Customer research call guide

Customer Interview Guide: Why Are Customers Leaving?

Owner: Staff PM | Calls: 12 × 45 min, over three weeks | Readout: before the exec decision in four weeks

1. Learning goals

1. Timing: When did the customer first consider leaving, and what was happening then (signing, go-live, first 90 days, renewal)? This tells us whether churn is decided early or late.
2. Reasons, in their order: What were the reasons for leaving or staying, ranked in the customer's own words, before we prompt anything?
3. Automation: Are they automating their floor, which systems do they need Crate to connect to, and was that gap a blocker or a workaround?
4. Implementation: Where did time go between signing and daily use, and who was waiting on whom?
5. Alternatives: What did they evaluate instead, and what did that option do better?

2. Changes to the plan (please read before the calls start)

1. Ana should not run calls with accounts she knows. Personal relationships make candid criticism less likely, and Ana is the sponsor of Bet A. She can provide introductions and read the notes afterward. Neutral interviewers run those four calls on accounts she doesn't manage.
2. The plan implies 24 conversations, not 12. Each account has two contacts. I propose 12 × 45-minute calls with the operations manager on every account, plus a 20-minute executive call (VP/COO) on as many accounts as we can reach, aiming for six.
3. Rebalance the sample. Churned accounts are 9 of the 12 calls, and the at-risk sample is weighted toward accounts in renewal talks (see point 4). Within the churned group, make sure we have at least three go-lives over 90 days and three under 90, and at least three accounts running automation and three that aren't. Without this spread, we can't tell robotics from implementation.
4. Renewal talks distort at-risk answers. Five of six at-risk accounts are negotiating renewals with discounts on the table. Customers will say what helps their negotiation, and we can't fully control for that. Treat at-risk answers as evidence of current pain, not reasons for churn. If possible, swap two at-risk accounts for churned accounts from months 9–12 of the exit survey window.
5. Pull data this week, not after the calls. Get churn-notice dates, go-live dates, and integration usage for all 41 churned accounts. This lets us test the timing question quantitatively.
6. Don't treat the exit survey as proof. Missing features was the first option, the "Other" box was almost empty, and the question forced one answer. The 46% doesn't tell us it's robotics. Use these calls to check it.
7. Agree the decision thresholds now (section 5), before we hear anything.

3. Questions and timings

Opening (3 min), verbatim: > "Before we start, may I record this? It's for internal research only, and I'll share unattributed summaries. You can stop at any point. We're not selling anything today, and I can't discuss pricing, offers, or product plans. I want to understand what happened for you."

A. Context (5 min) - Walk me through your warehouse operation and your role in it. - What does Crate do for you day to day, or what did it do before you stopped using it?

B. The timeline (12 min) Most important block. Get dates. - Walk me through the last time you were seriously considering leaving [or: seriously worried about the relationship]. When did that start? - What was happening at that point? Who was involved? - When did it become a real decision? What triggered it? - Probe for dates: "Roughly which month was that? What was going on at go-live?"

C. Reasons, unprompted (8 min) Don't mention robotics yet. - Looking back, what were all the reasons, in order of importance? - What made the difference between staying and leaving? - If we'd fixed one thing, would you have stayed? - What did you look at instead? What did it do that we didn't?

D. Automation (7 min) Only after block C. - What has changed on your floor over the past two years? Any carts, pick-assist robots, or other automation? - Which systems does Crate need to connect with? How did your team work around the gap? - Was that a blocker, or a nice-to-have? - Did anyone raise it in a renewal or evaluation discussion?

E. Implementation (8 min) - How long did it take from signing to your team using Crate daily? - Where did the time go? Who was waiting on whom? - When did your team first feel it was working?

F. Close (5 min) - If you were us, what would you fix first? - Is there anything I should have asked?

Executive variant (20 min): Spend the time on blocks A, B, and C, plus: how the decision was made and who approved it; what they evaluated; how automation fits into their operating plan for the next 12 months; and what they told their team about Crate.

