Globalization and Information Research
Purpose
This assignment is intended to give you an opportunity to strengthen your skills in gathering and analyzing business-related information. It provides a deeper understanding of how companies can look at globalization as part of their strategic and operational plans. The assignment has two parts: one focused on information research and analysis, and the other is on applied analytics.
Resources:
Part 1: Globalization and Information Research
Context: Companies that perform well in their country of origin usually consider expanding operations in new international markets. Deciding where, how, and when to expand is not an easy task, though.
Many issues need to be considered before crafting an expansion strategy and investing significant resources to this end, including:
- the level of demand to be expected for the company’s products/services
- presence of local competitors
- the regulatory, economic, demographic, and political environments
Carefully researching and analyzing these and other factors can help mitigate the inherent risk associated with an overseas expansion strategy, thus increasing the likelihood of success.
As a data analyst in your company’s business development department, you’ve been tasked with the responsibility of recommending countries for international expansion. You’ll write a report to the company’s executive team with your research, analysis, and recommendations.
Instructions:
Write a 525-word summary covering the following items:
- According to the article listed above, what were the most important strategic moves that propelled Netflix’s successful international expansion?
- The article mentions investments in big data and analytics as one of the elements accompanying the second phase of overseas expansion. Why was this investment important? What type of information did Netflix derive from the data collected?
- According to the article, what is exponential globalization?
- Not all international expansion strategies are a resounding success, however. Research an article or video that discusses an instance in which an American company’s expansion efforts in another country failed. According to the article/video you selected, what were the main reasons for this failure? Do you agree with this assessment?
- Explain some of the reasons why certain companies’ expansion plans have failed in the past.
Part 2: Hypothesis testing
Context: Your organization is evaluating the quality of its call center operations. One of the most important metrics in a call center is Time in Queue (TiQ), which is the time a customer has to wait before he/she is serviced by a Customer Service Representative (CSR). If a customer has to wait for too long, he/she is more likely to get discouraged and hang up. Furthermore, customers who have to wait too long in the queue typically report a negative overall experience with the call. You’ve conducted an exhaustive literature review and found that the average TiQ in your industry is 2.5 minutes (150 seconds).
