Hassan Al Banna And The Muslim Brotherhood

Hassan Al Banna And The Muslim Brotherhood For almost eight decades, the Society of Muslim Brothers, or Muslim Brotherhood, has been an integral part of the Egyptian political body. It was established in 1928, by Hassan al-Banna in the northeastern Egyptian city of Ismailia with the goal of restoring the Caliphate and implementing Sharia law. It quickly spread in Egypt and throughout the Islamic world at large. During this period, the Muslim Brothers acted as a political movement challenging the modern Egyptian state. Hassan al-Banna was born October 14, 1906 in Al Mahmoudeya, Al Behaira, Egypt to a traditional lower middle-class family. His father, Shaykh Ahmad al-Banna, a local imam and instructor of the Hanbali rite, was educated at Al-Azhar University. He wrote books on Muslim traditions and was a teacher at the local madrasah dÄ «niyyah where al-Banna received his first lessons in Islam. Shaykh Ahmad al-Banna also had a shop where he repaired watches and sold phonographs. Though Shaykh Ahmad al Banna and his wife owned some property, they were not wealthy and struggled to make ends meet, particularly after they moved to Cairo in 1924. Like many others, they found that Islamic learning and piety were no longer as highly valued in the capitol, and local craftsmanship could not compete with large-scale industry. Hassan al-Bannas religious proclivity, activism, charismatic appeal, and leadership potential were evident from an early age. When Hassan al-Banna was twelve years old, he became involved in a Sufi order. At thirteen he participated in demonstrations during the revolution of 1919, against British rule, and by the age of fourteen he memorized the Koran. From an early age Hassan al-Banna was attracted to the extremist and xenophobic aspects of Islam which were hostile to western secularism and its system of rights; particularly womens rights. While still in secondary school, he began to organize committees and societies stressing Islamic principles and morals. While still in his teens, al-Banna and his friends, or brethren, met frequently to discuss the situation throughout the Middle East. They argued about the problems of Arab society and expressed their grief at the decline of Islam. Their anguish was in large part a reaction to the collapse of the Ottoman Empire  [1]  , the end of the Muslim Caliphate  [2]  , the British occupation of Egypt  [3]  , and the resulting exposure of Arab society to western values. It was in Cairo during his years at Dar al-Ulum University that al-Banna joined religious societies involved in traditional Islamic education. He soon realized that this type of religious activity alone was insufficient to bring the Islamic faith back to its status in the public life of Egyptian people. He felt that more activism was needed, so he organized students from al-Azhar University and Dar al-Ulum University. He and his group started to preach in mosques and popular meeting places. During this period, al-Banna came to be influenced by the writings of Muhammad Abduh  [4]  and Rashid Rida  [5]  . When he graduated in 1927, he was appointed as a teacher of Arabic grammar in a primary school in Ismailia, a new small town in Egypt with a semi-European quality. It hosted the headquarters of the Suez Canal Company and a sizable foreign community. In Ismailia al-Banna started to preach his ideas to poor Muslim workers, local merchants, and civil servants, warning his listeners against the liberal way of life of the Europeans in town and the dangers of emulating it. It was here he won his first followers, who encouraged him to form the Society of the Muslim Brethren in 1928. For Hassan al-Banna, as for many other Muslims worldwide, the end of the Caliphate, although brought about by secular Muslim Turks, was a sacrilege against Islam for which they blamed the non-Muslim West. It was to strike back against these evils that in March 1928 along with a group of his Brothers, Hassan al-Banna created the Muslim Brotherhood. Similar to the groups that Al-Banna joined since he was twelve; the Brotherhood at first was only one of the numerous small Islamic associations that existed at the time where the members preached to anyone who would listen about the need for moral reform in the Arab world. These associations aimed to promote personal piety and engage in charitable activities. The Brotherhoods ideals were based on the notion that Islam was a comprehensive way of life, not simply a religious observance. In its infancy the Brotherhood was a religious, political, and social movement with the basic beliefs that, Allah is our objective; the Quran is our constitu tion, the Prophet is our leader; Jihad is our way; and death for the sake of Allah is the highest of our aspirations. (Ikhwanweb) Al-Banna called for the return to fundamental Islam because according to him, contemporary Islam had lost its social dominance, because most Muslims had been corrupted by Western influences. The Brotherhood saw itself both as a political and a social movement. The groups activities focused on the secular regimes in the Arab world, starting with its own local, Egyptian government. The Muslim Brotherhood also worked to protect workers against the oppression of foreign companies and monopolies. They established social institutions such as hospitals, pharmacies, and schools. Al-Bannas hatred towards Western modernity soon moved him to shape the Brotherhood into an organization seeking to check the secularist tendencies in Muslim society by asserting a return to ancient and traditional Islamic values. Al-Banna recruited followers from a vast cross-section of Egyptian society by addressing issues such as colonialism, public health, educational policy, natural resources management, social inequalities, Arab nationalism, the weakness of the Islamic world, and the growing conflict in Palestine. Among the perspectives he drew on to address these issues were the anti-capitalist doctrines of European Marxism and fascism. In 1936 the Brotherhood had about 800 members, but by 1938, just two years into the Arab revolt in Palestine, its membership had grown to almost 200,000, with fifty branches in Egypt. The organization established mosques, schools, sport clubs, factories and a welfare service network. By the end of the 1930s there were more than a half million active members registered, in more than two thousand branches across the Arab world. (Meir-Levi) Robin Hallett reports: By the late 1940s the Brotherhood was reckoned to have as many as (2) million members, while its strong Pan-Islamic  [6]  ideas had gained supporters in other Arab lands. (Hallett) Its headquarters in Cairo became a center and meeting place for representatives from the whole Muslim world, also recruiting among the foreign students. The Muslim Brotherhood spread internationally founding groups in Lebanon (1936), Syria (1937), and Transjordan (1946). As the Brotherhood grew through the 1930s and extended its activities beyond its original religious and social revivalism, al-Banna became more obsessed with the idea of the restoration of the Caliphate. He believed this could only become a reality through Jihad  [7]  . This idea helped grow a multitude of followers. Al-Banna described in inciting speeches the horrors of hell expected for heretics, and consequently, the need for Muslims to return to their purest religious roots, re-establish the Caliphate, and resume Jihad against the Kafir  [8]  , or non-Muslim world. Al-Banna spelled out his ideas in a dissertation entitled The Way of Jihad. Hassan al-Banna saw Jihad as a defensive strategy against the west, stating that Islamic scholars: Agree unanimously that Jihad is a communal defensive obligation imposed upon the Islamic ummah (Muslim community) in order to embrace Islam, and that it is an individual obligation to repulse the attack of unbelievers upon it. As a result of unbelievers ruling Muslim lands and degrading Muslim honor: It has become an individual obligation, which there is no evading, on every Muslim to prepare his equipment, to make up his mind to engage in Jihad, and to get ready for it until the opportunity is ripe and God decrees a matter which is sure to be accomplished. (al-Banna) Al-Bannas ideas on the rule of Jihad for the ummah in a citation of the Five Tracts of Hasan al-Banna in which he goes back to the Hanafi-rules: Jihad in its literal significance means to put forth ones maximal effort in word and deed; in the Sacred Law it is the slaying of the unbelievers, and related connotations such as beating them, plundering their wealth, destroying their shrines, and smashing their idols. It is obligatory on us to begin fighting with them after transmitting the invitation [to embrace Islam], even if they do not fight against us. (al-Banna) The first steps that al-Banna took towards the Jihad that he envisioned came in the form of terrorism during the Arab revolt in Palestine from 1936-1939. One of the Muslim Brotherhood leaders, Hajj Amin al-Husseini  [9]  , Grand Mufti (Supreme Muslim religious leader) of Jerusalem, incited his followers to a three-year war against the Jews in Palestine and against the British Mandate for Palestine.  [10]  Under al-Bannas stewardship, the Brotherhood developed a network of underground cells, stole weapons, trained fighters, formed secret assassination squads, and created sleeper cells of subversive supporters in the ranks of the army and police who waited for the order to go public with terrorism and assassinations. Underground links between the Nazis and the Brotherhood began during the 1930s and were close during the Second World War. Documents from the British, American, and Nazi German governmental archives, as well as, from personal accounts and memoirs of that period, confirm that in return for the Nazi aid the Brotherhood was involved in the agitation against the British, espionage and sabotage, as well as other terrorist activities. The common link between them was their hated of the Jews and the common goal of the destruction of the Jews. Both were explicitly anti-nationalist in the sense that they believed in the insolvency of the nation-state in favor of a non-national unifying community. For al-Banna and the Brotherhood this was the ummah; and for the Nazis it was dominance of the master race. The Nazis also offered great power connections to the Brotherhood. As the Brotherhoods political and military alliance with the Nazis developed, these parallels facilitated practical connections that created a formal alliance. Al-Bannas followers easily introduced into the Arab world a new Nazi form of Jewish hatred. This was accomplished with Arab translations of Hitlers autobiography and political ideology, Mein Kampf, (translated into Arabic as My Jihad) and other Nazi anti-Semitic works, including Der Sturmer,  [11]  and racist cartoons, modified to portray Jews as the demonic enemy of Allah. When the question of Palestine came before the United Nations  [12]  , al-Banna and Amin al-Husseini jointly urged the Arab world to unite in opposition to the creation of Israel. The two men saw in the UN resolution for the partition of Palestine, an example of the Jewish world conspiracy, even though the plan provided for an Arab state in Palestine alongside the Jewish one. But in al-Bannas estimation, the creation of a state for the Arabs of Palestine was less vital than the eradication of Zionism and the annihilation of the regions Jews. In November 1948, police seized an automobile containing documents and plans thought to belong to the Brotherhoods secret apparatus or military wing with the identity of its members. This find was succeeded by a series of bombings and attempted assassinations. Consequently thirty-two of the brotherhoods leaders were arrested and its offices raided. Growing concern over the Brotherhoods rising influence and popularity, as well as rumors that the organization was plotting a coup against the Egyptian government, Prime Minister Mahmoud an-Nukrashi Pasha outlawed the group in December 1948. The government seized the Brotherhoods assets and incarcerated many of its members. Less than three weeks later in what is thought to be retaliation for these acts, a member of the Brotherhood, veterinary student Abdel Meguid Ahmed Hassan, assassinated the Prime Minister Mahmoud an-Nukrashi Pasha on December 28, 1948. Following the assassination, al-Banna released a statement condemning the assassination, stating that terror is not an acceptable way in Islam. The Egyptian government was not convinced of al-Bannas and the Brotherhoods non involvement. On February 12, 1949, al-Banna was at the Brotherhood headquarters in Cairo with his brother-in-law to negotiate with a representative from the government, Minister Zaki Ali Basha. The Minister never arrived and by 5 oclock in the evening al-Banna decided to leave. As al-Banna and his brother-in-law stood waiting for the taxi, they were assassinated by two men. Al-Banna was shot seven times and was taken to a hospital where he died shortly thereafter. After Egypt imprisoned and executed many Muslim Brothers through the 1950s, many of its members fled the country and spread the brotherhoods attitudes and viewpoints throughout the Arab world. The groups main ideological voice became Sayyid Qutb, who detested Western values and believed that the Koran justified violence to overthrow any non-Islamic governments wherever Muslims lived. Qutb is credited for the ideology that has sparked many violent Islamic fundamental groups in existence today such as al Qaeda. He spent time in the United States in 1949 studying education and became a very vocal spokesperson about the evils within American Culture. On his return to Egypt Qutb became a leader of the Muslim Brotherhood and urged Muslims to take up arms against non Islamic governments. In 1964, Egyptian President Gamal Nasser granted amnesty to imprisoned Brothers which he was rewarded by the Brotherhood with three assassination attempts on his life. In 1966 the top leaders of the Brother hood in Egypt were executed to include Sayyid Qutb who was accused of plotting against the government. Many others that failed to escape the country were imprisoned. Nassers successor, Anwar-as-Sadat, promised the Brotherhood that sharia law would be implemented as Egyptian law. Like Nasser, Sadat released the members of the Brotherhood held in Egyptian prisons. The temporary peace between the Brotherhood and the Egyptian government lasted until Sadat signed a peace agreement with Israel in 1979. This enraged the Muslim Brotherhood who had deeply supported the Palestinians in their quest to take their homeland back since the 1922 British Mandate. On 06 October 1981 the Muslim Brotherhood assassinated Anwar Sadat during the annual victory parade held in Cairo to celebrate Egypts crossing of the Suez Canal. Al-Banna, as a first option did not propose violence as a means of creating an Islamic State but as the Muslim Brotherhood grew to an enormous size encompassing a large population with diverse and varying viewpoints many of its supporters in the did. Brothers, who broke away from al-Bannas Brotherhood usually connected to or formed Islamic extremist organizations characterized by the same ultimate goal through different methods. These societies openly recognize and practice their will to use violence against infidels in order to promote their brand of Islam. Although the Muslim Brotherhood denies involvement with off shoot organizations labeled as terrorist, many people in todays global security industry do consider the Brotherhood an underground terrorist group or at the very least a supporter of those organizations. However, the United States does not include the Muslim Brotherhood on their list of terrorist organizations. The United States does, however, regard many of the known off shoot groups such as the Islamic Jihad Group (IJG) and HAMAS (Islamic Resistance Movement) as terrorist organizations. (U.S. Department of State) Islamic Jihad and Hamas are only two of the groups whose founders and leaders broke away from the Muslim Brotherhood because they believed in committing immediate and extreme acts to foster an Islamic State. The events surrounding the 1976 Egyptian Parliamentary elections lead to the creation of Muslim Brotherhood splinter groups. Because Egyptian leader Anwar Sadat did not recognize the Brotherhood as a political party the members of the Brotherhood running for seats in the Parliament were forced to either run as independents or as members of the ruling Arab Socialist Union. The Brotherhood won 15 seats on parliament; six had won on the ruling partys ticket and nine won independently. Sadats success in co-opting several of the Brotherhood leaders into the political system angered many militant Brothers. The militant Brothers then disbanded from the Brotherhood in order to establish underground radical groups. These groups include Mukfirtiya (denouncers of the Infidel), Jund Allah (S oldiers of God), Munnazamat al Jihad (The Jihad Organization) and Al Takfir wa al Hijra (The Denunciation of Infidels and the Migration). The Islamic Jihad Group developed out of the Muslim Brotherhood whose members viewed the Egyptian Brotherhood leaders responses toward the occupation of Israeli as too moderate. (Moneeb) The Brotherhood favored the gradual development of a dominant Islamic State instead of seeking an immediate response through violence. This decision did not satisfy some of the members of the Brotherhood who were motivated to breakaway. These members, having been exposed to militant Islamic groups, such as the Jihad Group looked to satisfy their opinions in the formation of a new organization they titled the Egyptian Islamic Jihad. Hamas as well grew out of the Muslim Brotherhood in December 1987. Sheikh Ahmed Yassin, a Brotherhood spiritual leader, founded Hamas to be the Muslim Brotherhoods political arm in Palestine. Then in 1988 Hamas broke away from the Brotherhood when it published its official charter. Hamass winning of the January 2006 Palestinian Authoritys general legislative elections indicate Hamas is now the largest Palestinian militant movement. Hamas is well known for suicide bombings and other violent attacks with the goal to end Israel and to implement an Islamic state in its place. Throughout the history of the Muslim Brotherhood, members have been rounded up and arrested for their anti-government stances in Egypt. Members have fled to Europe, Africa, throughout the Middle East and to the United States. They have set up charities to assist the Palestinians and to convert non-Muslims and to aid the poor. The Brotherhood has began taking a more moderate stance in their approach to the governments of the world in an attempt to gain further acceptance and to distance itself from its violent past. The main problem within the Brotherhood is the clandestine cells and financial networks that act on behalf of the Brotherhood in arming and organizing militant fundamental Islamic groups to further the goal of a worldwide Islamic Caliphate. It is the secrecy and behind the scenes objectives that will forever link the group to the majority of Sunni Islamic terrorist organizations around the globe.

