The document discusses Netflix and its rise as an online streaming platform. It provides details on Netflix's history starting as a DVD rental service and its transition to online streaming. It highlights Netflix's large library of content, affordable subscription costs, and availability across devices as factors in its success. The document also discusses Netflix's competitors, its strategy of producing original content, and its growth in subscribers globally. Netflix is presented as revolutionizing the entertainment industry and becoming the dominant force in online streaming.
Over the course of the semester I worked on a group project on Netflix. Taking a look into Netflix's history and how they compete against their competitors.
This document summarizes Netflix's business strategies. It includes a PEST analysis noting political issues like piracy and content licensing. A five forces analysis finds high threats from substitutes and new entrants. Netflix's core problem is the high threat from all five competitive forces, especially the bargaining power of suppliers and buyers. Netflix's strategy is to pursue market penetration through excellent service and low prices, focus on creating its own content, increase innovation spending, use pricing cautiously, transition fully to streaming, partner to optimize its platform, and maintain high availability distribution.
Netflix was founded in 1997 by Reed Hastings and Marc Randolph to create an online DVD rental service. It launched in 1998 offering 900 movie titles for rental by mail. By 2013, Netflix had grown to over 36 million subscribers who streamed 2 billion hours of content per month. Netflix's mission is to become the leading global streaming service through expanding its library of exclusive original content available on any internet-connected device.
Netflix began as an online movie rental service in 1997 and launched streaming in 2007. It now has over 48 million subscribers worldwide and spent over $3 billion on content in 2013. Netflix uses collaborative filtering and over 76,000 micro-genres to provide highly personalized recommendations. However, Netflix faces challenges from competitors with similar services and may be affected by lack of net neutrality increasing costs through peering deals with ISPs.
Netflix failure & marketing strategyAshutosh Sahu
1. Netflix presented their marketing strategy which focused on developing high quality original content to differentiate themselves from competitors.
2. They analyzed their strengths in brand and technology against weaknesses like high debt and easy replication. Opportunities in international growth were noted alongside threats from increasing competition.
3. Netflix's strategy to transition from DVD rentals to streaming was disrupted by the poorly executed Qwikster plan in 2011. However, they recovered by listening to customers and committing to original content development, which helped subscriber growth and stock price recovery.
This document provides an analysis of Netflix. It discusses that Netflix is the world's largest subscription-based streaming service with over 16 million subscribers. It offers various subscription plans without due dates, late fees, or shipping fees. Approximately 2 million DVDs are shipped daily and more than 66% of subscribers streamed over 15 minutes of content last quarter. The document also examines Netflix's business model, including how it acquires content through various agreements, its packaging and distribution systems, marketing strategies, and financial performance. It concludes with a SWOT analysis and recommendations for Netflix to expand internationally and prepare for potential threats from internet service providers.
The document provides an overview of Netflix, including its history, vision, mission, financial status, culture, management structure, operational plans, expansion efforts, and innovation. Key points include that Netflix was founded in 1997 and has grown to over 50 million subscribers globally by 2014. It has expanded from DVD rental by mail to become a leading global streaming service and creator of original content like House of Cards. The company aims to become the best global entertainment distribution service through expanding its licensing and markets worldwide.
Netflix’s unique DVD rental service has revolutionized the industry. They successfully took the best of traditional conventions (like physical media, the U.S. Postal Service) and mixed them with new world internet-conventions. They have also effectively managed to discourage competition from both more established businesses and new entrants. The future growth of Netflix as it expands into streaming media, poses challenges in legal, infrastructure/technology, and through additional costs. In order to remain competitive, it is imperative that Netflix partner with companies with global reach to overcome these challenges. This presentation was part of an MBA class assignment to audit and industry in the the technology sector. The presentation has multiple authors listed on the title page. If you would like copies of the executive summary, complete S.W.O.T. analysis, and/or the transcript of the presentation please PRIVATE MESSAGE ME and I will email it to you.
