Eternal-owned Blinkit, Flipkart Minutes and Amazon Now drove the expansion between April and July, according to estimates by equity research firm Bernstein.
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Blinkit added 289 stores to take its network to 2,511, while Walmart-owned Flipkart Minutes expanded by 262 outlets to cross the 1,000-store mark. Amazon Now nearly doubled its footprint, adding an estimated 250 stores to reach 600-700 locations.
IPO-bound Zepto added 90 stores, taking its network to 1,345, while Swiggy Instamart‘s footprint remained largely unchanged at 1,187 stores.
Together, the five companies operated around 6,650-6,750 dark stores in July, compared with 5,750-5,850 three months earlier. But despite the rapid expansion, the number of unique pin codes served increased by only 152, reaching 2,722, indicating that most of the new facilities were opened in markets where quick-commerce services already existed.
The competition is most intense in metro cities. Bernstein estimates that while the largest urban centres now house about 4,300 dark stores, they can sustainably support only around 3,600. The overlap among players has also widened sharply. In April, all five companies were present in 26% of metro pin codes. By July, that figure had climbed to 44%, underscoring how operators are increasingly competing for the same customers rather than expanding into untapped locations.Satish Meena, founder of Datum Intelligence, said Amazon and Flipkart’s strategy goes beyond quick-commerce profitability and is aimed at defending their broader e-commerce franchises.
“Habit is the real prize. It is about the top 50-60 million wallets and about which app owns their daily habit,” Meena said.
Angshuman Bhattacharya, partner and national leader, consumer products and retail at EY-Parthenon India, said denser store networks are becoming essential to meet delivery timelines and improve unit economics.
“A pin code can span 8-10 sq km, so denser networks are often needed to meet delivery timelines and improve order economics. New entrants, however, may face a longer path to profitability,” he said.
(With inputs from TOI)