At-Risk Customer Management: Saving Customers Before They Churn

Picture this: Two customer success managers get the same alert at 9:30 AM. A high-value customer's health score just dropped into the red.

CSM A's Response:

• Sends a generic "just checking in!" email
• Waits 3 days for response
• Gets back a vague "we're fine, just busy"
• Panics and offers a discount without understanding what's actually wrong
• Customer churns 45 days later

CSM B's Response:

• Drops what they're doing and pulls up the full account history
• Reviews usage data, support tickets, recent interactions
• Calls (actually calls, doesn't email) within 2 hours
• Spends most of the call listening, not talking
• Pulls together a save team that same afternoon
• Maps out a specific action plan with clear deadlines
• Customer not only stays but expands six months later

What's the difference? CSM B treats at-risk customers like the emergencies they are.

Look, not every at-risk customer can be saved. Some situations are genuinely unfixable. But a lot more customers can be saved than most teams realize if you move fast, dig deep to understand what's really happening, and bring the right resources to bear. Here's how to manage at-risk customers before they slip into "already churned" territory.

Defining At-Risk

Risk Levels and Categories

Here's the thing: not all "at-risk" situations are created equal. Some customers are on fire, others are just smoking a little.

High Risk (Imminent Churn):

• They've actually submitted a cancellation notice
• Announced they won't renew
• You know they're actively talking to your competitors
• The executive relationship is toast
• What to do: Drop everything. This is all-hands-on-deck territory.

Medium Risk (Warning Signs):

• Health score sitting in the red zone
• Usage down 50% or more from where it should be
• Their internal champion left the company
• Multiple issues piling up with no resolution
• What to do: Start your investigation within 48 hours and have a plan.

Low Risk (Early Signals):

• Health score heading in the wrong direction
• They're engaging less than they used to
• Support tickets creeping up
• NPS score took a dive
• What to do: Reach out proactively within a week before this gets worse.

Not Yet At-Risk But Keep Watching:

• Minor dips in usage that might be nothing
• One department stopped using it while others are fine
• Seasonal patterns (like summer slowdowns)
• What to do: Monitor closely but don't panic and intervene yet.

At-Risk vs Actively Churning

There's a huge difference between "at-risk" and "actively churning." One you can work with, the other is an uphill battle.

At-Risk = You Still Have a Shot:

• They haven't decided to leave yet
• The issues are real, but not deal-breakers (yet)
• They'll still take your call and talk to you
• You have time to turn things around
• The relationship is damaged but repairable

Actively Churning = You're Late to the Party:

• They've already submitted formal cancellation paperwork
• The decision got made at the executive level
• They've picked your replacement
• Budget's been reallocated
• The relationship is so broken it can't be fixed quickly

Your Save Window:

• Best shot: You catch them before they've decided to leave
• Good shot: They're thinking about it but haven't decided
• Tough shot: They've picked an alternative but haven't signed
• Very tough shot: They've already told their whole company

The goal is simple: catch customers while they're still "at-risk," not after they've already moved into "actively churning" mode.

Saveable vs Unsaveable Determination

You need to be honest with yourself early on: can this customer actually be saved?

Saveable Customers (Worth Fighting For):

• Your product still fits what they need
• The problem is fixable (bug, support issue, relationship friction)
• They're willing to talk to you and work on this
• The economics make sense for both of you
• They've gotten value before, even if they're not seeing it right now

Unsaveable Customers (Time to Let Go):

• There's a fundamental mismatch between your product and their needs
• Their whole strategy shifted and they genuinely don't need you anymore
• Budget's been eliminated, not just cut
• Competitor has a clear advantage you can't match
• The relationship is so toxic it can't be repaired
• They were a bad fit from day one (sales shouldn't have closed them)

How to Figure Out If They're Saveable:

Ask yourself these five questions:

1. Can we actually solve their core problem? (If yes, they're saveable)
2. Do they still need what we're selling? (If no, they're not)
3. Will they work with us on this? (If no, don't bother)
4. Do the economics make sense? (If no, probably not worth it)
5. Would saving them actually be good for us? (If no, let them go)

Don't waste your time and energy on accounts that can't be saved. Put your effort where you can actually win.

Risk Severity and Urgency

Severity = Impact if They Churn:

Critical:

• $100K+ ARR account
• Strategic customer (reference, case study)
• Industry leader (others follow them)
• Long-term customer (5+ years)
• Impact: Major revenue and reference loss

High:

• $25K-$100K ARR
• Good reference potential
• Solid relationship
• Impact: Significant revenue loss

Medium:

• $10K-$25K ARR
• Standard customer
• Impact: Revenue loss, but manageable

Low:

• <$10K ARR
• Limited expansion potential
• Impact: Minimal

Urgency = Time Until Decision:

Immediate (Days):

• Cancellation submitted
• Renewal in 30 days
• Exec meeting scheduled to decide
• Response: Drop everything

High (Weeks):

• Renewal in 60-90 days
• Actively evaluating alternatives
• Major issues escalating
• Response: Prioritize highly

Medium (Months):

• General dissatisfaction
• Usage declining slowly
• Renewal 4-6 months out
• Response: Scheduled intervention

Prioritization Matrix:

Severity	Urgency	Response Time	Resource Level
Critical	Immediate	<2 hours	Full team + exec
Critical	High	<24 hours	CSM + manager
High	Immediate	<4 hours	CSM + manager
High	High	<48 hours	CSM + support
Medium	Immediate	<24 hours	CSM
Medium	High	<Week	CSM
Low	Any	Standard	Automated/scale

At-Risk Identification

Health Score Thresholds

Using Health Scores for Early Detection:

Health Score Ranges:

• 90-100: Excellent (green) - No action needed
• 70-89: Good (yellow-green) - Proactive nurture
• 50-69: Warning (yellow) - Monitor closely
• 30-49: At-risk (orange) - Investigation required
• 0-29: Critical (red) - Immediate intervention

Trigger Points:

Immediate Alert:

• Score drops below 30 (critical zone)
• Score drops 30+ points in single week
• Score been red for 2+ weeks

Investigation Triggered:

• Score drops below 50 (at-risk zone)
• Score declining 3 weeks in a row
• Score drops 20+ points in month

Proactive Outreach:

• Score drops below 70 (warning zone)
• Score declining 2 weeks in a row

Health Score Components to Monitor:

Usage Metrics (40% of score):

• Login frequency
• Feature adoption
• Active users
• Time in product

Engagement Metrics (30%):

• Support ticket sentiment
• Response to CSM outreach
• Business review attendance
• Training participation

Commercial Metrics (20%):

• Payment status
• Expansion activity
• Contract value
• Renewal timeline

Relationship Metrics (10%):

• Executive sponsor engagement
• Champion status
• NPS/CSAT scores
• Reference participation

Behavioral Signals

Watch How Their Behavior Changes:

Customers don't usually announce they're thinking about leaving. But their behavior tells you everything.

Usage Behavior:

• Logins dropped by 50% or more (people are just... not there anymore)
• Core features sitting unused (they've stopped the key workflows)
• Login frequency dropping off a cliff (went from daily to weekly to monthly)
• Power users vanished (your champions stopped showing up)
• No more weekend or after-hours usage (it's no longer mission-critical to them)

Engagement Behavior:

• Stopped responding to emails (used to be responsive)
• Cancelled QBR meetings (avoiding contact)
• Declined renewal discussion (pushing off conversation)
• No response to value-add outreach (ignoring help)
• Training invitations ignored (not investing time)

Support Behavior:

• Ticket volume spiked suddenly (frustrated)
• Same issue reported multiple times (not resolved)
• Escalation of tone in tickets (anger building)
• Long gaps between ticket responses (given up)
• Stopped submitting tickets (stopped trying)

Relationship Behavior:

• Champion stopped replying (losing advocate)
• Executive sponsor unresponsive (relationship cooling)
• Multiple users left company (turnover)
• New decision-maker involved (re-evaluation)
• Requests for data export (planning migration)

Red Flag Combinations:

Churn Likely:

• Usage down 70% + champion left + not responding
• Multiple escalated tickets + cancelled QBR + unresponsive exec
• Data export request + competitor mentioned + declining usage

Explicit Customer Statements

Decoding What Customers Actually Tell You:

Sometimes customers tell you directly they're thinking about leaving. Other times, you need to read between the lines.

Direct Churn Signals (They're Not Being Subtle):

• "We're evaluating alternatives" → Translation: They're actively shopping
• "Budget got cut" → Translation: Renewal is in serious jeopardy
• "Not seeing the ROI" → Translation: They don't think you're worth it
• "Too complex for our team" → Translation: Adoption failed
• "Competitor has feature X" → Translation: Someone's in your ear

Indirect Churn Signals (Read Between the Lines):

• "Let's push the QBR to next quarter" → Translation: Avoiding you
• "Can you send me our data?" → Translation: Planning their exit
• "We're restructuring" → Translation: Priorities are shifting away from you
• "Haven't had time to use it" → Translation: It's not valuable enough to make time
• "Team's too busy right now" → Translation: This is an excuse, not the real reason

Relationship Warning Signs:

• "Just email me, no need to call" → Avoiding personal interaction
• "I'll get back to you" (but never does) → Deprioritized
• "Talk to [someone else]" → Passing you off
• "We're fine" (but usage says otherwise) → Not being honest

How to Respond:

To Direct Signals:

• Acknowledge immediately
• Request call to understand
• Don't get defensive
• Focus on listening first

To Indirect Signals:

• Probe gently for real reason
• Create safe space for honesty
• Share what you're seeing in data
• Offer help without pressure

Commercial and Financial Indicators

Financial Signals of Risk:

Payment Issues:

• Late payment (first time or recurring)
• Payment method failed
• Requested invoice instead of auto-pay
• Downgraded plan
• Negotiating price reduction

Budget Signals:

• "Budget's being reviewed"
• Company layoffs announced
• Department restructuring
• Fiscal year end approaching (budget allocation)
• Finance team asking for ROI documentation

Commercial Changes:

• Reduced seat count (cutting users)
• Downgraded tier (cutting features)
• Didn't renew add-ons
• Rejected expansion proposal
• Asked about early termination fees

Economic Context:

• Company funding round failed
• Industry downturn affecting them
• Acquired by company with different tech stack
• Revenue miss announced publicly

Warning: Financial distress doesn't always mean churn, but it increases risk significantly.

