According to PayNXT360, the quick commerce market in Middle East is expected to grow by 8.8% annually, reaching US$03.5 billion by 2025. The quick commerce market in the region has experienced robust...
According to PayNXT360, the quick commerce market in Middle East is expected to grow by 8.8% annually, reaching US$03.5 billion by 2025. The quick commerce market in the region has experienced robust growth during 2020-2024, achieving a CAGR of 8.1%. This upward trajectory is expected to continue, with the market forecast to grow at a CAGR of 8.9% from 2025 to 2029. By the end of 2029, the quick commerce market is projected to expand from its 2024 value of US$03.2 billion to approximately US$04.9 billion. Key Trends & Drivers 1. Gulf super-apps and grocers are folding quick commerce into multi-service ecosystems • In the Gulf, rapid grocery and convenience delivery is increasingly dominated by large platforms (Talabat, Deliveroo, Careem) and supermarket-backed channels, rather than standalone dark-store startups. In the UAE, Instashop, Carrefour Now (via Majid Al Futtaim's Carrefour app), Talabat Mart and Amazon Fresh are among the most used grocery delivery options, often promising delivery within 30–60 minutes. • Talabat's IPO in Dubai in late 2024 formalized quick commerce and grocery as a core pillar of its regional business across the UAE, Qatar, Bahrain, Oman, Jordan, Iraq, and Egypt, not just restaurant delivery. In parallel, UAE supermarket groups such as Carrefour, Lulu and Union Coop are investing in app-based ordering and partnerships with delivery platforms to monetise their physical networks through rapid delivery. • Gulf households already have high e-commerce adoption, dense modern retail and strong card/wallet penetration; adding 30–60-minute grocery delivery is a marginal extension of existing online and loyalty ecosystems rather than a new business line. • Platforms like Talabat and Instashop benefit from cross-category demand (food, grocery, pharmacy, and convenience) and centralized logistics, which help dilute delivery costs across a large order base. Investors' acceptance of Talabat as a listed business with a multi-billion-dollar valuation underscores expectations that quick commerce in the Gulf can be run as a scaled, infrastructure-heavy, yet sustainable business, rather than a cash-burning experiment. • Quick commerce in the GCC is likely to become more concentrated around a few ecosystem players that combine food, grocery and broader retail under one app. Supermarket-owned and marketplace-integrated models will gain further market share versus standalone dark-store operators, as retailers promote their private-label and loyalty programs through these apps. • Competitive differentiation will likely shift from promising the shortest delivery time everywhere to offering reliable service, a broad assortment, and integrated rewards across channels (store and app) in markets like the UAE, Saudi Arabia, and Qatar. 2. Vertically integrated grocery models are emerging in inflation-hit North African markets • In Egypt, a set of operators are building end-to-end grocery supply chains – owning bakeries, dark stores, fulfilment centres and last-mile fleets – instead of simply aggregating third-party stores. Breadfast is a prominent example: it operates more than 30–39 fulfilment points across multiple Egyptian cities, runs in-house bakeries and dark stores, and handles its own last-mile delivery, serving close to one million orders per month and several hundred thousand active users. • These models coexist with marketplace-style platforms such as Talabat and Instashop, which also operate in Egypt but rely more heavily on third-party retailers and restaurants. • Egypt's high inflation and currency volatility put pressure on grocery margins and service reliability. Owning more of the value chain helps operators manage stock, pricing, and product quality, and reduce shrinkage. Traditional retail remains fragmented, with numerous small neighborhood outlets. Vertically integrated players can create a more controlled experience than simply listing thousands of small stores on a marketplace. • Logistics bottlenecks, inconsistent addressing and trust issues constrain broader e-commerce growth in Egypt. Controlling fulfilment points and fleets allows operators like Breadfast to standardise service levels and build repeat orders. • In North Africa, especially Egypt and potentially Morocco, quick commerce is likely to split between: • A few vertically integrated grocery specialists focused on frequency and basket economics; and • Regional platforms (Talabat, Glovo, Instashop) that connect local supermarkets and convenience stores to their networks. • Inflation and FX volatility are unlikely to ease quickly; this will prompt more players to adopt a deeper level of control over sourcing and fulfillment, rather than relying solely on pure marketplace models. Over time, these integrated operators may become acquisition targets for larger regional platforms seeking resilient grocery capabilities in challenging macro environments. 