According to PayNXT360, the quick commerce market in Latin America is expected to grow by 9.1% annually, reaching US$07.2 billion by 2025. The quick commerce market in the region has experienced robu...
According to PayNXT360, the quick commerce market in Latin America is expected to grow by 9.1% annually, reaching US$07.2 billion by 2025. The quick commerce market in the region has experienced robust growth during 2020-2024, achieving a CAGR of 8.4%. This upward trajectory is expected to continue, with the market forecast to grow at a CAGR of 8.8% from 2025 to 2029. By the end of 2029, the quick commerce market is projected to expand from its 2024 value of US$06.6 billion to approximately US$10.1 billion. Key Trends & Drivers 1. Embed quick commerce inside super-apps and fintech ecosystems • Quick commerce in Latin America is increasingly delivered through broader digital ecosystems rather than standalone delivery apps. Rappi operates as a super-app across Colombia, Mexico, Brazil, Argentina, Chile, and other countries, combining food, grocery, pharmacy, travel, and financial services in a single interface. In Brazil, iFood is expanding beyond food delivery into payments and credit for restaurants and consumers. Meanwhile, Mercado Libre in Brazil, Mexico, and Argentina utilizes Mercado Envios logistics and Mercado Pago for same-day or next-day ecommerce fulfillment at scale, handling around 1.8 billion parcels in 2024, with 49% delivered the same or next day. Recent news of Amazon taking a US$25 million note in Rappi underscores the way global and regional ecosystems are linking last-mile capacity with broader ecommerce and payments plays. • Two forces are central. First, ecommerce growth and mobile usage: Mexico’s ecommerce market, for example, grew by about 20% in 2024 to nearly MXN 790 billion (≈approximately US$39 billion), according to data reported by T21 and Mexico Business News, with over 60 million digital buyers. Similar double-digit growth is reported in Mercado Libre’s GMV across Brazil and Mexico. Second, payments and credit adoption: Mercado Pago, Rappi, and iFood’s financial products make it easier to bundle delivery, credit, and wallets. Meanwhile, iFood’s owner, Prosus, highlights rising order volumes and credit services as core growth pillars. • Over the next 2–4 years, quick commerce in Brazil, Mexico, Colombia and Argentina is likely to be managed as one element within super-apps and marketplaces rather than a separate vertical. Rappi’s AI-enabled Turbo network and IPO ambitions, iFood’s multi-billion-real investment plan in Brazil, and Mercado Libre’s logistics and payments expansion all point to a small number of ecosystems controlling user access, data and fulfilment. For retailers and brands, this means negotiating with a few regional platforms that combine advertising, payments and instant delivery rather than dealing with many small local couriers. 2. Reconfigure quick commerce around partnerships and consolidation • The LATAM quick-commerce model is shifting from a multitude of fragmented operators to a smaller set of scaled partnerships between platforms and retailers. In Brazil, Uber and iFood announced a strategic partnership in 2025: iFood users will be able to book Uber rides from the iFood app, and Uber users will access iFood’s food, grocery, pharmacy and convenience delivery inside Uber, effectively linking mobility with on-demand commerce. The same announcement notes that Meituan’s Keeta brand plans a five billion-real investment to enter Brazil’s delivery market, intensifying competition on a large scale rather than through small start-ups. In Mexico and Chile, Uber has already integrated Cornershop grocery partners into Uber Eats, creating a more unified grocery offering rather than parallel apps. • The main driver is economics and scale. Running a dense network of dark stores and dedicated riders is capital-intensive, and as investors focus more on profitability, platforms seek to share assets. Uber brings demand and driver networks, while iFood, Rappi, and Cornershop bring merchant relationships and ordering interfaces. In Brazil, convenience chains such as OXXO have progressively linked their stores to Rappi, showing how retailers prefer to plug into existing delivery traffic rather than build their own last-mile operations. At the same time, large players like Meituan view Brazil as a market where their global playbook can be scaled, favoring larger platforms over smaller, independent ones. • In markets such as Brazil, Mexico, and Chile, the next 2–4 years are likely to bring fewer but larger quick-commerce networks, stitched together through alliances (platform–platform, platform–retailer) and selective new entrants. Expect more situations where a single order can be routed through multiple partners (e.g., Uber ride-hailing, iFood delivery, and retailer inventory). Smaller standalone ultra-fast start-ups will find it harder to raise capital. At the same time, supermarkets, pharmacies, and convenience chains will increasingly use multi-platform strategies (such as Rappi, Uber, iFood, and Mercado Libre) instead of exclusive relationships. 3. Broaden quick-commerce missions beyond meals into grocery, pharmacy and everyday retail • Quick commerce in Latin America is shifting from a focus on restaurant meals to a broader range of everyday retail tasks. Rappi’s current app positioning includes 10-minute Rappi Turbo deliveries, grocery baskets, 24/7 pharmacy and convenience products in markets such as Colombia, Mexico, Brazil, Chile and Peru. In Brazil, iFood is actively expanding into grocery, as illustrated by its minority stake in online supermarket player Shopper, which provides deeper exposure to planned grocery missions alongside on-demand restaurant orders. Mercado Libre is simultaneously raising the bar on “fast but not instant” ecommerce: its logistics arm, Mercado Envios, handled approximately 1.8 billion items in 2024, with nearly half delivered the same day or the next across Brazil, Mexico, Argentina, Chile, and Colombia. • Three factors are key: 1. Urban shopping habits – In cities such as São Paulo, Mexico City, Bogotá, and Santiago, consumers are increasingly comfortable placing frequent, smaller online orders rather than making a single weekly trip to a hypermarket, as evidenced by sustained double-digit ecommerce growth in Mexico and Mercado Libre’s rising order frequency. 