Netflix Project

NETFLIX INC FORM subject field) 10-K (yearly Filed 02/01/13 for the Period Ending 12/31/12 Address blow WINCHESTER CIRCLE . LOS GATOS, CA 95032 408-540-3700 0001065280 NFLX 7841 Video Tape Rental Broadcasting & induce TV look wells 12/31 Teleph unitary CIK Symbol jell Code Industry Sector Fiscal Year http//www. edgar-online. com Copyright 2013, EDGAR Online, Inc. either Rights Reserved. Distribution and have it offment of this document restricted under EDGAR Online, Inc. Terms of Use. add-in of gists UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D. C. 20549 FORM 10-K (Mark One)ANNUAL REPORT consistent(predicate) TO sh atomic number 18 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended celestial latitude 31, 2012 OR TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition point from to bursting charge File Number 000-49802 Netflix, Inc. (Exact name of Registrant as specified in its charter) De lawfulnessargon (State or sepa account jurisdiction of incorporation or organization) 77-0467272 (I. R. S. Employer Identification Number) 100 Winchester set Los Gatos, California 95032 (Address and zip code of ace executive offices) (408) 540-3700 Registrants r every(prenominal)y number, including bea code) Securities registered pursuant to Section 12(b) of the Act Title of each clan Name of Ex miscellanea on which registered Common stock, $0. 001 par repute prefer Sh atomic number 18 Purchase Rights The NASDAQ Stock merchandise LLC The NASDAQ Stock Market LLC Securities registered pursuant to Section 12(g) of the Act None (Title of Class) Indicate by check gradation if the registrant is a well-k outrightn seasoned issuer, as defined in influence 405 of the Securities Act. Yes Indicate by check mark if the registrant is non inf altogetherible to cross-file reports pursuant to Section 13 or Section 15(d) of the Act.Yes No No Indicate by check mark whether the registrant (1) has filed all reports gestated to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the previous 12 months (or for more(prenominal) shorter period that the registrant was required to file such(prenominal)(prenominal)(prenominal)(prenominal) reports), and (2) has been up to(p) to such filing requirements for the past times 90 days. Yes No Indicate by check mark whether the registrant has submitted chooseronically and post on its corpo regularise meshwork site, if all, every Interactive information File required to be submitted and posted pursuant to Rule 405 of ordinance S-T (229. 05 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files. Yes No Indicate by check mark if disclosure of delinquent filers pursuant to gunpoint 405 of Regulation S-K is non contained herein, and give non be contained, to the best of registrants knowledg e, in definitive proxy or information statements corporate by telephone extension in Part III of this corpse 10-K or whatsoever amendment to this Form 10-K.Indicate by check mark whether the registrant is a large speed filer, an accelerated filer, a non-accelerated filer, or a smaller reporting fellowship. See exposition of large accelerated filer, accelerated filer and smaller reporting comp some(prenominal) in Rule 12b-2 of the Exchange Act. Large accelerated filer intensify filer Non-accelerated filer (do non check if smaller reporting company) littler reporting company Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act) Yes NoAs of June 30, 2012, the aggregate grocery measure of voting stock held by non-affiliates of the registrant, keisterd upon the closing gross revenue price for the registrants common stock, as reported in the NASDAQ spheric Select Market System, was $3,278,134,336. Sh bes of common stock benefic ially owned by each executive officer and director of the Registrant and by each somebody known by the Registrant to beneficially own 10% or to a wideer purpose than of the outstanding common stock shit been excluded in that such persons whitethorn be deemed to be affiliates. This determination of affiliate status is non pauperizationfully a conclusive determination for any former(a) purpose.As of January 31, 2013, there were 55,993,477 shargons of the registrants common stock, par value $0. 001, outstanding. DOCUMENTS INCORPORATED BY REFERENCE separate of the registrants Proxy Statement for Registrants 2013 Annual Meeting of Stockholders are incorporated by reference into Part III of this Annual Report on Form 10-K. Tcapcap suitable of Contents NETFLIX, INC. TABLE OF CONTENTS rogue deduct I head 1. point 1A. fact 1B. Item 2. Item 3. Item 4. PART II Item 5. Item 6. Item 7. Item 7A. Item 8. Item 9. Item 9A. Item 9B. PART III Item 10. Item 11. Item 12. Item 13. Item 14. PA RT IV Item 15.Exhibits, Financial Statement Schedules 39 Directors, decision maker Officers and Corporate Governance Executive Compensation Security Ownership of Certain Beneficial Owners and Management and tie in Stockholder Matters Certain Relationships and Related Transactions, and Director Independence Principal write up Fees and Services 38 38 38 38 38 Market for Registrants Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities Selected Financial Data Managements Discussion and Analysis of Financial Condition and Results of employment trading trading trading trading operations Quantitative and Qualitative Disclosures about Market Risk Financial Statements and adjunct Data Changes in and Disagreements with Accountants on Accounting and Financial Disclosure Controls and Procedures an differently(a)(prenominal) Information 17 19 20 34 35 35 35 37 care Risk Factors Unresolved Staff Comments Properties intelligent Proceedings Mine Safet y Disclosure s 1 5 15 16 16 16 Table of Contents PART I Forward-Looking Statements This Annual Report on Form 10-K contains ripe statements within the meaning of the federal securities laws.These forwardlooking statements include, but are non extra to, statements regarding our core strategy the suppuration of Inter give the sack deliverance of subject matter the startth in our drift subscriptions and the decrease in our moviedisk subscriptions the securities industry chance for cyclosis limit component security deposits portion profits (losses) liquidity give up cash flows revenues net income reasoned cost endure cash flows impacts relating to our price strategy our limit library and merchandise posements, including investments in first schedule signifi dealce of future contr vivacious obligations realization of future deferred tax assets seasonal workerity method acting of case bringing and world-wide expansion. These forwardlooking statements bungho le be identified by our use of words such as expects, give, predict, whitethorn, could, would, should, intend, stretch out, and derivatives thereof.These forward-looking statements are subject to risks and un trustedties that could cause actual go forths and events to protest. A detailed discussion of these and other risks and uncertainties that could cause actual outgrowths and events to differ materially from such forward-looking statements is include by with(predicate)out this filing and specially in Item 1A Risk Factors voice set forth in this Annual Report on Form 10-K. All forward-looking statements included in this document are based on information purchasable to us on the date hereof, and we assume no obligation to fiat or favouritely release any revision to any such forward-looking statement, except as whitethorn other than be required by law. Item 1. About us Netflix, Inc. Netflix, the Company, we, or us) is the worlds leading meshing goggle box recording interlocking with to a greater extent than than 33 million pcts in over 40 countries enjoying more than one billion hours of TV shows and movies per month, including fender series. For one low monthly price, our subdivisions evoke watch as much as they want, any