Swiggy Limited has informed the Exchange about Transcript of the Earnings Conference Call for Analysts and Investors held on October 30, 2025
REF: SWIGGY/SE/2025-26/67
November 06, 2025
To The Deputy Manager Department of Corporate Services BSE Limited PJ Towers, Dalal Street Mumbai -400001 Scrip Code: 544285
Dear Sir/ Madam,
To The Manager National Stock Exchange of India Limited Exchange Plaza, Plot No. C/1, G Block Bandra-Kurla Complex, Bandra (E), Mumbai 400051 Symbol: SWIGGY
Sub: Transcript of the Earnings Conference Call for Analysts and Investors held on
Thursday, October 30, 2025.
Ref: Disclosure pursuant to Regulation 30 read with Part A of Schedule III of the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015.
Pursuant to the provisions of Regulation 30 read with Part A of Schedule III of the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015, we hereby submit the transcript of the Earnings Conference Call for Analysts and Investors held on Thursday, October 30, 2025.
The said transcript is enclosed herewith and has also been hosted on the website of the company. The link for accessing the transcript is provided below:
https://www.swiggy.com/corporate/investor-relations/financial-results/
This disclosure is being submitted in compliance with the aforementioned regulation and is for your information and records.
Thanking you,
Yours faithfully,
For Swiggy Limited
Cauveri Sriram Company Secretary & Compliance Officer
SWIGGY LIMITED (formerly known as “Swiggy Private Limited” and “Bundl Technologies Private Limited”) | CIN: L74110KA2013PLC096530
www.swiggy.com | support@swiggy.in | T: 080-68422422
Registered & Corporate Office: No.55 Sy No.8-14, Ground Floor, I&J Block, Embassy Tech Village, Outer Ring Road, Devarbisanahalli, Bengaluru - 560103
Swiggy Limited
Q2 FY26 Earnings Conference Call
October 30, 2025
MANAGEMENT: SRIHARSHA MAJETY – MANAGING DIRECTOR AND GROUP CHIEF EXECUTIVE OFFICER – SWIGGY LIMITED RAHUL BOTHRA – CHIEF FINANCIAL OFFICER – SWIGGY LIMITED ROHIT KAPOOR – CHIEF EXECUTIVE OFFICER, FOOD MARKETPLACE – SWIGGY LIMITED AMITESH JHA – CHIEF EXECUTIVE OFFICER, INSTAMART – SWIGGY LIMITED ABHISHEK AGARWAL – HEAD OF INVESTOR RELATIONS – SWIGGY LIMITED
Page 1 of 19
Moderator:
Ladies and gentlemen, good day, and welcome to the Swiggy Limited Q2 FY '26 Earnings
Conference Call. As a reminder, all participant lines will be in the listen-only mode and there
will be an opportunity for you to ask questions after the presentation concludes. Should you
need assistance during this conference, please signal an operator by pressing star and then zero
on your touchtone phone. Please note that this conference is being recorded.
I now hand the conference over to Mr. Abhishek Agarwal, Head of Investor Relations. Thank
you, and over to you, sir.
Abhishek Agarwal:
Thank you, operator. Hello, everyone, and welcome to the second quarter FY 2026 Earnings
Call of Swiggy. Our financial results and shareholders' letter have been published on the
Exchanges, and the information pack has been placed in the Investor Relations section of our
website, www.swiggy.com. We would like to inform you that the management can make
certain comments on this call that one could deem forward-looking statements.
Specifically, the financial guidance and pro forma information that we will provide on this call
are management estimates based on certain assumptions and have not been subjected to any
product review or examination procedures. Swiggy does not guarantee these statements and is
not obliged to update them at any time.
Joining me on the call today are:
Sriharsha Majety – MD and Group CEO, Rahul Bothra – our CFO, Rohit Kapoor – CEO of
Food Mar ketplace, and Amitesh Jha – CEO of Instamart.
With this brief preamble, let us start the Q&A. Operator, you can go ahead please.
Moderator:
Our first question comes from the line of Sachin Salgaonkar from Bank of America.
Sachin Salgaonkar:
Thank you for the opportunity. I have three questions. First question is on the QIP. I know its
early stages and you're still waiting for approval from management. But broadly, I want to
understand the thought process in terms of how the incremental capital will be used.
For example, will there be any change in strategy towards your dark store additions, which we
see after Q4, it has been a slow addition out there? Or is there an intention to further expand
into different areas? So, would love to understand and get an update in that direction?
Rahul Bothra:
Sachin, Rahul here. So, if you've seen over the last, say, three quarters and post our IPO, the
quick commerce business is where most of our investments have gone. The food delivery
business, of course, has continued its path of profitable growth and currently is at a run rate of
INR 1,000 crores on an annual basis.
And in quick commerce, we have seen now this is the third continuous quarter of us delivering
100% plus GOV growth and this is way over some of the expectations that we had back in the
days when we were expecting a 50% - 60% kind of growth trajectory.
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We've also guided and reiterated our guidance of being able to demonstrate contribution
margin profitability by June 2026 quarter. We've also demonstrated even in the current quarter,
how we've been able to move the contribution margin profile. So, we feel very good about our
ability to finance the growth opportunity, the investments that we have made and continue to
get operating leverage from those investments.
Having said that, we have seen continued investments. This sector has continued to attract a lot
of investments. Both new and legacy players are growing and getting investments.
So, this is a conversation that we want to have with the Board to be able to raise this additional
capital, which would be more towards growth as well as strategic reserves that we want to use
on a going forward basis. Of course, more on this once we get the approval, but this is the
intent of calling this particular board meeting.
Sachin Salgaonkar:
Got it, Rahul. Just a follow-up on this. Clearly, we do have a visibility and now a comfort that
you guys should be able to come to a positive contribution margin by June 2026. But again,
from that perspective, any thoughts of introducing a guidance towards an EBITDA breakeven?
