodate everyone,” he said.
Shriram Subramaniam, founder and managing director of InGovern Research Services, goes on to add that online commerce sector has revolutionised business practices and has opened numerous commercial opportunities.
Both e-commerce and retail coexist and provide choices for consumers. The availability of online platforms has empowered customers across rural parts of the country with access to a wider range of products and services, often at competitive prices, he adds.
Albinder Dhindsa, CEO of Blinkit, said, “We know that we are not taking share away from kiranas, or from value focused large retail players like DMart. The value focused items available in these formats are hard to replicate in our business; especially in categories like staples, where price sensitivity is higher and we don’t have the ability to sell open stock keeping units (SKUs) that brick and mortar can. Most kiranas also offer personalised commerce, such as the khata system for their customers, while we sadly, aren’t able to,” while announcing the company’s results in August.
Aadit Palicha, Co-founder and CEO, Zepto, recently told media that quick commerce is still a fraction of modern trade size – but its sellers are seeing the share of modern trade decline. The platform is growing partly at the cost of modern trade, one part is coming from core e-commerce and the rest, a smaller portion, is coming from the disorganised markets.
It is to be noted that e-commerce marketplaces do not control pricing for the sellers, and the sellers themselves have control over their pricing. Many SMEs in India have established dedicated e-commerce teams while maintaining traditional sales channels. This dual approach allows them to manage their online presence, inventory, and pricing strategies independently. Many fashion and beauty SMEs have expanded their online presence by partnering with e-commerce platforms like Nykaa and Myntra.
SMEs can increase their stock-keeping units (SKUs), control pricing, and improve customer engagement.
The real threat
While the recent Competition Commission of India (CCI) report highlights anti-competitive practices by e-commerce giants like Amazon and Flipkart in favoring select sellers, the broader impact on small businesses is nuanced and more complex than it appears.
According to Vinod Kumar, President, India SME Forum, in India’s retail landscape, the majority of the sector remains unorganised, with small, independent, and owner-managed shops playing a dominant role. Traditional kirana stores continue to control a significant share of food and grocery retail, which comprises 65% of the sector.
Meanwhile, e-commerce thrives primarily in categories like apparel, accessories, and electronics, which constitute a smaller portion of these small retailers’ overall business. Therefore, the competition from e-commerce, though present, is relatively limited to certain retail segments.
Read more: Probe finds Amazon, Walmart’s Flipkart breach competition laws in India
The real competitive challenge faced by small retailers and kiranas stems from the rise of large, organised offline retailers such as malls and multi-brand chain stores like D-Mart or Star Bazaar, he adds.
These well-capitalised businesses can offer competitive pricing and a wider range of goods, attracting consumers away from traditional shops. As a result, kiranas are increasingly feeling the pressure from these offline giants rather than e-commerce platforms alone, Kumar shares.
For small retailers to protect themselves from the pressures of e-commerce, adopting a hybrid business model that integrates both online and offline sales is key. Meanwhile, adds Kumar, Small retailers can capitalise on their close relationships with customers and offer services such as home delivery, credit facilities, and personalised care that are often lacking in larger online marketplaces.