Beyond streaming, attention is a fluid asset. Attention is not an asset, easy to control. Is the competition really between TV and streaming only?. First, we need to reassess competition, and where it’s coming from. What do I think should Netflix do instead?. New streaming services have also been launched. 100m additional households are watching but not paying for Netflix. Are we going toward an ad-supported Netflix?. The subscription business model requires enormous investments. The subscription business model can scale. On-demand model plus the subscription business model. The power of the on-demand business model and the “Uberization” of the service economy. As technology evolves old business models become viable to new industries. We like to call things “innovative.” What’s new isn’t the business model but the application of it. Business modeling isn’t about just how you monetize. What can we learn from Netflix’s business model?. Netflix cash flow negative business and cost structure. It all started with that DVD pay per rental business model. Netflix international streaming financials explained. Netflix US streaming financials explained. 
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