Workstream: CX improvement

Scope and approach

16th February, 2022

Confidential and proprietary © Praxian Global Pvt. Ltd.

Agenda

Approach

Illustrative outputs

© Praxis Global Alliance | 2

Our understanding: Customer facing teams at Shiprocket

Shiprocket customers
(~60K)

Business Customer
Key Accounts Operations Centre of
Development Service
(KA) (Ops) Excellence (CoE)
(BD) (CS)

• Responsible for • Servicing ~4K • Servicing long • Responsible for • Owns SOPs,
BD and sales accounts tail accounts fulfilment and policies, terms of
• Hunting new constituting 70% logistics partner trade
accounts of GMV management

Praxis team would work in close co-ordination with the SPOCs from these teams on this workstream

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Our understanding: Focus areas for CX improvement (SR Management)

Call centre processes (vs. reference)

• Operating timings
• Quality
• Processes at call centre

SOPs and policies

• Awareness and quality (vs. reference)

Praxis team would focus on these areas for CX

Onboarding experience
improvement and identify any new ones during
• From a seller perspective (vs. reference)
diagnostic (Phase 1)
Issue resolution
• Speed, quality, empathy from a seller perspective (vs. reference) Design and solutioning (Phase 2) for focus areas
to be started in parallel to Phase 1

Key Account Management team

• Current enablers and what needs to be done

Ticketing Process
• Handover between teams

© Praxis Global Alliance | 4

We envision to deliver the project in two phases spread over 3 months
Phase I
(Diagnostic)
1 month
• Understand L1 / L2 factors impacting customer
NPS and CX
• Identify gaps in CX in focus areas (call center,
SOPs, policies, KAM, onboarding exp., issue
Objectives resolution, ticketing process) and others across
L1 / L2 factors
• Define themes for CX improvement and sub-
initiatives within each theme (incremental over the
focus areas)
• Conduct in-depth interviews (IDIs) with mix of
key accounts and long tail accounts (N=100) and
key personnel across departments (BD, KA, CS,
Ops, CoE) (N = 10 - 15)
• Benchmark the focus areas with competition
and collect feedback on Shiprocket via customer
IDIs
Key • Conduct root cause analysis and assessment of L1
/ L2 factors
activities
• Identify key themes / broad areas of
improvement in CX (6 - 8)
• Identify sub-initiatives within each theme of
improvement (~10-12 each)
• 30 - 40 pages PPT covering L1/L2 factors of
Deliverables CX, areas and sub-initiatives of improvement
• Interview transcripts
Phase II
(Design and implementation)
2 months
• Synthesis of strategy to address key issues in focus areas and
any incremental ones identified in Phase 1
• Formulation/revision of SOPs, policies, terms of trade and KPIs
in focus areas call center, SOPs, policies, KAM, onboarding
exp., issue resolution and ticketing process plus any
incremental areas
• Conduct pilots across various initiatives
• Identify priority areas (effort / implementation feasibility vs.
impact) across various themes / sub-initiatives
• Develop an implementation plan covering:
‒ Key steps, timelines
‒ Stakeholder mapping
‒ Cadence and governance framework
• Formulate/revise SOPs, policies, KAM framework, terms of
trade, SLAs, timings of customer care, ticketing
process/handover etc. in consultation with stakeholders
across departments (BD, KA, CS, Ops, CoE) highlighting
best practices and operating procedures in terms of customer
service and experience
• Highlight any additional organizational capabilities needed
and create relevant training setup
• Conduct pilots of select initiatives, capture “quick-wins”
monitor the impact/success of these initiatives and refine
initiatives’ charters further
• 40-50 PPT covering implementation plan, SOPs and results
of pilots
Phase III
Sustenance
Continuous
(not part of the proposal)
• Continuous tracking, improvement
and evaluation of initiatives on an on-going
basis
• Work hand in glove with the Shiprocket
team and provide program management
support of each initiative within a theme:
‒ Facilitate implementation of each task /
activity within an initiative
‒ Conduct steering committee meetings with
functional stakeholders to ensure timely
completion of each initiative
‒ Closing the loop by tracking success of each
initiative through continuously monitoring the
impact on NPS
‒ Refine initiative charters and SOPs
depending on impact of each initiative
• Refined charters and SOPs
• Regular reporting and implementation
support
© Praxis Global Alliance | 5
Diagnostic and design: Key questions in the scope

● What are the L1 and L2 NPS drivers for customer experience?

‒ What is a typical customer journey? How does it vary by customer scale and vertical?
‒ What are the drivers (L1 and L2 factors) for promotion / detraction that are most critical for customers types?
‒ How do they vary by customer profiles à profile based on vertical, scale, type of cities served by Shiprocket etc.?

