Meesho marketplace provides small businesses, which includes SMBs, MSMEs and individual entrepreneurs, pan-India logistics, payment services and customer support capabilities to efficiently run their businesses on the Meesho ecosystem. This in turn brings millions of end-customers from India’s underserved markets (Tier 2+) access to high-quality products from over 700+ categories, at the lowest prices.

The Meesho product teardown is a great opportunity to present your ideas to Meesho's product leaders.

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Problem Statements

Problem Statement #1 - Increasing the metric “orders per reseller per month” by 10x

• ‍‍Meesho acts as a platform where its resellers (aspiring women entrepreneurs) can pick the best quality products at lowest prices and share it easily over social media (e.g whatsapp) with their potential customers helping these women entrepreneurs earn a margin. 
• Putting yourself in the shoes of a product manager at meesho, conceptualise a product strategy for increasing the metric “orders per reseller per month” by 10x.

Problem Statement #2 - Improve engagement and retention for end customers on the Meesho app

• Meesho is also the platform of choice for millions of consumers from Tier 2+ cities to purchase best quality products at lowest prices. One of the goals at Meesho is to increase the frequency of visits and time spent on the app by these end consumers.
• Putting yourself in the shoes of a product manager at meesho, conceptualise a product strategy to improve engagement and retention for end customers on the meesho app. 

Please choose any one problem statement from the two options and submit your presentation in a 10-15 pager PDF. The submissions will be evaluated on both breadth and depth of the ideas grounded in user & market research(actual wireframes & mockups are not needed).

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What's in for the winners?

🚀 The winning teams win cash prizes worth INR 60K along with a chance to be a part of the product team at Meesho.

For more detailed information about the teardown, check this doc on Notion.

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