This is a transcript from a live Commerce Club event on Clubhouse about subscriptions from February 10th. This show featured subscription and membership experts who discussed what brands are doing right, doing wrong, trends and what the best ecommerce subscription brands will do to dominate in 2021.

 

Event Title: Subscription Trends, Predictions, and How to Win in 2021 🚀

Guests:

Hosts:

 

Introduction:

DTC subscriptions are a great way for brands to build profitability, especially as consumer behavior shows more people moving towards DTC shopping. While more brands are moving toward a subscription model, the ones that are doing well focus on personalization and the customer experience. 

The key to a good subscription model is building an experience that customers are not going to be able to get on a retail-level. There are three scenes of a high-quality subscription model: commerce, content and community. 

By layering all three, businesses can benefit from stepping back from the products themselves and define the goal of their community and how they can layer all three of these scenes.

If you’re interested in learning about what it takes to create a subscription model that drives acquisition and retention through a great customer experience, read our transcript below and learn from some of the best minds in the subscription industry. 

 

FYI: this is a transcription from a live Commerce Club event on Clubhouse from an episode about subscriptions, which aired on February 10, 2021. We used an AI software to transcribe this episode, but the AI isn't perfect and there may be a few typos. Sorry!

P.S. If you want to get regular updates about upcoming shows, show notes and more, make sure you subscribe to Commerce Club at joincommerclub.com

 

Episode Transcript:

Jay: I mean I'm new to the Club House thing. I listened to a number of shows. I think it's fascinating, I think it's a great medium. I’m really excited to see where this whole Clubhouse thing goes. But, today, something that I'm passionate about is subscriptions and the membership economy, so I reached out to Matt and Ben a few days ago and I said, "Hey, let's do a show on subscriptions." And no two better people I could think of other than Chris George and Robbie Kellman Baxter. I'll just say a little bit about each of them and then I'll let them introduce themselves. So I mean, Robbie, she was actually on our podcast recently and so was Chris, but his episode just hasn't aired yet.

Robbie is a subscription and membership consultant, she's a speaker, she's an author of multiple books: the Forever Transaction, The Membership Economy, both of which I've read and, fun fact, Robbie, our lead of our sales team actually just reached out to me yesterday and they do a book club once a month and they said, "Hey Jay, what book do you recommend?" And so they're all reading The Forever Transaction right now.

Robbie: I love it.

Jay: She's worked with a lot of large brands, I think some of them Netflix, Oracle, Ebay and then we got Chris George. He's the... Chris, I sometimes refer to you as the voice of the subscription industry. I don't know, I saw that one [laughs]

Chris George: I'll take it, I'll take it. I'll take it.

Jay: You're super active, I know. I mean, you're the co-founder of Subta, which is the subscription trade association. You started The Gentleman's Box which was a very successful subscription brand, and now with Subta, you're helping thousands of some of the largest subscription brands in the world basically grow and be better. So thank you guys. Just so everyone knows, these guys joined with less than like, I think, 24 hours notice [laughs] so really appreciate you guys coming on the show.

Robbie: Yeah, be gentle.

Jay: Yeah. Robbie, why don't we start with you? Why do you care so much about subscriptions and membership and why is this such a passion for you?

Robbie: Yeah, so I've been a membership and subscription person for a long time, since before it was cool. About 20 years ago. I'm a strategy consultant and I was working with Netflix on acquisition strategies as a consultant and I fell in love with the model and I was just so surprised that other organizations weren't seeing what I was seeing, how powerful it was to focus on solving a customer's ongoing problem or helping them achieve an ongoing goal instead of being really product centric and how having that long term focus could justify recurring revenue.

And so ever since then, I have been completely obsessed with helping organizations build what I call forever transactions with the people they serve, which in turn justify recurring revenue. So certainly subscription boxes, but also, you know, subscription content, subscription communities, membership organizations, you name it, somebody is trying to build a recurring revenue model around it and that's where I spend my time and done a ton of research on it, worked with a lot of different organizations and really excited for this discussion and to learn more from all of you.

