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.
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 in 1997 as an online movie rental service without late fees. It launched a DVD-by-mail subscription service in 1999. In 2007, Netflix introduced online streaming, allowing subscribers to watch movies and TV shows via the internet. While Netflix grew rapidly, competitors emerged offering similar streaming services. Netflix's strategy focused on acquiring a wide selection of content, easy-to-use technology, marketing, and expanding streaming internationally while transitioning U.S. subscribers from DVD-by-mail. This strategic approach helped Netflix become the leading internet television network.
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.
Netflix belongs to the over-the-top (OTT) media industry and was founded in 1997 to offer online movie rentals before launching a subscription streaming service. It has since expanded globally and produced many original TV shows and movies. The OTT industry in India is growing rapidly but highly competitive, with Hotstar being the largest platform as of 2018. Netflix aims to differentiate itself through an extensive library and original content while addressing challenges like high data usage and regional sensitivity.
Netflix was founded in 1997 in Scotts Valley, California by Reed Hastings and Marc Randolph as a DVD mailing service and later transitioned to an online streaming service. In 2007, Netflix launched streaming video and began producing original content like House of Cards in 2013. Reed Hastings remains the CEO as Netflix has grown to over 118 million subscribers globally by 2018 and become worth over $100 billion focusing on expanding its library of original content.
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Netflix represents a classical subscription-based video on demand service model where users pay a subscription fee for access to streaming content. Netflix was founded in 1997 as a DVD rental service and transitioned to streaming in 2007. It is now the largest online streaming provider with over 75 million subscribers globally. The document discusses Netflix's industry structure, competitive forces as streaming faces competition from services like Hulu. A SWOT and Porter's Five Forces analysis is presented. The value chain and role of data and algorithms in powering recommendations is also examined. Current and potential strategies like expanding internationally and replacing cable boxes are proposed.
This document provides an overview of Netflix including its business model, strategy, and financials. It discusses Netflix's mission to offer high quality streaming and DVD services to customers. It outlines Netflix's subscription-based business model and pricing, as well as its strategy of acquiring new content and expanding internationally. The document also analyzes Netflix using PEST, Five Forces, and SWOT frameworks. Financially, it notes Netflix's high subscriber growth and cash balances, but also cost pressures from competition and expansion. Overall it finds potential opportunities for Netflix through continued global expansion and acquisition.
The document outlines the mission, organization, strategic analysis, and strategic formulation of Netflix. It discusses Netflix's core competencies in online DVD rental and streaming, its founding and growth to over 10 million subscribers, and its strategic focus on leveraging its online DVD leadership while innovating its streaming offerings. The conclusion emphasizes the importance of Netflix continuing to grow its customer base in online DVD rental while innovating with new home entertainment technologies.
Netflix began as a DVD rental service but has transitioned to focus on online streaming. It has over 20 million subscribers and is the largest source of internet streaming traffic. Netflix uses a recommendation algorithm called CineMatch and a long tail business model to provide personalized movie suggestions to subscribers. While threats include competition and potential issues with internet service providers, Netflix is addressing these by expanding its streaming library, making agreements with content providers, and pushing into international markets.
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 as a DVD rental company and later expanded into streaming services. It is now a multi-billion dollar company and the leading subscription video on demand service, though it faces competition from Amazon Prime Video, Hulu, HBO Now, cable and satellite providers, DVDs, YouTube, movie theaters, and other streaming options. The video streaming market has low barriers to entry but high competitive intensity as customers are not strongly brand loyal and easily switch between similar services.
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.
Netflix is the world's leading internet television network with over 57 million subscribers in nearly 50 countries. It allows members to watch TV shows and movies instantly on any internet-connected device without commercials. Originally starting as a DVD-by-mail service in 1997, Netflix expanded into streaming and began producing original content like House of Cards in 2011. The company aims to become the best global entertainment distribution service through licensing content and helping creators find audiences worldwide. It utilizes social media, commercials, and word-of-mouth for marketing.
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.
Netflix is the world's leading internet television network with over 75 million streaming members in over 90 countries. Its mission is to become the best global entertainment distribution service and help content creators find a global audience. Netflix's strengths include its strong brand, large catalog of TV shows, movies, and original content. It faces threats from technological advancements and black market competitors. Netflix's business model focuses on value, convenience, and selection for its customers who are typically aged 24-35 with at least a bachelor's degree.
