Subscribed Book Summary

Subscribed by Tien Tzuo reveals how businesses can thrive in today’s economy by shifting from selling products to building lasting customer relationships through subscription-based models.

Who Should Read Subscribed?

1. Entrepreneurs & Startup Founders
If you’re building a business, especially in tech or SaaS, Subscribed is a goldmine. It shows how to shift from one-time product sales to recurring revenue — a game-changer for sustainable growth and valuation.

2. Business Leaders & Executives
Whether you’re in finance, operations, or strategy, this book helps you understand how to adapt your company structure, KPIs, and team culture to succeed in a subscription-based world.

3. Product Managers & Marketers
If you’re in charge of customer experience, pricing, or product delivery, this book gives you the mindset to shift from a transactional model to a service-based, relationship-driven model — which customers now expect.

4. Corporate Innovators in Traditional Industries
From manufacturing to media to transportation, if your business sells physical goods or one-time services, this book explains how others in your shoes transformed their models to stay relevant.

5. Investors & Consultants
To spot winners in the modern economy, you need to understand the economics behind recurring revenue. Subscribed gives you the mental frameworks to identify scalable, sticky business models.

Why you Should Read It:

The world is moving away from ownership toward access. From Netflix to Peloton to Adobe, winning companies aren’t just selling — they’re subscribing their customers into long-term value. This book shows how you can do the same before your competitors do.

Chapter 1: The End of an Era

You know how almost everything used to be about owning stuff. Like buying CDs, DVDs, cars, even software, right?

This chapter is telling us that era is over — we’re moving into a whole new world called the Subscription Economy.

The authors start by painting a picture of how business used to work: you’d buy a product once, own it forever, and maybe upgrade or buy a new one years later.

Think about buying a music album on CD or purchasing a car and keeping it for years. But things are changing fast.

Now, instead of owning, people want access and convenience. For example, instead of buying music CDs, most people stream songs on Spotify or Apple Music by paying a monthly fee.

You don’t own the music, but you get unlimited access to millions of songs anytime, anywhere. It’s cheaper, easier, and way more flexible.

This chapter explains that this switch isn’t just happening in music or movies. It’s happening everywhere—software companies like Adobe stopped selling expensive software packages and now offer monthly subscriptions to their Creative Cloud.

Car companies are exploring “car-as-a-service” models where you can pay monthly for a car without owning it. Even manufacturers like Caterpillar (the big machinery company) have started renting their equipment on subscription terms.

What’s driving this shift? The authors say it’s a mix of technology, changing customer expectations, and business benefits.

For customers, subscriptions mean flexibility, personalized experiences, and less hassle. For companies, it’s a more predictable income and stronger customer relationships.

They call this change the “End of an Era” because the old way of selling stuff one-time is losing its power. Instead, companies need to think about ongoing value and relationships, not just one-off sales.

The Big Shift: From Products to Relationships

This chapter dives deeper into the idea that the old product-centric model was about shipping units. You made a product, sold it, and that was it. Success was measured by how many units you sold — whether it was cars, books, or blenders.

But today, companies that win are those who build long-term relationships with their customers. Think about Netflix: they don’t care if you binge-watch 30 hours of content in a weekend.

In fact, they love that — because the more you engage, the more likely you’ll stay subscribed.

The point isn’t just to get customers — it’s to keep them.

Why the Product Model Is Breaking

The chapter also explains why traditional product companies are struggling:

Customer expectations have changed. They expect fast updates, personalization, and on-demand access.

Revenue is unpredictable. When you sell something once, you’re always chasing the next sale.

It’s hard to adapt. Product companies have long cycles. Subscriptions allow fast feedback and quick pivots.

Example: Adobe used to sell Photoshop in a box for $700+. Now it’s part of a monthly subscription.

This shift didn’t just change their pricing — it transformed their business model. Revenue became more predictable, updates became faster, and customers got ongoing value.

Why You Should Care

Even if you’re not running a business right now, the authors want you to start thinking differently — whether you’re in tech, education, health, or manufacturing.

They argue this shift to subscriptions isn’t a fad — it’s as big as the Industrial Revolution or the rise of the internet.

It’s about rethinking ownership, consumption, and value. And the companies that don’t adapt? Well, they’re going to get left behind.

Quick Takeaway

You’re not selling a product. You’re selling a service, a relationship, and an outcome over time.

That shift is at the heart of what makes the Subscription Economy so powerful — and why companies like Salesforce, Zoom, Peloton, and Spotify are thriving.

So, if you’re in business or thinking about starting something, this chapter really hits home why understanding subscriptions is crucial. The future isn’t about selling products—it’s about selling ongoing experiences.

Chapter 2: Flipping the Retail Script

Imagine walking into your favourite store — say a sneaker shop — and instead of buying a single pair of shoes, you subscribe to a monthly shoe experience. Each month, based on your style and preferences, you get curated sneakers delivered to your door.

You keep what you like, return what you don’t. That’s the shift Chapter 2 talks about — from one-time sales to ongoing customer relationships.

Traditional Retail vs Subscription Retail

In the old world, retailers had one job: sell products off the shelves. Everything was built around inventory, foot traffic, and transactions.

But in today’s digital world, customers don’t just want to buy stuff — they want personalized, convenient, ongoing value. This chapter calls that “flipping the script” — where success isn’t about moving units but about engagement and retention.

Retail used to be about what you could sell. Now it’s about how well you know your customer.

Examples

Dollar Shave Club

Instead of buying razors at the drugstore, you subscribe and receive them monthly. This removes the need for shopping trips and builds a recurring relationship

Stitch Fix

You don’t just buy clothes. You get a personal stylist who learns your tastes and sends curated outfits. That’s relationship over transaction.

Peloton

They don’t just sell bikes — they sell access to a community, trainers, and on-demand fitness experiences.

All of these are flipping retail on its head by making the product part of a larger ongoing service

Big Insight

Traditional retail relied on big sales seasons: Black Friday, Back to School, etc. But subscription retail smooths this out. Revenue is predictable and recurring.

Businesses can forecast growth, plan inventory better, and continuously engage their audience.

It’s not about ownership anymore — it’s about access.