Because to your point, the sector continues to attract a lot of investments and again, any
comfort what investors would get that there will be no further fundraises in that direction and
the path towards profitability will be clearer despite being a slightly higher competition in
terms of what you are seeing out here?
Rahul Bothra:
Yes. So, Sachin, as you've seen, we have very strong cash reserves. And as I said, the food
delivery business continues to accrue cash reserves positively. With the Rapido stake sale,
which we are expecting in this quarter, the cash proceeds to come in, we anyway sit on a very
strong balance sheet.
So, this additional fundraise, as I said, is going to be used more towards growth capital. We are
also a very innovative company. We have been pioneers of launching the services, whether it's
food delivery or quick commerce and continue to experiment on the side to need some of the
innovation capital going forward for some of the new experiments that we do.
So, this will definitely bolster our overall cash results and put us in a very, very healthy
position. We don't expect the need to raise any further capital if and when we were to raise this
additional QIP.
Sachin Salgaonkar:
Thank you for that clarity. Second question is on competition. We see one of your competitors
raising some capital and a large traditional player adding 600-plus kind of dark stores. So,
since the last quarter to now, have you seen an increase in competition in quick commerce?
Amitesh Jha:
Sachin, this is Amitesh here. See the competition has been there, and we have not seen a let up
or let down of any of the competition that we had seen earlier. In general, what I will say is
that the steady state of competitiveness still remains, we'll keep on seeing up and down based
on the season and based on the objective in that particular month. But overall, we see
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heightened competition at the same level as what we had seen in the last quarter to continue
and all our plans in the future are based on that.
Sachin Salgaonkar:
Got it. And last question, generally wanted an update on the Quick India Movement (“QIM”).
Would be great to understand, it's the first time you did this, how has been the traction out
there? Was there any incremental cost in terms of selling and marketing associated with that?
And is there an intention to do programs on similar lines in future also?
Amitesh Jha:
Yes, absolutely. See, the Quick India Movement had a very specific objective, and that specific
objective was to make sure that people are aware that quick commerce has a lot more to offer
than only grocery. It was very important for us because in terms of future readiness of being an
everything store rather than only a grocery store, this is the first step essentially towards that.
To that factor, we wanted to move into or make that move in a time period where generally
there is a heightened intensity in the overall online commerce space. And we thought it is the
right time because people at that point of time do switch and do look for all opportunities that
exist. So, the objective was to make sure our customers and a lot more customers are aware
that we sell a lot of things.
Now the result of all of that is that we have seen a lot more adoption for these categories that
were not there earlier. There is a heightened traffic that has gone into these new categories
even after the sale has ended. So, the objective was to make sure that people are aware and all
of that will lead to a higher AOV also in the future.
In terms of the money spent, quick commerce is a fast-growing business and in general brands
also want to participate in that. What we have seen is that we have been able to build a story
around why quick commerce and why does it make sense for the non-grocery brands to
participate and make sure that there is a lot of work adoption for consumers that already exist
in this business.
Again, the way brands think about it is that as soon as there is a new channel that essentially
comes in, there is a chance of market share movement for them. So, they need to use these
opportunities to drive their market share and which has been the way it has happened.
Apart from that also, I think one of the things that we saw was also that though the Quick India
Movement was focused towards newer categories, even the grocery business grew. It was on
the back of obviously the existing customer feeling heightened curiosity about the items as
well.
And we see the continuous adoption in terms of higher traffic in the month of October also. So
yes, the way to think about it is that the excitement that customers had was also shared by
brands, and which is the reason why we were able to do it at a much better profitability.
Sachin Salgaonkar:
Yes. A quick follow-up out here. We are seeing that as the contribution of non-grocery
increases your take rate also goes down. So in a way, does that imply that non-grocery has a
lower take rate? And given the fact that you have mentioned in shareholders’ letter that the
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non-grocery component will continue to increase, do we see a continued pressure on take rate
going ahead?
Rahul Bothra:
So two things there, right? One is in terms of the introduction of some of these non-grocery
SKUs, which, as you have seen, it's only been a recent phenomenon for us. So there is this
margin accrual that we expect over time as we continue to go deeper into the supply chain. The
other is the mix factor.
We do expect a lot more higher margin mix to attach to these non-grocery segments from what
we have seen. So in the near term, there has been some amount of customer inducement that
we had to do, while trying to sell this newer assortment to these customers. So that will also
come down.
As a combination of these 3 factors, we do expect the margins overall to go up because
typically, non-groceries have higher margins as well as the ability for these brands to also fund
for advertising. So we do expect the margins to continue to improve from here on the selection.
Abhishek Agarwal:
And Sachin, just to add here, this is Abhishek. We've improved our adjusted revenue per order,
as you would have seen by INR 10 in each of Q1 and Q2 consecutively, which basically means
that at the overall level, you are talking about improving the economics of the equation.
Moderator:
Our next question comes from the line of Kunal Vora from BNP Paribas.
Kunal Vora:
You mentioned that non-grocery like electronics have doubled in terms of contribution in the
last couple of quarters. What else are you looking at adding? How promising is pharmacy,
which I think is a strong push now? How is the early response into pharmacy? And what's the
coverage now -- that's my first question.
Amitesh Jha:
Yes. So I'll just answer this question, Amitesh here. See, the strategic rationale that we have
chosen is that apart from the long-tail categories where the assortment or the wide assortment
really helps, we'll be in all the categories that require a decent assortment.
And that is the reason our stated objective of being everything store is there. So effectively
think about it as everything that you can find in the store, except for a really long tail, maybe
some fashion, some home decor and all that kind of stuff.