Netflix is the largest online movie rental service. It was founded in 1997 in California and went public in 2002. Netflix offers unlimited movies, TV shows, and DVD rentals delivered quickly to customers' homes with no due dates or late fees. The company has experienced successful growth strategies and increasing customer numbers and net income. Netflix aims to provide the best customer experience and satisfaction in the online movie rental industry.
The Netflix Marketing Plan Power PointShawn McNail
This document provides a marketing plan for Netflix. It begins with background on Netflix's founding in 1997 and subscription-based business model. The mission and goals are to grow the streaming business globally while improving the customer experience. A SWOT analysis identifies strengths like brand recognition but also weaknesses like privacy issues. The main competitors are identified as Hulu, Amazon Prime, and YouTube. Target markets are college students and families seeking affordable entertainment. The positioning focuses on affordability, accessibility, and variety. The implementation plan starts on January 1st and will measure success through sales data. Promotional efforts include a Super Bowl ad to reach 111 million viewers followed by ongoing social media and traditional advertising.
A strategic analysis of the key decisions taken through the life of Netflix. We look at how the company has stayed ahead of the curve and has never shied away from disrupting its own business to stay relevant. This was as part of the strategy in context course of the McGill MBA program.
This document provides an executive summary for Netflix's 2011 campaign. The campaign aims to increase sales and brand awareness through advertising. Some key points:
- Netflix offers the largest selection of DVDs for rental as well as low-cost streaming options.
- The campaign goals are to reach more of their target audience and increase customer numbers.
- Suggestions are made to improve internet, TV, and unconventional advertising (QR codes on candy).
- The goal is to spread awareness of Netflix's services and influence more people to subscribe.
Netflix is an American entertainment company that provides streaming media and video on demand. It was founded in 1997 and has since expanded globally to be available in over 190 countries. Netflix uses a subscription-based business model with monthly fees for access to its large library of content. It has been increasing its original content production in recent years. While Netflix has been very successful in growing its subscriber base internationally, its business model relies heavily on content licensing costs which impact profitability.
This document provides a case study on Netflix that analyzes how Netflix has grown to become the most successful online streaming company through its use of various digital economies. It discusses Netflix's history from a DVD rental service to an online streaming platform. It then analyzes how Netflix leverages the digital, free, attention, subscription, and network economies to drive its business model and sustain ongoing success. Key points include how Netflix adapts to technological changes, uses free trials and data collection, produces original content, offers access through subscriptions over ownership, and leverages its large user network and data.
Case study over current position of Netflix and where it is heading. AFI framework was used to provide insight into new viable strategies with recommendations on how Netflix can maintain a competitive advantage in the future.
Netflix is the world's leading internet television network, founded in 1997. It initially offered DVD sales and rentals but now focuses on online streaming. The document outlines Netflix's financials, customers, employees, challenges in international expansion like local content and language barriers, and concludes that Netflix will maintain its leadership through innovative strategies.
Netflix started as a DVD rental service in 1997 and transformed into a leading streaming platform. In 2011, Netflix took a major gamble by splitting its DVD and streaming services into separate plans priced at $8/month each. This risked losing subscribers but positioned the company to focus on online streaming. Netflix was successful due to its personalized recommendations, growing library of content through negotiations with studios, and innovation in streaming technology and integration with TVs.
Netflix business marketpresentation_economicsGraysonMeeks
The document provides an overview of Netflix's marketing plan. It discusses Netflix's target demographics, history since its founding in 1997, current competitors and their subscription numbers, Netflix's revenue streams through various streaming and DVD/Blu-Ray plans. It analyzes factors that affect Netflix's demand and supply, and notes Netflix expects 24% annual growth.
This case study was done as a part of my class assignment for Introduction of Analytics. It explains how Netflix uses Big Data and why is so successful.
