Zomato vs Swiggy: A Data-Driven Comparative Analysis of India's Food Delivery Giants by IRJET Journal

Zomato vs Swiggy: A Data-Driven Comparative Analysis of India's Food Delivery Giants

-Nysa

Abstract - This research document presents a comprehensive data-driven comparison of Zomato and Swiggy, India's two dominant food delivery platforms, utilizing extensive charts, graphs, and quantitative analysis to examine their financial performance, market positioning, and growth trajectories. Through visual representation of quarterly revenues, profitability trends, market share evolution, funding patterns, and operational metrics, this study reveals the stark divergence in their strategic outcomes. Zomato commands 58% market share with a market capitalization of ₹2.5 lakh crore and achieved profitability in FY24, while Swiggy holds 42% share with ₹72,000 crore market cap and continues reporting losses exceeding ₹3,000 crore annually. The analysis employs mathematical frameworks including CAGR calculations, market share dynamics, and valuation multiples to quantify competitive advantages. Data visualization demonstrates Zomato's superior revenue CAGR of 45% versus Swiggy's 35% (FY22-FY24), and Blinkit's explosive 756% Yo-yo revenue growth transforming Zomato into a quick commerce powerhouse. This document serves as a quantitative reference for understanding the competitive dynamics reshaping India's ₹50,000+ crore food delivery and quick commerce ecosystem

Keywords: Swiggy, Zomato, Revenue, Delivery, Financial Metrics

1. Introduction:

TheIndianfooddeliverysectorrepresentsoneofthemostdynamicandrapidlyevolvingmarketsinthecountry'sdigital economy. What began as a convenience service has transformed into a multi-billion dollar industry characterized by intense competition, technological innovation, and aggressive expansion into adjacent verticals. At the center of this transformation stand two dominant players: Zomato and Swiggy, which together control virtually the entire organized fooddeliverymarketinIndia.

Thisresearchdocumenttakesadistinctlyquantitativeapproachtoanalyzingthesecompanies,movingbeyondqualitative narratives to examine hard data through comprehensive visualizations. By presenting financial metrics, operational statistics,andmarketdynamicsthroughchartsandgraphs,weaimtoprovideaclearer,moreobjectiveunderstandingof howtheseplatformshaveevolvedandwheretheycurrentlystand.

Thesignificanceofdata-drivenanalysisinthissectorcannotbeoverstated.Bothcompaniesoperateinlow-margin,highvolume businesses where small differences in unit economics, operational efficiency, and market share translate to substantial impacts on valuation and long-term viability. Therefore, precise quantification of their performance becomes essentialforinvestors,analysts,andindustryobservers.

2. Detailed Company Profiles: Zomato and Swiggy:

Detailed Company Profiles: Zomato and Swiggy

Zomato and Swiggy represent the duopoly dominating India's online food delivery and quick commerce sectors, collectively controlling over 90% of the organized market. These technology-driven platforms have fundamentally transformed consumer dining habits, restaurant operations, and urban logistics infrastructure. From humble beginnings as a restaurant directory (Zomato) and a hyperlocal delivery service (Swiggy), both companies have evolved into comprehensiveurbanconvenienceecosystemsvaluedatbillionsofdollars,employinghundredsofthousands,and serving tensofmillionsofcustomersmonthly.

 ZOMATO: COMPANY PROFILE

1. Founding and Corporate History

 CompanyName:EternalLimited(formerlyZomatoLimited)

 Founded:July2008(asFoodiebay),rebrandedtoZomatoinNovember2010

 Founders:DeepinderGoyalandPankajChaddah(bothIITDelhigraduates,formerBain&Company employees)

International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395-0056

Volume: 12 Issue: 11 | Nov 2025 www.irjet.net p-ISSN: 2395-0072

 Headquarters:Gurugram,Haryana,India

 StockExchangeListing:NSEandBSE(ListedJuly2021,Ticker:ZOMATO)

 CurrentMarketCapitalization:₹2.5lakhcrore(~$30billion)asofOctober2025

2. Services and Offerings

Zomatooperatesasamulti-verticalfood-techplatformoffering:

