🚚 Engagement & Retention project | Porter.in

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Engagement & Retention project | Porter.in

Understand your product

What is the core value proposition of your product?

Product pitch

Porter is a goods transport agency catering to on-demand, intra-city goods movement. Through technology, Porter connects a highly fragmented largely SME customer base with a highly fragmented largely driver-cum-owner partner base.

Demand side user : Customers
Supply side user : Driver Partners

We will focus on the demand side user i.e. the customer for the rest of the analysis.

Understand the customer and the product

Porter is in the business of providing on-demand, intracity goods transport for small and medium enterprises (SMEs).

Porter is present in 20 cities in India and 2 international countries (UAE, Bangladesh).

Porter has goods vehicles ranging from 2w all the way to 14ft trucks.

ICP Parameter	ICP 1: Small SME without vehicle	ICP 2: Medium SME with vehicle	ICP 3: Retail	Enterprise	Specialty
Industry	Furniture, Textiles, Retail, Wholesale	Chemicals, Cement	Personal use	Automobile	Milk, Newspaper, Oil
Age	20 - 40 years	30 years - 50 years	15 - 40 years	30 - 45 years	20 - 40 years
Gender	Male	Male	Female / Male	Female / Male	Male
Location	Market area	Market area	Residential	Outskirts, Industrial area	Mixed
Turnover	< 25 crore	25 to 250 crore	Annual Salary ~10 to 50 lakh	250 crore+	25 to 250 crore
Apps	WhatsApp, Facebook, Khatabook, PhonePe, Excel, Maps	WhatsApp, Facebook, Tally, Excel, Maps	WhatsApp, Facebook, Uber, Ola, Maps	SAP, Oracle, MS Office, Maps	WhatsApp, Facebook, Tally, Excel, Maps
Most Value	Cost	Availability	Convenience	Availability, Invoices	Vehicle load body
Frequency of use	2 - 25 times a day	25 - 100 times a day	2-5 times a week	100+ times a day	25 - 100 times a day
Key features	Price, tracking	Near real time allocation	Mobile app	Consolidated invoice	NA
Decision maker vs operator	Same	Mix of same and different	Same	Different	Mix of same and Different
Willing to spend	For 3w, 400 per trip	For 3w, 450 per trip	For 3w, 500 per trip	For 3w, 400 per trip	For 3w, 450 per trip

We will focus on ICP 1 (Small SME without vehicle) and ICP 2 (Medium SME with vehicle) only.

Top Customer Pain Points	Porter Feature	Outcome using Porter
Vehicle not available when needed due to known driver being busy.	Digital matchmaking with a large pool of driver-partners.	Allocation of vehicle within 5 minutes. Arrival at pick-up point within 15 minutes.
Cost is high.	Low prices due to high utilization.	15-20% lower cost per trip.
Need to negotiate with driver.	Fixed price, well defined service.	No negotiation with driver partner.
Need to call and check where my goods on-the road.	Digital tracking.	Real time knowledge of exact location of the goods and vehicle.
Need invoice for records and filings.	Consignment note.	100% compliance through automatically obtained email consignment note after trip ends.
Pay more due to required vehicle not being available.	Select from range of vehicles from 2w all the way to 14 ft trucks.	Pay only for most efficient and effective vehicle.
e-commerce, quick commerce competition is eating into the business.	Digital logistics features expected by end customer.	Compete by providing similar digital features to the end customer.

Brand wedge

If industry perception is that only a known driver will pickup and deliver goods reliably, and SME customers feel that they do not know how to get vehicle on time to move their goods, Porter will always prioritize building trust with the customer by ensuring that goods are always immediately transparently transported.

Core value proposition

For a tech savvy SME who needs a reliable yet affordable way to transport goods on demand, Porter is a goods transport agency that provides transparent, cost-effective goods transport pickup within 15 minutes.

Key elements of CVP	Porter	Major Competitor (Unorganized)
Reliable	Vehicle is always available in-app due to thousands of driver partners in a given city	Each customer may only know 2-3 drivers who can bring goods vehicles.
Affordable	10-15% cheaper. Higher demand leads to higher vehicle utilization which leads to being able to offer lower price per trip since the per day earning will be higher because of higher number of trips.	Costly due to the need to pay for return trip also. There is limited set of drivers known leading to higher / willful pricing.
Transparent	Vehicle category, price, ETA are clearly mentioned even before booking. There is automatic tracking through the app.	There is always negotiation on price. There is uncertainty on when vehicle will get free and come. There is manual tracking post pick up.