Netflix lost 800,000 customers after raising prices and segmenting its DVD rental and streaming services. The document analyzes how Netflix can regain market share through strategic changes. It is proposed that focusing on target markets, continuing international and domestic expansion, and introducing video game streaming could help Netflix regain customers and increase revenue. Key tools used in the analysis include the business model canvas, value disciplines model, SWOT analysis, and problem logic tree.
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.
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.
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.
Netflix originally pioneered online DVD rentals and subscriptions but struggled after attempting to split its DVD and streaming services into separate brands. In 2011, Netflix announced it would charge $7.99 per month for each service instead of the combined $9.99 rate. Over 600,000 unhappy customers cancelled in response. Netflix also tried unsuccessfully to rebrand its DVD service as "Qwikster" before admitting failure and cancelling the split after just one month. The document analyzes Netflix's mistakes in not properly researching customer preferences and expectations around pricing and branding changes.
This document provides an equity research report on Netflix from the QUMMIF Investment Club. It summarizes Netflix's business operations, financial performance, strengths, weaknesses, opportunities, threats, and industry outlook. The report finds that Netflix has positioned itself as the leading online video streaming service and sees future growth prospects as favorable due to expanding internationally and increasing original content production. However, it also faces threats from growing competition in the online streaming market and potential loss of subscribers to free content downloading.
Netflix's business model has evolved over time from DVD rentals by mail to streaming. It now makes most of its revenue from monthly subscription plans that allow unlimited streaming. Netflix acquires and licenses content from partners and produces original shows and movies. It has over 200 million subscribers globally and is highly profitable. However, it operates with negative cash flow due to upfront costs of content licensing and production. Netflix continues to adapt its model by expanding globally and investing heavily in new content.
Netflix is an internet television network that allows users to stream TV shows and movies. It has grown significantly since starting in 1997 as a DVD-by-mail service. In 2011, Netflix attempted to reposition by splitting its DVD and streaming services into separate brands but it was a major failure that led to a loss of 800,000 subscribers. The company reverted to a single combined brand and services. The document discusses Netflix's branding strategy over time including its positioning, promotions, and lessons learned from the failed repositioning attempt.
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.
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 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.
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.
Running head SWOT ANALYSIS OF PUBLICLY HELD COMPANY NETFLIX .docxtodd521
Running head: SWOT ANALYSIS OF PUBLICLY HELD COMPANY: NETFLIX 1
SWOT ANALYSIS OF PUBLICLY HELD COMPANY: NETFLIX 2
SWOT Analysis of Publicly Held Company: Netflix
Abstract
Netflix is a company that is credited with disrupting the market for video rentals, cable television and now television and film production with it streaming services. Customers were tired of the high prices of cable television and video rental late fees. They found the streamlined and efficient approach, which allows for unlimited viewing of movies and shows in its inventory for one low price, extremely attractive. The company was founded in 1997, and it became a publicly traded company in 2002. In that time it ha become a global presence and market leader. The strategic focus of Netflix was to break down a business model for entertainment that was bloated, expensive and did not result in unlimited options. The company today is no longer the disruptor, but the one that needs to be concerned with innovators, copycat competitions and the next new business model. This paper provides an analysis of the strengths, weaknesses, opportunities and threats facing the company.
SWOT Analysis of Publicly Held Company: Netflix
Netflix is a company that is credited with disrupting the market for video rentals, cable television and now television and film production with it streaming services. Customers were tired of the high prices of cable television and video rental late fees. They found the streamlined and efficient approach, which allows for unlimited viewing of movies and shows in its inventory for one low price, extremely attractive. The company was founded in 1997, and it became a publicly traded company in 2002 (Burroughs, 2018). In that time it ha become a global presence and market leader.
Strengths
Netflix has so many strengths, and these were displayed when the company took down the entire video rental industry, including the enormous Blockbuster Video chain, with its simple use of technology to make watching content more convenient. Specifically the strengths of Netflix have been horizontal growth, vertical growth, innovation and cultural relevance. The strength of Netflix is its horizontal expansion, resulting in wide distribution which includes nearly 200 countries, almost 100 million subscribers and revenues of $7 billion per year (Dias & Navarro, 2018). Vertical growth, by getting deeper into content production, is a defining feature of the brand, and it was initially wildly successful. Netflix is also considered a leader in a cutting edge and innovative area of data science, which is used in its recommender systems (Walker, Jeffery, So, Sriram, Nathanson, Ferreira, & Merkley, 2017). Netflix use became iconic in Western culture, particularly because it facilities binge watching of an entire season or series at once, and this has become a cultural reference point (Jenner, 2018).
