January 26, 2011

Dear Fellow Shareholder,

In the closing hours of the final day of 2010, Netflix surpassed 20 million subscribers. We are thrilled to
be able to report another outstanding quarter:

• Subscribers – 20.01 million

• Net Subscriber Additions – 3.08 million
• Revenue – $596 million
• Operating Income – $78 million
• Net Income – $47 million
• EPS – $0.87 per diluted share

To summarize Q4, we would say that our huge subscriber growth, fueled by the excitement of watching
instantly, impressed even us. More subscriber growth enables us to spend more on streaming content,
making the Netflix service even better in 2011.

Instead of reporting our results in several different documents, we’ll include everything in this letter. As
in past quarters, we’ll also answer investor questions on a 3 p.m. PST conference call today.

To put in context the increasing strength of our business, we’ve included the table below:

Summary Results for Prior Nine Quarters

(in millions except per share data) Q4 08 Q1 09 Q2 09 Q3 09 Q4 09 Q1 10 Q2 10 Q3 10 Q4 10

Net Subscriber Additions 0.72 0.92 0.29 0.51 1.16 1.70 1.03 1.93 3.08
Y/Y Change 59% 20% 72% 95% 61% 85% 255% 278% 166%

Subscribers 9.39 10.31 10.60 11.11 12.27 13.97 15.00 16.93 20.01
Y/Y Change 26% 25% 26% 28% 31% 35% 42% 52% 63%

Revenue $ 360 $ 394 $ 409 $ 423 $ 445 $ 494 $ 520 $ 553 $ 596
Y/Y Change 19% 21% 21% 24% 24% 25% 27% 31% 34%

Operating Income $ 38 $ 36 $ 53 $ 49 $ 53 $ 58 $ 77 $ 70 $ 78
Y/Y Change 87% 138% 54% 45% 39% 61% 45% 43% 47%

Net Income $ 23 $ 22 $ 32 $ 30 $ 31 $ 32 $ 44 $ 38 $ 47
Y/Y Change 45% 68% 22% 48% 35% 45% 38% 27% 52%

EPS $ 0.38 $ 0.37 $ 0.54 $ 0.52 $ 0.56 $ 0.59 $ 0.80 $ 0.70 $ 0.87
Y/Y Change 65% 76% 29% 58% 47% 59% 48% 35% 55%

Free Cash Flow $ 51 $ 15 $ 26 $ 26 $ 30 $ 38 $ 34 $ 8 $ 51

Buyback $ 10 $ 43 $ 73 $ 130 $ 79 $ 108 $ 45 $ 57 $ -
Shares (FD) 60 61 60 58 55 55 54 54 54

1
Subscriber Growth

Our extraordinary growth of 7.7 million net subscriber additions for 2010 underscores the momentum
of the business.

Accelerating Net Subscriber Additions

(in millions)

7.7

2.9
1.9
1.2

2007 2008 2009 2010

At the start of 2010, our best estimate for net additions for the year was about 3.6 million, which shows
how hard annual forecasting is when the opportunity is expanding so rapidly. Part of what makes
forecasting subscriber growth challenging is we continue to improve our service, which creates a better
value proposition and expands our market opportunity.

We think our subscriber growth in any given geography will follow the ‘S’ curve of adoption, and we are
excited to still be in the accelerating phase of the ‘S’ curve today. We expect three phases: (a) a period
of increasing net additions (seasonally adjusted); then (b) a period of steady net additions; and then
finally (c) a period of shrinking net additions until the subscriber base growth slows to follow GDP and
population growth. We are working hard to improve our service rapidly enough to stay in the first phase
for as long as possible.

In November last year we introduced our $7.99 per month pure streaming plan, and we increased the
prices on our combination plans, which include streaming and unlimited DVD rentals. As you can see
from our strong Q1 subscriber guidance, our pure streaming plan has a great deal of consumer appeal.
More than one third of new subscribers are signing up for the pure streaming plan, and we expect that
percentage to grow over time. The balance of new subscribers primarily takes our $9.99 1-DVD
combination plan. Very few of our existing subscribers are downgrading to the pure streaming plan.

