Our churn got noticeably worse this year. How do I run the fix as a leader?
Make it one of the company's top three goals and put one named person on it, which sounds too simple and works almost every time. Then segment before you act, because the fix for SMB churn (onboarding, payments, self-serve value) has nothing in common with the fix for enterprise churn (champion loss, unproven ROI, a competitor's land). Set a churn number that marketing, product and sales all carry, not just CS. And be willing to conclude that some of it is upstream: if a segment always churns, the honest fix is to stop selling to it rather than to keep rescuing it.
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Unfashionable and effective: name an owner per customer, segment CS by customer size, do not close deals you cannot support, make it easy to leave well. Also the clearest statement of when churn starts capping growth.
Argues churn is the sum of unmet expectations across the whole journey, not a cancellation-page problem, and pushes for a churn target every department carries. Good framing for a leader making the case internally.
An actual interview script, twelve sections deep, designed to get past 'it was too expensive' to the real reason. This is the input your churn dashboard cannot give you.
Walks through building the cohort table itself, and separates acquisition cohorts from behavioural cohorts, which is the distinction that turns cohort analysis from a pretty chart into a diagnosis.
The premise matches the short answer exactly: treat churn as several different problems, because the fix for one type does nothing for another. Structured as a 90 day plan, which is the shape a leader needs when churn is suddenly a top three goal.