Digitally transformed companies push the subscription model as their main revenue lever. Customers increasingly value "use" more than "possession" of products or services.
For the construction of this type of models that respond to these new customer habits, a series of elements must be taken into account that make up the success of the offer itself. The lack of one of these elements prevents the achievement of the expected results.
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Subscription Economy
The most successful digital model is based on subscriptions. The keys are in product design, market needs, processes, technology, differentiation, ... -
Technologies needed for a Subscription Economy
Subscription commerce requires for its objectives a technology and operational platform to automate and manage the customer journey and customer experience from start to finish. -
Ecosystems and the Subscription Economy
Ecosystems play a key role in strategies to build and expand recurring revenue models. -
Billing in the Subscription Economy
Subscription commerce requires superior flexibility to accommodate the complexity of direct and indirect channels, billing across diverse ecosystems, pricing based on a variety of usage scenarios, acquisitions or agreements with other organizations with different processes, and other aspects that appear as the market evolves. -
The change to the subscription model
Adopting a subscription economy model starts with understanding and anticipating the operational and cultural changes required to ensure a successful transition to the new model. -
Build the use case of the Subscription Model
To convince outside investors or the board of directors that subscription trading is the way forward, you need to be convincing and clear on why the company should adopt the new commercial through a strong business case. -
The right partner for the subscription model
In situations of uncertainty, as progress toward a more stable state occurs, business leaders need to act not only quickly, but also courageously. Studies of business trends have always noted that "companies that made substantial changes did better coming out of recessions than those that didn't."
