I wonder about measuring something related to both engagement and disengagement.
Some customers will disengage because they're not going to be a customer, never were, and it just wasn't going to happen. Recording that type of disengagement and saying "oh no that's bad" is a mistake.
I think they do sort of address that with "We charge users a fee, albeit nominal, to sign up.". That seems to narrow the field a great deal and seems useful to find the folks who are good potential customers. Very nice.
I've worked at so many B2B places where they chase big company or rando crap company for business and you can just tell that "These guys are not a good fit, if they walk that's not bad, it's good." But measuring that / understanding it is hard.
Related story. I recently heard about a perspective customer, a big company, could be a lot of revenue. But then I found out they pretty much ran on spreadsheets emailed to each other, had a whole staff whose job it was (as I understand it) was to be a human form of "git" to rectify conflicts as they got emailed around... and the spreadsheets were never right anyway. That was just the tip of the iceburg. A demo call involved the folks at this big company arguing over what they even DO now... just the most basic things. It was ugly.
The issue is we're a small company and these guys needed a consultant to come in, be the bad guy, tell everyone what to do (and take all their money) and probably fail at it before their management really realizes what is going on ... thankfully they passed on us.
I wonder about measuring something related to both engagement and disengagement.
Some customers will disengage because they're not going to be a customer, never were, and it just wasn't going to happen. Recording that type of disengagement and saying "oh no that's bad" is a mistake.
I think they do sort of address that with "We charge users a fee, albeit nominal, to sign up.". That seems to narrow the field a great deal and seems useful to find the folks who are good potential customers. Very nice.
I've worked at so many B2B places where they chase big company or rando crap company for business and you can just tell that "These guys are not a good fit, if they walk that's not bad, it's good." But measuring that / understanding it is hard.
Related story. I recently heard about a perspective customer, a big company, could be a lot of revenue. But then I found out they pretty much ran on spreadsheets emailed to each other, had a whole staff whose job it was (as I understand it) was to be a human form of "git" to rectify conflicts as they got emailed around... and the spreadsheets were never right anyway. That was just the tip of the iceburg. A demo call involved the folks at this big company arguing over what they even DO now... just the most basic things. It was ugly.
The issue is we're a small company and these guys needed a consultant to come in, be the bad guy, tell everyone what to do (and take all their money) and probably fail at it before their management really realizes what is going on ... thankfully they passed on us.