Customers now expect more than just the product — they want convenience, personalization, and constant improvement.

How Companies Are Changing

Retailers that used to focus on SKUs and shelf space are now focusing on:

• Customer data: What does this customer like? How often do they need it?
• Personalization: Can we tailor this experience to each person?
• Retention strategies: How do we keep them subscribed month after month?

This requires new systems, new thinking, and often rethinking the entire business model.

The chapter ends with a challenge: If you’re in retail and still thinking like it’s 1999, you’re falling behind. Customers are no longer looking for products — they’re looking for experiences that evolve with them.

Chapter 3: The New Golden Age of Media

Think about this: It’s a Friday night. You used to drive to Blockbuster, pick a DVD, hope it’s not scratched, and return it in two days to avoid a late fee.

Now? You just open Netflix, and boom — 10,000+ shows, no lines, no fees, and it knows exactly what you like. That shift right there? That’s what this chapter is all about.

From One-Time Media to Subscription Experiences
This chapter shows how media has been completely transformed by the subscription model.

It’s not just about watching or listening anymore — it’s about ongoing, personalized experiences.

Before:

You bought a CD, DVD, newspaper, or magazine.

You owned a product.

Now:

You subscribe to Spotify, Netflix, Apple News, or The New York Times app.

You get access, on demand, everywhere, personalized — and it never ends

Big Idea:

Access Beats Ownership

Why buy a DVD when you can stream thousands of movies?

Why buy a newspaper every day when your phone updates news in real time?

This chapter calls it “The New Golden Age of Media” — not because more stuff is being made, but because we can access exactly what we want, anytime, anywhere.

 Examples

Netflix
Netflix disrupted DVD rentals and now dominates streaming. They track what you watch and use that data to recommend shows or create originals you’ll likely love.

 Spotify
Spotify flipped music from a product to a service. No more buying albums — you stream any song you want, and their algorithm learns your taste.

The New York Times
They moved from print to digital subscriptions and now offer news, games, recipes, and even meditation — all in one app. It’s not just a newspaper anymore — it’s a daily engagement platform.

 Why Media Companies Love Subscriptions

Predictable revenue:

Instead of waiting for people to buy the next album or newspaper, subscriptions provide steady income.

Stronger customer relationships:

With data, companies can understand what each person likes and tailor content.

Creative freedom:

Subscriptions allow creators to take more risks — because they aren’t dependent on every single sale.

Key Shift:

From Content as a Product to Content as a Service
In the old world, content creators focused on hits — blockbuster movies or bestselling albums.

Now, it’s about engagement — how often do you log in? How long do you stay? What do you skip?

Media isn’t about “owning a thing” anymore — it’s about “being connected” to a stream of value.

The Downside of Not Changing

Many legacy companies who didn’t adapt — Borders, Blockbuster, even some cable networks — struggled or died. Why? Because they stayed stuck in the old model of ownership and one-time sales.

Big Lessons:

To survive and thrive, media companies must:

• Think beyond selling content — they must deliver ongoing value.
• Use data to personalize.
• Build platforms that make people want to come back every day.

The most successful media companies today don’t sell content. They sell connection.

Chapter 4: Planes, Trains, and Automobiles

Look at this: Let’s say you used to save for years to buy a car, deal with maintenance, worry about insurance, and watch it lose value the second you drove it off the lot. Now? You can subscribe to a car just like you do to Netflix.

Yes, really.

This chapter is all about how the transportation industry — one of the most “own-it” industries ever — is being completely re-imagined through subscriptions.

What’s Changing?

Traditionally, the transportation industry focused on selling things:

• Car companies sold cars.
• Airlines sold tickets.
• Train services sold monthly passes.

But the Subscribed model flips the focus to access over ownership.

People now want:

• Flexibility — drive a car only when you need it.
• Convenience — skip insurance and maintenance headaches.
• Personalization — choose what works for you this month, not for the next 5 years.

 Examples
Porsche Passport
Instead of buying a Porsche, you can now subscribe to Porsche Passport. One monthly fee gives you:

• Access to multiple models.
• No maintenance costs.
• The ability to switch cars depending on your mood — maybe an SUV this weekend, a convertible next.

 Zipcar
For city dwellers who don’t need to own a car, Zipcar lets you reserve cars by the hour. You pay for what you use, not for parking and upkeep.

Surf Air
A subscription airline. Pay monthly, and you can fly as often as you want on short-haul routes, with no extra fees or hassles

BMW’s Subscription Program
BMW started testing a service where customers can swap between different models and have them delivered to their home

Why This Works

The younger generation (Millennials, Gen Z) doesn’t want to own expensive, depreciating assets.

They value:

• Freedom
• Mobility
• Experiences over things

The old-school car ownership model doesn’t fit that lifestyle. Subscription models, however, do.

Ownership Is Optional

In this new world, you don’t need to buy a car, a bike, or even an airplane seat. You just pay a subscription and access what you need when you need it.

It’s not just cool — it’s practical.

 Imagine This:
You live in a city and use Uber for short trips, Zipcar for weekend getaways, and maybe subscribe to a car-sharing service when you go out of town.

No car note. No insurance. No repairs. You just pay for the experience of getting from Point A to B.

That’s what this chapter calls “mobility-as-a-service.” And it’s coming fast.

Quick Takeaway:

Even industries as fixed and physical as transportation are moving away from one-time sales to ongoing customer relationships.

They’re starting to ask:

“How do we create a service people love to use every day?”

Companies that figure this out are thriving. Those that don’t? They risk becoming the next Blockbuster on wheels.

Chapter 5: Companies Formerly Known as Newspapers

Let’s say you run a newspaper in 2005. Ad revenue is drying up. People are reading online for free. Your circulation is shrinking fast. You’re in panic mode.

This chapter tells the story of how some of the most threatened companies in the digital age — newspapers and media houses — found new life by embracing subscriptions.

The Big Problem

For decades, traditional newspapers (like The New York Times, The Washington Post, and others) ran on an advertising-based model.

Here’s how it worked:

• Get as many readers as possible.
• Show them ads.
• Get paid by advertisers.

But then the internet came along. And two things happened:

• Content became free — blogs, news aggregators, Twitter.
• Advertisers moved to Google and Facebook — where ads were cheaper and more targeted.

