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Tina Popielarczyk
do you offer access to Netflix in your listing? If so do you use your own account? Pay for another account? Make them sign in with THEIR account? I have a Netflix account myself and a ROKU I can hook up -- I just today got my first inquiry about Netflix in the unit. I'm wondering how others do it.
I have an additional device account, one for guests. If a guest doesn't have their own account, they can request me to set up access to ours as a guest viewer. Although after 2 years and many bookings, I have had only 2 requests for me to set them up. Most have their own account these days.
We have a guest account for Netflix and Hulu and an old iPhone with nothing else on it signed in for guests to cast to the tv, via google chrome-cast. Old fashioned but does the job at low cost. (We have no tv service.)
Hi Emilia, I'll just be starting to offer Netflix for my guest this coming month and thinking of the same set-up as yours (guest will have access to my account, but with a different user profile). I'd like to ask if you had any instances where your guests have messed with the other profiles on your Netflix account. If yes, what did you do? Or if not, what have you done to prevent this.
@Jose-Feliciano0, just this week I noticed the Grinch was watched on my specific Netflix profile and there were two young children staying in one of my Airbnbs at that time. It doesn't bother me and doesn't happen often. No one has ever messed with my settings or anything like that. I would say it is more frustrating when they log out of my account and into their own. I have to check every time I am turning over the space for a new guest that Netflix is correctly logged into the right account. I would never give my password to a guest so if they get logged out it would require me going over to the apartment to log them back in (luckily, no one has asked me to do that.)
Hi Jose, So I'm a little behind on this thread & I've been looking into all this stuff with Netflix & if you offer up your own account could the guest potentially mess with the other accounts on it. Anyway, their is a way you can lock your other profiles so they would only have access to the one you want them to have..
I have a "guest profile" for Netflix/Hulu/Amazon but it is still my account. The account requires a password to be modified in any way, including ordering movies that are not included in the subscription so there's no way guests could change or charge anything.
The only issue I had once was someone signed in on their own account, then messaged me claiming that someone was watching stuff on their account after they checked out. We didn't have any guests during the time they claimed this was happening and we had logged them out anyways, so I think they had left their account logged in elsewhere.
@Kelly1126 I have the Netflix account that allows for streaming on 4 devices at once. I just leave the account signed in. Same with Amazon: I'm actually not sure how many people can log in at once, but there has never been a conflict, maybe because Amazon Prime is pretty poor in Canada and there isn't much to watch. Some people choose to use their own account, but I do provide mine also so they can use it if they want.
We have Smart TVs and/or Roku's so that guests can access their own accounts. We remind them to sign out when they leave. We've also been using YouTubeTV instead of cable TV in some properties. So far, so good. The savings are great. Good luck with whatever you decide!
When Reed Hastings and Marc Randolph founded Netflix (formerly known as Kibble) in 1997, the company appeared to be little more than an upstart DVD rental business whose only real value proposition was the mail-order element of its operation. Fast forward two decades and Netflix has become one of the biggest TV and movie studios in the world, with more subscribers than all the cable TV channels in America combined. How did Netflix go from renting movies to making them in just 20 years?
Legend has it that Reed Hastings decided to start Netflix after returning a copy of Apollo 13 to his local Blockbuster. Upon returning the movie, Hastings was told that he owed $40 in late fees. Fearing what his wife would say about such a steep late fee and convinced there must a better way to rent movies, Hastings began to devise what would later become Netflix.
1999: Netflix announces its new subscription model. Introduced at an initial price point of $15.95, the subscription plan allows Netflix members to rent up to four movies at a time, with no return-by dates.
2000-2003: Netflix enjoys consistent growth. However, despite increases in both revenue and subscribers, Netflix is still operating at a loss. The company reports a loss of $4.5M in Q1 of 2002 alone. Much of this loss is the result of an increase in operational expenses over costs reported in 2001.
