Name: 【TED】Reed Hastings:Netflix如何改變娛樂業--以及它的發展方向（Netflix如何改變娛樂業--以及它的發展方向|Reed Hastings）。 (【TED】Reed Hastings: How Netflix changed entertainment -- and where it's headed (How Netflix changed entertainment -- and where it's headed | Reed Hastings))
Uploaded: 2021-01-14T07:46:55.000Z
Duration: 20 min 52 s

基礎數量詞

Chris Anderson: I have been long so fascinated and amazed by so many aspects of Netflix.

譯者: Lilian Chiu 審譯者: Helen Chang克里斯安德森： 網飛的許多面向都讓我 

You're full of surprises, if I may say so.

過去簡單式

One of those surprises happened, I think about six years ago.

So, the company back then was doing really well, but you were basically a streaming service for other people's films and TV content.

其中一個驚喜 是大約六年前發生的。當時，網飛的狀況非常好， 但基本上，你的主要業務 就是串流服務， 

You'd persuaded Wall Street that you were right to make the kind of radical shift away from just sending people DVDs, so you were doing it by streaming.

內容是其他人製作的 電影和電視節目。你讓華爾街看到你的眼光很正確， 做出徹底的轉變， 不再只是把 DVD 寄給客人， 

And you were growing like a weed --you had more than six million subscribers and healthy growth rates, and yet, you chose that moment to kind of make a giant -- really, a bet-the-company decision.

你改用了串流的方式。網飛就像野草般地成長—— 用戶數目超過六百萬， 成長率也很健康， 但，你選擇在這個時刻， 

What was that decision, and what motivated it?

做出重大——可說根本是 賭上了公司的決策。

Reed Hastings: Well, cable networks from all time have started on other people's content and then grown into doing their own originals.

能否談談那個決策 以及背後的動機？里德哈斯廷斯：嗯， 各時期的有線網路 一開始都是用別人的內容， 

So we knew of the general idea for quite a while.

成長之後接著做自己的原創內容。

And we had actually tried to get into original content back in 2005, when we were on DVD only and buying films at Sundance --

所以，我們知道這個普遍的想法 已經有一段時間了。其實我們在 2005 年 曾試著要去做原創內容， 

Maggie Gyllenhaal, "Sherrybaby," we published on DVD --we were a mini studio.

當時我們只有做 DVD， 並從日舞影展購買電影——我們發行了瑪姬葛倫霍的 《雪莉寶貝》DVD —— 

And it didn't work out, because we were subscale.

And then, as you said, in 2011, Ted Sarandos, my partner at Netflix who runs content, got very excited about "House of Cards."

並沒有成功，因為我們太小了。接著，就是你剛剛說的，2011 年， 我在網飛負責經營內容的 夥伴泰德薩蘭多斯 

And at that time, it was 100 million dollars, it was a fantastic investment, and it was in competition with HBO.

對《紙牌屋》感到非常興奮。在那時，它要價一億美金， 是很棒的投資， 

And that was really the breakthrough, that he picked right upfront.

CA: But that was a significant percentage of the revenue of the company at that time.

他先挑選到，真的是個突破。克：在當時那佔了公司收入 

But how could you get confident that that was actually worth doing?

你是哪來的信心， 認為那是值得做的？

it might have been really devastating for the company.

RH: Yeah, we weren't confident. I mean, that's the whole tension of it.

We were like, "Holy ...!" -- I can't say that.

里：是啊，我們並沒有信心。 我是指，我們非常有壓力。

我們就：「哇ㄎㄠˋ！」 不能說髒話。

CA: And with that, it wasn't just producing new content.

You also, pretty much with that, if I understand right, introduced this idea of binge-viewing.

克：這麼一來， 就不只是製作新內容了。如果我理解正確，你也因此 

It wasn't, "We're going to do these episodes and build excitement" --boom! -- all at one time.

帶入馬拉松觀劇的風潮。並不是「我們打算要推出 這麼多集，建立興奮感」，而是 

And that consumer mode hadn't really been tested.

那種消費者模式 其實還沒有被測試過。

RH: Well, you know, we had grown up shipping DVDs.

And then there were series, box sets, on DVD.

里：嗯，我們靠寄送 DVD 來成長。

And all of us had that experience watching some of the great HBO content you know, with the DVD -- next episode, next episode.