The pharmacy is obviously essentially part of it is one of those things that led easily to the
requirement of quick commerce. We have seen robust growth in it. In one year, we have
reached an adoption that a lot of other new businesses take an extremely long time.
Our focus will always be there. We believe it's a very integral part of our overall operation of
making thing extremely convenient for the end consumer and we will continue to do that for
all the other categories as well.
Kunal Vora:
Understood. Just a follow-up on this. So non-grocery has moved from 9% to 26% in the last
one year. Do you see it crossing even 50% in the coming couple of years?
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Amitesh Jha:
See, it's very hard to crystal gaze on where exactly we'll end up. But I'll give you an overall
way to think about it. Grocery is still the higher contribution on the wallet of an end consumer.
So the majority of the revenue will always come from that. There's no going away from there.
That said, the consumers that we are looking at do have a significant share of general
merchandise as well and all the other products. We believe this number will essentially go up.
There is a headroom that exists. How much will be extremely hard to say. We'll have to say
play quarter-to-quarter. But yes, I believe the headroom is still there. 50% is way too much a
stretch. Just by pure logic on grocery being higher, we don't think it will happen.
Kunal Vora:
And second and last question, in food delivery, you mentioned that during the quarter you saw
heightened competitive intensity with lower subscription fees and reduced minimum order
value. Is the impact of these competing moves already in the numbers? Or there could be some
margin impact in the next quarter or so? And how has the early feedback been on the new
entrant, which has entered?
Rohit Kapoor:
This is Rohit here. Look, I think the competitive intensity is always there in food delivery, but
it spiked on the subscription platform side over the last quarter; that's what we saw. I believe
it's already factored into the numbers, and I don't see a differential coming in the future from
the baseline. If you look at the numbers, we have still grown our EBITDA 44 basis points over
last quarter and the EBITDA over last quarter same year has more than doubled, right…
To your second question on the new entrant, we do not have any inside information. But from
the best of market knowledge that we have on public sources that whatever we have gleaned --
the pilot -- it's still in pilot phase in a few areas in Bangalore. That's all that we know as of
now.
Kunal Vora:
Okay. Have you had to respond to that new entrant or like it's at status quo?
Rohit Kapoor:
We have not had to respond to the new entrant as of now.
Moderator:
We have our next question from the line of Vivek Maheshwari from Jefferies.
Vivek Maheshwari:
Two questions. First, to the extent you can comment because you have mentioned about the
capital raise. Today's media article also talks about some raise at the subsidiary level, which is
the quick commerce entity. Can you just clarify your position as I said to the extent you can?
Rahul Bothra:
No. So this is being done at the holding company level. So, there is no near-term plan or any
plan to raise at a subsidiary level.
Vivek Maheshwari:
Okay. The second question is, let's say, your GOV in this quarter has gone up by 110%, give or
take. And the overheads are up about 125%. Now from here on, as we go forward, how will
the profitability at EBITDA level improve given that, let's say, about INR 650 crores, INR 660
crores are the overheads. So as you grow forward, will there be an operating leverage basically
at the overheads level?
Page 6 of 19
Because your AOVs are already are at about 700 levels. And I would have thought that, that
would have definitely given you that leverage. But for whatever reason, it's not showing up. So
are there expenses which will like grow way lower than your GOV growth?
Rahul Bothra:
Yes. So Vivek, if you see on a sequential basis, our overhead base in the quick commerce
business have only grown 5%, right, versus GOV close to 25% growth on a sequential basis.
So that operating leverage is already starting to play out. And you should absolutely expect
this to continue in the future.
Abhishek Agarwal:
That's visible in the contribution margin improving by 200 basis points and the EBITDA
margin improving by 375 quarter-on-quarter.
Vivek Maheshwari:
Sure. My point is basically the overheads are still about 10% of GOV. And if you take the last
6 quarter average also, it has trended at around that level, so let's say, between 8% and 12%.
As we go forward, the -- and within overheads, what are the key hedge which will drive that
leverage?
Rahul Bothra:
So in large part, marketing is one place that will kind of go up or down depending on how we
see the customer adoption and new customer acquisition happening in the sector and it's
slightly also competitive in terms of the price that we end up paying for our CACs depending
on the competitive intensity.
Outside of that, all the other costs are fixed in nature, apart from the annual wage inflation etc.,
most of those have been fixed.
Vivek Maheshwari:
Okay. So just to conclude, Rahul, this Y-o-Y increase the bulk you are saying is due to
marketing. The other heads would have still seen leverage benefits in a way?
Rahul Bothra:
That's right. That's correct.
Moderator:
The next question comes from the line of Abhishek Bhandari from Nomura.
Abhishek Bhandari:
Congrats on a sharp improvement on CM at the QC. So Rahul, as in the past, when you gave
some breakdown about how the CM actually fell in those quarters, if you could give a similar
breakdown on how the CM improved from minus 4.6% to minus 2.6% across these 3 vectors,
what you mentioned, which is ads and lower customer incentives and increased utilization.
The reason for asking this question is I'm just trying to gauge what are the incremental levers
for you over the next few quarters when you want to hit a kind of breakeven by Q1 '27.
Rahul Bothra:
Absolutely. So, if you see, we have given this answer in our shareholders’ letter in terms of the
breakdown of the 200 basis points. So this has come across the monetization levers as well as
the operating leverage and better utilization of the stores. So going forward basis, as I said, you
should expect margin improvement to continue happening.
We've also guided that our store addition is not going to be in line with some of the past
additions that we've done over the last 4 quarters. So that is going to drive operating leverage
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of throughput and efficiency for us. So you should expect that there is a lot of juice left in
almost all the monetization lines as well as the cost lines largely through better operating
efficiencies.
