Challenge
A global fintech saw mid-tier churn spike after a packaging change. CRM and product analytics showed who left — not why, and not what price/feature bundle would retain them.
Price fit
Feature gap
Support
CRM showed churn timing; fieldwork revealed driver hierarchy.
Insight
Two-week deadline
Renewal cycles locked in 14 days after kickoff. The engagement had to produce a decision-grade recommendation — not an exploratory readout.
Leadership needed a decision in two weeks before renewal cycles locked in.
Approach
Forward-Deployed Researchers framed the decision tree: retain vs. downgrade vs. churn drivers by segment. Bundl AI Caller ran adaptive interviews in six markets with laddering on value drivers.
Decision tree mapped to sampling, instruments, and triangulation plan.
847
Interviews
6
Markets
5
Languages
Adaptive interviews surfaced the language of value and price fit. Conjoint quantified trade-offs on packaging tiers with realistic bundles. U&A sized the addressable retention opportunity. Member checking validated the top three churn narratives before synthesis.
Conjoint and U&A quantified trade-offs on packaging tiers. Member checking validated the top three churn narratives before synthesis.
Result
Mid-tier packaging was revised with explicit feature bundling tied to validated willingness-to-pay. Leadership signed off with graded confidence and full provenance.
Revised tier sat at validated price ceiling — not sales opinion.
“We finally had evidence for a packaging change — not another debate between sales and product.”
Insight
$2.4M ARR retained
Projected retention from revised mid-tier packaging, validated against conjoint willingness-to-pay and U&A sizing. Cycle time from kickoff to signed recommendation: 11 days.
Projected $2.4M ARR retained; cycle time from kickoff to recommendation: 11 days.
