Subscription Model Quotes

There are two sides to the battle in front of us, and on one side is Black Friday discount, Wi-Fi hotspot, this year's model, subscription only, now with more stretch, noise-canceling-noise-creating headphones, one car to every green, this lane ends. The other side is magic.

If you’re just managing expectations, instead of creating new opportunities, you’re not doing it right.

Inside our gift-wrapped packages there was a doll, kitchen utensils, modeling clay, a recipe book, crayons, a year’s subscription to France Loisirs, a princess outfit, and a magic wand.

Other benefits: As a company Adobe struggled for many years with people using pirated copies of its software, particularly for costly Creative Cloud applications like Photoshop. The subscription model automatically reduces piracy, since the company no longer ships packaged software that can be copied. Further, organizations on tight budgets with single projects can pay to use the service for only a month or two.

But even when Facebook isn't deliberately exploiting its users, it is exploiting its users—its business model requires it. Even if you distance yourself from Facebook, you still live in the world that Facebook is shaping. Facebook, using our native narcissism and our desire to connect with other people, captured our attention and our behavioral data; it used this attention and data to manipulate our behavior, to the point that nearly half of America began relying on Facebook for news. Then, with the media both reliant on Facebook as a way of reaching readers and powerless against the platform's ability to suck up digital advertising revenue—it was like a paperboy who pocketed all the subscription money—Facebook bent the media's economic model to match its own practices: publications needed to capture attention quickly and consistently trigger high emotional responses to be seen at all. The result, in 2016, was an unending stream of Trump stories, both from the mainstream news and from the fringe outlets that were buoyed by Facebook's algorithm. What began as a way for Zuckerberg to harness collegiate misogyny and self-interest has become the fuel for our whole contemporary nightmare, for a world that fundamentally and systematically misrepresents human needs.

The reason subscription (and RSS) was abandoned was because in a subscription economy the users are in control. In the on-off model, the competition might be more vicious, but its on the terms of the publisher. Having followers instead of subscribers - where readers have to check back on sites often are barraged with a stream of refreshing content laden with ads - is much better for their bottom line.

There are other models to explain Cygnus X-1 that do not include a black hole, but they are all rather far-fetched. A black hole seems to be the only really natural explanation of the observations. Despite this, I had a bet with Kip Thorne of the California Institute of Technology that in fact Cygnus X-1 does not contain a black hole! This was a form of insurance policy for me. I have done a lot of work on black holes, and it would all be wasted if it turned out that black holes do not exist. But in that case, I would have the consolation of winning my bet, which would bring me four years of the magazine Private Eye. In fact, although the situation with Cygnus X-1 has not changed much since we made the bet in 1975, there is now so much other observational evidence in favor of black holes that I have conceded the bet. I paid the specified penalty, which was a one-year subscription to Penthouse, to the outrage of Kip’s liberated wife.

It was in Cleveland that Magic Slim became the most successful pornographic film producer in America. His training center was a key link in a human trafficking supply chain stretching from the former Soviet Republics in Eastern Europe to the United States. Trafficking accounts for an estimated $32 billion in annual trade with sex slavery and pornographic film production accounting for the greatest percentage. The girls arrived at Slim’s building young and naive, they left older and wiser. This was a classic value chain with each link making a contribution.  Slim’s trainers were the best, and it showed in the final product. Each class of girls was judged on the merits. The fast learners went on to advanced training. They learned proper etiquette, social skills and party games. They learned how to dress, apply makeup and discuss world events.  Best in-class were advertised in international style magazines with code words. These codes were known only to select clients and certain intermediaries approved by Slim. This elaborate distribution system was part of Slim’s business model, his clients paid an annual subscription fee for the on-line dictionary. The code words and descriptions were revised monthly.  An interested client would pay an access fee for further information that included a set of professional  photographs, a video and voice recordings of the model addressing the client by name.  Should the client accept, a detailed travel itinerary was submitted calling for first class travel and accommodation.  Slim required a letter of understanding spelling out terms and conditions and a 50% deposit. He didn’t like contracts, his word was his bond, everyone along the chain knew that. Slim's business was booming.

Internet subscription for $59—seemed reasonable. The second option—the $125 print subscription—seemed a bit expensive, but still reasonable. But then I read the third option: a print and Internet subscription for $125. I read it twice before my eye ran back to the previous options. Who would want to buy the print option alone, I wondered, when both the Internet and the print subscriptions were offered for the same price? Now, the print-only option may have been a typographical error, but I suspect that the clever people at the Economist's London offices (and they are clever—and quite mischievous in a British sort of way) were actually manipulating me. I am pretty certain that they wanted me to skip the Internet-only option (which they assumed would be my choice, since I was reading the advertisement on the Web) and jump to the more expensive option: Internet and print. But how could they manipulate me? I suspect it's because the Economist's marketing wizards (and I could just picture them in their school ties and blazers) knew something important about human behavior: humans rarely choose things in absolute terms. We don't have an internal value meter that tells us how much things are worth. Rather, we focus on the relative advantage of one thing over another, and estimate value accordingly. (For instance, we don't know how much a six-cylinder car is worth, but we can assume it's more expensive than the four-cylinder model.) In the case of the Economist, I may not have known whether the Internet-only subscription at $59 was a better deal than the print-only option at $125. But I certainly knew that the print-and-Internet option for $125 was better than the print-only option at $125. In fact, you could reasonably deduce that in the combination package, the Internet subscription is free! “It's a bloody steal—go for it, governor!” I could almost hear them shout from the riverbanks of the Thames. And I have to admit, if I had been inclined to subscribe I probably would have taken the package deal myself. (Later, when I tested the offer on a large number of participants, the vast majority preferred the Internet-and-print deal.)

How do you decide what video game to choose in the vast ocean of online gaming nonsense? There are 100s if not thousands of options permeating the internet. They range from honestly free, pay to win, and all the way up to an actual subscription based model. One of the first decisions you need to make is quite simply, what kind of game do I enjoy? Are you more of a first person shooter type person? If so you will most likely want to ignore role playing games or real time strategies. conversely if you are more of a role playing or real time strategy fan perhaps first person shooters are not for you. Once you have the type of game you are looking for nailed down games the next step: do you want to pay money? This is a big one and a tricky one. So many games out there present themselves as 'free'. I assure you, they are most certainly not free. Think a simple little game like Candy Crush is free? Next time you are in the Google Play or iTunes store Improve WoW PvP check on top grossing apps. You will very quickly change your mind on that. On a more relevant note some games are both free and pay, but maintain a respectful balance. By this I mean you do not HAVE to fork out hard earned cash in order to compete. League of Legends is an amazing example of this. A player cannot obtain any upgrade which will make their character better through monetary expenditures. What you can do; however, is purchase cosmetic items or other no stat gain frill. On the other end of the spectrum you have a game such as the behemoth World of Warcraft. World of Warcraft has managed to maintain a subscription based model for 10 years now. Multiple 'WoW Killers' have risen up since the inception of World of Warcraft using the subscription base as well. Damn near every one of them is now free to play. Rift and Star Wars are the two that really stick out. Leading up to their release forums Wow XP Off PvP Stream across the internet proclaimed them the almighty killer of World of Warcraft. Instead Warcraft kept on trucking and both of those games changed style to f2p not long after their release. These are just a few different games and styles of games for you to choose from. Remember, you get what you pay for in almost every case. (LoL being the exception that proves the rule)

In the old world, you could grow by doing three things: sell more units, increase the price of those units, or decrease the cost required to make those units. In today’s world, you have three new imperatives: acquire more customers, increase the value of those customers, and hold on to those customers longer.

