Pinduoduo in China, Shopee in Southeast Asia, and Meesho in India operate in markets that could hardly be more different -- an upper-middle-income industrial state, a stitched-together archipelago of under-banked economies, and a country where three-quarters of retail is unorganized and e-commerce penetration sits at about 7% -- [1]yet all three have landed on the same business model .

These platforms run asset-light marketplaces specializing in cheap goods and slow delivery, monetizing through logistics mark-ups, advertising, and installment credit rather than retail margins. Temu and Shein are further variations now expanding in the U.S. and Europe.

The economics are thin for all. Pinduoduo's EBITDA margins on GMV (gross merchandise value) sit in a 0-4% band; Meesho's group-wide EBITDA hovers around break-even. Neither charges commissions on most sales; both earn through logistics mark-ups and advertising. Sponsored listings account for 1-3% of GMV at Indian marketplaces and 4-5% at Alibaba and Pinduoduo.

Credit is the more consequential side business. In India, cash on delivery functions as unofficial credit. Meesho CEO Vidit Aatrey said the customers prefer CoD for its "built-in delay," which effectively makes it "a five-day loan." Geography, income, and regulation were supposed to produce different answers. They produced one: a 3% endgame where e-commerce clips a few points of GMV and relies on attention and credit for profits.



[1] https://indiadispatch.com/p/meesho-pinduoduo-shopee-value-commerce