サブスクリプションは単なる財務モデルではなく、顧客とプロバイダーとの関係を定義する新しい方法を示しています。今日の顧客は、単に製品を購入するだけでなく、ブランドとの関係にコミットしているのです。プロバイダーにとって、顧客を理解し、そのニーズを大切にしていることを示す方法を見つけることは、長期にわたる信頼とロイヤルティを築くことになります。これには、価格と提供物の価値を一致させる最善の方法を見つけることも含まれます。幸い、サブスクリプション企業には、柔軟な利用ベースの価格設定モデルなど、さまざまな試行錯誤のオプションが用意されています。
学べること:
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In just the last few weeks, we lost J. Crew, Neiman Marcus, and J.C. Penney. The National Retail Federation estimates seven million retail jobs could be lost due to the pandemic. So what word would you use to describe the effects of the COVID-19 crisis on the retail industry right now? It’s okay to use a thesaurus if you need to: Catastrophic? Calamitous? Malefic? Mortiferous? Really, really bad? Take your pick. While we’ve all been reading headlines about the “retail apocalypse” for years, it looks like the Four Horsemen have finally arrived. It’s particularly tragic because retail is an incredibly important sector of our economy. Consumer spending constitutes two-thirds of the GDP. The retail industry employs 52 million Americans and generated nearly $4 trillion in revenue last year. But wait, not so fast. I honestly think that COVID-19 is the best thing to happen to the retail industry. I know, I know. “Tien, you’ve gone crazy,” you are thinking. “That’s it, I am unsubscribing to this weekly subscription newsletter about subscriptions.” To which I say: Look, I know it’s bad, but the hero’s journey has to go through Hades before rebirth can happen. And now that we’ve passed through the fire, it looks like redemption is within reach. In fact, if you know where to look, many retailers are thriving right now. In the latest Fortune 500 list, 40 retail brands actually went up in the rankings. And brick and mortar retail is far from dead. Did you know that Walmart makes twice as much money as Amazon? No wonder Jeff Bezos is expanding into grocery stores. That’s why I read this New York Times profile of Patagonia with such great interest. Patagonia (which did $800 million in revenue last year) was one of the first retailers to close, and might be one of the last to open. While every other retailer is rushing to open stores and get their cash registers ringing again to stave off the Grim Reaper, Patagonia says they can afford to be cautious. That doesn’t mean it has stopped reaching out to its customers, though. They’ve taken the environmental activism and community gathering aspects of their stores and moved them online with stories like “What You Can Do From Home.” What I see in Patagonia points to how a healthier, more resilient retail industry can rise from the ashes of the apocalypse, a phoenix from the flames. And the first and most important step out of the ashes is to start with the consumer. We’ve gone from a nation of people traveling elsewhere to consume things, to a nation of people consuming things when and wherever they want (and that’s increasingly at home). Retailers need to go to them, not the other way around. Once you start with that mindset, you need to do three things: First, flip the script and make your online presence matter more than your physical stores. The new retail imperative is to establish a digital identity as your main point of contact. Over two-thirds of Starbucks customers use its app, which now accounts for over 17% of the company’s orders. They opened their first pick-up only store in 2019, and a broader rollout is happening this year. Second, physical stores are still important, but use those physical stores as showrooms, distribution centers, and drop-off locations. Target, for example, realized that while Amazon has around 180 distribution centers in the U.S., it could turn all 1,900 of its stores into fulfillment centers. Last quarter its stores fulfilled nearly 80% of its digital sales, and the company fulfilled more online orders during an average day in April than it did on Cyber Monday. Its stock has jumped 74% over the last year. Third, build real membership models that provide actual value, not bogus reward points. And stop discounting yourself to death. If anything, your customers should be paying you to join your membership program, not the other way around. Where did Jeff Bezos get the idea for Amazon Prime? From Costco. Real membership models allow retailers to re-imagine their businesses as recurring services, as