Eternal price warfare: the profits decreased with the shrinking of November

Eternal LTD (previously Zomato) closed the fourth quarter of the fiscal year 25 with a sharp decrease in annual profit by 78 %, with 39 rupees, a decrease from 175 rupees in the previous fiscal year. While serial losses decreased by about 34 %, the company continued to bleed criticism due to its acute discount across all its businesses from business to the consumer (B2C).

In an attempt to provide a greater transparency, the company presented a new scale in its annual report – the value of NET (November) request, defined as the total order discounts (GOV). This disclosure sheds light on the real Topline performance, which was revealed by luring promotional performances.

According to the company’s files, the “opponent” – the gap between GOV and NOV – remained important, especially in connecting basic foods and fast trade companies. In the delivery of food, the burning increased from 1,336 rupees in the first quarter to 1,568 rupees in the fourth quarter, indicating a continuous discount to defend the market share amid signs of slow demand.

Blinkit, her fast commercial arm, witnessed the most dramatic height. The burning increased more than 862 rupees in the first quarter to 2,059 rupees in the fourth quarter. The company said that this rise was largely driven by the expansion of the aggressive store and the increasing competition. Blinkit added 294 stores during the year, prompting the total number of stores to more than 1,200 dark stores.

The “Exit” sector – which includes eating and entertainment – contributed to the burning, with the peak of 337 rupees in the third quarter, most likely to investments in the deportation of users to the application of the region. While the total discounts decreased to 316 rupees in the last quarter, November also decreased by approximately 13 %, highlighting the comparison between the Topline vision and real revenue growth.

In the face of fierce competition from my competitors such as Swiggy in delivering food and zeto in fast trade, Ertnal works to keep an edge through expansion and experimentation. However, this strategy is expected to maintain profitability under pressure in the short term.

“In the short term, losses will increase or decrease depending on how to meet the frequency of expansion and competitiveness during the next few quarters,” said Albandar Dahndsa, CEO of Blinkit. “The ongoing profit will be the result of focusing on the appropriate priorities in the long run.”

Although not adventure in private stickers-a major margin driver for peer-tatenal sets himself for long-term flexibility. The company has officially become an Indian -owned Indian company (IOCC), which gives it the organizational green light to own inventory in a quick trade alongside the market model.

“This is an important thing, and it is another concrete step towards making business more flexible in the long run,” said Akshant Joyl, the eternal financial manager.

Deepnder Goyal, founder and CEO of Eternal, repeated the company’s commitment to innovation. “In my opinion, the only final track is the experience constantly and innovation around three main vectors – a wide assortment, and the ability to better cost costs and delivery time,” he said.

As eternity doubles the implementation during expansion and marginalization, the coming chapters will experience their ability to balance the ambition with the basic discipline.