A Quote by David Harbour
Netflix sees people as users or subscribers or customers. Historically, networks have seen people as viewers.
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When designers intentionally trick users into inviting friends or blasting a message to their social networks, they may see some initial growth, but it comes at the expense of users' goodwill and trust. When people discover they've been duped, they vent their frustration and stop using the product.
News networks giving a greater voice to viewers because the social web is so popular are like a chef on the Titanic who, seeing the looming iceberg and fleeing customers, figures ice is the future and starts making snow cones.
But with 9/11, we found that people tended to come back to the networks and the people who had been our core viewers in the past came back and they have stayed with us.
Networks decide who will have a chance to do shows, but it is the viewers who make the final decision of who stays and who goes. I am very fortunate, in that the television viewers of our country have decided that Bob Barker can stay.
More people have seen 13th on Netflix than have seen all my films put together between the Sundance winners and Selma, and the whole international distribution of film.
I think its going to be continually tougher on the big networks as more cable channels do really interesting television. The big networks have a choice to make: Do we try to be all things to all people and get the shows that will deliver 20 million viewers a week? Are we the McDonald's of television? Or are we going to try to be more specific?
With each project, I'm going for something that makes viewers think, 'Wow, I've never seen a film like this before,' and later think, 'Wow, I've only seen a film like this once before. I saw it in theaters and am watching it now on Netflix or a similar streaming service.'
Because I've worked with Netflix from the beginning, and that's my first job, I only want to work with creators, producers, and networks that are pushing the limit and putting people on the screen that haven't had their stories told yet.
It is users that are driving the networks with innovations on top of the networks and with innovations in the devices space. This is very healthy.
Well, we're about 24 million subscribers today, and that's up from about 15 million a year ago, so it's a very high rate of growth, and that's what's exciting about the business - more and more people are getting smart TVs, they're watching Netflix on their iPads.
I think the networks, in general, have to evaluate what's happening around them. I'm sure they're scared about a lot of things: Amazon, Netflix, Hulu, and all these places that allow people to watch shows in chunks.
Netflix is in every country except China and North Korea. Enough people have seen the show. I mean, I'm in Patagonia and people recognize the show [ Narcos].
I think people know what they're getting with my name, because they've seen my specials on Netflix.
When I got a million subscribers, it just sort of snowballed from there because a lot more people show interest. They're like, 'Who's this? They've got a million subscribers; maybe I'll like their channel.'
Many companies operate from more of a command-and-control environment - they decide what's going to happen at headquarters and have the organization execute. That doesn't work here because it's the community of users who really have control.
So we enable, not direct. We think of our customers as people, not wallets. And that has implications for how we run the company. We partner with our customers and let them take the company where they think it's best utilized.
If you ask who are the customers of education, the customers of education are the society at large, the employers who hire people, things like that. But ultimately I think the customers are the parents. Not even the students but the parents. The problem that we have in this country is that the customers went away. The customers stopped paying attention to their schools, for the most part.
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