Charge $120 a year and sell nothing. The membership buys styling sessions, repairs, first access, and members-only events. If a member never adds a product to cart all year, the year still worked for both of you.
This is not theoretical. Blank Street sells a coffee subscription called Regulars. Erewhon sells a membership at roughly $200 a year. Neither is selling a discount on goods. Both monetize belonging, and both get renewed by people who could buy identical items elsewhere for less money.
The build is unglamorous, which is the good news. A subscriptions app charges the fee. A booking tool handles services, because a styling session and a repair are appointments rather than SKUs. POS signs people up in person, native since Winter '26, and that detail matters more than it sounds. The best moment to sell a membership is 30 seconds after someone has fallen for something on your floor.
What you are really doing is running a service business with a product catalog attached. That means staffing, calendars, and no-shows. It also changes the shape of your revenue: money arrives monthly, before cost of goods, from people who have stated in advance that they intend to keep showing up. Forecasting gets easier. Discounting gets less necessary.
The catch is capacity. Services do not scale the way inventory does. Sell 4,000 memberships promising personal styling and you have quietly hired a team nobody budgeted for. Cap the roster, or design the benefits so at least half of them cost you nothing per additional member. Expect a slower start than a discount program too, because you are asking for money before you have delivered anything at all.
A discount tells your customer the products were overpriced to begin with. A membership says the brand is worth something on its own terms. Only 1 of those survives a competitor undercutting you by 15%.
