DCN’s Q4 2025 Digital Subscription Tracking Report reveals a U.S. digital media market defined by rising household spending, more deliberate subscription decisions, and growing reliance on ad-supported and bundled access. Nearly all U.S. Online households (97.0%) continue to participate in the digital media economy, but consumers are increasingly focused on maximizing value as prices rise.

Average monthly household media spend reached $159, up from $151 year over year, driven largely by pricing increases across streaming video, digital news, and audio. Rather than exiting categories, households are adapting by rebalancing portfolios, switching tiers, and leaning into bundles to manage costs while maintaining access.

Ad-supported access moves to the center

Ad-supported options now sit at the core of the media mix, shaping how consumers think about both free and paid services. Free and paid offerings increasingly function as a single ecosystem, with households blending access points to balance affordability and engagement. This shift highlights the growing importance of advertising-supported models as a gateway to scale, flexibility, and retention.

Bundles and reallocation over cancellation

As budgets tighten, consumers are making more strategic trade-offs. Instead of canceling outright, households are narrowing their subscription lineups, reallocating spend and selecting bundled offerings that extend value across categories. Bundling continues to play a crucial role in helping consumers stay connected to premium content while managing monthly costs.

A value-driven phase of maturity

The Q4 findings reinforce that the digital media market remains strong while becoming increasingly intentional. Rising spend, tighter choices, and greater reliance on ad-supported and bundled access reflect a mature ecosystem in which consumers are actively managing value rather than pulling back.

As the market moves into 2026, flexibility in pricing, packaging, and access models will remain central to sustaining growth and loyalty in an increasingly crowded subscription landscape.

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DCN’s Q3 2025 Digital Subscription Tracking Report reveals that the U.S. digital media market continues to show stability despite rising costs. Nearly all U.S. households (97%) maintain at least one digital media subscription, reflecting consumers’ sustained commitment to entertainment and information even amid price increases. Average monthly household spending climbed to $151.05, up from $149.64 in Q2, signaling both price adjustments and ongoing engagement with digital content. 

While the overall market remains mature, shifting consumer preferences—particularly toward ad-supported and bundled offerings are reshaping how households manage their subscriptions across streaming video, digital publishing, and audio. 

Subscription confidence rebounds 

Consumer sentiment is strong, with more households planning to add rather than cancel services. The market recorded its strongest net gain in two years (+8.8%), underscoring confidence and ongoing willingness to explore new digital offerings. 

Ad-Supported streaming grows 

Subscription video on demand (SVOD) continues to dominate, with 92% of households maintaining at least one service. However, the model mix is shifting: 76% of SVOD subscribers now use ad-supported tiers, a sharp increase driven by Disney+ (+28%) and Netflix (+26%) adoption. This marks a clear evolution as streaming services balance growth with affordability. 

Bundling expands across categories 

Bundling remains a key retention strategy and value driver. Over 57% of SVOD subscriptions are now part of bundled offerings, helping reduce churn while expanding cross-category engagement. Beyond video, bundling is also gaining traction in publishing, with 20% of digital news and magazine subscriptions included in multi-service packages. 

A mature but dynamic market 

Households continue to prioritize access to premium digital experiences. The combination of higher prices, growing bundle adoption, and an expanding array of ad-supported options highlights a more value-driven and intentional consumer approach to media consumption. 

The U.S. digital media market remains strong, with nearly universal household participation and steady growth in spending. As industry matures, consumer flexibility and strategic bundling are redefining how value is delivered, and how loyalty is maintained in a crowded subscription landscape. 

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In response, effective subscription strategies have become increasingly critical. Growing the percentage, and volume of income, that publishers receive directly from their readers is essential to revenue diversification. 

As a result, the past decade has seen paywalls become mainstream. This has been accompanied by the emergence of diversified reader revenue strategies that include membership programs, event strategies, and e-commerce. 

There have been some notable success stories during this period. By drawing more money directly from audiences, and reducing dependence on advertisers, many media companies have broadened their revenue base and reduced their reliance on volatile advertising markets. 

However, subscriptions, the cornerstone of most reader revenue strategies, are now at something of a turning point. As the Digital News Report noted, “Over the last 10 years, ongoing subscription levels across our basket of 20 countries have more than doubled but they now look to have hit a ceiling.”

Given this, it is important to ask, how we got here, why this leveling off matters and what can be done about it. 

The ad squeeze

Research from WARC in late-2023, clearly demonstrates why publishers must reduce their reliance on advertising. Despite advertising markets growing year-on-year, these additional monies are seldom finding their way to traditional publishers, whereas spend on search, social networks and retail media has continued to grow.

WARC’s data showed that more than half of global advertising spend was already going to five companies: Alibaba, Alphabet (Google, YouTube), Amazon, ByteDance (TikTok), and Meta (Facebook, Instagram).  

That trend line has only continued with advertisers attracted by the targeting offered by these platforms. And when advertisers are spending their dollars with publishers, it is increasingly focused on creators and non-hard news verticals such as lifestyle and sport. 

