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Netflix: An Analysis

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Joel G Goodman
Joel G Goodman

This document provides an analysis of Netflix. It discusses that Netflix is the world's largest subscription-based streaming service with over 16 million subscribers. It offers various subscription plans without due dates, late fees, or shipping fees. Approximately 2 million DVDs are shipped daily and more than 66% of subscribers streamed over 15 minutes of content last quarter. The document also examines Netflix's business model, including how it acquires content through various agreements, its packaging and distribution systems, marketing strategies, and financial performance. It concludes with a SWOT analysis and recommendations for Netflix to expand internationally and prepare for potential threats from internet service providers.

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1 of 32
An Analysis Joel Goodman, Teichka Rodriguez, & Michael Strasser
ABOUT Netflix is the world’s largest subscription based service streaming movies and television episodes over the Internet and DVDs by mail with 16.9 million subscribers at the end of September 2010. They offer a variety of attractive subscription plans that have no due dates, no late fees, no shipping fees and no pay-per-view fees.  Approximately 2 million DVDs are shipped daily and during the last trimester of 2010 more than 66% of subscribers instantly watched more than 15 minutes of streaming content. There were 30% more streaming options in 2009 than the previous year.  In order to offer a unique selection of programming at a low price, Netflix depends on their growing number of subscriptions. These are composed of both streaming and disc-by-mail. This past September, Netflix launched an option to instantly and unlimitedly stream movies and TV episodes in Canada for a monthly subscription of $7.99. This marks the first availability of the Netflix service outside the US.
ABOUT Netflix maintains strong ties with various entertainment video providers. Their offices in Beverly Hills forge effective business relations with the major studios.  The growing number of subscriptions is beneficial to Netflix as it provides studios with a powerful new distribution channel to rely upon.  In November 2010, Netflix signed a multi-year contract with independent distributor FilmDistrict. Under this deal major motion pictures that would have been licensed to premium channels will now flow directly from FilmDistrict to Netflix starting in 2011. Deals such as this one continue to enlarge Netflix’s control and growing dominance in the online market. Netflix is one of the top ranked websites for consumers. In February 2010 Netflix was named the number one e-commerce company by the American Customer Satisfaction Index. 
VALUE CHAIN MAP
ACQUISITION Netflix’s Business Model Netflix obtains their content from several agreements: direct purchases from studios and distributors, revenue sharing programs and license agreements. DVDs are typically obtained by direct purchase or revenue sharing while streaming titles are generally licensed for a fixed term. Netflix obtains physical titles for a low initial cost in exchange for a commitment for a defined period of time to either share a percentage of subscription revenues or pay a fee based on content utilization. After these agreements expire Netflix has the option to either returning the disc, destroying the disc, or purchase it. Netflix also purchases DVDs from studios, distributors and other suppliers on a purchase order basis. Under this arrangement typically a fee per disk purchased is paid. The content of movies available for streaming is licensed directly from studios and distributors for a specific amount of time. After this period expires the license is extended or renewed, or the content is removed. 
PACKAGING Netflix’s Business Model The Netflix website (www.netflix.com) features the base actions of the company and for subscribers such as: Subscription account sign up and management; personalized merchandizing; inventory optimization; streaming content and payment.  Netflix’s merchandizing technology creates a powerful method for catalog browsing and is believed to be directly tied to the company’s success. Proprietary and other technology manage processing and distribution of DVDs from shipping centers and streaming content. Proprietary recommendation technology offers a quick and personalized way of finding content for subscribers based on their viewing preferences. The technology also provides information about each title such as, factual data, trailers and editorial information, recommendations and information gathered by the service for each subscriber.
EXHIBITION Netflix’s Business Model Netflix utilizes various models to promote their service. Online advertising, TV and Radio Advertising, Direct mail and third party promotions are some of their many marketing strategies to gain subscribers. Electronic partners also help promote the service. The company also acknowledges word-of-mouth advertising as a marketing enhancer. Online advertising is an important channel that consists of: search listing, banner adds, text links, permission based emails and an affiliate program whereby web- banner ads are available on a self-assisted basis. There are also cooperative advertising programs with studios under the terms in with Netflix receives economic consideration in exchange for featuring the studio’s movies in the promotional advertisement.
