When analyzing usage statistics for information to help with retention, I believe you need to look at usage by segment. Identify your Super Users as outliers – and segment them accordingly. You do want to keep them – they help you innovate, but look at them separately so that their behavior doesn’t impact thinking about the other segment of users. Then look at what the majority of the people are doing on the system. Try to make what they are doing as easy as possible. Though either the product or service solutions.
I find sometimes, people in business will almost go out of their way rather than take in bad feedback. The average person, in wanting to avoid conflict, will sometimes give a pat answer rather than discuss real reasons for stopping doing business with you. No one likes to talk about negatives. No one likes to deal with rejection. So customers vote with their feet, rather than give you constructive feedback as to why they have left.
An early focus on achieving scale takes away from the initial priorities of discovery and validation – achieving product / market fit and then subsequently problem / solution fit. If a company scales without nailing operational efficiencies then they can lose control over customer acquisition costs and operational costs. The more customers you have, then the harder it can be to actually identify the need for and perform necessary pivots.
I believe that strong customer engagement requires the ability to build trust based relationships with customers through delivering on managed expectations. This is basically a lot of words for saying that I believe you need to “walk the talk”. For me the building of the relationship must have its foundation in the trust that I will let the customer know what I intend to do for them and then doing it.