Revenue was strong - but not stable. Here's how we changed that by shifting customer behaviour across a 1M+ subscriber base.
Case Background
When I took over as Deputy Manager – Customer Lifecycle Management, leading retention, revenue, and growth for a 1M+ subscriber base, one challenge stood out clearly: revenue was strong - but not stable.
This created a cycle of delayed payments, revenue uncertainty, and frequent churn risk - a pattern that had to be broken structurally, not just tactically.
Problem Statement
Revenue volatility was not a pricing problem - it was a behavioural one. Monthly recharge habits were driving churn and delayed payments, making long-duration subscriptions the most effective lever for stability and growth.
Strategic Approach
The goal was not just to increase LDP sales - but to change customer purchasing behaviour in a price-sensitive market like Bangladesh. We focused on three key levers:
Make LDP easy to adopt
Make LDP financially compelling
Make LDP the default choice across all channels
Akash DTH had three tiers of subscription packs, differentiated by the number of channels. Rather than defaulting to the entry-level tier, we strategically promoted high-value packs bundled with LDP - improving both long-duration adoption and Average Revenue Per User (ARPU) simultaneously. More channels, longer commitment, better value for the customer. Better margins and predictability for the business.
Execution
CLM-Led Behaviour Change at Scale
We deployed a multi-channel lifecycle marketing strategy ensuring consistent communication across SMS, app push notifications, call center, retail touchpoints, and social media.
Messaging that worked
- Savings-led positioning
- Convenience framing
- Bonus days & discounts
Segmentation
- Heavy vs. low-usage
- Rural vs. urban
- On-time vs. irregular rechargers
Channels
- SMS & push
- Call center
- Retail
- Social media
Simplifying the Upgrade Journey
Call Center as a Revenue Engine
Bundling LDP with New Sales - 0% to 35%
This became one of the most impactful growth drivers. We introduced discounts on 3-month packs, added bonus days on 6 and 12-month plans, and positioned LDP as the best-value entry option.
Strategic twist: We had three tiers of subscription packs (based on channel count). Instead of pushing basic plans, we promoted high-value packs bundled with LDP - increasing both adoption and ARPU simultaneously.
- Retailers & distributors incentivised to sell LDP-first
- Sales teams aligned with LDP-focused targets
- All touchpoints reinforced LDP as the default choice
Telco, MFS & Bank Partnerships
Breakthrough Moment
Of all the initiatives, the one that surprised us most was the LDP bundle at the point of new sale. We knew it had potential - but what we didn't anticipate was how fundamentally it would reshape our thinking about onboarding.
Until then, onboarding meant activating a customer. After bundling LDP from day one, onboarding meant activating a committed customer - someone already invested in a longer relationship with the service. That shift in mindset changed how we designed every subsequent new-customer journey.
For a significant part of this journey, our CLM operations ran on manual processes and spreadsheets - no enterprise marketing automation, no fancy CRM. It was deliberate discipline, not limitation. It proved something worth remembering: you don't need big tech to drive big results. Understanding your customer deeply matters far more than the tools you use to reach them. The systems came later, once we knew exactly what we were optimising for.
Business Impact
Churn reduction
LDP customers naturally disengage far less than monthly subscribers. By growing the LDP base from 4% to 20%, we structurally reduced churn exposure - fewer customers making a monthly renewal decision meant fewer opportunities to lapse.
ARPU improvement
Bundling LDP with high-value tier packs - rather than entry-level plans - meant customers committed to both a longer duration and a richer channel package. The result was a meaningful uplift in average revenue per user without any price increase.
Campaign Showcase
Every strategy needs creative execution. Here are some of the key campaigns that drove LDP adoption across different customer segments and channels.
Up to 33% off at connection
Positioned LDP as the default choice at the point of sale - new customers got up to 33% discount when bundling a 6 or 12-month recharge with their new connection.
Long-duration recharge offer - free months
6-month subscription = 1 month FREE. 12-month subscription = 3 months FREE. Value-led framing that made longer commitment feel like a reward, not a cost.
More recharge, more cashback
Our most impactful and longest-running campaign. Cashback on 3-month packs across all three subscription tiers (Lite, Lite Plus, Standard) - making LDP opt-in feel like gaining, not spending. Designed specifically to solve the enrollment challenge without an automated trigger system.
Eid campaign with Eastern Bank
Up to ৳2,501 discount for EBL Visa cardholders on new connections with 1, 6 or 12-month packs. A sample of a broader strategy - we partnered with almost all prominent banks, MFS platforms, and telcos to make LDP financially accessible across every major payment channel in Bangladesh.
About a year in, LDP crossed 10% for the first time. It doesn't sound dramatic - but internally, it was the moment the team stopped asking "can we do this?" and started asking "how far can we take this?" That shift in belief was as important as any campaign we ran.
Results
Beyond the percentages, this represents a structural shift in how Akash DTH customers relate to their subscription - from a monthly negotiation to a long-term relationship. Revenue became more predictable, cost-to-retain dropped, and dependency on monthly recharge cycles reduced significantly.
Key Learnings
Behaviour change > pricing change
Customers didn't need cheaper plans - they needed a reason to change habits. The offer was the trigger; the CLM consistency was the actual driver.
Distribution alignment is critical
Growth accelerates when retailers, call centers, and marketing all push the same objective. Misalignment at any one layer slows everything down.
Bundle value, don't just discount
Framing LDP as better value - not just lower price - was key to adoption. Bonus days and savings-led messaging outperformed pure discount communication.
What started as a retention problem turned into a business model shift - from short-term, volatile revenue to a more predictable and scalable subscription base. Changing customer behaviour in a price-sensitive market isn't a sprint. It's a long game - and you win it by showing up with the right value, in the right moment, over and over again.
