Keep customers

When customers leave sooner than you want: find what your best long-staying customers did, then change messaging and onboarding to drive everyone there.

When you count how many customers leave but not how much money leaves: track revenue churn beside logo churn and watch for net negative churn.

Find which parts of what you deliver customers actually value, so you do more of those and cut the rest; keep in touch between surveys.

When a customer says they want to leave: get them on a call, let them vent, save them with a redo or upsell, then resell.

When customers leave as fast as you win them: run the five retention habits, and warn people that churn rises in the first month.

When customers leave faster than you want: learn why value above price, reading price against churn and cutting churn matter before picking a fix.

When you know your activation point and want every new customer to reach it: plan onboarding, what it covers, its format and whether to charge.

Use to reward customers for activating, place unlocks just past the points where people usually cancel (SOP 158 puts incentives before them), and catch paying customers who stopped using the product.

When customers are held to you by a single thread: connect members to each other through group events, introductions, a podcast and member spotlights.

When some customers spoil the experience for others: delete bad posts, give three strikes, pin the best posts and set up post categories.

Use for a simple plan of what every customer should do after buying: activate, give a testimonial, refer and ascend.

When you run support: hold every customer contact to five service standards, train reps on the moves, and grade each rep with a short survey.

When churn has gone up: split customers by sign-up month, product and rep, read the month-by-month grid, and act before the drop (SOP 140 places unlocks just after it).

When support reps answer from templates: decide what reps may fix alone, set a spending limit, and give them options to make things right.

When customers can move through several products in different orders: map every path, give each its own handling, cut low-return paths and automate tags.

When a 250-plus-person business's support is swamped by new products and customer types: train reps by product, route customers to them, and standardize notes.

Use when you want customers to buy more often and leave less: improve the product, onboard well, remind them to buy, and run promotions.

When customers leave faster than you want, give every account a red, yellow or green color each week and run the response that color calls for.

When customers are happy but few refer, raise the value they get until referring is natural, then ask for referrals the way you would make an offer.