接著就有影集，DVD 的盒裝組合。我們大家都有過這樣的經驗： 看很棒的 HBO 節目， 

And so that was the trigger to make us think, wow, you know, with episodic content, especially serialized, it's so powerful to have all the episodes at once.

看 DVD 版本，下一集，再下一集。這觸發我們思考， 哇，如果是一集一集的 內容，特別是影集， 

And it's something that linear TV can't do.

能一次拿到所有集數會非常棒。

And so both of those made it really positive.

CA: And so, did it work out on the math pretty much straight away, that an hour spent watching "House of Cards," say, was more profitable to you than an hour spent watching someone else's licensed content?

這兩個原因，讓我們 十分看好這個想法。克：所以，結果是不是 馬上就如預期， 比如，花一個小時看《紙牌屋》 對你而言的利益 

RH: You know, because we're subscription, we don't have to track it at that level.

會高於花一個小時看 其他人的授權內容？

And so it's really about making the brand stronger, so that more people want to join.

里：因為我們採用訂閱制， 無法追蹤到那個層級的資訊。所以，重點在於要讓品牌更強， 

And "House of Cards" absolutely did that, because then many people would talk about it and associate that brand with us, whereas "Mad Men" we carried -- great show, AMC show --but they didn't associate it with Netflix,  even if they watched it on Netflix.

才會有更多人想要加入。而《紙牌屋》確實辦到了， 因為接下來很多人在談它， 並將那品牌和我們連結在一起， 反而是我們播的《廣告狂人》， 很棒的節目，AMC 的節目， 大家沒有把它和網飛連結在一起， 

CA: And so you added all these other remarkable series, "Narcos," "Jessica Jones," "Orange is the New Black," "The Crown," "Black Mirror" -- personal favorite --"Stranger Things" and so on.

即使大家都是在網飛上看的。克：所以你又增加了 許多其他很棒的影集， 《毒梟》、《潔西卡瓊斯》、 《勁爆女子監獄》、《王冠》、 《黑鏡》——我個人的最愛—— 

And so, this coming year, the level of investment you're planning to make in new content is not 100 million.

《怪奇物語》等等。所以，接下來的一年， 你計畫要對新內容做多少投資？ 

RH: It's about eight billion dollars around the world.

里：全世界總共大約八十億美金。

There are so many great shows on other networks.

在其他網路還有很多很好的節目。

CA: But eight billion --that's pretty much higher than any other content commissioner at this point?

所以我們還有很長的路要走。克：但八十億， 

RH: No, Disney is in that realm, and if they're able to acquire Fox, they're even bigger.

在這個時點，這金額應該比所有 其他的內容委託公司都還要高？里：不，迪士尼差不多就那麼多， 

And then, really, that's spread globally, so it's not as much as it sounds.

如果能收購福斯，他們還會更強。且那金額是散在全球各地的， 

CA: But clearly, from the Barry Dillers and others in the media business, it feels like from nowhere, this company has come and has really revolutionized the business.

（笑聲）克：但，很顯然，就巴瑞迪勒 以及媒體業的其他人來說， 感覺這間公司就好像是 

It's like, as if Blockbuster one day said, "We're going to make Blockbuster videos," and then, six years later, was as big as Disney.

不知道從哪裡冒出來， 改革了這個產業。就彷彿有一天，百視達說： 「我們打算要做百視達影片。」 

I mean, that story would never have happened, and yet it did.

接著，六年後， 它就和迪士尼一樣大了。

RH: That's the bitch about the internet -- it moves fast, you know?

我的意思是，那種狀況 本不可能發生，卻真的發生了。

里：網際網路最難搞的 就是它改變很快，對吧？

CA: I mean, there must be something unusual about Netflix's culture that allowed you to take such bold -- I won't say "reckless" -- bold, well thought-through decisions.

我們周圍的一切都改變很快。克：我的意思是，網飛的文化 一定有什麼不尋常之處， 讓你能做出這麼大膽—— 我不會說「魯莽」—— 

We did have one advantage, which is we were born on DVD, and we knew that that was going to be temporary.

里：是啊，絕對是。我們確實有一項優勢， 那就是，我們從 DVD 起家， 

No one thought we'd be mailing discs for 100 years.

So then you have a lot of paranoia about what's coming next, and that's part of the founding ethos, is really worrying about what's coming next.

沒有人認為我們會做 一百年的光碟寄送。所以，接著你偏執， 不斷想接下來會是什麼， 那是建立公司精神的一部分， 

And then in terms of the culture, it's very big on freedom and responsibility.

