The retail chain, which is expanding aggressively, is set to cross 1,100 stores soon and aims to become EBITDA-positive with ₹60 crore profit in FY’26
Amazon and Samara Capital-backed supermarket chain More Retail is planning to raise around ₹2,000 crore through an initial public offer (IPO), which is expected to hit the market in the calendar year 2026, a top company official said on Monday.
The proposed fund-raise plan will be mostly through fresh capital infusion, with no significant offer-for-sale component, as promoters, Samara Capital and Amazon, who hold 51% and 48% stake respectively, are unlikely to offload their shares, he said, adding that the remaining stake is held by family offices.
“We are looking at an IPO in 12–18 months, depending on valuation and market conditions. We hope to raise ₹2,000 crore, and the current promoter dilution could be about 10%,” More Retail Managing Director Vinod Nambiar said.
He said the funds will be used primarily to expand the store count to 3,000 by 2030 and to make the company nearly debt-free.
The current debt stands at about ₹500 crore, consisting of loans and non-convertible debentures (NCDs), the company official said.
Both promoters have a long-term commitment to the business and pumped in ₹900 crore over the past five years in addition to the acquisition cost of ₹4,300 crore.
“More Retail raised ₹150 crore in the last 120 days from family offices to benchmark valuation,” Nambiar said.
The retail chain, which is expanding aggressively, is set to cross 1,100 stores soon and aims to become EBITDA-positive with ₹60 crore profit in FY’26, he said.
The company reported a ₹65 crore EBITDA loss in FY’24, as per Ind AS accounting standards.
“It will take two years to achieve PAT-level profitability,” he added.
The retailer is also deepening its partnership with Amazon Fresh. Currently, 270 of its stores serve Amazon Fresh, and this number is expected to rise to 370 by July, and further to 500–600 stores by the end of the current fiscal year, Nambiar said.
The company’s offline and hybrid store count is projected to exceed 1,100 by FY’26, while the number of ‘dark’ outlets will also grow from the existing 40 to 100 by then.
‘Dark’ stores only cater to online orders.
Most of the expansion will take place in smaller towns, and during the current fiscal, Jharkhand and Odisha will be added to its footprint, Nambiar said.
More Retail currently has a strong presence in South India, West Bengal, Punjab, Haryana, and the NCR, having exited from Delhi city and Mumbai.
Meanwhile, Nambair said West Bengal is a key market and the company is the largest in West Bengal in terms of the number of stores.
The company has 109 stores in Bengal and will add 90 outlets in the next two years.
Seamless Supply chain is the backbone of the retail and ecommerce sectors. It is an interconnected system that links all the processes, entities, and resources involved in turning raw materials into finished goods and getting them into the hands of customers. This includes every phase—from sourcing and production to warehousing, logistics, and final delivery.
To ensure this complex system runs efficiently and effectively, businesses rely on efficient supply chain management [SCM], strategies, the process of overseeing the movement of goods, information and services involved in a product or service from the procurement of raw materials to delivering the final product to the customer.
For the supply chain process to run efficiently, the 4 P’s of supply chain- Planning, Procurement, Production and distribution are crucial.
Planning– This includes predicting demand, establishing production goals, and creating strategies for sourcing, manufacturing, and distribution.
Procurement– Obtaining raw materials, components, and other essential inputs from suppliers is a key part of the process.
Production- converting raw materials into finished goods constitutes a core aspect of manufacturing.
Distribution- Transportation and delivery of finished products to customers or retail partners are part of the distribution process.
A strong supply chain management strategy is vital in the retail and e-commerce sector, as it helps retailers enhance customer satisfaction while optimizing efficiency and reducing costs. A strong supply chain also benefits your company in several key ways, including Lower operational costs, enhanced customer satisfaction, stronger quality assurance, streamlined inventory processes, quicker delivery turnaround, and more effective internal communication.
The supply chain process differs for retail and e-commerce sectors, across geographies. The difference lies in how products are procured, handled and distributed to consumers. The retail sector relies on physical storefronts as the final point of sale, whereas e-commerce operates through online platforms and often emphasizes direct-to consumer or dropshipping models, which demand streamlined logistics and efficient order fulfilment.
