MARKETING DECISION

Section: G Group: 1

Name Roll No

Adithya MR 2111451
Joshika Agarwal 2111452
Harsh Agrawal 2111453
Saloni Agrawal 2111454
Adithya Anand 2111455
Ankit Kishore 2111456
 Executive Summary
Problem Statement

How JioMart should fight stiff competition from other big players in the market, increase its
market share and customer base in online retail? What should be the target markets and
segments for JioMart? How should JioMart improve its distribution chain to provide more variety,
better quality of products, while increasing speed of delivery?

What we found

• JioMart has captured significant market share in e-grocery, is second only to Big Basket
• Issues with quality and availability of products, order cancellations, time of delivery
• Integration with WhatsaApp not fully successful so far
• The plans of leveraging kirana stores to increase scale, not yet materialized

Key Outcomes

The share of organized retail in India’s grocery market is only likely to increase in the years to
come. JioMart can use its retail footprint, execution prowess and deep pockets to its advantage
in this scenario. It must continue to fight out against stiff competition in the urban areas where
there is a concentration of demand, allowing for profitable operations. Concurrently, JioMart can
continue to develop its operations in 2-3 tier cities, where it is virtually unopposed. In this
segment, however, JioMart will need considerable effort to bring about change in buying habits
of the population through aggressive promotion. Since, it started operations only in 2020, it can
go without profits for a few years, with focus being solely on market share expansion.

JioMart will look to improve delivery efficiency, while improving the quality and availability of
products at par with competition. In terms of distribution, better integration with Kiranas to
make them delivery partners will be a key part of its plans. This will allow for agile and scalable
model and access to infrastructure which may take years to build from scratch, apart from huge
financial investment.
 Table of Contents

Executive Summary ........................................................................................................................ 2

5C Analysis ...................................................................................................................................... 4
Company ..................................................................................................................................... 4
Customer ..................................................................................................................................... 5
Collaborators............................................................................................................................... 6
Competitors ................................................................................................................................ 7
Context ........................................................................................................................................ 8
STP Analysis ..................................................................................................................................... 9
Segmentation .............................................................................................................................. 9
Targeting ................................................................................................................................... 10
Positioning ................................................................................................................................ 11
Branding ........................................................................................................................................ 12
Customer Value............................................................................................................................. 13
Marketing Mix ............................................................................................................................... 14
Product ...................................................................................................................................... 14
Price .......................................................................................................................................... 14
Promotion ................................................................................................................................. 16
Place .......................................................................................................................................... 17
Outlook ......................................................................................................................................... 19
References .................................................................................................................................... 20
 5C Analysis

Company
Product: JioMart is an online grocer with doorstep delivery service. It uses online to offline (O2O)
business model to connect consumers ordering online with local kirana stores and Reliance Retail
Stores selling offline. Reliance partnered with Facebook’s WhatsApp messaging service in April
2020, enabling small businesses to connect with customers. The hyperlocal platform is present
in 200 cities and towns across India, while local kirana service is present in 33 cities.

SWOT Analysis

Strengths Weaknesses
Past Ecommerce Poor customer service
experience
Delayed delivery
Global financial backing
Late Entry in the market
Deep discounting capability
Narrow product range
Access to 200+ cities compared to competitors
Existing Jio Customers. SWOT
Opportunities Analysis
Threats
Collaboration with local Established brands with
kirana loyal customer base
Cutthroat Pricing Strategies Regulations for e-
Directly link producers- commerce sector
consumers Customer retention and
Self service Stores loyalty

Financial Health: JioMart is a subsidiary of Jio Platforms Limited which is a subsidiary of Reliance
Industries. With investments worth Rs 1.52 lakh crores in 9 weeks from global players including
Facebook, Jio platforms enabled Reliance Industries to become net-debt zero. Hence, Reliance
Industries has a strong balance sheet and high liquidity which will facilitate the future growth of
JioMart.
Core Competencies