Jay: [laughs] Awesome, and Chris why are you so passionate about the same space?

Chris George: Yeah, for one, you just see the consumer behaviors moving more and more towards DTC subscriptions and I just found passion in helping at Subta. Our vision is to help business professionals find profitability through subscriptions. And so it's the way consumer behavior is moving towards. It's a great way for brands to build profitability and every brand and every business should have some form of subscription model built into it and I'm just happy to help brands do that.

Jay: [00:08:28] Yeah, it's definitely a trend. I kind of wanna break this conversation into three sections. The first part looking at some observations. I mean, you guys are heavily involved in the subscription industry in various aspects, and then I kind of wanna talk about some trends and predictions and maybe where you think things are going and then I wanna talk about, for anyone here who's listening who might be, running a subscription business or thinking about running a subscription business, I want to talk about maybe some ways that you, that they can win and I think in the title how they can dominate subscriptions.

I didn't introduce myself but I'm on the vendor side. I'm with Bold, so I'm passionate about subscriptions because we have over 20,000 brands using Bold Subscriptions to run a subscription business and everything you two said I would agree with and I think the only thing I would add for myself is when you have a subscription business it's a much more valuable company and I think 2021 we're gonna start seeing a lot of investment in the DTC space and it's gonna be really interesting comparing the multiples on revenue of one time ecommerce companies and subscription ecommerce companies. So that's why I get passionate about it because brands are building much more valuable companies.

Chris, I'll stay with you for the first one here and I'll kind of get both to chime in. And you know what? Keep this casual. Both of you can jump in at any point, but what are some of the observations or noteworthy observations that you guys noticed in 2020 in the subscription or membership landscape?

Chris George: Yeah, I'm happy to start off, so I think one thing we're seeing is more and more brands are pivoting to the model, but outside of that, we're seeing them start to introduce more personalization and a big focus on the customer experience. I think three, four years ago, brands might have been scared to email their subscribers about a renewal 'cause they didn't want 'em to cancel but like we're seeing more and more of them are proactive about it. They're building an experience, they're building a relationship with the consumer.

And the personalization, they're making sure that they're getting these consumers, whether it's a surprise and delight or a punishment, they're giving the consumer something that they'll enjoy and that's allowing for an increased like time value, decrease in churn, and overall just a better experience with subscriptions and I think the key is that the successful brands are gonna build an experience that you're not gonna be able to get on a retail level.

Robbie: Yeah, such great points and I wanna pick on something that Chris said about, you know, organizations pivoting and accelerating into subscription. We saw at the beginning of the pandemic last year that businesses that had subscription models were retaining their members about 80, 87% of subscription members were staying, this is relative to other businesses where they were losing their customers as the pandemic hit. So they're a much more resilient business model and we're seeing virtually every kind of industry want to have a subscription from consumer packaged goods, retailers, content creators, but also durable goods, heavy equipment, you know, the medical devices, pharmaceuticals, everybody's trying to get into this model, so that's a really big trend and something to keep in mind if you're thinking about getting in.

If you're not in, it's late and if you're kind of just getting into it, it's a crowded space, so you know, differentiation, really understanding the customer you're serving and thinking beyond just the product in the subscription and to really understanding the experience, as Chris said, between those product experiences that get you from moment to moment and build a habit with your subscription. I think organizations are being forced to be a lot more sophisticated about that journey and not just about the headline benefits that brought someone into the subscription in the first place.

Chris George: I was gonna say even, to even piggy back off that more, you're seeing brands are basically betting on this, right? You're looking at what Apple's doing, Microsoft, EA Sports teaming up with Microsoft to put all their games on the subscription model, like, they're betting on this and it's a big deal and I think that we're just gonna see more and more of it happening and brands are gonna find more success with the subscription model. As you said, Jay, the brands with subscription models are having higher valuations. I mean, it's simply because we've got predictable income, we're building a relationship with the consumer, they're getting the consumer to make purchases through their brand, mostly and only, as opposed to going to a different brand to buy something.

