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Don’t Compare Amazon to Walmart or Target. On Prime Day, Compare It to Costco. (This 1 Eye-Opening Statistic Explains Why)

Don’t Compare Amazon to Walmart or Target. On Prime Day, Compare It to Costco. (This 1 Eye-Opening Statistic Explains Why)

Maybe you know this story. Maybe you've lived it.  And as Amazon Prime Day* continues today, it's becoming clear that Costco--not Walmart--is

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Maybe you know this story. Maybe you’ve lived it. 

And as Amazon Prime Day* continues today, it’s becoming clear that Costco–not Walmart–is arguably Amazon’s most important retail competitor. 

This is despite the fact that both Amazon and Walmart are much bigger than Costco, of course. And, it’s regardless of whether you can find lower prices on any particular single item at Amazon, Costco or Walmart (or Target or Kohl’s, for that matter). 

Instead, it’s a longer-term question of branding and customer loyalty — with some very interesting numbers to back it all up.

Check out the statistics below. They’ll come in handy, if you ever want to build your own business with legions of loyal customers.

Between 94 and 100 million reasons

Amazon and Walmart are often mentioned as prime competitors, and with good reason. They’re both retail juggernauts. 

But since it’s Prime Day* (the asterisk is because Amazon has decided Prime Day is no longer a single day), let’s focus on another metric of comparison: paid memberships and loyalty.

Because when you stack these numbers against each other, a surprising pattern becomes clear. Here are the three big retail leaders we’re talking  about:

  1. Amazon is historically secretive about how many Prime members there are, but the best guess is around 100 million in the United States. Jeff Bezos once let slip that the there were about that number; a more recent outside assessment concludes Amazon might have hit that milestone in the U.S. alone, now.
  2. Costco is the more forthcoming about how many paid members it has, and it might be because it’s simply a healthy number that matters so much for the company: 94 million as of its latest annual report.
  3. Walmart doesn’t require memberships, but it does have a member-based corporate segment: Sam’s Club. Walmart doesn’t appear to disclose membership numbers, and its media department didn’t reply to my questions. But, as a rough guess: Its total reported revenue was about 40 percent of Costco’s in 2018. If the same ratio applies to membership, they’d be around 37.6 million members.

Boom.

Walmart is an amazing company. But think about those membership numbers. 

  • Amazon: 100 million
  • Costco: 94 million
  • Walmart: 37.6 million (estimated)*

Does it matter? It does if you value customer loyalty. It’s hard to get subscribers, but once you’ve convinced them — boom, you’ve got them.

They’ll even thank you for it: for convenience’s sake, or habit, or because of sunk costs.

  • Buying online: “I already have a Prime account, I’ll check out Amazon.”
  • Buying in person: “I already have a Costco membership; I’ll go to Costco.

My colleague Jason Aten wrote about Target’s Prime Day campaign pretending that not having subscribers is a good thing. 

But I think that’s wishful thinking. It’s awfully hard to compete against a company that has already trained your potential customers not to consider anyone else.

The five pillars

Growing a subscription base is a long game. But there are five reasons to do it:

  1. Loyal customers make better businesses. We can throw around marketing buzzwords like “brand ambassador” all day long. But the simple truth is that a satisfied subscription customer or member spreads the word. My wife and I were talking as I wrote this about why we joined Costco: it was all word-of-mouth from our neighbors.
  2. There can only be so many winners. So under-appreciated. Customers can only subscribe to a limited number of memberships. Early pioneers who actually deliver can build their customer bases while walling out competitors. (My family has Amazon Prime and Costco; you can imagine what it would take to get us to add a third.)
  3. Subscription revenue eases margin pressure. There’s no revenue like recurring revenue. I wrote recently about how Costco got into the retail clothing business, offering very low prices. It can sacrifice on margin there, because it’s getting billions in membership revenue.
  4. Subscriptions build habits. People are inundated with choices. Getting them invested — literally — helps them eliminate one decision. It’s a paradox, but they appreciate it and respond over and over — as long as you continue to deliver.
  5. Loyal members demand more. Another paradox, but a subscription model like means you know exactly who your customers are. You’ll learn to anticipate what they’ll want. That will help you retain their business, and attract more similar customers — but not waste time and effort on things that won’t improve their lives or your business.  

In that game, Amazon is winning. And Costco is its surprisingly key competitor.

The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

This article is from Inc.com

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