A

PROJECT REPORT
ON

Customer's Preference for Quick Commerce

Platforms V/s In Store Shopping
Project submitted in partial fulfillment of the
requirement for the award of the degree of
MASTER OF COMMERCE
(HONOUR SCHOOL- FIVE YEAR INTEGRATED COURSE)
SUBMITTED BY:
Gurleen Kaur
M.Com Honour FYIC-5th year, 9th semester
Exam Roll No.106336
University Roll No.21051247
SUBMITTED TO:
Professor JASMINE KAUR

1
 Declaration
I Gurleen Kaur, hereby declare that the project titled Customer’s
Preferences for Quick commerce platforms verses In store shopping is
undertaken by me.
The information, data and interpretations provided in this project are
genuine and based on my thorough research. It has not been earlier made
for this degree.

Date:
Signature of the Candidate:

2
 ABSTRACT

The purpose of this research is to find out what is the usual preference of
The Punjabi university students in Patiala, Punjab between
In store shopping and Quick commerce platforms (e-commerce).

In our modern world, technology is rapidly changing. After the rapid

Growth of the Internet Most of the businesses change into a new set of
Innovating process. It is called Q-commerce (Online market) it is a
process of Buying and selling with the use of technologies. Also most of
the businesses are constant in the use of In store shopping Market (In
Store Shopping) because of its advantages. In store market also known as
"Brick and mortar" means a In store shopping businesses who have a
actual physical stores.

The aims of this project is to identify which one of the market Structures
Are mostly used on this day and have the advantages to take into a new
level. The respondents of this study are the Students of Punjabi
University.

A survey questionnaire was used to gather data from the respondents.

According to the results, gender has nothing to do with the preferences of
the students in terms of choosing and buying products either online or
traditional. While Age has something to do with the consumer’s
preferences in terms of buying products either online or traditional.

3
 ACKNOWLEDGEMENT
I express my sincere thanks to my project guide Prof. Jasmine Kaur for
guiding me right from the inception till the successful completion of the
project.
I sincerely acknowledge them for extending their valuable guidance
support for literature critical reviews of project and the report and love all
the moral support she they had provided to me with all stages of this
project. I would also like to thank the supporting staff of Commerce
Department for their help and cooperation throughout our project.

Signature of the student

Name of the student

4
 TABLE OF CONTENT
Sr.No. Description Pageno.
1 Chapter 1 INTRODUCTION 6-25
 In-store Shopping
 Quick Commerce
 Top Q-commerce Platforms
 Factors driving popularity of Q-commerce

2 Chapter 2 LITERATURE REVIEW 26-33

3 Chapter3 RESEARCH METHODOLOGY 34-42

 The Problem and its background
 Statement and Hypothesis
 Conceptual Framework
 Objectives of the study

4 Chapter 4 DATA ANALYSIS & INTERPRETATION 43-62

5 Chapter5 FINDINGS, SUGGESTIONS AND 59-62

CONCLUSION
6 ANNEXURE 63-67
 References

5
 Chapter 1: Introduction
In Store Shopping
In-store shopping is the traditional, brick-and-mortar retail experience
where customers physically visit a store to purchase goods or services. It
is a tangible and interactive process that predates e-commerce and
continues to be a crucial part of the economy. For many, the physical
shopping experience is more engaging, offering immediate access to
products and the ability to interact directly with merchandise and staff.
The in-store shopping experience is defined by several key features:
 Physical presence: Customers can see, touch, smell, and test products in
person before making a purchase. This is especially important for items
like clothing, where fit and material are critical, and electronics, which
can be demonstrated.
 Immediate gratification: Shoppers can take their items home
immediately after purchase, with no waiting time for delivery.
 Personal interaction: In-store shopping allows for direct, face-to-face
communication with sales associates. This provides customers with
personalized assistance, recommendations, and expert advice that can be
harder to replicate online.
 Sensory experience: Retailers use visual merchandising, store la
Customersts, and even sensory cues like music and scent to create a
stimulating and engaging environment. This can turn a shopping trip into
a leisurely or recreational activity.
 Reduced security risk: Transactions are handled physically in the store,
which minimizes the risk of online fraud and security breaches associated
with sharing financial data over the internet.

6
 Limitations of in-store shopping
Despite its unique benefits, in-store shopping has several drawbacks,
particularly when compared to e-commerce:
 Limited selection: Physical stores have finite shelf space, restricting their
inventory. Shoppers may not find the specific color, size, or style they are
looking for and may need to visit multiple locations.
 Inconvenience and time consumption: An in-store shopping trip
requires travel time, navigating crowds, finding parking, and waiting in
checkout lines. For many, especially during peak hours, this is a
significant inconvenience compared to the 24/7 accessibility of online
retail.
 Higher prices: Brick-and-mortar retailers have high overhead costs,
including rent, utilities, and staff wages. These costs are often reflected in
higher prices compared to online stores, which operate with lower
expenses.
 Risk of sales pressure: Some customers feel uncomfortable or stressed
by sales associates who work on commission and may push them to buy
more than intended.
 Limited hours: Physical stores operate during set business hours,
meaning they are not always open and accessible when customers want to
shop.
 Travel and logistics: For specialty products not sold in a shopper's
immediate area, buying in-store can require traveling a long distance,
which adds time and cost.

7
Quick Commerce (Q-Commerce)
Quick commerce (Q-commerce) is a rapidly growing segment of the e-
commerce industry that focuses on delivering products to consumers at
unprecedented speeds, typically within an hour or less. Unlike Instore
shopping e-commerce, where delivery times can range from a few days to
a week, this ultra-fast delivery model is driven by the rise of hyper-local
distribution centers and advanced technology that allows retailers to fulfill
orders more efficiently and quickly than ever before. At its core, Q-
commerce offers a seamless shopping experience that involves minimal
waiting time, making it particularly appealing to consumers who need
items urgently or those who value convenience. Common products
available through Q-commerce include groceries, personal care items,
household goods, and even prepared meals. As more players enter the
space, the range of products offered by Q-commerce platforms continues
to expand, with some services even delivering electronics, clothing, and
more.
Key Characteristics of Q-Commerce:
1. Speed of Delivery: The hallmark of Q-commerce is the speed at which
orders are fulfilled. Delivery times are typically much shorter than Instore
shopping e-commerce services, with some platforms promising delivery
within 30 to 60 minutes of placing an order. This speed is made possible
by leveraging a network of local fulfillment centers (often referred to as
"dark stores") that are strategically located within urban areas to ensure
quick and efficient deliveries.
2. Local, Hyper-Targeted Delivery: Q-commerce businesses typically
operate using a hyper-local model. By setting up small distribution hubs
close to customer locations, companies can reduce delivery times
significantly. This local-focused approach allows Q-commerce services to
maintain a high level of availability for everyday essentials and quick-
turnaround products.
3. Tech-Driven Logistics: The use of advanced technologies like artificial
intelligence (AI), machine learning, and real-time data analytics is integral
to the success of Q-commerce. These technologies are used to optimize
8
inventory management, predict demand, and ensure efficient routing for
delivery drivers. The ability to process and deliver orders swiftly relies
heavily on sophisticated algorithms that streamline the supply chain and
match inventory with customer orders in real-time.
4. Wide Range of Products: While Q-commerce began primarily with
grocery delivery services, many platforms have expanded their offerings.
Today, Q-commerce services can deliver a broad variety of items,
including snacks, beverages, pharmaceuticals, electronics, beauty
products, and even pet supplies. This broadening of product categories
further enhances the appeal of Q-commerce to a wide range of consumer
needs.
5. Convenience and Accessibility: Q-commerce platforms operate through
mobile apps or websites, offering a user-friendly interface where
consumers can browse products, place orders, and track deliveries in real-
time. This digital-first approach aligns with the increasing trend of
mobile-first shopping experiences, allowing customers to access products
and services with just a few taps on their smartphones.

