How Pee Safe Built A Profitable Quick Commerce Business That Drives 40% Of Domestic Sales

Quick commerce contributes nearly 40% of Pee Safe's domestic revenue, delivering double-digit contribution margins compared with single-digit margins on traditional ecommerce

After nearly two years of supply chain challenges, Pee Safe overhauled its distribution model, expanded to 60 SKUs and adapted pack sizes and pricing to quick-commerce buying behaviour

With a presence across 6,500 dark stores and nearly half its quick commerce sales coming from Tier II and smaller markets, Pee Safe is looking to replicate its India playbook internationally

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For India’s D2C brands, quick commerce has opened up another route to millions of consumers. But turning that access into profitable growth remains a challenge. Platform commissions, advertising expenses, inventory requirements and frequent discounting can quickly erode the margins brands earn from the channel.

For Gurugram-based personal hygiene brand Pee Safe, however, quick commerce has become one of its most profitable distribution channels, accounting for nearly 40% of domestic revenue and delivering double-digit contribution margins, compared with single-digit margins on traditional ecommerce.

Getting there was far from straightforward.

Pee Safe spent nearly two years struggling to keep its products consistently available on quick commerce platforms. Its existing distributor network could not meet the channel’s replenishment requirements, while products and pack sizes that performed well on ecommerce did not necessarily find buyers on 10-minute delivery apps.

The company eventually overhauled its supply chain, changed how it managed its product assortment and used the consumer awareness it had built over the years to limit its dependence on paid advertising.

The result is a distribution mix in which quick commerce now contributes 40% of domestic revenue, followed by D2C and ecommerce at 35% and offline retail at 25%.

But the significance of Pee Safe’s experience goes beyond this revenue split. It shows how quick commerce economics can differ considerably depending on whether a brand uses the channel to create consumer demand or fulfil demand that already exists.

In an exclusive conversation for The Quick Commerce Code by Inc42 and Nitro Commerce, Pee Safe cofounder Rithish Kumar discussed how the brand built its quick commerce operations, the changes that improved its margins and the challenges of extending that growth into new markets.

From An Early Bet On Instant Delivery To Fixing A Broken Supply Chain

Pee Safe’s origins predate India’s quick commerce boom.

The idea emerged in 2013 after cofounder Srijana Bagaria developed a urinary tract infection following a road trip. The experience prompted Srijana and Vikas Bagaria to explore products that could address hygiene concerns associated with public washrooms.

After several months of product development, they created a portable, alcohol-based toilet seat sanitiser spray that dried quickly after application. The product became the foundation of Pee Safe, which formally launched in 2017 and subsequently expanded into feminine hygiene, intimate care, personal care and wellness.

The brand was entering categories where consumer education and trust were particularly important. Alongside established multinational companies, newer brands such as Sirona, Nua and Plush were also competing for a share of India’s evolving feminine hygiene market.

For Pee Safe, building distribution was central to taking its products beyond the consumers who were already familiar with the brand.

For Pee Safe, building distribution was central to taking its products beyond the consumers who were already familiar with the brand.

That also explains why the company began experimenting with faster........

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