Here’s the key takeaway—it is perfectly rational for subscription businesses to spend all their profits on growth, as long as their bucket doesn’t leak. Remember, as long as you are growing your ARR faster than your recurring expenses, you can step on the gas. As Ben Thompson of Stratechery notes, “You’re not so much selling a product as you are creating annuities with a lifetime value that far exceeds whatever you paid to acquire them.

we use it to manage our recurring expenses. In other words, we use it to budget. Every year, we determine COGS, G&A, and R&D spends as a percentage of our ARR. Budgeting used to be a total nightmare, with all sorts of politics and loud voices. Now it’s actually pretty simple. All our department heads know that the best way for them to grow their budget is for them to contribute to growing our ARR. How are they using their resources effectively toward that single goal? When ARR grows, your budget grows.

you used to be able to do fine just by deploying SAP better than the next guy. That’s no longer the case. Today, IT is where you compete. It’s where you spin up new services, new experiences. It’s where you set up test beds and experiments. It’s where you iterate and scale. It’s where you find the freedom to grow.

subscriptions are the only business model that is entirely based on the happiness of your customers. Think about it—when your customers are happy, then they’re using more of your service, and telling their friends, and you’re growing.

Freed from a blockbuster mindset,

where a = accumulated future value, p = principal or present value, r = rate of return in percentage terms, and n = number of compounding periods. All too often, management teams focus on the r variable in this equation. They seek instant gratification, with high profit margins and high growth in reported earnings per share (EPS) in the near term, as opposed to initiatives that would lead to a much more valuable business many years down the line. This causes many management teams to pass on investments that would create long-term value but would cause “accounting numbers” to look bad in the short term. Pressure from analysts can inadvertently incentivize companies to make as much money as possible off their present customers to report good quarterly numbers, instead of offering a fair price that creates enduring goodwill and a long-term win–win relationship for all stakeholders. The businesses that buy commodities and sell brands and have strong pricing power (typically depicted by high gross margins) should always remember that possessing pricing power is like having access to a large amount of credit. You may have it in abundance, but you must use it sparingly. Having pricing power doesn’t mean you exercise it right away. Consumer surplus is a great strategy, especially for subscription-based business models in which management should primarily focus on habit formation and making renewals a no-brainer. Most businesses fail to appreciate this delicate trade-off between high short-term profitability and the longevity accorded to the business through disciplined pricing and offering great customer value. The few businesses that do understand this trade-off always display “pain today, gain tomorrow” thinking in their daily decisions.

Membership Economy organizations assume they’re going to deal with the same customers, forever. The well-being of the customer, and the health of the long-term relationship, is the highest aim of these organizations.

To respond to this shift from ownership to usership, companies across all industries have been transforming their businesses from a traditional up-front revenue model—in which they sell a product or service in exchange for a one-time fee—to subscription models. We’ve been writing extensively about this trend, which we dubbed Subscription Commerce back in 2014, and it shows no signs of slowing down.

Patty was a Netflix senior executive for the company’s first fourteen years and helped drive its remarkable growth through 2012. Patty believes the company’s long stretch of success was fueled by this “very deliberate” strategy of “making it easy to leave and come back.” Patty notes that, while “pissing off consumers” may have short-term benefits, “a subscription model creates the most profit over the long term—over years, generations.” Eric, who went on to serve as chief algorithm officer at online fashion retailer Stitch Fix, added that companies that make it easy to quit get better data about how to keep customers satisfied and loyal. That’s because the “time to feedback” is faster for the company and the evidence is less noisy because most customers are keeping the service because they want it, not because they are trapped in a roach motel.

While Wyeth handled the technology, Tudor focused on business development. He gave ice cream–making demonstrations to confectioners, he offered coffee shop owners a water-cooling jug of his own design, and he came up with ice-block subscription models—customers could sign up for one or two deliveries a day, on a monthly plan. He even designed and built some of the earliest domestic iceboxes, which he called “Little Ice Houses,” so that customers could store their daily allowance of ice at home. Meanwhile, despite his self-pitying journal entries, Tudor had to admit that the nascent ice industry enjoyed some unique advantages. Ships departing New England ports were generally light on their outbound voyages, and frequently resorted to carrying stones as ballast, which they simply tossed overboard at their destination in order to return with foreign cargo. Once they were convinced that most of Tudor’s ice wouldn’t melt in transit, they gladly carried it at low rates: even a discounted cargo made more economic sense than a pile of rocks.

As a result, the most important recommendation for organizations of all shapes and sizes moving forward is to anticipate worst case scenarios at a minimum. Even in cases where organizations cannot or will not make some of the operational changes recommended below, the exercise of focusing on nonsoftware areas of a given business can help identify under-realized or -appreciated assets within an organization. Particularly ones for whom the sale of software has been low effort, brainstorming about other potential revenue opportunities is unlikely to be time wasted. One vendor in the business intelligence and analytics space has privately acknowledged doing just this; based on current research and projecting current trends forward, it is in the process of building out a 10-year plan over which it assumes that the upfront licensing model will gradually approach zero revenue. In its place, the vendor plans to build out subscription and data-based revenue streams. Even if the plan ultimately proves to be unnecessary, the exercise has been enormously useful internally for the insight gained into its business.

The fact is that the majority of software businesses today are leaving money on the table by focusing strictly on the production and delivery of software at the expense of other customer needs in the process, whether that’s operational assistance (services), improved decision-making (telemetry analytics), or the ability to amortize their capital outlay over longer periods of time (subscription models).

however, the round trip was a very long one (fourteen months was in fact well below the average). It was also hazardous: of twenty-two ships that set sail in 1598, only a dozen returned safely. For these reasons, it made sense for merchants to pool their resources. By 1600 there were around six fledgling East India companies operating out of the major Dutch ports. However, in each case the entities had a limited term that was specified in advance – usually the expected duration of a voyage – after which the capital was repaid to investors.10 This business model could not suffice to build the permanent bases and fortifications that were clearly necessary if the Portuguese and their Spanish allies* were to be supplanted. Actuated as much by strategic calculations as by the profit motive, the Dutch States-General, the parliament of the United Provinces, therefore proposed to merge the existing companies into a single entity. The result was the United East India Company – the Vereenigde Nederlandsche Geoctroyeerde Oostindische Compagnie (United Dutch Chartered East India Company, or VOC for short), formally chartered in 1602 to enjoy a monopoly on all Dutch trade east of the Cape of Good Hope and west of the Straits of Magellan.11 The structure of the VOC was novel in a number of respects. True, like its predecessors, it was supposed to last for a fixed period, in this case twenty-one years; indeed, Article 7 of its charter stated that investors would be entitled to withdraw their money at the end of just ten years, when the first general balance was drawn up. But the scale of the enterprise was unprecedented. Subscription to the Company’s capital was open to all residents of the United Provinces and the charter set no upper limit on how much might be raised. Merchants, artisans and even servants rushed to acquire shares; in Amsterdam alone there were 1,143 subscribers, only eighty of whom invested more than 10,000 guilders, and 445 of whom invested less than 1,000. The amount raised, 6.45 million guilders, made the VOC much the biggest corporation of the era. The capital of its English rival, the East India Company, founded two years earlier, was just £68,373 – around 820,000 guilders – shared between a mere 219 subscribers.12 Because the VOC was a government-sponsored enterprise, every effort was made to overcome the rivalry between the different provinces (and particularly between Holland, the richest province, and Zeeland). The capital of the Company was divided (albeit unequally) between six regional chambers (Amsterdam, Zeeland, Enkhuizen, Delft, Hoorn and Rotterdam). The seventy directors (bewindhebbers), who were each substantial investors, were also distributed between these chambers. One of their roles was to appoint seventeen people to act as the Heeren XVII – the Seventeen Lords – as a kind of company board. Although Amsterdam accounted for 57.4 per cent of the VOC’s total capital, it nominated only eight out of the Seventeen Lords.

