a upstart called Netflix

2022-03-08 10:32:3501:35 6

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Set against this backdrop, a little upstart called Netflix emerged in the 1990s with a novel idea:rather than make people go to the video store, why don't we mail DVDs to them?Netflix's business model made profit in just the opposite way to Blockbuster's.Netflix customers paid a monthly fee-and the company made money when customers didn't watch the DVDs that they had ordered.As long as the DVDs sat unwatched at customers' homes,Netflix did not have to pay return postage-or send out the next batch of movies that the customer had already paid the monthly fee to get.
It was a bold move: Netflix was the quintessential David going up against the Goliath of the movie rental industry.Blockbuster had billions of dollars in assets, tens of thousands of employees, and 100 percent brand recognition. If Blockbuster decided it wanted to go after this nascent market,it would have the resources to make life very difficult for the little start-up.
But it didn't.
在这种背景下，一个叫网飞的小暴发户在20世纪90年代提出了一个新颖的想法:与其让人们去音像店，我们为什么不邮寄DVD给他们？网飞的商业模式与百视达完全相反，他们盈利了。网飞的顾客每月付费——顾客不看他们自己订购的DVD，公司也赚钱。DVD无人看，只放在顾客家里，网飞就不必支付还碟的邮费，也不必寄出顾客已经按月付费购买的下一批电影。
这是一个大胆的举动:网飞是对抗电影租赁业巨人歌莉娅的完美大卫。百视达拥有数十亿美元的资产、数万名员工和100%的品牌认知度。如果百视达决定进军这个新兴市场，它将有足够的资源让这家小型初创企业的日子变得非常艰难。
但是它没有。

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