Case Study Competition’25

Below are two problem statements for the Case Study Competition’25. Participants must choose
one and present their solution in a PowerPoint presentation.

Problem Statement 1:
Despite the rapid growth of the hyperlocal delivery market, the monopoly of dark stores like
Blinkit has created significant barriers for new entrants. Blinkit dominates the market with a
10-minute delivery promise, extensive inventory, and deep pockets for operational scale.
However, this monopoly raises questions about market fairness, sustainability, and customer
value. Emerging players struggle to compete with Blinkit’s extensive supply chain, customer
base, and heavy reliance on venture capital funding for rapid expansion.

Data Points to Consider:

Market Share
The organized segment of retail is projected to grow at a compounded annual growth rate
(CAGR) of 11.3% over the next three years. This growth indicates a robust shift towards
organized retail formats, leaving unorganized retailers struggling to adapt. On the other hand,
quick commerce platforms like Blinkit, Zepto, and BigBasket are growing at an even faster
CAGR of 25%, further amplifying the competitive pressure on traditional businesses.

Customer Base
Numerous reports cite significant drops in foot traffic to local stores, with declines ranging from
10-30% or more in urban areas where quick commerce platforms have a strong presence. This
trend demonstrates a clear shift in consumer behavior towards convenience and digital solutions.

General Price Increase

Research highlights that grocery prices on quick commerce platforms are 10-30% higher than
traditional local stores. This price difference is attributed to operational costs, such as logistics
and maintaining a rapid delivery infrastructure.
Limited Bargaining Power
Local stores typically have less bargaining power with suppliers, limiting their ability to offer
competitive prices. Unorganized retailers often pay 15-20% more for similar products due to
smaller order sizes and limited negotiation leverage.

Regional Variations
● Urban vs. Rural: The impact of quick commerce is more pronounced in urban areas due
to higher smartphone penetration and internet access. In contrast, rural areas remain less
affected due to limited app availability and different consumer preferences.
● Tier 1 vs. Tier 2/3 Cities: Over 90% of quick commerce revenue is generated in India’s
top 10-12 cities, showcasing the urban dominance of these platforms.

Consumer Activity Trends

Quick commerce platforms like Blinkit, Zepto, and Swiggy Instamart observe peak demand
during specific occasions. For example, Blinkit reported its highest-ever daily order volume by 5
PM on New Year's Eve.

Platform Statistics (Jan-Mar 2024)

● Blinkit: Reported 8.8 million visits, solidifying its leadership in the quick commerce
market.
● BigBasket: Recorded 6.7 million visits, indicating strong user engagement for grocery
delivery services.
● Zepto: Garnered 5.3 million visits, showcasing rapid growth within the sector.

General Insights
The quick commerce user base in India is projected to reach 60.6 million by 2029, reflecting a
significant shift towards instant delivery services. As of 2024, there are approximately 26.2
million users, driven by urbanization and increased smartphone penetration.
Key Questions to Address:

1. Develop a business model that addresses the challenges faced by local unorganized shop owners
and consumers, focusing on issues such as the declining market share of unorganized grocery
stores and the resulting unemployment. The solution should aim to enhance competitiveness,
improve efficiency, and create sustainable economic opportunities for small retailers.

2. Investigate the untapped consumer segments with significant potential for instant grocery delivery
services, including the elderly, residents of Tier 2 and 3 cities, and eco-conscious consumers.
Outline effective strategies for these services to successfully penetrate and capture these markets.

3. How can startups, in collaboration with local kirana stores, design a decentralized platform or
governing body that regulates inventory networks, ensures fair competition, and prevents
monopolistic practices in the quick-commerce space, while leveraging government policies and
incentives to empower small businesses?
 Problem Statement 2:
Dhan is a rapidly growing stock trading and investing platform designed to cater to Super
Traders and Long-Term Investors. Within just two years, Dhan has established itself as a
significant player in the stockbroking industry, boasting over 500,000 registered users on
exchanges. However, the platform's current positioning is largely perceived as trader-centric,
primarily attracting F&O Traders and Equity Traders, which limits its appeal to long-term
investors.

