0%
Monthly churn.
CLIENT CASE · RETAIN, THEN CONVERT · REGIONAL INTERNET PROVIDER
Monthly churn fell from 2.9% to 1.8%: the provider stopped selling merely to replace losses.
A regional internet provider with 38,000 subscribers and R$42 million in annual revenue lost 1,100 customers every month and had to sell almost as many subscriptions just to keep the base flat. In six months, Leverage Now reorganized service for existing customers: monthly churn fell from 2.9% to 1.8%, and the subscriber base resumed growth. The work then moved to field-sales quality.
- Industry: Telecommunications, regional internet service provider.
- Focus areas: Retain, then Convert.
- Engagement: Six months.
- Reference product: Leverage Unlock.
2.9% → 1.8% monthly churn
Evolução registrada em seis meses.
ANONYMIZED CLIENT CASE. Metrics reflect progress recorded during the stated project period.
Highlighted results
1,100 → 720
Cancellations per month.
+100 subscribers → +480 subscribers
Net subscriber growth per month.
61 → 23
Reclame Aqui complaints in six months.
0%
Complaints resolved.
0%
Complainants willing to do business again.
6.1 → 7.9
Reclame Aqui rating.
3h20 → 18 min
Customer service first-response time.
0%
Repeat technical tickets within 30 days.
0%
Cancellations within 90 days of sale.
0%
EBITDA margin.
Os indicadores refletem a evolução registrada no projeto durante o período informado.
Starting point and challenge.
The operation sold 1,200 new contracts each month, yet the base grew by only 100. Customer service and billing had no supervisor; WhatsApp, phone, and Reclame Aqui queues were handled by whoever was available, with no reason codes or case ownership. Complaints became cancellations before reaching someone authorized to resolve them.
The challenge
The owners attributed churn to price competition and responded with introductory promotions, attracting even more price-sensitive customers. No one connected cancellations to technical tickets: 27% of customers opened another ticket within 30 days. The unsupervised field-sales team also sold addresses before technical feasibility had been confirmed.
The four methodology areas and five risks pointed to this priority sequence: Retain, then Convert. Prioritization considered potential impact, time to results, required effort, and cross-functional dependencies.
APPROACH
From prioritization to execution.
00
Diagnosis and prioritization
We measured all four methodology areas. Attract delivered 1,200 gross additions per month and the network had capacity; the leak came after installation. We connected cancellations to technical tickets, contact reasons, and the originating salesperson.
00
Service operations
We created one service queue, introduced contact and cancellation reason codes, set a first-response service level, and established interim daily supervision until a permanent supervisor joined in month two.
00
Retention team
A dedicated team gained authority to offer downgrades, priority technical visits, and credits. Every public complaint received a response within 24 hours, customers with two tickets in 30 days were contacted proactively, and every interaction ended with a satisfaction survey.
00
Second area: sales quality
We added a technical-feasibility checklist before closing, gave field-sales supervisors a 90-day retention target, and deferred part of the commission until the customer's third month.
What changed during the period.
With 380 fewer cancellations each month and the same gross additions, the subscriber base grew almost five times faster without introductory promotions. Public complaints fell by more than half, and repeat technical tickets—the main cancellation driver—declined from 27% to 11% after recurring cases received priority visits. Better-supervised field sales halved early cancellations, reducing acquisition pressure and sustaining a five-point margin gain.
What changed in practice.
Antes
- Before
- Customer service and billing had no supervisor; whoever was free handled the queue
- Complaints became cancellations before reaching someone with authority
- Churn treated as a pricing issue; introductory discounts used as the answer
- Field sales closed addresses without checking feasibility
- Subscriber base grew by 100 per month
Depois
- After
- One queue, coded reasons, service levels, and daily supervision
- Retention team with decision authority and public responses within 24 hours
- Churn connected to technical tickets and originating salesperson
- Feasibility checklist and commission tied to retention
- Subscriber base grows by 480 per month with lower acquisition pressure
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