2. Retailer strategies – Supermarkets, convenience chains, and pharmacies view quick commerce as an additional channel to protect foot traffic and clear inventory, so they are increasingly listing through Rappi, Uber Eats, and iFood, rather than relying solely on their own apps. 3. Margin mix – Pharmacy and convenience products often provide better margin structures than prepared meals, which encourages platforms to promote these categories within their apps. • Over the next 2–4 years, quick commerce in Brazil, Mexico, Colombia, and Chile is likely to be defined less by “meal delivery” and more by mission types, such as urgent medicine, top-up groceries, missing ingredients, small electronics, or pet products. Players that can manage cold chain, substitutions and on-shelf accuracy will strengthen their position with supermarkets and pharmacies. Fast next-day delivery from Mercado Libre and others will sit alongside sub-30-minute services from Rappi, iFood and Uber, giving consumers multiple speed–price trade-offs for similar baskets. 4. Adjust quick commerce to tighter regulation, tax and labour rules while using AI and credit to improve economics • LATAM quick-commerce platforms are facing more structured regulation and cost scrutiny, particularly in Mexico and Brazil, and are responding with technology and financial tools. In Mexico, Congress approved a labour reform in late 2024 to grant app-based workers (including those on Rappi and Uber) access to social security and benefits, moving away from an entirely informal model. In 2025, the Mexican government also proposed higher withholding taxes on marketplace transactions, prompting Mercado Libre to warn of potential negative impacts on ecommerce investment and SME sellers. At the same time, Rappi has rolled out AI-based demand forecasting and routing for Rappi Turbo across Latin America, while iFood and Prosus are expanding iFood Pago and other credit services for restaurants and consumers in Brazil. • Governments in key markets are seeking to formalise platform work and tax flows as ecommerce becomes a larger part of the economy. Mexico’s labour and tax reforms explicitly target large digital platforms and their merchant bases. At the same time, higher logistics and credit costs are evident in Mercado Libre’s results, where the expansion of logistics and credit has weighed on margins despite strong revenue growth. This prompts platforms to utilize AI, enhanced route planning, and credit scoring to enhance unit economics. • In Mexico, Brazil and Colombia, the next 2–4 years are likely to see more formal employment-like conditions for couriers, higher compliance costs and closer scrutiny of tax reporting. This will probably raise the minimum efficient scale for quick-commerce operations. Platforms with strong data, AI capabilities and access to capital for credit (Rappi, iFood, Mercado Libre) are better placed to absorb these costs and still offer competitive delivery fees. Smaller players may struggle to comply and could consolidate or reposition into niche services. For merchants, participation in quick commerce will increasingly come with structured tax reporting and fee transparency, as well as more access to working capital credit from these platforms. Competitive Landscape Over the next 2-4 years, the competitive landscape is expected to consolidate. A handful of large ecosystems will dominate major urban corridors, squeezing the profitability of smaller, standalone specialists. Partnerships between platforms, retailers, and logistics providers will increase, while payment and fintech integration will become a table-stakes requirement. Regulatory and labour cost pressures (especially for the delivery workforce) may raise the minimum viable scale for operations. Market entry by global players will intensify competition, but local incumbents with a logistics density and payments advantage will likely defend their positions. Current State of the Market • The quick commerce segment in Latin America is evolving rapidly but remains concentrated among a few major players in major markets such as Brazil, Mexico and Colombia. Platforms that began in food delivery are extending into grocery, pharmacy and convenience goods. • Logistics and last-mile costs remain high, and consumer expectations for sub-hour or same-day fulfilment are intensifying. Urban population density, mobile penetration and growth in digital payments enable this shift, but operational complexity and cost pressure persist. Key Players and New Entrants • Among the incumbent players, Rappi (Colombia-founded) operates across nine Latin American countries with its Turbo offering for very fast delivery. iFood (Brazil) maintains a leading share in food delivery in Brazil and is leveraging its infrastructure into adjacent quick commerce missions. • Mercado Libre (with Mercado Pago and Mercado Envios) is expanding logistics and payments infrastructure in Brazil and Mexico, strengthening its readiness for quick-commerce scale. On the entrant side, global players such as Amazon are committing regional investments, while Chinese platform models (for example, via “low-cost” catalogue sellers) are increasing competitive intensity. Recent Launches, Mergers, and Acquisitions • In May 2025, Uber and iFood announced a strategic partnership in Brazil: iFood users will access Uber ride-hailing services directly within the iFood