Even at a relatively high monthly price point, Netflix offered greater convenience and value in a (then) crowded space. It did this by eliminating two mainstays of all home entertainment business models, while simultaneously applying just enough restrictions on members to drive further growth. This allowed Netflix to not only score early wins with consumers (Keep rentals as long as you like! No late fees!), but also helped the company to further differentiate itself from the Blockbusters and the Hollywood Videos while increasing revenue.
The financial challenges that Netflix experienced from 2000-2003 meant that diversifying its service offerings was as much a business necessity as a response to external forces. The company was still several years away from debuting the streaming service we know today. However, behind the scenes, the company was already investing heavily in making Netflix a more personal, individualized experience by introducing recommendations powered by the CineMatch algorithm.
Netflix knew that its growth strategy was working. By making it easier for people to find and rent the movies they loved, the company had built a relatively small but growing subscriber base. Netflix knew it wanted to further expand its subscriber base through its DVD rental business before transitioning them to its online streaming service, even if nobody else saw what the company was doing. And, while its competitors remained focused on the short-term, Netflix was busy developing and investing in the technical resources the company would need to grow even further.
Consumer demand for streaming video was practically nonexistent. For one, streaming technologies in 2007 were terrible. Even the fastest broadband connections lacked the capacity to handle the bit rate of higher-resolution video, which meant overall video quality was poorer than DVD. When Netflix launched its streaming product, Watch Now was only compatible with computers running Windows and would only work in Internet Explorer after users downloaded an applet to make the video player work.
Rather than focus on improving delivery of physical DVDs, Netflix would reinvent entertainment delivery by providing its subscribers with instant access to thousands of titles that they could binge-watch on any device. While cable companies were preoccupied with traditional business models and quarterly revenue targets, Netflix was already looking a decade into the future and beyond.
This was the real risk for Netflix. Even though its core business was growing and performing strongly, Hastings decided to invest time, money, and capital building a streaming product when there was no consumer demand and few people thought the idea could even work. However, because hardly anybody thought it would work, even fewer companies actively pursued it. By the time everybody else caught on, Netflix had the best streaming technology, the largest library of titles, and the biggest subscriber base.
2008: Netflix announces it will stop DVD retail sales just one week after debuting Watch Now on Mac platforms. The announcement comes less than one month after Netflix announces its partnership with premium American cable TV network Starz, which gave Netflix subscribers access to more than 2,500 movies and TV shows.
2011: Netflix announces the rebranding of its DVD rental business, which it calls Qwikster. Netflix planned to split its streaming business and its DVD rental business into two distinct subscription packages: Netflix for streaming, and Qwikster for rentals.
The Qwikster incident could have sunk lesser companies, but Hastings and Netflix handled the fallout almost perfectly. In an unusually frank blog post, Hastings assumed full responsibility for the Qwikster debacle. By listening to its customers, responding quickly, and acknowledging the role of poor executive decision-making, Netflix was not only able to get in front of the situation in the media but even managed to turn the incident into a positive PR exercise in damage control and executive accountability.
2013: Netflix debuts the political drama, House of Cards, its first high-profile original production. Although Netflix does not release viewership data for any of its titles, Nielsen estimates that House of Cards routinely attracts audiences comparable to those of major cable network TV shows.
The release of Beasts of No Nation pit Netflix against yet another powerful enemy: mainstream movie theaters. Until the release of Beasts of No Nation, no other company had dared attempt to disrupt the traditional entertainment production pipeline so audaciously, especially regarding theatrical release timelines. The film failed spectacularly at the box office (grossing just $50,699 nationwide with a theater average of $1,635), but Netflix was pleased with the performance of the film on its streaming service.
2016: Netflix goes live in 130 countries worldwide simultaneously. In a single step, Netflix transitions from an American company to a global media organization. Netflix gains more than 7M new subscribers in Q4 of 2016 as a result. Later that year, Netflix receives a record-breaking 54 nominations at the 68th Primetime Emmy Awards for its original programming. Amazon receives just 16 nominations for its own programming.
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