# Why Growth Slowdowns Trigger Destructive Short-Term Tactics Avoid sacrificing long-term customer trust to cover temporary revenue forecast gaps. - **Source:** [SaaStr](https://www.saastr.com) - **Published:** 2026-11-02 - **Topic:** [Career Growth](https://brifing.si/c/growth) - **Original article:** - **On Brifing:** https://brifing.si/s/31de4276-335d-45cd-a504-771f2eb20d7b ## The Trap of Short-Termism When growth slows, CROs often propose aggressive tactics to bridge forecast gaps. These include raising prices, forcing multi-year contracts, or eliminating free tiers. While these moves might boost numbers for a single quarter, they fundamentally erode the trust you spent years building with your existing customer base during earlier expansion phases. ## Risks of Pricing Manipulation Raising prices to cover a revenue shortfall is rarely a sound strategy unless you have added significant value. When customers feel forced into higher costs to satisfy internal financial targets, they lose trust. This creates a temporary revenue spike that masks deeper issues while simultaneously damaging your long-term relationship with the market. ## The Danger of Killing Tiers Eliminating free or low-end tiers to force upgrades is a common mistake during slowdowns. These tiers are the primary engine for your next thousand customers. By killing them, you dry up the top of the funnel. You might see decent numbers for a few quarters, but the long-term growth pipeline will eventually vanish. ## Forced Contracts and Churn Forcing customers into multi-year contracts to hide churn is a dangerous game. It only defers the problem rather than solving it. A customer locked into a deal they did not want is not truly retained; they are simply stuck. They will likely share their negative experience, further damaging your brand reputation. ## The Cost of Low Performers Recruiting becomes difficult when growth slows, leading companies to tolerate underperforming management. Excuses like market conditions often protect these individuals. However, top performers notice this lack of accountability and leave first. Retaining low performers creates a toxic environment that drives away the very talent needed to turn the company around. ## Customer Success vs Sales Moving customer success teams into sales roles is a strategic error. Once success managers carry a quota, every interaction becomes an upsell call rather than a support opportunity. This shift destroys the customer-centric focus, leaving nobody to advocate for the user. Eventually, this leads to higher churn rates and lower overall satisfaction. ## Falling B2B Switching Costs In 2026, switching costs in B2B are falling rapidly. Customers now evaluate AI-native alternatives every quarter or build their own solutions using modern coding tools. If you squeeze your base with punitive terms, you provide the exact motivation they need to switch to a competitor. Loyalty is no longer guaranteed. ## Prioritizing Long-Term Value Founders must fight against these destructive impulses. Energy should be directed toward winning market share and improving the product, not mining the existing base for short-term pain. The vendors that survive are those that make it easy to start, improve continuously, and never make their customers feel trapped by predatory contracts. ## Sources covering this story - https://www.saastr.com/when-growth-slows-folks-start-wanting-to-do-the-crappy-things-fight-it/ — --- _Summary written by Brifing from the original reporting. Copyright in the original article belongs to its publisher; read the full piece at the link above._