Abhishek Bhandari:
Do you think lower customer incentive is really a lever from here on, given that competition
has raised money. And as you said, the competition has not really gone down from the other
players?
Rahul Bothra:
No. I think that bit is a little bit dynamic. Because depending on how much competitive
intensity we are seeing, we also choose not to respond during various times because there
could be some amount of insanity around both minimum order pricing as well as deep
discounting, which we may not want to partake in.
At the same time, we see what are the cohorts of consumers that we want to attract and retain
on our platform, and we'll continue to make the right choices of investments there. So while it
can have some impact due to the outside pressure, but largely, we believe that we are in control
of our destiny here.
Abhishek Bhandari:
Got it. My second and last question is on food side. Do you think the contribution margin is
kind of stagnating at 7.3% is because of your initiatives around the value segment to ensure
that your GOV growth rate remains closer to 20%? And also in the letter on Page 10, you have
mentioned that the entire EBITDA margin currently comes only from advertisement. So how
much more juice is left on the advertisement piece on the food you think from here on?
Rohit Kapoor:
Yes. So I think there are two questions. One, on the contribution margin. I think it remaining
constant over the last quarter is a function of 2 things. One is our focus on mixing on growth
and continuing
to
invest
towards
that, and
that's something we'll keep balancing
quarter-on-quarter.
The second thing was, as I said, the higher intensity on subscription program that we saw from
a competitive lens and we matched that and in some cases, even went aggressive because there
is an opportunity to do so. Those two things, but it is something that, over time, we see still
more potential to trend up in the subsequent quarters.
But having said that, I think I also want you to note that while that happened, we still increased
EBITDA by about 44 basis points over the previous quarter as we interchanged investment
into what goes into contribution margin versus what comes below the contribution margin.
Second question on advertising revenue. I think that's just one lens of looking at it because
obviously, if you take all line items, some will be from a percentage standpoint, that's probably
not only way to look at it. I think that the comfort there is that -- there's one significant line
item is more than the EBITDA today, and we have guided to a medium-term EBITDA margin
of 5%, which we think we have line of sight to in the medium term. So, I think that's the
answer to your two questions there.
Moderator:
Our next question comes from the line of Vijit Jain from Citi.
Page 8 of 19
Vijit Jain:
So, this quarter contribution margin in quick commerce improved 200 bps and you called out
all those different levers and you're only minus 2.6% now. I looked at the cohort data, your
comments on the impact of non-grocery still to play out further, as you said earlier, in this call.
So how would you characterize the potential for CM to break even well before the June '26
deadline? I mean at this pace, you could do it in December or in March quarter itself, right? So
that's my first question.
Rahul Bothra:
So I think we have given in the past a certain guidance around, and we do want to retain
flexibility as some of the participants have mentioned that competition intensity goes up and
down depending on how much investments are happening in the sector. Currently, we do want
to retain our guidance. Now whether that happens one quarter ahead or not is something that
we are not able to comment on today.
Vijit Jain:
Fair enough. Now my second question is, so your non-grocery have gone up quite
meaningfully this quarter as well, congratulations on that. I'm guessing some part of it would
have been definitely aided by the Quick India Movement. My question is immediately, does it
consolidate here since QIM is over or this can continue to go up even in the near term?
And secondly, from an AOV point of view, how should one think about the pace from where
you are now at INR 700 from a Q-o-Q basis? Does it still continue to grow at this kind of pace
? I know December is usually the strongest quarter from an AOV point of view.
Amitesh Jha:
Yes. It's Amitesh here. See, we see continued interest from both customers and brands on the
non-grocery part. We believe that what we did in QIM is just not a QIM-specific impact. And
the reason also why we essentially did was that we should have a more permanent impact.
We're already seeing it with more number of customers and more number of brands partnering
in that.
And for sure, there is a headroom for higher AOV. It's just very hard to visibly look at and say
how much of it will it go to. But we see there is a substantial offering especially because the
consumer penetration of some of these categories are extremely low. So as and when more
users become mature on quick commerce, their buying will happen more on the non-grocery
categories, and the AOV will go up. It's still early stages there.
Moderator:
The next question comes from the line of Sudheer from Kotak Asset Management Company.
Sudheer Guntupalli:
Congrats on a good set of numbers. So I'm just looking at the contribution margin and I just
want to double down on what Vijit was also asking early on. Despite the Quick India Sale
Movement, you have shown almost 200 basis point sequential improvement in contribution
margin and incrementally not having -- I mean, of course, a lot of those discounts might be
funded by the brands, and I get that.
But incrementally, you have just a 250-basis points kind of effort to be done to reach your
guidance. But I'm just asking a bit of a converse of what the earlier participant asked. In case
you reached that contribution breakeven earlier would you sort of decide to let that flow into
Page 9 of 19
the P&L? Or would you sort of decide to recoup that back as investments in user
incentivization or so on and so forth?
Rahul Bothra:
No, I think Sudheer, that's exactly what we intend to do, which is retain the flexibility to be
able to invest it back for even higher growth from what we see. At the same time, I think there
is a journey that we have to traverse. We've done well over the past couple of quarters to get it
to negative 2.5% from the negative 5.5% peak that we had.
And I think from here on, while there is going to be all the positives, if there are negative
headwinds coming from either some competition activity, we do want to retain the flexibility
and therefore, the guidance stays for the end of the June '26 quarter.
Sudheer Guntupalli:
Got it, Rahul. And second thing, our store addition is just around 40 this quarter. And despite
that, our sequential GOV growth is not very different from that of our larger competitor, who
has added almost 7x our stores.
So just what is happening here, just in case if you were to understand in very simple terms,
how far do you think this bridging the utilization or improving the utilization will give you that
growth kicker? Or is it a difference in terms of the spread of the store, geographic spread of the
stores that is driving this kind of a paradox?
