...Project Proposal The proposed organizations for this project are Netflix and Blockbuster. This research project will demonstrate why the two companies changed to stay in competition. Additionally, this research project will demonstrate how technology obligates organizations to change their business model. Blockbuster opened their first store in 1985 in Dallas, Texas and expanded to operate 6,500 video rental stores (Blockbuster, n.d.). The organization was a competitor in the small video rental stores by providing a wider selection of movies and game rentals. Because of the positive, public acceptance Blockbuster expanded quickly and opened stores across the nation, London and Canada (Blockbuster, n.d.). Netflix was founded in 1997 in Scotts Valle, California. The organization website was launched in April 14, 1998 providing to the public online-per-rental model. Netflix introduced the monthly subscription concept in September, 1999. In February, 2007 Netflix introduced the video-on-demand via the Internet. At the present time Netflix provide services in Canada, Latin America, the Caribbean and Europe. Netflix is recognized to be one of the most successful dot-com ventures (Funding Universe, 2011). ORGANIZATIONAL CHANGES Blockbuster was purchased by Dish Network after filing for bankruptcy in late September 2010. The company has closed a large number of stores at it works to create an online video-streaming outlet (Merced, 2010). Blockbuster’s edge over...
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...Strategy: Blockbuster vs Netflix LDR/531 Failure Analysis/Change Strategy: Blockbuster vs Netflix Organizational Behavior Theories The organizational behavior theories which explains Netflix’s success are two; decision-making and systems approaches. Netflix made the monumental decision to become a virtual dvd rental versus a brick and mortor provided a solution in the company’s goal and vision to be ahead of technological advances in the industry. Netflix took on the systems approach in understanding and measuring the company’s input and output processes. Netflix uses the systems approach to integrate and drive processes in developing adaptive capacities, driving innovation. Blockbusters organizational behavior theory focus was on scientific leadership. The company placed a great deal of focus on how to become more effective in the company’s brick and mortor business, redefining company objectives and direction. How employing this theory failed the company was the leadership decision to not pledge the same level or more focus on the click initiative which the company could not capture the needed momentum in becoming competitive with Netflix. Blockbuster could have had a more competitive edge over Netflix sustaining its presence in the industry if only the company could define better performance practices leveraging its click business over its brick and mortor presence. Role of the organization on the Fail/Success So how did an upstart company like Netflix tale down...
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...Blockbuster vs. Netflix Introduction Blockbuster opened in 1985 and in its “first 20 years of business, the movie rental giant opened 9.100 stores in 25 countries” (Laudon, 2007, p. 121). Netflix launched in 1998 using a new business model and became Blockbusters biggest threat. The paradigm shift in the rental industry from having to travel to a store and rent a movie to being able to have a movie delivered to your mailbox changed the way people think about media entertainment. The next shift will be having the technology to download movies and shows directly to a television. Analysis Blockbuster and Netflix are using two different information system strategies. Blockbuster, which is a traditional retail store with a physical location focused on creating a market niche. It used “an automated point-of-sale system” and was able to use “these data to monitor sales and to analyze the demographics, and rental and sales patterns for each store to improve its marketing decisions” (Laudon, 2007, p. 121). Netflix came onto the scene with a completely different strategy, product differentiation. Emphasizing convenience, they created a system to allow consumers to order movies sent to their customers homes and returned on the individual’s time schedule. Netflix was able to use mass customization and give consumers an individually tailored service without increasing the needed resources. Using the Business Value Chain Model, Netflix has used information technology on almost...
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...Introduction: Netflix: After selling his first company Pure Software Reed Hasting founded this completely new business. Hasting sensed the opportunity for online movie rentals business and founded the company Netflix in 1997. Netflix launched its online subscription service in 1999. Netflix was successful in acquiring about 2million customers in four years. Netflix found that a lot of new customers are attracted towards its online movie rental service because of the information provided by Netflix about each movie in Netflix’s rental library which included critic reviews, member reviews, online trailers and ratings, and the ease with which they could find and order movies; the elimination of late fees and due dates; and convenience of being provided the postage return envelope for mailing the DVD back to Netflix. The company ran a marvelous advertising and marketing campaign from 2001 to 2008.For this reason, company achieved a high level of consumer awareness of Netflix name, its logo, and its movie rental service. Netflix had 2007 revenues of $1.2 billion (up from $501 million in 2004) and its 100,000 movie titles (up from 55,000 in 2005).By July 2008 Netflix had 8.4 million subscribers. Block Buster: Blockbuster was founded in Dallas Texas in 1985. Blockbuster had followed an extensive growth strategy, and achieving a peak of 9,094 companies operated and franchised movie stores worldwide by the year-end 2004. Blockbuster had 3,291 international store locations at the...