Suddenly, newspapers lost both their audience and their ad money. It was a perfect storm.

The Wake-Up Call

Newspapers realized:
“If we can’t compete for ad dollars, we have to compete for reader dollars.”

So, they flipped the script.

Instead of giving news away for free and chasing ads, they focused on:

• Creating high-quality content
• Charging loyal readers directly
• Building long-term relationships

Welcome to the subscription model for journalism.

Example:

The New York Times

In 2011, The New York Times launched a paywall. At first, people scoffed: “No one’s going to pay for news!”

But guess what?
They proved everyone wrong.

By 2020, they had over 7 million subscribers — more than they ever had print readers. The Times now makes more money from digital subscriptions than from ads or paper sales.

They built a model that said:

“We don’t need everyone to read us. Just the right readers who value what we do.

Other Examples 

The Washington Post (owned by Jeff Bezos) invested in technology, personalized content, and a sleek digital experience — all subscription-driven.

The Athletic: A sports media company with no ads at all — just in-depth articles behind a paywall. Readers pay monthly to get unique sports coverage.

The Financial Times: Laser-focused on professional readers who are happy to pay for high-quality analysis.

Why It Works

Subscriptions force media companies to focus on quality and value. When your readers are paying, you can’t afford to churn out clickbait. You have to earn their loyalty every month.

This is the heart of the subscription economy:

• It’s not about reach. It’s about relationships.
• It’s not “how many eyeballs,” but “how many people love us enough to pay for us.”

Quick Takeaway

Even if you’re not in media, think about this:

What could you offer that people would pay for month after month?

It could be:

• Exclusive content 
• Insider knowledge
• Tools, community, or advice that saves time or money

Whatever it is, Subscribed challenges us to stop chasing “likes” or “views” and start building value people will invest in.

The world doesn’t want more ads.
It wants more value.

And if you can consistently deliver that, people won’t just buy once — they’ll subscribe for life.

Chapter 6: Swallowing the Fish: Lessons from the Rebirth of Tech

Now you know how tech companies used to make a killing by selling software CDs or one-time licenses. You pay hundreds or thousands of dollars once, install the software, and that was it.

Well, that whole model basically collapsed.

Now, it’s all about subscriptions. But here’s the thing — switching from one-time sales to recurring revenue isn’t smooth sailing. It’s more like… swallowing a spiky fish whole.

Why the “Fish” Metaphor?

Tien Tzuo uses this idea of a “fish” shape on a revenue graph:

When a company switches from one-time product sales to recurring subscriptions, revenues initially drop.

At the same time, costs rise — because you now need to:

• Build a whole infrastructure for ongoing service
• Keep customer success teams
• Update your product regularly

Your revenue and cost lines on a graph now form a fish shape — costs high, revenue low… until they cross.

Hence, “Swallowing the Fish”: It’s painful at first, but necessary for long-term survival.

Example: Adobe
Remember when you used to buy Adobe Photoshop on a disc for $700?

Now, Adobe offers Creative Cloud for a monthly subscription — around $20 for Photoshop alone, or $50 for the full suite.

At first, Wall Street panicked. Revenue dropped. But now? Adobe is thriving:

• It’s more affordable for customers
• They earn predictable monthly income
• Their user base grew massively
• They get real-time data on how customers use the product
• They swallowed the fish… and came out stronger.

 Another Example: Microsoft
Microsoft used to sell Office (Word, Excel, PowerPoint) for a one-time fee.

Now? It’s Office 365 — a subscription model with cloud storage, constant updates, and team collaboration tools.

In 2017 alone, Microsoft made $20 billion from cloud and subscriptions — that shift saved their business.

 Key Insight

Product-based companies have to:

• Accept short-term pain (a dip in revenue and higher costs)
• Invest in infrastructure and customer success
• Focus on long-term growth from loyal, paying users

It’s not a quick win. But it’s a sustainable business model — and the whole tech industry has now embraced it.

 How This Applies to You
Let’s say you’re:

A SaaS founder: Instead of charging a one-time $199 fee, you offer a $19/month subscription with continuous updates, support, and community.

At first, it may feel like you’re making less. But if 100 customers pay $19/month, that’s $1,900/month — every month. And it compounds.

Challenges in Swallowing the Fish

• Stakeholders panic about short-term revenue drops
• You need a mindset shift: from selling a product to selling a relationship
• You must restructure your company (support, IT, finance) to manage subscriptions

The Payoff

Once you survive the initial dip, your company becomes:

• More predictable (in revenue)
• More customer-centric
• More profitable long-term

Tien’s message is clear: The subscription model rewards patience, consistency, and a deep commitment to serving your customer every month.

Chapter 7: IoT and the Fall and Rise of Manufacturing

Even factories are going subscription. Not just software companies anymore.

Tien calls this the ‘fall and rise’ of manufacturing, and it’s fascinating. Basically, manufacturers used to just build a thing, ship it, and never see it again. But now, they’re finding smarter, more profitable ways to do business — by turning their products into services.

 What’s the problem with the old model?

Traditional manufacturing = Build → Sell → Done

You make a car, a machine, a fridge, whatever — and once it’s sold, that’s it. If it breaks, the customer fixes it (maybe with a warranty).

Manufacturers had no visibility into how their products were used.

Plus, they were vulnerable to market cycles. If people stopped buying, revenue stopped too.

That system? It’s dying. Customers now expect ongoing service, updates, and flexibility.

Enter IoT (Internet of Things)

Now, companies are adding sensors and software to physical products. This gives them:

• Real-time usage data
• Remote diagnostics
• Opportunities to charge for usage, upgrades, or performance

Instead of selling just a machine, they sell outcomes or access

Example: Rolls-Royce – “Power by the Hour”

Rolls-Royce (the airplane engine maker, not the car brand) revolutionized its business by not just selling engines — but selling engine uptime.

Airlines don’t just buy engines anymore.

They pay per hour of operation.

Rolls-Royce monitors performance remotely, predicts maintenance, and ensures reliability.

The result? Airlines love it. They get predictable costs and less downtime. Rolls-Royce gets recurring revenue and loyal customers.

