Robbie Kellman Baxter takes a look forward at the future of subscription-based business and the application of a popular pricing tactic.
Subscriptions are everywhere. Big companies, small companies, public, private, venture-backed, bootstrapped, and across virtually every industry.
And many are starting to complain of “subscription fatigue”.
They might feel that the subscription pricing isn’t justified by the offer (a Product/Market Fit problem).
Or maybe they feel bad about fact that they aren’t taking advantage of all the great value their subscriptions provide–too many unread New Yorkers, uneaten Blue Apron kits (Subscription Guilt).
Or maybe they’re just angry that it’s so darn hard to find the cancel button.
I am a big fan of subscription pricing. I have dedicated more than twenty years to helping organizations use subscription pricing as a tactic in building deeper, more trusted relationships with their customers. But they’re not for everyone and they aren’t right for every situation.
Increasingly, people are wondering if subscription pricing is here to stay, or just a fad.I was motivated to write this article by these questions and in particular by product strategy guru Gib Biddle, who asked me to weigh in for his Ask Gib PM newsletter on Substack.
Subscriptions are not new–people paying recurring fees in exchange for access to content, commerce and/or community benefits for hundreds of years. What is new is that technology is extending the infrastructure that enables the kind of trusted relationships needed to justify subscription pricing.
With the rise of things like cloud computing, subscription billing, usage analytics and community platforms, it’s never been easier, operationally, to implement subscriptions as part of a business strategy.
Subscriptions support a more customer-centric approach. To be successful with a subscription, an organization needs to focus on delivering ongoing value, that supports a subscriber’s ongoing goals or problem solving-needs. Therefore, in many cases, the subscription offering provides more value. I don’t need to own a car–I need to get to work every day. I don’t need a CD collection–I need access to the music I love.
Key points include:
- The ongoing impact of using subscriptions
- Going beyond the traditional ways of paying for value
- The value of using impact data
Read the full article, Will Subscriptions Work Forever? The Future of a Popular Pricing Tactic, on LinkedIn.