Professionally created media now receives only 51% of content-driven ad spend. That’s down from 72% in 2019. GroupM forecasts this will fall below 50% in 2026, as influencers and creator-journalists continue to attract a great share of advertiser budgets. These monies aren’t coming back. So that makes revenue diversification – with subscriptions serving as a cornerstone – essential.

Surveying the subscription landscape

More than three quarters (77%) of commercial publishers said that subscriptions are an area of key focus in 2025. 

This emphasis, according to a sample of nearly 300 industry leaders published by the Reuters Institute, is some way ahead of traditional display advertising, which is seen as “important or very important” in 2025 by 69% of their sample. It’s also well ahead of native advertising (59%).

Yet growing subscription income is not easy. As the Digital News Report’s authors note, “Publishers have already signed up many of those prepared to pay and in a tight economic climate it has been hard to persuade others to do the same.” 

Furthermore, across a basket of 20 wealthier countries, the study found that the share of users paying for news has levelled out at 18%.

With most households enjoying only one or two news subscriptions, that typically means that large, established, players like The New York Times, The Washington Post and The Wall Street Journal, dominate. Smaller publishers, such as local news providers, can struggle to punch through to enjoy their share of the subscription spoils. 

Alongside this, as the Pew Research Center recently observed, the ability to access news for free elsewhere is also a deterrent to taking out a subscription. 

Willingness to pay is further diminished by insufficient interest (32%). Pew notes that “Americans who don’t pay for news say the main reason is that it’s too expensive (10%) or that the news provided isn’t good enough to pay for (8%).”

If publishers are to grow the subscriber revenues, they need to do more than just double-down on their existing subscribers. They also need to broaden their reach, and that means addressing these issues. 

To do that, media companies must provide more content that audiences feel is high quality, relevant, accessible and beneficial to them. This has to be complemented by the availability of different pricing and payment structures, especially in the face of free to access AI snippets and other readily available content.  

Without this, the subscription needle is likely to remain static, stuck at fewer than one in five news consumers. In the face of diminishing returns from advertising, the status quo – when it comes to reader revenues – will not cut it.

3 strategies for counteracting stagnant subscriptions 

Although subscription growth has stalled across the industry, there are proven strategies and approaches that media companies can deploy to retain and develop their subscriber base. Here are three of them.

1. Bundling 

Bundling strategies are becoming increasingly creative and diverse, promising consumers value for money and access to a cornucopia of content. 

The market leader for this approach is The New York Times. It offers a range of digital packages, including an all-access subscription as well as separate non-news subscriptions covering games, recipes, audio, sport, and product reviews. They also offer two Family subscription models, offering up to four individuals access to either all NYT content, or its Games.

This approach encourages daily habits through non-news content, while also creating an environment for non-new consumers to “bump” into your current affairs coverage. 

For media groups with multiple titles, bundling can be used to offer access to content from across their stable. 

In Europe, an early pioneer of this strategy, +Alt from Amedia, now reaches 16% of Norwegian digital news subscribers. Subscribers can access over 100 newspapers and websites in Norway, as well as exclusive and ad-free podcasts on its Untold app, and sports coverage via Direktesport.no. It’s success has encouraged other Nordic publishers, such as Schibsted and Bonnier, to follow suit. 

Bundling isn’t just confined to your in-house products. As Greg Piechota, Researcher-In-Residence at the International News Media Association (INMA), told me earlier in the year, some companies are  “increasingly partnering with other publishers, even competitors, to engage broader audiences.” 

Nieman Lab’s Hanaa’ Tameez reported in March that the Gray Lady has these type of deals with more 20 publishers, including leading European brands such as Politiken, The Irish Times, El Pais, and FAZ. Nic Newman and Federica Cherubini at the Reuters Institute believe we can “expect to see these deals extended to more publications as a way to reduce churn or differentiate a more expensive product.”

2. New products 

Alongside packaging existing offerings, or those of their partners, publishers are also actively investing in new products and services to attract and retain subscribers. 

Podcasts are an area which continue to hold some promise. According to the Digital News Report, 42% of news podcast listeners, across 20 countries, indicated that they would be prepared to pay for news-related podcasts. 

This interest, which also applies to non-news shows, is driven by the connection listeners form with show hosts and a sense that podcasts can provide a deeper understanding of issues. Podcast monetization is further driven by exclusive content, early access, add-free listening, or separate podcast subscriptions at lower price points. 

The Economist’s Podcast+ package is billed as $41.30 for first year, then auto-renews at $59 annually. Schibsted Media’s podcasting platform, Podme, has over 350,000 paying subscribers.

Elsewhere, media companies are expanding into areas such as games, newsletters and lifestyle verticals like food. 

In an era of profound news fatigue, they are also playing around with different formats and presentation styles. Svenska Dagbladet (SvD), a Swedish newspaper, has found success with its Kompakt app, offering short, digestible summaries of the day’s most important news. Its accessible tone is supported by the tagline “Read less, know more.”  

Similarly, in the UK, The Independent launched “Bulletin,” a service for time-poor readers, which uses Google Gemini, to create article summaries. “A new team of (human) editors will oversee all content and sign off before publication, solving the problem of attribution and fact-checking in many other AI initiatives,” the publication said. 

