Netflix expanded to 130 additional countries last year as part of its goal to become the dominant global streaming service. It now has over 93 million subscribers, with 44 million outside the US. Profits increased 56% last quarter, though growth is slowing as competitors like Amazon and YouTube expand their own streaming offerings globally. While expanding internationally could continue boosting Netflix's subscriber base and profits by reaching new markets, it also faces challenges like a lack of local content, high price points in some countries, and infrastructure issues.
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.
Netflix began as a DVD-by-mail service and has since expanded into streaming media available on many platforms. It has over 65 million subscribers globally and produces popular original content. A SWOT analysis identified strengths like its brand and content but also weaknesses such as monthly fees. PEST and Porter's Five Forces analyses examined the impacts of factors like technology, competition, and legal issues. Moving forward, Netflix must find ways to increase revenue and maintain competitive streaming quality despite rising costs.
Netflix was founded in 1997 and launched as a DVD-by-mail service in 1999, offering a subscription model with no late fees. It has since expanded to become a leading global video streaming service available on any internet-connected device. Netflix aims to replace traditional television and expand its library of movies and TV shows while maintaining its position as the top provider of online video content through affordable subscription prices and a convenient, customer-focused experience.
Netflix was founded in 1997 and launched as a DVD-by-mail service in 1999, offering a subscription model with no late fees. It has since expanded to become a leading global video streaming service available on any internet-connected device. Netflix aims to replace traditional television and expand its library of movies and TV shows while maintaining its position as the top provider of online video content through affordable subscription prices and a convenient, customer-focused experience.
Netflix is an entertainment company founded in 1997 that provides streaming media and produces and distributes films and television shows. It has a revenue of $4.19 billion and is the seventh largest internet company globally. HR managers at Netflix focus on hiring and assessing employees, promoting trust and cooperation, and acting as brand leaders to engineer a positive work culture. Netflix has a functional organizational structure divided by functions like content, marketing, and product rather than regions or customer segments, with Reed Hastings as founder and CEO.
Create compelling digital TV services consumers wantEewei Chen
The document provides tips for telecom companies to create compelling digital TV services. It discusses:
1) Getting stakeholder buy-in through customer research showing products work elsewhere.
2) Rapidly validating new ideas using Lean UX and prototypes tested on popular devices.
3) Choosing between OTT and IPTV based on factors like network and content needs.
4) Future-proofing the TV strategy by owning, distributing, and monetizing content across multiple devices.
5) Continuous testing and learning to reduce churn and strengthen loyalty.
This is a group project that we had to present at George Brown College. A problem that Netflix had during the early 2000s when they had to switch from DVDs to online streaming due to the Dot Com buzz.
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.
Netflix began as a DVD-by-mail service and has since expanded into streaming media available on many platforms. It has over 65 million subscribers globally and produces popular original content. A SWOT analysis identified strengths like its brand and content but also weaknesses such as monthly fees. PEST and Porter's Five Forces analyses examined the impacts of factors like technology, competition, and legal issues. Moving forward, Netflix must find ways to increase revenue and maintain competitive streaming quality despite rising costs.
Netflix was founded in 1997 and launched as a DVD-by-mail service in 1999, offering a subscription model with no late fees. It has since expanded to become a leading global video streaming service available on any internet-connected device. Netflix aims to replace traditional television and expand its library of movies and TV shows while maintaining its position as the top provider of online video content through affordable subscription prices and a convenient, customer-focused experience.
Netflix was founded in 1997 and launched as a DVD-by-mail service in 1999, offering a subscription model with no late fees. It has since expanded to become a leading global video streaming service available on any internet-connected device. Netflix aims to replace traditional television and expand its library of movies and TV shows while maintaining its position as the top provider of online video content through affordable subscription prices and a convenient, customer-focused experience.
Netflix is an entertainment company founded in 1997 that provides streaming media and produces and distributes films and television shows. It has a revenue of $4.19 billion and is the seventh largest internet company globally. HR managers at Netflix focus on hiring and assessing employees, promoting trust and cooperation, and acting as brand leaders to engineer a positive work culture. Netflix has a functional organizational structure divided by functions like content, marketing, and product rather than regions or customer segments, with Reed Hastings as founder and CEO.
Create compelling digital TV services consumers wantEewei Chen
The document provides tips for telecom companies to create compelling digital TV services. It discusses:
1) Getting stakeholder buy-in through customer research showing products work elsewhere.
2) Rapidly validating new ideas using Lean UX and prototypes tested on popular devices.
3) Choosing between OTT and IPTV based on factors like network and content needs.
4) Future-proofing the TV strategy by owning, distributing, and monetizing content across multiple devices.
