Choosing Netflix's Strategic Priorities, Product Bets and Metrics for FY23-24

Lay out a product strategy for Netflix covering the FY23-24 planning period: assess where the business stands going in, choose the goal and the few bets that matter most, sequence them, and explain how you would track progress. ```hint Diagnose before prescribing Name the one or two business problems Netflix faces at the start of the period before proposing any product, and make every bet trace back to one of them. ``` ### Clarifying Questions - Does FY23-24 mean a single fiscal year running from April 2023 to March 2024, or the two years 2023 and 2024? - Is the primary objective paid membership growth, revenue and margin, or engagement, and how should I trade them off? - Are moves beyond the core streaming plan in scope, such as a cheaper ad-supported plan, games or live programming? - Should the strategy be global, or focus on particular regions such as the US and Canada versus faster-growing markets? ### What a Strong Answer Covers - A grounded read of Netflix's position entering the period: growth, competition and revenue per member - One clear goal with a small set of strategic pillars, and what Netflix will deliberately not do - Concrete initiatives for each pillar, sequenced across the period with their dependencies - A metric tree: a goal metric, pillar metrics, and guardrails for churn, engagement and brand trust - The main trade-offs and risks, such as member backlash, ad load versus experience, and content spend versus margin ### Follow-up Questions - If limiting password sharing caused a spike in cancellations in the first markets, how would you decide whether to keep rolling it out? - How would you split investment between games and live events, and what evidence would make you cut one? - How would the strategy differ for a price-sensitive, mobile-first market such as India?