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...Case Analysis Blockbuster vs. Netflix 1. Mission/External Analysis 2. Industrial Analysis 3. Internal Analysis 4. Financial Analysis 5. Assumptions/Challenge/Objectives 6. Alternative Analysis 7. Resolution For years Blockbuster dominated the movie rental scene crushing the local competition with its wide selection, huge inventories and longer rental periods. Over the years though, Blockbuster has lost it strangle hold over the competition and filed for Chapter 11 bankruptcy protection in September 2010. Blockbuster competition won because they evolved to meet the demands of the current customer. The biggest rival that Blockbuster competed with was Netflix, which was started in 1997 and established its subscription service in 1999. The competitive forces in the movie rental marketplace expanded in the early 90’s with the creation of the DVD movies. Like pervious attempts to move away from VHS tapes, DVDs players were very costly at first. As time went on, DVD’s players became cheaper to produce and many of them where incorporated with home theater systems due to the demand of people who wanted to watch movies on their own big screen. With this boom in DVDs’ it created a demand in the movie rental marketplace. Since Blockbuster was apart of Viacom, which was a multimedia conglomerate, they were able to provide them with supplier power and buyer power. Blockbuster was able to outspend the competition, which in...
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...Blockbuster vs Netflix Q1. (a) What is Blockbuster’s Business Model? (b) How successful has it been? Ans: (a) We can define Blockbuster’s Business Model as a- Bricks Model. Because, * It has video rentals & sales stores. * Customers have to come to the stores to buy or rent movies from these stores. * It is a total physical process. (b) It was a successful model before Netflix entered into the video rental market. The reason behind that is, * They’ve 40% share of the whole U.S. video rental market . * From the video sales they’ve got $16 billion. * Enjoying a market share that will be gaining by very few firms in any industry. Q2. (a) What industry & technology for as have challenged that business model? (b) What problems why’ve created? Ans: (a) Industry -- Netflix Inc, 1998. Technology -- Online based video rental & sales. * Also offering postal service. * No need for a physical verification. (b) Problems created by that industry are, * They’ve offering value to this customer’s by giving the internet service. * People don’t need to go out to buy movies. * No more transportation cost will occur. Q3. (a) Is Blockbuster developing successful solutions to its problem? ...
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...34 a 50 % del capital total invertido. Señalando a su vez que el comercio electrónico y la publicidad se encuentran en su mayor apogeo. Imagínate que pudieses escoger entre ir a una tienda físicamente a alquilar una película o que te la lleven directamente a tu casa con el sólo movimiento de un dedo. ¿Cuál escogerías? ¿Eres de los que prefieren comodidad o te llama más la atención el método tradicional? Ante este escenario, a continuación se analizará el caso de la campal disputa entre los dos titanes del mercado de renta y venta de videos; el mercado tradicional de Blockbuster versus su eterno rival virtual Netflix. A su vez, se discutirá cómo estos han adaptado la tecnología a sus diferentes pero similares servicios y modelos de negocio. La pregunta que queda por hacer es, ¿cuál vencerá? Resumen Los autores Kenneth Laudon & Jane Laudon (2007), nos proveen en su caso de estudio Blockbuster contra Netflix: ¿Cuál vencerá?, la historia de dos modelos de negocios revolucionarios en el mercado de la renta y venta de videos y la competencia que se ha creado entre ellos. Dos modelos de negocios fundamentados en...