Competitive Intelligence

Signals Customer Evaluating Competitors:

Direct Signals:

• Customer mentions competitor by name
• Asks "How do you compare to [competitor]?"
• Requests feature parity with competitor
• LinkedIn shows them engaging with competitor content
• Asks for reference customers in specific industry (competitor's strength)

Indirect Signals:

• Sudden interest in specific features (competitor has them)
• Questions about roadmap and innovation
• Comparing pricing models
• Asking about contract flexibility
• Requesting data export or API access (migration prep)

Competitive Win-Backs:

• Former customer reached out (competitor didn't work)
• Asking if you've added feature X (the reason they left)
• Wants to meet after long silence
• References "lessons learned" from switch

How to Gather Competitive Intel:

• LinkedIn activity monitoring (who they're connecting with)
• Support tickets mentioning competitors
• Google alerts for customer + competitor name
• Sales team feedback (competitive deals)
• Win/loss interviews (what almost made them switch)

Use Competitive Intelligence to:

• Identify at-risk customers early
• Prepare competitive positioning
• Address feature gaps proactively
• Strengthen differentiation messaging

Risk Assessment and Triage

Severity Scoring (High/Medium/Low)

Assessing Risk Severity:

High Severity Risk:

• Large ARR ($50K+)
• Strategic account (industry leader, reference)
• Expansion potential significant
• Long-term customer (3+ years)
• Multiple stakeholders affected by churn
• Save Team Required: Yes, full cross-functional

Medium Severity Risk:

• Moderate ARR ($10K-$50K)
• Good-fit customer
• Some expansion potential
• Standard relationship
• Save Team Required: CSM + manager

Low Severity Risk:

• Small ARR (<$10K)
• Limited expansion potential
• Recent customer or poor fit
• Save Team Required: CSM only

Severity Calculation Example:

Severity Score = (ARR Weight × ARR Score) + (Strategic Weight × Strategic Score) + (Tenure Weight × Tenure Score)

ARR Weight: 50%
Strategic Weight: 30%
Tenure Weight: 20%

Example:
- ARR: $75K (Score: 8/10)
- Strategic: Reference customer, industry leader (Score: 9/10)
- Tenure: 4 years (Score: 7/10)

Severity = (0.5 × 8) + (0.3 × 9) + (0.2 × 7) = 4 + 2.7 + 1.4 = 8.1/10

8.1/10 = High Severity

Save Probability Estimation

Can We Save This Customer?

High Save Probability (70-90%):

• Issue is solvable (product, support, relationship)
• Customer willing to engage
• No alternative selected yet
• Time remains before decision
• History of value realization

Medium Save Probability (30-70%):

• Issue complex but addressable
• Customer somewhat engaged
• Evaluating alternatives but not decided
• Moderate timeline pressure
• Mixed value realization history

Low Save Probability (<30%):

• Fundamental mismatch (product/market fit)
• Customer already decided or gone silent
• Alternative already contracted
• Decision imminent
• Poor value realization history

Factors That Increase Save Probability:

• Early detection (still at-risk, not churning)
• Strong existing relationship
• Clear problem that's fixable
• Executive sponsor engaged
• Customer's pain with alternatives high

Factors That Decrease Save Probability:

• Late detection (already decided)
• Weak or damaged relationship
• Unfixable core issue
• Better alternative available
• Customer unwilling to engage

Save Probability Formula:

Save Probability = (Engagement × 40%) + (Solvability × 35%) + (Time × 15%) + (Relationship × 10%)

Engagement: Will they talk to us? (0-10)
Solvability: Can we fix the issue? (0-10)
Time: How much time do we have? (0-10)
Relationship: How strong is trust? (0-10)

Example:
- Engagement: 7 (responding but cautious)
- Solvability: 8 (technical issue we can fix)
- Time: 6 (60 days to renewal)
- Relationship: 5 (neutral)

Save Probability = (7×0.4) + (8×0.35) + (6×0.15) + (5×0.1)
                 = 2.8 + 2.8 + 0.9 + 0.5 = 7.0/10 = 70%

Account Value Consideration

Balancing Save Effort with Account Value:

Account Value Beyond ARR:

• Current ARR (revenue impact)
• Expansion potential (future revenue)
• Strategic value (reference, case study, industry leader)
• Logo value (brand recognition)
• Learning value (insights for product/CS)

Value Tier Framework:

Tier 1 (High Value):

• $100K+ ARR OR
• Strategic reference OR
• High expansion potential (could be $250K+)
• Save Investment: Unlimited, all resources

Tier 2 (Medium Value):

• $25K-$100K ARR
• Moderate expansion potential
• Good fit customer
• Save Investment: Moderate, CSM + manager + limited resources

Tier 3 (Low Value):

• <$25K ARR
• Limited expansion potential
• Save Investment: CSM time only, minimal resources

Tier 4 (Negative Value):

• Bad fit customer (should never have sold)
• High support burden
• No expansion potential
• Negative reference risk
• Save Investment: None, let go gracefully

ROI of Save Effort:

Save ROI = (Account Lifetime Value × Save Probability) - Save Cost

Example:
- Account: $50K ARR
- Estimated LTV: $150K (3 years)
- Save Probability: 60%
- Save Cost: $10K (team time, discounts, resources)

Save ROI = ($150K × 0.6) - $10K = $90K - $10K = $80K

Positive ROI = Worth pursuing

Resource Allocation Prioritization

Prioritizing Save Efforts:

Priority 1 (Drop Everything):

• High severity + High save probability
• Critical ARR + Immediate urgency
• Strategic account + Solvable issue

Priority 2 (Schedule This Week):

• High severity + Medium save probability
• Medium severity + High save probability
• Significant ARR + High urgency

Priority 3 (Schedule This Month):

• Medium severity + Medium save probability
• Lower severity + High save probability
• Moderate ARR + Medium urgency

Priority 4 (Monitor, Low Touch):

• Low severity + Low save probability
• Small ARR + Low urgency
• Unsaveable or negative value

Prioritization Matrix:

Severity	Save Probability	Priority	Resources
High	High	P1	Full team + exec
High	Medium	P2	CSM + manager + resources
High	Low	P3	CSM + manager
Medium	High	P2	CSM + resources
Medium	Medium	P3	CSM
Medium	Low	P4	Automated
Low	Any	P4	Automated/minimal

Resource Allocation Examples:

P1 Account (High/High):

• CSM: 50% of time dedicated
• CSM Manager: 20% oversight
• Product Team: Available for solutions
• Executive Sponsor: Engaged
• Budget: Approved for concessions if needed

P2 Account (High/Medium or Medium/High):

• CSM: 25% of time
• Manager: 10% oversight
• Limited product escalation
• Budget: Case-by-case

P3 Account:

• CSM: 10% of time
• Manager: Aware but not involved
• Standard process

P4 Account:

• Automated outreach
• Self-service resources
• Minimal CSM time

Timeline to Decision or Action

Understanding Time Pressure:

Immediate (0-7 Days):

• Cancellation submitted
• Renewal in <30 days
• Competitive contract being signed
• Action: Emergency response, all hands

Urgent (1-4 Weeks):

• Renewal in 30-60 days
• Active competitive evaluation
• Major issue escalating
• Action: Intensive intervention

High Priority (1-3 Months):

• Renewal in 60-90 days
• Early competitive signals
• Health declining steadily
• Action: Structured save plan

Monitor (3+ Months):

• Renewal 4+ months out
• Early warning signs
• Trending negatively
• Action: Proactive engagement

Timeline-Based Response Plans:

Immediate (<7 Days):

• Hour 1: Alert stakeholders
• Hour 2: Customer call scheduled
• Day 1: Root cause identified
• Day 2: Save plan developed
• Day 3: Executive engaged if needed
• Day 5: First actions implemented
• Day 7: Progress review

Urgent (1-4 Weeks):

• Week 1: Investigation and diagnosis
• Week 2: Save plan development
• Week 3: Intervention execution
• Week 4: Progress assessment

High Priority (1-3 Months):

• Month 1: Assessment and planning
• Month 2: Solution implementation
• Month 3: Validation and renewal prep

The shorter the timeline, the more aggressive the intervention must be.

Investigation and Root Cause Analysis

Gathering Complete Context

Before you can save anyone, you need to understand what's actually going on. Not just surface-level symptoms, but the whole picture.

Data You Need to Pull:

Usage Data:

• How does current usage compare to their baseline?
• What's the trend over the last 90 days?
• Who's actively using it (total count and breakdown by role)?
• Which features have they adopted?
• Login patterns (are they logging in daily, weekly, or has it gone silent?)
• Are the key workflows being used or gathering dust?