opposed to an accumulation of transactions. As Patagonia CEO Rose Marcario says, “the shape of retail will change.” People will be more reliant on e-commerce and “the return to walk-in retail will be slow.” Note that Patagonia also benefits from a legendary membership model. The old way of retail has been dying for years, and COVID-19 finally pushed it off a cliff. But a more resilient retail industry is shaping up right in front of our eyes. The future of retail is already here, it’s just hiding in plain sight. +++ For more insights from Zuora CEO Tien Tzuo, sign up to receive the Subscribed Weekly here. The opinions expressed in the Subscribed Weekly are his own, not those of the company. The companies mentioned in this newsletter are not necessarily Zuora customers. And check out his book SUBSCRIBED: Why the Subscription Model Will be Your Company’s Future – and What to Do About It." ["post_title"]=> string(46) "COVID-19 is the Best Thing to Happen to Retail" ["post_excerpt"]=> string(0) "" ["post_status"]=> string(7) "publish" ["comment_status"]=> string(4) "open" ["ping_status"]=> string(6) "closed" ["post_password"]=> string(0) "" ["post_name"]=> string(46) "covid-19-is-the-best-thing-to-happen-to-retail" ["to_ping"]=> string(0) "" ["pinged"]=> string(0) "" ["post_modified"]=> string(19) "2024-01-29 17:51:34" ["post_modified_gmt"]=> string(19) "2024-01-30 01:51:34" ["post_content_filtered"]=> string(0) "" ["post_parent"]=> int(0) ["guid"]=> string(44) "https://zuorainternprd.wpengine.com/?p=79049" ["menu_order"]=> int(0) ["post_type"]=> string(4) "post" ["post_mime_type"]=> string(0) "" ["comment_count"]=> string(1) "0" ["filter"]=> string(3) "raw" } [1]=> object(WP_Post)#22226 (24) { ["ID"]=> int(84362) ["post_author"]=> string(3) "227" ["post_date"]=> string(19) "2020-09-28 13:59:22" ["post_date_gmt"]=> string(19) "2020-09-28 20:59:22" ["post_content"]=> string(7506) "THE MOTLEY FOOL • BY ADAM LEVY The COVID-19 pandemic was a double whammy for the pay-TV industry. First, marketers pulled back on their television advertising spend. Then, consumers started canceling their pay-TV subscriptions as sports were canceled and TV series productions were delayed. Around 6.6 million U.S. households will cut the cord in 2020 while ad spend falls 15%, according to estimates from eMarketer. Importantly, those numbers will not bounce back to their pre-pandemic highs, instead continuing to trend downward over the long run. As more consumers cut the cord and advertisers move to digital platforms, it's forcing legacy TV media companies to accelerate direct-to-consumer plans.A forcing function for direct-to-consumer
More and more media companies are assessing their direct-to-consumer streaming options. ViacomCBS (NASDAQ: VIAC), Discovery Communications (NASDAQ: DISCA), and AMC Networks (NASDAQ: AMCX) are all heavily reliant on advertising and affiliate fees from distributors. While affiliate fees have been propped up by contractual annual rate increases offsetting declining subscribers, advertising has been much harder to sustain. And as cord-cutting accelerates, affiliate revenue will fall as well. All three have made several moves to push further into the direct-to-consumer streaming video space. ViacomCBS is expanding CBS All Access, transforming it into Paramount+. It's also investing more in Pluto TV, its streaming service with dozens of "live" channels. Discovery is planning an ad-supported direct-to-consumer service launching next year. And AMC has revamped its streaming services, working closely with traditional distributors. It's notably resisting going directly to consumers, but it may explore other distribution channels like The Roku Channel in the future. The move is necessary for the three media companies, as they are heavily reliant on the pay-TV ecosystem. The other option is to bow out of the direct-to-consumer space and license more content to bigger players, which may become necessary for smaller media companies to survive. Other media companies, even those with existing direct-to-consumer services in place, will need to consider the long-term viability of staying loyal to the pay-TV ecosystem. Disney (NYSE: DIS), for example, already shuttered several cable networks in foreign markets. It's focusing more on its direct-to-consumer services in those markets, including its forthcoming Star-branded service. Disney may need to follow a similar strategy in the U.S., folding existing networks into Disney+ or Hulu, which could help it increase its pricing over time. As the trend continues, investors should expect more direct-to-consumer launches, revamps of existing services, and big streaming content deals.The big winners