We can expect to see more outlets follow in their footsteps of SvD and The Independent, creating new products and harnessing AI tools, to reach audiences in a style and time-efficient manner which speak to their needs. Afterall, as Kompakt’s leaders contend, “journalism is too important to be boring.”

3. Flexible payment models 

To attract audiences that may be interested in your paid content, but who are resistant to high prices or long-term financial commitments, publishers are once again experimenting with greater flexibility in payment. Examples include day passes, week passes, or cheaper, more limited subscription propositions. 

Last year, the Torstar newspaper chain in Canada launched a pay-as-you-go model. Accessing a single article cost 75 cents, with daily payments capped at CAN$1.50 for full access.

In Finland, the launch of Uusi Juttu (New Story) by the Danish news organization Zetland included a dedicated membership tier for people on low incomes. Readers could access the site for €25 in the first year, rather than the reduced annual membership of €100 offered more widely to early supporters, journalism.co.uk reported. 

In addition to these approaches, dynamic paywalls are also continuing to become more common place. INMA’s Greg Piechota observes that usage has quadrupled to 22% since 2020 among news brands participating in their benchmarking program.

The benefit of this approach, as The Audiencer’s Madeleine White explains, is that because “every visitor to a publisher’s website is different, this strategy allows for adapted and targeted paywall messaging, subscription offers, and engagement journeys to optimize conversion rates for each ‘type’ of reader.” 

As AI tools behind this personalization continue to improve, expect even more publishers to adopt this paywall model, as well as some of the other tactics designed to make content more accessible and equitable.

Subscriptions today: the takeaway

At first glance, subscription levels appear to be stalled. However, this masks a more complex picture. Publishers are being creative through their use of bundles, partnerships, new and expanded products, as well as innovative pricing models. 

There remain real challenges in terms of overcoming willingness to pay for content, especially news, as well as the very real financial pressures many households are under. Nevertheless, subscription stagnation is not universal. Innovating in both product, and distribution, can make a difference. 

Emphasizing quality and utility, as well as highlighting non-news content, and the wider value proposition, can all play a pivotal role in addressing user needs, thereby helping companies retain subscribers and reduce churn. 

Subscription strategies aren’t failing. Rather, they are reaching a new level of maturity. 

Publishers need to balance deepening relationships with early adopters and their most loyal audiences, while at the same time broadening their appeal by demonstrating value and creating new pathways for reluctant readers. The providers who can navigate this tightrope will be the ones most likely to succeed with their subscription strategies in 2025 and beyond. 

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DCN’s Digital Subscription Tracking Report for Q2 2025 data shows that the overall U.S. digital subscription market is in a stable, mature phase, with 92% of households subscribed to at least one service across the seven digital categories measured. However, shifting consumer preferences and pricing strategies continue to shape the competitive landscape across digital subscriptions, streaming, publishing (newspapers and magazines) and audio.

The average number of subscriptions per household dipped to 7.4 (from 7.8 a year ago), driven largely by a decrease in ad-free SVOD services. Still, total monthly household spending increased, reaching $149.64, up more than $5 year-over-year, driven by price hikes, particularly in vMVPD segment.

Key highlights:

• SVOD still leads the subscription market, with 92% of households subscribed to at least one service, though ad-free options lost share to ad-supported alternatives, now making up 46% of all SVOD subscriptions.
• Bundling continues to rise, especially in SVOD, digital news, magazines, and audio—57% of consumers now subscribe to at least one bundle.
• Digital newspapers declined slightly, reaching 22 million households, while digital magazines held steady, with 28% of households subscribing. Among digital magazine subscribers, 27% accessed content through a bundle.
• vMVPD subscriptions held steady at 39 million, even as monthly fees jumped from $75.50 to $84.30.
• Digital audio subscriptions dipped to 54%, down from 57% a year ago.

These shifts signal a more intentional approach to digital media consumption, with consumers actively managing costs while still prioritizing content access. In a competitive market, value-driven choices, like bundling and ad-supported options, are redefining how households engage with subscription services.

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Apple News offers something many of the other tech and social platforms don’t: a highly-engaged, quality audience keen to read. But publishers have been burned badly by platforms in the past. Many are cautious about crafting strategies specifically for yet another channel.

The dilemma is more acute for publishers with membership and subscription strategies. Balancing free and paywalled content can be challenging enough, before considering Apple’s own paid News+ offering.

Here’s how Scientific American, STAT News and Outside Inc. approach Apple News, from which content to publish to the next steps they encourage readers to take.

Reaching new audiences

“The big challenge for us, and for every publisher right now, is finding your audience and reaching people,” said David Ewalt, Editor in Chief of Springer Nature title Scientific American. He specifically pointed to  Google’s increasing ‘zero click’ searches and AI summaries as causing a drop-off in new audiences. The primary advantage of publishing to Apple News, as compared with prioritizing discovery on other platforms, is the high intent of users who come to the app. “Aggregators like Apple News are incredibly useful in reaching new people, especially people who are passionate about reading,” says Ewalt.