DISTRIBUTION Netflix’s Business Model Netflix distributes content through mail delivery of DVDs or instant streaming of available titles to personal computers, mobile devices, and internet-connected home theater devices The company maintains a nationwide network of shipping centers, which ensures the efficiency of the mailing system and a fast delivery. Discs are shipped First Class mail and subscribers return them in pre-paid mailers. After a disc is returned, the next available title in the subscriber’s queue is shipped. Third party delivery networks help the efficiency of streaming movies and TV episodes in high volume. Third party content delivery networks make streaming content through many different devices possible. Among them: Xbox, PlayStation 3, Internet Connected TVs, Boxee, Roku, and Blu-ray players.
SALES Netflix’s Business Model All revenues are generated from monthly subscriptions in the United States and recently Canada. Plans start at a monthly cost of $4.99 and continue to the most expensive of $55.99. Subscription prices vary based on the number of discs out at the same time. Every plan from $7.99 and up includes unlimited streaming services. Subscribers pay the monthly fee in advance via the Netflix website. A third party authorizes and processes payments.
SALES Netflix’s Business Model Performance highlights from the past three years are positive and show an increasing net income.
SWOT ANALYSIS
STRENGTHS Presence in the Marketplace Innovation Netflix’s idea of starting an Internet based DVD rental system was and still is a revolutionary idea. Removing the need for an individual to travel to a typical brick and mortar rental retailer, consumers were now able to select and create lists of DVDs they wished to watch that would be delivered to their door without the need for additional shipping costs. Using this same shipping system for DVD returns and not requiring any additional cost all while eliminating late fees made Netflix an innovator in what has become a new era of home entertainment consumption.
STRENGTHS Presence in the Marketplace Diverse Physical Library The number of physical discs offered by Netflix puts it in a strong position over competitors. Unlike traditional brick and mortar retailers Netflix is able to harness Long Tail economics to provide a complete library of content offerings. While offering the latest releases in DVD content, a major boon to Netflix is its expanded library, which is as much of a draw to subscribers as are new releases.
STRENGTHS Presence in the Marketplace Diverse Delivery Options In expanding its services beyond DVD rentals, Netflix has set up a powerful streaming service. Netflix is dedicated to being available on as many 3rd party devices as possible, making it versatile as well as giving legitimate competition to cable on-demand offerings.
STRENGTHS Presence in the Marketplace Powerful Brand / Market Leader Being the first company of it kind in the marketplace, Netflix has been able to build a powerful brand. In the past where Blockbuster was the leader in movie rentals, Netflix has been able to take over that space, making its brand synonymous with DVD and movie rentals. This shift has positioned Netflix as the market leader in the physical video rental space.
STRENGTHS Presence in the Marketplace Ease of Use Netflix operates on a simple model. Sign up is an easy, streamlined, quick process. Users can easily search for films and manage which movie they will receive next via the Netflix.com website. Their website and streaming services also are a simple intuitive system. Select you movie or TV show, hit play and Netflix begins to stream the requested content. Additionally Netflix’s website has been awarded for its ease of use and movie suggestion engine that serves customized recommendations based on a user’s preferences, viewing activities, and past film ratings.
STRENGTHS Pricing and Distribution Pricing Netflix’s tiered pricing model offers a choice and price that matches anyone’s viewing habits. Users are able to choose a price they feel provides sufficient value for their money spent. In addition, all but the lowest tier includes unlimited online video streaming. Distribution Most locations in the continental US receive discs by mail in one day. Video-on-demand allows users to stream content to a number of devices include iPhones, HDTVs, Blu-ray players and video game consoles.
WEAKNESSES DVD Release Gating Netflix has arranged lower prices on its physical disc purchase by entering into agreements with film studios. As a result, most new releases are unavailable for 28 days after they are available for sale at retail outlets.
WEAKNESSES Streaming Library While the Netflix streaming service is available on many devices, the company has been unable to keep up with expanding its library. While the service and delivery of streaming content is good, content selection is severely lacking.
WEAKNESSES USPS Distribution Netflix has always included return shipping in the subscription price. However, with the constant increases in postage, Netflix is unable to control the costs of a key function of its business, which is the distribution of DVD rentals. Additionally, by using the USPS Netflix is unable to guarantee delivery times of DVD rentals.