As more people cut the cord and more advertisers shift their ad budgets away from TV, forcing more content to move to direct-to-consumer platforms, there are a couple clear winners: Roku (NASDAQ: ROKU) and Amazon (NASDAQ: AMZN). The two absolutely dominate the connected-TV space, accounting for the vast majority of viewing. They stand to benefit from media companies needing to promote their new direct-to-consumer services, the potential for growing subscription revenue flowing through their platforms, and the rising demand for advertising in ad-supported streaming services. While there are lots of other companies that will support the growing streaming video ecosystem, Roku and Amazon can capitalize in multiple ways. And with such concentrated consumer viewing on their platforms, neither has been afraid to ask a lot of media companies looking for access to their audiences. Long negotiations with new streaming services have become the norm for the connected-TV duopoly. Their position will only get stronger as competition in the streaming space grows and media companies need to stand out. That ought to support long-term revenue growth for both platforms. Roku is the best pure play for investors looking to capitalize on the growing amount of streaming content. While Amazon's position is nearly as strong, its streaming video business is dwarfed by its other operations. John Mackey, CEO of Whole Foods Market, an Amazon subsidiary, is a member of The Motley Fool's board of directors. Adam Levy owns shares of Amazon and Walt Disney. The Motley Fool owns shares of and recommends Amazon, Roku, and Walt Disney. The Motley Fool recommends AMC Networks and recommends the following options: long January 2021 $60 calls on Walt Disney, short January 2022 $1940 calls on Amazon, long January 2022 $1920 calls on Amazon, and short October 2020 $125 calls on Walt Disney. The Motley Fool has a disclosure policy.This article was written by Adam Levy from The Motley Fool and was legally licensed through the Industry Dive publisher network. Please direct all licensing questions to legal@industrydive.com.
" ["post_title"]=> string(60) "2 Big Reasons We'll See Even More Streaming Services in 2021" ["post_excerpt"]=> string(0) "" ["post_status"]=> string(7) "publish" ["comment_status"]=> string(4) "open" ["ping_status"]=> string(6) "closed" ["post_password"]=> string(0) "" ["post_name"]=> string(59) "2-big-reasons-well-see-even-more-streaming-services-in-2021" ["to_ping"]=> string(0) "" ["pinged"]=> string(0) "" ["post_modified"]=> string(19) "2024-01-29 17:53:48" ["post_modified_gmt"]=> string(19) "2024-01-30 01:53:48" ["post_content_filtered"]=> string(0) "" ["post_parent"]=> int(0) ["guid"]=> string(44) "https://zuorainternprd.wpengine.com/?p=84362" ["menu_order"]=> int(0) ["post_type"]=> string(4) "post" ["post_mime_type"]=> string(0) "" ["comment_count"]=> string(1) "0" ["filter"]=> string(3) "raw" } [2]=> object(WP_Post)#22352 (24) { ["ID"]=> int(78701) ["post_author"]=> string(3) "227" ["post_date"]=> string(19) "2020-05-14 08:28:22" ["post_date_gmt"]=> string(19) "2020-05-14 15:28:22" ["post_content"]=> string(5527) "Learn more about the Subscription Economy and how subscription businesses are faring amid COVID-19. " ["post_title"]=> string(45) "A New Opportunity for Subscription Businesses" ["post_excerpt"]=> string(0) "" ["post_status"]=> string(7) "publish" ["comment_status"]=> string(4) "open" ["ping_status"]=> string(6) "closed" ["post_password"]=> string(0) "" ["post_name"]=> string(45) "a-new-opportunity-for-subscription-businesses" ["to_ping"]=> string(0) "" ["pinged"]=> string(0) "" ["post_modified"]=> string(19) "2024-01-29 17:51:11" ["post_modified_gmt"]=> string(19) "2024-01-30 01:51:11" ["post_content_filtered"]=> string(0) "" ["post_parent"]=> int(0) ["guid"]=> string(44) "https://zuorainternprd.wpengine.com/?p=78701" ["menu_order"]=> int(0) ["post_type"]=> string(4) "post" ["post_mime_type"]=> string(0) "" ["comment_count"]=> string(1) "0" ["filter"]=> string(3) "raw" } } ["resource_headline"]=> string(69) "サブスクリプションビジネスのための利用料金体系" ["body_copy"]=> string(2340) "+++This