Shadowing-Übung: How to Get Your Customers to Stay FOREVER - Englisch Sprechen Lernen mit Video

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22,265,736 total users on school as of today.

And to get that big, we had to know how to retain users.

And one of the biggest places we learned this from is the communities on the platform itself.

And so in this video, I'm going to break down what we've learned so far

that you can use to retain your customers longer in any recurring revenue business.

And this is a special shout out to the school and Sam.

I'm taking all the learnings that he put into school news, and I'm trying to make them public because I think they're awesome.

So number one is think of churn like a leaky bug net and then diagnose what's actually happening.

So your MRR, meaning your monthly recurring revenue, grows when new members are greater than churn members.

So for example, if you sell five people and you lose four, your MRR will grow.

If you sell five new members and five churn, your growth will be flat.

You begin declining when you have fewer new people than people who leave.

And so tactically, what you want to do is track those two numbers on a monthly basis, joins versus cancels, and then force yourself to label the businesses growing,

flat, or declining based on that.

That's thing one.

Thing two, you want to use retention benchmarks.

And so this way you can know if you're good.

And so I'll just give you the school platform averages.

Now, to be clear, this isn't churn for like an insurance premium or an alarm system.

But if you sell anything that is, I would say, a consumer service that's not like a home service, but just like a weight loss service or anything that you'd help somebody,

or a remote service, anything that's like an online service, these metrics will probably be much more correlated to what you're at.

And so the platform average across school is 80% monthly retention.

So said differently, it's 20% churn.

So 80% stay, 20% leave.

That's the platform average.

Now, the best groups have less than 10% churn, aka 90% retention month over month.

The not good groups have less than 70% retention, aka 30% or higher.

And so tactically, if less than 7 out of 10 people want to stay on a monthly basis, you probably need to work on your retention more than anything else.

It'll be the highest ROI lever.

Now, to put this in context, if you take your churn from 20% to 10%, or said differently, you take your retention from 80 to 90%,

you didn't just get a 10 or 12% boost, you got a double in the LTV per customer, meaning customers stay twice as long when you make that change.

And so one of the big things that people get confused about these small numbers is that the smaller the number, the bigger the change by percentages when you make these small tweaks.

And to be clear, this is all monthly in comparison to others, not in comparison to have like a sellable business or anything like that.

Real quick, I'm gonna show you the exact 10 stage roadmap from zero to 100 million plus

that less than 1% of companies finish, I've now done multiple times.

And so I can say with a lot of confidence

that these are the stages as headcount increases that you need to get through.

And I broke each of these down by eight different functions of the business, what the constraint feels like, like what are the symptoms of it when you're going through it, and then what steps we actually took to graduate.

And we've done this across software, physical products, service businesses, brick and mortar, all of this, and it works.

And it's my gift to you, it's absolutely free.

And so the link's in the description, but you just go acquisition.com forward slash roadmap, just enter your info and it'll spit it right back to you all free.

So number three is the biggest rule is that churn drops dramatically with time.

All right, so this is like, this is a very cool inference that Sam shared with me that I thought was really, really interesting.

So it's very easy to think, okay, my average churn is call it 10% a month.

But when you actually look at cohorts of churn, meaning people who are at their sixth month versus people who are at the second month versus third month,

et cetera, the averages across platform are also very different by month.

And so for example, month one to three are the highest churn.

So they're 20% plus during these months.

Now, if you keep someone 90 days, which seems to be the first kind of big churn drop-off point, it drops to around 10% or less.

And you're like, huh, that's kind of interesting.

It basically drops in half if you get people to day 90.

Now, by month six, so another 90 days after that, churn gets extremely low.

So it goes from like 10% to 2%.

All right, so a 5x decrease or a 5x increase in LTV, depending on how you want to see it.

And so the implications of this are huge because a lot of people will obsess, myself included, about like how do I get my monthly churn down over and over again.

An easier way to think about decreasing your churn is not how do I make this number go down, but how do I get someone to stay past day 90?

