Everyone wants to crack the subscription code. The challenge is that subscription models require discipline and consistency, tempered with constant tinkering.

nearly every organization admonishes employees to put the member at the center of all decisions. But there’s a lot more to consider. Communication is critical; the language used in the organization when talking about members really matters. And, most importantly, marketing and innovation need to be priorities.

The Membership Economy brings together my two loves, business and psychology. It gets its power from connecting to deep human needs.

Membership is not a fixture to be taken for granted. You can’t just say, “There it is.” You need to be willing to tinker.

As individuals grow frustrated with the burdens of owning, caring for, and storing too much stuff, they are looking for ways to minimize that stress. They are also experiencing a need for meaningful connection and community.

The Membership Economy relies on trust. It’s about the consumer saying, “I’m going to stick with you, but I expect you to continue to deliver.” It’s the mutuality of the relationship that makes the model so beautiful.

Ownership and access are at two ends of a continuum, and right now the pendulum is swinging away from owning.

There are specific types of engagement that make it harder for people to leave. For example, members are more reluctant to cancel memberships when they’ve achieved status (think airlines and hotels), customized their experience (once you’ve set up your online payroll system, scheduled your regular Tuesday lesson and Thursday tennis match), or built

When you price for value, you focus on what the member wants, which is best for everyone. The challenge comes when the perceived and actual needs of the member change over time—which they always do.