Top Quick Commerce Platform

Quick commerce is changing how customers purchase daily essential
goods. Instacart, DoorDash, Deliveroo, Blinkit, and Zepto are the major
players in the industry that are transforming the concept of convenience
through their atypical models and hyper local processes.
Swiggy Instamart
As one of the fastest-growing quick commerce platforms, Swiggy
Instamart has revolutionized the way customers shop for essentials.
Offering a wide product range, including fresh produce, dairy, and
household items, the platform guarantees deliveries within 10–30
minutes. Swiggy Instamart operates on a dark store model, enabling it to
reduce fulfillment times while maintaining high stock availability. The
service is currently active in more than 25 cities and is expanding further.
The Strategy of Swiggy Instamart in Redefining Quick Commerce

9
Swiggy Instamart has reshaped the quick commerce
landscape through several strategic moves:
1. Dark Store Model
By setting up dark stores across urban areas, Swiggy
ensures that products are stored closer to consumers,
reducing delivery time and increasing operational efficiency.
2. Hyperlocal Logistics Network
Swiggy utilizes its extensive delivery fleet and hyperlocal
logistics expertise to optimize delivery routes, ensuring that
products reach customers rapidly.
3. AI and Data Analytics
Data-driven inventory forecasting helps in stocking high-
demand items, reducing stockouts, and improving fulfillment
rates.
4. Customer-Centric Approach
With personalized offers, loyalty programs, and user-friendly
app features, Swiggy keeps customer satisfaction at the
forefront.

Blinkit
Blinkit, which used to be called Grofers, is a leading Q-Commerce
platform in India for very fast grocery, snack, personal care, and
household accessory deliveries. Blinkit mainly works in metro cities,
operating with dark stores to ensure that orders are fulfilled swiftly. Its
easy-to-use app, real-time location of drivers, and rising range of products
are why urban Indian customers prefer it. Thanks to Zomato, Blinkit is
able to continue expanding in India’s speedy online grocery sector.
Blinkit redefined quick commerce by shifting its strategy from a
marketplace to an inventory-led dark store model for full control over the
customer experience, alongside an ultra-fast delivery network. Its
marketing blends hyperlocal targeting, performance-based campaigns that
emphasize urgency, and witty, relatable brand campaigns on social media

10
Operational and technology strategy

 Dark store model: Operates a network of small, strategically

located dark stores or hyperlocal fulfillment centers to ensure under-
10-minute delivery times.
 Inventory control: Manages its own inventory within these dark
stores, which allows for greater control over product availability,
accuracy, and delivery speed.
 Technology investment: Uses technology for demand prediction,
real-time inventory synchronization, and GPS-based tracking for
efficient delivery.
 Franchise model: Partners with local businesses through a
franchise model to expand product variety and support local
retailers.

Marketing and branding strategy

 Hyperlocal marketing: Uses targeted ads and discounts based on

specific pin codes and cities to drive app installs and usage.
 Urgency-based advertising: Leverages performance marketing
(Google, Meta, CustomersTube) with creative campaigns that
emphasize speed, such as "Running out of milk? Get it in 10 mins".
 Relatable brand voice: Uses witty and culturally relevant content,
memes, and social media to connect with customers and build brand
affinity.
 Customer acquisition: Offers deep discounts and referral programs
to attract new users rapidly.
 Influencer marketing: Partners with local content creators to
promote the service for various use cases.

Ecosystem and profitability strategy

11
  Cross-promotion: Leverages its parent company's (Zomato)
existing user base for customer acquisition and potential bundling of
services.
 Focus on profitability: Shifts focus from high-growth and heavy
discounts to improving unit economics through operational
discipline and aiming for a positive contribution margin per order.
 Revenue diversification: Explores other revenue streams beyond
delivery fees, such as advertising, private labels, and partnerships.

Zepto
Zepto is an Indian Q-Commerce company that has become famous for
delivering orders within 10 minutes. Urban Indians rely on Zepto to get
groceries, daily essentials, and ready meals from dark stores in prominent
cities. Customersng shoppers enjoy Zepto because it has a simple mobile
interface, lets them monitor their orders in real time, and has a smooth
last-mile delivery service. It stands out among other players by ensuring
prompt deliveries, efficiency, and dependability.
Zepto redefined quick commerce by building a scalable network of
hyperlocal dark stores to enable ultra-fast delivery. The strategy focuses
on strategic dark store placement, limited high-demand inventory, and
advanced data analytics to optimize everything from stock to delivery
routes, creating a more efficient and profitable model

Core strategies

 Dark store model: Zepto created a network of small, strategically

located micro-warehouses ("dark stores") that are not open to the
public. This model reduces delivery times by keeping inventory
close to customers.
 High-demand inventory: Dark stores focus on stocking a limited
selection of high-demand products (SKUs), ensuring quick order
fulfillment and lower inventory costs.

12
  Data and AI: The company uses data analytics to predict consumer
needs, optimize inventory, and power efficient logistics. AI-driven
routing and route planning help reduce delivery costs and time.
 Focus on speed and convenience: Zepto's brand identity is built
around ultra-fast delivery, from the name itself (chosen to represent
the smallest unit of time) to its seamless app experience.
 Operational efficiency: Zepto focuses on streamlining operations,
including reducing waste and ensuring dark store profitability. This
includes measures like pausing expansion in non-core areas and
optimizing delivery costs through AI routing.
 Monetization and partnership: Zepto is also developing new
revenue streams, such as Zepto Atom, a data product that provides
brands with hyperlocal performance insights at the PIN-code level.

Impact on the industry

 Redefining customer expectations: Zepto's success forced

competitors to adapt and raised consumer expectations for delivery
speed and convenience in the grocery sector.
 Creating a new business model for India: The hyperlocal, dark
store model was a relatively unexplored concept in India, and
Zepto's success has proven its viability for the market.
 Driving innovation in logistics: The company's use of technology,
particularly AI and real-time data, has pushed the boundaries of last-
mile logistics and efficiency in the quick commerce space.

Flipkart Minutes
Flipkart Minutes was launched in July 2024, making
Flipkart’s entry into the quick commerce sector one of
the most anticipated moves in India’s e-commerce
market. The service promises 10-minute deliveries,
leveraging Flipkart’s existing supply chain and
infrastructure to fulfill orders efficiently.

13
The platform offers a diverse product catalog,
including groceries, household essentials, personal
care items, and electronics. Unlike other quick
commerce companies, Flipkart Minutes introduces a
unique cancellation policy, allowing customers to
refuse the order if the experience does not meet
expectations. The service initially rolled out in
Bengaluru, Delhi NCR, and Mumbai, with plans to
expand further.
Flipkart's strategy for redefining quick commerce focuses on a hyper-
local, essentials-based model using a strong supply chain and data
analytics to ensure fast delivery of everyday items like groceries and
personal care products. Key elements include aggressive pricing and
value-driven offers, hyper-local sourcing, a focus on service reliability
and quality, and a large-scale investment in infrastructure through a
growing network of dark stores

Key strategies

 Hyper-local and essentials-focused: The platform concentrates on

high-velocity, essential items like groceries, personal care products,
and household goods. It leverages hyper-local sourcing from nearby
dark stores to ensure fast deliveries.
 Supply chain investment: Flipkart is making a major investment in
building a vast network of dark stores (aiming for 800 by 2025) and
improving its supply chain to be more agile and reliable.
 Data-driven operations: The company uses data analytics to
predict demand, optimize inventory, and ensure that dark stores are
stocked with products tailored to local demand trends.
 Aggressive pricing and value: Flipkart Minutes uses a strategy of
competitive and value-driven pricing, including discounts on
essentials, to attract and retain customers.
 Focus on service reliability: Beyond speed, Flipkart aims to build
trust by focusing on service reliability, such as improved product

14
 quality (especially for fresh produce), faster issue resolution, and
consistent delivery times.
 Strategic marketing and brand building: The marketing strategy
includes local-first initiatives, leveraging the offline-online
experience through local partnerships and content creation.

BigBasket BB Now
BigBasket, a leading online grocery provider, has expanded into quick
commerce with its BB Now service. This venture aims to compete with
established players like Swiggy Instamart and Blinkit by providing
instant access to fresh groceries and household essentials.

BB Now focuses on a 15-30 minute delivery model, supported by dark

stores located across multiple metro cities. It offers an extensive
product selection, including vegetables, dairy, personal care items, and
packaged foods. Unlike its competitors, BB Now integrates with
BigBasket’s main e-commerce ecosystem. That enables customers to
switch between scheduled and rapid orders seamlessly.
BigBasket Now (BB Now) is redefining quick commerce through a
strategy of integrating rapid 10-20 minute delivery as its default option,
leveraging the extensive Tata Group ecosystem for multi-category
expansion, and using a unified platform that maintains a wide product
assortment. This approach moves beyond the typical grocery-only focus
of rivals to a holistic retail solution.

