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PFS

Executive summary -

The scale-up of national and D2C brands on Meesho has exposed several inefficiencies in brand enablement, onboarding, and post-order fulfilment workflows. These issues have slowed the onboarding of new brands and hindered the retention of existing ones like Boat and Campus, due to Meesho’s marketplace-focused workflows not aligning with the custom needs of National/D2C brands.

To drive growth for Meesho Mall, it is crucial to enhance the brand experience by -

Streamlining onboarding, operations & retention for National and D2C brands.

Ensuring long-term discovery and growth of brands, positioning Meesho as a leading platform for brands targeting Bharat users.

Seller vs Brand’s journey on Meesho

Compared to marketplace sellers, brands have more complex workflows requiring manual processes for multi-FC listings, syncing, and reconciliation. They rely on OMS for inventory, order management, and post-order processes, while marketplace sellers completely rely on seller panel.

Seller journey for brand vs marketplace -

Problems across brand journey (Add a similar spread below)

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Persona breakdown -

Beyond operational workflows, brands differ from marketplace sellers in their way for doing business, These encapsulate -

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Brand LOD synthesis -

To identify the core issues preventing brands from onboarding / engaging with Meesho, the team conducted a series of on-ground LODs.

Following insights were gathered from detailed in-person visits to brands like Mamaearth (PCW), Relaxo (WMF), Portronics (MEA), Harpa (Fashion), and Unicommerce (OMS), as well as through ongoing interactions with brands such as P&G and Pantaloons etc.

UR brief and responses⁠

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P0 problems identified -

[H0] Marketplace process limitation -

No support for 0 stock listings, affecting decentralised listing control for National/D2C brands. (Team- Outside of BE- cataloging)

No support for 6/8 digit HSN codes, blocking brands like Jockey/P&G

[H0] High timelines for new OMS client onboarding -

Onboarding new clients takes ~2 sprints, delaying onboarding for brands like Boat, Pantaloons, Bodycare etc (Team- BE)

[H0] OMS Manifestation optimisation -

High latency in label generation compared to other marketplaces (Team- F&E)

[H0] High Risk of Fraud for High ASP Products -

Users with poor N/G can still transact, and wrong product returns are frequent (Team- Disc + BE)

[H1] Poor error intimation / alerting for OMS order processing failures and at risk orders (Team- FE + BE)

No proactive vSKU sync failure alerts, leading to order cancellations.

SLA breaching orders not flagged, causing inaction.

Recurring escalations due to awareness gaps around RTS limits and manifestation failures.

[H1] Lack of Cross-Warehouse Operations Support - (Team- BE)

Manual catalog management across multiple warehouses, no single self-serve panel for ads/offers.

[H1] Account Reconciliation Gaps - (Team- BE)

Payouts and performance manually managed across warehouses, increasing ops overhead

[H1 / H2] Existing Meesho’s seller workflow can’t support Omni channel

Omni channels work with very lean inventory across ~400+ dispatch warehouses / stores, Enabling them requires platform to address 2 critical levers -

Seamless cross warehouse operation to list and manage catalogs across multi stores

Need for different return and pickup addresses per sellers

Order hopping to change allocation of orders to another store in case of OOS (Lean inventory assistance)

[H2] Brands need assistance in tracking of dispatch performance / supply metrics across multiple warehouses - Includes report on store level dispatch trends / regional utilisation etc

[H2] Invoicing / Returns and payment details are not present on OMS

[H2] IMEI / UIN Verification is Not Conducted for Returns & claims in MEA

[H2] Poor content support from Meesho like videos / A+ content and multiple images

[H2] Dispatch operations fail during peak order traffic in sale periods due to marketplace limitations like RTS limits

Other operational challenges affecting brand’s experience -

Prolonged timelines for finalising commercials and legal T&Cs, causing delays in brand onboarding.

Fragmented support processes across decentralised brand KAMs, leading to information gaps on escalations, SLAs, and recurring issues.

Internal teams lack awareness of recurring errors, which could be mitigated through self-serve OMS error handling SOPs

Better understanding and tracking of national / D2C brands per portfolio to enable priority support

Classifying KRs as H0 / H1 / H2 -

Overall Approach to Prioritizations of KRs encompasses -

Problem Identification - Exhaustive list of problems from sources like Brand LoDs & inside in business team interactions

Problem Categorisation - Problems are rated as High, Medium, or Low based on three factors -

Brand Priority (50% weight) : Importance based on brand stature, NMV uplift potential, and performance on other platforms

Man-Hour Effort (20%) : Estimation of the man-hours that can be optimised from Meesho and the brand

Escalation Metrics (30%) : Current volume of escalations linked to each issue

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Sub KR level prioritisation details⁠

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Note - Tech effort lens or view to solve the issues from product / operations is yet to be finalised basis iterative discussions with tech / business.

Guiding principle -

Address critical P0 seller operation issues that prevent brands from onboarding on Meesho across various portfolios

Prioritise portfolio agnostic levers by estimating the potential brand, listing, or NMV opportunity at stake

Brand discovery and success post-listing will be treated as a separate key result (KR) and is not within the current scope

Potential solves for P0 problem statement -

<WIP> - Deep outside IN / tentative solutions (Tech vs operational) for aligned problem statements

Enablement required -

Significant cross-org tech bandwidth required to onboarding MEA and omni-channel brands.

TPM and cross-org DevOps support to relieve the pod from OMS client onboarding responsibilities.

Operational led firefight enablement through structured SOPs, allowing product and tech to focus on high-priority goals (H0/H1 initiatives)

Key metrics - <WIP>

Escalations - I/O / Tickets raised

# National and D2C brands active on Meesho

Listings contribution from national and D2C brands

View and order contribution from national and D2C brands

# National and D2C brand’s listing funnel

# Brand dispatch funnel - Store and overall

# Brand N/G - Store and overall

Store level utilisation / Regional utilisation

Inventory replenishment rate

# Brand NPS - evaluated from two sides at an operational level (to be filled by the brand KAMs/category leads) and at a strategic level (to be filled by the senior leaders in the brand)

Check metrics - #Brands churned from platform

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