Here lies one of the biggest differences between traditional and subscription businesses. In a traditional business, the cost of sales reflects how much I spent to get that dollar of revenue. But in a subscription business, sales and marketing expenses are matched to future revenue. Why? Because the sales and marketing I spent this quarter adds to the ARR, but the revenue I will see from that ARR growth will come in future quarters. In traditional accounting lingo, your sales and marketing now acts more like a “capital expenditure,” or capex. Essentially, these are costs you spend to grow the business, either from existing customers or from acquiring new customers.

When I was at Salesforce, we spent a lot of time and energy educating investors and analysts on the vast performance differences between subscription software companies and traditional software companies. Lots of them remained fixed on the price-earnings ratio, and could not fathom investing in a company trading—at that point—200x future earnings. We knew that operating profit was essentially meaningless to measuring our value.

Here’s the key takeaway—it is perfectly rational for subscription businesses to spend all their profits on growth, as long as their bucket doesn’t leak. Remember, as long as you are growing your ARR faster than your recurring expenses, you can step on the gas.

At this point you may be asking, why not spend all of the recurring profit on growth? Why not, indeed? If you believe you have a big potential market and have control over your churn, you can run this play year over year, and you’re growing by 30 percent annually. And when the time comes to finally start taking profits, you’re working off a much bigger recurring revenue stream.

Gogol flips through the book. A single picture at the front, on smoother paper than the rest of the pages, shows a pencil drawing of the author, sporting a velvet jacket, a billowy white shirt and cravat. The face is foxlike, with small, dark eyes, a thin, neat mustache, an extremely large pointy nose. Dark hair slants steeply across his forehead and is plastered to either side of his head, and there is a disturbing, vaguely supercilious smile set into long, narrow lips. Gogol Ganguli is relieved to see no resemblance. True, his nose is long but not so long, his hair dark but surely not so dark, his skin pale but certainly not so pale. The style of his own hair is altogether different—thick Beatle-like bangs that conceal his brows. Gogol Ganguli wears a Harvard sweatshirt and gray Levi’s corduroys. He has worn a tie once in his life, to attend a friend’s bar mitzvah. No, he concludes confidently, there is no resemblance at all. For by now, he’s come to hate questions pertaining to his name, hates having constantly to explain. He hates having to tell people that it doesn’t mean anything “in Indian.” He hates having to wear a nametag on his sweater at Model United Nations Day at school. He even hates signing his name at the bottom of his drawings in art class. He hates that his name is both absurd and obscure, that it has nothing to do with who he is, that it is neither Indian nor American but of all things Russian. He hates having to live with it, with a pet name turned good name, day after day, second after second. He hates seeing it on the brown paper sleeve of the National Geographic subscription his parents got him for his birthday the year before and perpetually listed in the honor roll printed in the town’s newspaper. At times his name, an entity shapeless and

Porter’s aerial palace, complete with twenty-six windows, a long exhaust pipe for steam sticking out the rear, and a giant American flag fluttering over the rudders, was designed to ride beneath an immense cigar-shaped dirigible. The engineering was lunacy, but Porter’s marketing was brilliant. He proposed dispensing entirely with the notorious jumping-off hassles along the Missouri River by launching his “aerial locomotive” from New York. The coast-to-coast trip, Porter’s calculations showed, could be made in just three days—five days if the prevailing headwinds were particularly bad that week. Porter aggressively advertised his “Air Line to California” in eastern newspapers and magazines. Amazingly, over two hundred suckers paid a subscription price of $50, which included three-course meals and wine, for the inaugural balloon hop to the gold fields. That winter, a large crowd gathered in a Long Island cornfield to watch Porter test a model of his airship. But the craft never left the ground because the steam engines were far too heavy for the balloon. The would-be Porter aeronauts, however, were the lucky ones—they never had to leave in the first place. The 125 paying passengers on the first Turner and Allen Pioneer Train were not so fortunate. The Turner and Allen expedition of 1849

Netflix’s algorithm has a deeper (even if still quite limited) understanding of your tastes than Amazon’s, but ironically that doesn’t mean Amazon would be better off using it. Netflix’s business model depends on driving demand into the long tail of obscure movies and TV shows, which cost it little, and away from the blockbusters, which your subscription isn’t enough to pay for. Amazon has no such problem; although it’s well placed to take advantage of the long tail, it’s equally happy to sell you more expensive popular items, which also simplify its logistics. And we, as customers, are more willing to take a chance on an odd item if we have a subscription than if we have to pay for it separately.

build a new technology model (on-demand, or delivered over the Internet—now called cloud computing), a new sales model (subscription based), and a new philanthropic model (integrated into the corporation).

Another, less obvious benefit to this model is that once a subscription business achieves scale, the predictability of its revenue streams allows it to be more aggressive with long-term investments, since it isn’t obliged to maintain large cash balances to weather short-term variations in the business.

DVD technology allowed Netflix to create a completely new business model. Rather than renting out individual movies and being charged exorbitant late fees if they failed to return the VHS tape in time, Netflix customers paid $20 per month for a subscription to “unlimited” movies—provided they checked out just one movie at a time. This allowed Netflix to eliminate Blockbuster’s widely loathed late fees and capture the powerful and certain revenue stream from the proven model of a subscription service. Netflix took off, and even went public as a DVD-by-mail service. But Hastings never lost sight of his ultimate vision for Netflix—on-demand television delivered via the Internet

Broadcast television succeeded by providing the same thing to all its viewers—a model driven by the technological innovation of broadcasting content via wireless signals and later coaxial cable. Netflix succeeds by providing a carefully personalized experience to each of its many viewers, giving it a huge advantage over its traditional television competitors. Moreover, Netflix produces exactly what it knows its customers want based on their past viewing habits, eliminating the waste of all those pilots, and only loses customers when they make a proactive decision to cancel their subscription

connectivity turns products into services, which allows businesses to build around outcomes, not assets.

IoT is about to change the world. But in order to be truly successful at it, we’re going to have to rediscover the people who are buying the things that we make.