Key Pillars of the BB Now Strategy

 Pivot to Default Quick Commerce: BigBasket has transitioned its

core business from a largely slotted (scheduled) delivery model to a
quick commerce (BB Now) model, making 10-20 minute delivery
15
 the primary option for most customers. Slotted delivery is still
available for the 15-20% of customers who prefer it, but the entire
operation is being optimized for speed.
 Leveraging the Tata Ecosystem (Multi-Category Quick
Commerce): A unique differentiator is the integration with other
Tata-owned brands, such as Croma (electronics), Titan (jewellery),
1mg (pharmacy), and Qmin (food items). BigBasket acts as the
quick-commerce "last-mile engine" for these brands, offering a vast
array of non-grocery items—including iPhones, general
merchandise, and beauty products—beyond what competitors
typically provide.
 Unified Platform: Unlike some rivals that operate separate apps or
verticals, all product categories, from groceries to electronics, are
integrated within the single BigBasket app, offering a seamless user
experience.
 Extensive Dark Store Network: To ensure rapid fulfillment,
BigBasket is expanding its network of dark stores (small, urban
warehouses). Plans include growing from around 700 to between
1,000 and 1,200 dark stores by the end of 2025, with each new store
optimized for quick delivery.
 Vast Assortment & Assured Quality: By merging its systems, BB
Now offers a wide assortment of over 30,000 Stock Keeping Units
(SKUs), significantly more than many competitors (Blinkit has
~25,000, Zepto ~10,000). The strategy also emphasizes reliability
and product quality, building on BigBasket's long-standing
reputation for customer trust.
 Technological Prowess: The rapid delivery system is powered by
AI and machine learning algorithms that manage inventory, forecast
demand, and optimize delivery routes in real-time to maintain
efficiency and speed.
 Capital Advantage: As part of the financially robust Tata Group,
BigBasket has access to internal capital for expansion, reducing
pressure to seek external funding in a highly competitive market and
allowing for a steady, long-term approach to growth and
profitability

16
In essence, BB Now is moving beyond a simple "speed-only" model to
offer a comprehensive, multi-category retail experience within minutes,
backed by the infrastructure and brand power of the Tata Group.

Amazon Fresh
Amazon Fresh is Amazon’s grocery delivery market arm, designed to
offer ultra-fast delivery of essentials. While Amazon Fresh initially
launched in 2019, the company has been strengthening its quick
commerce offerings to match the pace of leading online grocery stores
like Blinkit and Zepto.

With a focus on quality, Amazon Fresh operates on a 2-hour delivery

model in over 300 cities, including tier-2 and tier-3 locations. It ensures
freshness through a four-step quality check process and regularly offers
discounts via its Super Value Days promotions.
Amazon Fresh is redefining quick commerce through a twin-track
strategy that combines scheduled, large-basket deliveries with a new,
dedicated ultra-fast 10-minute delivery service, Amazon Now (also
referred to as Tez), all while leveraging its vast infrastructure and Prime
ecosystem

Key Strategic Pillars

 Integrated Platform Experience: Unlike competitors that often

rely on separate apps, Amazon integrates its grocery services
directly into the main Amazon app. This creates a seamless, "single-
cart" shopping experience that includes fresh groceries alongside
general merchandise, promoting convenience and customer
retention.
 Tiered Delivery Speeds: Amazon caters to diverse customer needs
with a range of options:
o Amazon Fresh: Focuses on same-day or next-day scheduled
deliveries (typically within a two-hour window) for a broad
selection of groceries and household essentials, offering both
assortment depth and value.
17
 o Amazon Now (Tez): A dedicated ultra-fast service for
impulse buys and immediate needs, promising deliveries in as
little as 10 minutes in select high-density metro areas (e.g.,
Bengaluru, Delhi, Mumbai). This directly competes with
market leaders like Blinkit and Zepto.
 Infrastructure & Logistics Advantage: Amazon leverages its
established, massive logistics network, including fulfillment centers,
advanced technology (AI for demand forecasting, optimized
routing), and strategically placed "dark stores" (micro-fulfillment
centers) to enable rapid order processing and last-mile delivery
efficiency.
 Leveraging the Prime Ecosystem: Amazon utilizes its extensive
base of Prime members by offering benefits like free delivery above
a certain threshold, exclusive deals, and bundled services (Prime
Video, Amazon Pharmacy, etc.). This deepens customer dependency
and loyalty, turning convenience into a habit.
 Localization and Selection Expansion: The company emphasizes
regional flavors and partnerships with local farmers and brands (like
its "Local Delight Store" initiative) to offer a more relevant and
diverse product assortment tailored to local preferences.
 Operational Excellence and AI: By utilizing AI for personalized
recommendations and generative AI in marketing to quickly scale
creative content, Amazon streamlines operations and enhances the
customer experience, improving efficiency and brand consistency.

18
. Quick commerce firms with their promised delivery time..

Operating model of the Quick Commerce industry

This section discusses the operating model of the quick commerce
industry. The model is dependent on the availability of the internet to
consumers. The company’s app serves as the first point of contact
between the customers and the sellers. Once the customer places an order,
it is received by the order execution system and is routed to the
distribution centre nearest to the consumer location. The picker (or the
delivery partner) picks the parts as per the orders, packs them, and hands
them over to the delivery agent, who thereafter delivers the order.

19
It is important to note that coordination between upstream dark stores,
distribution centres, and downstream delivery partners is crucial for the
quick fulfilment of orders (for example, within 15 minutes). Data-driven
demand estimation models improve warehouse management efficiency
when the order fulfilment process gets delayed and becomes costly.
Through historical customer data analysis and real-time data capturing,
various parameters such as high-demand parts, order volumes, and order
seasonality can be predicted in advance. Also, strategic locations for
distribution centres can be planned by leveraging advanced data
management technology. Various parameters such as population density,
road networks, and busy zones are considered while selecting the
locations to ensure that delivery times are minimized.

20
FACTORS DRIVING THE POPULARITY OF QUICK
COMMERCE (Q-COMMERCE)
The rapid growth and increasing popularity of quick commerce (Q-
commerce) can be attributed to several interconnected factors. These
factors reflect both evolving consumer demands and advancements in
technology that enable faster, more efficient service. Below, we explore
the key drivers behind the popularity of Q-commerce:
I. Consumer Demand for Convenience
One of the primary factors driving the rise of Q-commerce is the growing
demand for convenience. In today’s fast-paced world, consumers are
increasingly looking for ways to save time and effort. Q-commerce
addresses this by offering the ability to shop for products and have them
delivered to their doorsteps in minutes, eliminating the need for
consumers to physically visit stores or wait days for deliveries.
This convenience is particularly appealing for customers who lead busy
lives, such as working professionals, parents, or urban dwellers who may
not have the time to visit brick-and-mortar stores. The appeal lies in the
idea that with Q-commerce, everyday necessities like groceries,
household items, and snacks can be ordered and received instantly,
without disrupting daily routines.
II. Advancements in Mobile and Location-Based Technology
The widespread adoption of smartphones and mobile applications has
been a crucial enabler of Q-commerce. Mobile apps have made it
incredibly easy for consumers to place orders from anywhere and at any
time, making it a seamless experience. This mobile-first approach also
leverages real-time GPS technology to locate the nearest distribution
centers (dark stores) and optimize delivery routes.
By using location-based services, Q-commerce platforms are able to offer
highly efficient delivery options and ensure that orders are fulfilled

21
quickly. The combination of GPS tracking, real-time data, and
algorithmic routing has revolutionized the logistics of product delivery,
making ultra-fast services possible even in dense urban environments.
III. The Rise of On-Demand Economy
The on-demand economy, fueled by companies like Uber, Airbnb, and
Netflix, has set new expectations for speed and convenience in consumer
services. Consumers now expect products and services to be delivered
instantly or on-demand. Quick commerce is a natural extension of this
trend, offering consumers the ability to make spontaneous, on-demand
purchases and have them delivered quickly.
This shift in consumer behavior reflects a growing desire for instant
gratification and flexibility in purchasing decisions. No longer are
consumers willing to wait days for items to arrive; they want fast
solutions to immediate needs, whether it’s ordering food, a bottle of wine,
or a last-minute household item.
IV. Technological Innovations in Logistics and Fulfillment
Technological innovations in logistics have played a major role in the
development and scalability of Q-commerce. Companies in this space
have invested heavily in building efficient fulfillment centers, known as
dark stores, located strategically in urban areas. These stores are
optimized for rapid picking and packing of goods, ensuring that delivery
times are minimized.
In addition, advancements in supply chain technology—such as
automation, real-time inventory management, and predictive analytics—
allow Q- commerce platforms to forecast demand, reduce stockouts, and
manage inventory more effectively. Automated systems and AI-driven
logistics also help optimize delivery routes, reducing wait times for
consumers and ensuring timely service.
The use of real-time tracking systems allows consumers to know the exact
status of their orders, providing transparency and improving the overall
22
customer experience. The ability to track orders in real-time has increased
trust in these services, as customers feel more in control of the process.

