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Mitch Lowe - Watch and Learn: How I Turned Hollywood Upside Down with Netflix, Redbox, and MoviePass—Lessons in Disruption

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Watch and Learn: How I Turned Hollywood Upside Down with Netflix, Redbox, and MoviePass—Lessons in Disruption: summary, description and annotation

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Get an inside perspective on the entertainment distribution revolution from an executive who lived it with Netflix, Redbox, and MoviePass, and who continues to consult, speak, and share his unique understanding of how to disrupt the status quo and adapt to what the customer wants.

When Warner Brothers announced they'd be streaming all their new 2021 theatrical releases simultaneously on HBO Max, it sent shock waves through the entertainment industry. But it was also an inevitable decision, and one soon to be copied by the other major studios scrambling to keep up with just how radically the way we watch movies has changed over the past two decades. Mitch Lowe has been at the forefront of that revolution, helping to shape a world where you can watch whatever movie, wherever and whenever you want. Lowe was one of the founding executives at Netflix; served as president of Redbox, the DVD rental kiosks outside Walmart and supermarkets around the country; and as the CEO of MoviePass, the much-lauded monthly movie theater subscription that, even as it failed, changed the way movie theaters operate forever. Along the way, Lowe learned that genuine disruption doesn't always mean aggressive upheaval and overnight success. More often than not, true disruption is the result of perseverance, imagination, and a constantly evolving quest to understand what it is that customers really want.

In Watch and Learn, Mitch Lowe will tell the inside story of the dramatic evolution of the entertainment business, from the days of early cable television, Beta, and VHS to a world where consumers have infinite choice and control of the movies they see. He'll also share personal stories from a wild ride that began with his dropping out of high school and living on the edge of conflict in an Israeli kibbutz, smuggling goods and money between Europe and the Middle East, and ultimately embracing Buddhism. Along the way readers will gain essential insights and lessons that extend far beyond the entertainment industry, rooted in Lowe's keen sense for seeing ahead of the curve and intuiting customer needs, and applicable to anyone who has ambitions to disrupt and succeed: from leading with love and imagination, to reinforcing the intrinsic power of gut instinct with data and testing, to the ultimate competitive advantage of getting closest to the customer, and the value of perseverance and tinkering.

Whether you're just starting out in business or already have a long track record of success, you'll find plenty to learn from a man who has seen it all, done most of it, and met everyone. You'll see . . . there's nobody else like Mitch. from the Foreword by Marc Randolph, Co-founder and First CEO of Netflix, and author of That Will Never Work: The Birth of Netflix and the Amazing Life of an Idea

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Copyright 2022 by Mitch Lowe Cover design by Terri Sirma Cover image loading - photo 1

Copyright 2022 by Mitch Lowe Cover design by Terri Sirma Cover image loading - photo 2

Copyright 2022 by Mitch Lowe

Cover design by Terri Sirma

Cover image: loading icon Shutterstock

Cover copyright 2022 by Hachette Book Group, Inc.

Hachette Book Group supports the right to free expression and the value of copyright. The purpose of copyright is to encourage writers and artists to produce the creative works that enrich our culture.

The scanning, uploading, and distribution of this book without permission is a theft of the authors intellectual property. If you would like permission to use material from the book (other than for review purposes), please contact permissions@hbgusa.com. Thank you for your support of the authors rights.

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First Edition: September 2022

Hachette Books is a division of Hachette Book Group, Inc.

The Hachette Go and Hachette Books name and logos are trademarks of Hachette Book Group, Inc.

The publisher is not responsible for websites (or their content) that are not owned by the publisher.

Library of Congress Cataloging-in-Publication Data has been applied for.

ISBNs: 978-0-306-82726-6 (hardcover), 978-0-306-82728-0 (ebook)

LCCN: 2022006349

E3-20220706-JV-NF-ORI

I n the spring of 1997, out of a job and looking for something interesting to do, I pitched my friend Reed Hastings some ideas for a new company. I pitched personalized shampoo, custom dog food, subscription vitamins dozens of ideas in all. But the craziest one was DVD rental by mailan idea that everyone said would never work. Theres a Blockbuster on every corner, they would helpfully point out. Why would anyone want to rent a movie that is going to take three or four days to arrive?

But hope and optimism prevailed, and in April 1998 we launched the company you now know as Netflix. From there, the path we took as the company grew from its humble DVD-by-mail origins into a global entertainment company is filled with surprising storiesmany of which you will hear in the following pages. But perhaps the most surprising story of all is that when we started, none of us had the slightest idea how the video industry operated.

