11
February
2026
•
5 min read
Today, Contentsquare uses win-loss analysis through a very specific use case: churn studies. The objective is clear—understand why customers leave, what their experience was, where disappointment occurred, but also what worked well. Going beyond surface-level metrics, the team sought deeper, more nuanced insight into the full customer journey.
To do this, they rely on interviews and surveys conducted via a neutral third party. This external approach makes it easier for former customers to speak freely and openly about their experience, without filters or pressure.
“I think it’s much easier for former customers to speak openly with an external party.”
Gaining visibility where blind spots once existed
By systematically collecting feedback and analyzing it across all churned customers, the team was able to move from isolated anecdotes to a structured, data-driven understanding of churn. Without this approach, visibility would have been significantly lower—and the process far more time-consuming and painful.
The use of Diffly not only streamlined interview and survey collection, but also dramatically reduced the time spent analyzing results. Insights that would have required extensive internal effort became accessible much faster and with greater clarity.
“Without Diffly, we would be much more blind to what’s really happening—and it would be far more time-consuming.”
Depth of insight through a clear and flexible platform
One of the key differentiators lies in the depth of information extracted. Compared to internally led interviews, the platform enables a much richer and more structured understanding of customer feedback. Its interface is designed to be clear, accessible, and adaptable to different audiences and use cases.
Depending on who is consuming the insights—sales, leadership, product, or board-level stakeholders—the platform offers multiple ways to read and present the data. This flexibility makes insights easier to navigate and more relevant to each audience.
“The platform is very accessible and highly personalized, depending on who is consuming the insights.”
Moving beyond NPS to ask the right questions
This approach also encouraged the team to move beyond traditional NPS-style feedback. By asking broader and more exploratory questions, Contentsquare was able to challenge assumptions and reinforce convictions with real customer insight.
One particularly valuable dimension of the analysis focuses on what happens after churn: whether customers replace the solution, with which competitor, and why. Understanding these post-churn decisions has proven critical—not only for competitive analysis, but also for helping sales teams better position the product and understand where it does or does not fit.
These insights have been shared widely across the organization, including at board level, strengthening alignment and strategic clarity.
Strengthening positioning through competitive insights
The churn analysis also helped reinforce Contentsquare’s positioning. In some cases, losing a customer is not a failure—it simply reflects a mismatch of needs. Competitive insights clarified when customers were looking for something fundamentally different, helping teams accept certain losses while doubling down on their core value proposition.
“Sometimes we lose customers—and that’s okay. They were simply looking for something different.”
These competitive learnings quickly became some of the most valuable and widely used insights across teams.
Handling complexity with the right partner
Contentsquare operates in a complex environment: multiple user profiles, industries, company sizes, and use cases. Understanding churn in such a context requires more than a one-size-fits-all approach.
The onboarding process reflected this complexity but remained smooth and efficient. The platform’s usability, combined with strong support and deep market understanding from the Diffly team, made it possible to generate valuable insights quickly.
“We’re not an easy platform to understand, but the onboarding was smooth thanks to the quality of the support and their understanding of our market.”
Feedback as a relationship, not a transaction
Beyond insights, the process itself had a positive impact on customer relationships. Many former customers reported feeling listened to and supported throughout the interviews. Rather than damaging relationships, these conversations often helped bring closure in a more constructive way.
“People felt listened to and supported—and it often strengthened the way the relationship ended rather than the opposite.”
Turning feedback into action
One key takeaway remains clear: collecting feedback only creates value if it leads to action. Working with an external partner requires internal commitment—listening, sharing, and acting on what is learned.
But asking customers what worked, what didn’t, and why remains foundational. As in any relationship, communication is essential. For that reason alone, it’s worth doing.