How do I get these people to stay past month six?

Because those become much more tactical in terms of like this is what I can do.

Now, to be clear, if your community your recurring revenue thing is less than 90 days old, then your churn is always going to be inflated because you haven't even gotten those customers who've made it past that point.

That would, over time, decrease your monthly churn.

If it's less than six months old, it's the same thing, just a little bit less.

And so to be clear, don't overhaul your entire business because your month one churn sucks.

That's normal for it to be higher than the other months, unless basically everyone's leaving, in which case, yes, you should go fix that.

All right, so that's number three.

And I think that one's like really, really big, and I wanna like hit on that.

Like, I would say if you had to focus on three tactics, have a very specific strategy for getting people past the first month, because that's the biggest month of churn.

So that's gonna come from activation, onboarding, expectation setting, selling the right promises on the front end,

showing up every day, making sure that you're providing content in that environment.

Day 90 is probably gonna have to deliver some sort of outcome, some sort of change in behavior for them.

Month six, it's usually them connecting with other people within that community.

All right, and so this is kind of as these things develop.

Now, number four, ask people why they canceled, and then look for the patterns.

So I would say earlier in my career, I would just like, when someone says, oh, it costs too much, I would just ignore them.

I'd be like, oh, they just don't understand the value.

But over time, I've learned to appreciate that like, I'll tell you a cool little thing.

Sam has the head of customer support sits right next to him in the whole office.

And the reason for that is because he wanted a very tight feedback loop between the problems that customers are experiencing, the reasons they're canceling, and the things that are getting built.

And that's why school is such a strong platform, is so good.

And so tactically, message people who are canceling and say, hey, why are you canceling?

And don't knee jerk on one response, to be clear.

Don't be like, oh, this one person canceled.

Look for patterns, collect enough feedback to see them.

And so tactically, you can create a simple DM script

and then you can tag the reason that people have in an Excel sheet.

So it could be like price, overwhelmed, not using, it's missing a feature, it's not what I expected.

And you can look at that and for every 20 cancels or so, review the top one or two reasons and then fix those.

Really tactical advice, please do this.

Number five, ask your best members why they stayed.

So we're asking the bad people why they leave, and we're asking the good people why they stay, and then do more of that.

So identify the longest tenured people, aka the most engaged members, and then ask them like, what made you stay?

What's the number one value that you get here?

And so then tactically, whatever shows up repeatedly becomes your kind of retention engine.

And so everything else after that is really optional.

And I wanna emphasize this point.

If you can only do one thing that gets people to stay, why would you do five?

And this is a lesson that took me too long to learn because oftentimes we believe that in order to fix things, we need to fix them through addition.

When oftentimes we need to fix them through subtraction and amelioration, aka making it better rather than adding more stuff.

Because if you were to simply fulfill the promise that you originally made, they'd probably stay.

So if you think about how do I improve the quality of a product, you make a promise and then you remove all friction associated with getting that thing.

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And so the businesses, the products, and the services that win are the ones

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that simply make all the things that suck about achieving the good thing go away.

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School fundamentally helps people get started online.

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And so all we've done is try to optimize to make it as easy as simply possible.

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And that doesn't mean adding more features.

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It means making everything in the background just vanish so it just works.

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Which leads me to number six, price objections.

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You don't want to guess, you want to tier based on evidence.

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So at school, so us eating our own dog food, we had a bunch of of people canceling saying it's too expensive.

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And so what we did is we created a lower tier

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while still keeping the higher tier available with some additional metrics and additional admins,

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unique URLs, no sidebars of competitor groups advertising the same area.

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We kept that for the high level people, but the people who are lower level who are just kind of hobbyists or just getting started,

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we created a 11 times cheaper tier from $99 to $9.

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And so this was important for school

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because a lot of hobby groups are people getting started and maybe they're not necessarily making a ton of money.

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They got to figure out a few months.

