- Days follow your store’s time zone. “Today”, a month and a sign-up month all start at midnight where your store is.
- Subscriptions billed in another currency are converted at today’s exchange rate, so every subscription adds up into one figure.
- No number is shown from too little data. When there are not enough subscribers behind a rate, the rate is left out instead of showing a misleading 0% or 100%. A blank is “not enough data yet”, never zero.
- Cancelled means cancelled. A paused subscription is not cancelled, and a subscription whose card failed stays Past due while payment is retried (up to about 3 weeks). It only counts as cancelled if it actually ends.
Summary
| Number | What it means | How it is worked out |
|---|---|---|
| Active subscribers | Subscriptions that are active right now | Count of active subscriptions. Paused, past-due and cancelled ones are not included |
| Monthly recurring revenue | What your active subscriptions bring in each month | Each active subscription’s charge (products after its discount, plus shipping), turned into a monthly amount. A delivery every 2 weeks counts about 2.14 times a month (30 days ÷ 14); every 2 months counts half. A prepaid plan is spread over the period it pays for, so a yearly prepaid plan counts one twelfth of its price each month |
| Churn rate | The share of subscribers you lost in the period | Subscribers who cancelled in the period ÷ subscribers who were active when the period started × 100. Subscribers who signed up during the period are left out of both sides. Needs at least 10 active subscribers at the start |
| Net growth | Did your subscriber count go up or down | New subscribers + subscribers who came back − subscribers who cancelled |
| Lifetime value | What one subscriber who signs up at your checkout is worth in their first year | Read from your own renewals, charge by charge: the share of subscribers still paying at each charge × what a charge leaves you, added up over 12 months. After product cost, shipping and fees when you have set product costs; on revenue when you have not. Subscriptions moved in from another platform are left out, because they were not won here |
| Payments won back | Money from failed renewals you collected anyway | Failed renewal payments in the period that were paid later by a retry or a new card. When your cancel flow kept subscribers who were still subscribed 30 days later, their monthly revenue shows underneath as “kept by saves” — a monthly amount, never added to the period’s cash |
| Revenue per subscriber | The average monthly amount one active subscriber is worth | Monthly recurring revenue ÷ active subscribers |
Growth
| Number | What it means | How it is worked out |
|---|---|---|
| New subscribers | Subscriptions started in the period | Count of subscriptions created in the period |
| Cost per new subscriber | What you paid in ads to win one new subscriber | Ad spend in the period ÷ new subscribers |
| Lifetime value vs ad cost | How many times a subscriber pays back what you spent to win them | Lifetime value ÷ cost per new subscriber. 3× or more is healthy for most stores |
| Ad cost paid back in | Months until a new subscriber has paid back their ad cost | Read from the same renewal record as lifetime value. Left out when it takes more than a year |
| Return on ad spend | Subscription sales for every dollar of ads | Revenue from subscription orders in the period ÷ ad spend |
| Recurring revenue | Money from renewals | Paid renewal orders in the period. First orders are sales you won at checkout, so they are not counted here |
| Average renewal order | What one renewal charge brings in | Paid renewal revenue ÷ paid renewals |
| Yearly recurring revenue | Monthly recurring revenue for a whole year | Monthly recurring revenue × 12 |
| Revenue kept | The share of last period’s monthly revenue still with you | Monthly revenue of subscribers who were active at the start, minus what they cancelled or downgraded, ÷ their monthly revenue at the start × 100. Never above 100% |
| Revenue kept, with upgrades | The same, counting what those subscribers added | As above, plus their upgrades and returns. Above 100% means existing subscribers grew faster than they left |
| Gained vs lost revenue | How fast you add monthly revenue compared with losing it | (New + upgrade monthly revenue) ÷ (cancelled + downgrade monthly revenue). Above 1 means you are growing |
| Monthly revenue movement | Why monthly recurring revenue went up or down | New, came back and upgrades add to it; downgrades, cancellations, pauses and new past-due subscriptions take away from it. Other is what is left when prices changed outside a normal renewal; it is usually small |
