by You may or may not use customer sentiment to keep an eye on the road ahead and what might be lurking around the corner. Here’s a view from the Substribe files, where we have 1000 data points across B2B information services from the customer sentiment tracking across different types of customers (seniority, function, etc).
A customer scoring 10 out of 10 on satisfaction. Would recommend to anyone. Genuinely liked the product and the team behind it.
Their ‘must have’ score — how essential the subscription felt to their work — was a 6.
They were almost apologetic about it. The conversation felt like a break-up where someone says, ‘It’s not you, it’s me. You’ve been brilliant. I’ve just… moved on.’
Every traditional signal said ‘healthy account.’ And yet, quietly, the need was fading.
This is the churn pattern that most B2B subscription businesses can’t see coming. Not because the data isn’t there, but because they’re looking at the wrong things.
The lifecycle view and what it misses
There’s a common way of thinking about why customers don’t renew. It maps neatly to lifecycle stages — activation, engagement, mid-life, renewal — with a behavioural reason at each step. The customer doesn’t feel value quickly enough. They feel guilty about not using it. They get bored. They don’t feel valued at renewal time.
It’s tidy. And if you’re a consumer or SaaS subscription where one person logs into one platform, it probably holds up.
But it doesn’t describe what I see across B2B subscription businesses.
In B2B, you’re serving an organisation, not a person. And organisations don’t experience subscriptions the way individuals do.
Think about who’s actually involved. There’s the person who signed the contract – often a senior leader who saw a strategic need. There’s the person who manages the relationship day to day. And there are the people who actually use it – logging in, pulling data, reading reports, attending events.
These are different people with different needs, and they judge the subscription against different things.
When someone talks about not feeling value fast enough at activation, that assumes one person with one expectation. But what if the person who signed up expected strategic intelligence for board-level decisions, and the person who logs in on day one finds a data platform that needs configuring? That’s not a speed-of-value problem. It’s a gap between what was sold and what gets experienced – and different people in the organisation are on each side of that gap.
Why ‘boredom’ isn’t the mid-life risk
The idea that customers leave mid-contract because things aren’t exciting anymore only works if content consumption is the main value. If the reason someone subscribes is to watch, read, or listen, then yes, freshness matters.
But B2B buyers don’t all subscribe for the same reason, and most of those reasons have nothing to do with excitement.
Some people subscribe because it gives them influence. They use the data and research to shape how their industry thinks. They don’t need the product to be exciting. They need it to keep them ahead – to give them something their peers don’t have. These are the people who speak at events, publish thought pieces, and use your intelligence as ammunition. They’ll renew as long as the subscription keeps them credible. They might not even log in that often.
Others subscribe because of the people. The peer network, the roundtables, the connections. The content is a conversation starter, not the point. They’ll stay as long as the community is alive and the right people are in the room. Their mid-life risk isn’t boredom – it’s the group going quiet.
Then there are people who subscribe to build specific capability. They want structured learning, frameworks they can implement, evidence they can take to their teams. They don’t need novelty. They need the next level to open up. If they’ve learned everything the subscription offers and there’s nowhere deeper to go, they’ll leave – not because they’re bored, but because they’ve finished.
And some subscribe purely for operational efficiency. Save time, get answers faster, benchmark against peers. They need to see the numbers improving. If efficiency gains plateau, they start questioning the spend.
These aren’t theoretical categories. They’re real patterns I see across subscription businesses. And here’s what makes it more complicated: people don’t stay in one mode. A CEO who usually subscribes for the network might join a technical problem-solving session with people who aren’t their peers — if the problem is urgent enough. A data analyst who subscribes for operational efficiency might suddenly care about influence when they get promoted.
A single lifecycle journey can’t capture this. Different people in the same account, with different needs, shifting between modes depending on what’s happening in their world.
‘It’s not you, it’s me’
Back to that 10/10 satisfaction, 6/10 ‘must have’ customer.
Two things can cause this pattern, and they’re easy to confuse but need completely different responses.
The first is quiet decay on the provider’s side.
Friend of Substribe, Jon Clay is a data product leader at Keyloop AI. Jon’s research into data product lifetime value – studying senior leaders across multiple industries managing products worth millions to hundreds of millions in recurring revenue – found something that should worry every subscription business. Without active lifecycle management, products naturally lose their edge over time.
The initial differentiation fades. Competitors catch up or the market shifts. What was once proprietary becomes ordinary. The product that answered questions nobody else could starts answering questions everyone can.