Key elements of CVP

Porter

Major Competitor (Unorganized)

Reliable

Vehicle is always available in-app
due to thousands of driver partners
in a given city

Each customer may only know 2-3
drivers who can bring goods vehicles.

Affordable

10-15% cheaper. Higher demand leads
to higher vehicle utilization which leads to
being able to offer lower price per trip
since the per day earning will be higher because

of higher number of trips.

Costly due to the need to pay for
return trip also.
There is limited set of drivers known
leading to higher / willful pricing.

Transparent

Vehicle category, price, ETA are clearly mentioned
even before booking.
There is automatic tracking through the app.

There is always negotiation on price.
There is uncertainty on when vehicle will get free and come.
There is manual tracking post pick up.

How do users currently experience that core value prop repeatedly?

Reliable: "Vehicle is always available in-app"

Every time a customer enters pickup and drop, and tries to find a vehicle, they will see that a vehicle is available within a small ETA. Further, when they order, they will get the vehicle.

Affordable: "10-15% cheaper"

Every time a customer tries to book a trip, they will see that a vehicle is available with a price that is cheaper than what they will find with the major competitor (unorganized sector). Further, when the order is completed, they realize this value when they pay the lower amount.

Transparent: "Vehicle category, price, ETA are clearly mentioned
even before booking. There is automatic tracking through the app."

Every time a customer tries to book a trip, they see ETA and price clearly. What they see is what they pay once order is complete. Once they book, they will see the vehicle in the tracking screen.

What is the natural frequency of your product?

User	Natural Frequency	Why?
Casual	2 orders a month	May be using Porter as a secondary option (ICP 2). May be a very small business with a natural limit (ICP 1). May be using Porter in only very specific use cases (ICP 2).
Core	5 orders a week	May be using Porter in specific use cases (ICP 1, 2) such as when sending goods to end-customer, when plain vanilla service needed without loading unloading, May be a small business with a natural limit (ICP 1).
Power	10 orders a week	Uses Porter for majority of their logistics needs (70% plus wallet share) (ICP 1).

Do you have other sub products?

There are other sub-products.

Other products	Use case	ICP
On-demand 2w and Trucks	The service under consideration for this analysis Move goods from Point A to Point B within the city in the immediate present (next few min).	ICP1, ICP 2
All India Parcel	Move small items (<15 kg) primarily inter city (across cities) in the next 4-5 days. Not immediate.	ICP 1, ICP2, ICP 3
Packers & Movers	Shifting houses both within and between cities.	ICP 3 primarily

What is their natural frequency like?

Products	Frequency	Why?
On-demand 2w and Trucks	Covered in earlier section	Covered in earlier section
All India Parcel	SME: 10 per month Retail: 1 per month	SMEs have more items to send.
Packers & Movers	1 per 3 years	People typically tend to shift houses only when major events happen such as a job change, marriage etc.

Define your core E&R metrics

What are the actions that make someone an active user for your product?

An active customer of Porter is any one who has done at-least one order per month.

An active user is NOT someone who has

Only installed the app.
Only entered pickup / drop location.
Only checked the quote.

The reason why these are not considered active users is that they have not experienced the core value proposition (Reliable, Affordable, Transparent).

What is the natural frequency of your product?

User	Natural Frequency	Why?
Casual	1 order a week	May be using Porter as a secondary option (ICP 2). May be a very small business with a natural limit (ICP 1). May be using Porter in only very specific use cases (ICP 2).
Core	5 orders a week	May be using Porter in specific use cases (ICP 1, 2) such as when sending goods to end-customer, when plain vanilla service needed without loading unloading, May be a small business with a natural limit (ICP 1).
Power	10 orders a week	Uses Porter for majority of their logistics needs (70% plus wallet share) (ICP 1).

Define the customer segmentation

Evaluation of the frameworks

Frequency vs Breadth vs Depth

Parameter	Metric	Impact on CX value	Suitability	Reasoning
Frequency	Number of orders	High	Yes	The more a customer orders, they will experience the core value proposition more.
Breadth	Number of categories	Medium	No	While the customer gets more value the more services of Porter they use, it is not of the nature that value of each increases due to the portfolio. Further, there may not be a genuine use case to use multiple services.
Depth	Time spent per order X number of orders	Low	No	This may go in opposition. The more time the customer spends on the app, it indicates that the app usability is poor. The customers prefer spending as less time as possible on Porter so that they can spend time on their business.