Why I chose Netflix
Netflix: Stepping into Streaming
CLV used in Netflix
How Netflix uses Big Data and Analytics
Latest Relevant News!!
Conclusion
Netflix faced significant issues in 2011 including losing 800k subscribers, a nearly 500% drop in stock price, and poor public relations. The document analyzes Netflix's strengths and weaknesses using the McKinsey 7S framework. It finds Netflix has a flexible structure but struggles to align short-term strategies with its long-term streaming focus. Strengths include its library, algorithms, and infrastructure, while weaknesses are in marketing, customer service, and content partnerships. The document predicts Netflix will address issues through a new CMO, eliminating DVDs, new partnerships, and leadership changes.
Netflix was co-founded by Reed Hastings and Marc Randolph after Hastings was charged a $40 late fee by Blockbuster. Netflix began by shipping DVDs to members. Their goal was to be the "Amazon.com of everything" for streaming. Netflix now offers several subscription plans for streaming movies and TV shows, as well as a DVD rental service. They have expanded internationally and now operate in over 190 countries. Financial statements show Netflix's revenue and assets growing rapidly as their subscriber base increases each year. Netflix management is noted for its radical transparency and constant feedback culture. Employees are given independence and freedom to be creative in their work.
This document provides an overview of Netflix's business strategy and performance from 1997-2012. It discusses Netflix's founding and original DVD-by-mail business model. The company later added streaming services and expanded internationally. By 2012, Netflix had over 23 million streaming subscribers and 120,000 titles available. The document also analyzes Netflix using Porter's Five Forces model, identifying intense industry competition and high threat of substitutes as major challenges.
Increasing Netflix's Revenue, Issue, Analysis, and RecommendationsEmilyAnneFletcher
In this final paper, my group and I use SWOT analysis to understand the problems that Netflix is facing in its business strategy and uncover how to combat these issues. We propose solutions based on our analysis to give Netflix a competitive advantage.
Increasing Netflix's Revenue, Issue, Analysis, and RecommendationEmilyAnneFletcher
In this final paper, my group and I use SWOT analysis to understand the problems that Netflix is facing in its business strategy and uncover how to combat these issues. We propose solutions based on our analysis to give Netflix a competitive advantage.
1) A brand audit analyzes a brand's performance in the market and compared to competitors by investigating elements like objectives, target market, products/services, marketing strategies, and customer satisfaction.
2) Netflix has become the world's largest video streaming service, growing from a DVD rental business to attract nearly 120 million subscribers through online streaming since 2007.
3) Netflix's target market is males and females aged 17-60 globally, though their largest demographics in India are women aged 15-34 and men aged 15-24.
1
Netflix
Netflix
Assignment 3
Table of Contents
Executive Summary……………………………………………………………………………….3
Section One: Prepare an e-Commerce in Action: The Business Model of the Company…......3-11
The Vision………………………………………………………………………………3-4
Business Model……………………………………………………………………………4
Financial Analysis………………………………………………………………………4-5
Strategic Analysis…………………………………………………………...…………5-11
Business Strategy………………………………………………………………..5-6
Competition……………………………………………………………………..6-8
Technology………………………………………….…………………………8-10
Social & Legal Challenges…………………………………………………...10-11
Section Two: The Positioning of the Company to the Challenges Ahead…………………...11-13
References……………………………………………………………………………………14-16
Appendix………………………………………………...……………………………………….17
Executive Summary
Throughout this paper, we will be moving forward and looking at what the future entails for the entertainment TV company, Netflix. We will start by looking at the company’s vision, their current and possible future business model, their finances, and their strategic business decisions. In order to better analyze their strategic business decisions, we have looked at relevant factors such as their business strategies, competition, technology, and social & legal challenges. Diving into all these external and internal factors will help Netflix better prepare for the challenges we expect them to face, which will be discussed in section two. By the end of this paper we hope the reader has a better grasp on how Netflix operates and plans to continue its successful online marketing to overcome challenges and stay relevant over the course of the next few years.
