Most of Zepto’s gross sales come from what one would anticipate: fruits, greens, atta, dal, masalas, and on a regular basis FMCG merchandise like cola.
However even inside these conventional classes, the corporate is seeing a surge of newer D2C manufacturers, revealed Kaivalya Vohra, Co-founder of Zepto, throughout a panel dialogue with Shradha Sharma, Founder and CEO of YourStory, at TechSparks 2025.
“What we’ve seen very constantly is that even in conventional core classes like ghee and oil, the share of gross sales from newer and newer manufacturers is exploding. And we’ve consciously wished (them) to blow up,” mentioned Vohra, including that D2C manufacturers create extra selection and choices for patrons.
“Take one thing like ghee—there’s a model known as Two Brothers, and so they’re doing extremely properly on our platform.”
Even in legacy core classes, individuals are figuring out gaps and seeing entrepreneurs innovate, he identified. “You discover an issue that you just really feel is unsolved, and then you definately simply go after it,” he added, including that it doesn’t must be something dramatic.
“Even within the fundamentals, if you determine an issue that individuals have, you possibly can innovate and clear up that,” he mentioned.
Classes akin to skincare and non-alcoholic mixers are additionally seeing robust progress, Vohra famous.
Zepto has been working to make it as simple as potential for D2C manufacturers to develop on the platform—offering instruments, visibility, and attain to achieve the best clients, mentioned the co-founder.
“It’s truly exhausting to pinpoint one or two classes. If you happen to open the Zepto app, scroll down the homepage, and click on on any of our 20–25 classes, you’ll see the identical story—so many good D2C manufacturers doing extremely properly,” he mentioned.
Democratised distribution
This wave of latest manufacturers has been enabled by the democratisation of distribution.
Within the FMCG enterprise, the normal moat was once distribution—the variety of pin codes you might be current in. For somebody beginning contemporary with restricted capital, it was nearly inconceivable to construct. Now, that barrier has fallen, mentioned Vohra.
Fast-commerce platforms have levelled the taking part in discipline, making it simpler for newer manufacturers to achieve shoppers nationwide, he mentioned.
Including to that is the growing spending energy of shoppers, mentioned Nikhil Mittal, Zepto’s CTO. He identified that the Indian client is much extra prepared to spend than many assume.
“There’s typically this notion that Indian clients aren’t prepared to spend a lot. However what we’ve seen is the alternative… We have now a really aspirational technology prepared to spend. They’re worth delicate, however so long as you present them the best worth and proper high quality, they’re prepared to discover,” he mentioned, including that there’s robust adoption throughout classes, together with the premium ones.
Growth past grocery
Wanting forward, Vohra assured that the basics of Zepto’s enterprise will stay the identical and it’ll proceed working by means of darkish shops, however what it delivers will evolve quickly.
“For instance, only a yr in the past, attire and style on Zepto had been virtually non-existent—past a number of fundamentals like socks and underwear, there was nothing. Right this moment, it’s one in all our fastest-growing classes,” he mentioned.
“Pharmacy is one other nice instance. It’s a brand new class for us, however already doing very properly.”
Zepto has constructed provide chains able to delivering every thing from Manyavar kurtas to Levi’s denims and Reebok sneakers inside 10 minutes, mentioned Vohra. “That required a whole lot of innovation, akin to how we retailer stock, deal with 10-minute returns when one thing doesn’t match, and so forth. All of this has occurred simply previously 12 months.”
The identical strategy, he mentioned, holds true for different classes akin to electronics, small home equipment, basic merchandise, magnificence, and now pharmacy.
“We didn’t invent this philosophy—Jeff Bezos did 20 years in the past. Clients will all the time need sooner supply, wider choice, and decrease costs. Our job is to maintain getting slightly higher at every of these; that’s what our focus is.”
Fast enlargement has been made potential by the in-house tech stack that the corporate controls, mentioned Vohra.
“Each class is exclusive, however since we’ve constructed and management our tech stack fully in-house, launching new verticals could be very quick. As a result of we personal the whole basis, the number of merchandise and classes we get into will proceed to develop exponentially.”
Edited by Swetha Kannan
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