為什么消費者肯原諒Netflix？

????在線視頻流媒體服務(wù)商Netflix 最近報告稱，上個季度公司利潤增加了一倍多。這不僅證實這家公司已經(jīng)一舉扭轉(zhuǎn)頹勢，而且也為整個高科技產(chǎn)業(yè)揭示了一個深刻的道理：當一家公司建立并主導(dǎo)一個巨大的新市場時，消費者希望它成功，愿意團結(jié)在它周圍，即使這家公司有搞砸的時候。

????就在三年前，Netflix犯了一個值得銘記的錯：該公司試圖從流媒體中剝離DVD出租業(yè)務(wù)，并開始漲價。但到那時為止，Netflix已經(jīng)圍繞流媒體電影構(gòu)建了一個強大的全新市場類別和生態(tài)系統(tǒng)——一種前所未有的娛樂產(chǎn)品分發(fā)形式。

????接下來發(fā)生的是一個寬恕和救贖的故事；或者說是一個愛情故事，主角就是那些享受由Netflix主宰的全新服務(wù)的消費者們。

????在上世紀90年代末，Netflix剛創(chuàng)立時一如所有傳奇科技創(chuàng)業(yè)公司那樣，它攜引人注目的新技術(shù)和全新商業(yè)模式橫空出世，在市場上引起了一輪風暴。它使用網(wǎng)絡(luò)作為連接客戶的渠道，挑戰(zhàn)實體店，把視頻租賃轉(zhuǎn)化為一種按月繳費的服務(wù)。無需滯納金。結(jié)果，Netflix以一種與眾不同的媒體消費形式改變了顧客感知價值的方式。這種新穎的戰(zhàn)略開創(chuàng)了DVD訂閱新市場。而以這個簡單而強大的創(chuàng)意，Netflix擊潰了DVD租賃市場霸主百視達公司(Blockbuster Video)。

????僅僅幾年后，情況就發(fā)生了鮮明的逆轉(zhuǎn)。2011年，Netflix提高服務(wù)價格，并宣布將取消DVD郵寄業(yè)務(wù)，此舉引發(fā)消費者強烈反彈，多達80萬用戶相繼逃離，Netflix的股價應(yīng)聲暴跌。

????隨后發(fā)生了一件頗具傳奇色彩的事情。CEO黑斯廷斯公開表示，“這事我搞砸了，”還說，“事后看來，過去的成功滋長了我的傲慢自大。”如此坦白的認錯確實令人震驚。尤其是當你考慮到首席執(zhí)行官們很容易墮落為“首席自負官(Chief Ego Officer) ”。黑斯廷斯沒有自我膨脹。他悉心聆聽，并迅速采取行動。Netflix修正了它的定價策略。

????跌倒時，Netflix非常精明地請求市場寬恕。消費者也希望它能重整旗鼓。這個市場早已對Netflix產(chǎn)生了依賴心理。

????更妙的是，一旦獲得原諒，Netflix立即獎勵消費者——通過創(chuàng)新，以及進一步改善服務(wù)。

????憑借自身掌握的客戶觀看視頻內(nèi)容、時間、地點和方式的大數(shù)據(jù)，Netflix開始制作自己的內(nèi)容。它下了一個非常大膽的賭注：專為互聯(lián)網(wǎng)流媒體打造的專有娛樂內(nèi)容將進一步提升公司收入，擴大市場份額。這一招果然奏效！就這樣，Netflix趁著數(shù)字競爭對手蘋果公司(Apple)和亞馬遜(Amazon)打盹的工夫，一舉粉碎了舊的內(nèi)容商業(yè)范式。至少目前是這樣。

????所有這一切都出自另一個簡單而強大的想法——讓人們能夠在任何時間、任何設(shè)備上，以他們期許的方式消費精彩好看的娛樂內(nèi)容。奧斯卡獎得主，劇集《紙牌屋》(House of Cards)聯(lián)合出品人凱文?史派西去年就這一話題發(fā)表了一場震動媒體世界的演講。

????2013年，Netflix公司憑借劇集《紙牌屋》，成為首家贏得艾美獎(Emmy)的非電視網(wǎng)絡(luò)機構(gòu)。本季度的業(yè)績在某種程度上受益于《女子監(jiān)獄》(Orange is the New Black)和《紙牌屋》第二季的成功熱播。這兩部備受期待，廣受好評的劇集共獲得31項艾美獎提名。

????現(xiàn)在，Netflix正處在一個臨界點上，往前一步就能成就偉大。當這家公司正在跟來自好萊塢、亞馬遜的威脅針鋒相對，努力解決互聯(lián)網(wǎng)分銷問題的時候，一個疑問是，它能否成為一家起決定性作用的數(shù)字媒體公司？