Rahul Bothra:
Yes. So Sudheer, I think we had talked about this in the past that we have a network design and
a choice which has the normal dark store of say roughly 4,000 square feet and the mega store,
which could be 8,000-10,000 square feet. So our ability to, therefore, service a lot more orders
from these stores exists.
We've also mentioned that we have created sufficient capacity on the dark store network to
easily double our business from here without having the need to add more stores. Having said
that, we will continue to densify especially to manage capacities where we run out of max
capacity. So, there is enough headroom that we have from the current network.
And even if you look at our assortment addition or the speed at which we are delivering today,
we believe that we are amongst the best in the industry. So, these customer backward choices
that we have made around the network design and the capacity addition that we have done
ahead of time puts us in a good place to be able to appropriate the growth that we are.
Sudheer Guntupalli:
Okay, Rahul. Let me ask it in a different way. So even if we were to add a much fewer number
of stores compared to our competitor, do you think going ahead, sequentially, growth rates
should be in the same ballpark that we had seen in the current quarter? Is that a fair assessment
to make?
Rahul Bothra:
Yes, I think we want to meet and beat the industry growth rates. I think there are some choices
around, say, some of the newer cities, etcetera, that we may or may not decide to go,
considering they are long tail. But in the larger metros and cities that matter to us, we will
continue to densify the network and as I said, we have leading metrics on the consumer side.
So I see no reason for us to fall back on the growth component.
Page 10 of 19
Moderator:
The next question is from the line of Gaurav Rateria from Morgan Stanley.
Gaurav Rateria:
I just want to know what's the breakeven period for any new store at the CM level for the quick
commerce business?
Rahul Bothra:
So it varies between 800 to 1,000 orders a day.
Gaurav Rateria:
No, I was asking time period.
Rahul Bothra:
And in terms of time line, it could be depending on, again, the hyper local areas, it could
anywhere be between, say, 6 months to 12 months.
Gaurav Rateria:
So, you shared a pretty interesting data point on the percentage of total active stores, which are
greater than 3% and 0% to 3%, which put together 25%. So, correct me if I'm wrong, so only
25% of the stores are positive CM and the remaining 75% are still in red at the CM level. So, I
was not sure if this interpretation is correct or not.
Rahul Bothra:
That's correct. As we have written in the question number eight, the negative stores are
currently at 5.2% negative CM. So, at a portfolio level, we are at negative 2.6%.
Gaurav Rateria:
Okay. So, I was just trying to reconcile that if it takes 6 months to 12 months to get to a
breakeven. And my understanding is that you have gone from 600 stores to 1,100 stores in the
last 12 months. So how come your stores that are above breakeven are only 25% of the total
stores.
Shouldn't it have been a much larger percentage of total stores, which have been in existence
for a long period of time from a breakeven perspective? So maybe there is some math to it,
which I'm not able to reconcile.
Rahul Bothra:
No. So as you've rightly said that a lot of our store additions happened between, say, December
to March period. And we have to, therefore, wait for this couple of quarters for the 12-month
cycle to elapse. And this is in conjunction with the guidance that we have given, right, with
saying that by June, we expect the entire network to become CM positive.
So it's moving in that trajectory, right. If you see even in the last couple of quarters, if you see
our overall network from 9% has gone up to 25%, and it will continue to accrete in the same
fashion.
Gaurav Rateria:
Okay. Okay. My second question is that you have a lot of scope to go from a current
throughput of 1,000 plus to 2,000 plus in terms of orders per day per store. So what exactly
does it require from our side, like in terms of aggressively adding MTUs or trying to drive
frequency? Just trying to understand like we already have the network, so what are the
incremental steps required to get to that from 1,000 to 2,000?
Amitesh Jha:
Yes, what you said is absolutely right. The way to think about our business is, there are new
users that we acquired, those users become mature users and the frequency of mature users are
higher, both in terms of the spend on the platform as well as their orders.
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So the way to think about it is that we are in the journey of moving from a lot of new users to
the matured as a user. That will drive up both the orders per day in that particular store as well
as the GOV per store in that particular store. And that is the reason why we believe this has
happened, which is what you would have also seen.
The GOV per user is also increasing, GOV per store is also increasing, and we see that being a
secular trend for a longer period of time because we are extremely happy with the funnel. The
new users that we are acquiring are spending more in the first month itself.
The users that we acquired in the subsequent quarters and months are also spending more as a
structural thing. So we believe this is a positive cycle that has already started. As and when the
lot of new users that we acquired in the first 2 quarters of this current year start maturing and
they move towards higher frequency, we believe all these stores will also start delivering
profits.
Gaurav Rateria:
Got it. And last question is on this QIP that you're talking about. Just trying to understand that
would this lead to any change in the strategy that we are pursuing in the quick commerce
business? And with the incremental growth capital that you get, is it fair to say that the market
has enough depth for you to continue to grow at sort of 100%, not just for this year, even going
forward in the coming years.
Rahul Bothra:
Yes. I think, see, the overall boosting of the balance sheet is more forward-looking, more
around the opportunity that will present to us. We don't know how long these growth rates will
continue in this segment. Also, as I said, this is also adding to the innovation capital and the
strategic reserve of the company.
So overall, we should see from that lens, I think overall, on the quick commerce business, we
have made sufficient network investments that are required for us to be able to grow at these
triple-digit growth rates. So we don't necessarily see a reason to change that strategy. However,
if it positively surprises us, we will have the flexibility to continue making those investments.
Moderator:
Our next question comes from the line of Garima Mishra from Kotak Securities.
Garima Mishra:
First question from me. You mentioned in the letter that your current store network can support
double the orders. So, based on trends that you are witnessing, do you have any sort of time
line in mind as to when this happens?