Engagement Data:

• When was the last real touchpoint and what happened?
• QBR attendance (are they showing up or canceling?)
• Have they participated in training?
• Email response rates (quick replies or radio silence?)
• Meeting cancellation history

Support Data:

• Open tickets (how many and what's the status?)
• Recently closed tickets (were they actually resolved or just closed?)
• Any escalated issues
• Ticket sentiment (frustrated, neutral, angry?)
• How long it's taking to resolve things

Commercial Data:

• Contract details (value, term, when's renewal?)
• Payment history (on time, late, declined cards?)
• Expansion history
• Current pricing and any discounts
• Competitive intelligence (are they shopping around?)

Relationship Data:

• Who are the key contacts and are they still there?
• Who's the champion (if you still have one)?
• Is the executive sponsor engaged or MIA?
• Stakeholder map
• Any organizational changes

Investigation Checklist:

• Pulled last 90 days of usage data
• Reviewed all support tickets (open and recent closed)
• Read notes from last 3 touchpoints
• Checked payment and commercial status
• Identified current champion and exec sponsor
• Reviewed health score components
• Checked for competitive signals
• LinkedIn check for personnel changes
• Company news search (funding, layoffs, acquisitions)

Sources of Context:

Internal:

• CRM notes and history
• Support ticket system
• Product usage analytics
• Billing system
• CSM team knowledge

External:

• LinkedIn (personnel changes)
• Company website and blog
• News articles
• Industry reports
• Social media

Identifying Core Issues

You Need to Get Beyond Symptoms to Root Causes:

What customers say is usually just the symptom. Your job is to dig deeper.

Common Symptoms and What They Actually Mean:

What They Say	What Might Really Be Going On
"Too expensive"	They can't see the ROI, budget got cut, not getting value, or found something cheaper
"Not using it"	Bad onboarding, wrong use case, their champion left, or it's too complicated
"Missing features"	Competitor threat, their needs grew, or sales messed up discovery
"Bad support"	Support's understaffed, there are actual product bugs, or docs are terrible
"Team too busy"	It's not a priority, they're not seeing value, or change management flopped

Root Cause Categories:

Product/Technical Issues:

• Product doesn't solve problem
• Missing critical features
• Bugs and reliability issues
• Performance problems
• Integration challenges

Value Realization Issues:

• Slow time to value
• ROI not demonstrated
• Use case mismatch
• Unclear value proposition
• Outcomes not achieved

Adoption/Engagement Issues:

• Poor onboarding
• Low user adoption
• Training gaps
• Change management failed
• Champion left

Relationship Issues:

• Poor communication
• Unresolved issues
• Trust damaged
• Lack of executive relationship
• Feeling ignored or undervalued

Commercial Issues:

• Pricing not competitive
• Budget constraints
• Payment issues
• Contract terms unfavorable

External Issues:

• Competitive displacement
• Company strategic shift
• Economic downturn
• Acquisition/merger
• Regulatory changes

Root Cause Identification Process:

Step 1: List all symptoms

• Usage down 60%
• Cancelled last 2 QBRs
• 3 open support tickets
• Champion stopped responding

Step 2: Ask "Why?" 5 times

• Why is usage down? → Champion left
• Why did champion leave? → Promoted to different role
• Why no new champion? → No onboarding for replacement
• Why no onboarding? → We didn't know they left
• Why didn't we know? → No relationship beyond champion

Root Cause: Single-threaded relationship, no stakeholder diversity

Step 3: Validate with customer

• Schedule conversation
• Share what you're seeing
• Ask open-ended questions
• Listen for unstated issues

Distinguishing Symptoms from Causes

How to Identify True Root Causes:

Symptoms (Surface Level):

• "Product is too complex"
• "We're not using it enough"
• "Support isn't helpful"
• "It's too expensive"
• "We're too busy"

Root Causes (Underlying):

• Poor initial training (complexity)
• Wrong use case fit (low usage)
• Product has bugs that aren't being fixed (support can't help)
• No demonstrated ROI (price feels high)
• Low priority because no executive sponsor (too busy)

Test for Root Cause:

Ask: "If we solve this, will they stay?"

Symptom:

• Customer: "It's too expensive"
• You offer discount
• Customer still leaves
• Not the root cause

Root Cause:

• Customer: "It's too expensive"
• You ask: "Compared to the value you're getting?"
• Customer: "We're not really seeing results"
• Real issue: Value, not price

The 5 Whys Technique:

Example:

1. Why are they at-risk? → Low usage
2. Why is usage low? → Key users not logging in
3. Why aren't key users logging in? → They find it confusing
4. Why is it confusing? → No training after initial onboarding
5. Why no ongoing training? → We didn't offer it, they didn't ask

Root Cause: Lack of ongoing enablement program

Fix the root cause (enablement), not the symptom (low usage)

Stakeholder Interviews

Who to Talk To:

Primary Champion:

• Your main contact
• Day-to-day user
• Tactical perspective

Economic Buyer:

• Budget holder
• Renewal decision-maker
• ROI and value focus

Executive Sponsor:

• Strategic alignment
• Company priorities
• Political landscape

End Users:

• Actual product experience
• Pain points and frustrations
• Feature requests

Interview Goals:

Understand:

• What's really happening (facts)
• Why it's happening (context)
• What they need (requirements)
• What would make them stay (solution)
• Decision timeline and process (urgency)

Questions to Ask:

Opening (Build Rapport):

• "I noticed [specific data point], wanted to check in"
• "How are things going overall?"
• "What's changed since we last spoke?"

Diagnostic (Uncover Issues):

• "What's working well?" (start positive)
• "What's not working as well?" (open-ended)
• "What would you change if you could?"
• "What are your biggest challenges right now?"
• "How is [product] helping with those challenges?"

Root Cause (Go Deeper):

• "Tell me more about that" (probe)
• "Why is that important?" (understand priority)
• "What's the impact of this issue?" (quantify pain)
• "How long has this been going on?" (timeline)

Solution (Forward-Looking):

• "What would success look like?" (define goals)
• "What would need to be true for you to renew?" (requirements)
• "If we could solve X, would that address your concern?" (test solutions)
• "What else should I know?" (catch anything missed)

Interview Best Practices:

Do:

• Listen more than talk (80/20 rule)
• Take detailed notes
• Ask follow-up questions
• Acknowledge and validate concerns
• Commit to action items
• Thank them for honesty

Don't:

• Get defensive
• Make promises you can't keep
• Blame others (support, product, etc.)
• Rush to solutions
• Minimize their concerns
• Talk over them

Usage and Engagement Analysis

Analyzing Behavior Patterns:

Usage Metrics to Review:

Volume Metrics:

• Total logins (trend)
• Active users (daily, weekly, monthly)
• Sessions per user
• Time in product
• Actions performed

Depth Metrics:

• Features used (breadth)
• Core workflow completion
• Advanced feature adoption
• Integration usage
• Custom configuration

Frequency Metrics:

• Login cadence (daily, weekly, monthly)
• Usage patterns (time of day, days of week)
• Consistency (regular vs sporadic)

Trend Analysis:

Healthy Patterns:

• Steady or increasing usage
• Expanding feature adoption
• Growing active users
• Consistent engagement

Warning Patterns:

• Declining usage (any amount)
• Decreasing active users
• Feature abandonment
• Erratic or sporadic usage
• Weekend/after-hours usage stopped

Critical Patterns:

• 50%+ usage decline
• Key workflows abandoned
• Core features not used
• Power users gone
• No logins in 2+ weeks

Engagement Scoring:

Engagement Score = (Volume × 30%) + (Depth × 40%) + (Frequency × 30%)

Volume: Logins and activity level
Depth: Features and workflows used
Frequency: Consistency and cadence

Healthy: 70+ score
Warning: 50-69 score
At-Risk: 30-49 score
Critical: <30 score

Cohort Analysis:

Compare:

• Current account vs their own baseline (trend)
• Current account vs similar accounts (benchmark)
• Different user groups within account (adoption)

Red Flags:

• Account below their own average
• Account below peer average
• Key user groups not engaged
• Decision-makers not using product

Creating Usage Summary:

Template:

Account: [Customer Name]
Period: Last 90 Days

Volume: 📉 Down 45% from baseline
- Logins: 120 (was 220)
- Active users: 8 (was 15)

Depth: ⚠️ Core workflows only
- Using 3 of 10 available features
- No advanced features
- No integrations

Frequency: ⚠️ Declining consistency
- From daily → 2-3x per week
- No weekend usage (previously common)

Key User Analysis:
- Champion (Jane): Active ✓
- Exec Sponsor (Tom): No logins 45 days ✗
- Power Users (3): Only 1 still active ✗

Assessment: High Risk - Usage declining, user count decreasing, executive disengaged

Intervention Strategies

Issue Resolution and Remediation

When Issues Are the Problem:

Technical/Product Issues:

Immediate Actions:

• Escalate to product/engineering
• Provide temporary workaround
• Set clear timeline for fix
• Daily status updates
• Assign dedicated technical resource

Example:

• Issue: Critical integration broken
• Response: Engineering priority ticket, workaround in 24h, fix in 5 days
• Communication: Daily email updates + call every 2 days
• Result: Issue fixed, relationship strengthened by response quality

Support Issues:

Immediate Actions:

• Assign senior support person
• Escalate all open tickets to priority
• Provide direct contact (skip queue)
• Resolve or provide timeline within 48h
• Post-resolution follow-up

Example:

• Issue: Multiple unresolved tickets, slow response
• Response: Account manager assigned, all tickets escalated to P1
• Communication: Personal call to review each ticket, commit to 48h resolution
• Result: 5 of 6 tickets resolved in 3 days, 1 with workaround

Performance Issues:

Immediate Actions:

• Infrastructure team investigation
• Performance optimization plan
• Temporary capacity increase
• SLA commitment for improvement
• Monitoring and reporting

Value Demonstration and ROI Proof

When They Can't See the Value:

If the issue is that they don't think you're worth what they're paying, you need to prove otherwise. Fast.

