Reference no: EM133168922

1. How should Netflix balance the need to invest in original or exclusive programming without incurring "sticker shock" from its U. S. subscriber base that will lead to excessive membership cancellations?

2. in spite of the in?ux of many new streaming services in the U.S. market, how might Netflix use its global presence, scale, and capabilities to undercut or co-opt a few of the marginal players?

3. How does Netflix win back (or grow) customer segments that have the disposable income and desire to join many streaming services? Please address two diverse customer segments, e.g., millennials and seniors. Feel free to use your imagination of other customer segments Netflix needs to win back or grow.

4. How does Netflix upgrade the customer experience or product offerings such that Netflix becomes the streaming vendor of choice, implying they can charge a premium price and members will perceive there to be high switching costs to cancel their subscriptions?

5. Given the number of well-financed new entrants who have high-quality and proprietary product, how might Nerf/ix consider competing with an alternative business model (even one that directly competes with their current business model)?