A STRATEGIC ANALYSIS

Varun Penamatsa
December, 2018
Table of Contents
Overview ......................................................................................................................................... 2
External Analysis ........................................................................................................................... 3
PESTEL Analysis .................................................................................................................................... 3
Porter’s Five Forces Analysis: Overview .............................................................................................. 5
Five Forces Diagram ............................................................................................................................... 6
Implications of the Five Forces for Netflix ............................................................................................ 7
Internal Analysis ............................................................................................................................ 8
Core Competencies & Potential Sources of Competitive Advantage ................................................. 8
Financial Performance Relative to Competitors .................................................................................. 9
SWOT Analysis........................................................................................................................................ 9
Netflix Company Strategies ......................................................................................................... 12
Competitive & Corporate Strategy...................................................................................................... 12
Global Strategy ...................................................................................................................................... 12
Strategic Issues and Challenges .................................................................................................. 14
Growth Strategies ......................................................................................................................... 15
Strategic Recommendations ........................................................................................................ 15
Quantitative Analysis ............................................................................................................................ 18
Time Frame & Key Actions .................................................................................................................. 19
References .................................................................................................................................... 20
Overview
Netflix is amongst the most recognizable dotcom brands today. Starting as a DVD rental
service, the company encountered difficulty in maintaining a sustainable, cash-flow-positive
business before their popularity escalated through their status as pioneers in the restructuring of
the online entertainment streaming industry. This perception aligns with Netflix’s strategic
mission of revolutionizing the way in which people access and engage with content. Their stated
vision of how to accomplish the aforementioned is to become the best global entertainment
provider (meaning one whom is the fastest, the easiest, and the most reliable), licensing the
world over and helping content creators find a global audience. Netflix is now amongst the
world’s leading internet entertainment providers, boasting over 130 million memberships in
hundreds of countries worldwide (Netflix.com, 2018). They account for over a third of total
internet traffic in the United States, as users have unlimited, de-commercialized, and ubiquitous
access to the service’s plethora of TV series, full length films, and more (Favaro, 2018). While
Netflix has dominated the online streaming market, the space is changing rapidly and so the
company must continually re-evaluate their strategy in order to realize sustained success.
Through an internal and external analysis of Netflix, this report examines the strategic challenges
facing the streaming giant and proposes recommendations that will enable them to achieve their
key objectives. Following these recommendations are key actions and an estimated timeframe
for implementation.
External Analysis
As do all players in the content streaming industry, Netflix is presented with and must
consider the external forces that impact their strategic decision making. To gain or sustain a
competitive advantage, managers must continually tailor their strategies to align with the
environments in which their businesses operate; external environments play an important role in
shaping the future of industries, especially those that are changing rapidly like Netflix’s. This is
largely due to the increasingly digitalized nature of the world and advances in technology,
factors that will be considered throughout the following external analysis.

PESTEL Analysis

Given the nature of the market and size of Netflix, traditional analytical tools like the
PESTEL Analysis represent an excellent lens through which one can examine the company’s
situation, serving to unearth disparities that subsequently enable management to plan risk
reduction and leverage Netflix’s internal strengths. The politics, economies, social structures,
technological conditions, and legal environments of the countries in which Netflix operates
significantly affect their success; Netflix’s business is driven by having favorable economic
conditions in the 190 countries in which they operate, so understanding such things bears
pertinence (Favaro, 2018). Furthermore, the company is heavily invested in international growth,
making the following PESTEL analysis even more important (Christian, 2017).

Netflix PESTEL Analysis

Political • Copyright and content laws

• Piracy regulation/governmental effort in services sector
• Political stability
• Navigating global political climate (operating in multiple countries)
• Repeal of net neutrality that could lead to a shift/restructuring in power (to ISPs)