WEAKNESSES International Distribution Currently Netflix’s disc-by-mail rental service is available only in the continental United States while its streaming service is available in both the US and Canada. A major hurdle to expanding their business is the cost of distribution internationally. The company’s distribution network is not robust enough to offer that sort of flexibility.
OPPORTUNITIES International Licensing Internally, Netflix has already positioned itself as a streaming content company first, and a rental service second. The success of its first foray into a country outside of the US suggests there is a large untapped market for streaming film and television services worldwide. Obtaining licensing internationally could rocket Netflix to the top of earnings lists.
OPPORTUNITIES Domestic Licensing As Netflix becomes the premier outlet for consuming commercial video content outside of the theatre and broadcast television, it wields enormous power in negotiating pricing and gaining content exclusivity. Acting on this advantage will give Netflix and edge over its competition.
THREATS Competition In the physical rental sphere, Netflix has competition from traditional rental stores like Blockbuster as well as Redbox. However, the real competition is in streaming. Netflix is in direct competition with Amazon-on-Demand, Hulu, YouTube, Apple’s iTunes Store, and several others.
THREATS Delivery Costs Postage continues to rise in the United States as demand for physical mailing declines. Netflix could soon find its disc-by- mail services in a financially unviable situation and be forced to raise subscription prices to offset these costs.
RECOMMENDATIONS Expand Beyond Subscription-only Some strengths of Netflix today are its high level of consumer satisfaction, personalized merchandising, and the fast delivery service. Though the company envisions strong competitors to arise in the future, they should start taking advantage of their current place as leaders in the market and of their services to maintain and generate more faithful audiences. They claim that word-of-mouth has a great impact on their advertising strategies. By maintaining customer satisfaction they can take the lead over competitors in an economic battle. Also by expanding their catalogue and keeping prices low (offering more for less), they can continue to attract more consumers. We would also suggest pricing for individual streams. In a bad economy someone may pay cheap to see a movie once without the monthly commitment.
RECOMMENDATIONS Prepare for ISP Threats Although they are fighting to protect net neutrality rules and prevent broadband distributors from blocking their services, Netflix must prepare their budget for further expenses. By marketing and continuing to grow their online streaming service instead of DVDs the financial pressure of shipping could be transferred to what would become “online shipping.” They should take advantage of their leading role in the market today to continue to educate their subscribers and possible future subscribers about online streaming, the growth of this area mixed with less disc-by-mail shipping can fend off rising distribution costs.
RECOMMENDATIONS Branch Into International Markets Netflix should begin offering its streaming video services internationally, and quickly. The longer Netflix remains a North America-only service, the greater the chance of them losing the international playing field to another company. In the long-run, the costs of licensing content internationally are diminished in light of the potential number of new subscribers gained.
CONCLUSION Netflix is the the US leader in online video streaming. It’s focus on customer satisfaction, device ubiquity, and dedication to excellent service has cemented the company as being on the consumer’s side. As online streaming matures, Netflix will have to find ways to reach broader audiences with better and more content while continually being more innovative than its competitors. In this, Netflix has a robust an streamlined distribution process and is making great headway in its content acquisition and licensing.
SOURCES Netflix SEC Filing http://ir.netflix.com/sec.cfm “Netflix and FilmDistrict Announce Agreement to Stream First-Run Theatrical Films to Netflix Members”. http://netflix.mediaroom.com/index.php?s=43&item=377 “Netflix Signs Distribution Agreements With Universal Studios, Twentieth Century Fox - Update”. http://www.rttnews.com/Content/BreakingNews.aspx? Node=B1&Id=1265166%20&Category=Breaking%20News “Netflix Signs Pact With Epix for Studio Films on Web”. http://www.bloomberg.com/news/ 2010-08-10/netflix-signs-deal-with-epix-to-put-studio-movies-available-on-internet.html “Netflix, Warner Bros. End Dispute, Reach Deal on DVDs”. http://www.businessweek.com/ news/2010-01-06/netflix-warner-bros-end-dispute-reach-deal-on-dvds-update3-.html
SOURCES “Netflix Signs Distribution Agreement With NBC”. http://seekingalpha.com/article/227209- netflix-signs-distribution-agreement-with-nbc “Netflix Is on a Roll!” http://www.fool.com/investing/general/2010/09/08/netflix-is-on-a- roll.aspx “Netflix looks to add newest TV episodes”. http://articles.cnn.com/2010-12-03/tech/ netflix.tv_1_netflix-relativity-media-content?_s=PM:TECH
An Analysis Joel Goodman, Teichka Rodriguez, & Michael Strasser

More Related Content

Netflix: An Analysis

  • 1. An Analysis Joel Goodman, Teichka Rodriguez, & Michael Strasser
  • 2. ABOUT Netflix is the world’s largest subscription based service streaming movies and television episodes over the Internet and DVDs by mail with 16.9 million subscribers at the end of September 2010. They offer a variety of attractive subscription plans that have no due dates, no late fees, no shipping fees and no pay-per-view fees.  Approximately 2 million DVDs are shipped daily and during the last trimester of 2010 more than 66% of subscribers instantly watched more than 15 minutes of streaming content. There were 30% more streaming options in 2009 than the previous year.  In order to offer a unique selection of programming at a low price, Netflix depends on their growing number of subscriptions. These are composed of both streaming and disc-by-mail. This past September, Netflix launched an option to instantly and unlimitedly stream movies and TV episodes in Canada for a monthly subscription of $7.99. This marks the first availability of the Netflix service outside the US.