How to Build Your Value Case:

Step 1: Quantify What They're Actually Using

• What features are they using?
• How often are they in the product?
• Which teams and users are engaged?
• What workflows have they built?

Step 2: Calculate the Real Business Impact

• Time saved (hours × what those hours cost)
• Revenue impact (deals closed, customers retained)
• Costs avoided (other tools you replaced, efficiency gains)
• Quality improvements (fewer errors, better outcomes)

Step 3: Create ROI Report

Investment:
- Annual cost: $50,000
- Implementation time: 40 hours ($8,000 value)
- Training: 20 hours ($4,000 value)
Total Investment: $62,000

Returns (Annualized):
- Time saved: 15 hours/week × 52 weeks × $75/hour = $58,500
- Tool consolidation: 3 tools × $10,000 = $30,000
- Revenue impact: 10% pipeline visibility improvement = $200,000
Total Returns: $288,500

ROI: ($288,500 - $62,000) / $62,000 = 365% ROI

Step 4: Present Value Story

• Schedule executive presentation
• Walk through ROI calculation
• Share usage data and trends
• Highlight specific wins
• Connect to their business goals

Value Demonstration Tactics:

Quick Wins:

• Identify unused features that could add immediate value
• Provide targeted training
• Show results in 2 weeks
• Build momentum

Success Stories:

• Share how similar customers use product
• Highlight specific outcomes achieved
• Create FOMO (what they're missing)

Future Value:

• Show roadmap features relevant to them
• Demonstrate expansion potential
• Connect to strategic initiatives

Relationship Rebuilding

When You've Broken Their Trust:

Rebuilding trust after you've damaged it is hard. But it's possible if you're willing to do the work.

How to Rebuild:

Step 1: Actually Acknowledge the Problem

• Don't try to minimize what happened or make excuses
• Take full responsibility
• Validate how they're feeling (they have every right to be frustrated)
• Apologize and mean it

Example of How to Do This: "Look, I know we've let you down. Response times have been terrible, issues haven't been resolved, and you've had every right to be frustrated. That's completely unacceptable. I apologize. You deserve way better than what you've been getting, and we're committed to earning back your trust."

Step 2: Understand What Happened

• Listen to their perspective
• Identify relationship breakdowns
• Understand emotional impact
• Don't defend or justify

Step 3: Commit to Specific Changes

• Clear action plan
• Concrete commitments
• Timeline for improvements
• Accountability structure

Example: "Here's how we'll do better:

1. You now have my direct cell (call anytime)
2. Weekly check-ins every Tuesday 10am (committed)
3. All tickets escalated to P1 with 24h response SLA
4. Monthly executive business review (VP level)
5. I'll personally oversee your account for next 90 days"

Step 4: Deliver on Promises

• Execute flawlessly
• Over-communicate
• Follow through on every commitment
• Rebuild trust through action

Step 5: Maintain Consistency

• Don't disappear once crisis over
• Sustain engagement level
• Continue executive involvement
• Prevent future breakdowns

Relationship Repair Tactics:

Executive Engagement:

• CEO/VP calls customer executive
• Personal apology and commitment
• Strategic alignment conversation
• Ongoing executive relationship

Increased Touchpoints:

• Weekly calls (was monthly)
• Daily Slack/email check-ins
• On-site visit if possible
• Make yourself constantly available

Transparency:

• Share what went wrong internally
• Explain how you're fixing processes
• Show them they're driving improvements
• Include them in solutions

Gestures of Goodwill:

• Service credits for issues
• Free training or services
• Early access to new features
• VIP treatment going forward

Concessions and Negotiation

When Economics Are the Issue:

Types of Concessions:

Pricing Concessions:

• Discount (one-time or ongoing)
• Extended payment terms
• Price freeze for multiple years
• Waived fees (setup, training, etc.)

Service Concessions:

• Upgraded support tier
• Dedicated CSM or technical resource
• Custom training or onboarding
• Priority roadmap consideration

Contract Concessions:

• Shorter commitment term
• More flexible renewal terms
• Easier out-clauses
• Performance guarantees

Feature Concessions:

• Access to higher-tier features
• Custom development
• Beta access to new features
• Integration development

Concession Strategy:

When to Offer Concessions:

• Customer has budget constraints (but sees value)
• Relationship worth preserving
• Strategic account or reference
• Competitive threat (match alternative)
• Economic value justifies it

When NOT to Offer Concessions:

• Poor fit customer (won't succeed anyway)
• Precedent would damage business
• Discount won't solve real problem
• Customer won't commit even with concession

Negotiation Framework:

Anchor High:

• Start with current pricing
• Emphasize value delivered
• Share ROI calculation

Understand Their Constraints:

• What's their budget?
• Who controls the budget?
• What would make it workable?
• Timeline for decision?

Make Conditional Offers:

• "If we could do X, would you commit to Y?"
• Tie concessions to commitments (longer term, case study, etc.)
• Get something for what you give

Example: "I understand budget is tight. Here's what I can offer:

• 20% discount for remainder of current term
• If you commit to 2-year renewal: 15% ongoing discount
• In exchange: Case study, reference calls, exec relationship

This gets you to budget, we keep you as strategic customer."

Document Everything:

• Written agreement on terms
• Clear expectations on both sides
• Renewal commitments
• Exit criteria if needed

Executive Engagement

When to Bring in Executives:

Trigger Points:

High-Value Accounts:

• $100K+ ARR at risk
• Strategic reference customer
• Industry leader or marquee logo

Relationship Issues:

• Customer executive relationship damaged
• C-level decision being made
• Political escalation needed

Strategic Issues:

• Product roadmap alignment needed
• Partnership discussion
• Custom development consideration

How Executives Help:

Peer-to-Peer Relationships:

• VP talks to VP, CEO to CEO
• Strategic vs tactical conversation
• Future vision and alignment
• Removes hierarchy barriers

Commitment and Resources:

• Can make bigger commitments
• Allocate resources (product, engineering)
• Approve concessions or custom work
• Demonstrate account importance

Problem Escalation:

• Fast-track solutions
• Override processes
• Mobilize teams
• Show urgency and seriousness

Executive Engagement Best Practices:

Prepare Executives:

• Full context and background
• Specific goals for conversation
• Talking points and positioning
• What they can and can't commit to

Structure the Engagement:

• Scheduled call or meeting
• Clear agenda
• Time-bound (30-60 min)
• Follow-up plan

Executive Conversation Framework:

Opening (5 min):

• Relationship and gratitude
• Context setting
• Agenda overview

Strategic Alignment (15 min):

• Their business goals
• How you support those goals
• Future roadmap and innovation
• Partnership opportunity

Address Concerns (15 min):

• Acknowledge issues or gaps
• Explain how you're addressing
• Commit to specific actions
• Timeline and accountability

Future Vision (10 min):

• Where partnership could go
• Mutual value creation
• Innovation together
• Long-term commitment

Close (5 min):

• Summarize commitments
• Next steps
• Thank you

After Executive Engagement:

• Executive sends follow-up email (same day)
• Document all commitments
• Assign owners to action items
• Regular progress updates to executive
• CSM continues relationship management

Product Workarounds or Customization

When Product Gaps Are the Issue:

Workaround Solutions:

Immediate Workarounds:

• Alternative feature that solves 80% of need
• Manual process with support help
• Integration with another tool
• Custom reporting or data export

Example:

• Gap: Missing bulk edit feature
• Workaround: Provide CSV import/export capability
• Support: CSM helps with first few imports
• Timeline: Permanent bulk edit in 6 months

Temporary Solutions:

• API access for custom development
• Support team handles task manually
• Partner integration
• Scheduled script/automation

Custom Development:

When to Consider:

• Strategic account with expansion potential
• Feature benefits multiple customers
• Competitive differentiation
• Reasonable development cost

Custom Development Process:

Step 1: Scope Requirements

• Exactly what do they need?
• Why do they need it?
• What's the business impact?
• What's the urgency?

Step 2: Assess Feasibility

• Can product team deliver?
• Timeline realistic?
• Cost justified by value?
• Scalable solution (not one-off)?

Step 3: Get Commitment

• Customer commits to renewal
• Longer term if possible
• Case study or reference
• Payment for custom work (if appropriate)

Step 4: Deliver and Deploy

• Clear project plan
• Regular updates
• Beta testing with customer
• Training and documentation

Product Roadmap Acceleration:

Sometimes the answer is: "We're building it, can you wait?"

Make Waiting Viable:

• Clear roadmap timeline
• Beta access when available
• Interim workaround
• Regular progress updates
• Written commitment to delivery

Example: "The feature you need is on our roadmap for Q3 release (4 months). Here's what we can do:

1. Give you beta access in Q2 (2 months)
2. Provide workaround until then (CSV export)
3. Weekly progress updates
4. You influence final feature design

If we deliver this feature on time, would you renew for 2 years?"

Save Playbooks by Risk Type

Product/Technical Dissatisfaction

Situation: Customer unhappy with product quality, bugs, missing features, or performance.

