Bommai emphasized that the idea of a merger between Nandini and Amul is unfounded. He questioned those making speculative statements and assured reporters that there would be no change to Nandini’s status.

He reiterated that Shah had only suggested that Nandini and Amul could collaborate in specific areas such as technology and marketing, not in a merger. Shah’s remarks indicated that both brands should complement each other, but there was no need for them to merge.

Bommai also explained that Nandini and Amul could exchange best practices in areas like administration and technology. He urged that Shah’s comments not be misinterpreted or politicized, reaffirming that Nandini will remain an independent brand for generations.

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Key Foreign Investors in Indian Real Estate

Foreign investments were heavily dominated by three countries: Singapore, the United States, and Canada, collectively contributing over 25% of the total equity inflows. Among them, Singapore emerged as the largest contributor with a 36% share of the foreign equity investments in 2024. The US followed with a 29% share, while Canada accounted for 22%. Additionally, investments from the UAE saw a notable rise when compared to the previous year.

Despite the influx of foreign capital, domestic investments continued to be the leading driver of growth, making up 70% of the total equity investment in 2024.

Market Dynamics and Investment Trends

The Indian real estate market in 2024 was characterized by a renewed focus on capital deployment, especially in built-up assets and the acquisition of land and development sites. Developers were the dominant force in the capital inflows, attracting 44% of the total equity investments. Institutional players followed closely with a 36% share, while corporations, REITs (Real Estate Investment Trusts), and other categories contributed smaller shares of 11%, 4%, and 5%, respectively.

Looking ahead to 2025, CBRE forecasts that investment activity will maintain its upward trajectory. The market is expected to see increased investments in built-up office assets and a robust pipeline of residential development projects. Furthermore, the rapid growth of e-commerce and quick commerce is likely to drive significant investments into warehousing infrastructure.

Anshuman Magazine, Chairman & CEO – India, South-East Asia, Middle East & Africa at CBRE, commented, “We expect sustained momentum in investment activity, particularly in built-up office assets and residential development sites. The increasing focus on e-commerce and quick commerce is set to fuel strong growth in logistics and warehousing sectors, offering new opportunities for both developers and investors.”

Shifting Focus to Metros, Tier-I, and Tier-II Cities

India’s metros and tier-I cities will continue to dominate as the primary destinations for equity inflows. However, there is also a growing interest in tier-II cities, which are witnessing a surge in real estate development, driven by strong demand across multiple sectors. These include residential, mixed-use developments, industrial & logistics (I&L), retail, and hospitality.

Gaurav Kumar, Managing Director, Capital Markets and Land at CBRE India, stated, “We are poised to witness significant growth momentum in investment activity from both institutional investors and domestic developers. The surge in real estate development, combined with healthy demand for office, residential, mixed-use, and I&L spaces, is driving this trend. In addition, sectors such as retail and hospitality are expected to gain renewed attention as the market continues to evolve to meet changing consumer and business needs.”

In conclusion, the Indian real estate sector is poised for continued growth in 2025, driven by strong investment inflows, particularly in office, residential, and logistics spaces, as well as a growing interest in emerging locations. With a diversifying market landscape, developers and investors alike are finding new opportunities in this dynamic sector.

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According to a report by ET, citing a senior industry executive, Flipkart’s quick delivery service, ‘Flipkart Minutes’, has begun enlisting local chemists in metro cities to sell products via the platform’s last-mile delivery partners.

“Flipkart wants to develop Flipkart Minutes into a full-fledged quick commerce platform. Medicines is a hitherto untapped opportunity since existing platforms deliver products in an hour to even 3-5 days,” the executive said.

Inc42 reached out to Flipkart for comments on this development, and the story will be updated upon receiving a response.

The report further mentioned that Flipkart is accelerating its drug delivery experiment by partnering with local pharmacists, in compliance with India’s drug regulations for foreign-backed e-commerce operators, which prohibit them from owning inventory. Flipkart is also looking to collaborate with registered chemists for this initiative.

This move comes as quick commerce services gain popularity in India, with major players like Zomato-owned Blinkit, Swiggy Instamart, Zepto, and Tata-owned BigBasket making significant strides in the space.

Quick commerce services have begun offering products with a much shorter wait period, aiming to retain consumer interest while expanding their product offerings. For example, in July, Swiggy, BigBasket, Zomato, and Blinkit began piloting home delivery of low-alcohol beverages like beer, wine, and liquors in states including New Delhi, Karnataka, Haryana, Punjab, Tamil Nadu, Goa, and Kerala.