Weaknesses
The weaknes.
Netflix began in 1997 as a DVD rental service and has since expanded to become the world's largest online video streaming service. The paper discusses Netflix's history and strategic issues related to acquiring content from Hollywood studios. It also analyzes Netflix's general environment using Porter's Five Forces model. Key points include Netflix's challenges in obtaining content as studios try to protect DVD revenue and developing exclusive shows. The analysis examines Netflix's demographic, economic, sociocultural, legal/political, and technological factors.
Netflix used several managerial levers to shape the streaming video market, including sales items, network structure, and social norms. For sales items, Netflix forced the transition from DVDs to online streaming by licensing content from creators and studios and building its streaming platform. For network structure, Netflix partnered with other big tech companies and local filmmakers to expand its network and distribution. For social norms, Netflix commissioned original content that criticized social structures, adapted content for different cultures through glocalization, and promoted cultural diffusion through its programming.
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.
This document provides an executive summary and marketing plan for an integrated marketing communications and public relations campaign by Alpha Marketing Consultants for Netflix. It analyzes Netflix's business, objectives to increase revenue from Netflix Originals by promoting it as a staple of streaming and cultivating an anti-piracy message. The campaign aims to thank current and new subscribers for not pirating content through commercials, website messages, and exclusive subscriber deals. It identifies millennials as the target market and provides background on streaming trends, Netflix's competitors like Amazon Prime Video and Hulu, and a perceptual map analyzing streaming service prices and options.
Playhubtv is a video on demand startup that wants to empower new film makers from Africa and help distribute their content to new audience worldwide.
It’s similar to Hulu and Netflix in that it provides the same service of online streaming, but different in that it’s being developed to help distribute African movies made by producers who are passionately into movies.
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.
Netflix started in 1997 as a DVD rental service by mail. In 2007, it launched its streaming service which allowed users to watch movies and TV shows online. This changed the company's business model to a subscription-based model. The document discusses Netflix's history, customers, competitors in the online video market, and its business strategy of focusing on customers' needs through recommendations and expanding its content library. It analyzes Netflix's strengths in its brand and algorithm, as well as weaknesses in rising content costs and potential threats from competition.
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Social Media Marketing: Utilizing social media platforms (e.g., Facebook, Instagram, Twitter, LinkedIn) to connect with audiences and promote products or services.
Content Marketing: Creating and distributing valuable, relevant, and consistent content to attract and engage a target audience.
Email Marketing: Sending personalized messages to a targeted audience via email to promote products, services, or events.
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Online PR (Public Relations): Managing a brand's online presence and reputation through various online channels.
Analytics and Data-driven Marketing: Utilizing data and analytics tools to measure and optimize marketing campaigns' performance.
Mobile Marketing: Targeting users on mobile devices through mobile-optimized websites, apps, SMS, and other mobile channels.
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3. 3Place Your Footer Here
Company’s
Overview
Qwikster
Controversy Content
Marketing
SWOT,
PESTLE &
PORTER
Approach &
Strategy
CONTENTS
Conclusion
4. 4Place Your Footer Here
Overview
➢ Started in 1997
➢ Initially dealt in movie rental business
➢ Went public on May 23rd, 2002
➢ Launched online streaming services in 2007
➢ First company to offer streaming services on all devices (TV,
Mobile, Computers, Video Gaming Consoles)
6. 6Place Your Footer Here
What made
them BIG?
Content Development
Content Development gave a major boost to
company's fortunes and there was no looking
back from this point.
Best quality content
Till date, Netflix spends billions of dollars
every year to make quality content
worldwide. Company is known for its best
quality content like HBO was known in the
television industry.
7. 7Place Your Footer Here
SWOT
Analysis Weaknesses
• Business Model (Easily
replicated)
• Green Credential
(Started to offset its
energy use)
• Rising Debt ($19 billion
in 2019)
Strengths
• Range & quality of
content
• Brand
• Technology (Supports
on-demand
streaming service)
• Customer Base (167
million in 2019)
Opportunities
• International Growth
(India, China & South
America)
• Artificial Intelligence
• Virtual Reality
• Acquisitions
Threats
• Competition
(Disney+Hotstar,
Amazon Prime etc)
• Competitive
Pricing
• Piracy
8. S T
E L
P E
Economic Factors
In the current global recession
where many customers’
spending budgets are tight,
services like Netflix are more
attractive due competitive
pricing.