For instance, Amazon and Reliance Retail Limited follow different supply chain strategies. Amazon operates on a global scale, managing a vast and diverse product range with a supply chain built for speed, reliability, and efficiency. It heavily leverages automation, robotics and advanced technologies across its logistics network to streamline operations and minimise costs. With a worldwide network of fulfilment centres and distribution hubs, Amazon ensures rapid delivery and high inventory availability across International markets. On the other hand, Reliance Retail Limited’s supply chain strategy, which is regionally focussed, prioritizes direct sourcing from local vendors. The company utilizes an extensive network of collection and processing centres to ensure the efficient distribution of goods to its retail outlets. By establishing a seamless end-to-end value chain for fresh produce, Reliance Retail leverages advanced technology to optimize inventory management and logistics. Furthermore, it strengthens its product offerings through strategic partnerships with both local and international suppliers.
We’ve gained insight into how the supply chain process differs between the retail and e-commerce sectors. Now let’s take a look at how it varies across different industries.
The supply chain processes in the manufacturing and pharmaceutical industries differ significantly due to the nature of the products and regulatory requirements. In manufacturing, the supply chain typically involves the sourcing of raw materials and components, followed by the production of finished goods through either discrete or process manufacturing. These products are then distributed to retailers, distributors, or end consumers, with systems in place to manage returns and recycling. On the other hand, the pharmaceutical supply chain is more complex and highly regulated. It begins with the procurement of raw materials such as active pharmaceutical ingredients [APIs] and excipients, followed by drug and vaccine production under strict Good Manufacturing Practice [GMP] standards. A critical component is the storage and warehousing stage, which often requires stringent environmental controls, including cold chain logistics for temperature – sensitive products. Distribution must ensure speed and traceability, delivering products to pharmacies, hospitals and healthcare providers. The pharmaceutical sector also emphasizes real-time product availability, efficient returns management, and redirection of supplies based on demand fluctuations. Unlike general manufacturing, the pharmaceutical supply chain is burdened with extensive regulatory compliance, including adherence to GDP and GCP standards, and requires robust quality control throughout to ensure patient safety. The need for specialized logistics and unwavering focus on quality and efficacy sets the pharmaceutical supply chain apart from standard manufacturing operations.
Inventory management is an essential part of the supply chain process. It involves planning, stocking, and managing inventory to maintain optimal stock levels, reduce costs, and effectively fulfill customer demand. Effective inventory management contributes to cost reduction, enhanced productivity, improved customer experience, increased profit margins, and greater resilience in the face of supply chain disruptions. Common inventory management strategies include Just-In-Time (JIT), Economic Order Quantity (EOQ), Materials Requirement Planning (MRP), and Days Sales of Inventory (DSI).
Fulfillment is the final step in the supply chain process. It involves receiving customer orders, processing them, and delivering the product or service. This is the stage where the product moves from the business to the customer. When the fulfilment process is executed well, it positively impacts the customer experience, reduces costs, increases efficiency, and serves as a key differentiator in a competitive market.
In Conclusion, a well-optimized supply chain is the backbone of both retail and e-commerce sectors, ensuring efficiency, customer satisfaction, and cost-effectiveness. Whether it’s Amazon’s global logistics network or Reliance Retail’s regionally-focused model, each business tailors its strategy to meet specific needs and demands. The importance of the 4 P’s—Planning, Procurement, Production, and Distribution—cannot be overstated, as they form the foundation of a seamless supply chain. As industries evolve, embracing advanced technology and adaptive strategies will be key in driving growth, maintaining quality, and responding to changing market dynamics with agility and precision.
As the ceasefire stabilizes, e-commerce platforms have been navigating logistical challenges and a brief dip in demand, with operations returning to normal in several key regions.
Quick commerce and e-commerce platforms are reporting a return to normalcy after a brief but tense stand-off between India and Pakistan earlier this week, with operations stabilising across key regions and consumer demand beginning to recover, several industry stakeholders told Moneycontrol.
The three-day disruption, which began on May 7 following India’s strike on terror targets in Pakistan and Pakistan-occupied Kashmir, had prompted precautionary supply-chain adjustments and temporary caps on order quantities. However, with the ceasefire now in effect and holding, industry players say the impact, while real, remained short of being seriously disruptive.
“There was definitely a dip – about 20 percent over the last few days – as people shifted focus away from shopping. But it wasn’t long enough to cause serious disruption. Once news of the ceasefire came in, we saw demand start to normalise,” said a founder of a direct-to-consumer (D2C) brand who requested anonymity.