Another important metric is Service Time (ST), also known as Handle Time, which is the time a CSR spends servicing the customer. CSR’s with more experience and deeper knowledge tend to resolve customer calls faster. Companies can improve average ST by providing more training to their CSR’s or even by channeling calls according to area of expertise. Last month your company had an average ST of approximately 3.5 minutes (210 seconds). In an effort to improve this metric, the company has implemented a new protocol that channels calls to CSR’s based on area of expertise. The new protocol (PE) is being tested side-by-side with the traditional (PT) protocol.
Instructions:
Access the Call Center Waiting Time file. Each row in the database corresponds to a different call. The column variables are as follows:
Submit your calculations and a 175-word summary of your conclusions.
Submit your assignment.
Call Center Timing
ProtocolType
QueueTime
ServiceTime
PE
43
976
PE
151
33
PE
57
35
PE
15
39
PE
45
41
PE
97
43
PE
239
43
PE
33
48
PE
31
48
PE
299
49
PE
27
50
PE
189
50
PE
51
51
PE
71
52
PE
57
56
PE
149
57
PE
209
61
PE
121
61
PE
65
63
PE
59
65
PE
29
68
PE
43
68
PE
91
71
PE
211
72
PE
95
72
PE
67
74
PE
143
75
PE
85
75
PE
173
75
PE
77
75
PE
25
76
PE
75
77
PE
41
79
PE
229
79
PE
47
80
PE
147
87
PE
247
90
PE
189
104
PE
89
106
PE
223
110
PE
265
121
PE
141
129
PE
167
131
PE
107
144
PE
261
157
PE
63
159
PE
37
167
PE
67
167
PE
91
168
PE
193
172
PE
133
195
PE
31
204
PE
203
210
PE
261
211
PE
205
246
PE
75
255
PE
31
260
PE
177
854
PE
193
899
PE
93
905
PE
53
942
PE
91
225
PE
103
239
PE
219
243
PE
179
268
PE
153
299
PE
57
319
PE
171
321
PE
71
388
PE
89
408
PE
89
577
PE
47
231
PE
291
33
PE
43
34
PE
121
35
PE
179
37
PE
129
38
PE
141
43
PE
73
45
PE
97
47
PE
141
52
PE
63
54
PE
51
56
PE
107
64
PE
99
65
PE
43
67
PE
123
69
PE
115
70
PE
129
76
PE
71
77
PE
33
78
PE
179
80
PE
131
83
PE
105
92
PE
95
94
PE
131
110
PE
143
110
PE
135
112
PE
75
119
PE
127
129
PE
277
140
PE
35
188
PE
97
204
PE
31
206
PE
119
207
PE
219
239
PE
47
214
PE
67
243
PE
65
387
PE
83
33
PE
87
34
PE
137
34
PE
91
34
PE
181
34
PE
29
36
PE
69
36
PE
61
36
PE
225
36
PE
147
37
PE
61
37
PE
89
37
PE
51
38
PE
27
38
PE
211
40
PE
37
40
PE
99
41
PE
59
41
PE
79
42
PE
225
42
PE
133
42
PE
43
43
PE
51
44
PE
107
44
PE
37
44
PE
145
45
PE
173
45
PE
63
45
PE
139
45
PE
31
46
PE
55
46
PE
99
46
PE
29
47
PE
105
47
PE
55
47
PE
47
47
PE
57
47
PE
195
47
PE
219
49
PE
83
49
PE
71
49
PE
65
50
PE
311
51
PE
753
51
PE
45
51
PE
151
51
PE
43
52
PE
47
52
PE
143
52
PE
715
52
PE
71
52
PE
43
52
PE
55
53
PE
53
53
PE
187
54
PE
213
54
PE
123
55
PE
265
55
PE
163
55
PE
107
55
PE
141
56
PE
67
56
PE
83
56
PE
47
56
PE
487
56
PE
41
57
PE
83
57
PE
753
57
PE
81
57
PE
767
57
PE
315
58
PE
241
59
PE
39
59
PE
85
59
PE
73
59
PE
199
59
PE
53
60
PE
71
60
PE
91
60
PE
179
60
PE
93
60
PE
47
60
PE
75
60
PE
109
61
PE
273
61
PE
37
61
PE
123
61
PE
155
62
PE
211
63
PE
45
64
PE
109
64
PE
45
64
PE
33
65
PE
63
65
PE
139
65
PE
91
66
PE
809
66
PE
149
66
PE
71
66
PE
85
67
PE
71
67
PE
33
67
PE
49
67
PE
41
67
PE
135
68
PE
21
68
PE
323
68
PE
177
69
PE
811
69
PE
75
69
PE
141
69