Amitesh Jha:
We are seeing a healthy growth rate of our GOV around 20%+QoQ for the last two quarters.
We see a movement in our OPD in the subsequent quarters as well. We can assume a similar
kind of growth rate. So if we assume a similar growth rate, we should see these numbers being
hit within a year's time. But of course, what also happens is that it is lopsided.
Not every store will be at the same rate. There are stores that will hit the maximum capacity
sooner, which means we'll have to open new stores. So we believe that in the next two
quarters, there will be a few stores that will reach those orders, and we'll have to open new
stores on that.
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The one thing at least for now, we are very, very sure on that we're going to focus on the cities
that we are in, where we would want to densify that network, make sure that we are doing a
good job there because the headroom in those cities itself is extremely high and which is where
the focus for our store expansion will be.
Garima Mishra:
Got it. So if I look, let us say, let's say, 6, 8 quarters ahead, should we also assume that at some
point of time, the store addition, which today seems to be a little lower because you built a
buffer or you've built some spare capacity in the past. This exhausts and then you again start
seeing a recovery or a much higher let's say, quarterly kind of store addition. Fair to expect?
Amitesh Jha:
Yes, absolutely. There are two ways in which it will happen. One is whenever there is a
capacity reach that we see for existing stores, we will open new stores. Whenever we see there
is an opportunity with higher speed that we can present in spite of capacity not reaching, we'll
also do that. We believe that will start happening from maybe a couple of few quarters from
now. We don't see this being essentially a permanent feature.
Garima Mishra:
Got it. Another follow-up here. Now CM breakeven for the Instamart business, I think it's been
talked about a lot and 1Q FY '27 is where things are landing up as of now. However, in this
business now, what is your long-term ambition for this number? And what can be, hence, a
resultant sort of EBITDA margin? Because I think a positive CM and a positive EBITDA
margin will sort of be the target for any business, right?
Rahul Bothra:
I think this is obviously doing a little bit of crystal ball gazing to say, but we do have
conviction that this business can get to like a 4% EBITDA with a 7% kind of contribution
margin positive trajectory.
Garima Mishra:
Okay. And maybe last question here. Again, in the letter, you've mentioned that for food
delivery business, right, advertisements are roughly 4% plus of GMV. What is this number for
Instamart today? And can this number potentially be much higher than what it is for food
delivery?
Rahul Bothra:
Yes. For specific reasons, we won't be able to share the number, but in a very short period of
time, we have made substantial progress on this particular line. In terms of our guidance, we
believe that in steady state, this number can get to 6% to 7%.
Moderator:
Our next question is from the line of Gaurav Malhotra from Axis.
Gaurav Malhotra:
Just a few questions from my side. On the ad revenues in the restaurants, I was under the
impression that the ad revenues from restaurants typically would be, say lower than what it
would be say for a quick commerce business is because not every restaurant typically would
spend and generally say most if not all brands tend to spend.
So the greater than 4% number looks a little bit high in that context. So if you could just give
us some sense as to the long-term quick commerce is 6%-7% and the restaurants are like 4%
plus, how should we sort of think of these two numbers in that context?
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Rohit Kapoor:
This is Rohit here. Is the question more around expansion possibilities in food? Or is it a
comparison with quick commerce? I just want to sharpen my answer.
Gaurav Malhotra:
So basically, I was under the impression that the ad revenue contribution in the food delivery
would be lower than quick commerce. And if the restaurant, the food delivery itself is 4% plus,
then shouldn't the long-term quick commerce be then more than 6%-7% right? Because the
understanding is that most of the brands typically tend to spend on quick commerce, but not all
restaurants spend on food delivery from an advertisement perspective.
Rohit Kapoor:
Yes. So, I think we're looking at both businesses at different points in time of maturity, right?
So structurally, you're right that quick commerce, by definition, should be higher over time,
but we are looking at a decade-old food delivery business and a 3-year old quick commerce
business.
So the expansion in terms of personnel GOV will happen at a differential pace between both
the businesses. So your assumption is actually correct that over time, quick commerce should
have a higher percent of GOV in terms of advertising revenues or food. Amitesh, you want to
add?
Amitesh Jha:
Yes. So, what you're saying, which is what Rahul was speaking about, that structurally, we
believe that the total amount spent by brands. There is enough available for quick commerce,
which is, in fact, the highest impacting on consumer behavior to extract most of the brands.
We believe that quick commerce will end up being the industry leader in ad spend just because
this model has a very high impact on the way consumer preference essentially changes. Right
now since it is the start. We are only a few years old. We generally see brands spending a lot
more money, and they are very excited about the opportunities that exist in this.
Gaurav Malhotra:
Next question is on Instamart. Obviously, the contribution margins have sort of improved quite
meaningfully. But obviously, the absolute losses at the EBITDA level have not -- have come
down, but maybe not to the same level in context to the fact that you're not expanding as
aggressively.
So just wanted to get a sense as to the fixed cost, right, is there a much higher salience on
marketing spend versus, say, the costs related to the actual operations which is why the fixed
cost itself is remaining more sticky than what one would have expected.
Rahul Bothra:
Yes. So as we've answered this, right, in the past that on a sequential basis, the cost below CM
have only increased by 5% versus the 24.5% growth on the gross order value. So there is
significant operating leverage that sits there. A large part of the cost below CM is around
marketing.
And marketing, as I mentioned, also depends on the number of users that you're adding as well
as the competition intensity that exists in the market around your acquisition costs. So we do
expect significant operating leverage here. On a going forward basis, you should see that
starting to play out and has already started to play out.
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Gaurav Malhotra:
Understood. And just last question on Maxxsaver. Obviously, that seems to be helping from an
AOV perspective. But is there a thought process as to increasing the minimum threshold or are
you sort of happy with how Maxxsaver is sort of currently seeing the traction it is seeing?
