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I always love hearing about food and drink startups, especially on Dragon's Den (or Shark Tank).
And with the rise of online subscription services in FMCG, food and drink brands are springing up all over the internet.
The Times launched 'The Times of London Weekly', its international digital offering, last month.
After investigating the app, I loved the idea of it and wanted to try a subscription for a month or two.
One problem, I can't get it in the UK. It's an interesting quirk of the all-or-nothing subscription model; let's take a look in more detail.
In my right hand I have a mug of Brazilian coffee (Fruit and Nut Espresso).
The coffee was delivered through my letter box yesterday, courtesy of Pact Coffee, one of many coffee subscription services.
However, Pact doesn't like to think of itself as a subscription service. Its founder, Stephen Rapoport, believes many subscription services work for the business but not for the customer.
So, if the model is often abused, just what makes a good subscription service?
For publishers, few topics are as pressing as the rise of ad blockers.
And for good reason: ad blockers are disrupting publishers' ability to monetize their content through the model that was largely responsible for fueling the rise of online publishing in the first place.
Sky TV might be getting a lot of bad press for its kafkaesque cancellation process, but its online service, Now TV, is demonstrating best practice.
We covered the UX of subscription cancellation back in 2013, but I thought I'd post an update here, showing you Now TV's simple but resourceful cancellation process.
It's at the point of cancellation that a customer is potentially most frustrated. The challenge is to ease them to the exit whilst offering them compelling reasons to stay.
How do The Sun, The Times, The Guardian, The New York Times and The Wall Street Journal manage subscriptions through their mobile news apps?
I've taken a tour through each, despite their slightly different paywall or subscription models. See which you think is finessed and which could do better.
For more information on publishing check out the publishing tag on the blog.
When Google purchased YouTube for $1.65bn in late 2006, some wondered whether the acquisition would be the Web 2.0 equivalent of Yahoo's ill-fated billion-dollar purchase of Broadcast.com during the first .com boom.
It was hard not to be somewhat skeptical: YouTube was an expensive operation to run and was facing the same type of legal assault from Hollywood that basically killed Napster 1.0 years earlier.
Walmart may be the 800-pound gorilla of brick-and-mortar retail, but gorillas are capable of moving faster than it appears, and Walmart has proven that it's no slouch when it comes to digital.
From its adoption and use of social media to acquisitions of startups and digital agencies, Walmart may not be on the verge of dethroning Amazon, but it's clear that the retail giant believes the internet is a big part of its future.
For consumers in the United States wanting to give HBO their money for a subscription that doesn't require a cable bundle, the popular cable network delivered bad news earlier this year: thanks, but no thanks.
But HBO's response to the grassroots Take My Money, HBO! campaign didn't answer the question: can HBO ignore cord cutters forever?
Making money providing a free online service is still the sexiest option for many entrepreneurs and business owners, but generating revenue by charging users is increasingly sexy too.
As such, it's no surprise that in recent years many companies have sought the best of both worlds through the so-called 'freemium' model.
Microsoft is making big, bold bets on its new operating system, Windows 8, which is set for release later this year.
Windows 8 is, in large part, Microsoft's response to a world that is increasingly mobile, and in which tablet devices may be competing with desktops for consumers' computing time.