1. Established network of Reliance Retail: The presence of Reliance Retail physical stores
enabled JioMart to service 200 cities in the country
2. Collaboration with local Kirana stores: Instead of competing with local stores, Jio Mart is
digitally integrating merchant partners
3. Brand Awareness: Jio has become a household name in India since its launch in 2016.
JioMart is milking this brand value to attract consumers

Customer
Market Segment

Indian Households: Domestic consumption contributes about 60% to India's GDP and is expected
to grow into a $6 trillion opportunity by 2030[1]. To take advantage of this, JioMart launched with
a presence in 200+ cities backed by Reliance Mart and Reliance Fresh. Reliance Industries offered
discounts up to Rs. 3000 on pre-registration to acquire customers from the large 422 million
subscriber base of its Telecom vertical (Reliance Jio).

B2B Customers: JioMart is targeting small and medium retailers to obtain their inventory from
Reliance retail, thus expanding their customer base and revenue multi-fold.

Frequency of Buying and Brand Loyalty:

From our pilot interviews, most responses called out frequent cancellation of orders, delays in
order deliveries, and incomplete orders. This pushes customers to other alternatives. Given the
current inconsistent delivery pattern and quality of delivered groceries, brand loyalty may be
challenging to accomplish. Current JioMart strategy attempts to sustain brand loyalty solely
based on discounts on smaller orders set up to promote frequent ordering.

Customer Satisfaction and Perceived Value

JioMart’s biggest strength is its free delivery for no minimum order value. It must now identify
consumer needs and expand its portfolio into more significant areas such as consumer
electronics. It can also explore scheduled deliveries for premium customers to increase value
creation. Also, as per Alexa statistics, social engagement for JioMart is one of the lowest amongst
its competitors and can certainly be used to increase its social value[3].

Customer Insights based on Interviews Conducted

• People were already availing of online grocery delivery before JioMart and are satisfied
with their service
• Awareness about JioMart is either through online promotions or newspaper ads
• Most of the consumers started using JioMart because of their free delivery service with
no minimum order and because they serve products like fashion
• JioMart needs to improve themselves in terms of quality of goods sold, their delivery
speed, and after-sales/return service
• Big Basket and DMart come up as its biggest competitors with better customer ratings
• The average customer rating during the survey was found to be 3, which creates a lot of
room for improvement

Collaborators

Fig. 1: Collaboration structure

Procurement & Delivery Partners: Currently, the Kirana stores maintain limited inventory and
JioMart primarily relies on its own Reliance retail stores to accept and deliver orders. But as it
rapidly expands its business to new locations, it plans to build a strong network with local Kirana
stores across the country. JioMart, backed by Jio group, is supporting local Kirana stores further.
It extends credit to retailers, helps in goods procurement & delivery, supplies its own grocery
products, provides efficient inventory management, and, most notably, an extended customer
base. This collaborative network will be beneficial to all stakeholders.

Online collaborations: JioMart is collaborating with WhatsApp [5] to take customer orders online
by generating a link in WhatsApp to place orders. Once placed, JioMart involves the local stores
registered on its platform to pick up and deliver orders. With WhatsApp having more than 500
million Indian users [6], this move is a fantastic partnership that exposes JioMart to expanding
customer base.

Implications and future collaboration scope: With customers and retailers shifting increasingly
to digital platforms for purchases, JioMart can utilize this opportunity to expand its collaboration
strategically, increase its product base and build a lasting partnership.

JioMart must ensure that the local stores it collaborates with deliver on time in full (OTIF). But
customer dissatisfaction in order fulfillment can create an overall negative brand image not only
for JioMart but for the entire partnership network. Thus, while collaborating the company must
ensure that all its business partners are capable and trustworthy.

Competitors
At the time of its launch during the raging pandemic in May 2020 JioMart was touted to be the
next big player in India’s e-grocery market. Jio planned to leverage Reliance Retail as well as local
kirana stores, which account for 90% of grocery retail in India.

