Cancellation Friction, Perceived Manipulative Design, and Exit Transparency as Drivers of Customer Trust among Digital Subscription Users in Indonesia

Authors

  • Ade Suhara Universitas Buana Perjuangan Karawang Author
  • Christine Riani Elisabeth Universitas Logistik dan Bisnis Internasional Author

DOI:

https://doi.org/10.71238/jcvoe.v1i01.219

Keywords:

Cancellation Friction; Customer Trust; Digital Subscription Services; Exit Transparency; Perceived Manipulative Design

Abstract

This study examines the effects of cancellation friction, perceived manipulative design, and exit transparency on customer trust among digital subscription users in Indonesia. A quantitative approach with an explanatory research design was employed, involving 150 respondents selected through purposive sampling. Data were collected using a structured questionnaire with a five-point Likert scale and analyzed through multiple linear regression using SPSS version 25. The findings indicate that all measurement instruments demonstrated acceptable item-total correlations and good to excellent reliability, with Cronbach's alpha values ranging from 0.858 to 0.904. Regression diagnostic tests revealed no significant violations of the assessed assumptions. The regression model explained 62.1% of the variation in customer trust (R² = 0.621; adjusted R² = 0.613), demonstrating substantial collective explanatory power. These findings highlight the relevance of procedural convenience, ethical interface design, and information transparency in understanding customer trust. The study contributes to digital consumer behavior literature by integrating subscription cancellation experiences into a unified framework and provides practical implications for developing transparent, ethical, and consumer-oriented subscription management practices.

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Published

2026-10-31

How to Cite

Cancellation Friction, Perceived Manipulative Design, and Exit Transparency as Drivers of Customer Trust among Digital Subscription Users in Indonesia. (2026). Journal of Customer Value and Operational Excellence, 1(01), 14-24. https://doi.org/10.71238/jcvoe.v1i01.219