Our three virtuous cycles of subscriber growth are:

1. More subscribers means more money to license content with, which drives more
subscriber growth
2. More subscribers means more word-of-mouth from subscribers to those who are not
yet subscribers, which drives more subscriber growth
3. More subscribers means we can increase R&D spend to improve our user experience,
which drives more subscriber growth

2
You can see the power of these virtuous cycles in our marketing spend in Q4: we spent about 10% fewer
dollars in marketing than one year ago, yet subscribers grew 63% over the last year. At the end of Q4,
about 9% of subscribers were active free trials. This is more than we’ve ever had before, due to the
expanded use of one month free trials over two week free trials, and to strong growth in December. We
expect the percentage of subscribers in active free trials will be less in Q1 than Q4, because Q1 growth is
front-loaded rather than back-loaded.

DVD

While streaming is much bigger for us than DVD, in hours of entertainment delivered, and streaming is
growing much faster than DVD, our DVD shipment and content costs are still very material. Fortunately,
disc shipments in the quarter increased only modestly over Q4 2009, and we expect year-over-year
shipments to decline in the coming quarters. If Blockbuster liquidates this year, like Movie Gallery did
last year, we may see a modest boost in shipments, but we think the bulk of the remaining video store
customers will tend to visit kiosks for $1-a-day DVDs, and they will get streaming from Netflix. Even
though we expect DVD shipments to decline this year, we want to be clear that we intend to continue to
offer great DVD-by-mail service for many years to come.

Most of the studios have negotiated 28-day deals with Coinstar, NCR, and Netflix. This allows the
studios, and the major retailers such as Walmart, BestBuy and Amazon, to build awareness that DVD
purchase and pay-per-view have the first home availability window, which is helpful to studio
profitability. Warner Bros. has speculated publicly that the 28-day window perhaps should be longer,
and over the coming years the studios may negotiate separately with Coinstar, NCR and us for that. As
we expand more into streaming, this window issue will matter less to us.

International

Last year we introduced a pure streaming offering in Canada and our results have been excellent. We
are significantly increasing our available content in Canada, and expect to be profitable on a run-rate
basis in Q3 of this year. Assuming that Canada continues to perform well for us, we will expand into an
additional market in the second half of this year. Our estimate is that international operating losses for
the second half of the year will be in the neighborhood of $50 million, but there is considerable
variability to that number depending on how well we do in our second international market. After
launch, if we gain confidence in this second international market getting to profitability in less than eight
quarters, with substantial profitability after that, then we will continue to expand and invest
aggressively in 2012 around the globe. Each country represents a new market, where we have global
process knowledge and technology, but no brand or content until we invest locally. In our financial
reporting going forward, we’ll report by domestic and international, so you’ll be able to track our
progress.

3
CE Devices

There are now hundreds of CE device SKUs that support streaming from Netflix, and our efforts are
turning to rapidly improving our user interface on all of these devices. Some of the improvements that
we’ve recently developed, and tested in controlled trials, have measurably increased viewing and
retention, which are our two best indicators of satisfaction. We have a long list of promising concepts
that we can’t wait to test over the coming years. Some of these are purely visual, such as optimal
content graphic size, but most are algorithmic, driving a very specific personalized set of suggestions for
each subscriber.

The devices with large installed bases – meaning Windows and Mac laptops, Sony PS3, Microsoft Xbox,
and Nintendo Wii – are the most popular devices for watching instantly from Netflix. AppleTV has done
very well for us, and in just four months has passed the also-growing iPad in Netflix viewing hours. The
Roku player remains a strong performer. Our iPhone and Windows phone applications are very popular,
and we’ll have support for several Android phones this year. While Google TV has not yet gone
mainstream, the concept of Android and Chrome built into televisions and Blu-ray players is powerful;
we’re confident that they will be very successful, and we are investing in our Google TV application.
Blu-ray players and TVs with Internet connectivity are the big growth categories for us, as more and
more providers are building in Wi-Fi across their product lines.

Our partners are finding that Netflix is their most popular service for Internet video viewing, and they
are seeking ways to make their products easier to use. At the Consumer Electronics Show a few weeks
ago, we announced the launch of our “one-click access” program where CE device remote controls have
a red Netflix button providing convenient, direct access to Netflix for consumers. Initial partners include
Samsung, Sony, Toshiba, Roku, and Boxee, with more coming. An example remote control is below:

4
Streaming Content

We continue to expand our selection of movies and TV shows available to watch instantly. Our Epix deal
just completed its first full quarter of current studio releases and great catalog movies. We also closed
an expansive new deal with ABC/Disney that includes all previous seasons of “Lost,” “Desperate
Housewives,” and “Brothers and Sisters” from ABC and “Phineas and Ferb,” “Good Luck Charlie” and a
host of other popular shows and original movies from the Disney Channel.