Section One: Prepare an e-Commerce in Action: The Business Model of the Company
The Vision
Netflix envisions that online streaming services will know what viewers want to watch, even before they themselves do by 2025 (“What Television,” 2014). Through the company’s personalization technology, viewers won’t have to spend so much time browsing through television channels and endless lists of shows on-demand (“What Television,” 2014). Instead, Netflix’s recommendation system will suggest one or two offerings that will fit with the viewers likes and interests of genres (“What Television,” 2014). In terms of variety of shows, Netflix releases niche media content that would be for small audiences. However, when Netflix’s personalization engine is perfected, it will become easier to discover these types of genres for the small audience (“What Television,” 2014). For production, Netflix sees a future for filmmakers to have the freedom to not be restricted to time and not have to tease viewers with a cliffhanger at each episode (“What Television,” 2014). Netflix envision continuous binge-worthy content that can go right into the next episode (“What Television,” 2014). In addition, Netflix believes that commercials will die, and advertisers will have to find new ways to deliver targeted advertisements (“What Television,” 2.
Netflix is the world's leading streaming entertainment service, offering TV shows, movies, documentaries across 190 countries. It began as a DVD rental service in 1997 and launched streaming in 2007. Netflix now produces its own original content and has over 158 million paid subscribers globally. While it faces competition from Amazon, Hulu, and others, Netflix has maintained its lead through a focus on commercial-free, unlimited streaming and exclusive original productions. The company expects continued growth in subscribers and revenue as streaming video on-demand remains an expanding market.
Public Relations Campaign for Netflix: PR AssignmentJessica Gold
Netflix is launching a public relations campaign to maintain its position as the leading streaming service and increase its global subscriber base. The campaign will focus on developing entertaining original content to share on social media instead of advertisements. It will aim to grow subscribers to over 150 million in six months through diverse original content, transparency to build loyalty, and customer engagement on social media. Goals include improving the user experience and maintaining over 90% of current subscribers. Target audiences are TV and movie enthusiasts who value convenience, personalization, and binge watching on Netflix. Key messages will emphasize Netflix's high-quality, growing content library and personalized entertainment experience.
Personalization and gamification of entertainment servicesZinnov
The rapid proliferation of mobile devices and rise of multi- digital channels has disrupted the content distribution and consumption cycle, thereby creating a dynamic business environment for all media and entertainment players. The present operating landscape is driven by customer preferences and marks the advent of a new approach for customer interactions, powered by unique customer experiences through technology and data driven personalization.
Netflix started in 1997 as a DVD rental service founded by Reed Hastings after being charged a late fee for Apollo 13. It transitioned to a subscription model in 1999 and began streaming movies online in 2007. Netflix now has over 40 million subscribers in the US alone and is the dominant streaming service, though it faces competition from services like Hulu and Amazon. Netflix operates in both the technology retail and retail sectors and has reached maturity, focusing on expanding its streaming content and devices to continually improve the customer experience.
Netflix started as a DVD rental service in 1997 and introduced streaming in 2007, becoming the leading video streaming service. It faces competition from Hulu, Amazon Prime Video, Apple TV+, and Disney+, in an oligopolistic market structure. Netflix generates over $20 billion annually from its over 180 million subscribers worldwide through monthly subscription fees for its extensive library of TV shows and movies. Factors like consumer income, tastes, expectations, and competing prices can impact Netflix's demand.
Netflix started as a DVD rental service in 1997 and introduced streaming in 2007, becoming the leading video streaming service. It faces competition from Hulu, Amazon Prime Video, Apple TV+, and Disney+, in an oligopolistic market structure. Netflix generates over $20 billion annually through subscription fees for its domestic and international streaming services. Factors like consumer income, prices of substitutes, tastes, expectations, and number of buyers affect the demand for Netflix.