Essay --

Materials: †¢ Yarn (1.5 feet) †¢ Water †¢ Cup †¢ Tablespoon †¢ Small plate †¢ Granulated white sugar (4 cups and 4 tablespoons) †¢ Wax paper †¢ Screws †¢ Popsicle sticks †¢ Marker †¢ Ruler (cm) †¢ 2 mason jars †¢ Bowl †¢ Stove †¢ Measuring cup †¢ Wooden mixing spoon †¢ Pot holders †¢ Paper towels †¢ Notebook †¢ Pencil †¢ Masking tap Procedure: 1. Gather all materials listed. 2. Cut two strings the same lengths that are about 1 centimeter longer than the jar. 3. Fill a cup with water and place the strings in the cup so they can soak for about 5 minutes. 4. While the strings are soaking spread out 1 tablespoon of sugar out on a piece of wax paper and leave one piece of wax paper with nothing on it. 5. Remove the strings and place one string on the wax paper with sugar and roll the string around until it is completely covered with sugar. 6. Set both strings on the blank wax paper, not touching, and allow them to sit overnight. 7. After the sugarcoated string has soaked for twenty-four hours take a screw and tie it to one end of the string. Do the same with the non-sugar coated string. 8. With the other end of the string tie it to a Popsicle sticks. Indicate by using a marker as to which string has the sugar coating on it. 9. Make sure both stings will be long enough so that they can be placed approximately one centimeter from the bottom of the jar. Then set them to the side. 10. The glass jars will need to be preheated. Place them next to the eye of a hot stove. (That is so the glass jars don’t shatter) 11. Next boil water for both of the jars. Once that has boiled pour the water into the warm jars. 12. Now put a cup of water into a pot and bring that to a boil. Turn the heat back down to low. 13. Put three cups of sugar into the boiling water... ...e and organization to how these molecules are aligned. For this process the jar must be left in an undisturbed setting where there is no sunlight beating on it. It takes approximately a week for the sugar crystals to be able to completely grow. As the water molecules evaporate into the air the dissolved sugar molecules will be left behind. The molecules will cling to any solid around them including the sides of the jar and the nail and string placed in the solution. Through the process of nucleation the crystal will begin to form. In conclusion, the result of the experiment is the savory taste of a rock candy. The sugar molecules that are dissolved in the solution, stick together in a repetitive pattern, forming a crystalline solid. Through the process of nucleation students are able to enjoy the sweet taste of sugar molecules bonded together. Essay -- Materials: †¢ Yarn (1.5 feet) †¢ Water †¢ Cup †¢ Tablespoon †¢ Small plate †¢ Granulated white sugar (4 cups and 4 tablespoons) †¢ Wax paper †¢ Screws †¢ Popsicle sticks †¢ Marker †¢ Ruler (cm) †¢ 2 mason jars †¢ Bowl †¢ Stove †¢ Measuring cup †¢ Wooden mixing spoon †¢ Pot holders †¢ Paper towels †¢ Notebook †¢ Pencil †¢ Masking tap Procedure: 1. Gather all materials listed. 2. Cut two strings the same lengths that are about 1 centimeter longer than the jar. 3. Fill a cup with water and place the strings in the cup so they can soak for about 5 minutes. 4. While the strings are soaking spread out 1 tablespoon of sugar out on a piece of wax paper and leave one piece of wax paper with nothing on it. 5. Remove the strings and place one string on the wax paper with sugar and roll the string around until it is completely covered with sugar. 6. Set both strings on the blank wax paper, not touching, and allow them to sit overnight. 7. After the sugarcoated string has soaked for twenty-four hours take a screw and tie it to one end of the string. Do the same with the non-sugar coated string. 8. With the other end of the string tie it to a Popsicle sticks. Indicate by using a marker as to which string has the sugar coating on it. 9. Make sure both stings will be long enough so that they can be placed approximately one centimeter from the bottom of the jar. Then set them to the side. 10. The glass jars will need to be preheated. Place them next to the eye of a hot stove. (That is so the glass jars don’t shatter) 11. Next boil water for both of the jars. Once that has boiled pour the water into the warm jars. 12. Now put a cup of water into a pot and bring that to a boil. Turn the heat back down to low. 13. Put three cups of sugar into the boiling water... ...e and organization to how these molecules are aligned. For this process the jar must be left in an undisturbed setting where there is no sunlight beating on it. It takes approximately a week for the sugar crystals to be able to completely grow. As the water molecules evaporate into the air the dissolved sugar molecules will be left behind. The molecules will cling to any solid around them including the sides of the jar and the nail and string placed in the solution. Through the process of nucleation the crystal will begin to form. In conclusion, the result of the experiment is the savory taste of a rock candy. The sugar molecules that are dissolved in the solution, stick together in a repetitive pattern, forming a crystalline solid. Through the process of nucleation students are able to enjoy the sweet taste of sugar molecules bonded together.

Netflix Project

NETFLIX INC FORMReport) 10-K (Annual Filed 02/01/13 for the Period Ending 12/31/12 Address 100 WINCHESTER CIRCLE . LOS GATOS, CA 95032 408-540-3700 0001065280 NFLX 7841 – Video Tape Rental Broadcasting & Cable TV Services 12/31 Telephone CIK Symbol SIC Code Industry Sector Fiscal Year http://www. edgar-online. com  © Copyright 2013, EDGAR Online, Inc. All Rights Reserved. Distribution and use of this document restricted under EDGAR Online, Inc. Terms of Use. Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D. C. 20549 FORM 10-K (Mark One)ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2012 OR TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to Commission File Number: 000-49802 Netflix, Inc. (Exact name of Registrant as specified in its charter) Delaware (State or other jurisdiction of incorporation or organization) 77-0467272 (I. R. S. Employer Identification Number) 100 Winchester Circle Los Gatos, California 95032 (Address and zip code of principal executive offices) (408) 540-3700 Registrant’s telephone number, including area code) Securities registered pursuant to Section 12(b) of the Act: Title of each class Name of Exchange on which registered Common stock, $0. 001 par value Preferred Share Purchase Rights The NASDAQ Stock Market LLC The NASDAQ Stock Market LLC Securities registered pursuant to Section 12(g) of the Act: None (Title of Class) Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act.Yes No No Indicate by check mark whether the registrant: (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the precedi ng 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes No Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T ( §229. 05 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files. Yes No Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K.Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a no n-accelerated filer, or a smaller reporting company. See definition of â€Å"large accelerated filer,† â€Å"accelerated filer† and â€Å"smaller reporting company† in Rule 12b-2 of the Exchange Act. Large accelerated filer Accelerated filer Non-accelerated filer (do not check if smaller reporting company) Smaller reporting company Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act) Yes NoAs of June 30, 2012, the aggregate market value of voting stock held by non-affiliates of the registrant, based upon the closing sales price for the registrant’s common stock, as reported in the NASDAQ Global Select Market System, was $3,278,134,336. Shares of common stock beneficially owned by each executive officer and director of the Registrant and by each person known by the Registrant to beneficially own 10% or more of the outstanding common stock have been excluded in that such persons may be deemed to be affiliate s. This determination of affiliate status is not necessarily a conclusive determination for any other purpose.As of January 31, 2013, there were 55,993,477 shares of the registrant’s common stock, par value $0. 001, outstanding. DOCUMENTS INCORPORATED BY REFERENCE Parts of the registrant’s Proxy Statement for Registrant’s 2013 Annual Meeting of Stockholders are incorporated by reference into Part III of this Annual Report on Form 10-K. Table of Contents NETFLIX, INC. TABLE OF CONTENTS Page PART I Item 1. Item 1A. Item 1B. Item 2. Item 3. Item 4. PART II Item 5. Item 6. Item 7. Item 7A. Item 8. Item 9. Item 9A. Item 9B. PART III Item 10. Item 11. Item 12. Item 13. Item 14. PART IV Item 15.Exhibits, Financial Statement Schedules 39 Directors, Executive Officers and Corporate Governance Executive Compensation Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters Certain Relationships and Related Transactions, and Director In dependence Principal Accounting Fees and Services 38 38 38 38 38 Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities Selected Financial Data Management’s Discussion and Analysis of Financial Condition and Results of Operations Quantitative and Qualitative Disclosures about Market Risk Financial Statements and Supplementary Data Changes in and Disagreements with Accountants on Accounting and Financial Disclosure Controls and Procedures Other Information 17 19 20 34 35 35 35 37 Business Risk Factors Unresolved Staff Comments Properties Legal Proceedings Mine Safety Disclosure s 1 5 15 16 16 16 Table of Contents PART I Forward-Looking Statements This Annual Report on Form 10-K contains forward-looking statements within the meaning of the federal securities laws.These forwardlooking statements include, but are not limited to, statements regarding: our core strategy; the growth of Internet delivery of content; the gro wth in our streaming subscriptions and the decline in our DVD subscriptions; the market opportunity for streaming content; contribution margins; contribution profits (losses); liquidity; free cash flows; revenues; net income; legal costs; operating cash flows; impacts relating to our pricing strategy; our content library and marketing investments, including investments in original programming; significance of future contractual obligations; realization of future deferred tax assets; seasonality; method of content delivery; and international expansion. These forwardlooking statements can be identified by our use of words such as â€Å"expects†, â€Å"will†, â€Å"anticipate†, â€Å"may†, â€Å"could†, â€Å"would†, â€Å"should†, â€Å"intend†, â€Å"continue†, and derivatives thereof.These forward-looking statements are subject to risks and uncertainties that could cause actual results and events to differ. A detailed di scussion of these and other risks and uncertainties that could cause actual results and events to differ materially from such forward-looking statements is included throughout this filing and particularly in Item 1A: â€Å"Risk Factors† section