D2CX Indore spotlights the omnichannel playbook for India’s next D2C growth phase

At Inc42’s D2CX Converge in Indore, Koskii, Soulflower, Bacca Bucci, Bumtum and Shadowfax leaders discussed profitable scale, inventory technology, offline expansion, fundraising and organisational maturity. Koskii cited ₹250 crore-plus omnichannel scale and plans to build 50 stores with ₹50 crore.

— Source publishedFri, 24 Jul, 2026, 20:17 IST·First seen Fri, 24 Jul, 2026, 20:25 IST·Source Inc42

What happened

Koskii · Inc42’s D2CX Converge in Indore featured Indian D2C operators discussing omnichannel distribution, inventory technology, profitability, fundraising and

Key facts

  • India ecommerce market projected to grow from $165 billion in 2026 to $450 billion by 2031
  • India D2C economy projected to rise from $65 billion to $310 billion by 2031
  • D2C expected to account for nearly 86% of incremental ecommerce GMV over five years
  • More than 50 founders and operators attended
  • Koskii reported ₹250 crore-plus omnichannel scale
  • Koskii said it would build 50 stores with ₹50 crore
  • Panel discussed scaling brands beyond ₹100 crore
  • Bumtum described stages of ₹0-50 crore, ₹50-200 crore and post-₹200 crore growth

Why this matters

Strategic buyers should target D2C brands with proven online traction and scalable offline distribution capabilities, where retail, logistics or inventory-tech partnerships can accelerate profitable expansion.

What to watch

  • Store-level payback periods falling below 18-24 months for scaled D2C brands.
  • Rising share of revenue from offline retail, marketplaces and quick-commerce channels versus owned websites.
  • Inventory turn improvement and lower stockout or markdown rates after OMS/ERP deployment.
  • More D2C funding rounds tied to profitability, working-capital facilities or retail expansion rather than pure customer-acquisition spending.
  • Consolidation among last-mile, warehousing, omnichannel software and retail-enablement providers.
  • Brands slowing store openings after rent, staffing or returns costs outpace incremental demand.
  • Prioritize store rollout in high-repeat, high-AOV catchments rather than pursuing national footprint targets.
  • Build unified inventory, order-management and returns capabilities before adding major offline or marketplace capacity.
  • Use stores as acquisition, assisted-commerce and fulfillment nodes, with channel-level contribution-margin reporting.
  • Shift fundraising narratives from GMV growth to payback periods, inventory turns, repeat rates and EBITDA trajectory.
  • Expand through a mix of owned flagships, shop-in-shops, franchise partners and regional distributors to limit fixed-cost exposure.

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