Our unique direct deals with independent producers and distributors have made it possible for us to
bring all five of the just-announced 2011 Academy Awards-nominated Best Documentary Feature films
to our growing streaming library. Two of those films – “Exit Through the Gift Shop” and “Restrepo”– are
available to stream now. “Waste Land” is coming on March 29 and “Gasland” and “Inside Job” will be
coming soon through existing deals.

Our interest in television shows is high. Our primary strategy is to offer complete previous seasons of
shows rather than offering those shows the day of, or a few days after, broadcast, during the critical
ratings and revenue window. This is in the best interest of content owners and is consistent with our
desire to offer a very low-cost service for consumers. As with theatrical ticket sales, VOD and the 28-day
DVD sale window, this allows studios to capture the market for those most interested in seeing content
right away. You will occasionally see us offering shows day after broadcast, as we do with “Saturday
Night Live,” or 15 days after broadcast, as we do with Disney Channel programs, but it doesn’t represent
a change in our overall TV strategy.

5
Our specific focus is on being one of the few ways to enjoy the complete history of a series, instantly and
commercial free.

While we have a broad range of content, carrying Starz is one of our most important deals. We’ll be
working with Starz over this year to explore renewal options. Since our current deal does not expire
until the middle of Q1 in 2012, we have plenty of time for the discussions. We won’t be saying more
than this about our Starz relationship or negotiations.

Netflix streaming has become a valuable additional profit stream for content owners. Some content
owners fear that licensing to Netflix will undercut other, larger profit streams. The Starz example
suggests otherwise. We have carried Starz since October 2008 and we have not licensed HBO. Over
that time, Starz’ Multichannel Video Programming Distributor (MVPD) subscriber count has grown, and
HBO’s has not. At a more granular level, the Starz Original “Spartacus” was available at the same time
on Netflix as on MVPD, and it was a big success in MVPD viewing, as shown by its Nielsen ratings. Even
the DVD box sets have been a great success. So having content on Netflix does not appear to materially
harm the revenue of that content on other channels. In other words, the evidence is pretty clear that
content that is also licensed to Netflix generates more money for its owners than content that is
withheld from Netflix.

Stepping back, some consternation about Netflix success is natural. Like the rise of the Fox broadcast
network 20 years ago, a new entrant bids up the price of content, and the incumbent aggregators are
not pleased. Netflix is good for consumers, good for content producers, and is one more competitor for
existing aggregators. Many of the major media companies are part content producer, and part
aggregator, which leads to Netflix being a frequent topic of discussion.

Operating Margins

Managing to a target operating margin has proven to be effective for us, and we plan to continue to do
so. For the next few quarters we will target a domestic operating margin of about 14%, which we
believe is a good balance of growth and earnings. The variable costs of DVD shipments, and the
seasonal nature of big DVD releases, contributed to material expense seasonality in the past. While this
remains true of DVD, this expense seasonality will smooth out as streaming becomes the majority of our
content expense. Seasonality of subscriber growth will remain, but the domestic margin structure going
forward should be less seasonal than in the past. Occasionally, we will have the opportunity to close a
big streaming content deal, and our margins will dip temporarily, but most of the streaming deals are
less lumpy, and we will be able to manage close to the domestic 14% target.

The international operating margins will be lumpy and negative in the near term, representing the entry
into new territories. We define international operating margin as revenues less content, marketing and
other cost of subscription expenses for territories outside the U.S (no general overhead allocation is
included). We target each specific territory to achieve a positive operating margin within two years of
launch, and in Canada we expect to achieve that in one year or less from launch.

6
 Operating Margin
14.8%

13.0% 12.7% 13.1%

11.6% 11.9% 11.7%
10.6%
9.1%

Q4 08 Q1 09 Q2 09 Q3 09 Q4 09 Q1 10 Q2 10 Q3 10 Q4 10

Q4 & Q1 Forecasting

Q4 subscriber growth is particularly tough for us to predict because so much of the growth is back-
loaded in the quarter. No excuse, we mis-forecast the subscriber number, but we have greater
confidence in our Q1 subscriber forecast because the growth is front-loaded in Q1.

Operating income was better than expected in Q4 because disc shipments did not grow as much as we
had forecast. Relative to our forecast, we also had an additional $1.8 million in net income from the
extension of the R&D tax credits that were included in the new tax law passed in December. Our
effective tax rate (ETR) was lowered to 36.8% as a result of this and the tax benefits from options
exercises. We expect our ETR to increase in Q1 to 39% and to be between 39% - 41% going forward,
absent any one-time items.

