Ever since Netflix began producing its own series, traditional network TV executives have driven themselves to distraction over its refusal to disclose viewership numbers, or to cooperate with outside measurement companies like Nieslen. Steeped as they are in the world of ratings and advertising CPMs, TV executives have never quite groked that Netflix reckons the value of content differently.
Their obsession has sometimes led to odd spectacles, such as NBC research president Alan Wurtzel’s recent big reveal of purported Netflix “ratings” derived by the network-backed ratings system Symphony, which passively measures Netflix viewing using audio recognition technology, and which Wurtzel seemed to think proved something, although what that was was not entirely clear.
Netflix does not monetize content, as traditional media companies do. It monetizes viewers. How many people watch a particular episode of a particular series within a certain time window, therefore, really isn’t relevant to its value to Netflix. What matters is whether the people who are watching the series continue to do so, and whether that continued viewing enables Netflix’s recommendation engine to surface other series they’ll go on to view. People who continue to watch a series will, presumably, continue to pay their monthly subscription fee.
As discussed here before, Netflix’s different calculus puts a premium on producing and acquiring a broad range of programming, rather than on trying to pick shows that will have a broad appeal and therefore generate high ratings. That, in turn, is attracting a growing roster of A-list talent to Netflix, Amazon and other subscription services, drawn by the opportunity to break out of the creative constraints of ratings-driven television. Read More »