????Netflix公司正在籌謀主宰未來的媒體格局。現(xiàn)在，他們將不得不拿出更多的勇氣，采用能夠讓消費者滿意，讓競爭對手知難而退的方式來創(chuàng)造、分發(fā)內(nèi)容并實現(xiàn)貨幣化，同時還要采取強硬手段保住目前領(lǐng)先的網(wǎng)絡(luò)分銷渠道地位。所有這一切需同時進行，這是一個艱巨的任務(wù)。這家公司與亞馬遜的戰(zhàn)爭很可能會不斷升級。來自蘋果和其他對手的壓力也將日益加大。現(xiàn)在的問題是，Netflix是繼續(xù)創(chuàng)新，還是再次滋生傲慢情緒，枕著那些艾美獎杯睡大覺？時間會告訴我們答案，但我們不會賭Netflix將輸?shù)暨@場戰(zhàn)爭。(財富中文網(wǎng))

????本文作者戴夫?彼得森、艾爾?拉馬丹和克里斯托弗?羅克海德是Play Bigger Advisors公司聯(lián)合創(chuàng)始人。這家總部位于舊金山的咨詢機構(gòu)致力于指導(dǎo)科技公司高管如何打造市場領(lǐng)先的公司。

????譯者：葉寒

????Online video streaming service Netflix recently reported that profits more than doubled during the last quarter. This not only says a lot about how the company managed to turn itself around, it also reveals a profound truth about the overall tech industry: When a company builds and dominates a big new market, customers want it to succeed and will rally behind it even when it screws up.

????Just three years ago, Netflix monumentally muffed up when it tried to split off DVD rentals from streaming and raise prices. But by then, Netflix had created a strong new market category and ecosystem around streaming movies – a new form of entertainment delivery that had never existed before.

????What happened next is a story of forgiveness and redemption; a love story between the customers of a whole new service that Netflix dominated.

????In the late ‘90s, the company did what legendary tech startups do. It stormed incumbent kingdoms with compelling new technology and a new business model. It used the Web versus physical stores as its channel to customers and transformed video rentals into a monthly service. With no late fees. As a result, Netflix changed the way customers perceived value with a different approach to media consumption. This original strategy created a new market for DVD subscriptions. This simple and powerful idea crushed Blockbuster Video.

????This is a stark contrast from only a few years ago. In 2011, customers revolted as the company raised prices and announced plans to spin off the DVD-by-mail business. Netflix stock tanked as 800,000 subscribers fled.

????Then something legendary happened. Hastings said publicly “I messed up” and “In hindsight, I slid into arrogance based upon past success.” This is a stunning admission. Especially when you consider how easily CEOs can slip into becoming the “Chief Ego Officer.” Hastings didn’t. He listened. He took swift action. Netflix fixed its pricing policy.

????When Netflix stumbled, it was savvy of them to ask for the market’s forgiveness. Consumers wanted Netflix to bounce back. The market had come to depend on Netflix.

????Better yet, once forgiven, Netflix rewarded its customers – by innovating and making its services even better.

????Netflix used the big data they have on what, when, where and how their customers watch video to start creating its own content. It made a big and bold bet that proprietary entertainment – purpose built for Internet streaming – would drive revenue and expand their market ever further. Man, did it work. As a result Netflix caught their digital competitors Apple and Amazon

????napping and smashed the legacy content business paradigm. At least for now.

????All with another simple, powerful idea – give people great entertainment, the way they want to consume it, at anytime, on any device. Academy award winner and House of Cards co-creator Kevin Spacey gave a seminal speech on this topic that rocked the media world last year.

????In 2013, Netflix became the first non-TV network to win an Emmy for the series House of Cards. This quarter’s results were in part driven by the second season success of Orange is the New Black and House of Cards. Both were eagerly awaited, critically acclaimed and combined have 31 Emmy nominations.

????Now Netflix stands on the precipice of greatness. As it stares down threats from Hollywood, Amazon.com, and grapples with Internet distribution problems, the question is can they be the defining digital media company or not?

????Netflix is positioning to dominate the media landscape of the future. Now they will have to summon even more moxie as the battle to create, deliver, and monetize content in ways that delight consumers and slay competitors, while playing hardball to secure premier Internet distribution. All at the same time. It’s a tall order. And the company is likely to face an escalating war with Amazon, more pressure from Apple and many others. Now the question is will Netflix continue to innovate or slip back into arrogance and rest on its Emmys? Time will tell, but we wouldn’t bet against them.

????Dave Peterson, Al Ramadan and Christopher Lochhead are co-founding partners at Play Bigger Advisors, a San Francisco-based firm that coaches technology executives to build market-leading companies. Follow @playbiggerad