Well, almost none of us.

Enter Mitch Lowe, who I encountered in the summer of 1997 running a tiny booth at the Video Software Dealers Association convention in Las Vegas. It wasnt a long conversation, but he seemed to know what he was talking about, and I decided I wanted him on the team. It wasnt easy, but eventually I convinced Mitch to join us, and it ended up being one of the best decisions I ever made, as well as marking the beginning of a lifelong friendship with one of the smartest, kindest, and most interesting men I have ever met.

Initially I was drawn to him because Mitch knew video. He knew the customers, who they were, what they watched, what they liked. He knew the industry: what had been tried, what worked, what didnt. And he collected people the way some people collect Pokmon cards: he wanted a full set. Walking through a trade show with Mitch was an exercise in frustration, since almost every third person was yet another old friend that Mitch needed just a few more minutes to catch up with.

But as I got to know Mitch, I realized that his video industry experience was just scratching the surface. He would tell me unbelievable stories about being a club DJ in Italy, smuggling gypsy clothing out of Romania, hanging out with Andy Warhol in Monaco, dodging the military police in Egypt, and running an art gallery in San Francisco.

In the pages that follow, Mitch will share these stories with you, as well as equally surprising stories from starting Redbox and his valiant attempt to disrupt the movie ticket business with MoviePass. But they are more than stories, they are lessons. Just as he was eager to teach me everything he knew about video rental, hes eager to share with you everything hes learned about businessand life.

If theres a common denominator to all his experiences, its curiosity and experimentation, and they are traits of his that I first encountered one afternoon in the summer of 1998, not long after Netflix had launched. Ive got an idea, Mitch blurted out, sticking his head into my office. I just read that Bill Clintons testimony in the Monica Lewinsky affair is going to be publicly released. I wonder if we can make our own DVD of the footage?

Mitch, I countered, do you know anything about how youre going to get that content? Or about mastering DVDs? In fact, is that even a thing?

Then he gave me a look that I would see hundreds of times over the next several years. No, he somewhat sheepishly answered. But Ill bet I can figure it out.

And off he went to do just that. None of usleast of all Mitchcould have anticipated the events that followed, as a project he thought would take a day or two stretched into several sleepless weeks, with dozens of dead ends, false trails, and forced errors (including mistakenly shipping a porn DVD to a few hundred surprised customers). But Mitch delivered, and not only was it the public relations event that put Netflix on the map, but it laid the groundwork for the coming decades of trial and error.

Over the coming years, Mitch and I worked together on dozens of crazy projects, all of which were best described as the ones that everybody said would never work. And after our last Netflix project together, when I spent the summer of 2002 with Mitch in Las Vegas trying to help him launch a Netflix kiosk, I thought I had seen the last of Mitchs Ill figure it out ideas.

I should have known better.

Ten years later, in the fall of 2013 when he reached me by phone, I knew immediately that Mitch had found another one. Youve got to meet these guys, he blurted out excitedly. Theyve got a company called MoviePass thats doing a subscription service for movie theaters. And with that, I once again found myself alongside Mitch working on another idea that everyone said would never work. I didnt last long there, and I wont spoil the ending here, but the eight-year adventure in category disruption that followed is one of the most fascinating and colorful business stories ever, and as usual, Mitch was right in the center of it.

Whether youre just starting out in business or already have a long track record of success, youll find plenty to learn from a man who has seen it all, done most of it, and met everyone. Youll see theres nobody else like Mitch.

Marc Randolph

Cofounder and first CEO of Netflix and best-selling author of That Will Never Work: The Birth of Netflix and the Amazing Life of an Idea

Eightfold Path

Our births, learning to stand, and all our ups and downs reflect that the true way to success is not a straight path from A to B. Neither is coming to terms with who we are or why we are here on this earth.

I was there for all of it. The total disruption of the movie and TV business. I not only had a ringside seat, I had a role in shaping the way we consume entertainment. And through this evolution I witnessed the stubborn resistance to real innovation and the epic arrogance of some entertainment executives toward that process.

In the end, all my colleagues and I had going for us was intuition, perseverance, and an unerring sense of what the viewing customer really wanteda sense, I might add, that the very people who sold and distributed those TV series and movies not always but often lacked. Either that, or they were just too shortsighted to care, and way too careful to protect their reliable revenue streams.

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