Coming into Q1, the trend in DVD shipments is lower than we expected even 2 months ago, and we’ve
redirected the savings from this lower rate of shipments into more streaming content and marketing.
The growing complexity and size of our streaming contracts translate into a need for more lead time to
spend on content relative to marketing. As a result, we’ll likely see a temporary uptick in domestic gross
margin in Q1 as we put more into marketing in the short term. As we spend more on streaming in
future quarters, our domestic gross margin will come back down to the 30% - 35% range.

FCF & Cash

Historically, in some cases we have accepted streaming content deals where we paid earlier than the
expense was recognized. Going forward we are insisting upon close matching of cash and expense for
streaming content, even if that means we have to pay slightly more. PPE has been flat for many
quarters, and should remain an immaterial consumer of cash. In comparing FCF to Net Income the
major recurring sources of free cash flow are stock option expense and deferred revenue associated
with gift subscriptions, and the use is prepaid content.

7
 Net Income and Free Cash Flow
(in millions)

$47
$44
$38
$32 $31 $32
$30
$23 $22

$51 $15 $26 $26 $30 $38 $34 $8 $51

Q4 08 Q1 09 Q2 09 Q3 09 Q4 09 Q1 10 Q2 10 Q3 10 Q4 10

Free Cash Flow GAAP Net Income

During 2010 we made great progress in moving our service from our own data centers into Amazon
Web Services (AWS), a cloud platform offering. We now run on thousands of AWS servers and the
majority of our computing is at AWS. We’ve been very pleased with this initiative in terms of the service
Amazon provides, and in terms of the flexibility it gives us, which allows us to more quickly improve our
global streaming business. This is part of why we’ll have minimal CAPEX going forward for IT, and it will
be mostly OPEX. AWS has given us multiple assurances that they want us as a strong reference
customer, independent of how much or little the retail side of Amazon eventually competes with Netflix.

Our strategy over recent years has been to use excess cash to buy back stock. We took a break from
that in Q4 to reassess our cash needs and the buyback strategy, but plan to return to buying back stock
in Q1. The objective of our buyback program is simply to return money to our shareholders, similar to a
dividend; consequently, we are neither price sensitive nor market timers. Given our long-term content
commitments, we don’t see it as likely in the near term that we would add more leverage to our capital
structure through additional long-term debt.

Challenges

The long-term threats to our profit stream haven’t changed much over the past year. There is the
substitution threat of better offerings from MVPDs, with free TV Everywhere, in particular, making
supplemental services like Netflix and Hulu Plus less desired. There is the threat of growing piracy from
websites like Megavideo and others, especially in international markets. There is the threat of direct
competition, such as Hulu Plus or perhaps HBO Go or Amazon. There is the content cost threat: that
content pricing uniformly rises so sharply that we can afford fewer titles, thus our service becomes less
amazing to consumers, and our growth is slowed. Finally, there are various ISP-related threats, which
we’ll look at in detail below.

8
Recently the FCC adopted a version of net neutrality for wired networks in the U.S., and it’s a step in the
right direction. The focus is on fair-play within an ISP’s network, but does not explicitly address entry
into the ISP’s network.

Delivering Internet video in scale creates costs for both Netflix and for ISPs. We think the cost sharing
between Internet video suppliers and ISPs should be that we have to haul the bits to the various
regional front-doors that the ISPs operate, and that they then carry the bits the last mile to the
consumer who has requested them, with each side paying its own costs. This open, regional, no-
charges, interchange model is something for which we are advocating. Today, some ISPs charge us, or
our CDN partners, to let in the bits their customers have requested from us, and we think this is
inappropriate. As long as we pay for getting the bits to the regional interchanges of the ISP’s choosing,
we don’t think they should be able to use their exclusive control of their residential customers to force
us to pay them to let in the data their customers’ desire. Their customers already pay them to deliver
the bits on their network, and requiring us to pay even though we deliver the bits to their network is an
inappropriate reflection of their last mile exclusive control of their residential customers. Conversely,
this open, regional, no-charges model should disallow content providers like Netflix and ESPN3 from
shutting off certain ISPs unless those ISPs pay the content provider. Hopefully, we can get broad
voluntary agreement on this open, regional, no-charges, interchange model. Some ISPs already operate
by this open, regional, no-charges, interchange model, but without any commitment to maintain it going
forward.