Netflix's marketing plan focuses on continuing to add newer content and movies. A SWOT analysis identifies strengths such as brand recognition worldwide and competitive pricing, weaknesses like declining DVD membership, opportunities like expanding internationally, and threats from competition. The plan targets young to middle-aged adults by offering more newly released movies and TV shows on Friday nights, along with incentives like a free month for referrals. Metrics will evaluate the effectiveness of increasing viewership demographics.
Netflix is a subscription-based streaming service that allows members to watch TV shows and movies without commercials on an internet-connected device. You can also download TV shows and movies on iOS, Android, or Windows 10 device and watch without an internet connection.
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This case study underscores upGrad's role in reshaping education through internet-driven innovation, illustrating its commitment to empowering learners and fostering career growth in the digital age.
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Discover the power of virtual paralegals! Learn how to streamline your legal practice with remote paralegal support. This Slideshare presentation explores the benefits, roles, and essential skills of virtual paralegals. Optimize your workflow and boost efficiency.
The standard operating procedure aims to align all the Digital Marketing Efforts into a single channel and help to measure the effectiveness of each department.
This SOP applies to all digital marketing activities including
• Social Media Marketing (SMM)
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Jerold Kayden - A Goal-Focused Professional - Boston, MA.pdfJerold Kayden
As Sales Director at Avaya, Jerold Kayden achieved a 100% quarterly quota retention and developed a robust network of channel partners. To know more about him visit his official site https://www.jeroldkayden.net/
As a Carbon footprint consultancy in Agile Advisors, measuring each person's carbon footprint aims to make each person responsible for their share of greenhouse gas emissions. It seeks to persuade people to live more sustainably and make decisions that benefit the environment. However, businesses and large-scale commercial activities are the primary sources of most of the world's greenhouse gas emissions rather than private individuals. The Intergovernmental Panel on Climate Change (IPCC) estimates that roughly 100 enterprises globally account for over 70% of carbon dioxide emissions. This startling figure shows that no person's efforts can end the global catastrophe alone. However, on a smaller scale, our individual decisions do matter. Adopting sustainable practices by a group of people can have a cascading effect that affects more prominent organizations and changes policies. Ocean circulation and solar reflectance are two global-scale feedbacks that are linked to changes in the cryosphere.
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As the world spins on its axis, the constant ebb and flow of current events, technological advancements, and social trends shape our daily lives. Here are the top five predictions for today that are set to influence various facets of our global society:
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The stock market remains a rollercoaster, reflecting global economic uncertainties. Inflation concerns, geopolitical tensions, and shifting monetary policies are likely to cause significant fluctuations. Investors should brace for a volatile day as markets react to new economic data and policy announcements. Keep an eye on tech stocks, which are particularly sensitive to changes in interest rates and investor sentiment.
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Social media platforms continue to shape public opinion and cultural trends. Today, expect new viral challenges, influencer endorsements, and social justice movements gaining traction online. With platforms like TikTok and Instagram driving much of the digital conversation, brands and public figures will leverage these channels to connect with audiences and promote their messages. Be prepared for a flood of new content that could spark debates and inspire collective action.
As these predictions unfold, they will undoubtedly impact various aspects of our lives. Staying informed and adaptable is key to navigating the rapid changes in today's dynamic world.
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What's your strategy? Getting tactical about being strategic.
All About Netflix - The Rise and Rise
2. Craze of the Hour
What is it that we so love to watch?
Western movies & T.V Series.
How come?
The dot-com boom
Globalization
Ever-increasing tech-friendly populace
4. Netflix: To The Rescue
Everyone’s answer=Online Streaming=Netflix.
The pioneer in the field of live streaming and online entertainment.
Started its journey by revolutionizing the industry of DVD-on-rent with its current sales figures
surpassing a billion.
It is the answer to our prayers of weekend-long movie marathons scripted with a customized
playlist.
Free to watch as many times as we wish.
6. Netflix: The Ultimate Entertainer
It is very cheap with a monthly subscription of only Rs.500 with a free first-month subscription and no late
fees.
