CityMall, founded in 2019, began as a social commerce platform. But when group buying faltered and the pandemic hit, the founders made their first big pivot, to groceries. By onboarding community leaders like milkmen and vegetable sellers, CityMall solved supply chain gaps in smaller towns, delivering essentials when they were needed most.
The second pivot came when the entire social commerce model collapsed. With funding pressures mounting, CityMall shifted focus to a stronger app-based model and trimmed operations. The third decisive move was into regional brands and private labels, boosting margins from 20% to nearly 40% while staying affordable for price-sensitive consumers.
This three-turn strategy transformed CityMall into a revenue powerhouse, clocking nearly ₹700 Cr in FY25 and targeting ₹1,000 Cr in FY26. Its strength lies in serving Tier II–III India, where affordability beats instant gratification.
Yet, the rise of quick commerce looms as a challenge. Giants like Blinkit and Swiggy Instamart are pushing into small towns with faster deliveries. CityMall insists it will stick to monthly bulk orders, but the question remains, will a fourth pivot be inevitable?
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