app, and Uber users will gain access to iFood’s food, grocery, and pharmacy delivery services within the Uber app. • In September 2025, Amazon invested $ 25 million in Rappi via a convertible note, positioning itself for quick-commerce scale and broader logistics synergies. These moves reflect consolidation, alliance building and platform-ecosystem integration rather than hundreds of independent dark-store start-ups. This report provides a detailed data-centric analysis of the quick commerce industry in Latin America offering comprehensive coverage of both overall and quick commerce markets. It includes more than 100+ KPIs, covering gross merchandise value, gross merchandise volume, average order value, and order frequency. The report offers an in-depth analysis of quick commerce, including product type, payment mode, age group, location tier, business model, and delivery time. It further categorizes the market by revenue streams (advertising, delivery fee, and subscription-based models). In addition, the analysis captures consumer demographics by age and location alongside behavioral indicators such as subscription uptake and average delivery time. Collectively, these datasets provide a comprehensive view of market size, consumer behavior, and operational efficiency within the quick commerce ecosystem. PayNXT360 research methodology is based on industry best practices. Its unbiased analysis leverages a proprietary analytics platform to deliver a detailed view of market performance, structural trends, and growth dynamics across the quick commerce ecosystem, with a primary focus on both overall and instant delivery markets. This title from PayNXT360 is a bundled offering, combining the following 6 reports, covering 600+ tables and 700+ figures: 1. Latin America Overall and Quick Commerce Market Business and Investment Opportunities Databook 2. Argentina Overall and Quick Commerce Market Business and Investment Opportunities Databook 3. Brazil Overall and Quick Commerce Market Business and Investment Opportunities Databook 4. Chile Overall and Quick Commerce Market Business and Investment Opportunities Databook 5. Colombia Overall and Quick Commerce Market Business and Investment Opportunities Databook 6. Mexico Overall and Quick Commerce Market Business and Investment Opportunities Databook
This report provides a detailed data-driven analysis of the quick commerce market focusing on the rapid delivery ecosystem and its growth trajectory. It examines key market segments, operational models, and consumer behavior shaping the evolution of instant delivery services: • Quick Commerce Market Size and Growth Dynamics -- Gross Merchandise Value -- Gross Merchandise Volume -- Average Order Value -- Order Frequency per Year • Quick Commerce Market Segmentation by Product Type -- Groceries and Staples -- Fruits and Vegetables -- Snacks and Beverages -- Personal Care and Hygiene -- Pharmaceuticals and Health Products -- Home Décor -- Clothing and Accessories -- Electronics -- Others • Quick Commerce Market Segmentation by Payment Mode -- Instant Bank Transfer -- Wallets and Digital Payments -- Credit and Debit Cards -- Cash on Delivery • Quick Commerce Market Segmentation by Age Group -- Gen Z (15–25) -- Millennials (26–39) -- Gen X (40–55) -- Baby Boomers (Above 55) • Quick Commerce Market Segmentation by Location Tier -- Tier 1 Cities -- Tier 2 Cities -- Tier 3 Cities • Quick Commerce Market Segmentation by Business Model -- Inventory-led Model -- Hyper-local Model -- Multi-vendor Platform Model -- Others • Quick Commerce Market Segmentation by Delivery Time -- Delivery in 30 Minutes -- Delivery 30–60 Minutes -- Delivery in 3 Hours • Quick Commerce Consumer Behavior and Demographics -- Average Subscription Uptake by Age Group -- Average Subscription Uptake by Location Tier -- Average Subscription Uptake -- Average Delivery Time • Quick Commerce Revenue Structure and Composition -- Advertising Revenue -- Delivery Fee Revenue -- Subscription Revenue • Quick Commerce Operational Metrics by Product Type -- Gross Merchandise Value by Product Type -- Gross Merchandise Volume by Product Type -- Average Order Value by Product Type -- Order Frequency by Product Type • Quick Commerce Operational Metrics by Payment Mode -- Gross Merchandise Value by Payment Mode -- Gross Merchandise Volume by Payment Mode -- Average Order Value by Payment Mode • Quick Commerce Operational Metrics by Age Group -- Gross Merchandise Value by Age Group -- Gross Merchandise Volume by Age Group -- Average Order Value by Age Group • Quick Commerce Operational Metrics by Location Tier -- Gross Merchandise Value by Location Tier -- Gross Merchandise Volume by Location Tier -- Average Order Value by Location Tier -- Order Frequency by Location Tier • Quick Commerce Operational Metrics by Business Model -- Gross Merchandise Value by Business Model -- Gross Merchandise Volume by Business Model -- Average Order Value by Business Model • Quick Commerce Operational Metrics by Delivery Time -- Gross Merchandise Value by Delivery Time -- Gross Merchandise Volume by Delivery Time -- Average Order Value by Delivery Time -- Order Frequency by Delivery Time
• Comprehensive Market Intelligence: Gain a holistic understanding of the overall quick commerce with detailed operational metrics such as gross merchandise value, gross merchandise volume, average order value, and order frequency across key product categories. • Granular Segmentation and Cross-Analysis: Explore the fast-growing quick commerce ecosystem through detailed segmentation by product type, payment mode, age group, location tier, business model, and delivery time, providing data into evolving consumer behavior and purchasing dynamics. • Consumer Behavior and Ecosystem Readiness: Understand how demographics and payment method adoption are shaping consumer preferences and driving the expansion of instant delivery services in both urban and semi-urban markets. • Data-Driven Forecasts and KPI Tracking: Access a comprehensive dataset of 100+ key performance indicators (KPIs) with historical and forecast data through 2029, offering visibility into growth drivers, market trends, and investment opportunities across the quick commerce sector. • Decision-Ready Databook Format: Presented in a structured, data-centric format compatible with analytical and financial modeling, the Databook enables quick commerce companies, retailers, investors, and logistics partners to make informed, evidence-based strategic decisions.