V. Changing Consumer Expectations for Speed and Availability

The increasing availability of same-day or next-day delivery through
major retailers like Amazon has set high expectations for consumers, who
are now accustomed to fast delivery options. As consumers experience the
benefits of faster delivery times, their expectations have evolved to
include near- instant delivery.
Q-commerce platforms have been quick to capitalize on this shift by
offering even faster delivery windows, sometimes within 30 minutes to an
hour. The urgency to meet these growing expectations is a major driver of
the industry's rapid growth. Consumers no longer see delivery speed as a
luxury but as a standard feature of online shopping, pushing companies to
innovate and stay ahead of the competition.
VI. COVID-19 Pandemic and Increased Reliance on Home Deliveries
The COVID-19 pandemic accelerated the adoption of e-commerce and
home delivery services, as consumers sought safer alternatives to in-
person shopping. As lockdowns and social distancing measures became
the norm, Q-commerce platforms capitalized on the heightened demand
for contactless and rapid delivery services.
With grocery stores and other essential retailers limiting the number of
customers allowed inside, many consumers turned to Q-commerce
platforms for quick deliveries of daily necessities. The pandemic also
created a new generation of consumers who became more comfortable
with online shopping and delivery, creating a lasting shift in consumer
behavior.
As restrictions have eased, many consumers have continued to use Q-
commerce services due to the convenience and speed they offer. This
23
accelerated adoption has led to the continued growth and popularity of Q-
commerce even as pandemic-related fears have diminished.

VII. Urbanization and High-Density Living

Urbanization is another critical factor contributing to the success of Q-
commerce. As more people move to cities and high-density areas, the
demand for quick and convenient shopping services increases. Urban
consumers tend to have busy lifestyles, where time is of the essence,
making them more likely to embrace Q-commerce services.
Additionally, densely populated cities with high concentrations of
consumers make it easier for Q-commerce platforms to establish local
distribution hubs (dark stores), thus enabling quicker deliveries. The
ability to operate multiple small fulfillment centers in close proximity to
customers allows Q-commerce businesses to reach a large number of
consumers in a relatively short time frame.
VIII. Investment and Competition in the Sector
The growing popularity of Q-commerce has attracted significant
investment from venture capitalists and tech companies looking to
capitalize on this emerging market. The influx of capital has enabled Q-
commerce companies to scale quickly, invest in infrastructure, and
enhance customer experiences through technological advancements.
Additionally, as competition increases, Q-commerce platforms are
continuously improving their offerings. They are introducing features like
personalized shopping experiences, loyalty rewards, and better customer
service to differentiate themselves from other players.

24
COMPARISON OF BOTH METHODS OF SHOPPING

Key Parameters Quick commerce platforms In-Store Shopping

Shop from the comfort of

Limited to store hours
Convenience Customersr home at any time of day
and locations.
or night.

Access to a wide variety of products,

Limited to the store’s
Product Range sometimes even international brands
physical inventory.
that may not be available locally.

Immediate access to try

Try Before Cannot physically inspect the
products before
Customers Buy product until it arrives.
purchasing.

Price comparison
Price Effortless price comparison across requires visiting
Comparison various sites and platforms. multiple stores in
person.

Returns can be processed online, but

Returns and Instant returns or
sometimes involve waiting for a
Exchanges exchanges.
pickup or shipping the item back.

Therefore the best choice depends on the shopping needs. In-store

shopping is better for high-value purchases where physical inspection is
needed, while quick commerce platforms are superior for convenience
and immediate delivery of daily essentials. Quick commerce offers speed
and convenience for everyday items, while in-store shopping allows for
physical interaction with products and a more social experience.

25
Chapter 2:LITERATURE REVIEW
PwC (2017) study: Despite the convenience and accessibility of online
shopping, some customers prefer traditional shopping. 67% of consumers
prefer to shop in-store for products that they require right away.
According to the study, 40% of consumers prefer to shop in-store because
they want to see and touch the products before buying them. Furthermore,
traditional shopping allows customers to receive personalized service and
advice from sales associates.
Accenture (2018): Another advantage of online shopping is the ability to
receive personalized recommendations based on previous purchases and
browsing history. This is made possible by using algorithms and machine
learning. A study by Accenture (2018) found that 75% of consumers are
more likely to make a purchase if the retailer provides personalized
recommendations based on their previous purchases.
GlobalData (2018): Traditional shopping also has its advantages and
drawbacks. One of the main advantages is the ability to receive immediate
gratification. Consumers can purchase and take-home products
immediately, rather than waiting for delivery. This is particularly
important for products that are needed urgently, such as food and
household items. According to a study by GlobalData (2018), the
immediacy of traditional shopping is a key factor in consumers’ decision-
making process. Another advantage of traditional shopping is the
opportunity for social interaction. Consumers can shop with friends or
family members and receive personalized service from sales associates.
This social aspect of traditional shopping can enhance the shopping
experience and influence consumers’ decision-making process. Previous
research has identified several factors that influence consumers' decision-
making processes when choosing between online shopping and traditional
shopping. Convenience is one of the most significant factors that drives
consumers towards online shopping platforms.
26
Lee and Park (2019): Previous research has discovered that consumers'
perceptions of product quality differ between online and offline shopping.
Consumers believe that products purchased online are of lower quality
than products purchased in traditional stores. The study also discovered
that consumers were more likely to return online purchases than in-store
purchases.
(Eriksson and Stenius, 2020) observed that the demand for online
grocery shopping was immense, and clients faced problems getting
suitable time for self-pickup and home delivery. (Elnahla and Neilson,
2021) found that COVID-19 has produced a previously unheard-of
mismatch between the supply and demand of retail workers, since certain
stores, such as online food merchants, have been forced to close their
doors due to abnormal demand. Because of this, the strain on quick
commerce ventures and the delivery partners working for them has
increased significantly in terms of cost and workload. Extant literature
discusses hiring strategies for delivery partners.
(Das and Yadav, 2020) used simple integer linear programming to
propose a model to determine the optimal requirement of delivery
partners based on dynamic delivery demand data. They also presented a
four-quadrant framework strategy (Figure 3) for recruiting delivery
partners across the three categories of full-time, part-time, and weekend-
only delivery partners. The framework considers the demand for home
delivery of goods and the cost that the company is willing to incur on
servicing that delivery. The framework recommends hiring more full-time
workers in case a company cannot compromise with the quality of the
delivery service or demand arrives from loyal customers (Quadrant IV
and II), while part-time workers should be hired more when cost-cutting
is paramount (Quadrant I and III)

27
(Huang and Yen, 2021) differentiated e-commerce from quick commerce
based on delivery time and delivery mode, target customers, customer
preferences, and presence of stores. While the delivery time in e-
commerce spans between a day to a week, it is less than an hour for quick
commerce. Delivery trucks of e-commerce also differ from the two-
wheelers being used as the mode of delivery in quick commerce.
Households with three people or more and single-person households are
the target segment for e-commerce and quick commerce respectively.
While price sensitivity and discounts influence customer behaviour in the
case of e-commerce, it is delivery time sensitivity that influences quick
commerce. Quick commerce utilises small and scattered dark stores to
process orders which contrast with the employment of mega warehouses
in e-commerce. Dark stores are the micro warehouses scattered in dense
neighbourhoods that aid the efficient delivery of products (What's Next
For Q-Commerce: The Golden Child of E-Commerce, 2022).
(Ariker, 2021) suggested that information about the working conditions
of the delivery partners impacts consumer behaviour and the response
towards quick commerce ventures. The researcher used Mehrabian and
Russell’s Stimulus-Organism-Response (SOR) Model to assess
consumers’ responses in terms of brand reputation and retail patronage
intention towards ventures with good and poor working conditions. Two
studies were conducted wherein the first study hypothesised two ventures
with good and bad working conditions (in terms of working hours load
amidst the setting of the pandemic) keeping the prices of the products the
same, while in the second study, the venture with the good working
conditions also charged higher prices to the tune of 15% compared to the
other venture. Using paired sample t-tests, the researcher concludes that
consumers attach more goodwill and trust to the venture with better
working conditions in both studies. Thus, better working conditions can
help quick commerce ventures build loyalty and expand their market
share. influenced by advertising or other’s opinion.

