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Dear SaaStr: Which Tactics Always Work to Drive Down Churn, and Drive Up Retention? Churn is a bummer, and high churn is bad. First, measure Churn. Know exactly what your churn is, and don’t judge it (too much). And make driving down churn each quarter a Top 5 goal of the company. For real.
However, SMBs have a certain level of inherent churn. You can still make them super happy, but a subset of small businesses will churn at that rate anyway. # product, which was just top of the funnel had inherent churn. Growth gets strong, customers are happy but churn still remains stubbornly high.
Dear SaaStr: What Are Some Signs of Potential Churn Even if Usage is Strong? Even with strong engagement, there are subtle signs that a customer might churn. This is especially true in SaaS, where expansion within accounts is critical for long-term retention. More here: Measure Your Churn.
SaaStr ) And once you have at least a little revenue ($1m-$2m ARR or so), net revenue retention / churn. NRR and churn aren’t necessarily statistical significant before Year 2-3 and before $1m-$2m in ARR). Churn is important, but in the early days, just drive it down. NPS is A Great Core Metric.
Costly customer churn. Maintaining a positive customer experience during payment recovery is key to minimizing churn and improving retention. But this relationship can be at risk if their credit card payment fails. This situation worsens if your recovery strategy treats the customer as the problem. The result?
At least 100% net negative churn (i.e., upsell/account growth + renewals – churn) for very small businesses. 119% net revenue retention. Asana, 130% net revenue retention. Fastly, 130% net revenue retention. PagerDuty, 139% net revenue retention. Zoom, 140% net revenue retention.
Customer Succes s: If youre seeing churn or struggling with renewals, or have larger customers that are high touch, consider hiring a VP of Customer Success around 2 M 3M ARR. Theyll focus on driving net revenue retention and building a scalable CS function. This hire is often more impactful earlier than you think. A head of Product.
A good playbook for customer success is all about driving retention, expansion, and customer happiness while making it scalable: Hire Truly Product-Savvy Customer Success Managers at First Focus on hiring people who customer-focused product nerds to start. Focus on Net Retention Net retention is the ultimate metric for customer success.
Everyone seemingly became an expert in churn. Your churn rate should be 0.123909% per month. Churn is not a GAAP metric. In fact, Christoph Janz had a great post a ways back noting how even public companies define churn differently. But they excluded churn in the first 60 days. It should be net negative.
For SaaS businesses, improving retention is one of the easiest and most effective ways to drive revenue and profits. With a clear link between failed payments and customer churn, having a robust failed payment recovery solution isn’t optional—it’s essential. Achieving your retention goals starts with the right solution.
But beyond all the other Pros and Cons of SMB vs enterprise, there’s one looming issue with SMB SaaS: Churn. Endemic churn. The type of churn you almost can’t do anything about. Net net, most true SMB SaaS products often churn on the order of 3% per month almost no matter what you do. And measuring it.
Building a commission plan for Account Managers (AMs) is a bit different than for AEs (Account Executives) because AMs are typically focused on retention, expansion, and upsells rather than net-new sales. The key is to align their incentives with the outcomes you want: happy customers, low churn, and growing accounts.
Third, contracts mitigate churn rates because the customer is only making a renewal decision once per year, instead of 12x per year. ” The company grew from $15M in ARR to more than $1B with this model, consistently achieving better than 130% net dollar retention. First, revenue becomes much more predictable.
Q: What is more important, getting new customers or customer retention? It’s a trick question, of course — the crazy high net negative churn of top SaaS companies means that of course retention matters more than new customers. And yet … there’s no point in doing customer retention if you don’t have enough customers. ??.
A failed payment isn't just a lost transaction - it could mean a customer churning for good. Understanding your decline reason make up can be a game changer when it comes to improving retention and revenue. But not all payment declines are the same.
But with everyone discussing PLG, there just isn’t enough discussion in B2B of Product-Led Retention. and so deeply embedded in the fabric of our customers’ businesses that they’d never churn. But our B2C friends obsess about Product-Led Retention. Well, we do all track NRR, churn and hopefully GRR too.
Downgrades are not churn. It may be time to segment your “churn” into lost customers vs. downgrades. In a recurring revenue model, a customer that churns is a customer you never really had at all. Focus more on logo retention, and logo happiness today, than raw ARR growth. And A Downgrade is Not Churn.
What Most SaaS Companies Get Wrong The standard playbook is: Hire sales Hit growth targets Eventually add CS when churn becomes painful But that’s backward. Don’t wait until you’re forced to fix churn. The best customers are ones your CS team fights to work with. Way earlier. Build it into your DNA from the start.
A retention campaign that paints a commercial relationship as a personal one will always be awkward at best and at worst will create ill will. Here’s three better ways to create retention campaigns that feel genuine and actually work: Focus on how your product helps. Identify and solve the problems that caused churn.
How is your SaaS business addressing involuntary churn? Caused by failed payments, this overlooked source of friction quietly erodes both customer retention and revenue. It leads to revenue losses and can be the largest source of churn, yet your company may not be taking it seriously.
We put out a call on Twitter the other day for folks’ best tips on what has really lowered churn for them this year. “1/ Divide your churn into manageable and unmanageable areas 2/ Strip out definable areas of churn reason (e.g. Are you segmenting churn? When you do, magic happens in retention.
The average churn rate for the software industry as a whole is 14%. Thats actually one of the lowest churn rates across all industries. That said, industry experts agree that your SaaS companys goal churn should be below 2%. TL;DR The average software industry churn rate is 14%, but SaaS companies should aim for under 2%.