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...short Blockbuster stocks owing to several reasons. First, in the existing market, the current value chain and corresponding value proposition of Blockbuster is becoming less and less relevant when compared to the existing and emerging technologies and the other offered possibilities (i.e. services like Netflix and VOD). These services can even better serve the customers’ needs for a lower price, while maintaining significantly lower operational costs. This is especially relevant for the VOD, providing both the selection and convenience of Netflix and allowing spontaneous purchases like Blockbuster. Second, Blockbuster’s equity is mostly invested in real estate and movie stocks. Thus, if Blockbuster would decide to alter it s activities to accommodate to the changing market, the resources needed to make this change happen are enormous (time, cost and physical effort). Third, based on their past behavior, it could be estimated that Blockbuster typically operates in a conservative manner, with slow reactions to market changes- this can be exemplified by their very late 2004 response to Netflix, and their blunt avoidance of reaction beforehand. Fourth, taking into account past performance of Blockbuster’s stock before 2006, we can identify a bearish trend, hinting towards the effect of the market forces on Blockbuster. Overall, we estimate that strong market competition from disruptive services enabled by emerging technologies, combined with the current position of Blockbuster, would...
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...Netflix in Action The Netflix rise had many factors but the greatest was that the CEO Reed Hastings decided to invest in his streaming technology and did not want to follow the same business strategy that others used. It was this kind of innovative thinking that has made Netflix the conglomerate giant that it is today. This story is a great example of Management in action because like all businesses Netflix was a tiny company with very small revenues and within 5 years had a tremendous amount of growth, now it dominates the online streaming market. Blockbuster was very successful for many years and a firm control over the market. With over 25,000 employees and over 8,000 stores and valued at $8 billion dollars in 2005 it dominated its industry. Since 2000 when only a few Americans had broadband, Hastings knew that cassettes would be a thing of the past. His mailing DVD system was good but he knew what the future would bring. He knew that he needed something universal and that would be user friendly. He had originally designed a box but it required 16 hours of download time and knew this would not be as popular and later abandoned that project. Once broadband became faster Hastings knew this was the perfect time to favor his online streaming creation. Blockbuster who was aware of this upcoming threat, decided to focus on sales and expanded its stores to sell other merchandise as well. Hastings took a different approach and wanted to save operating costs and decided no retail...
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...potential new entrants, firms in the industry offering substitute products and rivalry among competing sellers. * Suppliers- my analysis shows that this is the strongest force in the industry. They are the one that set market prices and control the distribution of their product. The amount of movies produced all depends on them. If suppliers decide to vertically integrate forward, businesses like Netflix and blockbuster will definitely be wiped out of business. * Buyers- these are the people that accept the market prices. They have no say although the market works to satisfying their needs. They have limited choice in terms of finding other entertainment sources except visual entertainment and therefore accept whatever restrictions the market sets for them. This is not a strong force in this industry. * Potential new entrants- considering that competition is high in this industry and many businesses have set up their market status it is hard for new businesses to enter this market. Netflix is a dominant business in the market and has almost managed to wipe put blockbuster and movie gallery into bankruptcy. Therefore this force is also weak as potential new entrants will be highly unlikely to be able to sustain themselves....
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...Netflix Assets We classify our streaming content obtained through a license agreement as either a current or non-current asset in the consolidated balance sheets based on the estimated time of usage after certain criteria have been met, including availability of the streaming content for its first showing. We amortize licensed streaming content on a straight-line basis generally over the term of the related license agreements or the title’s window of availability Content is obtained through direct purchases, revenue sharing agreements and license agreements with studios, distributors and other suppliers. DVD content direct purchases or revenue sharing agreements. Streaming content is generally licensed for a fixed fee for the term of the license agreement but may also be obtained through a revenue sharing agreement. DVD library is its non current asset. The Company amortizes its direct purchase DVDs, less estimated salvage value, on a “sum-of-the-months” accelerated basis over their estimated useful lives. The accounting method for backlog DVD’s was changed after 1994. Our recent survey work suggests that NFLX streaming offering is compelling and should get more so as it acquires additional streaming content. In turn, this is creating a virtuous cycle whereby NFLX sub base grows, leading to greater financial resources to acquire more content to improve the user experience and continue to grow the sub footprint. Additionally we believe DVD costs may fall quicker...