This title from PayNXT360 is a bundled offering, combining the following 6 reports, covering 600+ tables and 700+ figures: 1. Latin America Overall and Quick Commerce Market Business and Investment Opportunities Databook 2. Argentina Overall and Quick Commerce Market Business and Investment Opportunities Databook 3. Brazil Overall and Quick Commerce Market Business and Investment Opportunities Databook 4. Chile Overall and Quick Commerce Market Business and Investment Opportunities Databook 5. Colombia Overall and Quick Commerce Market Business and Investment Opportunities Databook 6. Mexico Overall and Quick Commerce Market Business and Investment Opportunities Databook All global, regional, and country reports mentioned above will have the following tables of contents: 1. About this Report 1.1 Summary 1.2 Methodology 1.3 Definitions 1.4 Disclaimer 2. Quick Commerce Industry Attractiveness 2.1 Quick Commerce – Gross Merchandise Value Trend Analysis, 2020-2029 2.2 Quick Commerce – Gross Merchandise Volume Trend Analysis, 2020-2029 2.3 Quick Commerce – Average Order Value Trend Analysis, 2020-2029 2.4 Quick Commerce – Order Frequency Trend Analysis, 2020-2029 2.5 Quick Commerce – Market Share Analysis by Key Players, 2024 3. Quick Commerce Operational KPIs 3.1 Quick Commerce Revenue and Growth Trend, 2020-2029 3.2 Quick Commerce Revenue Structure, Composition, and Growth Analysis by Segment, 2024 3.2.1 Advertising Revenue, 2020-2029 3.2.2 Delivery Fee Revenue, 2020-2029 3.2.3 Subscription Revenue, 2020-2029 4. Quick Commerce Analysis by Product Type 4.1 Quick Commerce Segment Share by Product Type, 2024 4.2 Quick Commerce Analysis by Groceries & Staples: Market Size and Forecast, 2020-2029 4.2.1 Groceries & Staples- Gross Merchandise Value Trend Analysis, 2020-2029 4.2.2 Groceries & Staples- Gross Merchandise Volume Trend Analysis, 2020-2029 4.2.3 Groceries & Staples- Average Order Value Trend Analysis, 2020-2029 4.2.4 Groceries & Staples- Order Frequency Trend Analysis, 2020-2029 4.3 Quick Commerce Analysis by Fruits & Vegetables: Market Size and Forecast, 2020-2029 4.3.1 Fruits & Vegetables- Gross Merchandise Value Trend Analysis, 2020-2029 4.3.2 Fruits & Vegetables- Gross Merchandise Volume Trend Analysis, 2020-2029 4.3.3 Fruits & Vegetables- Average Order Value Trend Analysis, 2020-2029 4.3.4 Fruits & Vegetables- Order Frequency Trend Analysis, 2020-2029 4.4 Quick Commerce Analysis by Snacks & Beverages: Market Size and Forecast, 2020-2029 4.4.1 Snacks & Beverages- Gross Merchandise Value Trend Analysis, 2020-2029 4.4.2 Snacks & Beverages- Gross Merchandise Volume Trend Analysis, 2020-2029 4.4.3 Snacks & Beverages- Average Order Value Trend Analysis, 2020-2029 4.4.4 Snacks & Beverages- Order Frequency Trend Analysis, 2020-2029 4.5 Quick Commerce Analysis by Personal Care & Hygiene: Market Size and Forecast, 2020-2029 4.5.1 Personal Care & Hygiene- Gross Merchandise Value Trend Analysis, 2020-2029 4.5.2 Personal Care & Hygiene- Gross Merchandise Volume Trend Analysis, 2020-2029 4.5.3 Personal Care & Hygiene- Average Order Value Trend Analysis, 2020-2029 4.5.4 Personal Care & Hygiene- Order Frequency Trend Analysis, 2020-2029 4.6 Quick Commerce Analysis by Pharmaceuticals & Health Products: Market Size and Forecast, 2020-2029 4.6.1 Pharmaceuticals & Health Products- Gross Merchandise Value Trend Analysis, 2020-2029 4.6.2 Pharmaceuticals & Health Products- Gross Merchandise Volume Trend Analysis, 2020-2029 4.6.3 Pharmaceuticals & Health Products- Average Order Value Trend Analysis, 2020-2029 4.6.4 Pharmaceuticals & Health Products- Order Frequency Trend Analysis, 2020-2029 4.7 Quick Commerce Analysis by Home Décor: Market Size and Forecast, 2020-2029 4.7.1 Home Décor- Gross Merchandise Value Trend Analysis, 2020-2029 4.7.2 Home Décor- Gross Merchandise Volume Trend Analysis, 2020-2029 4.7.3 Home Décor- Average Order Value Trend Analysis, 2020-2029 4.7.4 Home Décor- Order Frequency Trend Analysis, 2020-2029 4.8 Quick Commerce Analysis by Clothing & Accessories: Market Size and Forecast, 2020-2029 4.8.1 Clothing & Accessories- Gross Merchandise Value Trend Analysis, 2020-2029 4.8.2 Clothing & Accessories- Gross Merchandise Volume Trend Analysis, 2020-2029 4.8.3 Clothing & Accessories- Average Order Value Trend Analysis, 2020-2029 4.8.4 Clothing & Accessories- Order Frequency Trend Analysis, 2020-2029 4.9 Quick Commerce Analysis by Electronics: Market Size and Forecast, 2020-2029 4.9.1 Electronics- Gross Merchandise Value Trend Analysis, 2020-2029 4.9.2 Electronics- Gross Merchandise Volume Trend Analysis, 2020-2029 4.9.3 Electronics- Average Order Value Trend Analysis, 2020-2029 4.9.4 Electronics- Order Frequency Trend Analysis, 2020-2029 4.10 Quick Commerce Analysis by Other Product Category: Market Size and Forecast, 2020-2029 4.10.1 Other Product Category- Gross Merchandise Value Trend Analysis, 2020-2029 4.10.2 Other Product Category- Gross Merchandise Volume Trend Analysis, 2020-2029 4.10.3 Other Product Category- Average Order Value Trend Analysis, 2020-2029 4.10.4 Other Product Category- Order Frequency Trend Analysis, 2020-2029 5. Quick Commerce Analysis by Payment Method 5.1 Quick Commerce Segment Share by Payment Method, 2020-2029 5.2 Quick Commerce Analysis by Instant Bank Transfer: Market Size and Forecast, 2020-2029 5.2.1 Instant