In recent years Kuwait has seen a marked shift in consumption patterns, driven by the expansion of digital services and a growing reliance on applications and electronic platforms. The concept of ‘buy and own’ is no longer the prevailing one, as it once was; it has been replaced by the ‘pay-for-use’ model through monthly subscriptions. While this shift appears comfortable and easy, it raises fundamental questions about its real effect on the household budget and their effect on the financial stability of individuals and families in Kuwaiti society.
Under the traditional model, the Kuwaiti consumer bought the product and owned it outright, whether it was an electronic device, a piece of software or even entertainment content. Today, however, most services have come to depend on subscription, such as entertainment streaming platforms like Netflix and Shahid, music services such as Spotify, in addition to professional software such as Adobe Creative Cloud.
When this model is mapped onto the Kuwaiti reality, the picture becomes clearer and more precise. An individual’s average monthly subscriptions may be distributed as follows:
- Entertainment platforms (2 to 3 services): KD 6 – 12
- Music or audio content: KD 2 – 4
- Cloud storage and applications: KD 3 – 5
- Delivery services and premium memberships: KD 5 – 10
- Sports or educational subscriptions: KD 15 – 25
- Internet subscriptions KD 10 – 25, telephone, home, office
Approximate total: between KD 50 and KD 75 per month per individual.
On an annual basis, spending reaches:
- From KD 600 to KD 900 a year
- And from KD 3,500 to KD 4,500 over 5 years
These are not small figures, particularly if we bear in mind that they are mostly spent without any direct sense of their weight, because they are spread across small, scattered payments. The problem lies in the fact that part of these subscriptions is not actually used: behavioural estimates indicate that between 20% and 30% of subscriptions are ‘forgotten’ or rarely used, which reinforces the concept of the ‘silent financial drain’.
By contrast, some of these services used to be bought once only. Design software, for example, which today falls under the Adobe Creative Cloud subscription, used to be sold under a perpetual licence that may be less costly over the long term, especially for settled users.
Even so, the advantages of the subscription economy cannot be ignored: it offers users considerable flexibility, lowers the initial cost of entry, and provides continuous updates without the need to buy new versions. It also suits a broad segment of users who prefer to pay as needed rather than commit to a large sum up front.
In Kuwait and the Gulf, the effect of this model is multiplied by several factors, most notably the high level of income, the speed of technology adoption, and the culture of reliance on digital services and everyday convenience, especially in the fields of entertainment and delivery.
Conclusion:
In the end, the challenge does not lie in the subscription economy in itself, but in how it is managed. While this model offers unprecedented ease and flexibility, it can turn into an accumulating financial burden if it is not handled with awareness. Hence the importance of reviewing subscriptions periodically, assessing the actual need for each service, and setting clear limits on monthly spending, so as to strike a balance between benefiting from digital progress and preserving financial stability in Kuwaiti society.