Jul 3, 2017 - HUL cuts prices of select products post GST

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from TradeBriefs FMCG Weekly

Sree Vijaykumar

From the Editor's Desk
Netflix's Reed Hastings has somehow managed to overcome the innovator's dilemma, by constantly reinventing his business in a fast changing sector. While giants like Kodak and Nokia succumbed to technology's unforgiving progress, let's examine Netflix's 'Kodak' moments. Netflix started as a DVD-mail-order business. When broadband speeds increased, it disrupted itself by becoming a streaming company. When the big studios made life difficult by charging exorbitant content fees to Netflix for its content, it again rose to the occasion by producing originals, which it had no experience doing. Netflix wants to become HBO before HBO becomes Netflix. The video-streaming giant marks its 20th anniversary this year, touting a valuation of $60 billion. That works out to about $3 billion of added market value a year, on average, for the titan of Silicon Valley and Hollywood, which went public in 2002 in an $82.5 million offering. Along the way, Reed Hastings, its 56-year-old co-founder and CEO, has learned a few tricks of the management trade, which he has shared at different forums through the years. Here are some of his biggest lessons.

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