Frequency is selected as the parameter that best determines the increased value experienced by customers.

Decision making

Framework	Decision	Reasoning
Power, Core, Casual	Most suitable	The core value proposition gets experienced more the more times the customer places orders. The focus is on recurring use. We are in early stages of segmentation and hence, this is a good framework to start with.
ICP / Persona Based	Not suitable	In this business, there is a large natural barrier for movement between ICPs. Such movement is influenced very little by Porter service and hence,, this is not suitable.
Natural frequency based	Somewhat suitable	There is lack of clarity on the natural frequency insight of the customers. Hence, this is not suitable for now.
Revenue generated	Not suitable	There is little ability to influence the average order value beyond price. The pick up and drop are fundamentally fixed. Hence, this is not suitable.
Products / features used	Somewhat suitable	While there are some features that the power users use such as "book again", "WhatsApp maps link integration", core value proposition is largely experienced through same set of features. Hence, this is somewhat suitable.
Advanced segmentation	Not suitable	We are in early stages of segmentation and hence, prefer to start with the simpler frameworks at this point.

Power, Core, Casual is selected.

Power, Core, Casual deep-dive

Parameter	Power	Core	Casual
Natural frequency Orders per week	10	5	1
Most Value	Reliability, cost	Transparency, reliability	Reliability
Key features	Repeat booking, Lowest price, Loyalty program	Near real time allocation, visibility of ETA and Cost	Near real time allocation, Invoices
Use case	Primary source	Has known person in market Alternates based on other factors such as end consumer, availability	Secondary option Peak management
Industry	Furniture, Textiles, Retail, Wholesale	Chemicals, Cement	Any
Age	20 - 40 years	30 - 50 years	20 - 50 years
Gender	Male	Male	Male
Location	Market area	Market area	Market area
Turnover	< 25 crore	25 to 250 crore	25 to 250 crore
Apps	WhatsApp, Facebook, Khatabook, PhonePe, Excel, Maps	WhatsApp, Facebook, Tally, Excel, Maps	WhatsApp, Facebook, Tally, Excel, Maps
Decision maker vs operator	Same	Mix of same and different	Largely different
Willing to spend	For 3w, 400 per trip	For 3w, 450 per trip	For 3w, 450 per trip

Define engagement product hook

Have conceived 5 product hooks. 3 Core to Power, 2 Casual To Core

Product hook 1: Subscription (Core to Power)

Parameter	Description
Goal	Move Core users to Power users Core users are already largely sold on the value proposition. This gives them a nudge to move most of their orders to Porter.
Success metric	Success: Number of customers moving up from core to power. Leading: CTR of the subscription screen. Funnel of subscription landing page to purchase. Number of orders placed by customer. Guardrail: ROI of the discount offered through the subscription. Number of customers who are not core customers, getting access. Retention of the customers elevated to power through this.
Problem statement	There are core users who are sold on the value proposition but they still use Porter only for 30-50% of their orders. They are somehow held back due to familiarity of local contact.
Current alternative	The users divert a decent wallet share to their local contact (unorganized sector).
Solution	Subscription program: Pay 100 rupees to get 20 rupees off per order for 10 orders within a week. This encourages customers whose total demand is > 10 but who are giving only 5 orders to Porter. The numbers and duration can be calibrated to target the right customer set.
Metrics to track	Success: Number of customers moving up from core to power. Leading: CTR of the subscription screen. Funnel of subscription landing page to purchase. Number of orders placed by customer. Guardrail: ROI of the discount offered through the subscription. Number of customers who are not core customers, getting access. Retention of the customers elevated to power through this.
Ramp up milestones	Build the feature Scale up to 10% of customers in one city. Validate the hypothesis quantitatively and qualitatively. Tune the numbers. Scale up city by city.

