waknoel aileen yileene
Salvador Baltimore
I currently pay an additional $11 per month on my T-Mobile bill in order to get Netflix Premium. I just received a text message from T-Mobile that my cost would be increasing to $16 per month to keep Netflix Premium.
You should be able to change to Netflix Standard option for $8.50 per month added to your T-Mobile bill.
This was a nice perk for T-mobile customers and I am sure many have stayed with T-mobile as loyal customers for perks like this. The ad version of Netflix is a sharp downgrade for this perk and will likely lose them some customers which pull the trigger to find another carrier with a little better pricing and perks. I for one will be on the phone with T-mobile asking for a credit or something for this perk which I am losing and being a T-mobile customer for 12 years I hope I can get something for this loss of a great perk.
Netflix offers us Hulu with ads for free(that we never asked for) while downgrading Netflix without ads to Netflix with ads. They make it sound like this is a new benefit, which it is not. I will now downgrade my Magenta Max 55+ to the regular Magenta 55+ plan and pay for Netflix without ads separately.
Second, Call/T-Mobile: I felt uncomfortable with how the chat went, so I called to confirm I will not be changed. The agent was unable to to see anything that indicates I would stay on Basic. They believed (they were not sure) that Netflix was initiating the change. Makes sense I guess, so time to contact Netflix.
Third, Chat/Netflix: Agent informs me that Netflix cannot make plan changes to accounts billed through partners like T-Mobile. They state that I am on Basic and can stay on Basic and to let T-Mobile know I do not want to change.
So to all the people saying this is an overreaction and that "it costs nothing to simply not use it," every one of us is paying for this service, and if you think the price of Netflix isn't baked into the price you pay, then you don't know how business works. Even if we were getting it completely free, we may only have signed up for the service for specific perks, and may not be able to change services now due to the glut of legacy hardware and software that's in regular use around the world. We have a right to be pissed, because ads aren't nothing. They're annoying, they waste time, and more importantly they eat up data - and since we still have soft data caps that matters. Get off your high horse and recognize when you have nothing constructive to add to the conversation.
You say that they offer hulu with ads when your signed with Netflix themselves? Please clarify, also are you not in the US? Because we've never heard about having hulu with ads for being with Netflix!
Spoke with rep , transfered to supervisor that viewed note and basically told me to kick rocks on social media to get results promised. Supervisor had no choice to give such direction, up chain escalation wasn't possible her hands were tied.
it is if youre already on said plans.. heres one for you..if your current plan is $90 and you must pay for Netflix yourself..or you can jump up to the correct plan and pay $30 more to get your TMO offered Netflix..which one sounds like its the cheaper route?
Both a movie studio and entertainment platform, Netflix has nearly 140 million subscribers and is the dominant player in the streaming services industry. But few remember that at the height of the recession, it came close to flaming out.
Netflix made a name for itself in 1997 as pioneer of the DVD mail-order business, ultimately helping drive competitors like Blockbuster and Hollywood Video out of business. It was also a first mover in streaming video, taking a chance on its future success in a market now valued at over $22B and growing by leaps and bounds.
People liked the convenience of ordering DVDs by mail and streaming video at home. And with economical subscription bundles and no late fees, Netflix offered good value when consumers were more price conscious than ever. Between 2006 and 2011, its subscriber numbers ballooned 290%, from 6.3 million to 24.6 million.
In July 2011, the company pushed forward with an initiative that made sense in light of its aspirations as a streaming company. First, they announced that Netflix was splitting its plans into two parts: streaming video and DVD rentals.
Those who wanted both streaming and DVDs had to pay 60% more per month. Previously they'd been able to bundle both for just $2 more. Any other time, this might've gone through with mild grumbling. But this wasn't any time. This was a painful, protracted recession.
"Netflix members love watching instantly, but we've come to recognize there is still a very large continuing demand for DVDs by mail," said Andy Rendich, Netflix Chief Service and Operations Officer. "By better reflecting the underlying costs and offering our lowest prices ever for unlimited DVD, we hope to provide a great value to our current and future DVD-by-mail members."
But members weren't buying it. In fact, most saw it as a cash grab, especially since on paper Netflix looked so healthy. Few understood the immense expenditures that were being laid out to keep Netflix on the cutting edge of streaming, including $30M a year to allow Netflix streaming subscribers to access 2,500 movies, TV shows, and concerts from cable channel Starz.
Three months later, Netflix put out an announcement made the situation exponentially worse. The company was now was splitting into two parts. Again, this all made sense in light of Hastings' vision, but it didn't take into account the headaches it created for customers.
The DVD rental side was to be rebranded Qwikster, a name that was widely mocked and compared with Web 1.0 era startups that went belly up, such as Friendster, Napster, and Dogster. For many who were hoping the company would walk back the pricing decision, this was the last straw.
This required that they consider the key factors that would make the journey possible. First, the company needed to show it was listening to its customers. Second, they had to reduce risk by moving fast into streaming video ahead of the competition. Third, they needed to turn the company into a creative force in its own right.
The finance team no doubt knew that with this strategy there would be short-term losses. DVDs had been a profitable business line that had sustained the company since its inception in 1997. Sidelining it would make a serious dent. And finally, the company needed a way to make Netflix a viable alternative to its competitors, including the heavyweights of the industry like HBO.
From a financial perspective, the team saw that removing the legacy part of the business would be the best strategy in the long-term. But it was a delicate balancing act to convince subscribers to move towards streaming. Here's what had to happen:
The team knew that to get out ahead of the competition, it had to be a technology leader. It was one of the to use an algorithm to determine user preferences. Then, Netflix began its moonshot into streaming. This meant:
Despite all this, it meant Netflix perfected the technology ahead of the competition. The company was also growing its user base while its competitors sat on the sidelines waiting for streaming to be ready for prime time.
The company once again had to make a choice. The team had learned that the safest route was to reduce risk by moving faster than the competition. They had to reinvent Netflix as a studio in its own right. And they couldn't afford to back into it. They'd have to go big.
With Netflix Originals, the company pushed forward a bold plan to beat Hollywood at its own game. They would bring in big Hollywood talent and spend millions making shows and movies that were the same caliber as those coming out of the big studios.
The Netflix story teaches us a great deal about how to successfully navigate tricky waters during a recession. The company had to move fast in order to reduce the risk of being outpaced by the competition. This meant expecting and even welcoming losses in the core business.
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