India’s largest food delivery business Swiggy is all set to launch the much-delayed Initial Public Offering (IPO), and investors are trying to guess whether the company will splurge huge sums on Artificial Intelligence and drone deliveries in order to stand out from the competition as the market will not go easy. As Swiggy gets further up the rung of operations, analysts question whether these technologies will feature in its growth after its issuer.
Since there’s an increasing competition in food delivery, the organization can transform Swiggy’s logistics by adopting AI-powered solutions. The company already uses AI in its existing operations: it has streamlined delivery routes and improved customer experiences. Therefore, further investments on this kind of technology will make Swiggy perform better in terms of delivery time and cut down the cost, giving it an edge over such competitors as Zomato.
Another domain of great interest is the drone delivery, which is supposed to be a future solution that Swiggy is exploring. Drones could probably work well with some specific challenges, such as delivering food to distant locations or reducing traffic delays at most densely populated urban cities. With the trend of quicker and greener delivery methods swept across globally, drone delivery technology may turn out to be a game-changer for Swiggy.
No official announcements have been made about Swiggy’s post-IPO plans, but the ability of the company to invest in AI and drone technology has become an extremely hot topic among investors and market analysts. It would thus help Swiggy, not only in operational efficiency but also in a more eco-friendly delivery model.
With Swiggy inching closer to going public via an IPO, many will be eager to see if investments in AI and drone delivery will be a way the company will strive for control in Indian food delivery. Future prospects for the food delivery market are going to heavily rely on automation with cutting-edge technology, and Swiggy may be the leader in such a transformation.