Customer buying experience on the app

Product hook 2: Preferred driver partner selection (Core to Power)

Parameter	Description
Goal	Move Core users to Power users Core users are already largely sold on the value proposition. This gives them a nudge to move most of their orders to Porter.
Success metric	Success: Number of customers moving up from core to power. Leading: CTR of the driver partner selection screen. Funnel of driver partner selection landing page to entering details. Number of orders placed by customer. Guardrail: % of upcoming orders which will be with the desired driver partner. Number of customers who are not core customers, getting access. Retention of the customers elevated to power through this.
Problem statement	There are core users who are sold on the value proposition but they still use Porter only for 30-50% of their orders. They are somehow held back due to familiarity of local contact.
Current alternative	The users divert a decent wallet share to their local contact (unorganized sector).
Solution	Preferred driver partner selection: For every order > 5 per week, up to for 10 orders per week, increase likelihood that the next trip will be assigned to driver partner of your choice. This encourages customers whose total demand is > 10 but who are giving only 5 orders to Porter. The numbers can be calibrated to target the right customer set.
Metrics to track	Success: Number of customers moving up from core to power. Leading: CTR of the driver partner selection screen. Funnel of driver partner selection landing page to entering details. Number of orders placed by customer. Guardrail: % of upcoming orders which will be with the desired driver partner. Number of customers who are not core customers, getting access. Retention of the customers elevated to power through this.
Ramp up milestones	Build the feature Scale up to 10% of customers in one city. Validate the hypothesis quantitatively and qualitatively. Tune the numbers. Scale up city by city.

Customer experience on the app

Product hook 3: Money saved (Core to Power)

Parameter	Description
Goal	Move Core users to Power users Core users are already largely sold on the value proposition. This gives them a nudge to move most of their orders to Porter.
Success metric	Success: Number of customers moving up from core to power. Leading: CTR of the achievement screen. Achievement landing page. Number of orders placed by customer. Guardrail: Social media escalations Retention of the customers elevated to power through this.
Problem statement	There are core users who are sold on the value proposition but they still use Porter only for 30-50% of their orders. They are somehow held back due to familiarity of local contact.
Current alternative	The users divert a decent wallet share to their local contact (unorganized sector).
Solution	Achievement screen: Show money saved. This encourages customers whose total demand is > 10 but who are giving only 5 orders to Porter.
Metrics to track	Success: Number of customers moving up from core to power. Leading: CTR of the achievement screen. Achievement landing page. Number of orders placed by customer. Guardrail: Social media escalations Retention of the customers elevated to power through this.
Ramp up milestones	Build the page Scale up to 10% of customers in one city. Validate the hypothesis quantitatively and qualitatively. Scale up city by city.

Customer experience on the app

Product hook 4: Monthly Bumper Prize (Casual to Core)

Parameter	Description
Goal	Move Casual users to Core users Casual users are yet to fully appreciate the value proposition. The bumper prize incentivizes them to experience Porter more and fully appreciate the value proposition.
Success metric	Success: Number of customers moving up from casual to core. Leading: CTR of the bumper price screen. Number of orders placed by customer. Guardrail: ROI of the outlay through the subscription. Number of customers who are not casual customers, getting access. Retention of the customers elevated to core through this.
Problem statement	There are casual users who are not yet sold on the value proposition but use Porter once in a while.
Current alternative	The users primarily use their local contact (unorganized sector).
Solution	Monthly bumper prize: Top 5 customers will be rewarded with Winner: Bike 2nd place: Fridge 3rd place: TV This encourages customers whose total demand is > 5 but who are giving most of the orders to outside competition. The numbers and duration can be calibrated to target the right customer set.
Metrics to track	Success: Number of customers moving up from casual to core. Leading: CTR of the bumper price screen. Number of orders placed by customer. Guardrail: ROI of the outlay through the subscription. Number of customers who are not casual customers, getting access. Retention of the customers elevated to core through this.
Ramp up milestones	Build the rewards page Publicize among the customer base. Validate the hypothesis quantitatively and qualitatively. Tune the numbers. Scale up city by city.

Customer experience on the app

Product hook 5: Discount for Streak (Casual to Core)

Parameter	Description
Goal	Move Casual users to Core users Casual users are yet to fully appreciate the value proposition. The free order at the end of 5 orders incentivizes them to experience Porter more and fully appreciate the value proposition.
Success metric	Success: Number of customers moving up from casual to core. Number of free orders. % of customers streaking. Leading: Number of customers placing orders everyday. Guardrail: ROI of the free order. Retention of the customers elevated to core through this.
Problem statement	There are casual users who are not yet sold on the value proposition but use Porter once in a while.
Current alternative	The users primarily use their local contact (unorganized sector).
Solution	For every order > 1 per week, if at least 1 order is placed every day, make the 5th order free.
Metrics to track	Success: Number of customers moving up from casual to core. Number of free orders. % of customers streaking. Leading: Number of customers placing orders everyday. Guardrail: ROI of the free order. Retention of the customers elevated to core through this.
Ramp up milestones	Build the streaks logic. Publicize among the customer base. Validate the hypothesis quantitatively and qualitatively. Tune the numbers. Scale up city by city.

