Netflix company that deals on movies, tv shows, online gaming lives on your laptop split into two websites offering a triggering fresh round of development against from angry customers. The competency of future streaming gave us a wide showcase of getting best future technology in a modern world.
In July, Netflix CEO Reed Hastings announced a plan in splitting its services – streaming video service and DVD-by-mail service – which resulted in creating another website Qwikster focusing on DVD-by-mail-service.
Credit: Netflix
The separation almost completely transfer all access with each site has its own system of payments with each charging $7.99 per month unlike before both services charge for only $10 per month.
The latest issues on Netflix has downtrend effects on viewer since some estimated 1 million of its subscribers lost interest in acquiring its services due to price increase.
Some of the viewers having dislike comments on the latest changes “You’re not a DVD company and a streaming company: you’re where I go to watch movies. That’s it,” said one commenter, Jeremiah Cohick. “The future clearly is streaming, but by separating and charging more for access, you’re wildly less valuable to me. I’ll likely cancel. You haven’t listened to customer feedback. You’re delusional and you’re lost.”
In which CEO Hastings has replied in the threaded comments that leave a distaste results “By separating the services and charging for both ($7.99) we can license more streaming content,” Hastings said. “We are hungry for better streaming service.”
Netflix plan in the future did not reflect the actual cause why the company was force to apply changes of its services. The explanations of CEO Hastings have been revised to clear up everything and became apologetic. The CEO shows the importance of survival when companies like AOL dialup and Borders bookstores in the long run they end up dying. His justification this time shows more understanding than greed:
“For the past five years, my greatest fear at Netflix has been that we wouldn’t make the leap from success in DVDs to success in streaming. Most companies that are great at something–like AOL dialup or Borders bookstores–do not become great at new things people want (streaming for us) because they are afraid to hurt their initial business. Eventually these companies realize their error of not focusing enough on the new thing, and then the company fights desperately and hopelessly to recover. Companies rarely die from moving too fast, and they frequently die from moving too slowly.”
And added some insights on investors and financial analysts point of view and not as customers:
“We realized that streaming and DVD by mail are becoming two quite different businesses, with very different cost structures, different benefits that need to be marketed differently, and we need to let each grow and operate independently.”
The future technology lies in future streaming as getting best on entertainment became nowadays hot property for comfort and convenience.
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