article was written by Des Hang, cofounder and CEO of car subscription service Carbar. The article was originally published on The Australian. For the first time in a long time in Australia, consumer spending is in free fall. If the latest transaction data release by CBA is any indication, panic buying has given way to a hoarding mentality where the average Australian is saving their cash for a rainy day.Spending in New South Wales and Victoria account for almost half of all consumer spending in Australia. According to CBA, that’s down by almost 15 percent. That's been reinforced by Westpac's Consumer Confidence survey last month recording the largest drop on record. But what would be interesting to know, and what was excluded from studies on consumer spend, was whether any consumers shredded any of their subscriptions in response to COVID-19. I have a hunch that they didn’t, and furthermore that this period could serve to further validate this business model. That suspicion is backed up by global data from subscription technology business Zuora. They found that over half of the subscription businesses surveyed as part of their global subscription index reported a limited impact from COVID-19. A quarter of them are even growing in this environment. The subscriptions that are growing the most are digital services and digital media. This includes your TV streaming services, but also e-learning, communication tools and news media subscriptions. No surprise that the subscriptions that are consolidating revolve around travel and sports services. Why hold onto a gym membership when you can’t go to the gym? There isn't any firm data on how this is playing out in Australia. But given the logic behind these numbers, I would expect these trends to be holding true here too. This means that despite the economic decline, there are a number of subscription businesses either holding numbers or growing despite adversity. This has been the experience for Carbar. We’ve had growth in our subscription business across all three states that we operate in, with Queensland — our newest — seeing the highest growth. The main reason for this, we feel, is that there’s been an uptick in demand for private transport during the pandemic. Consumers also don’t want the overhead of debt or upfront registration fees and prefer to hold onto their cash during uncertain times. But, admittedly, it has been accompanied by some churn. A small number of customers have ended their subscription, largely because they weren’t using their car. However, if it's for the right reasons, I’d argue that churn isn’t a bad thing as your customers will come back. Many of ours leaving our service have told us they’ll resign when normality returns, and do they need regular access to a car again. This does, however, make me wonder whether the services who have seen an uptick now — such as streaming platforms — will struggle to hold their customers when we’re allowed out of our houses again. If anything, these musings and the apparent stability of most subscription-based businesses during this really dire period should give the broader business community some pause. While not all companies can operate on a subscription model, are there ways that some businesses can build it into their operations to give it more resilience? Retail, for instance, is a classic example. Can they roll out a subscription model for their goods, and provide enough value that it’s a genuine alternative to ad hoc shopping? This may sound out of the question. But a few years back, the idea of having a car on subscription was a pipedream. We’re still educating the market on the benefits of it, and it is a long term play. However, we’re still seeing some growth in a period where the entire auto industry is rapidly consolidating. If I had to put money on it, I’d wager that in a post-COVID-19 world more services will become subscription-based. Things that we never imagined would be a subscription too. The model is being stress-tested by COVID-19 and so far, the results are promising.サブスクリプションは単なる財務モデルではなく、顧客とプロバイダーとの関係を定義する新しい方法を示しています。今日の顧客は、単に製品を購入するだけでなく、ブランドとの関係にコミットしているのです。プロバイダーにとって、顧客を理解し、そのニーズを大切にしていることを示す方法を見つけることは、長期にわたる信頼とロイヤルティを築くことになります。これには、価格と提供物の価値を一致させる最善の方法を見つけることも含まれます。幸い、サブスクリプション企業には、柔軟な利用ベースの価格設定モデルなど、さまざまな試行錯誤のオプションが用意されています。
