InDrive, a ride-hailing platform renowned for its unique bidding-based model across Asia and Latin America, is embarking on an ambitious journey to transform into a global super app. This strategic shift aims to diversify its services beyond traditional ride-hailing, starting with grocery deliveries in Kazakhstan, and plans to expand into multiple verticals over the next year across key markets such as Brazil, Colombia, Egypt, Pakistan, Peru, and Mexico.
Since its inception, InDrive has achieved over 360 million app downloads and facilitated 6.5 billion transactions worldwide, positioning itself as the world’s second most-downloaded ride-hailing app, trailing only behind Uber since 2022. This impressive growth underscores the platform’s potential to evolve into a comprehensive service provider.
Strategic Expansion into Grocery Delivery
The decision to venture into grocery delivery was influenced by the rapid growth observed in InDrive’s delivery segment. In 2024 alone, the company completed over 41 million delivery orders globally, with more than 14 million orders in the second quarter of 2025. These figures highlight the increasing demand for delivery services among InDrive’s user base.
In Kazakhstan, InDrive has introduced a grocery delivery service offering over 5,000 products with a commitment to 15-minute delivery times. Initial trials in the region have been promising, achieving a net promoter score of 83%, indicating high customer satisfaction, and an average of five grocery orders per user per month.
To facilitate this service, InDrive employs a dark store model in Kazakhstan, focusing primarily on ready-to-eat meals, which constitute the majority of the offerings, while fresh products make up about 10%. This approach is designed to enhance customer retention by catering to immediate consumption needs. Since August, the company has increased the number of dark stores in the country by 30%, reflecting its commitment to scaling operations.
Tailored Approaches for Diverse Markets
Recognizing the diversity of its operational regions, InDrive plans to adapt its grocery delivery model to suit local market dynamics. In areas with a dense network of mom-and-pop stores, the company is open to forming partnerships to leverage existing infrastructures, thereby ensuring efficient service delivery and fostering local economic growth.
The Super App Vision
The concept of a super app involves integrating multiple services into a single platform, providing users with a seamless and comprehensive experience. By expanding into sectors like grocery delivery, InDrive aims to increase user engagement and loyalty. As Andries Smit, Chief Growth Business Officer at InDrive, stated, If customers use you more frequently, then, of course, they stay longer, they’re more valuable in the ecosystem, and they’re just more loyal overall.
This strategic move positions InDrive to compete with other super apps in the market, offering a diverse range of services that cater to the daily needs of its users.
Challenges and Opportunities
While the super app model has been successful in certain regions, it presents challenges, including regulatory hurdles, market competition, and the complexity of managing multiple service verticals. However, InDrive’s established presence in emerging markets and its experience in adapting to diverse cultural and economic landscapes provide a solid foundation for this expansion.
By focusing on markets with high growth potential and tailoring services to meet local demands, InDrive aims to navigate these challenges effectively. The company’s commitment to innovation and customer satisfaction will be crucial in determining the success of its super app strategy.
Future Prospects
Looking ahead, InDrive plans to roll out additional services beyond grocery delivery, potentially including financial services, entertainment, and other daily essentials. This phased approach allows the company to test and refine each service offering, ensuring they meet user expectations and contribute to the overall value of the platform.
As InDrive continues to evolve, its journey toward becoming a global super app will be closely watched by industry observers and competitors alike. The success of this strategy could redefine the company’s position in the global market and set a precedent for other ride-hailing platforms considering similar transformations.
Conclusion
InDrive’s initiative to become a global super app represents a significant shift in its business model, aiming to provide a comprehensive suite of services to its users. By leveraging its existing user base and expanding into new service verticals, the company seeks to enhance user engagement and loyalty. While challenges exist, InDrive’s strategic approach and commitment to adapting to local market needs position it well for success in this ambitious endeavor.