Diagnosis:

• High support ticket volume
• Specific technical complaints
• Comparison to competitors
• Feature requests or gap identification

Save Playbook:

Week 1: Immediate Response

• Call customer within 24 hours
• Listen to all technical issues (don't defend)
• Prioritize issues by impact
• Escalate to product/engineering
• Provide workarounds where possible

Week 2: Solution Development

• Engineering assessment of each issue
• Timeline for fixes or workarounds
• Product roadmap review (addressing gaps)
• Technical resources assigned
• Daily status updates to customer

Week 3: Execution

• Implement fixes and workarounds
• Customer testing and validation
• Performance monitoring
• Address new issues immediately
• Continue frequent communication

Week 4: Validation & Commitment

• Customer confirms issues resolved
• Demonstrate product improvements
• Share future roadmap
• Get renewal commitment
• Establish ongoing feedback loop

Success Metrics:

• All P1 issues resolved or workarounds in place
• Support ticket volume decreasing
• Customer satisfaction improving
• Renewal commitment secured

Lack of Value Realization

Situation: Customer not achieving expected outcomes, unclear ROI, low usage.

Diagnosis:

• Low usage and engagement
• "Not seeing value" statements
• ROI questions
• Comparison of cost vs benefit

Save Playbook:

Week 1: Value Assessment

• Usage audit (what they're using, what they're missing)
• Goal review (what did they want to achieve?)
• Gap analysis (why haven't they achieved it?)
• Quick win identification (what can deliver value fast)
• ROI documentation (value already delivered)

Week 2: Re-Onboarding

• Targeted training on unused high-value features
• Workflow optimization session
• Best practices sharing (how similar customers succeed)
• Remove adoption blockers
• Executive presentation on potential value

Week 3: Value Acceleration

• Implement quick wins
• Track usage improvements
• Measure business impact
• User expansion (get more people using it)
• Integration setup (embed in workflows)

Week 4: Value Proof

• Create ROI report (quantified value)
• Business review presentation
• Success stories and case studies
• Future value roadmap
• Renewal conversation

Success Metrics:

• Usage increased 50%+
• Measurable business outcomes
• Customer can articulate ROI
• Additional users activated
• Renewal secured

Relationship or Service Issues

Situation: Trust damaged, poor communication, unresponsive, feel ignored.

Diagnosis:

• Customer expressing frustration
• Slow response times or unresolved issues
• Relationship coolness or avoidance
• "You don't care about us" sentiment

Save Playbook:

Week 1: Relationship Repair

• Executive call (apology and commitment)
• CSM ownership (one person accountable)
• Listen tour (all stakeholders, understand damage)
• Immediate process changes (how we'll do better)
• Communication plan (frequency and format)

Week 2: Prove It

• Execute on all commitments (no exceptions)
• Over-communicate (daily check-ins)
• Resolve all outstanding issues
• Provide value-add (not just reactive)
• Build trust through action

Week 3: Relationship Building

• Weekly business review
• Executive sponsor relationship (ongoing)
• Proactive outreach (anticipate needs)
• Celebrate wins together
• Personal relationship investment

Week 4: Sustain and Commit

• Formal service level agreement
• Ongoing communication cadence
• Relationship health check
• Customer feedback incorporated
• Renewal secured

Success Metrics:

• Response time under committed SLA
• All issues resolved
• Customer sentiment positive
• Trust rebuilt
• Renewal commitment

Budget or Economic Challenges

Situation: Customer facing budget cuts, economic pressure, cost scrutiny.

Diagnosis:

• "Budget's tight" or "need to cut costs"
• Company layoffs or financial challenges
• Price negotiation requests
• Downgrade or reduction discussions

Save Playbook:

Week 1: Understand Economics

• Understand budget situation (temporary or permanent?)
• Identify decision makers (who controls budget?)
• Quantify current value and ROI
• Benchmark against alternatives
• Assess save probability vs account value

Week 2: Build Value Case

• ROI report (prove value exceeds cost)
• Cost of replacement (switching costs)
• Risk of removing (what they'd lose)
• Comparison to alternatives (total cost of ownership)
• Executive presentation of value case

Week 3: Creative Solutions

• Payment plan options (spread cost)
• Phased reduction (keep critical features)
• Commitment trade-offs (longer term = lower price)
• Service trade-offs (reduce support tier)
• Pilot or trial periods

Week 4: Negotiate and Commit

• Present pricing options
• Negotiate terms
• Document agreement
• Secure commitment
• Plan for future expansion when budget improves

Success Metrics:

• Customer sees ROI justifying cost
• Mutually acceptable pricing found
• Commitment secured (even if reduced scope)
• Clear path to future growth

Competitive Displacement

Situation: Customer evaluating or has chosen competitor.

Diagnosis:

• Competitor mentioned by name
• Feature comparison requests
• Sudden interest in specific capabilities
• Competitive pricing questions

Save Playbook:

Week 1: Competitive Assessment

• Identify competitor and their advantages
• Understand why customer considering switch
• Assess switching costs and barriers
• Evaluate our differentiation
• Gap analysis (what do they have that we don't?)

Week 2: Strengthen Position

• Demonstrate differentiation (what we do better)
• Address gaps (workarounds or roadmap)
• Highlight switching costs (data, integrations, training)
• Share competitive win stories
• Customer success comparison (prove outcomes)

Week 3: Competitive Defense

• Executive engagement (strategic conversation)
• ROI comparison (total cost of ownership)
• Risk assessment of switch (implementation, data migration)
• Innovation roadmap (future capabilities)
• Reference customers (similar companies who chose us)

Week 4: Close or Concede

• Final proposal (pricing, features, commitment)
• Competitive guarantees (we'll match/beat)
• Clear timeline for decision
• Renewal commitment or graceful exit
• Win-loss analysis for learning

Success Metrics:

• Customer chooses to stay
• Clear differentiation understood
• Competitive advantages reinforced
• Or: learn why we lost for future improvements

Champion Departure

Situation: Internal advocate left company or changed roles.

Diagnosis:

• Key contact no longer responding
• LinkedIn shows job change
• New contact assigned
• Usage dropping after champion left

Save Playbook:

Week 1: Assess Impact

• Confirm champion's status (left or new role?)
• Identify replacement or new stakeholders
• Assess health and risk level
• Review relationship depth (single-threaded?)
• Understand transition plan (customer's side)

Week 2: Relationship Rebuild

• Introduce yourself to new stakeholders
• Re-onboard new champion (product value, goals)
• Executive sponsor outreach (secure top-level support)
• Stakeholder mapping (who else to engage?)
• Quick wins for new champion (make them successful)

Week 3: Value Re-Establishment

• Business review with new stakeholders
• ROI and value demonstration
• Training and enablement
• Success plan development
• Build trust with new champion

Week 4: Relationship Diversification

• Engage multiple stakeholders (not single-threaded)
• Executive relationships established
• User community engagement
• Renewal conversation
• Prevent future single-point-of-failure

Success Metrics:

• New champion engaged and supportive
• Multiple stakeholder relationships
• Value understood by new team
• Usage recovering
• Renewal on track

Strategic Direction Change

Situation: Customer's business strategy changed, different priorities, different tech stack.

Diagnosis:

• Company acquisition or merger
• New leadership with different vision
• Pivot in business model
• Technology platform change
• Organizational restructuring

Save Playbook:

Week 1: Understand Change

• Research strategic change (news, LinkedIn, customer conversations)
• Understand new priorities and direction
• Assess product fit with new strategy
• Identify new stakeholders or decision makers
• Determine save probability (is there still fit?)

Week 2: Re-Alignment Assessment

• Can we support new strategy?
• Product capabilities relevant to new direction?
• Integration with new tech stack possible?
• Value proposition still compelling?
• Executive conversation on strategic fit

Week 3: Adapt or Accept

If Alignment Possible:

• Demonstrate relevance to new strategy
• Showcase capabilities they might not know about
• Share case studies of similar transformations
• Executive strategic alignment conversation
• Proposal for partnership in new direction

If Alignment Not Possible:

• Acknowledge the mismatch
• Graceful exit conversation
• Offer to help with transition
• Maintain relationship for future
• Request feedback and learning

Week 4: Commit or Transition

• Renewal secured (if aligned) OR
• Transition plan (if not aligned)
• Documentation and learning
• Relationship preservation
• Reference or case study (if positive)

Success Metrics:

• Clear strategic fit assessed
• Renewal if aligned, graceful exit if not
• Relationship maintained
• Learning captured for future

Resource Escalation

When to Escalate to Leadership

Escalation Triggers:

Account Value:

• $100K+ ARR at risk
• Strategic reference customer
• Top 20 account by revenue
• High expansion potential ($250K+ possible)

Relationship Issues:

• Executive relationship damaged
• C-level involvement required
• Political escalation needed
• Cross-functional coordination required

Resource Needs:

• Product development required
• Engineering resources needed
• Significant concessions needed
• Budget approval required

Complexity:

• Multi-threaded save effort
• Legal or contract issues
• Competitive situation requiring strategy
• Organizational change required

Escalation Process:

Step 1: Prepare Escalation Brief

Account: [Customer Name]
ARR at Risk: $XXX,XXX
Risk Level: [High/Medium/Low]
Save Probability: XX%
Root Cause: [Brief summary]
Actions Taken: [What CSM has done]
Escalation Need: [What you need from leadership]
Timeline: [Urgency]
Recommendation: [Your proposed approach]

Step 2: Present to Manager

• Schedule urgent meeting
• Present brief
• Discuss approach
• Get approval for next steps
• Align on resource needs

Step 3: Engage Leadership

• Manager briefs leadership
• Leadership decision on involvement
• Resources allocated
• Executive sponsor assigned (if needed)
• Timeline and accountability established

Leadership Involvement Levels:

Level 1: CSM Manager

• Standard escalations
• Tactical support and guidance
• Resource coordination
• Customer call participation

Level 2: VP of Customer Success

• High-value or complex accounts
• Cross-functional coordination
• Executive customer engagement
• Strategic decision making

Level 3: C-Level (CEO, COO, CPO)

• Highest value accounts
• Strategic partnerships
• Relationship repair at highest level
• Major commitments or investments

