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[Yamila Comejo]

I recently added Starz on my Roku so I could watch a series called Power. I paid for a month. I got on Starz and tried to play the series. I select Play then it quickly says "Your Roku has lost its internet connection." I flipped on over to Netflix and no connection issues. Plays just fine. I went to Settings and it says the connection is strong.

In some cases, removing the affected channel then re-installing it may help. To ensure the process is successful, make sure to restart your device before adding the channel back in. We would recommend doing this from the Settings menu by navigating to Settings > System > Power (If you do not see a Power submenu, skip to the next step.) > System restart.

I have reinstalled the Staz app on two of my Rocu devices and rebooted multiple times both warm and cold reboot multiple times. All of my other Rocu apps works fine on both devices and my Firestick, pc and mobile phone. I also, updated the firmware today and rebooted and have the same Roku no internet error.

How come Roku does not have any contact options for App issues using Starz??? I want to speak to a real person via phone, email or chat. My Starz app has been broke now for 4 days now and Starz told me to contact Roku.

Have you tried removing the channel from the Roku home screen by navigating to the channel tile, pressing the * key on your remote and choosing 'Remove channel'. Then restart your device from Settings>System>System restart. Once your player starts up again, add the channel back once more, specifically in that order?

If the issue remains unresolved, I'd recommend reaching out to Starz directly to report the issue and request additional support. Many channels on the Roku platform are developed and maintained by the channel provider directly, and they'll be able to best assist. If other channels are working correctly, and you only experience this issue on the Starz channel (app), that is likely an indication that the issue lies within that particular channel. In these cases, the channel provider will need to investigate the issue in order to help resolve it.

It is ridiculous to require me to cancel my subscription first in order to remove a channel. If we have a special offer like "$2.99 for the first 6 months" and I have to cancel on day 3 of service, I lose that offer if I then renew the subscription. Whether this is intentionally done by Roku or not, this issues are starting to pile up. There are plenty of streaming boxes other than Roku out there & with all of them being pretty cheap, a customer doesn't have a lot of vested money when a service really starts to go downhill...

That's good to know. I don't think anyone has reported that something can be removed using the app without cancelling the subscription first. Watch, they'll close that loophole. The point of not being able to remove a channel without cancelling first is to avoid those "Why am I being charged for a channel I removed?" questions.

They could solve that issue with 1 additional dialog box. Something like "are you sure to want to only remove this channel? Subscription will still be active & you will continue to be charged. Yes/No".

I mean, I've been using Roku for years. I pretty much already have what I'm going to pay for on a monthly basis. The only time I add something else is when there is one of these deals. Then I add it, Roku service doesn't work correctly, & they want me to void my deal so they can provide the service that should have worked from the start anyway? It's very frustrating and really makes me think why I continue to use them.

Jonathan Friedland, the new vice president of global corporate communications who had joined Netflix just a few months earlier, asked whether customers on tight incomes might object to the price hike, according to people at Hastings' meeting. Hastings argued that Netflix was a great bargain. He said he knew that some customers would complain but that the number would be small and the anger would quickly fade.

Hastings was wrong. The price hike and the later, aborted attempt to spin off the company's DVD operations enraged Netflix customers. The company lost 800,000 subscribers, its stock price dropped 77 percent in four months, and management's reputation was battered. Hastings went from Fortune magazine's Businessperson of the Year to the target of Saturday Night Live satire.

To Hastings' credit, what he wanted to do made sense. The DVD's best days are behind it. Video streamed via the Internet is slowly replacing the physical disc, and betting a business on a dying product is never a great idea. So Hastings wanted to get ahead of the curve and focus on streaming, to disrupt his own business before someone else did it for him. It was aggressive, far-sighted, and very much in character.

Hastings is someone who knows a thing or two about disrupting businesses. Netflix, after all, is the company that drove the giants of video rental out of the sector with a simple premise: A simple-to-use Web site that delivers DVDs right to your doorstep. Best of all: No late fees. He became one of those executives with the "visionary" label, who can predict where a market is going before it happens, and was asked to join the board of directors of two of the most important companies in tech, Microsoft and Facebook.