Economic • Exchange rates = key issue

o Bear pertinence to expansion where exchange rates move Netflix into the
category of a luxury purchase
• Essential for competitive pricing in the current economic landscape
• Multitude of economic climates to navigate
• Liquidity effected as cash outflows continue to increase
• Efficiency of markets and capital required to sustain presence
• Economic growth impacts purchasing power
o Increases in disposable income lead to more spending on entertainment
Socio- • Continually changing consumer preferences
cultural o Reduction in attention span→necessitates breadth of product offering
• Diverse cultural context/need to appeal and understand many markets
 • Watching is a social phenomenon (trend away from constant access would be
detrimental)
• Changing demographics/continual adoption from new segments
• Changing attitudes towards health/environmental consciousness etc. that impact
viewership
• Genres/content heavily dependent and fluctuating depending on socio-cultural trends
o Changes in leisure interests
• Web series gaining tremendous amount of popularity (younger markets have far
fewer viewers of traditional television)
Technological • Nearly 50% YoY growth for the 4k television market
• Increases in VOD demand
• Requirements for internet speed/capacity
• Impact on product offerings/modalities of dissemination and access
• Rate of technological diffusion
• Improvements in compression techniques that improve streaming quality with less
data usage
• Continual need to modernize business model
• Need to maintain content library, recommend and support relevant content across
different interfaces and devices (high technological competency)
• Lower barriers to entry for content streaming with technological advancement

Ecological • Competitors using renewable energy/best practices

• Laws affecting energy usage/sustainability goals
• Sociocultural attitudes toward renewable energy/best practices
Legal • Legal framework to enforce contracts
• Tariffs in service industry
• Pricing regulations for services
• PR/financial implications from consumer lawsuits
• Employment laws
• Legal battles against geoblocks etc.
• Strict censorship in large markets (such as China)
Porter’s Five Forces Analysis: Overview

In continuing with an analysis of Netflix’s external environment, the five forces model bears
tremendous significance to Netflix’s strategy formulation. While the PESTEL analysis allows
one to evaluate the external environment and identify subsequent opportunities and threats, this
framework helps determine profit potential and to derive the implications that these forces have
upon Netflix. For example, a report issued by Nielsen illustrates that while 90% of US
households with streaming subscriptions elect Netflix as their provider of choice, 33% of these
subscribe to more than one service; this speaks to the high power of Netflix’s buyers. Other key
takeaways from a five forces analysis of Netflix (included below):

• The cost of switching for Netflix’s consumers is minimal; there is no annual contract, and
the recurring fees are negligible.
o Most streaming services offer a free trial, making it easy for customers to
frequently switch between providers
• Netflix must keep user preferences in mind
o They have to stream tailored content and add compatibility to accommodate
viewing preferences like closed captioning and foreign languages.
• As video streaming has become more popular, the number of new entrants has increased.
o Many of these players are taking on genres, as opposed to competing directly with
Netflix (i.e. focusing on foreign movies, documentaries etc.)
▪ This necessitates the continual evaluation of whether competition in these
niche spaces makes sense.
• Netflix must refine its brand to appeal to a broad range of consumers
o New competitors are often considered to be trendy for specific demographics.
o Netflix should ensure that the technology behind its streaming service works well,
and that viewers can relate to the brand in other ways, such as through how they
search.
 Five Forces Diagram

Bargaining Power of Suppliers

High
Threat of New Entrants
Moderate to High
• Content is strongest asset/competency→high power
• Low barriers to entry (widely
of suppliers is in their position as being able to select
available tech, frequently
the content providers that they go with
disseminated, easy to emulate)
• Subject to bidding wars/ownership negotiations
• Status as pioneer in the
industry (helps secure highly- • Reputation vital in strong supplier relationships
demanded titles→deterrent to • Can reduce power by focusing on profit sharing
new entrants because of agreements, raising percentage of profit, and
smaller producer population continuing introducing their own content
from which to gleam content) • Does not own rights to original content
• Easily accessible (no set-top
boxes)→low switching costs Rivalry Amongst Existing Competition
from TV companies but can High
be applied to competing • Industry dominated by a few large brands Bargaining Power of Buyers
streaming services as well (high competition to capture audiences) High
• High product differentiation • Low switching costs, highly volatile • Low switching costs
• Industry leader→barrier to • Many people have multiple accounts to • Low cost for service and no
new entrants shift/simultaneously view annual contracts
• Limited loyalty→merely a • Long-term fixed costs of content licenses • Data shows most consumers
platform to access favorite may edge flexibility in planning for, or have subscriptions to more
content reacting to changes in industry and the than one streaming service
• Suppliers aren’t likely to market segments • Minimal consequences for
continue relying on one • As demand transitions into instant viewing cancelling the service (no
distributor segments, variable costs will drop which termination fees etc.)
• Differentiated simultaneously enhances fixed costs, • Relatively inexpensive
offerings/establishment deters making rivalry fierce, and less compared to traditional
new entrants constructive. media outlets
• Limited access to distribution • New technologies and video delivery are • High consumer expectations
channels constantly growing, could be new entrants for price and content
• First mover advantage or other businesses investing • Large number of alternatives
• Deep pocket companies
(Netflix raised hundreds of
millions for expansion
plans)→reinforced market
positions and high cost of
capital
Threat of Substitutes
• New technologies and video Moderate
delivery are constantly
• Many substitutes (DVDs, satellite/cable TV,
growing, could be new
etc.)
entrants or other businesses
• Decline in traditional medium viewing
investing
• Reluctance to adopt new technologies
• Traditional providers of (commitment to traditional TV, for
movies/television are entering example→aging population of key markets)
the space • Threat of substitutes trending towards being
diminished
Implications of the Five Forces for Netflix