In the month of December 2020 JioMart serviced up to 5,00,000[4] orders on average every day.
JioMart’s Gross Merchandise Value (GMV) is estimated to be in excess for $375 Mn[4] crore for
the year ended March 31, 2021. During the same period, BigBasket, India’s largest e-grocer is
estimated to have reached a GMV of $1.15Bn[4].

JioMart is facing stiff competition from Amazon Fresh, Walmart owned Flipkart, Softbank backed
Grofers and Swiggy. However, its biggest competitor continues to be BigBasket (now acquired by
Tata Group). Unlike BB, JioMart does not allow its customers to select their preferred delivery
slot. Further, BB with more than 25,000 SKUs has a more diverse range of products than Jio.
Though Jio has surpassed BB’s daily orders, the average order value for Jio remains much lower.
JioMart’s strong point in this competition is its free delivery with no minimum order value.

Minimum Order Value for

Cities SKUs* Average Order Value (Rs.)
Free Delivery (Rs.)
10,000-
JioMart 200+ 00
12,000**

BigBasket 26 25,000 1,400-1,500 1,200

Grofers 39 3,000 1,500-1,600 800

*Stock-keeping Units; **Only grocery (Source: The-Ken)
The B2B Game: JioMart wants to become indispensable to the kiranas. They want the Kirana
store network in India to become delivery partners. Jio wants to push order fulfilment to kiranas
who will in turn order their own inventory from JioMart. This is where Jio will have to compete
with FMCG distributors as well as B2B e-commerce companies like Udaan and Amazon. Here
JioMart has been using the financial muscle of Reliance to undercut the price of its competitors
and win over more Kirana stores.

Context
Political: There has been an atmosphere of growing bitterness against Reliance Industries, with
a fragment of the society perceiving them to be profiteering from the change in policies. During
recent protests opposing Farm Laws in Punjab, Jio's infrastructure was also targeted. Such
negative media coverage might hamper the rapid adoption of Jiomart. India's new draft e-
commerce rules, which aim at consumer welfare, will also eat into JioMart’s profits as it proposes
stringent rules to prevent promotion of private labels.
Economic: As the second wave of the pandemic leaves India's economy in shambles, Jiomart's
success in its foray into consumer electronics would largely depend on the economic recovery.
However, Jiomart stands to gain a considerable portion of India's online grocery sales, which is
expected to grow at a CAGR of 30% and reach 359 billion dollars [7].
Social: There has been a surge in online orders for groceries because of covid induced lockdown,
as consumers choose these services for utility rather than price and selections. This trend,
coupled with Jiomart's claims of supporting domestic kirana stores, strongly positions it to further
capture the grocery market.
Technological: Reliance's deal with Facebook worth $5.7 billion has opened the door for JioMart
to reach the masses by allowing them to place orders through WhatsApp. JioMart, through
Reliance's recent purchase of a majority stake in JustDial, has the opportunity to expand its
offerings to B2B and B2C by integrating with JDMart.
Environmental: As investors and consumers' focus on environmental sustainability increases,
Reliance & Jiomart stands the opportunity to position itself as anti-exploitative by deploying its
farm to fork supply chain to support small farmers who follow sustainable farming practices.
JioMart would also be able to use Reliance Retail's E-waste recycling policy when it enters
consumer electronics.
Legal: The Competition Commission of India (CCI) has raised several red flags about the data-
sharing agreements between Jio and Facebook, which it reckons could lead to anti-competitive
practices. The sales of Future Retail stores to Reliance, which would strengthen the supply chain
of Jiomart, has been mired in controversies, with Amazon challenging the deal in the Supreme
Court.