Once the financial incentives are changed - through subscription, or public ownership, or another model - then the nature of these sites can change, in ways we can actually begin to envision already. Aza [Raskin] told me that 'it's actually technically not hard' to redesign the major social-media sites so that, instead of trashing your attention span and our societies, they world be designed to heal them

But because the timing issues are inherently linked to revenue model and operating issues, it’s worth your while, as you think about analogs, antilogs, and leaps of faith in those arenas, to add timing to your questioning early in your dashboarding process. Changing the timing of cash flows can shake up an industry, as the Costco story indicates. And, as the Dow Jones story indicates, getting subscription money up front is another good way to go. Could your business offer subscriptions for what you or your competitors now sell in another

Identify some of the actual individuals who are your best customers. Evaluate those with the highest customer lifetime value (CLV) and develop hypotheses about their shared traits. Although demographics and psychographics might be the most obvious, you’ll find additional insights if you examine their behavior. What channels did they come through? What messages resonated? How did they onboard? How recently, frequently, and deeply have they engaged? Compare best customers and worst customers—those you acquired who weren’t ultimately profitable or who weren’t satisfied with your offering. Notice people who exhaust your free trial but don’t convert to paid, or who join but cancel within the first few months. The best customers have the greatest customer lifetime value (CLV); they will spend more with you over time than anyone else. Produce either a qualitative write-up of your best customer or use regression analysis to prioritize characteristics. Share these conclusions with your frontline team—retail workers, customer support, sales—to accrue early insights. With a concrete conception of your best customer, you can discern if the customer segment is sufficiently large to justify addressing. Test and adjust as needed. Then make these best customers and their forever promise as “real” as possible to the team. If you have actual customers who fit the profile, talk about them, invite them in, or have their pictures on your wall. You’re going to feel their pain, share their objectives, and design experiences for them. It’s important to know them well.

My observation is that far too often, we act out of blind love for technology and see solutions only in software or hardware. Subscription services and flat rates as the new business models?

And when you finally discover your customers, it changes everything about your company. It affects every role. With a subscription model, suddenly your development team is spinning up new services based on usage data, as opposed in response to the loudest voices in the room.

Do not terminate a customer over email or a phone call. Do it face to face. You are a professional, and you want to make sure the customer understands why you made this decision, while providing them a safe place to land. Have some other firms lined up in which to refer them; inform them you will do everything you can to make the transition as smooth as possible. This is simply the right thing to do, and worthy of being a true professional who treats others with dignity.

Grade my customers “A,” “B,” and “C,” and fire all the “Cs.

10 Top Site Buy Verified Stripe Account in 2025 Buy Verified Stripe Account – Old verified with transaction As you work with the verified account, you will be able to transact with ease and efficiency, you will not have instances of your account being locked or closed. Furthermore, our dedicated team is here to answer any questions you have and provide you with support throughout your use of this service. Choose us for the timely establishment of your business and obtaining of a verified Stripe account. Buy Verified Stripe Account. Buy Verified Stripe Account – Old verified with transaction What Is A Verified Stripe Account? A verified stripe account is also an account that has provided identification which helps in confirming its existence and business information. Stripe once sold verified accounts through which you would be able to receive payments from credit card as well as other Payment mode. It also comes with additional features such as chargeback protection and state of the art fraud protection for accounts that go through the verification process. Buy Verified Stripe Account. ORDER NOW : ➤ Email: smmusit.co@gmail.com ➤ WhatsApp: +1 (343) 308-7140 ➤ Telegram: @SMMUSIT ➤ Instagram: @SMMUSIT For the records, if you are an internet purchaser or a seller, you probably know about the company if you are using online payment service. PayPal is perhaps one of the most common processors in the market, and it enjoys a steady patronage from various companies across the globe. A verified Stripe account would then refer to an account that one cannot doubt to belong to a real business person. In other words, it is the easiest method of ensuring that only the rightful owner of the account is the one using it for their operations. How to Buy verified Stripe Account In getting a verified Stripe account, SMMUSIT is the best shop where you can make this purchase easily. Follow these simple steps: How To Buy Verified Stripe Account Benefits of using Stripe account- Here are some of the benefits of Stripe some of them are paid whereas others are free: Like: It is easily customizable with Stripes convenience; They are cheap and have a clear pricing model; stripe has robust measures against frauds; The firm operates globally; They offer subscription services, and flexibility in the payment methods. Here is a list of some other benefits which are as follows- How Is A Stripe Account Verified? Interestingly, verifying your Stripe account is a rather basic thing to do. Just for starters, it requires some simple information about the company that is running the business. This is including you firms name, physical address and tax ID for instance. It has to be noted that after providing this data, Stripe will verify it to be authentic for the transaction to take place. Usually, it may take only a few days to do this process, and after that, your account will be successfully verified.

How to Safely Buy Verified Chime Bank Accounts If you want to more information just knock us – Contact US ➥24 Hours Reply/Contact ➤Telegram: @vrtwallet ➤Skype: vrtwallet ➤WhatsApp: +1 (929) 289-4746 ▣Website:vrtwallets.com ▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰ 1. Instant Access to Online Payments In the world of online business, speed is key. Verified Chime accounts offer quick and reliable access to online payments, allowing you to receive money instantly without any delays. When you're dealing with global clients or large volumes of transactions, having fast access to your funds means you can reinvest in your business, pay employees or vendors, and maintain cash flow without interruption. With a verified Chime account, your business can avoid the waiting periods typically associated with traditional banks, such as delays in processing or holding periods for funds. This feature is especially useful for businesses that rely on fast-paced transactions, like e-commerce stores, digital services, or subscription-based models. 2. Increased Credibility The credibility of your online business is paramount to attracting customers and building trust. Customers and clients are more likely to feel secure when they see that your business is using a verified, secure payment system. A verified Chime account signals to your customers that you are operating a legitimate business and that their payments will be handled with the utmost security. ▣ If you want to more information just knock us – Contact US 24 Hours Reply/Contact Telegram: @eglobalaccountss Skype: eglobalaccounts WhatsApp: +1 (620) 869-1326 ▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰ 3. Enhanced Security Features Security is one of the primary concerns for any online business. A verified Chime account comes with robust security measures designed to protect both your business and your customers. These include: Two-Factor Authentication (2FA): This added layer of protection requires both your password and a unique verification code to access your account, making it harder for hackers to gain unauthorized access. Fraud Detection Tools: Chime’s system uses advanced algorithms to monitor transactions and identify suspicious activities, helping to mitigate risks of fraudulent transactions. Encryption: Sensitive financial information is encrypted to ensure that no third party can access it, ensuring that your business and customer data remain safe at all times. These features can help protect your business from cyberattacks, fraud, and other forms of financial theft, ensuring the integrity of your operations and maintaining the trust of your customers. 4. Quick and Easy Integration In today’s fast-paced digital landscape, ease of integration with other tools and platforms is a significant consideration for businesses. A verified Chime account allows you to quickly integrate with a wide variety of popular payment processors, such as PayPal, Stripe, Square, and others. This eliminates the need for complicated configurations or relying on a handful of niche services. Wh

