“The membership model is one that has a nice, tight grip on a relationship where both are accountable to the other.”īut as other brands flooded the space since MeUndies’ launch in 2011, Shokrian said the subscription mandate became too much of a barrier in the mission to acquire more customers. “The closer connection to the customer, the better, and that means the data relationship and the exchange of value between the brand and customer is at the center of the sustainability of growth,” said Chris Paradysz, the founder of the agency PMX. MeUndies has raised $10.4 million in four rounds of funding, most recently in 2015, to support growth. MeUndies doesn’t share revenue figures, but claims to be profitable, with double-digit year-over-year growth for the last three years.Į-commerce brands like MeUndies, including Billie, Fabletics and Adore Me, use membership models to retain customers in a crowded market, and more confidently ensure that business will grow month-over-month, which is especially important for startup brands under watchful investor eyes.
Members help drive word-of-mouth sales as well as use the #MeUndies tag on Instagram, where users have a chance to be featured on the brand’s page. Shokrian said that members account for half of its customers, and spend three times as much overall as non-members. “If something doesn’t fit right, or if we’re missing something, or if we’re on the right track, this customer will tell us.” Then we improve that relationship over time,” said MeUndies co-founder Jonathan Shokrian. “After they try us once, it unlocks a price saving. When all customers are subscribers, there’s no exclusive, second-tier level for regular customers to achieve. That approach required that all customers enroll in monthly replenishments.
These member benefits are meant to build a more established relationship with customers than MeUndies’ previous subscription model.
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