I Cancelled My Unused Subscriptions. The Money I Saved Paid for a Tesla.

My new Tesla was burning a $511 hole in my monthly budget. So I set myself a challenge: Could I cover the cost just by getting rid of cable, Netflix and other subscriptions I didn’t need?

The financially responsible among us might cancel streaming services between seasons of their favorite shows . I tend to add new ones and forget about the old ones, doing my share to support America’s ballooning subscription economy. People pay about $273 a month for subscriptions, which is almost $200 more than they think they do, according to a 2021 survey . (Since then, services like Disney+ and Discovery+ have raised their prices further.)

But I needed to make room for the first car payment in my 41 years. I had taken the family car-shopping when our 2001 Toyota Camry, which we inherited from my wife’s grandmother, started to go. I’m not a car guy and had never once wished I’d owned a Tesla. I booked a demo drive for the Model Y because I thought our kids would get a kick out of it.

The fact that we liked the car was almost as surprising as the fact that it was cheaper than the electric Volvo, Volkswagen and Hyundai options we saw. It felt like a spaceship compared with the Camry, which has 205,000 miles, a broken tape deck and an interior stained with blue and yellow crayon.

Our new monthly payment covered a 12,000-miles-a-year lease with no down payment. Tesla estimated I would save about $100 a month from replacing gas with electric, though I would need to drive (and charge) the car to know for sure. Tesla’s app tracks my estimated savings. For now, that left us with $411 to cut from our other monthly expenses.

My wife was on board. My kids shrugged. I got out my notebook and started making a list.

Cutting the cord

My first stop was my Xfinity bill.

Somehow, it had swelled to $249 a month—basically half the price of the car. In addition to cable and internet, I’d been paying Xfinity for things like a landline because cell service can be spotty in my basement office. So long, landline. After cutting everything but internet, my bill fell to $107. I haven’t dropped a call yet.

Next were the streaming services that I’d been paying for but not watching much. Over the past few years, the only person in the house “watching” Netflix was me. And I wasn’t actually watching it. I was listening to episodes of “Seinfeld” in an earbud when I went to bed. The jokes and the rhythm of their back-and-forths were a pleasant send-off as I fell asleep.

I had joined the growing number of Americans ditching streaming services. I also broke up with BritBox, a streaming service that I’d counted on to watch Agatha Christie’s “Poirot,” as well as Apple TV+. I said goodbye to Hallmark Movies Now, which I’m not ashamed to admit I enjoyed every now and then.

Next up was AT&T .

Paying for cellphone service is like paying the water bill: something I did without protest and never really thought twice about. But I’d started to get curious about the ads I’d been seeing for low-cost services like Boost Mobile and Cricket Wireless. When we agreed to let our 13-year-old son have a phone, part of the deal was that he had to pay for and maintain the account himself. He got a plan with Mint Mobile. It has worked so well for him that we decided to give it a try.

We had been paying AT&T about $128 a month for two lines. Now, we’re paying Mint about $65. If there is a downside to making this move, I have yet to notice it.

I’m still paying for that?

Then my wife and I sat at our dining table going through the last couple months of transactions in our checking account. Seeing how much money we were wasting was painful. We were both paying for subscriptions to Canva, a graphic-design service.

We’ve also been paying for Zoom One Pro, which I probably haven’t used in more than a year. I attempted canceling SiriusXM, but they kept me around by dropping the cost by about $5 a month, which is nice because I have become obsessed with a channel dedicated to country artist and sometimes actor Dwight Yoakam.

Upon further consideration I axed subscriptions to IMDbPro and Encyclopaedia Britannica, which I’m sure I’ve used professionally, but…not for a while. Finally, I cut or got reduced rates on four of my digital subscriptions to news publications. I had been making monthly payments to them more often than I was reading them.

In the end, I was able to cut out about $358 in unnecessary bills and subscriptions. Added to the $100 in estimated gas savings, the cost dropped to $53 for a car we desperately needed.

And since the lease came with six months of free access at Tesla Superchargers, the Tesla app tells me I saved $164 by not pumping gas in January, exceeding the $100 I had estimated. In January at least, my car was free-ish.

“So I love and I hate what you did,” David Bach told me. The author of personal finance books like “Smart Couples Finish Rich” has long preached the merits of cutting out small, fixed expenses. But he’d rather have seen me invest the savings.

“If you’re already a millionaire, go enjoy the Tesla,” he said.

No regrets

It isn’t like we’ve had to revert to our DVD collection to entertain ourselves. We still have Disney+, Hulu, Max, the language-learning service Duolingo and, of course , Spotify. We get three print newspapers delivered and many more digital news subscriptions.

I’m reacquainting myself with some shows on the services I kept, like Billy Bob Thornton’s “Goliath” on Prime Video—featuring an exceptional performance from Dwight Yoakam.

It is possible we’ll start subscribing all over again. Americans resubscribe to about 23% of the larger streaming services they cut within three months. That share rises to over 40% after a year, according to Antenna, a subscription-analytics provider.

I get it. I subscribed to Paramount+ for Super Bowl Sunday (yes, I canceled it the following Tuesday). And I’m tempted to return to Netflix every time I get ready for bed. I still haven’t found a lullaby to replace “Seinfeld,” but at least I am the master of my (financial) domain.

I need something upbeat but not preachy, familiar, but with enough episodes that I don’t get too sick of them. I tried “Bob’s Burgers,” but Louise Belcher’s screams and the high-pitched strumming of the ukulele between scenes kept me awake.

Oh well. Reliable transportation is worth the $511 monthly payment. Come to think of it, that feels a lot like a subscription.