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And the difference between $100 a month and $9 a month is pretty huge. And so

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that allowed the people who were still figuring it out to still be able to use the tool

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and stay and then ultimately be successful longer term.

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Now, tactically, if your ideal customers, this is a very important point, if your ideal customers say the price is the issue,

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then you can add a lower tier or a standard plan.

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If non-ideal people say it's too expensive, just ignore it.

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That means that the price is actually acting as a good filter, right?

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Like if you feel like I want a community for a million dollar plus business owners

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and people who are not a million dollars plus say this is expensive, then it's like, great, bingo, it's working.

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All right.

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Same thing with whoever your avatar is, which leads to number seven, overwhelm.

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So let's talk about this.

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The number one reason people churn outside of price is overwhelmed.

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It is the churn driver.

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And this is why doing less can often retain more.

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And so the core idea behind this is like, I don't have the time, I can't keep up, I can't utilize it.

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And usually it just means there's too much stuff.

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So I want to break down a real world example of this outside of school that applied the same concept.

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So Planet Fitness is a $10 a month gym subscription.

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They have some upsells, whatever.

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And they were able to enter the market in a place that there's already tons of gyms, there's already tons of health clubs, et cetera.

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But what they realized when they surveyed customers was that people joined health clubs and they were paying $59 a month or whatever.

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And they had basketball courts and racket courts and cardio and pool and all this other stuff, right?

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And when they surveyed people, the vast majority of people just used the cardio equipment and a little bit of weights.

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And so they were like, wait, so these have these massively built out things, but people are only using 10 or 15% of the facility.

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And so what they did, they said, what if we just took out that 10 or 15%, put it over here and then charge way less for it?

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And by doing that, they had a superior value proposition.

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Now, here's what gets really interesting.

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When you have five things that you pay for, but you only use one, you feel like you're only getting 20% of the value.

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If for the same price, you just offer that one thing, people feel like they're getting 100% of the value.

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So someone is more likely to churn in this scenario

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because you added more stuff because now they feel like they're using not enough of it.

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Wild.

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So us as business owners, a lot of times we're thinking, oh, I'm going to add all this extra stuff.

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is all we did is we gave them more reason to cancel because they never used it.

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And so we had a community on school where they found out about this.

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They deleted content that they had and they took their turn from 30% month over month to five.

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They had a six X increase in LTV by simply having fewer things.

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All right, a simple version of this is, and I'll give you a tactical, I'll give you a couple of tactics for this.

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So you can make a little form and just simply ask your customers, hey, if I were to delete everything, what one thing would you fight for?

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And on the inverse, if I were to keep everything and just remove only one feature, which one thing would you not mind seeing go?

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And then if you chart those on a graph, what you'll find out is what the number one and number two most valuable things are.

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Oftentimes it's really outsized.

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And most of the time, you just need to do those things and basically forget about everything else.

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Because one of the big things we have to remember is

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that people who are using your services are not full-time using your stuff, they have lives.

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And so we want to think about value per second, not seconds of value.

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And in the digital world, that might mean just one post, one call recording, or just one single action that you need to take that's valuable for them.

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That's it.

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If someone just gets that every week from you, they're in.

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Which leads to number eight.

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Design for the extremes.

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Have a busy path, like the person who's just kind of like a dabbler dipping their toe in the water, and also have kind of like the power user depth.

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And so a busy member should be able to get value from a distance.

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They should be able to keep up and not feel like they're left behind.

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On the other hand, a hardcore person should be able to go deep all day.

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And so tactically, make an explicit start here slash weekly cadence flow for the busy people

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while leaving optional kind of like side quests in depth for the kind of like heavy users or heavy, yeah, the heavy users.

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Nine, move the ladder closer to the front.

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So front load the thing that people love.

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So we use snakes and ladders as a concept.

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So you wanna remove the snakes, aka the friction, the confusion, the overwhelm.

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And if there's a long ladder, the thing that makes people stick, put it in the onboarding.