Tomorrow, we’ll publish on our blog ongoing performance statistics about ISPs collected from our 20
million subscribers detailing which ISPs provide the best, most-consistent high speed internet for
streaming Netflix. We can tell you now, though, that for our subscribers streaming Netflix, Charter is the
highest-performance ISP in the United States.

Recently, there was a report that at peak times Netflix subscribers in the U.S. were driving about 20% of
peak downstream last-mile Internet traffic. This may or may not be accurate, but it should be noted
that because we pay for the data to be delivered to regional ISP front doors, little of this traffic goes
over the Internet or ISP backbone networks, thereby minimizing ISP costs, avoiding congestion, and
improving performance for end-using consumers.

An independent negative issue for Netflix and other Internet video providers would be a move by wired
ISPs to shift consumers to pay-per-gigabyte models instead of the current unlimited-up-to-a-large-cap
approach. We hope this doesn’t happen, and will do what we can to promote the unlimited-up-to-a-
large-cap model. Wired ISPs have large fixed costs of building and maintaining their last mile network of
residential cable and fiber. The ISPs’ costs, however, to deliver a marginal gigabyte, which is about an
hour of viewing, from one of our regional interchange points over their last mile wired network to the
consumer is less than a penny, and falling, so there is no reason that pay-per-gigabyte is economically
necessary. Moreover, at $1 per gigabyte over wired networks, it would be grossly overpriced.

9
Business Opportunity

When we were primarily a DVD-by-mail service, we measured our market in terms of households.
Households subscribed to Netflix and members of the household watched the DVDs as they wanted.
Similarly, MVPDs measure their market in terms of households, and will support multiple receivers, one
for each television. Online streaming video, however, is more naturally individual, since it is watched on
personal screens like phones, tablets, and laptops, as well as on shared large screen televisions. Our
long-term goal is to evolve the Netflix service so that it feels more natural to have a personal account.
Our $7.99-per-month plan is for one stream at a time, and later this year we’ll be able to offer
consumers some account options to watch multiple simultaneous streams. In addition, we’re working
on an extensive Facebook integration, which will further the notion of a personal Netflix account. This
evolution from household to personal relationship will take several years, and there will always be some
households that only have one account. With this shift, we are starting internally to think of our
available market as the number of active mobile phones in a territory, rather than the number of
households, because that is the number of people who have the means to subscribe to a service like
ours.

Business Outlook

Going forward we are providing more detail in our guidance for the current quarter by breaking out
domestic versus international and by providing operating income guidance. Our business is so dynamic
that we will be doing less calendar year guidance than in the past.

Our domestic guidance for Q1 2011 is:

• Subscribers between 21.9 million and 22.8 million
• Revenue between $684 million and $704 million
• Operating Income between $98 million and $116 million

Our international guidance for Q1 2011 is:

• Subscribers between 0.75 million and 0.9 million
• Revenue between $10 million and $13 million
• Operating Loss between $10 million and $14 million

Our global guidance for Q1 2011 is:

• Net Income between $49 million and $62 million
• EPS between $0.90 and $1.13

For the year 2011:

• We expect to operate domestically at approximately a 14% operating margin
• We expect domestic subscriber net additions to continue to grow in 2011
• We expect our Canadian operations to have a positive operating margin in Q3
• We expect to have approximately $50 million in operating losses in international in 2H
of 2011 as we expand beyond Canada

10
Metrics Evolution

In terms of metrics, more and more we internally focus on net additions, and don’t pay as much
attention to gross additions and churn as they are both driven by our service quality and they both drive
net additions. Consequently, in 2012, we will cease providing gross subscriber additions, subscriber
acquisition costs, and churn. For 2011, we’ll continue to report on them for our domestic business. Net
additions, along with revenue and operating income, are our core performance measurements.

Two Fundamental Questions

We think there are two fundamental questions for investors:

(a) What will our domestic growth trajectory be over the coming years, given our
strategy to maintain modest domestic operating margins so that we can invest
aggressively in additional streaming content?

(b) How successful will Netflix become outside of the United States?

Our goal in communications like this one is to provide enough information and perspective to investors
so they can come to their own conclusions on these two core questions. We’ll write a shareholder letter
similar to this, but perhaps briefer, every quarter to give you our most recent perspective on our
business. We hope you find it an effective approach to our earnings review. We will also strive in the
future to improve our Q&A format to make it even more useful for investors. We welcome your
comments.