| Plan mix | What your subscriptions look like right now | Subscriptions per customer (active subscriptions ÷ active customers); subscriptions and monthly revenue by delivery frequency, each with its share; the share on prepaid plans; monthly revenue on a discount and its share; subscribers whose first-orders discount ends in the next 30 days and how much monthly revenue goes up when it does |
Keeping subscribers
| Number | What it means | How it is worked out |
|---|---|---|
| Left before order 2 | Subscribers who left after one order | Of the subscribers who cancelled in the period, the share who cancelled before their second order was charged, and how many left within a day of signing up. A high share usually means the offer attracted people who only wanted the first-order discount |
| Revenue lost | The share of monthly revenue you lost | (Monthly revenue of cancelled subscriptions + downgrades) ÷ monthly revenue at the start × 100. Underneath: the same after upgrades and subscribers who came back, which can be below zero |
| Came back | How many cancelled subscribers return by themselves | Of subscribers who cancelled 90 to 180 days ago, the share who restarted within 90 days of cancelling |
| Average subscriber lifetime | How long subscribers who left had stayed | Average days and orders of the subscriptions that cancelled in the period |
| How many reach each order | The share of subscribers who reach their 2nd, 3rd, 4th, 6th and 12th order | Of subscribers who signed up at your checkout and are old enough for that order to be due, plus 21 days for payment retries, the share who paid that order. Subscribers not yet old enough are left out instead of counted as lost |
| How subscribers left | Who ended it | Cancellations in the period split into Chose to cancel, Card couldn’t be charged and Plan ran out (prepaid or fixed-delivery plans whose last delivery was sent; shown only when it happens) |
| Why subscribers left | The reasons behind cancellations | Cancellations in the period by reason, each with the monthly revenue lost |
| Repeat rate | Subscribers past their first order | Active subscribers who have paid at least one renewal ÷ active subscribers |
| Lost to failed payments | Cancellations caused by cards that could not be charged | Cancellations in the period after payment retries ran out ÷ all cancellations |
| Trials that converted | Free or paid trials that became paying subscriptions | Trials that reached their first full charge ÷ trials started. Shown only when you offer trials |
| By signup month | How each month’s new subscribers held on | For each of the last 12 signup months, subscribers who signed up at your checkout. Subscribers is the share still subscribed 1, 2, 3… months later. Revenue is what the group paid in that month ÷ what it paid in its first month × 100; it can go above 100% when subscribers add products, buy more or move to a bigger plan. Lifetime value is everything the group has paid so far ÷ the subscribers in it. Months that have not happened yet are left blank |
| Churn by plan and Churn by delivery frequency | Which plans and frequencies lose the most subscribers | For each plan or frequency: subscribers active at the start of the period, how many cancelled, churn (cancelled ÷ active at the start × 100) and its monthly revenue now |
What subscribers do
Only actions taken by the customer, by you (you or your team in the dashboard) or by your agent count here. Changes made automatically by PlatformDTC — bulk price updates, billing moving a charge date, imports — never count, so these numbers show real behaviour.| Number | What it means | How it is worked out |
|---|---|---|
| Skipped a delivery | How often a due delivery is skipped | Deliveries skipped in the period ÷ renewals that were due in the period × 100 |
| Paused | Pauses started in the period | Count of pauses, with how many came back, how many cancelled and how many are still paused |
| One-time add-ons | Extra products added to a delivery | Revenue and orders from one-time products added to a subscription |
| Upsell accepted | Offers shown in the customer portal that were taken | Offers taken ÷ offers shown × 100, and the revenue they brought |
| Changes to subscriptions | Everything subscribers changed in the period | For each kind of change — skipped a delivery, undid a skip, paused, resumed, swapped product, changed how often, changed quantity, added a one-time product, moved a delivery date, ordered early, changed address, updated payment details, came back after cancelling — the number of times, how many subscribers, and who did it: the customer, you or your agent |