Bank Transfer- Gross Merchandise Value Trend Analysis, 2020-2029 5.2.2 Instant Bank Transfer- Gross Merchandise Volume Trend Analysis, 2020-2029 5.2.3 Instant Bank Transfer- Average Order Value Trend Analysis, 2020-2029 5.3 Quick Commerce Analysis by Wallets & Digital Payments: Market Size and Forecast, 2020-2029 5.3.1 Wallets & Digital Payments- Gross Merchandise Value Trend Analysis, 2020-2029 5.3.2 Wallets & Digital Payments- Gross Merchandise Volume Trend Analysis, 2020-2029 5.3.3 Wallets & Digital Payments- Average Order Value Trend Analysis, 2020-2029 5.4 Quick Commerce Analysis by Credit & Debit Cards: Market Size and Forecast, 2020-2029 5.4.1 Credit & Debit Cards- Gross Merchandise Value Trend Analysis, 2020-2029 5.4.2 Credit & Debit Cards- Gross Merchandise Volume Trend Analysis, 2020-2029 5.4.3 Credit & Debit Cards- Average Order Value Trend Analysis, 2020-2029 5.5 Quick Commerce Analysis by Cash on Delivery: Market Size and Forecast, 2020-2029 5.5.1 Cash on Delivery- Gross Merchandise Value Trend Analysis, 2020-2029 5.5.2 Cash on Delivery- Gross Merchandise Volume Trend Analysis, 2020-2029 5.5.3 Cash on Delivery- Average Order Value Trend Analysis, 2020-2029 6. Quick Commerce Analysis by Age Group 6.1 Quick Commerce Segment Share by Age Group, 2024 6.2 Quick Commerce Analysis by Gen Z (15–25) Age Group: Market Size and Forecast, 2020-2029 6.2.1 Gen Z (15–25) Age Group- Gross Merchandise Value Trend Analysis, 2020-2029 6.2.2 Gen Z (15–25) Age Group- Gross Merchandise Volume Trend Analysis, 2020-2029 6.2.3 Gen Z (15–25) Age Group- Average Order Value Trend Analysis, 2020-2029 6.3 Quick Commerce Analysis by Millennials (26–39) Age Group: Market Size and Forecast, 2020-2029 6.3.1 Millennials (26–39) Age Group- Gross Merchandise Value Trend Analysis, 2020-2029 6.3.2 Millennials (26–39) Age Group- Gross Merchandise Volume Trend Analysis, 2020-2029 6.3.3 Millennials (26–39) Age Group- Average Order Value Trend Analysis, 2020-2029 6.4 Quick Commerce Analysis by Gen X (40–55) Age Group: Market Size and Forecast, 2020-2029 6.4.1 Gen X (40–55) Age Group- Gross Merchandise Value Trend Analysis, 2020-2029 6.4.2 Gen X (40–55) Age Group- Gross Merchandise Volume Trend Analysis, 2020-2029 6.4.3 Gen X (40–55) Age Group- Average Order Value Trend Analysis, 2020-2029 6.5 Quick Commerce Analysis by Baby Boomers (Above 55+) Age Group: Market Size and Forecast, 2020-2029 6.5.1 Baby Boomers (Above 55+) Age Group- Gross Merchandise Value Trend Analysis, 2020-2029 6.5.2 Baby Boomers (Above 55+) Age Group- Gross Merchandise Volume Trend Analysis, 2020-2029 6.5.3 Baby Boomers (Above 55+) Age Group- Average Order Value Trend Analysis, 2020-2029 7. Quick Commerce Analysis by Location 7.1 Quick Commerce Segment Share by Location, 2020-2029 7.2 Quick Commerce Analysis by Tier 1 Cities: Market Size and Forecast, 2020-2029 7.2.1 Tier 1 Cities- Gross Merchandise Value Trend Analysis, 2020-2029 7.2.2 Tier 1 Cities- Gross Merchandise Volume Trend Analysis, 2020-2029 7.2.3 Tier 1 Cities- Average Order Value Trend Analysis, 2020-2029 7.2.4 Tier 1 Cities- Order Frequency Trend Analysis, 2020-2029 7.3 Quick Commerce Analysis by Tier 2 Cities: Market Size and Forecast, 2020-2029 7.3.1 Tier 2 Cities- Gross Merchandise Value Trend Analysis, 2020-2029 7.3.2 Tier 2 Cities- Gross Merchandise Volume Trend Analysis, 2020-2029 7.3.3 Tier 2 Cities- Average Order Value Trend Analysis, 2020-2029 7.3.4 Tier 2 Cities- Order Frequency Trend Analysis, 2020-2029 7.4 Quick Commerce Analysis by Tier 3 Cities: Market Size and Forecast, 2020-2029 7.4.1 Tier 3 Cities- Gross Merchandise Value Trend Analysis, 2020-2029 7.4.2 Tier 3 Cities- Gross Merchandise Volume Trend Analysis, 2020-2029 7.4.3 Tier 3 Cities- Average Order Value Trend Analysis, 2020-2029 7.4.4 Tier 3 Cities- Order Frequency Trend Analysis, 2020-2029 8. Quick Commerce Analysis by Business Model 8.1 Quick Commerce Segment Share by Business Model, 2024 8.2 Quick Commerce Analysis by Inventory Model: Market Size and Forecast, 2020-2029 8.2.1 Inventory Model- Gross Merchandise Value Trend Analysis, 2020-2029 8.2.2 Inventory Model- Gross Merchandise Volume Trend Analysis, 2020-2029 8.2.3 Inventory Model- Average Order Value Trend Analysis, 2020-2029 8.3 Quick Commerce Analysis by Hyperlocal Model: Market Size and Forecast, 2020-2029 8.3.1 Hyperlocal Model- Gross Merchandise Value Trend Analysis, 2020-2029 8.3.2 Hyperlocal Model- Gross Merchandise Volume Trend Analysis, 2020-2029 8.3.3 Hyperlocal Model- Average Order Value Trend Analysis, 2020-2029 8.4 Quick Commerce Analysis by Multi-vendor Platform Model: Market Size and Forecast, 2020-2029 8.4.1 Multi-vendor Platform Model- Gross Merchandise Value Trend Analysis, 2020-2029 8.4.2 Multi-vendor Platform Model- Gross Merchandise Volume Trend Analysis, 2020-2029 8.4.3 Multi-vendor Platform Model- Average Order Value Trend Analysis, 2020-2029 8.5 Quick Commerce Analysis by Other Business Models: Market Size and Forecast, 2020-2029 8.5.1 Other Business Models- Gross Merchandise Value Trend Analysis, 2020-2029 8.5.2 Other Business Models- Gross Merchandise Volume Trend Analysis, 2020-2029 8.5.3 Other Business Models- Average Order Value Trend Analysis, 2020-2029 9. Quick Commerce Analysis by Delivery Time 9.1 Quick Commerce Segment Share by Delivery Time, 2020-2029 9.2 Quick Commerce Analysis by Delivery Time In 30 Minutes: Market Size and Forecast, 2020-2029 9.2.1 Delivery Time In 30 Minutes- Gross Merchandise Value Trend Analysis, 2020-2029 9.2.2 Delivery Time In 30 Minutes- Gross Merchandise Volume Trend Analysis, 2020-2029 9.2.3 Delivery Time In 30 Minutes- Average Order Value Trend Analysis, 2020-2029 9.2.4 Delivery Time In 30 Minutes- Order Frequency Trend Analysis, 2020-2029 9.3 Quick Commerce Analysis by Delivery Time 30–60 Minutes: Market Size and Forecast, 2020-2029 9.3.1 Delivery Time 30–60 Minutes- Gross Merchandise Value Trend Analysis, 2020-2029 9.3.2 Delivery