For a parent preparing for a newborn, a last-minute hospital bag purchase and a carefully planned baby bedding purchase serve very different needs. The former could benefit from delivery within minutes; the latter may involve comparing products, materials and prices before placing an order.
For Jaipur-based baby essentials brand Moms Home, understanding this distinction has been central to building its quick commerce business.
The D2C brand, which sells organic cotton and bamboo-based clothing, swaddles, bedding and other essentials for children up to five years old, entered quick commerce in early 2025.
Within a year, revenue from the channel rose from about ₹1 Cr in FY25 to ₹10 Cr in FY26, accounting for nearly 30% of its ₹35 Cr annual revenue. The FY25 figure, however, represents only the initial months following its launch on quick commerce platforms.
The growth has since accelerated. According to figures shared for this story, Moms Home
is now selling approximately 45,000 kits a month on quick commerce, with monthly sales approaching ₹5 Cr.
But scaling the business has brought its own challenges.
Even as revenues have climbed, Moms Home’s contribution margins on quick commerce have declined from 20-25% initially to 10-15%. The brand has also had to navigate unpredictable product demand across cities, delays in platform warehouse replenishment and the risk of unsold inventory.
For cofounder Kumar Vaibhav, the experience has reinforced a distinction that is becoming increasingly important for D2C brands: getting listed on quick commerce platforms may expand distribution, but it does not guarantee that products will sell, let alone profitably.
In an exclusive conversation for The Quick Commerce Code by Inc42 and Nitro Commerce, Vaibhav discussed how Moms Home reworked its assortment, packaging and inventory operations for quick commerce, the role of brand trust in driving sales and the challenges of sustaining growth as the channel matures.
How Moms Home Found Its Place On Quick Commerce
Moms Home’s quick commerce expansion came after several years of building its presence in India’s babycare market.
Founded in 2018 by Vaibhav and Bhupendra Agrawal, the company emerged from the founders’ experience with organic textiles. They identified an opportunity in baby essentials, where they believed much of the existing product offering was concentrated on conventional clothing rather than a wider range of products made with organic cotton and bamboo.
The brand initially focussed on products such as bamboo muslin swaddles, baby socks and blankets, building its presence on ecommerce marketplaces from 2019.
According to Vaibhav, instead of rapidly introducing dozens of products, the company concentrated on establishing a handful of bestselling SKUs before expanding into adjacent categories.
Its bamboo muslin swaddle, for instance, accumulated around 10,000 customer ratings on Amazon, according to the founder.
The company subsequently expanded through its own website and invested in parent communities and creator-led marketing. Rather than relying exclusively on celebrity endorsements, it worked with mothers and parenting influencers to build awareness and product credibility.
This groundwork would later become relevant to its quick commerce strategy.
In November 2023, after raising its Pre-Series A funding, Moms Home was considering opening five to six exclusive retail stores. But the founders were also tracking the expansion of quick commerce beyond groceries and everyday FMCG products.
By late 2024, platforms such as Blinkit and Zepto were beginning to show greater interest in categories including newborn essentials and baby gifting.
Moms Home saw an opportunity to reach consumers through a channel where instant availability could influence purchase decisions.
However, entering these platforms was not immediate.
Vaibhav said the company spent approximately six months approaching quick commerce platforms, during which its sales performance and product portfolio were reviewed regularly.
It eventually secured listings on Blinkit and Zepto in early 2025, followed by Swiggy Instamart in August that year.
“Initially, the platforms took a bet on us because we were already one of the go-to brands in a newborn category. But no one knew for sure how the category would perform on quick commerce,” Vaibhav recalled.
The company’s early presence was limited to around 20 SKUs. More importantly, it soon realised that the products generating consistent sales on ecommerce were not necessarily suited to quick commerce.
Bulky and relatively expensive products, such as quilts, bedding and larger bundles, continued to perform better on conventional ecommerce platforms.
Quick commerce consumers, on the other hand, showed stronger demand for newborn kits, baby shower kits and other curated essentials that could address more immediate purchasing needs.
Rather than simply transferring its existing catalogue, Moms Home began developing a separate assortment with different packaging, product combinations and price points.
Its newborn kits were priced at approximately ₹699-₹899, while larger baby shower and hospital bag kits generally fell within the ₹700-₹1,500 range.
These kits combined products such as baby clothing, swaddles, towels, caps, mittens and other essentials.
The company was also responding to a broader shift in how consumers used the channel.
Although many kits were marketed as gifting products, Vaibhav said customer interactions revealed that 50-60% of purchases were made by expecting or new parents for their own use, while approximately 30-40% were intended as gifts.
This meant the products were serving two different purchase occasions — planned babycare requirements and gifting — despite being sold through the same quick commerce catalogue.
The distinction also helps explain why Moms Home’s average order value (AOV) on quick commerce stands at around ₹900, compared with approximately ₹700 on traditional ecommerce.