set forth in this Annual Report on Form 10-K. All forward-looking statements included in this document are based on information available to us on the date hereof, and we assume no obligation to revise or publicly release any revision to any such forward-looking statement, except as may otherwise be required by law. Item 1. About us Netflix, Inc. â€Å"Netflix†, â€Å"the Company†, â€Å"we†, or â€Å"us†) is the world’s leading Internet television network with more than 33 million members in over 40 countries enjoying more than one billion hours of TV shows and movies per month, including original series. For one low monthly price, our members can watch as much as they want, anytime, anywhere, on nea rly any Internet-connected screen. Additionally, in the United States (â€Å"U. S. â€Å"), our subscribers can receive standard definition DVDs, and their high definition successor, Blu-ray discs (collectively referred to as â€Å"DVD†), delivered quickly to their homes. Our core strategy is to grow our streaming subscription business domestically and internationally.We are continuously improving the customer experience – expanding our streaming content, with a focus on programming an overall mix of content that delights our customers, including exclusive and original content, enhancing our user interface and extending our streaming service to even more Internet-connected devices while staying within the parameters of our consolidated net income (loss) and operating segment contribution profit (loss) targets. Contribution profit (loss) is defined as revenues less cost of revenues and marketing expenses. We are a pioneer in the Internet delivery of TV shows and movie s, launching our streaming service in 2007. Since this launch, we have developed an ecosystem for Internet-connected devices and have licensed increasing amounts of content that enable consumers to enjoy TV shows and movies directly on their TVs, computers and mobile devices.As a result of these efforts, we have experienced growing consumer acceptance of and interest in the delivery of TV shows and movies directly over the Internet. In September 2010, we began international operations by offering our streaming service in Canada. In the past two years, we have continued our international expansion and now also offer our streaming service in Latin America, the United Kingdom (â€Å"U. K. â€Å"), Ireland, and the Nordic countries of Finland, Denmark, Sweden, and Norway. Prior to July 2011, in the U. S. , our streaming and DVD-by-mail operations were combined and subscribers could receive both streaming content and DVDs under a single â€Å"hybrid† plan.In July 2011, we separa ted the combined plans, making it necessary for subscribers who wish to receive both DVDs-by-mail and streaming content to have two separate subscription plans. Business Segments Beginning with the fourth quarter of 2011, the Company has three operating segments: Domestic streaming, International streaming and Domestic DVD. The Domestic and International streaming segments derive revenues from monthly subscription services consisting solely of streaming content. The Domestic DVD segment derives revenues from monthly subscription services consisting solely of DVD-by-mail. For additional information regarding our segments, see Note 10 of Item 8, Financial Statements and Supplementary Data . Domestic Streaming 1 Business Table of ContentsThe Domestic streaming segment provides our more than 27 million members with access to a broad range of exclusive, non-exclusive and original content delivered over the Internet to a host of connected devices – including PCs and Macs, game cons oles such as PlayStations, smart TVs, Blu-ray players, home theater systems, Internet video players such as Apple TV and Roku, digital video recorders, and mobile devices. We have a leading market position in domestic streaming, having grown by more than 5 million subscriptions in 2012 – an increase of 25% from 2011. International Streaming The large numbers of pay television and broadband households outside the U. S. provide our International streaming segment with a large long-term growth opportunity through significantly expanding our base of potential subscribers. From our initial international market launch in Canada in September 2010, our international streaming service has grown to be available in more than 40 countries outside of the U. S. as of December 31, 2012.We believe that international markets will be a significant source of growth and cash flow in the long term, and as a result we are strategically investing internationally today. Our focus in international ma rkets is to provide a compelling service offering to subscribers, which allows us to gain market share in the near term. We view long-term international success as consumer adoption and contribution margins at the levels of our domestic market. Domestic DVD Our Domestic DVD business launched in 1999 with DVD-by-mail subscription plans. As technology has changed and consumer preference has shifted, we have seen subscribers move away from DVD rental and toward streaming their video content. Competition The market for entertainment video is intensely competitive and subject to rapid change.Many consumers maintain simultaneous relationships with multiple entertainment video providers and can easily shift spending from one provider to another. Our principal competitors vary by geographic region and include: †¢ Multichannel video programming distributors (â€Å"MVPDs†) with free TV Everywhere applications such as HBO GO or Showtime Anytime in the U. S. and SkyGo or BBC iPlayer in the U. K. , and other on demand content from cable providers, such as Time Warner and Comcast; direct broadcast satellite providers, such as DIRECTV and Echostar; and telecommunication providers such as AT&T and Verizon â€Å"Over-the-top† Internet movie and TV content providers, such as, Amazon. com's Prime Video, Hulu. om and Hulu Plus, LOVEFiLM, Clarovideo, Viaplay, and Google's YouTube Transactional content providers, such as Apple's iTunes, Amazon's Instant Video, GooglePlay, and Vudu DVD rental outlets and kiosk services, such as Blockbuster and Redbox Entertainment video retailers, such as Best Buy, Wal-Mart and Amazon. com †¢ †¢ †¢ †¢ Competitive Strengths Netflix differentiates itself from the competition and has been able to grow its business through the following demonstrated unique competitive strengths: Leading Scale Advantage Builds Compelling Content – Leveraging our substantial scale and significant content budget, Netflix has bu ilt a broad and deep content library.Our licensing teams are expert programmers informed by more than a decade of rich data on viewer preferences and viewing habits which uniquely enables them to license a compelling mix of TV and movie content to efficiently provide Netflix members with compelling content. To further differentiate our content offering from our competitors, we have increasingly licensed exclusive and original content. Outstanding Member Experience Attracts and Retains Subscribers – We provide our members with innovative and effective user interfaces that enhance their Netflix experience and help increase engagement. Netflix leverages its large global scale and billions of hours of subscriber viewing data and algorithms in order to tailor the Netflix recommendations and merchandising to each individual user.We believe that, our user experience, driven by our focus on innovation and technology, help drive subscriber viewing, engagement, retention, and overall c ustomer satisfaction. Relative to the competition, we believe we are further along the experience curve when it comes to improving our user interface and delivering great quality streaming. Brand Clarity and Focus Increases Pace of Innovation for Members – We are focused on making subscription streaming video great. Nearly all of our notable competitors in the space today have many other product lines and services that require management attention and resources. We believe that our focus on streaming video will help us innovate faster and 2 Table of Contents satisfy our consumers better than our competition.We also believe that our focus will provide a level of clarity to our brand that will help consumers more easily discover, understand and appreciate our service offering. Growth Drivers Our core strategy is to grow our streaming subscription business domestically and internationally, and is built upon the following drivers: Investment in Streaming Content – We belie ve that our investments in streaming content lead to more subscriber viewing, delight, and positive consumer word-of-mouth. This, in turn, leads to subscriber acquisition and revenue growth, which allows us to invest in more streaming content, which enables the growth cycle to continue. With more than 33 million global ubscribers and our increasingly exclusive and original programming that differentiates us from competitors, we believe we are well positioned to capitalize upon this virtuous cycle. Continuous Service Improvements – We've found that incremental improvements in our service and quality enhance our member satisfaction and retention. We continue to refine our technology, user interfaces, and delivery infrastructure to improve the customer experience. For example, using our â€Å"adaptive streaming† technology we automatically and constantly optimize the streaming bit-rate to each user's Internet speed. This minimizes loading and buffering times, delivering t he best click-and-watch experience.We have added programs in Super HD and with Dolby Digital Plus 5. 