Retention

Churn rate calculator

Churn rate = customers lost in a period ÷ customers at the start of it. Losing 30 of 1,000 customers in a month is 3% monthly churn, which compounds to 30.6% a year (not 36%) and an average customer lifetime of about 33 months.

Marketing Calculators editorial teamUpdated 3 sources

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Churn rate

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Period

Customer churn (monthly)

3%

30 of 1,000 customers left, a churn rate of 3% for the month.

ItemValueHow
Retention over the period97%
Annual churn (compounded)30.62%1 − (1 − monthly)¹²
Average customer lifetime33.3 months

Formula. Churn = lost ÷ start. Annual = 1 − (1 − monthly)¹². Gross revenue churn = (churned + contraction MRR) ÷ starting MRR; net subtracts expansion.

How to calculate churn rate

Churn rate is the share of the customers you had at the start of a period who left during it. Count only customers who were there at the start: someone who signs up and cancels in the same month is real churn but belongs to next month’s denominator, or the rate can go above 100% in fast-growing businesses.

Churn rate=Customers lost in the periodCustomers at the startExample: 30 ÷ 1,000 = 3% a month
  • Monthly churn3%
  • Retention97%
  • Annual churn30.62%
  • Average lifetime33.3 months

Monthly churn to annual churn

Monthly churn compounds: each month you lose a share of a shrinking base, so annual churn is 1 − (1 − monthly)¹², not monthly × 12.

Monthly churn, compounded annual churn, the wrong “× 12” figure and average lifetime
Monthly churnAnnual (compounded)Monthly × 12 (wrong)Average lifetime
1%11.4%12%100 months
2%21.5%24%50 months
3%30.6%36%33.3 months
5%46%60%20 months
7%58.1%84%14.3 months
10%71.8%120%10 months

Average lifetime is 1 ÷ churn, which is why small churn changes have large value effects. Gupta and Lehmann show the same leverage for retention: at 80% retention and a 12% discount rate, a 1% retention gain lifts customer value by about 3.5%.[3] Put your churn into the customer lifetime value calculator to see the money.

Revenue churn and net revenue retention

Revenue churn measures recurring revenue lost rather than customers lost; net revenue churn subtracts expansion from upgrades. It can be negative when existing customers grow faster than others leave. Public software companies report the mirror image, net dollar retention: CrowdStrike, for example, divides current-period ARR from a customer cohort by that cohort’s prior-period ARR, including expansion and net of contraction and churn.[2] The ARR formula page builds the full ARR bridge, and the MRR calculator sums MRR by plan.

Churn mistakes

  1. Including new customers in the denominator. Dividing by end-of-month customers understates churn in a growing business.
  2. Multiplying monthly churn by 12. It overstates annual churn: 5% monthly is 46% a year, not 60%.
  3. Mixing customer and revenue churn. Losing many small accounts can mean high customer churn and low revenue churn. Track both.

Retention is the complement: 3% churn is 97% retention. If you know the customers at the start and end and the new customers in between, the customer retention rate formula gives retention directly. Keeping customers costs less than replacing them,[1] which is why churn sits next to CAC in every unit-economics review.

Frequently asked questions

How do you calculate churn rate?

Customers lost during the period ÷ customers at the start. 30 ÷ 1,000 = 3%.

How do I convert monthly churn to annual churn?

1 − (1 − monthly churn)¹². 3% monthly = 30.6% a year.

What is net revenue churn?

(Churned MRR + contraction − expansion) ÷ starting MRR. It is negative when upgrades exceed losses.

How is churn related to customer lifetime?

Average lifetime ≈ 1 ÷ churn. 3% monthly churn means about 33 months.

Sources

  1. Principles of Marketing, 1.6 Customer Relationship Management (CRM) · OpenStax, Rice University, 2023
  2. CrowdStrike Holdings Form 10-K for fiscal 2020 (dollar-based net retention rate) · U.S. Securities and Exchange Commission (EDGAR), filed March 2020
  3. Managing Customers as Investments: The Strategic Value of Customers in the Long Run (Gupta and Lehmann), sample chapters · Wharton School Publishing / Pearson, 2005