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.
4 hand-picked resources, 4 link-checked. Pick how you want to dig in.
Why we picked it 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.
From SaaStr by Jason Lemkin 8 min read
Open saastr.com →Why we picked it 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.
From Chargebee by Arijit Bose 11 min read
Open chargebee.com →Why we picked it 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.
From Klue by Adam McQueen 12 min read
Open klue.com →Why we picked it 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.
From Chargebee by Shaoli Paul 12 min read
Open chargebee.com →How expansion, upsell and churn reads from a different seat.
The same ground, over in Grow & market, our Starting Up track.
The same ground, over in Grow organically & retain, our D2C track.