学べること:
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In just the last few weeks, we lost J. Crew, Neiman Marcus, and J.C. Penney. The National Retail Federation estimates seven million retail jobs could be lost due to the pandemic. So what word would you use to describe the effects of the COVID-19 crisis on the retail industry right now? It’s okay to use a thesaurus if you need to: Catastrophic? Calamitous? Malefic? Mortiferous? Really, really bad? Take your pick. While we’ve all been reading headlines about the “retail apocalypse” for years, it looks like the Four Horsemen have finally arrived. It’s particularly tragic because retail is an incredibly important sector of our economy. Consumer spending constitutes two-thirds of the GDP. The retail industry employs 52 million Americans and generated nearly $4 trillion in revenue last year. But wait, not so fast. I honestly think that COVID-19 is the best thing to happen to the retail industry. I know, I know. “Tien, you’ve gone crazy,” you are thinking. “That’s it, I am unsubscribing to this weekly subscription newsletter about subscriptions.” To which I say: Look, I know it’s bad, but the hero’s journey has to go through Hades before rebirth can happen. And now that we’ve passed through the fire, it looks like redemption is within reach. In fact, if you know where to look, many retailers are thriving right now. In the latest Fortune 500 list, 40 retail brands actually went up in the rankings. And brick and mortar retail is far from dead. Did you know that Walmart makes twice as much money as Amazon? No wonder Jeff Bezos is expanding into grocery stores. That’s why I read this New York Times profile of Patagonia with such great interest. Patagonia (which did $800 million in revenue last year) was one of the first retailers to close, and might be one of the last to open. While every other retailer is rushing to open stores and get their cash registers ringing again to stave off the Grim Reaper, Patagonia says they can afford to be cautious. That doesn’t mean it has stopped reaching out to its customers, though. They’ve taken the environmental activism and community gathering aspects of their stores and moved them online with stories like “What You Can Do From Home.” What I see in Patagonia points to how a healthier, more resilient retail industry can rise from the ashes of the apocalypse, a phoenix from the flames. And the first and most important step out of the ashes is to start with the consumer. We’ve gone from a nation of people traveling elsewhere to consume things, to a nation of people consuming things when and wherever they want (and that’s increasingly at home). Retailers need to go to them, not the other way around. Once you start with that mindset, you need to do three things: First, flip the script and make your online presence matter more than your physical stores. The new retail imperative is to establish a digital identity as your main point of contact. Over two-thirds of Starbucks customers use its app, which now accounts for over 17% of the company’s orders. They opened their first pick-up only store in 2019, and a broader rollout is happening this year. Second, physical stores are still important, but use those physical stores as showrooms, distribution centers, and drop-off locations. Target, for example, realized that while Amazon has around 180 distribution centers in the U.S., it could turn all 1,900 of its stores into fulfillment centers. Last quarter its stores fulfilled nearly 80% of its digital sales, and the company fulfilled more online orders during an average day in April than it did on Cyber Monday. Its stock has jumped 74% over the last year. Third, build real membership models that provide actual value, not bogus reward points. And stop discounting yourself to death. If anything, your customers should be paying you to join your membership program, not the other way around. Where did Jeff Bezos get the idea for Amazon Prime? From Costco. Real membership models allow retailers to re-imagine their businesses as recurring services, as opposed to an accumulation of transactions. As Patagonia CEO Rose Marcario says, “the shape of retail will change.” People will be more reliant on e-commerce