Meesho's business model has undergone a fundamental transformation from its founding social commerce architecture to its current multi-revenue-stream marketplace model — a transition that reflects both strategic maturation and the practical limits of pure reseller-dependent growth. The original reseller model created value through three mechanisms: it gave homemakers and micro-entrepreneurs a zero-capital-required business opportunity; it gave small sellers access to millions of potential buyers through peer-to-peer distribution; and it gave Meesho a customer acquisition channel whose cost per acquired user was a fraction of conventional digital advertising. Meesho charged resellers a small markup (typically 10 to 30 percent above supplier price) that formed the gap between the seller's price and the end consumer's payment, allowing Meesho to earn revenue on each transaction without charging either party a traditional commission. This triangular economic model was elegant but had a ceiling — reseller networks are inherently limited by the reseller's personal network size and the frequency with which they share products. The zero-commission pivot of 2021 was a deliberate dismantling of the original revenue model in favor of a platform growth strategy. By charging zero commission, Meesho accepted lower per-transaction revenue in exchange for dramatically higher seller supply and transaction volume. The bet was that at sufficient scale, Meesho could monetize through advertising, logistics, and financial services rather than through transaction commissions — a model closer to Pinduoduo in China or Shopee in Southeast Asia than to the Amazon marketplace model. Advertising revenue has emerged as the primary monetization vector. Meesho offers sellers sponsored product placements, banner advertising, and search result promotion — a model identical in structure to Amazon's sponsored products business, which generates over 40 billion dollars annually globally. As Meesho's active user base exceeded 140 million, the advertising inventory became genuinely valuable to brands seeking access to price-sensitive Indian consumers in smaller cities. Sellers who invest in sponsored placements on Meesho report conversion rates and return-on-ad-spend metrics comparable to the broader Indian e-commerce advertising market, validating the advertising business model at meaningful scale. Logistics services represent the second major revenue stream. Meesho operates its own logistics network — Meesho Logistics — handling last-mile delivery for a significant portion of its order volume, particularly in tier-three and below geographies where third-party courier coverage is unreliable. By building logistics capability in underserved areas, Meesho created infrastructure that is operationally necessary for its marketplace and that generates revenue from sellers who pay per-shipment delivery fees. The logistics business also provides a competitive moat — a seller on Meesho in a tier-four city can reliably fulfill orders to buyers in comparable locations because Meesho's logistics infrastructure reaches those delivery addresses, while competing platforms have limited coverage. Financial services are the emerging third pillar. Meesho Capital offers working capital loans to sellers — a market with enormous unmet demand given that most Meesho sellers are small manufacturers or traders without formal credit history or collateral. Embedded lending to sellers who have demonstrated transaction history and revenue on the Meesho platform represents a significantly lower-risk lending model than unsecured personal loans, and Meesho's transaction data creates underwriting insight that traditional financial institutions cannot access. The seller lending opportunity is estimated at tens of billions of rupees across Meesho's 1.1 million seller base. The supply chain and manufacturing enablement angle is less visible but strategically important. Meesho has worked with manufacturing clusters in Surat, Jaipur, and Tiruppur to help unorganized manufacturers understand demand patterns, optimize production planning, and access working capital — effectively acting as a demand aggregator and supply chain organizer for industries that were previously entirely fragmented. This positions Meesho not merely as a marketplace but as infrastructure for India's informal manufacturing economy.