DocShipper is a Disruptive startup founded with the purpose of transforming and digitizing the import and export industry. The company is confident that it can achieve its ambitious goals. In this article, we talk about it through an interview with Nicolas Rahmé, the co-founder and CEO.
Tell us about you, your career, and how you founded or joined this company
After graduating with a master’s degree from a business school in Paris in 2015 I started Siam Shipping, an entrepreneurial adventure in the import-export industry. I then decided to co-found DocShipper in 2018 with a fairly clear vision: to become a major import/export player, after working on the business model for 6 years.
Working on a case-by-case basis, DocShipper provides personalized solutions for every client, always keeping in mind customers’ needs and expectations. Asian and Western European countries were at the heart of our growth strategy, but the capabilities of DocShipper go now beyond those regions.
Providing logistics, sourcing services in China and Asia, and distribution solutions worldwide, our network provides first-class purchasing sources and guarantees stable logistic routes (Air, Sea, Rail freight, and Trucking) for any type of goods.
What’s wrong with the current import/export industry?
In 2018, I co-founded DocShipper Group with the goal of revitalizing the industry and raising the bar because right now, a small number of corporations are currently running the industry and choking it… They have entirely neglected the customer experience because of their monopoly.
To give you an example, when we talk about import/export, we automatically think about a costly, time-consuming, and complex process. At each step, importers (or exporters), face an archaic industry:
– They must use a separate provider at each stage of the supply chain;
– The market is ruled by giants whose concerns are more about generating profits than meeting the needs of their customers.
How does your company innovate?
Well, in this context, the DocShipper group breaks the industry’s codes on a digital AND operational level.
Like most asset-light businesses (Uber, Airbnb, Booking.com…), we are using the power of digitalization to put (finally) the individual at the very heart of our priorities and thus optimize the customer experience.
– Human relationship is (at last) placed at the heart of business relations: we don’t sell, we assist & advise!
– A unique assistance from A to Z on the supply chain thanks to the unique combination of 3 departments (Sourcing – International Logistics – 3PL)
– An unfailing flexibility – Digitalization of the processes for a higher level of productivity and an enhanced user experience
– A very aggressive digital marketing strategy to tap into the market
– Acting as an auxiliary of the traditional player by handling what they don’t control: customer relationship
Who are your competitors? And how do you plan to stay in the game?
The model itself has no competitor in the sense that no player is able to assist in the entire supply cycle (sourcing, then transport, and finally distribution). On the other hand, we have a multitude of competitors domain by domain.
How do we stay in the game? Trust, Determination, and Agility.
The question is more, how will traditional players stay in the game? As we can see in certain industries (taxi, catering, hotel, medical, banking…), conventional providers have been disrupted by new digital monsters (in the same order: Uber, TripAdvisor, Airbnb, Doctolib, N26…). They simply based their business model on 4 pillars: Digital marketing, Sale process, Tech, Global network.
That’s simply how we are going to eject our (primitive) competitors from the market.
How do you see yourself and your company in the future?
In terms of figures, we have been in bootstrapping since the very beginning. Therefore, we are self-financing: the profits generated by the activity finance the company’s development. But we expect to raise funds at the end of 2022/early 2023 to accelerate our global expansion. We are putting the final touches on the shift from a startup-style structure to the multinational that we want to be.
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