Cross-Functional Team Assembly

Save Team Composition:

Core Team (Every Save Effort):

• CSM (owner and coordinator)
• CSM Manager (oversight and support)
• Account Executive (commercial relationship)

Extended Team (As Needed):

• Product Manager (roadmap, features, customization)
• Engineering (technical solutions, fixes)
• Support Lead (issue resolution)
• Executive Sponsor (strategic alignment)

Save Team Kickoff:

Agenda:

1. Situation overview (5 min)
2. Root cause analysis (10 min)
3. Customer perspective (5 min)
4. Save strategy options (15 min)
5. Resource commitment (10 min)
6. Action plan and timeline (10 min)
7. Communication plan (5 min)

Roles and Responsibilities:

CSM (Save Team Lead):

• Coordinate all activities
• Primary customer contact
• Track action items
• Report progress
• Own outcome

Product Manager:

• Assess product gaps
• Roadmap prioritization
• Feature workarounds
• Custom development feasibility

Engineering:

• Technical investigation
• Bug fixes and performance
• Custom solutions
• Integration support

Support:

• Prioritize all tickets
• Fast-track resolutions
• Technical expertise
• Customer communication

Account Executive:

• Commercial negotiations
• Contract modifications
• Executive relationships
• Renewal closing

Executive Sponsor:

• Strategic alignment
• Executive customer engagement
• Resource approval
• Commitment authority

Save Team Communication:

Slack Channel:

• Dedicated channel per save effort
• Daily updates
• Action item tracking
• Quick coordination

Stand-Up Meetings:

• Daily or 3x per week
• 15 minutes
• Progress updates
• Blockers and needs
• Next 24-hour priorities

Customer Communication:

• Weekly save team → customer update
• CSM coordinates all outreach
• Consistent messaging
• Show united front

Product Team Involvement

When to Involve Product:

Feature Gaps:

• Customer needs feature you don't have
• Competitive feature parity
• Use case not supported
• Integration requirements

Product Issues:

• Bugs affecting customer
• Performance problems
• Reliability concerns
• UX friction causing churn

Roadmap Questions:

• When will X feature ship?
• Can we accelerate Y feature?
• Is Z capability possible?

What Product Can Provide:

Immediate:

• Bug fixes (high priority)
• Workaround solutions
• Technical guidance
• Performance optimization

Short-Term:

• Roadmap transparency
• Feature timeline commits
• Beta access
• Custom configurations

Long-Term:

• Feature development
• Product customization
• Strategic partnership
• Advisory board participation

Product Team Engagement Process:

Step 1: Product Brief

Customer: [Name]
ARR: $XXX,XXX
Product Issue: [Specific gap or problem]
Customer Impact: [Business impact if not solved]
Timeline: [Decision timeline]
Customer Ask: [What they want]
Competitive Context: [Alternatives they're considering]
Proposed Solution: [Your recommendation]

Step 2: Product Assessment

• Feasibility analysis
• Effort estimate
• Timeline projection
• Alternative solutions
• Recommendation

Step 3: Customer Communication

• Present options to customer
• Set realistic expectations
• Provide timeline
• Commit to delivery or explain why not

Managing Customer Expectations:

If Product Will Deliver:

• Clear timeline (be realistic, add buffer)
• Milestones and checkpoints
• Beta access opportunity
• Regular progress updates

If Product Won't Deliver:

• Honest explanation why
• Alternative solutions
• Workaround options
• Acknowledge gap

If Product Might Deliver (Conditional):

• Explain conditions (other customer demand, strategic fit)
• Timeline if prioritized
• What would need to be true
• Keep them updated on decision

Executive Sponsor Engagement

Executive Sponsor Role:

Strategic Relationship:

• VP/C-level to VP/C-level
• Business strategy alignment
• Future vision and partnership
• Remove tactical noise

Commitment Authority:

• Approve resources
• Make product commitments
• Authorize concessions
• Override standard processes

Problem Escalation:

• Cut through bureaucracy
• Fast-track solutions
• Mobilize organization
• Show customer importance

When to Engage Executive Sponsor:

Account Criteria:

• $250K+ ARR (or top 10% of customer base)
• Strategic reference or logo
• Industry leader or trendsetter
• High expansion potential

Situation Criteria:

• Relationship damaged at tactical level
• Strategic alignment needed
• Major commitment or investment required
• Competitive threat at executive level
• Customer executive requesting peer conversation

Executive Engagement Playbook:

Preparation:

1. Brief your executive (full context)
2. Align on goals and boundaries
3. Prepare talking points
4. Schedule with customer executive
5. Confirm agenda and attendees

Executive Call Structure:

Pre-Meeting (Internal, 15 min):

• Review situation and goals
• Align on what can be committed
• Assign roles (who says what)
• Prepare for objections

Customer Meeting (45-60 min):

Opening (5 min):

• Introductions
• Relationship appreciation
• Meeting purpose and agenda

Strategic Alignment (15 min):

• Customer's business priorities
• How you support those priorities
• Future opportunities
• Partnership framing

Address Issues (15 min):

• Acknowledge concerns openly
• Explain how you're addressing
• Specific commitments with timeline
• Ask what else is needed

Future Vision (10 min):

• Product roadmap relevant to them
• Industry trends and innovation
• Long-term partnership potential
• Value creation opportunities

Commitments and Close (10 min):

• Summarize agreements
• Confirm action items and owners
• Next steps and timeline
• Express commitment to success

Post-Meeting:

• Executive sends follow-up email (same day)
• CSM documents commitments
• Action items assigned and tracked
• Regular progress reports to executives

Executive Communication Guidelines:

Do:

• Listen more than talk
• Focus on strategy, not tactics
• Acknowledge issues honestly
• Make realistic commitments
• Follow through perfectly

Don't:

• Overpromise
• Blame team or processes
• Get defensive
• Talk about features (stay strategic)
• Make commitments you can't keep

Save Effort Economics

Calculating Save ROI:

Save ROI = (Expected Saved LTV × Save Probability) - Save Costs

Expected Saved LTV:
- Account ARR: $100,000
- Expected lifetime: 3 years
- Total LTV: $300,000

Save Probability: 70%

Expected Value: $300,000 × 0.70 = $210,000

Save Costs:
- CSM time: 40 hours × $75/hour = $3,000
- Manager time: 10 hours × $150/hour = $1,500
- Product time: 20 hours × $200/hour = $4,000
- Discount/concessions: $10,000
Total Save Costs: $18,500

Save ROI: $210,000 - $18,500 = $191,500

ROI: 10.3x return on save investment

When Save Effort Makes Sense:

High ROI Saves (Invest Heavily):

• Large account LTV ($200K+)
• High save probability (60%+)
• Low save costs
• Strategic value beyond ARR

Moderate ROI Saves (Standard Effort):

• Medium account LTV ($50K-$200K)
• Medium save probability (30-60%)
• Reasonable save costs
• Standard customer value

Low ROI Saves (Minimal Effort):

• Small account LTV (<$50K)
• Low save probability (<30%)
• High save costs required
• Limited strategic value

Negative ROI Saves (Don't Pursue):

• Save costs exceed expected value
• Unsaveable situation
• Bad fit customer (would churn anyway)
• Resource opportunity cost too high

Resource Allocation Decision Matrix:

Account LTV	Save Probability	Max Investment	Team Resources
$500K+	50%+	$50K+	Full team + exec + product
$200K-$500K	50%+	$25K-$50K	CSM + manager + resources
$100K-$200K	60%+	$10K-$25K	CSM + manager
$50K-$100K	70%+	$5K-$10K	CSM + support
<$50K	80%+	<$5K	CSM only, minimal

Opportunity Cost Consideration:

Question: What else could we do with these resources?

Alternative Uses:

• Expand healthy accounts (expansion ARR)
• Onboard new customers (activation)
• Build scalable programs (leverage)
• Product improvements (benefit all customers)

Save Effort vs Alternatives:

• Save effort: 70% chance of saving $100K = $70K expected value
• Expansion effort: 80% chance of expanding 5 accounts by $20K each = $80K expected value
• Choose expansion effort (higher expected value)

The Bottom Line: Save high-value accounts with good save probability. Let go of low-value or unsaveable accounts to focus resources on higher-ROI activities.

Communication Strategy

Honest and Transparent Dialogue

Honesty Always Beats Spin:

When you're trying to save a customer, the last thing you want to do is BS them. They can smell it a mile away.

What NOT to Do:

• Minimize what they're feeling ("Oh, it's not that bad")
• Make excuses ("We've been really understaffed lately")
• Promise the moon ("We'll fix absolutely everything right now!")
• Duck the hard conversations ("Let's focus on the positives")
• Throw your team under the bus ("Yeah, support really dropped the ball here")

What TO Do:

• Acknowledge what's actually happening ("You're absolutely right, we haven't delivered")
• Take responsibility ("That's on us. I apologize.")
• Be realistic about what you can do ("Here's what we can actually do and when we can do it")
• Tackle the hard stuff head-on ("Let's talk about these issues directly")
• Own the outcome ("I own this relationship and I own fixing this")

Honest Conversation Example:

Bad Approach: "I know there have been a few issues, but overall things are going well! Let's schedule a training session to help you get more value."

Good Approach: "I've reviewed your account. Usage is down 60%, you have 3 unresolved tickets, and we haven't delivered on our promises. That's not acceptable. I want to understand what happened, take responsibility, and create a specific plan to earn back your trust. Can we talk through each issue?"