In addition to the established players, more than 10 new quick commerce brands are emerging in the market, each with competitive ideas to capture a share of the growing sector.

Meanwhile, e-commerce giant Amazon’s Indian arm is preparing to launch its own quick commerce delivery service, code-named Tez, by late December or early next year. The service will initially focus on delivering groceries and daily essentials.

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According to AP News, an Amazon India worker stated, “Our basic salary is INR 10,000 ($120), which should be at least INR 25,000 ($295).” The protest highlighted the workers’ dissatisfaction with their current wages, calling for a fairer pay structure that aligns with their demands.

In response, Amazon India denied the allegations, asserting that it provides competitive wages and regularly reviews its salary structure to ensure it aligns with industry standards and complies with all applicable wage laws across the states where the company operates. In a statement to Inc42, the company explained, “Our comprehensive wage package aims to incentivize and reward our associates through a combination of fixed pay, monthly attendance bonuses, and additional incentives.”

Amazon further refuted the workers’ claims, accusing them of promoting a “false narrative” and added that all workers are entitled to provident fund and Employees’ State Insurance Corporate (ESIC) benefits, as well as medical, personal accident, and term insurance.

However, the Amazon India Union Workers have indicated that they plan to escalate the protests across the country. In a statement on X, UNI Global Union’s Asia and Pacific arm expressed solidarity with the workers, saying, “We are here in Jantar Mantar, Delhi with Amazon India Union Workers & warehouse workers of Amazon to demand #MakeAmazonPay for minimum pay, decent working conditions and recognition of Amazon workers union.” UNI represents more than 20 million workers globally across 150 countries in the services and skill sectors.

This is not the first time that Amazon India has faced scrutiny over its workers’ conditions. Earlier in the year, the National Human Rights Commission (NHRC) sought a detailed report from the Indian government regarding allegations of labor law violations at Amazon’s warehouse in Manesar. The NHRC had taken suo motu cognizance of a report by the Indian Express, which claimed that the working conditions at the warehouse were harsh. Amazon acknowledged some lapses in workplace safety at the facility.

Meanwhile, Indian Commerce Minister Piyush Goyal has recently directed e-commerce platforms to adhere to foreign direct investment (FDI) laws. His comments came after reports that the Enforcement Directorate (ED) found “direct links” between Amazon, Flipkart, and their preferred sellers.

Earlier, Goyal had publicly criticized Amazon for allegedly using predatory pricing tactics and said that the company’s planned investment in India was mainly to offset its losses rather than to create value for the Indian economy. However, Goyal clarified that while the government does not oppose online marketplaces, it expects them to operate fairly.

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In a world where business leaders are often removed from the daily grind of their companies, it’s rare to find a CEO who takes on the role of an entry-level employee to experience the business from the ground up. Yet, Deepinder Goyal, the founder and CEO of Zomato, did just that. On a recent occasion, Goyal turned into a delivery agent for Zomato, sparking conversations across industries about leadership, empathy, and customer experience. This bold move highlighted not only his commitment to the brand but also the growing importance of leadership that is deeply connected to every aspect of its business.

Goyal’s decision to temporarily take on the role of a delivery executive serves as an inspiring example of leadership that prioritizes empathy, hands-on involvement, and a genuine connection with the people who drive the company forward. For Zomato’s massive user base, its restaurant partners, and its delivery workforce, this act sent a powerful message about the company’s core values, culture, and commitment to quality service.

In this article, we delve deeper into Goyal’s decision, the broader implications of this move for Zomato, and how it sets a precedent for leadership in the digital age.

A Hands-On Approach to Leadership

When Deepinder Goyal decided to turn into a Zomato delivery agent, it wasn’t just for the sake of publicity. Goyal wanted to experience first-hand what his delivery personnel, or ‘Zomato delivery partners,’ go through daily. His decision aligns with the growing trend among modern CEOs who are beginning to understand the importance of having a direct line of sight into the operational aspects of their businesses.

The life of a delivery agent is not as easy as one might think. With tight deadlines, traffic challenges, and the pressure to deliver food hot and fresh, delivery agents play a critical role in ensuring customer satisfaction. By stepping into the shoes of a delivery executive, Goyal gained invaluable insights into the challenges and intricacies of the delivery process. It gave him a fresh perspective on what it takes to manage customer expectations, delivery partner welfare, and operational efficiency.

Moreover, this hands-on approach is a reminder that in the age of digitization, a CEO’s understanding of their product or service cannot be limited to boardroom presentations and data-driven reports. A deeper, on-ground experience is required to address the real challenges faced by both employees and customers alike.

