Use the same name all week — it is how your submissions are matched. Each export names its own file from it, for example 1-muchson-day1-l1-diagnostic.
Module 1, Day 1 of 2
Retention Lab · Day 1
Customer Retention & Buying Behaviour in B2B IT Sales. Three routes, one per level: study on your own, work a document from a real-looking case file, and export it.
What today is about
Today is about the customers who buy one project from you and then quietly disappear. In IT project business the invoices stop at , and unless someone plans what comes next, the next contract goes to a competitor. You learn how customers decide to stay or leave, how a weighs price, trust, risk and benefit, and how to spend a limited budget on keeping more of them.
One case runs through the whole day: TechSolutions GmbH, an IT project firm where 70% of customers buy only once, and its customer Kessler Präzisionstechnik GmbH, which rated the finished project 4 out of 5 and still put its next contract out to tender eleven months later.
One story, three steps
Route 1 · Diagnose
Why did a customer who rated the project well put its next contract out to tender?
You finish with: Diagnostic Note
Route 2 · Calculate
Two offers for Kessler's three-year service contract: which one do you recommend to its buying committee, and with which figures?
You finish with: Calculation Note
Route 3 · Decide
With €200,000 for six months, how do you keep more of TechSolutions' 42 customers, and what do you leave uncovered?
You finish with: Decision Memo
About 4 hours in total. Each route also works on its own.
What's in it for you
Why this is worth your day, whatever your role: each skill below is one you can use at work next week, not only in this case.
Tell evidence from opinionRoute 1
In any customer file, meeting or handover you can separate what a record shows from what someone assumes. You stop acting on guesses, and your conclusions hold up when a manager asks “how do you know?”.
See where customers slip awayRoute 1
You learn to spot the stretch after a project ends where nobody owns the customer, and what keeps a customer from leaving. That is where your next order, or your next lost account, is decided.
Compare offers the way buyers doRoute 2
You can add up what an offer really costs over the whole contract, put a risk into euros without mixing it into the cash, and explain why the cheapest price does not always win.
Talk to the whole buying groupRoute 2
You learn what procurement, the head of IT and the managing director each care about, and how to ask questions that reveal it. Fewer surprises when a deal stalls or ends in “let's wait”.
Decide with a budget that cannot fund everythingRoute 3
You practise choosing, saying openly what you leave out, and naming who owns each step. That is how decisions get approved and actually carried out, in any role.
Leave with three documents you can reuseRoute 3
A Diagnostic Note, a Calculation Note and a Decision Memo, each built on a real-looking case. Use them as templates the next time you have to diagnose a customer, compare offers or ask for budget.
Routes
Route 1 · Knowledge
Read what a customer file actually records, and what it does not. Study material, then a Diagnostic Note on the Kessler case.
| Materi A · Level 1 | 60 min |
| Task 1 · Diagnostic Note | 30 min |
| Total | 90 min |
Route 2 · Application
What decides a purchase, and how to put figures and buying motives on it. Study material, then a Calculation Note on the Kessler re-tender.
| Materi B · Level 2 | 60 min |
| Task 2 · Calculation Note | 15 min |
| Total | 75 min |
Route 3 · Management decision
Decide under a budget that cannot fund everything, and say in writing what you left uncovered. Study material, then a Decision Memo built beside the exercises.
| Materi C · Level 3 | 60 min |
| Task 3 · Decision Memo | 20 min |
| Total | 80 min |
How this site works
- Study, then task, then export: each level ends as a working document, not a quiz score.
- Nothing is locked. Every section and route stays open, and a suggested order is only a suggestion.
- The app shows consequences, not verdicts. It marks something only when you press a Check button, and then it gives a question, not the answer.