PE
99
69
PE
83
70
PE
133
70
PE
77
70
PE
85
70
PE
809
70
PE
35
71
PE
93
72
PE
67
73
PE
83
73
PE
73
73
PE
57
73
PE
45
74
PE
55
74
PE
65
74
PE
67
74
PE
193
75
PE
149
75
PE
39
75
PE
65
76
PE
171
76
PE
33
76
PE
171
76
PE
99
76
PE
105
76
PE
41
77
PE
91
77
PE
107
77
PE
161
77
PE
93
77
PE
83
78
PE
49
78
PE
63
79
PE
71
79
PE
203
79
PE
229
79
PE
77
79
PE
97
80
PE
301
80
PE
39
81
PE
107
81
PE
145
81
PE
33
82
PE
123
82
PE
109
82
PE
49
83
PE
243
83
PE
205
83
PE
125
83
PE
127
84
PE
185
85
PE
69
94
PE
41
96
PE
165
102
PE
321
106
PE
41
110
PE
189
111
PE
155
114
PE
45
117
PE
179
123
PE
35
124
PE
541
126
PE
57
128
PE
101
129
PE
43
129
PE
123
132
PE
75
142
PE
105
142
PE
145
146
PE
217
152
PE
157
154
PE
61
158
PE
221
162
PE
71
172
PE
123
173
PE
57
179
PE
109
180
PE
123
189
PE
37
206
PE
81
207
PE
89
208
PE
51
216
PE
129
220
PE
77
220
PE
135
225
PE
131
231
PE
27
236
PE
121
242
PE
45
253
PE
95
253
PE
89
255
PE
83
412
PE
135
414
PE
135
799
PE
809
822
PE
149
886
PE
93
901
PE
75
209
PE
55
211
PE
117
211
PE
79
213
PE
113
224
PE
149
225
PE
95
227
PE
57
227
PE
51
241
PE
115
261
PE
43
264
PE
89
296
PE
99
297
PE
105
300
PE
105
320
PE
655
340
PE
27
344
PE
79
388
PE
715
407
PE
87
407
PE
227
474
PE
157
530
PE
31
531
PE
753
532
PE
71
584
PE
237
694
PE
69
704
PE
129
721
PE
145
2270
PE
285
732
PE
65
34
PE
211
34
PE
191
35
PE
177
36
PE
363
38
PE
87
38
PE
83
38
PE
49
40
PE
461
40
PE
91
41
PE
53
41
PE
31
42
PE
403
42
PE
69
42
PE
55
42
PE
27
42
PE
73
42
PE
253
43
PE
331
43
PE
53
43
PE
249
44
PE
117
44
PE
121
44
PE
43
44
PE
79
44
PE
163
44
PE
197
45
PE
259
45
PE
63
45
PE
87
45
PE
155
45
PE
75
46
PE
419
46
PE
91
46
PE
69
46
PE
99
47
PE
77
47
PE
269
48
PE
121
48
PE
157
48
PE
225
48
PE
185
48
PE
61
49
PE
171
49
PE
49
49
PE
55
49
PE
21
49
PE
255
50
PE
419
50
PE
51
50
PE
219
50
PE
37
50
PE
179
50
PE
207
50
PE
55
50
PE
763
51
PE
377
52
PE
407
52
PE
361
52
PE
53
53
PE
71
53
PE
221
53
PE
155
54
PE
75
54
PE
767
55
PE
47
55
PE
89
56
PE
251
56
PE
127
57
PE
137
57
PE
127
57
PE
25
57
PE
121
58
PE
397
58
PE
87
58
PE
55
58
PE
21
58
PE
181
59
PE
273
59
PE
87
59
PE
53
59
PE
229
60
PE
27
60
PE
153
60
PE
67
60
PE
809
61
PE
91
61
PE
391
61
PE
49
62
PE
63
62
PE
51
64
PE
45
65
PE
297
65
PE
53
65
PE
61
65
PE
37
65
PE
29
66
PE
45
67
PE
149
67
PE
275
67
PE
99
67
PE
39
68
PE
141
68
PE
71
69
PE
159
69
PE
355
69
PE
239
69
PE
105
69
PE
63
69
PE
85
69
PE
127
69
PE
105
69
PE
73
69
PE
291
70
PE
97
70
PE
39
71
PE
335
71
PE
139
71
PE
35
71
PE
323
71
PE
131
73
PE
207
73
PE
121
74
PE
341
74
PE
73
74
PE
121
75
PE
107
75
PE
43
75
PE
91
76
PE
67
76
PE
101
77
PE
155
77
PE
99
77
PE
117
77
PE
75
77
PE
115
78
PE
185
78
PE
343
78
PE
85
78
PE
233
78
PE
43
79
PE
87
79
PE
211
79
PE
83
80
PE
101
81
PE
181
81
PE
177
82
PE
63
82
PE
307
82
PE
117
82
PE
93
82
PE
143
83
PE
141
83
PE
367
83
PE
151
83
PE
169
83
PE
53
83
PE
75
83
PE
259
84
PE
61
84
PE
109
84
PE
83
84
PE
107
85
PE
39
85
PE
75
85
PE
39
86
PE
319
88
PE
107
88
PE
257
88
PE
137
89
PE
121
94
PE
59
95
PE
281
97
PE
65
98
PE
87
99
PE
491
99
PE
845
101
PE
131
104
PE
355
105
PE
61
107
PE
75
109
PE
125
110
PE
225
110
PE
51
110
PE
261
111
PE
599
112
PE
