ENGAGEMENT

From streaming platforms and fitness apps to professional communities, loyalty programmes and software, we have entered an economy increasingly built around subscriptions and memberships.  

The appeal for businesses is obvious: longer lifetime value, richer customer data and more opportunities to build loyalty and lasting relationships that drive usage, frequency and advocacy. For customers, the proposition can be equally compelling when it works: convenience, flexibility, personalisation and a sense of belonging. 

However, as with any ‘boom’, there comes a period of realignment.  

People are becoming more conscious of just how many things they are paying for. Subscriptions that once felt novel or effortless can quickly become another line on a bank statement. And if customers are going to keep paying, they increasingly expect the experience to feelvaluable, meaningful and worth keeping.  

The interesting question is no longer simply “How do we get people to subscribe?”.  

It is: “Why would they choose to stay?”  

Why subscribe?  

The rise of subscription-based services coincides with the growth of the digital economy, and this is no accident. Today, consumers can subscribe to everything from coffee and meal kits to content, AI tools, learning platforms, beauty products, financial services and smartdevices.  

What makes these models particularly powerful is that they can extend beyond the initial transaction. Memberships can create communities around brands, professional networks, creators and special interests, giving people a reason to engage repeatedly rather than simply purchase once.  

But beyond recurring revenue, subscriptions and memberships represent a fundamental shift in how businesses think about their relationship with customers.  

A subscription gives businesses a window into how people behave: how often they engage, what they use, what they ignore and where their interests change over time. But data alone does not create loyalty. The real opportunity lies in using that information to createrelevant experiences and build stronger connections.  

From transactions to relationships  

The pull to belong to something is undeniable. Membership can offer a dual appeal of exclusivity and community, giving people a sense that they are part of something rather than simply buying something.   

But that feeling only lasts if members continue to feel that their contribution or investment is valued.  

This is where the power dynamic shifts. The organisation may open the door to membership, but quickly, the individual is the one asking: “Why should I stay? Is it still worth my money? What am I getting from this?” 

The strongest propositions are therefore becoming less about access alone and more about ongoing value. Instead of asking, “How do we sell this product?” businesses need to ask, “How do we keep delivering enough value for customers to want to stay?” and that distinction matters.  

Engagement is the new battleground 

Capturing someone’s attention is one thing. Nudging them into registering an email address, signing up for a trial period or becoming a regular user may be relatively straightforward. Giving them a reason to remain engaged six, twelve or twenty-four months later is a different challenge altogether.  

In an oversaturated economy, consumers are increasingly looking for value in flexibility, personalisation and identity. Longer-term relationships can offer something that one-time purchases cannot: a product or service that evolves with the customer and their needs.  

For brands, the benefits are also persuasive. Retaining existing members can be more valuable than constantly pursuing new ones, particularly as acquisition becomes harder and more expensive. For publishers, for example, the challenge is increasingly about getting more value from the people already willing to pay. Reuters points to a growing focus on retention, churn reduction and average revenue per user (ARPU), rather than simply pursuing ever-larger subscriber numbers. 

The lesson extends well beyond media, particularly where the pool of potential paying subscribers is finite. The quality of the relationship, the ability to retain interest and the encouragement of ongoing interaction can become just as important as the size of the audience. 

Personalisation plays a fundamental role here. A more tailored experience, communication or product is the cornerstone for establishing a stronger emotional attachment, making people feel, seen, understood and valued. 

Against a landscape of growing detachment and desensitisation, it may seem strange to home in on emotions. Yet, ultimately, they remain powerful drivers of behaviour. 

Retain, Deliver, Delight  

As the market becomes more crowded and cost-of-living pressures mount, customers have more choices and less patience. Subscription-based models therefore put businesses under constant pressure to prove that the relationship remains worth paying for. 

But value is subjective. What feels essential to one customer may feel unnecessary to another. Some people may be willing to pay more for the best seats, an amazing view, table service and the right atmosphere. Others may see the same experience as a rip-off, particularly if expectations are not met. 

The same applies to subscriptions. Customers may tolerate higher fees if a service offers greater access, useful bundles or experiences they genuinely value. The challenge for businesses is understanding what that value looks like for different people and how it changes over time.  

As one recent analysis put it: “Critically, subscription success rests not only on maximising retention but also on aligning loyalty with authentic satisfaction rather than manipulative design.”  

This is where data can become powerful. Used well, it can help businesses understand what members engage with, what they value and where their needs are changing, allowing experiences to become more relevant without becoming intrusive. 

The opportunity is not simply to use data to retain customers, but to make them feel understood, not watched. 

Fighting the Churn 

Cancellation patterns vary by industry. Entertainment subscriptions can see spikes in cancellations after free trials or promotional periods expire, suggesting that trial-based acquisition does not always translate into durable loyalty. SaaS subscriptions tend to see fewer cancellations overall, while retail subscriptions can experience higher churn when novelty declines or delivery becomes inconsistent.

Recent research from Mastercard and FT Strategies highlights how readily consumers are prepared to unsubscribe – or ‘boomerang’ – with 31% of global consumers saying they frequently cancel and resubscribe to services, while 74% say they are more likely to subscribe when cancellation is simple. 

The old retention playbook was often built around making it difficult to leave. But we’re increasingly seeing how cancellation friction, lengthy offboarding procedures, hidden restrictions and opaque refund policies may initially reduce churn but ultimately erode trust and foster resentment towards the brand. The emerging approach is the opposite: make it easy to pause, downgrade, change frequency or come back later, and make the value of staying compelling enough that customers choose to remain. 

The future belongs to businesses who care 

As acquisition becomes harder and customers become more selective, retention is moving firmly to the centre of the strategy. Recurly’s 2025 industry research, based on 67 million subscribers, found that acquisition growth had slowed while retention, personalised engagement and loyalty tactics had become increasingly important.  

The winners will therefore be the businesses that stop thinking about subscriptions as a billing mechanism and start thinking about them as a relationship strategy. That means creating reasons to return. Reasons to participate. Reasons to recommend. And, ultimately, reasons to stay. 

The membership economy is not going away, but it is reaching a stage of maturity that requires consideration and creativity. The next generation of successful subscription businesses will not be those that simply persuade customers to sign up. They will be the ones that make customers think: “This is worth keeping.” 

Building trust, adaptability and engagement in a BANI environment

Roundtable reflections – Retail Street Talent 2026

Retail is no longer defined solely by product, price, location or service. Increasingly, the brands that stand out are those that build genuine connections with people. Customers want to trust the brands they choose, feel part of something meaningful and know there are genuine people behind every interaction. More often than not, that connection begins internally — with the people who bring the business to life every day.

In this roundtable discussion, Carmen Afán (Business Development Director, Grupo Pedro Jaén), Rocío Capel (People & Organisation Director, Casa del Libro) and Carolina García (Founder, HUG&CLAU) shared their views on how organisations can place people at the centre while navigating an increasingly unpredictable world.