Customer experience on the app

Design engagement campaigns

Have conceived 6 campaigns: 3 Core to Power, 3 Casual to Core

Campaigns to convert Core to Power (three campaigns)

Parameters	Campaign 1: Subscription	Campaign 2: Preferred Driver	Campaign 3: Money saved
Segmentation	Core customer	Core customer	Core customer
Goal	Core -> Power by pushing core customers to subscribe.	Core -> Power by pushing core customers to order more for selecting preferred driver.	Core -> Power by pushing core customers to order more to save more.
Pitch / content	Good job on doing X orders! Save 20 rupees per order by subscribing!	Good job on doing X orders! Order more for higher chance of preferred partner!	Good job on saving X rupees! Order more to save more.
Offer	Save rupees per order for 10 orders within a week by paying 100 rupees.	For every order > 5 per week, up to for 10 orders per week, increase likelihood that the next trip will be assigned to driver partner of your choice.	Show money saved.
Channel	Push notification	Push notification	Push notification
Frequency	Twice a week	Twice a week	Once a week
Timing	Log-in after completing 5 orders	Log-in after completing 5 orders	Log-in after completing 5 orders
Success metrics	Success: Number of customers moving up from core to power. Leading: CTR of the subscription screen. Funnel of subscription landing page to purchase. Number of orders placed by customer. Guardrail: ROI of the discount offered through the subscription. Number of customers who are not core customers, getting access. Retention of the customers elevated to power through this.	Success: Number of customers moving up from core to power. Leading: CTR of the driver partner selection screen. Funnel of driver partner selection landing page to entering details. Number of orders placed by customer. Guardrail: % of upcoming orders which will be with the desired driver partner. Number of customers who are not core customers, getting access. Retention of the customers elevated to power through this.	Success: Number of customers moving up from core to power. Leading: CTR of the achievement screen. Achievement landing page. Number of orders placed by customer. Guardrail: Social media escalations Retention of the customers elevated to power through this.

Campaigns to convert Casual to Core (three more campaigns)

Parameters	Campaign 4: Monthly Bumper Prize	Campaign 5: Discount Streak	Campaign 6: FOMO of Savings
Segmentation	Casual customer	Casual customer	Casual customer
Goal	Casual -> Core by .	Casual-> Core by pushing core customers to order more by giving discount streaks.	Casual -> Core by pushing potential savings.
Pitch / content	Become eligible to win a free bike by ordering X more!	Get free order! Continue ordering every day and get 5th order free!	You can save X rupees per order! Order now.
Offer	Monthly bumper prize: Top 5 customers will be rewarded with Winner: Bike 2nd place: Fridge 3rd place: TV	For every order > 1 per week, if at least 1 order is placed every day, make the 5th order free.	Show per order money that can be saved
Channel	WhatsApp	Push notification, WhatsApp	WhatsApp notification
Frequency	Once a week	Once a week	Twice a week
Timing	Log-in after completing 2 orders	Log-in after completing 1 orders	After completing 1 orders
Success metrics	Success: Number of customers moving up from casual to core. Leading: CTR of the bumper price screen. Number of orders placed by customer. Guardrail: ROI of the outlay through the subscription. Number of customers who are not casual customers, getting access. Retention of the customers elevated to core through this.	Success: Number of customers moving up from casual to core. Number of free orders. % of customers streaking. Leading: Number of customers placing orders everyday. Guardrail: ROI of the free order. Retention of the customers elevated to core through this.	Success: Number of customers moving up from casual to core. % of customers placing order due to this notification. Leading: Number of customers clicking "order now". Booking funnel Guardrail: Social media escalations. Retention of the customers elevated to core through this.

Retention Design

Understand
Bird's eye view: Retention curve

Retention curve flattens with a value of 25% at M6

Period	Retention
D0	90%
D7	70%
M0	40%
M1	33%
M2	30%
M3	28%
M4	27%
M5	26%
M6	25%
M7	25%
M8	25%
M9	25%
M10	25%
M11	25%
M12	25%

Microscopic view

Which ICPs drive the best retention?