Sincerely,

Reed Hastings, CEO David Wells, CFO

11
Q&A session

Netflix management will host a webcast Q&A session at 3:00 p.m. Pacific Time to answer questions
about the Company’s financial results and business outlook. Please email your questions to
[email protected]. The company will read the questions aloud on the call and respond to as many
questions as possible.

The live webcast, and the replay, of the earnings Q&A session can be accessed at ir.netflix.com.

IR Contact: PR Contact:
Deborah Crawford Steve Swasey
VP, Investor Relations VP, Corporate Communications
408 540-3712 408 540-3947

Use of Non-GAAP Measures

This shareholder letter and its attachments include reference to the non-GAAP financial measure of free
cash flow. Management believes that free cash flow is an important liquidity metric because it
measures, during a given period, the amount of cash generated that is available to repay debt
obligations, make investments, repurchase stock and for certain other activities. However, this non-
GAAP measure should be considered in addition to, not as a substitute for or superior to, net income
and net cash provided by operating activities, or other financial measures prepared in accordance with
GAAP. Reconciliation to the GAAP equivalent of this non-GAAP measure is contained in tabular form on
the attached unaudited financial statements.

12
Forward-Looking Statements

This shareholder letter contains certain forward-looking statements within the meaning of the federal
securities laws, including statements regarding additional content acquisitions; our subscriber growth
pattern assumptions; our subscription plan sign-up mix; DVD usage and shipments; business
performance related to our Canadian operations and international expansion plans; improvements and
applications for various consumer electronic devices offering Netflix; our operating margins, both
domestic and international; free cash flow and our stock repurchase program; threats to our business;
evolution of our service offerings; our subscriber growth, revenue, net income, operating income and
earnings per share for the first quarter of 2011 and operating margins for domestic operations,
subscriber net additions, Canadian operating margins and losses related to international expansion for
2011. The forward-looking statements in this letter are subject to risks and uncertainties that could
cause actual results and events to differ, including, without limitation: our ability to attract new
subscribers and retain existing subscribers; our ability to compete effectively; the continued availability
of content on terms and conditions acceptable to us; maintenance and expansion of device platforms
for instant streaming; fluctuations in consumer usage of our service; consumer spending on DVDs and
related products; disruption in service on our website or with third-party computer systems that help us
operate our service; conditions that effect our deliver through the U.S. Postal Service, including
regulatory changes and postal rate increases; competition and widespread consumer adoption of
different modes of viewing in-home filmed entertainment. A detailed discussion of these and other risks
and uncertainties that could cause actual results and events to differ materially from such forward-
looking statements is included in our filings with the Securities and Exchange Commission, including our
Annual Report on Form 10-K filed with the Securities and Exchange Commission on February 22, 2010.
We undertake no obligation to update forward-looking statements to reflect events or circumstances
occurring after the date of this press release.

13
Netflix, Inc.
Consolidated Statements of Operations
(unaudited)
(in thousands, except per share data)
Three Months Ended Twelve Months Ended
December 31, September 30, December 31, December 31, December 31,
2010 2010 2009 2010 2009

Revenues $ 595,922 $ 553,219 $ 444,542 $ 2,162,625 $ 1,670,269

Cost of revenues:
Subscription 336,756 292,406 231,598 1,154,109 909,461
Fulfillment expenses 54,034 52,063 43,888 203,246 169,810
Total cost of revenues 390,790 344,469 275,486 1,357,355 1,079,271
Gross profit 205,132 208,750 169,056 805,270 590,998
Operating expenses:
Technology and development 45,959 42,108 33,209 163,329 114,542
Marketing 62,849 81,238 70,715 293,839 237,744
General and administrative 19,108 17,135 13,524 70,555 51,333
Gain on disposal of DVDs (1,237) (1,232) (1,741) (6,094) (4,560)
Total operating expenses 126,679 139,249 115,707 521,629 399,059
Operating income 78,453 69,501 53,349 283,641 191,939
Other income (expense):
Interest expense (4,832) (4,945) (4,457) (19,629) (6,475)
Interest and other income 938 853 2,444 3,684 6,728
Income before income taxes 74,559 65,409 51,336 267,696 192,192
Provision for income taxes 27,464 27,442 20,423 106,843 76,332
Net income $ 47,095 $ 37,967 $ 30,913 $ 160,853 $ 115,860
Net income per share:
Basic $ 0.90 $ 0.73 $ 0.58 $ 3.06 $ 2.05
Diluted $ 0.87 $ 0.70 $ 0.56 $ 2.96 $ 1.98
Weighted average common shares outstanding:
Basic 52,584 52,142 53,609 52,529 56,560
Diluted 54,194 53,931 55,479 54,304 58,416