28
World Economic Forum: Billions of people affected by the COVID-19
pandemic are driving a “historic and dramatic shift in consumer
behaviour”. The consulting and accounting firm's June 2021 Global
Consumer Insights Pulse Survey reported a strong shift to online shopping
as people were first confined by lockdowns, and then many continued to
work from home. Other trends in this shift towards digital consumption
include online shoppers being keen to find the best price, choosing more
healthy options and being more eco-friendly by shopping locally where
possible.
(Purcarea, 2021) expected a noticeable shift in e-commerce. The
findings of the research showed that the quick-commerce retail space is
expanding at a rapid pace and that there is higher competition among
instant delivery companies that are vertically integrated and use third-
party delivery platforms. Getir introduced fast grocery delivery in Turkey
in 2015 and was among the first quick commerce grocery firms. Another
quick commerce start-up, Spanish Glovo, was founded in 2015 and is
active in 21 countries. Delivery Hero, a worldwide retailer, began using
quick commerce in 2019 and has invested extensively in expanding its
platform to include local stores as well as constructing Delivery Hero-
owned local warehouses, dubbed Dmarts, around the United States.
PowerReviews (2021): online shopping also offers consumers the ability
to read reviews and ratings from other customers before making a
purchase. According to a study by PowerReviews (2021), 97% of
consumers read product reviews before making a purchase. The study also
found that consumers are more likely to purchase a product if it has a high
rating and positive reviews.
Villa and Monzon (2021) pointed to the small volumes, multiple delivery
addresses, instant deliveries, more frequent resupplies, and diminished
vehicle load optimization as some of the challenges for quick commerce
because these elements lead to increased reliance on already clogged
urban roads. Mobile warehouses, collection points, and lockers are
29
provided as possible solutions for these problems. Stojanov (2022)
predicted that the usage of drones, artificial intelligence, and robotics
would accelerate the development of quick commerce.
Though it is an emerging field, there exists significant literature on quick
commerce. Various factors have led to the emergence of quick commerce
in present times. The COVID19 pandemic led to widespread lockdowns
that severely restricted public movement. This led to a surge in the online
purchase of goods by consumers, both for planned and unplanned
consumption (Potdukhe et al., 2022). Densely populated urban areas with
apartments of limited size meant that residents had limited space to stock
up, and preferred to buy when necessary. Also, the rise in single-member
households in urban areas has led to a rise indemand for products in small
quantities with repeat orders (Gai, 2022). (Villa and Monzon, 2021)
reasoned that the ability to choose among different options, live tracking
of delivery status, and convenience of shopping with a click
complemented by speedy deliveries drive consumer behaviour towards
quick commerce. Quick commerce is thus, the e-commerce of the next
generation, that plays with the customer’s need for convenience and
instant delivery (Chandhok, 2021).
A key reason for its rise is the deployment of technology to digitise
business models. The way a firm interacts with its stakeholders has been
transformed by new digital technology. (Hanelt et al., 2021) and (Verhoef
et al., 2021) defined digital transformation as “organisational change that
is triggered and shaped by the widespread diffusion of digital
technologies” to “develop a new digital business model that helps to
create and appropriate more value for the firm.” Through vertical
integration, customers, rivals, and suppliers may all become partners in
the development of new goods and services. (Cappa et al., 2021)
examined the effects of big data analytics on companies’ performance,
including using mobile applications to acquire personal data from
consumers. They believe big data should be dependable and rich, to
deliver useful information. Data collection, storage, usage costs, and the
30
danger of data leaks are some of the challenges that a company should
minimize while implementing digital transformation.
Potdukhe et al. (2022) listed three key aspects of the instant delivery
model - technology, dark stores, and delivery partners. Technology-
backed processes in the form of websites and mobile applications
represent the starting point of customer experience. Dark stores are
notified about the order and prepare the order for dispatch within 2-2.5
minutes. Delivery partners collect the orders and deliver them to the
customers, thereby closing the cycle of an order. Delivery partners are the
enablers for last-mile delivery.
As a direct consequence of the pandemic, there has been an
unprecedented increase in the number of customers demanding rapid
delivery of supermarket supplies. According to the findings of a study that
carried out with customers in Germany, France, Spain, Italy, and the
United Kingdom throughout the pandemic, there has been a continual rise
in the desire from customers to purchase online. Researchers found that
nearly 15% of people have purchased groceries from a previously unused
website. Of those people, a majority say they plan to keep buying
groceries online to fulfil some of their requirements, and 12% have
shifted to grocery stores that offer home delivery or
Discover.Certilogo. Com(2022): Among the factors that influence
consumers' desires and habits are:
- Cultural factors: ranging from the traditional culture of the country of
origin, to subcultures related to age, neighbourhood, ethnicity, religion,
and social class;
- Social factors concerning the belonging groups and their peculiarities:
family, friends, but also social status;
- Personal Factors: age, job, income, lifestyle, personality, and self-image;
- Psychological factors: motivation to satisfy desires and needs,perception
of situations, beliefs, and attitudes.
31
These factors mix and overlap, leading the individual consumer to be
inclined to offline or online shopping, interested in certain goods,
influenced by advertising or other’s opinion.
more likely to make a purchase if the retailer provides personalized
recommendations based on their previous purchases.

Chapter 3 Research Methodology

THE PROBLEM AND ITS BACKGROUND
32
 The main issue of this is all about the customers preferences which arises
when the consumers are trying to choose what type of market should they
use to satisfy their needs and wants when it comes to Shopping. Online
and In Store Shopping are the two markets that the customers should
choose for their interests. These options are difficult when it comes to
decision making and it is a challenge especially for the companies to
maintain their real purposes and brands. When it comes to Instore
shopping, this market gives the consumers the advantage of a sense of
touch and see to the actual product in person before buying it. It gives
them the assurance to determine the best decisions in buying an items.
Many customers go to the actual stores to buy for the product by
examining the quality of product and buy it as soon as possible to have it
as their possesion.
However, In store Market can be time consuming because the
consumers may have some difficulties of making decision when buying a
specific products. When that circumstances happened, Quick commerce
platforms begin to arise. Quick commerce platforms is a form of
electronic or e-commerce which a person directly buy goods and products
through Online market and with the use of Internet and web browser. And
with that, Consumers have the ability to buy a product without time
limitations. The increasing and improving technology provide good
opportunities to both consumer and seller, with Consumer it helps them to
buy items easily and for the seller, it helps them to have transaction faster
than before. The main reason why Quick commerce platforms
continuously grown its popularity is because people find it more
convenient when it comes of buying a product and less time consuming.
And another reason is that some of the consumers are not able to go to the
actual stores because of lack of time and hectic work schedule . Shopping
Online has many things to offer with the help of Internet. Other company
from Local and International have the ability of using this kind of
platform and use it on their own way such as advertisement. Companies
are able to post a product or good and sell them locally and
internationally.

Consumers do not have to worry about finding an exchange monetary

paper. They have given the option to pay through different methods.
Online market, consumers are able to find a product which are not
33
available to the actual physical stores. There are many benefits in Quick
commerce platforms and that is why some of the consumers do this type
of purchasing over Instore shopping. The first difference of Online and
Instore shopping is the authenticity, Some of the Online Market sellers
tend to add some exaggerating some information about the products. And
the tendency of it is that consumer will get attracted and buy it because of
the false information of the products. In Instore shopping Market they do
not have the capability to do such thing because the consumers in
Physical stores are more careful when buying goods and products. They
display the real products and the consumers speculate it through the sense
of touch and see the products. Another is the convenience, With Online
shops it helps the consumer to browse all products with unlimited time
while in Instore shopping it is hard to pick. Usually in Online shops
Customers just have to pay for additional shipping but in Instore Shops, it
is not convenient for people who live far away from the physical stores.
Online shops is convenient to those people who live far but gor some
reason, other consumers do not have the access of internet that is why
they used Instore shops to communicate with the seller face to face. It is
more convenient for them to buy to the actual stores and get the products
immediately. But they need to understand that Quick commerce platforms
is not always safe.
Because when Customers are buying through online, Customers
have to expose Customersr personal data, identity and locations. And
through that, some people tried to access Customersr personal
information and use it in a bad way. Quick commerce platforms gives the
consumer the ability to buy anything without limits regardless of where
they are. And for Instore shopping, it still allows more ground to the
consumer in terms of being able to check out the products. So if
Customers have certain peculiarities, or habits that Customers, as a
consumer, would want to address no matter what type of Market
Customers choose, whether Customers would go for Quick commerce
platforms or Instore shopping, the bottom line is that Customers would
always be able to find the best means to whatever suits Customers. Both
kinds of shopping have merits and shortages. The benefits of both
shopping online and shopping in real stores are countless.

