Archive · 5 Sep 2026
Ted Sarandos Says Netflix Is Both Classy and Massy
Ted Sarandos explained how Netflix became a very large entertainment company.
Netflix first mailed DVDs to people and learned about their tastes.
It then used the internet to recommend movies and shows to each person.
Sarandos said Netflix wants to offer both popular, mass entertainment and more artistic, classy entertainment.
He said Indian stories are becoming popular around the world, although many major Indian stories still come through cinema.
Netflix relies on local teams in India because the country has many different audiences.
Sarandos said data can help, but great creative ideas cannot be created by data alone.
Netflix is also trying AI tools to help filmmakers plan and produce projects.
He said Netflix is not planning to depend on expensive full-season league sports.
Ted Sarandos said Netflix grew from a DVD business into a company with $45 billion in revenue and a $400 billion valuation.
He described Netflix’s main advantage as personalization, helping viewers find content they are likely to enjoy.
Sarandos said Netflix treats cinema as part of a broader entertainment ecosystem rather than as a direct competitor.
He said Indian content has appeared in Netflix’s global Top 10 every week since 2024, with 3.5 billion viewing hours this year.
Sarandos said Netflix is using AI in about 300 productions but intends to reinvest any savings into improving what appears on screen.
- Who
- Ted Sarandos, Netflix’s co-CEO, speaking about the company’s strategy and entertainment business.
- What
- An Express Adda interview covering Netflix’s growth, Indian content, personalization, sports, acquisitions, regulation and artificial intelligence.
- Where
- Express Adda; the discussion focused substantially on Netflix’s operations in India.
- Why
- To explain Netflix’s business model, creative strategy and plans for growth in India and globally.
Netflix’s Position
Questions and Concerns
Artificial intelligence in production
Netflix’s Position
Sarandos said AI can help creators visualize complicated shots, work faster and make ambitious projects with fewer resources. Any savings, he said, would be reinvested into content.
Questions and Concerns
An audience question raised concerns that AI platforms could replicate protected studio content. Sarandos also cited an unverified report that engagement fell after a Chinese company switched to entirely AI-generated micro-dramas.
Regulation and creative freedom
Netflix’s Position
Sarandos described India as a working model for self-regulation and self-censorship, saying Netflix works with the government while trying to avoid excessive regulation.
Questions and Concerns
The underlying concern is that regulation or censorship could interfere with creativity, while platforms still need to act responsibly and follow applicable requirements.
League sports on Netflix
Netflix’s Position
Sarandos said full-season league sports are expensive and often function as loss leaders, adding that Netflix has built its business without depending on one such investment.
Questions and Concerns
The audience-side argument is that sports such as the IPL could attract subscribers and provide a large audience that could later be directed toward other content.
- Netflix revenue
- $45 billion today, compared with $6.3 billion ten years earlier.
- Netflix valuation
- $400 billion today, compared with $50 billion ten years earlier.
- Netflix profit
- $1 billion today, compared with $120 million ten years earlier.
- Indian content reach
- An Indian movie or series has appeared in Netflix’s global Top 10 every week since 2024.
- Indian content viewing
- Netflix reported 3.5 billion hours of Indian content watched worldwide this year.
- AI use
- About 300 Netflix productions have used AI tools, including for pre-visualization.
- Sports strategy
- Netflix’s global live strategy includes sports but excludes full seasons of league sports.