Platform Netflix Quotes

the entertainment industries’ existing processes for capturing value from blockbusters start with a set of experts deciding which products are likely to succeed in the market. Once the experts have spoken, companies use their control of scarce promotion and distribution channels to push their products out to the mass market. In short, these processes rely on curation (the ability to select which products are brought to market) and control (over the scarce resources necessary to promote and distribute these products). Long-tail business models use a very different set of processes to capture value. These processes—on display at Amazon and Netflix—rely on selection (building an integrated platform that allows consumers to access a wide variety of content) and satisfaction (using data, recommendation engines, and peer reviews to help customers sift through the wide selection to discover exactly the sort of products they want to consume when they want to consume them). They replace human curators with a set of technology-enabled processes that let consumers decide which products make it to the front of the line. They can do this because shelf space and promotion capacity are no longer scarce resources. The resources that are scarce in this model, and the resources that companies have to compete for, are fundamentally different resources: consumers’ attention and knowledge of their preferences.

Historically, humans have engaged in activities that have natural stopping cues—no more apples on the tree, no more ale in the barrel, the end of a chapter, the end credits. Platforms including Facebook, Instagram, and Netflix have systematically eradicated stopping cues—similar to casinos, which deliberately have no hard angles, only one continuous space to keep you moving through it, on to the next wager. Netflix has become an endless show; TikTok, an endless video.

registered email address and went global in 2007. Twitter split off onto its own platform and went global in 2007. Airbnb was born in 2007. In 2007, VMware—the technology that enabled any operating system to work on any computer, which enabled cloud computing—went public, which is why the cloud really only took off in 2007. Hadoop software—which enabled a million computers to work together as if they were one, giving us “Big Data”—was launched in 2007. Amazon launched the Kindle e-book reader in 2007. IBM launched Watson, the world's first cognitive computer, in 2007. The essay launching Bitcoin was written in 2006. Netflix streamed its first video in 2007. IBM introduced nonsilicon materials into its microchips to extend Moore's Law in 2007. The Internet crossed one billion users in late 2006, which seems to have been a tipping point. The price of sequencing a human genome collapsed in 2007. Solar energy took off in 2007, as did a process for extracting natural gas from tight shale, called fracking. Github, the world's largest repository of open source software, was launched in 2007. Lyft, the first ride-sharing site, delivered its first passenger in 2007. Michael Dell, the founder of Dell, retired in 2005. In 2007, he decided he'd better come back to work—because in 2007, the world started to get really fast. It was a real turning point. Today, we have taken another

Facebook’s ranking work was sloppy—there was no other way to put it. The company altered its recommendation systems on the basis of A/B tests that ran for just a few weeks, months less than the period Netflix considered necessary to observe longer-term shifts in user behavior. Facebook was more cavalier in shaping a global communications and broadcasting platform than Netflix was about deciding to steer users toward The Great British Bake Off. (A company spokeswoman disputed Gomez-Uribe’s recollection of hasty and inadequate testing of ranking changes, calling the company’s experiments rigorous and focused on improving user experience.)