For Moms Home, quick commerce was not necessarily a channel for lower-priced purchases. Customers were willing to spend more when the product assortment matched a specific need.
That finding shaped the company’s next challenge: ensuring that the right products were available in the right locations without accumulating excess inventory.
Why Managing Assortment And Inventory Became The Bigger Challenge
For Moms Home, getting listed on quick commerce was followed by another five to six months of learning how to operate within the platforms’ supply chains.
The company had to understand purchase orders, warehouse appointments, goods-receipt processes, replenishment schedules and the differences in demand across platforms and cities.
Vaibhav said the initial assortment revealed how unpredictable product performance could be.
Even when Moms Home introduced 20-30 products, only around 10-12 would gain meaningful traction in a particular market. Products that sold well on Blinkit did not necessarily perform similarly on Zepto, while preferences varied between cities.
The company therefore had to continually reassess its assortment rather than depend on a fixed set of bestselling products.
Warehouse operations presented another problem.
According to Vaibhav, products sometimes had to wait seven to eight days to be accepted into fulfilment centres, even after appointments had been scheduled.
Such delays were particularly difficult for a business that depended on having fast-moving products continuously available.
The challenge was compounded by the company’s product model.
Unlike brands built around a relatively small number of standardised FMCG products, Moms Home sells clothing, gifting kits and other baby essentials across different designs, sizes and combinations.
Pre-assembling large quantities of kits created the risk that certain products would remain unsold if customer preferences shifted.
To address this, Moms Home changed how it managed inventory at its factory.
Instead of storing large quantities of finished gift kits, the company began holding individual components — including caps, mittens, booties and clothing — in multiple designs and assembling kits according to demand.
This allowed it to change product combinations without committing all its inventory to finished kits that might not sell.
The company also used additional discounts to clear older inventory, although Vaibhav acknowledged that recalling products after they had moved through the quick commerce distribution network was difficult.
The objective was to maintain flexibility while ensuring fast-moving products could be replenished quickly.
Vaibhav believes products on quick commerce should ideally move through inventory within seven to ten days, with platforms increasingly prioritising brands that demonstrate consistent sales velocity.
But Moms Home’s availability data suggests that operational efficiency remains an area requiring attention.
An analysis by Zodiac AI by Nitro Commerce found that Moms Home’s Blinkit catalogue recorded average on-shelf availability of 72.2% during 11-13 October 2026. Availability varied across markets, from 65.1% in Mumbai to 80.6% in Hyderabad.
The analysis also found that 87% of listed products were available to buy at the time of tracking.
These figures measure different aspects of availability: buyability indicates whether a listed product can be purchased, while on-shelf availability captures how consistently products are available across the observed locations.
The three-day snapshot does not establish the company’s performance over a longer period. Nevertheless, it points to the complexity of maintaining inventory availability across a growing distribution network.
For Moms Home, the next stage of scaling will depend not only on adding more products and entering new cities but also on improving the consistency with which those products reach customers.
There is another challenge, however. Greater distribution and faster inventory movement do not automatically translate into better margins.
The Economics Of Quick Commerce: Growth Comes At A Cost
Moms Home’s rapid expansion has coincided with a narrowing of contribution margins on quick commerce.
According to the company, its contribution margins across Blinkit, Zepto and Swiggy Instamart initially ranged between 20% and 25%. They have since declined to approximately 10-15%.
The company has not provided a detailed breakdown of the factors behind this compression, making it difficult to isolate the impact of platform charges, advertising, discounts, fulfilment expenses or changes in product mix.
Nevertheless, the decline raises an important question about how economically sustainable the channel remains as brands expand their presence.
Vaibhav believes one of the biggest mistakes emerging brands make is assuming that listing products on quick commerce will automatically generate sales.
For products that lack brand recognition or clear differentiation, gaining visibility can require significant spending on platform advertising and promotions.
He also questioned the effectiveness of paying substantial marketing fees to platforms when products have not demonstrated consistent demand.
In his assessment, platforms ultimately prioritise products that sell quickly and generate repeat purchase orders.
“Just being available on quick commerce won’t make your product fly,” Vaibhav said, arguing that product-market fit and pricing are more important than presence alone.
His argument is particularly relevant to babycare, where purchasing decisions can involve a higher degree of consideration than the speed of delivery might suggest.
According to Vaibhav, only around 10-15% of Moms Home’s quick commerce sales come from customers discovering and purchasing the brand directly on the platform without prior familiarity or research.
He estimates that approximately 70-80% of purchases involve consumers who already know Moms Home or research the brand through Google, Instagram, reviews or other channels before ordering.
These are the founder’s estimates rather than independently measured customer acquisition figures, but they offer an important perspective on the role quick commerce plays in the purchasing journey.
For a brand selling baby essentials, delivery speed does not necessarily eliminate the need to establish trust.