The Essential Guide To Buying Verified Chime Bank Accounts In today's competitive digital economy, choosing the right financial tools is essential to running a successful online business. If you want to more information just knock us – Contact US ➥24 Hours Reply/Contact ➤Telegram: @vrtwallet ➤Skype: vrtwallet ➤WhatsApp: +1 (929) 289-4746 ▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰ A verified Chime account offers a variety of benefits that can significantly enhance the operational efficiency of your business. Whether you're looking for secure transactions, cost-effective payment processing, or a seamless integration with other platforms, a verified Chime account can meet all these needs. 1. Instant Access to Online Payments In the world of online business, speed is key. Verified Chime accounts offer quick and reliable access to online payments, allowing you to receive money instantly without any delays. When you're dealing with global clients or large volumes of transactions, having fast access to your funds means you can reinvest in your business, pay employees or vendors, and maintain cash flow without interruption. With a verified Chime account, your business can avoid the waiting periods typically associated with traditional banks, such as delays in processing or holding periods for funds. This feature is especially useful for businesses that rely on fast-paced transactions, like e-commerce stores, digital services, or subscription-based models. 2. Increased Credibility The credibility of your online business is paramount to attracting customers and building trust. Customers and clients are more likely to feel secure when they see that your business is using a verified, secure payment system. A verified Chime account signals to your customers that you are operating a legitimate business and that their payments will be handled with the utmost security. In an increasingly digital world, where fraud and scams are unfortunately common, having a verified payment account reassures customers that their transactions are protected, which can directly contribute to higher conversion rates and repeat business. Moreover, businesses that use verified accounts can establish a professional reputation that differentiates them from competitors who may still rely on less secure or less trusted payment methods. ▣ If you want to more information just knock us – Contact US 24 Hours Reply/Contact Telegram: @eglobalaccountss Skype: eglobalaccounts WhatsApp: +1 (620) 869-1326 ▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰▰ 3. Enhanced Security Features Security is one of the primary concerns for any online business. A verified Chime account comes with robust security measures designed to protect both your business and your customers. These include: Two-Factor Authentication (2FA): This added layer of protection requires both your password and a unique verification code to access your account, making it harder for hackers to gain unauthorized access. Fraud Detection Tools: Chime’s system uses advanced algorithms to monitor transactions and identify suspicious activities, helping to mitigate risks of fraudulent transactions. Encryption: Sensitive financial information is encrypted to ensure that no third party can access it, ensuring that your business and customer data remain safe at all times. These features can help protect your business from cyberattacks, fraud, and other forms of financial theft, ensuring the integrity of your operations and maintaining the trust of your customers. 4. Quick and Easy Integration In today’s fast-paced digital landscape, ease of integration with other tools and platforms is a significant consideration for businesses. A verified Chime account allows you to quickly integrate with a wide variety of popular payment processors, such as PayPal, Stripe, Square, and others. This eliminates the need for complicated configurations or relying on a handful of niche services. Wh

Can I Still Use My Quicken Without a Subscription? Quicken has long been a go-to tool for individuals and businesses looking to manage their personal and financial data efficiently. However, with recent changes in how Quicken is offered—especially with the introduction of a subscription-based model—many users find themselves asking: “Can I still use Quicken without a subscription?” In this detailed blog post, we’ll break down everything you need to know about using Quicken with or without a subscription, what functionalities you’ll retain or lose, and how to get help if you’re unsure of your status. If you need direct assistance, Quicken support is available at +1-877-200-6891. Understanding Quicken’s Subscription Model Quicken transitioned to a subscription model in 2018. This change means that most newer versions of Quicken—like Quicken Deluxe, Premier, and Home & Business—now require an annual or monthly subscription to access full features and updates. Previously, Quicken was sold as a one-time purchase, and users could use the software for years without needing to renew anything. But in the subscription era, features like bank downloads, investment tracking, and customer support are tied to your active subscription status. So, Can You Use Quicken Without a Subscription? The Short Answer: Yes, but with limitations. You can continue to access your data files and manually enter transactions even after your subscription expires. However, most connected services will stop working once your subscription ends. What Happens When Your Quicken Subscription Expires? Here’s a breakdown of what you’ll still be able to do—and what you’ll lose access to—if your subscription ends: ✅ What You Can Still Do Without a Subscription: Access and view your Quicken data files. Manually enter transactions and balances. Use budgeting and reporting features (with manual input). Generate charts, graphs, and some reports from your data. ❌ What You’ll Lose Without a Subscription: Downloading transactions from your bank or financial institution. Cloud sync and mobile/web access. Quicken Bill Manager (online bill payments). Software updates and security patches. Access to customer support.

How to speak directly on Robinhood? Robinhood generates revenue through several innovative methods while maintaining its commission-free trading model +1-833-869-2500. One primary way is through *payment for order flow, where market makers pay Robinhood to execute trades, enabling them to offer competitive pricing. Additionally, Robinhood earns interest from uninvested cash in users’ accounts, much like a bank +1-833-869-2500. They also offer premium services through **Robinhood Gold*, a subscription that provides features like margin trading and advanced data. Other revenue streams include rebates from trading cryptocurrencies and fees for instant withdrawals. These diverse income channels allow Robinhood to sustain its accessible trading platform for users +1-833-869-2500.Robinhood employs a multifaceted revenue model to sustain its commission-free trading platform. A significant portion of its income is derived from payment for order flow (PFOF), where the company receives compensation for directing users' trades to specific market makers +1-833-869-2500.

How to speak directly on Robinhood? Closing your Robinhood account is a straightforward process that can be completed through the app or web platform +1-833-869-2500. Here's how to do it: Robinhood generates revenue through several innovative methods while maintaining its commission-free trading model +1-833-869-2500. One primary way is through *payment for order flow, where market makers pay Robinhood to execute trades, enabling them to offer competitive pricing. Additionally, Robinhood earns interest from uninvested cash in users’ accounts, much like a bank +1-833-869-2500. They also offer premium services through **Robinhood Gold*, a subscription that provides features like margin trading and advanced data. Other revenue streams include rebates from trading cryptocurrencies and fees for instant withdrawals. These diverse income channels allow Robinhood to sustain its accessible trading platform for users +1-833-869-2500.Robinhood employs a multifaceted revenue model to sustain its commission-free trading platform. A significant portion of its income is derived

Buy Verified Stripe Account When you choose to buy a verified Stripe account, you’re investing in a seamless and efficient way to accept payments online. A verified account ensures that your business can instantly access the full range of Stripe’s features, including secure transactions, fast payouts, and global reach. With a verified account, you can enjoy the peace of mind that comes with knowing that your payment processing is secure and trustworthy. Whether you’re a startup, a freelancer, or an established business, buying a verified Stripe account saves you time and effort in setting up your payment infrastructure, allowing you to focus more on growing your business. It’s a convenient solution for those who need reliable and fast payment processing without going through the lengthy verification process themselves. Why Buy Verified Stripe Account? A Stripe account is crucial for online businesses looking to process payments seamlessly. By buying a verified Stripe account, you get access to a reliable payment gateway, making your transactions secure and straightforward. If you want to more information just contact now. 24 Hours Reply ✅Whatsapp: ‪+17185024462 ✅Telegram:@usaallmarket ✅Email:usaallmarket@gmail.com ✅Skype :usaallmarket Whether a new entrepreneur or an established business, having a verified Stripe account helps you build trust with your customers, handle payments efficiently, and manage refunds and disputes. Buy Verified Stripe Account What is Stripe? Stripe is a financial services and software company that allows businesses to accept payments over the internet. Founded in 2010, Stripe has become one of the most popular payment gateways globally. With a simple API, it enables businesses to accept credit card payments, set up subscription models, handle recurring billing, and manage fraud detection. Features of Stripe: Global Payment Processing: Stripe supports businesses in over 40 countries. Customizable Payment Solutions: The platform provides tools for integrating payments into websites, apps, and online stores. Security Features: Stripe is known for its robust fraud protection and secure payment infrastructure. Stripe Atlas: A service that helps entrepreneurs open a business in the U.S., regardless of where they are located. Benefits of a Verified Stripe Account A verified Stripe account offers numerous benefits for businesses and individuals looking to streamline their payment processes. One of the main advantages is enhanced security, as verification ensures that transactions are secure and compliant with financial regulations. It also provides access to faster payouts, allowing businesses to receive funds quickly, which is crucial for cash flow management. If you want to more information just contact now. 24 Hours Reply ✅Whatsapp: ‪+17185024462 ✅Telegram:@usaallmarket ✅Email:usaallmarket@gmail.com ✅Skype :usaallmarket Conclusion Buying a verified Stripe account can be tempting, especially for businesses looking to get up and running quickly. However, it comes with several risks and legal implications that could affect your business negatively. Instead of purchasing a verified account, consider following the official verification process or exploring other payment processing options. Stay informed and compliant with Stripe’s policies to ensure your business remains secure and functional.This is an extensive guide about buying a verified Stripe account, designed to provide a comprehensive overview and address the key concerns businesses face. For the complete blog post, consider expanding each section with detailed examples, case studies, and real-world applications.Let me know if you’d like me to expand any section or assist with additiona