Apple News is also seen primarily as a top-of-funnel acquisition source by Outside Inc., which publishes outdoor brands covering everything from climbing and skiing to backpacking and mountain biking. Chief Media Officer Heather Dietrick explained that the platform offers a more generalist audience than those who find them via Google search, and one more willing to spend time. “They’re definitely willing to stick around and read our long-form pieces, they have a big hunger for those,” she noted.

Health and medical publication STAT News, produced by Boston Globe Media, also sees Apple News as an exposure opportunity.  “The way we envision Apple News from a STAT lens is that it is very much top-of-funnel brand awareness,” explained Engagement Editor Alexander Spinelli. “But I like to think that any person could end up being a paid subscriber.”

The paywall debate…on platform

For each of these publishers, deciding what to offer across Apple News for free and their own sites is a careful balancing act. To complicate the strategy further, publishers can also put content behind Apple’s own premium offering, Apple News+. While publishers are circumspect on the subject, it can be a direct revenue generator as Apple shares revenue based on a reader’s engaged minutes with a publisher. 

For Outside Inc., this is an opportunity to showcase longform content. “We’re constantly looking at the data, seeing what the audience is responsive to, seeing what is more scarce on the platform,” Dietrick said. She explained that they are very flexible when it comes to what they publish across News and News+, depending on demand.

Despite having a registration wall and metered paywall on the website, Scientific American publishes the majority of its stories to Apple News. Ewalt said that this was because the priority for the platform is to get people exposed to SciAm’s stories, rather than as a conversion tool in itself. 

STAT has clearer dividing lines. As a B2P – business-to-professional – publication, they keep more specialized content to the website. “We’re really succinct about what we choose to be free versus [paywalled],” Spinelli outlined. “A lot of [articles] that are public health related…which we feel the masses need to know will be free. That’s what ends up going to Apple.” 

This suits STAT well as the Apple News audience is more generalized. But this also means they don’t publish to Apple News+. Spinelli said that they would prefer to nurture paying subscribers themselves than manage that relationship through a platform. “Our [premium] Plus model is so specific to our subscribers that we didn’t want to offer it anywhere else,” he explained. “We really nurture our Plus subscribers…it’s a really robust offering.”

An edition-based approach

One strategy which has proved successful for Outside Inc. is publishing “mini magazines” to Apple News+. The publication puts out a print magazine, Outside Magazine, which comes out four times a year. But they keep an eye on traffic and trends for the Apple audience.

“Often, we’ll package up content when we see that a particular topic is really drawing interest,” Dietrick shared. “We’ll surround that topic in a 360 way, package up content and make a mini magazine from it.”

This content can come from across any of Outside’s brands. It’s then pulled together into a bundle, and repackaged for Apple News+. “Readers get deep into a category,” said Dietrick. “They spend longer with it and consume more stories per session.”

As well as mini magazines, Outside also promotes guides created for other channels to Apple News+ as a magazine. Their Summer 2025 Gear Guide brings together reviews of over 800 products across their brands. This also allows the publisher to drive additional revenue with affiliate links.

“Apple has recently been prioritizing affiliate stories…so we’re giving them more affiliate content,” Dietrick said, explaining that reviews are already a key pillar for Outside Inc. “It’s already content that we’re creating for other referral sources and our sites, so we’re not creating anything extra for them … its great that Apple’s strategy aligns with ours.”

Encouraging further engagement

All three publishers make use of call-to-action [CTA] boxes in Apple News articles. Scientific American prioritize directing readers to content on their own site. “I’s a good way to get users back into our ecosystem and start showing them some subscription notices,” Ewalt noted.

By contrast, STAT are heavily focused on driving newsletter sign-ups. “We have a great offering of free newsletters, and if people are enjoying our free content, they’re more than likely going to enjoy our flagship newsletter,” Spinelli outlined. 

STAT reappraised their CTA strategy at the end of last year, bringing in technology partners such as FlatPlan to manage more flexible and UX-friendly boxes. This has proved fruitful, with the team now able to experiment, track and measure what is working. “Any time we have a story now, we’re getting new [newsletter] subscribers, whether that’s five, or fifteen, or 20. Every new subscriber helps,” said Spinelli.

They chose to focus on newsletter sign-ups because they didn’t want to overwhelm users, as Spinelli explained: “We pick and choose where we focus our efforts [in Apple News], and then the second they get back to our site, they’ll get to see all the offerings and other things that we do.”

Outside Inc have a variety of strategies for Apple News CTAs depending on whether a user is known or new. “We’re always thinking about the signals that readers give us to say where they are in their own activity journey so we can figure out what we should put in front of them,” said Dietrick. She explained that new users are encouraged to read more from Outside’s channels. Known users are encouraged to sign up for newsletters or read more tailored recommended content.

Opportunities and limitations

For publishers who have a clear understanding of Apple News’ place and potential in a subscriber funnel, it can be a powerful tool. Scientific American’s Ewalt emphasised the high-quality nature of the users. “The Apple audience is a great audience for us. It tends to be the kind of consumers who are going to read our content and subscribe to the magazine,” he said.