Technological Factors
Netflix's R&D Labs have
developed 'Hermes', a software
which automatically grades a
translation of a Netflix show.
This allows for faster
recommendation engine and
higher quality translation
efforts.
Legal Factors
In 2016 Netflix suffered a costly PR misstep over a
consumer lawsuit. Furthermore, the company
received widespread media criticism for their
confusing customer contracts
Environmental Factors
In partnership with
Greenpeace, Netflix is
beginning to llessen their
carbon footprint. Tech
companies are being told by
global governments to pay
part of an environmental bill
upwards of $11 trillion by
2025.
Social Factors
Social trends show that young
customers are moving to
watch video content on their
smartphones rather than
traditional larger screens. In
2015 US viewers watched 24
minutes on average on
smartphones, in 2016 it grew to
over 40 minutes.
Political Factors
With an increase in internet
usage, US telecom giants AT&T
have gone to the Federal
Communications Commission to
insist on stricter usage
regulations which would
threaten NETFLIX’s business
model.
Following the spread of coronavirus, as more
and more people around the world are staying
indoors, the demand for its services has grown
abruptly. As the consumption of digital services
grows worldwide driven by increased use of the
internet, Netflix continues to enjoy growth.
PESTLE Analysis
9. Porter’s Five Forces
Bargaining Power of
Suppliers
Bargaining Power of
Buyers or Customers
Threat from New
Entrants
Threat of Substitutes
Product Competitive Rivalry
High
•Suppliers own
content
•Licensing Deals
Legal Issues
High
•Customer loyalty is
weak (price changes)
•Majority of revenue is
from consumers
Medium
•Low industry barriers.
•Industry leader
Customer loyalty is
low.
High
•Alternative methods
of receiving content
•On demand,
purchasing
content,movie
theaters etc
Medium-High
• Many competitors
• Few emerging
players
• Trying to maintain
dominance
10. 10Place Your Footer Here
Qwikster Controversy
● In July 2011, Netflix announced about splitting its plans
into two parts: streaming video and DVD rentals.
● Those who wanted both streaming and DVDs had to
pay 60% more per month. Previously they’d been able
to bundle both for just $2 more. This scheme was
released when people were still reeling from the 2008
Financial Crisis.
● The company tried to portray it as offering subscribers
choice. But, it became a headache for the customers.
● Instead of reworking on the scheme, Netflix renamed
the DVD rental side as Qwikster.
11. 5
Effects of
QWIKSTER
Customers bailed out
almost immediately
following the
announcement.
Netflix’s stock price
tanked, from $300 a
share in mid-July to
$78 in late October, and
sinking further from
there.
Analysts described it
as a “nuclear winter”
for Netflix.
Now, a skilful strategy was
required to recover from this
loss and rebuilt the loss trust
of customers.
1 2
3 4
12. 12Place Your Footer Here
“Reed, thanks for reminding me that I should go
somewhere else for my DVD rentals. It was an
insult enough that you raised the price on me last
month, right in the middle of the biggest recession
since the Great Depression, but now instead of a
sincere apology, all we get is excuses and a flimsy
new name”
Some comments on the company’s blog
13. 13Place Your Footer Here
NETFLIX’S APPROACH
1. Navigating the change from Netflix as a DVD rental site to Netflix as a streaming
video destination. Statistics: Between Q3 and Q4 2011, DVD-by-mail
subscriptions dropped 20%, from $13.93M to $11.17M. Meanwhile,
streaming-only subscriptions increased slightly, netting just $52M on $476M in
sales in Q4.
2. Winning back the trust of its subscribers.
3. Key Factors to be considered:
● listening to its customers.
● reducing risk by moving fast into streaming video ahead of the
competition.
● turning the company into a unique creative force.
4. Removing the legacy part of the business would be the best strategy in the
long-term for Netflix. But it was a delicate balancing act to convince subscribers to
move towards streaming. Here’s what had to happen:
● The viewing public had to see Netflix in positive terms once again
● Streaming subscriptions had to increase
● DVD subscribers had to be shifted into a separate business area.