beat, anywhere, on nearly any cyberspace-connected screen. Additionally, in the unite States (U. S. ), our referees can acquire standard definition videodisks, and their in high spiritsschool definition successor, Blu-ray discs ( incarnately referred to as videodisc), delivered quickly to their homes. Our core strategy is to turn over our drift subscription argument organization internalally and transnationalisticly.We are continuously improving the node take in larding our blow nub, with a management on programing an boilers suit mix of essence that delights our customers, including exclusive and original field of study, enhancing our substance ab exploiter interface and extending our flow return of process to even more cyberspace-connected devices while staying within the parameters of our consolidated net income (loss) and operate incision contribution profit (loss) targets. Contribution profit (loss) is defined as revenues little cost of revenues and tradeing expenses. We are a induct in the net delivery of TV shows and movies, launching our cyclosis servicing in 2007. Since this launch, we watch developed an ecosystem for network-connected devices and guard licensed change magnitude amounts of content that enable consumers to enjoy TV shows and movies directly on their TVs, computers and winding devices.As a result of these efforts, we have existd exploitation consumer acceptance of and interest in the delivery of TV shows and movies directly over the Internet. In September 2010, we began worldwideist operations by put up our stream inspection and repair in Canada. In the past two years, we have continued our international expansion a nd now to a fault offer our float avail in Latin America, the United Kingdom (U. K. ), Ireland, and the Nordic countries of Finland, Denmark, Sweden, and Norway. Prior to July 2011, in the U. S. , our be adrift and videodisc-by-mail operations were unite and ratifiers could receive both streaming content and DVDs under a whiz hybrid plan.In July 2011, we separated the combined plans, making it necessary for indorsers who wish to receive both DVDs-by-mail and streaming content to have two separate subscription plans. Business Segments Beginning with the fourth quarter of 2011, the Company has three operating subdivisions municipal streaming, International streaming and municipal DVD. The Domestic and International streaming atoms add up revenues from monthly subscription function consisting solely of streaming content. The Domestic DVD segment derives revenues from monthly subscription table renovations consisting solely of DVD-by-mail. For spare information regarding our segments, see cross off 10 of Item 8, Financial Statements and Supplementary Data . Domestic drift 1 Business Table of ContentsThe Domestic streaming segment digests our more than 27 million members with plan of attack to a broad range of exclusive, non-exclusive and original content delivered over the Internet to a host of connected devices including PCs and Macs, spunky consoles such as PlayStations, smart TVs, Blu-ray players, home theater systems, Internet goggle box players such as Apple TV and Roku, digital video recording recorders, and agile devices. We have a leading trade position in domestic streaming, having grown by more than 5 million subscriptions in 2012 an plus of 25% from 2011. International Streaming The large numbers of pay television set and broadband households outdoors the U. S. go forth our International streaming segment with a large semipermanent yield opportunity done meaningfully expanding our base of potential proofreaders. From our initial international market launch in Canada in September 2010, our international streaming service has grown to be useable in more than 40 countries outside of the U. S. as of December 31, 2012.We reckon that international markets leave behind be a significant source of proceeds and cash flow in the long term, and as a result we are strategically investing internationally today. Our focus in international markets is to bid a compelling service oblation to lectors, which allows us to authorise market share in the near term. We view long-term international success as consumer adoption and contribution margins at the levels of our domestic market. Domestic DVD Our Domestic DVD origin launched in 1999 with DVD-by-mail subscription plans. As applied science has changed and consumer preference has shifted, we have seen subscribers move away from DVD renting and toward streaming their video content. Competition The market for amusement video is intensely emulous and subject to rapid change.Many consumers bind simultaneous relationships with multiple cheer video offer uprs and can easily shift spending from one provider to another. Our principal competitors vary by geographic region and include Multichannel video programming electrical electrical distributors (MVPDs) with free TV Everywhere applications such as HBO GO or Showtime some(prenominal)time in the U. S. and SkyGo or BBC iPlayer in the U. K. , and other on penury content from cable providers, such as Time Warner and Comcast direct institutionalise air providers, such as DIRECTV and Echostar and telecommunication providers such as AT&T and Verizon Over-the-top Internet movie and TV content providers, such as, Amazon. coms Prime Video, Hulu. om and Hulu Plus, LOVEFiLM, Clarovideo, Viaplay, and Googles YouTube Transactional content providers, such as Apples iTunes, Amazons Instant Video, GooglePlay, and Vudu DVD rental outlets and kiosk services, such as Blockbuster and Redbox Entertain ment video retailers, such as Best Buy, Wal-Mart and Amazon. com Competitive Strengths Netflix assortediates itself from the competition and has been able to grow its art through the following demonstrated whimsical competitive strengths Leading photographic plate Advantage Builds Compelling Content Leveraging our substantial plateful and significant content budget, Netflix has built a broad and deep content library.Our licensing teams are expert programmers informed by more than a decade of rich data on viewer preferences and by and bymath habits which uniquely enables them to license a compelling mix of TV and movie content to efficiently provide Netflix members with compelling content. To pass on differentiate our content crack from our competitors, we have progressively licensed exclusive and original content. Outstanding Member Experience Attracts and Retains Subscribers We provide our members with innovative and effective user interfaces that enhance their Net flix finger and garter append engagement. Netflix leverages its large global scale and billions of hours of subscriber viewing data and algorithms in order to tailor the Netflix recommendations and merchandising to each individual user.We consider that, our user experience, contractn by our focus on innovation and engineering science, help drive subscriber viewing, engagement, keeping, and overall customer satisfaction. Relative to the competition, we believe we are further along the experience curve when it comes to improving our user interface and delivering great quality streaming. Brand Clarity and Focus Increases Pace of Innovation for Members We are foc employ on making subscription streaming video great. Nearly all of our notable competitors in the space today have many another(prenominal) other product lines and services that require management attention and resources. We believe that our focus on streaming video depart help us inclose faster and 2 Table of Conten ts revenge our consumers better than our competition.We withal believe that our focus allow provide a level of clarity to our marking that will help consumers more easily dis manage, understand and pry our service offering. Growth Drivers Our core strategy is to grow our streaming subscription billet