At-risk variant: Replace "what made the difference between staying and leaving?" with "what's working well today and what's getting in the way?" Do not ask about renewal, pricing, or whether they plan to stay.

4. Guidance for interviewers

• Two people per call: one leads, one takes notes. No one from Sales or Customer Success on the call.
• Don't name robotics, the 46% figure, or our hypotheses. Don't ask leading questions ("Isn't it frustrating that…?").
• Ask about specific past events, not hypotheticals ("Would you use…?"). Ask "What else?" until they run out.
• Let silence work. Don't fill it.
• Don't promise anything. If asked about features or fixes: "I'll pass that on, but I can't say what we'll build."
• Pricing or discounts: Don't engage. Say "I can't discuss that today. I'll make sure your account team knows you raised it." Record their words verbatim and tell Customer Success after the call. CS owns the follow-up.
• Debrief within two hours. Fill in one template: go-live and churn dates, reasons in the customer's order, whether robotics came up unprompted or after a prompt, implementation duration, and up to three verbatim quotes.

5. What we'd need to hear

Thresholds are directional. Twelve calls can't prove anything, but they can show whether a theory holds up.

Back Bet A (robotics integrations) if: - At least 5 of 12 name a specific automation system that Crate can't connect to as a primary reason for leaving or evaluating alternatives. This should come up in block C or D, not only after prompting. - At least 3 say the integration would have changed the outcome. - The decision to leave happened late in the contract, not during implementation. - Churned accounts that ran automation churned for reasons that match the exit survey.

Back Bet B (faster implementation) if: - At least 5 of 12 say the decision started during go-live or in the first 90 days. - They name specific bottlenecks: data migration, configuration, waiting on our team, or connecting to their existing systems. - At least 3 say faster go-live would have kept them. - In the pulled data, go-live time separates churned accounts from retained ones more sharply than automation does.

Back neither if: - Reasons are spread across price, service, reporting, or other issues, with no dominant theme. - Robotics comes up, but few customers have automation projects planned in the next 12 months. - Implementation was slow, but the decision to leave was made at renewal for unrelated reasons. - The real driver is weak executive sponsorship or a lack of internal champions, which neither bet addresses.

If neither bet is backed, the readout should say so directly and name the pattern that did emerge. Don't force a choice between A and B if the evidence points elsewhere. If the evidence supports both, the readout should say which has stronger support and what would change that conclusion.

Customer Research Guide: H2 Strategic Bets (Robotics vs. Implementation)

To: Executive Team From: Staff Product Manager, Crate Date: Today Subject: 3-Week Customer Research Plan for H2 Resource Allocation (12 Calls)

---

Executive Summary & Plan Adjustments

In four weeks, the executive team will decide where to allocate both engineering squads for the next half. Ana believes we are losing customers because we lack warehouse robotics integrations (Bet A). Marcus believes we are losing them because our implementation cycle is broken and slow (Bet B).

The exit survey heavily favors Ana’s view (46% cite missing features/integrations), but UX research 101 teaches us that exit surveys are structurally flawed. Listing "missing features" first creates primacy bias, and the survey failed to capture temporal dynamics—specifically, when the decision to leave was made. Meanwhile, our internal data tells a damning story: our median time to go-live is 94 days (vs. 45 promised), and customers crossing 90 days churn at $2.4\times$ the rate.

We have 3 weeks to conduct 12 interviews (45 minutes each) to uncover the truth.

Critical Plan Adjustments (Read Before We Start)

1. Split the Interviewees by Persona, Not Account: The original plan called for interviewing both the Ops Manager and the VP/COO on the same accounts. In 45 minutes, splitting time between a daily user and a high-level signer dilutes the insight. Instead, we will interview Warehouse Ops Managers to understand day-to-day friction (Implementation, UI, operational bottlenecks) and VPs of Ops / COOs to understand strategic drivers (ROI, contract expectations, robotics, and when the churn decision was actually made).
2. Revise Ana’s Participation: Ana wants to run 4 calls with former customers she knows personally. We must advise against this. Founder-led interviews with churned customers carry massive politeness bias; customers will pull punches about implementation failures or invent reasons to let Ana down gently. Ana should observe these calls anonymously or listen to the recordings, but an unbiased PM or User Researcher must conduct them.
3. Guardrails for At-Risk Accounts: Five of our six at-risk accounts are in active renewal talks with CS discounts on the table. Interviewers are strictly prohibited from discussing pricing, commercial concessions, or our product roadmap. We are strictly here to diagnose reality.

