This is a good article. I have a few issues with price-reduction for existing customers, though, that I want to highlight. I think it's fantastic that OP got the desired results on customer churn, which was his goal - but I'd categorize pricing changes as "gray hat" retention improvement with regard to the overall health of his business and future revenue. Here's why:<p>On price specifically: In a subscription business like this one, you have to meet a minimum utility requirement in each month that a customer is able to cancel if you want to retain customers. Each customer's minimum utility is different and could even be comprised of different factors/features depending on the breadth of the product offering. But there is one factor that cuts across all of them: price. A significant element of churn is price because the initial purchase thrill may decrease over time and result in customer cancellation requests at a certain point in their lifecycle. So, cutting price is kind of an easy way to reduce churn in a subscription model...particularly because people bought in at X and are now paying fractional X. Boom - happy customers. Also, price-cutting is habit-forming, and the customers who received a reduced price will come back asking for more reductions in time.<p>On features: Multiple times, I've seen the "get more people using our product" as a good way to reduce churn. I won't comment on permission customer marketing and whether or not what OP did was legal, but the results of a feature like this are great, and seems like he added more than just this one. He added improved functionality and invested in his product at reduced prices - great deal!<p>On onboarding & cohort analysis: OP was right to focus on onboarding features and adoption to improve stickiness among new cohorts. He would have also been smart to raise the price for new customers if he materially improved the product (which it sounds like he did). Over the same time period, he could have had newer cohorts of higher paying customers, making the older ones less important to the financials of the business. By "hiring" higher priced customers to increasingly recent cohorts and continually "firing" older-lower-priced customers, the balance of his revenue would have shifted to these newer, more valuable customers over time, making the older-less-happy customers less important to his business. That's how you really turn the crank on a subscription business, and if your onboarding is good enough to continually improve retention in new cohorts, you've really nailed it.<p>Overall, I don't mean to be overly critical of OP's choices. I aim to highlight where optimizing for customer churn alone can harm the financials of the business, particularly around price-cutting for existing customers. He's doing lots and lots right with his cohort analyses, onboarding improvements, and assumptions about churn impact of new features. However, we're in business to make money, so these have to be balanced with the health of the business itself.