domestically and internationally, and is built upon the following drivers Investment in Streaming Content We believe that our investments in streaming content lead to more subscriber viewing, delight, and positive consumer word-of-mouth. This, in turn, leads to subscriber acquisition and revenue harvest-festival, which allows us to invest in more streaming content, which enables the increment cycle to continue. With more than 33 million global ubscribers and our increasingly exclusive and original programming that differentiates us from competitors, we believe we are well positioned to capitalize upon this virtuous cycle. Continuous Service Improvements Weve found that increm ental reformments in our service and quality enhance our member satisfaction and retention. We continue to refine our engine room, user interfaces, and delivery infrastructure to reform the customer experience. For example, using our adaptive streaming engineering we automatically and endlessly optimize the streaming bit-rate to each users Internet speed. This minimizes loading and buffering times, delivering the best click-and-watch experience.We have added programs in Super HD and with Dolby Digital Plus 5. 1 surround dear for a high quality, immersive entertainment experience. We believe that compensatements such as these will help us build a great streaming service Overall Adoption and Growth of Internet TV Domestically, cable and satellite pay TV subscriber numbers have stagnated, while DVR keenness has continued to climb. We see this as indicative of consumers desiring more control and immunity in their talent to watch what they want, when they want, where they want , and how they want. We are leading this wave of consumer change and growth of Internet TV by providing broad, click-and-watch video entertainment video.Future of the Consumer electronic Ecosystem Internet on Every Screen We intend to broaden our already expansive lead offner relationships over time so that even more devices are capable of streaming content from Netflix. By making Netflix reachable on a broad array of devices, we believe that we enhance the value of our service to subscribers as well as position ourselves for continued growth as Internet and smooth delivery of content becomes more popular. We are pioneering the use of tablets and smartphones as second-screen choosing devices for TV viewing, and are actively engaged with all of our device partners in evaluating how Netflix can enhance and improve the user experience in conjunction with their product innovations.International Market Expansion The international streaming segment represents a significant long-term growth opportunity as people around the world discover the benefits of Netflix. We plan to continue our international investment strategy of upfront investment in content and marketing to build out scale required for profit might. We believe that scale advantages emergence barriers to entry for our competitors. Today, 18% of all of Netflixs global streaming subscribers are outside of the US. operations We perplex content from conglomerate content providers through streaming content license agreements, DVD direct purchases and DVD revenue overlap agreements.We market our service through assorted channels, including online advertising, broad-based media, such as television and radio, as well as various strategic partnerships. In alliance with marketing the service, we offer free-trial memberships to modern members. Rejoining members are an important source of subscriber additions. We defy the services of third-party cloud computing providers, more specifically, Amazon comm unicate Services, and employ both our own content delivery net income ( surface attach) and third-party content delivery networks, such as train 3 communication theory, to help us efficiently stream content in high volume to our subscribers over the Internet. We withal ship and receive DVDs in the U. S. from a nationwide network of shipping concentrates.Seasonality Our subscriber growth exhibits a seasonal pattern that reflects variations when consumers buy Internet-connected devices and when they tend to increase video watching. Our domestic subscriber growth is generally greatest in our fourth and first living quarters (October through March), slowing in our second quarter (April through June) and hence accelerating in our third quarter (July through September). We expect each market in our international segment to demonstrate more predictable seasonal patterns as our service offering in each market becomes more established and we have a longer history to assess such patte rns. Additionally, the variable expenses associated with shipments of DVDs are highest in the first quarter due to the seasonal temperament of DVD usage. 3 Table of ContentsIntellectual Property We regard our backupmarks, service marks, copyrights, patents, domain names, trade dress, trade secrets, proprietorship technologies and uniform intellectual topographic point as important to our success. We use a combination of patent, trademark, copyright and trade secret laws and confidential agreements to cling to our proprietary intellectual property. Our readiness to protect and enforce our intellectual property rights is subject to certain risks and from time to time we encounter disputes over rights and obligations concerning intellectual property. We cannot provide assurance that we will prevail in any intellectual property disputes.Employees As of December 31, 2012, we had 2,045 full-time employees. We also put on part-time and episodic employees, primarily in our DVD ful fillment operations, to respond to the fluctuating fill for DVD shipments. Our use of temporary employees has decreased significantly due to decreased DVD shipments in 2012, as well as change magnitude automation of our shipment centers. As of December 31, 2012, we had 384 parttime and temporary employees. Our employees are not covered by a collective bargaining agreement, and we consider our relations with our employees to be good. Other information We were incorporated in Delaware in August 1997 and completed our initial public offering in May 2002.Our principal executive offices are located at 100 Winchester Circle, Los Gatos, California 95032, and our telephone number is (408) 540-3700. We continue a net site at www. netflix. com . The contents of our mesh site are not incorporated in, or otherwise to be regarded as part of, this Annual Report on Form 10-K. In this Annual Report on Form 10-K, Netflix, the Company, we, us, our and the registrant refer to Netflix, Inc. Our in vestor relations mesh site is located at http//ir. netflix. com. We use our investor relations Web site as a subject matter of disclosing material non-public information and for complying with our disclosure obligations under Regulation FD.Accordingly, investors should monitor this portion of the Netflix Web site, in addition to following press releases, SEC filings and public conference calls and webcasts. We also make lendable, free of charge, on our investor relations Web site under SEC Filings, our Annual Reports on Form 10-K, every quarter reports on Form 10-Q, true reports on Form 8-K and amendments to these reports as concisely as reasonably practicable after electronically filing or furnishing those reports to the Securities and Exchange Commission. 