14
Netflix, Inc.
Consolidated Balance Sheets
(unaudited)
(in thousands, except share and par value data)
As of
December 31, December 31,
2010 2009
Assets
Current assets:
Cash and cash equivalents $ 194,499 $ 134,224
Short-term investments 155,888 186,018
Current content library, net 181,006 37,329
Prepaid content 62,217 26,741
Other current assets 47,357 26,701
Total current assets 640,967 411,013
Content library, net 180,973 108,810
Property and equipment, net 128,570 131,653
Deferred tax assets 17,467 15,958
Other non-current assets 14,090 12,300
Total assets $ 982,067 $ 679,734
Liabilities and Stockholders' Equity
Current liabilities:
Accounts payable $ 222,824 $ 92,542
Accrued expenses 36,489 33,387
Current portion of lease financing obligations 2,083 1,410
Deferred revenue 127,183 100,097
Total current liabilities 388,579 227,436
Long-term debt 200,000 200,000
Lease financing obligations, excluding current portion 34,123 36,572
Other non-current liabilities 69,201 16,583
Total liabilities 691,903 480,591
Stockholders' equity:
Common stock, $0.001 par value; 160,000,000 shares
authorized at December 31, 2010 and December 31, 2009;
52,781,949 and 53,440,073 issued and outstanding at
December 31, 2010 and December 31, 2009, respectively 53 53
Additional paid-in capital 51,622 -
Accumulated other comprehensive income, net 750 273
Retained earnings 237,739 198,817
Total stockholders' equity 290,164 199,143
Total liabilities and stockholders' equity $ 982,067 $ 679,734

15
Netflix, Inc.
Consolidated Statements of Cash Flows
(unaudited)
(in thousands)
Three Months Ended Twelve Months Ended
December 31, September 30, December 31, December 31, December 31,
2010 2010 2009 2010 2009
Cash flows from operating activities:
Net income $ 47,095 $ 37,967 $ 30,913 $ 160,853 $ 115,860
Adjustments to reconcile net income to net cash
provided by operating activities:
Acquisition of streaming content library (174,429) (115,149) (22,785) (406,210) (64,217)
Amortization of content library 96,015 77,146 60,261 300,596 219,490
Depreciation and amortization of property, equipment and inta 9,253 8,678 10,238 38,099 38,044
Amortization of discounts and premiums on investments 189 200 168 859 607
Amortization of debt issuance costs 139 140 1,124 514 1,124
Stock-based compensation expense 8,270 7,296 2,976 27,996 12,618
Excess tax benefits from stock-based compensation (27,515) (16,093) (3,584) (62,214) (12,683)
Loss on disposal of property and equipment 140 254 - 394 254
Gain on sale of short-term investments (348) (206) (54) (1,033) (1,509)
Gain on disposal of DVDs (1,434) (2,142) (2,607) (9,862) (7,637)
Gain on sale of business - - (1,783) - (1,783)
Deferred taxes 1,999 3,194 1,789 (962) 6,328
Changes in operating assets and liabilities:
Prepaid content (2,895) (25,485) (8,235) (35,476) (5,643)
Other current assets (9,726) (3,374) (1,155) (21,763) (5,358)
Accounts payable 61,245 41,692 9,961 139,983 (1,189)
Accrued expenses 27,543 18,003 7,506 67,209 13,169
Deferred revenue 24,197 1,567 20,974 27,086 16,970
Other assets and liabilities 36,979 8,539 110 50,332 618
Net cash provided by operating activities 96,717 42,227 105,817 276,401 325,063
Cash flows from investing activities:
Acquisitions of DVD content library (32,908) (29,900) (57,048) (123,901) (193,044)
Purchases of short-term investments (34,193) (15,379) (125,841) (107,362) (228,000)
Proceeds from sale of short-term investments 15,794 42,238 36,037 120,857 166,706
Proceeds from maturities of short-term investments 5,500 1,995 4,688 15,818 35,673
Purchases of property and equipment (14,431) (7,342) (22,433) (33,837) (45,932)
Acquisitions of intangible assets - (375) - (505) (200)
Proceeds from sale of DVDs 2,011 3,109 3,934 12,919 11,164
Proceeds from sale of investment in business - - 7,483 - 7,483
Other assets 44 48 (72) (70) 71
Net cash used in investing activities (58,183) (5,606) (153,252) (116,081) (246,079)
Cash flows from financing activities:
Principal payments of lease financing obligations (480) (470) (300) (1,776) (1,158)
Proceeds from issuance of common stock 15,822 10,927 9,182 49,776 35,274
Excess tax benefits from stock-based compensation 27,515 16,093 3,584 62,214 12,683
Borrowings on line of credit, net of issuance costs - - 18,978 - 18,978
Payments on line of credit - - (20,000) - (20,000)
Proceeds from issuance of debt, net of issuance costs - - 193,917 - 193,917
Repurchases of common stock - (57,390) (79,419) (210,259) (324,335)
Net cash provided by (used in) financing activities 42,857 (30,840) 125,942 (100,045) (84,641)
Net increase (decrease) in cash and cash equivalents 81,391 5,781 78,507 60,275 (5,657)
Cash and cash equivalents, beginning of period 113,108 107,327 55,717 134,224 139,881
Cash and cash equivalents, end of period $ 194,499 $ 113,108 $ 134,224 $ 194,499 $ 134,224