It has the largest online library of movies and T.V series.
It has the best video recommendation algorithm.
Available anywhere and anytime, given only internet facility.
It is very much legal and now also in India.
Gives access to content not yet available on TV.
As of June 2016, it has 83 million subscribers over 190 countries.
Its closest worldwide competitor, Amazon Video has a market share value of only 13% compared to
Netflix’s 36%. All other competitors are inconsequential.
One of a kind exclusive content.
8. Why Netflix, when we have free
torrents?
“Just because its free, doesn’t mean it won’t cost you”. – Giovanni Elmore.
Unlike torrents, Netflix has No viruses, no malware & no risk of Identity theft.
Netflix is totally ad-free and legal.
Key Reason: Laws of Anti-Piracy and Copyright Infringement and Ethics.
Live example: World’s largest torrent site, kickass-torrent’s domain seized,
alleged owner arrested.
9. Strategic Planning
Filling the gap:
Every successful business is based on satisfying some currently unmet need in the market.In 1998
the business started with mail order DVD rentals and sales also known as DVD-by-mail operation.
Online Video Streaming:
Netflix then came up with online streaming. By entering licensing agreements with major film
studios Netflix is able to distribute movies and TV shows online. Based on a low monthly
price,subscribers can watch as much as they want from the content library, as far as they have an
Internet connected screen.
1998
10. Resources and Competencies
The VRIO model is an optimal solution for analyzing Netflix’s resources and competencies; the model
consists of organizational value, rarity offered for the customers, inimitability and organizational support.
Value: The value that Netflix offers is a vast content library that contains around 100,000 movies and
series, which creates a big value and variable options to their customers.
Rarity: In online streaming industry, several firms offer similar products such as Hulu and Amazon.
However, Netflix invested $400 million to produce its own show in order to reduce the licensing cost
Inimitability: Netflix is expanding its business in the international market and is available in over 40
countries.
Organizational support: The activities providing rich content and excellent customer service are
supported by the organization.
11. PESTEL Analysis
Political and legal:
In terms of political and legal landscape, Netflix is affected by any change in copyright laws. Such
changes can make distribution of movies and TV shows to members problematic. Moreover, problems can
arise from current tax differentials between online service and brick-and-mortar DVD sales as new
regulations seek to reduce this gap.
Economic:
The customer’s income is a crucial factor for the industry that Netflix operates in. Revenue is highly
sensitive to economic conditions as consumers may consider online streaming a luxury item. Therefore,
the improvement in economic conditions since the financial crisis could increase future revenue.
Importantly, the ability of Netflix to sustainably offer Netflix at a low monthly cost gives Netflix a competitive
advantage
12. PESTEL Analysis
Social:
In terms of social landscape, demographic changes and changes of the way that people consume
traditional media versus digital media are challenging factors for Netflix to adjust the content for all ages.
Furthermore, increased access to electronic devices is affecting Netflix’s access to each market.
Technological
Netflix’s ability to stay relevant in the online streaming market is highly affected by developments in
technology.
Environmental:
The environmental factor is not a significant one for Netflix as most of its production facilities happen
online. It is furthermore a good sign for Netflix that the transition of Netflix from physical DVD’s to online
streaming is less wasteful for the environment
"OUR CHALLENGES ARE EXECUTION CHALLENGES"
13. How NETFLIX changed the face of CONTENT
MARKETING?
Give the customers what they want- They identified the target audience and gave audience what
exactly they need
Audience Engagement- Replies to people in social media making them feel connected to the
brand
Anticipate And Innovate- Netflix has had a lot of highs and lows, but they wouldn’t be where they
are today if they didn’t take risks and stay ahead of the curve
High Quality content matters
14. What we can learn from NETFLIX’s Marketing
Strategy?