Example: Caterpillar & Industrial Equipment
Caterpillar (bulldozers, excavators) now embeds sensors in machines. They offer:

• Usage-based pricing
• Remote performance monitoring
• Preventive maintenance alerts

Farmers or construction crews don’t just buy the machine — they buy guaranteed productivity.

Even Peloton Gets a Shoutout
Peloton is technically a manufacturer. But it sells exercise as a service:

• You buy the bike, yes.
• But what you’re really paying for is the monthly subscription: classes, community, progress tracking.

This subscription revenue dwarfs the hardware sales over time.

That’s where manufacturing is headed: hardware + software + service = value.

 Why This Matters for Every Business

This isn’t just about factories. This is about a mindset shift from:

• Selling stuff once
• To serving customers continuously

According to Tien If you sell anything physical, ask yourself:

“What outcome is my customer really paying for? And how can I provide it on an ongoing basis?”

 Challenges in this transition:

• Manufacturers aren’t used to software, service, or subscriptions.
• They need new teams customer success, software development, data analytics.
• They need to shift KPIs from shipping units to retaining subscribers.

Quick Takeaway:

Manufacturers who succeed in the new economy don’t just ship products — they deliver ongoing value. And the winners are the ones who use data and relationships to stay connected to customers long after the sale.

Chapter 8: The End of Ownership

This chapter explores that big cultural and business shift: from owning stuff to subscribing to experiences.

 The Old Model: Ownership = Value

For decades, owning something meant success. A house, a car, a big TV—it was how people measured progress.

And businesses thrived on that mindset:

Sell product → Take the money → Move on.

But the problem? Once the sale was made, the relationship ended.

The New Model: Access > Ownership
Now people care less about owning and more about accessing what they need, when they need it. Why?

Owning is expensive and high-maintenance.

Subscriptions offer flexibility, convenience, and regular updates.

Think of how we now:

• Stream movies (Netflix) instead of buying DVDs.
• Subscribe to Spotify instead of buying albums.
• Use ride-sharing apps instead of owning a car.
• Rent co-working spaces instead of owning offices.

Tien explains it like this: Customers want outcomes, not assets.

 Example: Zipcar vs. Car Ownership
Zipcar users don’t own a vehicle. But they get:

• Access to a car when needed
• No maintenance costs
• No long-term commitment

And if your needs change tomorrow? You can cancel, upgrade, or downgrade easily.

That’s the power of subscriptions.

Even Furniture is Changing: Feather
Feather lets people subscribe to furniture:

• You pick what you want
• Pay monthly
• Swap pieces when your taste or space changes

No more dragging heavy couches across cities or storing extra stuff.

 What This Means for Businesses
If you’re a business owner or entrepreneur, this chapter is a wake-up call. Tien makes a clear point:

In the Subscription Economy, your customer doesn’t want your product.
They want the value your product delivers—again and again.

So instead of selling them a treadmill, sell them fitness (like Peloton).
Instead of selling software, sell productivity or solutions (like Salesforce or Adobe Creative Cloud).

 The Relationship Never Ends

When you shift from ownership to subscription:

• You move from one-time transactions → to ongoing relationships
• You get recurring revenue
• You become more responsive and adaptive to customers’ changing needs

BUT—you also take on greater responsibility to deliver ongoing value.

The Challenge?
Companies can’t just bolt on a subscription offering. They have to:

• Rethink pricing
• Redesign customer experience
• Create systems for retention, not just acquisition

It’s a mindset shift from:

“How many units did we sell this quarter?”
to
“How many customers did we keep this quarter?”

Quick Takeaway:

Customers are no longer buying things—they’re buying results. Businesses that embrace this change and focus on access, flexibility, and value over time will thrive.

Chapter 9: That WTF Moment

This is the chapter where companies finally realize—often with shock and panic—that the old way of doing business isn’t working anymore.

It’s that moment of clarity where they say, “WTF do we do now?!”

Tien calls this the “WTF Moment”, and it’s the turning point most businesses face when they realize they need to shift to the subscription model—or risk becoming irrelevant.

 What Triggers a “WTF Moment”?

A few common wake-up calls:

• Sales are flatlining even though marketing is spending more.
• Competitors offering “as-a-service” options are stealing market share.
• Customers are demanding more flexibility and better experiences.
• Lifetime value of customers is dropping.
• Traditional products are becoming commoditized.

Example:

Imagine a software company selling boxed software for $500 upfront. One year, they launch a newer version, but no one buys it. Why? Customers now expect cloud-based software with regular updates, not bulky installations every 2 years. They realize: “WTF. We’re obsolete.”

 Tien’s Advice: Don’t Panic—Pivot
He explains that this isn’t the end—it’s actually a huge opportunity. But it requires:

• Rethinking the business model
• Changing the company culture
• And most importantly…putting the customer at the centre of everything

From Product to Customer Obsession

Tien urges companies to stop focusing on product features and start focusing on outcomes.

Example:
Instead of a company selling accounting software, it should ask:
 “How can we help our customers run their finances more smoothly, every single month?”

That’s the subscription mindset.

 What Happens After the WTF?

This is where the real work begins:

• You’ll need to create subscription offerings that are flexible.
• You must restructure your teams around customer success.
• You’ll need to rebuild your pricing model based on usage or value.
• Be ready to learn and adapt constantly.

 A Culture of Experimentation
Tien advises companies to adopt a “Beta forever” mindset—always testing, improving, and updating their offerings, based on how customers use them.

Think of how Netflix constantly tests new features or how Spotify tweaks its algorithms—these companies live in permanent beta.

 Common Pitfalls After the WTF Moment

• Panicking and sticking to old habits (“Let’s discount our product more!”)
• Tacking on a subscription without changing the core business (This rarely works.)
• Thinking subscriptions are just about billing systems (They’re about relationships.)

Your New North Star: The Customer Journey

After the WTF moment, every decision should be centred on the customer’s experience:

• How do they sign up?
• How do they use the service?
• What keeps them coming back?
• What makes them churn or leave?

You’re no longer designing a product, you’re designing a journey.

Quick Takeaway:

The “WTF moment” might feel scary, but it’s a signal that it’s time to evolve. Businesses that seize it can transform into resilient, customer-first subscription companies that grow sustainably.

