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Festive Season Sees 2.16 Lakh Job Postings Across Logistics, E-commerce & Hospitality: apna.co

MM Desk by MM Desk
October 28, 2024
in What’s Buzzing
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Festive Season Sees 2.16 Lakh Job Postings Across Logistics, E-commerce & Hospitality: apna.co

A jobs and professional networking platform, apna.co, has reported 2.16 lakh job postings this festive season, a 20% increase compared to 1.8 lakh job postings vs last year. This year’s festive season saw a significant rise in hiring across key sectors like logistics, e-Commerce, retail, and hospitality.

As per the platform, the festive season this year was important for businesses looking to rebound after a slowdown in consumer spending during the summer and election periods. Companies were focused on driving sales beyond last year’s numbers.

Additionally, the rapid expansion of the quick commerce industry contributed to this hiring momentum. Among the sectors, logistics and operations experienced the highest growth, with a 70% increase in job postings. Retail and e-Commerce followed with a 30% rise, while the restaurant and hospitality sector grew by 25%.

To meet rising demand, logistics and mobility companies like Rapido, Delhivery, Ekart, and Shiprocket have posted over 30,000 openings for roles such as Warehouse Managers, Logistics Associates, Inventory Managers, and Delivery Drivers.

The retail and e-Commerce sector is also expanding, adding 18,000 roles, including Category Growth Managers, Sales Associates, and Customer Support Managers to enhance consumer experience.

In hospitality, 14,000 jobs have opened for positions like Restaurant Managers, Front Office Staff, and Administrative Personnel. QSR giants such as Jubilant Foodworks and food delivery platforms like Swiggy and Zomato are also ramping up hiring to keep pace with demand.

This hiring trend is not limited to major metro cities; tier-2 and tier-3 cities also experienced a significant rise in job opportunities. While tier-1 cities like Bangalore, Delhi-NCR, Mumbai, Chennai, Kolkata, and Hyderabad have seen a 20% increase in job postings, the demand in tier-2 and tier-3 cities is even more notable. Factors such as increasing urbanisation, the expansion of malls and quick-service restaurants, and improved consumer spending are driving this growth. Cities like Lucknow, Ahmedabad, Surat, Bhubaneswar, Bhopal, Indore, Kanpur, Chandigarh, Patna, Coimbatore, and Jaipur have recorded a 25% increase in job postings.

Nirmit Parikh, Founder and CEO, Apna.co, said, “At Apna, we typically start preparing for the festive season two months in advance. However, this year was crucial for our employer partners, who anticipated a 20-25% increase in consumer demand. To support them, we began our preparations even earlier, building a strong talent pipeline. Our sector-specific go-to-market campaigns helped us deliver tailored solutions across industries like logistics, e-Commerce, and quick commerce, filling key roles such as Logistics Managers, Warehouse Associates, Delivery Partners, and Customer Support Managers. As a customer-obsessed organisation, our commitment to solving hiring challenges and revolutionising how Indian businesses hire is clearly reflected in the success we’ve seen this festive season.”

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.

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