Outside’s Dietrick emphasised that a successful Apple News strategy ultimately comes down to a partnership between audience development and editorial teams. “You need to have people who are looking at the data, seeing what’s working, being willing to make tweaks to it, and not have it drive any editorial decisions, but just shape what content you want to put in front of this audience,” she added.

All three acknowledged the limitations of longer-term Apple News strategies. Ultimately, if Apple’s priorities change, these traffic and revenue sources could easily fall away. 

STAT’s Spinelli has a more pragmatic take. “The majority of mobile users in the world have this device that prompts them with this immediate access to information,” he said. “I realized that if I get a million page views on a story on Apple but only get one paid subscriber, a million people just saw STAT’s reporting and STAT’s journalism.”

“[Hopefully] you’re going to want to come back to us, maybe it’s not the first, or second, or the fourth or the 10th time, but that’s the funnel process. I’m happy to play the long game,” he concluded.

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Google recently announced that AI-generated summaries will appear in Discover previews. This means fewer clicks to publishers, and more time spent inside Google’s own environment. Even DiscoverSnoop, a tool built specifically to track Discover performance, warns that they don’t offer annual plans because they don’t know if Discover will still be relevant in a few months. 

Social traffic is shrinking, too. Facebook has reduced visibility for news links by over 80% since its pivot away from journalism in 2021. And with AI summaries becoming more common in search results, even Google Search is becoming less reliable as a traffic source.

That leaves one source of traffic with long-term value: people who come to you directly. The good news is that this has been perfected by many publishers, and it’s an easy strategy to emulate.

Direct traffic means real connection

Direct traffic isn’t just a number in a dashboard. It’s a sign of trust. It means someone typed in your URL, opened your app, clicked a bookmark, or followed your newsletter link. They didn’t stumble onto your content. They came to you on purpose.

In the Nordics, we see publishers with 80–90% of their traffic coming direct. This is not a coincidence. It’s a result of long-term product decisions that support reader habits: live coverage, frequently updated and often personalized front pages with high click-through rates, well-timed and relevant push notifications that bring readers back in real time, newsletters tailored to reader interests and sent at moments when your audience is most likely to engage, and strong editorial presence.

Subscriptions follow loyalty

Many publishers try to win subscriptions from users who come through search, Discover, or social. That’s fine, but most of these readers are only there for a single article. And most won’t stay on to become loyal audience members.

The most valuable subscriptions come from users who already know your brand. They return often. They read more than one story. They come back even without a link.

Recent research from Northwestern’s Medill Spiegel Research Center confirms that reader regularity – how often a subscriber visits your site – is the strongest predictor of retention. This finding held across 107 U.S. newspapers, beating out pageviews and time on site as indicators of subscriber health.

In fact, a Medill study of a business weekly showed that having readers who read more often is 10 times more important than having them read more articles.

A subscription model built on one-off clicks amounts to renting your audience rather than building a lasting relationship.

How Stuttgarter Zeitung built more direct traffic

One example comes from Stuttgarter Zeitung. In a recent LinkedIn post, Carsten Groß shared how the paper almost doubled its direct traffic in 18 months. They didn’t rely on hacks. They focused on five areas:

1. Clear targeting of core audiences
2. Supporting teams with data and feedback
3. Building ecosystems around newsletters and video
4. Improving on-site value for loyal audience members
5. Strong breaking news coverage

The result was not just more traffic, but more predictable, repeatable, and resilient engagement.

What remains when platforms disappear

Platforms will continue to change. Some may disappear. The only thing they have in common is that they are not serving your long-term interests. The only audience you control is the one that comes to you directly.

Any publisher that expects to remain relevant in the years ahead needs a clear strategy for increasing direct traffic. Without one, you remain dependent on systems you do not control. That is a risk no publisher can afford to ignore.

The front page is your most important habit-forming tool

In his book Atomic Habits, James Clear describes how habits form through a loop of cue, craving, response and reward. This loop is driven by dopamine.

The same mechanism applies when a reader visits a news site. The front page is the cue. If the visit is rewarded, the habit is reinforced. If not, the impulse weakens.

In the beginning (illustrated as A in the diagram), dopamine is released when the reward is experienced. Over time, as the habit takes shape (B), dopamine begins to rise earlier—at the moment the cue is recognized—because the brain now expects the reward. This anticipation creates a sense of motivation and reinforces the habit.

But when the expected reward doesn’t come (C), dopamine drops. The result is disappointment, and over time, the habit may stop altogether.

This applies directly to how readers interact with a front page. Each visit is a response to a cue—often formed by habit. If the page offers something new or relevant, the reward is delivered and the habit is strengthened. But if the content is unchanged, predictable, or uninteresting, the reader leaves with nothing—and the loop is broken.

Earlier in this article, I referenced research from Medill showing that visit frequency is more important than article depth when it comes to long-term subscription value. Readers who come back often are far more likely to stay. But to support that pattern, each visit needs to deliver something fresh.