Chapter 10: Innovation—Staying in Beta Forever

This chapter dives into how companies must embrace constant innovation in the subscription economy. Unlike traditional businesses that launch a product and then move on, subscription companies have to always be improving, adapting, and testing new ideas to keep customers engaged.

The Core Idea:

Always Be in Beta
“Beta forever” means your product or service is never “finished.” It’s always evolving, based on real-time customer feedback and usage data.

Think about Google’s Gmail or Facebook—they’re always rolling out new features, fixes, or changes, often quietly in the background. That keeps customers interested and reduces the chance they’ll leave.

Why This Matters

In a subscription model, your customer relationship is ongoing. Customers can cancel at any time. So, innovation becomes your lifeline to:

• Keep customers happy
• Stay ahead of competitors
• Increase customer lifetime value

How to Stay in Beta

3 Practical Approaches:

• Build Feedback Loops
  Make it easy for customers to share feedback and use it to improve fast. Tien points out companies that regularly monitor usage data and customer sentiment, then roll out updates quickly.
• Iterate Quickly
  Don’t wait for the “perfect” version. Launch small changes, test them, learn what works, and keep refining.
• Empower Teams to Experiment
  Create a culture where teams can test new ideas without fearing failure. This means giving them autonomy and resources to innovate continually.

 Example:
Tien highlights how Spotify regularly experiments with its user interface, personalized playlists, and even pricing models. They don’t wait years to launch a “perfect” product—they constantly update and test new features to enhance the user experience.

Innovation Challenges and How to Overcome Them

1. Fear of Failure: Many companies hesitate to experiment because they fear messing up. Tien encourages embracing failure as part of learning.

2. Legacy Systems: Old infrastructure can slow down innovation. Moving to cloud-based platforms or modular tech can help.

3. Siloed Teams: Innovation thrives with cross-functional collaboration—breaking down silos (divisions or barriers between departments, teams, or individuals that prevent them from sharing information, ideas, or goals) is crucial.

What Business Leaders Should Do

• Lead by example in fostering curiosity and experimentation.
• Reward risk-taking and learning, not just success.
• Prioritize customer data analytics to guide innovation.

Quick Steps to Start Implementing “Beta Forever”

• Set up channels for regular customer feedback (surveys, social media listening, in-app feedback).
• Run small pilot projects or A/B tests before full launches.
• Hold regular team brainstorming and “innovation sprints.”
• Encourage a mindset that values continuous learning over perfection.

Quick Takeaway:

Innovation in subscription businesses isn’t a one-time event; it’s a continuous process that keeps your company alive, growing, and connected to what customers truly want. Stay curious, keep iterating, and never stop improving.

Chapter 11: Marketing — Rethinking the Four P’s

What’s This Chapter About?
This chapter explores how traditional marketing concepts—especially the classic Four P’s (Product, Price, Place, Promotion)—need a fresh perspective in the subscription economy.

Marketing in this world isn’t just about getting customers to buy once; it’s about keeping them subscribed and engaged over time.

The Old Four P’s vs. The New Reality

Product: It’s no longer just about a one-time sale. The product must evolve continuously and deliver ongoing value.

Price: Instead of a fixed price, pricing models have to be flexible, often based on usage or tiers, to appeal to diverse customer needs.

Place: Physical stores matter less; digital channels, apps, and online platforms are where subscriptions happen.

Promotion: Marketing can’t be just about acquisition anymore—it must focus on retention and loyalty too.

Key Marketing Shifts in Subscription Businesses

• From Acquisition to Engagement and Retention
  Getting new subscribers is important, but the real value is in keeping them.
• Marketing efforts must shift from flashy campaigns to personalized communication that nurtures long-term relationships.
• Personalization is King
  Subscription companies use data to understand customer behaviors and preferences, tailoring messages and offers to individuals.
• Community and Experience Matter
  Creating a sense of belonging or community around a subscription service builds loyalty. Think about how Netflix recommends shows or Peloton creates a connected fitness community.

Example:
Tien Tzuo discusses Amazon Prime as a masterclass in subscription marketing. The “free shipping” promise was just the start; Amazon continuously adds value with exclusive deals, original content, and seamless service—keeping members engaged long-term.

How to Apply This in Your Business:

• Focus marketing on the entire subscriber journey, not just the signup. Map out touchpoints after purchase and create relevant, engaging content for each stage.
• Use data-driven insights to segment your audience and personalize offers and communications.
• Build communities around your product to deepen customer connection. This can be via social media groups, forums, or in-app social features.
• Test new pricing models, like usage-based or tiered subscriptions, to find what best fits your customers.

Challenges You Might Face:

• Balancing personalization and privacy: Customers want personalized experiences but also value data privacy. Transparency and consent are key.
• Avoiding churn: Marketing must be proactive in spotting warning signs and re-engaging customers before they leave.
• Integration of systems: To deliver seamless marketing, data must flow smoothly between sales, marketing, and customer service platforms.

Quick Implementation Steps:

• Audit your current marketing funnel—where do customers drop off?
• Set up customer data tracking to monitor engagement metrics.
• Start small personalization tests—emails, app notifications, or special offers.
• Explore online communities or forums related to your product and engage authentically.

Quick Takeaway:

Marketing in the subscription economy is a marathon, not a sprint. It’s about building ongoing value, personalizing experiences, and creating emotional connections that keep subscribers coming back month after month.

Chapter 12: Sales — The Eight New Growth Strategies

This chapter dives into how sales teams need to rethink their approach in the subscription economy. Traditional “close the deal” tactics don’t work as well when the goal is to create a lasting subscription relationship. Instead, sales strategies must focus on ongoing value and long-term growth.

Why the Shift?

In subscription models, the customer lifetime value (CLV) is king. It’s not just about winning a sale; it’s about growing and nurturing that customer relationship so they keep subscribing, upgrading, and even becoming advocates for your brand.