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So tactically, if the calls are the stickiest thing, or this specific service, or this specific implementation, or onboarding, or activation, the best call replay,

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whatever it is, the pinned post, put that sticky, sticky thing up front.

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And you wanna pin, this is now a school specific thing, but it still works with any onboarding, is you wanna pin the fast win upfront so new members hit that value, ideally within the first 24 hours.

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And this works for any recurring business, whether you're teaching someone how to sell, teaching them to work leads, teaching them how to pickle jars, whatever.

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Like, as long as you have a way to get people a win fast, they will like you more.

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10, show up daily and care.

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So this is something that we saw across all communities, is

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that the owners who showed up in the community on a daily basis had significantly higher retention than the people who didn't.

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Big surprise.

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Now, we've basically never seen this fail.

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And so if a member feels like the owner isn't active or doesn't care, they leave.

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And so a tactile minimum would just be like, put an alarm, make it part of your daily routine.

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And so on a small level, you can clear notifications, DMs, report whatever content, or deal with content that people might have reported.

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Now, this is talking about school, but you can apply this to your own business, which is like, what am I doing every day to show up for my customers

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and can I make that a repeated action that I do that's high value and high leverage.

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This also means like read the complaints every morning of customers who are dealing with issues.

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Because if you want to hide your head in the sand, you will be, well I guess your head will be in the sand

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and that will suck because then you'll get in your ears and your nose and it's like, how are you going to live, right?

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It's a tough life.

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And so, you know, encourage the good behavior that you have, the people who follow what you want.

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People leave nice reviews.

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People leave nice testimonials.

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You want to tell people and say, good job.

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On the other hand, delete bad stuff and delete bad people.

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I cannot tell you how powerful deleting cancer is.

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Like if they do it in your body, you should do it in your community or membership.

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Which leads me to number 11, which is a weekly call and a recording.

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And so live voice slash face deepens relationships.

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And so recordings kind of just like let busy people keep up.

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It's very often that there's like weekly podcasts that have tremendous retention.

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It's just like, it's just enough.

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Like, and think about TV shows.

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Like obviously Netflix created the binge culture, but the vast majority of shows are like once a week.

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It's enough that people can keep up with it.

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And too many of these kind of like extra add-ons, people kind of revert to that one thing.

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And you want to make sure that the one thing they're consuming is the best one.

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So if you're unsure what kind of communication cadence to stick with, just default to like one big thing per week.

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And then like a best of post.

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Very simple.

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So it could be like weekly call and weekly post.

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That's all you have to do.

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Very, very simple within a community structure.

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Let's go to number 12.

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So you want to add an annual plan with a discount.

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So the reason this works is that annual always has lower churn than monthly, and it's because you only need to decide one time rather than 12.

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And so annual buyers churn less.

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And even beyond the they can't cancel effect, right?

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So like, because they can't cancel because they already paid is one element of that.

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But the other element is just that like, typically, those people are also more committed, they also got a lower rate.

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And so there's a lot of, they're also more qualified because they paid paid more upfront.

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So there's a lot of and, and, and so having that is valuable.

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Now, a common practice here is 16 or 17%, which usually buy 10, get two.

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All right.

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So if you're not doing this within whatever service you sell, have an annual component that you should implement like today, like right now, first thing you do after this,

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announce it and expect a meaningful chunk of people to take it.

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And what that does is it stabilizes retention.

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13, you want to build belonging via one-on-one relationships and 10 true regulars.

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Now this isn't a digital community.

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but from a business that has any kind of community that's involved, real in person, et cetera, fostering one-on-one relationship, which is thinking like,

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what are the unique aspects of these people who are coming in?

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And can I pair them with other people who are like them?

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Because if people find, I think there's, Layla shared this out with me.

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This is on the employee side, but it totally transfers, which is if an employee has a friend that they're friends with outside of work, they stay five times longer at their job.

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Think about how wild that is.

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Just one friend outside of work or one person that they're like really good friends with.

