I recently read an article on quick commerce (Q-comm) that prompted me to ponder the fundamental ways we live—both the new and the old.
There is no doubt that Q-comm is here to stay. However, this modern way of fulfilling basic needs is subtly changing the very fabric of our society—specifically, the rich ecosystem centered around the local kirana store. It is fundamentally reshaping the way we network and maintain our solid communal bonds.
I recall a deeply personal incident from 2002. I was hospitalized while my father was posted far away. The proprietor of our neighbourhood kirana store, upon hearing the news, approached my brother and offered help with genuine concern: "Don't hesitate, if you need money for anything, come here and take it from me." That gesture wasn't a transaction; it was a bond.
This connection isn't unique. The milkman who delivers to my home is the grandson of the man who served my family decades ago. They share a special rapport with my mother, built on years of reliability and mutual trust. I always saw my parents building this kind of relationship—a personal touch that extended across all local businesses, from the dahi bara seller to the chemist. In India's Tier 2 and Tier 3 cities, this local ecology of human connection is a rich, tangible experience.
The Isolation of Modern Convenience
Now, look at the metros. Do we build these connections? No, we don't.
The MilkBasket delivery is left silently on the doorstep before 7 AM; the person who delivered it is unseen.
The large supermarket has so many rotating staff that any interaction is limited to the automated 'tap-to-pay' transaction.
Yes, this modern system brilliantly solves the problem of convenience, speed, and efficiency.
But this begs a crucial question: What happens when the kirana stores are universally replaced by these Q-comm platforms?
It solves our problems faster, but it achieves this by removing the need to connect or build networks. Everything is done via a phone. We become nodes in a digital system, not citizens in a shared community.
This brings up a significant long-term risk. What if this market shapes itself into a near-monopoly, much like the Indigo airline mishap of recent time?
Consider the vulnerability: If there is a disruption in the network or a city-wide internet outage, how many essential services will be affected? And more critically, who is taking the place of our network-building abilities?
We may rely on cloud systems and disaster recovery for commerce, but we have no equivalent for social capital.
Are we truly going to invent yet another platform just for people to connect, or rely on neighborhood WhatsApp groups to manage community? Either way, we are limiting our ability to touch upon people from all sections of society—the shopkeeper, the delivery person, the vendor.
Our future generations risk losing the dynamics of getting to know a varied range of people across all fields, and with it, losing a valuable part of their humanity. Change is the only constant, and this is happening now. We must therefore consciously seek and learn new ways of fostering genuine human connection in the age of extreme convenience.