STP Analysis

Segmentation
Geographic Segmentation: Though there has been some consolidation in Metros by established
players like Big Basket and Grofers, Jio still believes there is a large segment of untapped potential
left. However, Jio’s key focus would be in Tier-2 and Tier-3 cities in India, where there is virtually
zero competition in e-grocery delivery. By being the first entrant in these cities, Jiomart can hope
to capture a substantial piece of the pie. Its partnership with mom-and-pop stores and access to
the strong supply chain of Reliance Retail makes this segment a lucrative prospect for Jiomart.

Demographic Segmentation: JioMart’s integration with WhatsApp gives it a gateway to millions

of first-time smartphone users with limited Internet literacy. JioMart can use the existing Jio App
ecosystem (JioTV, myJio, JioCinema etc.) with millions of users to lure in first time customers,
thus drastically lowering its customer acquisition costs.

Behavioral Segmentation: While the average bill for BigBasket lies north of Rs. 1000, JioMart’s
numbers hover around Rs. 500. JioMart’s best bet is to target customers who buy small and buy
often. As a way of luring these customers, JioMart also offers free delivery without any minimum
purchase threshold, something none of its competitors do.

JioMart also has a unique segment that it is ripe for targeting, the kirana stores. The benefit they
can reap through this is twofold. The kirana store would begin off as sellers on the JioMart
platform and eventually transition into purchasers of Reliance’s private labels.

Targeting
JioMart has been venturing into the tier-2 and tier-3 cities in India, where there is minimal
competition, rapid urbanization, and digital transformation making it an ideal market to tap in.

Size: These cities are an expanding market for JioMart. By partnering with multiple local Kirana
stores, JioMart can cater to this expanding population and increase revenue growth.

Profitability: The secondary cities segment is a relatively lower-income segment than the
metropolitan cities. Rather than increasing order size with large scale discounts, JioMart's
strategy to target customers through small but repeat orders can maximize overall revenue.

Reachability: JioMart must use its available economic resource in a large-scale marketing drive
to establish its brand. As most non-metropolitan cities are just entering the online shopping
world, large-scale offline marketing (through supplier partners, Kirana stores, vernacular media
outreach programs, etc.) can reach the target audience better. With proper marketing, JioMart
can very well be the go-to brand in all the smaller cities.

Benefits demanded: The tier-2 and tier-3 segments require an easy purchase delivery
mechanism. JioMart can rightly provide this benefit by quick order processing through the
WhatsApp partnership. Also, neighbourhood Kirana stores can enable prompt delivery.

Sustainability: Keeping the local kirana stores satisfied with strategic offers and support can help
JioMart retain their support. In parallel, providing quick delivery and competitive pricing may
increase customer satisfaction. With no significant competition in tier-2 and tier-3 cities,
establishing a solid supply chain network can ensure long-term sustenance for JioMart.

Positioning
Symbolic Positioning: By providing deliveries in 200+ cities, JioMart has promoted
empowerment among Tier 2 and Tier 3 cities. Additionally, by allowing no minimum order value
it makes home delivery of grocery accessible to low-income consumers.

Functional Positioning: JioMart is available in cities where competitors like BigBasket, haven't
started establishing their base; thus, providing new services to areas with no competition. This
specifically became beneficial during the pandemic and allowed them to acquire a huge customer
base.

Experiential Positioning: This component is missing which can be explained by their low social
engagement score [10]. Once the social connection is established, brand loyalty and customer
referrals will take a leap.

Perceptual Map: Based on the following Perceptual Map we identify that JioMart ranks high in
terms of Minimum Order Value (MOV) and is only behind Amazon Fresh in terms of Accessibility
(City Availability).

Fig. 2 Perceptual Map

 Branding
• Reliance is using relianceretail.com to promote their new website of jiomart.com
• Social media platforms like Facebook and Instagram are being used to promote JioMart
products in a more attractive manner
• Promotional offers, like new user discounts and coupons for certain products, to
encourage more rapid purchase while maintaining the worth of products
• SEO (search engine optimization) of jiomart.com needs enhancement to improve their
website ranking and for more customers to visit the website
• Some important features of JioMart like selecting time slot preference, tracking system
and delivering products on time need to be updated.