The Eight New Growth Strategies

Tien Tzuo lays out eight powerful strategies subscription sales teams can use:

1. Land and Expand: Start by selling a basic or limited subscription, then gradually grow the customer’s commitment over time with upgrades or add-ons.
2. Land, Expand, and Renew: Keep focusing on the renewal process early and often to avoid churn and keep customers happy.
3. Build Customer Success: Sales don’t stop at signing contracts; align closely with customer success teams to ensure subscribers get real value.
4. Sell Outcomes, Not Products: Instead of just pitching features, focus on the customer’s goals and results your subscription helps them achieve.
5. Use Data to Drive Sales: Leverage customer data to personalize sales pitches and understand when to upsell or intervene if a customer shows signs of leaving.
6. Focus on Small and Medium Businesses (SMBs): These customers are often overlooked but can be a huge growth area for subscriptions.
7. Create a Subscription Sales Culture: Train teams on the unique mindset and skills needed for subscription selling, emphasizing relationship-building.
8. Make Sales and Marketing Partners: Alignment between sales and marketing ensures consistent messaging and smooth handoffs, creating a better subscriber experience.

 Example:
 Salesforce, a pioneer in subscription sales, is a great example. They focus heavily on customer success, using data and tailored engagement to keep customers upgrading and renewing year after year.

How to Apply This in Your Business:

• Start offering entry-level subscriptions and plan for incremental upsells.
• Collaborate closely with your customer success team to understand subscriber satisfaction.
• Use analytics tools to track subscriber behavior and identify upsell opportunities.
• Train your sales team to focus on customer outcomes and build relationships, not just closing deals.
• Encourage strong collaboration between sales and marketing to ensure subscribers hear consistent, compelling messages.

Challenges You Might Face:

• Changing the sales team’s mindset from transactional to relational can take time.
• Integrating sales data with customer success and marketing systems might require new tools or processes.
• Smaller customers might require more hand-holding, which can strain resources initially.

Quick Implementation Steps:

• Map your current sales process and identify where you can add “expand” and “renew” touchpoints.
• Schedule regular meetings between sales and customer success teams to share subscriber insights.
• Begin using customer usage data to tailor sales conversations
• Provide training sessions or workshops on subscription selling best practices.

Key Takeaway:

Subscription sales are about building long-term partnerships, focusing on customer outcomes, and constantly growing the value subscribers receive.

Sales teams that adopt these strategies will drive sustained growth and reduce churn.

Chapter 13: Finance — The New Business Model Architects

This chapter flips the script on the traditional role of finance teams. In the subscription economy, finance isn’t just about tracking costs and profits anymore — finance leaders become architects who design and steer the new business model for sustainable growth.

Why Is Finance So Important Here?

Subscription businesses live and die by metrics like monthly recurring revenue (MRR), customer acquisition cost (CAC), churn rates, and customer lifetime value (CLV).

These are very different from classic one-time sales metrics. Finance teams must understand these subscription-specific metrics and use them to guide the company’s strategy and investments.

Key Shifts for Finance Teams:

1. Move from Reporting to Predicting:
Instead of just looking at past financial performance, finance must forecast future subscriber growth, churn, and revenue streams. This proactive approach helps companies make smarter decisions.

2. Rethink Revenue Recognition:
Unlike one-off sales, subscription revenue is earned over time. Finance teams need new accounting approaches to accurately reflect this recurring income and comply with regulations.

3. Use New Metrics:
The chapter highlights crucial subscription metrics finance must track:

• MRR (Monthly Recurring Revenue)
• ARR (Annual Recurring Revenue)
• Churn Rate (percentage of subscribers leaving)
• CAC (Customer Acquisition Cost)
• CLV (Customer Lifetime Value)

These metrics give a clearer picture of health and growth.

4. Align Finance With Other Teams:
Finance must work closely with sales, marketing, and customer success to understand subscriber behaviour, forecast revenue, and allocate budgets wisely.

Example:
The book discusses Zuora, Tien Tzuo’s own company, as a model for how finance teams can transform  the business.

Zuora built tools to help businesses manage subscription metrics, driving better financial decision-making across the organization.

How to Apply This in Your Business:

• Start tracking subscription-specific financial metrics if you haven’t already.
• Train finance staff on subscription accounting standards and metrics.
• Shift finance conversations from past performance to future subscriber growth and retention strategies.
• Develop close collaboration channels between finance and customer-facing teams.
• Invest in software tools designed for subscription financial management.

Challenges You Might Face:

• Traditional finance staff may resist shifting away from old reporting methods.
• Implementing new metrics and tools can be complex and require time and training.
• Aligning finance goals with other departments requires strong communication and culture change.

Quick Implementation Steps:

• Audit your current financial metrics and identify gaps related to subscriptions.
• Set up dashboards to monitor MRR, churn, CAC, and CLV monthly.
• Schedule cross-team meetings with finance, sales, and customer success to share insights.
• Start small by forecasting subscription revenue for the next quarter and refining regularly.

Quick Takeaway:

Finance in a subscription business is a strategic partner driving growth and sustainability through new metrics, forecasting, and deep collaboration.

Treating finance as a business model architect will help your company thrive in the subscription economy.

Chapter 14: IT — Subscribers, Not SKUs

In this chapter, Tien Tzuo emphasizes how IT (Information Technology) needs a complete mindset shift in the Subscription Economy.

Traditionally, IT systems were designed to track products (SKUs), but now, IT must pivot to managing relationships with subscribers. Instead of managing inventory, IT must now support dynamic, evolving customer experiences.

What’s wrong with the old IT model?

The old model was great for businesses that sold physical products. For example, if a company sold laptops, their systems tracked things like inventory levels, part numbers, and shipments — all SKU-based data. But in a subscription model, you’re not selling things — you’re selling access, usage, or outcomes.

That means IT has to stop thinking about things like SKUs and start thinking about:

• How people are using your service
• What plan they’re on
• When their renewal is due
• How engaged they are
• Whether they’re at risk of churning

The new job of IT is managing dynamic subscriber journeys
In a subscription business, everything changes all the time.

A subscriber might:

• Pause their plan
• Upgrade to a premium tier
• Add extra features
• Cancel and return
• Switch from monthly to annual billing

Your IT systems must be flexible enough to handle all these changes in real time, across billing, customer support, marketing, and product teams.