Jay: Yeah, I thought it was such an interesting stat, Robbie, that 80% retained their customers. We actually noticed from Bold's side, a dramatic increase in people installing subscription software to try to set up subscription or some form of membership and it's interesting to see it from that side as well, too, 'cause you wondered, like, how many people are gonna start a subscription in the middle of it but it's a perfect time like, you'd be thankful for a lot of products when during the time that it was hard to get supplies.

I noticed on a lot of sites I went to to try to buy things, they had banners saying, "We're currently only serving members." Actually I tried to buy something from Uline, which is like boxes, and I tried to buy some hand sanitizer [laughs] and some stuff and they had a banner and it said, "We're currently only serving members." So members had first pick of product and I wasn't a member, so I didn't get it.

A lot of interesting observations there. So I guess what were you guys the most happy to see subscription brands do in this last year that you kind of looked at and thought yes, it's happening. Like, that kind of got you excited?

Robbie: For me, one thing that I think is really interesting and exciting is seeing, you know, talking about the more sophisticated subscription businesses, seeing them layering in additional sources of value. So some subscriptions started with commerce, right? So you get products on a regular cadence, either, you know, for continuity or for surprise and delight, but then layering in content so information, access to experts, advice, courses, and then also layering in community, the access to other people that are on that same journey.

For organizations thinking about getting your subscription live, that's like a huge undertaking but then the next step is what else can we do for our members? How do we layer in greater value and so what's been exciting to me is to see more and more organizations tapping into all three C's to maximize the value and the experience of each one of their members.

Jay: What are those three C's? Sorry, did I miss that?

Robbie: Commerce, content and community. So you might start a membership that's just about community, like Clubhouse, right? Where everybody's gathering under the same umbrella to talk about a topic that's important, but then what might be the commerce that we would need to continue to achieve our goal? Let's say we're in a macrame club, right? We might need macrame supplies. We might want to talk to other people that are, that are doing macrame, we wanna, might wanna have course content. So layering in all three. Almost any business that you look at can benefit by stepping back from the products themselves and saying what's the goal of my members and how can I layer in benefits across all three of those C's?

Jay: I love it.

Chris George: To add onto that, Robbie, and one, I wanted to say hi to Ben Par, he's my good friend, so Ben, thanks for having us on, I see you at the top there. But what's critical too or what I think was really critical about 2020 was we had a pandemic, right? And these subscription brands needed to make adjustments to their business to be able to handle this influx of first time buyers, there was 150 million first time online purchases, we saw 10 years of growth in three years, and these brands were able to pivot, make changes to their business, supply the audience with the products they were looking to sell and so there was hyper growth in subscription because of the pandemic especially in specific categories around household and food and so I think that was really critical for 2020 and I think that it took the fast growing subscription space and even jump started it further.

So I was really impressed with what I saw with some of the brands and what they were able to do and again, I love the idea that these brands are building an experience, and that's what I'm really proud of. Three, four years ago, you wanted to fly somebody through the checkout process, but now you're putting 'em through questionnaires and you're doing this micro commitments and you're learning about the consumer and getting data around them and using that data to provide them an experience that could be a really good surprise and delight for 'em, so that's what I was really proud about for 2020.

Jay: Awesome. Okay, let's move onto kind of the second section, trends and predictions. What do you guys think? So those are some observations for 2020. What do you see as some predictions or potential changes or improvements or what are we gonna see in 2021 or the next year? Either one of you guys can go ahead.

Robbie: So for me, one of the things that is interesting to me, I'm in Silicon Valley and a lot of my early years working with subscriptions was with digital natives and people selling subscription offerings where the variable costs were zero, right? So you know, content and software for the most part. And what's really exciting to me and what I see in the future is, let's say the last five years have been about, you know, digital natives going into kind of direct to consumer subscriptions, and big companies experimenting on the margins with their subscription models. So you know, you mentioned EA, I've done a fair amount of work with them, for example, on their subscriptions, they're kind of off to the side, the core business is still the $60 game.