Brand Resonance Pyramid

Fig. 3: Branding Resonance Pyramid

 Customer Value

Economic Value Functional Value Experiential

Creation Creation Value Creation
Deep Discounting Brand Awareness
Free Home Delivery
Offered certain A household name
Offers free delivery
products at a in the past 5 years
on all orders
minimum of 5%
without a minimum 414.9 million
below the MRP
order criterion customers in
Pay Rs 50 and get Telecomm
Only Ecommerce
goods worth Rs 150
grocer
Pre-registration
Perception of Jio
incentive plan that
allows users to save Placing orders on Affordability
up to Rs. 3,000 on WhatsApp Desh ki Dukaan
upcoming purchases Convenience Cater to the
Bulk Purchasing everyday needs of a
discounts Express Delivery common man in the
country
Middle Class families Express Delivery of
in India prefer within the 24 hours Comfort
buying groceries in Trust
bulk Point-of-sale (POS)
terminals

Recommendations for Improving Customer Values

1. Improving product range: Provide functional value by adding brands and products.
2. Improving delivery Speed: Since JioMart is currently being criticized for delayed delivery,
improving delivery speed will attract customers towards JioMart.

3. Improving Quality of Customer Service Easing the replacement and refund process is
essential to serve the value-conscious customers
 Marketing Mix
Product
JioMart’s service mix can be thought of as a hybrid offering because, while the quality and price
of goods being sold are key factors in driving consumer decision, there is also a significant focus
on the delivery experience, customer support and product returns & refunds. Its offerings are
also high in experience qualities, with the characteristics of goods and services being open to
customer evaluation only after the completion of purchase.

JioMart, after initially kicking off with grocery delivery, has now ventured into fashion, jewellery,
and electronics. In the grocery segment, it has 10000-12000 items catering to the diverse needs
of the Indian market. It also sells its inhouse brands in areas like food (snack tac, good life, desi
kitchen), personal hygiene & home care (puric, enzo, samvaad) and personal grooming (petals,
glimmer), thereby increasing the recall value of its sub brands.

However, through our survey of 100+ participants, we found out that more than 80% of the
participants viewed JioMart as a platform to purchase grocery, with none of them indicating that
they might consider buying fashion products. There appears to be a strong public perception that
JioMart is a grocery delivery company and JioMart’s offerings in other areas is not well known.
Though still in its infancy, unlike its grocery line, JioMart’s product lines in Fashion and Jewellery
are rather sparse. Thus, JioMart wants to succeed in the non-grocery segment, it must improve
its product offerings in those areas.

Over 35% of all survey participants were dissatisfied with the delivery speed of JioMart and the
fact that there were not given the liberty to choose their preferred delivery time. 30% of
participants were dissatisfied with the variety of products being offered and 30% were
dissatisfied with the discounts, indicating that JioMart’s huge geographic footprint could be
thwarting it from maintaining a variety of products across cities.

Price
The current pricing strategy of JioMart is that of free delivery on no minimum order value. With
aggressive discounts and offers, JioMart’s current pricing strategy is satisfying for most customers
as seen in the survey conducted, a visualization of which is given below:
 Percentage of Response
Price Satisfaction among Consumers
40

20

Extremely Dissatisfied Slightly Dissatidfied

Neither satisfied nor distributed Slightly Satisfied
Extremely Satisfied

Fig. 4: Survey Results: Price Satisfaction

Comparison of the pricing of JioMart against its competitors can be seen below:
Category JioMart Bigbasket Grofers DMart
Staples 31% 25% 29% 25%
Snacks 13% 13% 5% 13%
Dairy and Bakery 9% 3% 4% 9%
Home Care 23% 16% 15% 22%
Personal Care 24% 17% 15% 30%
Total 22% 16% 16% 22%
Fig 5: Discount Percentage of groceries across different categories as on July 15, 2021 by Jiomart and Competitors [9]

Thus, JioMart offers a discount of 22% which is similar to what its biggest competitor DMart is
offering. JioMart can have a further edge over DMart by offering more discounts on bulk
purchases, festive seasons and cashbacks.

