Customer Retention Study — Grove Blend Park

What this engagement delivers

An honest account of what the numbers and the customers are telling you

The Customer Retention Study is built around two sources of information that companies often have access to but rarely examine together: the transaction history that shows when and how customers change their behaviour, and the customers themselves — including those who have already left.

The adviser conducts the customer conversations directly, rather than passing them to internal staff. This tends to produce more candid responses, and it removes the interpretation layer that sits between what a customer said and what eventually reaches the decision-makers. Over four weeks, both sources are analysed, the findings documented, and adjustments proposed with a clear statement of what each one involves to implement.

What you leave with

Cohort figures presented plainly — retention rates by period, segment and product line where the data supports it
A summary of what departed customers reported in their own words, without internal editing or reframing
Proposed adjustments with the effort each requires stated alongside — no recommendations without a realistic implementation note

The situation this is built for

When the acquisition story and the growth story do not match

Growth slower than it should be

New customers are coming in at a reasonable rate, but the total base is growing more slowly — which means customers are leaving at a rate that offsets much of the acquisition effort.

Internal explanations that do not quite fit

The usual reasons put forward for churn — pricing, competition, product gaps — feel plausible but have not been verified against what customers actually say when they leave.

Decisions made without the customer perspective

Product changes, pricing adjustments and service decisions have been made based on internal assumptions about what customers want, without a structured way of checking those assumptions.

How this engagement works

Two parallel lines of enquiry, brought together in one document

The study runs two parallel tracks. The first is quantitative: the adviser works through your transaction history to identify cohort behaviour — when customers tend to drop, whether certain segments retain better than others, and whether there are patterns that suggest a specific point in the relationship where something changes.

The second track is qualitative: direct conversations with a selection of current and departed customers, conducted by the adviser rather than internal staff. The distinction matters. Customers tend to give more complete answers to someone outside the organisation, and the results do not pass through an internal filter before they reach the report.

The two tracks are then brought together. Where the quantitative patterns and the customer conversations point in the same direction, the findings carry more weight. Where they diverge, that divergence is documented and explored.

Transaction history analysis

Cohort construction, retention curves, and identification of the periods and segments where departure is concentrated.

Conversations with current customers

Understanding what is working — and what, if anything, is creating friction — from the perspective of customers who have stayed.

Conversations with departed customers

Direct contact with customers who have cancelled or lapsed, to understand the actual reasons rather than the assumed ones.

Adjustments with effort stated

Proposed changes are written with a realistic assessment of what each one requires — not a list of recommendations that assumes unlimited capacity.

Working together

Four weeks with a clear structure

01

Week one — data and scope

Transaction history is shared and reviewed. The adviser identifies the cohorts to be analysed and agrees the approach to customer conversations, including which segments to prioritise and how contact will be made.

02

Weeks two and three — analysis and conversations

Quantitative work runs alongside the customer conversations. An interim note is shared partway through this period so that the direction of findings is visible before the final report is written.

03

Week four — synthesis and delivery

Findings from both tracks are brought together into the written report. A walkthrough session is held before or at delivery to address questions and discuss how the proposed adjustments might be sequenced.

What to expect during the work

The adviser handles customer contact — your team is not asked to arrange or conduct conversations
Interim note shared before the final report so findings are not a surprise at delivery
What customers said is reported in their words — not softened or summarised into corporate language
Each proposed adjustment includes a note on what implementing it would require in practical terms

Investment

Transparent pricing for a defined scope

Customer Retention Study

¥34,000 JPY

Four-week engagement · Fixed fee

Transaction history analysis and cohort reporting
Adviser-conducted conversations with current and departed customers
Summary of what departed customers said, in their own words
Proposed adjustments with implementation effort noted alongside each
Delivery walkthrough session included

The fee is confirmed in writing before work begins. No additions to scope or cost without prior agreement.

What the investment covers

The cost of not knowing why customers leave is diffuse and cumulative. It shows up in acquisition spend that has to compensate for exits that could be avoided, in product decisions that address the wrong problems, and in the ongoing uncertainty about which changes are actually working.

The study produces a document that answers the question with evidence rather than assumption. In most cases, the findings are actionable without requiring large-scale changes — the adjustments proposed tend to be specific and practical rather than structural.

What the engagement costs most is honesty: some findings will not be comfortable. The report reflects what the data and the customers say, not what would be convenient to hear.

How the work is conducted

A framework for understanding what the patterns and the people are saying

Cohort construction

Customers are grouped by start date, product, and segment. Retention rates are calculated across periods so that the shape of departure is visible — not just the total churn figure.

Direct conversations

The adviser contacts a selection of current and recently departed customers. The questions are structured but the conversations are open — what matters is what the customer volunteers, not only what the questions anticipate.

Calibrated recommendations

Adjustments are proposed in order of the effort they require and the evidence that supports them. What cannot be supported by the findings is not recommended, regardless of what might otherwise seem logical.

Expected timeline and scope

4

Weeks duration

8–16

Customer conversations

1

Written report delivered

Our commitment

What you can rely on from the outset

The scope, the fee and the deliverables are confirmed in writing before the engagement begins. The approach to customer contact — which segments, how they are reached, what they are told about the purpose of the conversation — is agreed with you in the first week.

If the initial conversation suggests that the study would not produce useful findings — because the data is too limited, or the customer base too small, or the question is better addressed another way — the adviser will say so directly, at no cost to you.

The findings will be what the evidence shows. If the data points to something uncomfortable — a product problem, a pricing structure that does not match what customers value, a service gap that internal teams have not acknowledged — that will be in the report, stated plainly.

What is fixed from the start

Fee agreed in writing before work commences
Customer contact approach agreed before any outreach begins
No scope changes without prior written agreement
Initial consultation at no cost and no obligation
Report reflects what the data and conversations show, not what is convenient

Getting started

A straightforward path from here

01

Send a message

Describe what you are seeing — the gap between acquisition and growth, and what your current thinking is about why it exists.

02

Initial conversation

A short exchange to understand the business, the data available, and whether a retention study is the right approach for the question.

03

Scope confirmed

A written scope document covering objectives, data requirements, customer contact approach, deliverables, timeline and fee.

04

Work begins

Once the scope is agreed, the four-week engagement starts. Data is shared, the adviser begins analysis, and the customer conversation schedule is arranged.

Customer Retention Study

The answer is in the data and in the customers — it just needs someone to look

If the question of why customers are leaving has been sitting unanswered, this engagement is designed to resolve it in four weeks with a written document your team can act on. The first conversation is without cost or obligation.

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