With a $35 billion push, Amazon puts e-commerce rivals on notice

Core Insights - Amazon.com Inc. plans to invest an additional $35 billion in India by 2030, intensifying competition in online commerce and prompting rivals to increase their infrastructure and consumer acquisition spending [1][2][3] Investment Plans - The company has already invested $40 billion in India and will allocate funds across its core e-commerce operations, Amazon Web Services, entertainment businesses, and devices segment [2] - Amazon's investment strategy includes expanding its operational infrastructure with ₹2,000 crore planned for 2025 to enhance fulfilment and sortation centres [12] Market Dynamics - The overall retail market in India is projected to grow from $1 trillion in 2024 to $1.7 trillion by 2030, while online retail is expected to grow from $75 billion in 2024 to $260 billion by 2030, doubling its share of total retail to 14% [8] - Analysts predict that India's e-commerce market will expand significantly, potentially doubling the customer base and increasing the seller ecosystem [18][20] Competitive Landscape - Other players in the market, such as Swiggy and Flipkart, are also ramping up investments to compete with Amazon, with Swiggy planning to raise $1.3 billion for its quick-commerce network [10][16] - Amazon's quick-commerce service, Amazon Now, is expanding rapidly, with plans to open around 300 dark stores to enhance its delivery capabilities [15] Consumer Behavior - Young shoppers are increasingly comfortable purchasing a wide range of products online, particularly post-COVID, which has led to the rise of quick-commerce platforms [9] - A significant number of Amazon's Prime customers have migrated to quick-commerce platforms for small-ticket items, indicating a shift in consumer purchasing patterns [14] Future Outlook - The investment by Amazon is seen as a long-term bet on India's potential as a global digital and supply-chain hub, indicating a strategic focus on infrastructure and logistics [20] - The market is expected to split between convenience-led platforms and value-led platforms targeting non-metro consumers, necessitating significant investment in physical infrastructure [19]