Example:
Think about Salesforce. It doesn’t sell boxed software anymore. Instead, it offers cloud-based tools that customers subscribe to. The Salesforce IT team isn’t managing product shipments — they’re managing subscriptions, entitlements, usage patterns, and renewals. Their entire infrastructure supports ongoing relationships, not one-off transactions.

What IT needs to focus on now:

• Flexibility – Systems must support frequent plan changes and real-time updates.
• Integration – IT must break silos and connect tools across billing, CRM, support, and analytics.
• Customer view – Instead of a “product view,” the IT team should build a “subscriber profile” that tracks usage, engagement, history, and preferences.
• Speed – Subscription businesses move fast. IT can’t take months to roll out a new plan or feature.
• Security & scalability – As businesses scale globally, IT must ensure systems are secure and adaptable across regions.

Common challenges businesses face:

1. Legacy systems: Older IT infrastructure wasn’t built for subscriptions and can’t support real-time flexibility.

2. Data silos: Customer data is scattered across systems, making it hard to get a single view of the subscriber.

3. Internal resistance: IT teams may be used to older systems and processes and may resist change.

How to start transforming your IT systems:

• Map the subscriber journey: Identify key stages (onboarding, upgrades, renewals, cancellations) and the data needed at each stage.
• Evaluate your current tech stack: Which systems help you manage relationships, and which are stuck in SKU-world?
• Invest in subscription management tools: These platforms help automate billing, renewals, plan changes, and insights.
• Train your IT team: Help them understand that their role now is to support long-term customer relationships — not just backend systems.
• Work cross-functionally: IT should be closely tied to marketing, finance, and customer success to support a holistic subscriber experience.

Quick takeaway:

In the Subscription Economy, IT is no longer just the “tech guys in the back.” They are at the heart of delivering personalized, flexible, real-time subscriber experiences.

Businesses that update their IT mindset and tools will win.

Chapter 15: Building a Subscription Culture with the PADRE Operating Model

This chapter brings everything together by introducing a practical operating framework called PADRE, which helps companies succeed in the Subscription Economy.

Tien Tzuo emphasizes that subscription success isn’t just about changing your product or pricing — it’s about creating a whole new culture and mindset across your organization.

So, what is PADRE?
PADRE is an acronym that stands for:

• Pipeline
• Acquire
• Deploy
• Run
• Expand

Each part represents a core phase of the customer lifecycle. Together, they form a complete loop that companies can follow to build a subscriber-centric business.

Here is PADRE breaken down:

1. Pipeline 

Build Interest
Think of this like dating. You’re attracting the right prospects.

Marketing’s job is to generate leads — but not just any leads. You need to attract people who will stick around as subscribers.

Focus on content, referrals, and community to build awareness and trust.

Example: Adobe doesn’t just run ads for Photoshop. They offer tutorials, free trials, and educational content — nurturing the pipeline with valuable engagement.

2. Acquire

Convert Subscribers
Now you help people make the leap to actually subscribing.

This means having a simple onboarding process, clear pricing, and low friction.

Free trials, flexible payment options, and quick setup matter here.

Tip: If someone tries your service and it’s confusing to get started, they’ll quit before they pay. Think Amazon Prime’s one-click simplicity.

3. Deploy 

Ensure Early Success
The first 30 days are critical. You want subscribers to see value fast.

Train, guide, and support them to achieve a “quick win.”

Use customer success teams or in-app guidance to help them get up and running.

Think about a fitness app that shows your progress and motivates you early with small wins — like tracking steps or calories — to keep you hooked.

4. Run 

Drive Ongoing Engagement
This is the “relationship maintenance” phase. Keep subscribers engaged so they renew.

Monitor usage, listen to feedback, and adapt to their needs.

Personalization, timely support, and value-added updates are key.

Example: Netflix constantly recommends content based on your behaviour to keep you watching. That’s “Run” in action.

5. Expand

Grow the Relationship
Once customers love you, help them discover more value.

Upsell premium plans, cross-sell new services, or turn them into brand advocates.

Expansion should be based on trust and usage data, not just a sales quota.

Example: Slack starts with a small team. As usage grows, it offers enterprise features to expand company-wide.

Why this model matters

The PADRE model forces your team to think about the whole lifecycle — not just acquiring customers, but keeping and growing them.

Subscription businesses don’t survive on one-time sales. They grow when customers:

• Stay longer
• Use more features
• Bring others along

And PADRE helps you design for that.

Building a subscription culture

Tien makes a final point saying PADRE only works if everyone in the company shifts their thinking:

• Product teams design for ongoing value
• Sales focuses on relationships, not transactions
• IT supports dynamic journeys, not static systems
• Finance plans for recurring revenue, not just quarterly spikes

Quick takeaway:

To win in the Subscription Economy, your company needs more than just new tools — it needs a new culture. PADRE gives you the roadmap to align your teams around long-term subscriber success.

Get the full book

Here are the things you need to start doing from today to implement the strategies in this book:

1. Shift Your Focus from Product to Customer

Why it matters:

In the Subscription Economy, long-term relationships matter more than one-time transactions.

How to implement:

Step 1: Identify your top 3 customer segments.

Step 2: Map out what ongoing value you can deliver to each (e.g., content, convenience, community).

Step 3: Start using customer lifetime value (CLV) as a key performance metric.

Timeframe: 1–2 weeks to research and shift KPIs.

Challenges:

1. Difficulty letting go of product-centric thinking.

2. Resistance from teams used to transactional metrics.

Overcome it by:

• Training teams on customer success.
• Sharing real-world case studies (like Salesforce or Netflix).

Metrics:

• Increase in repeat usage.
• CLV growth rate.
• Churn rate reduction.

2. Build a Recurring Revenue Model

Why it matters:

Recurring revenue gives your business stability and scalability.

How to implement:

Step 1: Audit your existing offerings — what could be delivered on a recurring basis?

Step 2: Design tiered pricing plans (e.g., Basic, Pro, Enterprise).

Step 3: Launch a pilot subscription offer to test response.

Timeframe: 4–6 weeks to pilot a basic version.

Challenges:

1. Fear of cannibalizing existing sales.

2. Technical infrastructure (billing systems, CRM).

Overcome it by:

• Piloting with a small segment first.
• Using platforms like Stripe or Paystack for billing.