4 Table of Contents Item 1A. Risk Factors If any of the following risks actually occurs, our backup, financial condition and results of operations could be harmed.In that case, the trading price of our common stock could de cline, and you could lose all or part of your investment. Risks Related to Our Business If our efforts to close in and retain subscribers are not successful, our line of descent will be adversely light uponed. We have experienced significant subscriber growth over the past several years. Our expertness to continue to attract subscribers will depend in part on our magnate to systematically provide our subscribers with a valuable and quality experience for selecting and viewing TV shows and movies. Furthermore, the relative service levels, content offerings, determine and link up features of competitors to our service whitethorn adversely impact our dexterity to attract and retain subscribers.Competitors include multichannel video programming distributors (MVPDs) with free TV Everywhere and other on read content, Internet movie and TV content providers, including both those that provide legal and illegal (or pirated) entertainment video content, DVD rental outlets and kiosk services and entertainment video retail stores. If consumers do not perceive our service offering to be of value, or if we introduce revolutionary or mark be features or change the mix of content in a path that is not favorably genuine by them, we whitethorn not be able to attract and retain subscribers. In addition, many of our subscribers are rejoining our service or originate from word-of-mouth advertising from existing subscribers.If our efforts to satisfy our existing subscribers are not successful, we whitethorn not be able to attract subscribers, and as a result, our ability to nurse and/or grow our traffic will be adversely affected. Subscribers cancel their subscription to our service for many reasons, including a perception that they do not use the service sufficiently, the need to cut household expenses, availability of content is unsatisfactory, competitive services provide a better value or experience and customer service issues are not satisfactorily resolved. W e moldiness continually add in the raw subscribers both to replace subscribers who cancel and to grow our line of products sector beyond our current subscriber base.If too many of our subscribers cancel our service, or if we are inefficient to attract red-hot subscribers in numbers sufficient to grow our transaction line, our operating results will be adversely affected. If we are ineffective to successfully deal with current and new competitors in both retaining our existing subscribers and attracting new subscribers, our chore sector will be adversely affected. Further, if excessive numbers of subscribers cancel our service, we whitethorn be required to stupefy significantly higher marketing expenditures than we shortly anticipate to replace these subscribers with new subscribers. If we are ineffective to fight efficaciously, our trade will be adversely affected. The market for entertainment video is intensely competitive and subject to rapid change.New technolog ies and evolving business models for delivery of entertainment video continue to develop at a fast pace. The growth of Internet-connected devices, including TVs, computers and roving devices has increase the consumer acceptance of Internet delivery of entertainment video. Through these new and existing dispersion channels, consumers are afforded various means for consuming entertainment video. The various economical models underlying these differing means of entertainment video delivery include subscription, transactional, ad-supported and piracy-based models. All of these have the potential to capture meaningful segments of the entertainment video market.Several competitors have longer operating histories, larger customer bases, greater brand recognition and significantly greater financial, marketing and other resources than we do. They whitethorn secure better impairment from suppliers, adopt more aggressive pricing and devote more resources to technology, fulfillment, and ma rketing. New entrants whitethorn enter the market with unique service offerings or approaches to providing entertainment video and other companies also whitethorn enter into business combinations or alliances that strengthen their competitive positions. If we are unable to successfully or profitably compete with current and new competitors, programs and technologies, our business will be adversely affected, and we whitethorn not be able to increase or celebrate market share, revenues or profitability.The increasingly long-term and fixed cost nature of our content acquisition licenses whitethorn condition our operating flexibility and could adversely affect our liquidity and results of operation. In union with mastering streaming content, we typically enter into multi-year licenses with studios and other content providers, the honorarium ground of which are not tied to subscriber usage or the coat of our subscriber base (fixed cost) but which may be tied to such factors as titles licensed and/or theatrical parade receipt. Such contractual commitments are included in the Contractual Obligations section of Item 7 Managements Discussion and Analysis of Financial Condition and Results of Operations .Given the multiple-year duration and largely fixed cost nature of content licenses, if subscriber acquisition and retention do not meet our expectations, our margins may be adversely impacted. Payment call for streaming licenses, especially programming that ab initio airs in the applicable territory on our service (original programming) or that is considered output content, will typically require more up-front cash payments than other licensing agreements. To the extent subscriber and/or revenue growth do not meet our expectations, our liquidity and results of operations could be adversely affected as a result of content licensing commitments and accelerated payment requirements of certain licenses.In addition, the long-term and fixed cost nature of our st reaming licenses may limit our flexibility in planning for, or reacting to changes in our 5 Table of Contents business and the market segments in which we operate. As we expand internationally, we must license content in advance of entering into a new geographical market. If we license content that is not favorably received by consumers in the applicable territory, acquisition and retention may be adversely impacted and given the long-term and fixed cost nature of our commitments, we may not be able to put our content offering quickly and our results of operation may be adversely impacted.Changes in consumer viewing habits, including more widespread usage of TV Everywhere or other analogous on take on methods of entertainment video consumption could adversely affect our business. The appearance in which consumers view entertainment video is ever-changing rapidly. Digital cable, wireless and Internet content providers are continuing to improve technologies, content offerings, use r interface, and business models that allow consumers to access on demand entertainment with interactive capabilities including start, stop and rewind. The devices through which entertainment video can be consumed are also changing rapidly. Today, content from MVPDs may be viewed on laptops and content from Internet content providers may be viewed on TVs. Although we provide our own Internet-based delivery of content allowing our subscribers to stream ertain TV shows and movies to their Internet-connected televisions and other devices, if other providers of entertainment video address the changes in consumer viewing habits in a manner that is better able to meet content distributor and consumer needs and expectations, our business could be adversely affected. If we are not able to manage change and growth, our business could be adversely affected. We are soon engaged in an effort to expand our operations internationally, scale our streaming service to effectively and reliably hand le anticipated growth in both subscribers and features related to our service, as well as continue to operate our DVD service within the U. S. As we expand internationally, we are managing our business