The first act of the streaming wars era is over: the dramatic decline in subscribers and consequently in Netflix's stock (as of the end of January 2022) has kicked off the second act. Adding ad-supported packages - as announced by CEO Reed Hastings - could help restart subscriptions growth, but it won't matter unless Netflix gives users a reason to stay on the platform. What seems to be missing at the moment, in fact, is a deeper reflection on the motivations that lead users not to renew subscriptions. Netflix may introduce advertisements, avoid password sharing, and change rate packages, but what drives renewal or subscription remains the user's audiovisual experience. With this in mind, it was decided to analyze Netflix, a leader in the entertainment industry, to look at its current strategy and get a sense of how it may develop in an increasingly competitive future. Netflix is not just a tech, data or media company, it is an entertainment service and therefore it will be necessary to introduce the "job to be done" paradigm. What is the real job that Netflix will have to do? This thesis intends to go further in this investigation by analyzing release and catalog strategies, the real competitors in this “attention war" of the entertainment ecosystem (Youtube, TikTok, Instagram, Facebook, Twitch) in addition to the classics of the video-on-demand world (Disney+, Prime Video, Hulu, HBO Max, Apple Tv+), online social practices and finally to arrive at the role of the designer in creating digital environments sentient of human behaviors. "We must design for freedom" and thus focus on providing the tools and environments that facilitate the relationship between communities of users, bringing the algorithm to accommodate the grassroot universe.
Il primo atto dell’era delle streaming wars è terminato: il drammatico calo di subscribers e di conseguenza in stock (a fine gennaio 2022) di Netflix ha dato il via al secondo atto. Aggiungere pacchetti ad-supported - come annunciato dal CEO Reed Hastings - potrebbe contribuire a riavviare la crescita di subscriptions, ma non avrà importanza se Netflix non darà agli utenti un motivo per rimanere in piattaforma. Ciò che al momento sembra mancare, infatti, è una riflessione più profonda sulle motivazioni che portano gli utenti a non rinnovare gli abbonamenti. Possiamo anche introdurre pubblicità, evitare il password sharing e cambiare pacchetti tariffari ma ciò che spinge al rinnovo o all’iscrizione rimane l’esperienza audiovisiva dell’utente. Con queste premesse si è deciso di analizzare Netflix, leader del settore entertainment, per osservare la sua attuale strategia e intuire come possa svilupparsi in un futuro sempre più competitivo. Netflix non è soltanto una tech, data o media company, è un servizio d’intrattenimento e dunque sarà sempre più necessario introdurre il paradigma “job to be done”. Qual è il vero lavoro che Netflix dovrà compiere? La tesi intende spingersi in questa indagine analizzando le strategie di release e catalogo, i reali competitor di questa “guerra all’attenzione” dell’ecosistema entertainment (Youtube, TikTok, Instagram, Facebook, Twitch) oltre ai classici del mondo video on demand (Disney+, Prime Video, Hulu, HBO Max, Apple Tv+) e le pratiche sociali online, per giungere infine al ruolo del designer per la creazione di ambienti digitali senzienti dei comportamenti umani. «Dobbiamo progettare per la libertà» e dunque focalizzarci sul fornire gli strumenti e gli ambienti che agevolino la relazione tra le comunità di utenti, portando l’algoritmo ad accogliere l’universo grassroot.
Keep watching. Netflix e l'ecosistema dell'entertainment verso scenari di cultura partecipativa
Buttolo, Elena
2021/2022
Abstract
The first act of the streaming wars era is over: the dramatic decline in subscribers and consequently in Netflix's stock (as of the end of January 2022) has kicked off the second act. Adding ad-supported packages - as announced by CEO Reed Hastings - could help restart subscriptions growth, but it won't matter unless Netflix gives users a reason to stay on the platform. What seems to be missing at the moment, in fact, is a deeper reflection on the motivations that lead users not to renew subscriptions. Netflix may introduce advertisements, avoid password sharing, and change rate packages, but what drives renewal or subscription remains the user's audiovisual experience. With this in mind, it was decided to analyze Netflix, a leader in the entertainment industry, to look at its current strategy and get a sense of how it may develop in an increasingly competitive future. Netflix is not just a tech, data or media company, it is an entertainment service and therefore it will be necessary to introduce the "job to be done" paradigm. What is the real job that Netflix will have to do? This thesis intends to go further in this investigation by analyzing release and catalog strategies, the real competitors in this “attention war" of the entertainment ecosystem (Youtube, TikTok, Instagram, Facebook, Twitch) in addition to the classics of the video-on-demand world (Disney+, Prime Video, Hulu, HBO Max, Apple Tv+), online social practices and finally to arrive at the role of the designer in creating digital environments sentient of human behaviors. "We must design for freedom" and thus focus on providing the tools and environments that facilitate the relationship between communities of users, bringing the algorithm to accommodate the grassroot universe.| File | Dimensione | Formato | |
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942281_ElenaButtolo.pdf
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https://hdl.handle.net/10589/190626