1. Food Delivery (Primary Service)

 On-demandfooddeliveryfrom200,000+restaurantpartnersacrossIndia

 Real-timeordertrackingwithAI-powereddeliverytimepredictions

 MultiplepaymentoptionsincludingUPI,cards,wallets,andcashon delivery

 Averagedeliverytime:30-40minutesinmetrocities

 Liveordertrackingandcustomersupportintegration

2. Quick Commerce - Blinkit (Acquired 2022)

 10-minutegroceryandessentialsdelivery

 1,816darkstoresacross50+citiesasofQ2FY26

 Productrange:6,000+SKUsincludinggroceries,medicines,electronics

 Revenuecontribution:73%oftotalrevenue(₹9,891croreinQ2FY26)

 Marketshare:46%ofIndia'squickcommercesector

3. Dining Out Experiences - "Going Out" (Formerly District)

 Tablereservationsatpremiumrestaurants

 Eventticketing(acquiredfromPaytmin2024)

 Movieticketbooking

 Liveeventexperiencesandconcerts

 Dealsandpromotionaloffersfordine-incustomers

4. Hyperpure - B2B Food Supply Chain

 Farm-to-restaurantingredientsupplyplatform

 Quality-certifiedsuppliesforrestaurantpartners

 Revenue:₹1,023croreinQ2FY26

 Ensuresconsistencyandqualityforcloudkitchens

5. Zomato Gold/Pro Membership

 Subscription-basedloyaltyprogram

 Exclusivedeals,complimentaryitems,andprioritydelivery

 Enhancedcustomerretentiontool

3. Business Model

Zomatooperatesathree-sidedmarketplacemodelconnectingcustomers,restaurants,anddeliverypartners

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4. Revenue Streams:

Table 1: ZomatoKeyRevenuerelatedData

Revenue Source Description Approximate Contribution

RestaurantCommissions

DeliveryFees

15-30%commissiononeachfoodorder 15-20%ofrevenue

Chargedtocustomersperorder 10-15%ofrevenue

PlatformFees Per-orderplatformcharges 5%ofrevenue

QuickCommerce(Blinkit) Productsalesanddelivery 73%ofrevenue(Q2FY26)

Advertising Promotedrestaurantlistings,bannerads 5-8%ofrevenue

HyperpureB2B

Subscriptions

Ingredientsupplytorestaurants 7-8%ofrevenue

ZomatoGold/Promemberships 2-3%ofrevenue

Zomato Revenue (In cr rs)

201420152016201720182019202020212022202320242025

Chart 1: Zomato Revenue Curve Ingraph,x-axisasyearsfrom2014to2025andY-axisshowRevenueofZomatoand calculation(incrorerupees)

5. Unit Economics:

Zomato'sfooddeliverybusinessachievedpositiveadjustedEBITDAmarginsof4.4%onGrossOrderValue(GOV)asofQ1 FY26.Thisrepresentssustainableprofitabilityinthecoresegment,withoverallcompanyprofitabilityreachedinFY24.

Technology Infrastructure:

AI-powered recommendations: Machine learning algorithms analyze user preferences, order history, and contextual signals to personalize restaurant suggestions Demand forecasting: Neural networks predict peak demand periods, enabling proactive delivery partner allocation Route optimization: Real-time algorithms optimize delivery routes consideringtraffic,weather, andmultipleorderbatching NuggetAI:Automatedcustomersupportplatformhandling15+ millioninteractionsmonthlywith90%+queryresolutionDynamicpricing:Surgepricingalgorithmsbalancedemandand supplyduringpeakperiods

International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395-0056

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6. Market Presence

 Geographic Coverage:

1. India:1,000+citiesincludingtier1,tier2,andtier3urbancenters

2. International:Reducedinternationalpresence,focusingprimarilyonIndiaafterexitingmultiplemarkets

 Market Share:

1. FoodDelivery:58%ofIndia'sorganizedfooddeliverymarket(Q1FY25)

2. QuickCommerce:46%marketsharethroughBlinkit

3. Combinedmarketleadershipinbothcoreverticals

 User Metrics (Q1 FY26):

