InDrive, a well-known ride-hailing firm with a strong presence in Asia and Latin America, is embarking on an ambitious journey to transform into a 'super app.' This strategic expansion begins with launching grocery delivery services in Kazakhstan, signaling a broader intent to integrate various daily essential services into its platform. The company's goal is to increase user engagement and loyalty by becoming a more central part of its customers' daily lives, leveraging its extensive user base and transactional volume.
InDrive Expands Horizons with Super App Initiative
InDrive, globally recognized for its bid-based ride-hailing system, is actively implementing a 'super app' strategy, focusing initially on developing markets. The first step in this extensive plan is the introduction of grocery delivery services in Kazakhstan. Over the coming year, InDrive intends to expand this multi-vertical approach to its primary markets, which include Brazil, Colombia, Egypt, Pakistan, Peru, and Mexico. This strategic pivot follows the app's impressive achievement of over 360 million downloads and 6.5 billion transactions worldwide, establishing it as the second most-downloaded ride-hailing application globally, trailing only Uber, since 2022. According to Andries Smit, InDrive's chief growth business officer, more frequent customer engagement fosters increased loyalty and long-term value within the ecosystem. The decision to prioritize grocery delivery stems from the rapid expansion of InDrive's delivery sector, which completed over 41 million orders globally in 2024, with more than 14 million in the second quarter of 2025 alone, positioning it as one of the company’s fastest-growing categories. The Mountain View, California-based company launched its grocery delivery service in Kazakhstan, promising delivery of over 5,000 products within 15 minutes. Initial trials in this Central Asian nation showed an 83% net promoter score, indicating high customer satisfaction, and an average of five grocery orders per user each month. Smit revealed that InDrive is utilizing a dark store model for grocery deliveries in Kazakhstan, primarily stocking ready-to-eat meals, with approximately 10% fresh produce, aiming to boost customer retention. He also noted that the model would be adapted for other regions, with potential local partnerships, especially in areas with a high density of small, independent shops. While specific figures were not disclosed, Smit mentioned a 30% increase in dark stores in Kazakhstan since August. Kazakhstan was chosen as the inaugural market due to a significant surge in digital adoption among consumers in Central Asia's largest economy, and because InDrive’s largest workforce and primary R&D operations are located there. Although InDrive did not provide specific growth metrics for Kazakhstan, a recent report by Dealroom, in collaboration with the Astana Hub tech park, indicated a 44% growth for the company in the country over the past year. The report also estimated Kazakhstan's tech ecosystem at $26 billion, an eighteen-fold increase since 2019, signifying a sharp rise in local startup activity, funding, and digital service adoption. Despite existing grocery delivery options in Kazakhstan, InDrive aims to dominate the market through competitive pricing, positioning itself as the 'Aldi' of online groceries. Smit highlighted that cost-conscious consumers often face limited choices and are compelled to purchase lower-quality goods. Many companies have attempted to create 'super apps,' with some, like WeChat and Gojek, achieving success, while others, including Meta, have struggled. Smit, who previously worked with WeChat, intends to apply his experience and integrate AI to personalize user experiences and enhance accessibility for individuals with disabilities and lower literacy. In November 2023, InDrive established a venture and merger and acquisition division, allocating $100 million for investments in emerging market startups over the next few years. Smit confirmed that about 30% of these funds have already been deployed towards the super-app strategy. This includes an investment in Pakistan's grocery startup, Krave Mart, made in December. However, a specific timeline for grocery delivery services in Pakistan via the InDrive app has not yet been announced. InDrive's rival, Uber, has also diversified its offerings to include services like Uber Eats in selected markets. Smit emphasized that InDrive primarily serves a different customer segment—cost-conscious consumers—though some overlap exists in certain regions. India remains a challenging market for InDrive, despite its presence there alongside Uber, Ola, and Rapido. Data from Appfigures shows a 22.6% decline in InDrive downloads year-over-year in India, while competitors experienced significant growth. Smit described India as a 'puzzle,' stating that the company is focusing on key cities for strong operations and exploring various models, including different payment methods and take rates for drivers. InDrive faced initial struggles in markets like Pakistan, where it eventually became a leading ride-hailing platform after Uber’s withdrawal. Smit acknowledged that safety concerns raised by riders and drivers in India regarding the app’s bidding model need to be addressed. InDrive plans to expand its super-app offerings to include financial services, such as small loans for drivers in Brazil and Mexico, with potential expansion to passengers and small businesses. The company is also considering micro-mobility services that connect users with local businesses and public transportation. Smit stressed the importance of city-specific services and focusing on core verticals while remaining open to partnerships for services outside their expertise.
InDrive's shift towards a 'super app' model represents a bold move in the competitive digital services landscape. By leveraging its established user base and strategic investments, the company aims to not only diversify its revenue streams but also create a more integrated and indispensable platform for its users. The success of this ambitious strategy will largely depend on its ability to adapt to diverse market needs, maintain competitive pricing, and effectively address critical user concerns such as safety and accessibility. The journey from a ride-hailing provider to a comprehensive digital ecosystem is fraught with challenges, but InDrive's focused approach and commitment to local adaptation could pave the way for a new era of digital convenience in emerging markets.