In examining each competitive force, Netflix can address them in the following ways:

Competitive Force How Netflix Can Mitigate

New Entrants • Continually innovate in new products and services.

• Build economies of scale to lower fixed costs per unit
• Build capacities and R&D; new entrants are less likely to
enter a dynamic industry where the established players
such as Netflix keep redefining standards. This
significantly reduces the profit window for new firms

Bargaining Power of • Build efficient supply chain with multiple suppliers.

Suppliers • Experiment with using different suppliers and always have
contingency plans to mitigate lost contract
opportunities/fall-throughs
• Develop dedicated suppliers whose business depends upon
Netflix

Bargaining Power of • Continue to grow the user base; reduces bargaining power
Buyers and presents the opportunity to streamline sales and
production
• Rapidly innovate and develop new offerings, reducing
consumer defection

Threat of Substitutes • Commit to being service vs. product oriented

• Develop further understanding (leverage data capabilities)
of customers needs rather than what the customer purchase
history→predictive analyses
• Increase switching costs

Rivalry Amongst Existing • Build sustainable point of differentiation

Competition • Continually develop scale
• Collaborate with competition to increase market
size→don’t have to keep competing for a dwindling market
Internal Analysis
The following internal analysis of Netflix is a necessary complement to the previous
analyses. The company’s ability to gain and sustain a competitive advantage is largely driven by
such things as core competencies, and the identification of these unique strengths embedded
within the firm must precede the formulation of strategic recommendations. As the best firms
conscientiously identify their competencies, resources, and capabilities with regards to their
competition, this report will do the same.

Core Competencies & Potential Sources of Competitive Advantage

Netflix’s most noteworthy competencies are content based. The company is a pioneer in
content delivery; their content has tremendous brand name recognition, comprised of dozens of
Emmy and Oscar award winning programs, both original and licensed, that viewers love
(Netflix, 2016). To this end, Netflix is a leader in original content development among streaming
services. The variety and quality of their original content is one of their primary sources of
competitive advantage. They have the infrastructure and the distribution network necessary for
such an endeavor, and their content aligns with the VRIO decision tree: it is valuable, costly to
imitate, rare, and organized to capture value. This original material is also not substitutable given
the breadth and continual innovation backing it. Another of Netflix’s core competencies is their
superior data collection and analytical capabilities. This is evidenced by their unrivalled variety
of product offerings, all of which are developed and implemented with intimate knowledge of
their consumers’ preferences and viewing habits; simply put, one of Netflix’s main strengths is
finding something for everyone.

The company’s other most noteworthy competencies include:

• Reputation and brand name recognition (on a global scale)
• Highly experienced and valued employee base
• Technological expertise
o Seamless front-end user experience
o Ease of use
o Capabilities for multi-device streaming
• Uniquely localized content
o Leverages expertise in local responsiveness
o The company has more foreign subscribers than all other streaming services
combined (Brennan, 2018).
o Best practices in content dubbing, closed captioning, etc.
Financial Performance Relative to Competitors

Netflix’s financial performance, in relation to key competitors such as Amazon, is also

important to consider in developing strategic recommendations as it helps to assess current
positioning and goal formulation. Netflix has reported total revenue increases of ~34% YoY,
which trumped their competitors’ average revenue growth of ~21% YoY (Netflix, 2016).
However, their net margin of ~10% contributed to their admission of having lower profitability
than their competition. This could attributed to several factors, such as investment in expansion
and development, and thusly should not be taken as an objectively bad thing. Furthermore,
Netflix shares have performed well in 2018, more than doubling in price so far this year (Toy,
2018). From a stock-market perspective, Netflix represents a growth stock, where much of its
valuation is predicated upon the expectation of continual growth.