1. MonthlyTransactingUsers:24.1million

2. Averageordersperuser:~3-4orderspermonth

3. GrossOrderValue(GOV):₹9,264croreinfooddeliveryalone

 Restaurant Partners:

1. 200,000+restaurantslistedontheplatform

2. Includescloudkitchens,independentrestaurants,andchainoutlets

3. Geographicspreadacrossallmajorcuisinesandpricepoints

7. Impact on the Online Food Industry

Zomato'sinfluenceextendsfarbeyondbeingadeliveryapp ithasfundamentallyrestructuredIndia'sfoodecosystem:

A. Democratization of Restaurant Discovery

Before Zomato, discovering new restaurants required word-of-mouth recommendations or physically exploring neighbourhoods Zomato's comprehensive database with menus, reviews, ratings, and photos democratized restaurant information,enablingcustomerstomakeinformedchoicesregardlessoflocationorsocialnetwork.

B. Enabling Cloud Kitchen Revolution

By providing delivery infrastructure and customer access, Zomato enabled the rise of cloud kitchens restaurants operating without dine-in facilities. This reduced capital requirements for restaurant businesses from ₹50-75 lakhs (traditionalrestaurant)to₹10-15lakhs(cloudkitchen),dramaticallyloweringentrybarriers.

C. Expanding Restaurant Reach

Small restaurants in non-prime locations can now access customers across the city through Zomato's platform. A restaurantinaresidentialneighborhoodcanservecustomersincommercialdistricts15kmaway somethingimpossible inthepre-deliveryera.

D. Data-Driven Menu Optimization

Zomatoprovidesrestaurantswithanalyticsonpopulardishes,pricingoptimization,peak demandhours,andcustomer preferences.Thisdataenablesrestaurantstooptimizemenus,reducefoodwaste,andimproveprofitability.

E. Employment Generation

 Directemployment:300,000+deliverypartners

 Indirect employment: Thousandsemployed in restaurants, cloudkitchens,and support functionscreated duetoincreaseddemand

 Gigeconomyexpansion:PioneeredflexibleworkmodelsinIndia'surbancentres

International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395-0056

Volume: 12 Issue: 11 | Nov 2025 www.irjet.net p-ISSN: 2395-0072

F. Consumer Behaviour Transformation

Zomato normalized the concept of ordering food online, particularly among older demographics initially hesitant about digital platforms. The frequency of eating out (including delivery) increased from 2-3 times monthly to 8-10 times for regularusers.

G. Quality Standardization

Through ratings, reviews, and hygiene ratings (in partnership with FSSAI), Zomato created accountability mechanisms thatincentivizedrestaurantstomaintainqualitystandards.

 SWIGGY: COMPANY PROFILE

1. Founding and Corporate History

 CompanyName:SwiggyLimited

 Founded:August2014

 Founders:SriharshaMajety,NandanReddy(bothBITSPilanigraduates),andRahulJaimini(IIT Kharagpurgraduate)

 Headquarters:Bengaluru,Karnataka,India

 StockExchangeListing:NSEandBSE(ListedNovember2024,Ticker:SWIGGY)

 CurrentMarketCapitalization:₹72,000crore(~$8.7billion)asofOctober2025

2. Services and Offerings

Swiggyhasevolvedintoacomprehensiveurbanconvenienceplatformofferingmultipleservices:

1. Swiggy Food Delivery (Core Service)

 Ondemandfooddeliveryfrom200,000+restaurantpartners

 Coverageacross580+citiesinIndia

 SwiggyBolt:10minutefooddeliveryserviceforselectitemsin500+cities

 Realtimetracking,multiplepaymentoptions,andliveorderupdates

 Averagedeliverytime:3045minutes

2. Swiggy Instamart Quick Commerce

 10minutegroceryandessentialsdelivery

 600+darkstoresacross100cities

 Productrange:6,000+itemsincludingfreshproduce,dairy,snacks,householditems

 Revenue:₹689croreinQ4FY25(growing115%YoY)

 Marketshare:25%ofIndia'squickcommercemarket

3. Swiggy Dineout

 Restaurantdiscoveryandtablereservations

 Digitalpaymentsolutionsfordineinexperiences

 Promotionaloffersanddealsatpartnerrestaurants

 AcquiredfromTimesInternetin2022for$120million

4. Swiggy Genie Hyperlocal Pickup/Drop

 Ondemanddeliveryfordocuments,packages,medicines,keys,etc.