But you're seeing, I think in this next year or two, we're seeing subscriptions become front and center at large organizations. The experiments that are happening off on the side, the acquisitions that they've made off on the side are becoming kind of core parts strategy going forward.

So, the entrepreneurs have led the way I think in subscription, but now a lot of the bigger organizations are really coming around and investing heavily following, you know, the streaming companies and the software companies that have done so well.

Jay: How about you, Chris? Any thoughts on how 2021 will be different?

Chris George: Yeah, I like what I'm seeing is the more payment options. I think using the ability to... for people to transact with PayPal and, and eventually with Apple Pay and Google Pay, giving more payment options, which makes the customer experience check out process easier. And also, we're starting to see this QVC live sort of strategy.

I think Amazon already has it, but I think you're gonna see it with Instagram and some of these influencers, being able to do like live representation of the products, showing it and then people making the purchase right then and there. I think what I'm most excited about, just like the overall experience enhancing, making it easier for people to check out, subscribe to the service, and really again, especially with the pandemic and what's happened, less people are shopping at a retail levels.

So, there are a lot of industries and businesses that can take advantage of this sort of virtual QVC style, but we're gonna see more and more of it and I think that brands are gonna be able to connect in that digital fashion and something that's gonna be really popular in 2021.

Robbie: Yeah. Chris, that was such a good point. I think about this, you know, I think of what you're saying in terms of the live QVC, and that kind of integrated experience through a direct to consumer channel, the level of sophistication and intimacy and fun that direct to consumer brands are creating kind of crossing a line between, you know, just making it an easy place to buy, to be in part of life style and kind of part of an ongoing goals or ongoing objectives that consumers have.

Chris George: Yup.

Robbie: It's really exciting to see. And I think the pandemic accelerated this. But we're not going back. Right? And I think people will be happy to be able to, you know, go to stores in some cases, but a lot of the innovation that's happened in the past 11 months has really opened up consumer's eyes to what's possible and what they enjoy and different use cases for different time and I don't think that there's any going back on that.

Chris George: Yeah, and it's about the conveniences. So these first time buyers saw the convenience of being able to make a purchase or sign up for something and have it delivered to your home. I mean, the convenience of subscriptions, having the thing that you need monthly delivered, like you can't replace that. You know, we all have busy lives, we wanna spend more time with our family, we got businesses that we're launching, and for me to have 80% of my household needs delivered and I don't have to even think about it is like such a huge convenience. And as you said, Robbie, this is like 2005, if you were a retail company and didn't have a website, you were behind. If you're in 2020 and you're not thinking about subscription, like the boat's gonna be sailed pretty soon.

Jay: Yeah, The only thing that I would maybe add into that is I really see the line between subscription and membership getting blurred, so we launched a subscription software in 2014, and it was like every single brand using it sold one-time products, they installed the app and then I called it slapping on a subscription bandaid onto a product and they just thought, "Well, I'll add a subscribe and save option." 

They've slowly evolved and now we're seeing like proper membership, they're thinking like a membership company and I know Robbie, you speak a lot about this and you've written books on it and I'm starting to see brands now actually start to get that and it's not just a subscribe and save, it's how do they maximize the value of their whole customer segment.

And I say ProfitWell just did this really cool blog post, where they interviewed a whole bunch of Chipotle customers and they were trying to make the case that Chipotle should move to a membership model as opposed to paying for your burritos, you pay you know, 100 bucks a month, 300 or 500. They actually had people that would pay $500 a month even though if you bought a burrito every day, it would only cost $10 a day, but they added in benefits like you wouldn't have to wait in line, you'd have a separate line for members you, you could go in different hours of the day or things, but people were willing to pay an extra $200.

So you have these like superfans or super customers, whatever you wanna call them, but right now most brands don't really have the ability to let those customers pay more even though they might want to, so I think a lot of brands are starting to get that right.