SCOPE OF THE SUDY

34
The main reason of this study is to know what is the preferences of the
customers in buying between Instore and online market with the focus on
how customers choose the market that will help them more effectively
and to know which is more accepted to the taste of consumers today. This
study will identify the possible factors that may affect the perspective of
customers when it comes to purchasing products. Also, this study yearn to
identify on how the researcher will develop and assist the preferences of
customers just to know that they are aware in identifying with the
different purchasing issues related in buying between online and Instore
market that the customers is currently facing. The study will assess which
Market is more effective to and compatible to the consumers. Through
this study, the researcher will be able to know which has more advantages
and disadvantages in the market world. Whether it is Instore market or
online market. This study will only gather limited information since the
subject will only focus to Punjabi University Patiala Students of post
graduates from science and arts department that will probably used in the
research study.

Research Methodology
Primary Research: Involves collecting original data directly from
consumers or businesses.

Surveys and Questionnaires: Widely used to gather insights into

customer satisfaction, preferences, purchasing patterns, motivations (e.g.,
speed for quick commerce, personal touch for in-store), and challenges

This study compares the purchasing habits of consumers who shop in-
store and those who purchase online using a quantitative research
methodology. A systematic survey was used to gather information from
100 respondents, with an emphasis on aspects including product
availability, affordability, convenience, and trust.
The study employed a descriptive research design to examine consumer
trends and preferences.
To find significant differences across shopping modes, statistical
techniques such as frequency distribution and hypothesis testing were
used. The study is to give merchants useful information to improve
35
consumer experiences and maximize marketing tactics for both online and
physical retail settings..

RESEARCH LOCALE
The study was conducted in Punjabi University located at Patiala-Rajpura
Road, Patiala, Punjab, India. Most of the students nowadays especially the
teenagers love to shop and love to buy things from Quick Commerce
platforms or from in store shop. As a researcher, he or she should know
what the commonly used form of shopping students used is. Is it the
Instore market or The Quick commerce platforms?

Punjabi University is a collegiate state public university located

in Patiala, Punjab, India. It was established on 30 April 1962 and is only
the second university in the world to be named after a language,
after Hebrew University of Israel. Originally it was conceived as a unitary
multi-faculty teaching and research university, primarily meant for the
development and enrichment of the Punjabi language and culture, but
alive to the social and education requirements of the state.

SAMPLE AND SAMPLING TECHNIQUES

The respondent of this study are the students of Punjabi University.

The selected Respondents are Postgraduates Students Science and
Arts Departments They will randomly select as a participants or
respondents in the research study. Random Sampling techniques were
utilized to select the student of these department. Simple Random
Sampling Techniques can help the research where every population has
an even chance of being selected in the sample. The item will be depends
on the chance or the probability and there this random sampling
techniques is commonly known as a method chances. This technique was
employed to fairly equal representations of the variable for the study.

SUBJECT OF THE STUDY

The subject of the study of this research will be the selected students
of Punjabi university Post Graduates of Science and arts Department.
36
They are the one who usually buy in In store market and Quick
Commerceplatforms.
Most of the students in the University Campus tend to buy something for
themselves. They have different perspectives in buying products so it is
their choice to make a decision on which market will they are using.
Either the In store Shops or Quick Commerce Platforms.

.
RESEARCH VALIDATION

The researcher has chosen the questionnaire as an equipment to gather

information and data from the respondents. Every situation in the
questionnaire is answerable by the scale of 1 to 5. Each situation is related
to the topic which is for the In store shopping and Quick commerce
platforms. Every situation will help them to have a clear path on choosing
which shopping engine suit them most. This is the finest method in
finding an information and data to this study. While the questionnaire is
not yet validated, the researcher will be on the testing run.

DATA GATHERING COLLECTION

Once the researcher has decided what research design they are going
to base on, the researchers start working with the data collection of their
study. They have to decide on how they will going to collect data from the
respondents. They gathered data by observing the answers given by the
selected respondents who are buying in online shop who order, buy , and
receive the product by the reviews and in physical store who visit and buy
the products often personally. In that way, researcher could collect
information and data about the preferences of customers in buying
between In store Shops and Quick Commerce platforms , the pros and
cons of it. It is important to mention that they are going to gather data
according to the number of customers who prefer to buy in online shops
than buying in physical store or vice versa. The researcher needs to be
aware and hands-on about the actions of the customers in buying
in both shopping channels in order for them to successfully collect data
for the study. All the questions in the questionnaire, when answered, will
show the real perspectives of the customers, whether they prefer
37
traditional or online market therefore the researcher could determine what
is the commonly used shops in today’s generation. This method could
lead the researcher to a conclusion regarding the perspective of customers
in buying between In store shops Or Quick Commerce platforms.

38
OBJECTIVES OF THE STUDY

1. To Study the brief profile of available Quick Commerce Platform,

namely:

Blinkit, Zepto, Big basket now, Swiggy instamart, Amazon Fresh,

Flipkart.

2. To Study the view point of customers regarding Quick commerce

platforms in Science and Arts Department with respect to Post graduate
students.

3. To Compare the customers viewpoint regarding Quick commerce

platforms Surveyed from the Postgraduate students of science and arts
Department at Punjabi university.

4. To give Suggestions and Recommendations on the basis of the study.

39
Chapter 4 Data Analysis & Interpretation
Introduction
Data analysis and Interpretation are essential and central processes of
research work. Data analysis and interpretation aim to find, collect,
organize, classify, and summarize data to analyze and interpret the
research's findings. The interpretation of the data cannot be fulfilled
without analyzing them first, and similarly, analyzing the data cannot be
completed without interpretation. Data analysis and data interpretation are
highly independent.
An objective-wise analysis is done in this chapter. Descriptive analysis
has been done with the help of tables, bar charts, and pie charts.

4.1Descriptive Analysis of Demographic Factors:

4.1.1 Gender of the Respondents

The table below shows the gender of the respondents.

Number of responses = 100

Table 4.1.1: Frequency Distribution of the Gender of the Respondents

S. No. Gender Frequency Percentage

1 Male 52 52%
2 Female 48 48%
Total 100 100

40
 45
40 39
Number of Respondents 35
30
25
20
15
11
10
5
0
Male Female

Gender of Respondents

Figure 4.1.1Representing the Gender of the Respondents

Table 4.2.1 shows that 48 respondents were females, and 52 respondents

were males. It can be concluded from the above table that most of the
respondents were females.

4.1.2 Age Group of the Respondents

The table below shows the ages of the respondents.

Number of responses = 100

41
Table 4.2.2: Frequency Distribution of the age group of the
Respondents

S.No. Age group in years Frequency Percentage

1 Below 18 10 10%
2 18-25 79 79%
3 26-35 11 11%
Total 100 100

1
9

Below 18
18-25
26-35

40

Figure 4.1.2: Representing the Age Group of the Respondents

Table no. 4.2.2 shows that 10 respondent was in the age group of below
18; 100 respondents were in the age group of 18-25, and only
11respondents were in the age group of 26-35. The above table concludes
that most of the respondents were in the age group of 18-25.

42
4.1.3 Qualifications of the Respondents

The table below shows the qualifications of the respondents.

Number of responses = 100

Table 4.1.3: Frequency Distribution Representing Qualifications

of the Respondents

S. No. Qualification Frequency Percentage

1 Postgraduate Science 27 27%

Department

2 Postgraduate Arts 73 73%

Department

Total 100 100

PG Arts
PG Science

Figure 4.1.3: Representing Qualifications of the Respondents

43
Table no. 4.2.3 shows that 5 respondents were in high school, 21
respondents were undergraduate, 23 students were postgraduate, and only
1 respondent was in another category. The table above indicates that the
majority of respondents were postgraduates.

4.2 Sites for online shopping

Sites Respondents Percentage

27 27%
Blinkit
9 9%
Zepto
18 18%
Swiggy insta mart

36 36%
Amazon Fresh
1 1%
Others

Figure4.2.1 Quick commerce sites used by respondents

Figure 4.2.1shows the percentage wise analysis of the percent wise

analysis of the data in which 36% of the respondents like to visit amazon
site, 27% of the respondents preferred to visit blinkit and 18% of the
44
respondents preferred swiggy instamart for online shopping. People are
likely using Amazon and Blinkit.