to address varied content offerings, consumer customs and practices, in particular those relations with e-commerce and Internet video, as well as differing legal and regulatory environments.As we scale our streaming service, we are developing technology and utilizing relatively new third-party Internet-based or cloud computing services. We have also chosen to separate the technology that operates our DVD-by-mail service from that which runs our streaming operations. If we are not able to manage the growing complexity of our business, including maintaining our DVD operations, and improving, nuance or revising our systems and operational practices related to our streaming operations, our business may be adversely affected. If the market segment for online subscription-based entertainm ent video saturates, our business will be adversely affected.The market segment for online subscription-based entertainment video has grown significantly. Much of the increasing growth can be attributed to the ability of our subscribers to stream TV shows and movies on their TVs, computers and mobile devices. As we face more competition in our market segment, our rate of growth relative to overall growth in the segment may decline. Further, a decline in our rate of growth could indicate that the market segment for online subscription-based entertainment video is beginning to saturate. While we believe that this segment will continue to grow for the foreseeable future, if this market segment were to saturate, our business would be adversely affected.If our efforts to build muscular brand identity and improve subscriber satisfaction and loyalty are not successful, we may not be able to attract or retain subscribers, and our operating results may be adversely affected. We must continu e to build and maintain strong brand identity. We believe that strong brand identity will be important in attracting and retaining subscribers who may have a number of choices from which to obtain entertainment video. To build a strong brand we believe we must continue to offer content and service features that our subscribers value and enjoy. We also believe that these must be couple with effective consumer communications, such as marketing, customer service and public relations. If our efforts to promote and maintain our brand are not successful, our ability to attract and retain subscribers may be adversely affected.Such a result, coupled with the increasingly long-term and fixed cost nature of our content acquisition licenses, may adversely affect our operating results. From time to time, our subscribers evidence dissatisfaction with our service, including among other things, our title selection, pricing, delivery speed and service interruptions. Furthermore, third-party devic es that enable sec streaming of TV shows and movies from Netflix may not meet consumer expectations. To the extent dissatisfaction with our service is widespread or not adequately addressed, our brand may be adversely impacted and our ability to attract and retain subscribers may be adversely affected.In 2011, we made a series of announcements regarding our business, including the separation of our DVD-by-mail and streaming plans with a corresponding price change for some of our customers, the rebranding of our DVD-by-mail service, and the subsequent retraction of our plans to rebrand our DVD-by-mail service. Consumers reacted negatively to these announcements, adversely impacting our brand and resulting in higher than expected customer cancellations, which negatively affected our operating results. While we have seen significant improvements to our brand since the events of 2011, we withal believe that it will continue to take time to repair our brand to the levels we enjoyed ea rlier to the events of 2011. 6 Table of Contents With take note to our expansion into international markets, we will also need to establish our brand and to the extent we are not successful, our business in new markets would be adversely impacted.Changes in our subscriber acquisition sources could adversely affect our marketing expenses and subscriber levels may be adversely affected. We utilize a broad mix of marketing programs to promote our service to potential new subscribers. We obtain new subscribers through our online marketing efforts, including paid search listings, banner ads, text links and permission-based e-mails, as well as our affiliate program. We also engage our consumer electronics partners to bring forth new subscribers for our service. In addition, we have engaged in various offline marketing programs, including TV and radio advertising, direct mail and print campaigns, consumer package and mailing insertions.We also acquire a number of subscribers who rejoin o ur service having previously sour their membership. We maintain an active public relations program, including through social media sites such as Facebook and Twitter, to increase awareness of our service and drive subscriber acquisition. We opportunistically adjust our mix of marketing programs to acquire new subscribers at a presumable cost with the intention of achieving overall financial goals. If we are unable to maintain or replace our sources of subscribers with similarly effective sources, or if the cost of our existing sources increases, our subscriber levels and marketing expenses may be adversely affected.We may not be able to continue to support the marketing of our service by current means if such activities are no longer getable to us, become cost prohibitive or are adverse to our business. If companies that shortly promote our service decide that we are negatively impacting their business, that they want to compete more directly with our business or enter a similar business or decide to exclusively support our competitors, we may no longer be given access to such marketing channels. In addition, if ad rates increase, we may curtail marketing expenses or otherwise experience an increase in our marketing costs. Laws and statutes impose restrictions on or otherwise prohibit the use of certain acquisition channels, including commercial e-mail and direct mail.We may limit or discontinue use or support of certain marketing sources or activities if we become concerned that subscribers or potential subscribers deem such practices intrusive or damaging to our brand. If the available marketing channels are curtailed, our ability to attract new subscribers may be adversely affected. If we become subject to liability for content that we air through our service, our results of operations would be adversely affected. As a distributor of content, we face potential liability for negligence, copyright, or trademark infringement or other claims based on the n ature and content of materials that we distribute. We also may face potential liability for content utilize in member reviews. If we become liable, then our business may suffer.Litigation to defend these claims could be costly and the expenses and damages arising from any liability could harm our results of operations. We cannot assure that we are indemnified to cover claims of these types or liability that may be imposed on us, and we may not have redress coverage for these types of claims. If studios and other content providers eliminate to license streaming content to us upon acceptable terms, our business could be adversely affected. Our ability to provide our subscribers with content they can watch straightaway depends on studios and other content providers licensing us content specifically for Internet delivery. The license periods and the terms and conditions of such licenses vary.If the studios and other content providers change their terms and conditions or are no long er willing or able to license us content, our ability to stream content to our subscribers will be adversely