151
113
PE
715
116
PE
303
117
PE
49
126
PE
559
127
PE
73
128
PE
265
128
PE
293
128
PE
43
130
PE
69
130
PE
107
131
PE
227
137
PE
29
138
PE
277
139
PE
79
140
PE
45
141
PE
79
142
PE
247
146
PE
185
147
PE
201
147
PE
61
148
PE
187
150
PE
41
153
PE
139
153
PE
529
157
PE
117
160
PE
27
161
PE
73
165
PE
177
166
PE
275
166
PE
91
167
PE
71
168
PE
179
168
PE
353
168
PE
387
170
PE
315
170
PE
147
172
PE
175
172
PE
655
174
PE
265
176
PE
75
177
PE
163
177
PE
97
178
PE
305
180
PE
725
183
PE
95
186
PE
177
186
PE
135
187
PE
169
191
PE
261
199
PE
439
201
PE
127
204
PE
357
209
PE
113
210
PE
201
213
PE
103
214
PE
47
223
PE
419
224
PE
133
226
PE
129
228
PE
303
229
PE
763
233
PE
343
234
PE
305
238
PE
51
245
PE
347
247
PE
135
248
PE
179
248
PE
405
249
PE
149
251
PE
237
252
PE
249
253
PE
55
254
PE
261
414
PE
235
415
PE
253
783
PE
31
784
PE
127
797
PE
363
806
PE
87
807
PE
63
821
PE
113
211
PE
113
213
PE
77
214
PE
47
223
PE
151
224
PE
31
258
PE
53
258
PE
31
261
PE
49
261
PE
231
268
PE
151
295
PE
201
297
PE
139
298
PE
763
299
PE
209
300
PE
107
300
PE
281
301
PE
227
317
PE
101
318
PE
59
321
PE
289
322
PE
387
336
PE
31
336
PE
85
340
PE
55
382
PE
275
383
PE
47
387
PE
117
479
PE
103
534
PE
61
577
PE
297
638
PE
309
712
PE
103
713
PE
141
2146
PE
239
433
PE
145
531
PE
109
33
PE
51
33
PE
125
34
PE
257
35
PE
277
36
PE
61
38
PE
267
38
PE
83
40
PE
63
40
PE
149
41
PE
31
41
PE
127
41
PE
99
43
PE
247
43
PE
199
44
PE
97
44
PE
27
45
PE
73
46
PE
275
46
PE
81
46
PE
89
46
PE
149
47
PE
95
47
PE
317
47
PE
47
48
PE
121
48
PE
55
49
PE
43
49
PE
123
49
PE
97
49
PE
73
49
PE
301
50
PE
243
50
PE
185
50
PE
51
50
PE
61
52
PE
191
53
PE
51
53
PE
37
56
PE
61
56
PE
63
56
PE
19
57
PE
161
57
PE
155
57
PE
257
57
PE
85
58
PE
69
58
PE
253
59
PE
43
60
PE
59
60
PE
255
60
PE
99
60
PE
135
61
PE
117
62
PE
59
63
PE
35
63
PE
127
64
PE
63
64
PE
33
64
PE
95
64
PE
141
65
PE
67
65
PE
87
65
PE
225
65
PE
47
65
PE
61
66
PE
763
67
PE
131
67
PE
149
67
PE
137
68
PE
173
68
PE
83
68
PE
105
69
PE
187
69
PE
113
70
PE
161
70
PE
131
70
PE
79
71
PE
147
72
PE
39
72
PE
117
72
PE
91
74
PE
117
74
PE
309
75
PE
149
75
PE
121
75
PE
61
75
PE
209
76
PE
39
77
PE
131
77
PE
79
77
PE
183
77
PE
47
77
PE
195
78
PE
97
79
PE
201
79
PE
341
79
PE
51
79
PE
109
80
PE
75
80
PE
163
80
PE
65
80
PE
101
80
PE
175
82
PE
143
82
PE
201
83
PE
173
83
PE
147
84
PE
55
84
PE
111
84
PE
71
85
PE
219
87
PE
63
88
PE
131
88
PE
105
90
PE
107
94
PE
185
101
PE
231
108
PE
153
111
PE
207
112
PE
171
112
PE
245
114
PE
111
115
PE
53
116
PE
179
118
PE
111
121
PE
381
123
PE
55
126
PE
451
128
PE
181
129
PE
79
130
PE
121
133
PE
167
133
PE
159
135
PE
101
136
PE
69
136
PE
97
137
PE
53
142
PE
137
142
PE
35
145
PE
27
146
PE
91
147
PE
63
147
PE
47
150
PE
269
152
PE
57
154
PE
169
157
PE
55
161
PE
109
162
PE
55
164
PE
59
165
PE
123
165
PE
41
170
PE
181
176
PE
55
177
PE
173
186
PE
73
198
PE
93
205
PE
201
208
PE
145
209
PE
63
222
PE
77
222
PE
65
231
PE
145
232
PE
135
236
PE
93
246
PE
339
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Global strategy
How Netflix Expanded to 190 Countries in 7 Years
The majority of its revenue now comes from outside the U.S.
