Porter context

User Persona 1: Customer

Section 1: Creating the core value proposition

Understand the product

• Porter is in the business of providing on-demand, intracity goods transport for small and medium enterprises (SMEs).
• Customer problems are
• • Vehicle is often not available when they need it.
  • Cost is high and subject to negotiations.
• Customer benefits are economical, reliable and always available goods transport.
• Before Porter, customers had contacts of 2-3 driver partners or went to the local naaka for obtaining transport. In some cases, customers had their own vehicles.

Getting vehicle with Porter is easy and fast. The best part is you do not have to negotiate.

Define the Job To Be Done

• Porter is in goods movement business which is an existing category. Unorganized market is the main competition. Porter provides goods transport whenever an SME wants, at a transparent, affordable price and a predictable service quality.
• • Unorganized market has variable service quality, price and availability.
• Porter is a pull product since SMEs are looking for a way to move their goods. There is fair amount of awareness since Porter is the only large organized player. The JTBD is building trust that even though the SME may not personally know the driver, their goods will be affordably, swiftly, safely delivered to the desired location.
• Ideal customer profile is a fairly tech savvy SME who has unpredictable intra-city goods transport need whose volume (number of trips) does not justify having an own vehicle.

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Section 2: Find your brand wedge

Core questions

• Category suffers from a perception that behavior of drivers is erratic and only known drivers can be trusted.
• The SME customers do not get a vehicle at the time that they want to move their goods. There is a lot of back and forth and lack of confidence on the timelines and price with the 2-3 drivers that they know.
• The SME customer cannot compromise on quick movement of goods.
• The SME customer can adjust with not obtaining door-to-door personalized service.
• The SME customer aspires to be able to compete with the large stores (ecommerce and otherwise) by being efficient about their costs including logistics cost.

Brand wedge

Brand Look

Brand Speak

Brand Behavior

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Section 3: Apply the brand on and off the product

Look

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Speak

Ad focusing on customer promise.

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Behave

• There are multiple avenues for customers to interact with Porter including customer support, in-person city offices and field agents.
• Spam policy: There is global counter to ensure that across the multiple services, the same customer is not reached out beyond reasonable times.
• Customer support listens to both customer and partner side before making significant decisions.
• Product enhancement: Build trust scores for customer, partner and use it to reduce friction.
• Product enhancement: Proactively take consent when there is a fare change.
• Produce enhancement: We do very minimal cross sell. There is opportunity to cross sell courier and 2w, labor for trucks by better understanding the customer and nudging on the right screens (select vehicle, review booking, booking cancelation).

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User Persona 2: Driver - Partner

Section 1: Creating the core value proposition

Understand the product

• Porter is in the business of providing on-demand, intracity goods transport for small and medium enterprises (SMEs).
• Driver partner problems are
• • Trips are not consistently available, leading to unpredictable cashflow.
  • Earned money is not settled instantly and is at the mercy of the customer.
• Partner benefits are more trips, consistent income and faster settlement.
• Before Porter, partners had contacts of 2-3 customers or went to the local naaka for obtaining trips.

With Porter, there is no struggle to find trips. I get not only trips but also respect.

Define the Job To Be Done

• Porter is in goods movement business which is an existing category. Unorganized market is the main competition. Porter provides trips whenever a driver-partner wants, at a transparent, reasonable earnings and a predictable service expectation.
• • Unorganized market has variable trip demand, service expectation and settlement.
• Porter is a pull product since driver-partners are looking for more trips. There is fair amount of awareness since Porter is the only large organized player. The JTBD is building trust that even though Porter is taking some of the customer payment, driver-partner earnings will still be substantially higher than plying the vehicles elsewhere.
• Ideal customer profile is a fairly tech savvy, entrepreneurial vehicle driver who has minimal or unreliable SME connects.

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Section 2: Find your brand wedge

Core questions

• Category suffers from a perception that only relationship with SMEs can provide trips and expectation from the vehicle driver is very high on service.
• The driver partners do not get trips at the time that they want to move their goods. There is a lot of back and forth regarding the price and the service with the 2-3 SMEs that they know.
• The driver-partner cannot compromise on monthly take home.
• The driver-partner can adjust with driving to different parts of the city and having to follow service standards.
• The driver-partner aspires to be able to live a dignified life and provide for their families by better utilizing their major asset which is the vehicle.

Brand wedge

Brand Look

Brand Speak

Brand Behavior

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Section 3: Apply the brand on and off the product

Look

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Speak

• There is automated goodwill amount provided to partners in case customer cancels after partner has traveled towards the pickup location.
• There is some ambiguity around the specific suspension reasons. Better clarity can be provided around both reason for suspension and how one can get unsuspended.

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Behave

Welfare policies: There are health camps, health insurance, access to vehicle insurance and short term loans.

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• There are multiple avenues for partners to interact with Porter including customer support, in-person city offices and field agents.
• Support listens to both customer and partner side before making significant decisions.
• Product enhancement: Build trust scores for customer, partner and use it to reduce friction.
• Product enhancement: Proactively take consent when there is a fare change.
• Product enhancement: Use enhanced chatbots to self-serve queries.