Amitesh Jha:
Yes, we are happy with the threshold and the traction that we are seeing. If you remember last
time when we were speaking about Maxxsaver, we did speak about the extra steroid injection
that we had to give to make sure that adoption is higher. We spoke about it last time
specifically talking about how we are weaning away people from that without changing the
habit.
We see that habit not changed in spite of investment from our side being lower right away. So
that's a secular trend. We don't believe that we should be changing that. It is one of the more
important missions that consumers have in a month. We want to be top of mind for that, and
we will try to drive adoption of Maxxsaver rather than increase the AOV or the minimum
AOV required for that.
Gaurav Malhotra:
Okay. Just last question. I think this question have already been asked, but maybe if I can just
ask it once again. In terms of your throughput, you mentioned that you sort of have capacity to
double it as well.
In what time frame are we sort of thinking about it? Because now throughput also is a function
of the AOV and if there is Maxxsaver and higher value items then maybe throughput will take
longer to sort of reach that double the number versus where it is right now? Just some thoughts
around that, please.
Amitesh Jha:
Yes. See, I think as we said, right, our growth is something that we're allowed to be doubling
our GOV number in a year's time. See, I think one of those things is it's very hard to exactly
say where this throughput will reach the level that we essentially want. But what we have seen
generally wherever the growth of Maxxsaver is there, the growth of OPD also is there, and
there are more mature customers coming in.
We believe that there is a balanced play on maybe breaking up a pod or expanding our network
faster than what it is required from a pure financial perspective. Those are the calls that we
keep on taking and which we will keep on taking. So sometimes the addition of stores or pods
happen faster than what we would have said from a pure financial lens.
That is the only change which is there. So that's the reason I said last time also, we'll keep on
seeing movement in that, but I don't think it will be an abrupt movement. It will be a gradual
movement. But yes, from a capacity-wise perspective, we have solved for here.
Moderator:
Our next question comes from the line of Ankur Rudra from JPMorgan.
Ankur Rudra:
Good to see cash burn shrink rapidly this quarter. Firstly, on quick commerce, I noticed that
while GOV growth is quite strong, the NOV growth is very similar to last quarter, about 17%
to 18%. And the MTU growth was probably a bit lighter at about 8%-9% versus 11% last time.
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I'm just curious how the sale event may have helped you in terms of user acquisition and
growth in general? And also, if there's any sort of impact on GST on the business and how that
might impact you in 3Q?
Amitesh Jha:
Yes. I think there are multiple questions. I'll take it one by one. QIM obviously happened at the
end of the quarter. The impact of that will also be felt in the subsequent quarter. See, one other
thing which is happening is that there is a lot of adoption from our consumers to the category
where the GOV drop is higher, and which is the reason why you see that divergence is also
playing out.
The other thing is that our MTU growth is built primarily on the quality of the consumer base
that we wanted. If you remember last time, when we looked at the retro the last quarter, one of
the things that we specifically said is that we are trying to get our funnel right into the kind of
customers that lead to a more healthy output in the future.
That healthy output in the future is what we are essentially focusing on right now. That does
have an impact in the current quarter in terms of pure MTU and OPD, but we believe that the
retention of these consumers being higher will have a subsequent quarter impact of higher
growth rate as well.
Now we believe that as you said, right, I think one of the questions also was about our GOV
growing faster. We are seeing a secular trend of that GOV being fast with more mature
customers coming in, we see an opportunity of higher MTU growth as well as OPD growth in
the future, but we'll keep a balance on getting the right consumers rather than just run after an
OPD number, which may not be sustainable for the longer term as well.
Ankur Rudra:
Just I think a related question was, was there any impact of the GST cuts in the cadence of the
business?
Rahul Bothra:
Yes. So see, we are largely dealing in non-discretionary kind of spending. So we haven't really
seen any significant movement. At the same time, we didn't see any dip which the other
platforms saw as a lead up to the changes. So I think the business has been pretty consistent
and continues to perform. In some categories, there is some tailwind, but again, not impactful
enough to make a large impact on the platform.
Ankur Rudra:
Understood. You first mentioned and as we discussed on the call also the capital raise you're
considering. So once you do raise that, do you think you have a blueprint to potentially
accelerate your GOV or NOV growth and MTU growth further? And what do you think you
need to do to further accelerate from here?
Rahul Bothra:
No. As I mentioned, even our current cash balance is sufficient, including the cash accrual that
we see from the profitable food delivery business, to finance the ambition that we have in the
quick commerce business.
At the same time, we don't know enough about some of the future opportunities including in
the quick commerce business that how long can we continue to sustain this triple-digit growth.
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So we are boosting our cash reserves towards that growth capital as well as the strategic
reserves considering some of the innovations that can start firing from our table.
Ankur Rudra:
Understood. Just last question, if I can. Working capital improvement was very sharp this time.
How should we think about the working capital movement going forward is what we saw this
quarter sustainable? Or should we see negative working capital or a return to the kind of
working capital investment that was happening in the last 2 quarters?
Rahul Bothra:
As I mentioned in the last call that the cycles are now kind of established. We do see some bit
of efficiencies that can land depending on how the month end and payment cycles play out. So
you should expect that the number of days of working capital should not go up. At the same
time, in one quarter, if it's higher or lower, can be.
Moderator:
Our next question is from the line of Aditya Soman from CLSA.
Aditya Soman:
So two questions. Firstly, on the loyalty program, Swiggy One and Swiggy One BLCK. Can
you give us a sense of what proportion of Instamart customers are coming from the loyalty
program? And then maybe in the related lines that you've also split your app for Instamart, I
mean, between the common app and a separate app. So can we get a sense of what proportion
of customers is coming on the separate app? And has it accelerated as that separate app has
been sort of extended?