  • 3. ABOUT Netflix maintains strong ties with various entertainment video providers. Their offices in Beverly Hills forge effective business relations with the major studios.  The growing number of subscriptions is beneficial to Netflix as it provides studios with a powerful new distribution channel to rely upon.  In November 2010, Netflix signed a multi-year contract with independent distributor FilmDistrict. Under this deal major motion pictures that would have been licensed to premium channels will now flow directly from FilmDistrict to Netflix starting in 2011. Deals such as this one continue to enlarge Netflix’s control and growing dominance in the online market. Netflix is one of the top ranked websites for consumers. In February 2010 Netflix was named the number one e-commerce company by the American Customer Satisfaction Index. 
  • 5. ACQUISITION Netflix’s Business Model Netflix obtains their content from several agreements: direct purchases from studios and distributors, revenue sharing programs and license agreements. DVDs are typically obtained by direct purchase or revenue sharing while streaming titles are generally licensed for a fixed term. Netflix obtains physical titles for a low initial cost in exchange for a commitment for a defined period of time to either share a percentage of subscription revenues or pay a fee based on content utilization. After these agreements expire Netflix has the option to either returning the disc, destroying the disc, or purchase it. Netflix also purchases DVDs from studios, distributors and other suppliers on a purchase order basis. Under this arrangement typically a fee per disk purchased is paid. The content of movies available for streaming is licensed directly from studios and distributors for a specific amount of time. After this period expires the license is extended or renewed, or the content is removed. 
  • 6. PACKAGING Netflix’s Business Model The Netflix website (www.netflix.com) features the base actions of the company and for subscribers such as: Subscription account sign up and management; personalized merchandizing; inventory optimization; streaming content and payment.  Netflix’s merchandizing technology creates a powerful method for catalog browsing and is believed to be directly tied to the company’s success. Proprietary and other technology manage processing and distribution of DVDs from shipping centers and streaming content. Proprietary recommendation technology offers a quick and personalized way of finding content for subscribers based on their viewing preferences. The technology also provides information about each title such as, factual data, trailers and editorial information, recommendations and information gathered by the service for each subscriber.
  • 7. EXHIBITION Netflix’s Business Model Netflix utilizes various models to promote their service. Online advertising, TV and Radio Advertising, Direct mail and third party promotions are some of their many marketing strategies to gain subscribers. Electronic partners also help promote the service. The company also acknowledges word-of-mouth advertising as a marketing enhancer. Online advertising is an important channel that consists of: search listing, banner adds, text links, permission based emails and an affiliate program whereby web- banner ads are available on a self-assisted basis. There are also cooperative advertising programs with studios under the terms in with Netflix receives economic consideration in exchange for featuring the studio’s movies in the promotional advertisement.
  • 8. DISTRIBUTION Netflix’s Business Model Netflix distributes content through mail delivery of DVDs or instant streaming of available titles to personal computers, mobile devices, and internet-connected home theater devices The company maintains a nationwide network of shipping centers, which ensures the efficiency of the mailing system and a fast delivery. Discs are shipped First Class mail and subscribers return them in pre-paid mailers. After a disc is returned, the next available title in the subscriber’s queue is shipped. Third party delivery networks help the efficiency of streaming movies and TV episodes in high volume. Third party content delivery networks make streaming content through many different devices possible. Among them: Xbox, PlayStation 3, Internet Connected TVs, Boxee, Roku, and Blu-ray players.