Transparency Framework:

Share What You Know:

• Current situation (data and facts)
• Root causes identified
• What's being done
• Timeline and milestones
• Who's responsible

Share What You Don't Know:

• Unknowns and uncertainties
• What you're investigating
• When you'll know more
• How you'll communicate updates

Share What You Can and Can't Do:

• Realistic commitments (what's possible)
• Constraints or limitations (what's not)
• Trade-offs and options
• Decision criteria

Transparency Builds Trust:

• Customer knows where they stand
• No surprises or hidden issues
• Feel respected and valued
• Can make informed decisions

Listening and Empathy

Listen First, Solve Second:

The biggest mistake CSMs make in save situations? They start solving before they've actually listened.

How to Actually Listen:

Give Them Your Full Attention:

• Put your phone away. Close Slack. No multitasking.
• Take notes
• Turn off notifications
• Be 100% present

Acknowledge What They're Saying:

• "I hear you" (shows you're listening)
• "That must be really frustrating" (shows empathy)
• "I completely understand why you'd feel that way" (validates their feelings)
• "Tell me more about that" (keeps them talking)

Reflect Back What You're Hearing:

• "So what I'm hearing is..." (check your understanding)
• "Let me make sure I've got this right..." (avoid misunderstandings)
• "Is there anything else I should know?" (catch what you might have missed)

Stop Yourself From Interrupting or Defending:

• Let them finish their complete thought
• Don't jump straight to "here's how we'll fix it"
• Don't make excuses for what went wrong
• Don't get defensive, even if they're being harsh

Empathy Statements:

When They're Frustrated: "I can hear the frustration, and I completely understand. If I were in your position, I'd feel the same way."

When They're Disappointed: "We let you down, and I know that's disappointing. You trusted us, and we didn't deliver. That's on us."

When They're Overwhelmed: "This sounds like a lot to deal with on top of your regular work. I want to make this easier, not harder."

When They're Skeptical: "I know we've said we'd fix things before and haven't. I understand why you'd be skeptical. Let me show you through action, not just words."

Questions That Show You're Listening:

Open-Ended:

• "What's most important to you right now?"
• "What would success look like?"
• "How is this impacting your business?"
• "What else should I know?"

Probing:

• "Can you tell me more about that?"
• "What specifically is causing the issue?"
• "When did you first notice this?"
• "Who else is affected?"

Validating:

• "What I'm hearing is X, Y, Z. Is that right?"
• "It sounds like the core issue is [issue]. Do I have that right?"
• "So your main concern is [concern]?"

The 80/20 Rule: Listen 80% of the time, talk 20%.

Action Plan Development

From Conversation to Commitment:

Action Plan Components:

1. Issues Identified:

• List each issue or concern
• Prioritize by impact and urgency
• Customer validation (agree on priorities)

2. Root Causes:

• Why each issue happened
• What needs to change
• Systemic vs one-time

3. Action Items:

• Specific actions to address each issue
• Owner assigned (who's responsible)
• Timeline (when it will be done)
• Success criteria (how we'll know it's fixed)

4. Communication Plan:

• Update frequency (daily, weekly)
• Update format (email, call, dashboard)
• Escalation path (who to contact if issues)

Action Plan Template:

CUSTOMER SAVE ACTION PLAN

Account: [Customer Name]
Date: [Date]
Owner: [CSM Name]
Review Cadence: [Weekly/Bi-weekly]

ISSUES IDENTIFIED:
1. [Issue 1]: Usage down 60% due to champion departure
2. [Issue 2]: 3 unresolved support tickets causing frustration
3. [Issue 3]: No demonstrated ROI for renewal justification

ACTION ITEMS:

Issue 1: Champion Departure
- Action: Re-onboard new champion with personalized training
  Owner: [CSM Name]
  Due: [Date]
  Success: New champion actively using product, 5+ logins/week

- Action: Establish executive sponsor relationship
  Owner: [CSM Manager]
  Due: [Date]
  Success: Exec sponsor call completed, ongoing relationship

Issue 2: Unresolved Support Tickets
- Action: Escalate all 3 tickets to P1, assign senior support
  Owner: [Support Manager]
  Due: [Date]
  Success: All tickets resolved or workaround in place

- Action: Provide direct support contact (skip queue)
  Owner: [CSM]
  Due: Immediate
  Success: Customer has direct line, issues resolved <24h

Issue 3: ROI Demonstration
- Action: Create comprehensive ROI report
  Owner: [CSM]
  Due: [Date]
  Success: Customer can quantify value, justify renewal

- Action: Executive business review presentation
  Owner: [CSM + Manager]
  Due: [Date]
  Success: Exec sponsor sees clear ROI, supports renewal

COMMUNICATION PLAN:
- Weekly progress calls: Every Tuesday 10am
- Daily email updates: End of each day until issues resolved
- Escalation: [CSM Manager phone/email] for any urgent issues

SUCCESS CRITERIA:
- Usage back to baseline (50+ logins/week)
- All support tickets resolved
- ROI demonstrated and accepted
- Renewal commitment secured by [Date]

NEXT REVIEW: [Date]

Customer Review and Approval:

• Share plan with customer
• Get their input and agreement
• Adjust based on feedback
• Get explicit buy-in on plan

Internal Alignment:

• Share plan with save team
• Confirm resource commitments
• Set up tracking and accountability
• Schedule regular check-ins

Progress Tracking and Reporting

Tracking Action Plan Execution:

Weekly Progress Report (Internal):

SAVE EFFORT PROGRESS REPORT
Week of: [Date]
Account: [Customer Name]
CSM: [Name]

OVERALL STATUS: 🟡 Yellow (On track but risks)

PROGRESS THIS WEEK:
✅ Completed: New champion training session, 2 of 3 support tickets resolved
🔄 In Progress: ROI report development, executive relationship building
⚠️ At Risk: Ticket #3 delayed, waiting for engineering
❌ Blocked: None

ACTION ITEMS STATUS:
1. Re-onboard new champion: ✅ Complete
2. Resolve support tickets: 🔄 2 of 3 done, 1 delayed
3. Create ROI report: 🔄 On track for Friday delivery
4. Executive relationship: 🔄 Call scheduled for next week

KEY METRICS:
- Usage: Up from 30 to 45 logins/week (target: 50+)
- Active users: Up from 5 to 8 (target: 12)
- Support tickets: 1 open (was 3)
- Customer sentiment: Improving (neutral → cautiously positive)

RISKS/CONCERNS:
- Engineering delay on ticket #3 might frustrate customer
- Exec sponsor hasn't confirmed call yet (need to follow up)

NEXT WEEK PRIORITIES:
1. Complete ticket #3 resolution
2. Deliver ROI report
3. Confirm and execute exec sponsor call
4. Continue usage monitoring

SAVE PROBABILITY: 70% (was 60% last week)

Customer Communication (Weekly Update):

Subject: Account Progress Update - Week of [Date]

Hi [Customer Name],

Quick update on our action plan progress:

COMPLETED THIS WEEK:
✅ New champion onboarding session with Sarah
✅ Support tickets #1 and #2 fully resolved
✅ Direct support line established (you now have [email/phone])

IN PROGRESS:
🔄 ROI report: On track for delivery Friday
🔄 Support ticket #3: Engineering working on fix, update tomorrow
🔄 Executive business review: Scheduling for next week

WHAT YOU'LL SEE THIS WEEK:
- ROI report delivered Friday (I'll walk you through it)
- Ticket #3 update tomorrow
- Exec business review scheduled

Any questions or concerns, call me directly: [phone]

[CSM Name]

Transparency in Reporting:

• Share progress honestly
• Don't hide delays or issues
• Explain what's happening and why
• Commit to next update

Dashboard or Tracker (Shared):

• Shared doc or dashboard
• Live status of all action items
• Customer can see progress anytime
• Builds transparency and trust

Accountability and Follow-Through

Commitments Are Sacred:

Make Fewer Commitments, Keep Them All:

• Only commit what you can deliver
• Add buffer to timelines (under-promise, over-deliver)
• Get internal buy-in before committing
• Write down every commitment

Commitment Tracking:

Commitment Log:

| Commitment | Date Made | Owner | Due Date | Status | Date Completed |
|------------|-----------|-------|----------|--------|----------------|
| Resolve ticket #1 | 1/15 | Support | 1/18 | ✅ | 1/17 |
| ROI report | 1/15 | CSM | 1/22 | 🔄 | - |
| Exec call | 1/15 | Manager | 1/25 | 🔄 | - |

Weekly Review:

• Review all commitments
• Update status
• Flag any at-risk
• Proactively communicate delays

When You Can't Deliver:

Immediate Communication:

• Don't wait until deadline
• Communicate as soon as you know there's a problem
• Explain what happened
• Propose alternative
• Reset expectations

Example:

Bad: (Day of deadline, nothing delivered) "Sorry, we couldn't get the report done. We'll try for next week."

Good: (2 days before deadline) "I want to give you a heads up. The ROI report I promised for Friday is going to take 3 extra days due to [specific reason]. I know I committed to Friday, and I apologize for the delay. I can deliver it Monday instead, or I can give you a partial report Friday and complete it Monday. Which would you prefer?"

Accountability Culture:

Internal Accountability:

• Save team reviews commitments weekly
• Manager holds CSM accountable
• Missed commitments discussed and learned from
• Pattern of missed commitments = escalation

Customer Accountability:

• Customer also has commitments (testing, feedback, stakeholder access)
• Track and follow up on their commitments
• Mutual accountability

Success = Perfect Follow-Through:

• Every commitment kept or proactively renegotiated
• No surprises
• Customer learns they can trust you
• Foundation rebuilt

When to Let Go

Recognizing Unsaveable Situations

Sometimes the hardest part of customer success is knowing when to stop fighting and let go. Here are the signals it's time.