1 surround sound for a high quality, immersive entertainment experience. We believe that improvements such as these will help us build a great streaming service Overall Adoption and Growth of Internet TV – Domestically, cable and satellite pay TV subscriber numbers have stagnated, while DVR penetration has continued to climb. We see this as indicative of consumers desiring more control and freedom in their ability to watch what they want, when they want, where they want, and how they want. We are leading this wave of consumer change and growth of Internet TV by providing broad, click-and-watch video entertainment video.Future of the Consumer Electronic Ecosystem: â€Å"Internet on Every Screen† – We intend to broaden our already expansive partner relationships over time so that even more devices are capable of streaming content from Netflix. By making Netflix acc essible on a broad array of devices, we believe that we enhance the value of our service to subscribers as well as position ourselves for continued growth as Internet and mobile delivery of content becomes more popular. We are pioneering the use of tablets and smartphones as second-screen choosing devices for TV viewing, and are actively engaged with all of our device partners in evaluating how Netflix can enhance and improve the user experience in conjunction with their product innovations.International Market Expansion – The international streaming segment represents a significant long-term growth opportunity as people around the world discover the benefits of Netflix. We plan to continue our international investment strategy of upfront investment in content and marketing to build out scale required for profitability. We believe that scale advantages increase barriers to entry for our competitors. Today, 18% of all of Netflix's global streaming subscribers are outside of th e US. Operations We obtain content from various content providers through streaming content license agreements, DVD direct purchases and DVD revenue sharing agreements.We market our service through various channels, including online advertising, broad-based media, such as television and radio, as well as various strategic partnerships. In connection with marketing the service, we offer free-trial memberships to new members. Rejoining members are an important source of subscriber additions. We utilize the services of third-party cloud computing providers, more specifically, Amazon Web Services, and utilize both our own content delivery network (â€Å"Open Connect†) and third-party content delivery networks, such as Level 3 Communications, to help us efficiently stream content in high volume to our subscribers over the Internet. We also ship and receive DVDs in the U. S. from a nationwide network of shipping centers.Seasonality Our subscriber growth exhibits a seasonal pattern that reflects variations when consumers buy Internet-connected devices and when they tend to increase video watching. Our domestic subscriber growth is generally greatest in our fourth and first quarters (October through March), slowing in our second quarter (April through June) and then accelerating in our third quarter (July through September). We expect each market in our international segment to demonstrate more predictable seasonal patterns as our service offering in each market becomes more established and we have a longer history to assess such patterns. Additionally, the variable expenses associated with shipments of DVDs are highest in the first quarter due to the seasonal nature of DVD usage. 3 Table of ContentsIntellectual Property We regard our trademarks, service marks, copyrights, patents, domain names, trade dress, trade secrets, proprietary technologies and similar intellectual property as important to our success. We use a combination of patent, trademark, copyright and trade secret laws and confidential agreements to protect our proprietary intellectual property. Our ability to protect and enforce our intellectual property rights is subject to certain risks and from time to time we encounter disputes over rights and obligations concerning intellectual property. We cannot provide assurance that we will prevail in any intellectual property disputes.Employees As of December 31, 2012, we had 2,045 full-time employees. We also utilize part-time and temporary employees, primarily in our DVD fulfillment operations, to respond to the fluctuating demand for DVD shipments. Our use of temporary employees has decreased significantly due to decreased DVD shipments in 2012, as well as increased automation of our shipment centers. As of December 31, 2012, we had 384 parttime and temporary employees. Our employees are not covered by a collective bargaining agreement, and we consider our relations with our employees to be good. Other information We were incor porated in Delaware in August 1997 and completed our initial public offering in May 2002.Our principal executive offices are located at 100 Winchester Circle, Los Gatos, California 95032, and our telephone number is (408) 540-3700. We maintain a Web site at www. netflix. com . The contents of our Web site are not incorporated in, or otherwise to be regarded as part of, this Annual Report on Form 10-K. In this Annual Report on Form 10-K, â€Å"Netflix,† the â€Å"Company,† â€Å"we,† â€Å"us,† â€Å"our† and the â€Å"registrant† refer to Netflix, Inc. Our investor relations Web site is located at http://ir. netflix. com. We use our investor relations Web site as a means of disclosing material non-public information and for complying with our disclosure obligations under Regulation FD.Accordingly, investors should monitor this portion of the Netflix Web site, in addition to following press releases, SEC filings and public conference calls an d webcasts. We also make available, free of charge, on our investor relations Web site under â€Å"SEC Filings,† our Annual Reports on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and amendments to these reports as soon as reasonably practicable after electronically filing or furnishing those reports to the Securities and Exchange Commission. 4 Table of Contents Item 1A. Risk Factors If any of the following risks actually occurs, our business, financial condition and results of operations could be harmed.In that case, the trading price of our common stock could decline, and you could lose all or part of your investment. Risks Related to Our Business If our efforts to attract and retain subscribers are not successful, our business will be adversely affected. We have experienced significant subscriber growth over the past several years. Our ability to continue to attract subscribers will depend in part on our ability to consistently provide our subscri bers with a valuable and quality experience for selecting and viewing TV shows and movies. Furthermore, the relative service levels, content offerings, pricing and related features of competitors to our service may adversely impact our ability to attract and retain subscribers.Competitors include multichannel video programming distributors (â€Å"MVPDs†) with free TV Everywhere and other on demand content, Internet movie and TV content providers, including both those that provide legal and illegal (or pirated) entertainment video content, DVD rental outlets and kiosk services and entertainment video retail stores. If consumers do not perceive our service offering to be of value, or if we introduce new or adjust existing features or change the mix of content in a manner that is not favorably received by them, we may not be able to attract and retain subscribers. In addition, many of our subscribers are rejoining our service or originate from word-of-mouth advertising from exis ting subscribers.If our efforts to satisfy our existing subscribers are not successful, we may not be able to attract subscribers, and as a result, our ability to maintain and/or grow our business will be adversely affected. Subscribers cancel their subscription to our service for many reasons, including a perception that they do not use the service sufficiently, the need to cut household expenses, availability of content is unsatisfactory, competitive services provide a better value or experience and customer service issues are not satisfactorily resolved. We must continually add new subscribers both to replace subscribers who cancel and to grow our business beyond our current subscriber base.If too many of our subscribers cancel our service, or if we are unable to attract new subscribers in numbers sufficient to grow our business, our operating results will be adversely affected. If we are unable to successfully compete with current and new competitors in both retaining our existi ng subscribers and attracting new subscribers, our business will be adversely affected. Further, if excessive numbers of subscribers cancel our service, we may be required to incur significantly higher marketing expenditures than we currently anticipate to replace these subscribers with new subscribers. If we are unable to compete effectively, our business will be adversely affected. The market for entertainment video is intensely competitive and subject to rapid change.New technologies and evolving business models for delivery of entertainment video continue to develop at a fast pace. The growth of Internet-connected devices, including TVs, computers and mobile devices has increased the consumer acceptance of Internet delivery of entertainment video. Through these new and existing distribution channels, consumers are afforded various means for consuming entertainment video. The various economic models underlying these differing means of entertainment video delivery include subscrip tion, transactional, ad-supported and piracy-based models. All of these have the potential to capture meaningful segments of the entertainment video market.Several competitors have longer operating histories, larger customer bases, greater brand recognition and significantly greater financial, marketing and other resources than we do. They may secure better terms from suppliers, adopt more aggressive pricing and devote more resources to technology, fulfillment, and marketing. New entrants may enter the market with unique service offerings or approaches to providing entertainment video and other companies also may enter into business combinations or alliances that strengthen their competitive positions. If we are unable to successfully or profitably compete with current and new competitors, programs and technologies, our business will be adversely affected, and we may not be able to increase or maintain market share, revenues or profitability.The increasingly long-term and fixed cost nature of our content acquisition licenses may limit our operating flexibility and could adversely affect our liquidity and results of operation. In connection with obtaining streaming content, we typically enter into multi-year licenses with studios and other content providers, the payment terms of which are not tied to subscriber usage or the size of our subscriber base (â€Å"fixed cost†) but which may be tied to such factors as titles licensed and/or theatrical exhibition receipt. Such contractual commitments are included in the Contractual Obligations section of Item 7 Management's Discussion and Analysis of Financial Condition and Results of Operations .Given the multiple-year duration and largely fixed cost nature of content licenses, if subscriber acquisition and retention do not meet our expectations, our margins may be adversely impacted. Payment terms for streaming licenses, especially programming that initially airs in the applicable territory on our service (â⠂¬Å"original programming†) or that is considered output content, will typically require more up-front cash payments than other licensing agreements. To the extent subscriber and/or revenue growth do not meet our expectations, our liquidity and results of operations could be adversely affected as a result of content licensing commitments and accelerated payment requirements of certain licenses.In addition, the long-term and fixed cost nature of our streaming licenses may limit our flexibility in planning for, or reacting to changes in our 5 Table of Contents business and the market segments in which we operate. As we expand internationally, we must license content in advance of entering into a new geographical market. If we license content that is not favorably received by consumers in the applicable territory, acquisition and retention