  • 9. SALES Netflix’s Business Model All revenues are generated from monthly subscriptions in the United States and recently Canada. Plans start at a monthly cost of $4.99 and continue to the most expensive of $55.99. Subscription prices vary based on the number of discs out at the same time. Every plan from $7.99 and up includes unlimited streaming services. Subscribers pay the monthly fee in advance via the Netflix website. A third party authorizes and processes payments.
  • 10. SALES Netflix’s Business Model Performance highlights from the past three years are positive and show an increasing net income.
  • 12. STRENGTHS Presence in the Marketplace Innovation Netflix’s idea of starting an Internet based DVD rental system was and still is a revolutionary idea. Removing the need for an individual to travel to a typical brick and mortar rental retailer, consumers were now able to select and create lists of DVDs they wished to watch that would be delivered to their door without the need for additional shipping costs. Using this same shipping system for DVD returns and not requiring any additional cost all while eliminating late fees made Netflix an innovator in what has become a new era of home entertainment consumption.
  • 13. STRENGTHS Presence in the Marketplace Diverse Physical Library The number of physical discs offered by Netflix puts it in a strong position over competitors. Unlike traditional brick and mortar retailers Netflix is able to harness Long Tail economics to provide a complete library of content offerings. While offering the latest releases in DVD content, a major boon to Netflix is its expanded library, which is as much of a draw to subscribers as are new releases.
  • 14. STRENGTHS Presence in the Marketplace Diverse Delivery Options In expanding its services beyond DVD rentals, Netflix has set up a powerful streaming service. Netflix is dedicated to being available on as many 3rd party devices as possible, making it versatile as well as giving legitimate competition to cable on-demand offerings.
  • 15. STRENGTHS Presence in the Marketplace Powerful Brand / Market Leader Being the first company of it kind in the marketplace, Netflix has been able to build a powerful brand. In the past where Blockbuster was the leader in movie rentals, Netflix has been able to take over that space, making its brand synonymous with DVD and movie rentals. This shift has positioned Netflix as the market leader in the physical video rental space.
  • 16. STRENGTHS Presence in the Marketplace Ease of Use Netflix operates on a simple model. Sign up is an easy, streamlined, quick process. Users can easily search for films and manage which movie they will receive next via the Netflix.com website. Their website and streaming services also are a simple intuitive system. Select you movie or TV show, hit play and Netflix begins to stream the requested content. Additionally Netflix’s website has been awarded for its ease of use and movie suggestion engine that serves customized recommendations based on a user’s preferences, viewing activities, and past film ratings.
  • 17. STRENGTHS Pricing and Distribution Pricing Netflix’s tiered pricing model offers a choice and price that matches anyone’s viewing habits. Users are able to choose a price they feel provides sufficient value for their money spent. In addition, all but the lowest tier includes unlimited online video streaming. Distribution Most locations in the continental US receive discs by mail in one day. Video-on-demand allows users to stream content to a number of devices include iPhones, HDTVs, Blu-ray players and video game consoles.
  • 18. WEAKNESSES DVD Release Gating Netflix has arranged lower prices on its physical disc purchase by entering into agreements with film studios. As a result, most new releases are unavailable for 28 days after they are available for sale at retail outlets.
  • 19. WEAKNESSES Streaming Library While the Netflix streaming service is available on many devices, the company has been unable to keep up with expanding its library. While the service and delivery of streaming content is good, content selection is severely lacking.
  • 20. WEAKNESSES USPS Distribution Netflix has always included return shipping in the subscription price. However, with the constant increases in postage, Netflix is unable to control the costs of a key function of its business, which is the distribution of DVD rentals. Additionally, by using the USPS Netflix is unable to guarantee delivery times of DVD rentals.
  • 21. WEAKNESSES International Distribution Currently Netflix’s disc-by-mail rental service is available only in the continental United States while its streaming service is available in both the US and Canada. A major hurdle to expanding their business is the cost of distribution internationally. The company’s distribution network is not robust enough to offer that sort of flexibility.