Moms Home’s existing presence on marketplaces, its parenting communities, customer reviews and its appearance on Shark Tank India have helped create awareness beyond quick commerce apps.
The channel, therefore, benefits from demand that may have originated elsewhere.
This distinction also complicates how brands should assess the profitability of quick commerce.
If customer awareness is built through spending on marketplaces, social media and the brand’s own website, the economics of sales on quick commerce cannot necessarily be evaluated in isolation from those investments.
At the same time, Vaibhav believes the platforms themselves are becoming more selective.
He recalled instances where platforms introduced several brands within the same category, only for a handful to sustain sufficient sales momentum.
His assessment is that discounting and paid visibility cannot indefinitely compensate for weak product-market fit.
For Moms Home, that makes the combination of product relevance, customer trust, inventory availability and pricing central to its quick commerce strategy.
It also makes the decline in contribution margins an important metric to watch as the brand pursues its next phase of growth.
Can Moms Home Sustain Its Quick Commerce Growth?
Moms Home’s wider financial performance shows how quickly its business has expanded alongside quick commerce.
The company generated ₹9.5 Cr in revenue in FY23, ₹12.5 Cr in FY24 and ₹17.65 Cr in FY25. It reported a profit after tax of approximately ₹29 Lakh in FY25.
Vaibhav said revenue nearly doubled to ₹35 Cr in FY26, with quick commerce accounting for approximately ₹10 Cr of the total. He also claimed that the company was EBITDA-positive at around 5% in FY26.
The growing contribution of quick commerce has reshaped the company’s revenue mix.
A year earlier, the channel accounted for only around 5% of Moms Home’s business. Its share has since risen to approximately 30%, while ecommerce marketplaces account for roughly a third and the brand’s own website contributes around 25%. The balance comes from retail, B2B and other partnerships.
Importantly, Vaibhav said ecommerce revenue has continued growing in absolute terms even as its share of overall sales has declined.
This suggests that quick commerce has become a significant additional growth channel, although the company has not disclosed enough customer-level information to determine how much of that growth is incremental rather than shifted from existing channels.
The company’s distribution footprint is also expanding rapidly.
Moms Home is now present in approximately 80 cities on Blinkit, 40 cities on Swiggy Instamart and 20-25 cities on Zepto.
It has a portfolio of around 300 products, and close to 100 are listed on Blinkit and approximately 50-60 on each of the other two platforms.
However, Vaibhav pointed out that being present in a city does not mean a brand is available across every dark store in that market.
As the company expands, it is concentrating on four growth levers: entering more cities, increasing dark-store coverage within existing markets, expanding the assortment and improving average order value.
Smaller cities are becoming increasingly relevant to that strategy.
Tier II and III markets currently contribute approximately 40% of Moms Home’s total revenue, with Lucknow, Bhopal, Guwahati and Nagpur among the markets showing traction, according to Vaibhav.
The company expects quick commerce to contribute as much as 50% of overall revenue within the next 15-18 months.
However, growing dependence on these platforms also brings strategic risks.
Vaibhav expects quick commerce companies to increasingly develop private-label products, following a trajectory already seen in conventional ecommerce, where platforms such as Amazon, Myntra and FirstCry have developed their own brands.
For Moms Home, one response is to continue strengthening its direct relationship with consumers.
The brand is exploring logistics partnerships that would allow it to store fast-moving products closer to customers and offer faster deliveries for orders placed through its own website.
This could give Moms Home greater flexibility in how it serves customers while reducing its reliance on third-party platforms for fast delivery.
The company has also moderated its earlier ambitions for exclusive offline stores, although it continues to sell through selected babycare retail outlets.
On the funding front, Moms Home previously raised more than ₹5 Cr, with Mistry Ventures among its investors. It also received a ₹75 Lakh investment offer from Vineeta Singh on Shark Tank India in 2025.
Vaibhav said the company was in discussions to raise another $3 Mn, although the latest status of the proposed round has not been established.
For FY27, Moms Home is aiming to generate more than ₹35 Cr in quick commerce revenue.
Beyond this, the founders want to expand Moms Home into a wider babycare business. Vaibhav said the company would consider entering categories such as hardline products and cosmetics over the next three to four years, but only after scaling its existing baby essentials business towards ₹200 Cr in revenue.
The immediate challenge, however, is more operational and financial.
Moms Home has demonstrated that consumers are willing to buy relatively high-value babycare products through quick commerce platforms, provided the assortment and buying occasion are right.
It has also shown how a brand can use existing consumer trust, customised products and flexible inventory management to expand rapidly in a category that was not traditionally associated with instant delivery.
But as its quick commerce business grows, maintaining product availability and protecting contribution margins will be as important as adding new cities, dark stores or SKUs.
For Moms Home, the next phase will test whether the model that helped it scale quickly can also deliver stronger operating efficiency as quick commerce becomes an even larger part of its business.
[Edited By Shishir Parasher]