Buy Verified Stripe Account When you choose to buy a verified Stripe account, you’re investing in a seamless and efficient way to accept payments online. A verified account ensures that your business can instantly access the full range of Stripe’s features, including secure transactions, fast payouts, and global reach. With a verified account, you can enjoy the peace of mind that comes with knowing that your payment processing is secure and trustworthy. Whether you’re a startup, a freelancer, or an established business, buying a verified Stripe account saves you time and effort in setting up your payment infrastructure, allowing you to focus more on growing your business. If you want to more information just contact now. 24 Hours Reply ✅Whatsapp: ‪+17185024462 ✅Telegram:@usaallmarket ✅Email:usaallmarket@gmail.com ✅Skype :usaallmarket Buy Verified Stripe Account offer a seamless online payment solution. Stripe is a leading online payment processing platform, ideal for businesses of all sizes It’s a convenient solution for those who need reliable and fast payment processing without going through the lengthy verification process themselves. Why Buy Verified Stripe Account? A Stripe account is crucial for online businesses looking to process payments seamlessly. By buying a verified Stripe account, you get access to a reliable payment gateway, making your transactions secure and straightforward. Whether a new entrepreneur or an established business, having a verified Stripe account helps you build trust with your customers, handle payments efficiently, and manage refunds and disputes. Buy Verified Stripe Account What is Stripe? Stripe is a financial services and software company that allows businesses to accept payments over the internet. Founded in 2010, Stripe has become one of the most popular payment gateways globally. With a simple API, it enables businesses to accept credit card payments, set up subscription models, handle recurring billing, and manage fraud detection. If you want to more information just contact now. 24 Hours Reply ✅Whatsapp: ‪+17185024462 ✅Telegram:@usaallmarket ✅Email:usaallmarket@gmail.com ✅Skype :usaallmarket Buy Verified Stripe Account offer a seamless online payment solution. Stripe is a leading online payment processing platform, ideal for businesses of all sizes Conclusion Buying a verified Stripe account can be tempting, especially for businesses looking to get up and running quickly. However, it comes with several risks and legal implications that could affect your business negatively. Instead of purchasing a verified account, consider following the official verification process or exploring other payment processing options. Stay informed and compliant with Stripe’s policies to ensure your business remains secure and functional.This is an extensive guide about buying a verified Stripe account, designed to provide a comprehensive overview and address the key concerns businesses face. For the complete blog post, consider expanding each section with detailed examples, case studies, and real-world applications.Let me know if you’d like me to expand any section or assist with additional parts of your blog!

03 Best Sites to Buy Gmail Accounts in Bulk (PVA & Aged) Safely In today's digital landscape, having access to verified Gmail accounts — especially in bulk — has become an essential tool for marketers, developers, business owners, and growth hackers alike. Whether you’re running cold email campaigns, managing multiple YouTube channels, testing automation tools, or building online identities for marketing, Gmail accounts are at the core of most operations. If You Want To More Information Just Contact Now: WhatsApp: +1 ‪(804) 452-7979 Telegram: @usapvaonline However, the challenge lies in acquiring safe, aged, and PVA (Phone Verified Accounts) in bulk — without risking bans or data breaches. In this post, we’ll cover the 03 best websites to buy Gmail accounts in bulk safely, while explaining what to look for and why your source truly matters. What Are PVA Gmail Accounts? Before diving into the list, let’s quickly understand some terminology: PVA (Phone Verified Accounts): These are Gmail accounts created with a valid phone number. This makes them more trustworthy to Google and less likely to be flagged. Aged Gmail Accounts: Older accounts that have been created months or years ago. These are more “seasoned” in Google's eyes and typically have a better deliverability and trust score. Whether you're launching a cold outreach campaign or just need multiple logins for online services, PVA and aged Gmail accounts offer significant advantages. Why Buying Gmail Accounts in Bulk Is a Smart Move Here are some common use cases where buying Gmail accounts in bulk makes sense: Email marketing & outreach SEO backlink building (GMB, blog comments, forums) YouTube and social media account management App testing and automation Survey or voting participation Dropshipping / affiliate marketing support Bypassing platform limitations But with so many sellers and resellers, how do you choose a trustworthy, safe, and scalable provider? Let’s explore the best ones below. 1. usapvaonline.com – The Most Reliable and Trusted Platform for Gmail PVAs & Aged Accounts ![usapvaonline.com Logo] Overview: When it comes to buying Gmail accounts safely and in bulk, usapvaonline.com stands out as the most trusted provider in the market. With years of industry experience, 24/7 customer support, and a focus on verified, aged Gmail accounts, usapvaonline.com caters to marketers, agencies, and enterprises looking for secure, scalable solutions. Key Features: ✅ 100% Phone Verified Gmail Accounts (PVA) ✅ Aged Gmail Accounts (6 months – 5 years) ✅ USA & Global IP-created accounts ✅ Manual creation with anti-ban practices ✅ Bulk discounts and subscription models available ✅ Instant delivery on ready stock + custom orders ✅ 24/7 Support via live chat & email Types of Accounts Offered: Fresh PVA Gmail Accounts (USA-based) Aged Gmail Accounts (1-5 years) Custom domain-based Gmail/GSuite accounts Bulk packages (100, 500, 1000+ accounts) Why Choose Usapvaonline.com? ✔ Reputation & Authenticity: No bots, no recycled accounts — all accounts are manually created with real IPs. ✔ Affordable Pricing: Packages start as low as $10 for verified Gmail accounts. ✔ High Success Rate: Clients report over 95% deliverability and longevity of accounts. ✔ Trust & Safety: Zero tolerance for spammy practices or low-quality account farms. Customer Testimonials:

Belly went against the trend of flash sales to create a more sustainable business model for their small business customer. They developed an affordable subscription-based product that helped these merchants cultivate longer, more meaningful, and more profitable relationships with existing customers—turning them into loyal shoppers who produce a sustainable and more valuable customer base.

more than half of the companies that appeared on the Fortune 500 list in the year 2000 are now gone. Poof. Vanished off the list as a result of mergers, acquisitions, bankruptcies. The life expectancy of a Fortune 500 company in 1975 was seventy-five years—today you have fifteen years to enjoy your time on the list before it’s lights out.

