Corporate Financial Analysis and Security Research of Netflix, Inc. [pic] . Finance 307, Professor Peter Lou GGU, Summer 2013 Table of Contents Business Description……………………………………………………………………….. 3 Industry Position and Business Model…………………………………………………… 4 Industry Analysis……………………………………………………………………………. 4 Historic Financial Analysis……………………………………………………………….. 5 Weighted Average Cost of Capital……………………………………………………….. 6 Financial Statement
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launched Netflix as an online rental movie service in 1999. Netflix is a company that distributes movies and television by streaming online and mail delivery. There are eight different membership options to choose from each varying in number of DVDs rented out at a time. Netflix also offers
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an established expert and consultant in organizational design. What is interesting is that Galbraith identifies Information Technology as having an integral role in what shapes an organization, as well its design. In equating how Blockbuster and Netflix each chose to respond to the emerging presence of the Internet, the relevant factors Galbraith associated with I.T. here are: Buyer Power – buyers are becoming more aware and demanding Variety/Solutions – buyers aware that they are in control want
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attempt to answer how the King of the video entertainment empire withered away, even after years of company acquisitions and finally merging with Dish Network. Blockbuster Video faced fierce competition in the latter part of its lifetime, namely, Netflix and Redbox, although some would say that Blockbuster was its own competition with a poorly executed strategic plan. The organization was plagued with customer dissatisfaction, a poorly directed leadership, and a lack of innovation. Towards the end of the
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in terms of the customers’ needs and wants. It should be avoided as it results in the failure to see and adjust to the rapid changes in their markets. A good case study for this is Blockbuster, Redbox and Netflix. Blockbuster was on their high horse and did not pay attention to the change Redbox and Netflix sparked. As a result the two simultaneously capitalized on Blockbuster’s market share. This was Blockbuster’s fault because they did not want to adjust to the rapid change. 2. Perceived
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Netflix is earth’s largest online DVD/Blu-Ray movie rental service, which offers more than one million subscribed members access to more than 15,000 titles. Their appeal and their success have been built on providing an ever expansive selection of DVDs, and an easy way to choose movies with fast and free USPS delivery. Netflix, Inc. is the leading DVD/ Blu-Ray rent-by-mail company on earth. Netflix has more than 1.1 million paid subscribers who typically pay a monthly fee of around $19.95 for the
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Netflix 9/25/2012 Section 003 Case: Netflix’s Business Model and Strategy in Renting Movies and TV Episodes 1. How strong are the competitive forces in the movie rental marketplace? Do a five-forces analysis to support your answer. Substitutes: There is a strong force of substitutes. Consumers can buy DVDs at retail stores, rent movies via vending machine like Redbox, rent online, watch movies via TV packages and premium movie channels, pay-per-view movie rental, watch movies on the internet
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EXECUTIVE SUMMARY Both Netflix and Redbox are in competitive but still growth industry. The ability to keep good relationships with suppliers, have up to date, reliable technology and continue to look into moving into more Video On Demand services. It is recommend to look in to expanding services into video game rentals alongside movie rentals. ANALYSIS Renting Movie And TV Episode Industry Competitive Forces Competition among industry rivals is medium to strong. While they still hold most of
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Strengths: Weaknesses: • Affordable and easy to get DVD rental • Redbox only offers contemporary movies (120-‐200) • Redbox has the convenience of the consumer as their • Only one slot for rentals, as well as returns highest priority* • Multiple movie companies offer new movies only 28 • Kiosks
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that it featured a store close to every large neighborhood in the country (“Blockbuster Inc.,” n.d.). Currently, Blockbuster is still facing struggles in the video rental industry but is working to compete against its newer main competitors, Netflix and Redbox (Merced, 2010). After filing for bankruptcy in late September of 2010, Blockbuster was purchased by Dish Network in hopes to save the company and reposition it as necessary (Merced, 2010). The company will apparently be closing a large number
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