Executive summary:

Existing offerings & services: Ditto (Finshots) offers advisory services on financial products with special
emphasis on Insurance (Health & Life) product and also do provide support for claims, dispute resolution
by representing the case with Ombudsman, in case there is a denial of claims, owing to unreasonable
reasons by the Insurer.

Here are my observations w.r.t customer experience based on the STAR approach to one of the few
conversations that I had with an advisor:

Whatsapp Chat Option @1556hrs IST on 27th November 2024.

Situation: A customer with an open ended approach, looking to purchase health & term insurance
products.

Task: The advisor appeared to be concise and to the point in responding to the queries from the
customer.

Action: It would have been better to have personalization options to help the customer feel at ease before
they get into the complex world of insurance options. Also, as there were two different queries in the
question mentioned above from the customer, it would be appropriate to ask the customer for an option or
suggest the option that one would like to discuss first. Basically, a better verbiage could have made the
customer feel empowered. Based on my understanding so far, as an organization the effort here is to help
the customer narrow down options and choose based on the expert advice instead of advisors taking a
call on the options that need to be narrowed down, which is primarily sales perspective. It may appear
trivial but I believe it goes on to make a huge difference in building trust as advisors, when we think by
stepping into the customer's shoes.

Response: From a customer perspective, the bunch of jargon were well explained even though it was
over a whatsapp chat which is helpful for most of the customers who would have had little
opportunity/exposure to the insurance domain. Overall, the conversation appeared to be handled clearly
in a professional way.

Opportunities: The opportunities from a process standpoint which could enhance the customer
experience are: 1) Expansion of products to Travel, Auto Insurance etc., 2) Set the correct precedence
about wait times, as the message highlighted about unprecedented traffic, however, successful connect
time to an advisor was less than a minute. 3) While the messaging emphasizes the ‘Urgent’ option, an
option ‘Would like to wait’ helps to seek customer inputs better, predominantly helps in keeping the
conversation active and customer engaged simultaneously. 4) As an extended feature, the advisors could
also include hyperlinks to videos created by Ditto (Finshots) youtube channel as many of the customers
prefer to watch a video instead of reading through a lot of content. 5) Personalization etiquettes as
highlighted in line #19 especially on transferred chat conversations/content. 6) Human error elimination
viz sharing content on incorrect chat windows (3 out of 3 various touch points) with the support team.

Detailed view on business opportunities, proposed solutions & prioritization of programs based
on customer impact and long-term sustainability.

Here are my views based on the limited interaction that I had over the past couple of days with the
advisory team.

Business opportunities:

1. Dependency on Whatsapp (third party app): Considering the organization’s age/start-up

ecosystem, keeping ease of customer interaction, familiarity with Whatsapp and keeping
organizational costs at check, the support mechanism integration with Whatsapp might act as a
 roadblock while looking for expansion plans, assessing data security and privacy since there is a
global alignment to the aforementioned critical domains in the new age of technology.

a. Data privacy & security: As the organization plans to scale up over the years, I see the
dependency as a deterrent for scalability & growth. As with many of the third party apps
in the current scheme of things, both parties (customer & organization) would have to
depend on ‘Meta’ as an organization to make changes to enhance additional layers of
security & privacy. It leads us to a question ‘if a customer is okay to share their Personal
Identifiable Information (PII) with a third party?’(Ref: Myth of End-to-End Encryption).
‘How does Ditto(by Finshots) have control on data stored by ‘Meta’ as an organization
about internal products and mechanisms of governance within the organization?’. A niche
data such as ‘Claim history’ may possibly be traded as high valued information by third
party applications or bad actors trying to access the information via third party app.

b. Risk of development changes to app which may affect the way the business model at
Ditto (by Finshots) operates. A few changes to the app such as limitation of the number
of instances (every text dropped in the chat window) or compatibility restrictions at end
users may escalate costs for the organization to purchase additional storage options or
may jeopardize the business operations altogether for a short-term until the firm works on
alternatives.

c. Global Expansion plans: As we all may be aware about the restrictions in a few countries
and the dependency on third party apps may act as roadblocks based on the expansion
plans.

d. Conflict of personal & professional dimensions through single app: As we all would be
aware that ‘Whatsapp’ continues to be the most preferred medium of chat conversations
wherein I foresee challenges in ensuring equilibrium at Advisors end while managing
professional and personal tasks through the app. A potential error of sharing professional
content with personal chats or vice-versa. As an organization may be there are
restrictions in place, however, listing out this probability with limited access to internal
operational governance.
e. It would be interesting to understand, if given a chance, about the metrics like
abandonment rates/engagement rates post initial touchpoints, given the end-to-end
encryption and how whatsapp understands each instance of a conversation between two
parties.

