i have prepared a case study on Netflix. this file contains the basic knowledge about the world's most popular OTT platform. it will give you knowledge about how netflix started?,when and what they did ti get here they are today.

1. A CASE STUDY OF
NETFLIX
BULBUL UPADHYAY

2. THE STORY OF
NETLFIX:-
In 1997, REED HASTINGS, co-founderof NETFLIX,
had to pay $40 in late fees after he failed to return a
movie on time. He and MARC RANDOLPH got together
and hatched a plan to create “the AMAZON.com of
something”. Because of that $40 bill, they chose DVDs.
At least, that is the story HASTING like to tell.
RANDOLPH, who left NETFLIX in 2002, said that was
just a story to show how much betterthey are than their
employees.
They only chose DVDs for their “Amazon.com of
something” because they were not going to go out to style
and they thought it would hold up in the mail.
REED and MARC proceededto mail a DVD down the
street to see if it survived. Once it did, NETFLIX
was born.
These are several versions of the start of the NETFLIX.

3. Regardless of how NETFLIX really started, we love them
for it!
And we love what they did to the entertainmentindustry.
OBJECTIVES FOR CHOOSING
NETFLIX:-
 NETFLIX is one of the leading streaming services
offering wide variety of award winning shows,
movies, anime, documentaries, and more on
thousandsof internet connected devices.
 NETFLIX offers customer oriented services. This is
why the customer feedback is very good. The brand
has expanded globally and its customer base is now
nearing 140 millions.
 NETFLIX has a strong financial performance which
allows it to invest more in research and development,

4. production of original contentas well as marketing
which leads to faster expansion of customer base.
 NETFLIX is the platformwhich has changed the
lives of many. I also use it and I personallybelieve
that it has made many things easier for us to do.
NETFLIX’S
TIMELINE:-
1997-Netflix is founded by REED HASTINGS and
MARC RANDOLPH
1998-Website is launched with 925 movies available to
rent.
1999-Raises $30 million in venture capital.
Launches the monthlysubscription.
2000-Now offers personalised movie recommendations.
Makes a deal with Warner Home Video and

5. Columbia Tri-Star that involves revenue sharing.
2002-Goes public for $15 per share.
MARC RANDOLPH leaves NETFLIX.
2003-1 Million subscribers and 15 thousandtitles.
2005-4.2 million subscribers.
2007-Introducesstreaming.
Delivers its billionth DVD.
2008-Now available on Xbox 360, Blu-ray disc players.
2009-Now available for streaming on the PS3. Internet
connected TVs and otherinternet connected
devices.
2010-Expandsto Canada,
Now available on Apple products, Nintendo Wii,
and otherinternet connecteddevices.
2012-Expandsto Europe, starting with the UK, Ireland,
and in the Nordic countries.
Massive Christmas Eve Outrage.

6. 2013-HOUSE OF CARDS is released.
The “PROFILES” feature is released.
Launches ORANGE IS THE NEW BLACK.
Expands to the Netherlands.
2014-Announces574% growth over the last 5 years.
Takes part in the “Internet Slowdown Day” protest.
Expands to Austria, Belgium, France, Germany,
Luxembourg and Switzerland.
2015-Expandsto Japan, Australia and New Zealand.
2016-Starts to offer originals for kids.
Rolls out offline playback feature
Partners with Univision to broadcast the first
season of Narcos.
Netflix is officially worldwide,
2017-20 year anniversary!
Wins first Oscar with THE WHITE HELMETS

7. For Best Documentary Short Subject.
2018-Wins Oscar for Best Documentary Featurefor
ICARUS.
NETFLIX’S MODELS:-
As companies grow, product strategies evolve. Here’s
how NETFLIX might communicate its product strategy
today.
1) THE GLEE MODEL
G- GET BIG ON DVDs
L- LEAD DOWNLOADING
E- EXPAND WORLDWIDE
O- ORIGINAL CONTENT
I- INTERACTIVE STORYTELLING

8. There’s no reason the “GLEe” model should end at three
steps. As companies evolve, extend the model further into
the future. It’s evident today that original content is vital
for NETFLIX, but a previous original contenteffort,
“RED ENVELOPE STUDIOS” failed in 2008.
In 2013, however, ”HOUSE OF CARDS” succeeded,
paving the way for hundredsof NETFLIX original
movies and TV shows.
The intent of the “GLEe Model”is to encourage product
leaders to think long-term and to think big.
2) DHM MODEL
There are lots of high-level product hypothesis in test
today at NETFLIX.
Here are the most important of them.
PERSONALISATION-This capabilitymakes it easy for
members to find and watch movies they’ll love, and it’s
also hard to duplicate.
Personalisation improves Netflix’s margin, too, by
enabling NETFLIX to “right-size” its contentinvestment.

9. ORIGINAL CONTENT-NETFLIX exclusive content
delights customers. And the company continuesto take
advantage of its hard to copy economy of scale.
A BETTER WATCHINGEXPERIENCE-NETFLIX
invests in tools that make a member’s viewing experience
even better. Like Ultra HD video/sound, custom playback
speed.
INTERACTIVE STORYTELLING-NETFLIX is
building the toolsboth for studios to create interactive
stories and members to “choose their adventure”.
3) THE GEM MODEL
After twenty years, NETFLIX’s membership continuesto
grow at a fast rate. Here’s how the company might force-
rank growth, engagement, and monetization today:

10. I think NETFLIX will continueto prioritize growth to
build economies of scale, its brand, and establish an even
larger network effect via its hardware partners.
Second, NETFLIX will look for ways to improve its
economic efficiency so that it can re-invest the additional
profit in original content.Third, NETFLIX will continue
to increase engagement, as measured by monthly
retention.But with only a 2% monthly cancel rate, this
metric is getting harder and harder to improve.
4) THE SMT LOCKUP
Below are the four productstrategies on the left, along
with the proxy metrics and tactics that correspond to each
hypothesis:

11. I’ll focus a little on the “better watching experience”
strategy, highlighting the lockup with its proxy metric and
tactics. The theory: if members experience exceptional
visual and sound quality, they will be less likely to cancel
NETFLIX. But because retention is so hard to move, the
productteam needs a more sensitive proxy metric. I
speculatethat the “percentage of members who watch at
least 40 hours/month”is a reasonableproxy- more
watching experience are betterlip- synching for foreign
titles and the roll- out of server- based UI for all hardware
partners, ensuring members have the most up-to-date
browsing and viewing experience on their TV.

12. 5) THE ROLLING 4- QUARTER PRODUCT
ROADMAP
Here’s a speculative roadmap. Beginning Q3,or JULY of
2020:
This roadmap presents a story of how the product
strategies and projects may come to life over time. It also
shows how the pieces fit together.

13. All the models I mentioned above are speculative. These
models are bound to change with the change in the
strategies used by the NETFLIX.
There are many more research models based on the
strategies used by NETFLIX.
THANK YOU,