and “the return to walk-in retail will be slow.” Note that Patagonia also benefits from a legendary membership model. The old way of retail has been dying for years, and COVID-19 finally pushed it off a cliff. But a more resilient retail industry is shaping up right in front of our eyes. The future of retail is already here, it’s just hiding in plain sight. +++ For more insights from Zuora CEO Tien Tzuo, sign up to receive the Subscribed Weekly here. The opinions expressed in the Subscribed Weekly are his own, not those of the company. The companies mentioned in this newsletter are not necessarily Zuora customers. And check out his book SUBSCRIBED: Why the Subscription Model Will be Your Company’s Future – and What to Do About It." ["post_title"]=> string(46) "COVID-19 is the Best Thing to Happen to Retail" ["post_excerpt"]=> string(0) "" ["post_status"]=> string(7) "publish" ["comment_status"]=> string(4) "open" ["ping_status"]=> string(6) "closed" ["post_password"]=> string(0) "" ["post_name"]=> string(46) "covid-19-is-the-best-thing-to-happen-to-retail" ["to_ping"]=> string(0) "" ["pinged"]=> string(0) "" ["post_modified"]=> string(19) "2024-01-29 17:51:34" ["post_modified_gmt"]=> string(19) "2024-01-30 01:51:34" ["post_content_filtered"]=> string(0) "" ["post_parent"]=> int(0) ["guid"]=> string(44) "https://zuorainternprd.wpengine.com/?p=79049" ["menu_order"]=> int(0) ["post_type"]=> string(4) "post" ["post_mime_type"]=> string(0) "" ["comment_count"]=> string(1) "0" ["filter"]=> string(3) "raw" } [1]=> object(WP_Post)#22226 (24) { ["ID"]=> int(84362) ["post_author"]=> string(3) "227" ["post_date"]=> string(19) "2020-09-28 13:59:22" ["post_date_gmt"]=> string(19) "2020-09-28 20:59:22" ["post_content"]=> string(7506) "THE MOTLEY FOOL • BY ADAM LEVY The COVID-19 pandemic was a double whammy for the pay-TV industry. First, marketers pulled back on their television advertising spend. Then, consumers started canceling their pay-TV subscriptions as sports were canceled and TV series productions were delayed. Around 6.6 million U.S. households will cut the cord in 2020 while ad spend falls 15%, according to estimates from eMarketer. Importantly, those numbers will not bounce back to their pre-pandemic highs, instead continuing to trend downward over the long run. As more consumers cut the cord and advertisers move to digital platforms, it's forcing legacy TV media companies to accelerate direct-to-consumer plans.A forcing function for direct-to-consumer
More and more media companies are assessing their direct-to-consumer streaming options. ViacomCBS (NASDAQ: VIAC), Discovery Communications (NASDAQ: DISCA), and AMC Networks (NASDAQ: AMCX) are all heavily reliant on advertising and affiliate fees from distributors. While affiliate fees have been propped up by contractual annual rate increases offsetting declining subscribers, advertising has been much harder to sustain. And as cord-cutting accelerates, affiliate revenue will fall as well. All three have made several moves to push further into the direct-to-consumer streaming video space. ViacomCBS is expanding CBS All Access, transforming it into Paramount+. It's also investing more in Pluto TV, its streaming service with dozens of "live" channels. Discovery is planning an ad-supported direct-to-consumer service launching next year. And AMC has revamped its streaming services, working closely with traditional distributors. It's notably resisting going directly to consumers, but it may explore other distribution channels like The Roku Channel in the future. The move is necessary for the three media companies, as they are heavily reliant on the pay-TV ecosystem. The other option is to bow out of the direct-to-consumer space and license more content to bigger players, which may become necessary for smaller media companies to survive. Other media companies, even those with existing direct-to-consumer services in place, will need to consider the long-term viability of staying loyal to the pay-TV ecosystem. Disney (NYSE: DIS), for example, already shuttered several cable networks in foreign markets. It's focusing more on its direct-to-consumer services in those markets, including its forthcoming Star-branded service. Disney may need to follow a similar strategy in the U.S., folding existing networks into Disney+ or Hulu, which could help it increase its pricing over time. As the trend continues, investors should expect more direct-to-consumer launches, revamps of existing services, and big streaming content deals.The big winners