How frequently respondents shop through Q-commerce sites?

Figure4.2.2 shows the percentage wise analysis of that data of those

respondents who more active on online purchasing in which 36% of the
respodents shop online once in 2-3 months. 20% of respodents shop
online once in a half year. 18% and 16% respondents shop online once in
a month, once in a year respectively. Other respondents shop online as per
45
their requirement and needs.This defines that the the people are more
active on online shopping for getting the new product available them on
time.
4.2.2 Factors that motivated respondents to buy product online

Figure 4.2.2.1Shows the percentage wise analysis of the data that the 36%
of the respondents like their e-commerce site because of the wide range of
the products available to them and 32% of the respondents buy products
online for not travelling to shop to buy the product. 18% respondents like
to buy online products for quality of products. Easy payment for buying
the product was preferred by the 10% of the respondents. Other
respondents use online shopping for discount and offers.

46
4.2.3 Respondents make their payment of online shopping through

Figure shows the percentage wise analysis of the data in which 56% of
the respondents preferably use cash on delivery for purchasing online.
32% of the respondents make their payment through UPI following 12%
of the respondents use debit/credit card for the online shopping. This
defines that most of the people use cash on delivery while very few
people use bank transfer payment method for online shopping.

47
4.3Products that purchase through online shopping

Figure above shows analysis of the data by using five point ranking by
using rank 1 to 5 in which most of the respondents purchase Clothes,
footwear, jewellery through online shopping as they gave rank1 to this.
Electronic items are also purchase through online shopping.

48
4.3.1Respondents level of agreement towards Q-commerce shopping

Figure above shows analysis of the data by using five point ranking in
which the respondents are agree that Q-commerce shopping is as secure
as Instore shopping. The respondents are strongly agree that Q-commerce
shopping saves time. The respondents gave neutral response as online
shopping is risky. The respondents are agree that selection of goods
available on internet is very broad. Most of the respondents are strongly
agree that they prefer cash on delivery than online payment. Respondents
prefer Q-commerce shopping to instore shopping.

49
4.4Factors that influenced respondents to choose Q-commerce
platforms over in store shopping

Figure above shows analysis of the data by using five point ranking by
using rank 1 to 5 in which respondents choose online shopping over
traditional shopping. As the online shopping gives good service to the
customers. Due to lower prices and free shipping respondents choose
online shopping.
4.4.1Respondents experience towards Q-commerce shopping

50
Figure shows that the respondents experience towards Q-commerce
shopping in which 68% of the respondents agreed that their experience is
good and 28% of the respondents have excellent experience towards
online shopping and 4% of the respondents have fair experience towards
online shopping. Whereas, no respondents have bad experience while
shopping online. This shows that the respondents are satisfied with Q-
commerce websites with more good and excellent experience.

4.4.2Respondents satisfaction towards online shopping

Figure above shows the respondents satisfaction towards Q-commerce

platforms in which 80% of the respondents are satisfied with the online
shopping. 16% of the people are likely satisfied with online shopping.
Whereas 4% of the respondents are not satisfied with the online shopping.
This defines that most of the people are satisfied with the Q-commerce
platforms.
51
4.5 Satisfaction Level of Customers While Using Both Types
Shopping Methods
For Quick commerce platforms

65

45

30

15

For In store shopping

65

45

30

15

Interpretation: The charts compare customer satisfaction for online and

in-store shopping across several factors. In online shopping, delivery
speed gets the highest satisfaction, with most respondents being
“satisfied” and a smaller group “dissatisfied,” indicating the service is
generally quick but not perfect.
Product quality shows a mixed picture: equal portions are very satisfied,
neutral, and dissatisfied, suggesting quality is inconsistent. Pricing also
receives mixed feedback, with notable dissatisfaction and very
dissatisfaction, meaning customers feel prices are not justified. For
52
in-store shopping, product availability scores very high, with most
customers very satisfied and a decent number satisfied, showing stock is
generally good. However, pricing & offers are largely disappointing, with
the majority dissatisfied. Overall convenience in stores gets a blend of
neutral and satisfied responses, implying the experience is acceptable but
not outstanding.
Overall, online satisfaction hinges on delivery speed while in-store
satisfaction hinges on product availability, and pricing is a common pain
point in both channels.
4.6 Challenges Faced By Respondents While Using Quick Commerce

Challenges Respondents Percentage

29 29%
Long queues
50 50%
Travel time
Limited payment 7 7%
options
14 14%
Higher prices

53
Interpretation: The survey identifies five challenges faced by respondents,
with the quantitative breakdown as follows: Travel time is the biggest
issue, affecting 25 respondents (50 % of the sample), indicating that half
of the participants find commuting or reaching the location time
consuming. Long queues are the second major challenge, cited by 15
respondents (28.6 %), showing a significant portion experience waiting
times. Higher prices are reported by 7 respondents (14.3 %), making price
sensitivity a notable but lesser concern. Limited payment options are
mentioned by only 1 respondent (2 %), suggesting this is a minor issue for
the group
4.7 Respondents Motivation For Using In Store Shopping

Interpretation: respondents' motivations for in-store shopping, split into

two dominant reasons:
-64.3 % of respondents choose in-store shopping to check product quality
in person.
- 35.7 % prefer it for a wider choice of brands in-store.

54
4.8 Challenges Faced By Respondents While Using Instore Shopping

Interpretation: The major issue for shoppers is travel time, cited by half of
the respondents, followed by long queues (28.6%), and then high prices
(14.3%). The other factors have minimal or no impact based on this data.
1. Travel time is the biggest hurdle, affecting 50 % of respondents.
Customers spend a lot of time getting to the store, so reducing distance or
improving accessibility could boost satisfaction.
2. Long queues come next at 28.6 %. Shoppers are frustrated by waiting
in line, indicating a need for better staffing or checkout optimisation.
3. High prices bother 14.3 % of users, showing price sensitivity among a
smaller segment.

55
4.9 Importance of Discounts in respondents Purchase decision

Respondents Importance Percentage

42 Very Important 42.9

42 Important 42.9

14 Nuetral 14.3

Interpretation: For 85.8 % of the sample, discounts are a significant driver

of buying decisions (Very Important + Important). Only a small fraction
(14.3 %) are indifferent, suggesting most customers are price sensitive
and would respond positively to promotional offers.
Focusing on discount strategies (e.g., seasonal sales, loyalty offers, or
bundle deals) should directly boost sales for the bulk of Customersr
customer base. Neglecting discounts could lose Customers a large portion
of purchases.

56
4.10 Return and Exchange of products by respondents

Interpretation: - 57.1 % say they Sometimes return or exchange products –

the majority fall into this moderate category.
- 21.4 % Rarely engage in returns/exchanges, and another 21.4 % do it
Often. The “Often” and “Rarely” segments are equal in size.
Most customers use the return/exchange option selectively
(“Sometimes”), indicating a need for a clear, hassle-free policy to manage
this large middle segment. The equal split between “Often” and “Rarely”
suggests two distinct sub-groups: one that needs flexible returns to boost
satisfaction, and another that prefers minimal post-purchase involvement.

57
4.11Respondents suggestions for improvement for both shopping
methods.
1. Quick commerce platforms :

Figure 4.5.1 improvements required for Q-commerce platforms

The above figure is interpreted as:
1. Top priority: Improving the return/refund process is the top suggestion
for improvement (36.4%).
2. Product quality matters: Better product quality is the second most
important suggestion (27.3%).
3. Other areas for improvement: Lower prices, faster delivery, and a
wider product range are also suggested but by fewer respondents.

58
2. In-Store shopping

Figure 4.5.2 improvements required for In store shopping

1. Better customer service – 36.4% of respondents say the biggest
upgrade should be improving customer service. This means shoppers
want friendlier staff, faster assistance, and better handling of queries or
complaints in the store.
2. Shorter queues – 27.3% highlight reducing checkout or service lines.
Faster billing and less waiting time would make the in-store experience
smoother and more convenient.
3. Better discounts – 27.3% also want more attractive offers or loyalty
schemes. Shoppers feel price incentives would make physical stores more
competitive compared to online deals.
4. More digital payment options – 9.1% emphasize expanding payment
methods (like mobile wallets, UPI, or contactless cards). This would
improve convenience and speed up transactions.

