While mature markets with high teledensity (phone market penetration) have churn rates ranging from 1% to 2% per month, high growth developing markets such as India and China are experiencing churn rates between 3% and 4% per month. This allows customers to switch to another provider while preserving their phone numbers. This is due to the low barriers to switching to a competing service provider especially with the advent of Mobile Number Portability (MNP) in several countries. Some companies want to prevent their good customers from deteriorating (e.g., by falling behind in their payments) and becoming less profitable customers, so they introduced the notion of partial customer churn.Ĭustomer attrition merits special attention by mobile telecom service providers worldwide. One of the main objectives of modeling customer churn is to determine the causal factors, so that the company can try to prevent the attrition from happening in the future. Other sectors have also discovered the power of predictive analytics, including retailing, telecommunications and pay-TV operators. Since these models generate a small prioritized list of potential defectors, they are effective at focusing customer retention marketing programs on the subset of the customer base who are most vulnerable to churn.įinancial services such as banking and insurance use applications of predictive analytics for churn modeling, because customer retention is an essential part of most financial services' business models. More sophisticated predictive analytics software use churn prediction models that predict customer churn by assessing their propensity of risk to churn. In the 2000s, there are also a number of business intelligence software programs which can mine databases of customer information and analyze the factors that are associated with customer attrition, such as dissatisfaction with service or technical support, billing disputes, or a disagreement over company policies. Financial institutions often track and measure attrition using a weighted calculation, called Monthly Recurring Revenue (or MRR). Net attrition is gross attrition plus the addition or recruitment of similar customers at the original location. Gross attrition is the loss of existing customers and their associated recurring revenue for contracted goods or services during a particular period. When companies are measuring their customer turnover, they typically make the distinction between gross attrition and net attrition. Analysts tend to concentrate on voluntary churn, because it typically occurs due to factors of the company-customer relationship which companies control, such as how billing interactions are handled or how after-sales help is provided. In most applications, involuntary reasons for churn are excluded from the analytical models. Voluntary churn occurs due to a decision by the customer to switch to another company or service provider, involuntary churn occurs due to circumstances such as a customer's relocation to a long-term care facility, death, or the relocation to a distant location. Companies from these sectors often have customer service branches which attempt to win back defecting clients, because recovered long-term customers can be worth much more to a company than newly recruited clients.Ĭompanies usually make a distinction between voluntary churn and involuntary churn. Examples include banks, telephone service companies, internet service providers, pay TV companies, insurance firms, and alarm monitoring services. Customer attrition, also known as customer churn, customer turnover, or customer defection, is the loss of clients or customers.Ĭompanies often use customer attrition analysis and customer attrition rates as one of their key business metrics (along with cash flow, EBITDA, etc.) because the cost of retaining an existing customer is far less than the cost of acquiring a new one.
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