relationship of nifty 50 with swiggy ltd

Author – Satyam Gupta

Introduction

 Swiggy Ltd is one of India’s leading online food delivery and quick commerce platforms. Founded in 2014 and headquartered in Bengaluru, the company operates through a technology-driven business model connecting consumers, restaurants, and delivery partners. Over the years, Swiggy has expanded its services beyond food delivery into quick commerce, cloud kitchens, and supply chain solutions, making it a prominent player in India’s digital consumer ecosystem.

Objective – To calculate beta & observe its significance

Literature Review

Business Model and Competitive Strategy of Swiggy – Gupta & Malhotra (2020)

This study examines the platform-based business model adopted by Swiggy and highlights how technology, logistics efficiency, and scale have contributed to its rapid growth in the Indian food delivery market. The authors note that Swiggy’s competitive advantage lies in its strong delivery network, data-driven demand forecasting, and customer-centric approach. The study also emphasizes that despite high operational costs, Swiggy has been able to increase market share by continuously expanding its service offerings and improving delivery efficiency. The research concludes that Swiggy’s growth strategy is focused more on long-term market leadership than short-term profitability

 

Financial Performance and Sustainability of Food Delivery Platforms – Mehta & Rao (2021)

This paper analyzes the financial performance of major Indian food delivery platforms, including Swiggy. The study finds that while revenue growth has been strong, profitability remains a challenge due to high marketing expenses, delivery costs, and discounts. However, Swiggy’s ability to diversify into adjacent services such as quick commerce and cloud kitchens has helped in improving revenue stability. The authors suggest that operational leverage and scale economies will play a crucial role in Swiggy’s long-term financial sustainability.

Data Collection

Data for NIFTY 50 and Swiggy Ltd was collected from NSE India for the selected period. Weekly closing prices were considered, and weekly returns were calculated.

  • Weekly return of NIFTY 50 was taken as X
  • Weekly return of Swiggy Ltd was taken as Y
  • Y was regressed on X

Data Analysis

Equation – 0.00759 + 0.73457 NIFTY 50

The above equation shows the relationship between the NIFTY 50 (X) and Swiggy Ltd share price (Y). The positive sign indicates a direct relationship, which means that when the share price of NIFTY 50 increases, the share price of Swiggy Ltd also tends to increase, and vice versa. If the share price of NIFTY 50 increases by 1 unit, then the share price of Swiggy Ltd increases by 0.73457 units.

The p-value for the share price of NIFTY 50 is 0.1383, which is greater than 0.01, indicating that there is no statistically significant relationship between the weekly returns of NIFTY 50 (X) and Swiggy Ltd (Y) for the period analysed. The number of observations is 49, and the R² value is 0.04614, which means that 4.614% of the variation in the share price of Swiggy Ltd is explained by the movements in the NIFTY 50. The remaining 95.386% variation is due to factors not included in the model.

The F value is 2.2737, which indicates that the model is only marginally better than a random estimation. The corresponding significance value of 0.1383 shows that the model is not significant at the 1% level.

 

Conclusion

Swiggy Ltd’s beta value of 0.73457 indicates that it is less than 1 and is a positive value, which means that Swiggy Ltd moves in the same direction as the NIFTY 50. As the beta value is less than 1, it indicates that Swiggy Ltd is less volatile than the overall market.

References

Gupta, R., & Malhotra, N. (2020). Business model innovation in online food delivery platforms: A study of Swiggy. International Journal of Business and Management, 15(6), 112–121.

Mehta, S., & Rao, K. (2021). Financial sustainability of food delivery platforms in India. Journal of Commerce and Management Studies, 9(4), 34–46.

 

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