  • 22. OPPORTUNITIES International Licensing Internally, Netflix has already positioned itself as a streaming content company first, and a rental service second. The success of its first foray into a country outside of the US suggests there is a large untapped market for streaming film and television services worldwide. Obtaining licensing internationally could rocket Netflix to the top of earnings lists.
  • 23. OPPORTUNITIES Domestic Licensing As Netflix becomes the premier outlet for consuming commercial video content outside of the theatre and broadcast television, it wields enormous power in negotiating pricing and gaining content exclusivity. Acting on this advantage will give Netflix and edge over its competition.
  • 24. THREATS Competition In the physical rental sphere, Netflix has competition from traditional rental stores like Blockbuster as well as Redbox. However, the real competition is in streaming. Netflix is in direct competition with Amazon-on-Demand, Hulu, YouTube, Apple’s iTunes Store, and several others.
  • 25. THREATS Delivery Costs Postage continues to rise in the United States as demand for physical mailing declines. Netflix could soon find its disc-by- mail services in a financially unviable situation and be forced to raise subscription prices to offset these costs.
  • 26. RECOMMENDATIONS Expand Beyond Subscription-only Some strengths of Netflix today are its high level of consumer satisfaction, personalized merchandising, and the fast delivery service. Though the company envisions strong competitors to arise in the future, they should start taking advantage of their current place as leaders in the market and of their services to maintain and generate more faithful audiences. They claim that word-of-mouth has a great impact on their advertising strategies. By maintaining customer satisfaction they can take the lead over competitors in an economic battle. Also by expanding their catalogue and keeping prices low (offering more for less), they can continue to attract more consumers. We would also suggest pricing for individual streams. In a bad economy someone may pay cheap to see a movie once without the monthly commitment.
  • 27. RECOMMENDATIONS Prepare for ISP Threats Although they are fighting to protect net neutrality rules and prevent broadband distributors from blocking their services, Netflix must prepare their budget for further expenses. By marketing and continuing to grow their online streaming service instead of DVDs the financial pressure of shipping could be transferred to what would become “online shipping.” They should take advantage of their leading role in the market today to continue to educate their subscribers and possible future subscribers about online streaming, the growth of this area mixed with less disc-by-mail shipping can fend off rising distribution costs.
  • 28. RECOMMENDATIONS Branch Into International Markets Netflix should begin offering its streaming video services internationally, and quickly. The longer Netflix remains a North America-only service, the greater the chance of them losing the international playing field to another company. In the long-run, the costs of licensing content internationally are diminished in light of the potential number of new subscribers gained.
  • 29. CONCLUSION Netflix is the the US leader in online video streaming. It’s focus on customer satisfaction, device ubiquity, and dedication to excellent service has cemented the company as being on the consumer’s side. As online streaming matures, Netflix will have to find ways to reach broader audiences with better and more content while continually being more innovative than its competitors. In this, Netflix has a robust an streamlined distribution process and is making great headway in its content acquisition and licensing.
  • 30. SOURCES Netflix SEC Filing http://ir.netflix.com/sec.cfm “Netflix and FilmDistrict Announce Agreement to Stream First-Run Theatrical Films to Netflix Members”. http://netflix.mediaroom.com/index.php?s=43&item=377 “Netflix Signs Distribution Agreements With Universal Studios, Twentieth Century Fox - Update”. http://www.rttnews.com/Content/BreakingNews.aspx? Node=B1&Id=1265166%20&Category=Breaking%20News “Netflix Signs Pact With Epix for Studio Films on Web”. http://www.bloomberg.com/news/ 2010-08-10/netflix-signs-deal-with-epix-to-put-studio-movies-available-on-internet.html “Netflix, Warner Bros. End Dispute, Reach Deal on DVDs”. http://www.businessweek.com/ news/2010-01-06/netflix-warner-bros-end-dispute-reach-deal-on-dvds-update3-.html
  • 31. SOURCES “Netflix Signs Distribution Agreement With NBC”. http://seekingalpha.com/article/227209- netflix-signs-distribution-agreement-with-nbc “Netflix Is on a Roll!” http://www.fool.com/investing/general/2010/09/08/netflix-is-on-a- roll.aspx “Netflix looks to add newest TV episodes”. http://articles.cnn.com/2010-12-03/tech/ netflix.tv_1_netflix-relativity-media-content?_s=PM:TECH
  • 32. An Analysis Joel Goodman, Teichka Rodriguez, & Michael Strasser

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