 Intracitydeliverywithin12hours

 CompeteswithserviceslikeDunzo

 E.SwiggyMinisDirecttoConsumerStorefronts

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 Platformforlocalbrandstoestablishdigitalstorefronts

 AccesstoSwiggy'slogisticsandcustomerbase

 SupportforhomegrownbrandsandSMEs

5. Swiggy Giftables

 Instantgiftingplatformforcuratedgiftpackages

 Deliveryofchocolates,cakes,flowers,electronics

 10minuteto1hourdeliverytimes

6. Lynks Logistics

 B2Blogisticsandgoodstransportservices

 Providesthirdpartylogisticscapabilities

 Revenue:Partof"SupplyChain"segmentcontributing₹2,004croreinQ4FY25

 H.SwiggyOne PremiumMembership

 Subscriptionofferingfreedeliveryandexclusivediscounts

 Enhancescustomerloyaltyandretention

3. Business Model

Swiggyoperatesatechnologyenabled,fullstacklogisticsmodel:

Table 2: Swiggy Key Revenue related Data

Swiggy Revenue (In cr rs)

(Q4FY25)

Chart 2: RevenuecurveofSwiggyIngraph,x-axisasyearsfrom2014to2025andY-axisshowRevenueofSwiggyand calculation(incrorerupees)

International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395-0056

Volume: 12 Issue: 11 | Nov 2025 www.irjet.net p-ISSN: 2395-0072

4. Unit Economics:

Swiggy'sfooddeliverysegmentachieved**2.4%adjustedEBITDAmargin**onGOVinQ1FY26.However,investmentsin Instamartexpansioncontinuegeneratinglosses,withthecompanytargetingoverallprofitabilitybetween December2025 andJune2026.

5. Technology Infrastructure:

A. Swiggy's technological capabilities include:

1. Dynamicroutingalgorithms:Real-timeoptimizationofdeliveryroutesconsideringtraffic,orderdensity,and partnerlocation

2. Demandpredictionmodels:Machinelearningforecastsofordervolumesbylocation,time,andcuisine

3. Deliverypartnerallocation:AI-basedmatchingoforderstooptimaldeliverypartners

4. Supplychainoptimization:SophisticatedinventorymanagementforInstamartdarkstores

5. Personalizedrecommendations:Collaborativefilteringanddeeplearningforrestaurantsuggestions

6. Real-timetracking:GPS-basedliveordertrackingwithaccurateETApredictions

6. Market Presence

 Geographic Coverage:

1. 580+citiesacrossIndia(asofJuly2023)

2. Presenceintier1,tier2,andexpandingtier3cities

3. FocusonIndiamarketwithnointernationaloperations

 Market Share:

1. FoodDelivery:42%ofIndia'sorganizedfooddeliverymarket(Q1FY25)

2. QuickCommerce:25%marketsharethroughInstamart

3. Secondposition inbothprimaryverticalsbehindZomato/Blinkit

 User Metrics (Q1 FY26):

1. MonthlyTransactingUsers:21.6million

2. Averageordersperuser:~3-4orderspermonth

3. GrossOrderValue(GOV):₹6,808croreinfooddelivery

 Restaurant Partners:

1. 200,000+restaurantslistedonplatform

2. Includesindependentrestaurants,chains,andcloudkitchens

3. AccessKitchens:1,000+Swiggy-operatedkitchenspacesforrestaurantpartners

7. Impact on the Online Food Industry

Swiggy's contributions to transforming India's food ecosystem have been substantial and differentiated from Zomato's approach:

A. Pioneering Full-Stack Logistics Model

SwiggywasthefirstmajorplayerinIndiatocontroltheentiredeliveryprocessratherthanrelyingonrestaurant-managed delivery. This model became the industry standard, forcing competitors to build their own logistics networks. The approachfundamentallychangedcustomerexpectationsarounddeliveryreliabilityandspeed.

