01
Client context
Net revenue retention had declined and the CRM listed 'price' as the main reason for churn and losses.
02
Business challenge
Leadership doubted the CRM data and needed candid, independent feedback from former customers and lost prospects.
03
Research objective & questions
Identify the root causes of churn and competitive losses, and the actions that would most improve retention and win rates.
- Why do customers really leave or downgrade?
- Why does the company win and lose against each main competitor?
- What early warning signs precede churn?
- What would have changed the outcome?
04
Methodology & approach
- Churned-customer interviews
- Independent interviews with former customers across segments.
- Win/loss interviews
- Recent wins and losses against named competitors.
- CRM and support review
- Comparison of recorded reasons with interview findings.
- Root-cause synthesis
- Mapping of causes to product, sales and success actions.
05
Sample & geography
- ~25 churned-customer IDIs
- ~20 win/loss interviews
- Geography — United States and Europe
06
Key findings
- Price was usually a proxy for low realised value after a champion left.
- Losses clustered where competitors offered native integrations the client lacked.
- Declining log-ins by the primary admin preceded most churn.
- Customers who received quarterly business reviews rarely churned.
07
Business implications
- Build an early-warning model around admin activity and champion changes.
- Prioritise the most-requested integrations.
- Extend structured business reviews to mid-tier accounts.
08
Outcome
The client replaced anecdotal reason codes with an evidence-based churn and win/loss framework and a cross-functional action plan.
Example engagement — Shows how Hoog approaches this type of question. Not a specific client project. Findings are directional.