Discover and read the best of Twitter Threads about #Churn
Most recents (3)
The new RBI policy is going to force SaaS startups focusing on India to rethink their approach and final force them away from the Indian market.
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The new RBI policy requires any recurring payment of 5000 INR+ to be manually authenticated every month by the end user.
Most B2B SaaS charge anywhere near or above this limit.
Typically such payments went through without any issues till date.
Most B2B SaaS charge anywhere near or above this limit.
Typically such payments went through without any issues till date.
With this manual intervention we would see a lot of payment failures.
On the customer's end, payment is not handled by the person who bought the tool but the account's person.
This accounts person would pass on the confirmation to that "decision maker" every month for go ahead
On the customer's end, payment is not handled by the person who bought the tool but the account's person.
This accounts person would pass on the confirmation to that "decision maker" every month for go ahead
"To complicate is simple; to simplify is complicated."
I'm the #enablement guy in a #CustomerSuccess world.
Lots of 🏴☠️ sounds being thrown at me:
NRR, ARR, CARR.
Behind these numbers: people and relationships.
9 simple guiding #relationshipfirst principles for any #CSM 👇🏼
I'm the #enablement guy in a #CustomerSuccess world.
Lots of 🏴☠️ sounds being thrown at me:
NRR, ARR, CARR.
Behind these numbers: people and relationships.
9 simple guiding #relationshipfirst principles for any #CSM 👇🏼
1. Taking charge.
Clients bring lots of topics to the table.
It's like a leaf storm. And the temptation is to rake all the leaves.
But why are there so many leaves?
What do customers really want to achieve?
Taking charge means taking the conversations to a deeper level.
Clients bring lots of topics to the table.
It's like a leaf storm. And the temptation is to rake all the leaves.
But why are there so many leaves?
What do customers really want to achieve?
Taking charge means taking the conversations to a deeper level.
2. Showing Up
We've all experienced it.
Priorities come in the way. A client relationship is left hanging.
And one day, the client kisses you goodbye. Or not.
They never come back.
The worst: you didn't expect the break-up.
Showing up means checking in every now and then.
We've all experienced it.
Priorities come in the way. A client relationship is left hanging.
And one day, the client kisses you goodbye. Or not.
They never come back.
The worst: you didn't expect the break-up.
Showing up means checking in every now and then.
Measuring Churn and CLV
(Thread)
Contents
1. #Churn
2. #CLV
Resources:
- How @ShopifyData Merchants can Measure Retention shopify.engineering/how-shopify-me…
- “Counting Your Customers” the Easy Way brucehardie.com/papers/018/fad…
- lifetimes lifetimes.readthedocs.io/en/latest/Quic…
(Thread)
Contents
1. #Churn
2. #CLV
Resources:
- How @ShopifyData Merchants can Measure Retention shopify.engineering/how-shopify-me…
- “Counting Your Customers” the Easy Way brucehardie.com/papers/018/fad…
- lifetimes lifetimes.readthedocs.io/en/latest/Quic…
1.1 Churn | Definition
"Far too often businesses define churn as no purchases after N days; typically N is a multiple of 7 or 30 days. Because of this time-limit, it arbitrarily buckets customers into two states"
But different customers buy at different frequencies?
"Far too often businesses define churn as no purchases after N days; typically N is a multiple of 7 or 30 days. Because of this time-limit, it arbitrarily buckets customers into two states"
But different customers buy at different frequencies?
1.2 Churn | Probability
Instead Shopify represents churn as a probability and infers it per customer by making some distributional assumptions and using only: recency, frequency, age
This avoids the problem of choosing N.
Instead Shopify represents churn as a probability and infers it per customer by making some distributional assumptions and using only: recency, frequency, age
This avoids the problem of choosing N.