SWOT Analysis

The SWOT analysis, included on the following pages, is useful in the development of a forward-
thinking strategy for Netflix in its consolidated examination of both internal and external factors.
This analysis serves to identify factors pertinent to Netflix’s current or future competitive
advantage; for example, Netflix’s strengths can help them capitalize upon opportunities to
expand into more international markets given their experience with culturally tailored
programming, their breadth of content, and the infrastructure and resources necessary to support
such an expansion.
 Helpful Harmful
towards achieving the objective towards achieving the objective

Strengths Weaknesses
• Exclusivity with regards to licensing through • Heavy dependence on suppliers (networks etc.)
studios/broadcast networks o Suppliers are becoming competitors
• Status as pioneer in the industry (helps secure • High fixed costs
many highly-demanded titles to build • Financial resources are strong, but limited with
database→deterrent to new entrants because there regards to competition (like Amazon)
is a smaller pool of producers from which to gleam • Low brand loyalty (but high brand recognition)
content) • High cost to develop in-house content
• Competitive first-mover advantage • Environmental costs→terrible ranking for
o Strong brand name/knowledge base environmental awareness (garnered bad publicity
• Established economies of scale as competitors like Amazon and Facebook use over
• Strong focus on innovation across the organization 40% renewable energy with their services)
• Flexible infrastructure with low operating costs o Data server capacity puts tremendous
• Tons of consumer data AND expertise/data pressure on the environment
analysis capabilities to generate audience-specific
content
o Strong understanding of the user base
o Knowledge AND understanding of target
audience and consumer preferences
• High quality ratings for in-house content
• Convenient one-stop-shop
• No reliance on ad agencies
• Netflix has more subscribers worldwide than all
other streaming services combined
• Tremendous breadth of content offerings
• Not fragmented (license content AND own the
platform that content is consumed through→access
data to drive success across entire
business→vertically integrated)
o Important to leverage this information
• Ability to promote content on the platform itself
• Lots of customer interaction through media
• Little traditional advertising→organic brand
content strategy (subscribers grow, social media
engagement based on high-quality content and
resulting word of mouth)
• Account for more than one-third of North
American internet traffic
Opportunities Threats
• Further leverage consumer data and gain more • Studios/broadcasting networks taking away
impactful insights as technology and data mining exclusivity from programming
techniques/processes evolve • Development of existing/new alliances amongst
• Reduce reliance on suppliers/licensing by competition
continuing to develop and market in-house content • Few barriers
• Development of international business which has a • Content piracy
long way to go before reaching maturity (such as • Industry deregulation
partnerships in Europe) • Net neutrality→unfavorable terms and consumer
• Improve consumer perception of environmental frustration
awareness→explore solutions to reduce carbon • Technological penetration
footprint • Amazon looking to acquire live sports broadcasting
• Technological advancement (VR, 4K etc.) present rights
new revenue streams and ways to deliver content • Fierce competition
• Growing market for content in foreign languages o Few barriers to entry, market subjective to
(region-specific content) changes from rapid technological change
• Huge revenue potential from advertisements • Potential for investment into original content to
• Further leverage niche markets (documentaries, shrink library
specials etc.) that Netflix excels in • Revenue from international markets is affected by
• Increased ubiquity of the internet changes in exchange rates
• Leverage complements • Increases in subscription rates could lead to
o Potential movie deals to get in-house content consumers switching to competition
in cinemas (which have good profit sharing)
• Video streaming in china will more than quadruple
by 2020
• Capitalize on nearly 50% YoY growth for the 4k
television market (continue R&D to support
efficient 4k streaming)
Netflix Company Strategies

Competitive & Corporate Strategy

Netflix’s differentiated competitive strategy is focused on three primary components:

spending, content, and user experience. The company invests a tremendous amount of resources
into new content development annually, especially now geared towards its original shows and
movies, moving away from their previous strategy of focusing on licensing content under
ownership by other studios. This competitive strategy is rooted in their desire to build a content
portfolio of lasting value, which comes with large upfront costs, but which also will likely drive
growth for years to come (Bylund, 2018). Netflix’s focus on content is not one where quality is
compromised by quantity. The billions of dollars that are invested towards content-production
are largely spent on attracting industry-best directors, writers and actors whom are given a
tremendous amount of autonomy, enabling them to do their jobs well. As a result, Netflix’s
content portfolio received a leading 112 nominations at the 2018 Emmy Awards (Bylund, 2018).
This strategy has led them to become a high-quality entertainment platform, where exclusive
content keeps subscribers coming back for more.