may be adversely impacted and given the long-term and fixed cost nature of our commitments, we may not be able to adjust our content offering q uickly and our results of operation may be adversely impacted.Changes in consumer viewing habits, including more widespread usage of TV Everywhere or other similar on demand methods of entertainment video consumption could adversely affect our business. The manner in which consumers view entertainment video is changing rapidly. Digital cable, wireless and Internet content providers are continuing to improve technologies, content offerings, user interface, and business models that allow consumers to access on demand entertainment with interactive capabilities including start, stop and rewind. The devices through which entertainment video can be consumed are also changing rapidly. Today, content from MVPDs may be viewed on laptops and content from Internet content providers may be viewed on TVs. Although we provide our own Internet-based delivery of content allowing our subscribers to stream ertain TV shows and movies to their Internet-connected televisions and other devices, if other providers of entertainment video address the changes in consumer viewing habits in a manner that is better able to meet content distributor and consumer needs and expectations, our business could be adversely affected. If we are not able to manage change and growth, our business could be adversely affected. We are currently engaged in an effort to expand our operations internationally, scale our streaming service to effectively and reliably handle anticipated growth in both subscribers and features related to our service, as well as continue to operate our DVD service within the U. S. As we expand internationally, we are managing our business to address varied content offerings, consumer customs and practices, in particular those dealing with e-commerce and Internet video, as well as differing legal and regulatory environments.As we scale our streaming service, we are developing technology and utilizing relatively new third-party Internet-based or â€Å"cloud† computing serv ices. We have also chosen to separate the technology that operates our DVD-by-mail service from that which runs our streaming operations. If we are not able to manage the growing complexity of our business, including maintaining our DVD operations, and improving, refining or revising our systems and operational practices related to our streaming operations, our business may be adversely affected. If the market segment for online subscription-based entertainment video saturates, our business will be adversely affected.The market segment for online subscription-based entertainment video has grown significantly. Much of the increasing growth can be attributed to the ability of our subscribers to stream TV shows and movies on their TVs, computers and mobile devices. As we face more competition in our market segment, our rate of growth relative to overall growth in the segment may decline. Further, a decline in our rate of growth could indicate that the market segment for online subscrip tion-based entertainment video is beginning to saturate. While we believe that this segment will continue to grow for the foreseeable future, if this market segment were to saturate, our business would be adversely affected.If our efforts to build strong brand identity and improve subscriber satisfaction and loyalty are not successful, we may not be able to attract or retain subscribers, and our operating results may be adversely affected. We must continue to build and maintain strong brand identity. We believe that strong brand identity will be important in attracting and retaining subscribers who may have a number of choices from which to obtain entertainment video. To build a strong brand we believe we must continue to offer content and service features that our subscribers value and enjoy. We also believe that these must be coupled with effective consumer communications, such as marketing, customer service and public relations. If our efforts to promote and maintain our brand ar e not successful, our ability to attract and retain subscribers may be adversely affected.Such a result, coupled with the increasingly long-term and fixed cost nature of our content acquisition licenses, may adversely affect our operating results. From time to time, our subscribers express dissatisfaction with our service, including among other things, our title selection, pricing, delivery speed and service interruptions. Furthermore, third-party devices that enable instant streaming of TV shows and movies from Netflix may not meet consumer expectations. To the extent dissatisfaction with our service is widespread or not adequately addressed, our brand may be adversely impacted and our ability to attract and retain subscribers may be adversely affected.In 2011, we made a series of announcements regarding our business, including the separation of our DVD-by-mail and streaming plans with a corresponding price change for some of our customers, the rebranding of our DVD-by-mail service , and the subsequent retraction of our plans to rebrand our DVD-by-mail service. Consumers reacted negatively to these announcements, adversely impacting our brand and resulting in higher than expected customer cancellations, which negatively affected our operating results. While we have seen significant improvements to our brand since the events of 2011, we nonetheless believe that it will continue to take time to repair our brand to the levels we enjoyed prior to the events of 2011. 6 Table of Contents With respect to our expansion into international markets, we will also need to establish our brand and to the extent we are not successful, our business in new markets would be adversely impacted.Changes in our subscriber acquisition sources could adversely affect our marketing expenses and subscriber levels may be adversely affected. We utilize a broad mix of marketing programs to promote our service to potential new subscribers. We obtain new subscribers through our online marketi ng efforts, including paid search listings, banner ads, text links and permission-based e-mails, as well as our affiliate program. We also engage our consumer electronics partners to generate new subscribers for our service. In addition, we have engaged in various offline marketing programs, including TV and radio advertising, direct mail and print campaigns, consumer package and mailing insertions.We also acquire a number of subscribers who rejoin our service having previously cancelled their membership. We maintain an active public relations program, including through social media sites such as Facebook and Twitter, to increase awareness of our service and drive subscriber acquisition. We opportunistically adjust our mix of marketing programs to acquire new subscribers at a reasonable cost with the intention of achieving overall financial goals. If we are unable to maintain or replace our sources of subscribers with similarly effective sources, or if the cost of our existing sourc es increases, our subscriber levels and marketing expenses may be adversely affected.We may not be able to continue to support the marketing of our service by current means if such activities are no longer available to us, become cost prohibitive or are adverse to our business. If companies that currently promote our service decide that we are negatively impacting their business, that they want to compete more directly with our business or enter a similar business or decide to exclusively support our competitors, we may no longer be given access to such marketing channels. In addition, if ad rates increase, we may curtail marketing expenses or otherwise experience an increase in our marketing costs. Laws and regulations impose restrictions on or otherwise prohibit the use of certain acquisition channels, including commercial e-mail and direct mail.We may limit or discontinue use or support of certain marketing sources or activities if we become concerned that subscribers or potentia l subscribers deem such practices intrusive or damaging to our brand. If the available marketing channels are curtailed, our ability to attract new subscribers may be adversely affected. If we become subject to liability for content that we distribute through our service, our results of operations would be adversely affected. As a distributor of content, we face potential liability for negligence, copyright, or trademark infringement or other claims based on the nature and content of materials that we distribute. We also may face potential liability for content used in member reviews. If we become liable, then our business may suffer.Litigation to defend these claims could be costly and the expenses and damages arising from any liability could harm our results of operations. We cannot assure that we are indemnified to cover claims of these types or liability that may be imposed on us, and we may not have insurance coverage for these types of claims. If studios and other content prov iders refuse to license streaming content to us upon acceptable terms, our business could be adversely affected. Our ability to provide our subscribers with content they can watch instantly depends on studios and other content providers licensing us content specifically for Internet delivery. The license periods and the terms and conditions of such licenses vary.If the studios and other content providers change their terms and conditions or are no longer willing or able to license us content, our ability to stream content to our subscribers will be adversely affected. Unlike DVD, streaming content is not subject to the First Sale Doctrine. As such, we are completely dependent on the various content providers to license us content in order to access and stream content. Many of the licenses provide for the studios or other content providers to withdraw content from our service relatively quickly. Because of these provisions as well as other actions we may take, content available throu gh our service can be withdrawn on short notice. In addition, the studios and other content providers have great flexibility in licensing streaming content.They may elect to license content exclusively to a particular provider or otherwise limit the types of services that can deliver streaming content. For example, HBO licenses content from studios like Warner Bros. and the license provides HBO with the exclusive right to such content against other subscription services, including Netflix. As such, Netflix cannot license certain Warner Bros. content for delivery to its subscribers while Warner Bros. may nonetheless license the same content on a transactional basis. Conversely, content providers may license the same content to multiple subscription-based services and may do so on different terms and conditions.As such, Netflix and its competitors may offer consumers many of the same content titles but license these at different rates. As competition increases, we may see the cost for programming increase. As we seek to differentiate our service, we are increasingly focused on securing certain exclusive rights when obtaining content. We are also focused on programming an overall mix of content that delights our members in a cost efficient manner. Within this context, we are selective about the titles we add and renew our service. If we do not maintain a compelling mix of content, our subscriber acquisition and retention may be adversely affected. 