BRND.ME’s quick-commerce sales cross 10% as instant delivery reshapes its channel mix

BRND.ME, formerly Mensa Brands, is seeing quick commerce move from an experimental channel to a material contributor to its business, with instant-delivery platforms now accounting for more than 10% of the company’s net revenues.

The Bengaluru-based consumer brands group has been expanding its presence across e-commerce marketplaces, direct-to-consumer platforms, and offline retail, but the fastest shift in recent years has come from q-commerce. Brands such as MyFitness, PartyPropz, Villain, Botanic Hearth, and TrustBasket have gained traction on these platforms, with MyFitness and PartyPropz now deriving close to 30% of their total sales from quick-commerce channels.

The growth has been driven less by headline platform expansion and more by changes in how products are designed and merchandised for instant consumption. Smaller pack sizes, single-use formats, and channel-specific assortments have helped improve conversion and repeat purchases on q-commerce platforms, where demand is skewed towards immediacy and convenience. The company has been testing this approach through limited pilots, including single protein bars and a whey variant on Zepto, to assess demand elasticity and refine its assortment strategy.

BRND.ME has also focused on maintaining consistent availability and faster assortment churn across major players such as Blinkit, Swiggy Instamart, Zepto, and BigBasket Now. This, it says, has allowed certain products to perform well across everyday-use and occasion-led categories, particularly in celebrations and impulse-driven purchases.

Beyond the large platforms, the company has expanded into newer instant-delivery formats such as Flipkart Minutes, JioMart Jiffy, Pincode, and FirstClub, broadening its reach across high-frequency demand pools. Internationally, it has begun replicating the model in the Middle East, where MyFitness and party celebration products are now available on Noon Minutes. The company estimates it holds around an 80% share of the party supplies category on Indian q-commerce platforms, a segment it entered early, and is attempting to build a similar category presence overseas.

Consumer behaviour on quick-commerce platforms appears to support the model. According to company data, more than 60% of customers reorder within 30 days, while smaller or single-use SKUs perform two to three times better than standard D2C formats. Products stocked closer to consumers also see significantly higher trial rates, reinforcing the economics of hyperlocal fulfilment for select categories.

Industry forecasts cited by the company suggest India’s q-commerce market could grow at over 40% annually through 2030, driven by deeper penetration in Tier-2 cities and the expansion of dark-store infrastructure. Against this backdrop, BRND.ME expects the channel’s contribution to rise from the current 10% to around 12–15% of revenues over the near term.

Ananth Narayanan, founder and CEO of BRND.ME, said the company’s portfolio-led approach has helped it align closely with the operational realities of instant delivery. “BRND.ME operates a portfolio of brands that, in turn, support the q-commerce ecosystem. Our ability to launch and modify products quickly to meet q-commerce customer needs makes us a strong institutional partner for platforms. In just two years, q-commerce has grown to contribute over 10% of our net revenues, with brands like MyFitness and PartyPropz now deriving nearly 30% of their sales from this channel. As platforms scale into new markets and delivery windows improve, we expect q-commerce to remain an important and steadily growing part of our overall distribution mix,” he said.

Founded in 2021, BRND.ME operates a portfolio of health, wellness, and lifestyle brands across India, the US, and the Middle East. The company has reported net revenues of about $165 million in FY25 and has turned operating cash-flow positive. As quick commerce scales, it is increasingly being positioned as a core—though not dominant—pillar within a broader, diversified distribution strategy rather than a standalone growth bet.