Jon Clay identified specific things to watch for. Is the product still giving customers something they can act on immediately, or has it drifted back to providing raw information that needs work before it’s useful? Can competitors now do what you do? Is the content still being improved based on what customers actually need, or has the roadmap become internally driven?
When these things slip – and they slip quietly, over years not months – the product slowly becomes less essential. Satisfaction stays high because the experience is still good. But the ‘must have’ score creeps down because the need is less urgent.
This is the provider failing to keep the product ahead of the customer. It’s fixable – but only if you’re watching for it.
The second is the customer getting better.
This is the one that catches people out.
The customer did exactly what your solution helped them do. They built capability. They hired the right people. They developed internal processes. They got good at this.
And now they’ve outgrown you.
Their problem has changed. They went from needing to build a capability to needing to run it at scale. Those are different problems. The first one needed external help — frameworks, intelligence, peer support. The second one needs operational infrastructure that lives inside their organisation.
Your subscription was brilliant for where they were three years ago. It’s just not where they are now. That’s why they score you 10 on satisfaction and 6 on ‘must have.’ The gratitude is real. So is the declining need.
Why the usual signals won’t help
If you’re tracking engagement, login frequency, and content consumption, you won’t see either of these patterns coming.
The decay problem looks fine on the surface – people are still using the product. But they’re getting less from it each year, and the gap between what they pay and what they feel they get is slowly widening. By the time it shows up in a renewal conversation, it’s too late.
The customer growth problem is even harder to spot, because the customer is doing well. They’re engaged. They might be your best reference. They’re just quietly building the capability to not need you.
The signals are different depending on what type of buyer they are. A strategic buyer who’s outgrown you stops referencing your content in their industry contributions — they’ve developed their own point of view. A network-focused buyer starts building their own peer groups outside your community. A capability-builder has implemented your frameworks and is now teaching them to their team without your help.
None of these show up as declining logins or missed events. The traditional lifecycle view can’t see them.
What to look for instead
Rather than tracking a single customer journey through lifecycle stages, B2B subscription businesses need to understand five things in sequence.
First: what problem is the customer actually trying to solve? Not what you think they should be solving. What’s keeping them up at night, and has that changed since they first signed up? If their world has moved on and you haven’t noticed, everything else you do is built on a shaky foundation.
Second: does your product still solve that problem effectively? Not ‘is the product good’ – is it good for the problem they have now? A product can be excellent and still be solving yesterday’s problem.
Third: can the customer prove the value inside their organisation? This is where the ‘must have’ score lives. If the person who controls the budget can’t explain why the subscription matters – in their own words, not yours – renewal becomes a price conversation.
Fourth: are you capturing the value you’re creating? Sometimes the product works, customers get results, but your pricing doesn’t reflect it. Or sometimes you’re giving away value that you should be packaging differently.
Fifth: can your team execute all of this consistently? Because even if you’ve got the first four right, inconsistent delivery will undermine it. More importantly, can they increase the % of Ideal Customers (ICP) in your pipeline and expansion pursuit list – that’s critical because the industry average is 23% ICP. Where else would accept a near 80% error rate in their operations?
The order of the elements to diagnose where to intervene matters. If the customer’s problem has changed and you haven’t noticed, improving your product features won’t help. If the product doesn’t solve the right problem, better customer success won’t save the renewal. You have to work through them in sequence.
The honest conversation
That 10/10 satisfaction, 6/10 ‘must have’ customer? There were really only three options.
Evolve the product to serve where they are now – not where they were when they signed up. This means understanding that their problem changed and building something that matches their new reality.
Recognise the graduation and help them leave well. If they’ve genuinely outgrown what you offer, letting them go gracefully – and keeping that referral relationship strong – is worth more than a forced renewal.
Or spot it earlier. Understand what type of buyer they are, watch for the signals that their needs are shifting, and introduce the next-level offering before the ‘must have’ score drops.
That last option is where the real opportunity sits. But it requires knowing your customers well enough to see the shift before they feel it themselves.
B2B subscriptions are messier, more human, and more interesting than a lifecycle stage model suggests. And the ‘It’s not you, it’s me’ conversation is one of the most valuable signals you’ll ever get – if you know how to read it.
Substribe is powered by the Substribe Brain – it’s a human first approach using AI trained on the performance framework shaped by the expert network and inner circle of subscription leaders. It improves every week. Andy Burden uses it to diagnose, help teams decide on the next best intervention, and to adapt frameworks to create contextually relevant action plans done with teams, not to them. He does this to increase customer value and improve the recurring revenue quality and economics of his client’s business.
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