Fundamental Mismatch:

• Your product genuinely doesn't solve their actual problem
• Their use case changed and you're no longer a fit
• They need capabilities you simply can't provide
• A better solution exists for what they specifically need

They Won't Engage:

• They won't take your calls or respond to emails
• They've canceled multiple meetings you set up to save the relationship
• They're ghosting you after saying they want to cancel
• They're actively hostile or even abusive

The Decision's Already Been Made:

• They've already signed with a competitor
• Budget's been permanently eliminated (not just cut)
• Their strategic direction shifted completely away from what you do
• Organizational change makes you irrelevant to them

Demands That Make No Sense:

• They're asking for things you fundamentally can't deliver
• They want pricing that breaks your business model
• They expect custom development you can't justify
• They keep moving the goalposts no matter what you do

The Math Doesn't Work:

• What it would cost to save them exceeds what they're worth
• Saving them would require ongoing subsidies you can't afford
• Setting this precedent would damage your whole business
• Your resources would create more value elsewhere (opportunity cost is too high)

Assessment Questions:

Can We Solve Their Core Problem?

• Yes → Saveable
• No → Let go

Are They Willing to Work With Us?

• Yes → Saveable
• No → Let go

Do the Economics Make Sense?

• Yes → Saveable
• No → Let go

Is This Good for Our Business?

• Yes → Saveable
• No → Let go

If Multiple "No" Answers: It's Time to Let Go.

Bad-Fit Customer Identification

Customers Who Should Never Have Been Sold:

Wrong Market Segment:

• Too small (SMB sold enterprise solution)
• Too large (enterprise sold SMB solution)
• Wrong industry (solution built for different vertical)
• Wrong geography (doesn't work in their region)

Wrong Use Case:

• Product solves different problem than they need
• Bought for capability you don't excel at
• Fundamental workflow mismatch
• Technical requirements you can't meet

Wrong Expectations Set:

• Sales oversold capabilities
• Promised features that don't exist
• Set unrealistic timelines or outcomes
• Misrepresented product fit

Cultural Mismatch:

• Different work styles (fast-paced vs methodical)
• Communication misalignment
• Values conflict
• Unreasonable support expectations

Red Flags of Bad-Fit:

From Day One:

• Struggled with onboarding despite effort
• Never achieved usage baseline
• Constant complaints or disappointment
• Multiple escalations early
• Buyer's remorse

Throughout Lifecycle:

• High support burden (disproportionate to value)
• Consistently unhappy despite interventions
• Feature requests far outside roadmap
• Expects white-glove service at low price point

Why Let Bad-Fit Customers Go:

• They'll never be successful or happy
• Drain resources better spent on good-fit customers
• Negative reference risk
• Team morale impact
• Poor use of save efforts

How to Identify:

• Lowest quartile of health scores
• Highest support burden
• Multiple save attempts already
• Never expanded or grown
• CSM dreads working with them

Resource Opportunity Cost

What Else Could You Do With These Resources?

Save Effort Resources:

• CSM time (40+ hours)
• Manager time (10+ hours)
• Product/engineering time (20+ hours)
• Financial concessions ($10K+)
• Executive time (5+ hours)

Alternative Uses:

Option A: Save At-Risk Account

• Account: $50K ARR
• Save probability: 40%
• Expected value: $20K
• Resource cost: $15K
• Net value: $5K

Option B: Expand 5 Healthy Accounts

• 5 accounts averaging $30K ARR each
• Expansion potential: $10K each
• Expansion probability: 70%
• Expected value: $35K
• Resource cost: $10K
• Net value: $25K

Option B is 5x better return on investment.

Opportunity Cost Framework:

For Every Save Effort, Ask:

1. What's the expected value? (ARR × Save Probability)
2. What's the resource cost? (Time + Money)
3. What else could we do with these resources?
4. What's the expected value of alternatives?
5. Which option has higher expected value?

Choose the Highest Value Option.

Sometimes the Answer Is:

• Let the at-risk account go
• Focus resources on expansion or activation
• Invest in scalable programs instead of individual saves
• Build the future instead of preserving the past

Graceful Exit Strategies

How to Let Go Professionally:

Honest Conversation:

Acknowledge the Reality: "I've looked at this from every angle, and I don't think we're the right fit for what you need. [Specific reason]. I don't want to waste your time or ours trying to force something that isn't working."

Take Responsibility: "This is on us. We should have [identified fit issue earlier, set better expectations, qualified better]. I apologize that we didn't serve you the way you deserved."

Provide Value in Exit: "Here's what I can do to help make this transition smooth:

• [Assistance with data export]
• [Documentation and training for your team]
• [Introduction to alternative solution if appropriate]
• [Extended timeline if helpful]"

Graceful Exit Checklist:

Week 1:

• Honest conversation about misfit
• Agree on transition timeline
• Identify data and documentation needs
• Offer transition assistance

Week 2-4:

• Provide all data exports
• Documentation and knowledge transfer
• Answer questions promptly
• Remove any barriers to exit

Final Steps:

• Offboarding call (collect feedback)
• Thank them for their time
• Express hope to work together in future
• Part on good terms

Benefits of Graceful Exit:

• Positive relationship preserved
• Potential future customer (if situation changes)
• Positive word-of-mouth (handled professionally)
• Team morale (did the right thing)
• Reference or feedback possible

What Not to Do:

• Burn bridges (angry or defensive)
• Make exit difficult (data export restrictions)
• Blame them (even if they were difficult)
• Ignore them once decision made
• Bad-mouth them internally

Learning from Lost Customers

Every Churn Is a Learning Opportunity:

Churn Post-Mortem Template:

CUSTOMER CHURN ANALYSIS

Account: [Customer Name]
ARR Lost: $XX,XXX
Customer Since: [Date]
Churned: [Date]
Tenure: XX months

CHURN REASON (Primary):
[Product gap, Competitive, Value, Budget, Strategic shift, etc.]

ROOT CAUSE ANALYSIS:
What happened:
- [Timeline of events leading to churn]

Why it happened:
- [Underlying root causes]

Could it have been prevented?
- [ ] Yes - How: [Specific prevention actions]
- [ ] No - Why not: [Fundamental issue]

EARLY WARNING SIGNS WE MISSED:
1. [Sign 1] - First appeared [Date]
2. [Sign 2] - First appeared [Date]
3. [Sign 3] - First appeared [Date]

WHAT WE DID WELL:
- [Positive aspects of save attempt or relationship]

WHAT WE COULD HAVE DONE BETTER:
- [Specific improvement opportunities]

SYSTEMIC ISSUES IDENTIFIED:
- [ ] Onboarding gap
- [ ] Product limitation
- [ ] Support issue
- [ ] Sales expectation setting
- [ ] CS process gap
- [ ] Pricing/packaging
- [ ] Other: [Specify]

ACTIONS TO PREVENT FUTURE SIMILAR CHURN:
1. [Action 1] - Owner: [Name] - Due: [Date]
2. [Action 2] - Owner: [Name] - Due: [Date]
3. [Action 3] - Owner: [Name] - Due: [Date]

CUSTOMER FEEDBACK:
[Quotes or summary from exit interview]

LESSONS LEARNED:
[Key takeaways for team]

SHARING PLAN:
- [ ] CS team (what to watch for)
- [ ] Sales team (qualification/expectations)
- [ ] Product team (feature gaps)
- [ ] Leadership (systemic issues)

Exit Interview Questions:

Understand Decision:

• What was the primary reason for leaving?
• When did you first consider leaving?
• What could we have done differently?
• Did we have opportunities to save the relationship? When?

Competitive Intel:

• Where are you going? (If they'll share)
• What does alternative provide that we don't?
• How did they win your business?

Product Feedback:

• What did you like about the product?
• What frustrated you most?
• What features did you need that we don't have?
• What would you change if you could?

Relationship Feedback:

• How was your experience with customer success?
• How was support?
• Did you feel valued and heard?
• What would you want us to know?

Future Potential:

• Would you consider us in the future if changed?
• Can we stay in touch?
• Would you be willing to be a reference for what we did well?

Learning Distribution:

Weekly:

• CS team reviews recent churns
• Identify patterns and trends
• Adjust health scoring and interventions

Monthly:

• Cross-functional churn review
• Product prioritization based on feedback
• Sales training on common issues
• Process improvements

Quarterly:

• Aggregate churn analysis
• Strategic initiatives to address systemic issues
• Executive reporting and governance

The Goal:

• Learn from every loss
• Improve systems and processes
• Prevent similar churns in future
• Turn churn into continuous improvement

The Bottom Line

Look, you can't save every at-risk customer. Some are genuinely gone. But you can save way more than you think if you:

• Catch the risk early (before they've mentally checked out)
• Actually investigate what's happening (get to root causes, not symptoms)
• Bring the right resources (don't try to solo this)
• Tell the truth (customers can handle honesty, they can't handle BS)
• Do what you say you'll do (every single time)

The save strategies that actually work:

1. Move fast - Time is working against you in every save situation
2. Listen more than you talk - Understand the problem before you start solving
3. Fix the real issue - Not just the surface symptoms
4. Get help - Don't be a hero, mobilize your team
5. Be realistic - Honest timelines beat optimistic ones
6. Execute flawlessly - This is how you rebuild trust

And sometimes? The right call is to let them go gracefully, learn from what happened, and make sure it doesn't happen again.

The real win is building the systems that catch customers when they're at-risk, not after they've already churned.

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Ready to build your at-risk management program? Start with early warning systems, develop churn prevention strategy, and implement save strategies playbooks.

Learn more:

• Retention Fundamentals
• Issue Resolution Support
• Customer Health Monitoring