Time 30–60 Minutes- Gross Merchandise Volume Trend Analysis, 2020-2029 9.3.3 Delivery Time 30–60 Minutes- Average Order Value Trend Analysis, 2020-2029 9.3.4 Delivery Time 30–60 Minutes- Order Frequency Trend Analysis, 2020-2029 9.4 Quick Commerce Analysis by Delivery Time In 3 Hours: Market Size and Forecast, 2020-2029 9.4.1 Delivery Time In 3 Hours- Gross Merchandise Value Trend Analysis, 2020-2029 9.4.2 Delivery Time In 3 Hours- Gross Merchandise Volume Trend Analysis, 2020-2029 9.4.3 Delivery Time In 3 Hours- Average Order Value Trend Analysis, 2020-2029 9.4.4 Delivery Time In 3 Hours- Order Frequency Trend Analysis, 2020-2029 10. Quick Commerce Consumer Behaviour and Adoption 10.1 Quick Commerce- Average Subscription Uptake, 2024 10.2 Quick Commerce- Average Subscription Uptake by Age Group, 2024 10.3 Quick Commerce- Average Subscription Uptake by Location, 2024 10.4 Quick Commerce- Average Delivery Time, 2024 11. Further Reading 11.1 About PayNXT360 11.2 Related Research
Table 1: Quick Commerce – Gross Merchandise Value (US$ Million), 2020–2029 Table 2: Quick Commerce – Gross Merchandise Volume (US$ Million), 2020 – 2029 Table 3: Quick Commerce – Average Order Value (US$ Million), 2020-2029 Table 4: Quick Commerce – Order Frequency (Orders per Year), 2020-2029 Table 5: Quick Commerce Revenue and Growth Trend (US$ Million), 2020-2029 Table 7: Advertising Revenue (US$ Million), 2020-2029 Table 8: Delivery Fee Revenue (US$ Million), 2020-2029 Table 9: Subscription Revenue (US$ Million), 2020-2029 Table 10: Groceries & Staples- Gross Merchandise Value (US$ Million), 2020-2029 Table 11: Groceries & Staples- Gross Merchandise Volume (US$ Million), 2020-2029 Table 12: Groceries & Staples- Average Order Value (US$ Million), 2020-2029 Table 13: Groceries & Staples- Order Frequency (Orders per Year), 2020-2029 Table 14: Fruits & Vegetables- Gross Merchandise Value (US$ Million), 2020-2029 Table 15: Fruits & Vegetables- Gross Merchandise Volume (US$ Million), 2020-2029 Table 16: Fruits & Vegetables- Average Order Value (US$ Million), 2020-2029 Table 17: Fruits & Vegetables- Order Frequency (Orders per Year), 2020-2029 Table 18: Snacks & Beverages- Gross Merchandise Value (US$ Million), 2020-2029 Table 19: Snacks & Beverages- Gross Merchandise Volume (US$ Million), 2020-2029 Table 20: Snacks & Beverages- Average Order Value (US$ Million), 2020-2029 Table 21: Snacks & Beverages- Order Frequency (Orders per Year), 2020-2029 Table 22: Personal Care & Hygiene- Gross Merchandise Value (US$ Million), 2020-2029 Table 23: Personal Care & Hygiene- Gross Merchandise Volume (US$ Million), 2020-2029 Table 24: Personal Care & Hygiene- Average Order Value (US$ Million), 2020-2029 Table 25: Personal Care & Hygiene- Order Frequency (Orders per Year), 2020-2029 Table 26: Pharmaceuticals & Health Products- Gross Merchandise Value (US$ Million), 2020-2029 Table 27: Pharmaceuticals & Health Products- Gross Merchandise Volume (US$ Million), 2020-2029 Table 28: Pharmaceuticals & Health Products- Average Order Value (US$ Million), 2020-2029 Table 29: Pharmaceuticals & Health Products- Order Frequency (Orders per Year), 2020-2029 Table 30: Home Décor- Gross Merchandise Value (US$ Million), 2020-2029 Table 31: Home Décor- Gross Merchandise Volume (US$ Million), 2020-2029 Table 32: Home Décor- Average Order Value (US$ Million), 2020-2029 Table 33: Home Décor- Order Frequency (Orders per Year), 2020-2029 Table 34: Clothing & Accessories- Gross Merchandise Value (US$ Million), 2020-2029 Table 35: Clothing & Accessories- Gross Merchandise Volume (US$ Million), 2020-2029 Table 36: Clothing & Accessories- Average Order Value (US$ Million), 2020-2029 Table 37: Clothing & Accessories- Order Frequency (Orders per Year), 2020-2029 Table 38: Electronics- Gross Merchandise Value (US$ Million), 2020-2029 Table 39: Electronics- Gross Merchandise Volume (US$ Million), 2020-2029 Table 40: Electronics- Average Order Value (US$ Million), 2020-2029 Table 41: Electronics- Order Frequency (Orders per Year), 2020-2029 Table 42: Others- Gross Merchandise Value (US$ Million), 2020-2029 Table 43: Others- Gross Merchandise Volume (US$ Million), 2020-2029 Table 44: Others- Average Order Value (US$ Million), 2020-2029 Table 45: Others- Order Frequency (Orders per Year), 2020-2029 Table 46: Instant Bank Transfer- Gross Merchandise Value (US$ Million), 2020-2029 Table 47: Instant Bank Transfer- Gross Merchandise Volume (US$ Million), 2020-2029 Table 48: Instant Bank Transfer- Average Order Value (US$ Million), 2020-2029 Table 49: Wallets & Digital Payments- Gross Merchandise Value (US$ Million), 2020-2029 Table 50: Wallets & Digital Payments- Gross Merchandise Volume (US$ Million), 2020-2029 Table 51: Wallets & Digital Payments- Average Order Value (US$ Million), 2020-2029 Table 52: Credit & Debit Card- Gross Merchandise Value (US$ Million), 2020-2029 Table 53: Credit & Debit Card- Gross Merchandise Volume (US$ Million), 2020-2029 Table 54: Credit & Debit Card- Average Order Value (US$ Million), 2020-2029 Table 55: Cash on Delivery- Gross Merchandise Value (US$ Million), 2020-2029 Table 56: Cash on Delivery- Gross Merchandise Volume (US$ Million), 2020-2029 Table 57: Cash on Delivery- Average Order Value (US$ Million), 2020-2029 Table 58: Gen Z (15–25) Age Group- Gross Merchandise Value (US$ Million), 2020-2029 Table 59: Gen Z (15–25) Age Group- Gross Merchandise Volume (US$ Million), 2020-2029 Table 60: Gen Z (15–25) Age Group- Average Order Value (US$ Million), 2020-2029 Table 61: Millennials (26–39) Age Group- Gross Merchandise Value (US$ Million), 2020-2029 Table 62: Millennials (26–39) Age Group- Gross Merchandise Volume (US$ Million), 2020-2029 Table 63: Millennials (26–39) Age Group- Average Order Value (US$ Million), 2020-2029 Table 64. Gen X (40–55) Age Group- Gross Merchandise Value (US$ Million), 2020-2029 Table 65: Gen X (40–55) Age Group- Gross Merchandise Volume (US$ Million), 2020-2029 Table 66: Gen X (40–55) Age Group- Average Order Value (US$ Million), 2020-2029 Table 67: Baby Boomers (Above 55) Age Group- Gross Merchandise Value (US$ Million), 2020-2029 Table 68: Baby Boomers (Above 55) Age Group- Gross Merchandise Volume (US$ Million), 2020-2029 Table 69: Baby Boomers (Above 55) Age Group- Average Order Value (US$ Million), 2020-2029 Table 70: Tier 1 Cities- Gross Merchandise Value (US$ Million), 2020-2029 Table 71: Tier 1 Cities- Gross Merchandise Volume (US$ Million), 2020-2029 Table 72: Tier 1 Cities- Average Order Value (US$ Million), 2020-2029 Table 73: Tier 1 Cities- Order Frequency (Orders per Year), 2020-2029 Table 74: Tier 2 Cities- Gross Merchandise Value (US$ Million), 2020-2029 Table 75: Tier 2 Cities- Gross Merchandise Volume (US$ Million), 2020-2029 Table 76: Tier 2 Cities- Average Order Value (US$ Million), 2020-2029 Table 77: Tier 2 Cities- Order Frequency (Orders per Year), 2020-2029 Table 78: Tier 3 Cities- Gross Merchandise Value (US$ Million), 2020-2029 Table 79: Tier 3 Cities- Gross Merchandise Volume (US$ Million), 2020-2029 Table 80: Tier 3 Cities- Average Order Value (US$ Million), 2020-2029 Table 81: Tier 3 Cities- Order Frequency (Orders per Year), 2020-2029 Table 82: Inventory Model- Gross Merchandise Value (US$ Million), 2020-2029 Table 83: Inventory Model- Gross Merchandise Volume (US$ Million), 2020-2029 Table 84: Inventory Model- Average Order Value (US$ Million), 2020-2029 Table 85: Hyper-local Model- Gross Merchandise Value (US$ Million), 2020-2029 Table 86: Hyper-local Model- Gross Merchandise Volume (US$ Million), 2020-2029 Table 87: Hyper-local Model- Average Order Value (US$ Million), 2020-2029 Table 88: Multi-vendor Platform Model- Gross Merchandise Value (US$ Million), 2020-2029 Table 89: Multi-vendor Platform Model- Gross Merchandise Volume (US$ Million), 2020-2029 Table 90: Multi-vendor Platform Model- Average Order Value (US$ Million), 2020-2029 Table 91: Others- Gross Merchandise Value (US$ Million), 2020-2029 Table 92: Others- Gross Merchandise Volume (US$ Million), 2020-2029 Table 93: Others- Average Order Value (US$ Million), 2020-2029 Table 94: Delivery Time In 30 Minutes- Gross Merchandise Value (US$ Million), 2020-2029 Table 95: Delivery Time In 30 Minutes- Gross Merchandise Volume (US$ Million), 2020-2029 Table 96: Delivery Time In 30 Minutes- Average Order Value (US$ Million), 2020-2029 Table 97: Delivery Time In 30 Minutes- Order Frequency (Orders per Year), 2020-2029 Table 98: Delivery Time 30–60 Minutes- Gross Merchandise Value (US$ Million), 2020-2029 Table 99: Delivery Time 30–60 Minutes- Gross Merchandise Volume (US$ Million), 2020-2029 Table 100: Delivery Time 30–60 Minutes- Average Order Value (US$ Million), 2020-2029 Table 101: Delivery Time 30–60 Minutes- Order Frequency (Orders per Year), 2020-2029 Table 102: Delivery Time In 3 Hours- Gross Merchandise Value (US$ Million), 2020-2029 Table 103: Delivery Time In 3 Hours- Gross Merchandise Volume (US$ Million), 2020-2029 Table 104: Delivery Time In 3 Hours- Average Order Value (US$ Million), 2020-2029 Table 105: Delivery Time In 3 Hours- Order Frequency (Orders per Year), 2020-2032
Figure 1: PayNXT360’s Methodology Framework Figure 2: Quick Commerce – Gross Merchandise Value (US$ Million), 2020–2029 Figure 3: Quick Commerce – Gross Merchandise Volume (US$ Million), 2020 – 2029 Figure 4: Quick Commerce – Average Order Value (US$ Million), 2020-2029 Figure 5: Quick Commerce – Order Frequency (Orders per Year), 2020-2029 Figure 6: Quick Commerce – Market Share Analysis by Key Players (%), 2024 Figure 7: Quick Commerce Revenue and Growth Trend (US$ Million), 2020-2029 Figure 8: Revenue Structure, Composition, and Growth Analysis by Segment (US$ Million), 2024 Figure 9: Advertising Revenue (US$ Million), 2020-2029 Figure 10: Delivery Fee Revenue (US$ Million), 2020-2029 Figure 11: Subscription Revenue (US$ Million), 2020-2029 Figure 12: Groceries & Staples- Gross Merchandise Value (US$ Million), 2020-2029 Figure 13: Groceries & Staples- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 14: Groceries & Staples- Average Order Value (US$ Million), 2020-2029 Figure 15: Groceries & Staples- Order Frequency (Orders per Year), 2020-2029 Figure 16: Fruits & Vegetables- Gross Merchandise Value (US$ Million), 2020-2029 Figure 17: Fruits & Vegetables- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 18: Fruits & Vegetables- Average Order Value (US$ Million), 2020-2029 Figure 19: Fruits & Vegetables- Order Frequency (Orders per Year), 2020-2029 Figure 20: Snacks & Beverages- Gross Merchandise Value (US$ Million), 2020-2029 Figure 21: Snacks & Beverages- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 22: Snacks & Beverages- Average Order Value (US$ Million), 2020-2029 Figure 23: Snacks & Beverages- Order Frequency (Orders per Year), 2020-2029 Figure 24: Personal Care & Hygiene- Gross Merchandise Value (US$ Million), 2020-2029 Figure 25: Personal Care & Hygiene- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 26: Personal Care & Hygiene- Average Order Value (US$ Million), 2020-2029 Figure 27: Personal Care & Hygiene- Order Frequency (Orders per Year), 2020-2029 Figure 28: Pharmaceuticals & Health Products- Gross Merchandise Value (US$ Million), 2020-2029 Figure 29: Pharmaceuticals & Health Products- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 30: Pharmaceuticals & Health Products- Average Order Value (US$ Million), 2020-2029 Figure 31: Pharmaceuticals & Health Products- Order Frequency (Orders per Year), 2020-2029 Figure 32: Home Décor- Gross Merchandise Value (US$ Million), 2020-2029 Figure 33: Home Décor- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 34: Home Décor- Average Order Value (US$ Million), 2020-2029 Figure 35: Home Décor- Order Frequency (Orders per Year), 2020-2029 Figure 36: Clothing & Accessories- Gross Merchandise Value (US$ Million), 2020-2029 Figure 