熱門時事分享：Netflix 只是開始！企業賺翻的「訂閱經濟」時代，你的荷包正在悄悄漏財？｜20260707
目錄
2026 年 07 月 07 日｜HOT 用英文聊時事｜S1 EP34
歡迎收聽《HOT 用英文聊時事》，今天要聊的主題是：訂閱經濟。你最近訂閱了 Netflix、Spotify 或 Amazon Prime 嗎？所謂訂閱，就是消費者以每月、每季或每年固定付費，持續獲得產品或服務。與傳統單次購買不同，訂閱制能為企業帶來穩定收入，也能提高顧客黏著度。
從市場規模來看，Future Market Insights 預估，全球訂閱經濟在 2025 年約達 5,578 億美元。根據訂閱管理公司祖睿 (Zuora) 的觀察，過去 10 年，訂閱型企業的成長速度約是 S&P 500 的 4.6 倍。今天這一集，我們就來看看訂閱經濟如何運作，以及它如何改變我們的消費習慣。(參考來源：Future Market Insights Inc.、Zuora)
Welcome to “Hot English Topics”. Today’s topic is the subscription economy. Have you recently subscribed to Netflix, Spotify, or Amazon Prime? A subscription means that consumers pay a fixed fee every month, quarter, or year to continue receiving a product or service. Unlike traditional one-time purchases, subscription models can bring stable revenue to companies and also increase customer loyalty.
In terms of market size, Future Market Insights estimates that the global subscription economy will reach about US$557.8 billion in 2025. According to observations from the subscription management company Zuora, over the past ten years, subscription-based companies have grown about 4.6 times faster than the S&P 500. In today’s episode, we will take a look at how the subscription economy works and how it is changing our consumption habits.
讓我們用幾個例子來理解訂閱經濟的運作。首先是 Amazon Prime，會員每年支付 139 美元，不僅享有產品運送服務，還包含影音、音樂、遊戲等服務。數據顯示，Prime 會員平均每年在 Amazon 消費 1,400 美元，而非會員只有 600 美元，訂閱模式明顯提高了消費額和顧客終身價值 (Customer Lifetime Value)。
影音串流是典型例子，美國每戶家庭平均訂閱 4.5 個平台，如 Netflix、Disney+、YouTube Premium 等，每月在串流媒體上的支出超過 60 美元。隨著串流平台增多，市場逐漸過度膨脹，平台間互相爭奪市場份額，導致收益下降；觀眾也因訂閱費過高而疲乏，且得到的服務內容因競爭愈漸碎片化。 (參考來源：Del Morgan & Co.、轉角國際)
航空運輸業也常見訂閱制度。台灣虎航針對經常搭飛機的旅客，在 2026 年推出名為 Team Tiger 的訂閱服務。會員可依自己的旅遊頻率選擇不同方案，支付不同的固定費用，即可換得免費來回機票，以及優先報到、優先登機與行李處理等服務。這種模式把原本單次購買機票的交易，轉變為長期會員關係，不僅提高顧客黏著度，也能為航空公司創造更穩定的收入來源。 (參考來源：台灣虎航)。
Let’s use a few examples to understand how the subscription economy operates. First is Amazon Prime. Members pay US$139 per year and receive not only product delivery services but also access to video, music, and gaming services. Data shows that Prime members spend an average of US$1,400 per year on Amazon, while non-members spend only US$600. The subscription model clearly increases spending and customer lifetime value.
Video streaming is another typical example. In the United States, each household subscribes to an average of 4.5 platforms, such as Netflix, Disney+, and YouTube Premium, and spends more than US$60 per month on streaming media. As the number of streaming platforms grows, the market has gradually become oversaturated. Platforms compete for market share, leading to declining profits. At the same time, viewers are becoming tired of high subscription fees, and the content they receive is becoming more fragmented due to competition.
The aviation industry also commonly uses subscription systems. In 2026, Tigerair Taiwan launched a subscription service called “Team Tiger” for frequent travelers. Members can choose different plans based on how often they travel and pay different fixed fees to receive benefits such as free round-trip tickets, priority check-in, priority boarding, and baggage handling services. This model turns the traditional one-time ticket purchase into a long-term membership relationship. It not only increases customer loyalty but also creates a more stable source of revenue for airlines.
訂閱模式對企業與消費者都有好處。對企業而言，最大的優勢是可預測收入，訂閱費穩定，方便資金規劃與投資；同時提高客戶黏著度，定期付費讓顧客留存率更高；成本效益也顯著，長期來看，訂閱比單次銷售更節省行銷成本。對消費者而言，訂閱帶來方便與可控性，不必每次單獨購買，享受自動續訂的便利。簡單來說，企業穩定收益，消費者享受便利，雙方都獲益，這也是訂閱經濟快速擴張的重要原因。 (參考來源：Del Morgan & Co.、shopline)
The subscription model brings benefits to both companies and consumers. For companies, the biggest advantage is predictable revenue. Stable subscription fees make financial planning and investment easier. It also increases customer loyalty, since regular payments help improve customer retention. In addition, it is more cost-effective. In the long run, subscription models can reduce marketing costs compared with one-time sales. For consumers, subscriptions provide convenience and control. They do not need to make separate purchases every time and can enjoy the convenience of automatic renewal. In short, companies gain stable revenue, and consumers enjoy convenience. Both sides benefit, which is one of the key reasons why the subscription economy has expanded so quickly.