Annual Speedy Delivery Subscription: Customers have usually complained about delayed
delivery and expressed dissatisfaction. Thus, we propose a premium subscription for 2-hour
doorstep delivery of groceries. As seen in the below table, more than 50% users would avail the
subscription. We believe this pricing strategy will earn extra revenue from loyal customers while
providing speedy delivery to those who need it.

According to our survey analysis, users are willing to pay a mean of Rs. 50 – Rs 80 per month for
the subscription. Bigbsket charges Rs 300/six months for the subscription. JioMart can introduce
a speedy delivery at nominal cost of around Rs 100 for 3 months. This provides a customer value
of (50 – 100/3), which is around Rs.17. Since the focus of JioMart is acquiring market share,
JioMart can also offer speedy delivery for free. Thus, a low pricing market penetration strategy
will allow JioMart to expand its customer base.

Willingness to purchase subscription

60

Percentage of response
40

20

Yes No

Fig. 6: Collaboration structure

Promotion
(The Promotion strategy described below is based on insights from a dynamic customer survey and is
subject to change in the future)

JioMart, being in the FMCG industry, faces a highly competitive market. The implication being,
its promotion strategy must be strong to influence significant customer influx. Based on the
survey research, nearly 35% of the consumers are unaware of JioMart. These consumers are
predominantly above the age of 35. Also, among those aware, almost 40% of the consumers are
aware of JioMart only through Jio products. On the contrary, Jio related applications are
associated only with 5% of the respondents.

Possible mediums for promotion

Jio Products
Facebook 6%
15%
TV
21%
Instagram
18%

Newspaper
18%

YouTube
22%

Fig 7: Possible mediums for promotion

Considering these insights, and based on Fig. 7, we believe JioMart can promote through
newspapers and other mass media options (nearly 40% of all respondents follow newspapers
and TV regularly). Such mass media options (including YouTube, which has 22% of all the
respondents), can expand JioMart to a larger audience.

More than 85% of all respondents (irrespective of age demographics) use WhatsApp frequently.
But 90% of them have never shopped through WhatsApp. This highlights the lack of awareness
among users about such a feature. Considering such a situation, JioMart must enlighten a
significant portion of the country on the feasibility and convenience of shopping through
WhatsApp. Half a billion of the Indian population uses the WhatsApp platform. By working with
WhatsApp and ensuring a seamless shopping experience, JioMart can very well increase the NPS
score of WhatsApp users to its advantage.

Also, among grocery shoppers, currently, 30%+ prefer local vendors and 20%+ Big Basket (JioMart
is less than 10%). Less than 10% have responded to JioMart. Here, we have to note that Big
Basket, in the past, was involved in a massive ad campaign with Bollywood star Shah Rukh Khan
and door-to-door marketing of BB Daily. This again reinforces that large-scale outreach
campaigns, through their partner Kirana stores and mass media, can help JioMart expand its
market share. Seasonal promotion events and associated ad campaigns (similar to Mega Sale)
can also garner new customers.

To sum up, we believe that the success of JioMart depends on how well it can reach a larger
section of society.

