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Zeelab Targets ₹200 Cr Through Owned Stores And Omnichannel Growth
Zeelab sells medicines at lower prices by trying to reduce extra steps between manufacturers and customers.
It began in April 2020 and now has more than 300 small stores.
People can buy medicines in stores or order them online.
The stores also help deliver online orders more quickly.
Zeelab says it made about ₹110 Cr in revenue during FY26.
It wants to increase that to ₹200 Cr in FY27.
The company chose to own its stores instead of relying mainly on franchisees so it could control stock and service.
Its biggest challenge is proving that low prices and fast delivery can remain profitable as the business grows.
It also competes with the government-backed Jan Aushadhi initiative, which promotes affordable medicines.
Zeelab operates more than 300 stores and processes about 10,000 orders daily.
The company generated approximately ₹110 Cr in FY26 operating revenue and is targeting ₹200 Cr in FY27.
Zeelab shifted from franchising to company-owned stores to maintain inventory and customer-experience control.
Its online and offline businesses contribute roughly equally to revenue, with stores also serving as fulfilment points.
The company plans to offer medicine delivery within 60 minutes across approximately 30 cities through logistics partnerships.
- Who
- Zeelab Pharmacy, founded and led by CEO Rohit Mukul.
- What
- The company is expanding an owned-store and online pharmacy network while targeting ₹200 Cr in FY27 revenue.
- Where
- The company has more than 300 stores and plans 60-minute delivery in approximately 30 cities; its first store opened in Delhi’s Rohini area.
- When
- Zeelab began operations in April 2020; it reported approximately ₹110 Cr in FY26 revenue and is targeting FY27 growth.
- Why
- Zeelab aims to make medicines more affordable and accessible by reducing supply-chain intermediaries and combining physical stores with online fulfilment.
Zeelab’s Growth Case
Scale And Competition Concerns
Owned stores versus franchising
Zeelab’s Growth Case
Zeelab says company-owned stores provide better control over inventory, customer experience and fulfilment.
Scale And Competition Concerns
The company-owned model increases operational responsibility and exposes Zeelab to store-level costs such as rent, staffing and working capital.
Affordability versus sustainable economics
Zeelab’s Growth Case
Zeelab’s lower prices are presented as a structural advantage created by reducing unnecessary supply-chain intermediaries.
Scale And Competition Concerns
As the network expands, Zeelab must show that lower prices still generate sufficient gross profit after procurement, fulfilment and store-operating costs.
Price advantage versus broader differentiation
Zeelab’s Growth Case
The company believes its physical network can add convenience, trust, availability and faster delivery to its affordability proposition.
Scale And Competition Concerns
Jan Aushadhi is identified as a direct rival, meaning Zeelab may need to compete on service and distribution rather than price alone.
Key facts
- Founded
- Operations began in April 2020.
- Store network
- More than 300 stores.
- Daily orders
- Approximately 10,000 orders per day.
- FY26 operating revenue
- Approximately ₹110 Cr.
- FY27 revenue target
- ₹200 Cr.
- Channel mix
- Online and offline businesses contribute roughly equally to revenue.
- Store format
- Typical stores are approximately 200 sq ft and highly standardised.
- Delivery plan
- Medicine delivery within 60 minutes in approximately 30 cities.
Quotes
Rohit Mukul
Founder and CEO of Zeelab Pharmacy
“Franchising looked promising initially, but we realised we couldn’t control how franchisees managed their money. If they didn’t have enough money to maintain inventory, customers wouldn’t get the medicines they needed.”
inc42.com
“A ₹10 medicine takes a long and expensive journey before reaching the consumer, with multiple intermediaries adding to its final price. By the time it reaches the end user, that ₹10 product could cost ₹100.”
inc42.com
Sources
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