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And so like hack of hacks, like get them to make one real friend.

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Now that's easier said than done.

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But the nice thing that you should have, hopefully everyone should have one thing in common, which is that they're all patrons of your business.

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So they at least have that interest some way in common.

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And so the fastest way to do this is also introduce some of the true regulars to the new members.

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And I used to do this at my gyms.

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Otherwise everyone just feels brand new.

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They feel like in group, out group.

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You don't want to have people feel like they're walking in on someone else's conversation.

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So if somebody's new to a party, right, and you're holding a party and someone walks in, what do you do?

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Oh, this is John.

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John, meet Tina, meet Jesse, meet Trish.

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You know, John's really good at X, Y, and Z.

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Trish is great.

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John, blah, blah, blah.

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Right?

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And so it's just like, just help them build rapport, which building rapport just comes down to like, what things do they have overlap over?

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That's all it is.

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All right?

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But within the digital community, so going back down to school, you can anchor engagement in community with 10 regulars.

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That's it.

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You just need 10 regulars.

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The tactical piece of this is that identify the top 10 people.

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These are your model citizens, the best customers, your best avatars.

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DM them, figure out their goals, spotlight them, meaning give them public kudos, invite them to contribute, not just like watch them do it.

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And if you can, again, publicly recognize in any way possible, it further reinforces the behavior and you want to introduce the new people to them, AKA matchmaking.

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Sometimes tactics can be very overwhelming, but sometimes they're exactly what you need.

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If you have a recurring revenue business, don't expect to implement all this stuff at once.

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Just take one thing off the list, do it, add it in consistently, and then once you get consistent with that one, add another one off the list.

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And so conquering churn or trying to have an alliteration for retention, like mastering retention, but I need an R.

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Something retention?

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Remastering retention.

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Just comes down to doing 100 small things consistently over a very long period of time.

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And so most people think that growth looks like this, when in fact, growth really just looks like a flat retention curve, and that what happens is it just keeps growing.

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And so I hope this helps keep crushing it.

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Wortschatz und Sprechhinweise zu dieser Lektion

Dieses Video enthält 279 Sätze und 4080 Wörter zum Nachsprechen. Der gesprochene Teil dauert 19:29. Der Sprecher spricht schnell, etwa 209 Wörter pro Minute – rechne mit verbundenen und verkürzten Lauten. 87 % der Wörter gehören zu den 3.000 häufigsten im Englischen, der Wortschatz ist also leicht zu verfolgen.

Wichtiger Wortschatz in diesem Video

15 weniger häufige Wörter aus dem Video, mit Aussprache und Bedeutung:

retention /ɹɪˈtɛnʃən/ (Substantiv) — Zurückhaltung. The act of retaining or something retained.
cancel /ˈkæn.sl̩/ (Verb) — ausstreichen, durchstreichen. To cross out something with lines etc.
delete /dɪˈliːt/ (Verb) — streichen, löschen. To remove, get rid of or erase, especially written or printed material, or data on a computer or other device.
tier /ˈtɪɚ/ (Substantiv) — Schicht, Rang. A row or range, especially one at a higher or lower level than another.
tactical /ˈtæktɪk(ə)l/ (Adjektiv) — taktisch. Of or relating to tactics.
onboard /ɒnˈbɔːd/ (Adjektiv) — Bord-. Carried or used on or in a vehicle or vessel.
ideal /aɪˈdi(ə)l/ (Adjektiv) — ideal, bestmöglich. Pertaining to ideas, or to a given idea.
suck /sʌk/ (Verb) — saugen, nippeln. To use the mouth and lips to pull in (a liquid, especially milk from the breast).
versus /ˈvɝsəs/ — gegen, im Gegensatz zu. Against; in opposition to.
decrease /dɪˈkɹiːs/ (Verb) — abnehmen. Of a quantity, to become smaller.
tactics /ˈtæktɪks/ (Substantiv) — Taktik. The military science that deals with achieving the objectives set by strategy.
retain /ɹəˈteɪn/ (Verb) — sitzen bleiben. Often followed by from: to hold back (someone or something); to check, to prevent, to restrain, to stop.
ladder /ˈlæd.ɚ/ (Substantiv) — Leiter. A frame, usually portable, of wood, metal, or rope, used for ascent and descent, consisting of two side pieces to which are fastened rungs (cross strips or…
vast /væst/ (Adjektiv) — beträchtlich, weit. Very large or wide (literally or figuratively).
ignore /ɪɡˈnɔː/ (Verb) — ignorieren, missachten. To deliberately not listen or pay attention to.