3. Pan-African platforms are rationalising quick-commerce exposure and focusing on core e-commerce • Across sub-Saharan Africa, several regional platforms are pulling back from food and everyday grocery delivery, or narrowing their geographic footprint, as they prioritise profitability. Jumia has discontinued its dedicated food-delivery service, Jumia Food, across multiple African markets and redirected its investment toward core physical goods e-commerce and logistics. • Jumia has also exited South Africa and Tunisia, focusing on nine markets, including Nigeria, Egypt, Kenya, and Morocco, where it sees more potential to scale its core marketplace and logistics business. Glovo, by contrast, has doubled down on on-demand delivery in countries such as Nigeria, Kenya, and Morocco, after exiting Ghana in 2024, signaling a selective approach to quick commerce in markets where order density and basket size justify the economics. • Many African markets still face infrastructure gaps, high last-mile costs and low average order values; these factors make 20–30-minute grocery delivery difficult to run profitably at scale. • Investors and boards now prioritise cash-flow discipline, pushing listed players such as Jumia to exit loss-making verticals like everyday grocery and standalone food delivery while keeping the logistics stack for higher-margin categories. Competition from global entrants like Temu in Nigeria increases pressure on pricing in general e-commerce, leaving less room to subsidise quick-commerce experiments. • A mix of will likely lead quick commerce in Africa: • regional multi-category players like Glovo in select cities; and • Strong local or regional food platforms and supermarket chains that extend into grocery and convenience delivery. • Large e-commerce platforms (e.g., Jumia) are expected to continue focusing on scheduled deliveries and marketplace logistics, rather than ultra-fast grocery, utilizing their networks to support partners rather than operating pure 15-minute models themselves. The quick-commerce footprint in sub-Saharan Africa will therefore be more selective and urban-centric, with core markets such as Nigeria, Kenya, and Egypt seeing more experimentation than smaller or lower-income economies. 4. Regulators are increasing oversight of food and grocery delivery platforms, reshaping bargaining power • Competition and consumer authorities, particularly in East Africa, are scrutinising the conduct of food and grocery delivery platforms, including their relationships with riders and merchants. • In Kenya, the Competition Authority's 2024 "Online Food and Groceries Delivery Platforms Market Study" found that a small cluster of platforms (Glovo, Jumia Food, Uber Eats, Bolt Food and others) account for most usage and highlighted concerns around contractual terms with riders and complaint handling when platforms are headquartered offshore. Following this, Kenyan authorities have urged foreign-owned platforms, such as Glovo and Uber Eats, to establish local offices to enhance consumer complaint resolution and regulatory engagement. • The rapid growth of online delivery has increased its importance for SMEs and consumers, raising questions about bargaining power, data usage, and consumer protection. The CAK study notes high concentration and multihoming, but also concerns about delays, product quality and redress mechanisms. • This development sits within a broader African policy shift toward stronger digital market regulation, as reflected in recent legal scholarship and proposed competition law amendments that aim to address the "abuse of superior bargaining position" in platform markets. • In markets like Kenya, quick-commerce and food-delivery platforms are likely to face clearer rules regarding contracts with riders and merchants, local presence requirements, and data and consumer protection obligations. Over time, this could reduce some of the more aggressive promotional tactics and exclusivity clauses, but also provide greater regulatory certainty for scaled operators willing to invest in compliance. • Other African regulators may borrow elements of Kenya's approach as online delivery grows, meaning regional