Metrics:

• Monthly Recurring Revenue (MRR).
• Customer acquisition cost (CAC) vs. CLV.
• Churn and upgrade rates.

3. Adopt a “Forever Beta” Mindset

Why it matters:

Subscription businesses must continuously evolve with customer needs.

How to implement:

Step 1: Create a feedback loop (surveys, in-app prompts).

Step 2: Schedule monthly product updates or tweaks.

Step 3: Publicly announce improvements to reinforce your evolving value.

Timeframe: Ongoing, but first cycle can begin in 2 weeks.

Challenges:

1. Resource strain for constant updates.

2. Fear of imperfection.

Overcome it by:

• Prioritizing user-driven changes.
• Embracing MVP (Minimum Viable Product) releases.

Metrics:

• Feature adoption rates.
• NPS (Net Promoter Score) improvements
• Engagement metrics post-update.

4. Rethink Sales and Marketing Around the Subscriber Journey

Why it matters:

Your job doesn’t end at the sale — that’s where it begins in subscriptions.

How to implement:

Step 1: Map your customer’s end-to-end journey (onboarding → engagement → renewal → expansion).

Step 2: Create content or training at each stage.

Step 3: Train your sales team to “land and expand” instead of just closing.

Timeframe: 3–5 weeks to map and deploy.

Challenges:

1. Silos (lack of communication) between sales, marketing, and support.

2. Shifting sales compensation models.

Overcome it by:

• Appointing a Customer Success leader.
• Rewarding salespeople not just for signing new customers, but for keeping them happy and subscribed over time.
• Using tools like HubSpot or Gainsight for communication.

Metrics:

• Time to first value (onboarding speed— how fast you help your new customer start getting results so they feel their money was well spent).
• Expansion revenue (the extra money you make from your existing customers after their first purchase).
• Churn (the number of customers who stop doing business with you over a certain period.) vs. renewal rate.

5. Transform Finance to Support Subscription KPIs

Why it matters:

Traditional accounting doesn’t reflect the health of a subscription business.

How to implement:

Step 1: Educate finance teams on SaaS metrics (ARR- , LTV, churn, CAC).

Meaning of concepts:

ARR (Annual Recurring Revenue) – Means the total amount of predictable revenue your business expects from customers each year.

LTV (Customer Lifetime Value) –
Means how much money you’ll earn from a customer over the entire time they use your product. Helps you know how valuable each customer is.

Example: If a customer pays $50/month and stays for 2 years → LTV is $1,200.

CAC – Customer Acquisition Cost –
Means how much it costs you to get one new customer.

If CAC is higher than LTV, you’re losing money.

Example: If you spend $1,000 on marketing and gain 10 new customers, your CAC is $100 per customer.

Churn – Customer Loss Rate – Means
 the % of customers who cancel or stop using your service over a period.

High churn = unhappy customers = danger to your business.

Example: If 100 people signed up and 10 leave in a month → churn is 10%.

Step 2: Shift forecasts from revenue-per-sale to revenue-per-customer.

Step 3: Track metrics monthly and report to leadership.

Timeframe: 6–8 weeks for full integration.

Challenges:

1. Legacy finance systems and mindset.

Legacy finance systems and mindset” means:
Old-school ways of handling money in a business — both the tools (systems) and the thinking (mindset) — that no longer work well in today’s fast-moving, subscription-based or digital business world.

Legacy finance systems = Outdated tools or software
Think: old accounting systems built for one-time product sales, not for recurring subscription revenue.

Example: A system that expects customers to pay once and doesn’t support monthly billing, upgrades, or cancellations easily.

2. Complexity of deferred revenue and revenue recognition. Just because the money is in your bank account doesn’t mean you’ve officially earned it yet.

Deferred revenue = Money a customer has paid, but the company hasn’t “earned” it yet
. Revenue recognition = The rules for when a company is allowed to say, “Yes, we’ve officially earned this money.”

Overcome it by:

• Using subscription-focused platforms (like Zuora).
• Hiring or consulting with a subscription CFO (Chief Finance Officer).

Metrics:

• Net revenue retention.
• Gross and net churn.
• CAC payback period.

Meaning of concepts:

What is Gross and Net churn?

Gross churn means:

How much money or how many customers you lost in a certain period — without counting any new customers or upgrades.

Example:

Let’s say you had 100 customers at the start of the month.

You lost 10 customers by the end of the month.

Your gross churn rate is 10%.

It tells you if people are leaving your service — and if your business is leaking customers.

Net churn means:

How much money or customers you lost — but also counting any upgrades or extra money from your existing customers.

So it looks at losses minus gains from current customers.

Example:
You lost $1,000 in cancelled subscriptions but made $500 from customers who upgraded their plans.

Your net churn is:
$1,000 (loss) – $500 (gain) = $500 net churn

This shows that even though people left, others paid more — so your overall revenue didn’t drop as much.

It gives a fuller picture of how healthy your customer base is. Sometimes even if some leave, the ones who stay spend more — and that’s good.

CAC Payback Period means:

How long it takes for a business to earn back the money it spent to get a new customer.

It’s like asking:
How many months before this new customer becomes profitable? Let’s say you run an online service.

You spent $100 on marketing and sales to get 1 new customer.

That customer pays you $25 every month.

So, it will take you 4 months to earn back the $100 you spent.

That’s your CAC Payback Period: 4 months

6. Align Your Culture Around Subscribers Using the PADRE Model

Why it matters:

Your company structure must support a subscriber-first mindset.

How to implement:

Step 1: Introduce the PADRE model (Pipeline, Acquire, Deploy, Run, Expand).

Step 2: Assign team leads for each phase.

Step 3: Run monthly PADRE syncs to track and improve the subscriber journey.

Timeframe: 6–10 weeks for full rollout.

Challenges:

1. Role confusion or overlap.

2. Cultural resistance to change.

Overcome it by:

• Executive support.
• Celebrating quick wins with subscriber milestones.

Metrics:

• Check how often projects that involve people from different departments (like marketing, sales, tech, and finance) actually work out well.
• Subscriber journey satisfaction. How happy are your customers with their experience from the moment they sign up to the time they use your product or service?

Employee alignment scores via internal surveys.