● What is Shiprocket’s NPS? How does the company fare in comparison to competitors on CX?
‒ What is the overall NPS score for Shiprocket (based on company’s internal NPS exercise)? How does it vary across customer profiles?
‒ How do customer rate Shiprocket on CX vs. competitors (based on IDIs with customers)?

● What are the strengths and weakness of Shiprocket vis-à-vis competitors – SWOT analysis on CX?
‒ What are the relative strengths and weaknesses of Shiprocket vs. competition on CX front? Basis this, what are the emerging strengths and
developmental areas on drivers for Shiprocket?
‒ What are the opportunities and threats for Shiprocket on CX front?

● What are the key 6-8 themes (“micro-battles”) that should be implemented to improve NPS and CX? What are the 10-12 sub-
initiatives within each theme to drive customer experience?
‒ What are the emerging implications for Shiprocket on how to improve customer experience?
‒ What key drivers will have the maximum impact?

● How should these initiatives be prioritized to have maximum impact on NPS score by customer segments?
● What are the changes (such as SLAs, SOPs, policies and terms of trade) across various stages of customer journey to
improve customer experience?
● What are the likely timelines for implementation and stakeholders to be involved for execution of the proposed strategic
solutions? What are the key organizational capabilities needed to ensure successful outcomes?

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 Proposed approach and workplan: 3 months engagement across 2 broad phases
Phase I Phase II
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 – Week 12

• Management data
• Prepar analysis
ation
of • IDIs with customers and
Diagnostic DGs, company personnel
• SPOC
identifi • RCA and assessment of L1 / L2
cation • 6-8 “micro-battles”
• 10-12 sub-initiatives in each micro-battle”
• Strategy
synthesis
• Implementation
plan
• Priority areas
(incremental
areas beyond
focus ones
Design and identified by the
implementation Management)

(To start for focus areas from Week 2 and any incremental areas from Week 6 onwards)

• Formulation/revision - SOP, policies, terms of trade, SLAs, KPIs etc.

• Initiate any institutional initiatives (long term impact)
• Initiate building of organizational capabilities and training setup
• Conduct pilots and collect feedback

Milestones ß Continuous engagement (relevant SPOCs) à

Kickoff Final check-in

Regular check ins Executive check ins Regular check ins © Praxis Global Alliance | 7
Sources of inputs we will use to get to outcomes
Approach element
In-depth interviews with
customer across different
segments (N = 100)
Qualitative diagnostic IDIs
(N = 10 - 15)
across Shiprocket
personnel
Management data
Details
• 30-40 minutes IDIs with customers across
segments/profiles varying across
parameters such as vertical, scale and cities
• 30-40 minutes IDIs with personnel across
departments (BD, KA, CS, Ops, CoE)
• Customer journey and departments/ teams
involved across various stages
• Customer segmentation
• Customer NPS
• MSA / SOWs / General Terms of Trade or
Agreement
Key areas to probe
• End to end customer journey
• Customer experience across the customer journey
• Customer expectations and grievances from platform
• Qualitative feedback on L1 / L2 factors
• Benchmark Shiprocket with competition
• Historical customer feedback to identify common issues, repeating pattern
• Key challenges faced by support staff (KA, CS) at the operational level across CX
• Key issues being acted on by personnel
• Existing solutions, methodologies and timeline(s)
• Historical user experience across the customer journey
• Key features leading to customer wows and pain-points
• Key commercial conditions, SLAs, SoWs etc.
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Proposed team for the engagement

Client team Praxis team

Steering committee (senior management)

Aryaman Tandon
• Decide and communicate the priorities of team (Managing Partner & Co-founder)
• Communicate about emerging priorities, organizational considerations

Mohit Mittal
Project coordinator (Project lead)
(Partner, Technology and Internet)
• Overlook the day-to-day process and monitor progress Engagement Partner
• Keep a check on the workstream progress and effect of the tasks executed +
• Resolution of conflicts / blockades to ensure smooth progress
Project Manager (100%)

Strategy SPOC
Project manager
+
+
SPOCs from BD, KA, CS, Ops and CoE
1 Consultant

Source(s): Praxis analysis © Praxis Global Alliance | 9

Commercials and timeline

• Start date: 21st Feb, 2022

Timelines
• Total Duration: 12 Weeks
• Phase 1:
• 30 - 40 pages PPT covering L1/L2 factors of CX, areas and sub-initiatives of improvement
Deliverables • Discussion transcripts
• Phase 2:
• 40-50 PPT covering implementation plan, SOPs and results of pilots
• Project team: Partner + Project Manager + 2 Consultants
Resourcing
• Relationship overall project leadership by Managing Partner
• Total professional fees for 12 Weeks : INR 26.2L per month - 10% relationship initiation discount - 20% retainer discount = INR
18.3L per month fixed professional fees. Total professional fees for 3 months = INR 55L