Earlier last week, Moneycontrol reported that e-commerce deliveries had been affected in parts of Jammu & Kashmir, Rajasthan, Gujarat, and nearby regions, as mobility restrictions and safety concerns led delivery partners to reassess operations. Companies like Delhivery issued formal statements confirming disruptions in select pin codes. However, the worst-case scenarios feared by some never came to pass.
For quick commerce platforms – operating on the promise of sub-20-minute delivery – the window of heightened tension was too brief to cause any major change in consumer behaviour.
“We thought there would be uptake as people could stock up. But three days were too small a window for us to see anything significant,” said a quick commerce executive.
Still, companies did implement temporary measures. Inventory caps were placed on essential items like flour and oil, limiting customers to one or two units per order in a bid to discourage panic buying.
Behind the scenes, dark store replenishment remained a challenge due to regional slowdowns. “We didn’t face major blockages, but vehicular movement was definitely slower in some areas, which meant replenishing inventory to dark stores took longer than usual,” said an e-commerce executive, who did not want to be named.
Smaller D2C brands – particularly those reliant on online sales and digital advertising – felt the tremors more acutely. Consumer attention drifted away from discretionary shopping during the escalation, impacting ad returns and complicating demand planning for inventory-heavy categories.
“The volatility made planning difficult. But it’s already looking better,” said a founder of a consumer goods startup.
While the episode caused some temporary turbulence, companies say it reinforced the need for flexible logistics planning and contingency protocols, especially for inventory-heavy categories and time-sensitive deliveries. Most players, however, view it as a brief operational blip rather than a full-blown crisis.
As the geopolitical situation settles, platforms are gradually lifting delivery restrictions and reinstating usual operations. With consumers resuming regular ordering patterns and supply chains stabilising, India’s digital commerce engine is humming once again – albeit with renewed appreciation for the value of operational resilience.
Nutraceutical consumer startup The Good Bug has raised Rs 100 crore ($11.8 million) in new funding from Susquehanna Asia VC along with participation from existing investor Fireside Ventures.
The company will utilise the funds to expand its reach, hiring, research & development, and marketing.
Commenting on the funding, Keshav Biyani, co-founder of The Good Bug in a statement said, “This new capital infusion will be pivotal in accelerating our research and development efforts, driving groundbreaking innovations in gut health through rigorous R&D. Additionally, we will bolster our marketing and distribution strategies to enhance consumer awareness and expand our reach across India. Attracting top-tier talent across research, technology, science, and business will further strengthen our foundation.”
Bhavani Rana, investment advisor to Susquehanna Asia VC added, “What sets TGB apart is the strength of its leadership team and their exceptional ability to execute on their vision. With strong momentum and a clear strategy, the company is well positioned to capitalize on the macro tailwinds of India’s rapidly expanding nutraceuticals market.”
Founded in 2022 by Keshav Biyani and Prabhu Karthikeyan, The Good Bug offers wellness products across various categories.
UK-based sports fashion retailer JD Sports is making its debut in the Philippines through a franchise agreement with retail operator SSI Group.
The brand’s first two stores will open in Metro Manila: SM Mall of Asia next month, followed by Glorietta in July.
Hilton Seskin, CEO of JD Sports Fashion Apac, said the move is part of the brand’s broader expansion strategy in Southeast Asia.
“This franchise agreement is a further milestone in our JD Brand First plan as we continue to bring JD’s distinctive offering to more customers globally,” said Seskin.
“We see a lot of energy in the marketplace and can’t wait to bring our best-in-class retail experience to the Philippine consumer.”
Founded in 1981, JD Sports operates across Europe, Asia, and other global markets. It is known for its curated footwear, apparel, and accessories selection from leading sportswear brands.
Established in the 1980s, SSI Group is one of the Philippines’ largest specialty retailer, with a portfolio of 94 brands and 593 stores across categories including luxury, fast fashion, beauty, and home.
Korean skincare brand Aestura has partnered with beauty retailer for its entry into the Indian market.
With this partnership, Aestura’s Atobarrier 365 line that includes foaming cleanser, hydro essence face cream, face lotion, and hydro soothing cream will be exclusively available on Nykaa.
Commenting on the launch, a Nykaa Spokesperson said “As K-Beauty continues to gain momentum in India, we are proud to bring another leading name from Korea exclusively to our platform. With its strong dermatological heritage and innovative formulations, Aestura offers a skincare solution that is both gentle and powerful, perfectly aligned with the evolving needs of our customers.”
