There was a time when BigBasket stood out, not for speed, but for substance. It was the dependable choice for monthly grocery planning, especially for those who preferred ordering in bulk. The wait for delivery, sometimes up to a couple of days, was never a problem. Why? Because the pricing was significantly better than that of its competitors. Whether the bill was ₹6,000 or ₹7,000, the savings would often run into thousands compared to other apps. BigBasket’s model made sense: bulk buying, lower prices, predictable delivery.

This wasn’t a glitch. It was a value proposition. And it worked.

But then, in an effort to compete in the red-hot quick commerce race, BigBasket made a move that slowly eroded the foundation it was built on. The company introduced BB Now, its quick commerce service. When I compared prices, BB Now’s rates were slightly higher than BB Standard and usually matched those of competitors. Yet, BB Now couldn’t match them on speed. Its earliest delivery was 30 minutes, compared to 10 to 20 minutes on other apps.

Personally, I preferred the delayed service that offered lower prices. Then someone in the BigBasket marketing team apparently thought it was a brilliant idea to merge the two distinct services: BB Now and BB Standard (the traditional, time-slotted delivery). On paper, it looked efficient: one app, one experience. In practice, it was a disaster.

Pricing Parity, Value Lost

One of BigBasket’s biggest strengths was differential pricing. Quick deliveries carried a slight premium, while delayed deliveries rewarded patience with savings. That nuance vanished overnight. Whether you wanted a handful of onions in 30 minutes or a full month’s ration the next day, the prices were the same.

For small orders, it didn’t matter. But for bulk buyers, the difference was stark. A marginal ₹10 saving on one item turned into a loss of hundreds or even thousands across a full grocery order. The incentive to wait disappeared, and with it, the reason many loyal customers stuck around. Each and every time I visit BB, I waste about 15 minutes and then empty the cart. Now, I don’t even get many of the products. They are either Sold Out or simply not available. For example, I don’t see A2 cow milk now. It’s not even sold out. It simply isn’t available now.

Timing That Went Backward

The new system promised flexibility but delivered frustration. Once known for allowing users to book specific time slots, BigBasket’s delivery service in my area in New Delhi now offers “quick” delivery slots that can be anywhere between seven and twelve hours away, or even a full day, not the promised 30 minutes. It is also unavailable late at night, unlike its competitors.

Ironically, the so-called express model, doesn’t match the speed of rivals like Blinkit or Swiggy Instamart, both of which deliver within 10 to 20 minutes.

In trying to be everything to everyone, BigBasket forgot who it was to begin with.

When Brand Identity Becomes Blurry

The pivot to quick commerce wasn’t the problem. The problem was the lack of clarity in how it was executed. Instead of keeping its core value segment intact while building a parallel rapid delivery arm, BigBasket diluted its original promise. It wasn’t just about delivery speed. It wasn’t just about faster delivery. It was about confusing the user, disappointing bulk shoppers, and entering a speed race it wasn’t built for. In trying to match express delivery rivals without the same agility or infrastructure, BigBasket weakened the very value proposition that had once set it apart.

Today, Blinkit and Instamart dominate the space with genuine speed and dynamic pricing. BigBasket, on the other hand, struggles to carve out a clear identity. It is neither the most affordable nor the fastest. And that in-between space is where brands go to die. Someone has to write a case study on BigBasket on “How to Kill a Brand.”

The Lesson in Marketing Missteps

Great brands don’t fail because they stop advertising. They fail when they forget who they are serving and why people came to them in the first place. BigBasket didn’t lose its customers to faster services. It drove them away by erasing its own strengths.

Loyalty in digital commerce is rare. BigBasket had it, but chose to chase a trend instead of honouring its base. What was once a monthly habit for thousands of bulk-buying families like mine has become an exercise in frustration.

And that’s not just a product problem. That’s brand mismanagement.