2011《財(cái)富》最愚蠢商業(yè)事件大盤點(diǎn)（上）

Netflix漲價(jià)+拆分的雙重悲劇

????如果客戶對(duì)你鐘愛有加，而且公司的股票也在持續(xù)飆升。這時(shí)你會(huì)怎么做？還是讓網(wǎng)絡(luò)視頻租賃公司Netflix來告訴你答案吧。2011年，公司漲價(jià)60%，推出了一個(gè)名為Qwikster的新網(wǎng)站業(yè)務(wù)，這兩項(xiàng)舉措讓網(wǎng)站的訂閱用戶怒火中燒。

????公司在7月份公布了Qwikster網(wǎng)站的構(gòu)想，聽起來是出于合理的長遠(yuǎn)考慮：Qwikster網(wǎng)站將主要面向DVD業(yè)務(wù)，而Netflix將主要負(fù)責(zé)流媒體業(yè)務(wù)，因?yàn)槟遣攀俏磥淼那熬八凇５珜?duì)于客戶而言，這意味著他們需要處理兩個(gè)賬戶，兩筆信用卡收費(fèi)，而且還得訪問兩個(gè)網(wǎng)站。

????市場(chǎng)的強(qiáng)烈對(duì)抗很快爆發(fā)。超過100萬名用戶注消了他們的會(huì)員資格；而在近幾個(gè)月，網(wǎng)飛公司的股價(jià)已經(jīng)下跌了約75%。因此，Qwikster公布僅僅一個(gè)月后，公司便放棄了這一想法。公司CEO里德?黑斯廷斯在近期的一次大會(huì)上公開承認(rèn)：“這次行動(dòng)不夠聰明，我們位次進(jìn)行了嚴(yán)厲的自我批評(píng)。這本身就是畫蛇添足。”但他同時(shí)又表示：“不過，三、五年之后，我們可能會(huì)淡忘這件事情。到那時(shí)候，我們更關(guān)心的可能會(huì)是我們的流媒體業(yè)務(wù)是否取得了成功。”

????只怕到時(shí)候，這家公司又有的忙了。——JP曼加林丹

Netflix's double oops: Pricing, Qwikster

????Your customers love you and your stock is flying high. What do you do? If you're Netflix in 2011, you tick off subscribers with a 60% price hike and the launch of a new business called Qwikster.

????The idea of Qwikster, announced in July, was grounded in sound long-term thinking: It would be for the DVD business, while Netflix would be all about streaming, and that's where the future is. But for customers, it meant potentially dealing with two accounts, two credit card charges, and two Web sites.

????The backlash was swift. More than 1 million users canceled their memberships, and Netflix shares have dropped by nearly 75% in recent months. Just one month after announcing Qwikster, Netflix abandoned the idea.

????"We berate ourselves tremendously for that lack of insight because it didn't need to be that way," CEO Reed Hastings admitted recently at a conference. "But you know, in three or five years, we aren't going to remember it. It's going to be, `Did we succeed at streaming?'"

????Until then, the company will have its work cut out for it. -- JP Mangalindan