An Aestura spokesperson added, “We are excited to bring our trusted formulations to India in partnership with Nykaa. This launch marks a new chapter in our journey to make high-performance, science-led skincare more accessible—empowering consumers to make informed, confident choices for their skin health.”
Aestura’s Atobarrier 365 line will be available for purchase on the Nykaa app, website and retail stores across India.
Happy news for UAE shoppers who love to get a good steal and on a budget
The UAE’s fashion scene got a lot more exciting. Calling all shoppers, Primark is officially coming to Dubai.
The beloved Irish retailer, known for its wallet-friendly fashion and homeware, has reportedly partnered with retail giant Alshaya Group to open three stores across the city by early 2026.
Shoppers can look forward to browsing racks of affordable basics, trendy pieces, and home essentials at Dubai Mall, Mall of the Emirates, and City Centre Mirdif—the first Primark locations in the UAE.
The announcement was made by Alshaya Group CEO John Hadden on Virgin Radio Dubai’s Kris Fade Show, where he confirmed that Primark’s famously low prices will be maintained in the UAE. That means jeans starting at just Dh50 and basic t-shirts priced at Dh15.
Before its Dubai debut, Primark will open its first Middle East store in Kuwait’s The Avenues Mall later in 2025, marking the brand’s regional entry point.
Founded in Dublin over 50 years ago, Primark has expanded to over 450 stores across Europe and the U.S. Its move into the UAE is a significant step in the brand’s global growth—and a major win for budget-conscious shoppers in the region.
Get ready, Dubai—fast fashion just got a lot more exciting.
DHL Group, the world’s leading logistics company, has signed a Memorandum of Understanding (MoU) with the e-commerce marketplace Temu to deepen their cooperation and to further expand their successful partnership.
The agreement aims to enhance collaboration to better support local small and medium-sized enterprises (SMEs) in established markets as well as in growth markets, such as Eastern Europe and the Middle East.
Both parties are committed to fostering compliant trade and sustainable practices.
DHL Group will support Temu through its logistics expertise, including multimodal transportation solutions, to provide more efficient and sustainable supply chain services. With its dense network and global presence, DHL Group is the ideal partner to support Temu’s growth in both established and new markets.
“Through our various DHL divisions, we are already providing a wide range of logistics services and solutions, including air freight and last-mile delivery. We are excited to elevate our partnership with Temu to the next level. By combining our logistics capabilities with Temu’s innovative platform, we can create more efficient, compliant and convenient solutions that benefit both consumers and local businesses in the markets we serve,” states Katja Busch, CCO and head of DHL customer solutions & innovation.
As part of the Memorandum of Understanding, DHL Group will utilise its logistics expertise to support Temu’s operations in Europe, including its local-to-local model, which enables local merchandise partners to sell on its platform and supports local fulfillment.
Temu expects up to 80% of its total sales in Europe to come from this local-to-local model. Additionally, the e-commerce platform will enable European-based sellers to reach global markets in the future. This allows, in particular, SMEs to scale and expand their businesses. DHL will also assist Temu in growing its presence in e-commerce markets, including the Europe, Middle East, and Africa (EMEA) regions.
“This letter of intent marks a significant step in our partnership with DHL Group. Its extensive network and logistics capabilities will help support our mission to increase consumer access to affordable products and help increase growth opportunities for sellers,” states Qin Sun, co-founder of Temu.
Shopify forecast second-quarter profit below Wall Street estimates on Thursday, sparking fears that the e-commerce company could take a hit from global trade uncertainty that’s hurting businesses of retailers on its platform.
U.S.-listed shares of the Canadian company fell 8% in premarket trading after Shopify also missed estimates for first-quarter profit as well as targets for revenue from sale of platform subscriptions and other applications.
Shopify’s dour profit outlook comes at a tough time for retailers – as well as the broader economy – as trade tensions brought on by U.S. President Donald Trump‘s sweeping tariff plans cast a long shadow on businesses.
E-commerce industry leader Amazon has also forecast second-quarter operating income below estimates.
Hefty duties planned on U.S. imports, especially on goods from China, stand to crimp business operations, particularly for small- and medium-sized businesses – which make up a large chunk of Shopify’s clients.
“There has been some concern over the impact of tariffs on merchants and whether some merchants are suspending or giving up on their business because of tariffs … That could have an impact on Shopify and it’s possible that that’s what we’re seeing,” D.A. Davidson analyst Gil Luria said.
