For the first 12 years of its existence, Netflix limited its service to the US.
After the first couple of rounds of funding, they regularly thought about expanding to Canada. It was close and postage and transport costs were low. They knew that they could get an instant revenue bump of ~10%
But they didn’t do it 
for 2 reasons.
First, they knew it would be more complicated than it looked. French was the main language in Canada (more subtitles) and they had a different currency (but which had the same name!). It would add another level of complexity that the business did not need at that point in time.
But the biggest reason was even simpler – if they took the amount of effort, manpower and mind-power a Canadian expansion would require and applied it to other aspects of the business in the home country, they were sure they would get a far greater return than 10%
It would have been a short term move, with short-term benefits. It would have diluted their focus. And as co-founder Marc Randolph puts it:
” Focus. It’s an entrepreneurs secret weapon…it’s something akin to courage.”
Eventually, they started calling all such problems “Canada problems” – where short term solutions might seem easier on paper but were rarely the smarter move.
Today, when founders talk about the ease of expanding to multiple markets (typically South East Asia), I like to remind then of the Canada problem. Expansion (using capital) may sound easy, but depth in one market is often more important.