I pride myself on making as few decisions as possible in a quarter.

有很大的自由，及很大的責任。

And we're getting better and better at that.

我很自豪的一點是， 我每一季都盡可能做少一點決策。

There are some times I can go a whole quarter without making any decisions.

我們越來越擅長那麼做。有些時候，我能夠整整一季 

CA: But there are some really surprising things about your people.

克：但你的人有些 非常讓人驚艷之處。

It looks like Netflix employees, compared to your peers', are basically the highest paid for equivalent jobs.

比如，我看過一項調查。看起來，和同地位的人相比， 基本上，網飛的員工 

是做同類工作的人當中薪水最高的。

And if you Google the Netflix culture deck, you see this list of quite surprising admonitions to your employees.

且最不可能離職。如果你用 Google 搜尋「網飛文化集」， 

可以找到一張給你的員工的 忠告清單，還蠻讓人驚訝的。

RH: Well, you know, my first company -- we were very process obsessed.

里：嗯，我的第一間公司 對流程非常著迷。

And every time someone made a mistake, we tried to put a process in place to make sure that mistake didn't happen again -- so, very semiconductor-yield orientation.

時間是在九○年代。每當有人犯了錯時， 我們就會試著建立一套流程， 來確保同樣的錯誤不會再發生。 

And the problem is, we were trying to dummy-proof the system.

And then, eventually, only dummies wanted to work there.

問題是，我們試著要讓系統防呆。

Then, of course, the market shifted -- in that case, it was C++ to Java.

結果，最後只有呆子 才會想在那裡工作。

當然，接著，市場轉變了—— 在這種情況下，是從 C++ 變成 java。

And the company was unable to adapt, and it got acquired by our largest competitor.

但你知道的，轉變總是不斷發生。而公司無法適應， 

And so with Netflix, I was super focused on how to run with no process but not have chaos.

被我們最大的競爭者收購了。所以，對於網飛，我非常重視 要如何不用流程來經營， 

And so then we've developed all these mechanisms, super high-talented people, alignment, talking openly, sharing information -- internally, people are stunned at how much information -- all the core strategies, etc.

且不造成混亂。所以，我們開發出這些機制， 非常有才華的人、結盟、 公開談論、分享資訊—— 在內部，資訊的量 讓大家感到吃驚—— 

We're like the "anti-Apple" -- you know how they compartmentalize?

We do the opposite, which is: everybody gets all the information.

我們就像「反蘋果」—— 你知道他們如何做劃分嗎？

So what we're trying to do is build a sense of responsibility in people and the ability to do things.

我們做的完全相反，也就是： 每個人都有所有的資訊。我們是在試著建立大家的責任感， 

I find out about big decisions now that are made all the time, I've never even heard about it, which is great.

以及去做事的能力。我發現現在時時刻刻 都有重大決策被做出來， 

CA: So you just wake up and read them on the internet.

克：所以，你起床後， 上網才看到這些決策。

克：「喔，我們剛進軍中國！」

CA: But you allow employees to set their own vacation time, and ...

克：你讓員工排定自己的假期等等，

RH: Sure, that's a big symbolic one, vacation, because most people, in practice, do that, anyway.

只是——里：當然，假期非常有象徵性， 

But yeah, there's a whole lot of that freedom.

因為大部分人在現實中會休假。

CA: And courage, you ask for as a fundamental value.

但，是啊，我們 在那方面有更多自由。

RH: Yeah, we want people to speak the truth.

克：還有勇氣，你要求 把勇氣當作基本價值。

And we say, "To disagree silently is disloyal."

里：是啊，我們希望 大家都能說實話。

It's not OK to let some decision go through without saying your piece, and typically, writing it down.

我們說：「反對卻保持沉默 就是不忠的表現。」若你有話沒說出來， 或沒寫下來，就讓決策通過， 

And so we're very focused on trying to get to good decisions through the debate that always happens.

這樣是不行的。所以我們非常著重要透過 大家常在做的辯論方式 

【TED】Reed Hastings:Netflix如何改變娛樂業--以及它的發展方向（Netflix如何改變娛樂業--以及它的發展方向|Reed Hastings）。 (【TED】Reed Hastings: How Netflix changed entertainment -- and where it's headed (How Netflix changed entertainment -- and where it's headed | Reed Hastings))

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