Customer Churn Analysis Deck

About this template

Not a slide that announces the churn rate

Twelve slides that take churn apart: why customers left and what will be done about it, rather than the news that a number moved. It suits the churn item in a monthly metrics review, a quarterly diagnosis from a customer success team, or the evidence pack before a pricing change. Do not merge it with a marketing report on channels and campaigns — there is not one line about acquisition in this file, and every slide watches customers who are already inside on their way out.

Definition, cause, action — in that order

The agenda reads “Defining churn”, “Breaking down causes”, “Recovery actions”, “Retained cohort and churned cohort”, “Key metrics” and “Trend analysis”. The first three carry a divider and a body slide, and the sequence matters. Lead with actions and the audience interrupts to ask for the basis; skip the definition and the numbers themselves are challenged. To add an overall churn picture, duplicate a body slide with its divider and place it after the definition.

Pin the definition down first

Slide 4 reads “30 straight days inactive counts as churn”, “Pauses and cancellations counted apart” and “Refund cancellations excluded from the base”. A time rule, a status split and a base exclusion: with all three written down, the 4.7% later in the deck holds up. The reason a single company ends up with two or three different churn rates is almost always that these three were never agreed. If you change the definition, recompute the historical figures on the new one, or the trend breaks at the seam.

Split the reasons by survey answer

Slide 6 reads “Price 38% · missing features 24%”, “Contact changed 19% · moved to rival 11%” and “The 8% no-response covered by interviews”. The shares add to 100 on purpose — every departure has to land in a bucket. Deleting the no-response share inflates everything else, so leave it in. Slide 8 then attaches a different action to each reason: “Payment failures: retry notice within 3 days”, “Offer a lighter plan to price churners” and “Owner reaches out at 14 days inactive”. Pairing cause and action on one line is what turns the analysis into work someone does.

The comparison slide carries the cohorts

Slide 9 sets “418 retained at 6 months” against “176 churned at 6 months” and measures the same three things down both columns: “5 or more logins in week 1” against “1 or fewer logins in week 1”, 82% against 21% completing onboarding training, and six against two features used a month on average. Same items, same order, both sides — if they drift out of step it stops being a comparison and becomes two lists. Keep the population counts in the column headings; drop them and the first question will be about sample size.

The cards and the retention curve

The cards are 4.7% / “Monthly churn”, 312 / “Cancellations”, 5.2 / “Average tenure (months)” and 38% / “Share citing price”. The label states the unit, so leave the value as a bare number. Slide 11 charts 1 month 94, 3 months 81, 6 months 63 and 12 months 47 — retention falling by month since signup, not the monthly churn rate, which would only repeat the card. The steep segment of that curve is where an onboarding intervention belongs. Change the footnote under the chart to your real unit so it matches the values.

Before you present

• Say whether the reason shares come from survey responses or from an owner’s estimate. If they are estimates, label them.
• Look for recoverable churn such as failed payments hiding inside the headline number. That share has to be counted separately before an action falls out of it.
• Do not compare percentages without stating cohort sizes.
• Check that an owner and a due date appear somewhere before the closing line, “Start by counting why they left”.