of those decisions that seems straightforward until you have to measure it. A customer’s introductory rate expires, the invoice goes up, and you want to know whether the price change hurt retention. Simple enough in theory. The problem is that something else is almost always happening at the same time. The initiative that drove the original purchase, whether it was a system migration, compliance push, sales transformation, or product launch, has wrapped up. The team that championed the tool has moved on to the next thing. And the product that once felt essential is quietly becoming a line item someone is going to question. So when the customer churns, the account team says it is the price. The retention strategy team says the use case ran its course. Product says the platform never got past the original buyer. Everyone has a theory and a spreadsheet to back it up. Which attribution you land on matters, not abstractly, but in terms of what you do next.…