Year 2007- Netflix sold their Billionth DVD and then they adopted a different marketing strategy-
Video Streaming Service via Internet
Making it available to customers- They started offering their streaming service across so many
platforms and operating systems that the majority of households in their target market will be able
to subscribe if they wish
User Experience: Netflix personalizes movies and TV shows according to the customer needs
One of the most successful techniques that Netflix has employed when growing their user base is
the use of the 1 month free trial
Content Marketing- In 2011 Netflix announced that they were funding the production of a political
drama series entitled ”House Of Cards”
15. 6 Market Domination Strategies From NETFLIX
Fill the Gap
Think Strategic Partnership
Be Prepared
Think Recurring income
Learn From Others
Add value for the customers
16. Netflix’s Model of Corporate Teamwork
• Highly Aligned
– Strategy and goals are clear, specific, broadly understood
– Team interactions focused on strategy and goals, rather than tactics
– Requires large investment in management time to be transparent and articulate and perceptive
• Loosely Coupled
– Minimal cross-functional meetings except to get aligned on goals and strategy
– Trust between groups on tactics without previewing/approving each one – so groups can move
fast
– Leaders reaching out proactively for ad-hoc coordination and perspective as appropriate
– Occasional post-mortems on tactics necessary to increase alignment
17. Context, not Control
Top-down decision-
making
Management approval
Committees
Planning and process
valued more than results
Strategy
Metrics
Assumptions
Objectives
Clearly-defined roles
Knowledge of the stakes
Transparency around decision-
making
Context (Embrace) Control (Avoid)
18. The Rare Responsible Person
• Self motivating
• Self aware
• Self disciplined
• Self improving
• Acts like a leader
• Doesn’t wait to be told what to do
• Picks up the trash lying on the floor
18
19. Hiring Fully Formed Adults
The best thing you can do for employees – a perk better than foosball or free sushi – is hire only ‘A’
players to work alongside them.”
Imagine a workplace where the employee handbook was cut in half and mostly demanded
“adultlike behavior” on the part of employees? Imagine a company travel policy was a mere five
words long: “Act in (the company’s) best interests”?
Netflix believes in taking care of managing their employees at the grassroot level by hiring the
right people – candidates whose ambitions are aligned with the company’s goals and will serve the
interest of organization – takes care of creating an efficient work place.
If you’re careful to hire people who will put the company’s interests first, who understand and
support the desire for a high-performance workplace, 97% of your employees will do the right
thing.
20. The Truth About Performance
Netflix has eliminated formal performance reviews.
When an employee is performing poorly, it is much more effective to sit down with the employee and
have a conversation rather than funnel the individual into a Performance Improvement Plan (PIP), which
tracks performance over time.
When Netflix stopped holding formal reviews, informal ‘360-degree reviews’ took their place. People are
asked to identify things that colleagues should stop, start, or continue. In the beginning we used an
anonymous software system, but over time we shifted to signed feedback, and many teams held their
360s face-to-face.
In principle, Netflix ensures that all its employees receive outstanding severance packages when they are
let go from the company because it breeds a more positive business culture.
21. Creating Great Teams
Netflix encouraged managers to imagine watching a documentary about what their team would look like
in six months. Which goals would the team accomplish in the future? What skills would the team need to
accomplish these goals?
If you’re in a fast-changing business environment, you’re probably looking at a lot of mismatches, “In that
case, you need to have honest conversations about letting some team members find a place where their
skills are a better fit. You also need to recruit people with the right skills.
If you see a better opportunity elsewhere, you should be allowed to take what you’ve earned and leave. If
you no longer want to work with us, we don’t want to hold you hostage.
Netflix continually told managers that building a great team was their most important task. We didn’t
measure them on whether they were excellent coaches or mentors or got their paperwork done on time
22. Netflix – The HR Innovator
Netflix doesn't distribute performance-based bonuses—they're unnecessary if you hire the right
people.
