We realized that we had to be at the customer's doorstep to improve retention, so we started doing initial deliveries ourselves to understand the customer experience better.

To truly solve the grocery delivery problem for customers, we needed to own the entire process from backend to delivery.

Running our distribution center and call center 24/7 allowed us to pick, pack, and ship orders within four hours, which was innovative at the time.

When we realized our competitors were shipping faster, we shifted our approach to product development, setting ambitious goals like building 25 new features in one month to drive innovation and focus.

The 10-minute delivery model got our foot in the door, but now customers see us as their go-to supermarket chain in India, offering a wide range of products.

We are solving a complex problem of creating an Amazon-like experience without warehouses or inventory, as retailers come online for the first time.

Listening to customer needs was crucial in shaping our strategy, as we found that suburban areas had higher demand and better unit economics for delivery services.

As Instacart grew, we faced the challenge of making operations scalable while managing diverse customer orders and crowdsourced shoppers.

Our logistics model has successfully completed over 500 deliveries with an average delivery time of 44 minutes, which is better than our peers.