Exploring alternatives/reducing dependency of whatsapp may help to eliminate the

human error aspect outlined in line#42, as the root cause is similar identity of app between
personal and professional domain.

2. Spam proofing the appointment slot booking mechanism: In order to test a scenario, I did place
an appointment 1130-1200hrs IST for 29th November with mobile number entered as
‘1234567891’ and email id as ‘nippon@[Link]’ and was able to successfully place the
appointment for an invalid mobile number and email id. This leads to a business opportunity to
work on a program for spam proofing the appointment slot booking mechanism as the
organization scales up. It impacts both customer and advisor experience negatively. As an
organization, I appreciate the efforts of Ditto (by Finshots) organizational team’s to create a
spam-free mechanism for end users, hence, I wanted to take the opportunity to surface up the
gap in the process. This can potentially lead to bad actors misappropriating support channel
mechanisms that could in turn impact Ditto (by Finshots) organization.

3. Hybrid advisor coverage program: Creating hybrid skillest between advisors thereby enhancing
customer & advisor experience as customers can interact with one advisor most of the time and
advisors have the comfort of handling a known customer. Also, exploring hybrid work hours
through the day by understanding the ebb and trough in volumes through the day. Based on my
 interaction, the calls have been on an average of 12 min out of a 30 min slot, considering
research and wrap-up time, I wanted to explore the options of concurrency, Idle & Idle busy time
which would serve as inputs for exploring the proposed hybrid set-up.

4. Redundancy program:
a. The advisors seem to seek for repetitive confirmation for a slot even post booking the slot
on behalf of the customer post confirmation from the customer herself/himself.
b. In the scenario mentioned in Line#13, the advisor was courteous to book another slot for
health insurance on behalf of the customer, however, the customer is having to deal with
two different product conversations in a single Whatsapp chat window which is
cumbersome and prone to human errors both from customer and also advisor’s end.
Based on the conversation with the advisor, I was informed it is working as designed. If
it’s true, then the process needs improvement as there are inconsistencies of chat
conversation when a customer initiates the appointment slot booking on the other hand
when an advisor blocks the slot on behalf of the customer.
c. Customer having to follow-up with another text message since they shared confirmation
post professional working window. I would suggest a mechanism to streamline the
management of offline message responses once the team is online during the
subsequent day. The option of ‘urgent’ is not available for subsequent conversations. It
would be interesting to observe the mechanism for claims support during a follow-up
conversation as it is a critical support domain wherein there is high probability of instant
support required.

5. Expansion to Vernacular Languages: As per IRDAI data, insurance penetration was at 4% of

GDP in 2022-23 (Ref:Market Size), which showcases the untapped potential of this industry. I
believe internally leadership must have been planning on these lines already, however, I wanted
to register my viewpoint through this opportunity as I do have had the opportunity to explore
vernacular support team launches in my previous organization.

6. Product expansion: While I understand that Health & Life insurance were of prime focus for Ditto
(by Finshots) as an organization, I would suggest product expansion towards Travel & Auto
industry as they are equally complex too and customers do look for advisory services in these
domain since the two are expanding markets in a country like India. This move would also help us
to keep us in the game of insurance product competitors.

Proposed Solutions & Prioritization:

The prioritization as mentioned earlier in line#46 is based on customer impact and long
term-sustainability. The priority order would be from 1 to 6 as mentioned above between line#53-145. This
would be flexible based on collaboration across cross functional teams and feedback from leadership as it
would need to be aligned with the organizational goals.

1. Explore feasibility of in-house app/portal for advisory services. The program shall be strategically
planned to be rolled out in a phased manner, by working backwards from the customer.
Alternatively, we could also explore back-end integration with Whatsapp while retaining the front
end for a due course of time to minimize customer-facing impact.
2. Introduce captcha or two-factor authentication to restrict bad actors from challenging the internal
routing mechanism in the future as the organization scales up to new heights.
3. Closely work on ground to understand the slot patterns during the day and seek feedback of
eliminating slots which are of less usability from customer standpoint. This will help to open more
slots where the customer prefers which may not be feasible in today’s scenario given the limited
bandwidth across cost structure, onboarding and other business operational factors.
4. Refresher training induced programs for better personalization and cultural nuances of customers
of the targeted market.
5. Ref to Line#135
6. Ref to Line#141.
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