Instead of buying entire sports seasons, Netflix acquires single, high-impact events like a Christmas NFL game. This 'eventizing' strategy creates maximum buzz for a lower relative cost by turning content releases into unforgettable, can't-miss dates on the cultural calendar.

OnlyFans achieves extreme capital efficiency by hiring only senior and junior talent, removing the "squidgy layer of middle management." This structure values individual contributors over managerial empire-building, ensuring everyone stays close to the business and makes decisions quickly, with a team of just 42 full-time employees.

OnlyFans deliberately bans fully AI-generated accounts to protect its human creators' ability to monetize. CEO Keily Blair bets that as AI-generated "slop" proliferates online, users will increasingly crave and pay more for authentic, human-produced content and the genuine connection it provides.

The $7B microdrama industry validated Quibi's short-form content idea but corrected its flawed business model. Instead of monthly subscriptions, successful apps use a freemium model with addictive cliffhangers that compel users to make small, frequent micropayments to continue watching.

To expand beyond its core market, OnlyFans avoids risky big bets on established creators. Instead, it uses a deliberate incubator model, tested with comedy. By creating and promoting a touring show on its free OFTV platform, it builds a new creator ecosystem from the ground up before committing to a full-scale launch.

The highest end of live event monetization isn't selling access, but selling status. By creating tiered, exclusive experiences (e.g., meeting an athlete, on-field access), you tap into a demand curve for social proof that is practically unlimited. People will pay 'crazy' amounts for the shareable video moment.

Instead of viewing its association with adult content as a problem, OnlyFans' CEO reframes it as a core asset. She argues that the resulting high brand awareness and intrigue create a massive top-of-funnel advantage that most companies would envy, turning a perceived weakness into a strategic moat with a loyal community.

The company's 'Netflix for games' service failed because the user behavior model was flawed. Unlike movies, which are consumed in hours, gamers often engage deeply with a single game for months or years. This long lifespan per title weakens the value proposition of a broad, all-you-can-play subscription.