7 Table of ContentsIf we are unable to secure and maintain rights to streaming content or if we cannot otherwise obtain such content upon terms that are acceptable to us, including on an exclusive basis in some cases, our ability to stream TV shows and movies to our subscribers will be adversely impacted, and our subscriber acquisition and retention could also be adversely impacted. We rely upon a number of partners to offer instant streaming of content from Netflix to various devices. We currently offer subscribers the ability to receive streaming content through their PCs, Macs and other Internet-connected devices, including Blu-ray players and TVs, digital video players, game consoles and mobile devices.We intend to continue to broaden our capability to instantly stream TV shows and movies to other platforms and partners over time. If we are not successful in maintaining existing and creating new relationships, or if we encounter technological, content licensing or other impediments to our streaming content, our ability to grow our business could be adversely impacted. Our agreements with our consumer electronics partners are typically between one and three years in duration and our business could be adversely affected if, upon expiration, a number of our partners do not continue to provide access to our service or are unwilling to do so on terms acceptable to us, which terms may include the degree of accessibility and prominence of our service.Furthermore, devices are manufactured and sold by entities other than Netflix and while these entities should be responsible for the devices' performance, the connection between these devices and Netflix may nonetheless result in consumer dissatisfaction toward Netflix and such dissatisfaction could result in claims against us or otherwise adversely impact our business. In addition, technology changes to our streaming functionality may require that partners update their devices. If partners do not update or otherwise modify their devices, our service and our subscribers' use and enjoyment could be negatively impacted. If subscriptions to our Domestic DVD segment decline faster than anticipated, our business could be adversely affected The number of subscriptions to our DVD-by-mail offering is declining, and we anticipate that this decline will continue.We believe, however, that the domestic DVD business will continue to generate significant contribution profit for our business. In addition, we believe that DVD will be a valuable co nsumer proposition and studio profit center for the next several years, even as DVD sales decline. The contribution profit generated by our domestic DVD business will help provide capital resources to fund losses arising from our growth internationally. To the extent that the rate of decline in our DVD-by-mail business is greater than we anticipate, our business could be adversely affected. Because we are primarily focused on building a global streaming service, the resources allocated to maintaining DVD operations and the level of management focus on our DVD business are limited.We do not anticipate increasing resources to our DVD operations and the technology used in its operations will not be meaningfully improved. To the extent that we experience service interruptions or other degradations in our DVD-bymail service, subscribers' satisfaction could be negatively impacted and we could experience an increase in DVD-by-mail subscriber cancellations, which could adversely impact our business. If U. S. Copyright law were altered to amend or eliminate the First Sale Doctrine, our business could be adversely affected. Under U. S. Copyright Law, once a DVD is sold into the market, those obtaining the DVD are permitted to re-sell it, rent it or otherwise dispose of it. This is commonly referred to as the First Sale Doctrine.While the vast majority of our DVD content acquisitions are direct from content providers, the First Sale Doctrine provides us with an option to acquire content from other third parties should the content providers refuse to deal with us on acceptable terms. If Congress or the courts were to change or substantially limit this First Sale Doctrine, our ability to obtain DVD content and then rent it could be adversely affected. Increased availability of new releases to other distribution channels prior to, or on parity with, the release on DVD, and/or the delayed availability of such DVDs through our service, could adversely affect our business. Ove r the past several years, we have seen content providers adjust and experiment with the various distribution channels and content release timing.Further, our licensing agreements with several studios require that we do not rent new release DVDs until some period of time after such DVDs are first made available for retail sale. These shifting distribution channels, their associated timing and/or the delayed availability of such DVDs through our service may negatively impact subscribers' perception of value in our service, which could adversely affect our business. Moreover, if we are unable to negotiate favorable terms to acquire DVDs, our contribution profits may be adversely affected. Any significant disruption in our computer systems or those of third-parties that we utilize in our operations could result in a loss or degradation of service and could adversely impact our business.Our reputation and ability to attract, retain and serve our subscribers is dependent upon the reliable performance of our computer systems and those of third-parties that we utilize in our operations. Interruptions in these systems, or with the Internet in general, could make our service unavailable or degraded or otherwise hinder our ability to deliver streaming content or fulfill 8 Table of Contents DVD selections. From time to time, we experience service interruptions and have voluntarily provided affected subscribers with a credit during periods of extended outage. Service interruptions, errors in our software or the unavailability of computer systems used in our operations could diminish the overall attractiveness of our subscription service to existing and potential subscribers.Our servers and those of third parties we use in our operations are vulnerable to computer viruses, physical or electronic break-ins and similar disruptions and periodically experience directed attacks intended to lead to interruptions and delays in our service and operations as well as loss, misuse or theft of data. Any attempt by hackers to disrupt our service or otherwise access our systems, if successful, could harm our business, be expensive to remedy and damage our reputation. We have implemented certain systems and processes to thwart hackers and to date hackers have not had a material impact on our service or systems however this is no assurance that hackers may not be successful in the future. Our insurance does not cover expenses related to such disruptions or unauthorized access.Efforts to prevent hackers from disrupting our service or otherwise accessing our systems are expensive to implement and may limit the functionality of or otherwise negatively impact our service offering and systems. Any significant disruption to our service or access to our systems could result in a loss of subscribers and adversely affect our business and results of operation. We utilize our own communications and computer hardware systems located either in our facilities or in that of a third -party Web hosting provider. In addition, we utilize third-party Internet-based or â€Å"cloud† computing services in connection with our business operations. We also utilize our own and third-party content delivery networks to help us stream TV shows and movies in high volume to Netflix subscribers over the Internet.Problems faced by us or our third-party Web hosting, â€Å"cloud† computing, or content delivery network providers, including technological or business-related disruptions, could adversely impact the experience of our subscribers. In addition, fires, floods, earthquakes, power losses, telecommunications failures, break-ins and similar events could damage these systems and hardware or cause them to fail completely. As we do not maintain entirely redundant systems, a disrupting event could result in prolonged downtime of our operations and could adversely affect our business. We rely upon Amazon Web Services to operate certain aspects of our service and any disruption of or interference with our use of the Amazon Web Services operation would impact our operations and our business would be adversely impacted.Amazon Web Services (â€Å"AWS†) provides a distributed computing infrastructure platform for business operations, or what is commonly referred to as a â€Å"cloud† computing service. We have architected our software and computer systems so as to utilize data processing, storage capabilities and other services provided by AWS. Currently, we run the vast majority of our computing on AWS. Given this, along with the fact that we cannot easily switch our AWS operations to another cloud provider, any disruption of or interference with our use of AWS would impact our operations and our business would be adversely impacted. While the retail side of Amazon competes with us, we do not believe that Amazon will use the AWS operation in such a manner as to gain competitive advantage against our service.If we experience difficultie s with the operation and implementation of Open Connect, our single-purpose Netflix content delivery network (â€Å"CDN†), our business and results of operation could be adversely impacted In addition to general-purpose commercial CDNs, we have enabled Internet service providers (â€Å"ISPs†) to obtain our streaming content from Open Connect, a single-purpose Netflix content delivery network that we have established. Given our size and growth, we believe it makes economic sense to have our own specialized CDN. We will continue to work with our commercial CDN partners for the next few years, but eventually we expect the vast majority of our streaming bits will be served by Open Connect. Open Connect will provide the Netflix bits at no cost to the locations the ISP desires, or ISPs can choose to get the Netflix bits at common Internet exchanges.To the extent ISPs do not interconnect with Open Connect or if we experience difficulties in operating the Open Connect CDN serv ice, our ability to efficiently and effectively deliver our streaming content to our subscribers could be adversely impacted and our business and results of operation could be adversely affected. Failure to implement Open Connect could require us to engage third-party solutions to deliver our content to ISPs, which could increase our costs and negatively affect our operating results. If we are unable to effectively utilize our recommendation and merchandising technology or develop user interfaces that maintain or increase subscriber engagement with our service, our business may suffer. Our proprietary recommendation and merchandising technology enables us to predict and recommend titles and effectively merchandise our library to our subscribers.We also develop, test and implement various user interfaces across multiple devices, in an effort to maintain and increase subscriber engagement with our service. 