---

Learning Goals

1. The Churn Timeline: Determine the exact month the customer mentally decided to leave. Did they decide during a painful 90+ day onboarding (supporting Bet B), or later when evaluating modernizing warehouse automation (supporting Bet A)?
2. The "Missing Features" Audit: Deconstruct the 46% exit survey metric. When respondents checked "missing features/integrations," were they missing critical WMS functionality (e.g., wave planning, inventory accuracy) or specifically robotics middleware?
3. Implementation Reality Check: Measure the operational impact of our 94-day median go-live time. Did the delay create cash-flow/trust erosion that doomed the account before day one, regardless of subsequent features?
4. Robotics Urgency: For customers who mention robotics, are they actively deploying autonomous carts today, or is it a 3-year roadmap item they use as a stick to beat us with during negotiations?

---

Interview Guide: Two Personas

Persona 1: The Daily User (Warehouse Operations Manager)

Focus: Implementation friction, daily utility, operational roadblocks.

• 00:00–03:00 | Intro & Permission:
• "Thanks for taking the time. I’m [Name] from Crate. We’re doing research to figure out where we failed our customers and how we can improve. I am strictly here to learn about your experience—we won't be talking about pricing, renewals, or selling you anything today. Do I have your permission to record this call for internal notes?"
• 03:00–12:00 | Day-to-Day Workflow & Reality:
• "Take me back to your first 30 days using Crate. What did the day-to-day onboarding look like?"
• "How long did it actually take for your floor team to feel comfortable using Crate without holding their breath?"
• "What was the most painful workaround your team had to invent during your first three months?"
• 12:00–25:00 | The Implementation Experience (Bet B Probe):
• "Our data shows it takes about 90+ days for most warehouses to go live on Crate. What was your experience? How did those delays affect your team's stress levels and your relationship with our implementation team?"
• "Looking back, did the slow start permanently damage your trust in the software, or did you bounce back once things were running?"
• 25:00–35:00 | Equipment & Floor Integration (Bet A Probe):
• "What automated hardware or mobile carts are running on your floor today? How do they talk to Crate, or do they?"
• "When a pick-assist cart or AGV moves through your warehouse, where does the process break down between the robot and Crate?"
• 35:00–42:00 | The Breaking Point:
• "Think about the moment you realized you wanted to leave Crate (or started looking at alternatives). What happened on the warehouse floor that week?"
• 42:00–45:00 | Wrap-Up:
• "If you could wave a magic wand and change one thing about your onboarding or your day-one experience with Crate, what would it be?"

---

Persona 2: The Decision Maker (VP of Operations / COO)

Focus: Strategic expectations, ROI timelines, contract promises, and robotics strategy.

• 00:00–03:00 | Intro & Permission:
• "Thanks for joining. I’m [Name] from Crate. We’re reviewing why customers leave us to make radical changes to our roadmap and processes. I'm not here to pitch you or talk commercial terms—just to understand your true experience. May I record this call for note-taking purposes?"
• 03:00–10:00 | The Purchase & Promise:
• "When you signed with Crate, what was the primary business problem you needed solved in your first 6 months?"
• "What timeline were you given for go-live during the sales cycle, and how did reality compare?"
• 10:00–22:00 | Implementation & Time-to-Value (Bet B Probe):
• "For a mid-size 3PL, cash flow and client onboarding speed are everything. How did Crate's onboarding timeline impact your ability to onboard your own end-clients?"
• "At what point in your first year did you officially consider the implementation 'failed' or deeply troubled?"
• 22:00–34:00 | The Robotics Mandate (Bet A Probe):
• "Let’s talk about warehouse automation. How central are autonomous carts or robotics to your strategy today versus three years from now? Are you actively running them?"
• "When you evaluated staying vs. leaving Crate, how heavy was the absence of robotics integrations in that final calculus? Was it the straw that broke the camel's back, or a nice-to-have?"
• 34:00–42:00 | Uncovering the Timeline:
• "Looking back at the lifecycle of your account, when did you mentally check out and decide you wouldn't renew? Was it during implementation, or months later?"
• 42:00–45:00 | Wrap-Up:
• "If Crate could fix only one thing—either our onboarding speed or our hardware/robotics connectivity—which one would have saved your account?"