by
- Louis Brennan
by
Louis Brennan
October 12, 2018, Updated October 12, 2018
Fernando Trabanco Fotografía/Getty Images
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Summary.
Netflix’s global growth is a big factor in the company’s success. It operates in
over 190 countries,
and its international streaming revenues now exceed its domestic revenues. But only eight years ago Netflix was only in the U.S. How did it expand so quickly? First, it didn’t enter all markets at once. It started slowly, in countries that were similar to its U.S. home market. Using what it learned in these markets, it expanded to a few dozen countries by 2015, and then continued learning and growing from there. Second, it adapted to local cultures and preferences, using that knowledge to appeal to customers all over the world, both with its content offerings and with the partnerships it formed with local stakeholders. Netflix’s strategy constitutes a new approach to growth that the author calls exponential globalization, and it’s one that other companies can use too.
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Netflix’s global growth is a big factor in the company’s success. By 2017 it was operating in
over 190 countries, and today close to
73 million of its some 130 million subscribers are outside the U.S.
In the second quarter of 2018, its international streaming revenues exceeded domestic streaming revenues for the first time. This is a remarkable achievement for a company that was only in the U.S. before 2010, and in only 50 countries by 2015.
Other U.S. internet companies have scaled internationally, of course (Facebook and Google are two obvious examples). But Netflix’s globalization strategy, and many of the challenges it’s had to overcome, are unique. Netflix must secure content deals region by region, and sometimes country by country. It also must face a diverse set of national regulatory restrictions, such as those that limit what content can be made available in local markets. International subscribers, many of whom are not fluent in English, often prefer local-language programming. And many potential subscribers, accustomed to free content, remain hesitant to pay for streaming services at all.
Furthermore, strong competition in streaming already exists in many countries. In France and India, for example, homegrown leaders offer local-language video content, thus depriving Netflix of first-mover advantage. In some countries, like Germany and India, rivals such as Amazon Prime were already established. Yet the majority of Prime subscribers are in the U.S., and Netflix has managed to make inroads into even those markets where Prime arrived first. Now Netflix, with its global reach, has
more subscribers worldwide than all other pure streaming services combined
.
Netflix’s success can be attributed to two strategic moves — a three-stage expansion process into new markets and the ways it worked with those markets — which other companies looking to expand globally can use too.
Netflix did not try to enter all markets at once. Rather, it carefully selected its initial adjacent markets in terms of geography and psychic distance, or perceived differences between markets. For example, its earliest international expansion, in 2010, was to Canada, which is geographically close to and shares many similarities with the United States. Netflix was thus able to develop its internationalization capabilities in locations where the challenges of “foreignness” were less acute. In doing so, the company learned how to expand and enhance its core capabilities beyond its home market.
In that sense, the first phase of its globalization process was consistent with the traditional model of expansion. But from the experience and learning it gained in that process, Netflix developed the capabilities to expand into a diverse set of markets within a few years — the second phase of the process.
This second phase, involving a faster and more-extensive international expansion, saw Netflix extend its footprint to some 50 countries, drawing on the lessons it learned in the first phase in order to operate in a wider variety of markets. The choice of those markets was influenced by their degree of attractiveness, such as from shared similarities, the presence of affluent consumers, and the availability of broadband internet. The second phase helped Netflix continue learning about internationalization and partnering with local stakeholders while also growing its revenue. Since this phase involved expanding into more-distant markets, it was supported by investments in content geared toward the preferences of those geographies, as well as technological investments in big data and analytics.