| What happened after a pause | How pauses end | Of the pauses that started in the period: how many resumed, how many are still paused, how many cancelled, and the average pause |
| Warning signs | Actions that often come before a cancellation | For an action such as “payment failed”: of the subscribers it happened to, the share who cancelled within the following 60 days, next to the same share for everyone subscribed over the same months, and how many times more likely they were to cancel. Shown only when at least 30 subscribers are behind it |
Saves
These numbers come from your cancel flow: the steps a subscriber goes through when they ask to cancel on your store.| Number | What it means | How it is worked out |
|---|---|---|
| Tried to cancel | Subscribers who opened your cancel page | Count of visits to the cancel page in the period |
| Save rate | How often the cancel page keeps a subscriber | Kept ÷ (kept + cancelled) × 100. Visits still deciding or left without deciding are not counted either way |
| Saved revenue | Saves that really held | Monthly revenue of kept subscribers who were still subscribed 30 days later |
| Kept, then left anyway | Saves that did not last | Of the subscribers kept, the share who cancelled within 60 days anyway |
| Where cancellations came from | Who or what ended each subscription | Every cancellation in the period, counted once, by where it started: you cancelled, payment failed, cancelled after the cancel survey, the customer portal, stopped for fraud, your agent cancelled — with its share and the monthly revenue lost |
| How each cancel attempt ended | Every visit to the cancel page | Kept, Cancelled, Left without deciding and Still deciding |
Payments
| Number | What it means | How it is worked out |
|---|---|---|
| Renewals collected | The share of renewal charges you got paid | Renewals paid on the first try or after a retry ÷ renewals charged in the period |
| Paid on the first try | Renewals that went through straight away | First tries that were paid ÷ first tries |
| Recovery rate and Recovered revenue | Failed charges you collected later | Failed charges that were paid by a retry or a new card ÷ failed charges that have finished retrying, and the money collected |
| Being retried | Failed charges still being retried | Count and amount; the part whose card was refused for good needs the customer to add a new card |
| Can’t be charged | Subscriptions billing cannot charge at all | Subscriptions with no card on file or a card the bank refused for good (lost, stolen or closed), with their monthly revenue |
| Card expires before next charge | Renewals that will fail unless the customer updates their card | Active and past-due subscriptions whose card expires (at the end of its expiry month) before the next charge, with their monthly revenue; Cards expiring in 30 days is the part charging in the next 30 days |
| Renewals paid | The share of renewals that ended up paid | Renewals that were due in the period and were paid, on the first try or after a retry ÷ renewals due × 100. Renewals due in the last 21 days are still being retried, so the screen says the rate is still settling from that date |
| Stuck in recovery | Subscriptions that have been failing for a long time | Subscriptions past due for more than 21 days, and their monthly revenue. Retries rarely work after this point; ask the customer for a new card |
Coming up
| Number | What it means | How it is worked out |
|---|---|---|
| Upcoming renewals | Charges scheduled ahead | How many renewals will charge and how much, day by day, for the next 30, 60, 90 or 120 days |
| At-risk revenue | Monthly revenue of subscriptions that are past due | Past-due subscriptions’ monthly revenue |
| Expected to collect | The money you can actually expect in the next 30 days | Renewals scheduled in the next 30 days × the share of renewals that ended paid over the last 90 days (paid on the first try plus recovered after a retry). Left out when there were too few renewals to measure |
Ask your agent
Your own agent reads these numbers withdtc_metrics_query:
| Question | Report |
|---|---|
| Why are subscribers cancelling? | subscription_analytics (reasons) and subscription_retention (cancel flow) |
| What do subscribers do before they cancel? Which cards expire? Did saves hold? | subscription_behavior |
| Churn, revenue lost, signup months, how many reach each order, came back, plan mix | subscription_growth |
| Failed renewal payments and recovery | subscription_retain |
| Money coming in from renewals | subscription_renewals_forecast |