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Like a company’s mission or vision, a well-defined brand describes a “true north” that informs the company’s product development. Network effects, economies of scale, and unique technology are commonly understood ways to create a hard-to-copy competitive advantage, but few understand the discipline required to define and build a brand. Beyond Netflix, Biddle has led and advised on brand creation and product development for landmark education and gaming companies, including Chegg, Sega and Mattel.īiddle’s track record as a product leader stems from his ability to delight customers in hard-to-replicate, margin-enhancing ways. In the early days, building the company’s brand meant not only finding ways to promote and position the “brand promise” of Netflix, but also introducing - and owning - language that was fundamental to an incredibly new business. Do you mean streamlining?” No, streaming, he would say.
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Yet when former VP of Product Management Gibson Biddle joined Netflix in 2005, the product expert still had focus groups asking him: “Wait, I don’t get it. It spurs hundreds of cable cancellations daily. Even its culture document went viral to become part of startup canon. Today, it boasts over 65 million subscribers across more than 40 countries. It’s hard to imagine a living room - or board room - where Netflix needs an introduction.