The company forecast second-quarter gross profit dollars to grow at a high-teens percentage range, while analysts were expecting a 20.2% rise, according to data compiled by LSEG.
It, however, projected better-than-expected revenue, in a sign that its investments in platform upgrades and roll-out of AI features were paying off.
The company sees revenue growth in the mid-twenties percentage range, compared with analysts’ average estimate of 22.4% growth.
For the first quarter ended March 31, Shopify reported revenue of $2.36 billion, beating estimates of $2.33 billion.
Temu will allow Australian businesses to sell directly to consumers through its platform, following the rollout of its local-to-local model.
Temu’s arrival on Australian shores in late 2023 might have seemed, at first glance, like just another marketplace entering an already crowded space. But beneath the surface, something bigger has been brewing.
In less than a year, Temu has rocketed up the download charts, ranking the most downloaded iPhone app for 2024 – in Australia AND globally – and the only shopping app to make the top 10 free apps list in Apple’s rankings, according to Power Retail.
Temu came top both in Australia and globally in app downloads in 2024
With its trademark cocktail of ultra-affordable pricing, an endless catalogue of products, and a relentless focus on deals, Temu rapidly gained traction amongst Australian consumers, helped by a cost of living crisis.
According to NAB’s Consumer Sentiment Survey (April 2024), over 70% of Australians report being more price-conscious compared to the previous year. Timing, as they say, is everything, and Temu’s was spot on.
Now, the marketplace has announced it will allow Australian businesses to sell directly to local consumers through its platform, following the rollout of the same local-to-local model in more than a dozen markets, including the US, UK, Germany, France, Japan, and South Korea.
For leaders in retail, e-commerce, and brand marketing, this isn’t just another channel expansion — it’s a significant reshaping of the competitive landscape.
This new offer is set to change the platform’s local relevance. Previously perceived primarily as a marketplace for cheap overseas goods (predominantly from China), the decision to onboard Australian sellers brings a new dimension to its model, blending local delivery speed and familiarity with the competitive prices Temu is known for.
Source: Temu
The power of Temu’s model and why it matters for brands
Temu’s success is anchored in two things: affordability and range. Its platform is designed to delight cost-conscious shoppers who are willing to forgo brand familiarity if the price is right.
Brand loyalty in Australia is already under pressure, with research from Roy Morgan (March 2024) finding that 62% of Australian consumers are actively looking for cheaper alternatives across most shopping categories. It is particularly prevalent among younger demographics, with 64% of gen Z saying they’d switch brands for better value or mission alignment (Morning Consult, 2024).
Affordability is driving decision-making at an unprecedented scale, but it’s not just about price. It’s about the perception of value: what you get, how fast you get it, and how seamless the experience is. Temu’s slick, gamified app experience, combined with prices often 30–70% lower than traditional retailers, makes it an irresistible proposition for a growing demographic of Australians.
But what does this mean for Australian brands and retailers?
Source: Temu
Temu’s move to allow Australian sellers onto the platform presents an opportunity: an immediate, low-barrier-to-entry channel to reach a massive, price-sensitive audience. For small to medium-sized brands, especially those struggling with rising customer acquisition costs on Meta, TikTok, and Google, Temu could offer a ready-made alternative for scaling visibility.
Early movers might enjoy first-mover advantages, gaining a disproportionate share in a platform still establishing its Australian credibility.
Speed is another win.
According to Australia Post’s 2025 Inside Australian Online Shopping report, most online shoppers expect parcel delivery within 2 to 5 days, with 66% saying slow delivery negatively affects their likelihood to re-purchase.
By investing heavily in logistics, Temu is setting itself up to overcome one of the few barriers it previously faced: long delivery times. While initial Temu orders often took 10–15 days to arrive from overseas warehouses, the onboarding of local sellers means that same-week or even next-day deliveries are becoming more achievable. Temu now has Australian fulfilment partnerships in Sydney and Melbourne, cutting average delivery times down to 4–6 days for many local orders. This puts it closer to Amazon’s standard delivery proposition, without needing Prime subscription fees.
Source: Australia Post’s 2025 Inside Australian Online Shopping Report
However, while the upside for quick-moving brands is significant, the risks are equally clear.
By joining Temu, businesses are entering a hyper-competitive environment where price wars are fierce, and differentiation is hard to sustain. Brands risk commoditising their products, becoming trapped in a race to the bottom on price and margin erosion.