9 Table of Contents We are continually refining our recommendation and merchand ising technology as well as our various user interfaces in an effort to improve the predictive accuracy of our TV show and movie recommendations and the usefulness of and engagement with our service by our subscribers. We may experience difficulties in implementing refinements or other, third party recommendation or merchandising technology or interfaces may become more popular with or useful to our subscribers.In addition, we cannot assure that we will be able to continue to make and implement meaningful refinements to our recommendation technology. If our recommendation and merchandising technology does not enable us to predict and recommend titles that our subscribers will enjoy or if we are unable to implement meaningful improvements thereto or otherwise improve our user interfaces, our service may be less useful to our subscribers. Such failures could lead to the following: †¢ †¢ our subscriber satisfaction may decrease, subscribers may perceive our service to be of l ower value and our ability to attract and retain subscribers may be adversely affected; and our ability to effectively merchandise and utilize our library will be adversely affected.We rely heavily on our proprietary technology to stream TV shows and movies and to manage other aspects of our operations, and the failure of this technology to operate effectively could adversely affect our business. We continually enhance or modify the technology used for our operations. We cannot be sure that any enhancements or other modifications we make to our operations will achieve the intended results or otherwise be of value to our subscribers. Future enhancements and modifications to our technology could consume considerable resources. If we are unable to maintain and enhance our technology to manage the streaming of TV shows and movies to our subscribers in a timely and efficient manner and/or the processing of DVDs among our shipping centers, our ability to retain existing subscribers and to add new subscribers may be impaired.In addition, if our technology or that of thirdparties we utilize in our operations fails or otherwise operates improperly, our ability to retain existing subscribers and to add new subscribers may be impaired. Also, any harm to our subscribers' personal computers or other devices caused by software used in our operations could have an adverse effect on our business, results of operations and financial condition. Changes in U. S. Postal rates or operations could adversely impact our operating results and subscriber satisfaction. We rely exclusively on the U. S. Postal Service to deliver DVDs from our shipping centers and to return DVDs to us from our subscribers.Increases in postage delivery rates could adversely affect our Domestic DVD segment's contribution profit. The U. S. Postal Service increased the rate for first class postage on January 23, 2013 to 46 cents. It is expected that the U. S. Postal Service will raise rates again in subsequent years, which would result in increased shipping costs. If the U. S. Postal Service were to change any policies relative to the requirements of firstclass mail, including changes in size, weight or machinability qualifications of our DVD envelopes, such changes could result in increased shipping costs or higher breakage for our DVDs, and our contribution margin could be adversely affected.For example, the United States Court of Appeals for the District of Columbia recently instructed the Postal Regulatory Commission (PRC) to remedy discrimination by the Postal Service in the processing of DVDs by mail, or to explain adequately why such discrimination is reasonable. While we do not anticipate any material impact to our operations arising from this case, if the PRC institutes a remedy that results in an increase in postage rates or changes the manner in which our DVD shipments are processed, our contribution margin could be adversely affected. If the U. S. Postal Service were to imple ment other changes to improve its financial position, such as closing mail processing facilities or service reductions, such changes could lead to a decrease in customer satisfaction and our results of operations could be adversely affected.If government regulations relating to the Internet or other areas of our business change, we may need to alter the manner in which we conduct our business, or incur greater operating expenses. The adoption or modification of laws or regulations relating to the Internet or other areas of our business could limit or otherwise adversely affect the manner in which we currently conduct our business. In addition, the growth and development of the market for online commerce may lead to more stringent consumer protection laws, which may impose additional burdens on us. If we are required to comply with new regulations or legislation or new interpretations of existing regulations or legislation, this compliance could cause us to incur additional expenses or alter our business model.The adoption of any laws or regulations that adversely affect the growth, popularity or use of the Internet, including laws limiting Internet neutrality, could decrease the demand for our subscription service and increase our cost of doing business. For example, in late 2010, the Federal Communications Commission adopted so-called net neutrality rules intended, in part, to prevent network operators from discriminating against legal traffic that transverse their networks. The rules are currently subject to legal challenge. To the extent that these rules are interpreted to enable network operators to engage in discriminatory practices or are overturned by legal challenge, our business could be adversely impacted.As we expand internationally, government regulation concerning the Internet, and in particular, network neutrality, may be nascent or nonexistent. Within 10 Table of Contents such a regulatory environment, coupled with potentially significant politi cal and economic power of local network operators, we could experience discriminatory or anti-competitive practices that could impede our growth, cause us to incur additional expense or otherwise negatively affect our business. Changes in how network operators handle and charge for access to data that travel across their networks could adversely impact our business. We rely upon the ability of consumers to access our service through the Internet.To the extent that network operators implement usage based pricing, including meaningful bandwidth caps, or otherwise try to monetize access to their networks by data providers, we could incur greater operating expenses and our subscriber acquisition and retention could be negatively impacted. For example, in late 2010, Comcast informed Level 3 Communications that it would require Level 3 to pay for the ability to access Comcast's network. Given that much of the traffic being requested by Comcast customers is Netflix streaming content stored with Level 3, many commentators have looked to this situation as an example of Comcast either discriminating against Netflix traffic or trying to increase Netflix's operating costs.Furthermore, to the extent network operators were to create tiers of Internet access service and either charge us for or prohibit us from being available through these tiers, our business could be negatively impacted. Most network operators that provide consumers with access to the Internet also provide these consumers with multichannel video programming. As such, companies like Comcast, Time Warner Cable and Cablevision have an incentive to use their network infrastructure in a manner adverse to our continued growth and success. For example, Comcast exempted certain of its own Internet video traffic (e. g. , Streampix videos to the Xbox 360) from a bandwidth cap that applies to all unaffiliated Internet video traffic (e. g. , Netflix videos to the Xbox 360).While we believe that consumer demand, regulat ory oversight and competition will help check these incentives, to the extent that network operators are able to provide preferential treatment to their data as opposed to ours or otherwise implement discriminatory network management practices, our business could be negatively impacted. In international markets, especially in Latin America, these same incentives apply however, the consumer demand, regulatory oversight and competition may not be as strong as in our domestic market. Privacy concerns could limit our ability to leverage our subscriber data and our disclosure of subscriber data could adversely impact our business and reputation. In the ordinary course of business and in particular in connection with merchandising our service to our subscribers, we collect and utilize data supplied by our subscribers. We currently face certain legal obligations regarding the manner in which we treat such information.Other businesses have been criticized by privacy groups and governmental bodies for attempts to link personal identities and other information to data collected on the Internet regarding users' browsing and other habits. Increased regulation of data utilization practices, including self-regulation or findings under existing laws, that limit our ability to use collected data, could have an adverse effect on our business. In addition, if we were to disclose data about our subscribers in a manner that was objectionable to them, our business reputation could be adversely affected, and we could face potential legal claims that could impact our operating results.As our business evolves and as we expand internationally, we may become subject to additional and/or more stringent legal obligations concerning our treatment of customer information. Failure to comply with these obligations could subject us to liability, and to the extent that we need to alter our business model or practices to adapt to these obligations, we could incur additional expenses. Our reputa tion and relationships with subscribers would be harmed if our subscriber data, particularly billing data, were to be accessed by unauthorized persons. We maintain personal data regarding our subscribers, including names and, in many cases, mailing addresses. With respect to billing data, such as

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