Empathy in Action: Understanding the Realities of Delivery Agents

Zomato, like many other food delivery platforms, relies heavily on its army of delivery personnel. These delivery partners are the face of the company for customers and, in many ways, bear the brunt of both customer satisfaction and dissatisfaction. From navigating difficult weather conditions to facing late-night delivery challenges, their work can often be demanding and thankless.

Goyal’s initiative to become a delivery agent speaks volumes about the value he places on empathy and understanding. By spending time in the field, Goyal gained a real-world understanding of the difficulties faced by Zomato’s delivery partners. This empathetic leadership move is particularly important in an industry where delivery agents are often seen as a cog in the machine rather than as key stakeholders in the success of the business.

From long hours on the road to dealing with demanding customers, Goyal’s first-hand experience has likely opened his eyes to the areas where Zomato can further improve working conditions and support its delivery personnel. His decision demonstrates that leadership is not just about making top-level decisions but about understanding and addressing the needs and challenges of every team member, no matter their role.

Enhancing Customer Experience Through First-Hand Insights

One of the most significant takeaways from Goyal’s time as a delivery agent is the impact it could have on improving customer experience. As the CEO of a company that directly interfaces with millions of customers, Goyal’s direct involvement in the delivery process allows him to see exactly where things can go right – and where they can go wrong.

Through this experience, Goyal likely gained insights into how Zomato’s app functions for delivery personnel, the pain points they experience, and the difficulties in fulfilling delivery expectations. Whether it’s dealing with customer complaints, navigating complicated addresses, or battling rush-hour traffic, Goyal’s time as a delivery agent offers valuable feedback that can directly inform product improvements.

For Zomato users, this move also reinforces the company’s commitment to delivering high-quality service. It sends a message that the company’s leadership is not detached from the realities of its operations. Instead, it’s deeply involved in understanding the customer journey from start to finish. This level of involvement is bound to lead to tangible improvements in both the app’s functionality and the customer experience.

Strengthening the Bond Between Leadership and the Workforce

One of the key outcomes of Goyal’s role reversal is the strengthened connection between Zomato’s leadership and its delivery workforce. In any company, there can often be a gap between top-level management and frontline workers. However, Goyal’s actions show that he values every part of the Zomato team, including those who work on the ground and directly engage with customers daily.

By becoming a delivery agent, Goyal sent a clear message to his workforce: no job is too small, and every role within the company is crucial to its success. This type of leadership can boost morale, instill a sense of pride among delivery agents, and foster a culture of inclusion and respect within the organization. When employees see their CEO actively participating in their daily challenges, it creates a sense of solidarity and shows that leadership truly understands their contributions.

This initiative could also inspire other companies to follow suit. In the highly competitive food delivery industry, where turnover rates can be high, companies that prioritize the well-being and satisfaction of their employees will likely see greater retention and productivity. Goyal’s example of empathetic leadership sets a benchmark for others in the industry.

A Trendsetter in Leadership

Goyal’s foray into food delivery reflects a broader trend among CEOs and top-level executives: leading from the front. More and more, we are seeing business leaders engaging with the daily operations of their companies, getting their hands dirty, and understanding what life is like for their employees and customers alike. It’s a form of leadership that breaks away from the traditional corporate hierarchy, where the CEO sits in an ivory tower, disconnected from the company’s day-to-day functioning.

This move is likely to set a precedent not only within Zomato but across the food delivery industry. It showcases the importance of empathy, direct involvement, and hands-on leadership. In an era where customers demand seamless service and employees seek greater acknowledgment of their efforts, Goyal’s actions demonstrate how CEOs can bridge the gap between the boardroom and the frontlines.

Conclusion

Deepinder Goyal’s decision to turn into a Zomato delivery agent is more than just a symbolic gesture. It’s a powerful statement about leadership, empathy, and customer focus in the digital age. By experiencing the challenges faced by his delivery partners first-hand, Goyal has positioned himself as a leader who not only listens but acts. This move has undoubtedly helped strengthen the bond between Zomato’s leadership and its workforce while also providing valuable insights to enhance customer experience.

In a fast-paced, highly competitive industry, such leadership initiatives set the tone for the future. It shows that successful businesses are not just built on technological innovation but also on understanding and valuing every individual who contributes to the company’s success. Through Goyal’s example, Zomato continues to reinforce its position as a customer-centric and employee-friendly company, with its CEO leading by example.

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