Leading up to the first anniversary of the Netflix meltdown, CNET interviewed former and current Netflix employees to find out how a series of missteps turned into a lost year, and whether it has rebounded from those self-inflicted wounds. Most asked to remain anonymous. Netflix declined to comment for this story.

So how did Hastings stumble? Just prior to the attempt to remake Netflix into a streaming-video distributor, there was turmoil in the company's executive offices. Several of Hastings' most trusted lieutenants were no longer as influential with the CEO. Others had left and their replacements did not yet have the clout to convince Hastings he was being too aggressive for a customer base that by 2011 could hardly have been considered on the bleeding edge of consumer tech.

When customers and the press pushed back, the Netflix response was haphazard, culminating with an amateurish, confusing YouTube video heralding the coming of Qwikster, the spinoff that was supposed to be a life raft for Netflix's DVD operations. The Qwikster plan was scuttled three weeks after it was announced.

"Whatever happened to Fortune's Businessperson of the Year?" asks Wedbush research analyst Michael Pachter, referring to one of the many honors Hastings received in 2010. "Whatever happened to the guy who was invited to the boards at Facebook and Microsoft? What happened to that guy? Do you think Facebook would have invited him to their board now?"

Hastings has an unwavering belief that streaming video represented the future of home entertainment. He argued that in times of technological advancement companies that had succeeded at one business often clung too tightly to tradition and to what had made them successful. And then they were toast. He didn't want that to happen to Netflix. While few people disagree with that assessment, some within Netflix doubted Hastings' assessment of how quickly Netflix needed to shift to streaming.

But Hastings pressed ahead. Around March 2011, he took his plan to his executive team and then to the company's vice presidents. Some of the execs who heard Hastings talk about spinning off Netflix's DVD operations into a new company, referred to internally as DVD Co. and later Qwikster, left the meeting thinking Hastings was only considering the idea.

That impression was quickly corrected. Within about 72 hours, some of the group learned that Hastings had already offered the new company's CEO position to Andy Rendich, Netflix's respected chief service and operations officer. Hastings, it appeared, wasn't looking for debate.

Netflix rapidly began executing the plan. Some employees were stunned by how quickly and unemotionally DVD operations, the backbone of the business for a decade, was split off from the company. DVD Co. was moved out of Netflix's offices to a space a few blocks away. Netflix's leaders stopped discussing DVDs. Those Netflix executives who moved to DVD Co. stopped attending Netflix management meetings. Some of those people included Allison Hopkins, Netflix's vice president of human resources, Liz Coddington, vice president of financial planning and John Robison, vice president of DVD product development.

Few people who had worked for Netflix for any length of time were surprised that there wasn't more discussion about the plan. As Netflix's business blossomed and as he was personally applauded in the press, Hastings had grown much more confident in his own decision making, less receptive to taking advice from his senior management team. What's more, few of the people who could persuade Hastings or tell him he was making a mistake were around anymore.

Hastings co-founded Netflix in 1997 and eventually assembled a seasoned management team that he kept largely intact for a decade at the Los Gatos, Calif., company. The competition and long odds united them. In 2004, when the battle against industry heavyweight Blockbuster was at its fiercest, former CFO Barry McCarthy almost left. A 30-year veteran in finance, McCarthy decided to stay and joked with coworkers that "you don't walk out on friends in the middle of a knife fight."

After Hastings, the two most influential voices at the company were McCarthy and Leslie Kilgore, at the time Netflix's chief marketing officer. Smart, experienced and aggressive, they were the people who could challenge Hastings' ideas.

But in December 2010, after nearly 12 years at Netflix,McCarthy left the company following a conflict about his role and his compensation. For a while, McCarthy, who is now an executive adviser at venture capital firm Technology Crossover Ventures, chafed that Hastings refused to expand his responsibilities, sources said.

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