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...Netflix is the leading movie and television streaming company which was established in 2007. Netflix began as a disc rental company which offered door to door movie rentals at a monthly rate. The company also began a video streaming service which consumers pay a monthly subscription fee to access thousands of movies and television shows at a low rate of $7.99 per month. This allows the user to watch at anytime, anywhere with an internet access point and a viewing device, to stream as many movies or videos as they like. Netflix has negotiated terms with networks managing titles to either receive a profit of each title or a cut from subscription fees. How strong are the competitive forces in the movie rental marketplace? Do a fiveforces analysis to support your answer. The competitive forces in the movie rental marketplace are not very strong. Netflix’s major competitor is actually just RedBox. Most people would think Blockbuster Express kiosks would be a serious competitor, but actually Blockbuster Express (not related to Blockbuster LLC or Blockbuster stores) is operated by RedBox. According to NPD Group, a market research company, overall disc rentals was down in 2011, but it still managed be the top source of movie media in homes with 62 percent of transactions being disc transactions. At its peak, Blockbuster had operated approximately 9,000 stores, they are now operating approximately 900 stores worldwide. RedBox, a recent competitor, operates approximately 42,000 kiosks....
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...Since founded in 1999, Netflix has grown to become the world’s largest online movie rental service. In the beginning of 2007, Netflix surpassed 6.3 million subscribers. With a catalog that includes more than 100,000 titles, Netflix is leading the movie rental market. Netflix’s subscription-based business model was a disruptive innovation in the movie rental business. By using the internet, Netflix focused on providing convenient and affordable prices for an entertainment industry that was already highly popular. Based on a product that consumers already loved, Netflix’s business model was profitable because it improved the consumer’s rental experience. The company aimed to become the best cost provider. As part of its competitive advantages, Netflix has an intuitive website (easy to use), personalized movie recommendations, and excellent customer service. Netflix has been rated No. 1 in online retail customer satisfaction by Neilsen Online for the past 3 years and for nine consecutive periods by Forsee/FGI Research (Netflix, 2009). Netflix’s strategy for success has included providing a comprehensive selection of movies; an easy way to choose movies, fast delivery, a no late fees policy and a convenient drop it in the mail return system. These strategies ensured a competitive advantage to Netflix and threatened to make the traditional video store obsolete. A combination of its business model and strategic approach carry out the mission of the company. Diagnosis of...
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...Name:Leuteris Stamatiou Case 2:Netflix Movie rental business The movie rental business is consisted by three major players, Netflix, Blockbuster and Wal-Mart. Netflix was founded by Reed Hastings, a man who captured the idea of Netflix when he was late returning the movie Apollo 13 to his local video store and being charged with a forty dollar fee.Netflix is the number one in the movie rental business but if the company had delayed its public stock offering, the firm would be greater and stronger for its rivals. On the other hand Blockbuster a company dated back to 1985, when David Cook sought to fill a niche market for customers wanting to rent a variety of VHS titles, and Wal-Martthe largest firm in the United States ranked by sales, are the major rivals of Netflix. Blockbuster and Wal-Mart are the ones who mimic Netflix with cheaper rival efforts and “declared” a price war in the movie rental business. But in the end Wal-Mart dumped the experiment in DVD-by-mail and Blockbuster had been mortally wounded with million of dollars losses leaving Netflix alone at the top. Core business/Value-chain For a monthly subscription fee under the standard plan, subscribers can rent as many digital video discs (“DVDs”) as they want, with a number of movies out at a time, and keep them for as long as they like. There are no due dates and no late fees. DVDs are delivered directly to the subscriber’s address by first-class mail from distribution centers throughout the United States...
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...Abstract This document will present a technology that has changed the way society sees the movie and TV industry. This paper will present details of how this technology impacted its industry, how it is used, how people, and competitors reacted. Examples will be provided of similar scenarios and what new opportunities this technology has presented to its market, plus how the government and legislation reacted toward this new technology advancement. Technology Effects Technology is a powerful tool that over the years it has evolved continuously providing the human with new options to be more precise in every aspect. Technology not only provides us with new emerging advancements, but they also can make a whole industry change with one revolutionary creation. An excellent example that can be provided of how technology can change an industry very fast is the online movie streaming sites and the self serve renting movie machines. These two different technology creations has come to make an impressive change on how the movie and TV industry currently operates compared to a few years ago. Many years ago the movie and TV industry was strictly dedicated to watching TV shows in the big old box we call a Television, and we could only watched movies at a movie theater or in the television. People would visit different store locations to rent their movies and watch them at home but things have changed drastically since then. These new technology advancements have changed how everything...
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