Seven years ago, Vimeo had Hollywood dreams. The internet video outfit-owned by Barry Diller's IAC-had found a niche hosting flicks for artsy filmmakers who didn't want their works to be tossed into You-Tube's unruly, ad-driven stew. But it was a tiny, money-losing business with annual revenue under $40 million. Vimeo was pinning its hopes on the booming streaming business, betting it could leverage its relationship with creatives to build a subscription service to rival Netflix, Amazon Prime and HBO. It hired studio execs from Paramount and Hulu and signed distribution deals with Lionsgate, CBS Interactive and Spike Lee for content to stock the new service.
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机译：七年前，Vimeo有好莱坞梦想。 Barry Diller的IAC的互联网视频套装 - 已经找到了一个利基托管的艺术电影制作人，他们不希望他们的作品被扔进你管的不守规矩，广告驱动的炖菜。但这是一个小小的钱失败的业务，年收入低于4000万美元。 Vimeo凭借蓬勃发展的流媒体业务，投注它可以利用其与创造者的关系来建立订阅服务，以便对竞争对手Netflix，亚马逊Prime和HBO。它从派拉蒙和Hulu聘请了Studio Exec，并签署了与LionsGate，CBS互动和飙升的签名分发，以便储存新服务。
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