International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395-0056

Volume: 12 Issue: 11 | Nov 2025 www.irjet.net p-ISSN: 2395-0072

B. Democratizing Quick Commerce

ThroughInstamart'saggressiveexpansionto 100cities, Swiggybrought 10-minute grocerydeliveryto tier2 citiesyears beforecompetitors.Thisexpandedquickcommercebeyondmetroelitestomiddle-classIndia.

C. Enabling Restaurant Scalability - Access Kitchen:

Swiggy's Access Kitchens concept provided ready-to-occupy kitchen infrastructure for restaurants wanting to expand deliverypresencewithoutinvestinginphysicallocations.By2019,over1,000Accesskitchenswereoperational,enabling restaurantstotestnewmarketsandcuisineswithminimalcapitalrisk.

D. Hyperlocal Service Innovation

Swiggy Genie pioneered hyperlocal delivery services for non-food items, creating an entirely new service category. This establishedthefeasibilityofon-demanddeliveryforeverydayerrands documents,medicines,keys,etc.

E. Gig Economy Workforce Development

1. Directemployment:250,000+deliverypartners

2. Flexible earning opportunities: Enabled part-time income generation for students, between-jobs professionals,andsupplementaryincomeseekers

3. Skill development: Training programs for delivery partners on customer service, navigation, and safety

4. Supporting Local Entrepreneurs - Swiggy Minis:The Swiggy Minis platform enabled small, local brands to access Swiggy's massive customer base without building independent e-commerce capabilities.Thisdemocratizedaccesstodigitalcommerceformicro-enterprises.

5. Competitive Pressure Driving Innovation:Swiggy's entry and aggressive competition with Zomato preventedmonopolisticpricingandservicedegradation.

6. Therivalrydrovecontinuousinnovationindeliveryspeed(SwiggyBolt),servicequality,anduser experience,benefitingconsumers.

7. ConsumerHabitFormation:Swiggynormalizedfooddeliveryinpreviouslyunderservedtier2and tier3cities.Itsmarketingcampaignsandconsistentservicequalityexpandedthetotaladdressable marketbeyondinitialmetro-cityearlyadopters.

3. Market Share Dynamics:

The evolution of market share between Zomato and Swiggyrepresentsone of the mostcritical metricsin understanding their competitive positions. Market share directly correlates with network effects, bargaining power with restaurants, operationalleverage,andultimately,pathtoprofitability.

1. Historical Market Share Trends (2020-2025)

The period from 2020 to 2025 witnessed significant shifts in competitive dynamics, with Zomato systematically gaining groundwhileSwiggyexperiencedvolatilitybeforestabilizing.

Table 3: MarketingshareofswiggyandZomatooverpastfewyears

Marketing Share (In Crores)

International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395-0056

Volume: 12 Issue: 11 | Nov 2025 www.irjet.net p-ISSN: 2395-0072

3: MarketingshareofswiggyandZomatooverpastfewyears

Food Delivery Market Share Evolution

AsvisualizedinChart1,themarketsharetrajectoryrevealsseveralkeyinflectionpoints:

2020Baseline:Bothcompaniesstartedtheperiodatnear-parity, eachcommandingapproximately45%ofthe organized fooddeliverymarket.Thisrepresentedaduopolisticequilibriumwithminimaldifferentiationinmarketposition.

2021-2022 Divergence: Zomato's July 2021 IPO provided significant capital advantages, enabling aggressive customer acquisitionandrestaurantpartnerexpansion.Thecompany'smarketshareclimbedto48%in2021andfurtherto52%in 2022.Concurrently,Swiggy'ssharedeclinedto43%andthen40%,reflectingbothZomato'sgainsandtheentryofsmaller regionalplayers.