---

Decision Criteria: What We Need to Hear

To make our final recommendation to Ana and Marcus, we will evaluate the 12 calls against the following thresholds:

Backing Bet A (Robotics Integrations)

We back Bet A only if: 1. VPs/COOs explicitly state that the lack of robotics was the primary, active catalyst for churning (not just a grievance listed in a post-hoc survey). 2. Churned customers are actively utilizing or piloting autonomous hardware today that could not function with Crate, resulting in operational deadlocks. 3. The exit survey's 46% "missing features" bucket is proven via interviews to be overwhelmingly about hardware/robotics connectivity rather than core WMS gaps (e.g., billing, inventory tracking).

Backing Bet B (Implementation Rebuild)

We back Bet B only if: 1. Interviews reveal that the 90+ day onboarding process created an insurmountable trust deficit; customers felt abandoned and never recovered faith in the product, rendering subsequent features irrelevant. 2. Daily users report that the complexity of setup and configuration was the primary driver of operational frustration, overshadowing missing integrations. 3. Churned customers admit they mentally checked out during or immediately after the botched implementation window, long before robotics ever entered the conversation.

Backing Neither (The Pivot Option)

We back Neither if: * The qualitative data shows a split narrative where both bets are symptoms of a deeper root cause—such as core WMS unreliability, pricing/value misalignment (17% in exit survey), or poor account management—meaning that building robots or speeding up a broken implementation will simply churn customers faster down a different path.

Crate churn research: executive pre-read and interview guide

Decision: Allocate two squads next half to robotics integrations (A), implementation rebuild (B), or neither if the evidence does not justify either.

Research stance: Test both explanations, not confirm either executive’s account. These interviews can reveal mechanisms and decision timelines; they cannot estimate their prevalence across 340 customers or prove causality.

1. Learning goals

1. Reconstruct the departure process: When did concerns emerge, when did leaving become likely, and when was the decision effectively made?
2. Identify consequential problems: Separate reasons volunteered after leaving from problems that materially changed warehouse outcomes and the buying decision.
3. Test Bet A: Was a specific robotics incompatibility a binding obstacle? Would addressing it have plausibly retained the account?
4. Test Bet B: Did implementation delay prevent value, damage trust, or trigger departure? What caused the delay, and could Crate control it?
5. Find alternatives and interactions: Price, service, reliability, business changes, or other missing capabilities may dominate. Robotics work may itself complicate implementation.
6. Connect learning to an investable scope: What could two squads deliver next half that would address the demonstrated retention mechanism?

What the existing evidence does—and does not—say

• The exit survey’s broad integration category, single-choice format, first-position placement, and sparse free text do not establish robotics as the cause.
• The 2.4× churn association makes implementation worth investigating, but complexity, customer readiness, or other factors could drive both delay and churn.
• Three competitor moves and nine lost deals indicate a robotics opportunity; acquisition losses are not evidence of a retention mechanism.
• Unknown decision dates make chronology essential.

2. Changes to the call plan

Resolve the arithmetic: Twelve separate interviews cannot cover twelve accounts with two roles each. Use six accounts × two separate role interviews = twelve 45-minute calls.

Recommended mix: Four churned accounts and two at-risk accounts. This reduces reliance on renewal negotiations while retaining a prospective view. Findings will be depth-oriented, not representative.