Salaried employees were told to take whatever time they felt was appropriate. Bosses and employees
were asked to work it out with one another. While hourly workers have a more structured system,
salaried employees are merely guided by HR on how to take time off.
The Netflix parental leave policy allows new parents up to one year of paid leave, more than any
other company in the U.S., including Google, Facebook, LinkedIn, and Apple.
At Netflix results are prized over hours. There is no 9-5 but rather, by enabling truly flexible working
Netflix shows that it understands that for today’s employees the “desk” can be anywhere and,
provided it fits within the overall business structure, results can be achieved at anytime
23. At A Glance
Netflix Stock Price (NASDAQ:NFLX) $91.41 $3.75 (4.28%)
Netflix, Inc.
100 Winchester Circle,Los Gatos,
California 95032
Phone 1 4085403700
Industry Specialty Retail
Sector Retail/Wholesale
Fiscal Year-end Dec-16
Profit Margin 1.85%
Operating Margin (ttm) 3.32%
24. Financial Facts
What is important to note about Netflix is the lack of inventory and production costs. As most of
their tangible titles are either rented or bought in mass quantities at a significant discount, profit
margin appears to be tremendously healthy.
Their primary costs lie in the packaging and shipping of titles, as well as servers that monitor
subscriptions. Their high sales growth can be attributed to the fact that Netflix is a relatively new
company still in the high growth model of the business cycle
As Netflix’s business model is more dependent on subscription growth rather than managing
operation expenses, sales growth, gross profit margin, and return on equity are the key ratios to
monitor to determine the health of Netflix
25. Revenue Health
Efficiency
Revenue/Employee 1,832,300.00
Income Per Employee 33,146.00
Total Asset Turnover 0.79
Total revenue for Netflix has increased each year from
2012 to 2015. Revenue was $6,786,661,000 for 2015 versus
$6,364,340,000 for 2014, which was a 23.2% increase. As
revenue increases, expenses and income increase along
with it.
Revenue $6.78B
Net Income $122.64M
2015 Sales Growth 23.20%
Employees 3,700
26. NETFLIX – The Journey The Destination
Netflix’s New Year’s resolution for 2016 was to become truly global, and it pretty much fulfilled the
goal before the year was even a week old. As Reed Hastings, the company’s chief executive, was
giving his keynote address at CES, Netflix flipped the switch on 130 countries. Netflix is now
worldwide, with China being the only notable exception.
Netflix is betting it can make a handful of programs with universal appeal and license some
local content, with an eye to building a single, global library rather than a bunch of regional ones.
Netflix will have to prioritize making original shows with the widest possible reach, which means it
will end up pushing shows tailored to its biggest market on users in smaller ones.
27. References
http://www.ceo.com/human_resource_management/5-reasons-netflix-is-spearheading-the-hr-revolution/
https://www.peoplematters.in/blog/strategic-hr/5-hr-strategies-you-should-learn-netflix-12320?
http://www.eremedia.com/ere/recruiting-great-talent-is-the-core-of-the-netflix-hr-revolution/
http://www.hcamag.com/hr-news/how-netflix-reinvented-hr-202049.aspx
http://www.fastcompany.com/3027124/lessons-learned/netflixs-major-hr-innovation-treating-humans-like-people
https://www.zenefits.com/blog/netflix-parental-leave-more-than-smart-hr/
Netflix in India: Here’s everything you need to know | The Indian Express
The Ultimate Netflix Guide: Everything You Wanted To Know About Netflix But Were Afraid To Ask
www.makeuseof.com
Who Are Netflix's Main Competitors? (NFLX) | Investopedia
www.investopedia.com
Hotstar Vs Netflix: Consumer is the winner - Times of India
28. Managerial Communication
GROUP AM2
Aashna Akhtar – 16F703
Akashdeep Sanyal – 16F707
Ashish Joy – 16F719
Saan Isaac George – 16F744
Poorvi B.Happalad - 16H109
Pratish Prakash Mallya – 16H110