Robbie: Yeah, I think a really interesting point that you bring up, Jay. Well, couple things, one is I love that subscription bandaid. Don't slap on a subscription bandaid on your existing products and services and call it a day. Focus on a key segment that you wanna serve better and a really good place to start, as you said, is the people who love you the most: your fans, and this is even taking a page from, you know, celebrities, but find your fans and say what is it that they want more of from us and what is their goal with us and how can I improve on that experience for them?

So your Chipotle example is great because, you know, maybe some people would say, I buy from Chipotle five times a month, I want a discount in exchange for my loyalty. That's like the starting point for a subscription.

But, for a lot of them, like you said, they want more convenience, recognition and customization. Maybe I want home delivery, maybe I want them to welcome me when I come in and know my name. Whatever it is, understanding what your best customers want more of and optimizing the subscription offering around them is a really good place to start with your subscription model.

Chris George: I think too, when you think about the membership model, subscription and membership, this is the modern day for restaurants like Chipotle, the modern day punch card or like the points for every every 10 burritos, you get one free. It's the modern day version of that, which makes more sense, it's predictable and calm, the consumer's loyal and this is what they're getting for their loyalty so I think that it makes a lot of sense and I'm a firm believer that like we can take a lot of brands in a lot of industries and really build a subscription model around it.

Robbie: Yeah, me too. Great point.

Jay: I think there's an argument to be made that, you know, I think almost every industry or company could have a subscription or membership aspect to it. It might not be that the product is getting replenished every month but to your comments on the three C's, Robbie, it's community, it's content, I often refer to it as curation, access and the replenishment is like the basic, but then the access can be access to content, access to community, if you start to think like that, this is why we're seeing brands like Lululemon launching subscriptions because people have considered themself a Lululemon member. My wife would consider herself a Lululemon member. She's bought Lululemon for years, yet she's never had a way to actually pay and actually be a member, but now she can, right?

So it's interesting. Why don't we move into part three here, I wanna talk about actually some winning subscriptions. Robbie and Chris, if there's one thing you guys wish every subscription brand would get right, what is it? Or it can be more than one thing. Chris, why don't I start with you?

Chris George: Yeah, I sound like I'm beating a dead horse, but it's like getting this customer experience right, but also getting the product right based on what your customer feedback is. So a lot of times as entrepreneurs, we think we know what the best product is, but it's not until you really survey the customers and get the feedback that allows you to make adjustments and pivot to putting the right product together.

So, we wanna know what the audience is telling us. It's not what anybody else, anybody else thinks in the company, what is the audience telling what they want and can we make a model for that that works?

A perfect example, when I launched Gentleman's Box, we were monthly. We identified that people were canceling for two of three reasons. Two of the three reasons they were canceling was they couldn't afford it or they had too many items. And surveying the customers, we found out that they just were getting too much stuff. So what did we do? We introduced a quarterly model. The quarterly model was 100 a month versus 29. The quarterly model allowed us to one, eliminate the reason for canceling because they were getting too many items, and two, for people that wanted, didn't wanna spend monthly, they were spending 100 a quarter and we found out that our LTV was three X on our quarterly membership than it was on our monthly.

So, really important to understand your audience, build a really good product that fits them and pivot through the building of your business.

Jay: Did you bill quarterly but shipped monthly or was the shipment also quarterly?

Chris George: No, we started monthly, and then because of surveying our customers and the data we were looking at, we introduced a quarterly model.

Jay: Okay.

Chris George: And the quarterly model LTV just worked out tremendously better. So the one, you know, the thing that I wanna make sure subscriptions companies are thinking about is like the customer experience, but also the feedback on the products so that you can make really good decisions for the future. And then of course, and like Robbie's gonna agree with me on this, the retention, like, how important retention is.

And making sure that you're, you've got a retention department should be just as big as the customer acquisition department.

Robbie: The whole company is the retention department. [laughs]

Chris George: Exactly [laughs] yeah, it really is.