affected. Unlike DVD, streaming content is not subject to the basic Sale article of belief. As such, we are completely dependent on the various content providers to license us content in order to access and stream content. Many of the licenses provide for the studios or other content providers to drop off content from our service relatively quickly. Because of these provisions as well as other actions we may take, content available through our service can be withdrawn on short notice. In addition, the studios and other content providers have great flexibility in licensing streaming content.They may elect to license content exclusively to a particular provider or otherwise limit the types of services that can deliver streaming content. For example, HBO licenses content from studios like Warner Bros. and the license provides HBO with the exclusive right to such content again st other subscription services, including Netflix. As such, Netflix cannot license certain Warner Bros. content for delivery to its subscribers while Warner Bros. may nonetheless license the same content on a transactional basis. Conversely, content providers may license the same content to multiple subscription-based services and may do so on different terms and conditions.As such, Netflix and its competitors may offer consumers many of the same content titles but license these at different rates. As competition increases, we may see the cost for programming increase. As we seek to differentiate our service, we are increasingly focused on securing certain exclusive rights when obtaining content. We are also focused on programming an overall mix of content that delights our members in a cost efficient manner. inside this context, we are selective about the titles we add and renew our service. If we do not maintain a compelling mix of content, our subscriber acquisition and retention may be adversely affected. 7 Table of ContentsIf we are unable to secure and maintain rights to streaming content or if we cannot otherwise obtain such content upon terms that are acceptable to us, including on an exclusive basis in some cases, our ability to stream TV shows and movies to our subscribers will be adversely impacted, and our subscriber acquisition and retention could also be adversely impacted. We rely upon a number of partners to offer instant streaming of content from Netflix to various devices. We currently offer subscribers the ability to receive streaming content through their PCs, Macs and other Internet-connected devices, including Blu-ray players and TVs, digital video players, game consoles and mobile devices.We intend to continue to broaden our capability to instantly stream TV shows and movies to other platforms and partners over time. If we are not successful in maintaining existing and creating new relationships, or if we encounter technological, content licensing or other impediments to our streaming content, our ability to grow our business could be adversely impacted. Our agreements with our consumer electronics partners are typically mingled with one and three years in duration and our business could be adversely affected if, upon expiration, a number of our partners do not continue to provide access to our service or are loth to do so on terms acceptable to us, which terms may include the degree of accessibility and prominence of our service.Furthermore, devices are manufactured and change by entities other than Netflix and while these entities should be responsible for the devices performance, the connection between these devices and Netflix may nonetheless result in consumer dissatisfaction toward Netflix and such dissatisfaction could result in claims against us or otherwise adversely impact our business. In addition, technology changes to our streaming functionality may require that partners update their devices. If par tners do not update or otherwise modify their devices, our service and our subscribers use and enjoyment could be negatively impacted. If subscriptions to our Domestic DVD segment decline faster than anticipated, our business could be adversely affected The number of subscriptions to our DVD-by-mail offering is declining, and we anticipate that this decline will continue.We believe, however, that the domestic DVD business will continue to generate significant contribution profit for our business. In addition, we believe that DVD will be a valuable consumer proposition and studio profit center for the next several years, even as DVD sales decline. The contribution profit generated by our domestic DVD business will help provide capital resources to fund losses arising from our growth internationally. To the extent that the rate of decline in our DVD-by-mail business is greater than we anticipate, our business could be adversely affected. Because we are primarily focused on building a global streaming service, the resources allocated to maintaining DVD operations and the level of management focus on our DVD business are limited.We do not anticipate increasing resources to our DVD operations and the technology used in its operations will not be meaningfully improved. To the extent that we experience service interruptions or other humiliations in our DVD-bymail service, subscribers satisfaction could be negatively impacted and we could experience an increase in DVD-by-mail subscriber cancellations, which could adversely impact our business. If U. S. Copyright law were altered to amend or eliminate the First Sale Doctrine, our business could be adversely affected. Under U. S. Copyright Law, once a DVD is sold into the market, those obtaining the DVD are permitted to re-sell it, rent it or otherwise stipulate of it. This is commonly referred to as the First Sale Doctrine.While the gigantic majority of our DVD content acquisitions are direct from content providers, the First Sale Doctrine provides us with an option to acquire content from other third parties should the content providers refuse to deal with us on acceptable terms. If Congress or the courts were to change or substantially limit this First Sale Doctrine, our ability to obtain DVD content and then rent it could be adversely affected. Increased availability of new releases to other distribution channels prior to, or on parity with, the release on DVD, and/or the detain availability of such DVDs through our service, could adversely affect our business. Over the past several years, we have seen content providers adjust and experiment with the various distribution channels and content release timing.Further, our licensing agreements with several studios require that we do not rent new release DVDs until some period of time after such DVDs are first made available for retail sale. These sack distribution channels, their associated timing and/or the delayed availability of such DVDs through our service may negatively impact subscribers perception of value in our service, which could adversely affect our business. Moreover, if we are unable to negotiate favorable terms to acquire DVDs, our contribution profits may be adversely affected. Any significant disruption in our computer systems or those of third-parties that we utilize in our operations could result in a loss or degradation of service and could adversely impact our business.Our nature and ability to attract, retain and serve our subscribers is dependent upon the reliable performance of our computer systems and those of third-parties that we utilize in our operations. Interruptions in these systems, or with the Internet in general, could make our service unavailable or degraded or otherwise hinder our ability to deliver streaming content or fulfill 8 Table of Contents DVD selections. From time to time, we experience service interruptions and have voluntarily provided affected subscribers with a credit d uring