As ecommerce and quick commerce reshape India’s consumer landscape, retail leaders said the role of ecommerce heads has transformed from channel execution to full-scale business strategy ownership, said industry executives at a panel discussion at the ETRetail E-Commerce and Digital Natives Summit 2026 Edition: 6th. They noted that platforms, algorithms, and shifting consumer behaviours have significantly altered how brands approach demand generation, supply chain planning and marketing investments, making ecommerce a central decision-making function across organisations rather than a support role.The discussion, titled “The Hottest Seat in Retail: The Rise and Rise of the Ecommerce & Quick Commerce Chief”, featured Pratik Agrawal, Head of Ecommerce & D2C, Zydus Wellness; Saket Kandoi, Head of Ecommerce, ITC; Amit Sonwani, Head of Ecommerce, Bajaj Consumer; Bhavana Jaiswal, Head of eCommerce, IKEA India; and Satyam Singh, AVP – Ecommerce, Campus, and was moderated by Amit Singal, Founding Partner, Indicorn Angels & Fluid Ventures.Opening the discussion, panelists highlighted how ecommerce leadership roles have expanded significantly over the past few years, moving beyond channel management into integrated business ownership spanning supply chain, marketing and demand planning.ITC’s ecommerce head Saket Kandoi said organisations now expect ecommerce leaders to operate as cross-functional strategists rather than functional channel managers, given the speed and complexity of digital commerce.Zydus Wellness’ Pratik Agrawal noted that ecommerce has fundamentally shifted from being a distribution extension to a core business driver, driven by rapid changes in supply chain infrastructure and quick commerce adoption.He said technology-led speed in fulfilment and changing consumer discovery patterns have expanded the role of ecommerce into a supply-chain intensive function, where demand planning and availability are critical levers.On consumer behaviour and channel shiftBajaj Consumer’s Amit Sonwani highlighted that consumer movement across channels is accelerating, with shoppers no longer loyal to a single platform or brand channel.He noted that categories once dominated by traditional FMCG distribution are now seeing demand redistribution across ecommerce and quick commerce platforms, forcing brands to adapt to multi-channel competition.He added that impulse-led categories such as snacks and beverages are particularly impacted by quick commerce adoption, which has significantly altered purchase frequency and availability expectations.On ecommerce becoming a business strategy functionPanelists collectively agreed that ecommerce is no longer a standalone channel but an integrated part of business strategy.Saket Kandoi said ecommerce leadership now requires managing supply chain decisions, marketing performance, pricing strategy and platform dynamics simultaneously.He emphasised that ecommerce roles today involve owning both top-line growth and P&L responsibility, making them central to enterprise decision-making.On supply chain, discovery and algorithmsZydus’ Pratik Agrawal said the biggest shift in recent years has been driven by supply chain acceleration and platform-level algorithmic discovery.He noted that earlier ecommerce was limited to a few platforms, but today multiple discovery touchpoints exist, making consumer journeys more fragmented but also more data-rich.He added that quick commerce has fundamentally changed consumption behaviour by turning planned purchases into instant fulfilment-driven demand.On evolving FMCG and retail modelsITC’s ecommerce leadership noted that FMCG discovery and availability challenges have evolved significantly, with ecommerce now playing a key role in identifying emerging consumption trends.The panel highlighted that consumption occasions such as instant grocery needs and impulse categories are expanding rapidly, requiring brands to rethink both product and supply chain strategies.On data, platforms and decision-makingPanelists also discussed the increasing importance of platform data and algorithmic visibility in shaping brand performance.They noted that marketplace algorithms today evaluate conversion rates, return rates, inventory health and delivery speed to determine product visibility.While platform dependence has increased, speakers emphasised that brands can improve outcomes by aligning product strategy with platform-specific metrics such as freshness, fulfilment speed and customer ratings.On ecommerce as a customer acquisition engineIKEA India’s ecommerce head Bhavana Jaiswal highlighted that ecommerce is not just a sales channel but also a key customer acquisition platform, particularly for expanding geographic reach.She noted that consumers often begin their journey online through research and comparison before completing purchases either online or offline, reinforcing the importance of omnichannel behaviour.She added that for high-involvement categories such as furniture, ecommerce plays a critical role in building trust, providing information and reducing purchase anxiety through digital experience design.On retention, profitability and D2C evolutionPanelists noted a clear shift from acquisition-led growth to retention-led profitability across ecommerce-driven brands.They said customer acquisition costs have increased significantly, making retention, repeat purchase behaviour and brand loyalty central to long-term profitability.They also highlighted that D2C brands are increasingly adopting hybrid models across marketplaces, owned channels and quick commerce to optimise scale and margins.The discussion concluded that ecommerce and quick commerce have moved far beyond being distribution channels, emerging instead as core strategic engines for modern retail organisations—reshaping how brands think about consumers, supply chains, product design and enterprise-wide decision-making.