Robbie: Yeah, can I add something? I think what Chris said makes great sense. I mean listening to a customer is critical. I wanna build on that a little bit. A couple of things, one of them is onboarding. Those first seconds, minutes or days after somebody signs up is the most overlooked place in the customer journey. If you wanna improve your retention numbers, just focus there, make sure you have the right people, they understand the value that you're promising them, they understand how to get the value that they're paying for. So in other words, making sure that you surface the right features and establish the right habits early on.

If I'm subscribing to video content, for example, it's really important that I'm not just watching it on my little phone but that I'm able to somehow figure out how to get it onto my big screen that drives engagement and retention, but it's an onboarding tactic.

So, you know, for anyone listening that's thinking about how to improve retention, number one, really focus on onboarding and then the second thing that I wanted to talk about and kind of pick up on something that Chris said about engagement.

Metrics for engagement, which is recency, frequency, depth and breadth of engagement with you. So recency, when was the last time they did something with you. Frequency, how often do they log in, do something with you and then breadth and depth is how long are they spending each time they come and how many of the features that you make available to them are they using because if you're only using one feature, let's say you get the box every month, but you don't participate in the community, you don't read the emails, you don't watch the videos, you're more likely to cancel because there's a huge amount of value that you're paying for that you're not making use of.

So, if there's one thing that I would advise people to do, it's to really think about engagement, particularly in the onboarding experience. But then as you go and adjust based on what you're learning.

Jay: That's so good, I actually was just writing that down as you were speaking 'cause this is the way I think of it if I had say something that I wish every brand did. I think it's kind of like the same point that you just mentioned but I say it a little bit differently is, I think that I wish every brand would understand that the value that members need to get is 3X. So often I'll ask one of our merchants, I'll just say, "What if I just pulled that product out?” Would they still subscribe? Is there enough other value in their membership other than the product every month? And so that goes to the breadth and depth that they're kind of sinking their teeth into the program. Are they accessing the content, or maybe you have exclusive membership areas or maybe you have partner discounts that come along with the membership program because you're a member at Lululemon, you get discounts at whatever other brands.

I say at least 3X. So like if you're selling something for $29.99 a month, that customer should perceive like $90 of value. And it doesn't have to cost you anything, but if the only thing... I think it was you, Robbie, you talked about, is it subscription fatigue?

Robbie: Yeah.

Jay: Like, everyone goes through this. Everyone has the time where they don't use the product and it builds up on the shelf and then they look on the shelf and I've got three things of deodorant and then I go, "Ah, I gotta cancel it."

Robbie: Yeah.

Jay: But if my membership is so much more than just that deodorant and I'm getting so much more from it, it doesn't even cross my mind. I would think well, if I cancel that then I lose access to this, I don't get my monthly free thing here, I'm no longer in this whatever, club or this community or anything else.

Chris George: Jay, one thing to think about that a little bit different is it also depends on the subscription right? Because I like to position subscriptions into a few different categories. You've got the discovery, which like I'm 100% with you that like they need to be getting that 3X value. When you go to like the replenishment side of things, you might not see that as much because it's sort of filling a void of something that's depleting every single month. And that's where you're also seeing the replenishment subscriptions, like, they just have a longer LTV.

But then you've got like this exclusivity. Sometimes when you've got exclusivity, you don't always have to have, like, the 3X value because you're giving people something that maybe they couldn't get or they have to wait to get at a future date and when they're a member or they're subscribing, like, they're getting exclusive access or they're getting something before the rest of the public would get it. And I think that that can work sometimes without having a 3X.

Jay: Yeah, maybe. I think it's all perceived value, right?

Chris George: Right.

Jay: It's like if I only watch one Netflix movie per month, I would be better off to rent a movie through iTunes each month.

Chris George: Yup, yup.

Jay: But because I watch like 30, I'm actually getting 8X the value. So I perceive there's value there and there's different ways. 

I gotta ask one more thing here. I wanted to ask both of you where do you think, if stores get subscriptions and we keep growing where the industry is going, where do you see subscriptions in five years.