14. 14Place Your Footer Here
Netflix’s Strategy
In 2012, Netflix planned to remove DVDs from the
company’s core offerings. It was also a subtle push
to get more streaming customers on board.
By the end of 2012, the company’s streaming
subscriber numbers surged, adding nearly 10
million globally. Meanwhile its losses continued on
the DVD side, with around 400,000 dropping out.
These losses were no longer a bad sign: in fact, they
were a good one. This meant that their plan was
taking shape.
Not only did streaming continue to increase, but the
company’s profits from streaming began to
overtake DVDs.
The stock price rebounded as analysts and
investors realized that the company was on the right
track after all. There was no more talk of a “nuclear
winter.” By October 2013, the stock price reached
an all-time high of almost $400 a share.
16. 16Place Your Footer Here
CONTENT INNOVATION
Netflix knew as early as
2011 that to keep its
place at the top of the
streaming food chain,
they would have to
create content of its
own.
•
Netflix became a competitor.
Its partnership with Starz
which forged in 2008 ended in
2012. (Starz was owned by
Liberty Media, a large cable
operator with a number of
channels under its control)
•
Netflix posed a direct
threat. Thousands of
movies and TV shows
disappeared from Netflix
virtually overnight.
Customers weren’t
happy. Meanwhile, the
cost and complexity of
acquiring titles from
Hollywood was becoming
unsustainable.
The company once again
had to make a choice.
The team had learned
that the safest route was
to reduce risk by moving
faster than the
competition. They had
to reinvent Netflix. And
they couldn’t afford to
back into it. They’d have
to go big.
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Insights from Netflix’s Marketing Strategies
● Humour in advertising is the next best thing, Dare to be Different
● Memes are the biggest gift for social media marketing
● Never fail to engage with your customers
● Adopt quality content and relevant marketing strategies
● Find out more about your customers and personalise your messaging
● Let Data Show You the Secrets to Better Customer Service
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Netflix’s Content
Promotion
Strategies
➔ Netflix has a strategy of releasing complete
seasons of web series in one go.
➔ This develops a culture of binge watching
among its subscribers.
2. CONTENT RECOMMENDATION USING
AI
➔ Netflix keeps a track of user’s watch history.
➔ AI based algorithms are used to know
consumers’ taste and preferences.
➔ This information is used to give
recommendations to users while streaming
content.
1. BINGE WATCHING
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Netflix’s Content
Promotion
Strategies
3. A PLAN FOR EVERYONE
➔ Netflix keeps a wide range of subscription
plans in order to widen its consumer base.
➔ Users can choose any of the weekly,
monthly or yearly plans.
➔ In each segment there is an option of
mobile, basic,standard, and premium plans
according to the budget of the users.
➔ There is also a provision of group plans,
where multiple users can share costs.
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PRODUCT DIVERSIFICATION
MOVIES WEB SERIES SHORT FILMS
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Netflix has added 10.1 million new paid subscribers as people stayed home, as the
company reported net earnings of $720 million over $6.15 billion in revenue for its second
quarter (April-June period). Netflix is also ramping up its original content programming
in India at a time when video streaming services are witnessing a surge in content
consumption with people confined to their homes due to the pandemic-induced lockdown.
Overall, Netflix has commissioned about 50-60+ productions in the country, its largest
investment in original programming outside the United States. Of this, around 19+ films
and 14+ original series have been released on the platform as of now. In December, the
service had announced plans to spend Rs 3,000 crore on content programming in
India in 2019 and 2020. While the company doesn't provide a country-wise breakdown, it
added 2.66 million subscribers in the Asia Pacific region for the quarter ended June 2020
and generated revenues of $569 million for the period.
Netflix’s Foothold in India in COVID-19
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Net Income Generated by Netflix till 2nd Quarter 2020
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Netflix made a name for
itself in 1997 as pioneer
of the DVD mail-order
business.
A
B
C
Qwikster Controversy did
bring losses for the
company, but it can be a
viewed as a blessing in
disguise. It enabled
Netflix to switch to
streaming platform and
bring a revolution.
Netflix is continuously
using its Big data and
data analytics effectively
to generate actionable
insights.
It has established its
name in Binge watching
domain.
D
F
G
Its original content and
personalized
recommendations have
become its USPs.
Netflix is constantly
working to adapt to
newest technologies
and provide its
consumers with the best
content.
CONCLUSION