5) Continuous testing and learning to reduce churn and strengthen loyalty.
This is a group project that we had to present at George Brown College. A problem that Netflix had during the early 2000s when they had to switch from DVDs to online streaming due to the Dot Com buzz.
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.
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's business model provides on-demand streaming media and DVD rentals by mail. It was founded in 1997 and launched in 1998, initially offering DVD rentals by mail. In 2007, Netflix introduced online streaming. Its business model relies on monthly subscription fees of $17.99 per month, which allows unlimited rentals without due dates or late fees. Netflix partners with studios, electronics companies, and the USPS to support its delivery and streaming capabilities. Its personalized recommendations and large catalog contribute to its competitive advantage over traditional rental stores.
netflix , netflix way of success , how netflix achieve success , usr of big data , data science , how netflix use its clients data , business decision analysis, decision making , complix decision
Netflix is an American media company founded in 1997 that is now the world's leading internet television network. It has over 75 million subscribers in over 90 countries who enjoy its large catalog of TV shows, movies, documentaries, and original series. The document discusses Netflix's history from its founding to becoming a global streaming platform, how it promotes itself, where people can access it, its major competitors, and hiring process.
Netflix's business model canvas is analyzed in the document. It has over 75 million subscribers globally from customer segments of ages 24-35 with incomes over $50,000. Its value propositions include original content, multiple viewing options, and competitive pricing. Netflix utilizes websites and apps as channels and has a self-service customer relationship model. Key resources include infrastructure, intellectual property, employees, and financial assets. Activities involve platform maintenance, content acquisition, and partnerships. Revenue comes from subscription fees while costs include wages, content, and infrastructure expenses.
This document discusses various digital media platforms and components of an over-the-top (OTT) platform. It defines subscription video on demand (SVOD), advertising on demand (AOD), and transactional video on demand (TVOD). It also covers strengths and weaknesses of these platforms. Components of an OTT platform include APIs, DRM, SDKs, and adaptive bitrate streaming. Deployment models include cloud, SaaS, and on-premises. Content delivery networks and subscriber management are also discussed. The document concludes with financial details on Netflix's cost structure and revenue model as an example OTT platform.
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'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 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 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. Netflix uses a functional organizational structure and faces competition from services like Hotstar, Amazon Prime Video, and Hulu. To continue its growth, Netflix's strategies include increasing original content, partnerships, expanding into new markets, and optimizing its pricing and marketing.
The document discusses Netflix and how it has changed video streaming. It outlines how Netflix uses its Cinematch algorithm to provide personalized recommendations for 75% of viewing selections. Cinematch aims to provide diversity, awareness of customization, explanations of recommendations, and identification of similarities between users' tastes to improve the customer experience. Netflix also tests new features and products on users without their knowledge to continuously innovate and enhance satisfaction. The expansion of broadband bandwidth enabled Netflix to launch its streaming service in 2006, further reducing user frustration by providing unlimited availability across 700+ devices.
The document summarizes 4 rounds of a competition with case study submissions due on specific dates in August and September. It provides instructions for submitting case studies in PowerPoint format with a maximum of 5 slides, excluding the title slides. Specific formatting requirements are also outlined.
Netflix is a streaming and rental company that began in 1997, offering DVD rentals by mail. It now has over 50 million streaming subscribers globally and a large streaming library available on all major devices. Netflix disrupted the market by introducing streaming while also offering DVD rentals. It has faced challenges like raising prices and separating streaming and DVD plans but has grown through expanding internationally and producing original content like House of Cards. While competitors like Amazon and Hulu are growing, Netflix has the largest library and remains the market leader in online video streaming.
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.
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.
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's business model provides on-demand streaming media and DVD rentals by mail. It was founded in 1997 and launched in 1998, initially offering DVD rentals by mail. In 2007, Netflix introduced online streaming. Its business model relies on monthly subscription fees of $17.99 per month, which allows unlimited rentals without due dates or late fees. Netflix partners with studios, electronics companies, and the USPS to support its delivery and streaming capabilities. Its personalized recommendations and large catalog contribute to its competitive advantage over traditional rental stores.
netflix , netflix way of success , how netflix achieve success , usr of big data , data science , how netflix use its clients data , business decision analysis, decision making , complix decision
Netflix is an American media company founded in 1997 that is now the world's leading internet television network. It has over 75 million subscribers in over 90 countries who enjoy its large catalog of TV shows, movies, documentaries, and original series. The document discusses Netflix's history from its founding to becoming a global streaming platform, how it promotes itself, where people can access it, its major competitors, and hiring process.