periods of extended outage. Service interruptions, errors in our software or the inaccessibility of computer systems used in our operations could diminish the overall magnet of our subscription service to existing and potential subscribers.Our servers and those of third parties we use in our operations are vulnerable to computer viruses, physical or electronic break-ins and similar disruptions and periodically experience directed attacks intended to lead to interruptions and delays in our service and operations as well as loss, misuse or stealth of data. Any attempt by hackers to disrupt our service or otherwise access our systems, if successful, could harm our business, be expensive to remedy and damage our reputation. We have implemented certain systems and processes to thwart hackers and to date hackers have not had a material impact on our service or systems however this is no assurance that hackers may not be successful in the future. Our insurance does not cover expens es related to such disruptions or unauthorized access.Efforts to hold on hackers from disrupting our service or otherwise accessing our systems are expensive to implement and may limit the functionality of or otherwise negatively impact our service offering and systems. Any significant disruption to our service or access to our systems could result in a loss of subscribers and adversely affect our business and results of operation. We utilize our own communications and computer hardware systems located either in our facilities or in that of a third-party Web hosting provider. In addition, we utilize third-party Internet-based or cloud computing services in connection with our business operations. We also utilize our own and third-party content delivery networks to help us stream TV shows and movies in high volume to Netflix subscribers over the Internet.Problems faced by us or our third-party Web hosting, cloud computing, or content delivery network providers, including technologic al or business-related disruptions, could adversely impact the experience of our subscribers. In addition, fires, floods, earthquakes, power losses, telecommunications recrudesceures, break-ins and similar events could damage these systems and hardware or cause them to fail completely. As we do not maintain entirely redundant systems, a disrupting event could result in prolonged downtime of our operations and could adversely affect our business. We rely upon Amazon Web Services to operate certain aspects of our service and any disruption of or interference with our use of the Amazon Web Services operation would impact our operations and our business would be adversely impacted.Amazon Web Services (AWS) provides a distributed computing infrastructure platform for business operations, or what is commonly referred to as a cloud computing service. We have architected our software and computer systems so as to utilize data processing, repositing capabilities and other services provided by AWS. Currently, we run the vast majority of our computing on AWS. Given this, along with the fact that we cannot easily switch our AWS operations to another cloud provider, any disruption of or interference with our use of AWS would impact our operations and our business would be adversely impacted. While the retail side of Amazon competes with us, we do not believe that Amazon will use the AWS operation in such a manner as to gain competitive advantage against our service.If we experience difficulties with the operation and implementation of reach Connect, our single-purpose Netflix content delivery network (CDN), our business and results of operation could be adversely impacted In addition to general-purpose commercial CDNs, we have enabled Internet service providers (ISPs) to obtain our streaming content from give way Connect, a single-purpose Netflix content delivery network that we have established. Given our size and growth, we believe it makes economic sense to have our own specialized CDN. We will continue to work with our commercial CDN partners for the next few years, but eventually we expect the vast majority of our streaming bits will be served by Open Connect. Open Connect will provide the Netflix bits at no cost to the locations the ISP desires, or ISPs can choose to get the Netflix bits at common Internet exchanges.To the extent ISPs do not interconnect with Open Connect or if we experience difficulties in operating the Open Connect CDN service, our ability to efficiently and effectively deliver our streaming content to our subscribers could be adversely impacted and our business and results of operation could be adversely affected. adversity to implement Open Connect could require us to engage third-party solutions to deliver our content to ISPs, which could increase our costs and negatively affect our operating results. If we are unable to effectively utilize our recommendation and merchandising technology or develop user interfaces tha t maintain or increase subscriber engagement with our service, our business may suffer. Our proprietary recommendation and merchandising technology enables us to predict and recommend titles and effectively merchandise our library to our subscribers.We also develop, test and implement various user interfaces across multiple devices, in an effort to maintain and increase subscriber engagement with our service. 9 Table of Contents We are continually refining our recommendation and merchandising technology as well as our various user interfaces in an effort to improve the predictive accuracy of our TV show and movie recommendations and the usefulness of and engagement with our service by our subscribers. We may experience difficulties in implementing refinements or other, third party recommendation or merchandising technology or interfaces may become more popular with or useful to our subscribers.In addition, we cannot assure that we will be able to continue to make and implement mean ingful refinements to our recommendation technology. If our recommendation and merchandising technology does not enable us to predict and recommend titles that our subscribers will enjoy or if we are unable to implement meaningful improvements thereto or otherwise improve our user interfaces, our service may be less useful to our subscribers. Such failures could lead to the following our subscriber satisfaction may decrease, subscribers may perceive our service to be of lower value and our ability to attract and retain subscribers may be adversely affected and our ability to effectively merchandise and utilize our library will be adversely affected.We rely heavily on our proprietary technology to stream TV shows and movies and to manage other aspects of our operations, and the failure of this technology to operate effectively could adversely affect our business. We continually enhance or modify the technology used for our operations. We cannot be sure that any enhancements or othe r modifications we make to our operations will achieve the intended results or otherwise be of value to our subscribers. Future enhancements and modifications to our technology could consume considerable resources. If we are unable to maintain and enhance our technology to manage the streaming of TV shows and movies to our subscribers in a timely and efficient manner and/or the processing of DVDs among our shipping centers, our ability to retain existing subscribers and to add new subscribers may be impaired.In addition, if our technology or that of thirdparties we utilize in our operations fails or otherwise operates improperly, our ability to retain existing subscribers and to add new subscribers may be impaired. Also, any harm to our subscribers personal computers or other devices caused by software used in our operations could have an adverse effect on our business, results of operations