The Automatic Customer (John Warrillow)
Problem
One-time sales create unpredictable revenue.
Action
Convert repeat purchases into a recurring subscription whenever possible.
Outcome
Revenue becomes more predictable.
Chapter: Subscribers Are Better Than Customers - Who Wins in the Subscription Economy?
Problem
Constantly replacing lost customers slows business growth.
Action
Design your offers to keep customers subscribed for the long term.
Outcome
Customer lifetime value increases.
Chapter: Subscribers Are Better Than Customers - Why You Need Automatic Customers
Problem
Members cancel when ongoing value disappears.
Action
Provide fresh content available only to subscribers.
Outcome
Members stay engaged longer.
Chapter: The Nine Subscription Business Models - The Membership Website Model
Problem
Customers buy less when each use requires an additional payment.
Action
Give subscribers unlimited access to a growing collection through a recurring plan.
Outcome
Customers use your service more often.
Chapter: The Nine Subscription Business Models - The All-You-Can-Eat Library Model
Problem
Customers leave when membership offers no special advantages.
Action
Provide valuable benefits that only members can receive.
Outcome
Member loyalty increases.
Chapter: The Nine Subscription Business Models - The Private Club Model
Problem
Waiting reduces the value of many services.
Action
Offer subscribers faster access or preferred service.
Outcome
Customers receive greater convenience.
Chapter: The Nine Subscription Business Models - The Front-of-the-Line Model
Problem
Customers forget to reorder products they use regularly.
Action
Deliver consumable products on a recurring schedule before they run out.
Outcome
Customers always have what they need.
Chapter: The Nine Subscription Business Models - The Consumables Model
Problem
Routine purchases become less engaging over time.
Action
Send curated products to subscribers at regular intervals.
Outcome
Customers look forward to every delivery.
Chapter: The Nine Subscription Business Models - The Surprise Box Model
Problem
Repeated buying requires unnecessary customer effort.
Action
Automate routine purchases through a subscription.
Outcome
Buying becomes simpler.
Chapter: The Nine Subscription Business Models - The Simplifier Model
Problem
A small network provides limited value.
Action
Build a subscription that becomes more useful as more members join.
Outcome
The service becomes more valuable over time.
Chapter: The Nine Subscription Business Models - The Network Model
Problem
Customers worry about future problems.
Action
Offer continuous monitoring, maintenance, or support with a subscription.
Outcome
Customers gain peace of mind.
Chapter: The Nine Subscription Business Models - The Peace-of-Mind Model
Problem
Traditional sales metrics do not reflect subscription performance.
Action
Track recurring revenue alongside customer retention.
Outcome
Business decisions become more effective.
Chapter: Building Your Subscription Business - The New Math
Problem
Subscription businesses often require upfront spending before returns appear.
Action
Manage cash carefully while building a larger subscriber base.
Outcome
Long-term cash flow becomes stronger.
Chapter: Building Your Subscription Business - The Cash Suck vs. The Cash Spigot
Problem
Customers hesitate to commit to recurring payments.
Action
Make the subscription easy to start and easy to trust.
Outcome
More customers become subscribers.
Chapter: Building Your Subscription Business - The Psychology of Selling a Subscription
Problem
Rapid growth exposes weak business processes.
Action
Build reliable systems before expanding your subscriber base.
Outcome
Growth becomes easier to manage.
Chapter: Building Your Subscription Business - Scaling Up
Problem
Subscribers leave when the service stops improving.
Action
Regularly refine the subscription based on customer experience.
Outcome
Subscriber retention improves.
Chapter: Building Your Subscription Business - Reflections