Netflix's business model canvas is analyzed in the document. It has over 75 million subscribers globally from customer segments of ages 24-35 with incomes over $50,000. Its value propositions include original content, multiple viewing options, and competitive pricing. Netflix utilizes websites and apps as channels and has a self-service customer relationship model. Key resources include infrastructure, intellectual property, employees, and financial assets. Activities involve platform maintenance, content acquisition, and partnerships. Revenue comes from subscription fees while costs include wages, content, and infrastructure expenses.
This document discusses various digital media platforms and components of an over-the-top (OTT) platform. It defines subscription video on demand (SVOD), advertising on demand (AOD), and transactional video on demand (TVOD). It also covers strengths and weaknesses of these platforms. Components of an OTT platform include APIs, DRM, SDKs, and adaptive bitrate streaming. Deployment models include cloud, SaaS, and on-premises. Content delivery networks and subscriber management are also discussed. The document concludes with financial details on Netflix's cost structure and revenue model as an example OTT platform.
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'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 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 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. Netflix uses a functional organizational structure and faces competition from services like Hotstar, Amazon Prime Video, and Hulu. To continue its growth, Netflix's strategies include increasing original content, partnerships, expanding into new markets, and optimizing its pricing and marketing.
The document discusses Netflix and how it has changed video streaming. It outlines how Netflix uses its Cinematch algorithm to provide personalized recommendations for 75% of viewing selections. Cinematch aims to provide diversity, awareness of customization, explanations of recommendations, and identification of similarities between users' tastes to improve the customer experience. Netflix also tests new features and products on users without their knowledge to continuously innovate and enhance satisfaction. The expansion of broadband bandwidth enabled Netflix to launch its streaming service in 2006, further reducing user frustration by providing unlimited availability across 700+ devices.
The document summarizes 4 rounds of a competition with case study submissions due on specific dates in August and September. It provides instructions for submitting case studies in PowerPoint format with a maximum of 5 slides, excluding the title slides. Specific formatting requirements are also outlined.
Netflix is a streaming and rental company that began in 1997, offering DVD rentals by mail. It now has over 50 million streaming subscribers globally and a large streaming library available on all major devices. Netflix disrupted the market by introducing streaming while also offering DVD rentals. It has faced challenges like raising prices and separating streaming and DVD plans but has grown through expanding internationally and producing original content like House of Cards. While competitors like Amazon and Hulu are growing, Netflix has the largest library and remains the market leader in online video streaming.
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.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
2. Article Overview
• Netflix expanded in 130 additional countries last year
• Goal is to takeover global market for streaming
television
• Baines results show an increase in reaching its goal, even
with Hulu and Amazon Prime growing as well
3. Article Overview
• Netflix has a total 93.8 million members
• Added 5.1 million international members
• Now has 44.4 million members outside of the U.S. which
is more than 47 percent of its total membership
4. Article Overview
• Profits are rising steadily, net income increased 56 percent to $67
million in the quarter from the same time period in 2015
• Streaming television is a competitive industry and remains a
challenge for Netflix
• Amazon has recently announced global expansion and YouTube
which leads online viewing time online. Including television
companies are adding more streaming resources.
• After increasing 135 percent in 2015, they only increased 8
percent in 2016.
https://www.nytimes.com/2017/01/18/business/netflix-profit-
rises-56-percent-to-67-million.html?_r=0
5. Globalization
• The globalization movement has lead to practices such as
outsourcing, which businesses move manufacturing and and
service centers to countries where labor is cheap
• In a global economy, many organizations have multinational and
international presence, with employees of a single organization
found in many locations worldwide
Miller, Katherine. Organizational Communication: Approaches and Processes.
Stamford, CT: Cengage Learning, 2015. Print.
6. Globalization in Netflix
• Netflix is now available almost
anywhere in the world with blind spots
being China, Syria and Crimea.
• 2010 was the first time they started
steaming outside of the U.S.
• CEO Reed Hastings is working on
bringing his company into the largest
world market but may take time to
gain approval from the Chinese
government.