Three Months Ended Twelve Months Ended

December 31, September 30, December 31, December 31, December 31,
2010 2010 2009 2010 2009
Non-GAAP free cash flow reconciliation:
Net cash provided by operating activities $ 96,717 $ 42,227 $ 105,817 $ 276,401 $ 325,063
Acquisitions of DVD content library (32,908) (29,900) (57,048) (123,901) (193,044)
Purchases of property and equipment (14,431) (7,342) (22,433) (33,837) (45,932)
Acquisitions of intangible assets - (375) - (505) (200)
Proceeds from sale of DVDs 2,011 3,109 3,934 12,919 11,164
Other assets 44 48 (72) (70) 71
Non-GAAP free cash flow $ 51,433 $ 7,767 $ 30,198 $ 131,007 $ 97,122

16
Netflix, Inc.
Consolidated Other Data
(unaudited)
(in thousands, except percentages, average monthly revenue per
paying subscriber, average monthly gross profit per paying
subscriber and subscriber acquisition cost)
As of / Three Months Ended
December 31, September 30, December 31,
2010 2010 2009
Subscriber information:
Subscribers: beginning of period 16,933 15,001 11,109
Gross subscriber additions: during period 5,649 4,101 2,803
Gross subscriber additions year-to-year change 101.5% 88.1% 34.4%
Gross subscriber additions quarter-to-quarter sequential chang 37.7% 34.1% 28.6%
Less subscriber cancellations: during period (2,572) (2,169) (1,644)
Subscribers: end of period 20,010 16,933 12,268
Subscribers year-to-year change 63.1% 52.4% 30.6%
Subscribers quarter-to-quarter sequential change 18.2% 12.9% 10.4%
Free subscribers: end of period 1,742 1,070 376
Free subscribers as percentage of ending subscribers 8.7% 6.3% 3.1%
Paid subscribers: end of period 18,268 15,863 11,892
Paid subscribers year-to-year change 53.6% 46.4% 29.8%
Paid subscribers quarter-to-quarter sequential change 15.2% 8.8% 9.8%
Average monthly revenue per paying subscriber $ 11.64 $ 12.12 $ 13.04
Average monthly gross profit per paying subscriber $ 4.01 $ 4.57 $ 4.96
Churn 3.8% 3.8% 3.9%
Subscriber acquisition cost $ 11.13 $ 19.81 $ 25.23
Margins:
Gross margin 34.4% 37.7% 38.0%
Operating margin 13.1% 12.6% 12.0%
Net margin 7.9% 6.9% 7.0%
Expenses as percentage of revenues:
Technology and development 7.7% 7.6% 7.5%
Marketing 10.5% 14.7% 15.9%
General and administrative 3.2% 3.1% 3.0%
Gain on disposal of DVDs (0.1%) (0.2%) (0.4%)
Total operating expenses 21.3% 25.2% 26.0%
Year-to-year change:
Total revenues 34.1% 30.7% 23.6%
Cost of subscription 45.4% 25.4% 19.6%
Fulfillment expenses 23.1% 23.4% 11.9%
Technology and development 38.4% 40.3% 38.1%
Marketing (11.1%) 38.7% 27.1%
General and administrative 41.3% 48.4% 25.7%
Gain on disposal of DVDs (28.9%) (23.2%) 8.6%
Total operating expenses 9.5% 41.4% 30.3%

17