Phrasal Verbs, die du hören wirst

think about /ˈθɪŋk əˌbaʊt/ (Verb) — (jemand) denken an. To ponder.
keep up (Verb) — erhalten. To maintain; to preserve; to prevent from deteriorating or falling.
break down (Verb) — versagen, den Geist aufgeben. To stop functioning.
deal with (Verb) — behandeln. To handle verbally or in some form of artistic expression; to address or discuss as a subject.
figure out (Verb) — herausfinden. To come to understand; to discover or find a solution; to deduce.
look at (Verb) — schauen. To observe or watch.
look for (Verb) — suchen. To seek.
come in /ˌkʌm ˈɪn/ (Verb) — ins Spiel kommen. To enter.

Aussprache, auf die du achten solltest

Der Sprecher verwendet 79 Kurzformen und abgeschwächte Formen, zum Beispiel they're, you're, don't. Sprich sie in der kurzen Form, so wie du sie hörst.

Die Laute „sh“ und „zh“: retention /ɹɪˈtɛnʃən/, optional /ˈɑp.ʃə.nəl/, activation /ˌæktəˈveɪʃən/, friction /ˈfɹɪkʃən/, sheet /ʃit/
Lange Wörter – auf die Betonung achten: consistently /kənˈsɪstəntli/, differently /ˈdɪf.ə.ɹənt.li/, activation /ˌæktəˈveɪʃən/, necessarily /ˌnɛs.əˈsɛɹ.ə.li/, superior /sʊˈpɪɹ.i.ɚ/

So übst du mit diesem Video

Höre dir das ganze Video einmal an, ohne zu sprechen, und notiere die Wörter, die du nicht kennst.
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Nimm dich auf und vergleiche mit dem Original; achte dabei auf Wörter wie retention, cancel, delete.

Grammatik in diesem Video

Die Strukturen, die der Sprecher am häufigsten verwendet, mit den genauen Worten aus dem Video:

Struktur	Im Video
Relativsätze who / which + Satz – eine Zusatzinformation über eine Person oder Sache	people who leave · people who are · people who were
Present Perfect have/has + Partizip Perfekt – eine vergangene Handlung, die jetzt noch wichtig ist	we've learned · I've now done · we've done

Was ist die Shadowing-Technik?

Shadowing ist eine wissenschaftlich fundierte Sprachlerntechnik, die ursprünglich für die professionelle Dolmetscherausbildung entwickelt und durch den Polyglotten Dr. Alexander Arguelles populär gemacht wurde. Die Methode ist einfach aber wirkungsvoll: Du hörst englisches Audio von Muttersprachlern und wiederholst es sofort laut — wie ein Schatten, der dem Sprecher mit nur 1–2 Sekunden Verzögerung folgt. Anders als passives Hören oder Grammatikübungen zwingt Shadowing dein Gehirn und deine Mundmuskulatur, gleichzeitig echte Sprachmuster zu verarbeiten und zu reproduzieren. Studien zeigen, dass es Aussprachegenauigkeit, Intonation, Rhythmus, verbundene Sprache, Hörverständnis und Sprechflüssigkeit signifikant verbessert — was es zu einer der effektivsten Methoden für die IELTS Speaking-Vorbereitung und reale englische Kommunikation macht.

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Was ist die Shadowing-Technik?