The third most noteworthy component of Netflix’s competitive strategy is that of the user
experience, which the company has prioritized (Sonenshine,2018). The interface is simple and
consistent across all devices; it is easy to navigate, and Netflix doesn’t try to blend advertising
content into its streams like Hulu or Amazon who try to steer viewers towards downloads not
included in their service (Bylund, 2018). Netflix has realized that additional advertising revenue
ultimately isn’t worth the detraction that results from viewer dissatisfaction; anything that takes
away from viewers’ focus on content is removed from the platform (Bylund, 2018).

Global Strategy

Netflix is very much a global enterprise. As of 2017, it had operations in over 190
countries, and more than half of its 130 million subscribers lived outside of the US (Netflix,
2018). In Q2 2018, international streaming revenues for the company exceeded domestic
revenues for the first time, a fact that is impressive given how rapidly they expanded
internationally (Brennan, 2018).

Netflix’s global strategy is unique in that it must secure content deals on a regional basis.
The company faces many regulatory restrictions, and customers in new markets often prefer
local-language tailored content. Furthermore, many subscribers in new geographic areas are
accustomed to free content and hesitate to pay for streaming services (Brennan, 2018). Netflix’s
global strategy is important in that there already exists strong competition in many foreign
countries, where leaders offer localized content that mitigates any opportunity for a first-mover
advantage. The table on the following page examines key phases of Netflix’s global strategy:
 Key Component of Global Strategy Details

Selective market entrance Netflix selected markets based on perceived

differences, first selecting those that were less
differentiated; through this process, they
learned how to properly expand and enhance
their capabilities beyond the US (Brennan,
2018).

Faster, post-learning, expansion Drawing on the lessons from the first phase,
Netflix selected markets based on
attractiveness (similarities, affluence etc.),
and supported the rollout with local
partnerships and investments in localized
content and data analytics

Rapid expansion Expanded rapidly using the expertise

generated from previous phases; helped to
determine content preferences, marketing
tactics, and company-wide organization.
Focused in this phase on adding more
languages, optimizing personalization
algorithms, and expanding support for devices
and operations
Strategic Issues and Challenges
Netflix has the potential to dominate the next phase of entertainment distribution, but
they must certainly overcome obstacles to do so. Historically, one can observe that new
phenomena created opportunities for the success of new companies; as broadcasting replaced
radio, or cable replaced broadcasting decades later, companies that didn’t continually innovate
lost out and became illegitimate. Today, cable providers are losing millions of subscribers to
streaming services like Netflix, and only those who have built strong economies of scale remain.
This is something that Netflix managers must consider. Though they have capabilities and
intangible assets that are impressive, their physical infrastructure is still dwarfed by large cable
and TV companies across the world who can leverage these capabilities and their brand name
recognition to stay relevant.

Additionally, while Netflix is the undisputed leader of worldwide streaming, increased

competition and stagnated subscriber growth in their strongest markets hinder continual success.
As the streaming market becomes increasingly saturated, Netflix and their competition face
mounting pressure from one another. With companies like Disney investing heavily into
streaming services, Netflix must continually spend more each year on content; in 2018 alone,
they are projected to spend over $8 billion (Toy, 2018). The wealth of options that exists in the
industry, from Amazon to Hulu to Netflix, is overwhelming to consumers and means that one
provider cannot hope to provide all of the most desirable content at any one time (Toy, 2018). To
this end, Netflix is in a uniquely vulnerable position; if the subscription-content model loses
popularity, they don’t have another business to fall back on like Disney, Apple, or Amazon do
(Toy, 2018). Even though consumers pay for multiple services, the expanding environment
means that Netflix will have to work harder to attract and retain their subscriber base.