59
Chapter 5: Findings, Suggestion and
Conclusion
Findings: Findings derived from this study, the following conclusions
were drawn.
1. Findings showed that there is a relationship between the gender and the
age of the customers that prefer to buy in both InStore shopping and Q-
commerce Shopping.
2. The result showed that 10% of the customers prefer Q-commerce
Platforms because they have a variety of items to choose from and they
have sale most of the time. Amazon Fresh and Blinkit are just examples
of the shopping site which the customers prefer.
3. The result showed that some are into Instore Market because they
believe that Q-Commerce platforms are risky.
4. The result showed that most of the teenagers prefer Q-commerce
because it’s very convenient, because it’s just one click.
5. The result showed that the Instore Shopping can give happiness to the
consumer because they can feel the actual product before they buy it.
6. Based on the findings, Q-commerce is the most faster and easiest way
to buy the product because of its hassle free even though Customers are
in the house, work, school and etc.
7. Based on the findings, the difference between Q-commerce Shopping
and Instore Shopping is authenticity. Because they are both have a
potential in advertising their product. But, in Online they can only see the
Picture instead of the actual product, While in Instore Shops they have a
chance to see the actual product that they are allow to see and touch it.
8. Based on the findings and awareness of the consumers who buy
through Q-commerce. Online shopping is not safe. Because of those bad
people who fool and scam the consumer because of its damages and
losses that may affect the consumer rates through buying in Online
platforms.
60
9. The result showed that Customers need to be careful and good in
checking quality in buying products through Q-commerce or Instore
Shops. To keep Customers safe from the bad people who fool a lot of
consumers in selling their product that has damages.
10. The result showed that Q-commerce platforms and Instore shopping is
convenient in the way on how they promote they exaggerated products.
11. Based on the findings, the possible problem of Instore Shops and Q-
commerce platforms is that the both Markets will encounter some safety
issues of their products that they are selling.

RECOMMENDATION
To improve the quality in In store shopping, the following
recommendations are proposed:
1.1 Review
Will present a proof in reviews from the other customer who already buy
in physical store. Some consumer thought if the product is authentic or
not based on the reviews from the other customer and the price speaks for
itself. Also it helps shoppers make decisions faster and with greater
confidence than ever before.
1.2 Services
Offering great client service not only builds a loyal and happy customer
base, but can be the most powerful marketing tool due to word-of-mouth
referrals.
1.3 Convenience
There are some consumers who have no cars, no access to the internet,
and who live in a cash economy. Instores stores should be increase so that
it is more convenient for the consumers to shop so that they can pay and
get the product immediately.
1.4 Quality of the products

61
Some consumers easily trust the physical stores because they can touch
and see the products in personal, but they don't know if it’s fake or not.
For recommendations, consumers should be observant of what product
they will buy, if it’s fake or not so that they can avoid spending too much
in a product that is not worth it to buy.
To improve the quality and in Q-commerce Platforms , the following
recommendations are proposed:
1.1 The Product returns and refunds.
Whenever people buy in online shops there's a probability that those items
are not in good quality. In order to solve this solution, customer should
the process of returning defect products to the supplier. Make sure that
there is returning policy that is accessible on the website.
1.2 Safety
Consumers tend to buy in Q-commerce platforms without checking
whether the websites are credible or not. For recommendations,
Consumers should always look for the credibility of the websites because
that is one of the reasons why people get scammed in Q-commerce
market.
1.3 Time Delivery
The delivery of the product is not clearly stated on delivery process. The
consumers do not know when the product will be delivered in their
houses. At some point the estimated time of delivery of the product takes
more than time than to be expected. The customers should know when
will their product arrived so that they can plan that day. The expected
recommendation is that the supplier should have an specific time and date
so that the customers will be prepared to received it.
1.4 The Quality of the Product
Most common problem that the consumers faced who buy online
regularly. The quality of the product in actual is not as good as it is
presented in pictures. As the Q-commerce growing continuously, there is
a bigger chance of fraudulent sellers increasing market system. As a
possible solution and recommendation, Consumers should check the

62
product reviews if that product has good quality standards. And ensure
that the products that they will be buying did an undergo usability test.

CONCLUSIONS
According to the survey, there are unique aspects that influence customer
behavior when it comes to Q- commerce platforms and in-store shopping.
In-store purchasing is motivated by the sensory experience, in- person
engagement, and instant product access, but Q-commerce decisions are
heavily influenced by price, product variety, and convenience. While in-
store shoppers place more value on in-person interactions with products,
online shoppers consider aspects like trust, shipping convenience, and
return policies. These results emphasize how companies must modify
their tactics to accommodate these disparate customer demands.
Practical Implications:
The study's conclusions have important ramifications for marketers and
retailers alike. Companies must improve their online presence while
preserving excellent in-store experiences in order to adjust to changing
consumer preferences. Q-commerce platforms should focus on improving
website usability, personalized recommendations, and secure payment
systems to build consumer trust and engagement. For brick-and-mortar
stores, leveraging experiential retail strategies such as personalized
customer service, in- store promotions, and interactive product displays
can attract consumers who value physical shopping experiences. Retailers
can also integrate omnichannel strategies, allowing consumers to
seamlessly transition between online and offline shopping. Understanding
consumer behavior across both platforms helps businesses design targeted
marketing campaigns and optimize pricing strategies. Businesses may
increase client loyalty and boost sales in both physical retail and Q-
commerce settings by catering to consumer preferences.
The last decade has seen an exponential rise in e-commerce in India. The
change in consumer behaviour fuelled by the wide accessibility of the
internet has provided enormous business opportunities for entrepreneurs
and vendors to sell online. The COVID19 pandemic led to frequent and

63
stringent lockdowns and social distancing norms, pushing customers to do
grocery shopping online. The quick commerce industry’s growth
represents its evolving and dynamic nature. This paper has conducted a
comprehensive review of the industry, providing the industry’s
fundamental operating model and the different business models used by
various firms in the industry. Automating dark stores is key to making the
business more efficient and competitive. The industry also faces long-
term challenges in making its business economically viable, socially
responsible, and environmentally sustainable. There is scope for creating
innovative business models that comply with the three pillars of
sustainability. While the industry’s prospects appear positive, the focus
should be on optimizing the quick commerce supply chain by making it
more agile and automated.
Quick commerce (Q-commerce) has rapidly transformed the way
consumers shop, offering unparalleled convenience, speed, and
personalized experiences that were previously unimaginable. As the
demand for faster, on-demand delivery grows, Q-commerce platforms
have emerged as a significant force in reshaping the retail landscape. The
model caters to the modern consumer's increasing desire for instant
gratification, offering a level of service that traditional retail could not
match. However, while the growth of Q-commerce presents enormous
potential, it also faces several challenges that must be addressed for long-
term sustainability. From logistical complexities and high operational
costs to concerns about sustainability and customer retention, Q-
commerce platforms must continue to innovate to meet these hurdles
head-on. Ensuring an efficient supply chain, reducing the environmental
impact of fast deliveries, and maintaining competitive pricing while
focusing on customer experience will be essential for companies to
succeed in this evolving market. Looking forward, the future of Q-
commerce seems promising, with advancements in technology,
automation, and sustainable practices set to shape its evolution.
Automation in warehousing, the adoption of eco-friendly delivery
methods, and the use of AI and machine learning to predict consumer
needs will enable companies to scale efficiently and reduce their
operational challenges. Moreover, Q-commerce's expansion into new
64
product categories and integration with traditional retail models will
further expand its reach and appeal to a broader consumer base. As the
market matures, we can expect a higher degree of consolidation, with
larger players acquiring smaller startups to enhance their market share and
operational capabilities. This consolidation could lead to a more
streamlined and efficient industry, allowing for a greater focus on quality
and customer satisfaction.
In conclusion, while Q-commerce is still in its nascent stages, its
influence on shopping behavior, consumer preferences, and the retail
industry is undeniable. The future will likely see Q-commerce continue to
evolve, blending convenience with sustainability and becoming an
integral part of the way consumers shop. For businesses operating in this
space, success will depend on their ability to adapt to changing consumer
demands, embrace technological innovations, and address the logistical
and environmental challenges of a fast-paced, on-demand retail world.

65
Chapter 6: Annexure
Questionnaire

66
67
68
69
70
 REFERENCES
Year2017 -PwC Study

Year 2018 -Nielson

-Accenture
-Global data
Year 2019 -Lee and Park

Year 2020 -Mckinsey

-Eriksson and Stenius
-Das and Yadav
Year 2021 -Econsultancy
-Power Reviews
-World economic Form
-Villa and Monzon
-Leng
-Ariker
-Purcarea
-Huang and Yen-Chandhok
Year 2022 -Potdukhe et.al.

71
72