https://www.statista.com/chart/4205/ne
tflixs-global-expansion/
7. How Netflix Competes with Expanding Markets
• Netflix Business perspective
• Identify what customers want
• Wide Range of Movies/TV shows
• Free & Fast Shipping
• No Late Fees or Due Dates
• Easy/Fast to Watch Movies
• No Cancellation Fees
• Blu-ray substitution free
9. Marketing Expenses
• Advertising
• Promotional activities – Television & online advertising
• Allocated cost of revenues in relation to the free trial period (1st month
free)
• Payments to Affiliates & Consumer Electronic Partners and payroll
Related Expenses
• Fixed fee or revenue sharing paying
10. Technology & Development
• Payroll & Related Costs incurred in making improvements to
Netflix’s Service Offering & Telecommunication Systems
• Testing, maintaining and modifying user interfaces, recommendation &
merchandising technology
• Computer Hardware & Software's
11. Netflix Polices
• Guaranty Efficiency, Quality, & Great Customer Service
• One0day delivery & Same day processing
• 95% of DVDs are delivered in a day
• Inspection of DVDs upon return
• When a customer receives a damaged DVD or does not
receive any DVD (theft) Netflix immediately sends a
new one
• 93,000 different choices from movies and TV shows
• Keep the movie as long as you want
• https://promo.dvd.com/q1-2017-lp-g2/
12. Netflix Services
• Streaming Service Plan Options:
• $8 basic, 1 screen
• $10 standard, 2 screens
• $12 Premium, 4 screens
• DVD Service Plan Options:
• Prices built into streaming plans
http://www.digitaltrends.com/movies/netflix-cost-pricing-plan-
breakdown/
13. Weakness of Services
• Monthly fee can discourage membership vs. one time or yearly fee
• Causing non frequent movie/TV show watchers from purchasing
• Lack of control over DVD return time
• DVDs can arrive scratched or broken from mail processing
14. Suggestions/Opportunities Netflix Could Take
• Product line expansion – video games
• Expand movie offerings
• Expand partnerships with content providers and technology
providers
15. How Expansion has Benefited Netflix
• The benefit of Netflix's approach for this expansion is the cost of
entering each new market will be a lot lower.
• Because Netflix owns global rights to its original content
• Will not have to spend money upfront for content licensing
• Adds support for new languages
https://www.fool.com/investing/general/2016/01/10/netflix-inc-completes-
its-global-expansion-with-on.aspx
16. Why Expansion Could Hurt Netflix
• Limited amount of local content
• Markets abroad have more localized content for similar competitors
• Language barriers
• Most content is English – Russia only has 5% of people that speak English
• Expensive price point in certain markets
• Has the same price point across the board – makes it expensive compared to
local competitors, many have lower price points
• Underdeveloped payment processing and broadband infrastructure
• Netflix has been plagued by payment issues even in the US, where it claimed
the switchover to “chip” credit cards caused people to accidentally cancel their
subscriptions.
• http://www.businessinsider.com/4-challenges-to-netflixs-international-
expansion-2016-7
17. Competitive advantage in Global Markets
• First mover advantage in online rental
• Patented method of web based DVD selection
• Customer centric, monthly subscription based service
18. Expanding in Global Market Learning Outcome
• To reach an international market you need to take risk
• Partnerships can be beneficial to help grow your company
• Give you a competitive advantage with global markets even if the
outcome is not the greatest in other markets
• Not all markets are equal so you will have more beneficial areas
than other, need to decide the places you will benefit the most
from after trying a myriad of places
• Do not be afraid to take risks
19. Questions
• Will there be more cable service provider offers?
• How will the most recent expansion help the goal of continuing their service
in other countries?
• Will you have to invest in other countries local content to be successfully
internationally?
• Are you still profiting from DVDs or will you eventually switch over to all
online streaming?
• Will costs change depending on certain markets to increase business in
other markets?
20. Sources
• Steel, E. (2017, January 18). Netflix Goes Global and Its Profit Soars. Retrieved March 28, 2017,
from https://www.nytimes.com/2017/01/18/business/netflix-profit-rises-56-percent-to-67-
million.html?_r=0
• Miller, Katherine. Organizational Communication: Approaches and Processes. Stamford, CT: Cengage
Learning, 2015. Print.
• Richter, F. (2016, January 07). Infographic: Netflix's Global Expansion. Retrieved March 28,
2017, from https://www.statista.com/chart/4205/netflixs-global-expansion/
• Rent Movies and TV Shows on DVD and Blu-ray. 1-month free trial! Fast, free delivery. No late
fees. (n.d.). Retrieved March 28, 2017, from https://promo.dvd.com/q1-2017-lp-g2/
• Grozanick, R. (2016, August 25). How much does Netflix cost these days? Here’s the lowdown.
Retrieved March 28, 2017, from http://www.digitaltrends.com/movies/netflix-cost-pricing-plan-
breakdown/
• Levine-Weinberg, A. (2016, January 10). Netflix, Inc. Completes Its Global Expansion (With 1
Big Asterisk). Retrieved March 28, 2017, from
https://www.fool.com/investing/general/2016/01/10/netflix-inc-completes-its-global-expansion-
with-on.aspx
• McAlone, N. (2016, July 06). 4 things that could hurt Netflix in its quest to take over the world.
Retrieved March 28, 2017, from http://www.businessinsider.com/4-challenges-to-netflixs-
international-expansion-2016-7