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Say "churn prediction model" in your first engagement and watch the…

Say "churn prediction model" in your first engagement and watch the fear cross your client's face. It's a hard sell. And there are two primary reasons. When they bring you on as an external resource, they want this quarter's problem solved. Maybe next quarter's. Rarely is it something 24 or 36 months into the future. The moment you talk about allocating resources that far out, their fear kicks in. Pulling anything away from now means diluted results in the short term to them. The second reason is a serious one to overcome. I've seen CEO's avoid it and actively burn money because of it. If you've spent any time in corporate, you know that keeping churn down, making retention sticky, is a function of the whole business. It's a marketing problem and a product problem and a support problem all at once. You're going to pull in other departments. You're going to ruffle some feathers. Sometimes the cost of those measures is significant, in both time and money. A CEO who doesn't want to rock the ship will be opposed to this, even against his better interests. So keep an eye on the future. But be careful about when you raise churn reduction, or predictive models around churn, with a new client. Highlighting it means you've now identified a problem. And once you've named it, you're on the hook to address it. The easiest way in is to scope out next year's budget for them and look at how they're allocating. The best companies allocate 50% of budget to this years acquisitions, 30% to year 2 revenue protection and uplift and 20% to year 3. That conversation opens the door without setting off the alarm. Even if they negotiate back to 90/10, that's a win Found this useful? Repost it to your network and follow for more Juan Mouton, CMO, Preparing you for Series A Personal Brand Powered by Agent Craft