and financial condition. Changes in U. S. postal rates or operations could adversely impact our operating results and subscriber satisfaction. We rely exclusively on the U. S. postal Service to deliver DVDs from our shipping centers and to return DVDs to us from our subscribers.Increases in revenue stamp delivery rates could adversely affect our Domestic DVD segments contribution profit. The U. S. Postal Service increased the rate for first class revenue stamp on January 23, 2013 to 46 cents. It is expected that the U. S. Postal Service will fire rates again in subsequent years, which would result in increased shipping costs. If the U. S. Postal Service were to change any policies relative to the requirements of firstclass mail, including changes in size, weight or machinability qualifications of our DVD envelopes, such changes could result in increased shipping costs or higher breakage for our DVDs, and our contribution margin could be adversely affected.For example, the United States Court of Appeals for the District of Columbia late instructed the Postal Regulatory Commission (PRC) to remedy discrimination by the Postal Service in the processing of DVDs by mail, or to explain adequately why such discrimination is reasonable. While we do not anticipate any material impact to our operations arising from this case, if the PRC institutes a remedy that results in an increase in postage rates or changes the manner in which our DVD shipments are processed, our contribution margin could be adversely affected. If the U. S. Postal Service were to implement other changes to improve its financial position, such as closing mail processing facilities or service reductions, such changes could lead to a decrease in customer satisfaction and our results of operations could be adversely affected.If government regulations relating to the Internet or other areas of our business change, we may need to alter the manner in which we conduct our business, or have greater operating expenses. The adoption or modification of laws or regulations relating to the Internet or other areas of our business could limit or otherwise adversely affect the manner in which we currently conduct our business. In addition, the growth and development of the market for online commerce may lead to more stringent consumer protection laws, which may impose supernumerary burdens on us. If we are required to comply with new regulations or legislation or new interpretations of existing regulations or legislation, this compliance could cause us to incur additional expenses or alter our business model.The adoption of any laws or regulations that adversely affect the growth, popularity or use of the Internet, including laws limiting Internet neutrality, could decrease the demand for our subscription service and increase our cost of doing business. For example, in late 2010, the Federal Communications Commission adopted so-called net neutrality rules intended, in part, to resist network operators from great against legal traffic that transverse their networks. The rules a re currently subject to legal challenge. To the extent that these rules are interpreted to enable network operators to engage in discriminatory practices or are overturned by legal challenge, our business could be adversely impacted.As we expand internationally, government regulation concerning the Internet, and in particular, network neutrality, may be nascent or nonexistent. in spite of appearance 10 Table of Contents such a regulatory environment, coupled with potentially significant political and economic power of local network operators, we could experience discriminatory or anti-competitive practices that could impede our growth, cause us to incur additional expense or otherwise negatively affect our business. Changes in how network operators handle and charge for access to data that travel across their networks could adversely impact our business. We rely upon the ability of consumers to access our service through the Internet.To the extent that network operators implement u sage based pricing, including meaningful bandwidth caps, or otherwise try to monetize access to their networks by data providers, we could incur greater operating expenses and our subscriber acquisition and retention could be negatively impacted. For example, in late 2010, Comcast informed Level 3 Communications that it would require Level 3 to pay for the ability to access Comcasts network. Given that much of the traffic being requested by Comcast customers is Netflix streaming content stored with Level 3, many commentators have looked to this situation as an example of Comcast either discriminating against Netflix traffic or trying to increase Netflixs operating costs.Furthermore, to the extent network operators were to create tiers of Internet access service and either charge us for or prohibit us from being available through these tiers, our business could be negatively impacted. Most network operators that provide consumers with access to the Internet also provide these consume rs with multichannel video programming. As such, companies like Comcast, Time Warner melodic line and Cablevision have an incentive to use their network infrastructure in a manner adverse to our continued growth and success. For example, Comcast exempted certain of its own Internet video traffic (e. g. , Streampix videos to the Xbox 360) from a bandwidth cap that applies to all unaffiliated Internet video traffic (e. g. , Netflix videos to the Xbox 360).While we believe that consumer demand, regulatory oversight and competition will help check these incentives, to the extent that network operators are able to provide preferential treatment to their data as opposed to ours or otherwise implement discriminatory network management practices, our business could be negatively impacted. In international markets, especially in Latin America, these same incentives apply however, the consumer demand, regulatory oversight and competition may not be as strong as in our domestic market. Privac y concerns could limit our ability to leverage our subscriber data and our disclosure of subscriber data could adversely impact our business and reputation. In the ordinary course of business and in particular in connection with merchandising our service to our subscribers, we collect and utilize data supplied by our subscribers. We currently face certain legal obligations regarding the manner in which we treat such information.Other businesses have been criticized by privacy groups and political bodies for attempts to link personal identities and other information to data imperturbable on the Internet regarding users browsing and other habits. Increased regulation of data function practices, including self-regulation or findings under existing laws, that limit our ability to use collected data, could have an adverse effect on our business. In addition, if we were to disclose data about our subscribers in a manner that was objectionable to them, our business reputation could be a dversely affected, and we could face potential legal claims that could impact our operating results.As our business evolves and as we expand internationally, we may become subject to additional and/or more stringent legal obligations concerning our treatment of customer information. Failure to comply with these obligations could subject us to liability, and to the extent that we need to alter our business model or practices to adapt to these obligations, we could incur additional expenses. Our reputation and relationships with subscribers would be harmed if our subscriber data, particularly billing data, were to be accessed by unauthorized persons. We maintain personal data regarding our subscribers, including names and, in many cases, mailing addresses. With respect to billing data, such as