Situation:

“Look at the massive clients drop. They are not leaving us, they’re deserting the app. Exactly 2 months after opening their account. I’ve tried everything and nothing seems to work!”

The bleeding of clients was going on for few weeks when we met with the Senior Product Manager.

The company, offering future parents, mostly mothers, personalized content and doctor advice about pregnancy and parenting was already in series B round, and couldn’t afford to lose clients.

We had a quick exchange about what they were already doing to retain clients, and what they were doing since the hemorrhage started.

As a result to our conversation, the Senior Product Manager acknowledged with a smile how he was contributing to the problem: sending messages to new moms once a day and then twice, and now up to 3 times a day, was not the best idea.

By bombarding them with unrequested information and commercial messages, the company was simply betraying its core mission to help future parents. As a consequence or trying so hard to stay in touch, they were upsetting them.

No surprise so many of them were ending up offloading the app.

Solution:

The intention of the company to keep in contact with its clients and eventually generate business was understandable and legitimate. The way they were doing it was causing the trouble.

In the particular moment of giving life and in the turmoil of the first days and weeks, moms were simply expecting a delicate and understanding support. Not to become the target of commercials 3 times a day.

The solution came up quickly: slow down the messages frequency, request upon creation of the client account, permission to send offers, adjust the content of all messages to the specific moment clients were facing, and let them decide how often they would like to hear from the company.

After that, not only the hemorrhage stopped within few weeks, but the number of new clients increased dramatically and the “normal” drop-off tumbled down.

Comments:

In order to resolve the bleeding of clients, the Product Manager needed first to step out of a pure “tech” approach, second to get a clear picture of what the system was creating, accept that the company had a responsibility in creating the problem and third think differently about the expected outcome and how it could be reached.

Insisting on what was already not working couldn’t be the solution. Specially when he was locked in his data analysis.

Doing things differently often requires a fresh perspective; it is easier to get one when someone is holding the process for you.

Are your messages going through the way you want?