• Additional:
Commercials • Plus: Applicable taxes (GST) apply
• Plus: Out of Pocket Expenses fixed @ 12% of the professional fees (to cover calls, expert interviews, field visits, local travel
and lodging)
• Minimum 4 weeks notice to terminate retainer
• Any extension of team / timelines to be billed pro rate. Extension of resources @ INR 8L per month
• 25% advance
• 25% after 4th Week
Payment terms • 25% after 8th Week
• 25% after 12th Week
• Payment due dates (invoices to be raised within 7 days of the end of the milestone / engagement) and payable within 14 days of
the invoice issuance)

© Praxis Global Alliance | 10

Agenda

Approach

Illustrative outputs

© Praxis Global Alliance | 11

We will drill down all potential levers to unearth action items
Key assessment areas Possible factors
• Extended periods of service downtimes
• SLAs not being met
SLAs • Inconsistent experience across geos
• …
• Multiple touchpoints / people / handshakes
Process and • Complex journey
Key accounts
journey • Too much information
• xxx
• Limited self-serve tools (particularly for long tail)
• Limited dashboards
Enablement • Limited documentation/FAQs
• Limited interaction channels …

E
V
TI
Improve CX • Key accounts not getting personalised attention/service

RA
Segmentation & • Generic experience being provided to key accounts irrespective of needs and

ST
products
customisation • Very limited support to long tail/smaller customers

LU
• ….

IL
• Lack of flexibility in terms of trade
Terms of trade • …
• …
Long tail
• Feedback not sorted proactively
Service / product • Long gaps between new features
• Not able to catch-up with competition
Evolution • Not proactive enough to tap farming opportunities
• …

© Praxis Global Alliance | 12

Definition of overall improvement themes

Customization /
SLA Process related Enablement
Personalization

3 6 6 3
XXX XXX XXX XXX

6 3 6

XXX XXX XXX

EV
TI
RA
6 1

ST
XXX XXX

LU
IL
1 2
XXX XXX

XXX
x # action points in each theme

Source(s): Praxis analysis © Praxis Global Alliance | 13

 Exhaustive list of action items Definitive Definitive action but
pricing impact unclear
Need more testing /
validation

XX XX XX XX XX ….

A1 B1 C1 D1 F1
XXX E1
XXX XXX XXX +ve
2.5% +ve
XXX
C2 E2
XXX
B2 XXX D2
XXX XXX +ve
xxx 0.8%

A2

E
B3 C3 E3

V
D3

TI
2.2% XXX +ve
XXX XXX

RA
xxx

ST
XXX
+ve

LU
C4 E4
B4 XXX D4

IL
+ve XXX +ve XXX +ve
XXX

B5
A3 XXX +ve C5 E5
D5 +ve
XXX XXX

B6 XXX ~0%

XXX XXX +ve

+ve
C6
D6
XXX +ve/
+ve/ XXX
-ve
-ve

Absolute
Source(s): Praxis analysis xx NPS Impact NPS Impact Negative ±1% 0% to 1% 1% to 2% More than 2% © Praxis Global Alliance | 14
We will estimate the size of prize and uplift potential

1 2 3 4
~xx% increase in ~yy% decrease
~ XXX ~ XXX
xxx in xxx

Value Lever XX XX XX XX Remarks

• xx x x x x • xx
• xx x x x x • xx
• xx x x x x • xx
• xx x x x x • xx

EV
• xx x x x x • xx

TI
RA
• xx x x x x • xx

ST
LU
• xx x x x x • xx

IL
• xx x x x x • xx
• xx x x x x • xx
• xx x x x x • xx
• xx x x x x • xx
Total XX XX XX XX

© Praxis Global Alliance | 15

We will prioritize the initiatives which would result in quick wins and have greater
acceptability with customers
Illustrative

Driver 9
High

Driver 16
Ease of implementation

Driver 10
Driver 7
Driver 4
Medium

Driver 23 Driver 25

V E
Driver 2 Driver 8 Driver 6

TI
Driver 22

RA
Driver 12 Driver 1

ST
Driver 15 Driver 5 Driver 19
Driver 24

LU
IL
Driver 14 Driver 3 Driver 20
Low

Driver 18

Low Medium High

NPS uplift potential

f(XX, XX, XX, XX…)

Low priority Medium priority High / immediate priority

© Praxis Global Alliance | 16
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