| 1 | [Transition] Let's decompose why customers don't come back. |
| 2 | |
| 3 | [Data] 52% bought a competitor's model — that's our largest single driver. 26% were disappointed with our service. Together, that's 78% of all customer loss. [Pause] And both of these are within our control. |
| 4 | |
| 5 | The remaining 22% — relocated, no longer driving, or unknown — are largely uncontrollable. But 78% is addressable. [Benchmark] That means for every 100 customers we lose, we have the potential to retain 78 of them through better service and competitive positioning. |
| 6 | |
| 7 | [Pause] The loyalty programme must target both levers: enhance the competitive value proposition to prevent switching, and fundamentally improve the after-sales experience to eliminate service-driven churn. |
| 8 | |
| 9 | Key points: ① 78% of churn is addressable ② Two levers: competitive positioning + service excellence ③ Only 13% of losses are truly uncontrollable |
| 10 | Duration: 2 minutes |