Unlike other marketplaces like Amazon, Temu sets the price of goods, which creates a set of new challenges for brands who are looking to take advantage of the platform, with price erosion and maintaining RRP a challenge in the Temu environment.
For brands, the question is not just about whether to sell on Temu — it’s about weighing up whether participation aligns with their brand positioning. Is Temu an opportunity to offload volume lines? A channel for price-sensitive SKUs? Or does it risk undermining premium positioning cultivated elsewhere? There are no easy answers, but opting out entirely may not be the answer either.
Competing in a Temu world
For mid-market brands, especially those in commoditised categories like fashion basics, homewares, and beauty accessories, the strategic challenge is pressing. If Temu’s offering feels “good enough” for everyday needs, consumers may increasingly reserve their brand loyalty only for purchases tied to stronger emotional or status-driven value propositions (think Nike trainers, Temu outfit).
There’s also a marketing and media strategy implication. Temu itself is a masterclass in performance marketing, flooding social feeds with shoppable ads, referral bonuses, and gamified incentives. It teaches consumers to expect promotions, coupons, discounts. Local brands will need to evolve how they engage consumers in an environment that is increasingly ‘deal-saturated’, and lean harder into first-party data strategies, loyalty innovation, and omnichannel journeys that create real stickiness.
Beyond consumer marketing, operational agility will also be a differentiator. Brands with fast-moving supply chains, dynamic pricing capabilities, and localised fulfilment models will be best positioned to thrive. We’re already seeing some players adapt: Cotton On, for example, recently announced enhancements to its click-and-collect infrastructure and free returns model, explicitly citing the need to compete more aggressively with global platforms.
Further investment in private labels, exclusive collaborations, and loyalty ecosystems may also be part of the defensive playbook as traditional retailers seek to hold ground against Temu’s growing share of wallet. Large players like Kmart and Target Australia are already doubling down, trying to defend their low-price leadership by expanding range breadth and direct sourcing to maintain margin protection.
Meanwhile, Amazon is unlikely to sit still. Amazon Australia, which only recently reached profitability after years of investment, will likely accelerate its Prime loyalty benefits and local seller recruitment efforts in response.
Watch for Amazon to double down on local fulfilment centres and possibly offer more attractive seller incentives to counter Temu’s momentum.
Number of app downloads in the US. Source: App Figures
Off the back of Temu’s local expansion and the growth of Amazon, we anticipate some of the following outcomes from retailers and brands alike:
Brands
Increased focus on DTC
We could see a shift, or a greater focus towards building owned direct-to-consumer channels as brands seek to regain control of margin, pricing, experience, and data.
Rise of hybrid models
More brands will adopt a nuanced and hybrid approach to operating in the e-commerce space. This will be less about ‘do we operate within a channel or not’, and more about ‘what is the role of that channel within our broader e-commerce channel strategy?’.
Product portfolio evolution
As channels grow, like marketplaces, it gives rise to the evolution of product portfolios where we see the introduction of new products, bundles and solutions that meet different user needs.
Retailers
Supply chain and fulfilment innovation
To keep up with customer expectations around fast and free delivery, deeper investment in local fulfilment networks and supply chain tech could be on the cards. However, retailers need to think carefully about when rapid delivery makes sense, as competing head-on with global marketplaces may lead to significant margin erosion over time.
Marketplace expansion
Some retailers will continue to double down on their marketplace offerings to deliver more range and eyeballs to their site, which will not only deliver sales but bolster inventory for retail media.
Whilst other retailers will actively consider the role these third-party marketplaces play within their broader e-commerce strategy, retailers who have built strong, widely recognised private label brands may see marketplaces as a growth channel to power further adoption and share of their private label portfolios in the market.
Source: Temu
The last word on Temu Down Under
Temu’s ambition is clear: it wants to be the first port of call for the value-first Australian shopper. If it continues its trajectory, it could reach five million active users by the end of 2025, a scale that would position it as a serious challenger to established players like Kogan and Amazon’s local operations, and fill the gap left by the decline of platforms like Catch.
Though still in relatively early days in Australia, it’s a disruptive force that is shifting consumer expectations and market dynamics at speed. Its unique model, turbocharged by affordability, convenience, and now local seller onboarding, will continue to find fertile ground amongst Australian consumers. The brands and retailers that adapt first will be best positioned to navigate the shifting landscape.