As more people cut the cord and more advertisers shift their ad budgets away from TV, forcing more content to move to direct-to-consumer platforms, there are a couple clear winners: Roku (NASDAQ: ROKU) and Amazon (NASDAQ: AMZN). The two absolutely dominate the connected-TV space, accounting for the vast majority of viewing. They stand to benefit from media companies needing to promote their new direct-to-consumer services, the potential for growing subscription revenue flowing through their platforms, and the rising demand for advertising in ad-supported streaming services. While there are lots of other companies that will support the growing streaming video ecosystem, Roku and Amazon can capitalize in multiple ways. And with such concentrated consumer viewing on their platforms, neither has been afraid to ask a lot of media companies looking for access to their audiences. Long negotiations with new streaming services have become the norm for the connected-TV duopoly. Their position will only get stronger as competition in the streaming space grows and media companies need to stand out. That ought to support long-term revenue growth for both platforms. Roku is the best pure play for investors looking to capitalize on the growing amount of streaming content. While Amazon's position is nearly as strong, its streaming video business is dwarfed by its other operations. John Mackey, CEO of Whole Foods Market, an Amazon subsidiary, is a member of The Motley Fool's board of directors. Adam Levy owns shares of Amazon and Walt Disney. The Motley Fool owns shares of and recommends Amazon, Roku, and Walt Disney. The Motley Fool recommends AMC Networks and recommends the following options: long January 2021 $60 calls on Walt Disney, short January 2022 $1940 calls on Amazon, long January 2022 $1920 calls on Amazon, and short October 2020 $125 calls on Walt Disney. The Motley Fool has a disclosure policy.This article was written by Adam Levy from The Motley Fool and was legally licensed through the Industry Dive publisher network. Please direct all licensing questions to legal@industrydive.com.
" ["post_title"]=> string(60) "2 Big Reasons We'll See Even More Streaming Services in 2021" ["post_excerpt"]=> string(0) "" ["post_status"]=> string(7) "publish" ["comment_status"]=> string(4) "open" ["ping_status"]=> string(6) "closed" ["post_password"]=> string(0) "" ["post_name"]=> string(59) "2-big-reasons-well-see-even-more-streaming-services-in-2021" ["to_ping"]=> string(0) "" ["pinged"]=> string(0) "" ["post_modified"]=> string(19) "2024-01-29 17:53:48" ["post_modified_gmt"]=> string(19) "2024-01-30 01:53:48" ["post_content_filtered"]=> string(0) "" ["post_parent"]=> int(0) ["guid"]=> string(44) "https://zuorainternprd.wpengine.com/?p=84362" ["menu_order"]=> int(0) ["post_type"]=> string(4) "post" ["post_mime_type"]=> string(0) "" ["comment_count"]=> string(1) "0" ["filter"]=> string(3) "raw" } [2]=> object(WP_Post)#22352 (24) { ["ID"]=> int(78701) ["post_author"]=> string(3) "227" ["post_date"]=> string(19) "2020-05-14 08:28:22" ["post_date_gmt"]=> string(19) "2020-05-14 15:28:22" ["post_content"]=> string(5527) "Learn more about the Subscription Economy and how subscription businesses are faring amid COVID-19. " ["post_title"]=> string(45) "A New Opportunity for Subscription Businesses" ["post_excerpt"]=> string(0) "" ["post_status"]=> string(7) "publish" ["comment_status"]=> string(4) "open" ["ping_status"]=> string(6) "closed" ["post_password"]=> string(0) "" ["post_name"]=> string(45) "a-new-opportunity-for-subscription-businesses" ["to_ping"]=> string(0) "" ["pinged"]=> string(0) "" ["post_modified"]=> string(19) "2024-01-29 17:51:11" ["post_modified_gmt"]=> string(19) "2024-01-30 01:51:11" ["post_content_filtered"]=> string(0) "" ["post_parent"]=> int(0) ["guid"]=> string(44) "https://zuorainternprd.wpengine.com/?p=78701" ["menu_order"]=> int(0) ["post_type"]=> string(4) "post" ["post_mime_type"]=> string(0) "" ["comment_count"]=> string(1) "0" ["filter"]=> string(3) "raw" } } ["resource_headline"]=> string(69) "サブスクリプションビジネスのための利用料金体系" ["body_copy"]=> string(2340) "+++This article was written by Des