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The Walt Disney Company Korea, Executive Director, Integrated Marketing | Ex Netflix | Ex TikTok | Ex Nivea | Ex Coca-Cola | Ex Unilever | Ex Chanel | Ex Ogilvy | Ex Universal Music Group
Big data is powerful, but big data plus big ideas is transformational. If you aim to disrupt an industry, you must be willing to disrupt yourself. Strategy is culture, culture is strategy. #netflix #culture #strategy #netflixculturememo #entertainment #digital #technology https://lnkd.in/guYYDa82
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Thought experiment for investors. Traders keep on moving by. The Walt Disney Company (DIS) hit a cycle-low share price of $78.73 just last month. Its shares are now trading north of $87 per share after reporting 3Q23 financial results. Its former, universally respected CEO, Bob Iger, is back at the helm; he is cutting costs and embarking on streamlining the company through strategic partnerships, and outright sales of certain units, and will likely be taking full ownership of Hulu soon. The prior cycle high for the company's share price was north of $185 per share. Here's the thought experiment, would you bet against the company's share price being north of $150 three years from now? Would you bet against the share price being over $200 five years from now? If not, what would keep you from acquiring shares at current levels?
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Upskilling the workforce through AI education. My journey is to educate 100,000 people and share all the lessons I learn along the way.
Do not be the next Blockbuster video. To avoid becoming the next Blockbuster, companies must adapt to changing consumer preferences and new technologies. The rise of Netflix demonstrates how important it is for businesses to stay ahead of industry disruptions. By examining a company's investment in AI-focused learning and development, one can assess its preparedness for the future and ability to remain competitive. What are your thoughts?
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We've all been there—sticking with a Netflix movie we don't like just because we've already started. It's that 'sunk cost' feeling. Top brands leverage this cognitive bias as a powerful tool to keep users engaged, buying time to deliver more value. #marketingpsychology #marketingtip
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In the world of business, there's a fine line between caution and stagnation. Yet, as Mark Zuckerberg rightly expressed, "The only strategy that is guaranteed to fail is not taking risks." Reflect on this wisdom with a real-world scenario: Netflix, which boldly shifted from DVD rentals to streaming services and companies like Amazon recognized the potential of e-commerce early on and invested in building an online platform, revolutionizing the retail industry. Just like how these companies have achieved milestones by taking risks and innovation, your business journey can also be marked by significant achievements through bold decisions and strategic leaps forward. Remember, greatness often lies on the other side of risk. How do you tackle challenges in your business? Let's strategize together! #BusinessStrategy #Innovation #RiskTaking #BusinessGrowth #RiskManagement #BusinessChallenges #Transformation #SuccessStories
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Within the boundaries of existence, sharks don't know that camels exist. Isn't it interesting how that phrase illustrates a profound truth about the boundaries of perception—a concept that resonates deeply in the business realm? How often do companies operate with a limited view of their competitive landscape, unaware of opportunities and threats lying just beyond their immediate environment? This phenomenon, often referred to as "industry dissonance," characterizes organizations that fail to proactively respond to their external feedback and market shifts. This topic crossed my mind when I saw Netflix's strategic reorientation. In response to the decline in membership subscriptions, Netflix decided to re-position itself in the market and regain leadership. Here is how it is achieving this goal: Wall Street measures companies like Netflix primarily through subscriber counts, a critical KPI for assessing market share. Yet, with stagnating membership growth and prevalent account sharing, this metric alone no longer serves as a reliable indicator of Netflix's financial health or market leadership. Recognizing this, Netflix shifted its focus to other vital performance metrics. Changing the rules alters perception: - Netflix's strategic reorientation shifts the focus to Revenue (introducing the $6.99 level with ads), cash flow, operating margin, and time spent on Netflix (similar to Facebook to generate ad-based revenue) - Diversifying content to include live sports, echoing YouTube TV's strategy with NFL Sunday Ticket, with plans to invest in broadcasting rights for NBA games. - Entertainment: Netflix signs a 10 years, $5 billion deal to broadcast WWE - Reality series: After the success of 'Drive to Survive,' the Formula 1 reality series, Netflix wants to explore similar formats in other sports and entertainment areas. The Netflix story highlights a major raison d'être: You have to be in line with your environment by altering your competitive advantage. Staying relevant is empowered only by creating a free flow of information between upper and lower management, with less friction, and more openness to receiving live feedback. Organizational culture is a crucial factor in enabling a fluid structure that allows innovation and business intelligence to inform decision making. Netflix’s journey is a compelling reminder that in the dynamic landscape of global business, staying relevant demands a constant reassessment of competitive advantages and a commitment to evolve strategically in response to external market dynamics. #Business #Change #Netflix #Culture #Strategy #Competition #Adaptation #Proactive #Technology
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The key to making better decisions is to eliminate blind spots. The more information you have, the better your decision will be. In business, you do not want surprises - and you can achieve them by changing your perspective. Each perspective offers new information. Traditional cable TV providers failed to anticipate how Netflix would change consumer behavior. They underestimated their new competitor and did not commit to market research, understanding perspectives, and products. Netflix became their blind spot. Companies like Blockbuster ran out of business because they failed to switch to another lens (perspective). No product will be the "best" or the "best loved" forever. They will keep evolving; to keep up, you need to watch for what to do better. What other companies do you think failed because of a blind spot? #perspective #decisionmaking #business
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I love today's history question from my daily calendar Think You Know Films? 😊 - not only do I know the answer is Warner Bros., but it reminds me that AOL was just as famous as other tech-computing brands like Microsoft and IBM, and was the most famous brand name associated with the Internet at the time of the 2000 merger, compared with the 2-year-old Google! AOL did believe that by merging with a name famous for their movies and TV (WB, HBO, Turner Classic Movies, etc.), they could lead the way in pushing tech-entertainment synergy (like Sony's Columbia and PlayStation) - more than a decade before another tech-internet giant Netflix would begin investing in original content! 🙂🌐🎬 #branding #entertainment #entertainmentindustry #filmhistory
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Experienced advertising specialist with a passion for client growth through creative marketing & technology.
Close the data gap and measure your investment in Netflix with IntentKey. 🤖 Our AI technology lifts the curtain on campaign performance across devices, revealing real returns from Netflix advertising and connecting spend to actionable insights. 📣 Ready to drive 🚗 your Netflix buying strategy into action 🎬 ? Let's connect! Send me a 💬 message or email me at christina.smith@inuvo.com. Learn more about how IntentKey can help you make data-driven decisions for your Netflix campaigns: https://inuvo.com/netflix/ #inuvo #intentkey #advertisingsolutions #netflix #performance #insights
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Consolidation isn't what's ailing Hollywood, contrary to recent comments by FTC chair Lina Khan. Hollywood is currently being walloped by two trends: People are abandoning both cable TV and movie theaters. In response, the major players like Disney, Comcast, Warner Bros. Discovery, and Paramount Global are burning billions of dollars to create their own streaming services. They are navigating a tech transition that would be painful under any conditions, but is made doubly so by the fact that they are chasing first-mover Netflix and facing competition from deep-pocketed tech companies like Apple and Amazon. Oh, and they have to contend with a whole other wave of competitors for audiences' attention and time: creators on YouTube, TikTok, and more. In this environment, consolidation among media companies might be needed just to keep their heads above water. And if the FTC moves to block any significant media merger, that could be a big mistake.
Please, Lina Khan, don't make Hollywood's crisis worse
businessinsider.com
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