Select accounts from the full CRM population, not executive contacts or survey answers alone:

• Across churned accounts, include slow and faster implementations, first-year and later departures, and robotics-exposed and non-exposed customers.
• Include at least one confirmed move to a robotics-enabled competitor and one slow implementation without an apparent robotics need.
• For at-risk accounts, prefer one with active automation plans and one with implementation/value-realization problems. Include the non-renewal account if suitable.
• Seek contrasting retained accounts through existing operational data, even though the call budget does not cover them.

Recruit both the daily warehouse operations manager and the contract-signing VP Operations/COO. If the original signer has left, recruit someone directly involved in the departure or renewal decision and document that substitution.

Ana should not lead calls with her personal contacts. Use a neutral interviewer without renewal responsibility. Ana can help recruit; observing requires explicit customer consent. Her existing conversations are useful leads, not independently verified findings.

CS should introduce research as separate from renewal discussions, then step out. Participation must not affect commercial treatment.

3. Interview guides: 45 minutes each

Use the relevant role column. In every section, distinguish direct experience from hearsay. Ask broad questions before naming either bet.

Status-specific wording

• Churned: Ask what the replacement actually delivered, whether it went live, and whether the cited problem improved—not merely what the competitor promised.
• At-risk: Ask what has already happened, current unresolved consequences, and what would cause escalation or departure. Do not imply a departure decision exists. Distinguish funded plans from aspirations.

4. Guidance for interviewers

• Begin with recording permission; record only after consent. Explain that this is research, not a support, roadmap, or renewal discussion.
• Do not discuss prices, discounts, or roadmap commitments. If raised, acknowledge without probing commercial terms: “I can’t discuss that here; your account team handles commercial conversations.” Record volunteered price concerns as an alternative explanation.
• Avoid “Did missing robotics make you leave?” and “Would faster onboarding have saved you?” Start with events; use counterfactuals only afterward.
• Ask for concrete examples, dates, artifacts, and consequences. “It was painful” is not yet a mechanism.
• Do not defend Crate, disclose executive hypotheses, or offer fixes.
• Interview roles separately before reconciling accounts. Treat disagreement as evidence, not an error to erase.
• Use a note-taker and common template: timeline, problem, consequence, decision link, alternative explanation, evidence source, and confidence. Count accounts, not two interviewees as independent votes.

5. Evidence required for the decision

Back A: robotics integrations

Look for a repeated chain across independent accounts:

Committed robotics deployment → specific missing connection → material operational/business constraint → documented role in departure or credible near-term risk.

Stronger evidence includes decision-maker confirmation, pre-decision correspondence, and a replacement that solved the problem. Match the implicated vendors/workflows to current customer exposure. Before funding, establish that a feasible integration scope could address meaningful retention risk next half.

Mentions of “automation,” hypothetical plans, or competitor marketing are insufficient.

Back B: implementation rebuild

Look for:

Crate-controllable implementation bottleneck → delayed usable value or broken operational commitments → loss of confidence/avoidable cost → departure decision before value realization.

Seek repeated bottlenecks, role-level corroboration, and contrasts with faster implementations. Validate the mechanism against the full cohort, accounting where possible for complexity and customer readiness. Identify changes two squads could deliver; do not assume a wholesale rebuild is necessary.

Back neither—or declare the result inconclusive

Neither is justified if dominant causes lie elsewhere, robotics demand is narrow or speculative, delays are largely outside Crate’s control, or either intervention arrives too late to affect retention. If interviews remain contradictory or unsupported, report insufficient evidence, not “neither causes churn.”

Compare both bets on reachable ARR at risk, evidence strength, controllability, delivery feasibility, and time to impact—not mention counts.

6. Three-week execution

• Week 1: Audit cohorts and timelines, recruit, pilot one role pair.
• Week 2: Complete remaining interviews; synthesize after each pair without changing standards to favor an emerging winner.
• Week 3: Verify discrepancies, triangulate with records, assess engineering scope, and prepare the decision memo with supporting evidence, counterexamples, uncertainties, and a recommendation.

Do not commit two squads merely because one story sounds more persuasive.