雖然訂閱模式能帶來較穩定的收入，但企業也必須面對新的經營挑戰。全球訂閱管理平台祖睿 (Zuora) 的共同創辦人兼執行長左軒霆在其著作《訂閱經濟》中指出，發展訂閱服務的關鍵，在於與顧客建立一對一的長期關係。每位訂閱者都有專屬帳號，企業可透過帳號中的交易紀錄與使用行為分析顧客需求，進而提供更精準的服務。例如 Amazon 會依據購物紀錄透過演算法推薦商品，而 Netflix 則根據觀眾偏好調整影集與電影的上下架。 (參考來源：閱讀前哨站、Forbes)
Although subscription models can bring more stable revenue, companies must also face new management challenges. In the book Subscribed, Tien Tzuo, the co-founder and CEO of Zuora, points out that the key to developing subscription services is to build a long-term one-to-one relationship with customers. Each subscriber has a personal account, and companies can analyze customer needs through transaction records and usage behavior in the account, and then provide more accurate services. For example, Amazon recommends products through algorithms based on shopping records, while Netflix adjusts which TV series and movies are available according to viewers’ preferences.
訂閱制雖然方便，但對消費者來說，也存在一些隱憂。首先是所謂的「訂閱疲勞」，當影音、軟體、健身、甚至教育服務都變成訂閱制時，消費者往往同時擁有多個訂閱，長期下來容易感到壓力與負擔。再來，訂閱費用通常看起來不高，但如果每月持續扣款，累積起來可能比一次性購買還昂貴，而且很多人其實低估了自己每月的訂閱支出。另一方面，不少人也會出現「付費卻很少使用」的情況。
除此之外，有些企業會把取消流程設計得較複雜，甚至收取解約費，讓消費者退出變得困難。最後，一些服務會先以低價吸引用戶，等消費者習慣之後再逐漸調高價格，讓人不知不覺付出更多成本。總之，享受便利同時，理性管理支出與方案，才是避免掉入財務陷阱的關鍵。 (參考來源：IJFMR、SHORTFORM、Templates、CloudNews.tech)
Although subscription services are convenient, they also bring some concerns for consumers. The first is the so-called “subscription fatigue.” When video streaming, software, fitness, and even education services all become subscription-based, consumers often have several subscriptions at the same time, which can create pressure and a financial burden over time. In addition, subscription fees may look small, but if they are charged every month, the total cost may become higher than a one-time purchase, and many people actually underestimate how much they spend on subscriptions each month. On the other hand, many people also experience the situation of “paying but rarely using the service.”
Furthermore, some companies design the cancellation process to be more complicated or even charge cancellation fees, which makes it difficult for consumers to leave the service. Finally, some services attract users with low prices at the beginning, and then gradually increase the price after consumers become used to it, causing people to spend more without noticing. In short, while enjoying convenience, managing spending and subscription plans carefully is the key to avoiding financial traps.
總結來說，訂閱模式對企業而言，它帶來穩定收入與高顧客黏著度；成功執行訂閱制度的關鍵在於運用數據分析、優化客戶體驗、提升留存率。對消費者而言，訂閱制帶來便利，但也需注意支出陷阱。隨著訂閱模式愈來愈普及，它不只改變企業的商業策略，也逐漸融入我們的日常消費與生活方式。你現在的生活裡，又有多少服務是「訂閱」來的呢？
In conclusion, the subscription model brings stable revenue and strong customer loyalty for companies, and the key to successfully running a subscription system lies in using data analysis, improving customer experience, and increasing retention rates. For consumers, subscription services provide convenience, but they should also pay attention to possible spending traps. As subscription models become more and more common, they are not only changing business strategies but also gradually becoming part of our daily consumption and lifestyle. In your life today, how many services do you use through subscriptions?
本集節目由 CLN 製作播出，若你喜歡這種主題與雙語內容，歡迎追蹤我們、給我們五顆星，並分享給對訂閱經濟、商業趨勢或學英文有興趣的朋友。也告訴我們下次想聽的主題吧！我們下次見！
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CLN (Corporate Language Network) 創辦於 2014 年，是亞洲企業外語服務和培訓的領導品牌，旨在解決企業因外語所衍伸的相關問題，協助客戶成為具有跨文化溝通和國際合作能力的專業人士。我們提供一流的企業教育訓練、AI 學習工具、隨選隨上家教平台、文件翻譯、會議口譯、師資訓練等專業服務。這些年來，我們的合作廠商包含 Google、Yahoo、IBM、IKEA、Mercedes-Benz、聯發科等多家國際品牌。
Since 2014, CLN (Corporate Language Network) has delivered language training and cross-cultural communication services for companies across Asia, including brands such as Google, IKEA, and MediaTek.