ICP	Retention	Reasons
ICP 1: Small SME without vehicle	High	Since the small SMEs cannot predict demand and do not have easy access to affordable vehicle, they have higher retention.
ICP 2: Medium SME with vehicle	Medium	Since medium SMEs already have a vehicle, and their use case is more secondary use case, they have medium retention only to manage peaks.
ICP 3: Retail	Low	Retail customer variability is very high. Majority use it only when they have forgotten something and hence, they have low retention.
ICP 4: Enterprise	High	While enterprise customers have access to fixed contracts, there is high likelihood of need for peak management . Hence, their retention is high.
ICP 5: Specialty	Low	Specialty customers need a specific load body etc. which Porter cannot assure. Hence, retention is low.

Which acquisition channels drive users that retain better?

Acquisition Channel	Retention	Reasons
Organic - Inbound	Medium	Inbound shows high intent. These customers have sought out Porter on their own and hence, retention is relatively higher. There may be some churn due to people who are just trying out.
Organic - Referral	High	Referral recipients are typically highly targeted. Additionally, they have someone in their circle who is a champion for Porter. Hence, their retention is high.
Performance Marketing	Medium	While performance marketing is targeted, it will also attract some customers who may be trying out or evaluating more between competition. Hence, retention is medium.
Feet On Street (FOS)	High	Feet on Street has a personal connect and judgement involved. There is also ongoing relation between the FOS agent and customer. Hence, retention is high.

Which sub-features or sub-products drive the best retention?

Sub-features	Retention	Reasons
Book again	High	Book again feature is prominent after the customer experiences at least one order. Using this feature implies a regular need to send goods between the same pick up and drop location. This feature makes placing that order very easy. Hence, retention is high.
Saved address	High	Saved address substantially reduces effort to book subsequently. It also shows intent to use repeatedly. Hence, retention is high.
Wallet load	High	Wallet load indicates significant commitment where the customer is proactively adding money here for booking convenience. Hence, retention is high.
Order creation through WhatsApp location link	Medium	Order creation through WhatsApp link is a feature which makes it easy to order once location link is received through WhatsApp message. While this eases the booking process, retention is still subjective and hence, medium.

Screenshots of the features

Find reasons of churn

Only ~20% of the churn reasons are voluntary and have scope for resurrection.

What are the top reasons your users churn?

Reason for churn	Percentage	Grouping
Business is slow	25%	Customer related
Ordering from other number	15%	Customer related
Left the company	10%	Customer related
Bought own vehicle	5%	Customer related
Fare is high	3%	System related
Driver is unprofessional	3%	Driver related
Vehicle is not available	2%	System related
Tracking is not working	2%	System related
Found good regular driver	2%	Driver related

Divide your churn reasons into voluntary churn and involuntary churn.

Reason for churn	Type	Reasoning
Business is slow	Involuntary	Porter cannot influence end customer business.
Ordering from other number	Involuntary	Demand is still coming to Porter but through some other number. This is not really churn.
Left the company	Voluntary	Can connect to the new person doing the job and ensure that they order through Porter.
Bought own vehicle	Involuntary	Once the major investment is made to buy own vehicle, cannot reverse. This is slightly nuanced.
Fare is high	Voluntary	Can work with discount, subscription etc. to get resurrect.
Driver is unprofessional	Voluntary	Can work with providing better quality driver partners to resurrect.
Vehicle is not available	Voluntary	Can work with system allocation to resurrect.
Tracking is not working	Voluntary	Can enhance product and educate to resurrect.
Found good regular driver	Involuntary	Once a good regular driver is found, not much can be done. This is nuanced.

What are the negative actions you will look for?

Action	Churn likelihood	Reasons
Delete saved address	Medium	Address could also be deleted if location of end consumer changes or if the transaction is complete. Hence it is a moderate signal.
Remove contacts integration	High	Once contacts sync is removed, it is a cumbersome process to add name and number. It is a strong signal.
Clear out the wallet amount	High	Suddenly reducing wallet balance to 0 and keeping it 0 is a strong signal.
Start logging out	High	There is no regular scenario were logout is needed. Hence, it is a strong signal.
Consistently provide low rating	Medium	While there may be lower rated orders, it may still be better than next best alternative. Hence, it is a medium signal.
Consistently call support	Medium	While there may be some support concerns, it may still be better than next best alternative. Hence, it is a medium signal.
Reduce order frequency	High	Orders are the critical aspect indicating interest. Reduction here shows evaluation of other options. Hence, it is a strong signal.

