軟體行業宣布將以訂閱制取代買斷制，如同對市場投進深水炸彈，引爆時衝起的巨浪自2012年至今推力仍持續著。舉凡Microsoft、Adobe、Autodesk、Tableau、PTC、Dassault Systèmes、Oracle、Amazon...甚至Apple都想耕耘這塊被認為具有潛力的田，播下訂閱種子那一刻，就能夠預期未來的豐收，持續享有甜美的果實。全球軟體大廠紛紛進場誰都不想缺席，由此就能看出訂閱制經濟是未來趨勢、銳不可擋。
軟體訂閱制，指在固定期限內擁有軟體使用權的一種付費方式，約定的固定期限到期必須支付一筆續訂閱費用給開發者，以換取繼續使用軟體的權限，常見的固定期限有一個月、一季、一年、二年、三年，三年以上較不常見。
現實裡，訂閱制經濟商業模式就如龍捲風一般，所到之處只留下堅若盤石的客戶成功關係。訂閱制的優勢就是當固定期限到期時，是否要續訂決定操之在付費的使用者，使用者可以因任何原因隨時不再付費續訂。
CAD軟體代理經銷商歐茲克公司面臨訂閱制大浪，公司所代理經銷的軟體商業模式產生劇變，過去銷售給客戶軟體買斷由改為訂閱之後，公司整體營收銳減、客戶退回保守態度，使得歐茲克公司面臨嚴峻的考驗。在環境艱困市場低迷之際，留住客戶是營收的基本面，該如何經營至關重要的客戶成功關係？使公司持續獲利並能開創新局，營運策略又該及時作何因應或調整？一波波海浪打上岸帶走沙子的同時陸地漸漸消失，歐茲克公司的改變與轉型變得刻不容緩。

The software industry announced that it will replace the license buyout with a subscription system, which is like dropping a bomb on the market. The huge shock the announcement created at the time has continued since 2012. For example, Microsoft, Adobe, Autodesk, Tableau, PTC, Dassault, Systèmes, Oracle, Amazon... and even Apple want to be involved in this segment that is considered to have potential. The moment the subscription seeds are planted, they can expect a bumper harvest in the future and continuously enjoy sweet revenues. No one wants to be absent, the world's major software companies are entering the market one after another. From this we can see that the subscription economy is the future trend and is unstoppable.
Software subscription refers to a payment method for having software use rights within a fixed period of time. When the agreed fixed period expires, a renewal subscription fee must be paid to the developer in exchange for the right to continue using the software. The common fixed period is one month, one season, one year, two years, three years, and more than three years are less common.
In real world, the subscription-based business model is like a tornado, leaving only rock-solid customer relationships wherever it goes. The advantage of the subscription is that when the fixed period expires, the decision whether to renew is determined by users, and users can stop paying for renewal at any time for any reason.
The CAD software agent Otsuka faced a huge change coming from subscription models. The software business model that the company distributes has undergone drastic changes. In the past, the company sold software license buyouts to customers; now, it has to change to subscriptions-based model, the company's overall revenue plummeted and customers returned to a conservative attitude. This makes Otsuka face a severe challenge. At a time when the economy outlook is not bright and the market is down, customer retention is the fundamental of revenue. It is vital to manage successful relationships with customers. In order for the company to continue to make profits and have a ground-breaking start, how should the operating strategy be responded or adjusted in time? As waves of waves hit ashore and took away the sand, the land gradually disappeared, and the change and transformation of Otsuka Company became urgent.

天下雜誌，2020。留住顧客的最強商業模式8步驟打造以客戶為核心的訂閱https://www.cw.com.tw/article/5099305?template=transformers&from=search。搜尋日期：2021年2月15日。
方格子，2019。淺談訂閱經濟：高中生眼中的陌生名詞。https://vocus.cc/article/5d4ffb4ffd89780001ea6814。搜尋日期：2021年1月10日。
林呈欣（2018）「企業決定採用訂閱制，進行數位轉型以前，需要先思考什麼」，（取得日期：2021年6月19號），[available at https://www.hbrtaiwan.com/article_content_AR0009835.html]。
徐立研譯，Nick Mehta, Dan Steinman and Lincoln Murphy著，2019。絕對續訂！訂閱經濟最關鍵的獲客、養客、留客術。台北：商業周刊。
曹嬿恆、吳慧珍譯，Robbie Kellman Baxter著，2020。讓訂閱制更長久的超級會員經濟：扭轉一次性銷售困境，打造永久鎖住顧客的頂尖商業模式。台北：商周出版。
黃婉華、馮勃翰譯，Adam M. Brandenburger and Barry J. Nalebuf著。競合策略：商業運作的真實力量。台北：雲夢千里。
張順教，2015。賽局與策略管理個案分析。台北：華泰文化事業股份有限公司。
溫慕垚（2020）「什麼是訂閱經濟？」，（取得日期：2019年4月29日），[available at https://www.brain.com.tw/news/articlecontent?ID=48244]。
EMBA雜誌，2019。從賣車，到提供行動服務。https://www.emba.com.tw/?action=news_detail&aID=2643。搜尋日期：2020年9月12日。
News 98財經起床號，2016。專訪台大經濟系副教授馮勃翰：競合策略。https://www.youtube.com/watch?v=cq9JPeq5eTc。搜尋日期：2021年7月20號。
Dan MA, Rober and John Kauffam (2014), “Competition between Software-as-a-Service Vendors,” IEEE Transactions on Engineering Management, 61 (9), 717-729.
Dmitrii Gladun (2018). Subscription Business Model in Mobile Software Industry. Case: Company X (Master’s thesis, Lappeenranta, South Karelia, Finland Saimaa University of Applied Sciences). Retrieved from https://www.theseus.fi/bitstream/handle/10024/146870/Gladun_Dmitrii.pdf?sequence=1&isAllowed=y.
HBR IdeaCast (2020, July 21), “750: Every Business Can Be a Subscription Business,” Harvard Business Review, [available at https://hbr.org/podcast/2020/07/every-business-can-be-a-subscription-business].
Ken Tysiac (2019), “GASB Proposes Guidance for Subscription-Based IT Arrangements,” Journal of Accountancy, [available at https://www.journalofaccountancy.com/issues/2019/aug/gasb-guidance-subscription-based-it-arrangements-201921326.html].
Paul Chiambarettoa, David Masseb, and Nicola Mirc (2019), “All for One and One for All? —Knowledge Broker Roles in Managing Tensions of Internal Coopetition: The Ubisoft case,” Research Policy, 48 (4), 584-600.
Sukow, Anthony E. R. and Rebecca Grant (2013), “Forecasting and the Role of Churn in Software-as-a-Service Business Models,” Scientific Research, 5 (3), 49-57.
Shweta Jindal (2011). Impact of Changing Pricing Strategy from Perpetual to Subscription Licensing on an Organization (Master’s thesis, Texas A&M University). Retrieved from https://dspace.mit.edu/bitstream/handle/1721.1/118546/1055162181-MIT.pdf?sequence=1&isAllowed=y.
Tony Chen, Ken Fenyo, Sylvia Yang and Jessica Zhang (2018), “Thinking inside the Subscription Box: New Research on E-commerce Consumers,” McKinsey & Company, [available at https://www.mckinsey.com/industries/technology-media-and-telecommunications/our-insights/thinking-inside-the-subscription-box-new-research-on-ecommerce-consumers].
Vamsi K. Kanur and Michelle Andrews (2019), “The Unintended Consequence of Price-Based Service Recovery Incentives,” Journal of Marketing, 83 (3), 57-77.