Place
JIO App & Whatsapp: JioMart is engaged in online delivery of groceries for orders received
through JioMart and messaging platform WhatsApp. As per the survey conducted, 85%+
respondents are frequent users of WhatsApp and most want to explore the idea of shopping
through it. JioMart must look to tap into the large WhatsApp user base in India, to increase its
reach and market share. As of now, WhatsApp can be used only to track status and enquire about
missing items. JioMart may have to explore full integration by embedding JioMart app within
WhatsApp.
Reliance Retail & Distribution Centers: At the time when JioMart was launched, Reliance had
about 800 supermarkets in 180 towns. The plan was to launch JioMart in the areas where there
was Reliance Fresh to leverage the physical infrastructure. Due to the limitations of this approach,
Reliance established a network of 52 Reliance Market outlets (these outlets are up to 40,000 sq.
ft) in 46 different cities. As JioMart grows its market, it could be feasible to establish more such
distribution centers, but till then it will have to work with its supermarkets in areas with less
demand. A wider distribution network will help improve product availability (45% of our survey
respondents were not satisfied with product variety and availability). Furthermore, it will help
improve the delivery speed, convenience (as of now, JioMart does not allow customers to choose
a date/time slot for delivery) and reduce order cancellations and delays.

Kirana stores as delivery partners: The share of organized retail in India’s huge grocery market
continues to be minuscule. At the time of its launch, JioMart planned to partner with and leverage
the network of 3 crore small Indian Kirana stores to digitally transact with customers in their
neighbourhood. However, till now these plans have not fully materialized. JioMart is working
with kiranas in only 33 out of the 200+ cities of its operations. It is very difficult to achieve
favourable unit-economics in grocery delivery, and this is where ties with Kirana stores will be
critical to the success of JioMart particularly in the 2-tier cities, concentration of demand may
not be enough to set up owned warehouses and stores. As per a survey conducted by Kotak
Institutional Securities[4] and quoted by The-ken.com:

• Sales representatives visit distributors once a month (desired frequency, once a week)
• 14 of 100 kiranas use the POS device installed by Jio, half of them had returned it
• 9500+ stores onboarded in Chennai, but less than one-third are doing active business

For successful implementation of its strategy, JioMart must improve its engagement with kiranas
and cut through the existing Kirana-distributor relationships. This will allow for an agile and
scalable distribution network (which could take years to build on its own), apart from the
opportunity to become suppliers to the kiranas.
 Outlook

India’s GDP is pegged at ~$2.8 lakh crores, of which household consumption expenditure forms
the biggest chunk (~60%). Grocery spending is one of the biggest items under household
consumption expenditure and was estimated at ~20% [10] of the GDP ($2.8 lakh crore*20% = $59
thousand crores) for the year 2019. Even with the emergence and success of several e-grocers,
the share of the organized sector in the grocery market remains very low. However, this is very
likely to change. As the economy develops and middle-class increases in size, the demand for
home delivery of grocery products is also likely to increase. The pandemic has even accelerated
this process. With the financial muscle power of Reliance, JioMart can focus on customer
acquisition, market development, and expansion, without worrying about the bottom line in the
immediate future. Improving product offerings in terms of quality, variety; providing timely
delivery would be the key to its success. This would further depend on how JioMart leverages the
existing network of kiranas to its benefit, while also maintaining owned distribution centers to
retain control over the supply chain. How JioMart will entice the customers in 2-3 tier cities to
change their shopping habits will also be important.
 References

[1] https://www.bain.com/insights/future-of-consumption-in-fast-growth-consumer-markets-india-wef/

[2] https://infokoala.com/how-will-the-entry-of-jiomart-change-the-indian-e-commerce-space/

[3] https://www.alexa.com/siteinfo/jiomart.com

[4] the-ken.com

[5] https://myjiomart.in/jiomart-business-model/

[6] https://www.indiatoday.in/technology/news/story/whatsapp-may-soon-touch-500-million-users-in-india-
despite-new-privacy-policy-claims-report-1758344-2021-01-12

[7] https://www.business-standard.com/article/companies/online-grocery-to-grow-8-times-in-5-years-in-india-
jiomart-big-gainer-121012400098_1.html

[8] https://www.alexa.com/siteinfo/jiomart.com

[9] https://thestrategystory.com/2021/07/17/jiomart-business-model/

[10] https://www.statista.com/statistics/1222343/india-grocery-spend-as-a-share-of-gdp/