Design resurrection campaigns

Have designed 7 campaigns:

4 campaigns to resurrect power users.

3 campaigns to resurrect core users.

Once these are resurrected, relevant engagement playbook can be applied for 2 weeks.

Who	Top voluntary reasons	What will we do
Power user	Tracking is not working	Showcase how to get best tracking. Showcase how good the tracking has become.
Power user	Driver is unprofessional	Assign high rated driver. Show disciplinary action taken on the unprofessional driver.
Core user	Vehicle is not available	Showcase increased vehicles. Showcase better ETA.
Core user	Fare is high	Showcase comparative fare

Resurrection campaign (4 campaigns for power users)

Parameters	Campaign 1: How to get best tracking	Campaign 2: Tracking improvement	Campaign 3: High rated driver	Campaign 4: Action taken on misbehavior
Segmentation	Power user who has churned	Power user who has churned	Power user who has churned	Power user who has churned
Goal of the campaign	Resurrection: Get customer to place one order	Resurrection: Get customer to place one order	Resurrection: Get customer to place one order	Resurrection: Get customer to place one order
Pitch / Content	We understand your tracking concerns. We want to continue to serve you. Please try linked steps and experience with 50% off first order.	We understand your tracking concerns. We have recently upgraded our tracking to best in class. Please try linked steps and experience with 25% off first two orders.	We understand your driver experience concerns. We have improved the driver quality. Please give us another chance with 10% off first five orders.	We understand driver A misbehaved. We have removed driver A from the platform. Please give us another chance to serve you. 10% off first five orders as an apology.
Offer	50% off for first order to experience the tracking.	25% off for first two orders to experience the tracking.	10% off first five orders to experience the good quality drivers. Ensure to assign high rated drivers.	10% off first five orders to bring back.
Channel	WhatsApp, Call	WhatsApp, Call	Call	Call
Frequency	2 times a week for 2 weeks	2 times a week for 2 weeks	2 times a week for 2 weeks	2 times a week for 2 weeks
Timing	Typical time that they used to book orders	Typical time that they used to book orders	Typical time that they used to book orders	Typical time that they used to book orders
Success Metrics	Success: First order placed. Retention of the customer. Leading: CTR of the message. Guardrail: Number of reach outs. ROI of the 50% off first order.	Success: First order placed. Retention of the customer. Leading: CTR of the message. Guardrail: Number of reach outs. ROI of the 25% off first two orders.	Success: First order placed. Retention of the customer. Leading: Call acceptance. Call conclusion. Guardrail: Number of reach outs. ROI of the 10% off first five orders.	Success: First order placed. Retention of the customer. Leading: Call acceptance. Call conclusion. Guardrail: Number of reach outs. Social media escalations. ROI of the 10% off first five orders.

Resurrection campaign (3 campaigns for core users)

Parameters	Campaign 5: Increased vehicles	Campaign 6: Better ETA	Campaign 7: Competitive fare
Segmentation	Core user who has churned	Core user who has churned	Core user who has churned
Goal of the campaign	Resurrection: Get customer to place one order	Resurrection: Get customer to place one order	Resurrection: Get customer to place one order
Pitch / Content	We understand you did not get 3w vehicle last time. We have added 500 3w vehicles to the fleet. Please experience with 10% off next 5 orders.	We understand you did not get 3w vehicle last time. Now, our vehicles reach pickup location within 15 min. Please experience with 15 min or free for 3 orders.	We are now 20% cheaper!
Offer	10% off next 5 orders to experience the vehicle availability	The 15 min or less ETA or free for 3 orders.	Ensure to price appropriately.
Channel	WhatsApp, Call	WhatsApp, Call	Call
Frequency	1 time a week for 2 weeks	1 time a week for 2 weeks	2 times a week for 2 weeks
Timing	Typical time that they used to book orders	Typical time that they used to book orders	Typical time that they used to book orders
Success Metrics	Success: First order placed. Retention of the customer. Leading: CTR of the message. Guardrail: Number of reach outs. ROI of the 10% off next 5 orders.	Success: First order placed. Retention of the customer. Leading: CTR of the message. Guardrail: Breaches of 15 min pickup ETA. Number of reach outs. ROI of the 15 min or free for 3 orders.	Success: First order placed. Retention of the customer. Leading: Call acceptance. Call conclusion. Guardrail: Number of reach outs. Social media escalation if price difference is not apparent.