Chris George:  I can't predict the future but I believe that subscriptions are almost already part of every aspect of our life already and so I think that you probably are gonna be subscribed to everything that you like. It's about usership over ownership. You're gonna use things as you want to as opposed to owning them and I think by 2026 it's truly gonna be like a subscription economy and everything from your furniture in your home to more people renting versus owning a home, your car, right? Like I think it's Cadillac or Volvo that's got the subscription for the car.

It's gonna be everywhere. Everything that you have is gonna be on some sort of subscription.

Jay: Yeah. How about you, Robbie, any predictions five years out?

Robbie: Yeah. Well, you know, so a couple things. First of all, in the shorter term,I think all the DTC brands, all the digital brands, are already moving to subscription. I think what's interesting is that the traditional CPG and old school retailers are also moving to subscriptions and we've talked about a couple of those. The restoration hardwares and the Nestles are also moving to subscription.

And in terms of subscription as a pricing tool, 'cause that's all it is, it's a way to price for value, I think in five years, what I hope, what I hope will happen is I think subscriptions have shown us that we're limiting consumers in the way that we package value historically. That if you have to buy a car and that's the way you access carness, or you have to go into the store and choose your own clothes and that's how you buy clothes, the bundle of benefits leaves some consumers with needs that aren't yet met. And subscriptions, by focusing on that long term goal, come a lot closer to solving the problem for a specific group of consumers and what I see going forward is, you know, and what I hope to see, is continued creativity and thoughtfulness in pricing models. So subscriptions are fantastic and they're still on the rise, but there's a lot of other things in terms of pricing based on usage, micro transactions, sharing economy kinds of relationships.

There's a lot of different ways to price for value and in five years, what I really hope to see is much greater choice and variety in how you pay to achieve your goals.

Jay: Yeah. I guess that's it. So Matt and Ben, well first of all, Robbie, Chris, thank you guys. That was a lot of fun. 

Chris George: Of course, thanks for having us.

Jay: This is my first time, too, so it's been a learning experience.

Robbie: Yeah, you did great.

Matt:  Awesome job.

Chris George: Thanks Ben, thanks Matt.

Jay: Matt and Ben, hopefully you guys allow us back on here one day.

Matt: Oh yeah, I mean Jay, look all of you are welcome any time that you want to. I think like there was a great turnout. Thank you to everybody in the audience for coming. Jay, I think you crushed it. You know, first time on Clubhouse, it's different than a podcast, it's different than YouTube, it's different than Twitter, I think you did a really good job.

Jay: It's a fun medium. It's personal and it's intimate and I think I'm a fan.

Matt: Woohoo. And then for everybody in the audience, we're gonna do our best to try to get a summary out of today's call in a written format. We're still figuring that out, the logistics on the Commerce Club side, but if you are interested in getting the notes, make sure to go to joincommerceclub.com and subscribe to the newsletter and that's where we'll be letting you know about new shows, when Jay's new show comes out, the notes for this show and anything else exciting that we can come up with. Jay, do you have any final words for anybody?

Jay: Awesome. No, it's great, just thanks for letting us speak in your club. Thanks to Robbie and Chris for coming on with under 24 hour notice. 

Chris George: Yeah, happy to be here, thanks a ton, guys.

Jay: Awesome.

Robbie: Yeah, lot of fun. Really great. Thank you very much. Bye everybody.

Matt:  Bye everybody, thank you for coming.

Jay: See you guys. 

 

About Commerce Club: 

Commerce Club was co-founded by Matt Schlicht and Ben Parr. Both Matt and Ben are the Co-Founders of Octane AI, a company that gives Shopify brands the ability to offer conversational commerce to customers on their sites; an experience replicating an in-store consultation and leading to curated product recommendations. 

Commerce Club shows are hosted on Clubhouse. There are a variety of weekly shows that dive into successful brands, ecommerce strategies and more. If you're interested in learning about upcoming shows and getting show notes, articles and transcripts. Head to joincommerceclub.com to sign up for the newsletter.

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