Let’s face it: people don’t like to think about subscriptions, or indeed, loo roll. And yet for our business, the two have been a match made in heaven, writes David Titman, head of consumer at Who Gives A Crap.
Since 2017, we have experienced remarkable growth, evolving from a niche direct-to-consumer brand into an international household name. New subscriptions have boomed in very short order and have powered our growth to become the third largest toilet roll brand in the UK today.
While we have witnessed huge growth, it’s important to note that the entire subscription economy is booming, transforming how we shop and live. Subscriptions are a cornerstone of the retail market, especially in Direct to Consumer (D2C) models. They boost customer retention, customer acquisition, provide predictable revenue, spur market growth, and drive innovation. Most importantly, they make sense for customers.
At Who Gives A Crap, our subscription model has helped us cut supply and manufacturing costs, allowing us to improve operational and organisational efficiencies. Convenience – for businesses and for customers – is also an important factor in drawing customers in. Whether it’s for essentials or leisure, automatic deliveries save time and effort, ensuring our customers always have what they need. Meanwhile, businesses like us are offered the ability to improve inventory management and demand prediction, ultimately reducing waste.
While convenience and efficiency may be a big boost for customer acquisition, businesses must go beyond that to ensure a high customer retention rate. At Who Gives A Crap for example, we drive engagement with customers through our bright packaging and distinctive tone of voice, and we aim to delight with a good sense of humour consistently across all our brand materials. Our customers recognise us for this, and it’s a key reason why they buy into the brand and want to keep coming back.
There are clear and obvious benefits to the D2C model, but like all things, there are still challenges. People are so used to their regular habit of picking up loo roll when they nip to the shop, that they often forget there’s an online, subscription based alternative. While we are seeing some shifts in consumer behaviour towards buying essentials via online subscriptions, we also want to maximise our impact and be where customers already are. This is why you often see D2C businesses expanding their presence into physical retail spaces, and why we’ve expanded into retailers including Waitrose, Ocado and indie retailers around the UK so far.
Subscriptions draw people in for convenience, but just as important for many customers is the wider impact businesses make on the world. It’s perhaps unsurprising then, that in recent years, we’ve seen eco-friendly subscriptions rise up the ranks to take on not-so-sustainable competitors. Brands like us are offering sustainable products and packaging, for example our eco-friendly toilet rolls, kitchen rolls and bin bags, to appeal to environmentally conscious people. This is a core part of our business model.
But we don’t stop there – we also aim to provide a subscription service that is not only good for the planet, but good for people too. Our key mission is to ensure that everyone has access to water, sanitation, and hygiene (WASH) services. This is a massive global issue, with 3.5 billion people still lacking access to a toilet. That’s why we donate 50% of our profits – £2.43 million from our FY24 profits – to help improve access to WASH services. Our donations help build strong water and sanitation systems that will help generations of people access their basic right to clean water and toilets.
We’re incredibly grateful for our growth, which has enabled us to support WASH activities and to get closer to our impact goal, and this is only possible because of our customers who choose to use eco-conscious hygiene products. In fact, recent data from YouGov showed that charity-giving can be a big incentive for potential customers, with 45% of consumers more likely to buy from a brand that donates to charity.
Brands like ours show how D2C subscriptions drive customer retention, acquisition, predictable revenue, and enhanced experiences. Conscious purchasing is a big draw for those supporting a cause, with subscriptions that do good for people – and the planet – on the rise. As the market evolves, businesses embracing subscriptions and addressing challenges will thrive, offering convenience and value. Brands must consider their purpose and contributions, fostering loyalty and the satisfaction of making a difference.
David Titman, head of consumer at Who Gives A Crap
Subscribe!
Our editor carefully curates two InternetRetailing newsletters a week filled with up-to-date news, analysis and research. In addition to this, there is a dedictaed mailer focusing on the subscription economy with detailed commentary from Heyl every second Wednesday – click here to subscribe to the FREE newsletter.
And why not follow us on LinkedIn to receive the latest updates on our research and analysis.
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GUEST COMMENT Who Gives A Crap About Subscriptions?