As a Product Manager at Dhan, your task is to address this perception and strategically reposition
the platform to appeal to a broader audience of long-term investors, while simultaneously
retaining the existing core user base.

Objectives:
1. Grow the Mutual Fund Investor Base:
a. Scale the mutual fund user base to 1 million+ active investors within the next 12
months.
2. Reposition the Platform:
a. Shift Dhan's positioning from a trader-centric product to a persona-agnostic
platform that caters equally to long-term investors focusing on both stocks and
mutual funds.
3. Retain Core Personas:
a. Maintain and grow the existing F&O Traders and Equity Traders, ensuring that
repositioning efforts do not alienate this core segment.

Key Considerations:
● User Personas:
○ Core Users: F&O Traders, Equity Traders.
○ Target Users: Long-term investors looking for a seamless platform to invest in
mutual funds and stocks.
 ●
●

● Challenges to Address:
○ Overcome the perception of Dhan as a trader-focused platform.
○ Build trust and relevance among long-term investors while preserving the
platform's appeal to its existing core audience.
○ Effectively communicate the value proposition of mutual funds within the
existing ecosystem.

● Timeframe:
○ Achieve the stated goals within 12 months.

Deliverables:
As a Product Manager, your task is to develop a comprehensive strategy that addresses the
following:

1. Growth Plan:
a. How will you attract 1 million mutual fund investors?
b. Identify new acquisition channels, user engagement strategies, and retention
mechanisms for mutual fund investors.

2. Repositioning Strategy:
a. Outline how Dhan can transition to a persona-agnostic platform.
b. Propose marketing and branding strategies to communicate this shift effectively.

3. User Retention:
a. Suggest ways to ensure that repositioning efforts do not alienate or reduce
engagement from F&O Traders and Equity Traders.

4. Feature Enhancements:
a. Recommend new features, tools, or functionalities that will cater to long-term
investors while maintaining utility for existing trader personas.
 5. Success Metrics:
a. Define key performance indicators (KPIs) to measure the success of the
repositioning and growth strategy.

Key Questions to Address:

1. How can Dhan reposition its brand to appeal to both long-term investors and traders
without diluting its existing strengths?
2. What product features or tools can enhance the experience for mutual fund investors?
3. What marketing and engagement strategies would you recommend to achieve 1 million
mutual fund users in 12 months?

Guidelines for the PPT Submission:

● The presentation should consist of three content slides, excluding the Introduction,
Summary, References, and Thank You slides.
● The solution must be structured clearly, addressing the chosen problem statement
effectively.
● The file should be named as <Team_Name>_CS_NITB and submitted before 11:59 PM
on 5th February 2025.
References:
● Financial Express: Organized Food Service Trends:
https://www.financialexpress.com/business/industry-organised-food-service-players-to-pip-unorg
anised-peers-by-2025-3323276/
● India Briefing: Quick Commerce Market and Key Players:
https://www.india-briefing.com/news/quick-commerce-market-in-india-and-key-players-35348.ht
ml
● IIMB Quick Commerce Report:
https://www.iimb.ac.in/sites/default/files/2022-12/Quick-commerce-last-mile-delivery_%20Indis
pensable.pdf
● Research and Markets: Quick Commerce Market Outlook to FY27:
https://www.iimb.ac.in/sites/default/files/2022-12/Quick-commerce-last-mile-delivery_%20Indis
pensable.pdf
● Quick Commerce White Paper:
https://www.medianama.com/wp-content/uploads/2024/11/Quick-Commerce-White-Paper.pdf
● Optimization of Dark Store Locations:
https://arxiv.org/abs/2312.11494
● Technology in Dark Stores:
https://www.ijcrt.org/papers/IJCRT2409359.pdf
● Deep-Dive: Quick Commerce:
https://www.jmfl.com/Common/getFile/3278
● Research Report on Quick Commerce:
https://shs.hal.science/halshs-04098596v1/file/Research%20report%20Quick%20commerce%20S
chorung%20mars%2023%20EN.pdf
● Dark Stores and Institutional Theory:
https://papers.ssrn.com/sol3/Delivery.cfm/4953067.pdf?abstractid=4953067&mirid=1