Subscription models work differently than traditional business models; as a result, they also have their own requirements for business processes. This is important because customers are being asked to make long-term commitments - which also increases the expectations that consumers place on companies. They pay money every month for the promise of good, reliable service. Subscription models advertise the (partial) automation of areas of life. If that doesn't work, you lose customers and have trouble getting them back. And that happens quickly: How often would you be willing to live with the fact that the food in the box is not fresh or doesn't arrive at all? The razor blades didn't arrive on time again. Do you go to the office unshaven or do you go to the supermarket to buy some? How often can that happen before you cancel the subscription?
But the challenges do not only lie in the areas of logistics and service reliability. To name a few others:
sales structures
Subscription models are no longer geared towards the one-time conclusion of a sale. Especially when a switzerland telegram data company's sales are organized through partners, the switch to subscriptions can lead to major disruptions. In regular sales, existing customers are important contacts for channel partners; in subscription models, the channel partner loses its role in resale. One way to deal with this is to not only use partners for one-off sales, but to integrate them structurally into the accompanying service and customer care. However, it cannot simply be assumed that all partners can do this.