Notice how big manufacturing companies like GE and IBM that were on the first list in 1955—and are still on it today—don’t talk as much about their mainframes and refrigerators and washing machines anymore? They talk about “providing digital solutions,” which is an admittedly jargony way of saying that the hardware is just a means to an end. In other words, these companies now focus on achieving outcomes for their clients, rather than just selling them equipment.

12 percent of the companies on the 1955 Fortune 500 list are still on it today, and most of them have similarly transformed.

The way people buy has changed for good. We have new expectations as consumers. We prefer outcomes over ownership. We prefer customization, not standardization. And we want constant improvement, not planned obsolescence. We want a new way to engage with business. We want services, not products. The one-size-fits-all approach isn’t going to cut it anymore. And to succeed in this new digital world, companies have to transform.

For the past 120 or so years, we’ve been living in a product economy. Companies designed, built, sold, and shipped physical things under an asset transfer model. Business was about inventory, shelving, and cost-plus pricing. The relationship between seller and buyer was based on discrete, often anonymous transactions.

The product was the only governing principle—it organized everything across a perfectly straight line. The actual people involved in making, buying, and selling the product were entirely disposable.

Model Ts came only in black because with one automobile coming off the line every three minutes, that was the only color that would dry fast enough.

Inspired by these meetings, Franklin created a scheme in which the Junto members would contribute funds toward buying books that all members could use. This model soon grew beyond Franklin’s Friday evening gatherings, leading him in 1731 to write the charter for the Library Company of Philadelphia, one of the first subscription libraries in America.

Instead, I argued, the goal of business should be to start with the wants and needs of a particular customer base, then create a service that delivers ongoing value to those customers. The idea was to turn customers into subscribers in order to develop recurring revenue. I called the context for this change the Subscription Economy.

Every day I see companies run by bright young MBAs going down in flames trying to chase after magical hit products. They can’t compete because they’re built backward: product first, customer second. That order needs to flip.

Here’s a question: How many of the charges on your last credit card statement were made without you ever having to pull out your credit card?

I think we’re in a pivotal moment in business history, one not seen since the Industrial Revolution. Simply put, the world is moving from products to services. Subscriptions are exploding because billions of digital consumers are increasingly favoring access over ownership, but most companies are still built to sell products.

To an entrepreneur, any business process that is universally hated, hopelessly complex, and massively expensive constitutes a huge opportunity.

If stock valuations are forward-looking predictions, then subscriptions are forward-looking revenue models.

Working out of Marc Benioff’s rented one-bedroom apartment, we knew we wanted to build a new kind of user experience, one that would feel as seamless and intuitive as buying a book on Amazon. But as we got into it, we realized this required us to change our whole way of thinking. We had to reevaluate the whole purpose of a software company, changing the fundamental question from “How many products can I sell?” to “What does my customer want, and how can I deliver that as an intuitive service?

After all, competitors can steal your product features, but they can’t steal the insights you gain from an active, loyal subscriber base.

As each year passes, Apple cares less and less about how many iPhones it ships, and more about its revenue per Apple ID, lifetime value per Apple ID, and efficiency metrics toward growing the base and value of those Apple

But what was the last thing you bought at Walmart? They certainly couldn’t tell you. To Walmart, you’re basically just a vehicle for dispensing inventory. Once you pass the cash register, you vanish off the map.

Roughly two-thirds of all Americans now subscribe to a streaming video service. And if it’s not screamingly obvious already, every video content provider on the planet, from the biggest national network to the tiniest cable channel, is transitioning to SVOD, or subscription video on demand.

Do you remember the great “showrooming” scare? Retailers used to be terrified of people coming into their stores, browsing around, then buying cheaper versions from competitors online. After a little market research, of course, they found out that the opposite was true—more people research online first, then head to stores to try out products before they buy them.

Warby Parker is averaging $3,000 per square foot of retail space (slightly under Tiffany’s number) by knowing that 85 percent of their foot traffic has already done extensive browsing online.

Husqvarna subscribers in Stockholm can take advantage of the Battery Box to access all kinds of heavy, battery-powered equipment like hedge trimmers, chainsaws, and leaf blowers. The tools are serviced daily to ensure that they are always in good condition and fully charged before customers take them home. Subscribers pay a flat monthly fee and simply return stuff when they’re done—no storage, no maintenance, no hassle. It’s also a great opportunity for people to try out tools before purchase. “People are already sharing homes and cars. To share products that are only used occasionally, like a hedge trimmer, makes a lot of sense for some users,

If you were in the railroad industry, would you be more interested in the business of laying the tracks or delivering the freight? One element is discrete and transactional (how many new rail lines do you really need?); the other represents ongoing value. A new management team at Cisco decided to go all-in on services, which by definition meant subscriptions. But how do you sell routers and switches on a subscription basis? By focusing on the data inside all that hardware—the freight, not the tracks. Cisco’s latest set of Catalyst hardware comes embedded with machine learning and an analytics software platform that helps companies solve huge inefficiencies by reducing network provisioning times, preventing security breaches, and minimizing operating expenses.

Cisco isn’t just managing a dependable if relatively flat hardware business while it hunts for growth in software and services. It’s embracing subscriptions in a broad, systemic way in order to shift from selling boxes to selling outcomes. Its new cloud-based management services help mitigate the boom-and-bust effects of new product cycles. It doesn’t have to act like a retailer chasing after make-or-break holiday sales in order to make its annual number. Today almost a third of its revenue is recurring, which is resulting (as CFO Kelly Kramer is quite happy to point out) in a short-term hit to its GAAP revenue numbers. Again, standard revenue loss is a good thing. That’s a sign that you are carrying your book of business out into the future.

We are seeing an evolution toward services rather than physical transactions,” Allison said at our conference. “There’s been a fragmentation of the customer experience. When you bought a car, or you leased a car, that was one interaction. Then as you went and needed service for your car, there’d be a different interaction at the dealership. And for all these years, the cars weren’t connected, so we really didn’t have a view of the journey that you’re on.” Allison is absolutely right about the fragmentation of the customer experience—most of the big auto manufacturers conceded the service aspect of their industry to thousands of dealerships and repair shops a long time ago. Today Ford is actively trying to remedy that. As Allison noted, “FordPass is a portal to a seamless customer experience.” FordPass app users can warm up their cars in the driveway on cold mornings, find and reserve parking spots, schedule service appointments, find nearby gas stations, and make mobile payments. Henry Ford had a famous quote: “If I had asked people what they wanted, they would have said a faster horse.” Today Ford understands that it can’t solve for mobility just by selling more cars.

This is another classic example of building a successful business by starting with the customer’s wants and needs, attacking pain points with a machete in order to surface the best outcome, and growing a loyal subscriber base in the process.

The result is Surf Air, which is often called the “Netflix of Aviation” or the “Uber of the Skies.” Its members get access to limitless flights for a flat monthly fee—right now they’re in the western United States and Europe, and growing rapidly.

From a business perspective, we all know that airlines have struggled for years,” says Mac Kern, former vice president of commercial planning at Surf Air. “It’s a very capital intensive business, not to mention commodity-based. Prices get driven downward. It’s very competitive. The subscription model gives us predictive revenue—that’s something that no commercial carriers have. They don’t know if a flight is going to be profitable until the door on the airplane closes (and they still have to fly at that point!). Because of subscriptions, we know exactly how much revenue we’re going to generate at the beginning of every month. So we can scale our operation effectively, because we know exactly how much flying we’re able to execute. That kind of insight is basically magic in the aviation industry. No one has been able to do that before.