The third phase, during which a much-accelerated pace of entry brought Netflix to 190 countries, used everything it had learned from the first two phases. It had gained expertise in the content people prefer, the marketing they respond to, and how the company needed to organize itself. Now Netflix focused on adding more languages (including for subtitles), optimizing its personalization algorithms for a global library of content, and expanding its support for a range of device, operation, and payment partnerships. Six months after entering Poland and Turkey in 2016, for example, Netflix added the local languages to its user interface, subtitles, and dubbing. As with the markets it had entered earlier, the company launched a service targeted at early adopters, and then iterated quickly to add features to attract a wider audience.
Recognizing that in some parts of the world, particularly emerging and developing economies, mobile is the primary way most people access the internet, Netflix also began placing a greater emphasis on improving its mobile experience, including sign-ups, credentials and authentication, the user interface, and streaming efficiency for cellular networks. It has been developing relationships with device makers, mobile and TV operators, and internet service providers as well.
Netflix has worked with, and responded to, the new markets it’s entered. The company has partnered with key local companies to forge win-win relationships. In some cases, it has joined with cell phone and cable operators to make its content available as part of their existing video-on-demand offerings. For example, when Vodafone launched a TV service for its customers in Ireland, it included a dedicated Netflix button on its remote controls. More recently, Netflix announced deals with
Telefonica in Spain and Latin America
and with
KDDI in Japan
.
And while Netflix believes that “great storytelling transcends borders,” in the words of Ted Sarandos, Netflix’s chief content officer, the company has responded to customer preferences for local content: Currently it’s producing original content in 17 different markets. Importantly, Netflix sees such content production as not just local-for-local, but also local-for-global. In other words, it aims to have content attract an audience not only locally, where it is produced, but also more widely. As such, Netflix potentially reaps the benefits of investing in local content all around the world.
To address the protracted process of signing content deals with major studios on a regional or local basis, it has increasingly pursued global licensing deals so that it can provide content across all of its markets at once. Netflix has also begun to source regionally produced content, providing a win-win for these producers, whose local content can find a global audience.
The company is also applying its deep customer insight to international markets, using that knowledge to create content that appeals to a wide range of customer segments. Despite its very rapid internationalization, Netflix implemented in all markets the same customer-centric model of operations that had been key to its success in the United States. It experiments with customer usage data to determine which offerings work best. Because it operates in so many countries, Netflix is able to try different approaches in different markets. As the number of its international subscribers grows, the performance of its predictive algorithms continues to improve.
Netflix has demonstrated that developing country-specific knowledge is critical for success in local markets. This knowledge needs to be both broad and deep, extending across political, institutional, regulatory, technical, cultural, customer, and competitor domains. Understanding local cultures ensured that Netflix could be sensitive to and respond to their differences. This enhanced its credibility and helped it forge smooth relationships with key stakeholders.
Taken together, the elements of Netflix’s expansion strategy constitute a new approach that I call exponential globalization. It’s a carefully orchestrated cycle of expansion, executed at increasing speed, to an increasing number of countries and customers. The approach has helped the company expand far more quickly than competitors. Going forward, Netflix will face increasing competition not only from other global players such as Amazon Prime but also from new entrants and regional or local players. In that regard, it will have to continue to expand its blending of global and regional content.
For a variety of market and technological factors, including the absence of high-speed broadband and a very low level of internet penetration in many parts of the world, exponential globalization was infeasible until a few years ago. With the growth of the internet in general, including on phones, tablets, and smart TVs, Netflix has demonstrated that this strategy is now a viable option. But it requires a mastery of local contexts, including the ability to acquire local knowledge and to demonstrate sensitivity and responsiveness. With the increasing prevalence of winner-take-all markets, companies operating in such markets will need to pursue an internationalization strategy similar to Netflix’s. And when it comes to Netflix’s next stage of growth, and how it will respond to new challengers, the sequel appears likely to be as captivating as the original.
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Louis Brennan is a professor at the Trinity Business School at Trinity College Dublin. His areas of teaching and research interest include international business and operations strategy.
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