37: Clothing & Accessories- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 38: Clothing & Accessories- Average Order Value (US$ Million), 2020-2029 Figure 39: Clothing & Accessories- Order Frequency (Orders per Year), 2020-2029 Figure 40: Electronics- Gross Merchandise Value (US$ Million), 2020-2029 Figure 41: Electronics- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 42: Electronics- Average Order Value (US$ Million), 2020-2029 Figure 43: Electronics- Order Frequency (Orders per Year), 2020-2029 Figure 44: Others- Gross Merchandise Value (US$ Million), 2020-2029 Figure 45: Others- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 46: Others- Average Order Value (US$ Million), 2020-2029 Figure 47: Others- Order Frequency (Orders per Year), 2020-2029 Figure 48: Instant Bank Transfer- Gross Merchandise Value (US$ Million), 2020-2029 Figure 49: Instant Bank Transfer- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 50: Instant Bank Transfer- Average Order Value (US$ Million), 2020-2029 Figure 51: Wallets & Digital Payments- Gross Merchandise Value (US$ Million), 2020-2029 Figure 52: Wallets & Digital Payments- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 53: Wallets & Digital Payments- Average Order Value (US$ Million), 2020-2029 Figure 54: Credit & Debit Card- Gross Merchandise Value (US$ Million), 2020-2029 Figure 55: Credit & Debit Card- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 56: Credit & Debit Card- Average Order Value (US$ Million), 2020-2029 Figure 57: Cash on Delivery- Gross Merchandise Value (US$ Million), 2020-2029 Figure 58: Cash on Delivery- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 59: Cash on Delivery- Average Order Value (US$ Million), 2020-2029 Figure 60: Gen Z (15–25) Age Group- Gross Merchandise Value (US$ Million), 2020-2029 Figure 61: Gen Z (15–25) Age Group- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 62: Gen Z (15–25) Age Group- Average Order Value (US$ Million), 2020-2029 Figure 63: Millennials (26–39) Age Group- Gross Merchandise Value (US$ Million), 2020-2029 Figure 64: Millennials (26–39) Age Group- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 65: Millennials (26–39) Age Group- Average Order Value (US$ Million), 2020-2029 Figure 66: Gen X (40–55) Age Group- Gross Merchandise Value (US$ Million), 2020-2029 Figure 67: Gen X (40–55) Age Group- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 68: Gen X (40–55) Age Group- Average Order Value (US$ Million), 2020-2029 Figure 69: Baby Boomers (Above 55) Age Group- Gross Merchandise Value (US$ Million), 2020-2029 Figure 70: Baby Boomers (Above 55) Age Group- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 71: Baby Boomers (Above 55) Age Group- Average Order Value (US$ Million), 2020-2029 Figure 72: Tier 1 Cities- Gross Merchandise Value (US$ Million), 2020-2029 Figure 73: Tier 1 Cities- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 74: Tier 1 Cities- Average Order Value (US$ Million), 2020-2029 Figure 75: Tier 1 Cities- Order Frequency (Orders per Year), 2020-2029 Figure 76: Tier 2 Cities- Gross Merchandise Value (US$ Million), 2020-2029 Figure 77: Tier 2 Cities- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 78: Tier 2 Cities- Average Order Value (US$ Million), 2020-2029 Figure 79: Tier 2 Cities- Order Frequency (Orders per Year), 2020-2029 Figure 80: Tier 3 Cities- Gross Merchandise Value (US$ Million), 2020-2029 Figure 81: Tier 3 Cities- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 82: Tier 3 Cities- Average Order Value (US$ Million), 2020-2029 Figure 83: Tier 3 Cities- Order Frequency (Orders per Year), 2020-2029 Figure 84: Inventory Model- Gross Merchandise Value (US$ Million), 2020-2029 Figure 85: Inventory Model- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 86: Inventory Model- Average Order Value (US$ Million), 2020-2029 Figure 87: Hyper-local Model- Gross Merchandise Value (US$ Million), 2020-2029 Figure 88: Hyper-local Model- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 89: Hyper-local Model- Average Order Value (US$ Million), 2020-2029 Figure 90: Multi-vendor Platform Model- Gross Merchandise Value (US$ Million), 2020-2029 Figure 91: Multi-vendor Platform Model- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 92: Multi-vendor Platform Model- Average Order Value (US$ Million), 2020-2029 Figure 93: Others- Gross Merchandise Value (US$ Million), 2020-2029 Figure 94: Others- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 95: Others- Average Order Value (US$ Million), 2020-2029 Figure 96: Delivery Time In 30 Minutes- Gross Merchandise Value (US$ Million), 2020-2029 Figure 97: Delivery Time In 30 Minutes- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 98: Delivery Time In 30 Minutes- Average Order Value (US$ Million), 2020-2029 Figure 99: Delivery Time In 30 Minutes- Order Frequency (Orders per Year), 2020-2029 Figure 100: Delivery Time 30–60 Minutes- Gross Merchandise Value (US$ Million), 2020-2029 Figure 101: Delivery Time 30–60 Minutes- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 102: Delivery Time 30–60 Minutes- Average Order Value (US$ Million), 2020-2029 Figure 103: Delivery Time 30–60 Minutes- Order Frequency (Orders per Year), 2020-2029 Figure 104: Delivery Time In 3 Hours- Gross Merchandise Value (US$ Million), 2020-2029 Figure 105: Delivery Time In 3 Hours- Gross Merchandise Volume (US$ Million), 2020-2029 Figure 106: Delivery Time In 3 Hours- Average Order Value (US$ Million), 2020-2029 Figure 107: Delivery Time In 3 Hours- Order Frequency (Orders per Year), 2020-2029 Figure 108: Quick Commerce – Market Share Analysis by Key Players (%), 2024 Figure 109: Quick Commerce- Age Group Average Subscription Uptake (%), 2024 Figure 110: Quick Commerce- Location Average Subscription Uptake (%), 2024 Figure 111: Tier 3 Cities- Average Subscription Uptake (%), 2028
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