Finally, though inexpensive in comparison to cable and other streaming services, Netflix
is in many ways a premium product, which poses additional challenges. Exchange rates place the
service in a more expensive category in several countries, ad their high quality, professionally-
produced content further this perception. While Netflix’s strategic approach has been
undoubtedly successful thus far, one can see that platforms like YouTube are actually better
poised to dominate the streaming market in perpetuity. This is largely due to such things as the
rapid rate of technological change that make the production of professional-grade content easier
and revolutionize machine learning that better enable Netflix’s deep-pocket competition to catch
up (Moskwitz, 2018). Sustained success will require a shift in Netflix’s strategy; though their
subscription model requires spending a lot of money for content acquisition, streaming is not
necessarily overtly difficult or expensive to penetrate. Furthermore, the recent repeal of net
neutrality may shift power to other places along the supply chain where internet service
providers or cloud platforms will have more power and autonomy. As the company currently
stands, there is no guarantee of pricing power over consumers or legislation to help with pricing
power over suppliers (Philleo, 2018).
Growth Strategies
Netflix recently missed its global subscriber targets by over a million and added the same
number of subscribers that they did in the same quarter last year; this indicates that they are
nearing the saturation point for subscriber growth (Southern, 2018). It is therefore evident that
Netflix must implement a new strategic approach where they are not as susceptible to
fluctuations inherent to this saturated industry. To continue growing, Netflix has several options
to consider:

1. Continue focusing on original content development, allocating less and less funding
towards licensing content
2. Maintain presence in current markets, domestically and internationally, focusing only on
customer retention and competitive customer acquisition
3. Focus on international markets to continue growing
4. Diversify the current platform to include different types of content, becoming a more
holistic online destination for consumers

Strategic Recommendations
Netflix is currently in the business of buying and making content. While they have
experienced tremendous success with this business model, they are fighting a battle over content
acquisition and creation that is only becoming more competitive and expensive as new entrants
appear. Furthermore, many of their competitors, such as Amazon and Disney, have deeper
pockets and more resources. To best leverage their existing position, I recommend Netflix take
several actions, each of which are proposed in consideration of the following key decision
criteria:

Key Decision Criteria Weight (1 to 5) Source(s)

Become the best global 5 Williams, 2015

entertainment provider
Netflix.com, 2018

Grant, 2018

Help content creators find a 4 Williams, 2015

global audience
Netflix.com, 2018

Grant, 2018

1. Diversify their platform

a. I recommend that Netflix consider a strategy akin to YouTube, adding capabilities to
their existing platform that allow third party content providers to sell directly to
subscribers, but with prices controlled by Netflix.
b. This is both feasible and attractive when one considers Netflix’s primary strengths: they
possess an impressive and virtually unparalleled infrastructure for content creation and
delivery, tremendous brand name recognition, an unrivaled subscriber base, and are
attractive for many third parties (Hagiu, 2018). These parties are not limited to video
content providers, as the platform also appeals to marketers and game developers.
c. Allowing third parties to sell products within the service but outside of the subscription,
Netflix could add a substantial revenue source to their business that fulfills the growing
needs of their subscriber base.
d. Expanding their offering to become a more holistic destination for online entertainment,
Netflix can tap into an entirely different growth dimension; this is competitively
necessary.
e. This added breadth to their offerings can augment customer retention, as Netflix can
become a one-stop-shop for online content. This aligns with the key decision criteria,
enabling many more content creators to reach global audiences, and making Netflix’s
platform a more holistic entertainment destination.

Key Risks for Diversification Addressed

a. While there are undoubtedly risks inherent to this strategy, such ventures have
historically worked in the past. Amazon, for example, started as a retailer before
adding a marketplace where consumers purchase directly from third parties. This is
now arguably their most successful endeavor, one that Netflix has the opportunity to
mimic in a digital context.
b. Being a platform for content is much more scalable and defensible than their existing
infrastructure, which is essentially centered upon reselling and producing expensive
content.
c. This is a relatively low-risk-high-reward scenario; by shifting towards becoming a
hybrid aggregator, Netflix can mitigate competition and experience immediate growth
in markets that they haven’t yet entered; additionally, expense is limited as they
needn’t create this content or radically change their infrastructure to accommodate
third parties.
i. They also have the resources and technical expertise necessary to integrate
third party content within the existing platform.
d. Another risk inherent to opening up the platform is that of quality control and
inefficient resource allocation. However, given Netflix’s resource-rich nature and
proven ability to innovate, this can be mitigated through continual monitoring and a
phased rollout (see Time Frame and Key Actions).
e. This new strategy will also help in realizing cost reduction and resource efficiency.
Netflix’s content licensing agreements constitute one of their most significant
expenses
i. For example, they spend an average of almost $200 million to access Disney
content for just one year (Jalan, 2016).
f. The compound annual growth rate of video content consumption across mobile
technologies has been 100% for several years
 i. While Netflix has the second largest share of the market with 9%, YouTube
possesses over 70% (Philleo, 2018). This is noteworthy in the context of the
proposed strategy: with the largest streaming services all intent on acquiring
and producing as much engaging and diverse types of entertainment as
possible, implementing this recommendation will allow Netflix to mitigate
multiple or continually switching subscriptions as users won’t be able to
exhaust their endless offerings and will be less incentivized to juggle multiple
subscriptions.