2023WideningGap:Thedisparityreacheditsmaximumin2023,withZomatocommanding55%versusSwiggy's37% an18percentagepointgap.ThisperiodcoincidedwithZomato'sacquisitionofUberEatsIndiaandaggressiveexpansion intier2/3cities.

2024-2025Stabilization:Swiggy'smarketsharerecoveredto40%in2024and42%byQ1 2025,partiallyclosingthegap to16 percentage points.Thisrecovery stemmed from Swiggy'sfocus on service quality,innovation through Swiggy Bolt, and improved unit economics. Zomato simultaneously expanded to 58%, indicating overall market growth rather than shareloss

Comparison table for Zomato vs Swiggy

Table 4: Revenueandotherrevenuerelatedcomparisonbetweenswiggyandzomato

Chart

Marketing Share

Zomato Swiggy

International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395-0056

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Table 4: Geographiccomparisonbetweenswiggyandzomato

Table 5: GovandothermetricscomparisonbetweenswiggyandZomato

International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395-0056

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4. Investment Implications

1. For Growth Investors:

Zomatooffersproven profitability,marketleadership,andexposuretoIndia'sfastest-growingsegments(food delivery + quickcommerce).The5.95xrevenuemultipleisjustifiedbyexecutiontrackrecord.

2. For Value Investors:

Swiggytradesat3.27xrevenue a45%discounttoZomato.Ifmanagementsuccessfullyexecutesitsprofitabilityroadmap bymid-2026,significantvaluationreratingcouldoccur.However,executionriskissubstantialgivencompetitive pressures.

3. Risk Assessment:

Both face regulatory risks (gig worker classification, dark store licensing), competitive intensity in quick commerce (Zepto'saggressiveexpansion),andpotentialmarketsaturationintier-1cities

5. Conclusion:

This data-driven analysis reveals stark divergence in the competitive trajectories of Zomato and Swiggy despite their duopolistic market structure. Zomato has successfully translated market share leadership (58% vs 42%) into profitable operations(697croreannualPATvs3,117croreloss)andsuperiorvaluation(2.5lakhcrorevs72,000croremarketcap).

ThequantitativeevidencedemonstratesZomato'sadvantagesacrossvirtuallyalldimensions:

 11.6%largeruserbasecreatingnetworkeffectadvantages

 36.1%higherGOVindicatingstrongermarketcapture

 2.0percentagepointssuperiorEBITDAmarginsgenerating₹741crore additionalannualEBITDA

 3x larger dark store network enabling quick commerce leadership 133% valuation appreciation versus Swiggy's23%declinepost-IPO

 Swiggy faces the challenge of achieving profitability while competing aggressively in both food delivery and quick commerce a capital-intensive undertaking that has resulted in cumulative losses exceeding ₹9,400croreoverFY22-FY25.

 From a mathematical perspective, the competitive gap continues widening. Zomato's superior revenue CAGR (45% vs 35%), GOV CAGR (23% vs 15.5%), and market share momentum (+13 pp vs -3 pp) compoundannually,makingcatchingupincreasinglydifficultforSwiggyabsentmajorstrategicshifts.

 Nevertheless, with 42% food delivery market share and 25% quick commerce share, Swiggy remains a formidable competitor with potential for valuation rerating if the profitability target is achieved. The company's3.27xrevenuemultipleleavesroomforappreciationtosectoraveragesifexecutionimproves.

 The Indian food delivery and quick commerce market, with penetration at just 7% versus 35-50% in developed markets, offers growth potential for both players. The ultimate winner will likely be determined not by market growth but by who can most efficiently convert growth into sustainable profits adimensionwhereZomatocurrentlyholdsdecisiveadvantages.