Rahul Bothra:
So unfortunately, we won't be able to share specific numbers as these are sensitive. At the
same time, we can tell you that the separate app strategy has worked out really well for us, so
especially in some of these newer cities and new to Swiggy customer acquisition has been
pretty strong on the separate app.
Aditya Soman:
All right. And maybe then if you can't give me specific numbers, and also in terms of the split
between sort of food delivery customers and new to Swiggy customers, would that be -- would
that now be incrementally much larger in terms of sort of the proportion of new to Swiggy
customers coming on? Or would it still be a large chunk of food delivery customers that are all
common customers that are using the platform for Instamart?
Rahul Bothra:
So we are seeing both the adoption of the multi services users using multiple services
continues to inch up as well as new Swiggy users, especially at the back of the Instamart
proposition continues to increase.
Aditya Soman:
But would it be fair then to say for me that, let's say, the proportion of new to Swiggy
customers is rising?
Rahul Bothra:
Yes, and that's also the trendlines that you should assume going forward considering the
overall TAM that exists for the quick commerce.
Aditya Soman:
And then one of your competitors obviously has moved to an inventory model. Obviously, at
this point, I'm assuming you cannot do it. But any plans on doing that or any advantage do you
see of doing that?
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Rahul Bothra:
So, I think we have mentioned this in the past that this is an eventuality that we do expect that
to happen. So, if you look at our domestic shareholder base, it has now gone above 43% in a
very quick time. So, since our listing, this has more than doubled and we do expect this to
cross the threshold and at such time, we can convert ourselves to an inventory-led model.
There are certain benefits both on the numerator side as well as certain investments that
happen on the denominator, which is the cash flow side. So that accrual will happen if and
when we change to this model.
Moderator:
Ladies and gentlemen, we will now take one last question from the line of Abhisek Banerjee
from ICICI Securities.
Abhisek Banerjee:
Congratulations on a great set of numbers. So one question is that today, there was an article
which came out where one of your competitors claimed that their order numbers are almost
40% higher than you during the Diwali season.
And they are basically saying that in which case, there is no way that you can be higher on an
NOV basis. So if you could give some clarity on that, plus if you would have any data, which
would give clarity on what is the burn rate for the overall segment, these two data points will
be very helpful.
Sriharsha Majety:
Harsha here. So firstly, I mean, even in the past, when we've been asked along this line, it's
easy to compare with a publicly listed peer, but it's very hard to look at the numbers of
privately listed peers and you can understand their definitions of how they're calculating
everything that they're suggesting.
So that just makes it really, really hard, but at the same time, volume growth and getting
volume growth and buying it in orders by choosing the path of, let's say, very poor average
order values and Contribution is a choice, but it's not really a choice we want to make. In the
end, we are playing to win in the long term and for that the staying power happens at the stages
of the category only if you are consistently making progress on the Contribution.
So we believe that -- I mean, we do not know at least how to operate like that, maybe at very
poor AOV and Contributions because that we definitely believe will dent our staying power in
the medium term.
As per the overall spends in the category, as Amitesh mentioned, I think intensity has been
high. I think there are a bunch of players in the category. So it would be hard to make an
overall estimate. We remain sanguine about our own path and guidance, and we want to build a
business with good staying power and an ability to win in the long term.
Abhisek Banerjee:
Got it. Now on the NOV to GOV, that proportion has dipped to 70% in this quarter. I guess
that would be also due to the sale that you did in this quarter. And in the letter, you have
mentioned that it was funded by brands. Now what would be the outlook going forward on this
NOV to GOV ratio?
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Amitesh Jha:
NOV to GOV reduction is because, obviously, the non-grocery mix is increasing, and it is not
only because of the sale event. I just want to clarify, that's a very secular trend. Consumers
have come back. They're expanding their baskets and it is happening. Also, the proportion of
Swiggy One and free delivery orders also increased in this particular period, which is the
reason why we see a dip. The secular trend of more customers being on that will increase.
Now it's very hard to, because we have seen our FMCG growth also being at a decent clip. But
there could be some pressure on the NOV to GOV ratio, but not a lot, hence going forward.
This particular -- any festive season generally has a higher delta since the next two months are
not going to be festivals, we believe that this quarter will still be okay,and we don't see a lot of
FMCG dilution there.
Abhisek Banerjee:
Understood. And sir, while I have you, just one last question, which is, if I see the spends per
cohort, right, it is almost doubling in this quarter for some of the cohorts, right? So what is
happening, which is driving this kind of increased user adoption. If you could give some
clarity on that.
Amitesh Jha:
See, of course, one of the things is that when you give better service, better speed, more
assortment and when it becomes a habit, the spend per customer essentially grows. Frequency
is higher. There are more number of items in the cart. And then what is happening is that a lot
of these items are of a higher ASP because they have more percentage of general merchandise.
So, the way to think about it is that the spend is increasing because people are adopting our
quick commerce platform as a platform of default on buying a lot of other categories as well as
things that they would. So, the way to think about it is that all missions that they have in
shopping are slowly moving towards essentially quick commerce. It is a reflection of that.
We believe these numbers will keep on going up. The quality of customers is an important
benchmark as well, something that Harsha spoke about. We want to go in a sustained way. We
need to get the right habit for the customer. We have seen that a lot of customers who do get
acquired in quick commerce because of, say, unsustainable incentives generally go and stick to
platforms that are much better on the fundamentals of business and which is what we are
seeing for us also right now.
Moderator:
With that, ladies and gentlemen, we will end our question-and-answer session. On behalf of
Swiggy Limited, that concludes this conference. Thank you all for joining us. You may now
disconnect your lines.
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