Today there are airline companies, telecoms, streaming music services, and newspaper publishers all asking the same kinds of questions: What’s the value of this new service (or route) to our subscriber base? Is it receiving the kind of support that we predicted it would? How long are our members staying with us? What does our growth efficiency look like? What do our usage patterns tell us about where to apply more resources? Who might be at risk of churning?

Trains, bike shares, subways, shuttles, and car services are all locked in horizontal competition, but smart partnerships and platforms will help commuters carry their identity across all these networks seamlessly and intuitively.

In November 2011, Adobe’s CFO, Mark Garrett, told dozens of Wall Street analysts that he was going to try as hard as he could to make his company’s revenue earnings fall as quickly as possible. It was an understandably tense call. Adobe was going to stop selling its enormously profitable Creative Suite software in boxes and move to a digital subscription model: “The faster earnings fall, the better off we are as a company and the better off you are as investors, because millions of people paying us every single month is very compelling from a revenue perspective.” The overall revenue wasn’t going away, it was simply being pushed out into the future, and Garrett’s team took great pains explaining why and how they planned to accomplish that transition.

Gartner predicts that by 2020, more than 80 percent of software providers will have shifted to subscription-based business models. As a recent Deloitte paper notes, the big technology firms simply can’t afford not to offer subscription models: “As more and more customers demand more flexible payment models, the continued viability of many companies, and even entire industries, is being threatened. Those that fail to at least explore consumption-based offerings may end up on the path to obsolescence.

IT buyers prefer opex to capex. Historically software companies have preferred capital expenditures (capex) for technology investments, as this afforded them the ability to take advantage of amortization and depreciation of the capital investments over a period of time. But as technology shifts to the cloud, there’s a complementary shift happening in favor of opex over capex. Operating expenses bear the advantage of a pay-as-you-go model for services used with comparatively little to no up-front investment. Not only is this a greater value prop, as a business is getting exactly what it pays for, but it’s also a strategy for freeing up cash to drive growth, and a way for large enterprises to be nimble rather than locked into expensive IT infrastructure that lacks flexibility and often serves as nothing more than a bottleneck for transformation.

According to Digital TV Research, SVOD revenues in Canada and the United States will reach $24 billion in 2021, up from $2.6 billion just five years ago. Roughly half of millennials and Gen Xers don’t watch any traditional TV at all.

smart media companies stand to benefit enormously from the shift from coax to ethernet. Why? Once the shift to digital is complete, these businesses will be able to explore entirely new ways of taking advantage of their core assets (infrastructure, pipe, and people) in order to bring new services to their customer base. Stuff we haven’t even thought of yet.

Cable companies still have a direct pipe into our living room, as well as huge infrastructures and employee bases (Comcast, Cox, and Time Warner employ more than two hundred thousand people). Smarter usage-based billing and cloud-based updates will make their video content services more responsive and valuable. They also have the opportunity to become the operating system of connected homes. In a few years we could be using our former “cable company” to upgrade an alarm service, schedule a new refrigerator installation, or discover we have some loose shingles on our roof.

You don’t buy Hyundai’s new hybrid car the Ioniq—you subscribe to it, for $275 a month. It’s a lot like picking a cell phone plan: pick your model online, choose between a twenty-four- or thirty-six-month plan, select your upgrades, then walk into a dealership to pick up your vehicle. No price haggling, no loans, no back-office pitches. “Our goal is to make car ownership as easy as it is to own a mobile device,” says Mike O’Brien, vice president of product planning for Hyundai.

You can subscribe to a Volvo XC40 (their compact SUV) for $600 a month, and that includes concierge services like packages delivered straight to your vehicle. Everything is covered except the gas: insurance, maintenance, wear-and-tear replacements, 24/7 customer care. Volvo’s CEO expects that one out of every five of the company’s vehicles will be delivered via subscription by 2023, and the company is working on its own ridesharing network that will allow users to loan or rent its cars for profit. Jim Nichols, product and technology communications manager at Volvo USA, told Consumer Reports, “Our research has shown that many customers are looking for a hassle-free, fixed-rate experience that mirrors the many subscriptions they currently have, such as Netflix or Apple’s iPhone [upgrade] program.

isn’t a vehicle subscription just another word for a lease? Well, no. A lease still binds you to a specific vehicle, whereas a subscription can potentially offer you access to a range of vehicles. “Simply flip between vehicles via the app as your needs change,” says Porsche on its website. You’re signing up with the company, not the car. Another difference: With subscriptions, all the potentially annoying aspects of owning a vehicle (registration, insurance, maintenance) simply go away. With leases, you still have to get your own insurance. Also, many car subscriptions give you the option to subscribe on a month-to-month basis. As Christina Bonnington of Slate notes, “You could theoretically not have a car for ten months of the year when you’re working and using public transit and then get a car subscription for two months when you’ll be travelling more often.

I wrote an article for Fortune advising people not to go to business school. I argued that it was a waste of time, that for the past hundred years, business schools basically taught one idea: The fundamental goal of every business is to create a hit product, and then sell as many units of that product as possible, thereby diluting fixed costs in order to compete on margins. I said that this model was over, that the situation has changed.

And when you finally discover your customers, it changes everything about your company.

We’ve had three big ideas at Amazon that we’ve stuck with over the years,” said Jeff Bezos. “Put the customer first. Invent. And be patient.” Another favorite Bezos quote: “I don’t know about you, but most of my exchanges with cashiers are not that meaningful.” The Amazon versus Walmart battle has been framed as ecommerce versus traditional retail, but that’s always been a false dichotomy. It’s about starting with the customer instead of the product. It’s about establishing ongoing relationships. It’s about flipping the script—starting with the digital experience, and then building the store.

says Robbie Kellman Baxter, author of The Membership Economy. “Make it easy for customers to leave if they want to. You can certainly ask them why they’re leaving, or try to win them back, but don’t get in their way—the digital equivalent of blocking the exit with a hulking security guard.

But just imagine what would happen at the next Apple keynote if Tim Cook announced a simple monthly Apple subscription plan that covered everything: network provider charges, automatic hardware upgrades, and add-on options for extra devices, music and video content, specialty software, gaming, etc. Not just an upgrade program, but Apple as a Service.

As it turns out, stores are still incredibly valuable, and brick and mortar retail is far from dead—traditional retail just needs to flip the script.

The business model for a new Netflix show is fundamentally more stable. It spends about $50 to $60 million on a new season of GLOW or Godless. So how does Netflix justify its spending on a TV show or movie that it doesn’t “sell”? Again, let’s return to that portfolio effect. Regardless of whether a show is successful or not, investing in sharp new content helps Netflix to both (a) attract new subscribers and (b) extend the lifetime of its current subscribers. Those shows don’t go away! Together, they’re increasing the overall value of the portfolio. They are instrumental in driving down customer acquisition costs (as more subscribers sign up) and increasing subscriber lifetime value (as more subscribers stick around for longer). Netflix knows exactly how long it takes for a subscriber to flip from unprofitable to profitable. Spending tons of money on new shows means Netflix is happy to take a hit on the books in the short term in order to increase their profitability in the long run.