 Forinvestors,analysts,andindustryobservers,thisquantitativeframeworkprovidesobjectivemetricsto track competitive dynamics and evaluate strategic claims against operational realities. The data unambiguously demonstrates that in the battle for India's food delivery supremacy, Zomato has establishedmeasurable,substantial,andwideningleadsacrossfinancial,operational,andmarketmetrics

6. References:

International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395-0056

Volume: 12 Issue: 11 | Nov 2025 www.irjet.net p-ISSN: 2395-0072

5. Publishedmarketresearchreports

Data Sources:

1. EternalLtd(Zomato)-QuarterlyResultsQ1FY24throughQ2FY26

2. SwiggyLtd-QuarterlyResultsQ1FY24throughQ1FY26

3. CompanyinvestorpresentationsandannualreportsFY22-FY25

4. Marketsharedatafromindustryreportsandcompanydisclosures

5. Fundingdatafromcompanyfilingsandinvestmentdatabases

Note: All financial figures are in Indian Rupees (₹) crores unless specified otherwise.

6. Wikipedia-Zomatofromhttps://en.wikipedia.org/wiki/Zomato

7. Wikipedia-Swiggyfromhttps://en.wikipedia.org/wiki/Swiggy

8. Motilal Oswal (2025). "Swiggy vs Zomato: The Battle for India's Food & Groceryhttps://www.motilaloswal.com/learning-centre/2025/7/swiggy-vs-zomato-whos-winning-indias-food-andgrocery-race

9. TheStoryBehindSwiggy-https://www.ciim.in/tag/the-story-behind-swiggy

10. Zomato Ltd: History, Latest Updates, Milestones, Subsidiaries and Share Pricehttps://enrichmoney.in/blog-article/zomato-ltd-history-latest-updates-milestones-sub

11. SwiggyBusinessModel-https://www.icoderzsolutions.com/blog/swiggy-business-model

12. Zomato:The12-year JourneyThatChanged HowIndia ConsumesFood - https://inc42.com/features/fromfoodiebay-to-zomato-the-12-year-journey-that-changed-how-india-consumes-food

13. Zomato’s Journey to Becoming a Unicorn - https://www.kotaksecurities.com/investingguide/articles/zomato-unicorn-journey

14. HistoryofSwiggy-https://www.bajajfinserv.in/swiggy-ltd-history

15. Swiggy vs Zomato - https://investek.in/swiggy-vs-zomato-a-comprehensive-competitive-analysis-of-indiasfood-delivery-giants

7. Biographies:

Nysa Gaba, Grade 10: 3A*+2A

 Partofeditorialboardoftheschoolmagazine

 MemberoftheSchoolHouseCouncil

 CompletedAPMacroeconomics,APMicroeconomicsandAPBCCalculuswithdistinction

 FounderofSalviaLuxe

 1stplacewinnerattheUniversityofMelbourneCaseCompetition(outof350teamsacrossIndia)

 CompletedPrinciplesofManagementcoursebyJohnHopkinsUniversity

 AttendedaentrepreneurshipessentialsworkshopatIITDelhi

 VolunteeratTheHelpingHandsClubNGO

 CompletedtheAtlasISMESummerSchoolwitharesearchprojectonentrepreneurshipandinnovation

 Showcased the research project at Masters’ Union University Entrepreneurship Fest as part of a national innovationforum

 Passionateaboutentrepreneurship,economics,andsustainablebusinessinnovation

 Authored and published a blog on Medium titled “Growing Up in a Business Family,” reflecting on early exposuretoentrepreneurship

 Completed Business Analyst Certification from UpGrad and Business Intelligence Analyst Course from 365 Teams

Under the guidance of:

Dr. Mamta Jain

 M.Sc(Mathematics)(Doublegoldmedalist)

 M.Phil(ComputerApplications)withhonorsFromUniversityofRoorkee(nowIITRoorkee)

 PhD(Mathematics)-Variouspaperspublishedininternationaljournals

 FormerLeadAuditorISO9001,ISO-22000SchoolAccreditationExaminerbyQCI

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 26yearsofteachingexperience

 VariousResearchPaperPublished

Er. Raunaq Jain

 B.EMechanicalEngineeringFromThaparInstituteofEngineeringandTechnology

 DistrictPhysicsTopper

 ContentWriterandgraphicdesigner

 MechanicalMentorfromsession2019-2020

 TechnicalDataAnalystatDeloitte