David Titman
Let’s face it: people don’t like to think about subscriptions, or indeed, loo roll. And yet for our business, the two have been a match made in heaven, writes David Titman, head of consumer at Who Gives A Crap.
Since 2017, we have experienced remarkable growth, evolving from a niche direct-to-consumer brand into an international household name. New subscriptions have boomed in very short order and have powered our growth to become the third largest toilet roll brand in the UK today.
While we have witnessed huge growth, it’s important to note that the entire subscription economy is booming, transforming how we shop and live. Subscriptions are a cornerstone of the retail market, especially in Direct to Consumer (D2C) models. They boost customer retention, customer acquisition, provide predictable revenue, spur market growth, and drive innovation. Most importantly, they make sense for customers.
At Who Gives A Crap, our subscription model has helped us cut supply and manufacturing costs, allowing us to improve operational and organisational efficiencies. Convenience – for businesses and for customers – is also an important factor in drawing customers in. Whether it’s for essentials or leisure, automatic deliveries save time and effort, ensuring our customers always have what they need. Meanwhile, businesses like us are offered the ability to improve inventory management and demand prediction, ultimately reducing waste.
While convenience and efficiency may be a big boost for customer acquisition, businesses must go beyond that to ensure a high customer retention rate. At Who Gives A Crap for example, we drive engagement with customers through our bright packaging and distinctive tone of voice, and we aim to delight with a good sense of humour consistently across all our brand materials. Our customers recognise us for this, and it’s a key reason why they buy into the brand and want to keep coming back.
There are clear and obvious benefits to the D2C model, but like all things, there are still challenges. People are so used to their regular habit of picking up loo roll when they nip to the shop, that they often forget there’s an online, subscription based alternative. While we are seeing some shifts in consumer behaviour towards buying essentials via online subscriptions, we also want to maximise our impact and be where customers already are. This is why you often see D2C businesses expanding their presence into physical retail spaces, and why we’ve expanded into retailers including Waitrose, Ocado and indie retailers around the UK so far.
Subscriptions draw people in for convenience, but just as important for many customers is the wider impact businesses make on the world. It’s perhaps unsurprising then, that in recent years, we’ve seen eco-friendly subscriptions rise up the ranks to take on not-so-sustainable competitors. Brands like us are offering sustainable products and packaging, for example our eco-friendly toilet rolls, kitchen rolls and bin bags, to appeal to environmentally conscious people. This is a core part of our business model.
But we don’t stop there – we also aim to provide a subscription service that is not only good for the planet, but good for people too. Our key mission is to ensure that everyone has access to water, sanitation, and hygiene (WASH) services. This is a massive global issue, with 3.5 billion people still lacking access to a toilet. That’s why we donate 50% of our profits – £2.43 million from our FY24 profits – to help improve access to WASH services. Our donations help build strong water and sanitation systems that will help generations of people access their basic right to clean water and toilets.
We’re incredibly grateful for our growth, which has enabled us to support WASH activities and to get closer to our impact goal, and this is only possible because of our customers who choose to use eco-conscious hygiene products. In fact, recent data from YouGov showed that charity-giving can be a big incentive for potential customers, with 45% of consumers more likely to buy from a brand that donates to charity.
Brands like ours show how D2C subscriptions drive customer retention, acquisition, predictable revenue, and enhanced experiences. Conscious purchasing is a big draw for those supporting a cause, with subscriptions that do good for people – and the planet – on the rise. As the market evolves, businesses embracing subscriptions and addressing challenges will thrive, offering convenience and value. Brands must consider their purpose and contributions, fostering loyalty and the satisfaction of making a difference.
David Titman, head of consumer at Who Gives A Crap
Subscribe!
Our editor carefully curates two InternetRetailing newsletters a week filled with up-to-date news, analysis and research. In addition to this, there is a dedictaed mailer focusing on the subscription economy with detailed commentary from Heyl every second Wednesday – click here to subscribe to the FREE newsletter.
And why not follow us on LinkedIn to receive the latest updates on our research and analysis.
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