Hang, cofounder and CEO of car subscription service Carbar. The article was originally published on The Australian. For the first time in a long time in Australia, consumer spending is in free fall. If the latest transaction data release by CBA is any indication, panic buying has given way to a hoarding mentality where the average Australian is saving their cash for a rainy day.Spending in New South Wales and Victoria account for almost half of all consumer spending in Australia. According to CBA, that’s down by almost 15 percent. That's been reinforced by Westpac's Consumer Confidence survey last month recording the largest drop on record. But what would be interesting to know, and what was excluded from studies on consumer spend, was whether any consumers shredded any of their subscriptions in response to COVID-19. I have a hunch that they didn’t, and furthermore that this period could serve to further validate this business model. That suspicion is backed up by global data from subscription technology business Zuora. They found that over half of the subscription businesses surveyed as part of their global subscription index reported a limited impact from COVID-19. A quarter of them are even growing in this environment. The subscriptions that are growing the most are digital services and digital media. This includes your TV streaming services, but also e-learning, communication tools and news media subscriptions. No surprise that the subscriptions that are consolidating revolve around travel and sports services. Why hold onto a gym membership when you can’t go to the gym? There isn't any firm data on how this is playing out in Australia. But given the logic behind these numbers, I would expect these trends to be holding true here too. This means that despite the economic decline, there are a number of subscription businesses either holding numbers or growing despite adversity. This has been the experience for Carbar. We’ve had growth in our subscription business across all three states that we operate in, with Queensland — our newest — seeing the highest growth. The main reason for this, we feel, is that there’s been an uptick in demand for private transport during the pandemic. Consumers also don’t want the overhead of debt or upfront registration fees and prefer to hold onto their cash during uncertain times. But, admittedly, it has been accompanied by some churn. A small number of customers have ended their subscription, largely because they weren’t using their car. However, if it's for the right reasons, I’d argue that churn isn’t a bad thing as your customers will come back. Many of ours leaving our service have told us they’ll resign when normality returns, and do they need regular access to a car again. This does, however, make me wonder whether the services who have seen an uptick now — such as streaming platforms — will struggle to hold their customers when we’re allowed out of our houses again. If anything, these musings and the apparent stability of most subscription-based businesses during this really dire period should give the broader business community some pause. While not all companies can operate on a subscription model, are there ways that some businesses can build it into their operations to give it more resilience? Retail, for instance, is a classic example. Can they roll out a subscription model for their goods, and provide enough value that it’s a genuine alternative to ad hoc shopping? This may sound out of the question. But a few years back, the idea of having a car on subscription was a pipedream. We’re still educating the market on the benefits of it, and it is a long term play. However, we’re still seeing some growth in a period where the entire auto industry is rapidly consolidating. If I had to put money on it, I’d wager that in a post-COVID-19 world more services will become subscription-based. Things that we never imagined would be a subscription too. The model is being stress-tested by COVID-19 and so far, the results are promising.サブスクリプションは単なる財務モデルではなく、顧客とプロバイダーとの関係を定義する新しい方法を示しています。今日の顧客は、単に製品を購入するだけでなく、ブランドとの関係にコミットしているのです。プロバイダーにとって、顧客を理解し、そのニーズを大切にしていることを示す方法を見つけることは、長期にわたる信頼とロイヤルティを築くことになります。これには、価格と提供物の価値を一致させる最善の方法を見つけることも含まれます。幸い、サブスクリプション企業には、柔軟な利用ベースの価格設定モデルなど、さまざまな試行錯誤のオプションが用意されています。
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