Reducing churn in SaaS, along with increasing new ARR is the backbone to growing your business. In this guide, Andrea Webb, the SVP of Customer Success & Retention at Solarwinds , and Tim Willey, the SVP of Commercial Strategy & Operations at ForgeRock , share their tips for understanding and combating churn. .
As the eyes and ears of an organization, Customer Success can drive acquisition, expansion, and retention. But without a clear understanding of a product’s capability, or the value it creates for customers, churn is unavoidable.
Churn and Expansion : For existing customers, analyze churn rates, upsell/cross-sell performance, and NRR (Net Revenue Retention). AI can help predict churn and identify expansion opportunities. If so, why? Metrics like time spent in each stage and reasons for lost deals can provide clarity.
For a VP of Customer Success (VPCS), their “quota” or ownership should revolve around two key metrics: Net Revenue Retention (NRR) and Gross Retention Rate (GRR). A strong GRR (80-90%) ensures your base is solid, and youre not just masking churn with upsells.
At Evernote, they conflated bounce with churn — and Phil challenges us not to. They aren’t both retention per se. Retention is 3 things mashed together, “bounce, low-value churn, and high-value churn”, and you have to measure them separately. We have all seen this :). A lot of us see this.
Speaker: Igor Stenmark, Andrew Dailey, &Youssef Yaghmour
Unleashing Usage-Based Pricing to Drive Growth, Customer Satisfaction and Retention: The Why’s, How’s and Roadmap Practical Steps to Making Consumption Pricing Models Simple As companies strive to boost revenue, deliver customer value, and stay competitive, they are increasingly embracing the potential of usage-based pricing.
Customer retention has never been more critical to business success than it is today. Shifting focus to customer retention can actually be twice as powerful as customer acquisition. While a 1% increase in acquisition might boost your bottom line by about 3% , a 1% decrease in churn can boost it by 7% !
If youre selling to SMBs, churn can be a killerfix it now. At 35% growth, youre not on the IPO trajectory, but you can still build a profitable, sustainable business if you focus on efficiency and customer retention. Operational Focus At 35% growth, you need to optimize every dollar spent.
While the allure of customer acquisition can pull a founder’s attention, it’s equally important to dedicate resources to fighting churn and expanding revenue from existing customers. They discuss how Fox helped build a churn-fighting, upselling, and cross-selling machine that continues to generate revenue.
I f onboarding is broken, it creates a ripple effectcustomers dont adopt the product fully, they dont see value quickly, and theyre far more likely to churn. You cant fix churn or improve NRR if customers never get properly onboarded in the first place. Most Churn Happens Early The first 90 days are where most churn happens.
High CAC Is a Symptom, Not the Root Problem If your CAC is too high, its likely because of one (or more) of these issues: Churn is too high : If customers arent sticking around, your CAC payback period will balloon. Fixing churn is often the fastest way to make CAC more reasonable. Itll just starve your pipeline and make things worse.
Avoid the Silent Churn Problem : Many SaaS companies are shocked to discover how low their activation rates are when they start tracking them. If customers dont go live, they churn silently, and you lose revenue before it even starts. Increasing customer consumption and retention. The customer churns within the first 6 months.
The 86% loyalty factor : Companies that provide strong onboarding and continuous educational experiences see 86% higher customer loyalty rates – making AI-powered personalization a critical retention tool. Continuous Education is the New Retention Strategy 86% of customers stay loyal to brands offering educational experiences.
Some fun facts: 10+ years of SaaStr conference attendance Partner at Point Nine Capital, a leading early-stage VC firm Geographic reach: Actively investing across Europe, US, and Australia Notable portfolio: Zendesk, Algolia, Contentful, Loom (and many more) Known for his “five ways to build a $100M business” framework The 5 Key Things (..)
So SaaS Capital put out its latest report on SaaS retention and NRR after having surveyed over 1,500 SaaS companies and professionals. We tend to intuitively think annual contracts help combat churn, but they really don’t — they just defer it. Median NRR is 102% across all SaaS companies, Media Gross Retention is 91%.
Having high net revenue / dollar retention is the magic of SaaS. High NRR can hide logo churn. I also see this, in high NRR environments, there isn’t enough talk about logo churn. Second, measure logo retention as often as your do NRR. Strive for 90% logo retention in general wherever you have 120%+ NRR.
Net Dollar Retention >110% and GDR of >95%: The Power of Being a True Operating System ServiceTitans NRR consistently exceeds 110%, even with SMB-heavy customers. This breadth of functionality ensures customers are deeply embedded in the platform, making churn almost impossible. 5 Interesting Learnings: 1. Thats rare.
But the end-user usage just never appeared … In SaaS, it actually takes until Year 3 for your customers to churn out from low engagement / low usage. If not, the customer would churn – but not until month 24. In other words, you just can’t tell unless you look at the engagement numbers, not just the churn numbers.
In B2C and high-churn environments, it’s indeed a critical metric. So we used their core metrics like “Churn” and “Lifetime value”. But they need to be repurposed, because our B2C friends assume a lot higher churn and turnover, and much lower revenue per customer, than most B2B applications. net churn of 2%-3% a month.
Yes, this customer churned after 11 years. But it was a reluctant churn. In that gap, customers with champion change churn. Go long if you have happy customers and Net Negative Churn — Go Very Long. But if you have happy customers and net negative churn (i.e., Drive churn down every quarter.
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