Product boxes .g. beauty box, food box, etc.
Posted: Tue Feb 11, 2025 6:34 am
Competition between subscriptions in individual industries is increasing and is increasingly turning into a cutthroat market. And this applies to all subscription models, not just food boxes and streaming services. A provider develops a new idea, e.g. hygiene products on subscription, and as soon as it is proven successful, it will not be long before competitors position themselves with variations. And: Competition is likely to be tougher than with traditional sales channels - several snack manufacturers can sell to the same customers in the supermarket, but most customers will probably not take out more than one or two subscriptions for the same area of life. The question is: how many subscriptions for shampoos or washing machines does a household need? We suspect that the answer is usually 1, in rare cases 2. This makes it all the more important that providers who want to play in this market keep a close eye on whether and why their product/service is attractive to customers as a subscription in the long term.
It is also likely that consumers have a certain upper limit to the number of subscriptions they are willing to take out. This means that products and services that would otherwise not do so are competing with each other. To be more specific: even if a customer thinks the idea of getting their protein shakes on a subscription is great, they may not take out a subscription if they already have two streaming services, a razor blade subscription and a detergent subscription.
The limits of growth: How many customers are willing to take out additional subscriptions?
Let's try to get a feel for the potential of subscription models: We're specifically looking at non-traditional subscriptions. The willingness of customers to take out new subscriptions at all seems to us to be a decisive factor.
Therefore, we asked our study participants who already have a subscription whether they would be interested in a selection of non-traditional subscriptions:
Regular product replenishment (e.g. pet products, cleaning products, etc.)
Subscription to an online fitness/health platform (e.g. workout, yoga, nutrition, mental health, etc.)
Subscription to an online learning platform (e.g. Duolingo, Coursera, etc.)
or whether they are not interested in any of the subscriptions mentioned
Before we look at the positive responses, let's look at the last option: Not taiwan telegram data interested. Here we saw a clear difference in response behavior depending on whether the respondents had already taken out a non-traditional subscription or not.
We asked how many are interested in taking out one of the non-traditional subscriptions and looked at the response option “I am not interested in taking any of these subscriptions”:
Participants with ongoing subscription: 26% are not interested
Participants who already had a subscription but canceled it: 59% say they are not interested (but the number of participants here is low)
Participants who had not yet subscribed 51% show no interest
In principle, this is good news for the subscription model! Almost three quarters of participants with a non-traditional subscription could imagine taking out another one. And the same applies to just over half of those who have never taken out a subscription. The biggest obstacles to getting involved in a subscription are those who have already used the model but then canceled it.
It is also likely that consumers have a certain upper limit to the number of subscriptions they are willing to take out. This means that products and services that would otherwise not do so are competing with each other. To be more specific: even if a customer thinks the idea of getting their protein shakes on a subscription is great, they may not take out a subscription if they already have two streaming services, a razor blade subscription and a detergent subscription.
The limits of growth: How many customers are willing to take out additional subscriptions?
Let's try to get a feel for the potential of subscription models: We're specifically looking at non-traditional subscriptions. The willingness of customers to take out new subscriptions at all seems to us to be a decisive factor.
Therefore, we asked our study participants who already have a subscription whether they would be interested in a selection of non-traditional subscriptions:
Regular product replenishment (e.g. pet products, cleaning products, etc.)
Subscription to an online fitness/health platform (e.g. workout, yoga, nutrition, mental health, etc.)
Subscription to an online learning platform (e.g. Duolingo, Coursera, etc.)
or whether they are not interested in any of the subscriptions mentioned
Before we look at the positive responses, let's look at the last option: Not taiwan telegram data interested. Here we saw a clear difference in response behavior depending on whether the respondents had already taken out a non-traditional subscription or not.
We asked how many are interested in taking out one of the non-traditional subscriptions and looked at the response option “I am not interested in taking any of these subscriptions”:
Participants with ongoing subscription: 26% are not interested
Participants who already had a subscription but canceled it: 59% say they are not interested (but the number of participants here is low)
Participants who had not yet subscribed 51% show no interest
In principle, this is good news for the subscription model! Almost three quarters of participants with a non-traditional subscription could imagine taking out another one. And the same applies to just over half of those who have never taken out a subscription. The biggest obstacles to getting involved in a subscription are those who have already used the model but then canceled it.