2. Continue focusing on original content development, allocating less and less funding
over time towards content licensing
3. Continually allocate resources to international expansion, namely in countries where
there is high pressure for localization that Netflix can uniquely satisfy (unlike key
competitors)

a. In conjunction with diversifying their current platform, I recommend that Netflix

continue their efforts regarding original content development and international expansion.
Though growth has stagnated, these endeavors have proved tremendously successful and
are primary drivers behind the company’s success. These recommendations both align
with Netflix’s key decision criteria; their proven success in developing original content
has allowed them to attain high user ratings on a global scale. This is largely due to their
expertise in local responsiveness, which the recommendation of continuing international
expansion furthers. Having established industry-leading practices in such things as
dubbing shows in a manner that maintains authenticity in tone and language, for example,
they personalize content in as many ways as are possible for members regardless of
location (Netflix, 2018). They don’t think of their users by market as other companies so
often do. Rather, they understand that their users can and often do have the same tastes as
someone on the other side of the world. Netflix focuses on these taste communities that
transcend borders and allow them to promote their content in a compelling way.
b. The risk of foregoing these strategies is higher than that of pursuing them. Netflix is
reliant on these endeavors for funding, current growth, and customer retention. Though
they can be altered over time, they should maintain the status quo for the time being (see
time frame and key actions, below, for more details).

By focusing on the aspects of their business that have been so successful thus far and
leveraging these competencies to diversify their platform to include third party developers,
Netflix will be poised to become the best global entertainment provider, helping an increasing
number of content creators find an audience.
 Quantitative Analysis

The proposed recommendations are supported by the following quantitative analysis,

which examines the various growth strategies against the key decision criteria.

Option #1 Option #2 Option #3 Option #4

Key Decision Weight Focus on Total Total Total Diversify Total

Criteria original Maintain Intl.
content Expansion
development

Become the 5 4 20 2 10 4 20 5 25
best global
entertainment
provider

Help content 4 2 8 1 4 2 8 5 20
creators find a
global
audience

TOTALS 28 14 28 45
Time Frame & Key Actions

The following outline examines how Netflix can best implement these recommendations:

Recommendation Time Frame & Key Actions

Diversify the current 1. Develop beta testing module through which third party
platform by allowing content producers (including individuals, gaming platforms
third party content etc.) apply to test content on Netflix’s platform
providers to sell on it 2. Perform focus group research in the most established markets,
testing tailored-recommended content of third parties
3. Launch multi-channel marketing campaign, spanning all
mediums available, to generate awareness and inform the user
base
4. Launch third party platform as a separate viewing option
within the existing Netflix platform
5. Slowly integrate third party content through tailored user
recommendations
6. Integrate third party content within broader framework
7. Continue to grow network of third party providers with a
vetting process to maintain content quality

Continue focusing on 1. Maintain existing investments in original content creation for

original content FY2019
development, allocating 2. Focus on sequel development, continuing to leverage data
less funding towards analytics to maximize ROI
content licensing 3. Phase out licensing of non-Netflix content based on
viewership and ratings on an annual basis

Continually allocate 1. Slow investment in foreign market expansion, instead

resources to focusing on becoming more established in existing,
international expansion, expansive, network
namely in countries 2. Focus on established best practices for localization within
where there is high existing international markets: language dubbing, local
pressure for localization content generation, joint ventures with existing companies
and which Netflix can etc.
uniquely satisfy (unlike 3. Continue strategy of identifying markets that Netflix can
key competitors) uniquely enter on a quarterly basis, driven by seasonality and
other such viewing considerations
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