For years, global companies showcased their Chinese operations as a source of robust growth. A burgeoning middle class, a stream of people moving to cities, and the creation of new services to cater to them—along with the promise of the further opening of the world’s second-largest economy—drew companies eager to tap into the action.

Then Covid hit, isolating China from much of the world. Chinese leader Xi Jinping tightened control of the economy, and U.S.-China relations hit a nadir. After decades of rapid growth, China’s economy is stuck in a rut, with increasing concerns about what will drive the next phase of its growth.

Though Chinese officials have acknowledged the sputtering economy, they have been reluctant to take more than incremental steps to reverse the trend. Making matters worse, government crackdowns on internet companies and measures to burst the country’s property bubble left households and businesses scarred.

Lowered Expectations

Now, multinational companies are taking a hard look at their Chinese operations and tempering their outlooks. Marriott International narrowed its global revenue per available room growth rate to 3% to 4%, citing continued weakness in China and expectations that demand could weaken further in the third quarter. Paris-based Kering , home to brands Gucci and Saint Laurent, posted a 22% decline in sales in the Asia-Pacific region, excluding Japan, in the first half amid weaker demand in Greater China, which includes Hong Kong and Macau.

Pricing pressure and deflation were common themes in quarterly results. Starbucks , which helped build a coffee culture in China over the past 25 years, described it as one of its most notable international challenges as it posted a 14% decline in sales from that business. As Chinese consumers reconsidered whether to spend money on Starbucks lattes, competitors such as Luckin Coffee increased pressure on the Seattle company. Starbucks executives said in their quarterly earnings call that “unprecedented store expansion” by rivals and a price war hurt profits and caused “significant disruptions” to the operating environment.

Executive anxiety extends beyond consumer companies. Elevator maker Otis Worldwide saw new-equipment orders in China fall by double digits in the second quarter, forcing it to cut its outlook for growth out of Asia. CEO Judy Marks told analysts on a quarterly earnings call that prices in China were down roughly 10% year over year, and she doesn’t see the pricing pressure abating. The company is turning to productivity improvements and cost cutting to blunt the hit.

Add in the uncertainty created by deteriorating U.S.-China relations, and many investors are steering clear. The iShares MSCI China exchange-traded fund has lost half its value since March 2021. Recovery attempts have been short-lived. undefined undefined And now some of those concerns are creeping into the U.S. market. “A decade ago China exposure [for a global company] was a way to add revenue growth to our portfolio,” says Margaret Vitrano, co-manager of large-cap growth strategies at ClearBridge Investments in New York. Today, she notes, “we now want to manage the risk of the China exposure.”

Vitrano expects improvement in 2025, but cautions it will be slow. Uncertainty over who will win the U.S. presidential election and the prospect of higher tariffs pose additional risks for global companies.

Behind the Malaise

For now, China is inching along at roughly 5% economic growth—down from a peak of 14% in 2007 and an average of about 8% in the 10 years before the pandemic. Chinese consumers hit by job losses and continued declines in property values are rethinking spending habits. Businesses worried about policy uncertainty are reluctant to invest and hire.

The trouble goes beyond frugal consumers. Xi is changing the economy’s growth model, relying less on the infrastructure and real estate market that fueled earlier growth. That means investing aggressively in manufacturing and exports as China looks to become more self-reliant and guard against geopolitical tensions.

The shift is hurting western multinationals, with deflationary forces amid burgeoning production capacity. “We have seen the investment community mark down expectations for these companies because they will have to change tack with lower-cost products and services,” says Joseph Quinlan, head of market strategy for the chief investment office at Merrill and Bank of America Private Bank.

Another challenge for multinationals outside of China is stiffened competition as Chinese companies innovate and expand—often with the backing of the government. Local rivals are upping the ante across sectors by building on their knowledge of local consumer preferences and the ability to produce higher-quality products.

Some global multinationals are having a hard time keeping up with homegrown innovation. Auto makers including General Motors have seen sales tumble and struggled to turn profitable as Chinese car shoppers increasingly opt for electric vehicles from BYD or NIO that are similar in price to internal-combustion-engine cars from foreign auto makers.

“China’s electric-vehicle makers have by leaps and bounds surpassed the capabilities of foreign brands who have a tie to the profit pool of internal combustible engines that they don’t want to disrupt,” says Christine Phillpotts, a fund manager for Ariel Investments’ emerging markets strategies.

Chinese companies are often faster than global rivals to market with new products or tweaks. “The cycle can be half of what it is for a global multinational with subsidiaries that need to check with headquarters, do an analysis, and then refresh,” Phillpotts says.

For many companies and investors, next year remains a question mark. Ashland CEO Guillermo Novo said in an August call with analysts that the chemical company was seeing a “big change” in China, with activity slowing and competition on pricing becoming more aggressive. The company, he said, was still trying to grasp the repercussions as it has created uncertainty in its 2025 outlook.

Sticking Around

Few companies are giving up. Executives at big global consumer and retail companies show no signs of reducing investment, with most still describing China as a long-term growth market, says Dana Telsey, CEO of Telsey Advisory Group.

Starbucks executives described the long-term opportunity as “significant,” with higher growth and margin opportunities in the future as China’s population continues to move from rural to suburban areas. But they also noted that their approach is evolving and they are in the early stages of exploring strategic partnerships.

Walmart sold its stake in August in Chinese e-commerce giant JD.com for $3.6 billion after an eight-year noncompete agreement expired. Analysts expect it to pump the money into its own Sam’s Club and Walmart China operation, which have benefited from the trend toward trading down in China.

“The story isn’t over for the global companies,” Phillpotts says. “It just means the effort and investment will be greater to compete.”

Corrections & Amplifications

Joseph Quinlan is head of market strategy for the chief investment office at Merrill and Bank of America Private Bank. An earlier version of this article incorrectly used his old title.