Netflix’s Q1 ‘Video Interview’, where the company takes questions from Wall Street is ongoing. Here’s a question on how the company measures engagement, and how that performed in in Q1 of 2026:
Head of Investor Relations
Thank you, Ted. I’ll move this along now to the next topic, which is on engagement. And the question here comes from Vikram Kesavabhotla of Baird. The question is, last quarter, you shared that your primary quality metric for engagement achieved an all-time high in 2025. How is this metric performing so far in 2026? What are some examples of the data points that inform your measurement of quality?
Co-Chief Executive Officer
Sure, I’ll take this one. First, just to note that volume of engagement is still relevant, and we still track it, we still seek to grow it. I mean, actually, in Q1, view hours were up at a similar rate of growth to what we saw in the second half of 2025. And that’s actually despite having the Winter Olympics 17 days of robust streaming [ competition land ] in Q1 as well.
But as we said and as you alluded to here, while view hours are important, it’s actually just one of several metrics that we look at, and we’re increasingly trying to make that a more sophisticated view. Member quality is an important part of that. Increasing sophistication and measuring our performance, and it’s got several associated signals. And in Q1, that primary member quality metric that you referenced, it hit another all-time high. So we’re making good progress there. We’re excited about that. I am not going to detail how we compose our metrics because they often take quite a time and quite an effort to actually build them and to prove them out. I’m sure our competitors would like to get that cheat sheet, but we’re not going to give it to them. But I will say this that we build confidence in our metrics and specifically this member quality metric, as well as assess how we evolve and improve those metrics over time by evaluating their predictive and explanatory power to really important primary metrics like retention.
So that’s why we are clear that improving that number improves the business. And expanding on this, I would say, as we invest into new forms of content, we also have to learn how the new programming provides different kinds of value. I think live is a really great example of this. It often drives really significant viewing value for our members, albeit with fewer view hours than perhaps a scripted series. It’s also got different acquisition characteristics. So these are all things that we have to continually understand better.
We have to build models for how that programming matters to our members. We’ve got to figure out how that supports the business and then, of course, we can bid appropriately based on that.