That’s why personalization must begin at the top of the page. Not halfway down, and not just in selected modules. For it to work in a newsroom context, it has to be done responsibly—with editorial oversight and clear boundaries. A news brand cannot personalize like a social platform. I’ve written more about what responsible personalization looks like here: Informed personalization: editors in charge, trust at stake.

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According to the U.S. Bureau of Economic Analysis, consumer spending on recreation services, including streaming, live events, and travel, grew by over 7% year-over-year in Q1 2025. This growth outpaced the overall increase in personal consumption, signaling strong demand for experience-based activities.

But strength in entertainment spending doesn’t mean consumers aren’t anxious. Inflation, recession fears, and rising prices are still top of mind. So, where do consumers draw the line, and what entertainment is worth the cost when budgets are tight?

New findings from Hub Entertainment Research show a notable increase in anxiety among consumers since late 2024, particularly about inflation and the risk of recession. This economic unease is prompting many viewers to reassess their spending on entertainment. Yet, unlike concerts, theme parks, and other one-time events, TV and streaming subscriptions appear relatively resistant to budget cuts and cancellations. Streaming’s staying power comes down to perceived value. Aside from vacations, TV and movie streaming rank above all other entertainment alternatives.

Price sensitivity for streaming subscriptions

Nearly nine in 10 viewers now say subscription prices are increasing more frequently. This sensitivity is prompting some to rethink their spending and consider switching to lower-cost, ad-supported tiers. More than half are willing to spend more on streaming if it allows them to reduce other discretionary entertainment costs.

Ad-supported models are generally becoming more appealing. The share of viewers who say they “can’t tolerate ads” continues to decline, dropping to just 11%, from 17% four years ago. Even among this ad-intolerant group, more are now saying they would prefer to save $4–5 per month by accepting ads, rather than pay for an ad-free experience.

Service aggregators play a key role in keeping subscribers engaged. Platforms like Amazon Prime Video, Roku, YouTube, and Apple TV help users manage their growing number of subscriptions. Half of all viewers now use an aggregator, and among 18- to 34-year-olds, that number jumps to 60%. Those who use aggregators are more likely to hold six or more subscriptions, while those without typically have just three or fewer.

Insert aggregator subscriptions chart

YouTube’s multiple products

YouTube is also an increasingly vital part of the media and entertainment ecosystem. Although many users still watch YouTube content on mobile devices, half of them now stream it regularly on television screens. YouTube’s suite of offerings, including its free, ad-supported content, outperforms both subscription and other free services in perceived value.

Despite its strong position, streaming is not immune to viewer pushback. While consumers rank it as one of the last things they’d cut, that sentiment hinges on continued value delivery. If prices rise too often or too steeply, even loyal subscribers may begin to reconsider.

Mark Loughney, Senior Consultant at Hub, notes that while consumers remain anxious about the economy, video subscriptions are among the last things they’re willing to cut. However, that’s only if streaming services don’t push prices too far.

In short, the data highlight a clear takeaway for both consumers and the industry: streaming remains a cornerstone of American entertainment spending. Its blend of variety, convenience, and value continues to resonate even in a tighter economic climate. Providers that keep prices in check, lean into flexible ad-supported tiers, and make discovery effortless stand to deepen that loyalty. With people’s concerns about the economy continuing to rise, the winners will be services that repeatedly prove one simple equation to viewers: more content, less friction, best value.

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However live events are often an expression of the “soft power” of a media brand. They act as a statement of the company’s influence, whether through big name sponsors and celebrities that attend, or by effectively setting the agenda for the industry through insight and expertise. They are a demonstration of the media company’s relevance for both its audience and potential commercial partners, whether B2C or B2B.

It is no surprise, then, that events remain a priority for many media businesses. However, while they are a source of revenue unto themselves, they are also being employed to support other revenue streams, including subscriptions.

Events and subscription marketing

Live events – especially the flagship conferences and exhibitions held by consumer titles – are exclusive by nature. While their content is often repackaged in article or video form, there is a cachet in attending them in-person and rubbing shoulders with celebrities and peers.

That exclusive nature is therefore being used by savvy subscription- or membership-focused media businesses. Access to those events is desirable, and is being used in subscription marketing material throughout the funnel. The Guardian, for example, offers its members discounted tickets to events at its owned-and-operated live events space in London, a physical benefit in addition to its central message of supporting its journalism.

However, events can support subscription growth as well. Anna Bross, SVP Communications for The Atlantic explains that, “Access to our events is a selling point from the first welcome and onboarding for our subscribers. We also market subscriptions in tandem with our events: ‘become a subscriber to unlock the full breadth of our journalism’.”

“The Atlantic has focused on exclusive events benefits for subscribers, particularly for our flagship event The Atlantic Festival: things like early access to ticket sales; subscriber-only event moments; and discounts. We have also produced subscriber-only virtual events.”

Brad Greenawalt, Vice President of Subscriptions at Hearst Magazines, notes that the appeal of live events can be used throughout the funnel when it comes to converting readers. “We view live events as an opportunity across the funnel. It can be a great audience expansion opportunity, getting new audiences closer to the brand and experience, as well as a lower funnel strategy for more niche premium subscription events. 