quick-commerce strategies will have to accommodate more complex regulatory patchworks. Competitive Landscape Over the next 2–4 years, GCC Q-commerce is likely to consolidate further around a small number of scaled ecosystems (Talabat, Careem, large grocers), with dark-store density and integration with loyalty/payment programmes as main competitive levers. Egypt and a few North African markets are expected to continue growing vertically integrated grocery models, supported by new capital. In sub-Saharan Africa, the expansion of Q-commerce will remain selective and urban-focused, as platforms prioritize profitability and infrastructure constraints limit nationwide rollout. Regulatory scrutiny of online food and grocery platforms, as seen in Kenya's recent market study, is likely to inform future rules on contracts, data and consumer protection. Current State of the Market • Competitive intensity in MEA is uneven. In the Gulf (UAE, Saudi Arabia, Qatar, Kuwait), rapid grocery and essentials delivery has become a standard part of retail. Careem Quik, Talabat Mart, Instashop, and retailer apps such as Carrefour's "NOW" and LuLu Online all advertise delivery within 15–60 minutes in major UAE cities. In contrast, parts of sub-Saharan Africa have seen retrenchment: Jumia has shut down Jumia Food in seven markets and is exiting South Africa and Tunisia to focus on a smaller set of "core" countries. Key Players and New Entrants • In the GCC, the main Q-commerce players are regional platforms (Talabat, Careem, Instashop) and large grocers (Carrefour via Majid Al Futtaim, LuLu, Noon's grocery formats), often integrated into super-apps or retailer ecosystems. In North Africa, Egypt's Breakfast operates an integrated quick-commerce model with its own fulfillment centers and last-mile fleet. • At the same time, platforms such as Talabat and Glovo connect consumers to supermarkets and convenience stores. In Kenya and other African markets, Glovo and a smaller set of food-delivery apps have dominated online food and grocery ordering following the exit of Jumia Food. Recent Launches, Mergers, and Acquisitions • In 2024, Talabat was listed in Dubai, raising around US$2 billion and valuing the business at about US$10 billion, signalling capital-market acceptance of food and quick-commerce platforms in the Gulf. Majid Al Futtaim's Carrefour business has launched a 24/7 express-delivery service in Dubai, offering 60-minute fulfilment and more than 10,000 SKUs, reinforcing retailer-led Q-commerce. • In Egypt, Breadfast raised US$10 million from the EBRD and others in 2025 to expand fulfilment centres across Cairo, Giza, Alexandria and Mansoura. Meanwhile, Jumia's closure of Jumia Food in multiple markets represents a major withdrawal from everyday Q-commerce in parts of Africa. This report provides a detailed data-centric analysis of the quick commerce industry in Middle East 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 8 reports, covering 800+ tables and 900+ figures: 1. Middle East & Africa Overall and Quick Commerce Market Business and Investment Opportunities Databook 2. Egypt Overall and Quick Commerce Market Business and Investment Opportunities Databook 3. Israel Overall and Quick Commerce Market Business and Investment Opportunities Databook 4. Kenya Overall and Quick Commerce Market Business and Investment Opportunities Databook 5. Nigeria Overall and Quick Commerce Market Business and Investment Opportunities Databook 6. Saudi Arabia Overall and Quick Commerce Market Business and Investment Opportunities Databook 7. South Africa Overall and Quick Commerce Market Business and Investment Opportunities Databook 8. United Arab Emirates 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 8 reports, covering 800+ tables and 900+ figures: 1. Middle East & Africa Overall and Quick Commerce Market Business and Investment Opportunities Databook 2. Egypt Overall and Quick Commerce Market Business and Investment Opportunities Databook 3. Israel Overall and Quick Commerce Market Business and Investment Opportunities Databook 4. Kenya Overall and Quick Commerce Market Business and Investment Opportunities Databook 5. Nigeria Overall and Quick Commerce Market Business and Investment Opportunities Databook 6. Saudi Arabia Overall and Quick Commerce Market Business and Investment Opportunities Databook 7. South Africa Overall and Quick Commerce Market Business and Investment Opportunities Databook 8. United Arab Emirates 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), 2020-2033
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 (%), 2029
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