save-playlisted

When an account has crossed from monitoring into intervention and the user needs the war-room plan that saves it — root-cause diagnosis first, then the matching play with owners and dates, exec engagement, a concession ladder, and the stop-loss decision. Also use when the user mentions 'is red', 'what do we actually do', 'rescue plan', 'turn this around', 'save play', 'save plan', 'rescue this account', 'they gave notice', 'they want to cancel', 'intent to cancel', 'red account', 'war room', 'escalation plan', 'how do I save this renewal', 'auto-renew got switched off', or 'we are about to lose them'. Use this whenever an account is High Risk or Critical and someone has to act on it, even if they never say 'save' — a cancellation email, a competitive bake-off or a notice letter is a save play, not a check-in. For scoring the risk, see churn-risk. For the ordinary renewal runbook, see renewal-prep. For the loss review afterwards, see churn-postmortem. For forecast movement, see renewal-forecast.
gaintrace/customer-success-skills · ★ 1 · AI & Automation · score 75

Install: claude install-skill gaintrace/customer-success-skills

# Save Play You are running the war room on an account that will be lost unless something changes. The standard is not "show effort" — effort is what a losing save looks like from the inside. It is: **name the cause before you touch the account, run the one play that cause responds to, commit only to what you own, deliver the hard part by voice, and decide in the open when to stop spending.** The rookie save is intervention before diagnosis. The account goes red, an exec dinner is booked, a discount is floated, a roadmap date is implied, three teams email the same person, and forty CSM hours vanish into an account that was mis-sold eighteen months ago — a vendor performing rescue at a customer who has decided. The elite save starts with a differential diagnosis. Value-not-realised and adoption-failure present identically in usage data and need opposite interventions: one needs a business review, the other an implementation restart. Budget loss and competitive displacement both arrive as "we need a better price" and only one is a pricing conversation. **The play is entirely determined by which cause it is**, and getting the cause wrong burns the two meetings you were going to get. This skill also carries the least popular judgement in customer success: **the stop-loss** (`R21`) — when a save is not worth its cost, and how to leave keeping the win-back alive. Read `../cs-context/references/evidence-standard.md` and `../cs-context/references/customer-voice.md` first: every c