“Live events are a key selling point for our premium memberships and help drive subscriber conversion and retention.” He cites the UK’s ELLE Collective’s Beauty Masterclasses and GoodHousekeeping’s VIP membership Book Club conversations with authors as some of the events that work especially well for its subscription-oriented publications.

In line with the ongoing trend towards making access to journalists a selling point for subscriptions, live events are also being used and marketed as a way to speak to those journalists in-person. Every organization spoken to for this article mentioned that live events are being used to deepen engagement by way of connecting subscribers with the journalists whose content they consume.

Dow Jones’ VP, Leadership and Event Marketing Laura Verklin said that “Audiences used to be dependent on news organizations for access to information. Now that information is somewhat of a commodity but reliability is the differentiator. Our events allow us to foster a deep sense of trust and transparency with our audience by allowing them to engage and interact directly with reporters and editors while they’re on stage with global decision makers. It underscores the Journal’s editorial integrity and access to global leaders shaping our future.”

Superfans and creating touchpoints

The rule of thumb is that it is far easier (and, crucially, cheaper) to prevent a subscriber from churning than it is to convert a new reader to a subscriber. As a result, events are being considered as a major means of developing the relationship between publication and their readers to a degree where they will pay to support its mission. 

More than half (63%) of audience members who complete post-event surveys for the Guardian, for example, say they are more likely to financially support the Guardian after attending one of its events. 

A Guardian spokesperson explained that is due in part to using the live events to showcase the Guardian’s unique selling points during the event, which in turn supports those same messages in its membership marketing materials: “Our audiences appreciate the opportunity to ask their questions to our journalists and guests to feel closer to our journalism. It is also a great opportunity to showcase the human element of Guardian journalism in contrast to the rise of AI-generated content.”

Greenawalt also cites post-event feedback as being a significant source of audience information. The team uses the insights provided to tinker with and inform future events and other marketing strategies.

Bross explains that “Hyper-engaged subscribers are more likely to attend events. But those who attend events, whether hyper-engaged or not, are less likely to churn than those who do not attend events. Ultimately, we utilize our experiences to strengthen the perceived value of a subscription, deepen brand affinity with The Atlantic and give our subscribers unique access to our journalists and journalism.”

Creating events for new subscribers

However, that isn’t to say that events are aimed at or even solely marketed towards “superfans.” While these highly-engaged audience members are often the most lucrative for consumer brands, they are also touchpoints for new potential members. Publications are creating events with those new members in mind. The Guardian spokesperson explains that “It depends on the event. It is true that many of our supporters who frequently read the Guardian attend our events. Different speakers and topics also attract different audiences.”

That considered, curated approach is as important for information-based publications, which are predicated on appealing to very specific audiences. Verklin explains that “Exclusive access to our live events is a key differentiator when we market a subscription or membership to one of our C-Suite communities. These moments of in-person connection help deepen trust in the brand and create tangible value that differentiates a premium subscription from more transactional options.”

So as with trial memberships or limited access to some content on a timed basis, events are being created as a ‘lure’ for potential subscribers. Greenawalt says: “Although events draw in highly engaged members, we’ve also found success using it for our new audiences as well. Our newest membership, Veranda Gold Design Society, offered members the opportunity to go on an exclusive tour at the Kips Bay Decorator Show House in Palm Beach with Editor-in-Chief Steele Marcoux earlier this year.“

Event strategy and subscription marketing strategies, then, are becoming more intertwined. Each is being used to support the other, with discounted tickets or exclusive access being used to demonstrate the value of a subscription throughout the funnel.

The post Events boost media businesses’ subscription strategies appeared first on Digital Content Next.

The DCN Digital Media Subscription Tracking Report – Q1 2025 provides insights into these changes, offering year-over-year trends and brand-specific data exclusive to DCN members.

Here are key highlights from the latest report:

Steady market growth

Total digital subscriptions grew to an estimated 923 million in Q1 2025, up from 917 million in Q1 2024, signaling ongoing consumer demand across video, audio, and news platforms.

SVOD with ads gains share

Ad-supported streaming continues its upward trajectory. SVOD with ads increased its share to 28% of total digital subscriptions (up from 21% last year), while ad-free SVOD declined in share to 36% (down from 41%), reflecting a clear shift toward cost-conscious viewing options.

SVOD bundling expands its share

Consumer preference for bundled services continues to climb: 58% of SVOD subscribers now bundle services, up from 52% in Q1 2024. The average number of services per bundle increased significantly from 1.3 to 2.8, underscoring the growing share of bundled solutions in the marketplace.

News subscription shares shift

Digital newspaper subscriptions declined year over year to a 19% share of U.S. households (down from 22%), with 23% accessed through bundles. 

Magazine and audio subscription share holds steady

Magazine subscriptions maintained a 29% share, with 21% of those also bundled. Digital audio subscriptions held steady at a 57% share of U.S. households, with 16% of those delivered via bundled offerings.

As the digital media ecosystem shifts toward bundled offerings and more flexible pricing models, staying aligned with these trends is vital. The Q1 2025 report offers deep insights to help DCN members navigate an increasingly dynamic market.

DCN members can access after logging in, or registering an account (top right corner). Once logged in, a download button will appear below this text.

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Here are some impressive experiments and innovations in the podcast space:

AI translations

UK news publisher The Telegraph has been producing a podcast called Ukraine: The Latest daily since the start of the war. It has been downloaded over 100 million times since 2022, with episodes exploring military strategy, history, weaponry, economics, and more. 

In February, to coincide with the third anniversary of the war in Ukraine, The Telegraph launched translated versions of the podcast in Ukrainian and Russian. This was made possible using an AI-powered voice cloning and translation model. This creates a “digital likeness” of the presenters, closely mimicking the rhythm and nuance of their voices.

“To be clear, this is AI helping to present our journalism, not produce it,” said Associate Editor and presenter Dominic Nicholls in an introductory video demonstrating the technology. The translations help reach those with restricted access to news on the war, as well as expats around the world.

The AI model was adapted by The Telegraph team in-house, before being refined by a native Ukrainian speaker fluent in Russian and English. The Telegraph emphasises that all episodes will be checked to ensure translation accuracy, as well as fine-tune speed and pacing.

Although there have been experiments with AI hosts and translation, this is the first example of a media company deploying it on this scale. For a daily podcast, especially one where the information need is so critical, this is a worthwhile investment that will help it reach the people it needs to.

High quality AI translations like this will be beyond the budgets of many publishers. But as the translational tools improve and become more accessible, using AI translation to reach new audiences is worth considering. Editorial oversight, however, is vital to maintain trust and quality.

Bundled podcast subscriptions

Publishers have been experimenting with paid podcasts for some time now, as paywalling technology has improved. From The Economist putting almost all its podcasts behind a paywall, to The Local offering premium versions of its free weekly podcast for members, there are many variations of paid audio strategies.

One that stood out was the DMG Media’s launch of The Crime Desk. The publisher had seen success with true crime podcasts like The Trial of Lucy Letby. Now, it has brought all podcasts under ‘The Trial’ brand into one subscription bundle.

The Crime Desk offers subscribers ad-free bonus episodes on global trial cases. It also includes access to the archive of more than 200 episodes covering everything from the Holly Willoughby kidnap plot to the Diddy trial. Subscribers will also get new series released in their entirety. However, free listeners will only be able to access one episode a week. The launch offer is £1.99 a month, or £19.99 annually.

“There will always be a free trial to air – we’ve got to have a shop window. It’s arguably a public service as well,” the Daily Mail’s head of podcasts Jamie East told Press Gazette. A soft launch phase “had seen subscriptions well into the thousands, and at a similar conversion rate to the podcast industry standard of 5%.”

Building a paid bundle around groups of podcast topics is viable for publishers that produce a wide range of podcasts or with strengths in specific subject areas.  However, East noted that although they’ve had success elsewhere, that doesn’t necessarily mean a paywall is viable. “You can only really launch a subscription model around a hit. There’s no point otherwise,” he told Press Gazette. “It needs to be pretty bedded in before you can do it, or achieve such huge scale that it’s a no-brainer. We’ve not quite reached that with any of the other verticals.”

Reusing popular print content

One unusual podcast launched last year is Your History, from The Times. The newspaper has published daily obituaries for over a century, many of famous people. The team realized that there was an opportunity to highlight some of the Times’ best writing, which happens here, as well as capitalize on audience curiosity in historical figures.

The twice-weekly podcast brings out”‘remarkable tales of lives well lived,” from musicians to politicians, scientists, and sporting legends across episodes averaging 10-15 minutes. Anna Temkin, deputy obituaries editor, presents the podcast.

This is an excellent example of taking existing content and transforming it into another medium. The obituaries pages of newspapers contain a wealth of fascinating life stories, especially when someone well-known dies. By simply reading out the obituary – a low tech and low cost solution – The Times makes this content accessible and relevant to a new audience who aren’t necessarily newspaper subscribers.

Podcasting has room for innovation

Reader revenue is an important strand for each of these publications. The Telegraph and The Times both have hard paywalls, and use podcasts as a top-of-funnel strategy to introduce listeners to their journalism. In these cases, applying strategies that help widen listenership through translation or opening up paywalled content is key.

Although the Daily Mail has some paywalled content, the majority is accessible to read for free. This allows the podcasts to build up a large audience.In this case, The Daily Mail has created a paid bundle around popular shows to monetize a smaller but more dedicated fan base.

The extent to which other publishers can use these tactics will depend on where podcasts sit strategically. If they’re a “shop window” to showcase journalism, it is worth exploring options to leverage podcasts to expand audiences. However, podcasts also have great power as a retention tool superserving a publisher’s most loyal readers. With continued experimentation and innovation, podcasts offer the potential to grow audiences and support, or even build, direct revenue. That’s not hype; that’s just smart strategy. 

The post 3 podcast innovations that build audience and revenue appeared first on Digital Content Next.